CHAPTER 1:

INTRODUCTION OF RECRUITMENT

1
 1.1 INTRODUCTION

Recruitment can be defined as the process of finding out prospective candidates for
filling actual or projected vacancies in an organisation. Recruitment enables the
organisation to obtain the number and types of individuals required for its
continuous working. Normally, it is an effort to gain the interest of the candidates
looking for jobs, find the candidates interested in the job and create a group of
potential employees, with the help of which the management can choose the
suitable person for the job.

The process of recruitment is one of the most significant aspects for operating a
business successfully. The quality of the workers determines the performance of an
organisation, and therefore, individuals who effectively manage all the functions of
the organisation are more suitable for it. Even though, changes can be brought in
some incompetent employees by training and rigorous supervision, recruitment of
capable and passionate people is undoubtedly preferred. My appointing the right
person on the right position, great amount of time, energy, and money can be
saved. Therefore, it is necessary for a manager to recruit high-quality Employees in
order to fulfil the organizational need.

Recruitment provides employees – the most productive of all resources – to an

organisation. The necessity of recruitment practices activities cannot be ignored in
anyway because it’s dependency in every sector. Recruitment represents the first
contact that a company makes with the personal having potential to be employed.
From the Point of View of potential candidates, recruitment is the process through
which they come to know about the company and the nature of jobs that are being
offered. The company strongly depends upon the human resources provided to it,
as it builds the organisation and sustains the company.

In actual Practice, It is always not easy to find and select a suitable candidate for a
job opening. The recruiter’s choice of a communication medium may not be
appropriate. Some of the bright candidates may begin to view the vacancy as not in
line with the current expectations. These are the few are aspects which may bring
new challenges for the organisation.

2
 1.2 OBJECTIVES OF THE STUDY

a) To gain overview of the company’s recruitment process.

b) To assess the problems of recruitment in the company.
c) To suggest policy implications arising out of the study.
d) To critically analyze the functioning of recruitment procedure.
e) To know the sources of recruitment at various level.

3
 1.3 SCOPE OF THE STUDY

Figure 1.3.1

Multi-wing Private Limited has 25 branches all over the world, India has 3
branches and Pune has 3 branches.

4
 1.4 LIMITATIONS OF THE STUDY

a) Fewer samples were available for the study.

b) There was a constraint of time to carry out the study.
c) Insufficiency of necessary information and data.
d) The employees were busy with their daily schedule and it was difficult for
them to give time.

5
 CHAPTER 2:
REVIEW OF LITERATURE

6
 2.1 INTRODUCTION

Human resources are the most important assets of an organisation. The success or
failure of an organisation is largely dependent on the caliber of the people working
therein. Without positive and creative contributions from people, organisation
cannot progress and prosper. In order to achieve the goals or perform the activities
of the organisation, therefore, we need to recruit people with requisite skills,
qualifications and experience. While doing so, we have to keep the present as well
as the future requirements of the organisation in mind.

Organisations have to recruit people with skills, qualifications and experience, if

they have to survive and flourish in a highly competitive environment. While doing
so, they have to be sensitive to economic, social, political, and legal factors within
a country. To be effective they need to tap all the available sources of supply, both
internal and external. Internal promotions and transfers boost the morale of people
who have served the firm loyally for a number of years. External sources, too, need
to be explored regularly to bring qualified people with lots of ideas into a firm. I
external sources, too, need to be explored regularly to bring qualified people with
lots of ideas into a firm.

7
 2.2 DEFINITIONS OF RECRUITMENT

According to V S Rao, “Recruitment is the process of locating and encouraging

potential applicants to apply for existing or anticipated job openings. It is actually a
linking function, joining together those with jobs to fill and those seeking jobs.
Recruitment, logically, aims at (i) attracting a large number of qualified applicants
who are ready to take up the job if it’s offered and (ii) offering enough information
for unqualified persons to self-select themselves out.”

According to K Aswathappa, “Recruitment is understood as the process of

searching for and obtaining applicants for jobs, from among whom the right people
can be selected. Theoretically, recruitment process is said to end with the receipt of
applications, in practice the activity extends to the screening of applications so as
to eliminate those who are not qualified for the job. Recruitment refers to the
process of receipt of applications from job-seekers. In reality, the term is used to
describe the entire process of employee hiring.”

According to William B. Werther and Keith Davis, “Recruitment is the process

of finding and attracting capable applicants for employment. The process begins
when new recruits are sought and ends when their applications are submitted. The
result is a pool of applications from which new employees are selected.”

According to J.S. Lord, “Recruitment is a form of competition. Just as

corporations compete to develop, manufacture, and market the best product or
service, so they must also compete to identify, attract and hire the most qualified
people. Recruitment is a business, and it is a big business.”

According to Dale Yoder, “Recruitment 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 selection of an efficient working force.”

According to Edwin B. Flippo, “Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the organisation.”

8
 2.3 OBJECTIVES OF RECRUITMENT

Figure 2.3.1

a) To recruit the right person: The recruitment process is all about

recruiting the right person at the right job at the right time. To find
suitable candidates that meet the job requirements or to filter out
unsuitable candidates early on.

b) Optimum utilization: Recruitment is concerned with optimum

utilization of human resources. Its main objective is to utilize human
resources to achieve the goals of the organisation at a minimum cost.

c) Achieve organizational goal: The main objective for all the functions is
to achieve organizational goals that has been set. Successful recruitment
process will result in attainment of organizational goals.

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d) Evaluate effectiveness: To evaluate the effectiveness of various
recruitment techniques. And also to check whether the sources of
recruitment are fulfilling the needs of the organisation.

e) Determine requirements: Recruitment helps in determining the current

and future requirements of an organisation. It assists the organisation
with personnel planning and job analysis activities.

f) Attract candidates: Recruitment process is used to attract and engage

the candidates to achieve its overall organizational objective. It creates a
pool of talented candidates to enable the selection of best candidate for
the organisation.

g) Cost efficiency: Recruitment is required to bring in human resources at

low costs. It has to make sure that minimum amount of funds are spent
on hiring the candidates, or look for opportunities where the same can be
done.

h) Improve image: The recruitment process helps in improving the

corporate image. The candidates selected also help in the improvement of
the organizational image.

i) Meeting commitments: The recruitment process meets the lawful and

social commitments with respect to the synthesis of its workforce. There
are various social as well as lawful obligations which the organisation
has to complete.

j) Increase selection success rate: The selection process is dependent on

recruitment. Good recruiting implies in the increase in success rate for
selection process.

