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CHAPTER-1

INTRODUCTION
The Human Resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep the
present as well as the future requirements of the organization in mind.
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.”
In order to attract people for the jobs, the organization must communicate the position in such a
way that job seekers respond. To be cost effective, the recruitment process should attract
qualified applicants and provide enough information for unqualified persons to self-select
themselves out.
There is no doubt that the world of work is rapidly changing. As part of an organization then,
HRM must be equipped to deal with the effects of the changing world of work. For them this
means understanding the implications of globalization, technology changes, workforce diversity.
Changing skill requirements, continuous improvement initiatives contingent workforce,
decentralized work sites and employee involvement are the issue for confront.
Now it is a big challenge for the HRM to support the organization by providing the best
personnel for the suitable position in shortest possible time. Start with recognizing the vacancies
and planning for them is a great task. Moreover selecting attracting the suitable candidates and
selecting the best person in time is a challenge. The cost of the recruitment is significant. So,
proper planning and formulate those plan is the task that require more focus and improvement.
Equal opportunity and sourcing is also a vital part. Realizing this need we tried to find the
difference and similarities between theoretical aspects with the practical steps taken by the
company. We took an attempt to demonstrate the feature for the further improvement.
Recruitment and Selection :

Recruitment and Selection is an important operation in HRM, designed to maximize employee


strength in order to meet the employer's strategic goals and objectives. In short, Recruitment and
Selection is the process of sourcing, screening, shortlisting and selecting the right candidates for
the filling the required vacant positions.

Recruitment is the process of attracting the most suitable people for the position, selection is the
process of choosing the best person for the position, and induction is introducing the
person to the position. This module describes a series of well-tested steps to help you identify the
right person, to ensure he or she will fit well with your farm business, and to meet the various
legal obligations of an employer.

Need for recruitment :

The need for recruitment may be due to the following reasons / situation:

a) Vacancies due to promotions, transfer, retirement, termination, permanent disability,


death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of
businessactivities of an enterprise. In addition, new vacancies are possible due to job
specification.

Purpose and importance of Recruitment:


1. Determine the present and future requirements of the organization on conjunction with its
personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly
under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of its work
force.
6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
9. Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates are encouraged to submit applications for the
purpose of selection.

Recruitment Process:

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of
qualified job applicants. The process comprises five interrelated stages, viz.

1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.

STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of likely
job vacancies and information about the nature of these jobs into set of objectives or targets that
specify the (1) Numbers and (2) Types of applicants to be contacted.

Numbers of contact:

Organization, nearly always, plan to attract more applicants than they will hire. Some of those
contacted will be uninterested ,unqualified or both. Each time a recruitment Programme is
contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with
the qualified people.
Types of contacts: It is basically concerned with the types of people to be informed about job
openings. The type of people depends on the tasks and responsibilities involved and the
qualifications and experience expected. These details are available through job description and
job specification.

STAGE 2: STRATEGY DEVELOPMENT:


When it is estimated that what types of recruitment and how many are required then one has
concentrate in
(1). Make or Buy employees.
(2). Technological sophistication of recruitment and selection devices.
(3). Geographical distribution of labour markets comprising job seekers.
(4). Sources of recruitment.
(5). Sequencing the activities in the recruitment process.

Make or Buy:
Organisation must decide whether to hire le skilled employees and invest on training and
education programmes, or they can hire skilled labour and professional. Essentially, this is
the„make‟ or „buy‟ decision. Organizations, which hire skilled and professionals shall have to
paymore for these employees.

Technological Sophistication:
The second decision in strategy development relates to the methods used in recruitment and
selection. This decision is mainly influenced by the available technology. The advent
ofcomputers has made it possible for employers to scan national and international
applicantqualification. Although impersonal, computers have given employers and job seekers a
widerscope of options in the initial screening stage.
STAGE 3: SEARCHING:

Once a recruitment plan and strategy are worked out, the search process can begin. Search
involves two steps
A) Source activation and
B) Selling.

