PROJECT REPORT On Recruitment and Selection Process In Nagarjuna Fertilizers and Chemicals Limited Submitted to MAIMS, ROHINI In partial fulfillment of the requirement for the award of degree Of BACHELORS OF BUSINESS ADMINISTRATION BANKING AND INSURANCE [BBA (B&I)] SESSION 2010-2013 Submitted by: DIVYA 1
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PROJECT REPORT
On
Recruitment and Selection Process
In
Nagarjuna Fertilizers and Chemicals Limited
Submitted to MAIMS, ROHINI
In partial fulfillment of the requirement for the award of degree
Of
BACHELORS OF BUSINESS ADMINISTRATION BANKING AND
INSURANCE [BBA (B&I)]
SESSION 2010-2013
Submitted by:
DIVYA
Enroll no. 03761101810
Under the guidance of:
Mrs. Charu
1
CONTENTS
Certificate 4
Declaration 5
Acknowledgement 6
Preface 7
Abstract 8
Chapter 1 Page No.
Introduction 10-11
Scope of the Study 12
Objectives of the Study 12
Literature Review 13-17
Chapter 2
Industry Profile
Company Profile 19-27
The Policies Related to Recruitment and Selection Followed at
NFCL 28
Recruitment and Selection Process followed at NFCL 29-41
Chapter 3
Research Methodology
Introduction 44
2
Tools and Methods of Data Collection 44
Sample Profile 44
Limitations of the Study 44
Recruitment and selection process 45-63
Chapter 4
Data Analysis 65-75
Chapter 5
Findings and Interpretations 77
Chapter 6
Recommendations and Discussions 79
Bibliography 80
Annexure
Questionnaires 81-84
3
CERTIFICATE
This is to certify that _Divya_, a student of BBA Guru Gobind Singh Indraprastha University,
enrolled for the batch 2010-13, with Enrolment no. _03761101810_ completed her Minor
Project report “RECRUITMENT AND SELECTION PROCESS IN NAGARJUNA
FERTILIZER AND CHEMICAL LIMITED” as part of Course Code: BBA (B&I) 213 under
the guidance of Mrs. Charu, professor of Organizational Behavior (MAHARAJA AGRASEN
INSTITUTE OF MANAGEMENT STUDIES(MAIMS)).
It was nice to observe that he has worked efficiently and dedicatedly to complete this project in
given time under the proper guidance.
Mrs.Charu
Professor of Organizational Behavior
(MAIMS)
GGSIP University
DECLARATION
4
I, _Divya_, a student of Bachelor of Business Administrator (BBA), with enrolment
number _03761101810_, batch_2010_, at Centre for Maharaja Agarsen Institute of Management
Studies (MAIMS), Guru Gobind Singh Indraprastha University Delhi, have undertaken Minor
Project (Course Code: bba(b&i) 213) on“RECRUITMENT AND SELECTION PROCESS”
in NAGARJUNA FERTILIZER AND CHEMICAL LIMITED” as prescribed in the third
Semester. This report based on my research and is submitted here with for evaluation in the
Third Semester.
I reaffirm that the Minor Project submitted by me is an original piece of
Writing and expression, and nothing has been lifted or copied from anywhere.
Divya
Enroll. No. 03761101810
Three Year BBA (B&I)
MAIMS
Place: Delhi
Date:
5
ACKNOWLEDGEMENT
I am really grateful to Mrs. Charu who gave me his guidance in completing this project.
This project is part of our paper Minor Project in which we had to conduct a minor research
study on a topic of current relevance. It helped us in analyzing, investigating and organizing the
data and writing the paper on the basis of the research conducted.
I am also thankful to Mrs. Charu who gave me his valuable Guidance and
directions while selecting the topic
Submitted by:
Divya
Enroll. No. 0376110810
Three Year BBA (B&I)
MAIMS
6
PREFACE
This report is based on the research which I have undertaken as prescribed
in the syllabus of the third semester of BBA(B&I)
In the first part of the report a brief introduction of the topic, objective of the research and
the research methodology adopted is given. In the next section complete description and analysis
of the collected data is provided. Third section of the report is about the results of the research. In
the last I have tried to discuss the topic and analysis of a company
ABSTRACT
7
In Today’s rapidly changing business environment, organizations have to respond quickly to
recruitment for people .Hence, it is important to have a well-defined recruitment policy in place,
which can be executed effectively to get the best fits for the vacant positions. Selecting the
wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the
organization .Selection is one area where the interference of external factors is minimal. Hence
the Hr department can use its discretion in framing its selection policy and using various
selection tools for the best results. These caselets discuss the importance of having an effective
recruitment and selection policy.
We discuss the importance of a good selection process that starts with gathering complete
information about the applicant from his application form and ends with inducting the candidate
into the organization.
8
Chapter - 1
9
INTRODUCTION
Acquiring and retaining high-quality talent is critical to an organization’s success. As the job
market becomes increasingly competitive and the available skills grow more diverse, recruiters
need to be more selective in their choices, since poor recruiting decisions can produce long-term
negative effects, among them high training and development costs to minimize the incidence of
poor performance and high turnover which, in turn, impact staff morale, the production of high
quality goods and services and the retention of organizational memory. At worst, the
organization can fail to achieve its objectives thereby losing its competitive edge and its share of
the market.
Human resource department plays a crucial role in this process. The backbone of any successful
company is the HR department, and without a talented group of people to hire, culture, and
inform employees, the company is doomed for failure.
Human resource is most valuable assets in the organization. Profitability of the organization
depends on its utilization. If there utilization is done properly will make profit otherwise it will
make loss. To procure right man at right place in right time, some information regarding job and
job doer is highly essential. This information is obtained through job analysis, job description
and job specification. Without these recruitment will be unsuccessful.
