CHAPTER-1

INTRODUCTION AND DESIGN OF THE STUDY

1
 Chapter-1

PROJECT SUMMARY

The Role of HR Department in an organization plays an important role and is like a

backbone . It contributes significantly for an organization to run its business smoothly
and efficiently in order to achieve its sustained organizational goals by adopting best
staffing policies , recruitment strategies, and manpower training & development policies
.The Department is overall responsible for employees selection, their administration and
welfare by keeping healthy , stress free culture and motivational policies in the
organization. These in turn help the organization to retain their employees and attract best
talents from the market to overcome manpower deficiencies faced from time to time.

The Recruitment Process at Taj Gate Way Hotel entails a multiple stages process. It
begins with from the stage a Requisition is raised by the respective department head and
is reviewed and approved by the HR head. There after, the Job description and various
sources (Internal as well as external) are worked out by the Recruitment Manager to
timely full fill the same. These steps, depending on the quantum, include recruiting thru
Internal references, Recruitment Consultants, Searching from job sites, Calling the
existing database available with the company and or releasing advertisements in leading
News Papers, Magazines, Job Sites etc.

The job application received are scrutinized and then the candidate is invited for a
preliminary interview with the Recruitment Manager and then further detailed interviews
follow with the HOD / the Resident Manager/ HR Head. After going through all the
rounds successfully, the references checks are done and upon fulfilling all pre
employment formalities, the Appointment Letter is released. If, the candidate does not
join by the specified joining date or is found medically misfit, the appointment letter is
cancelled and withdrawn.

While selecting a candidate, emphasis is given to evaluate various skills, like relevant
Qualifications & Experience, Job knowledge, effective communication, Personality,
Interactive abilities. Dressing Sense, Family Background. Computer knowledge and
Trade Test results etc.

2
1.1 Problems Identified
 Exposure to interviews was limited, selection procedure being internal to the
company.

1.2 OBJECTIVE OF THE STUDY

The foremost step is to understand the manpower requirement of an organization through
its organizational chart and analyze the monthly turnover rate of the employees in each
department, then work out the corrective measures to control it and recruitment strategy
to source it to timely meet the targets.

Screening job applications as per job profiles is very important step in the process of
recruitment. It is essential to bring the right people into the organization. Determining
who the right people are should not end just with experience and education, the other
factors like, personality, attitude, communication abilities, and other behavioral
characteristics that fits the organization’s culture are also equally important to check.

The overall approach of the recruitment & selection process should be to bring the best
talents through cost and quality effective process and to timely meet the human resource
needs of the company. Hitting the hiring bull's eye is one of executive most important
and most difficult responsibilities. Using interviews, reference checks and sometimes-
even personality tests, they try to infuse logic and predictability into hiring. Still, success
remains elusive.

Many talented people leave their organizations because senior managers don't understand
the psychology of work satisfaction; they assume that people who excel at their work are
necessarily happy in their jobs. Strong skills do not always reflect or lead to job
satisfaction. Many professionals, particularly the leagues of 20-30 something's streaming
out of today's MBA programs, are so well educated and achievement oriented that they
could succeed in virtually any job. But will they stay?

The answer is, only if the job matches their deeply embedded life interests.Personal
values have changed with workers of the new millennium. Employee/ employer loyalty
has diminished and work environment and a "work/life" balance are more important than
ever. It is clearly evident that as we move into new millennium, only companies that have
a world-class recruitment, placement and retention solution will survive.

Considering the above scenario studying the recruitment and selection strategies was the
most appropriate topic for my summer internship.

3
1.3 Scope of Training :

 To understand the organizational set up, the role of HR Department and

its various functions with specific focus in understanding the Manpower
Recruitment process.

 To study the Organization Structure and HR functions and draw a sketch

of it.

 To understand the Manpower Recruitment Process .

 To understand the Job Profiles of various positions and methods applied

for sourcing the same.

 To provide suggestions, if any, for betterment of the systems in practice.

4
 Chapter-2
Company profile

5
 COMPANY PROFILE

Taj Hotels is a chain of luxury hotels and a subsidiary of the Indian Hotels Company
Limited;[2] headquartered at Express Towers, Nariman Point in Mumbai.[3] Incorporated
by the founder of the Tata Group, Jamsetji Tata, in 1903,[4][5] the company is a part of the
Tata Group, one of India's largest business conglomerates. The company employed over
13,000 people in the year 2010.[6][7]
As of 2018, the company operates a total of 100 hotels and hotel-resorts, with 84 across
India and 16 in other countries, including Bhutan, Malaysia, Maldives, Nepal, South
Africa, Sri Lanka, UAE, UK, USA and Zambia.[5]

Trade name Indian Hotels Company

Limited

Type Public

Traded as BSE: 500850

NSE: INDHOTEL

ISIN INE053A01029

Industry Hospitality

Founded 1903; 116 years ago

Founder Jamsetji Tata

Headquarters Express Towers, Nariman

Point,

6
 Mumbai, Maharashtra
,
India

Number of 100 Hotels

locations

Key people  N Chandrasekaran (chairman)

 Puneet Chhatwal (MD & CEO)
Products Hotels and Resorts

Revenue ₹4,174
crore (US$600 million)[1] (2018)
Net income ₹100.87
crore (US$15 million)[1] (2018)
Parent Tata Group

Website www.tajhotels.com/

7
 THE GATE WAY HOTEL

The Gateway Hotel MG Road Vijayawada aims to make your visit as relaxing and
enjoyable as possible, which is why so many guests continue to come back year after
year. Close to some of Vijayawada's most popular landmarks, such as Kanaka Durga
Temple (2.8 km) and Paritala Anjaneya Swami Temple (2.9 km), The Gateway Hotel
MG Road Vijayawada is a great destination for tourists. Free wifi is offered to guests,
and rooms at The Gateway Hotel MG Road Vijayawada offer a flat screen TV and air
conditioning. During your stay, take advantage of some of the amenities offered,
including 24 hour front desk, a concierge, and room service. Guests of The Gateway
Hotel MG Road Vijayawada are also welcome to enjoy a rooftop pool and free breakfast,
located on site. For travellers arriving by car, free parking is available. If you’re looking
for a pub, consider a visit to Lotus The Food City, 10 Downing Street, or Blue Fox Bar &
Restaurant, which are all conveniently located a short distance from The Gateway Hotel
MG Road Vijayawada. During your visit, be sure to check out popular attractions like
Prakasam Barrage (0.9 km), Gunadala Matha Shrine (1.1 km), and Lenin Statue (0.8 km),
which are all within walking distance of the hotel. The Gateway Hotel MG Road
Vijayawada puts the best of Vijayawada at your fingertips, making your stay both
relaxing and enjoyable.