STEP 4: SCREENING:

Screening of applicants can be regarded as an integral part of the recruiting process, though
many view it as the first step in the selection process. Even the definition on recruitment,
wequoted in the beginning of this chapter, excludes screening from its scope. However, we
haveincluded screening in recruitment for valid reasons. The selection process will begin after
the applications have been scrutinized and short-listed. Hiring of professors in a university is
atypical situation. Application received in response to advertisements is screened and only
eligible applicants are called for an interview. A selection committee comprising the
Vicechancellor,Registrar and subject experts conducts interview.Here, the recruitment
processextends up to screening the applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage,
thoseapplicants who are visibly unqualified for the job. Effective screening can save a great deal
oftime and money. In screening, clear job specifications are invaluable. It is both good practice
and a legal necessity that applicant’s qualification is judged on the basis of their knowledge,
skills, abilitiesand interest required to do the job.

STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitment process.
The costs generally incurred are: -
1. Salaries for recruiters.
2. Management and professional time spent on preparing job description, job specifications,
advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.

Sources of Recruitment:

SOURCES OF MANAGERIAL RECRUITMENT:

1) INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion
2) Campus recruitment
3) Transfers
4) Press advertisement
5) Internal notification
6) Management consultancy service
7) Retirement
8) Deputation of personnel ortransfer from one enterprise toanother
9) Former employees
10) Walk-ins, write-ins, talk-ins
The sources of recruitment can be broadly categorized into internal and external
sources-

1) INTERNAL RECRUITMENT:

Internal recruitment seeks applicants for positions from within the company. The
various internal sources include:
Promotions and Transfers:

Promotion is an effective means using job posting and personnel records. Job posting requires
notifying vacant positions by posting notices, circulating publications or announcing at staff
meetings and inviting employees to apply. Personnel records help discover employees who are
doing jobs below their educational qualifications or skill levels. Promotions has many
advantages like it is good public relations, builds morale, encourages competent individuals who
are ambitious, improves the probability of good selection since information on the individual’s
performance is readily available, is cheaper than going outside to recruit, those chosen internally
are familiar with the organization thus reducing the orientation time and energy and also acts as a
training device for developing middle-level and top-level managers.

Employee referrals

Employees can develop good prospects for their families and friends by acquainting them with
the advantages of a job with the company, furnishing them with introduction and encouraging
them to apply. This is a very effective means as many qualified people can breached at a very
low cost to the company. The other advantages are that the employees would bring only those
referrals that they feel would be able to fit in the organization based on their own experience. In
this way, the organization can also fulfil social obligations and create goodwill.

Former Employees:

These include retired employees who are willing to work on a part-time basis, individuals who
left work and are willing to come back for higher compensations. Even retrenched employees are
taken up once again. The advantage here is that the people are already known to the organization
and there is no need to find out their past performance and character.

Dependents of deceased employees:

Usually, banks follow this policy. If an employee dies, his / her spouse or son or daughter is
recruited in their place. This is usually an effective way to fulfil social obligation and create
goodwill.
Recalls:

When management faces a problem, which can be solved only by a manager who has proceeded
on long leave, it may de decided to recall that persons after the problem is solved, his leave may
be extended.

Retirements:

At times, management may not find suitable candidates in place of the one who had retired, after
meritorious service. Under the circumstances, management may decide to call retired managers
with new extension.

2) EXTERNAL RECRUITMENT:

External recruitment seeks applicants for positions from sources outside the company. They have
outnumbered the internal methods. The various external sources include

Professional or Trade Associations:

Many associations provide placement service to its members. It consists of compiling job
seeker’s lists and providing access to members during regional or national conventions. Also, the
publications of these associations carry classified advertisements from employers interested in
recruiting their members.These are particularly useful for attracting highly educated, experienced
or skilled personnel.

