SUMMER TRAINING PROJECT REPORT

On
“A Study on Recruitment and Selection
at New Tv Center (Samsung) in Nashik,
Maharashtra”
Towards partial fulfillment of
Master of Business Administration (MBA)
(BBD University, Lucknow)

Guided by: Submitted by :

Mr. Ved Prakash SALONI SINGH
(Assistant Professor) Roll No. 1170672109

Session 2018-2019
School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
Certificate from the Organization

v
Bona-fide Certificate of Dean -School of Management

vi
 DECLARATION
I do hereby declare that all the work presented in the research report entitled

“A Study on Recruitment And Selection at New Tv Center. in Nashik, Maharashtra”

is carried out and being submitted at the school of management for the award

of Master of Business Administration, is an authentic record of SALONI SINGH.

The work is carried out under the guidance of Mr. Ved Prakash (faculty guide). It

hasn’t been submitted at any other place for any other academic purpose.

SALONI SINGH

vii
 ACKNOWLEDGEMENT

Achievement is finding out what you would be then doing, what you have to do. The

higher the summit, the harder is the climb. The goal was fixed and we began with a

determined resolved and put in ceaseless sustained hard work. Greater challenge,

greater was our effort to overcome it.

This project work, which is my first step in the field of professionalization, has been

successfully accomplished only because of my timely support of industry guide. I

would like to pay my sincere regards and thanks to those, who directed me at every

step in my project work.

I take this opportunity to extend my sincere gratitude and profound obligation towards

my Project report guide Mr. Ved Prakash for giving me valuable suggestions &

guidance rendered to me throughout the Summer Training without their

encouragement and continuing support, this Summer Training would not have been

possible.

I am highly thankful to other faculty members whose able guidance in this project

makes my way simple & easy.

SALONI SINGH

viii
 PREFACE

The Summer Training program is the integral part of MBA curriculum during the

course of management; the research is expected to use and apply their academic

knowledge and gain a valuable insight into corporate culture with all its environment

operational complexities.

The research offers a valuable opportunity to the researcher to meet their academic

knowledge to the real world situation. I have undertaken commercial department to

study about the various activities.

In this report I have put my finest efforts to compile the data with utmost accuracy

and hope this report will give complete satisfaction regarding the various aspects of

recruitment & selection activity.

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 EXECUTIVE SUMMARY

Success of every business enterprise depends on its human resource. Finding the right

man for the job and developing him into a valuable resource is an indispensable

requirement of every organization. Proper recruitment helps the line managers to

work most effectively in accomplishing the primary objective of the enterprise. In

order to harness the human energies in the service or organizational goals, every HR

manager is expected to pay proper attention to recruitment and selection activities in

an organization. Thus, personnel functions, recruitment and selection, when carried

out properly, would enable the organization to hire and retain the services of the best

brains in the market. The world's best companies have established their strength with

their people. The employees identify themselves with the company they are working

for. This also helps in building up their spirit, morale and spirit-de-cops which

becomes strength of the company.

There are certain ways that are to be followed by every organization, which ensures

that it has right number and kind of people, at the right place and right time, so that

organization can achieve its planned objective. The project covers introduction of

Recruitment and Selection, Purpose and Importance of Recruitment, Sources of

Recruitment, Steps in the Recruitment & Selection Process, and Suggestions to make

the Recruitment Process more effective. It also includes the challenges faced by HR in

recruitment process and the recent trends in recruitment process.

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 TABLE OF CONTENT

Declaration ii

Acknowledgement iii

Preface iv

Executive Summary v

Sr. Topic Page no.

1. Introduction

2. Company Profile

3. Research Methodology

4. Data Analysis and Interpretations

5. Findings

6. Suggestions

7. Limitations

8. Conclusions

Bibliography

Appendix

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INTRODUCTION

1
 INTRODUCTION

Recruitment is the process of searching for prospective employees and

stimulating them to apply for jobs in the organization. Effectively, recruitment is

the process of getting the right kind of people to apply for the vacancies in an

organization.

It is a process to discover the sources of manpower to meet the requirements of the

staffing schedule and to employ effective measures for attracting that manpower in

adequate numbers to facilitate effective selective of an efficient workforce.

Though employment, recruitment and selection are used interchangeably, technically

all the three have different meanings. In fact, recruitment and selection together

constitute employment. Recruitment as a process starts with identification of the need

for human resource and ends with getting the prospective employees to apply for the

vacancies available. Selection starts where recruitment ends and deals with choosing

the right candidates and getting the best job-fit.

The aim of an effective recruitment program is to attract the best people for the job

and aid the recruiter by making a wide choice available. A good job description helps

in attracting the right candidates for the job.

Recruitment has acquired immense importance in today’s organizations.

Organizations have realized the value of human capital and its role in their

development. Recruitment is the first step in the process of acquiring and retaining

human resources for an organization. In today’s rapidly changing business

environment, organizations have to respond quickly to requirements for people.

Hence, it is important to have a well-defined recruitment policy in place, which can be

executed effectively to get the best fits for the vacant positions.

2
Recruitment is a positive process as it increases the selection ratio by attracting a large

number of applicants for the advertised jobs.

.OBJECTIVES OF RECRUITMENT:-

Recruitment is the first step in the process of acquiring and retaining human resources

for an organization. In today’s rapidly changing business environment, organizations

have to respond quickly to requirements for people .Hence it is important to have a

well-defined recruitment policy in place, which can be executed effectively to get the

best fits for the vacant positions.

Following are the objectives of recruitment:-

 To attract people with multidimensional skills and experiences that suits the

present and future organization strategies.

 To develop an organizational culture that attracts competent people to the

company.

 To search people whose skills fit the company’s values.

 To devise methodologies for assessing psychological traits.

 To seek out non conventional development grounds of talents.

 To search for talent globally and not just within the company.

 To anticipate and find people for positions that do not exists yet.

 To induct outsiders with a new perspective to lead the company.

3
 SOURCES OF RECRUITMENT:-

 INTERNAL SOURCES:-

Internal sources consist of the following:

(a) Present employees-Permanent, temporary and casual employees already on the

pay of the organization are a good source.

(b) Retired and retrenched employees who want to return to the company may be

rehired.

(c) Dependants and relatives of deceased and disabled employees.

ADVANTAGES:-

(a) Morale and motivation of employees improved.

(b) Present employees are already familiar with the organization and its policies.

Therefore, time and costs of orientation and training are low.

(c) Suitability of existing employees can be judged better as record of their

qualifications and performance is already available in the organization.

(d) Filling of higher level jobs through promotions within the organization helps

to retain talented and ambitious employees.

DISADVANTAGES:-

(a) It may lead to inbreeding.

(b) It discourages flow of new blood into the organization.

(c) If promotion is based on seniority, really capable persons may be left out.

(d) All vacancies cannot be filled up from within the organization.

4
  EXTERNAL SOURCES:-

External sources of recruitment lie outside the organization. These are as

follows:

(a) Educational and Training Institutions:-Various institutes like IIMs, IITs,

medical colleges, ITIs and universities are a good source for recruiting well-

qualified executives, engineers, medical staff, chemists etc.

(b) Gate Recruitment:-Unskilled workers may be recruited at the factory gate.

These may be employed whenever a permanent worker is absent.

(c) Labour Contractors:- Manual workers can be recruited through contractors

who maintain close links with the sources of such workers. This source is

often used to recruit labour for construction jobs.

(d) Press Advertisements:-Advertisements in newspapers and journals is a widely

used source of recruitment. This method has a very wide reach and cost per

person is also very low.

(e) Similar Organisations:-Experienced employees can be recruited by offering

better benefits to the people working in similar organizations.

(f) Employment Exchanges:-These exchanges provide information about job

vacancies to the jobseekers and help employers in identifying suitable

candidates.