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2.4 NATURE OF RECRUITMENT

Figure 2.4.1

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a) Positive function: Recruitment is considered to be a positive function as
it creates a pool of qualified candidates from which the most appropriate
candidates can be chosen.

b) Continuous process: It is a managerial and ongoing process as it does

not involve a single activity but a series of activities. The recruitment
process has to be carried out continuously

c) Linking activity: It brings together the employer and the employees and
hence is considered to be linking activity. Also it interdependent with
other HR functions, without recruitment other functions cannot be
performed.

d) Pervasive function: Recruitment is an activity which takes place in

every organisation, therefore is a pervasive function; however, its volume
and nature differs according to the type and size of the organisation.

e) Two way process: It is a two way process which involves a recruiter and
a recruitee. Both of them have their own choices, the recruiter has the
choice of whom to select and recruitee has the choice of selecting an
organisation in which he wants to work.

f) Complex job: It is a complicated process as there are many factors

which may restrict the freedom of management during the recruitment
process.

g) It is a cycle: Recruitment has a full life cycle, beginning with

identification of the needs of the company w.r.t the job, and ending with
the introduction of them employee to the company.

h) Cost effective: Recruitment is the process of finding and hiring the best
and most qualified candidate for a job opening, in a timely and cost-
effective manner.

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i) Helps in acquiring: It helps in acquiring right number and type of
person necessary for continued functioning of the organisation. It is done
through generation of talent pool, from which the right person is
acquired.

j) Searching process: Recruitment is understood as a process of searching,

as the recruiters of an organisation look for a suitable person to fill in the
vacancy at the right time.

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 2.5 IMPORTANCE OF RECRUITMENT

Figure 2.5.1

a) Determines present and future requirements: Recruitment determines

the present and future human resource requirements of the organization
are conjunction with human resource planning activities and job analysis
activities.

b) Creates and increases applicants’ pool: Recruitment develops a pool

of talented candidates to facilitate the selection of best candidates for the
organisation. It develops an appropriate number of acceptable applicants
for each job position at minimum cost. It has been observed that the

14
 worth of selection to an organisation rises with the increase in the pool of
potential candidates. In fact, a large group of qualified applicants
indicates that there are more suitable applicants for the vacant job
positions. The selection programme, therefore, has an excellent
possibility of recognizing only well qualified individuals. Conversely, if
the recruitment programme creates a small number of applicants in
comparison to the number of available positions, then a situation of
repeating the entire recruitment process can occur.

c) Increase the success rate of selection: By lowering the percentage of

applicants who are there less qualified or who have the undesired KSAs
(knowledge, skills and abilities) for that recruiting organisation,
recruitment increases the success rate of the selection process. Staff time,
materials, and physical facilities requirements of the vacant job positions,
the results can be terrible. Expenses turn on assessing the inappropriate
candidates can go in vain. Furthermore, the extra time required for
persistent human resources recruitment and selection increases the
organizational cost as well.

d) To ensure compliance with policies and laws: There are various rules,
laws and regulations that organisations must adhere to when it comes to
its Human Resources management.

e) Meets organization’s obligations: The objective of recruitment is to

meet the organization’s legal and social obligations concerning the
demographic composition of its workers. And organisations compliance
with various laws and directive has frequently been charged by the
demographic features of those recruited and selected. The demographic
features of selected candidates are directly proportional to the features of
the applicant pool. If recruitment programme fails to provide the desired
pool of applicants, then, it is quite obvious that the selection process will
not be able to fulfil the required set of skilled personnel.

f) Increases and evaluated effectiveness: The present as well as future

effectiveness of the individual and organisation gets increased due to
15
 recruitment. It also assesses if activeness of a variety of recruiting
methods and sources for all types of job applicants.

g) Reduces turnover: Once recruited and selected the recruitment process

minimizes the chances that job applicants quit the organisation in the
initial phase of placement. This in turn results in attention of potential
employees.

h) Improves corporate image: Recruitment helps in improving the image

of company in the mind of prospective and talented candidates. A good
corporate image helps in attracting potential candidates, which results in
qualified applicant pool. The organisation is supplied with talented
employees.

i) Generate talent pool: Helps in general talent pool for future vacancies,
and a database for research, policy formulation and/or policy review. The
talent pool will assist the HR manager to choose the right person for the
right job.

j) To ensure effective and efficient recruiting: Effective recruiting means

that the person employed for the job is the best possible candidate for it,
with all the required skills, talent and qualifications of the job.

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 2.6 PROCESS OF RECRUITMENT

Recruitment Sources of Contacting Application Selection

planning recruitment soruces pool process

Evaluation and control

Figure 2.6.1

Recruitment is the process consisting of various activities, through which search of

prospective personnel – both in quantity and quality – as indicated by human
resource planning and job description and job specifications is made. This process
includes recruitment planning, identification of recruitment sources, contacting
those sources, and receiving applications from prospective employees. These
applications are, then, passed on to selection process.

a) Recruitment planning: Recruitment process starts with its planning which

involves the determination of number of applicants and type of applicants to
be contacted.
i) Number of contacts – Organisations, generally, plan to attract more
applicants than what they intend to select as they wish to have option in
selecting the right candidates. This option is required because some of the
candidates may not be interested in joining the organisation; some of them
may not meet the criteria of selection. Therefore each time a recruitment
program is contemplated; the organisation has to plan about the number of
Applications it should receive in order to fulfil all its vacancies with right

17
 personnel. The number of applicants is determined by yield ratio (YR)
which expresses the relationship of applicant input to outputs at various
decision points.
ii) Type of contacts– This refers to the type of personnel to be informed
about the job opening is based on job description and job
specifications. This is the Determines How the prospective personnel
may be communicated about the job openings. For example, if an
organisation requires unskilled workers, mere putting the requirement
notice on the factory gate may be sufficient. If it requires qualified
and experienced managers, perhaps, it may go for advertisement in
national newspapers.
Yield ratio helps in determining the number of applications to be
solicited to fill up the vacancies successfully. However, yield ratio is
not a static phenomenon but varies In different situations. For
example, yield ratio for a job with governments is much lower as
compare to campus recruitment programmes where yield ratio is quite
high.

b) Sources of recruitment: After the finalization of recruitment plan

indicating the number and type of prospective candidates, they must be
attracted to offer themselves for consideration to their employment. This
necessitates the identification of sources from which these candidates can be
attracted. Normally for an ongoing organisation, there are two sources of
supply of manpower: internal and external. Each of these sources has its own
merits and demerits. Therefore, but sources are to be tapped in Varying
proportion.
i) Internal sources
An organisation can look for filling the job vacancies through its internal
sources. These internal sources may be of two types – present personal and
reference an organisation can look for filling the job vacancies through its
internal sources. These internal sources may be of two types – present
personnel and referrals of these personnel.
1. Present personnel
Various positions in an organisation may be filled by promoting the present
personnel or by transferring them from a unit/department where there is
18
overstuffing to a unit/department where they are needed. A more common
method of recruiting from internal personnel is the promotion which every
organisation adopts in varying proportion.
2. Personal referrals
Referrals from existing personnel may be a good source of Internal
recruitment. The present personal may be in a better position to judge the
suitability of a prospective candidate with whom they are familiar as they
know the nature of job, organizational culture, and work ethics. They can
relate these characteristics of the organisation with those of the candidate to
judge the suitability provided the act objectively.