Advertisements:

It is a popular method of seeking recruits, as many recruiters prefer advertisements because of


their wide reach. Want ads describe the job benefits, identify the employer and tell those
interested how to apply. Newspaper is the most common medium but for highly specialized
recruits, advertisements may be placed in professional or business journals. Advertisements must
contain proper information like the job content, working conditions, location of job,
compensation including fringe benefits, job specifications, growth aspects, etc.
Campus Recruitments:

Colleges, universities, research laboratories, sports fields and institutes are fertile ground for
recruiters, particularly the institutes. Campus Recruitment is going global with companies like
HLL, Citibank, HCL-HP, ANZ Grind lays ,L&T, Motorola and Reliance looking for global
markets. Some companies recruit a given number of candidates from these institute severl year.
Campus recruitment is so much sought after that each college; university department or institute
will have a placement officer to handle recruitment functions. However, it is often an expensive
process, even if recruiting process produces job offers and acceptances eventually.

Walk-ins, Write-ins and Talk-ins:

The most common and least expensive approach for candidates is direct applications, in which
job seekers submit unsolicited application letters or resumes. Direct applications can also provide
a pool of potential employees to meet future needs. From employees‟ viewpoint, walk-ins are
preferable as they are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry level and unskilled vacancies, some
organizations compile pools of potential employees from direct applications for skilled positions.
Write-ins are those who send written enquiries. These jobseekers are asked to complete
application forms for further processing. Talk-ins involves thejob aspirants meeting the recruiter
(on an appropriated date) for detailed talks. No application is required to be submitted to the
recruiter.

Consultants:

They are in this profession for recruiting and selecting managerial and executive personnel. They
are useful as they have nationwide contacts and lend professionalism to the hiring process. They
also keep prospective employer and employee anonymous. However, the cost can be a deterrent
factor.
Head Hunters:

They are useful in specialized and skilled candidate working in a particular company. An agent is
sent to represent the recruiting company and offer is made to the candidate. This is a useful
source when both the companies involved are in the same field, and the employee is reluctant to
take the offer since he fears, that his company is testing his loyalty.

Radio, Television and Internet:

Radio and television are used to reach certain types of job applicants such as skilled workers.
Radio and television are used but sparingly, and that too, by government departments only.
However, there is nothing inherently desperate about using radio and television. It depends upon
what is said and how it is delivered. Internet is becoming a popular option for recruitment today.
There are specialized sites like naukri.com.

SELECTION:

Selection process is a decision making process. This step consists of a number of activities. A
candidate who fails to qualify for a particular step is not eligible for appearing for the subsequent
step. Employee selection is the process of putting right men on the right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only where there is effective matching. By selecting best candidate for
the required job, the organisation will get quality performance of employees. Moreover,
organisation will face less absenteeism and employee turnover problems. By selecting right
candidate for the required job, organisation will also save time and money. Proper screening of
candidates takes place during selection procedure. All the potential candidates who apply for the
given job are tested.

The difference between recruitment and selection:

Recruitment is identifying an encouraging prospective employees to apply for a job and


Selection is selecting the right candidate from the pool of applicants
SELECTION PROCESS:

Selection is along process, commencing from the preliminary interview of the


applicants and ending with the contract of employment.

1. Preliminary test
2. Selection test
3. Employment interview
4. Reference and background
5. Analysis
6. Selection decision
7. Physical examination
8. Job offer
9. Employment contract

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.

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 applicant’s ability, aptitude and personality.
The following are the type of tests taken:

1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
5. Personality test
6. Projective test
7. General knowledge test
8. Perception test
9. Graphology test
10. Polygraph test
11. Medical test

Step-3 INTERVIEW:

The next step in the selection process is an interview. Interview is formal, indepth conversation
conducted to evaluate the applicant’s 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.

Types of interview: -

Interviews can be of different types. There interviews employed by the companies.