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 ADVANTAGES:-

(a) People having the requisite skill, education and training can be obtained.

(b) Expertise and experience from other organizations can be brought.

(c) It helps to bring new blood and new ideas into the organization.

(d) This source of recruitment never ‘dries up’. It is available to even new

enterprises.

DISADVANTAGES:-

(a) It is more expensive and time-consuming to recruit people from outside.

(b) The employees being unfamiliar with the organization, their orientation and

training is necessary.

(c) If higher level jobs are filled from external sources, motivation and loyalty of

existing staff are affected.

PROCESS OF RECRUITMENT:-

The recruitment process consists of the following steps:

1. Recruitment process generally begins when the human resource department

receives requisitions for recruitment from any department of the company.

The human resource requisitions contain details about the position to the

filled, number of persons to be recruited, the duties to be performed,

qualifications required from the candidate, etc.

2. Locating and developing the sources of required number and type of

employees.

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3. Identifying the prospective employees with required characteristics.

4. Communicating the information about the organization, the job and the terms

and conditions of service.

5. Encouraging the identified candidates to apply for jobs in the organization.

6. Evaluating the effectiveness of recruitment process.

According to Famulrao, recruitment process consists of five elements, namely

a recruitment policy, a recruitment organization, developing sources of

recruitment, techniques used to tap these sources, and a method of assessing

the recruitment programme.

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 Process of Recruitment

Human Recruiting Selecting Placing

Resource Required Qualified Selected
Planning Personnel Personnel Personnel
on Jobs

Finding and Search for Prospective Evaluating

Developing Employees. Effectiveness
Sources of (a)Developing
Potential Techniques
Of Recruiting
Employees (b)Attracting Candidates

 Human  Transferring
Resource to new job
Research  Upgrading in
 Job Posting Same
 Experience position
 Promoting to
Higher job
External
Sources
 Employee  Providing
Referrals Information
 Advertising  Clarifying
 Scouting Doubts

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RECRUITMENT POLICY:-

The recruitment policy of an organization would normally be in alignment with the

objectives and policies of the organization. It lays down the objectives of recruitment

and the channels and sources of recruitment.

The recruitment policy is considered with quantity and qualifications of manpower. A

recruitment policy establishes guidelines for the staffing process.

A good recruitment policy:

 Complies with government policy on hiring.

 Provides optimum employment security and avoids frequent lay-offs or lost

time.

 Assures the candidates of the management’s interest in their development.

 Prevents the formation of cliques(small exclusive groups)which result in

employing the members of the same household or community in the

organization.

 Reflects the social commitment of the organization by employing handicapped

people and other underprivileged people of the society whenever there is a

possibility of job fit.

 Is in alignment with the objectives and people-policies of the organization.

 Is flexible enough to accommodate changes in the organization.

 Is designed in such a way that it ensures long-term employment opportunities

for its employees.

 Stresses and reflects the importance of job analysis.

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  Is cost effective for the organization.

A good recruitment policy is based on the organization’s objectives,

identification of the recruitment needs, preferred sources of recruitment,

criteria for selection and preferences, the cost of recruitment, and other

financial implications. It should reflect the reputation and image of the

organization.

INTRODUCTION OF SELECTION:-

Selection is the process of choosing the most suitable persons out of all the

applicants. In this process, relevant information about applicants is collected through

a series of steps so as to evaluate their suitability for the job to be filled.

Selection is a process of matching the qualifications of applicants with the job

requirements. It is a process of weeding the unsuitable candidates and finally identify

the most suitable candidate.

Selection may be described as a process of rejection because generally more

candidates are turned away than are hired. Selection is different from recruitment.

Recruitment technically precedes selection.

Recruitment involves identifying the sources of manpower and stimulating them to

apply for jobs in the organization. On the other hand, Selection is the process of

choosing the best out of those recruited.

Recruitment is positive as it aims at increasing the number of applications for wider

choice or for increasing the selection ratio. Selection is negative as it rejects a large

number of applicants to identify the few who are suitable for the job.

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 Thus, the purpose of selection is to pick up the right person out of the job. Selection

is an important function as no organization can achieve its goals without selecting the

right people. Proper selection is helpful in increasing the efficiency and productivity

of the enterprise.

STEPS IN SELECTION PROCESS:-

Steps involved in selection process include the following:-

1) Preliminary Interview:-

Preliminary interview is essentially a sorting process in which prospective

candidates are given the necessary information about the nature of the job and the

organization. In this if the candidate is found suitable, he is selected for further

screening.

2) Application Blank:-Application form is a traditional and widely used device for

collecting information from candidates. The application form should provide all

the information relevant to selection. Generally, an application form contains the

following information:

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 (a) Identifying information-name, address, telephone number etc.

(b) Personal information-age, sex, place of birth, marital status, etc.

(c) Physical characteristics-height, weight, etc

(d) Family background

(e) Education-academic, technical and professional

(f) Miscellaneous-hobbies, games and sports, extracurricular activities etc.

(3) Selection Test:

Psychological tests are being increasingly used in employee selection. Selection test

provides a systematic basis for comparing the behaviour, performance, and attitudes

of two more persons.

The selection test may be classified as:

(A) Aptitude tests:-These tests measure the latent ability or potential of a

candidate to learn a new job or skill. Such test are of following types:

(a) Mental tests

(b) Mechanical tests

(c) Psycho-motor tests

(B) Achievement tests:-These tests measure what a person can do. These

determine the skill or knowledge already acquired through training and on

the job experience. These tests are of two types:

(a) Job knowledge tests

(b) Work sample tests

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 (C) Personality tests:-These tests help in assessing a person’s motivation and

interests, his ability to adjust himself to the stress of everyday life, his

capacity for interpersonal relations and for projecting an impressive image of

himself. These are of three types:

(a) Objective tests

(b) Projective tests

(c) Situation tests

(D) Interest tests:-These tests are used to discover a person’s area of interest and

to identify the kind of work that will satisfy him. These are generally used

for vocational guidance.

(4) Selection Interview:-

An interview is a conversation between two persons. In selection, it involves

a personal, observational and face-to-face appraisal of candidate for

employment. It is an essential element of selection and no selection

procedure is complete without one or more personal interviews. Interviews

may be classified as:

 Informal Interview

 Formal Interview

 Structured Interview

 Unstructured Interview

 Depth Interview

 Group Interview

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  Stress Interview

 Panel Interview

(5) Medical Examinations:-

Applicants who have crossed the above stages are sent for a physical

examination either to the company’s physician or to a medical officer

approved for the purpose. Such examination serves the following purposes:

(a) It determine whether the candidate is physically fit to perform the job. Those

who are physically unfit are rejected.

(b) It prevents the employment of people suffering from contagious diseases.

(6) Reference Checks:-

The applicant is asked to mention in his application form, the names and

addresses of two or more persons who know him well. These may be his

previous employers, heads of educational institutions or public figures. The

organization contacts them by mail or telephone. They are requested to

provide their frank opinion about the candidate without incurring any

liability. They are assured that all information supplied will be kept

confidential.

(7) Final Approval:-

Employment is offered in the form of an appointment letter mentioning the

post, the rank, the salary grade, the date by which the candidate should join

14
and other terms and conditions in brief. In some organizations, a contract of

service on judicial paper is signed by both the candidate and the

representative of the organization. Appointment is generally made on a

probation of one or two years. After satisfactory performance during this

period, the candidate is finally confirmed in the job on permanent basis or

regularized.

