Beruflich Dokumente
Kultur Dokumente
On
“A Study on Recruitment and Selection Process at SMIIEL (A unit of
Motherson Sumi Systems Limited) Noida”
Submitted By:
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This is to declare that I, Shalini Tripathi student of MBA, have personally worked on the
Motherson Sumi Systems Limited) Noida”. The data mentioned in this report were
obtained during genuine work done and collected by me. The data obtained from other
sources have been duly acknowledged. The result embodied in this project has not been
submitted to any other University or Institute for the award of any degree.
of gratitude which one express for others for their help and supervision in achieving the
goals. I too express my deep gratitude to each and everyone who has been helpful to me in
completing the project report successfully. I would also like to thank Almighty God for
Limited) Noida”.
I take this opportunity to extend my sincere gratitude and profound obligation towards
HOD Sir Dr. Gaurav Pande (BBDNITM, Lucknow) and I am also thankful to Mr.
Vinay Kumar Yadav (Assistant Professor), for guidance given and cooperation extended
This project is a result of the hard work and sincere effort put by my hands. And I am
grateful to Ms. Vighneshwari Iyer (Company Guide) for giving me this opportunity to
I also wish to express my sincere thanks to all the customers of SMIIEL (A unit of
Motherson Sumi Systems Limited) Noida who have directly or indirectly help me in
Recruitment is not a magical process of having people sign up, but is one of the most
Recruitment should be a strategic process that connects candidates who need what you
have to offer and who possess the skills and aptitude to accomplish your goal and
objectives.
The recruitment and selection unit is dedicated to recruiting and selecting qualified
candidates for appointment. This process includes administering all testing phases from the
written examination up until applicants are appointed. The recruitment and selection
process should ensure fairness and consistency throughout the entire process. It should be
administered in such a way that only those applicants who meet various job related
standards are offered positions of appointment. The recruitment and selection units should
actively recruit and participate in event that will foster a diverse applicant pool. Recruiting
The objective of my study was to understand the recruitment and selection practices. In
this report, I have tried to include all the issues related to recruitment and selection process
Certificate ii
Declaration iii
Acknowledgement iv
Preface v
Executive summary vi
1. Introduction 1-32
2. Company Profile 33-63
3. Objectives of the Study 64-65
4. Research Methodology 66-68
5. Problems and Limitations 69-70
6. Data Analysis & Interpretations 71-85
7. Findings 86-88
8. Recommendations 89-90
9. Conclusion 91-93
10. Bibliography 94-96
11. Annexure 97-100
1
CHAPTER-1
INTRODUCTION
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INTRODUCTION
In this information age, the importance of human capital and human asset cannot do
ignored; rather it is that line of business that could lead any organization to attain heights.
This is the factor that makes difference between one organization and another. Getting the
right person at the right place and then retaining him is the main area of concern in today’s
corporate world. Hence, the emphasis is being laid to device policies and programs in such
a manner that it leads to retention of the desired manpower and thus contributes towards
organizational development. Each organization is now thriving to attain the best person i.e.
the knowledgeable worker and leverage their wisdom towards the achievement of the
organizational objectives. Nobody wants to have the third best or the second best, but to
have the best person in the organization it becomes very difficult to retain them.
Certain great leaders who have made their mark in corporate world by their actions say that
every organization can acquire the same machinery, the same infrastructure etc. But what
makes the difference in one organization to another is the manpower it possess which
Considering the aspect of sourcing, no organization should ever think that once it has
acquired the best talent created favorable conditions to retain them they would not require
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Hence this should be kept in mind that sourcing is a continuous process, an outgoing one
and will have its existence till the organization functions. The talent that we have acquired
and retained is through its sourcing only. Unless and until a person is sourced from outside,
how will the organization get the best. To have the best it is essential to acquire it from
outside. There has been tremendous change in the technology and for the organization to
survive in this changing scenario; it has become very essential that they keep up with the
pace with the changes in the technology, the change in the culture etc.
Taking for example no organization can even think of operating without the use of
information technology, now it becomes very difficult and costly affair to train the people
within the organization at different level to learn how to make use of this technology. Hence
sourcing is done and the best talent is acquired so that the person not only takes case of
changing technical needs of the organization but also be able to make other employee learn
from him.
After having determined the number and kinds of personnel required the human resource
and personnel manager proceeds with identification of sources of recruitment and finding
suitable candidates for employment. Both internal and external sources of manpower are
The selection procedure starts with the receipt of applications for various jobs from the
interested candidates. Totally unsuitable candidates are rejected at the screening stage. Man
power planning gives an assessment of the number and type of people required in the
organization.
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The next task of the personnel manager is to find out capable and suitable persons who
may be working in the organization itself while others will have to be sought from outside
the organization. It involves persuading and inducing suitable persons to apply for and
Recruitment refers to the attempt of getting interested applicants and providing a pool of
prospective employees so that the management can select the right person for the right job
from this pool. Recruitment is a positive process as it attracts suitable applicants to apply
4. Invites applications from the perspective candidates for the vacant jobs.
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RECRUITMENT AND SELECTION
Recruitment is the process by which hiring departments develop a viable applicant pool
from which hiring and promotion decisions are made. But prior to recruitment, position
description is necessary while selection includes all the activities, from the initial screening
interview to physical examination if required, that exist for the purpose of making effective
selection decisions.
POSITION DESCRIPTION
A complete, accurate and current position description is the foundation for planning and
Non-discriminatory- One should never express a preference for certain age, race or
national origin. In very rare case sex can constitute a bonafide occupational qualification.
Valid- This means they are inherently job related and predict successful performance of
the job.
Defensible- This means they are recognized as legitimate in the field attached to the
position.
more subjective qualification the greater the need to predetermine how it will be
qualitatively assessed.
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RECRUITMENT
Recruitment refers to the process of sourcing, screening, and selecting people for a job or
of the recruitment process, mid and large size organizations generally retain professional
recruiters.
The recruitment process in India is designed in such a way that each candidate gets the
desired profile according to its own choice. Place the candidate from the right profile, the
best job recruitment agencies, the solution is the end of most Indian job recruitment
agencies.
The job recruitment agencies in India involves identifying those posts, preparing the job
the appointment and action. This means that a lot of time and resources must be invested
Most recruitment agencies in India follow three stages in the recruitment process, which
are essentially short list of application, preliminary assessment and final interview and
selection.
The recruiting India process may include a written test to judge the particular skills of a
candidate. In this case, the test must be carefully prepared, not to deviate from the subject.
