A STUDY ON THE RECUITMENT AND SELECTION AT IVRCL IFRASTRUCTURE & PROJECTS LTD. PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION By P.LAKSHMI ROLL NO: 06911E0014 VIDYA JYOTHI INSTITUTE OF TECHNOLOGY JAWAHARLAL NEHRU UNIVERSITY AZIZ NAGAR, HYDERABAD 1
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A STUDY ON THE RECUITMENT AND SELECTION
AT
IVRCL IFRASTRUCTURE & PROJECTS LTD.
PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
By
P.LAKSHMI
ROLL NO: 06911E0014
VIDYA JYOTHI INSTITUTE OF TECHNOLOGY JAWAHARLAL NEHRU UNIVERSITY AZIZ NAGAR, HYDERABAD 2006-2008.
1
DECLARATION
I hereby declare that this Project Report titled “The study of recruitment and
selection” submitted by me to the Department of Business Management, J.N.T.U.,
Hyderabad, is a bonafide work undertaken by me and it is not submitted to any other
University or Institution for the award of any degree diploma / certificate or published
any time before.
Place: HyderabadDate: Signature of the Student
2
CERTIFICATE
This is to certify that the Report on the Project titled “A study on recruitment and
selection” in IVRCL Infrastructure & Projects Ltd is the bonafide work carried out by
Miss P. Lakshmi, MBA second year student, bearing Roll No.06911E0014 of this
college under my guidance and in partial fulfillment of the requirement of the Curriculum
for the award of the Degree of Master of Business Administration by Jawaharlal Nehru
Technological University for the academic year 2006-2008
This Project Report has not been submitted to any other University or Organization for
the award of any Degree or Diploma.
Internal Guide H.O.D. Principal
External Examiner
3
ABSTRACT
There have been revolutionary changes brought about in the field of Human Resource
Management in the last decade. The most important of these is the recognition of the
importance of HRD as a strategic business partner. This means accepting the HR function
as a strategic partner in the formulation of the company’s strategies as well as in the
implementation of those strategies through HR activities such as recruitment, selection,
compensation, training and rewarding personnel.
One of the most important functions of Human Resource Management is the Recruitment
and Selection of employees within the organization .And one industry where Recruitment
and Selection is very essential in the industry. Getting the projects in the industry, which
makes to Recruitment and Selection the people in the organization.
This project deals with “the study of the Recruitment and Selection” at IVRCL
Infrastructure & Projects Ltd.
This Project focuses on the roles of recruit of people in an organization, and selecting a
suitable person for the post. Placing a right candidate at a right time and right place the
recruitment and selection process is completed in IVRC
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ACKNOWLEDGEMENT
I sincerely thank Mr. Pandu Ranga Rao for giving me the opportunity to do the project
at IVRCL Infrastructure & Projects Ltd.
I express my deep sense of appreciation for Mr. P. Ramesh, Mr. Sreenivas,
Mrs. Bharathi and Mr. Giridhar for their guidance throughout this project.
It is with great pleasure that I express my gratitude to Mr. Siva Rami Reddy (Head of
the Department), and Mrs. Swapna under whose inspiring guidance and advice this
study has been carried out.
I am also thankful to my family members and my friends who helped me to complete this
project.
Place: Hyderabad
Date: (P. Lakshmi)
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CONTENTS
Chapter Page no
Chapter 1. INTRODUCTION 9
1.1 Need 10
1.2 Methodology 11-12
1.3 Structure of the Study 12
1.4 Objectives of the Study 12
1.5 Limitations of the Study 13
Chapter 2. REVIEW OF LITERATURE 14
2.1 Definitions of Recruitment & Selection 15
2.2Meaning of Recruitment & Selection 16-17
2.3 Purpose and importance 17
2.4 Objectives of Recruitment 18
2.5 Recruitment Process 19-20
2.6 Sources of Recruitent
21-24 2.7 Factors affecting recruitment
25-27 2.8 Selection
27 2.9 Objectives of Selection
27 2.10 Selection Process
28-31
2.11 Factors affecting Selection 31
2.12 Distinction 32
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Chapter 3. PROFILE OF THE COMPANY 33
3.1 Industry Profile 34- 35
3.2 Company Profile 36-45
Chapter 4. Recruitment & Selection in IVRCL 46
4.1 Recruitment & Selection 47-48
4.2 Process of IVRCL 49
4.3 Overall Recruitment & Selection 50-57
Chapter 5. DATA ANALYSIS AND PRESENTATION 58
5.1 Methodology and Collection of Data 59
5.2 Analysis of Data 60-71
Chapter 6. FINDINGS, SUGGESTIONS& CONCLUSIONS 72
6.1 Findings 73
6.2 Suggestions & Conclusions 74
Chapter 7. APPENDICES 75
7.1 Questionnaire 76-77
7.2 Grades & Designations 78
Chapter 8. BIBLIOGRAPHY 79
8.1 Bibliography 80
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CHAPTER-1
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1. INTRODUCTION: Once the required number and kind of human resources are determined, the
management has to find the places where required human resources are/will be available
and also the means of attracting them towards the organization before selecting
candidates for jobs. All this process is generally known as ‘RECRUITMENT’. Some
people use the term ‘recruitment’ for employment. These two are not one and the same.