A well planned and well managed recruitment will result in high quality applicants for the
company. The recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough information of the jobs
so that applicants can make comparison with their qualifications and interests and generate
enthusiasm among the best candidates so that they will apply for vacant positions.
What distinguishes a successful company from unsuccessful one is the quality of manpower.
The role of management is to optimize the use of resource available to it. The role of HR is to
incorporate the planning and control of manpower resource into the corporate level plans so that
all resources are used together in the best possible combination.
10
Managing people at work and control of human activities in employment is a function that must
be performed in all societies. It is essential in every type of employment for every occupation
and every type of employed manpower. Manpower management is essential in government as
well as private employment under socialism or communication in small business and in large.
Recruitment, as a human resource management function, is one of the activities that impact
most critically on the performance of an organization. While it is understood and accepted that
poor recruitment decisions continue to affect organizational performance and limit goal
achievement, it is taking a long time for public service agencies in many jurisdictions to identify
and implement new, effective hiring strategies.
Recruitment is a process which provides the organization with a pool of potentially qualified
job candidates from which judicious selection can be made to fill vacancies. Successful
recruitment begins with proper employment planning and forecasting. In this phase of the
staffing process, an organization formulates plans to fill or eliminate future job openings based
on an analysis of future needs, the talent available within and outside of the organization, and
the current and anticipated resources that can be expended to attract and retain such talent.
Selection is a process of hiring the best among the pool of candidates available.
‘Right person for the right job’ is the basic principle in recruitment and selection. Every
organization should give attention to the selection of its manpower, especially its managers. The
operative manpower is equally important and essential for the orderly working of an enterprise.
Every business organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates is
essential. Human resource management in an organization will not be possible if unsuitable
persons are selected and employment in a business unit.
11
SCOPE OF THE STUDY
1. The study is limited to the information given by the employees.
2. Meeting some of the top management associates in the senior cadre was difficult.
3. The study has been limited due to time constraint.
4. The study is limited based on the rules and regulations of the organizations.
OBJECITIVES OF THE STUDY
To get right person at right place and in right time, the organization should have the specific and
clear policies and recruitment and selection methods which are essential for the growth of the
organization.
To analyze the actual recruitment process in NFCL.
To find whether the existing processes of recruitment and selection are taking place scientifically or not.
To review the importance and needs of recruitment and selection process.
State, explain and evaluate various methods of recruitment.
12
LITERATURE REVIEW
1. Best Practice Recruitment and Selection
The State Services Authority (the Authority) undertook a project in 2007 to evaluate the
effectiveness of recruitment selection techniques in the Victorian Government.
The project aims to:
Promote the systematic review of current recruitment selection techniques in the VPS
Develop recommendations for the use of better practice tools, based on research and
case studies
Promote better selection techniques to improve the quality and speed of recruitment
actions within the VPS and the public sector.
After the completion of the program the authority decided to adopt the Practice
Recruitment and Selection Toolkit and develop a training program which will help in
the execution of this toolkit. The training program guides participants through best
practice recruitment and selection using course booklets, PowerPoint presentations,
practical exercises and additional reference material. The similar is the direction of my
project wherein I have to suggest various measures through which the HR department at
NFCL can practice the recruitment and selection process in the best efficient manner.
The HR department should be aware of the recent trends in Recruitment and Selection
so as to adopt them whenever required. They should be given proper training in
adopting various trends in the process.
2. Recruitment and Selection
By: - Duncan Brodie
The literature states about the problems faced by the organizations at the time of selecting the
right candidate for a particular position and the various ways the organizations can overcome
Two wheeler loan(for E0-E6- Rs 35000/-) 3 times in his/her service.
Furniture loan (E0-E6) Rs. 40000/-
Group saving linked insurance scheme(E0-E6)
Akshara school Kakinada plant
NEWS club at Kakinada plant
Festival advance for commercial/technical staff (E0-E6)
Baggage insurance (NG1-NG8)
Fidelity guarantee insurance
Health and wellbeing policy:
Medical checkup every year
Annual health checkup for family member at Kakinada plant
38
Occupational health center at Kakinada plant
Hospitalization scheme for associates of grades E0-E6
Extent of reimbursement –self 100%,spouse 80%, dependent 7500/-p.a.
Medicare scheme for management cadres(NG1-NG8)
ESI(Employee state insurance)
Family planning incentives(Rs.1500/-)
Group personal accident policy(for unfortunate event)
Leaves policy:
Compulsory paid holidays-9 Days
Types of leaves Days
Casual leaves 7 days
Sick leaves 11 days
Annual leaves 21 days
Birthday leaves ½ days
Maternity leaves 12 weeks(only for 2 children)
Paternity leaves 3 days(only for 2 children)
Family planning leaves 6 Days
Sick leave bank to avoid “ loss of pay “
Travel policy:
This explains the procedure and guidelines to the employees while travelling on business
purpose.
General travel rules and procedures stated.
Travel program plan (visiting plan, date, time) should be clear.
Instruction have to be sent to the administration department for approval
39
Copy of approval travel plan has to be sent to the finance department
Accommodation by administration department
Travel claim: All bills enclosed with travel plan, all expense mentioned in that enclosures, and
send to respective department for further process.
Travel rules for sales field staff:
Regular tour for sales- all expenses incurred will be recovered.
Marketing operation divided into two slabs-slab1 and slab2 according to state wise
Transfer and deputation:
All transfer of associates in the organization.
Transfer Intradepartmental transfer
Interdepartmental transfer
From one location to other
Between group of companies
Process:
Transfer request by associates
To fill Transfer form
Relocation expenses
Deputation: Transfer from one department to another department.
Learning and development:
Associate potential development: Building individual competition i.e. knowledge, skill,
behavior/ability.