Much can be found on the candidate's resume. A good presentation of his resume is in an
organized way and refined talk a lot on the individual. His mentality and attitude can be
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Then the interview, which is an important and crucial part of the recruitment process. The
person who takes the interview of the candidate must be well prepared in advance.
Concerns such as the location of the interview, the timing, structure of the question of
strategy, the style of taking the interview must be decided in advance, so that nothing is
In addition, there are a number of things that must be taken into consideration in the
recruitment process. Until the final decision about a certain candidate is taken, it is
important to keep in regular contact with the candidate. The decision-making process
should not take too long to prevent candidates from taking any other occasion. An applicant
must be informed once the decision is made. He or she must say the entire process of his
appointment clearly with the details of all documents to be submitted. A record should be
The recruitment process must be strong and justified and shall withstand external scrutiny.
Only a good job recruitment agency with a good understanding of the area and the process
can execute the same success. In India, most of the recruitment agencies to understand the
needs of clients and candidates and they work in a planned way to recruit people.
Appropriate and effective recruitment strategies vary with each position. The length and
In setting the timeline for your recruitment, consider the wording carefully--there are
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If you specify a recruitment deadline, you may not consider any applications received
If you indicate the position will remain open until filled, you must consider any
consideration," you can decide whether or not to review applications received after the
specified date. When using this wording, it is critical to establish a meaningful date.
Recruitment activities should include good faith efforts to solicit a diverse applicant pool
and affirm that race, sex, age, disability or veteran status will not be used to discriminate.
All advertisements and position announcements should be consistent with each other,
Prior to recruiting for a position, ensure that you know what institutional policies and
If you wish to waive recruitment for faculty and unclassified positions, consult with the
recruitment strategies for each vacancy. General guidelines for specific types of positions
Tenure-track Faculty
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Scope of Search: National or regional
Recruitment Resource:
Recruitment Resources:
community colleges.
Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week
POSITION ANNOUNCEMENTS
Provides applicants, hiring departments and search committees with a general idea
of the nature of the position, the terms and conditions of appointment, salary range,
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Serves as a convenient mailer or flyer to advertise the position by direct mail.
Use the recommended format, which is either printed on company’s own letterhead.
Limit the announcement to one page, using the reverse side of the page, if necessary.
Provide enough information to give applicants adequate understanding about the nature
of the position. Identify required and preferred qualifications so that you solicit
Provide notification of the company's EO/AA policy, and identify contacts for
The recruitment industry has four main types of agencies. Their recruiters aim to channel
candidates into the hiring organization’s application process. As a general rule, the agencies
are paid by the companies, not the candidates. The industries practice of information
asymmetry and recruiters' varying capabilities in assessing candidate quality produces the
physical location. A candidate visits a local branch for a short interview and an assessment
before being taken onto the agencies books. Recruitment Consultants then endeavor to
match their pool of candidates to their clients' open positions. Suitable candidates are with
potential employers.
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Remuneration for the agency's services usually takes one of two forms:
A contingency fee paid by the company when a recommended candidate accepts a job with
the client company (typically 20%-30% of the candidate’s starting salary), which usually
has some form of guarantee, should the candidate fail to perform and is terminated within
An advance payment that serves as a retainer, also paid by the company. In some states it
may still be legal for an employment agency to charge the candidate instead of the
company, but in most states that practice is now illegal, due to past unfair and deceptive
practices.
Such sites have two main features: job boards and a Resume/Curriculum Vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,
candidates can upload a résumé to be included in searches by member companies. Fees are
In recent times the recruitment website has evolved to encompass end to end recruitment.
Websites capture candidate details and then pool then in client accessed candidate
software and services to organizations of all sizes and within numerous industry sectors,
who want to e-enable entirely or partly their recruitment process in order to improve
business performance.
The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal amount
of administration.
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Online recruitment websites can be very helpful to find candidates that are very actively
looking for work and post their resumes online, but they will not attract the "passive"
candidates who might respond favorably to an opportunity that is presented to them through
other means. Also, some candidates who are actively looking to change jobs are hesitant to
put their resumes on the job boards, for fear that their current companies, co- workers,
Headhunters
Headhunters are third-party recruiters often retained when normal recruitment efforts have
failed. Headhunters are generally more aggressive than in-house recruiters. They may use
advanced sales techniques, such as initially posing as clients to gather employee contacts,
as well as visiting candidate offices. They may also purchase expensive lists of names and
job titles, but more often will generate their own lists. They may prepare a candidate for
the interview, help negotiate the salary, and conduct closure to the search. They are
Headhunters will often attend trade shows and other meetings nationally or even
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidate’s annual compensation). Due to
their higher costs, headhunters are usually employed to fill senior management and
While in-house recruiters tend to attract candidates for specific jobs, headhunters will both
attract candidates and actively seek them out as well. To do so, they may network,
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cultivate relationships with various companies, maintain large databases, purchase
In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their Human
Resources department. In addition to coordinating with the agencies mentioned above, in-
house recruiters may advertise job vacancies on their own websites, coordinate employee
employer may choose to outsource all or some of their recruitment process (Recruitment
process outsourcing).
Sourcing
encompassing multiple media, such as the Internet, general newspapers, job ad newspapers,
relevant talent who may not respond to job postings and other recruitment advertising
methods. This initial research for so-called passive prospects, also called same-generation,
results in a list of prospects who can then be contacted to solicit interest, obtain a
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Screening & selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,
and computer skills. Qualifications may be shown through resumes, job applications,
testing, such as for software knowledge, typing skills, numeracy, and literacy, through
In some countries, employers are legally mandated to provide equal opportunity in hiring.
On boarding
A well-planned introduction helps new employees become fully operational quickly and
PITFALLS OF RECRUITMENT
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SELECTION
This is the process of choosing individuals who have relevant qualifications to fill vacant
positions. The process begins when a hiring department identifies the need to fill a position,
and ends when a person is hired to meet that need. What happens in the middle of the
process includes job analysis, position description development, recruitment, testing, and
Discriminatory hiring practices could result in significant costs for the Company.
policies may face personal liability. Poorly designed or executed selection processes will
generally fail to identify the right person for the job, result in missed opportunities or delays
Impolite or incompetent interviewers, unnecessarily long waits, and lack of follow-up may
The cost of selecting performers who are inadequate performers or who leave the
organization before contributing to profits is a major cost of doing business. The cost
incurred in hiring and training any new employee is expensive sometimes in the thousands
of dollars. In 1983, the average cost per hire for exempt employees was more than $4600;
nearly $4700 if there was relocation. These cost incurred by the organization suggest that
hiring is very expensive activity and that any efforts the organization can make toward
minimizing turnover and hiring costs can pay dividends. Thus proper
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selection of personnel is obviously an area where effectiveness (choosing competent
workers who perform well in their position) can result in large savings.