ii) External sources

External sources constitute all those avenues through which an organisation
makes contact with prospective candidates, other than its own internal
candidates, either directly or indirectly. Such a contact may be made in
different candidat external sources constitute all those avenues through
which an organisation makes contact with prospective candidates, other than
its own internal candidates, either directly or indirectly. Such a contact may
be made in different Modes such as directly contacting candidates like
educational campus recruitment, contacting them indirectly through
advertisement or through certain agencies such as employment exchange,
consultants, etc.

iii) Combining internal and external sources

Internal and external sources do not exist in either or situation, rather, these
exist in terms of a continuum. Every organisation has to resort to both
sources; every organisation has to fill up its vacancies through promotions;
in the same way, every organisation has to take people from outside.
Therefore, it is a question of combining both sources and data mining the
proportion of internal and external at various hierarchical levels
Of the organisation. Normally at the lower levels of managerial hierarchy,
Called as entry levels, there is high proportion of externals. As the chain of
hierarchy goes up, the proportion of internals increases at the cost of
externals. However, the prerequisite of this pattern of recruitment is the
highly developed training and Development system in the organisation. In
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 order to combine internal and external sources of recruitment, following
factors should be taken into account Kuna development system in the
organisation. In order to combine internal and external sources of
recruitment, following factors should be taken into account:
c) Application pool: Whatever the method of recruitment is adopted, the
ultimate object of is to attract as many candidates as possible so as to have
flexibility in selection. When the sources of recruitment and contacted, the
organisation receives Applications from prospective candidates. The number
of Applications depends on the type of organisation, the type of jobs, and the
conditions in specific human resource market. For example, in the case of
Indian civil services, the number of applicants runs into many thousands. In
the corporate sector, an organisation can expect more number of applications
when it advertises for the position of management/executive trainees as
compare to win this for experienced personnel. Similarly, the number of
applications depends on the image of the organisation. An organisation
having better perceived image is able to attract more number of applications.
Various applications received for a particular job are pooled together which
become the basis for selection process.

d) Evaluation and control of recruitment: Evaluation and control of

recruitment programme is the last stage of a recruitment process. In a
process, evaluation and control is required to ensure that the process has
gone well in the light of that stated objectives and costs. The post action
evaluation of a recruitment programme has important implications for the
recruitment programmes. While the basic objective of recruitment is to
attract maximum number of suitable applicants, the costs of recruitment are
on the following items.

1. Cost of salary and other prerequisites of recruiters.

2. Management and professional time spent on preparing job descriptions, job

specifications, Agency liaison, etc.

3. Cost of advertisement or other recruitment methods such as cost of campus

recruitment, consultant’s fee, etc.

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4. Cost of producing supporting literature.

5. Recruitment overheads and administrative expenses.

6. Cost of overtime and outstanding while the vacancies remain unfilled.

7. Cost of recruiting unsuitable candidates for the selection process.

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 2.7 SOURCES OF RECRUITMENT

Internal sources

Transfer and
Promtion
Internal sources Employee
referrals
Former
employees
Previous
applicants

Job posting

Poaching and
Raiding
Figure 2.7.1

a) Promotion and Transfer: Promotions and transfers from among the present
employees can be a good source of recruitment. Promotion to higher
positions has several advantages. They are (i) it is good public relations; (ii)
it builds morale; (iii) is encourages competent individuals who are
ambitious; (iv) it improves the probability of a good selection, since
information on the individual’s performance is readily available; (v) it is
cheaper than going to recruit; (vi) those chosen internally are familiar with
22
 the organization; and (vii) when carefully planned, promoting from within
can also act as a training device for developing middle-level and top-level
managers.
However, promotion can be dysfunctional to the firm as the advantage of
hiring outsiders who may be better qualified and skilled is denied.
Promotions also result in inbreeding which is not good for the organization.

b) Employee Referrals: This can be a good source of internal recruitment.

Employees can develop good prospects for their families and friends by
acquainting them with the advantages of a job with the company, furnishing
cards of introduction, and even encouraging them to apply. Some companies
even offer “finder’s fees” in the form of monetary incentives for a successful
referral. Microsoft, for example, is presently offering referral incentives to
its employees for internet experts. Infosys in Bangalore has the practice of
flashing the news about vacancies on its websites and inviting referrals from
employees. When used wisely, referrals can be an effective way of
recruiting. Many prospects can be reached at a very low cost, and in an
organization with a large number of employees this approach can provide
quite a large pool of potential organizational members. Most employees
know from their own experiences about the requirements of the job and what
sort of persons the company is looking for. Often employees have friends or
acquaintances who meet these requirements.

c) Former Employees: Former employees are also an internal source of

applicants. Some retired employees may be willing to come back to work on
a part-time basis or may recommend someone who would be interested in
working for the company. Sometimes, people who have left the company for
some reason or the other are willing to come back and work. Individuals,
who left for other job, might be willing to come back for higher emoluments.
An advantage with this source is that the performance of these people is
already known.

d) Previous Applicants: Although not only an internal source, those who have
previously applied for jobs can be contacted by mail, a quick and
23
 inexpensive way to fill an unexpected opening. Although, ‘walk-ins’ are
likely to be more suitable for filling unskilled and semi-skilled jobs, some
professional openings can be filled by applicants to previous jobs.

e) Job Posting: Job posting is another way of hiring people from within. In
this method, the organization publicizes job openings on bulletin boards,
electronic media and similar outlets. Hindustan Lever introduced its version
of open job postings in early 2002 and over 40 positions have since been
filled through the process. HLL even allows its employees to undertake
career shifts, for example from technical positions to non-technical jobs such
as marketing, market research etc., through the open job posting system. The
AV Birla group allows its employees as opportunity to apply not just for
jobs within their own companies, but for jobs in any company in the Birla
group both in India and abroad.