HR Department Structure :

8
 General Manager - Human Resources

Admn.Mgr L&D Mgr

Asstt. Mgr-HR Asstt Mgr-HR Asstt Mgr-HR Asstt Mgr-HR

(Recruitment) (Staff welfare) (Systems) (Psnl. Admn)

Time Office Cafeteria

Office

9
 Chapter- 3
Literature Review

2.REVIEW OF LITERATURE

10
This research project will remain incomplete if various research studies conducted in the
field of human resource management and human resource development are not taken into
account. The Researcher has reviewed several Research Papers, Books and Theses to
provide an insight into the academic endeavors related to HRD and their impact on
organizational performance. This chapter reviews the past researches on similar or related
topics and helps the researcher in providing a sound research foundation to understand
the issues on which the study is focused. In the following pages, an attempt has been
made to review some of the important studies conducted by various Researchers in India
and even in foreign countries. The chapter is presented in the following sub-heads:

2.1 Review of literature in the context of Indian Research on HR/ HRD/HRM

practices

Anupama Gupta (2010)

described the challenges faced by Human resource manager in context of new economic
scenario. This paper emphasized that these challenges should seriously taken care of.
Main challenge is the shortage of skilled manpower. This paper examined the role of
human resource department to tackle the problem. It was the duty of HR department to
design a possible career path to retain talent. It was suggested that HR manager should be
ready to handle the challenges, but the role of other stakeholders should also be included
in order to ensure healthy survival of the organization.

Saini R.R. (2010)

in his article ―Human resource development in UCO Bank-A case study of Chandigarh
Region.‖ evaluates the Human Resources Development policies and practices. This study
identified the process and problems in designing and implementing Human Resources
Development Systems. This study was analytical in nature and consist a sample of 100
respondents to analyze their opinion about HRD Policies and Practices. The Important
findings of this study were, qualification was the most important factor of recruitment at
all level of managers and employees. It also concluded that problem solving strategy of
the organization was very effective because all appropriate method have been used to
solve problems. Negotiation and Union involvement was the most prevalent used method
to solve the problem. This study also observed that the managers were not aware
sufficiently about the functioning of HRD Systems. Therefore a proper action plan to
improve awareness, Motivation, & serious concern among managers about HRD should
be implemented. strategy of the organization was very effective because all appropriate
method have been used to solve problems. Negotiation and Union involvement was the
most prevalent used method to solve the problem. This study also observed that the
managers were not aware sufficiently about the functioning of HRD Systems. Therefore a

11
proper action plan to improve awareness, Motivation, & serious concern among
managers about HRD should be implemented.

Kundu. Subhash C., Divya Malhan (2009)

in their article on "HRM Practices in Insurance Companies: A Study of Indian and

Multinational Companies" opined that Competitive advantage of a company can be
generated from human resources (HR) and company performance is influenced by a set
of effective HRM practices. The results of this study indicated that both multinational
companies and Indian companies have to significantly improve their practices regarding
performance appraisal, training and financial benefits, and hr planning and recruitment.
Service sector is human resource intensive business. To gain competitive advantage,
service organizations should emphasize on human resource management practices, as has
been indicated in the results. A well-defined framework of human resource management
practices benefits not only the organization but also the employee. HR policies of an
organization benefit the employee by providing better opportunities for growth in terms
of better compensation, benefits, training and development opportunities, and career
management, in turn leading to job satisfaction and self-fulfillment.

Tripathy (2008)

observed that an organization can have competitive advantage by utilizing its human
resources. This can be achieved through sound HRD Practices. According to him HRD
include three C‘s- Competencies, commitment and culture. An optimum level of
progressive climate is essential for facilitating HRD in an organization. It was resulted
that good HRD Practices can influence financial and other performance indicators in the
organization.

Singh S.K (2008)

in his research entitled ― HRD Climate: Interventions and challenges‖ examined that
survival of the organizations in dynamic and complex environment require mployee
involvement, productivity and this can be achieved with the help of quality targets,
quality circles, training and development & suitable method of performance appraisal etc.
Above these HRD interventions/practices should be implemented in a suitable way and
HRD Climate should be conductive so that cooperation of employees can be achieved
and conflicts can be sorted out which in turn increase the effectiveness of the
organization.

Patil, Kallinath S. (2007)

in his study opined that, the service sector plays a vital role in the development of the
country. LIC has grown into a living saga. This transformation has not come about

12
overnight. A breakthrough has been achieved on the strong foundation laid by the people
of this great institution, which provided confidence and inner strength to explore new
frontiers through the program of massive decentralization, development, expansion and
diversification undertaken in recent years. The organization is today on the threshold of
new vistas, striving and straining for reaching new heights and surging ahead in quest of
excellence.

Hemant Rao (2007)

emphasized the changing role of HR. There was dramatic change in HR during past five
years. This study shows the significant role of human resource managers in various areas
like Empowerment of workers, Business process Reenergizing, Total Quality
management, Humanization of work, and Quality of work life. It was the challenge of
HRM to balance the impact of liberalization and globalization on productivity. Earlier the
role of Personnel department was to give advice or support when asked but the changing
professional employment scenario emphasized the role of HR professional while dealing
with employees of different regions, caste, language and social backgrounds.

Sharma and jyoti (2006)

in an article on "job satisfaction" concluded that job satisfaction is an effective reaction

to an individual's work situation, and has been described as a positive emotional response
resulting from appraisal of one's job. One of the aspects that can lead to Dissatisfaction is
one's attitude towards one's job. job attitude can be defined as an overall feeling about
one's job or career or in terms of specific facet of the job or career and can be related to
specific outcomes, such as productivity. Dissatisfaction is one's attitude towards one's
job. job attitude can be defined as an overall feeling about one's job or career or in terms
of specific facet of the job or career and can be related to specific outcomes, such as
productivity.

Subramanian, V. (2005)

expressing his views regarding recruitment and selection of employees stated that any
organization which gives a fair share of attention to the recruitment and selection of its
people is bound to get good returns. Recruitment and selection should be viewed in the
wider context of the organizational future. What are the strategic objects and hence what
capabilities will the enterprise need in the future? Must be the questions the organization
should always address itself to. Therefore, an important strategic issue to consider is how
the recruitment and selection activity can contribute to long term business goals.

G.V.Chalam and L. Srinivas (2005)

in this paper made an attempt to explore the basic gender disagreement with respect to
HRD Climate in 20 branches of SBI at Andhra Pradesh. Findings of the study showed

13
that women employees have much more concern on HRD climate than men. They come
up with high level of satisfaction in respect of HRD Practices. Female Employees had
higher degree of pleasure toward HRD Climate. It was also revealed that women
respondents closely observed and followed the Human Resource development climate of
the Bank and were also very loyal toward bank regarding their commitment toward work.

Maitin, T.P. (2003)

In his article "Dynamic Human Resources" stated that, out of wide variety of resources
which participated in the process of organizational growth, human resources are the most
dynamic element of efficiency and productivity. In the context of modern information
age, manpower owns the responsibility of information mobilization and their profitable
utilization, which increases performance of organization. The role of human resource as
great intellectual assets in management is too valuable to accelerate the rate of economic
progress.

Malik and sur (2003)

in their study on "Human Resource Accounting in India" observed that the progress of
any organization is absolutely dependent on the skillful utilization of its human resources.
Even in the modern world, an organization may own adequate financial resources and
acquire physical resources with latest technology as it needs, it would find difficult to
manage its affairs, if the human organization of the concern is not strong enough.
However, the strange irony is that in India most of the organizations do not recognize it
properly. They do not adopt human resource accounting (HRA) although it could
contribute significantly both to internal and external management decisions. HRA also
helps the people of the organization in improving their performance and bargaining
capacity. It makes each of them conscious about the ratio between his contribution
towards the betterment of the concern and the expenditure incurred by the concern on
him.