Following are the various types of interview:-
1. Informal interview
2. Formal interview
3. Non directive interview
4. Depth interview
5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10. Unstructured interview
11. Mixed interview
12. Telephonic interview

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, organisations sometimes hire applicants before checking references.

Step-5 SELECTION DECISION:

After obtaining information through the preceding steps, selection decision- the 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 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.
Finally, such an examination will protect the employer from workers compensation claims 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. Those 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.
The company may also want the individual to delay the date of reporting on duty. If the new
employee’s first job upon joining the company is to go on company until perhaps aweek before
such training begins.

STEP 8: CONTRACT OF EMPLOYMENT:

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:
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:
7. Paid holidays per year.
8. Public holidays.
9. Special terms relating to rights to patent s and designs, confidential information and restraints
on trade after termination of employment. 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.

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 EVALUATION OF SELECTION PROGRAMME:

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.

Difference between Recruitment and Selection:

1. Recruitment is the process of searching for prospective candidates and motivating them to
apply for job in the organization. Whereas, selection is a process of choosing most suitable
candidates out of those, who are interested and also qualified for job.
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 candidate.
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/interest.
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
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.
CHAPTER-2
Objectives of the study

Aim and objective

I To understand the process of recruitment


ii. To know the sources of recruitment at various levels and various jobs
iii. To critically analyze the functioning of recruitment procedures
iv. To identify the probable area of improvement to make recruitment procedure more
effective
IMPORTANCE AND SIGNIFICANCE OF THE STUDY :

1. Determine the present and future requirements of the organization on conjunction with its
personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visible under
qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of its work
force.
6. Begin identifying and preparing potential job applicants who will be appropriate candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
9. Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates are encouraged to submit applications for the purpose of
selection.
SCOPE OF STUDY

This project may be useful for following Areas

 Dealing with the excess or shortage of resources

 Preparing the Recruitment policy for different categories of employees

 Analyzing the recruitment policies, processes, and procedures of the organization

 Identifying the areas, where there could be a scope of improvement

 Streamlining the hiring process with suitable recommendations

 Choosing the best suitable process of recruitment for effective hiring of resources
LIMITATION OF STUDY

Following are the limitation of this Research Project

 The employees were busy with their daily schedule and it was very much difficult for
them to give time.

 Time and money was also an important constraint

 The study is limited to response from 60 respondents.

 The study is limited for a period of 2017-2018.

 Research is limited to Recruitment and selection policy of Videocon company only.


CHAPTER-3
RESEARCH METHODOLOGY :

1) RESEARCH DESIGN

A research design is the specification of methods and procedure for acquiring the information
needed to structure or to solve problems. It is the overall operation pattern or framework of the
project that stipulates what information is to be collected from which source and be what
procedures.

“A research design is the arrangement of the condition for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy
in procedure”

The research study applied here is purely descriptive.

2) SAMPLE SELECTION AND SAMPLE SIZE :


Simple random sampling is used to collect the

3) SAMPLE SIZE

25 Respondents are chosen as a sample size for the study

4) Data collection :

The data for the survey will be conducted from both the Primaries as well as secondary
sources.
Primary Data:
Primary data was collected using interviews technique the survey data will collect by
using questionnaire. The primary data collection for his purpose is supposed to be done
by judgment sampling conversation sampling. The questionnaire has been formatted with
both open and close structure questions.

Secondary Data :

Data was collected from web sites, going through the records of the organisation, etc.
It is the data which has been collected by individual or someone else for the purpose of
other than those of our particular research study.