Recruitment is only one of the steps in the entire employment process. Some others use
the term recruitment for selection. These two terms are not one and the same either.
Technically speaking the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, whereas the selection is the process of finding
out the most suitable candidate to the job out of the candidates attracted. Formal
definition of recruitment would give clear cut idea about the function of recruitment.
After identifying the sources of human resources, searching for prospective
employees and stimulating them to apply for jobs in an organization, the management
has to perform the function of selecting the right employees at the right time. The
obvious guiding policy in selection is the intention to choose the best qualified and
suitable job candidate for each unfulfilled job. The objective of the selection decision is
to choose the individual who can most successfully perform the job from the pool of
qualified candidates. The selection procedure is the system of function and devices
adopted in a given company to ascertain whether the candidate’s specifications are
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matched with the job specifications and requirements are not. The selection procedure
cannot be effective until and unless:
Requirements of the job to be filled, have been clearly specified [job analysis, etc]
Employee specifications [physical, mental, social, and behavioral, etc] have been
clearly specified.
Candidates for screening have been attracted.
1.1 NEED & SIGNIFICANCE OF THE STUDY
Meeting the demands of today’s changing business environment requires building
an efficient staff. For high growth organizations, attracting, hiring and retaining
the right talent is critical. By adding the right players to the team it will have a
source of competitive advantage. Attract the wrong talent and it will have
difficulty in meeting the strategic goals and objectives. The first challenge is to
generate a labor pool that is large enough for the company to draw on when
searching for top talent. The second is to develop an effective process for
screening and selecting the best candidates. But finding and keep quality
employees can pose a challenge. It is difficult for the companies to find a large
umber of efficient candidates and attract them to apply for jobs.
Reduces Cost of Selection: By adopting a good recruitment and selection
process the company can reduce the cost in selecting the prospective
candidates.
Motivated employees: Motivated employed can be brought in by the
effective recruitment strategies.
Reduction in Training expenses: Training expenses can be reduced when the
company’s recruitment and selection process is good. The candidates attracted
will be efficient and the suitable candidate for the job will be selected.
Because of his efficiency the candidate may not require additional training for
his better performance. This reduces the training expenses.
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Employee turnover: Employee turnover can be reduced when the right
candidates is selected and placed in the right position. There will be job
satisfaction which in turn reduces the employee turn over and enhances the
productivity. More work can be done at less cost.
The need of the study is to offer new and improved measures and strategies
of recruitment and selection process to IVRCL Infrastructure & Projects
Limited. This report is an attempt to delve into the area of “Recruitment and
Selection” and offer strategies customized for IVRCL Infrastructure &
Projects Limited.
This study will be helpful to the juniors and will work as a guide to them.
1.2 METHODOLOGY
A study is conducted on Recruitment and Selection process of IVRCL
Infrastructure & Projects Limited. Detailed report is made on the basis of records
available in the company on the recruitment and selection of the employees.
A survey has been conducted on the perception of the employees on the recruitment
and selection process of IVRCL. All the work levels are considered for the
survey.
Scope:• Number of employees working in IVRCL.
• Location considered - corporate office.
Data collection methods:
• Primary Data:
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The primary data is collected through the personal interview with the HR
manager and the other employees of the HR circle. Observation is also made at the
recruitments which were conducted at the time of the study.