The selection process exposes the organization or company to liability. Seeking training
a rating guide is recommended. This is a form used to rate applications for a position based
on the required and preferred qualification as defined in the position description. Rating
guides simplify the paper screening process, ensure that applications are being evaluated
against the same criteria, and provide documentation which will be used to defend any
challenged outcome.
Once it is determined that an individual does not meet the established minimum
qualifications, she must be eliminated from further consideration. If you are unclear
conduct a verification phone interview. You may also ask applicants to include a cover
letter detailing how they meet the established qualifications as part of the application
process.
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Conduct reference checks as part of the selection process.
Laws governing interviewing and selection are not intended to restrict an employer's ability
to choose the most qualified person. They are intended to ensure that employers use criteria
that are job-related and nondiscriminatory. Hiring departments and search committees
Any questions regarding the appropriateness of specific inquiries should be directed to the
EO/Compliance Specialist.
Minimize Stereotypes – Provide interviewers with a job description and specifics on job
Job Related – Construct interview questions that are job related. Not having job related
Train Interviewers – “Improve the interpersonal skills of the interviewer and the
interviewer’s ability to make decisions without influence from non-job related information.
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Communicate clearly with the applicant
FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may
MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.
SNAP JUDGMENTS can devastate the interview process -- remember that you gather
document the interview, valuable material will slip through the cracks; avoid recording
inappropriate information (i.e., anything not related to the job) or statements based on
STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can
MIND SET -- your background, attitudes, motives, values, aspirations and biases
CHEMISTRY or rapport between two people can contaminate the interview -- the basis
of your personal reaction to a candidate must always be evaluated in terms of the position
requirements
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REFERENCE CHECKS
Although privacy legislation has had an impact on the reliability of reference checks, they
remain a viable means of verifying applicant information. Appropriate checks are also
necessary to defend against charges of negligent hiring. Keep the following guidelines in
mind:
Inform candidates that reference checks and validation of credentials will be part of the
selection process.
A candidate may have valid reasons for setting some limits, and these limitations should
be respected.
The bottom line is that the candidate must allow some access to people familiar with their
Seek permission to call persons who should know the candidate (e.g., current
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All information considered in the selection process must be related to job
performance.
Focus on gaining information about the knowledge, abilities, skills and work
Look for patterns of strength and limitations, and for indications of fit between the
Not every comment should be given equal weight. Attempt to evaluate the reference's
perspective, how credible they may be, and how recently or how well they know the
candidate.
Typically, a recruitment and selection process will present the following opportunities to
the hiring department has received all or part of the required application materials,
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identifies any missing materials which must be provided to ensure consideration, and
Notification that application materials were received too late for consideration.
Informing persons that they will not be considered for the position is not only a
courtesy. It also serves as evidence that the applicant was not part of the applicant pool
from which selection decisions were made should the ultimate hiring decision be
challenged.
Notification of a change in the timeline for selection. In order to keep good candidates
departments are advised to notify applicants when the screening process has eliminated
them from consideration. This may occur after any round of screening or interviewing.
information about the Company, the community, individuals with whom the candidate
will meet, itinerary, travel and lodging arrangements, and other information which
Appreciation for interview and rejection. Individuals who have been invited to campus
for an interview but are not offered the position should receive such a letter as a
professional courtesy.
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Letter of Offer. Once a hiring decision has been made and discussed either in person or
by telephone with the finalist, it should be confirmed in writing. The individual should
Hiring departments should contact their HR Generalist for assistance in writing these
letters.
Guidelines
Depending on the type of position, a hiring department may decide to use a search
committee to manage the recruitment and selection process. The committee's role will vary
with the department, school, or administrative unit and type of position. The following
The decision to establish a search committee rests with the individual who has authority to
The search committee should be comprised of individuals who have some knowledge of
the position to be filled, are committed to equal employment opportunity, and have the
capacity for balanced judgment and discretion. Whenever possible, committees should
Generally, the ideal size of a committee is relative to the position. For some positions, a
7 are more appropriate. Committees for positions at the Executive level may be
significantly larger.
A search committee chair should be appointed. Chairs should be selected for their ability
and selection process, and their commitment to ensure a legally defensible process.
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The committee should receive a formal charge, which establishes the scope of its
responsibilities. At a minimum, the charge should indicate whether or not the committee is
responsible for conducting interviews, and whether its recommendations to the hiring
Completing recruitment and selection activities for classified and unclassified staff
positions
of finalists
committee secretary
PRACTICAL CONSIDERATIONS
Disagreements about the outcome of a selection procedure often arise because the process
for reviewing applicant materials was not agreed upon prior to the beginning of the
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process. Committee members, including the committee secretary, should discuss and
When will review begin? Unless an inordinate number of applications are expected, it
is recommended that the review process begin after the date, which was advertised.
Will committee members review every application, or will applications be divided into
Will the committee use a rating form? A rating guide is highly recommended, because
it can be used to defend against EEO challenges to the selection decision. In designing
the rating guide, the committee must decide whether they will use numerical scoring
(and whether it will be weighted or unweighted), qualitative scoring (for example, poor,
Has the committee developed a plan for corresponding with applicants, including the
language for standard letters? Sample letters are available from your HR Generalist.
Has an effective system been planned for filing and retrieving application materials?
Where will committee members review the files? Will they need to come to the search
committee secretary or chair office? If so, is there adequate space and privacy for the
review? Will members be allowed to take copies of the application materials for review
elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and
security of the materials? Who will need access to online applications/resumes for
Has the committee established reasonable timelines for completing its review?
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Search committees who have questions about these, or other practical considerations,
3. Recruit staff members who are compatible with the organization’s environment or
culture
4. Hire individuals by using a model that focuses on learning and education of the whole
person
5. Place individuals in positions with responsibilities that will enhance their personal
development
Every position vacancy will be filled based upon a thorough position analysis regardless
of the level of the position or the extent of the search. The diversity goals of the
institution, division of affairs, and the unit will be addressed in all recruitment and
selection processes.