ADP is a 4 step process; it gives step by step directions
40
NEED GENERATION
Competency gap analysis Business requirements
DESIGN
Need analysis & APD plan Faculty and program
identification Content development
DELIVERY
Internal program External program/seminars/long
term courses E-learning
EVALUTION
Post program Pre and Post program On the job Return on investment
Separation
Resignation is a voluntary separation initiated by associate if he/she is desirous leaving the
service of the organization. All associates are required to give a notice in writing if they wish to
discontinue their employment relationship with the organization. Process, notice period cadre
wise, retirement, termination, death benevolent assistance, final settlement.
Retirement – 58 years
Post facilities after retirement are- hospitalization scheme, pension etc
Death benevolent assistance – funeral expense i.e. Rs. 3500/-
Discrimination and harassment policy: Through grievance resolution committee
Technology used: Applicability to information Technology infrastructure available at work
location.
Ease of work Optimization of performance
41
Ease of maintenance
42
Chapter – 3
RESEARCH METHODOLOGY
Introduction
43
The research was done in order to understand the Recruitment and Selection Process followed at
NFCL and the perception of the employees from all the cadres regarding it. To know how an
organization performs in terms of productivity and this should be directly proportional to quality
and quantity of its human resource. In order to get the right kind of people in right place in the
right time the organization should have the specific and clear personnel, policies and
recruitment methods which are essential for the growth of the organization. Hence it was
necessary to conduct a research on the process.
Sample Size
The sample undertaken to conduct research study consist of fifty people which is approximately
one tenth of the total strength working in the organization. The sample covered the employees
from all the cadres, encompassing the senior most officers to the workers. The sample was
collected from all the departments of the organization.
Tools and Methods of Data Collection
The primary method of data collection was the questionnaire method which was circulated to
the sample undertaken and the information was collected with its help. Also a general discussion
with the employees helped to gain information regarding the study. The secondary source used
to collect data was the company’s policy manual which contains the policy related to the topic.
Limitations of the Study: Although attempt was made to gather all relevant information in
connection to the study there were many shortcomings and difficulties, which could not
overcome.
The research sample was limited to one tenth of the total employees hence the
information gathered could be limited.
The conclusions are derived from the response of the employees which are expected to be
unbiased.
RECRUITMENT
Recruitment is an important part of an organization’s human resource planning and their
competitive strength. Competent human resources at the right positions in the organization are a
44
vital resource and can be a core competency or a strategic advantage for it. Recruiting the top
talent for a job takes time and attracting the quality candidates who have the knowledge and
skills needed to help the company’s growth.
Recruitment and selection are two of the most important functions of personnel management.
Recruitment precedes selection and helps in selecting a right candidate. ‘Right person for the
right job’ is the basic principle in recruitment and selection. Every organization should give
attention to the selection of its manpower, especially its managers. The operative manpower is
equally important and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities smoothly and
efficiently and for this recruitment and selection of suitable candidates is essential. Human
resource management in an organization will not be possible if unsuitable persons are selected
and employment in a business unit.
Meaning of recruitment
“It is the process of finding and attracting capable applicants for the employment. The process
begins when new recruits are sought and ends when their applicants are submitted. The result is
a pool of applicants from which new employees are selected”. In this, the available vacancies
are given wide publicity and suitable candidates are encouraged to submit applications so as to
have a pool of eligible candidates for scientific selection.
Recruitment refers to the process of attracting, screening, and selecting qualified people for a
job at an organization or firm.
Recruitment process involves a systematic procedure from sourcing the candidates to arranging
and conducting the interviews and requires many resources and time.
A general recruitment process is as follows:
1) Identifying the vacancy:
45
The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:
Posts to be filled Number of persons Duties to be performed Qualifications required
2) Preparing the job description and person specification.
3) Locating and developing the sources of required number and type of employees (Advertising
etc).
4) Short-listing and identifying the prospective employee with required characteristics.
5) Arranging the interviews with the selected candidates.
6) Conducting the interview and decision making
Recruitment is a continuous process because of:
a) Staff departures (e.g. retirements, resignation )
46
1. Identify vacancy
2. Prepare job description and
person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and
decision making
b) Changes in business requirements (e.g. new products, markets, expended
operations)
c) Changes in business location (are relocation often triggers the need for
substantial recruitment)
d) Promotions
e) Transfers
Objectives of the recruitment process
To obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives.
It helps to create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool.
To induct the outsiders with new perspectives to lead the company.
To recruit people whose skill fit the company values?
To search for talent globally not just within the company.
To device methodology for assessing psychological traits.
To anticipate and find people for positions that does not exist yet.
Factors affecting Recruitment:
The size of the organization.
The employment conditions in the community where the organization is located.
The effects of past recruiting efforts which show the organization’s ability to
locate and retain the good performing people.
Working conditions, salary and benefit packages offered by the organization.
Rate of growth of the organization.
The future expansion and production programs.
Cultural, economic and legal factors.
47
However these factors may be divided specifically as:
Internal factors
External factors
Internal Factors:
Recruitment policy of the organization
Human resource planning strategy of the company
Size of the organization and number of people employed
Cost involved in recruiting employees
Growth and expansion plans of the organization
Company pay package
Career planning and growth
Quality of work life
Role of trade union
External Factors:
Supply and demand of specific skills in the labor market.
Political and legal factors like reservations of jobs for specific sections of society etc
The job seekers image perception of the company.
Information system like employment exchange/ tele recruitment like internet.
Labor market conditions.
Recruitment checklist:
Before going to actual recruitment a checklist to be made which helps the recruiter till
the end of the process.
Whether the vacancy has been agreed by the responsible manager
Availability of the job description
What are the conditions of employment for the vacant position
Whether the candidate specification been prepared
Whether the notice of vacancy been submitted earlier
48
Whether the job advertisement been agreed
What arrangement have been made for drawing a shortlist of candidates
Whether the interview arrangement have been made
Whether offers letters been agreed and dispatched
Whether rejection letters sent to the unsuccessful candidates
Whether confirmation letter received from the selected candidate to whom offer
letter has been sent.