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PROCESS OF SELECTION

Preliminary Interview

Application Form

Selection Tests

Selection Interviews

Physical Examinations

References Checks

Final Approval

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FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS

 Recruiting policy

 Temporary and part-time employees

 Recruitment of local citizens

 Engagement of the company in HRP

 Company’s size

 Cost of recruitment

 Company’s growth and expansion

2) EXTERNAL FACTORS

 Supply and Demand factors

 Unemployment Rate

 Labour-market conditions

 Political and legal considerations

 Social factors

 Economic factors

 Technological factors

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INDUCEMENTS

Organisational inducements are all the positive features and benefits offered by an

organization that serves to attract job applicants to the organisation. Three

inducements need specific mention here, they are:-

 Compensation: Starting salaries, frequency of pay increases, incentives and

fringe benefits can all serve as inducements to potential employees.

 Career Opportunities: These help the present employees to grow personally

and professionally and also attract good people to the organization. The

feeling that the company takes care of employee career aspirations serves as a

powerful inducements to potential employees.

 Image or Reputation: Factors that affect an organisation’s reputation include

its general treatment of employees, the nature and quality of its products and

services and its participation in worthwhile social endeavors.

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CONSTRAINTS

If a firm has a poor image in the market, many of the prospective candidates

may not even apply for vacancies advertised by the firm. If the job is not attractive,

qualified people may not even apply. Any job that is viewed as boring, hazardous,

anxiety producing, low-paying, or lacking in promotion potential seldom will attract a

qualified pool of applicants. Recruiting efforts require money. Sometimes because of

limited resources, organizations may not like to carry on the recruiting efforts for long

periods of time, this can, ultimately, constrain a recruiter’s effort to attract the best

person for the job. Government policies often come in the way of recruiting people as

per the rules of the company or on the basis of merit/seniority, etc. For example,

reservations to specific groups (such as scheduled castes, scheduled tribes, backward

castes, physically handicapped and disabled persons, ex-servicemen, etc.) have to be

observed as per constitutional provisions while filling up vacancies in government

corporations, departmental undertakings, local bodies, quasi-government

organizations, etc.

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 RECRUITMENT- Relationship with other activities

CORPORATE MISSION, OBJECTIVES, STRATEGIES AND TACTICS (MOST)

Corporations have started linking their Mission, Objectives, Strategies and

Tactics (MOST) to the functions of recruitment and selection. The economic

liberalizations and consequent competition through quality and services necessitated

the companies to search for and attract competent human resources. Corporations

focusing on new business development will have to seek entrepreneurial abilities,

companies planning to withdraw from diversifications must look for pragmatists and

companies chasing growth alliances should employ people comfortable in different

cultural backgrounds. Above all, companies must hire for the future, anticipating jobs

that may not be in existence yet. Recruitment managers must focus for attitudes and

approaches that fit the corporate goals and culture.

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RECRUITMENT POLICY

Recruitment policy of any organization is derived from the personnel policy of

the same organization. In other words the former is a part of the latter. However,

recruitment policy by itself should take into consideration the government’s

reservation policy, policy regarding sons of soil, etc., personnel policies of other

organizations regarding merit, internal sources, social responsibility in absorbing

minority sections, women, etc. Recruitment policy should commit itself to the

organisation’s personnel policy like enriching the organisation’s human resources or

servicing the community by absorbing the retrenched or laid-off employees or

casual/temporary employees or dependents of present/former employees, etc.

The following factors should be taken into consideration in

formulating recruitment policy. They are:-

 Government policies

 Personnel policies of other competing organizations

 Organisation’s personnel policies

 Recruitment sources

 Recruitment needs

 Recruitment cost

 Selection criteria and preference

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 RECRUITMENT- Matching the of the organization & applicants

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES

Recruitment policies are mostly drawn from personnel policies of the

organization. According to Dale Yodar and Paul D. Standohar, general personnel

policies provide a wide variety of guidelines to be spelt out in recruitment policy.

After formulation of the recruitment policies, the management has to decide whether

to centralize or decentralize the recruitment function.

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some

organizations like commercial banks resort to centralized recruitment while some

organizations like the Indian Railway resort to decentralized recruitment practices.

Personnel department at the central office performs all the functions of recruitment in

case of centralised recruitment and personnel departments at unit level/zonal level

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perform all the functions of recruitment concerning to the jobs of the respective unit

or zone.

MERITS OF CENTRALISED RECRUITMENT

 Average cost of recruitment per candidate/unit should be relatively less due to

economies of scale.

 It would have more expertise available to it.

 It can ensure broad uniformity among human resources of various units/zones

in respect of education, skill, knowledge, talent, etc.

 It would generally be above malpractices, abuse of powers, favouritism, bias,

etc.

 It would facilitate interchangeability of staff among various units/zones.

 It enables the line managers of various units and zones to concentrate on their

operational activities by relieving them from the recruiting functions.

 It enables the organization to have centralised selection procedure,

promotional and transfer procedure, etc.

 It ensures the most effective and suitable placement to candidates.

 It enables centralised training programmes which further brings uniformity

and minimizes average cost of staff.

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MERITS OF DECENTRALISED RECRUITMENT

 The unit concerned concentrates only on those sources/places wherein

normally gets the suitable candidates. As such the cost of recruitment would

be relatively less.

 The unit gets most suitable candidates as it is well aware of the requirements

of the job regarding culture, traditional, family background aspects, local

factors, social factors, etc.

 Units can recruit candidates as and when they are required without any delay.

 The units would enjoy freedom in finding out, developing the sources, in

selecting and employing the techniques to stimulate the candidates.

 The unit would relatively enjoy advantage about the availability of

information, control and feedback and various functions/processes of

recruitment.

 The unit would enjoy better familiarity and control over the employees it

recruits rather than on employees selected by the central recruitment agency.

Both the systems of recruitment would suffer from their own demerits. Hence, the

management has to weigh both the merits and demerits of each system before making

a final decision about centralizing or decentralizing the recruitment. Alternatively

management may decentralize the recruitment of certain categories of employees

preferably middle and top level managerial personnel and centralize the recruitment

of other categories of employee’s preferably lower level positions in view of the

nature of the jobs and suitability of those systems for those categories of positions.

The management has to find out and develop the sources of recruitment after deciding

upon centralizing or decentralizing the recruitment function.

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COMPANY
PROFILE

25
 COMPANY PROFILE

SAMSUNG – Introduction

Our Vision
Samsung is guided by a singular vision: to lead the digital convergence movement.

We believe that through technology innovation today, we will find the solutions we

need to address the challenges of tomorrow. From technology comes opportunity for

businesses to grow, for citizens in emerging markets to prosper by tapping into the

digital economy, and for people to invent new possibilities.

It’s our aim to develop innovative technologies and efficient processes that create new

markets, enrich people’s lives and continue to make Samsung a trusted market leader

Our Mission

Everything we do at Samsung is guided by our mission: to be the best “digital-

Company”.

26
Samsung grew into a global corporation by facing challenges directly. In the years

ahead, our dedicated people will continue to embrace many challenges and come up

with creative ideas to develop products and services that lead in their markets. Their

ingenuity will continue to chart Samsung’s course as a profitable, responsible global

corporation.

