A PROJECT REPORT

ON
RECRUITMENT AND SELECTION
IN
ROULUNDS BRAKING (INDIA) PVT.LTD.

Submitted in partial fulfilment of the requirement of

Bachelor of Business Administration,
MDU University,
ROHTAK

under guidance : SUBMITTED BY:

NEERAJ SOLANKI
Mr. AMIT KAMBOJ REGN NO. 1617460026

HINDU COLLEGE,SONEPAT
Session (2018-19)
 ACKNOWLEDGEMENT

The present work is an effort to throw some light on Recruitment and Selection procedure in
ROULUNDS BRAKING (INDIA) PVT.LTD.

With deep sense of gratitude I acknowledged the encouragement and guidance received by
my Project Guide Mr. AMIT KAMBOJ, in his valuable guidance. He has been a constant
guiding force and source of illumination for me. He was very generous in giving me this
opportunity to work under shape. I would like to thank him for his valuable advice and
guidance.

I Would also like to thank Mr. AMIT KAMBOJ without her guidance, supervision,
assistance, inspiration and cooperation the work would not have been possible to come to the
present shape.

Further I would thank all the staff members of HR division who have been very courteous in
providing all other information about company and its production.

I am also thankful to all the respondents who spared their valuable me for filling up the
ques onnaire and helped me out with this project.

I convey my heartful affection to all those people who helped and supported me during
course, for completion of my Project Report.
 DECLARATION

The summer training project on “A Study on Recruitment and selection in ROULUNDS

BRAKING (INDIA) PVT.LTD.” under the guidance of “Mr. AMIT KAMBOJ (HR
MANAGER (Pres-Recruitment) is the original work done by me. This is the property of the
institute and use of this report without prior permission of the institute will be considered
illegal and actionable.

SIGNATURE

NEERAJ SOLANKI

REGN NO. 1617460026

 Table of contents

Chapter 1

Company profile

● INTRODUCTION

● BACKGROUND OF THE COMPANY

Chapter 2

Literature Review

● CONCEPT – RECRUITMENT

● RECRUITMENT NEEDS

● SIGNIFICANCE OF RECRUITMENT

● RECRUITMENT PROCESS

● RECRUITMENT SOURCES

A. INTERNAL

B. EXTERNAL

● ADVANTAGES AND DISADVANTAGES OF RECRUITMENT

SOURCES
● FACTORS AFFECTING RECRUITMENT

● RECENT TRENDS IN RECRUITMENT

● CONCEPT SELECTION

● OUTCOMES OF SELECTION DECISIONS

● SELECTION PROCESS

● DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

● HRD AT ROULUNDS BRAKING (INDIA) PVT.LTD.

● RECRUITMENT POLICY

● RECRUITMENT STRATEGY

● RECRUITMENT SOURCES OF ROULUNDS BRAKING (INDIA)

PVT.LTD.

● SKILLS SET RECRUITMENT

● RECRUITMENT FOR MANAGERIAL POSITION

● RECRUITMENT FOR SENIOR AND JUNIOR LEVEL POSITION

● RECRUITMENT CYCLE TIME

● SELECTION PROCESS IN ROULUNDS BRAKING (INDIA)

PVT.LTD.

● PURPOSE OF RESEARCH STUDY

● ANALYSIS AND INTERPRETATION OF DATA

● FINDINGS

● LIMITATIONS

● RECOMMENDATIONS

● CONCLUSION

● BIBLIOGRAPHY
 CHAPTER 1

COMPANY PROFILE

BACKGROUND OF THE STUDY

 A LEADER IN DIVERSIFIED MANUFACTURING &
LOGISTICS

MAT Holdings, Inc. is a privately held, globally diversified manufacturing, marketing, and
distribution company, providing quality products and trusted brands to two business
categories - Automotive and Consumer. The Automotive segment is further broken down into
the MAT Foundry Group, which manufactures cast iron parts for automotive and industrial
applications; the Friction Group, which supplies friction braking components; and
Suspension Components Group which supplies suspension components and systems. The
Consumer segment provides fencing, lawn & garden accessories, air compressors, pneumatic
air tools, and outdoor power equipment.