Recruitment policy:
In today’s rapidly changing business environment, a well defined recruitment policy is
necessary for organizations to respond to its human resource requirements in time. Therefore, it
is important to have a clear and concise recruitment policy in place, which can be executed
effectively to recruit the best talent pool for the selection of the right candidate at the right place
quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A
clear and concise recruitment policy helps ensure a sound recruitment process.
Most of the companies are having personnel policies for the organization. Recruitment policy is
a part of the perssonel policy. But before making the recruitment policy the organization must
consider the government policies, personnel policies of other organization, social responsibility
of the organization etc.
Sources of recruitment:
INTERNAL SOURCES: The most common internal sources of internal recruitment are
1. Personal recommendations
2. Notice boards
3. Newsletters
4. Memoranda
1) Personal References
The existing employees will probably know their friends or relatives or colleagues who
could successfully fill the vacancy. Approaching them may be highly efficient method of
49
recruitment but will almost certainly offend other workers who would have wished to have
been considered for the job. To keep employees satisfied make sure that potentially suitable
employees are informed of the vacancy so that they can apply. Also anyone else who is
likely to be interested is told about it as well so that they can apply for the job.
2) Notice Boards
This is the convenient and simple method of passing on important messages to the existing
staff. A job advertisement pinned to a notice board will probably be seen and read by a
sufficient number of appropriate employees at little or no cost. However many of the staff
will probably not learn of the vacancy in this way either because the notice board poorly
located or is full of out dated notices that they don’t bother to look at it, as they assume there
is nothing new to find out. A notice board must be ensured that it is well sited. Wherever it
is been placed it should be certain that it is seen by every one. It means there must be equal
opportunity to see to it and this happens when they know that just important topical notices
are on display. Attention must be paid to the design and contents of the notice if it is to catch
the eye and make the employee read on and then want to apply for the job.
3) Newsletters
Many companies regularly produce in-house newsletters, magazines or journals for their
staff to read. It is hoped that latest company news sheet is read avidly by all staff thus
ensuring that everyone is aware of the job opportunity advertised in it. Unfortunately this is
not always so, because it is sometimes not circulated widely enough and employees may
find it boring and choose not to read it. Newsletter can be utilized as the source of
recruitment if it is convinced that everybody will see a copy.
4) Memoranda
Possibly the best way of circulating news of the job vacancy is to send memoranda to
department managers to read out to the teams or to write all employees perhaps enclosing
50
memoranda in wage packets if appropriate. However it can be a time consuming process to
contact staff individually, especially if there is a large work force. It should also be kept in
mind as to in which way the memorandum is phrased out so that the job appeals to likely
applicants.
EXTERNAL SOURCES
There are many sources to choose from if you are seeking to recruit from outside the company.
1. Word of mouth
2. Notices
3. Job centers
4. Private agencies and consultants
5. Education institutions
6. The press
7. Radio
8. Television
1) Word of Mouth
Existing employees may have friends and relatives who would like to apply for he job.
Recruiting in this way appears to be simple, inexpensive and convenient. Never use word of
mouth as a sole or initial source of recruitment if the work force is wholly or
predominantly of one sex or racial group. Also employing friends and relatives of present
employees may be imprudent because it is not certain that they are as competent as the
current staff.
2) Notices
Displaying notices in and around business premises is a simple and often overlooked method
of advertising a job vacancy. They should be seen by a large number of passerby, some
51
actively looking for work. It can also be inexpensive with a notice varying from a carefully
hand written post card up to a professionally produced poster. Pay attention to the
appearance and contents of the notice if it is intended that it is applied by the right people.
3) Job Centers
Most large towns have a job center which offers employers a free recruitment service, trying
to match their vacancies to job seekers. Staff will note information about a post and the
types of person sought and then advertise the vacancy o notice boards within their premises.
Job center employees can further help if requested to do so by issuing and assessing
application forms and thus weeding out those applicants who are obviously unsuitable for
the position. Short listed candidates are then sent out for the employer to interview on his
business premises.
4) Private Agencies and Consultants
There are various types of private organization that can help to find the right person for a
particular job. Employment agencies exist in many town and cities. Some handle all general
vacancies from junior unto supervisory level while others specialize in various occupations
such as accountancy, clerical or computer personnel and marketing or sales. Since they
maintain a register of job seekers, they initially attempt to find applicants from this list. A
short list will be drawn up by reading through applications and conducting interviews on
client organization’s behalf. Although fees vary, it is expected to pay around 10 to 15% of
the annual salary offered if a suitable person is found for the job. This will be partly
refundable if he leaves within a certain period of time. For temporary staff, it is normally
charged on hourly, daily or weekly rate by the agency. They will then pay the employee.
Recruitment agencies are similar to employment agencies in the services that they offer. The
main difference is that recruitment agencies tend to operate at a higher level, concentrating
on technical, managerial and executive appointment. Accordingly, increased time, effort and
expertise are needed to compile a quality short list. This will be reflected in the fees charged,
often between 18 and 22% of the annual salary of the staff recruited. Again a proportion of
52
this may be refundable if the employees proves to be unsatisfactory and subsequently
departs.
Search consultants, also known as Headhunters, specialize in finding candidates for senior
positions. They normally head hunt people currently at work in similar posts, possibly at
rival companies. Discrete approaches, by telephone, are made direct to the persons involved.