24
External sources

Campus
recruitment

Direct methods Scouting

Recruitment at
factory gate

Advertisements

Employment
trade
associations/clubs
Indirect methods
External Professional
associations
sources
Other reputed
firms

Private
employment
search firms

Employment
exchanges

Third party Gate hiring and

methods contractors

Unsolicited
applicants/walk-
ins

Internet recruiting

Figure 2.7.2

25
(I) Direct method
a) Campus recruitment: It is the method of recruiting by visiting and
participating in college campuses and their placement centres. Here the
recruiters visit reputed educational institutions such as IITs, IIMs, Colleges
and universities with a view to pick up job aspirants having requisite
technical or professional skills. Jobseekers are provided information about
the job, and the recruiters, in turn, get a snapshot of jobseekers through
constant interchange of information with respective institutions. A
preliminary screening is done within the campus and the shortlisted students
are then subjected to the remainder of the selection process. In view of the
growing demand for young managers, most reputed organisations (Such as
Hindustan Lever Ltd, proctor and Gamble, Citibank, State bank of India,
Tata and Birla group companies) visit IIMs and IITs regularly and even
sponsor certain popular campus activities with a view to earn goodwill in the
job market. Advantages of this method includes; the placement Centre helps
locate applicants and provides resumes to organisations; applicants can we
prescreened; applicants will not have to be lowered away from a current job
and lower salary expectations. On the negative front, campus recruiting
means hiring people with little or no work experience. The organisations
will have to offer some kind of training to the applicants, almost
immediately after hiring. It demands careful advance planning, looking into
the ‘placement weeks’ of various institutions in different parts of the
country. Further, campus recruiting can be costly for organisations situated
in another city (airfare, boarding and lodging expenses of recruiters, site visit
of applicants if allowed, et cetera).

b) Scouting: Scouting is the method in which representatives sent by the

human resource department to those places where recruitment Activities are
going on. They get in contact with the prospective candidates who are
searching for jobs. Applicants go through an initial interview. Job fairs,
indoctrination seminars are some of the other ways of this particular method.

c) Recruitment at the factory gate: It is a method of direct recruitment in

which a notice is posted outside the factory gate, stating the information
regarding the job vacancies.
26
(II) Indirect methods
a) Advertisements: These include advertisements in newspapers; trade,
professional and technical journals; Radio and television; etc. in recent
times, this medium has become just a colorful, lively and imaginative as
consumer advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in the organisation, etc.
This method is appropriate when (a) The organisation intends to reach a
large target group and (b) The organisation once a fairly good number of
talented people – who are geographically spread out. To apply for the
advertised vacancies.

(i) Newspaper ads: Here it’s easy to place job ads without much of a lead
time. It has flexibility in terms of information and can conveniently target
a specific geographic location. On the negative side, newspaper ads to
attract only those who are actively seeking employment at that point of
time, while some of the best candidates who are well paid and challenged
by the current jobs may not be aware of such openings. As a result, the
company may be bombarded by their current jobs may a large number of
candidates who are marginally qualified for the job – adding to its
administrative burden. To maintain secrecy for various reasons (avoiding
the rush, sending signals to competitors cutting down expenses involved
in responding to any individual who applies, etc.), large companies with a
national reputation may also go in for Blind-box ads in newspapers,
especially for filling lower level positions. In blind-box ad, there is no
identification of the advertising organisation. Job aspirants are asked to
respond to a PO Box number or to an employment firm that is acting as
an agent between the jobseeker and the organisation.

(ii) Television and radio ads: These ads are more likely to reach individuals
who are not actively seeking employment; they are more likely to stand
out distinctly, they help the organization to target the audience more
selectively and they offer considerable scope for designing ads creatively.
However, these ads are expensive. Also, because television or radio is
27
 simply seen or heard, potential candidates may have a tough time
remembering the details, making application difficult.

b) Employment trade associations/clubs: Meetings, conferences, seminars

and other social functions of employee trade associations/clubs or more
ways of supporting suitable candidates.

c) Professional associations: Professional associations/bodies of major

professionals like doctors, engineers, auditors, chartered accountants, and
managers also provide Abundant opportunity to discover potential
candidates for technical, scientific and managerial cadre vacancies.

d) Other reputed firms: Nowadays, it has become a train to recruit human

resources from Well-known firms. Few companies and firms have
established good reputation on productivity, efficiency and industrial
harmony. Many firms have made efforts to discover appropriate candidates
from such firms fulfilling job positions. Well-known firms. Few companies
and firms have established good reputation on productivity, efficiency and
industrial harmony. Many firms have made efforts to discover appropriate
candidates from such firms for filling job positions.

(III) Third-party methods

a) Private employment search firms: Search firm is a private employment
agency that maintains computerized lists of qualified applicants and supplies
these to employers willing to hire people from the list for a fee. Firms like
Aurthur Anderson, Nobel and Hewitt, ABC consultants, SB Billimoria,
KPMG, Ferguson associates offer specialized employment related services
to corporate houses for a fee, especially for top and middle level executive
vacancies. At the lower end, number of search firms operates – providing
multifarious services to both recruiter and the recruitees. Private search firms
have many plus points to their credits. They have many contacts and are
especially good at contacting qualified, currently employed candidates who
are not actively looking to change jobs. They can keep the firm‘s name
confidential till the deal is struck. They can advertise vacancies on their
28
 own, prescreen hundreds of applicants and identify the right candidates in
the highly professional way. On a negative side, the fees charged by Search
firms could be very high, sometimes over 30% of the annual salary for the
position to be filled. Again, some search firms may be more integrate search
firms could be very high, sometimes over 30% of the annual salary for the
position to be filled. Again, some search firms may be more interested in
persuading a form to hire a candidate than in finding one who can deliver the
results. To get the best out of a search firm, it is necessary to follow certain
guidelines: (I) make sure the firm is capable of carrying out throughout
search (II) meet the person(s) Who actually handle the assignment and
explain fully what sort of candidate is required and why (III) find how much
does search firm charges and get everything in writing (IV) before striking
the deal, meet the search firm’s clients and find whether the firm has
completed recent assignments satisfactorily, in a silent and secret way.

b) Employment exchanges: As a statutory requirement, companies are also

expected to notify (wherever the employment exchanges act, 1959, applies)
there vacancies through the respective employment exchanges, created all
over India for helping unemployed youth, displaced persons, ex-military
personnel, physically handicapped, etc. as per the act, all employers are
supposed to notify the vacancies arising in their Establishment from time to
time – with certain exceptions dash to the prescribed employment exchange
is before they are filled. The act covers all establishments in public sector
and nonagricultural establishments employing 25 or more workers in the
private sector. However, In view of the practical difficulties involved in
implementing the provisions of the act (such as filing a quarterly return in
respect of their staff strength, vacancies and shortages, return showing
occupational distribution in their employee, etc.) many organisations have
successfully fought court battles when they were asked to pick up candidates
from among those sponsored by the employment exchanges.

c) Gate hiring and contractors: Gate hiring (where jobseekers, generally blue
collar employees, present themselves at the factory gate and offer their
services on a daily basis), hiring through contractors, recruiting through