For over 30 years, our multi-faceted manufacturing, distribution and sourcing facilities
located in Asia, Europe, and the United States have enabled us to provide customers
exceptional products, services, and marketing and logistical solutions tailored to meet the
needs of today's dynamic marketplace.
 VALUE

Value is defined by our customers and is consistently delivered by MAT Holdings' companies
through our vast industry experience and capabilities combined with cost efficiencies and

listening and responding to customer needs and opportunities.

PERFORMANCE

MAT Holdings, Inc. has established success averaging double-digit revenue increases
over the past 5 years through acquisitions as well as organic growth. One of MAT
Holding's key success factors is its ability to ind synergies in acquisitions and assimilate
them quickly enabling higher performance and ROI.

CORE BUSINESS PHILOSOPHY

Our philosophy is that we invest in businesses that allow us to create value through
process improvement, global supply & distribution, scale and scope economies, and
engineering and marketing expertise.

ISTO

ht

thTHE HISTORY OF MATHOLDINGS

1990

Midwest Air begins importing and selling aftermarket brake rotors

2001 - 2002

MAT acquires a majority stake in Eurac Holdings

MAT establishes GRI Engineering for the sales of brake rotors

2003 - 2007

MAT acquires Roulunds Braking and Meneta

MAT founds Danblock Brakes

2010 - 2011
MAT founds MAT Foundries Europe after acquiring assets of Sakthi Germany

MAT founds MAT Dalian Auto Parts

2012 - 2014

MAT acquires Dania, Fomar Poland and Ride Control, LLC (Gabriel)

MAT founds MAT Brakes India

MAT acquires MincerHD

MAT purchases assets of Frager Group and renames it to MAT Machining Europe

2015

MAT acquires assets of PTR GermanyMAT acquires two Federal-Mogul factories and
renames them to be MAT CV Products and MAT Friction Noyon

Suspension Products

SUSPENSION COMPONENTS &

SYSTEMS
MAT Auto Group manufactures suspension
components including shocks and struts under
the Gabriel® brand as well as suspension
systems for the North American market
meeting the exacting specifications of tractor,
trailer, emergency response, bus, military, and
motor home manufacturers. Our products are
 designed to maximize uptime through innovative features and durable design while minimizing
maintenance and operating costs.

MAT Foundry Group

BRAKE DISCS & SAFETY PARTS

The MAT Foundry Group consists of a group of 7
companies on 3 continents that engineer and
manufacture cast iron products serving the passenger,
commercial, and heavy duty vehicle markets as well as
industrial and racing applications. The foundry group
produces over 350,000 tons of iron per year in 7 foundries with 1,750 employees. The Foundry Group
also maintains 8 machining facilities across Europe, Asia, and Central America. The Foundry Group
supports both OEM and aftermarket customers with R&D including 80 process and development
engineers.

MAT Friction Group

BRAKE PADS & SHOES

The MAT Friction Group consists of a group of 8

companies on 3 continents that serve the passenger,
commercial, and heavy duty vehicle markets with a
variety of braking components including pads, shims
and back plates, and brake shoes and linings. The
friction group produces over 24 million sets of
passenger brake pads per year, 2.5M sets of PV shoes per year, 200,000 sets of CV brake pads, and
4M pieces of CV linings per year with twelve factories. The group also maintains three R&D centers
and 34 dynamometers for product development and testing.

MAT Industries

POWER EQUIPMENT

World class domestic manufacturing facilities

allow MAT Industries to offer high quality air
compressors, air tools, and accessories to retailers
under brands such as Powermate®, Industrial Air®,
Industrial Air Contractor®, and Sanborn® as well
as private label. Our air compressors are sold
through retailers including major home centers, hardware co-ops, independents, and farm and
fleet stores around the US.

MAT Engine Technologies

OUTDOOR POWER EQUIPMENT

MAT Engine Technologies engineers and
manufactures quality gasoline powered outdoor
power equipment for the North American retail
market under the Powermate® and
Southland® brands. With an array of two and four
cycle engines that are EPA and CARB compliant, the Company offers an exciting lineup of walk
behind edgers, field trimmers, garden tillers, and blowers. Additional two cycle offerings include
hand-held trimmers, blowers, and walk behind cultivators.