Such a process is time consuming and requires considerable tact and diplomacy if it is to be
successful. Charges may be in excess of 30% of the annual salary. Before opting for this
source attention must be paid about those agencies who brashly promise to give a lengthy
list of candidates very quickly. It may sound impressive but suggests that they are simply
pulling names from a register perhaps of dubious quality and are not actively searching for
and screening applicants properly. A good shortlist will take time to compile. It must be
ensured that the agency with which the organizations contracting must follow a good refund
system in case the new recruit resigns or needs to be dismissed shortly after joining. Also a
free replacement warranty up to six months must be provided by the recruiting agency.
When employing an agency or consultant, make sure that they know exactly what they are
expected to do. A clear job description and employee specification, must be provided so that
they could screen by referring to the employee specification and so on. Full up to date
information about the job and person required. Supply all details and all instructions in
writing to avoid subsequent misunderstandings and disagreements.
The recruiting agency or consultant must be in touch with the client company throughout
the recruitment process to ensure that the agency is following the instructions and doing its
job well. Also it must be ensured that they are maintaining equality of opportunity and
avoiding unlawful discrimination against applicants of a particular sex, marital status or any
racial group. All applicants should be judged solely on their ability to do the job.
5) Educational Institutions Or Campus Recruitment
53
Those companies which require a steady intake of young person’s for new Youth Training
to trainee management positions ought establish and maintain close contact with colleges
and universities. The advantage of campus recruitment is, it is known that who the audience
to be addressed are. Promotional literature in the form of posters, broachers, catalogues;
press releases and so on can be issued to the audience so that the company’s name remains
prominent and their student’s minds all the time.
6) The Press
Advertising for the new staff through the press has proved successful for many companies.
Choose between local newspapers, national newspapers and the magazines. All will put in
touch with different audience. Local newspapers, read by a large cross-section of the
immediate population, may be most suitable if there is sufficient talent in the area.
National newspapers, with their mass circulations and differing attitudes to news coverage
appealing to various tastes, could be better when looking out to fill the senior position.
Trade Magazines often under estimated as useful source of recruitment might be worth
considering if looking out to recruit someone for a specialized job which possibly requires
previous experience of the particular industry.
Naturally there are some drawbacks to newspaper advertising. It is expensive in relation to
other, often equally good source such as job and careers centers, which advertise free. Other
drawbacks of newspaper advertising include a high level of wastage (the vast majority of
readers will not be job hunting) and a short life span. The daily or evening newspaper is
invariably discarded at the end of the day. A short series of advertisement incurring extra
expenses may sometimes be required and multiplying one advert by three or four starts to
make this source prohibitively costly. Trade magazines could be a better way of recruiting
staff depending upon the circumstances. Most will include employment advertisements
within a classified section which will be read by a small but select and interested number of
people. There some disadvantages, however the financial outlay is still considerable. If the
magazine is published bi-monthly or quarterly, may have to wait sometime before the
advertisement is seen. It may be intended to fill the vacancy as soon as possible.
54
7) Radio
Many radio stations broadcast special job finders advertisements throughout the day for
companies looking for new recruits. Advertising through the radio has got many advantages
as it will be transmitted to over a wide geographical area to potentially large audience.
Variety of age groups listens thus making it a suitable medium for different types and levels
of jobs. Advertisements can be broadcast very quickly sometimes within hours. Nevertheless
there are some disadvantages that must be considered carefully. As few have tune in to hear
advertisements and their thoughts invariably wander when they are on, or they may start
station hopping to find more music. The radio is also transient medium. An advertisement
lasts for perhaps 30 seconds, which is a very short period in which to put across all the
important points, and is then finished. It is usually difficult to remember (What was the
company’s name? what was its phone number?) most listeners will not have a pen and pad
handy to make notes.
8) Television
You can advertise on a regional or national basis. Recruiting staff through the Television is
still widely regarded as a new and innovative approach. Companies which use this medium
may therefore be seen as go-ahead and dynamic. Thus, this medium may not be an
immediate choice if there is only just one vacancy to be filled, although shorter and
expensive one month contracts could be negotiable and worth considering.
SELECTION
55
The selection procedure is concerned with securing relevant information about the applicant.
This information is secured in number of steps. The objective of selection process is to
determine whether an applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job.
The hiring procedure is not a single act but it is essentially a series of methods by which
additional information is secured about the applicant. At each stage facts, which came to light,
make the acceptance or rejections of the candidate clear. Some selection processes are quite
easy and some with many hurdles this increases with the level and responsibility of the positions
to be filled.
Essentials of Selection Procedure
The selection process can be successful if the following requirements are satisfied:
1. Someone should have the authority to select. This authority comes from the
employment requisition as developed by an analysis of the work-load and work force.
2. There must be some standard of personnel with which a prospective employee may be
compared i.e., a comprehensive job description and job specification should be
available beforehand.
3. There must be sufficient number of applicants from whom the required number of
employees may be selected.
PROCESS OF SELECTION
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Preliminary screening interview
Completion of application or form if not done previously
Employment tests
Comprehensive interview
Back ground investigation
Final employment decision
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Selection
Preliminary Interview or Screening
The initial screening is usually conducted by a special interviewer a high caliber receptionist in
the employment office. These interviews are short and are known as stand-up interviews. The
main objective of such interviews is to screen out undesirable/unqualified candidates at very
outset. Such interviews conducted by someone who inspires confidence, who genuinely
interested in people, and whose judgment in the “sizing up” of the applicant is fairly reliable.
Basic criteria that must be met for an application to be eligible for consideration. If these criteria
are not met, there is no obligation on the employer to consider such applications. The screening
process therefore seeks to identify those applications that meet the basic entry-level
requirements applications that are therefore incomplete or do not meet the basic appointment
criteria are considered unsuccessful applications. In order to be fair and objective in the
screening of candidates, it is essential that a fixed set of valid criteria be applied in terms of each
and every candidate that applies for a position.
Certain conditions should be met in relation to the format and content of -
a) Application forms
b) Curricula Vitae (CV’s) and
c) All other relevant documentation.