27
28
 SAMSUNG HISTORY

 Named Yoon-Woo Lee as a Vice Chairman & CEO of

Samsung Electronics
 Launched OMNIA phone
 Completed establishing TV manufactory in Russia
Kaluga
 Became the official sponsor of 2010 Guangzhou Asian
2008 Game
 Developed the world's first 2Gb 50 NANO
 Samsung takes No. 1 spot in U.S. cellphone market
 Opened Global Brand PR Centre ‘Samsung D'light'
 No.1 worldwide market share position for TVs achieved
for the 9th quarter in a row

 No.1 worldwide market share position for TVs achieved

for the seventh quarter in a row
 Developed the world's first 30nm-class 64Gb NAND
Flash™ memory
2007  BlackJack bestowed the Best Smart Phone award at
CTIA in the U.S.
 Attained No.1 worldwide market share position for LCD
for the sixth year in a row

2006  Developed the world's first real double-sided LCD

 Developed the worlds' first 50nm 1G DRAM
 Unveiled 10M pixel camera phone
 Launched "Stealth Vacuum," a vacuum cleaner with the
world's lowest level of noises
 Launched the worlds' first Blu-Ray Disc Player
 Developed 1.72"Super-Reflective LCD Screen

September, 2005 The India Retail Forum has awarded Samsung as the Best Retailer of
the year 2005 in the consumer Durables category. James Damian,
SVP, Best Buy and his team handed over the award to Mr. Ravinder
Zutshi, Dy MD and Samsung India at the India Retail award function
held in Mumbai on 16th September.
February 2005 Mr. S. H. Oh appointed as the President and Chief Executive Officer
of Samsung South West Asia.
November 2004 Samsung received the Golden Peacock Special commendation
Certificate for Corporate Social Responsibility (Private Sector) for
the year 2004 from Mr. Shivraj Patil, Union Home Minister.
February 2004 India made regional headquarters for Samsung Southwest Asia.

29
February 2004 Mr. K. S. Kim appointed as the First President and Chief Executive
Officer of Samsung South West Asia.
November 2003 Inaugurated Samsung's new, High-Tech, advanced Refrigerator
facility.
August 2003 Commencement of production at refrigerator facility in Noida.
June 2003 Merger of SIEL with SEIIT.
Software technology park set up at Noida
December 2002 Construction commences for 5,000,000 refrigerator plant in Noida
October 2002 Samsung unveils new technology for Consumer Home
Entertainment (DNIe™)

June 1996 Foundation Stone laid for CTV Factory at Noida, Uttar Pradesh.
May 1996 Launch in South
Home Appliances Launch
December 1995 Samsung India Electronics (SIEL) products launched in India.
August 1995 Certificate for commencement of business received by Samsung

GROWING TO BE THE BEST

Samsung India aims to be the ‘Best Company’ in India by the Year 2006. ‘Best

Company’ in terms of both the internal workplace environment as well as the external

context in which the Company operates. Samsung aims to grow in India by

contributing to the Indian economy and making the lives of its consumers simpler,

easier and richer through its superior quality products.

“Our aim is to gain technological leadership in the Indian marketplace even as our

goal is to earn the love and respect of more and more of our Indian consumers.” Mr.

S.H. Oh, President & CEO Samsung South-West Asia Regional Headquarters.

30
Samsung in India
Samsung India is the hub for Samsung’s South West Asia Regional operations. The

South West Asia Regional Headquarters looks after the Samsung business in Nepal,

Sri Lanka, Bangladesh, Maldives and Bhutan besides India. Samsung India, which

commenced its operations in India in December 1995, today enjoys a sales turnover of

over US$ 1Bn in just a decade of operations in the country.

Headquartered in New Delhi, Samsung India has a network of 19 Branch Offices

located all over the country. The Samsung manufacturing complex housing

manufacturing facilities for Colour Televisions, Colour Monitors,

Refrigerators and Washing Machines is located at Noida, near Delhi. Samsung ‘Made

in India’ products like Colour Televisions, Colour Monitors and Refrigerators were

being exported to Middle East, CIS and SAARC countries from its Noida

manufacturing complex. Samsung India currently employs over 1600 employees, with

around 18% of its employees working in Research & Development.

SAMSUNG GLOBAL

The DNA of Digital Innovation

Samsung Electronics is a global leader in semiconductors, telecommunications,

digital media and digital convergence technologies with 2004 parent company sales of

US$55.2Bn and net income of US$10.3Bn. Employing approx. 113,000 people in

over 90 offices in 48 countries, the company has of 5 main business units: Digital

Appliance Business, Digital Media Business, LCD Business, Semiconductor Business

and Telecommunication Network Business. Recognized as one of the fastest growing

31
global brands, Samsung Electronics Corporation is the world’s largest pro ducer of

Colour Monitors, Colour TVs, Memory Chips and TFT LCD’s.

Customized products for Indian Consumers

Samsung understands the local cultural sensibilities to customize its products

according to the Indian market. It has set up a “usability lab” at the Indian Institute of

Technology in New Delhi to customize Samsung products to meet the specific needs

of Indian consumers. This industry-institute partnership is helping Samsung to study

and analyze consumer response in aspects of product design, including aesthetics,

ergonomics and interface.

Through its research done on consumer preferences in India, Samsung has

concluded that Indian consumers want more sound oriented products. Thus, the

Samsung televisions for India have a higher sound capacity than their foreign

counterparts.

For the semi-automatic segment of Samsung washing machines, Samsung has

introduced for the first time in India a feature called Super Dry. It is present in three

of Samsung’s semi automatic models and dries the clothes better than the rest.

Samsung washing machines have an additional menu that takes care of the local

Indian wardrobes. They also have a ‘memory re-start’ that takes care of the frequent

power failures in India.

32
RECRUITMENT AND SELECTION GUIDELINES OF

NEW TV CENTER

These guidelines are also called NEW TV CENTER RECRUITMENT RULES.

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 vitality and growth of the organization

APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of

employees in the pay scale/level, as announced separately in the classification of

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 post is such that it has to be filled up from the open market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

 Through Employment Exchanges

 Through Placement agencies/ Consultants

 Through open Market Advertisements

 From Engineering /Management / Educational Institutes.

 Through E-mail sources viz Naukri.com etc.

33
 Through Contractors /Suppliers etc.

 Through referred cases, relatives / friends 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.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

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 also consider reappointment of a retired employee on a contract

basis. However such a person shall be entitled to a consolidated amount and

34
contracted facilities/ perquisites only. He shall not be entitled to any other

facility/perquisite as applicable to other regular Executives/ Employees of the

company of his cadre

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD’s / Sectional Heads shall raise a requisition in the prescribed format, as per

sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

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 of their Age, Qualification, Experience conduct etc

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be issued a letter of

appointment as per the Standard Format placed.

SERVICE AGREEMENT

Experienced personnel recruited in Executive cadre may be required to execute a

service agreement to serve the organization at least for a period of two years, after

joining the service of the company.

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

candidate antecedents etc, in the application form itself, out of which one should be

preferably of immediate past employer.

SCRUITINY OF APPLIACTION

35
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

H R Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the Company, shall

be required to complete an Application Blank for Employment in his own

handwriting.

36
RECRUITMENT AND SELECTION POLICIES FOR

EXECUTIVE AND MANAGEMENT TRAINEE

SCOPE & OBJECTIVES:

Keeping in the view the existing and expansion needs as well as to meet the

competition NEW TV CENTER 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.

TITLE & APPLICABILITY

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 Cadre (E- Cadre)

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six month training. Their job

specifications and level shall be as stated here under:-

MANAGEMENT TRAINEE:

Minimum qualifications

MBA’s from ‘A’ &’B’ class Management Institutes

IT Engineers

Fresh CA’s

Training Duration

37
Total 6 months unless extended by another 3 months, in no case training period shall

exceed for 9 months

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposures to organizational Rules and

Regulations

Next 2 ½ months- On the job training in various Department on rotational basis so as

to know all the functions of the organization

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 & working of that department.

EXECUTIVE TRAINEE:

Training Period: 6 months extended by another 3 months not beyond that

ICWA’S/Bright Commerce Graduate with min 50% pass marks

MBA’s from ‘C’ class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/ Profession after

Graduation

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposure to organizational Rules and

Regulations

Next 2 and ½ months- On the job training in various Department on rotational basis

so as to know the all the functions of the organization

38
Next 3 months- On the job/ under study / Training in the parent Department, to be

trained in detailed working and in depth studies & workin 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, this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional

Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/HOD/Trainer and a HR representative every quarter.