Midwest Air Technologies

FENCING AND GARDEN ACCESSORIES

Midwest Air Technologies is a leading producer of

quality fencing products, lawn and garden
accessories, and pet accessories. We manufacture
and distribute quality products such as residential,
chain link, and agricultural fencing under the Yard
Gard® and Farm Gard® brands, trellis's, shepherds
hooks, and other lawn and garden accessories under the Gilbert & Bennett® brand, and a line of pet
containment and other pet accessories.

MAT Logistics

STRATEGIC LOGISTIC SOLUTIONS

MAT Logistics provides a comprehensive offering
of strategic logistic solutions to companies who
want to reduce cost or increase performance where
moving goods is involved. MAT maintains,
organizes, and facilitates efficient delivery of
inventory to your customer whether direct to retailer or to distribution center. With 7 U.S. facilities
strategically positioned from coast-to-coast and over 2.1 million square feet of floor space, we can
service all of North America including Canada, the contiguous 48 United States as well Alaska,
Hawaii, and Puerto Rico.
 OWNERSHIP
MAT Holdings, Inc is a United States based, family owned company started in 1984

DIVISIONS
Comprised of 8 subsidiary companies in the United States and 40 worldwide

EMPLOYEES
Over 18,000 employed worldwide

OPERATIONS
MAT Holdings, Inc operates 40 factories on 3 continents - North America, Asia and Europe

BRANDS WE MAKE

●
●

●
●

●
 CHAPTER 2

OBJECTIVES OF THE STUDY

 OBJECTIVE OF THE STUDY

The main objectives for undertaking this project are:

✓ To understand the internal Recruitment process in organization.

✓ To identify areas where there can be scope for improvement.

✓ To give suitable recommendation to streamline the hiring process.

✓ To develop practical knowledge with theoretical aspects.

✓ To know about the importance of recruitment and selection

✓ To find out better process of recruitment.

✓ To know about the role of recruiter.

 The Significance of the Study:

The study will broaden our understanding the affect of independent variables which are
Recruitment sources, Interview and Recruiters on the dependent variable which is
Recruitment and Selection Process. Current study will add to existing body of knowledge by
signifying.

❖ Recruitment and selection process importance

❖ Recruitment sources affects on Recruitment and selection process

❖ Interviews 3ffects on Recruitment and selection process

❖ Recruiters affects on Recruitment and selection process

CHAPTER 3
LITERATURE REVIEW
CONCEPT – RECRUITMENT

RECRUITMENT–Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME.

Recruitment is an important part of an organization’s human resource planning and their

competitive strength. HRP helps determine the number and type of people an organization
needs. Job Analysis and Job Design specify the tasks and duties of jobs and the qualifications
expected from prospective jobholders.
Job Description: Job description is a simple, concisely written statement explaining the
contents and essential needs of a job and a summary of the duties to be performed. It gives a
precise picture of features of each job in terms of task contents and occupational
requirements.

Job Specification: Job specification is a statement of the minimum acceptable human

qualities necessary to perform a job satisfactorily. It translate the job description into terms of
the human qualifications which are required for a successful performance of a job.

FEATURES:

❖ Recruitment is a process or a series of activities rather than a single act or event.

❖ Recruitment is a linking activity as it brings together those with jobs (Recruiter) and
those seeking jobs (prospective employees).

❖ Recruitment is a positive function as it seeks to develop a pool of eligible persons

from which most suitable ones can be selected.

❖ Recruitment is an important function as it makes it possible to acquire the number and

type of persons necessary for continued function of the organization.

❖ Recruitment is a pervasive function.

❖ Recruitment is a two way process-recruiter chooses whom to recruit, prospective

employee chooses where to apply

❖ Recruitment is a complex job as many factors affect it, e.g. image of the organization,
nature of jobs offered, organizational policies etc.
RECRUITMENT NEEDS ARE OF THREE TYPES

● Planned:
i.e. the needs arising from changes in organization and retirement policy.
● Anticipated:
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
● Unexpected:
Resignation, deaths, accidents, illness give rise to unexpected needs.