What is the purpose of short-listing?
After having completed the screening process and eliminated those applicants that do not meet
the basic requirements, the next objective should be to identify a manageable size (pool) of
applicants (a short-list) who are best suited to fill the position successfully and from whose
ranks the most suitable candidate(s) is/are to be selected. It is about identifying a manageable
pool of best suited candidates for a specific position, in the interest of the State, taking into
account Affirmative Action and Employment Equity objectives.
May short-listing be used to reduce a vast number of applications to a manageable size. As
stated, the primary objective of the short-listing process is to reduce the number of qualifying
applicants to a manageable size for purposes of selecting the most suitable candidate. A further
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objective with short-listing is to rank candidates, and to determine a cut-off point below which
candidates will not be interviewed. The criteria utilized for short-listing purposes should
therefore be in sufficient detail to allow for this and should be applied consistently.
Application Form
Application form is also known as application blank. The technique of application blank is
traditional and widely accepted for securing information from the prospective candidates. It can
also be used as a device to screen the candidate at the preliminary level. Many companies
formulate their own style of application forms depending upon the requirement of information
based on the size of the company, nature of business activities, type and level of job etc. they
also formulate different application forms for different jobs, at different levels, so as to solicit
the required information for each job. But few companies in our companies in our country do
not have prescribed application forms.
Psychological Testing
Test is defined as a systematic procedure for sampling human behavior
Tests are used in business for three primary purposes.
1) For the selection and placement of new employees
2) For appraising employees for promotion potentials and
3) For counseling employees if properly used psychological tests can be of paramount
importance for each of these purposes.
Classification of Tests on the Basis Of Human Behavior
Aptitude or potential ability test
Such tests are widely used to measure the latent ability of a candidate to learn new jobs
or skills. They will enable us to know whether a candidate if selected, would be suitable
for a job, which may be clerical or mechanical. These tests may take one of the
following forms.
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Mental or Intelligence Test - measures and enables to know whether he or she has mental
capacity to deal with new problems.
Mechanical Aptitude Test - measures the capacity of a person to learn a particular type of
mechanical wok. This could help in knowing a person’s capability for spatial
visualization, perceptual speed manual dexterity, visual motor coordination or
integration, visual insights etc.
Psychometric tests – these tests measures a person’s ability to do a specific job
Achievement test
Also known as proficiency tests they measure the skill, knowledge which is acquired as
a result of a training program and on the job experience they determine the admission
feasibility of a candidate and measure what he/she is capable of doing.
Tests for measuring job knowledge – this type of test may be oral or written. These tests
are administered to determine proficiency in shorthand and in operating calculators
adding machines dictating and transcribing machines and simple mechanical equipment.
Work sample tests – demand the administration of the actual job as a test. A typing test
provides the material to be typed and notes the time taken and mistakes committed.
Personality tests
These tests aim at measuring those basic make up or characteristics of an individual
which are non-intellectual in their nature. In other words they probe deeply to discover
clues to an individual’s value system, his emotional reactions and maturity and
motivation interest his ability to adjust himself to the illness of the everyday life and his
capacity for interpersonal relations and self image.
Objective tests – it measures neurotic tendencies self-sufficiency dominance submission
and self-confidence. These are scored objectively. They are paper and pencil tests or
personality inventors.
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Projective tests – it is a test in which a candidate is asked to project his own
interpretation into certain standard stimulus situation. The way in which he/she responds
to these stimuli depends on his own values, motives and personality.
Situation tests – these tests measures an applicant’s reaction when he is placed in a
peculiar situation his ability to undergo stress and his demonstration of ingenuinity under
pressure. Such tests usually relate to leaderless group situations, in which some problem
is posed to a group and its members are asked to reach some conclusion without the help
of a leader.
Interest tests – these tests aim at finding out the types of work in which a candidate is
interested. They are inventories of the likes and dislikes of the people of some occupation
hobbies and recreational activities. They are useful in vocational guidance and are
assessed in the form of answers to a well prepared questionnaire.
Interviews
Interviews are a crucial part of the recruitment process for most organizations. Their purpose is
to give the selector a chance to assess the candidate and to demonstrate their abilities and
personality. It’s also an opportunity for an employer to assess them and to make sure the
organization and position are right for the candidate. An interview is an attempt to secure
maximum amount of information from candidate concerning his suitability for the job under
consideration.
The recruitment process for most organizations follows a common theme: Applications/CVs are
received, either online or by post; and candidates are short-listed and invited for interview. The
interview format can vary considerably and may include an assessment centre and/or tests. The
number of interviews also varies. Some companies are satisfied after one interview, whereas
others will want to recall a further shortlist of candidates for more. If successful at the final
interview stage, an official job offer is sent to the candidate. Interview format is determined by
the nature of the organization, but there are various standard formats.
Chronological Interviews -These work chronologically through the candidate’s life to date and
are usually based on the CV or a completed application form.
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Competency-Based Interviews -These are structured to reflect the competencies that an
employer is seeking for a particular job (often detailed in the recruitment information). This is
the most common type of interview for graduate positions today.
Technical Interviews - If a candidate has applied for a job or course that requires technical
knowledge (e.g. positions in engineering or IT) it is likely, at some stage in the selection
process, that the candidate will be asked technical questions or have a separate technical
interview to test his/her knowledge. Questions may focus on the final year project and his/her
choice of approach to it or on real/hypothetical technical problems. It seen that the candidate
proves himself/herself but also they admit to what they don’t know.
Kinds of Interviews:
1. One to one interview: in this type of interview one selector interviews one candidate
alone.
2. Informal interview: in this type there are discussions between the candidate and two or
more interviewers.
3. Panel of interviews: in these pre planned standard questions ranging overall aspects of
the job are asked. They focus directly on elements of person specification.