Vidya A. Salokhe (2002)

conducted a study on HRD, observes that "Human Resource Development (HRD)"

signifies an effort aimed at qualitative improvement of human beings in their specific role
as assets of an organization. HRD intrinsically recognizes that, "People" are the
organizations singularly important and valuable resources and that they need to be
developed in terms of their knowledge, skill and attitude for achieving their personal as
well as organizational goals. Because only dynamic people can built dynamic
organizations, only competent and motivated people enable an organization achieve its
goals.

Mishra and Bhardwaj (2002)

in their research entitled ―HRD climate: An empirical study among private sector
managers‖ examined the nature and extent of HRD climate over the hieratical levels in

14
large private sector organizations located in eastern parts of India. A sample of 107
managers at senior, middle, and lower levels is taken. The standardized questionnaire on
HRD climate developed by Rao and Abraham (1990) was used consisting of a 5-point
scale to measure the three categories i.e. general climate, OCTAPAC culture and HRD
mechanisms. For analyzing results mean scores and percentage scores of each item was
calculated, and t-test was applied to verify the results. The conclusion was that the HRD
climate prevailing in private sector organizations was good and satisfactory. Further

15
 CHAPTER-4

RESEARCH METHODOLOGY

16
 Chapter-3

RESEARCH METHODOLOGY

Research is a systematic and scientific approach to carry out an investigation. It is a

process leading to the discovery of facts, causes and their inter relation to an issue. A
scientific investigation leads to growth of knowledge.

Methodology has an important bearing on the collection of reliable and pertinent

information as well as on the outcome of the study. The categorization of proposed
investigation into a certain type of research, a corresponding method or methods designed
for it and appropriate techniques for collecting and analyzing data are together known as
methodology of research.

Research design is a complete outline of the conduct of the proposed research study. It is
a comprehensive statement on the problem and scope of the study, the purpose of
undertaking it, the population and location to be covered for collecting information, the
hypothesis formulated for the study and finally the methodology to be employed.

SOURCES OF DATA COLLECTION

The sources of data collection are:

 Primary data
 Secondary data
 Practical experience

Primary data sources

1. Discussions
2. Observations during interviews.

Secondary data sources

1. Internet sites
2. Reference books
3. Company Policies
4. HR Articles

17
Practical experience

Practical experience was gained by getting involved with the HR Mgr in the day-to-day
work through:

 Scrutiny of Personal Files

 Screening the cvs as per job profiles
 Arranging candidates for interviews and Demonstrations
 Interacting with Recruitment Consultants.
 Studying and preparing Job Descriptions and Organization Structure Chart.

LIMITATIONS
 Exposure to interviews was limited, selection procedure being internal to the
company.

INTRODUCTION

Business has always been competitive. Yet the kind of fierce competition being
witnessed now has not been witnessed before. Gone are the days of monopolies and with
the advent consumerism, more and more corporate houses are beginning to realize that
the ultimate competitive advantage of any business over its rivals will be provided by its
people. Technology is no longer a monopoly nor is availability of money. But what may
be a monopoly would be the PEOPLE associated with any business organization. The
competitors can duplicate ones business strategy but not their PEOPLE.

Ultimately the survival and prosperity of any organization would depend upon its ability
to keep its human resources updated and in tune with the realities of the fast changing
business scene. Some people in the same organization must learn to think differently in a
dramatically different competitive environment. This is the essence of Human Resource
Development. Thus HRD in wider connotation is the management’s philosophy, an
holistic concept on business oriented concept, a system approach that concern all human
activities in the business, individual, team, culture, philosophies, ethos etc. It provides
necessary strength to stand and vitality as a driving force. It is proactive, pragmatic,
realistic, business like approach by motivating, by inspiring and creating satisfaction by
building the positive and open culture, by encouraging research and development
activities, by encouraging constructive innovations etc.

Since every organization is made up of people, hiring their services developing their
skills, motivating them to high level of commitment to the organization are essential to
achieve organizational objectives. Therefore getting and keeping good people is the first
to achieve goals through unified efforts, the degree of success depends on employees
reaching their individual goals through organizational goal, is an important determinant
for organization effectiveness. The process of searching for and obtaining potential job

18
candidates in sufficient numbers and quality so that the organization can select the most
appropriate people to fill its job needs is called the recruitment. The process of
recruitment means the efforts involved in finding out the sources of the availability of
future employees and encouraging them to send their applications for appointment in the
enterprise.

RECRUITMENT: A THEORETICAL FRAMEWORK

Recruitment refers to the process of finding possible candidates for a job or function,
undertaken by recruiters It may be undertaken by an employment agency or a member of
staff at the business or organisation looking for recruits. Either way it may involve
advertising commonly in the recruitment section of a newspaper or in a newspaper
dedicated to job adverts. Posts can also be advertised at a job centre if they are targeting
the unemployed.

Suitability for a job is typically assessed by looking for skills, e.g. communication skills,
typing skills, computer skills. Evidence for skills required for a job may be provided in
the form of qualifications (educational or professional), experience in a job requiring the
relevant skills or the testimony of references. Employment agencies may also give
computerised tests to assess an individual's off hand knowledge or a candidate may also
be assessed on the basis of an interview Sometimes candidates will be requested to
provide a résumé (also known as a CV) or to complete an application form to provide this
evidence.

Recruitment forms the first stage in the process, which continues with selection and
ceases with the placement. It is the next step in the procurement function, the first being
the manpower planning. Recruitment makes its possible to acquire the number and types
of people necessary to ensure the continued operation of the organization.

Purpose and Importance

The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:

 Determine the present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number
of visibly, under qualified or overqualified job applicants.
 Help reduce the profitability that job applicants, once recruited and selected,
will leave the organization only after a short period of time.
 Meet the organization’s legal and social obligations regarding the composition
of its work force.
 Begin identifying and preparing potential job applicants who will be
appropriate candidates.

19
  Increase organizational and individual effectiveness in the short term and long
term.
 Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

The negative consequences of a poor recruitment process speak volumes about its role in
an organization. The failure to generate an adequate number of reasonably qualified
applicants can prove costly in several ways. It can greatly complicate the selection
process and may result in lowering of selection standards. The poor quality of selection
means extra cost on training and supervision. Furthermore, when recruitment fails to
meet organizational needs for talent, a typical response is to raise entry level pay scales.
This can distort traditional wage and salary relationships in the organization, resulting in
avoidable consequences. Thus, the effectiveness of the recruitment process can play a
major role in determining the resources that must be expanded on other HR activities and
their ultimate success.