29
 word of mouth publicity are still in use – despite the many possibilities for
their misuse – in the small scale sector in India.

d) Unsolicited applicants/walk-ins: Companies generally receive unsolicited

applications from jobseekers at various points of time. Thus number of such
applications depends on economic conditions, the image of the company and
the jobseeker’s perception of the type of job that might be available etc. such
applications are generally kept in a data bank and whenever a suitable
vacancy arises, the company would intimate the candidate to apply through a
formal channel. One important problem with this method is that jobseekers
generally apply to a number of organisations and when they are actually
required by the organisations, they are already employed in other
organisations or are simply not interested in the position. The walk-ins, in
any case, should be treated courteously and diplomatically, for the sake of
both the recruiting company’s community image and applicant’s self-
esteem.

e) Internet recruiting: In recent years most companies have found it useful to

develop their own website and list job openings on it. The website offers a
fast, convenient and cost-effective means for job applicants to submit their
resume through the Internet. Infosys technologies Ltd., For example, get
over thousand resumes a day from prospective candidates through the net.
The resumes are then converted into a standard format using the software
that the company has developed for shortlisting candidates according to set
criteria such as Alma master, qualifications, experience, etc. The HR
manager has two key in his or her requirement and ‘Profiles’ of candidates
from the company’s database get generated. There is variety of websites
available – in addition to company’s own website- where applicants can
submit their resumes and potential employers can check for qualified
applicants.

30
2.8 ADVANTAGES OF RECRUITMENT

Figure 2.8.1

31
a) Economical: The cost of recruiting internal candidates is minimal. No
expenses are incurred on advertising.

e) Suitable: The organisation can pick the right candidates having the requisite
skills. The candidates can choose alright we can see where their talents can
be fully utilized.

f) Reliable: Organisation has knowledge about the suitability of a candidate

for a position. ‘Known doubles are better than angels!’

g) Satisfying: The policy of different people from within offers regular

promotional avenues for employees. It motivates them to work hard and on
promotions. They will work loyalty, commitment and enthusiasm.

h) Wide choice: The organisation has the freedom to select candidates from a
large pool. Persons with requisite qualification can be picked up.

i) Injection of fresh blood: People with special skills and knowledge can be
hired to stir up existing employees and pave the way for innovative ways of
working.

j) Motivational force: It helps in motivating Internet employees to work hard

and compete with external candidates while seeking career growth. Such a
competitive atmosphere would help and employed to work to the best of his
abilities.

32
k) Long-term benefits: Talented people could join the ranks, new ideas could
find meaningful expression, a competitive atmosphere would compel people
to give of their best and on rewards, etc.

l) Reduces turnover: Once recruited and selected, the recruitment process

minimizes the chances that job applicants will quit the organisation in the
initial phase of placement. This in turn results in retention of potential
employees.

m) Determines present and future requirements: It involves identifying and

preparing potential job applicants for higher job positions. It is significant
for every organisation to find out the existing and future needs of the
organisation as per the human resource planning and job analysis activities.

33
2.9 LIMITATIONS OF RECRUITMENT

Figure 2.9.1

34
a) Limited choice: The organisation is forced to select candidates from
unlimited pool. It may have to sacrifice quality and settle for less qualified
candidates.

b) Inbreeding: It discourages entry of talented people, available outside an

organisation. Existing employees May fail to behave in innovative ways and
inject necessary dynamism to enterprise activities.

c) Inefficiency: Promotion based on length of service rather than merit, May

prove to be a blessing for inefficient candidates. They do not work hard and
prove their worth.

d) Bone of contention: Recruitment from within may lead to infighting among

employees aspiring for limited, higher-level positions in an organisation. As
years rolled by, the race for Premier positions may end up on a bitter note.

e) Expensive: Hiring costs could go up substantially. Tapping multifarious

sources of recruitment is not an easy task, either.

f) Time-consuming: It takes time to advertise, screen, to test and to select

suitable employees. Where suitable ones are not available, the process has to
be repeated.

g) Demotivating: Existing employees who have put in considerable service

may resist the process of filling up vacancies from outside. The feeling that
their services have not been recognized by the organisation, forces them to
work with less enthusiasm and motivation.

35
h) Uncertainty: There is no guarantee that the organisation, ultimately, will be
able to hire the services of suitable candidates. It may end up hurting
someone who does not ‘fit’ and who may not be able to adjust in the new
setup.
i) Limited budgetary support: Recruiting efforts is required money.
Sometimes because of limited resources, organisations May not like to carry
on the recruiting effort for a long period of time. This can, ultimately,
constraint efforts to attract the best person for the job.

j) Poor image: If the image of the firm is perceived to be low the likelihood of
attracting a large number of qualified applicants is reduced (Due to factors
such as operating in declining industry, earning a bad name because of
environmental pollution, poor quality products, etc.).

36
 CHAPTER 3:
ORGANISATION PROFILE

37
 3.1 BACKGROUND

Multi-Wing Group was originally founded by Finn Sigurd Andersen in 1938 as a

local company trading hand tools and oil filters with small customers in Denmark.

Today Multi-Wing Group supports customers all over the world within the
radiator, refrigeration and ventilation segments. We meet their complex air-moving
requirements by designing and creating tailor made axial fan products covering a
huge number of product configurations and service.

Today Multi-Wing Group supports customers all over the world within the
radiator, refrigeration and ventilation segments. We meet their complex air-moving
requirements by designing and creating tailor made axial impeller products
covering a huge number of product configurations and service.

Since 1966, the Group's global expansion started and Multi-Wing is now present in
25 countries.

In India, though Multi-Wing has serving Indian customers since 1998 through a
distributor, Multi-Wing setup its own regional sales offices and an assembly plant
in Pune in 2011.

The manufacturing facility is built based on best practices from Multi-Wing Group
ensuring high quality products and service levels for the Indian market.

38
Today multi-wing group supports customers all over the world within the radiator,
refrigeration and ventilation segments. They meet their complex air-moving
requirements by designing and creating Tailor made axial fan products covering a
huge number of product configurations and service.

Since its inception more than 50 years ago, Multi-Wing has become the world's
leading brand of axial fan impellers. It produces the most comprehensive & custom
designed range of axial impellers on the market, suitable for the majority of
applications.

The year 2011 saw the establishment of Multi-Wing India Pvt Ltd., an affiliate of
the Multi-Wing Group.

Much of our success lies in the organization of Multi-Wing, each group company
has a clear focus and works daily on living up to the demands of our customers.

Multi-Wing India consist of a small agile team of 12 dedicated employees who

takes care of Technical support, Production, Logistics, Quality Assurance and
Finance. The major production processes which are carried out in the new 5000 sq.
ft. warehouse and manufacturing facility are assembly, cutting & balancing of the
impellers.