PURPOSE AND IMPORTANCE OF RECRUITMENT

⇨ Attract and encourage more and more candidates to apply in the organization.
⇨ Create a talent pool of candidates to enable the selection of best candidates for the
organization.
⇨ Determine present and future requirements of the organization in conjunction with
its personnel planning and job analysis activities.
⇨ Recruitment is the process which links the employers with the employees.
⇨ Increase the pool of job candidates at minimum cost.
⇨ Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
⇨ Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
⇨ Meet the organizations legal and social obligations regarding the composition of
its workforce.
⇨ Begin identifying and preparing potential job applicants who will be appropriate
candidates.
⇨ Increase organization and individual effectiveness of various recruiting techniques
and sources for all types of job applicants.

RECRUITMENT PROCESS

Recruitment process involves a systematic procedure from sourcing the candidates to

arranging and conducting the interviews and requires many resources and time.

A general recruitment process is as follows:

1) Identify vacancy
2) Prepare job description and person specification
3) Advertising the vacancy
4) Managing the response
5) Short-listing
6) Arrange interviews
7) Conducting interview and decision making
 Recruitment Process

FACTORS AFFECTING RECRUITMENT

Recruitment is naturally subject to influence of several factors. These include external as well
internal forces.

SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment processes
from TWO kinds of sources: internal and external sources.

➢ The sources within the organization itself to fill a position are known as the INTERNAL
SOURCES of recruitment.
➢ Recruitment candidates from all the other sources are known as the EXTERNAL
SOURCES of recruitment.
COMPARATIVE ADVANTAGES AND DISADVANTAGES OF
RECRUITMENT SOURCES

Advantages Disadvantages

INTERNAL RECRUITMENT

1 It perpetuates the old concept of doing

It is less costly.
. things.

2 Candidates are already oriented towards

It abets raiding.
. organization.

3 Organizations have better knowledge about

Candidate’s current work may be affected.
. the internal candidates.

4 Enhancement of employee morale and

Politics play greater role.
. motivation.
5
Good performance is rewarded. Morale problem for those not promoted.
.

EXTERNAL RECRUITMENT

Better morale and motivation associated with

1 Benefits of new skills, new talents and
internal recruiting is denied to the
. new experiences to organizations.
organization.

2 Compliance with reservation policy

It is costly.
. becomes easy.

3 Scope for resentment, jealousies and Chances of creeping in false positive and
. heartburn are avoided. false negative errors.

4 Adjustment of new employees to the

It could help in injection of fresh blood.
. organizational culture takes longer time.

RECENT TRENDS IN RECRUITMENT

The following trends are being seen in recruitment:

❖ Outsourcing
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. The outsourcing
firms help the organization by the initial screening of the candidates according to
the needs of the organization and creating a suitable pool of talent for the final
selection by the organization. Outsourcing firms develop their human resource
pool by employing people for them and make available personnel to various
companies as per their needs. In turn, the outsourcing firms or the intermediaries
charge the organizations for their services.
❖ Poaching / Raiding
“Buying talent” (rather than developing it) is the latest mantra being followed by the
organizations today. Poaching means employing a competent and experienced person
already working with another reputed company in the same or different industry; the
organization might be a competitor in the industry.

❖ E-Recruitment

Many big organizations use Internet as a source of recruitment. E- recruitment is the

use of technology to assist the recruitment process. They advertise job vacancies
through worldwide web. The job seekers send their applications or curriculum vitae
i.e. CV through e mail using the Internet.

CONCEPT - SELECTION

Once the recruiting effort has developed a pool of candidates, the next step in the HRM
process is to determine who is best qualified for the job. This step is called the selection
process. The enterprise decides whether to make a job offer and how attractive the offer
should be. The job candidate decides whether the enterprise and the job offer fit his or her
needs and personal goals. The process also seeks to predict which applicants will be
successful if hired. Success, in this case, means performing well on the criteria the enterprise
uses to evaluate employees.
OUTCOMES OF THE SELECTION DECISION

Selection Decision

Accept Reject

Jo Su

b cc

Pe es Correct Decision Reject Error

rf sf

or ul

m U
an ns
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Accept Error Correct Decision
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Correct Selection Decisions are those where the candidate was predicted to be successful in
advance and prove to be successful on the job. At times the applicant is predicted to be
unsuccessful and, as expected, performs unsatisfactorily after getting selected. While in the
first case, the worker is successfully accepted; in the later the worker is successfully rejected.

