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    CONTENTS

    1. Executive Summary 2

    2. Objective of the Study 4

    3. Company rofi!e "#ai!$ay %epartment &

    4. Evo!ution of 'ndian #ai!$ay (

    & . Or)ani*at ion + tructure of #ai !$ay %epartment ,

    -. 'ntroduction of e+ t Centra! #a i!$ay /

    (. Structure of #ai!$ay %epartment 11

    ,. 0oard of ember+ " e+t Centra! #ai!$ay. 12

    /. 'ntroduction " #ecrui tment Se!ect ion 13

    1. orin) or #ecruitment Se!ection roce++ 14

    /. #ecruitment

    5a6 eanin) of #ecruitment 1&

      5b6 7o$ +ucce++fu! recruitment done 1-

      5c6 Need of #ecruitment 1(

      5d6 #ecru itment roce++ 1,

    5d6 Source+ of #ecrui tment 23

    1. Se!ection " eanin) of Se!ection 2,

    11. roce++ o f Se!ect ion 2/

    12. C!a++ if icat ion of Service+ 3,

    13. Nece++ity of 8ppointment 3/

    11. #e+earch ethodo!o)y 4

    12. %ata Co!!ection 41

    13. %ata 8na!y+ i+ 'nterpretat ion 42

    14. 9indin)+ #ecommendat ion &

    1&. :imitation of the Study &1

    1-. Conc!u+ion &2

    1(. 0ib!io)raphy &4

    1,. 8nnexure &&

    a)e ;1

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    E

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      (ith reference to this conte)t, this proect is been prepared to put a

    l ight on Recruitment and "elec tion process . This pro ect inc ludes

    $eaning and !efinition of Recruitment and "election, *eed and Purpose

    of Recruitment, &valuation of Recruitment Process, Recruitment Tips.

    "ources of Recruitment through which an +rganization gets suitable

    application. "cientific Recruitment and "election, which an +rganization

    should follow for, r ight man power. ob %nalysis, which gives an idea

    about the re-uirement of the ob.

      Recruitment and "elec tion are s imul taneous process and a re

    incomplete without each other. They are important components of the

    organization and are different from each other. It also contains addresses

    o f variou s and t op p lac ement cons ul tants an d th e price li st o f  

    advertisements in the magazine.

      Recruitment process is one of the very important processes for any

    organization. In this study I also try to prove that its one of the maor operations of 

    the railway department. In this study I try to understand what the internal or e)ternal

    sources of recruitment are also include the internal or e)ternal forces which effects

     process. It also includes those factors which are used to control the effects of e)ternal

    or internal sources. I used sample size of /0 employees of railway department to know

    about their satisfaction level about the recruitment process of the organization.

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    O0@ECT'>E O9 T7E ST=%?

    The primary objective of the +tudy i+ to eva!uate the practice+ of 

    or)ani*ation to deve!op #ecruitment +i!!+ of an individua!. 'n the !i)ht of thi+

    primary objective the fo!!o$in) +ub;objective+ are +et.

    • To +tudy the importance of #ecruitment for an or)ani*ation+ +ucce++.

    • To examine $ay+ in $hich #ecruitment i+ )roomed in the or)ani*ation+

    • To examine the effect of #ecruitment and +e!ection proce++ on

    or)ani*ation+ $or cu!ture.

    a)e ;4

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    CO8N? #O9':E

    #8':8? %E8#TENT 

    Indian Railways, is the s ta te1owned ra i lway company of India ,

    which owns and opera tes most of the country 2 s ra i l t r anspor t . I t i s

    overseen by the $inistry of Railways of the 3overnme nt of India.

      I nd ia n Ra il way s has m or e th an 4 /, 05 6 ki lo me tr es 7 89 ,: ::

    mil l ion; of t rack and 4,909 sta t ions. I t has the world 2 s four th largest

    railway network after that of the

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      Rai lways were f ir s t in troduced to India in 5>68. ?y 59/:, the

    year of India2 s independence, there were forty1two rai l systems. In

    5965 the systems were nat ional ised as one unit , becoming one of the

    la rges t networks in the world . IR operates both long d istance and

    suburban ra i l systems on a mult i 1gauge network of broad, metre and

    narrow gauges. It also owns locomotive and coach production facilities.