39
 3.2 HISTORY

The move into axial fan impellers happened almost by chance. In 1958 Finn Sigurd
Andersen had bought a new car, the ground breaking CitroenDS19.

The first time he took it to the company it naturally attracted a great deal of
attention, especially the engine, which surprisingly featured a plastic engine
cooling fan. Finn’s cousin, Harald, who was intrigued by the concept of making
fans out of thermo plastic, came up with the idea of producing a fan from
individual components.

Harald realised that by combining relatively few components it would be possible

to produce a vast number of different fans. Hereby, a unique modular axial fan
platform was created. The company and eventually the Multi-Wing Group have
since 1958 concentrated on the core business of axial fan.

40
 3.3 AWARDS

 QA Campions league winner (2016)

 Response to cost optimization award by Kirloskar oil engines limited (2017)
 Certificate of Appreciation for Response to Cost Optimization by Kirloskar
oil engines limited (2017)
 Supplier of the month, in recognition for outstanding performance on quality
(2017)
 Faiveley India Supplier day, Wabtec supplier excellence program (2018)

41
42
 CHAPTER 4:
RESEARCH METHODOLOGY

43
 4.1 ABOUT RESARCH

Research means finding answers to questions. It is a systematic search for

truth. Through research new and original information is obtained. To get them
researcher has to think logically, combine theories and ideas and use their
creativity. This is done by following set rules and procedures and by repeating
steps so that the results obtained are reliable and valid. Thus research is a
collection of methods used systematically to produce knowledge. Thus research
starts off with the problem, collection of data or facts, analysing them critically and
reaches decisions based on the actual evidence.

DEFINITIONS OF RESEARCH:

 “Research is a careful, patient, systematic, diligent enquiry or examination in

some field of knowledge undertaken to establish facts or principles.” –
Webster’s Twentieth Century Dictionary.

 “Research is a systematic, controlled, commercial and critical investigation

of hypothetical propositions about the presumed relations among natural
phenomenon.” – Kerlinger.

 “Research is defined as a careful investigation or inquiry especially through

search for new facts in any branch of knowledge.”- Advance Learner’s
Dictionary of Current English (Oxford)

 “Research is defined as the process which includes defining and re-defining

problems, formulating hypothesis or suggested solutions, collecting
organizing and evaluating data, making conclusions and at last carefully
testing the conclusions to carefully determine whether they fit the
formulated hypothesis.”- Clifford woody

44
 4.2 RESEARCH METHODOLOGY

Definition of Research Methodology:

”It is the pathway or an approach to get the needed information by locating the
data from different sources which are primary and secondary.”

PRIMARY DATA:

Primary data is the data is the data which the researcher collects for himself,
for the first time which is original in nature. It is also known as basic or fresh data.
It is obtained through observation or direct communication or by performing
surveys or descriptive research. It is the data a researcher collects to address the
specific problem at hand.

Primary
Data

5-point
Questionnare Interview
Scale

Figure 4.2.1

45
1. Questionnaire or Schedule: Questionnaire is the method commonly used for
data collection in all branches of social sciences.

 “Questionnaire refers to a device for securing answers to questions by using a

form which the respondent fills himself.” – Good and Hatt
However there is a minor difference between a questionnaire and a
schedule. Questionnaire is filed up by the respondent himself without any
assistance from the interviewer whereas in schedule the interviewer records
the respondent’s answers.

2. 5 Point Scale: The 5- Point scale method is an innovative method used for
primary data collection. It is a rating in which various tangible and intangible
aspects relating to one’s study can be monitored with the help of this method.
The main advantage of this method is that is the ratings obtained for various
parameters provide a scope for comparative study. And the main limitation is
that since it is based on personal views the markings may be biased.

3. Interview Method: Interview means ‘conversation with a purpose’ or ‘a process

of social interaction’. It is a face to face dialogue of the researcher with the
respondent. Interview method is useful for obtaining in depth information and
knowledge on qualitative variables.

 Advantages of Primary Data: The following are the advantages of primary

data

 Primary data collection is more reliable as compared to secondary

and tertiary data.

 Primary data is more suitable to the nature of the problem than

secondary or tertiary data.

46
  Primary data is the first hand information of the situation. It is unused
and unmodified.

 Primary data is collected by the researcher himself and therefore

chances of occurrence of errors are very less.

 Primary data is the only source for collection of qualitative data like
personal qualities and attitudes.

 Limitations of Primary Data: The following are the limitations of primary

data

 Collection of primary data is more time consuming and costly procedure as

compared to secondary and tertiary data.

 Primary data collection requires trained personnel for the purpose who are
dedicated towards field work.

 Primary data alone cannot assist in a complete research process it requires

assistance from secondary data also.

 Primary data collection may at times involve manipulation of data by the

researcher and fail to give true results.

 Primary data collection is not always possible and has some constrains
pertaining to privacy.

47
 SECONDARY DATA:
Secondary data is the data collected processed and published by someone
else either for his personal use or for public use. This data is not originally
collected by the researcher but obtained from published or unpublished
sources.

Secondary
data

Periodicals
Books Internet
& Journals

Figure 4.2.2

 Advantages of Secondary Data: The advantages of secondary data are:

 Secondary data collection is cost effective and less time consuming as

compared to primary or tertiary data.

 Secondary data helps to understand the problem and become familiar

with the topic.

 At times primary research is not possible due to time, cost constrains and
security reasons secondary data then aids the researcher.

 Secondary data can help to relate with the social ethos of a particular
period.

48
  Limitations of Secondary Data: The limitations of secondary data are:

 Secondary data is the data collected by others for their needs and may
not suit us.

 It is also difficult to test the accuracy of the data as this data is always
old and may at times be outdated.

 In case of over information and fake information authenticity of

information is questionable.

 Compilation of secondary data is difficult as the previous researcher has

modified it to suit his needs.

The topic for project study is

A Study of recruitment practices of Employees at multi-wing.

‘For the purpose of the project Multi-wing office was selected to identify the
work-life balance policies within the organisation.

49
 CHAPTER 5:
DATA ANALYSIS

50
1. Since how many years have you been working with this organization?

Parameter Responses
0-5 years 17
5-10 years 2
10-15 years 0
More than 15 years 1
Table 5.1

More than 15 working years

5%

10-15 years
0%
5-10
years
10%

0-5 years
85%

Figure 5.1.1

Inference: 85% of the respondents have been working for 0-5 years in the
organisation whereas 10% have been working for 5-10 years. And the remaining
5% have been working there for more than 15 years.

51
2. In your interview, how many rounds did you face during recruitment?