• Secondary Data:
The secondary data is collected through the reference of the magazines,
journals and books on the topic. The files of the company are also checked for further
information.
Sampling technique:
The sampling technique used for the collection of information through the
questionnaires is the simple random sampling.
Sample size:
The sample size taken is 100 employees in the company.
1.3 STRUCTURE OF THE STUDY
Planning of study
Gathering information by internal source ( Text Books , Online)
Attending one of the Recruiting program to get an idea
Recruitment Activities• Job posting• Ads• Other recruitment sources• Follow up actions• Record keeping
Screening / Selecting employees
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Recruitment Evaluation No. of jobs filled ? Jobs filled in timely fashion ? Cost per job filled ?
Recruiting the wrong kind of people can become a serious issue for any
company. A defined recruitment process needs to be followed to ensure that the right
person reaches the right place.
A general recruitment process involves Identifying vacancies, prepare job
description and person specification, advertising, managing the response, short-listing,
arranging interviews, conducting interviews, decision making, convey the decision and
appointment action. This means that a lot of time and resources have to be invested.
Interviews are an important and a crucial part of recruitment process. The person
taking the interview of the candidate has to be well prepared in advance. Concerns like
the location of the interview, the time table, the structure of the question strategy, style of
taking the interview needs to be decided beforehand so that nothing is left ambiguous in.
A general recruitment process may include a written test to judge particular skills
of a candidate. In this case, the test should be prepared carefully, not deviating from the
subject. A lot can be judged about the candidate from his CV. A proper presentation of
his CV in an organized and refined manner speaks a lot about the individual. His mindset
and attitude can be judged according to his CV.
There are a few things that need to be kept in mind during the recruitment process.
Until the final decision about a certain candidate is taken, it is important to keep in
regular touch with the candidate. The decision making process should not take very long
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to avoid the candidate from taking up some other opportunity. A candidate should be
duly informed once the decision is taken. He should be told the complete process of his
appointment clearly with details of all the documents that he needs to submit. A record
file should be maintained of the candidate for any future reference.
The recruitment process must be robust and justifiable and should stand up to
external scrutiny. Only a good recruitment agency with good understanding can perform
the same with a good understanding.
2.6 SOURCES OF RECRUITMENT
There are several sources and they may be broadly classified into two. i) Internal sources ii) External sources
Internal Source External Source
Professional or Trade Associations Advertisements R E Employment Exchange
Present Employees C R Campus Recruitment Employee Referrals U I Walk-ins and Write-ins Former Employees T M Consultants Previous Applicants E N Contractors T Displaced Persons Radio and Television
E-Recruiting
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INTERNAL RECRUITMENT:
Present Employee: 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) it encourages competent individuals who are ambitious; iv) it is cheaper than going
outside to recruit.
Promotion can be dysfunctional to the firm a advantage of hiring outsiders who
may be better qualified and skilled is denied. Promotion also results in inbreeding which
is not good for the organization.
Promotion, to be effective, requires using job posting, personal records and skill
banks. Job posting means notifying vacant positions by posting notices, circulating
publications or announcing at staff meetings and inviting employees to apply. Personnel
records are also useful to effect promotions. Examining personal records may help
discover employee who are below their educational qualifications or skill levels.
Employee referrals: This can be good source of internal recruitment. Employees can develop good
prospectus for their families and friends by acquainting them with the advantages of a job
with the company. When employees recommend successful referrals, they are paid
monetary incentives which are called “finders fees”.
Former employees:
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Former employees are also a internal source of applicants. Some retired persons
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. Sometime, people who
have left the company for some reason or the other are willing to come back and work.
An advantage of this source is that the performance of these people is already known.
Previous applicants: Although not truly internal sources, those who have previously applied for jobs can
be contracted by mail, a quick and inexpensive way to fill an unexpected opening
EXTERNAL SOURCES: Professional or Trade associations: Many associations provide placement for their members. These services may
consist of compiling job seekers, lists and providing access to member’s regional or
national conventions. Professional or Trade associations
Are particularly useful for attracting highly educated , experienced or skilled
personnel. Another advantage of these sources is that recruiters can zero in on specific
job seekers, especially for hard-to-fill technical posts.