Recruitment:

Recruitment of MT;s/ET/s shall be done on a continuous basis. However, campus

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 Interviews by the expert committee, candidates selected for

recruitment shall be physically fit and mentally alert and each trainee shall have to

qualify in medical standards as laid down by the company

Service Agreement

39
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 completion of scheduled training period.

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 progress of each trainee there shall be a Quarterly Assessment by the

concerned 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 be held with the Trainee.

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 placed in appropriate level/ Grade.

Training Module

Training modules for each trade shall be announced and circulated by the Training

department from time to time.

Implementation of Training Scheme

Training scheme shall be coordinated by Training Manager/ H R Department, and

shall be reviewed periodically on need based.

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.

40
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

RECRUITMENT AND SELECTION IN NEW TV CENTER

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by

Business

Head/Executive Committee/CMD)

Joining and Induction

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.

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

 Safe questions are those which are clearly job-related.

 Establish and retain documentation supporting all selection or rejection decisions.

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 considered in the recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting search

processes. However, the overriding institutional policies should be considered in all

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 every effective search process should include:

1. Assess the Need For and Establish the Purpose of the Position

43
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 oriented nature of the organization.

2. Perform a Position Analysis

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 context of the institution's culture.

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 be reconfigured in light of the vacancy.

3. Prepare the Position Description

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.

The division should offer leadership that embraces the concept and reality of the

defined goals and practice them everyday. It should also simplify operations so the

"people element" shines forth and stamps the institution.

44
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 performed, what is expected of the new member.

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 responsibilities, the expectation that an applicant's record show a

steady progression of 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."

At a minimum a position description should include:

 Position title

 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

 Work activities

 Procedures and conditions of employment

 Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

45
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:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

 Support staff in the area/department with vacancy

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 have received offers from

competing institutions.

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

46
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 necessary qualifications. The members of the search

committee should be educated as to 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:

 Select a search committee chairperson

 Prepare the position description (this responsibility is sometimes fulfilled prior to

appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

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 include such information as:

 Title

47
 Location and demographics of the institution

 Supervisor

 Mission of institution and division

 Contributions expected by the staff member toward the accomplishment of these

missions

 Goals and work requirements of the position

 Minimum education

 Experience and knowledge requirements

 Conditions of employment

 Date for beginning of review process

 Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the overall search

process by encouraging self-elimination of candidates who clearly do not fit the

announced requirements.

6. Advertise the Position

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 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

 Campus resources such as publications, offices, employee referrals, web-sites, or

electronic bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

48
 Mass media advertising (radio, television, etc.)

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

 The Chronicle of Higher Education - The Chronicle of Higher Education is

generally 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.

7. Conduct the Search

The individual and office listed in the position announcement should receive all

applications from candidates. Acknowledgment of the application should be sent to

both the applicant and the search committee. All correspondence and activity should

be recorded in a log to ensure careful tracking of the candidates' materials and status.

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 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.

8. Screen the Applicants

49
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 reward desired behavior.

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

 Use of an assessment center

 A thorough literature review concerning the screening of resumes.

A comprehensive employment application is the cornerstone of every successful pre-

employment screening program. It will identify many undesirable applicants early in

the selection process. The completion of an application form is important for Equal

Employment Opportunity reasons, for record keeping, and for gathering information

from which to make a good employment decision.

Some institutions require that all applicants complete an employment application.

Taking a critical look at the institution's employment application, the recruitment staff

50
may see ways in which it can be improved. The one page, stationery-store variety is

too brief if it fails to elicit vital information that can be legally requested.

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.

9. Arrange the Candidate Interviews

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 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 by conducting telephone interviews. Telephone interviews

can be held with either an individual or a group of people as the interviewer. If a

group of people interviews the candidate, arrangements should be made to conduct a

conference telephone call with the candidate.

If an institution is fortunate to have a healthy recruitment budget, the search

committee 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

51
candidates. Regardless of what method of interviewing is used, certain arrangements

are necessary prior to the interview:

 Arrange and confirm dates and times with candidate

 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 interviewers, and the search committee members)

 Arrange for escorts to and from all interviews

 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

 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

 The candidate should be reimbursed for all travel related expenses incurred in

order to attend the interview unless other arrangements have been made.

10. Interview the Finalists

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 employment are the items most frequently omitted from resumes.

As a result, interviews must be conducted from completed employment applications.

The 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

52
questions based on a careful analysis of job functions. Interviews should be consistent

from candidate to candidate and should evaluate a candidate's interpersonal and

communication skills.

Interviews should involve multiple interviewers. It is always instructive to see how

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 regarding the gist of the interview.

11. Conduct Reference Checks

One of the most crucial but often neglected steps in the hiring process is reference

checking. Reference checking is often forfeited when a student affairs division is

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 thorough reference checks on all prospective new hires.

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.

53
Next, segue into a brief description of the experience and skills you have been looking

for and ask the reference to comment on the applicant's ability to handle some of the

typical responsibilities

Some ways to improve reference checking are:

 Inform the candidates that, if they advance as a finalist for the position, the hiring

supervisor will conduct a reference check. This information should encourage

candidates to be frank and honest in their responses to questions.

 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 contact, such as membership in professional associations, which can be

used as an icebreaker when calling.

 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:

12. Make the Offer

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

54
authority. The committee may submit one of the following types of recommendations,

depending upon the charge that was originally given to the search committee:

 The name of one candidate

 The names of two or more candidates in order of hiring preference

 The names of two or more candidates in no particular order

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.

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 job offer are:

 Starting salary

 Starting date

 Length of contract

 Employee benefits

 Moving expenses (if applicable)

 Living accommodations (if applicable)

 Any other points of negotiation

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 and the decision.

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,

55
the hiring supervisor should make the offer to the next candidate of choice or should

reconvene the search committee to make other arrangements.

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 interviewed, either by telephone or in person, personally.

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.

Avoiding Ethical Breaches When Conducting a Candidate Search

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

credentials for the particular position.

 Acknowledge receipt of all application materials.

 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 committee and the hiring authority.

 Never misrepresent the position in any way.

56
 Maintain confidentiality throughout the entire job search.

 Provide the candidate with professional materials representative of the company.

 Conduct open searches. If there is an internal candidate or candidates for the

position, announce this to all other candidates.

 Never mislead a candidate as to his or her status in the search process.

ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

 Religion should not be a factor in advertising vacant positions in cases of public

universities. It is however permissible in private institutions. In this case, state

this explicitly in the advertisement especially if it is a factor in selection.

 Search committee members should be trained on the protocol and legal situations.

 Search committee members should not make attempts to deduce religious

denomination based on affiliations or organizations listed on the resume.

 Be forthright with all institution policies related to religion.

 In position advertisements attempt to list as much descriptive information on the

local community as possible.

 State all terms of employment in hiring offer.

 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.

ISSUES OF GENDER IN RECRUITMENT AND SELECTION

 Do not discard applicants who “stopped out” to provide care for a child, or for

maternity leave.

57
 Consider the dynamics of the interview – is the candidate being interviewed in an

environment that is representative of the office environment.

 Understand questions that cannot be asked regarding family, children, pregnancy,

etc.

 Provide medical insurance that covers the full range of medical needs of women

employees, including reproductive health care.

 Provide paid sick-leave policies for employees’ illness and illness of spouses,

lifetime partners, dependent children, and elderly parents.

 Provide life insurance, disability and pension programs that are nondiscriminatory

on the basis of gender.

 Have clear and vigorously enforced sex, race and sexual orientation discrimination

and sexual harassment policies and include a statement about these policies in the

advertisement of the position.