Types of Recruitment:

Informal recruiting
Word-of-mouth applicants are likely to stay longer and may be more suitable than
recruits obtained by advertising. But word-of-mouth is discriminatory, since it restricts
applications to established communities and excludes recently arrived minority groups.
At senior levels the informal method known as 'headhunting' or executive search has
become common. Specialist consultancies aim to find 'outstanding' people to fill higher-
paying jobs. Whether they really are 'outstanding' is questionable

Formal recruiting
Equal opportunity demands equal access. This can only be achieved through public and
open recruitment. (...) The likelihood of attracting 'suitable' applicants depends on the
detail and specificity of the recruitment advertisement or literature. Key factors such as
salary, job title, career and travel opportunities obviously influence response rates. But
remember that employers do not want to be swamped with large numbers of applications
from unsuitable people

Factors Affecting Recruitment:

All organizations whether large a small, do engage in recruiting activity, though not to
the same extent. Factors governing recruitment may broadly be divided as internal and
external factors.

EXTERNAL FORCES INTERNAL FORCES

 Supply & Demand  Recruitment policy
 Unemployment rate Recruitment  HRP
 Labor Market  Size of the firm
 Sons of soils  Cost
 Political-Social  Growth & Expansion
 Image

20
A) External Factors
Of particular importance is the supply and demand of specific skills in the labor market.
If the demand for a particular skill is high relative to the supply, an extraordinary
recruiting effort may be needed. When the unemployment rate in a given area is high, the
company’s recruitment process may be simpler. The number of unsolicited applicants is
usually greater, and the increased size of the labour pool provides better opportunities for
attracting qualified applicants. On the other hand, as the unemployment rate drops,
recruiting efforts must be increased and new sources explored. The company’s image
also matters in attracting large number of job seekers. Often, it is not the money that is
important. It is the perception of the job seekers about the company that matters in
attracting qualified prospective employees.

B) Internal Factors
There are certain internal forces, which deserve consideration while recruiting personnel.
One such internal factor is the recruiting policy of the organization. Most organizations
have a policy on recruiting internally or externally. Generally, the policy is to prefer
internal sourcing, as own employees know the company well and can recommend
candidates who fit the organization’s culture.

Another related policy is to have temporary and part time employees. An organization
hiring temporary and part-time employees is in a less advantageous position in attracting
sufficient applicants.

A major internal factor that can determine the success of the recruiting programme is
whether or not the company engages in HRP. In most cases, a company cannot attract
prospective employees in sufficient numbers and with required skills overnight. It takes
time to examine the alternatives regarding the appropriate sources of recruits and most
productive methods for obtaining them. Once the best alternatives have been identified,
recruiting plans may be made. Effective HRP greatly facilitates the recruiting efforts.

 Size is another internal factor having its influence on the recruitment process. An
organization with one hundred thousand employees will find recruiting less
problematic than an organization with just one hundred employees.

 Cost of recruiting is yet another internal factor that has to be considered.

Recruiting costs are calculated per new hire and the figure is considerably
nowadays. Recruiters must, therefore, operate within budgets. Careful HRP and
forethought by recruiters can minimize recruitment costs. One cost saving
measure, for instance, is recruiting for multiple job openings simultaneously. The
best solution is to use proactive personnel practices to reduce employee turnover,
thus minimizing the need for recruiting. Evaluating the quality, quantity and costs
of recruitment helps ensure that it is efficient and cost effective.

 Finally, an organization registering growth and expansion will have more

recruiting on hand than the one, which finds its fortunes declining

21
 RECRUITING REQUIREMENTS
 Organization policies and practices
 In some organization's, HRM policies and practices affect recruiting and who is
recruited. One of the most significant of these is promotion from within. This
policy means that organization's recruit from outside the organization only at the
initial hiring level. They feel this is fair to present loyal employees and assures
them a secure future and a fair chance of promotion, and most employees favor
this approach. Some employers also feel this practice helps protect trade secrets.

 Organizational image
 The image of the employer generally held by the public can also affect the
recruitment. All else being equal it is easier for the organization with a positive
corporate image to attract and retain employees than an organization with a
negative image.

 The good or bad, well-known or unknown images of these organizations will

affect how the job recruits view them. The organizations image is complex, but it
is probably based on what the organization does and whether it is perceived as
providing a good place of work. The larger the organization, the more likely it is
to have a well-developed image. A firm that produces a product or service the
potential employee knows about or uses is also more likely to have an image for
the applicant.

 The organization's image is also affected by its industry. These images change.
Job applicants can seldom have interviews with all the organizations that have job
openings of interest to them. Because there are time and energy limits to the job
search, they do some preliminary screening. One of these screens is the image the
applicants have of the organization, which can attract or repel them.

 In sum, the ideal job specifications preferred by an organization may have to be

adjusted to meet the realities of the labor market, government or union
restrictions, the limitations of its policies and practices and its image. If an
adequate number of quality people apply, the organization may have to adjust the
job to fit the best applicant or increase its recruiting efforts.

 What factors affect the organization decision? A more educated set knows the
labor market better, have higher expectations of work and find organization's that
pay more and provide and more stable employment.

22
 STEPS OF RECRUITMENT PROCESS

As was mentioned earlier, recruitment refers to the process of identifying and attracting
job seekers so as to build a pool of qualified job applicants.

The process comprises five inter-related stages, viz.,

(i) Planning
(ii) Strategy development
(iii) Searching
(iv) Screening and
(v) Evaluation and control.

The diagram is shown on the following page.

Personnel Job Analysis Employee

Planning Requisition

Job Recruitment Searching

Planning Activation Appl Potent
Vacancies
-Numbers “Selling” icant ial
Pool Screening Hires
-Types -Message
-Media

Strategy
development Applicant Evaluation &
-Where Populatio Control
-How n
-When

23
RECRUITMENT PLANNING

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

 Number of contacts
Organizations, nearly always, plan to attract more applicants than they will hire. Each
time a recruitment programme is contemplated, one task is to estimate the number of
applicants necessary to fill all vacancies with qualified people. Companies calculate yield
ratios (yRs), which express the relationship of applicants’ inputs to outputs at various
decision points.

 Type of contacts
This refers to the type of people to be informed about job openings. The type of people
depends on the tasks and responsibilities involved and the qualifications and experience
expected. These details are available through job description and job specification.

STRATEGY PLANNING

Once it is known how many and what type of recruits are required, serious consideration
needs to be given to (i) ‘ make ‘or ‘buy’ employees (ii) technological specification of
recruitment and selection devices (iii) geographic distribution of labour markets
comprising job seekers (iv) sources of recruitment (v) sequencing the activities in the
recruitment process.

 ‘Make’ or ‘buy’
Organizations must decide whether to hire less skilled employees and invest on training
and education programmes, or they can hire skilled labour and professionals. Essentially
this is the ‘make’ or ‘buy’ decision. Organizations, which hire skilled labour and
professionals, shall have to pay more for these employees. ‘Buying’ employees ahs the
advantage in the sense that the skilled labour and professionals can begin the work
immediately and little training may be needed.

 Technological Sophistication
The second decision in strategy development relates to the methods used in recruitment
and selection. This decision is mainly influenced by the available technology.
Technological advancement has made it possible for job seekers to gain better access.

24
  Where to look
In order to reduce the costs, organizations look into labour markets most likely to offer
the required job seekers. Generally, companies look into the national market for
managerial and professional employees, regional or local markets for technical
employees, and local markets for clerical and blue-collar employees.