Advertisements: Advertising in newspapers and periodicals is one of the most important methods of
recruitment today. This is specially so in case of recruitment of management and
technical personnel. The company needing advertisers details about requirement, salary,
perquisites , duties and responsibilities etc. the advantage of advertising is that all details
about the job can be given I advertisement to allow self-screening by the prospective
candidates. Advertisement gives the management a wider range of candidates from which
to choose. Its disadvantage of applicant’s whole screening cots may be quite heavy.
Employment Exchange: Employment exchanges have been set up all over the country in deference to the
provisions of the employment exchange act 1959. The major functions of the exchanges
are to increase the pool of possible applicants and to do preliminary screening. Thus,
employment exchanges act as a link between the employers and the prospective
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employees. These offices are particularly useful in recruiting blue-collar, white-collar,
and technical workers.
Campus recruitment: Colleges, universities, research laboratories, sports fields and institutes are fertile
ground for recruiters, particularly the institutes. Four reasons can be given to explain this
trend. First, changes in the economic front have thrown open new opportunities in the
home country. Second, quality of life in India has improved considerably. Third, it is
becoming highly difficult for foreign students to secure work permits in the US. Fourth,
sentiment and love for the mother country compels them to return India.
Campus recruitment is often an expensive process, even if the recruiting process
eventually produces job offers and acceptances.
Consultants Consultants are useful in as much as they have nation-wide contacts and lend
professional to the hiring process. They also keep prospective employer and the
employee anonymous.
Contractors: Contractors are used to recruit causal workers. The names of the workers are not
entered in the company records and to this extent, difficulties experienced in maintaining
permanent workers are avoided.
Radio and television: Radio and television are used but sparingly, and that too, by government departments
only. Companies in the private sector are hesitant to use the media because of high costs.
Radio and television can be used to reach certain types of job applicants such as skilled
workers.
E-recruiting: Perhaps no method has ever had revolutionary an effect on recruitment practices s
the internet. There are respective company websites devoted in some manner to job-
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posting activities. Currently, employers can electronically screen candidates soft
attributes, direct potential hires to a special website for online skill assessment, conduct
background checks over the internet, interview candidates via videoconferencing, and
manage the entire process with web-based software. Companies benefit immensely
through cost savings,
Speed enhancement and extend worldwide candidate reach which the internet offers.
2.7 Factors Affecting Recruitment:
Both internal and external factors affect recruitment. The external factors
include supply of and demand for human resources, employment opportunities
and/or unemployment rate, labor market conditions, political, legal requirement and
government policies, social factors, information systems etc.
The internal factors include the company’s pay package including salary, fringe
benefits and incentives, quality of work life, organizational culture, career planning
and growth opportunities, size of the company, company’s product/services
geographical spread of the company’s operations viz., local, national or global,
company’s growth rate, Role of Trade Unions and cost of recruitment.
FACTORS AFFECTING RECRUITMENT
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Function of Recruitment
Performing the function of recruitment, increasing the ratio is not as a easy as it
seems to be. This is because of the hurdles created by the internal factors and
external factors which influence an organization. The first activity of recruitment i.e.
searching for prospective employees is affected by many factors like
1. Organizations policy regarding filling up of certain percentage vacancies by
internal candidates.
2. Local candidates
3. Influence of trade unions
4. Government regulations regarding reservations of certain number of vacancies to
candidates based on community/region/caste/sex;
5. Influence of recommendations, nepotism etc. As such, the management is not
free to find out or develop the source of desirable candidates and alternatively it
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has to divert its energies for developing the sources within the limits of those
factors thought it cannot find suitable candidates for the jobs.
FACTORS AFFECTED BY RECRUITMENT:
It is also affected by internal factors like
1. Working conditions and
2. promotional opportunities
3. salary levels, type and extent of benefits;
4. other personnel policies and practices;
5. image of the organization
6. Ability and skill of the management to stimulate the candidates.
It is also affected by external factors like:
1. Personnel policies and practices of various organizations regarding
working conditions, salary, benefits, promotional opportunities, employee relations
2. Career opportunities in other organizations;
3. Government regulations.
2.8 SELECTION
In human resource planning we identified our personnel needs. Once these needs
were established a job analysis was conducted, which clarified the characteristics of jobs
being done and the individual qualities necessary to do these jobs successfully. This
information was then used to recruit a pool of qualified applicants. We must now begin
the process of thinning this set, which is one of the major objectives of selection.