Errors arise when we reject a candidate who would have performed successfully on
the job. This is termed as reject error. In certain situations a worker is accepted
ultimately and performs unsatisfactorily. This is called accept error.

SELECTION PROCESS

Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.
 DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
Difference between Recruitment and Selection

S.No. Recruitment Selection

 Recruitment is the process of searching Selection involves the series of steps by
the candidates for employment and which the candidates are screened for
1
stimulating them to apply for jobs in choosing the most suitable persons for
the organization. vacant posts.

The basic purpose of recruitments is to

create a talent pool of candidates to The basic purpose of selection process
enable the selection of best candidates is to choose the right candidate to fill
2
for the organization, by attracting more the various positions in the
and more employees to apply in the organization.
organization.

Recruitment is a positive process i.e. Selection is a negative process as it

3 encouraging more and more employees involves rejection of the unsuitable
to apply. candidates.

Selection is concerned with selecting

Recruitment is concerned with tapping
4 the most suitable candidate through
the sources of human resources.
various interviews and tests.

Selection results in a contract of service

There is no contract of recruitment
5 between the employer and the selected
established in recruitment.
employee.

HUMAN RESOURCE DEVELOPMENT

Human Resources Development (HRD) as a theory is a framework for the expansion

of human capital within an organization through the development of both the organization
and the individual to achieve performance improvement. Adam Smith states, “The capacities
of individuals depended on their access to education” . The same statement applies to
organizations themselves, but it requires a much broader field to cover both areas.

Human Resource Development is the integrated use of training, organization, and career
development efforts to improve individual, group and organizational effectiveness. HRD
develops the key competencies that enable individuals in organizations to perform current
and future jobs through planned learning activities. Groups within organizations use HRD to
initiate and manage change. Also, HRD ensures a match between individual and
organizational needs.

ROLE OF HRD IN ROULUNDS BRAKING (INDIA) PVT.LTD.

FACILITATION

● Nurturing the future

● Strategic interventions for organisational growth

FUNCTIONAL

● Identifying skill gap

● Designing training interventions

● Internal consultant

● Management research, publication and documentation

● Develop the HRD function

HRD AT ROULUNDS BRAKING (INDIA) PVT.LTD.
STRUCTURE OF HR DEPARTMENT:

RECRUITMENT POLICY

Recruitment policy of ROULUNDS BRAKING (INDIA) PVTG.LTD. consists of

▪ Objectives

▪ Scope

▪ Sources of recruitment

▪ Recruitment plan

▪ Job specifications

▪ Requisitions

▪ Mode of selection

▪ Selection committee

▪ Final selection
RECRUITMENT STRATEGY:

Recruitment strategies of the companies are:

➢ At least 50% of the vacancies occurring during a year at induction level/grades are filled up
through direct recruitment from external sources.

➢ Recruitment of executives from external sources will be made through open

advertisement in the press.

➢ Higher managerial grades/positions such as ASSISTANT MANAGER, MANAGER,

SENIOR MANAGER, AGM DGM GM DP AND EXECUTIVE MANAGER are done
through Direct Recruitment.

➢ Direct recruitment to the following will be centralised and done on all India level basis at
the Corporate Office for the entire company including its Plants/Units .i.e.

▪ ASST.GENERAL MANAGER, DYP.GENERAL MANAGER,GENERAL

MANAGER ,EXECUTIVE MANAGER.

▪ MANAGEMENT TRAINEES (TECHNICAL AND ADMN.)

▪ JUNIOR MANAGER
 RECRUITMENT SOURCES OF ROULUNDS BRAKING
(INDIA) PVT.LTD.

INTERNAL SOURCES:-

1. PROMOTIONS:-Sail promotes the employees from one department to another with

more benefits and greater responsibility based on efficiency and experience.

2. EMPLOYEE REFERRALS:- Sail has structured system where the current employees of
the organization refer their friends and relatives for some position in the organization.

EXTERNAL SOURCES:-

1.PRESS ADVERTISEMENTS:- Advertisements of the vacancy in newspapers and journals

are a widely used source of recruitment.