Parameter Responses
3 rounds 16
4 rounds 3
5 rounds 1
6 rounds 0
Table 5.2

5
rounds Rounds in interview
5% 6 rounds
0%

4 rounds
15%

3 rounds
80%

Figure 5.2.2

Inference: 15% faced 4 rounds during recruitment, 5% faced 5 rounds and 80%
faced 3 rounds.

52
3. For internal recruitment, are the vacancies declared publicly?

Parameter Responses
Yes 12
No 8
Table 5.3

Vacancies declared publically

Yes
40%

No
60%

Figure 5.3.3

Inference: For vacancies for internal recruitment, 40% responded that they are
declared publically and 60% responded that they are not declared publicly.

53
4. Do you have separate Human Resource Management Department in your
company?

Parameter Responses
Yes 18
No 2
Table 5.4

Seperate HR department

No
10%

Yes
90%

Figure 5.4.4

Inference: 90% responded that there is a HR department in the company and

10% responded against it.

54
5. How do you rate the Selection Policy of the organization?

Parameter Responses
Good 13
Average 6
Poor 1
Table 5.5

Selection policy

Poor
5%

Average
30%

Good
65%

Figure 5.5.5

Inference: 65% 0f the respondents rate their selection policy good, 30% rate it as
average, whereas 5% rate is as poor.

55
6. Do you outsource any of your recruitment needs?

Parameter Responses
Yes 11
No 8
Don’t know 1
Table 5.6

Outsource recruitment needs

Don’t know
5%

No
40%
Yes
55%

Figure 5.6.6

Inference: 55% agree that their recruitment needs are outsourced, 40% disagree
and 5% don’t know about it.

56
7. What method of selection was adopted by your organization during your
recruitment?

Parameter Responses
Merit of qualifying examination 3
Written test followed by interview 4
Only written test 0
Only interview 10
Direct Appointment at the 2
recommendation of head of the
organization
Others 1
Table 5.7

Others
Method of selection
5%
written test
Direct appointment followed by
10% interview
20%

only written test

0%

Merit of qualifying
examination
15%
Only interview
50%

Figure 5.7.7

Inference: 50% faced only interview during recruitment, 20% faced written test
followed by interview, 15% faced a qualifying examination, 10% were appointed
at recommendation and remaining 5% faced other method of selection.

57
8. Did the company meet your expectations?

Parameter Responses
Yes 15
No 1
Not sure 2
Partly 2
Table 5.8

Expectations met

No
Partly 5%
10%

Not sure
10%

Yes
75%

Figure 5.8.8

Inference: For 75% of the respondents the company met their expectations, for 5%
it did not meet their expectation, for 10% it met partly and 10% are not sure.

58
9. How do you come to know about openings in the company?

Parameter Responses
Friends 7
Internet 5
Newspaper 1
Others 7
Table 5.9

Know about the openings

Others Friends
35% 35%

Internet
25%
Newspaper
5%

Figure 5.9.9

Inference: 35% came to know about the openings through friends, 25% through
internet, 5% through newspaper and remaining 35% through other sources.

59
10. What should be the company’s main source of recruitment?

Parameter Responses
Employment Bureau 5
News Paper ads 1
Direct Recruitment 3
Placement agency 4
Others 6
Don’t know 1
Table 5.10

Main source of recruitment

Don’t know
News paper ads 5%
5%

Employment
bureau
25%

Others Placement agency

30% 20%

Direct
recruitment
15%

Figure 5.10.10

Inference: According to 15% the source of recruitment of the company

should be direct recruitment, for 25% it should be through employment
bureau, for 20% it should be through placement agency, for 5% it should be
through newspaper ads, for 30% it should be through other sources and the
remaining 5% are not sure.

60
11. Are you happy with the salary what you offered from the company?

Parameter Responses
Yes 15
No 5
Table 5.11

Salary satisfaction

No
25%

Yes
75%

Figure 5.11.11

Inference: 75% respondents are happy with the salary they are offered and
25% are not happy.

61
12. What should be the best recruitment sources according to your
preference?

Parameter Responses
Internal recruitment 2
External recruitment 1
Both 17
Table 5.12

Source of recruitment
Internal
recruitment
10% External
recruitment
5%

Both
85%

Figure 5.12.12

Inference: According to 10% the best recruitment source is through internal

recruitment, for 5% through external recruitment and for 85% through both
internal and external.

62
 13. Did you under gone any Written Test during recruitment?

Parameter Responses
Yes 6
No 14
Table 5.13

Undergo written test

Yes
30%

No
70%

Figure 5.13.13

Inference: 30% of the respondents underwent written test during recruitment and
whereas 70% did not.

63
 14. How do you think about Recruitment and selection procedure in your
company?

Parameter Responses
Highly satisfied 5
Satisfied 12
Indifferent 3
Dissatisfied 0
Highly dissatisfied 0
Table 5.14

Rate recruitment and selection procedure

Dissatisfied Highly dissatisfied
0% 0%

Indifferent
15%
Highly satisfied
25%

Satisfied
60%

Figure 5.14.14

Inference: 60% are satisfied with the recruitment and selection procedure, 25%
are highly satisfied, whereas 15% think of it as indifferent.

64
 15. How would you rate the HR department’s performance in recruitment
and selection?

Parameter Responses
Poor 0
Adequate 13
Excellent 7
Table 5.15

Rate HR department
Poor
0%

Excellent
35%

Adequate
65%

Figure 5.15.15

Inference: 35% feel that their HR department’s performance in recruitment and

selection is excellent where as 65% feel that it is adequate.

65
16. Do you know the personnel policies of your factory?

Parameter Responses
Yes 16
No 4
Table 5.16

Aware of the personnel policies

No
20%

Yes
80%

Figure 5.16.16

Inference: 80% are aware of the personnel policies and 20% are not.

66
 17. What nature of job do you do in the company?

Parameter Responses
Technical 12
Administrative 8
Table 5.17

Nature of job

Administrative
40%
Technical
60%

Figure 5.17.17

Inference: The nature of job for 40% is administrative and for 60% it is technical.

67
 18. Do you think innovative techniques (like stress level test, psychometrics
Test) should be adopted?

Parameter Responses
Yes 16
No 2
Maybe 2
Table 5.18

Adoption of innovative techniques

No
10%
Maybe
10%

Yes
80%

Figure 5.18.18

Inference: 80% think that innovative techniques should be adopted, 10% think it
should not be adopted and 10% of them are not sure.

68
 19. There is no discrimination between male and female during recruiting.

Parameter Responses
Agree 17
Disagree 2
None 1
Table 5.19

No discrimination
None
Disagree 5%
10%

agree
85%

Figure 5.19.19

Inference: 85% respondents agree that there is no discrimination between male

and female during recruitment, 10% disagree and 5% responded as none.