The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidate's specifications are matched with the job
specifications and requirements or not. The selection procedure cannot be effective until
and unless:
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1. Requirements of the job to be filled, have been clearly specified (Job Analysis)
2. Employee specifications have been dearly specified.
3. Candidates for screening have been attracted.
Thus, the development of job analysis, human resource planning and
Recruitment are necessary prerequisites to the selection process.
2.9 Objectives of Selection:
Selection has two main objectives:
1. To predict which job applicants would be successful if hired
2. To inform and sell the candidate on the job and the organization.
2.10 SELECTION PROCESS
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. In practice, the process differs
among organizations and between two different jobs within the Internal Environment
same company. Selection procedure for senior managers will long-drawn and
rigorous ,but it in simple and short while hiring shop-floor workers.
There is no particular time gap between the recruitment and the selection of the
candidates. The time gap extended till one month in few cases.
The recruiter is able to place the candidate at the job which he deserves. The job
performance of the candidates will increase by proper placement.
Placement is also given equal importance with recruitment and selection. This
will increase the performance of the company.
The employees are provided an open work environment where they can use their
creativity.
There is much scope for learning & growth of the employees.
The culture of the organization is formal.
Many employees have responded that they will recommend their friends to join
this organization. This gives more employee referrals for the recruitment.
Most of the employees are working from since three years. This shows that they
are satisfied with the jobs and with the company.
Employees want to stay for long period of time.
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6.2 Suggestions
Proper advertising of IVRCL is to be given so that the identification with the
company increases and more and more candidates are attracted to the company
maximum utilization of employee’s energy is possible only if the placements are
made according to the capabilities, capacities, aptitudes & inclinations of the
employees. It is a positive feature identified in the company.
Management can also economize the time and money and it can justify the purpose of
the recruitment & selection.
To get the right person the recruiter should provide good advertising about the
company and provide the job description to the candidates.
Good Environment should be maintained so that the candidates all attracted to the
company which helps them to work with supportive environment.
Interview rounds for the employees should be increases so that the capable candidates
are screened out and places at the right place.
The long time gap between the recruitment & selection of the candidates will give the
negative effect to the company. In the process there may be chance of missing the
right person for the company. An ideal time gap should be maintained by the
company.
To maintain the growth of the employees, the semi formal & formal culture of the
organization should be maintained.
6.3 Conclusion:
Recruitment in IVRCL was a very good learning experience as I had a very good
insight into the public sector recruitment and selection procedure. This learning
experience was a good practical exposure which acquainted me to the organization
culture and its operational activities and this exposure will surely help in my future
endeavors.
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CHAPTER-7
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7.1 Survey on Employee Perception on Recruitment and Selection
Process of IVRCL Infrastructure & Projects Limited.
Name:Designation:Qualification;
1. What is your opinion on the Recruitment & Selection process in IVRCL?a) Excellent b) Good c) Average d) Bad
2. How long have you been working with IVRCL? a) 0-1 year b) 1-3 yrs c) 3-5 yrs
3. How did you come to know about the vacancy, when applying at IVRCL? a) Advertisement b) Walk-Ins c) Job Portals d) Campus Placement
4. Which of the following attracted you to apply for the job at IVRCL?
a) Decent Salary b) Opportunity for growth c) Job security d) Identification with the company
5. What information does the recruiter provide to attract the candidates?
a) Job description b) Job specification c) Employee specification d) None
6. What do you prefer to know before applying for the job?a) Job description b) Job specification c) Job responsibilities d) Employee specification e) Alt the above
7. What do you think is the time gap between recruitment and selection process?a) 1 week b) 2 weeks c) 3 weeks d) 1 month
8. Are your academic studies related to the work you perform?
a) Yes b) No
9.. Are you aware of the happenings of other departments of the company?
a) Yes b) No
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10. How do you describe the organization?
a) Formal b) Semi-formal c) Informal
11. How is your job description different from your role being played in the organization?
a) Both are same b) Slightly different c) significantly different
12. Would you recommend your formal colleagues or friends to join this organization?a) Yes b) No
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7.2 GRADES AND DESIGNATIONS OF IVRCL
GRADES DESIGNATIONSG1 DirectorsG2 Dy. Director/ COO/EVP/SVP/GM/CSG3 Senior Deputy General Manager
Deputy General ManagerG4 Senior Assistant General Manager