In the final analysis, organizations recruit where experience and circumstances dictate
likely success. Recognizing this, many adopt an incremental strategy in which initial
efforts are concentrated in regional or local labour markets and expanded only if these
efforts fail to achieve the desired results.

 Sources of recruitment
It refers to the methods or sources of recruitment. There are several sources and they may
be categorized as (i) internal and (ii) external.

Before an organization activity begins recruiting applicants, it should consider the most
likely source of the type of employees it needs. Generally there are two types of sources
from which any organization can look for potential employees. These sources
accordingly may term as internal and external.

Internal versus external recruiting methods

Internal recruiting methods include posting position openings, distributing memos within
the organization and searching organizational databases for a match between the skills
required to perform the job and the skills held by the current employees. This method of
recruiting looks to internal sources to fill positions and encourages promotions from
within. External recruiting methods include advertising position. Whether managers
choose internal or external-recruiting methods depends on the degree to which
organization's strategy encourages promotions and transfers from within the organization.
Recruiting from within can lead to job satisfaction and motivation if employees see new
career opportunities available. In addition filling positions with existing employees
ensures to large ext6ent that these employees are socialized as to the organization's
culture and personality. However problems can arise if the internal promotion system is
not viewed as fair.

The best way to avoid negative backlash when hiring or promoting from within is to
install fair practices and procedures. If steps are taken to ensure a fair internal
promotional process, most people will accept their loss and remain productive and useful
organizational citizen.External recruiting method helps bring new ideas and approaches
to the organization.

a) Internal sources of recruitment

Internal sources are the most obvious sources. These include personnel already on the
pay roll of an organization is its present work force. Whenever any vacancy occurs,
somebody from within the organization is upgraded, transferred, promoted or sometimes

25
demoted. This source also includes personnel who were once on the pay roll of the
company but who plan to return or whom the company would like to rehire, such as those
on leave of absence, those who quit voluntarily or those on production lay offs.

 Present employees
Promotions and transfers from among the present employees can be a good source of
recruitment. Promotion to higher positions has several advantages. They are –
a) It is good public relations.
b) It builds morale.
c) It encourages competent individuals who are ambitious
d) It improves the probability of a good selection, since information on the
individual’s performance is readily available.
e) It is cheaper than going outside to recruit.
f) Those chosen internally are familiar to the organization.
g) When carefully planned, promoting from within can also act as a training device
for developing middle level and top-level managers.

Promotion, to be effective, requires using job positing, personnel records, and skill banks.
Many position can be filled as a result of posting the job opening on the bulletin boards,
announcing the opening in a company newsletter or posting announcement on the
companies intranet. A job posting procedure enables employees to strive for a better
position within the company. Notices of important openings should include all-important
information about the job.

Some firms have turned to computers to make their job posting more fruitful. All
employees who wish to participate complete questionnaires about themselves, which
include items concerning relocation willingness and preferences as well as training and
educational backgrounds. A few skills are selected out of the total that best represent
their functional skills. When a position needs to be filled the requirements is matched
and candidates selected.

Although positing jobs can be an efficient method of recruiting, numbers of problems

have been associated. Example it can lead to personal bias and stiff competition.
Another way to recruit from present employees is transfer without promotion. Transfers
are often important in providing employees with a broad based view of the organization,
necessary for future promotions.

 Skills inventory
Another recruiting method is the use of skill inventories. Essentially a skills inventory
includes a list of employee names, their education, training, present position, work
experience, relevant job skills and abilities and other qualifications. The organization can
search through the company skill inventory to identify potential candidates for the
position opening.

 Job bidding

26
These procedures typically specify that qualified applicants from within the bargaining
unit must fit all jobs covered by the agreement. Those interested in the vacancy bid for
the job by applying if they are qualified. The individual fills the position with the highest
seniority from among the qualified applicants. In some cases applicants take competitive
examinations. However only current employees are eligible.
Using a job bidding system is normally very easy. However it can present some
difficulties.

 Referrals
An excellent source of information is current employees who may know someone who
would be qualified and interested in the open position. To entice employees to make job
referrals, some companies offer a referral bonus. People tend to associate with people
like themselves, if the employee fits the organization, chances are his or her referrals will
be good. Employees, whose referrals are hired, are often willing to serve as a mentor to
ensure their referrals succeed in the company.

Advantages of Internal Sources

Filling vacancies in higher jobs from within the organization or through internal transfers
has the following merits:

1. Employees are motivated to improve their performance.

2. Morale of employees is increased.
3. Industrial peace prevails in the enterprise because of promotional avenues.
4. Filling of the jobs internally is cheaper as compared to getting candidates from
external sources.
5. A promotion at a higher level may lead to a chain of promotions at lower levels in
the organization. This motivates the employees to improve their performance
through learning and practice.
6. Transfer or job rotation is a tool of training the employees to prepare them for
higher jobs.
Transfer has the benefit of shifting workforce from the surplus departments to those
where there is shortage of staff.

Disadvantages of Internal Sources

Internal sources of recruitment have certain demerits also. These are listed below:

1. When vacancies are filled through internal promotions, the scope for fresh talent
is reduced.
2. The employees may become lethargic if they are sure of time bound promotions.
3. The spirit of competition among the employees may be hampered.
4. Frequent transfers of employees may reduce the overall productivity of the
organization.

27
 b) External sources of recruitment
Every enterprise has to tap external sources for various positions. Running enterprise
have to recruit employees from outside for filling the positions whose specifications
cannot be met by the present employees and for meeting the additional requirements of
manpower. The following external sources of recruitment are commonly used by big
enterprises:

(i) Direct methods:

 Campus Recruitment
Jobs in commerce an industry have become increasing technical and complex to the point
where school and college degrees are widely required. Consequently, big organizations
maintain a close liaison with the universities, vocational institutes and management
institutes for recruitment to various jobs. Reputed industrial houses, which require
management trainees, send their officials to campuses of various management institutes
for picking up talented candidates doing MBA.

Advantages of this method include: the placement center helps locate applicants and
provides resumes to organizations; applicants can be prescreened, applicants will not
have to be lured away from a current job or lower salary expectations. On the negative
front, campus recruiting means hiring people with little or no work experience. The
organizations will have to offer some kind of training to the applicants, almost
immediately after hiring. It demands careful planning.

(ii) Indirect methods:

 Advertisements
Indirect methods involve mostly advertising in newspaper, on the radio, in television, in
trade and professional journals, technical magazines and brochures. Advertising in
newspapers and/or trade journals and magazines is the most frequently used method,
when qualified or experienced personnel are not available from other sources. Senior
posts are largely filled by such methods when they cannot be filled by promotion from
within. The ads generally give a brief outline of the job responsibilities, compensation
package, prospects in the organization, etc. This method is appropriate when (a) the
organization intends to reach a large target group and (b) the organization wants a fairly
good number of talented people- who are geographically spread out.

Nowadays after the IT revolution there are the advent of job websites. Potential
candidates can post their resumes in the job sites so that the recruitment organization can
search for the appropriate candidate.