 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 critical to this process:

1. Open communication

2. A commitment to creating an inclusive environment

3. Clear preconceived expectations based on gender

4. A neutral supervisor who can observe different styles and facilities communication

when a conflict arises.

5. Training – sexual harassment as well as gender issues training (It is thought that

75-80% of sexual harassment complaints could be prevented by understanding

gender differences”

58
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

Place a person according to his qualification and experience

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 be judgmental on personal basis

Don’t promise anything which will go against the ethos of the organization

59
 RESEARCH
OBJECTIVES

60
 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:-

 To study the Procedures and Sources of Recruitment and Selection in NEW

TV CENTER.

 To Study the employee’s behavior against the procedures of Recruitment and

Selection.

 To gain the practical knowledge in Human Resource department.

 To enhance my knowledge about the Company Policy and Procedures.

 To enhance my knowledge about the new Techniques and the new Procedures

of Human Resource Department.

61
SECONDARY OBJECTIVE:-

 To study the proper working Human Resource Department within the

organization

 To gain the practical knowledge in the HR field

 To have some idea on the working of the administration to manage its

activities according to the priorities already setup

 To study the employee's behavior

 To trained myself properly before working with an organization

 To properly deal with the problems in the company.

 To undergone with the various activities performed within the organization

 To gain the practical knowledge about the jobs

62
 RESEARCH
METHODOLOGY

63
 RESEARCH METHODOLOGY

Type of research Descriptive research Design.

Sample Universe New Tv Center.

Sample Area New Tv Center., Nashik, Maharashtra.

Sample Unit Employees of New Tv Center. Nashik, Maharashtra.

Sampling size 50 Employees of New Tv Center., Nashik, Maharashtra.

Sample Technique Random Sample Technique

Instrumentation technique Interview, questionnaire

Sources of data collection Primary data was collected by questionnaires and secondary

data was collected from magazines, books, and internet.

Software used for data MS excel

analysis

64
Type of Research

Descriptive research is used to describe characteristics of a population or

phenomenon being studied. It does not answer questions about how/when/why the

characteristics occurred.

DATA COLLECTION SOURCE: Two methods have been used to collect the

relevant data, which are essential for the study, they are:

Primary Data: data is collected to obtain desired information through structured

questionnaire.

Secondary Data: it is compiled through books, magazines, newspapers and internet

etc…

STATISTICAL TOOLS TO BE USED: A structured questionnaires is used to

collect the data and data will be analyzed with the help of percentage table,

respective graph, bar graph and pie charts.

65
 DATA
ANALYSIS

66
 Data Analysis
1. AGE OF THE RESPONDENTS

S. NO PARTICULARS AGE OF

RESPONDENTS

1 Below 20 Years 6%

2 26-30 years 65%

3 31-35 years 17%

4 Above 35 years 12%

TOTAL 100%

Source: Primary Data

70% 65%

60%

50%

40%

30%

20% 17%
12%
10% 6%

0%
Below 20 Years 26-30 years 31-35 years Above 35 years
AGE OF RESPONDENTS

INTERPRETATION:-

From the above table it can be inferred that 65% of the respondents are in the

age between 26 – 30, 17% of the respondents are in the age between 31 – 35, 12% of

the respondents are above 35 years and 6% of the respondents are below 20 years.

67
2. GENDER OF THE RESPONDENTS

GENDER OF THE RESPONDENTS

NO. OF GENDER OF

S. NO PARTICULARS RESPONDENTS RESPONDENTS

1 Male 38 77%

2 Female 12 23%

TOTAL 50 100%

Source: Primary Data

90%

80% 77%

R 70%
e
s 60%
p
o 50%
n
40%
d
e 30%
n 23%
t 20%
s
10%

0%
Male Female

GENDER

INTERPRETATION:-

From the above table it can be inferred that 77% of the respondents are male,

23% of the respondents are female.

68
3. QUALIFICATION OF THE RESPONDENTS

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Below SSLC 26%

2 SSLC 12%

3 HSC 18%

4 UG 33%

5 PG 11%

TOTAL 100%

33%
35%
R
e 30% 26%
s
25%
p
o 18%
20%
n
15% 12% 11%
d
e 10%
n
t 5%
s
0%
Below SSLC HSC UG PG
SSLC
QUALIFICATION

INTERPRETATION:-

From the above table it can be inferred that 33% of respondents have done

UG, 26% of the respondents qualification is below SSLC, 18% of the respondents are

HSC, 12% of the respondents are qualified SSLC and 11% of the employees have

completed PG.

69
4. EXPERIENCE OF THE RESPONDENTS

S. NO PARTICULARS PERCENTAGE %

1 Below One Year 6%

2 1-2 Years 23%

3 2-3 Years 10%

4 3-4 Years 40%

5 Above 4 Years 21%

TOTAL 100%

Source: Primary Data

40%
40%
R
e 30%
23%
s 21%
p
20%
o
n 10%
d 10% 6%
e
n
0%
t
Below 1-2 Years 2-3 Years 3-4 Years Above 4
s
One Year Years

EXPERIENCE

INTERPRETATION:-

From the above table it can be inferred that 40% of respondents have 3 – 4

years of experience, 23% of respondents are having 1-2 years of experience, 21% of

respondents are having above 4 years of experience, 10% of respondents are having 2-

3 years of experience and 6% of the respondents have below one year of experience.

70
5. WAY OF JOIN IN THE ORGANIZATION

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Referrals 74%

2 News Paper 0%

3 Consultancy 0%

4 Walk-in 12%

5 Job Site 14%

TOTAL 100%

Source: Primary Data

74%
80%
R
e
s 60%
p
o 40%
n
d 12% 14%
20%
e 0% 0%
n
0%
t
s

WAY OF JOIN

INTERPRETATION:-

From the above table it can be inferred that 74% have joined at NEW TV

CENTER., through referrals, 14% of respondents are joined at NEW TV CENTER.,

and 12% of respondents are join at NEW TV CENTER., by Walk – in.

71
6. REASON TO QUIT THE PREVIOUS JOB

AVG OF

S. NO PARTICULARS RESPONDENTS

1 No use of job skills 41%

2 No hike in the salary 22%

3 No promotion 9%

4 Far from house 7%

5 No Flexible work schedule 21%

TOTAL 100%

Flexible work schedule 21%

Far from house 7%

No promotion 9%

Increase in salary 22%

Better use of job skills 41%

0% 10% 20% 30% 40% 50%

Respondents

INTERPRETATION:-

From the above table it can be inferred that 41% of the respondents are quit

the previous job because of no use of job skills, 22% of respondents is left the job

because of no hike in the salary, 21% of the respondents are quit the previous job due

to No flexible work schedule, 9% of respondents are quit the job due to no promotion

and 7% of the respondents are quit the job due to organization was so far from house.

72
7. REASON TO CHOOSE NEW TV CENTER.

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Career Development 46%

2 Monetary/Non monetary benefits 0%

3 Appraisal system 23%

4 Near to home 22%

5 Working condition 9%

TOTAL 100%

Working Avg of respondents

condition, 8%

Near to home
22% Career
Development
46%

Monetary/Non
Appraisal monetary
system, 22% benefits
0%
INTERPRETATION:-

From the above table it can be inferred that 46% of the respondents are chosen

the NEW TV CENTER., because of career development, 23% of respondents are

chosen NEW TV CENTER., because of appraisal system, 22% of respondents are

chosen NEW TV CENTER., because of Near to home and 9% of the respondents

have chosen NEW TV CENTER., because of working condition.

8. RULES AND PROCEDURE FOLLOWED IN NEW TV

CENTER.