5) Data analysis & interpretation :

A questionnaire was prepared for the purpose of getting feedback from employees and
manager regarding “Recruitment & Selection” of their Company. 25 employees are
selected from different department and were distributing questionnaire from the purpose
of the study.The analysis of the data is done as per the survey finding. The percentage of
the people opinion were analyzed and expressed in the form of chart
CHAPTER- 4
COMPANY PROFILE :

Videocon Industries Limited, formerly named Videocon Leasing & Industrial Finance Limited,is
a global operating Indian conglomerate. The company was found in 1979 by Nandlal Madhavlal
Dhoot. With a mission: “To delight and deliver beyond expectation through in genius strategy,
intrepid entrepreneurship, improved technology, innovative products, insightful marketing and
inspired thinking about the future”, after three decades of development, it is now a top consumer
electronics and home appliances brand in India and the third largest CPT manufacturer in the
world (The Economist, 2007). The company is under control of the Dhoot family whom
possesses over 70% of the company’s ownership. Mr.Nandlal Madhavlal Dhoot initiated his sons
into the company. One of his sons, Mr. Venugoapl Dhoot, the Chairman and Managing Director
of Videocon, and another son Mr. Pradip kumar Dhoot, the company’s Whole-Time Director.
The Dhoot family has involved actively in managing Videocon’s business. In the 1980s, along
with the cooperation with Japanese corporation Toshiba, Nandlal launched ‘India’s first world-
class color’ TVs: Videocon. Today, the company is one of the most well-known household
brands in domestic market, and is listed at Bombay Stock Exchange Limited and National Stock
Exchange Limited of India Limited.

Business Profile of Videocon :

Videocon has four key operation sectors: customer electronics, home appliance and compressor;
display industry and its components; CPTs glass; oil & gas. Manufacturer & Exporter of
Conventional Colour TV and LCD TV Receiver Sets, D2h Set Top Box, VCD/MP3 Players, Air
Coolers, Music Systems, Air conditioners, Home Theaters like Refrigerators, Automatic &
Semi-Automatic Washing Machines, Dish Washers, Microwave Ovens, Mixer, Grinders and
Water Purifier like TV, DVD/MP3 & Audio Components, Glass Shells for Colour Picture Tubes,
Populated PCBs, Tunners, Monitors for Computer, Compressors and other Electronic
Assemblies and Sub-Assemblies like Digital Diaries, Kiddy PC, Data Projector, Power Inverter,
Digital MP3 Player and Palm Top like ISP, Content and Web Solutions. Crude Oil Extraction
50000 Barrels per Day. 1050MW Power Generation. Videocon LCD TV, Videocon Air
Conditioners, Videocon Refrigerators, Videocon Washing Machine.

Videocon enjoys a pre-eminent position in terms of sales and customer satisfaction in many
of our consumer products like Color Televisions, Washing Machines, Air Conditioners,
Refrigerators, Microwave ovens and many other home appliances, selling them through a Multi-
Brand strategy with the largest sales and service network in India. Refrigerator manufacturing is
further supported by our in-house compressor manufacturing technology in Bangalore. Videocon
has the largest distributed manufacturing base across India – 12 facilities. It has the Capacity to
manufacture 4 million CTVs, 2.5 lacs washing machines, 1 mn. DVD players, 4.8 mn
refrigerators.

Videocon d2h :

Videocon d2h is an Indian Pay TV company, providing Direct Broadcast Television service -
including satellite television, audio programming, and interactive television services—to
commercial and residential customers in India. It uses H.264 or MPEG-4 Part 10, Advanced
Video Coding (MPEG-4 AVC) with DVB S2 digital compression technology, transmitting
using ST-2 satellite. Videocon d2h has 11.86 million subscribers as of March 2016. 11
November 2016, the Board of Directors of Videocon d2h and Dish TV agreed to an allstock
merger of their DTH operations. The merger will create the largest DTH provider in India with a
total valuation of ₹17,000 crore (US$2.6 billion). The merged entity will be called Dish TV
Videocon Limited. Dish TV will hold a 55.4% stake in the merged entity, while Videocon d2h
will own the remaining shares. The two companies combined would have 27.6 million
subscribers out of the estimated 175 million Indian households that own a television. The deal is
subject to regulatory approvals, which will take a minimum of 8 month. The merger has been
successfully completed and effective Oct'17 Dish Tv and Videocon d2h are officially one.
However, the operations still run under their respective brand names. The operational and
infrastructure costs are expected to be leveraged with collaborative use of the existing
infrastructure of individual companies. Apart from the leveraged costs, now both the brands can
effectively handle the existing subscriber base and address the rapidly growing Indian DTH
market.Connect Broadband Connect Broadband, the brand name for Quadrant Televentures