28
Advantages of External Sources
The merits of external sources of recruitment are as under:

1. Qualified Personnel: The management can make qualified and trained people to
apply for vacant jobs in the organization.
2. Wider Choice: when vacancies are advertised widely, a large number of
applicants from outside the organization apply. The management has a wider
choice while selecting the people for employment.
3. Fresh Talent: The insiders may have limited talents. External sources facilitate
infusion of fresh blood with new ideas into the enterprise. This will improve the
overall working of enterprise.
4. Competitive Spirit: If a company can tap external sources, the existing
Staff will have to compete with the outsiders. They will work harder to
Show better performance.

Disadvantages of External Sources

The demerits of filling vacancies from external sources are as under:

1. Dissatisfaction among Existing Staff: External recruitment may lead to

dissatisfaction and frustration among existing employees. They may feel that their
chances of promotion are reduced.
2. Lengthy process: Recruitment from outside take a log time. The business has to
notify the vacancies and wait for applications to initiate the selection process.
3. Costly Process: It is very costly to recruit staff from external sources. A lot of
money has to be spent on advertisement and processing of applications.
4. Uncertain Response: The candidates from outside may not be suitable for the
enterprise. There is no guarantee that the enterprise will be able to attract right
kinds of people from external sources.

SEARCHING

Once a recruiting plan and strategy are worked out, the search process can begin. This
involves two steps- (i) source activation (ii) selling

 Source Activation
Typically, sources and search methods are activated by the issuance of an employee
requisition. This means that no actual recruiting takes place until line managers have
verified that a vacancy does exist or will exist.

If the organization has planned well and done a good job of developing its sources and
search methods, activation soon results in a flood of applications. The applications
received must be screened. Those who pass have to be contacted and invited for
interview.

29
  Selling
In selling the organization, both the message and the media deserve attention. Message
refers to the employment advertisement. With regard to media, it may be stated that
effectiveness of any recruiting message depends on the media. Selection of media or
medium needs to be done with a lot of care.

SCREENING

Screening of applications can be regarded as an integral part of the recruiting process,

though many view it as the first step in the selection process. The purpose of screening is
to remove from the recruitment process, at an early stage , those applicants , who are
visibly unqualified for the job. Effective screening can save a lot of time and money. The
techniques used to screen applicants vary depending on the candidate sources and
recruiting methods used.

EVALUATION AND CONTROL

Evaluation and control is necessary as considerable costs are incurred in the recruitment
process. The costs generally incurred are:

1. Salaries for recruiters.

2. Management and professional time spent on preparing job, description, job
specifications, advertisements, agency liaison, and so forth.
3. Cost of producing supporting literature.
4. Recruitment overheads and administrative expenses.
5. Cost of advertisements or other recruitment methods.
6. Cost of overtime and outsourcing while the vacancies remain unfilled.
7. Cost of recruiting suitable candidates for the selection procedure.

 Evaluation of recruitment process

The recruitment process has the objective of searching for and obtaining applications
from job seekers in sufficient numbers and quality. Keeping this objective in mind, the
evaluation might include:

1. Return rate of applications sent out.

2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected.

 Evaluation of recruitment methods

The evaluation of recruitment methods might include:

30
 1. Number of initial enquiries received which resulted in completed application
forms.
2. Number of candidates at various stages of the recruitment and selection process,
especially those short-listed.
3. Number of candidates recruited.
4. Number of candidates retained in the organization after six months.

3.6 UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting strategies to locate
and hire their workers. Although one technique may work well for some organizations,
the same technique may prove ineffective for others. Some technique may mesh well
with the organization's competitive strategy, but others do not.

By integrating both internal and external recruiting techniques, a company can develop
an overall recruiting plan that is specifically tailored to support its overall strategy and
result in selection of highly qualified applicants.

Exactly how many recruits are needed can be determined from past recruitment efforts.
Specifically a yield ratio can be developed for each position to be filled. A yield ratio is
the number of candidates who pass a particular recruitment hurdle divided by the number
who attempted the hurdle.
It is important to keep in mind that the plan should support the companies overall
strategic approach.

 Re- Recruitment strategies

Re-Recruitment strategy is a series of steps a company can take and retain key
employees. Re-Recruitment strategies are a good idea, but essential in turbulent times
such as after downsizing or a major organizational restructuring. Key employees are
defined as employees whose loss would have a most detrimental effect on the
organization.

Once the key employers have been located, the next step is to determine what can be
done to motivate them to remain with the organization. A flexible work arrangement will
mean something different to every employee, so it is important to dearly delineate what
key employees want and need with respect to flexibility. Flexibility can also be offered
by introducing compressed work weeks, flexible starting times and comp time where
workers can leave work for an hour or two to deal with family matters. An increase in
the compensation can also help retain a key employee. Retention bonuses have also been
used successfully as a means of getting technical staffers. Without a salary adjustment
key employees may be stolen away by competitors.

 Career development opportunities

31
College graduates entering work force for the first time are clear about their expectations
and are less willing to adapt their values and work styles to accommodate to their
employers.

The following factors entice first careerist to stay with the job and the company:

1. Immediate involvement in the essential work of the firm.

2. The ability to apply newly learned knowledge and skills.
3. The opportunity to understand the big picture of the firm.
4. Rapid career development.
5. Rapid salary advancement.
6. The opportunity to learn new skills.

Companies are responding to these needs by offering a variety of programs for new
employees. One factor that should be considered prior to selection is the "fit" between
the individual career objectives and the career path that can be realistically offered by the
firm. Career plateauing, which refers to the point in a career where future hierarchical
movement is unlikely, has become a real problem in organization's today. Downsizing
and restructuring has severely restricted the potential for vertical movement in many
managerial career paths.

3.8 EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in recruiting
should be evaluated periodically. One of the most important reasons to evaluate
recruiting method is to determine the cost versus benefits of various methods. When
recruiting method do not attract enough applicants many organizations respond by raising
the salaries. Although some job applicants may be enticed by money, this may not be a
cost-effective method of recruiting. Further employees within the organization may
perceive inequity if new employees are brought in at a similar or even higher salary.

Recruiting costs include factors such as the cost of advertising, the salaries and travel
expenses of recruiters, travel expenses of potential job applicants and recruiting agencies.
These costs must be weighed against factors such as the potion of acceptance offers. At a
minimum, organizations should compare the length of time applicants from each
recruiting source stay with the organization with the cost of hiring from a particular
source. The effectiveness of recruiting method varies among organizations and even jobs
within the same organization.

32
3.9 SELECTION

The size of the labour market the image of the company, the place of posting, the nature
of job, the compensation package, and a host of other factors influence the manner in
which job aspirants are likely to respond to the recruiting efforts of a company. Through
the process of recruitment, a company tries to locate prospective employees and
encourages them to apply for vacancies at various levels. Recruiting thus, provides a pool
of applicants for selection.

Definition
To select means to choose. Selection is the process of picking individuals who have
qualifications to fill jobs in an organization. The basic purpose is to choose the individual
who can most successfully perform the job, from the pool of qualified candidates.