69
 20. Does the company clearly define the position objectives, requirements
and candidate specifications in the recruitment process?

Parameter Responses
Yes 16
No 4
Table 5.20

Company defining requirements

No
20%

Yes
80%

Figure 5.20.20

Inference: 80% agree that the company clearly defines the position objectives,
requirements and candidate specifications in the recruitment process and 20%
disagree.

70
 21. How much time did the company take to respond to your application?

Parameter Responses
Less than 5 days 5
5-10 days 3
11-15 days 4
15-20 days 6
More than 20 days 2
Table 5.21

Time taken for application response

5-10 days
15% 11-15 days
20%

Less than 5 days

25%
15-20 days
30%

more than 20 days

10%

Figure 5.21.21

Inference: The Company took less than 5 days for 25%, 5-10 days for 15%, 11-15
days for 20%, 15-20 days for 30% and more than 20 days for 30% of the
respondents.

71
 CHAPTER 6:
CONCLUSIONS AND
SUGGESTIONS

72
 6.1 CONCLUSIONS

1. Majority of the employees has been working with the organisation for less
than 10 years and only a few have been working for more than 15 years.

2. Maximum number of respondents has faced 3 rounds during the interview

whereas only a few have faced more than that.

3. Most of the employees responded that vacancies for internal recruitment are
declared publically.

4. Maximum number of employees responded that there is a HR department in

the company whereas a few denied it.

5. Majority of the employees rated the selection policy as good, and the
remaining rated it as average and poor.

6. Most of the employees agree that their recruitment needs are outsourced, but
the remaining disagrees or do not have knowledge of it.

7. For majority respondents, the method of selection adopted during their

recruitment was through interview.

8. Maximum number of respondents responded that the company has met their
expectations.

9. Most of the respondents came to know about the openings in the company
through friends.

10. Majority of the employees prefer the company’s main source of recruitment
should be employment bureau and other sources.

11. Maximum of the employee are happy with the salary offered from the
company.

73
12. According to maximum number of respondents, the best recruitment
sources are both internal recruitment and external recruitment.

13. For maximum of the employees, there was no written test during
recruitment in the company.

14. Majority of the respondents are satisfied with the recruitment and selection
procedure in the company.

15. Maximum number of employees rated their HR department’s performance

in recruitment and selection as adequate.

16. Majority of the respondents are well versed with the personnel policies of
the company.

17. Majority of the respondents have a technical job in the company whereas
the remaining have administrative job.

18. Most of the respondents think that innovative techniques (like stress level
test, psychometrics test) should be adopted.

19. Majority of the employees agree that there is no discrimination between

male and female during recruiting.

20. Most of the employees agree that the company clearly defines the position
objectives, requirements and candidate specifications in the recruitment
process.

21. For all the respondents, the time taken to respond to their applications
differs.

74
 6.2 SUGGESTIONS

1. Through the use of written test technique during recruitment, the recruiters
of the company can know about the candidates who have a good command
on the language and also who is skilled. It is a less time-consuming hiring
process.

2. The company can improve the recruitment and selection policy by ensuring
a transparent and fair hiring process.

3. By providing a positive work environment, the company can improve to

meet the expectations of the employees.

4. It is seen that few of the employees weren’t happy with the salary offered
from the company. The company can keep the employees happy by
connecting the employees with their work.

5. The HR department can enhance their performance in recruitment and

selection by providing for employees

6. The HR can make sure that the employees know about the personnel policies
by

75
 ANNEXURE
QUESTIONNAIRE ON RECRUCITMENT AT MULTI-WING

Name of the respondent:

Designation:

NOTE- Tick the appropriate option.

11.Since how many years have you been working with this organization?
a) 0-5 years
b) 5-10years
c) 10-15 years
d) More than 15years

12.In your interview, how many rounds did you face during recruitment?
a) 3 rounds
b) 4 rounds
c) 5 rounds
d) 6 rounds

13.For internal recruitment, are the vacancies declared publicly?

a) Yes
b) No

76
14.Do you have separate Human Resource Management Department in your
company?
a) Yes
b) No

15.How do you rate the Selection Policy of the organization?

a) Good
b) Average
c) Poor

16. Do you outsource any of your recruitment needs?

a) Yes
b) No

17.What method of selection was adopted by your organization during your

recruitment?
a) Merit of qualifying examination
b) Written test followed by interview
c) Only written test
d) Only interview
e) Direct Appointment at the recommendation of head
of the organization
f) Any other (please specify) __________________

77
18. Did the company meet your expectations?
a) Yes
b) No
c) Not sure
d) Partly

19. How do you come to know about openings in the company?

a) Friends
b) Internet
c) News Paper
d) Others

20. What should be the company’s main source of recruitment?

a) Employment Bureau
b) News Paper ads
c) Direct Recruitment
d) Placement agency
e) Others

21. Are you happy with the salary what you offered from the company?
a) Yes
b) No

78
22. What should be the best recruitment sources according to your
preference?
a) Internal Recruitment
b) External Recruitment
c) Both

23. Did you under gone any Written Test during recruitment?
a) Yes
b) No

24. How do you think about Recruitment and selection procedure in your
company?
a) Highly satisfied
b) Satisfied
c) Indifferent
d) Dissatisfied
e) Highly dissatisfied

25. How would you rate the HR department’s performance in recruitment

and selection?
a) Poor
b) Adequate
c) Excellent

26. Do you know the personnel policies of your factory?

a) Yes
b) No

79
27.What nature of job do you do in the company?
a) Technical
b) Administrative

28. Do you think innovative techniques (like stress level test, psychometrics
Test) should be adopted?
a) Yes
b) No
c) Maybe

29.There is no discrimination between male and female during recruiting.

a) Agree
b) Disagree
c) None

30. Does the company clearly define the position objectives, requirements and
candidate specifications in the recruitment process?
a) Yes
b) No

31. How much time did the company take to respond to your application?
a) Less than 5 days
b) 5-10 days
c) 11-15 days
d) 15-20 days
e) More than 20 days

80
32. How the company builds a good image to the candidates (as when you
were newly recruited)?
ANSWER-

33. How about HR Feedback in the company?

ANSWER-

34. What is the extent of your satisfaction with recruitment procedure

followed by the company?
ANSWER-

35.Do you have any suggestion for recruitment procedure?

ANSWER-

Date:

Place:

Signature:

81
 BIBLIOGRAPHY

Book Publications Edition Author

Human resource Sultan Chand 2006 L.M. Prasad

management and sons

Human resource Himalaya 2006 V.S.P Rao

Management publication
house

Human resource Everest 2013 K. Aswathappa

management and publication
organizational
behavior

82
 WEBILIOGRAPHY

http://in.multi-wing.com/
http://www.mmcc.edu.in/

83