Limited, is an Indian broadband and fixed line service provider. Established in year 2000 and a
subsidiary Videocon Group, the company provides broadband services over 3 technologies
namely optical fiber, copper and wireless broadband. Connect Broadband credited for pioneering
broadband services in Punjab, is predominantly active in Chandigarh, Mohali and Panchkula.
Display industry audit components With the Thomson acquisition Videocon has emerged as one
of the largest Color Picture tube manufacturers in the world operating in Mexico, Italy, Poland
and China, continuing to lead through new innovative technologies like slim CPT, extra slim
CPT and High Definition 16:9 format CPT.

Production structure :

Cost cutting – Videocon was better positioned to shift the activities to low-cost locations and
also it could integrate the operations with the glass panel facility in India with the CPT
manufacturing facilities acquired from Thomson S.A. Videocon wanted to leverage its position
in the existing parts of the business and this acquisition would give it a strong negotiation
position and could reduce impact of glass pricing volatility. Videocon could also reduce the costs
by upgrading and improving the existing production lines.
Vertical Integration – The acquisition helped Videocon in vertically integrating its existing glass-
shell business where it had been enjoying substantially high margins.[8] Videocon’s glass
division had the largest glass shell plant in a single location. This gave the company an
unrivalled advantage in terms of economies of scale and a leadership position in the glass shell
industry. The acquisition also gave Videocon a ready-market for its glass business and it was part
of Videocon’s long-term strategy to have a global vertically-integrated manufacturing facility.
Rationalization of Product Profile – Videocon modified its product profile to cater to the
changing market needs like moving away from very large size picture tubes to smaller ones.
Apart from the overall strategy Videocon also had a plan on the technological front. It wanted to
improve the setup for the production line and line speed post-merger. Its focus was to increase
sales while reducing the costs and thereby improving the productivity of the existing line. The
company also wanted to foray in a big way into LCD panels back-end assembly. On the sales
front the company wanted to leverage on the existing clients of Thomson and build relation as a
preferred supplier to maximize sales. Also, Videocon could benefit from OEM CTV business
with the help of Videocon’s CTV division, invest for new models and introduction of new
technologies.Videocon has not been able to turn the plant around in Italy still. However it is
getting support from the local governments (which want to prevent job cuts) in form of grants.
The government is in fact trying to set up a Greenfield venture in form of a LCD manufacturing
facility in partnership with Videocon. The banks are also supporting Videocon and with help
from all these quarters Videocon expects to turn around the plant in Italy.[13] The Thomson
plant has not turned around in Mexico as well and in fact production has been reduced over
there. In Poland, the situation is more promising and Videocon hopes that plant over there will
get in black in the very near future.[14] However the surprise has been in the Chinese market
Despite facing a highly competitive market Videocon has managed to turn a plant around while
the other is on its way. In China Videocon is adopting a different strategy for manufacturing
CTVs as the local players dominate the market .It plans to supply these players by taking
advantage of low-cost nature of mainland(the number targeted by it about 6million CPT,s)
VIDEOCON STRATEGIES:

Multi-brand strategy

Videocon International was the first Indian company to adopt the strategy of multibrands. Apart
from its mid-priced brand Videocon, the company now hawks Toshiba, a premium brand, and
the low-priced brands Akai and Sansui. The multi branding technology paid off as Videocon
managed to hold on to a combined market share of around 19.6 percent, with LG at 25.9 percent
and Samsung at around 13.8 percent. Overall, the shift in the power to trade is probably one of
the defining developments. It is important since the TV companies themselves have taken it
seriously and embarked on crafting longer-term strategies to accommodate this development.
The effectiveness of their strategy and the responses of the other players promise to deliver
a few more years of enterprising developments in the Indian TV market.