73
 AVG OF

S. NO PARTICULARS RESPONDENTS

1 Excellent 0%

2 Above Average 9%

3 Average 61%

4 Below average 19%

5 Poor 11%

TOTAL 100%

Excellent, 0%
Above Average,
Poor, 11%
9%

Below average,
19%

Average, 61%

INTERPRETATION:-

From the above table it can be inferred that 61% of the respondents are says

the rules and procedure followed in NEW TV CENTER. is average, 19% of the

respondents are says the rules and procedure followed in NEW TV CENTER. is

Below average, 11% of the respondents are says the rules and procedure followed in

NEW TV CENTER. is Poor and 9% of the respondents are says that the rules and

procedure followed in NEW TV CENTER. is above average.

9. EMPLOYEE MORALE AND ETHICS FOLLOWED IN YOUR

DEPARTMENT
AVG OF
S. NO PARTICULARS RESPONDENTS
1 Excellent 2%

74
 2Above Average 11%
3Average 54%
4Below average 18%
5Poor 15%
TOTAL 100%
Source: Primary Data

54%
R 60%
e
s
40%
p
o 18% 15%
n 20% 11%
d 2%
n
0%
e
Excellent Above Average Below Poor
t
Average average
s
EMPLOYEE MORALE

INTERPRETATION:-
From the above table it can be inferred that 54% of the respondents are says

that the morale and ethics followed in department at NEW TV CENTER. is Average,

18% of the respondents are says that the morale and ethics followed in department at

NEW TV CENTER. is Below average, 15% of the respondents are says that the

morale and ethics followed in department at NEW TV CENTER. is poor, 11% of the

respondents are says that the morale and ethics followed in department at NEW TV

CENTER. is above Average and 2% of the respondents are says that the morale and

ethics followed in department at NEW TV CENTER. is Excellent.

75
10. BASIS EMPLOYEE HAVE BEEN SELECTED

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Experience 18%

2 Qualification 11%

3 Technical skills 54%

4 Family members 2%

5 References 15%

TOTAL 100%

References, 15%
Experience, 18%
Family members,
2%

Qualification , 11%

Technical skills,
54%

INTERPRETATION:-

From the above table it can be inferred that 54% of the respondents are

selected on the basis of Technical skills, 18% of the respondents are selected on the

basis of previous experience, 11% of the respondents are selected on the basis of

qualification and 2% of the respondents are selected on the basis of family member’s

reference.

76
11. EMPLOYEE FIND IT USEFUL HAVING THE INTERVIEW

DATE DETAILED IN THE ADVERTISEMENT

NO. OF AVG OF

S. NO PARTICULARS RESPONDENTS RESPONDENTS

1 Yes 38 78%

4 No 12 22%

TOTAL 50 100%

Source: Primary Data

No, 22%

Yes, 78%

INTERPRETATION:-

From the above table it can be inferred that 78% of the respondents are find it

useful having the interview date detailed in the advertisement and 22% of respondents

are not find it useful having the interview date detailed in the advertisement.

77
12. EMPLOYEE FEEL ABOUT PAY

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Excellent 0%

2 Above Average 7%

3 Average 34%

4 Below average 26%

5 Poor 33%

TOTAL 100%

Source: Primary Data

40%
34% 33%
35%

R 30%
26%
e
s 25%
p
o 20%
n
15%
d
n
10% 7%
e
t
5%
s
0%
0%
Excellent Above Average Below average Poor
Average
FEEL ABOUT PAY

INTERPRETATION:-

From the above table it can be inferred that 34% of the respondents are feel

about their pay is average, 33% of the respondents are feel about their pay is poor,

26% of the respondents are feel about their pay is below average and 7% of the

respondents are feel about their pay is above average.

78
13. EMPLOYEE PERFORMANCE EVALUATIONS PROVIDE

FEEDBACK TO ASSIST IN THE PERFORMANCE OF THE JOB

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Yes 82%

4 No 18%

TOTAL 100%

Source: Primary Data

Avg of respondents

No
18%

Yes
82%

INTERPRETATION:-

From the above table it can be inferred that 82% of the respondents are says

the feedback of the performance appraisal is assist to performance of their job and

18% of the respondents are says the feedback of the performance appraisal is not

assist to performance of their job.

79
14. SUPPORTIVE WAS THE WORK ENVIRONMENT ROLE AS

AN EMPLOYEE

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Excellent 52%

2 Above Average 21%

3 Average 15%

4 Below average 12%

5 Poor 0%

TOTAL 100%

60%

52%
50%

40%
Respondents
30%

20% 21%

15%
12%
10%

0% 0%
Excellent Above Average Average Below average Poor
WORK ENVIRONMENT

INTERPRETATION:-

From the above table it can be inferred that 52% of the respondents are says

the work environment is excellent, 21% of the respondents are says the work

environment is Above Average, 15% of the respondents are says the work

environment is average, 12% of the respondents are says the work environment is

below Average.

80
15. EMPLOYEE LOOK AT NEW TV CENTER. WEBSITE FOR

RECRUITMENT

NO. OF AVG OF

S. NO PARTICULARS RESPONDENTS RESPONDENTS

1 Yes 6 12%

4 No 44 88%

TOTAL 50 100%

Respondents
Yes No

12%

88%

LOOK AT WEBSITE FOR RECRUITMENT

INTERPRETATION:-

From the above table it can be inferred that 12% of the respondents are look at

NEW TV CENTER. website for recruitment and 88% of the respondents are not look

at NEW TV CENTER. website for recruitment.

81
16. EMPLOYEE RECEIVE ADEQUATE ORIENTATION AND

INDUCTION FROM NEW TV CENTER.

NO. OF AVG OF

S. NO PARTICULARS RESPONDENTS RESPONDENTS

1 Yes 6 12%

4 No 44 88%

TOTAL 50 100%

Source: Primary Data

Yes, 12%

No, 88%

INTERPRETATION:-

From the above table it can be inferred that 12% of the respondents are receive

adequate orientation and induction for NEW TV CENTER., 88% of the respondents

are not receive adequate orientation and induction for NEW TV CENTER.,

82
17. EMPLOYEE SATISFIES WITH THE PRESENT

RECRUITMENT AND SELECTION SYSTEM IN NEW TV

CENTER.

RESPONDENTS AVG OF

S. NO PARTICULARS RESPONDENTS

1 Highly Satisfaction 5
10%
2 Satisfaction 14 28%

3 Neutral 21 42%

4 Dissatisfaction 6 12%

5 Highly Dissatisfaction 4 8%

TOTAL 50 100%

respondents
Highly Satisfaction Satisfaction Neutral
Dissatisfaction Highly Dissatisfaction

8% 10%
12%
28%

42%

INTERPRETATION:-
From the above table it can be inferred that 42% of the respondents are
dissatisfaction with present recruitment and selection system, 22% of the respondents
are highly satisfaction with present recruitment and selection system, 20% of the
respondents are satisfaction with present recruitment and selection system, 16% of the
respondents are neutral with present recruitment and selection system at NEW TV
CENTER

83
18. EMPLOYEE MOTIVATED AND ACKNOWLEDGED BY

SUPERIOR

NO. OF AVG OF

S. NO PARTICULARS RESPONDENTS RESPONDENTS

1 Yes 34 67%

4 No 16 33%

TOTAL 50 100%

Source: Primary Data

67%

R 70%
e 60%
s
p 50%
o 33%
n 40%
d
n 30%
e
t 20%
s
10%

0%
Yes No
MOTIVATED BY SUPERIOR

INTERPRETATION:-

From the above table it can be inferred that 67% of the respondents are

motivated and acknowledged by their superior and 33% of respondents are not

motivated and acknowledged by their superior.