2.E-RECRUITMENT:- Sail uses Internet as a source of recruitment. E- Recruitment is the use

of technology to assist the recruitment process

SKILL SETS REQUIREMENT

As the organization grows the need for professionalism in the organization increases and so
does the pay package.

The requirements have changed in terms of:

⇨ Role
⇨ Profile
⇨ Traits
Even the HR department focus on two areas:
1. Strategic policies planning and implementation
2. Activities to make the work of the people in the organization interesting.
There is a personalized position created for each and every individual from the top to the
lowest level in the organization.

➢ In SAIL HR Department can be categorized according to the personalized positions :-

RECRUITMENTS FOR MANAGERIAL POSITIONS IN ROULUNDS
BRAKING(INDIA) PVT.LTD.

Recruitment for managerial positions is done through interview & written test .

ELIGIBILITY:-

● The educational qualification, experience etc

● Their role in the organization in respect of their position, job responsibility, key areas of
performance.
● The pay structure along with the various facilities offered by the company.

RECRUITMENTS FOR SENIOR AND JUNIOR LEVEL POSITIONS

Main sources of recruitment here are:

● Newspaper Advertisements
● Internal employee reference
● Recruiting IT Management trainees
 SELECTION PROCESS IN ROULUNDS BRAKING(INDIA)
PVT.LTD.:-

➢ Initially HR specialists conduct the PRELIMINARY INTERVIEW to eliminate

unqualified job seekers based on the information supplied in their application forms.

➢ Then HR specialist conducts different types of SELECTION TESTS, depending on the

job to determine the applicant’s ability, aptitude and personality.

Ability Test

Aptitude Test

Personality Test

Interest Test

Medical Test
➢ Then HR specialists conduct the EMPLOYMENT INTERVIEW.

Candidate Interviewer

1 2
Candidate Interviewers Candidate Interviewers

Candidate Interviewers
 CHAPTER 4
RESEARCH METHODODLOGY
 RESEARCH METHODOLOGY:-

The study will be conducted to achieve the aforesaid objectives including both
exploratory and descriptive in nature and involve personal interviews that will be based on
the questionnaire format. A Research Methodology defines the purpose of the research, how
it proceeds, how to measure progress and what constitute success with respect to the
objectives determined for carrying out the research study.

● The research methodology for the present study has been adopted to reflect these realties
and help reach the logical conclusion in an objective and scientific manner.
● The present study contemplated an Exploratory Research.

RESEARCH DESIGN: Exploratory Research

A research design is the specification of methods and procedures for acquiring the
information needed to structure or solve the problem. It is the overall operational pattern or
framework of the project that stimulates what information is to be collected from which
source and by what procedure. On the basis of major purpose of our investigation the
EXPLORATORY RESEARCH was found to be most suitable. This kind of research has
the primary objective of development of insights into the problem. It studies the main area
where the problem lies and also tries to evaluate some appropriate courses of action.

DATA COLLECTION SOURCES:

Primary data: The data that is collected first hand by someone specifically for the purpose
of facilitating the study is known as primary data. So in this research the data is collected from
respondents through QUESTIONNAIRE.

PRIMARY SOURCES

The data required for the study has been collected from-
QUESTIONNAIRE survey among the officials and employees of ROULUNDS
BRAKING (INDIA) PVT.LTD..

PERSONAL INTERVIEWS with the company representatives regarding

recruitment and selection practices in organization.

Advantages of the Primary data collection method

1 Primary data can be collected from a number of ways.

Primary data is current and it can better give a realistic view to the researcher
2
about the topic under consideration. It provides unbiased information.

3 It is relatively cheap and no prior arrangements are required.

Secondary data: Secondary data refer to information gathered by someone other

than the researcher conducting the current study. Such data can be internal or external
to the organization and accessed through the Internet or perusal of recorded or
published information.
Secondary sources of data provide a lot of information for research and problem
solving. Such data are as we have seen mostly qualitative in nature.

SECONDARY SOURCES:

The secondary data has been collected from:

⇒ Internet, websites
⇒ Organizational Reports
⇒ Case Studies
⇒ Business magazines
⇒ Books
⇒ Journals on e-learning Industry.