Purpose
The purpose of selection is to pick up the most suitable candidate who would best meet
the requirements of the job and the organization. To meet this goal, the company obtains
and assesses information about the applicants in terms of age, qualification, skills,
experience, etc. The needs of the job are matched with the profile of the candidates. The
most suitable person is then picked up after eliminating the less suitable applicants
through successive stages of the selection procedure. Any mismatch in this regard can
cost an organization a great deal in terms of money, time and trouble, especially, by way
of training and operating costs. Effective selection, therefore, demands constant
monitoring of the ‘fit’ between the person and the job.

3.10 FACTORS AFFECTING THE SELECTION PROCEDURE

The factors to be considered for selecting the right person for the right job are as under:

1. Physical characteristics: Sound body, height, weight, sight etc.

2. Personnel characteristics: Age, sex, marital status, number of children, family
background etc.
3. Proficiency or skill and ability: Qualifications and previous experience.
4. Competency: Potentiality of an individual for learning and becoming proficient
in a job. Competency points out capacity to acquire knowledge and skill for
success on the job.
5. Temperament and character: Emotional, moral and social qualities, honesty,
loyalty etc. A high degree of intellectual competency can serve as a substitute for
such qualities as honesty and trustworthiness. It is important to know about
individual’s character, his habits of work, his way of reacting in this or that
situation, his driving forces in determining the fitness for the job.
6. Interest: Without interest, work is colorless and monotonous. With interest, work
seems meaningful and worthwhile to the individual and abilities are developed as

33
 well as accomplishments are realized. Even if a person has skill, competency,
efficiency, but if he has no interest in the job, he will be unhappy in his work.

3.11 ESSENTIALS OF SELECTION PROCEDURE

The selection procedure adopted by an organization is to meet its particular needs. The
thoroughness of the procedure depends upon three factors:

First, the nature of selection, whether faulty or safe, because faulty, selection affects not
only the training period that may be needed, but also results in heavy expenditure on the
new employee and the loss that may be incurred by the organization in case the job-
occupant fails on his job.

Second, the policy of the company and the attitude of the management. As a practice
some companies usually hire more than the actual number needed with a view to
removing the unfit persons from the jobs.

Third, the length of the probationary or the trial period. The longer the period, the greater
the uncertainty in the minds of the selected candidate about his future.

The hiring process can be successful, if the following preliminary requirements are
satisfied:

(i) Some one should have the authority to hire. This authority comes from the
employment requisition, as developed by an analysis of the work-load and
work force
(ii) There must be some standard or personnel with which a prospective employee
may be compared, i.e., there should be available, beforehand, a
comprehensive job description and job specifications as developed by a job
Analysis.
(iii) There must be a sufficient number of applicants from whom the required
number of employees may be selected.

3.12 STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are,
therefore, generally long and complicated. Many employers make use of such techniques

34
and pseudo-sciences as phrenology, physiognomy, astrology, graphology etc., while
coming to hiring decisions. However, in modern times, these are considered to be
unreliable measures.
Every candidate for the job has to clear a number of hurdles before getting selected for
the job. If he is not found suitable at any stage, he is not considered for the further stages.
Thus, he will be rejected. For instance, if a candidate’s particulars in the application are
not found suitable, he will not be called for the tests. Similarly, if a candidate fails in the
tests, he will not be called for the interview. The following is a popular procedure
through it may be modified to suit individual situation:

 Preliminary Interview
Applications received from job seekers are subjected to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the
purpose of which is more or less the same. Preliminary interview helps reject the
misfits for reason, which do not appear in the application forms.

 Selection Tests
Job seekers who pass the interview are called for the tests. Different types of tests may be
conducted depending on the job and the company. Generally tests determine the
applicant’ ability, aptitude and personality.

A) Ability tests assist in determining how well an individual can perform tasks related to
the job.
B) Aptitude tests help determine a person’s potential to learn in a given area.
C) Personality tests are given to measure a prospective employee’s motivation to
function in a particular working environment.
D) Interest tests are used to measure an individual’s activity preferences.
E) Graphology test is designed to analyze the handwriting of an individual. It can suggest
the degree of energy, inhibitions and spontaneity.
F) Polygraph tests are designed to ensure accuracy of the information given in the
applications.

 Employment Interview
The next step in the selection process is the employment interview. An interview is
conducted at the beginning and at the end of the selection process.

An interview is a formal, in-depth conversation concluded to evaluate the applicant’s

acceptability. The employment interview can be:

A) One-to-One: there are only two participants-the interviewer and the interviewee.
B) Sequential: involves a series of interviews, usually utilizing the strength an knowledge
base of each interviewer.

35
C) Panel Interview: Consists of two or more interviewers. Any panel interview is less
intimate and more formal then the one-to-one, but if handled and organized well, it can
provide a wealth of information.

 Reference and Background Checks

Many employers request names, addresses, and contact numbers or reference for the
purpose of verifying information and perhaps gaining additional information on an
applicant. Reference checks serve two purposes. One purpose is to gain insight about the
potential employee from the people who have had previous experience with him or her.
Second purpose is to assess the potential success of a prospect.

 Selection Decision
After obtaining information through the preceding steps, selection decision-the most
critical of all the steps –must be made. The other stages in the selection process have
been used to narrow the number of candidates. The final decision has to be made from
the pool of individuals who pass the tests, interviews and reference checks.

 Physical Examination
After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of the medical test are recorded in
a statement and are preserved in the personnel records.

 Job Offer
Job offer is made through a letter of appointment. Such a letter generally contains a date
by which the appointee must report on duty.

 Contracts of Employment
After the job offer has been made and the candidates accept the offer, certain documents
need to be executed by the employer and the candidate. One such document is the
attestation form. There is also a need for preparing a contract of employment.

 Concluding the Selection Process

Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step- a more sensitive one- reassuring those
candidates who have not been selected.

36
 CHAPTER-5

CONCLUSIONS

37
Chapter-4

FINDINGS AND ANALYSIS

The Taj recognize that staff is their greatest asset. A sound recruitment
procedure is vital for finding people with the right skills and abilities for
the job. After recruitment, a good induction programme is the best way to
help a new employee settle into the organization and become effective in
the shortest possible time. In this ‘Getting it Right Session’ we show
employers the importance of good recruitment and selection. The training
covers: Key steps of the recruitment process; methods of selecting
employees; legal issues and how to carry out a successful induction. This
section examines current practices and decision-making in recruitment and
selection. (...) they are critical elements of effective human resource
management. (...) We cannot discuss how recruitment and selection take
place without asking why certain techniques are used in preference to
others. Within the HRM paradigm, they are not simply mechanisms for
filling vacancies. Recruitment and redundancy can be viewed as key 'push'
and 'pull' levers for organizational change.

Recruitment and selection allow management to determine and gradually

modify the behavioral characteristics and competences of the workforce.
The fashion for team working, for example, has focused on people with a
preference for working with others.

Induction Procedure for new employees

Once they have passed the entire process and formalities outlined above, the next comes
Employee Induction Process, wherein the employee is assisted transitions into his new
job and begins his work. The induction procedure is a very important part and should not
be ignored. It helps a new employee to get to know his new work environment properly
and location of various departments and facilities and puts him at ease to operate

Induction procedure lasts for 15 days. The employee induction gives complete knowledge
about his job profile and the organization.