Units may use different processes for recruitment depending upon the circumstances
surrounding the need to fill the position, but must take steps to ensure that the values of
the profession are applied in all procedures that are used. IT Recruitment and selection
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Supervisors should adhere to any institution-wide recruitment and selection programs.
This cannot, however, substitute for an understanding of procedures and processes from
Recruitment and selection should be planned, implemented, and evaluated to ensure that
each potential employee is provided equal opportunities to compete for the position.
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CHAPTER-2
COMPANY
PROFILE
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COMPANY PROFILE
industries.
SMIIEL-TD develops small to medium size moulds for a wide range of applications which
include, wiring harness components, automotive applications, white goods, medical and
electrical equipment.
Robotic access EDM machines for precision and error free outputs.
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Designing on advanced workstations using design analysis softwares
IDEAS
PRO-E
CATIA
AUTOCAD
MOLDFLOW
Product Range
Product Designing
Tool Designing
Tool Manufacturing
Specialisation in high precision injection moulding tools and press stamping tools
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Quality and Accreditation
Quality is a way of life at Samvardhana Motherson Group. The Group believes quality is
For SMG, quality is a sustained state which reflects in everything it does. With its global
spread across 26 Countries and rapid advances in technology, the Group focuses on quality
in every product, service and process. By virtue of its international affiliations, expanse of
operations and a global customer base, the Group has experience of working with a wide
functions. There is also a continuous interchange of best practices among all Group
companies. It is this unquenchable thirst to strive for perfection in everything, that has
helped SMG deliver to its customer expectations and forge strong relationships with its
customers.
A focused executive management and an aware employee base are at the heart of what
drives the need for quality in SMG. The Group’s ability to adapt to change, adopt new
practices and inculcate a culture of standardization stimulates the overall efficiency of its
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systems that help maintain quality in every process. Their tools help them focus on process
that prevails throughout the organisation, allows Samvardhana Motherson to deliver the
Accreditations
SMG companies are accredited with the major industry accreditations in their respective
fields. SMG companies not only have total quality accreditations, but also serve a wide
The SMG companies are accredited with relevant accreditations such as ISO 9001, VDA
6.1, ISO/TS 16949, CMM Level 5, ISO 14001 & OHSAS 18001.
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RECRUITMENT AND SELECTION GUIDELINES OF
SMIIEL
OBJECTIVE
The main objective of detailing guidelines is that the right type of personnel’s are recruited,
who fulfills the requisite job specifications for Recruitment including the desirable level of
qualification, skills/ experiences and competence which is essential for the sustained
employees order. Detailed job specifications, required to recruit the person at various
Levels/ Grades.
RECRUITMENT
Recruitment shall be resorted for induction of talent from outside, when suitable
Candidates are not available from within the organization or upon a specific demand of the
SOURCES OF RECRUITMENT
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Through E-mail sources viz Naukri.com etc.
General
All recruitment shall be done exclusively on merit basis only Except experienced
personnel maximum age for recruitment shall be 28 years of age & Minimum 18 years.
Each person is expected to fulfill the requisite job specifications / as required for the
position before his candidature is considered for the post. Age requirement at entry point
with 10+2 qualification shall be around 20 years and for Graduate / Post graduate /
Professional Qualification shall be between 21 years to 25 years for a fresher. The upper
age limit for recruitment of experienced personnel shall normally be not more than 45
years.
AGE OF SUPERANNUATION
Normally the age of superannuation shall be 60 years for all classes of employees. In order
to streamline the recruitment age and to ensure that no person is retiring on his birthday,
all employee shall be retiring only on first day of the next month in which he attains the
age of superannuation.
EXTENSIONS IN SERVICE
In case any employee requests for extension of services on attaining the age of
superannuation, i.e., 60 years, or management wishes to retain his service in the interest of
the organization, subject to medically fitness, the management at its sole discretion, may
grant such extension of service for one year at a time, However, a management may
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also consider reappointment of a retired employee on a contract basis. However such a
person shall be entitled to a consolidated amount and contracted facilities/ perquisites only.
All HOD‟s / Sectional Heads shall raise a requisition in the prescribed format, as per
Candidates application screened / short listed are required to fill in the prescribed
application form in their own handwriting and submit the same to HR Department along
with a passport size photograph, photocopies of certificate and testimonials etc, in support
LETTER OF APPOINTMENT:
Every candidate selected and appointed in Executive Cadre shall be issued a letter of
SERVICE AGREEMENT
agreement to serve the organization at least for a period of two years, after joining the
ANTECEDENT VERIFICATION
Each Candidate should state names along with contact address Telephone number etc of
at least 2 persons (not in relation), who can be referred by the employer to verify
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candidate antecedents etc, in the application form itself, out of which one should be
SCRUITINY OF APPLICATION
All application received from the candidates, shall initially be screened by HR Department
Recruitment section to ensure that candidate fulfills the job specifications and there after
send the screened applications to respective HOD / Requisition authority for detailed
screening and ensuring that the candidate meet their requirement and return such screened
applications back to HR Department for further action to request and fill the vacancy.
All applicants, who have been short listed for an appointment in the Company, shall be
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RECRUITMENT AND SELECTION POLICIES FOR
Keeping in the view the existing and expansion needs as well as to meet the competition
SMIIEL needs well qualified, and talented personnel in various discipline of Retail
business Viz, Merchandizing, Sales, Supply chain, Warehousing, HR and Finance & A/c‟s,
General Management etc. In view of that it has been considered desirable to induct fresh
entrants as ET‟s/ MT‟s so as to mould and develop them as per organization need and to
frame guidelines to Recruit, Select and provide effective Training to new entrants, so as to
ensure that each one of them shoulders appropriate responsibility and produce desired
results.
This scheme shall be called as ET/MT scheme which interlaid include CA‟s, MBA‟s,
ICWA, Engineers. IT Professionals and Commerce discipline candidates and shall come
into force, w.e. from 1st April 2017. All such Trainees recruited shall be placed in Executive
Candidate recruited as Trainee shall undergo six month training. Their job specifications
MANAGEMENT TRAINEE:
Minimum qualifications
IT Engineers
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Fresh CA‟s
Training Duration
Total 6 months unless extended by another 3 months, in no case training period shall
Training Schedule
Next 3 months- On the job/ under study /Training in the parent Department where the
Trainee has to be placed finally. To be trained in detailed working and in depth studies &
EXECUTIVE TRAINEE:
Graduation
Training Schedule
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Next 2 and ½ months- On the job training in various Department on rotational basis so as
Next 3 months- On the job/ under study / Training in the parent Department, to be trained
in detailed working and in depth studies & working of that department, where he has to be
placed initially.