Backward Integration

Videocon integrated backwards by getting into manufacture of components such as electron


guns, metal parts and deflection yokes for CTVs and compressors, and electric motors and
plastic components for households appliances such as washing machines, refrigerators and Air
conditioners. The group integrated further to get in to manufacture of glass panels and funnels,
the key components for the manufacture of color picture tubes.
“Videocon enjoys a unique synergy in the global CTV business from glass to CRT (Cathode Ray
tubes) to CTVs. - (From Sand to CTV). Together with other components for households
appliances. This high degree of backward integration bestows upon the company a unique
benefit over competition.
Chapter-5
DATA ANALYSIS AND INTERPRETATION
1.Analysis about the source of recruitment followed in the Videocon.

s.no Particular No. of Respondent % of Response

1 External 30 30

2 internal 20 20

3 Both 50 50

4 Total 100 100%

No. of Respondent

30

20 External
internal
100
Both
Total

50

Interpretation:

From the above table and graph it is observed that, 30 respondents have accepted that
the company is following external recruitment sources and 20 respondents have accepted
their company is following internal recruitment sources and 50 respondent have expressed that
company follow both external and internal method of Recruitment
2. Analysis about the attributes taken in to preference for recruitment and selection procedure

s.no Particular No. of Respondent % of Response

1 Experience 35 35

2 Qualification 45 45

3 Both 13 13

4 other 03 03

5. total 100 100

10

yes
No

90

Interpretation: It is observed that,35 members expressed that, their company gives


preference to experienced candidates. 45 members expressed that, their company gives
preference to qualified candidates. 13 members expressed that, their company is giving
preference to both experience and qualification candidates and 03 members are accepted that
their company gives preference to other criteria.
3. Which of the following external sources are used for recruitment in Videocon

s.no Particular No. of Respondent % of Response

1 advertisement 60 60

2 internet 10 10

3 Campus recruitment 20 20

4 consultancies 10 10

5. total 100 100

200
180
160
140
90
120
100 % of Response

80 No. of Respondent

60
40
20
10
0
yes No

Interpretation :

It was found that 60% of the employees are recruited through the advertisemen
consultancies and 10% of the employees are selected by Internet , followed by
20% campus selections with 10%. Consultancies are the major sources which
provide eligible candidates for the hiring in Videocon.
4. The hiring process helps in identifying the competence both visible (like Knowledge, Skill)
and Hidden aspects (like behavioral, social role, Self Image, Trait)?

s.no Particular No. of Respondent % of Response

1 yes 70 70

2 No 30 30

5. Total 100 100

No. of Respondent

10

yes
No

90

Interpretation :

70% of respondents thinks that hiring process helps in identifying the competence both visible
(like Knowledge, Skill) and Hidden aspects (like behavioral, social role, Self Image, Trait).
5. Is there any provision recruitment of summer trainees?

s.no Particular No. of Respondent % of Response

1 yes 20 20

2 No 80 80

5. Total 100 100

No. of Respondent

10

yes
No

90

Interpretation :

Yes there are 100% provisions of recruitment of the summer trainees.


6. Is there any contract (bond) signed by employees while joining the organization?

Particular No. of Respondent % of Response

yes 80 80
No 20 20

No. of Respondent

10

yes
No

90

Interpretation :
80% employees are made to sign bond by employees before joining the organization.
7. Employer branding plays key role in more successful recruitment and retention of top talent?

Particular No. of Respondent % of Response

yes 90 90

No 10 10

No. of Respondent

10

yes
No

90

Interpretation :
90% respondents think that employer branding plays key role in more successful
recruitment and retention of top talent.
8. Do you give special treatment to employees in order to give them comfortable work
environment?