4. Direct planned interview: this interview is straight forward, face to face, question and
answer situation intended to measure the candidate’s knowledge and background.
5. Indirect and direct interview: in this type of interview the interviewer refrains from
asking direct and specific questions but creates an atmosphere in which the interviewee
feels free to talk and go into any subject he considers important. The object of the
interview is to determine what individual himself considers of immediate concern, what
he thinks about these problems, and how he conceives of his job and his organization.
6. Patterned interview: in this interview a series of questions which illuminates validated
against the record of employees who have succeeded or failed on the job.
7. Stress interview: in this interview the interviewer deliberately creates stress to see how
an applicant operates in stress situation. To induce stress, the interviewer responds to the
applicant’s answers with anger, silence and criticism. This interview aims attesting the
candidate’s job behavior and level of withstanding during the period of stress and strain.
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8. Depth interview: in this type of interview, the candidate would be examined extensively
in core areas of knowledge and skills of the job.
Background Checks and Enquiries
Offers of appointment are subject to references and security checks. The references given in the
candidate’s application will be taken up and a security check will be conducted. Security
checks can take a while if the candidate has lived abroad for any period of time.
Final Selection Decision
Those individuals who perform successfully on the employment tests and the interviews, and
are not eliminated by development of negative information on either the background
investigation or physical examination are now considered to be eligible to receive an offer of
employment. Who makes that employment offer? For administrative purposes the personnel
department should make the offer. But their role should be only administrative. The actual
hiring decision should be made by the manager in the department that had the position open.
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Chapter – 4
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DATA ANALYSIS
Observation made during the study and analysis of the company policy
The company is having all over India branches/area offices. Initial interviews will be
conducted at the area office by the concerned area manager. As the HR Department is
located in the corporate office so all the final interviews & selection will be done at its
corporate office i.e. in Hyderabad.
Sometimes screening will be done by telephonic interview which is conducted by the
HR department in corporate office.
The candidate will be filtered based on merit and experience.
The company is recruiting its manpower through consultancy also. The consultancy will
be selected based on the process used by them before sending the candidate to the
company.
The company is tie up with job portal – Naukari.com also. This is helpful for the process
of recruitment in collection of resumes.
The candidate will be selected based on the communication and their presentation at the
time of interview. Subject knowledge is also essential based on type of the vacancy.
The time lag between recruitment and placing will be done within one month.
The company will pay the applicants expenses for attending the interview, based on the
grade.
Rejected candidates will be intimated and their profile will be kept in data bank for a
period of 6 month.
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1) The recruitment and selection process of company meets the current legal requirements.
20%
59%
14%4% 4%
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Interpretation:
Near about 20% of the respondents are strongly agree with the statement that recruitment and
selection process of company meets the current legal requirements, and 60% are agree only so,
total 80% of the respondent are in favor that the process of recruitment & selection meets the
current legal requirement.
Observation:
The process of recruitment & selection which is followed by the company is helpful to meet the
company’s manpower requirement.
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Response Pattern Remark Percentage
Strongly Agree 10 19%
Agree 30 59%
no opinion 7 14%
disagree 2 4%
strongly disagree 2 4%
2) Recruitment & Selection Policy of company is clearly stated.
25%
59%
10% 4% 2%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
The question was raised to know that employees are aware about the company’s recruitment &
selection policy or not. Near about 85% are agreed that the recruitment & selection policy is
clearly stated and only 8% are disagree.
Observation:
So the recruitment & selection policy of company is clearly stated but it requires little bit
change. But the company policy should be updated time to time.
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Response Pattern Remark Percentage
Strongly Agree 13 25%
Agree 30 59%
no opinion 5 10%
disagree 2 4%
strongly disagree 1 2%
3) Internal source is better for company
35%
37%
22%4% 2%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
As per the respondent response near about 70% are agree with the statement that internal source
is better for company, 22% having no response and 6% are disagree with the statement.
Observation:
After analysis it is better to get the manpower by internal source as they are aware about that
candidate skill and behavior but sometimes company will not get right candidate.
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Response Pattern Remark Percentage
Strongly Agree 18 35%
Agree 19 37%
no opinion 11 22%
disagree 2 4%
strongly disagree 1 2%
4) External source is better for company.
4%
30%
8%40%
18%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
Near about 55% are disagree with the statement that external source is better for company’s
recruitment process and about 34% are in favor of this statement.
Observation:
From this question respondent are satisfied with the internal source but some are not satisfied
and they preferred external source.
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Response Pattern Remark Percentage
Strongly Agree 2 4%
Agree 15 30%
no opinion 4 8%
disagree 20 40%
strongly disagree 9 18%
5) I feel scarcity of manpower at my working place.
10% 10%
25%43%
12%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
Near about 60% are disagree with this statement, means they are not feeling scarcity of
manpower and Only 20% are agree with this statement.
Observation:
This shows that HR department fulfills all the requirements of human resource in the
organization as soon as required. But as some are disagree with this statement means the
recruitment process needs change.
6) I feel that the right job is being performed by the deserved person at my working environment.
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Response Pattern Remark Percentage
Strongly Agree 5 10%
Agree 5 10%
no opinion 13 25%
disagree 22 43%
strongly disagree 6 12%
18%
43%
18%
14% 8%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
It is very important for any organization to recruit skilled manpower, to achieve its business
target. The question was raised to know the opinion that right job is performed by right person.
So 60 % are agree and near about 20% are disagree.
Observation:
This shows company is recruiting right candidate for right job but some respondent are disagree
so selection process need improvement and proper verification of recruitee.
7) The employee’s competency matches with the job specification.