Age:
The age limit of trainee shall not be above 25 years of age at the time of selection. However,
Review:
Recruitment:
recruitment shall be encouraged for this level of personnel. To impart effective training
recruitment of MT’s and ET’s shall be done twice a year, keeping into view the manpower
requirement of the organization. During recruitment specific emphasis shall be laid on the
overall personality, IQ, EQ and performance in the exam starting from Board School
Exams onward and his potential to meet organizational needs & challenges and to fit in
organizational culture.
Candidates to be recruited shall be evaluated through written Tests, Group Discussions and
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physically fit and mentally alert and each trainee shall have to qualify in medical
Service Agreement
As company incurs a substantial costs on training the personnel, all Trainees, shall have to
execute a service agreement with the company for a minimum period of two years after the
Progress Report:
Each trainee shall submit a Monthly Report to Training Manager about his Training work,
difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the
Guru/Supervisor and Training officer about the learning and progress of the Trainee. Every
quarter each trainee shall undergo Performance Review so as to assess his learning and get
feedback about his adjustment in the organization and if needed counseling session shall
Each trainee shall undergo a written Test upon completion of Training and only trainees
who have got constantly a Good rating shall be withdrawn from the training scheme and be
Training Module
Training Modules for each trade shall be announced and circulated by the Training
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Placement of Trainees Upon withdrawal from Training
Each person upon successful completion of training shall be placed in the company’s
Executive cadre and in regular pay scale as per the Service Agreement / Company pay
structure.
Service Conditions
All Trainees engaged in Executive Cadre shall be governed by the Service Rules of the
company and the terms and conditions laid down in their letter of appointment and service
agreement which they shall be required to be executed at the time of joining the company.
41
FLOW CHART FOR
Manpower planning
Head/Executive Committee/CMD)
Orientation
Placement
Appraisal
42
RECEIPE FOR A SUCESSFUL RECRUITMENT AND
SELECTION PROCESS
Develop a written job description, which clearly articulates the essential elements of
the job.
Establish valid, job-related criteria which are as objective and measurable as possible.
Find qualified and diverse applicants by casting your recruitment net far and wide.
The process of recruitment and selection of staff occurs within a student affairs culture
shaped by many external and internal forces. Such forces should be considered in every
search process. Whereas many external forces are common among institutions, internal
forces that are unique to the institution impact most campuses. These forces should be
circumstances. It is wise to consult with the campus personnel office before undertaking
any recruitment and selection process. Once the campus personnel office has been
consulted, the recruitment and selection process may begin. Following are 12 steps that
43
1. Assess the Need For and Establish the Purpose of the Position
The institution's goals and mission statement should be clearly defined and understood
prior to conducting a search for qualified individuals. It should also emphasize the people
Every student affairs division should identify the characteristics and requirements of the
vacant position and the personality traits that would most benefit the individual who
assumes the position. It is important to create a profile that best fits the position in the
Whether the position is new or recently vacated, there must be a careful determination of
why the position is needed, precisely how it will assist the division and the institution in
achieving its goals and mission, how it relates to other positions in the division, and what
skills and other abilities are necessary to carry out its responsibilities.
Finally, the position analysis should include a judgment as to whether other positions in
The division should first establish a hiring profile, consistent with the idea of choosing the
person who would best fit the position. It is imperative that a position description clearly
defines the institution's goals, including the definition of student services, and that
employees are selected based on personality and chemistry that fit the defined services and
goals.
44
The division should offer leadership that embraces the concept and reality of the defined
goals and practice them every day. It should also simplify operations so the people element"
The job description should indicate the need for the position in light of the institution's
goals. It also should make clear to other members of the unit in which the work is to be
The position description should take heed of ethical consideration in regards to ethnic,
gender, and minority bias. It should be written so that it does not systematically eliminate
members of underrepresented groups such as women and minorities. For example, because
women's career paths are more often marked by absences related to maternal and family
positions with increasing responsibilities is more likely to attract men than women.
In writing a job description, one should avoid "must statements" such as "the candidate
must possess a Ph.D.". Use of such statements creates unnecessary limitations in the event
the most successful candidate does not meet the qualifications that have been described as
a "must."
Position title
45
Work activities
The integrated staffing model suggests the use of a search committee to recruit and select
staff. Search committees are most frequently the mechanism used to carry out recruitment
and selection processes Composition of committees varies depending on the functional area
and level of the position. Persons frequently included in search committees were:
Students
Faculty members
According to Winston and Creamer (1997), as the level of responsibilities of the vacant
position increases, the search committee members should be more widely representative of
the entire campus and outside community. Search committee membership may be
comprised of many different constituents. Care, however, should be exercised to keep the
committee small enough that it can communicate and function effectively. Large
committees have difficulty in just scheduling meetings, such less providing opportunities
for everyone's active participation. Large committees may impede timely reviews of
applications, which may result in having highly qualified candidates withdraw because they
46
As search committees tend to be ad hoc committees, members may not know precisely
what is expected of them. The committee's duties and the role of the hiring authority
should be clearly stated in writing. Because search committees are sometimes comprised
of students and individuals outside of the division and others who may not be familiar
with the credentials and experience required for professional work in the field of student
affairs, it is vital that all members of the committee are well trained regarding the
the general progression of a career in student affairs and what level of responsibilities are
required for involvement at the particular level of employment where the vacancy exists.
The empowering official shall clarify the following responsibilities with the search
committee members:
47
5. Prepare the Position Announcement
This crucial step informs all who are interested in the position precisely what the search
committee is looking for in clear and unambiguous language. The announcement should
Title
Supervisor
missions
Minimum education
Conditions of employment
If stated clearly, the position announcement can unencumbered the overall search process
requirements.
The student affairs division should evaluate all possible avenues for advertising a position
vacancy. Limited budgets may determine the means by which a position vacancy is
48
advertised. Therefore, it is important to consider carefully which advertising medium is
most likely to target the audience most important to reach. Possibilities to consider are
Local newspapers
Word-of-mouth
Employment agencies
Professional lists
thought to be the most helpful medium in higher education though it may not be read
at all institutions. The Chronicle is distributed in both paper and electronic form.
Extra care should be taken to ensure that the announcement reaches potential minority
candidates.