He starts getting accustomed to his work place during the induction period.

During the induction procedure, the employee meets all HODS the other concerned
officers of various department and peers that he will be working with. He is also briefed

38
to whom to see to get his questions / problems answered or seek help with a particular
matter.

The employee is shown all the departments, General manager’s office, time office,
cafeteria, washrooms etc , so that he gets to know how to find his way around the
workplace. He is shown where his car parking spot is.

It might take some time for the employee to become fully productive. The induction
program covers essential information related to business going on in the company. It
helps him understand the clear picture as to where he is going to work in the company.

The induction procedure also informs him about whom he should report to and whom to
see to get a report written or a work completed. Other things include where to file a
certain record, what information to keep safe, etc. The training would also include such
things as safety instructions,

It is important that during the employee induction procedure, the employee gets to meet
his workmates, so he can become a team player, and gets into the organizational culture.
He can find out about any company picnics, lunches and other recreational activities

Once the employee feels welcomed, he feels happier at his workplace. Employee
induction also allows him to know the basic company rules such as acceptable use of
computers and company phones and other facilities etc.

The induction procedure is not about job training. It helps the employee to get
acquainted with the organizational culture, places and the fellow employees. It is not
always the money that is most important for staying at a job. They must also feel
respected, comfortable and part of the organization. Therefore a happy and comfortable
atmosphere is going to be a more productive one.

Recruitment Consultants

The dealings of HR Mgr with recruiment consultants are to ensure that they provide
quality and well experinced manpower .They should aim at providing the best suitable in
shortest time frame . They should endvaour for long term relationship with the company
act like a Brand Ambassoders and not like a post office.

They should ensure that the candidate is suitable in all perspectives i.e.,
qualification,experience, should serve the organisation in best possible manner and has
interest for long term career with the company

The consultants are paid a service charge equvalent of 1 month’s gross salary payable to
the candidate which is subject to tax deductionas applicable under the law from time to
time.

39
The Contract for Consultants

An official contract is signed between the consultancy firm and the hotel in the first
month of every year. The contract contains all the terms and conditions , a clause
regarding the payment of the consultancy firm and the termination of the contract.

The contract could be terminated at any point of the time if the hotel is not satisfied with
their services based on the 2 clauses:

 The time taken for response

 Hit Ratio (No.of selected candidates out of those who appeared)

The contract is duly signed by the Human Resource Manager, the Financial controller of
the organisation, and the Managing Director or the Propreitor of the consultancy firm.

A copy of the contract is sent to the concerned person of the consultancy firm and a copy
is kept in the records of the Human Resource Department.

After observing the consultants for a continuous period of three months, if the
organisation is not satisfied with the services rendered. a regret letter stating that we will
not be able to continue the further relation with your firm is issued to all the consultancy
firms with whom the organisation wants to discontinue.

Synopsis of the Recruitment process

When a post is to be filled in, the governing principle shall be to sense the services of the
persons most suitable for the post. To achieve this objective the method of recruitment in
practice is as follows:

 The respective department head with details of the job position raises the
Manpower requisition.
 Various sources (Internal as well as External) are tapped.
 CVs’ are short-listed according to the key skills that are mentioned in the job
description.
 The selection is a multistage process wherein the candidate has a snap
interview with the HR-Manager and then more interviews to follow with the
entity head and the Resident Manager.
 Verifications with the references are made and salary slips are to be produced.
 After the candidate has cleared all the rounds, he/ she is given the appointment
letter and thereafter joining is done.

40
FINDINGS AND ANALYSIS

These findings and analysis are on the basis of the information collected during training
about the process of recruitment in practice at The Taj Meal Hotel , New Delhi. The
analysis & certain suggestions made are for further betterment of the recruitment
process and more effective for the fulfillment of organizational goal. These, in any way,
should not be taken as criticism of the existing system.

Suggestions

Based on the analysis and observation made during the training, the following
suggestions are made:

The selection of consultants should be done after personal interaction with them and
getting to know their own qualification and relevant experience with the hotel industry.
The Recruitment Mgr should provide them with all the relevant job profiles and endeavor
to develop them as their brand ambassadors and retain the best once by introducing
reward schemes. They should either be practicing professionals in the relevant trade for
fair amount of years or retired hotel industry professionals. Such types of professional
will be more helpful in short listing the right candidate

 The mere rejection of candidates just on the basis of introductory interviews is

unfair. Instead, all the other parameters should also exercised and after all the
relevant checks, the rejection should be done.

 There should be different types of preliminary questionnaires to check various

skills. The questionnaire can be prepared with the help of HOD’s of various
departments. This would save a lot of time for HODs and half the job would be
done by the HR Mgr.


 There should be a separate room/ cabin for conducting the interviews.

 The process should be managed and coordinated properly. At many instances,

chaos occurs when there are many candidates waiting for a long period. The
consultants with the interviewer should confirm time schedule for interview in

41
 order to avoid the wastage of time. This way, it would give a better image of the
company.

CONCLUSION

A properly planned and systematic recruitment policy is necessary to minimize the

disruption of work by constantly changing personnel and to achieve equitable distribution
of employment opportunities.

Recruitment policy should take into consideration that high caliber personnel are
essential to have in the oraganisation. In expanding industrial economy in India the
demand for suitable management and technical personnel is increasing at a fast rate with
the result that an all round shortage of such personnel is being felt. Many organizations
indulge in “pirating” i.e. attracting executives from other organizations on higher salaries.
But this does not in any way expand the supply of such personnel. Therefore a sound
recruitment policy has to be based on a comprehensive programme of management
development.

Recruitment needs broadly fall into three categories – planned, anticipated and
unexpected. The planned need arises from changes in organizational decisions and
recruitment policies, unexpected need arises from individual’s decisions to have the
organization from ill health, accidents or death etc. The anticipated category comprises
those jobs, which the organizations by studying trends within, and outside the company
can predict personnel movement.

The main objective behind this training was to get an insight of the importance of
recruitment and selection procedure of an organization. The Taj Mahal Hotel, New Delhi
has given an opportunity to serve the said purpose. The whole study (project) comprises
the role of HR Department and about recruitment and selection procedure being followed
at Taj Mahal Hotel. The overall objective is to assess the soundness of the recruitment
policy, its significance and contribution in achieving the ultimate organizational goal.

42
 BIBLIOGRAPHY

 Rao V S P, Human Resource Management, Excel Books, Second Edition, New

Delhi, 2005

 Aswathappa K, Human Resource and Personnel Management, Tata Mc Graw-Hill

Publishing Company Limited, Second Edition

 Decenzo & Robbins, Personnel / Human Resource Management, Prentice Hall of

India Private Limited, Third Edition, July 1996

 Memoria C B, Personnel Management

 HRM Review (ICFAI University Press, July 2006)

43
 REFERENCES

 www.tajhotels.com

 www.pilotyourcareer.com

 www.hrs.ualberta.ca

 www.hr.state.tx.us

 www.hr-guide.com

44