Advantages to the secondary data collection method

1 It saves time that would otherwise be spent collecting data.

It provides a larger database (usually) than what would be possible to collect on ones
2
own.

SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given

population. It refers to the technique or the procedure and the researcher would
adopt in selecting items of sample. Sample design may as well lay down the
number of items to be included in the sample i.e. the size of the sample. Sample
design is determined before data are collected. Before going trough sampling
design, let us learn some terms.
Population: The aggregate of all the elements, sharing some common set of
characteristics, that comprises the universe for the purpose of the research
problem.

Sample: A subgroup of the elements of the population selected for participation

in the study.

SAMPLING METHOD

Survey was done by random sampling method.

SAMPLE SIZE

Sample size can be 51 or as per project sampling requirement.

SAMPLE AREA

SONEPAT

MODE OF ANALYSIS

The instrument used for data collection was in the form of questionnaire. The questionnaire
was used as it facilitates the tabulation and analysis of the data to be collected. The data
collected was subjected to simple frequency distribution and percentage analysis.
 CHAPTER 5

LIMITATIONS

LIMITATIONS OF THE STUDY :

● As the sample size was small, hence conclusions cannot be generalized.
● Unwillingness and inability of respondents to provide information.
● Due to time constraint in-depth study could not be carried out.
● As the strength of the company is big, it was not possible to draw sample from
each and every department.
CHAPTER 6
DATA ANALYSIS AND
INTERPRETATION
1) The recruitment and selection process of company meets the current legal
requirements.
Response Pattern Respondents Percentage

Strongly Agree 10 19%

Agree 30 59%

no opinion 7 14%

disagree 2 4%

strongly disagree 2 4%

Total 51 100%
Interpretation:
Near about 20% of the respondents are strongly agree with the statement that recruitment and
selection process of company meets the current legal requirements, and 60% are agree only
so, total 80% of the respondent are in favour that the process of recruitment & selection meets
the current legal requirement

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

Respondent
Response Pattern s Percentage

Strongly Agree 13 25%

Agree 30 59%

no opinion 5 10%

disagree 2 4%

strongly disagree 1 2%

Total 51 100%
Interpretation:
The question was raised to know that employees are aware about the company’s recruitment
& selection policy or not. Near about 85% are agreed that the recruitment & selection policy
is clearly stated and only 8% are disagree.

3) Internal source is better for company.

Response Pattern Respondents Percentage

Strongly Agree 18 35%

Agree 19 37%

no opinion 11 22%

disagree 2 4%

strongly disagree 1 2%

Total 51 100%
Interpretation:
As per the respondent response near about 70% are agree with the statement that internal
source is better for company, 22% having no response and 6% are disagree with the
statement.
 4) External source is better for company.

Respondent
Response Pattern s Percentage

Strongly Agree 2 4%

Agree 15 30%

no opinion 4 8%

disagree 20 40%

strongly disagree 9 18%

Total 51 100%

1)

2)

3)

4)

5)

6)
Interpretation:
Near about 55% are disagree with the statement that external source is better for company’s
recruitment process and about 34% are in favour of this statement.

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

Respondent Percentag
Response Pattern s e

Strongly Agree 5 10%

Agree 5 10%

no opinion 13 25%

disagree 22 43%

strongly disagree 6 12%

Total 51 100%

1)
Interpretation:

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

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

Response pattern Respondents Percentage

Strongly agree 8 17%

Agree 22 43%

No option 9 18%

Disagree 7 14%

Strongly disagree 4 8%
Total 51 100%

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

7) The employee’s competency matches with the job specification.

Respondent
Response Pattern s Percentage

Strongly Agree 1 2%

Agree 20 39%

no opinion 21 41%

disagree 5 10%

strongly disagree 4 8%
Total 51 100%

2)

Interpretation:

Nearly 45% are agree with this statement and 20% are disagree but surprisingly 40% gave no
opinion this means they are not aware about other competencies,
8) To what extent you are satisfied with the external source (job portals) for
recruitment process.

Respondent
Response Pattern s percentage

Strongly Agree 3 7%

Agree 4 9%

no opinion 22 49%

disagree 15 33%

strongly disagree 1 2%

Total 51 100%
Interpretation:
some respondent are satisfied with the external source of recruitment ,It is observed that most
of the candidates are recruited through “Reference” or other internal source and about 50%
have no opinion the external sources like job portals, consultancies.