84
19. EMPLOYEE FEEL ABOUT BENEFITS

AVG OF

S. NO PARTICULARS RESPONDENTS

1 Excellent 2%

2 Above Average 11%

3 Average 43%

4 Below average 27%

5 Poor 17%

TOTAL 100%

50% 43%

40%
27%
30%
17%
20%
11%
10% 2%
0%
Excellent Above Average Below Poor
Average average

BENEFITS

INTERPRETATION:-

From the above table it can be inferred that 43% of the respondents are says

that they feel about their benefit is average, 27% of the respondents are says that they

feel about their benefit is below average, 17% of the respondents are says that they

feel about their benefit is poor and 2% of the respondents are says that they feel about

their benefit is excellent.

85
FINDINGS

86
 FINDINGS

 The majority of respondents 65% are in the age between 26 – 30.

 The majority of respondents 77% are male.

 The majority of respondents 33% of respondents have done UG .

 The majority of respondents 40% of respondents have 3 – 4 years of

experience.

 From the analysis it is noted that 74% have joined at NEW TV CENTER.,

through referrals.

 It is observed from the analysis that 41% of the respondents are quit the

previous job because of no use of job skills.

 It is clear from the analysis 46% of the respondents are chosen the NEW TV

CENTER., because of career development.

 The most of the respondents 61% are says the rules and procedure followed in

NEW TV CENTER. is average.

 It is observed from the analysis that 54% of the respondents are says that the

morale and ethics followed in department at NEW TV CENTER. is Average,

87
 It is clear from the above analysis that 54% of the respondents are selected on

the basis of Technical skills.

 From the analysis the majority of 78% of the respondents are find it useful

having the interview date detailed in the advertisement.

 It is inferred that 34% of the respondents are feel about their pay is average

and 33% of the respondents are feel about their pay is poor.

 Majority 82% of the respondents are says the feedback of the performance

appraisal is assist to performance of their job.

 Majority 52% of the respondents are says the work environment is excellent

 From the above analysis it is clear that 88% of the respondents are not look at

NEW TV CENTER. website for recruitment.

 Most 88% of the respondents are not receive adequate orientation and

induction for NEW TV CENTER.,

 The majority 42% of the respondents are dissatisfaction with present

recruitment and selection system.

 From the above analysis it can be inferred that 67% of the respondents are

motivated and acknowledged by their superior.

88
 Majority 43% of the respondents are says that they feel about their benefit is

average.

Statistical Findings:

 No significant relationship between the rules and procedure followed and

recruitment system

 There is significant different between employee feel about pay and employee

feel about their benefits.

89
RECOMMENDATION

90
 RECOMMENDATION

 From the analysis it is noted that 74% have joined at NEW TV CENTER.,

through referrals, The advertisement in newspaper and magazine should make

more effective through advertising in standard to recruit skilled employees.

 The most of the respondents 61% are says the rules and procedure followed in

NEW TV CENTER. is average, The rules and procedure of NEW TV

CENTER. should changed to present scenario.

 It is observed from the analysis that 54% of the respondents are says that the

morale and ethics followed in department at NEW TV CENTER. is Average,

The morale and ethics should by improved by making effective rules and

regulation.

 It is inferred that 34% of the respondents are feel about their pay is average

and 33% of the respondents are feel about their pay is poor. The salary

package should be increased to the present employees as well as to the new

comers to hire skilled employees.

 Majority 52% of the respondents are says the work environment is excellent,

the environment should be maintained well.

 From the above analysis it is clear that 12% of the respondents are look at

NEW TV CENTER. website for recruitment and 88% of the respondents are

91
 not look at NEW TV CENTER. website for recruitment. The awareness about

the career on company website should be improved to reduce advertisement

expenses.

 From the above analysis 12% of the respondents are receive adequate

orientation and induction for NEW TV CENTER., 88% of the respondents are

not receive adequate orientation and induction for NEW TV CENTER., the

induction program should be effective, the time should be allocated to the new

comers.

 The majority 42% of the respondents are dissatisfaction with present

recruitment and selection system, the recruitment system should be improved

by proper implementation of advertisement, salary package increment, making

the rules and procedure for the present scenario.

 From the above analysis it can be inferred that 67% of the respondents are

motivated and acknowledged by their superior and 33% of respondents are not

motivated and acknowledged by their superior, the time should be allocated to

reward the employees.

 Majority 43% of the respondents are says that they feel about their benefit is

average, benefit should be improved by giving more insurance, and school

facility to the employees’ children.

92
Limitations

93
 Limitations of the study

The project has inherent limitations due to its potential scope:

1) Time is too short to give shape to a new idea in the organization.

2) Less importance to the long-term operational benefits.

3) Expenses for HR Department are not viewed as investments.

4) Conversion of footfalls is low.

6) Huge employee turnover.

7) Lot of difficulties that are faced while searching interviewing candidates in the

Organization.

8) Employees in the Organization were not giving time for the proper feedback

for the performance appraisal process.

10) Increasing spill over as a candidate has more than one offer at the time of

making a job shift.

94
CONCLUSION

95
 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 separate one from the other.

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.

96
BIBLIOGRAPHY

97
 Bibliography

1. Sparrow, P.R. (2007) Globalization of HR at function level: Four case studies

of the international recruitment, selection and assessment process,

International .

2. DeCenzo,DavidA. and Robbins,Stephen P. (2006). Fundamentals of Human

Resource Management, Ninth. Edition. New York: John Wileyand Sons,2.

3. McBey, Kenneth J. and Belcourt, Monica.(2008). Strategic HumanResource

Planning, Forth Edition,United States, Nelson Education ltd,

WEBSITES:
http://www.academia.edu/4506411/Internship_Report_Recruitment_and_Selection_Pr
ocess
https://www.scribd.com/doc/71917820/HR-Project-Recruitment-Selection
http://wessweb.info/index.php/Recruitment_Bibliography
https://books.google.co.in/books/about/Recruitment_and_Selection.html?id=FEwhyg
AACAAJ&redir_esc=y
http://www.slideshare.net/Tiwarisonal/recruitment-and-selectioninbhartiairtel

98
ANNEXURE

99
 QUESTIONNAIRE

1. Name :

2. Age

Below 20 years 21-25 years 26-30 years

31-35 years Above 35 years

3. Gender

Male Female

4. Qualification

Below SSLC SSLC HSC

UG PG

5. Experience

Below One Year 1-2 Years 2-3 Years

3-4 Years Above 4 years

6. How do you joined in NEW TV CENTER.

Referrals Newspaper Consultancy

Walk-in Jobsite

7. Why did you quit your previous company?

Better use of job skills Increase in salary No promotion

Far from house Flexible work schedule

100
8. Why did you choose NEW TV CENTER.?

Career Development Monetary benefits Appraisal system

Near to home Working condition

9. How did you describe the rules and procedures followed at NEW TV CENTER.?

Excellent Above Average Average

Below average Poor

10. How would you describe employee morale and ethics followed in your

department?

Excellent Above Average Average

Below average Poor

11. On what basis you have been selected?

Experience Qualification Technical skills

Family members References

12. Did you find it useful having the interview date detailed in the advert?

Yes No

13. How did you feel about your pay?

Excellent Above Average Average

Below average Poor

101
14. Did your performance evaluations provide feedback to assist you in the

performance of your job?

Yes No

15. How supportive was your work environment to you in your role as an Employee?

Excellent Above Average Average

Below average Poor

16. Did you look at NEW TV CENTER., website for recruitment?

Yes No

17. Did you receive adequate orientation and induction from NEW TV CENTER.?

Yes No

18. Do you satisfy with the present recruitment and selection system in NEW TV

CENTER.?

Highly Satisfaction Satisfaction Neutral

Dissatisfaction Highly Dissatisfaction

19. Are you motivated and acknowledged by your superior?

Yes No

20. How did you feel about your benefits?

Excellent Above Average Average

Below average Poor

21. Suggestions

…………………………………………………………………………………………

102