The individual and office listed in the position announcement should receive all
the applicant and the search committee. All correspondence and activity should be recorded
Applicants that the division would normally judge unacceptable suddenly seem desirable
when the need to hire a body, "any body", becomes severe. The division will face a
49
natural temptation to short-circuit the standard screening process and hire a replacement
immediately.
One way to avoid such crisis hiring is to encourage qualified individuals to submit
employment applications even when the division has no current job openings. The
applications may be kept on file for future consideration. Another way to maintain possible
candidates on file is to ask exemplary staff members to refer their friends who might be
looking for work, even offering the staff members rewards for referrals.
Screening of applications should be conducted from the beginning of the search process,
and reviews should begin immediately following the announcement. The division should
test to ensure that each applicant fits the profile and hire a person who fits the profile
remembering that good selection reduces turnover, training and recruitment costs, and
thereby produces stability, consistency, low operating costs and an ability to increasingly
Selection methods that focus both on crucial requirements and organizational culture
include:
Interviews
Biographical data
Work samples
Self-assessment
Personality tests
Cognitive abilities
Physical abilities
50
Use of an assessment center
employment screening program. It will identify many undesirable applicants early in the
Employment Opportunity reasons, for record keeping, and for gathering information from
Some institutions require that all applicants complete an employment application. Taking
a critical look at the institution's employment application, the recruitment staff may see
ways in which it can be improved. The one page, stationery-store variety is too brief if it
The nitty-gritty of the employment application is the work history section. Recent jobs are
the best predictors of future job performance and permanency. An application should
provide enough space to allow the applicant to list every job he/she has held for at least
five years. Their personal saga of success or failure often is displayed clearly in their
unabridged employment record. Beginning and ending dates of each job, month as well as
year, are also necessary. Precise dates of employment expose gaps between jobs.
Instructions should direct job seekers to list every job, including part-time, second jobs,
and volunteer jobs. The search committee should always carefully study each applicant's
employment history.
Once the applicant pool has been screened and individuals to be considered are identified,
interviews should be arranged with those candidates. Often, the size of the departmental
51
recruitment budget will determine both the type and the number of interviews that will be
conducted. Many times, institution with limited budgets will begin the interview process
candidate, arrangements should be made to conduct a conference telephone call with the
candidate.
may wish to invite one or more candidates to visit the office and participate in the interview
process in person. Or, an institution might wish to conduct office interviews after
conducting phone interviews has narrowed the pool of candidates. Regardless of what
method of interviewing is used, certain arrangements are necessary prior to the interview:
Develop the interview schedule and confirm with all individuals who will be involved
in the interview process (provide a final copy of the schedule to the candidate, the
Arrange for a campus host (and pick up from airport, train station, etc. if necessary)
Arrange for any meals provided outside of the interview schedule if necessary
Develop an evaluation tool for all interviewers to use upon completion of the
interview
52
The candidate should be reimbursed for all travel related expenses incurred in order to
Interviewing an applicant from a resume can lead the search committee to overvalue assets
and never see liabilities. The purpose of the applicant's resume is to highlight assets and
hide shortcomings. Most applicants do not overtly lie on their resumes; they just omit
negative information. Unsuccessful short-term jobs, reasons for leaving and dates of
search committee should never grant an interview to an applicant who has not fully
completed an application form. Interviews are most effective when they include questions
based on a careful analysis of job functions. Interviews should be consistent from candidate
different interviewers give different points of view on the same applicant, which leads to a
better overall hiring choice. Additionally, it is easy for search committee members to forget
some of the material that was covered in the interview. It is useful to document every
interview session and to have one interviewer from each interview team provide brief notes
One of the most crucial but often neglected steps in the hiring process is reference checking.
53
pressured to hire in a hurry. Additionally, reference checking can be a frustrating exercise
that yields little useful information about a candidate. Nevertheless, the desire to save time
and avoid legal ramifications should not prevent any recruitment staff from conducting
Reference checks round out the profile of a job applicant by providing third-party support
for first impressions. Reference checks should be made only for those candidates who have
advanced to the finalist stage and who are under serious consideration for the job.
When calling a reference, be friendly and courteous. Ask if it is a good time to talk then
put the person at ease by mentioning something or someone you both have in common.
After developing rapport, begin with basic questions about the applicant. This will yield
essential information while breaking the ice. Ask for confirmation of employment dates,
title, job duties, salary and the name of the previous employer. Next, segue into a brief
description of the experience and skills you have been looking for and ask the reference to
Inform the candidates that, if they advance as a finalist for the position, the hiring
To increase the chances of contacting candid references, ask each applicant for at least
five names, including immediate supervisors. Additionally, request a fact about each
54
The position supervisor should call all references personally. That person knows best
which skills and personality traits will be optimal for the position.
Ask open-ended questions in order to elicit broad information. Some people may be
fortunate and contact a reference that is willing to frankly discuss the candidate's
qualifications. But it is just as likely that the reference will be reluctant and offer
minimal information.
Avoid inquiring about the candidate's marital status, age, disabilities, religion,
ethnicity, gender, or other personal issues. Such information may not be used in making
a hiring decision. The committee may submit one of the following types of
recommendations, depending upon the charge that was originally given to the search
committee:
After the search committee has completed all of the interviews and has evaluated the
candidacy of the finalists, the committee will submit a recommendation to the hiring
authority. The committee may submit one of the following types of recommendations,
depending upon the charge that was originally given to the search committee:
Once a qualified candidate or candidates has been recommended to the hiring supervisor,
the supervisor should strongly consider the recommendation that has been presented. The
supervisor may accept a hiring recommendation or charge the search committee to continue
the search.
55
Should a hiring recommendation be accepted, the supervisor should contact the preferred
candidate and make the job offer. Some important issues that should be addressed in the
Starting salary
Starting date
Length of contract
Employee benefits
The candidate should be given sufficient time to either accept or reject the offer. However,
the hiring authority should not compromise the availability of other candidates if the
candidate of choice declines the offer by allowing too much time to pass between the offer
If the candidate accepts the position, the offer and conditions of hiring should be sent to
the candidate in writing as soon as possible. If the candidate declines the position, the hiring
supervisor should make the offer to the next candidate of choice or should reconvene the
Once an individual has been secured for the position, all other candidates should be notified
immediately. They should be informed of the closure to the search and thanked for their
interest in the position. It is proper etiquette to notify those candidates who were
56
Finally, the search committee should be dissolved with acknowledgments of their time and
service. Appropriate announcements should be made regarding the outcome of the search
process.