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Response Pattern Remark Percentage
Strongly Agree 9 17%
Agree 22 43%
no opinion 9 18%
disagree 7 14%
strongly disagree 4 8%
2%
39%
41%
10% 8%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
Nearly 45% are agree with this statement and 20% are disagree but surprisingly 40% gave no
opinion this means they are not aware about other competencies,
Observation:
This interpret ate that company’s recruitment process is helpful in getting right candidate for
right job but as per of the some respondent dissatisfaction the recruitment should be more filter.
8) To what extent you are satisfied with the external source (job portals) for recruitment process.
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Response Pattern Remark Percentage
Strongly Agree 1 2%
Agree 20 39%
no opinion 21 41%
disagree 5 10%
strongly disagree 4 8%
7%9%
49%
33%
2%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
some respondent are satisfied with the external source of recruitment ,It is observed that most of
the candidates are recruited through “Reference” or other internal source and about 50% have
no opinion the external sources like job portals, consultancies.
9) To what extent you are satisfied with the employee’s reference for recruitment process.
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Response Pattern Remark percentage
Strongly Agree 3 7%
Agree 4 9%
no opinion 22 49%
disagree 15 33%
strongly disagree 1 2%
20%
40%4%
22%
14%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
60% of respondent are in favor of the statement that they are satisfied with the employee’s
referral, this helps in getting known candidates as company knows the skill and behavior of the
recruitee. But near about 35% are disagree with the statement so, recruitment process need good
external sources for recruitment process.
10) To what extent the selection procedure followed for your recruitment is suitable to your job.
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Response pattern Remark percentage
Strongly Agree 10 20%
Agree 20 40%
no opinion 2 4%
disagree 11 22%
strongly disagree 7 14%
28%
40%
4%
20%8%
Strongly Agree Agree no opiniondisagreestrongly disagree
Interpretation:
Near about 70% of the candidates are satisfied with the selection procedure and this shows right
person is in right job but near about 30 % are not satisfied so this shows that selection process
also needs some changes.
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Response pattern Remark percentage
Strongly Agree 14 28%
Agree 20 40%
no opinion 2 4%
disagree 10 20%
strongly disagree 4 8%
Chapter – 5
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FINDINGS AND INTERPRETATION
After a thorough study and discussion on the companies recruitment & selection policy, to know
its effectiveness in the organization a self designed questionnaire has been prepared to gather
the views of employees.
The questionnaire contains 10 questions related to recruitment & selection topic. The
questionnaire has been distributed to 50 employees from various departments (HPD, Marketing,
Legal (SCM), PNS, and Finance & Logistic) and asked them to answer the questions by
selection the given choices.
The responses of all the questions were summed up from all the answered questionnaires. These
summed up responses were calculated to derive the percentages to make the interpretation more
meaningful, being represented in the form of pie chart.
These are the findings:
1. The process of recruitment & selection which is followed by the company is helpful to
meet the company’s manpower requirement to some extent.
2. The recruitment & selection policy of company is clearly stated but no updation
according to the company’s objective.
3. Company is highly dependent on employee’s referral for higher position and for lower
posts company prefers job portals and outsourcing.
4. Company is recruiting right candidate for right job but some respondent are disagree so
selection process needs improvement and proper verification of recruitee.
5. Candidates are not timely informed for their selection and also for their rejection.
6. Too much time taken by the HPD in recruiting some important urgent posts.
7. Some respondent are satisfied with the external source of recruitment ,It is observed that
most of the candidates are recruited through “Reference” or other internal source and
about 50% have no opinion the external sources like job portals, consultancies.
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8. After analysis it is better to get the manpower by internal source as they are aware about
that candidate skill and behavior but sometimes company will not get right candidate.
Chapter – 6
78
SUGGESTIONS
After concluding the study of the companies recruitment policy, interaction with some of the
recruitment manager, company associates and based on the responses received from the
associates the following suggests are made to the company for further improvement of the
policy.
1. The organization should not majorly Clear job description is given to the candidates at
the time of interview itself, to avoid disappointment after joining.
2. The candidate should be informed in time whether they have been selected or not. There
should not be any delay in informing the candidate.
3. There should be reliability on external sources.
4. Recruitment feedback should be taken by the candidates to improve the recruitment
process.
5. The employees should be called for the interview only after checking their educational
qualifications and job experience in a proper way so as to save the time and cost involved
in the recruitment process.
6. Depend on the application bank as the major source for the details of the candidate for
recruitment purpose. It should also consider other sources which could provide them
better options.
7. Follow up to be done to the newly engaged employees to ensure that they have settled in
and to check on how well they are doing. If they have any problems it is better to
identify them at an early stage rather than allowing them to fester.
8. Internal job posting to be preferred to reduce cost of recruitment.
9. Organization should use social networking sites for creating pool of good candidates.
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Bibliography
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Bibliography
H. John Bernardin “ Human Resource Management”, Fourth Edition, Mc Graw
I am student of SIVA SIVANI INSTITUTE OF MANAGEMENT, SECUENDRABAD, and I am doing project on RECRUITMENT AND SELECTION in the field of Human Resource Department. I would be grateful if you could spare few minutes and answer the questions below. The answer will be kept confidential and used for academic purpose only.
QUESTIONNAIRE
[Kindly tick ( √ ) the options you think are right ]
1) The recruitment and selection process of company meets the current legal requirements?a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
2) Recruitment & Selection Policy of company is clearly stated.a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
3) Internal source is better for company.a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
4) External source is better for company.a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
5) I feel scarcity of manpower at my working place.a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
6) I feel that the right job is being performed by the deserved person at my working environment.a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
7) The employee’s competency matches with the job specification.a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
8) To what extent you are satisfied with the external source (job portals) for recruitment process.
a) 0% b) 25% c) 50% d) 75% e) 100%
9) To what extent you are satisfied with the employee’s reference for recruitment process.a) 0% b) 25% c) 50% d) 75% e) 100%
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10) To what extent the selection procedure followed for your recruitment is suitable to your job.