Particular No. of Respondent % of Response

yes 70 70
No 30 30

No. of Respondent
100
90
80
70
60
50
90 No. of Respondent
40
30
20
10
10
0
yes No

Interpretation :
70% of respondents think that employees are given special treatment in order to give them
comfortable work environment.
9. Corporate Social Responsibility can lead to attraction of employees towards the
company?

Particular No. of Respondent % of Response

yes 85 85

No 15 15

No. of Respondent
100
90
80
70
60
50
No. of Respondent
40
30
20
10
0
yes No

Interpretation :
Majority of respondent thing that Corporate Social Responsibility can lead to attraction of
employees towards the company.
10. What is the attrition rate in the organization?

Particular No. of Respondent % of Response

1- 5 % 80 20
5- 10% 20 65
10- and above 00 00

No. of Respondent

10

yes
No

90

Interpretation :
There is 65% attrition rate in the organization.
11. Rank the following reasons for less attrition rate.

Particular No. of Respondent % of Response

Good working environment 25 25

Good compensation and bonus structure 70 70

Quality of workforce 5 5

All of the above 0 0

No. of Respondent
100
90
80
70
60
50
90 No. of Respondent
40
30
20
10
10
0
yes No

Interpretation :
70% employees think good compensation and bonus structure is major reason of less rate
of attrition.
12. In Selection Process, do you think innovative techniques (likes stress level test,
psychometrics test) should be adopted?

Particular No. of Respondent % of Response

yes 95 95
No 5 5

No. of Respondent

10

yes
No

90

Interpretation:
95% employees think innovative techniques (likes stress level test, psychometrics test)
should be adopted.
13. Is there any provision for evaluation and control of recruitment process?

Particular No. of Respondent % of Response

yes 98 95

No 2 5

No. of Respondent

10

yes
No

90

Interpretation :

Majority of respondent thing that there are provision for evaluation and control of
recruitment process.
14. Does the organization provide any educational assistant

Particular No. of Respondent % of Response

yes 90 90

No 10 10

No. of Respondent
100
90
80
70
60
50
90 No. of Respondent
40
30
20
10
10
0
yes No

Interpretation :
Yes 90% respondents think organization provides educational assistant
CHAPTER -6
CONCLUSION:
1. Majority of respondent are selected through both internal and
external method within the organization.
2. Qualification of candidate given supreme importance while
selecting the candidate.
3. Advertisement in the newspaper is the most preferred mode of
selecting a prospective candidate
4. In selection process both visible and hidden aspect is considered
while selecting the candidate.
5. Some time summer trainee is also considered for the job, if they
are performing well during training period.
6. In majority of cases companys sign a bond with new employee.
7. Those company who are actively participate in csr activitely and
having a good reputation, prospective candidate wants to join such
type of company
8. Only 2 to 4% employee leave the organization because of personal
reason so the attrition rate is very less in videocon.
9. Good compensation and bonus structure is most prefered reason
because of this attrition rate is very less.
10. Company should adopted some innovative technique of
judging the employee.
11. Videocon has a system for evalution and control of
recruitment policy and plan.
12. Videocon also provide training and education assistance to
the employee for their personal improvement.
CHAPTER-7
SUGGESTION :

 Recruitment must be done by analysing the job firstly which will make it easier and will
be beneficial from the company’s point of view.
 More emphasis should be given on internet and advertisement so that more and more
candidates apply for the jobs and it will be easy to find the right employee among them.
 The recruitment and selection procedure should not be too lengthy and time consuming.
 Company should try to use the internal recruitment process first because it incurs less
cost and acts as a motivational factor to the employees.
 Provide training to employees so that they get better knowledge, skills and attitude.
 Company should amend some parts of their HR policies for better effectiveness.
Bibliography :

Books:
1. K Ashwathapa, (1997) Human Resource and personnel Management,
2. David A. DeCenzo, Fundamental of Human Resource Management
3. Research Methodology,

Magazines:
1. India today
2. Business world

Newspapers:
1. Times of India
2. The Hindustan times
3. The economic times.