It is important to act ethically at all times when conducting a candidate job search, not only
out of respect for each candidate, but also to protect the integrity of the institution. It is not
uncommon for hard feelings to develop between candidate and institution as a result of
thoughtless acts or misbehavior on the part of those involved in the search process. It is
important for institutions to avoid any disrespect or malfeasance on the part of the
institution to help ensure success for current as well as future candidate searches. Following
are some behaviors that if adopted, will help ensure a legitimate and respectable job search:
Train all search committee members to understand and recognize the necessary
Do not make offers that are not honest. For example, do not tell a candidate the position
will be offered to him or her unless it has been agreed upon by the entire search
Conduct open searches. If there is an internal candidate or candidates for the position,
57
Never mislead a candidate as to his or her status in the search process.
Search committee members should be trained on the protocol and legal situations.
community as possible.
List all institutional policies related to dress and appropriate attire. This is important
for employees who may want wear traditional or native attire to work.
Be sure that hiring practices are consistent across the board. There have been court
cases where employees may not have been hired because of their religious
denomination.
Do not discard applicants who “stopped out” to provide care for a child, or for
maternity leave.
58
Understand questions that cannot be asked regarding family, children, pregnancy, etc.
Provide medical insurance that covers the full range of medical needs of women
Provide paid sick-leave policies for employees‟ illness and illness of spouses, lifetime
Provide life insurance, disability and pension programs that are nondiscriminatory on
Have clear and vigorously enforced sex, race and sexual orientation discrimination and
sexual harassment policies and include a statement about these policies in the
Before attempting to diversify a staff and make it more gender equitable, one must
tackle issues such as, “gender stereotyping; discrimination in hiring, pay, and
promotions; family issues; and sexual orientation discrimination”. There are five areas
1. Open communication
4. A neutral supervisor who can observe different styles and facilities communication
5. Training – sexual harassment as well as gender issues training (It is thought that 75-
differences”
59
CERTAIN DO’S AND DON’T IN RECRUITMENT AND SELECTION
DO’S:
Be fair at the time of decision making for the final selections as well as salary.
Always cross check the references and the information provided by the candidate
Lessen the grievance of each employee and take decision according to natural law of
justice.
DON’T:
Don’t get influence by outsiders at the time of outsiders at the time of requirement
Don’t promise anything which will go against the ethos of the organization
60
CHAPTER-3
Objectives of the
study
61
OBJECTIVE OF THE STUDY
To find out the various sources and methods of Recruitment at SMIIEL (A unit
To study the Selection process at the SMIIEL (A unit of Motherson Sumi Systems
Limited) Noida.
Selection
62
CHAPTER-4
Research
Methodology
63
RESEARCH METHODOLOGY
This section includes the research methods, their rationale, validity, reliability, sample
To know about the various needs of staff and what they want from their job.
To discuss what steps do managers to take the motivate their staff and fulfill their
needs.
Noida
64
SOURCES OF DATA
The two main sources of data for the present study have been primary data and
secondary data.
1. Primary Data:
Primary data consists of original information collected for specific purpose. The
primary data for this research study was collected through a direct survey with the viewers
guided by a structured questionnaire. The questions were structured and direct as to make
2. Secondary Data:
Secondary data consists of information that already exists somewhere, having been
collected for specific purpose in the study. The secondary data for this study collected from
The main statistical tools used for the collection and analyses of data in this project
are:
Questionnaire
Pie Charts
Bar Diagrams
65
CHAPTER-5
LIMITATIONS
66
Limitations of the study
As we hand limited time span so it is not possible to cover each & every topic in
detail.
As I Was a trainee I did not have excess to confidential information the company.
Company uses various software’s which have certain financial information and I as
As the samples are taken randomly and population size of SMIIEL (A unit of
Motherson Sumi Systems Limited) Noida is large, sample errors are inevitable.
The study will heavily depend on primary data which will be collected from
67
CHAPTER-6
DATA ANALYSIS
68
DATA ANALYSIS & INTERPRETATION
NUMBER OF RESPONDENTS
12%
Yes
no
88%
Interpretation: From the above diagram it is quite clear that employees of SMIIEL (88%)
are satisfied by the recruitment and selection procedure followed by the company. However
there can be some changes introduced in the procedure which are suggested by the
employees to improve the recruitment and selection policy of the company.
69
1. When your company hire new employees?
Immediate Need
22%
Yearly Basis
4%
Both
74%
Interpretation: From the above diagram we can see that there were mix responses from
the employees regarding the above mentioned question. 74% said that company is hiring
employees annually as well as according to the company needs but 22% of my sample size
believes company hires according to the need of the organization and 4% says that SMIIEL
employs on yearly basis.
70
2. Which sources of recruitment your company should follow?
3%
20%
31%
Promotion / Transfer
Consultancy
Campus Placements
References
Any Other
31% 15%
Some of the sources used by them are promotion, employee referrals and consultancy
firms.
From the chart it is clear that employees of SMIIEL are in favour of Campus placements
and promotion and transfers.
20% of employees are in favour of internal references and 15% have suggested using
consultancy services.
71
4. What criteria do you think should be used for selection process?
0%
2%
Written test
38%
Personal Interview
Interpretation: SMIIEL practices panel interview for selecting a candidate but from the
chart it is clear that 60% of employees want written test along with the interview to select
a candidate.
No employee is in favour of written test only and some have suggested that even physical
examination should be included while selecting the candidates along with written test and
interview.
72
5. According to you, 3 rounds of interview in SMIIEL are essential for an effective
recruitment process.
0%
13%
Strongly agree
Agree
25% Disagree
Strongly disagree
62%
Interpretation:
62% (10 in number) of the departments disagree with the statement that 3 rounds are
essential. It depends upon the position for which the interview is being conducted.
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6. Were you given same job description as discussed in the Interview?
Yes 98
No 2
Total 100
2%
Yes
no
98%
Interpretation: Almost all the employees got the specified jobs offered to them. This
implies that the SMIIEL have the organized manpower planning and well organized
recruitment policy.
From the chart it is crystal clear that the candidates get exactly the same job as described.
So from SMIIEL perspective it is a good sign for the overall growth and development.
There were some employees around 2% of my sample study who were against the above
mentioned point.
74
7. According to you on what basis candidates should be evaluated for selection?
All Three
22%
Family
Background
10%
Academic
Qualification
32%
Experience
36%
Interpretation: The above diagram clearly depicts that the employees prefer Experience
as a criteria to select the candidate. Next they consider academic qualification should be
given importance while selecting a candidate. Only 10% are in favor of family background
to be used as selection criteria by the company.