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

Respondent
Response pattern s percentage

Strongly Agree 10 20%

Agree 20 40%

no opinion 2 4%

disagree 11 22%

strongly disagree 7 14%

Total 51 100%
Interpretation:
60% of respondent are in favour of the statement that they are satisfied with the employee’s
referral, this helps in getting known candidates as company knows the skill and behaviour of
   recruitment.. But near about 35% are disagree with the statement so, recruitment process
the
need good external sources for recruitment process.

10) To what extent the selection procedure followed for your recruitment is
suitable to your job.
Respondent
Response pattern s percentage
Strongly Agree 14 28%

Agree 20 40%

no opinion 2 4%

disagree 10 20%

strongly disagree 4 8%

Total 51 100%

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

1)
CHAPTER 7
FINDINGS
 FINDINGS AND INTERPRETATION

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

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

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

These are the findings:

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

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

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

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

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

6. Too much time taken by the HPD in recruiting some important urgent posts.
7. Some respondent are sa sfied with the external source of recruitment ,It is observed that
most of the candidates are recruited through “Reference” or other internal source and
about 50% have no opinion the external sources like job portals, consultancies.
8. A er analysis it is be er to get the manpower by internal source as they are aware about
that candidate skill and behavior but some mes company will not get right candidate.
CHAPTER 8
SUGGESTIONS
 SUGGESTIONS

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

1. The organiza on should not majorly Clear job descrip on is given to the candidates
at the me of interview itself, to avoid disappointment a er joining.
2. The candidate should be informed in me whether they have been selected or not.
There should not be any delay in informing the candidate.
3. There should be reliability on external sources.
4. Recruitment feedback should be taken by the candidates to improve the recruitment
process.
5. The employees should be called for the interview only after checking their
educational qualifications and job experience in a proper way so as to save the time
and cost involved in the recruitment process.
6. Depend on the application bank as the major source for the details of the candidate for
recruitment purpose. It should also consider other sources which could provide them
better options.
7. Follow up to be done to the newly engaged employees to ensure that they have
se led in and to check on how well they are doing. If they have any problems it is
be er to iden fy them at an early stage rather than allowing them to fester.
8. Internal job pos ng to be preferred to reduce cost of recruitment.
9. Organiza on should use social networking sites for crea ng pool of good candidates.
CHAPTER 9

Bibliography
Questionnaire
 BIBIOLOGRAPGY

BOOKS REFERRED
✓ Human Resource and Personnel Management, K. Aswathappa,
✓ Human Resource Management , Khanka

WEBSITES REFERRED
✓ www.mbdalchemie.com
✓ www.google.com
✓ www.recruitment.naukrihub.com
✓ www.citehr.com
✓ www.hrmguide.co.uk
✓ www.oneclickhr.com
✓ www.wikipedia.com

OFFICIAL
✓ ROULUNDS BRAKING (INDIA) PVT.LTD.employee information handbook
 Questionnaires for associates:

I am student of HINDU COLLEGE SONEPAT , and I am doing project on RECRUITMENT AND

SELECTION in the field of Human Resource Department. I would be grateful if you could spare few
minutes and answer the questions below. The answer will be kept confidential and used for academic
purpose only.

QUESTIONNAIRE

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

1) The recruitment and selec on process of company meets the current legal
requirements?
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

2) Recruitment & Selec on Policy of company is clearly stated.

a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
3) Internal source is be er for company.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

4) External source is be er for company.

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

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

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

6) I feel that the right job is being performed by the deserved person at my working
environment.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

7) The employee’s competency matches with the job specifica on.

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

8) To what extent you are sa sfied with the external source (job portals) for recruitment
process.
a) 0% b) 25% c) 50% d) 75% e) 100%

9) To what extent you are sa sfied with the employee’s reference for recruitment
process.
a) 0% b) 25% c) 50% d) 75% e) 100%

10) To what extent the selec on procedure followed for your recruitment is suitable to
your job.
a) 0% b) 25% c) 50% d) 75% e) 100%