22% of sample size is in favour of all the three factors that are experience, academic
qualification and family background.
75
8. Do you think physical examination should be included in selection process?
Options NO OF % OF
RESPONDENTS RESPONDENTS
Yes 70 70
No 30 30
Total 100 100
NO OF RESPONDENTS
30%
Yes
70% No
24% are not in favour of physical examination as they think it is a wasteful expenditure of
the company.
76
9. Are you satisfied with the overall recruitment & selection process of your
company?
40%
Satisfied
Neutral
50%
Dissatisfied
10%
Interpretation: From the above figure, it is quite clear that out of my sample size, 50%
are those who are not satisfied with the recruitment and selection policy followed by
SMIIEL and have suggested some measures to improve them. 40% were those who were
satisfied by the policy and 10% were those who were not able to comment on it.
77
10. Which of the following factors mentioned below you think have a beneficial
effect upon the ability of SMIIEL to attract and retain good employees?
Salary Package
Brand Name
Career Growth
Good Working Environment
31%
15%
24%
30%
Interpretation: From the above chart it can be understood that most of the employees are
inspired by the career growth and salary package of the SMIIEL. It’s clear from the chart
that Brand name is also important factor which is a motivating force for the employees of
SMIIEL. Only 15% of the employees consider working environment in SMIIEL to be a
motivating factor.
78
11. According to you, the recruitment department in your organization is efficient
enough?
No of respondents
10%
15%
Strongly Agree
Agree
25% Disagree
Strongly Disagree
50%
Interpretation:
Half of the departments agree that the recruitment department is efficient enough in hiring
the best talent from the pool of large people. It means they are satisfied from the persons
recruited in the organization.
79
12. The salary offered at the time of interview to the candidates is at par with the
market rate.
No of respondents
Strongly Agree Agree Disagree Strongly Disagree
0%
22%
33%
45%
Interpretation:
The above graph tells us that around half of the departments are unaware of the salary
being offered to the people at the time of joining.
80
13. You are satisfied with the recruitment process in your organization.
No of respondents
8% 7%
Strongly Agree
Agree
37% Disagree
Interpretation:
There is a mixed reaction of this question. Around half of the departments don’t know
anything in this regard. So, no clear picture can be drawn on the basis of this answer.
81
CHAPTER-7
FINDINGS
82
Findings
My study of the recruitment and selection processes at SMIIEL generated the following
findings:
The recruitment process at SMIIEL is in line with the recruitment policy of the
company. The entire process works exactly as it should according to the policy.
The recruitment process i.e. the activity of generating the pool of perspective
employees, is similar for all entry – level positions. However the selection process is
unique for every position. The recruitment process at SMIIEL is shown in above
flowchart.
The human resources department maintains the blanket count of personal in each
The recruitment and selection activity is centralized and is conducted by the human
Different sources of recruitment for every position has been tried and tested over the
years at SMIIEL and at present every position has one unique source of recruitment,
83
SMIIEL can improve its recruitment and selection process with the advices mention
below and can increase the sources of recruitment for selecting the right pool of
candidates.
84
CHAPTER-8
RECOMMENDATION
85
RECOMMENDATION
of recruitment.
Company mainly focuses on internal sources which has its own limitations. By
focusing on Campus Placements Company can attract qualified personnel for vacant
jobs in the organization. It can facilitate the infusion of fresh blood with new ideas in
to the enterprise. This will improve the overall working of the enterprise.
For the selection of the candidate for a vacancy company should first conduct written
test and on the basis of the result of the test score interview should be scheduled for the
selected candidate.
According to the analysis company should evaluate the candidates on all the factors
Company should include physical examination in the selection process. After the result
of this question The Company Has Decided to Include Physical examination in the
selection process and are now getting in touch with various hospitals to enter into a
Certain changes should be made in Recruitment and Selection process of SMIIEL such
of Selection Process.
86
CHAPTER-9
CONCLUSION
87
CONCLUSION
The employees of any organization are its life blood, without doubt. With the dawn of this
realization upon the present day business organizations, there appears to be a major shift
towards human resource management. In fact, the employees of today are encouraged to
participate in the major decisions and thus play a vital role in the management of the firm.
The performance of the organization depends on the efficiency that its employees exhibit.
Hence it is of crucial importance that employees with the most suitable qualifications be
selected. This is where the processes of recruitment and selection come in. It is difficult to
The process of recruitment and selection has to be at its best to get suitable candidates to
carry out the job. Hence each company is concentrating on recruitment and selection
process. Due to the added burden on the part of the organization they go for consultancies
to get their manpower. Thus in Consultancy has the responsibility to satisfy the need of the
companies.
88
BIBLIOGRAPHY
89
Bibliography
Book:
WEBSITES:
1. http://www.academia.edu/4506411/Internship_Report_Recruitment_and_Selectio
n_Process
2. https://www.scribd.com/doc/71917820/HR-Project-Recruitment-Selection
3. http://wessweb.info/index.php/Recruitment_Bibliography
4. https://books.google.co.in/books/about/Recruitment_and_Selection.html?id=FEw
hygAACAAJ&redir_esc=y
5. http://www.slideshare.net/Tiwarisonal/recruitment-and-selectioninbhartiairtel
90
91
ANNEXURE
92
QUESTIONNAIRE
NAME :
DESIGNATION:
DEPARTMENT :
a) Yes b) No
a) Immediate need
b) Yearly basis
c) Both
a) Promotion / Transfer
b) Consultancy
c) Campus Placements
d) References
e) Any Other……………………………………………………………..
a) Written test
b) Personal Interview
d) Any Other………………………………………………………………..
93
5. According to you, 3 rounds of interview in SMIIEL are essential for an effective
recruitment process.
a) Yes b) No
a) Academic Qualification
b) Experience
c) Family Background
a) Yes b) No
9. Are you satisfied with the overall recruitment & selection process of your
company ?
a) Satisfied b) Neutral
c) Dissatisfied
10. Which of the following factors mentioned below you think have beneficial effect
a) Salary Package
b) Brand Name
c) Career Growth
e) Good working environment
e) Any Other……………………………………………………………..
94
11. According to you, the recruitment department in your organization is efficient
enough.
12. The salary offered at the time of interview to the candidates is at par with the
market rate.
13. You are satisfied with the recruitment process in your organization.
95