      Indian Rai lways i s a department owned and cont ro l led by the

    3overnment of India , via the $inistry of Railways. %s of !ecember  

    =050, the Railway $inistry is headed by $amata ?aneree, the

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      The first railway on Indian sub1continent ran over a stretch of =5

    miles from ?ombay to Thane. The idea of a railway to connect ?ombaywith Thane, @alyan and with the Thal and ?hore 3hats incl ines f i rs t

    occurred to $r. 3eorge #la rk , the #hie f &ngineer of the ?ombay

    3overnment, during a visit to ?handup in 5>/8.

    The formal inauguration ceremony was performed on 54th %pril

    5>68, when 5/ ra i lway carr iages carrying about /00 guests lef t ?ori

    ?under at 8.80 pm Aamidst the loud applause of a vast multitude and to

    the salute of =5 guns.A The first passenger train steamed out of Howrah

    sta tion dest ined for Hooghly, a dis tance of =/ miles , on 56th %ugust ,

    5>6/. Thus the f irst section of the &ast Indian Railway was opened to

     public traffic, inaugurating the beginning of railway transport on the

    &astern side of the sub1continent.

    In south the f irst l ine was opened on Ist uly, 5>64 by the $adras

    Rai lwa y #o mpa ny. It ra n bet ween Byas arp adi eeva *i laya m

    7Beyasarpandy; and (alaah Road 7%rcot; , a distance of 48 miles. In

    the *or th a length of 559 mi les of l ine was la id f rom %l lahabad to

    @anpur on 8rd $arch 5>69. The f i r s t sec t ion f rom Hathras Road to

    $athura #antonment was opened to traffic on 59th +ctober, 5>:6.

    These were the small beginnings which is due course developed

    into a network of railway lines all over the country. ?y 5>>0 the Indian

    Rai lway system had a route mileage of about 9000 miles. I*!I%*

    R%IC(%D", the premier transport organization of the country is the

    largest ra i l network in %sia and the world 2 s second largest under one

    management.

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    'NT#O%=CT'ON O9

    EST CENT#8: #8':8? "@808:=# 

      (est #entra l Railway is one of the s ignif icant ra i lway zones of  

    the Indian Railways. The office of this railway zone is head-uartered at

    abalpur and i t is comprises of two divisional head-uar ters including

    abalpur !ivision and ?hopal !ivision.

      Initially abalpur was part of the central Railway and ?hopal was

    under @ota !ivision. (est #entral Railway stretches in the (est1&ast

    direction from @handwa to $anikpur. It covers ?ina in the *orth1"outh

    direction. In addition to handle increasing passenger traffic smoothly,

    (est #entral Railway i s also prominent as a vital freight corrido r.

      (est #entral Railway zone is serving the 89 distr icts of $adhya

    Pradesh , Raas than and

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    k il om et er s o f r ai lw ay t ra cks i nv ol vi ng 5 8= > k il om et er s o f t he

    electrif ied tracks. #hief tourist sites covered by (est #entral Railway

    zone compr ises of ?ird sanc tuary of ?haratpur, The h i ll s tat ion of  Panchmarhi and *ational Reserve 'orests of Ranthambore,

    ?andhavgarh and @anha1@isli

      Important ra ilway sta tions belongs to the (est #entra l Railway

    are ?hopal , @ota , aba lpur, 3anbasoda, Hoshangabad, Habibgan ,

    Bidisha, Harda, 3una, @atni , ?haratpur , I tarsi , and ?ina. This zone

    (est maintains e)cellent e-uilibrium of passenger and freight traffic.

      abalpur !iv is ion cover s r eg ion which have a l arge number  

    cement plants and "atna1Rewa cluster is noteworthy for large scale

    c em en t s hi pm en t. In a dd it io n t o c em en t o th er i te ms w hi ch a re

    fre-uently transported via abalpur and ?hopal division arelimestone,

     bau)ite, CP3,dolomite, etc

      %ppro)imately :6 mil lion passengers t ravel by western centra l

    railway every year which generates the passenger earnings of about Rs

    8>4 crores for the railways. The total annual earning of western central

    railway is Rs. 5=49 crores considering the other coaching earnings like

     parcel traffic of Rs. =6.4/ crores.

     

    (est #ent ra l Rai lway possesses two key marsha l ling yards a t

     *ew @atni unction and Itarsi unction. It contains three electric loco

    sheds with a ent ire f leet of 8/9 e lectr ic locomotives. I t a lso contains

    two diesel loco sheds with an ent ire f leet of 8/9 diesel locomotives.

    This is to ensure the smooth management of ra ilway traffic a long the

    western railways tracks.

    ST#=CT=#E O9 #8':8? %E8#TENT

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    0O8#% O9 E0E#S

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    EST CENT#8: #8':8?

    Aenera! ana)er

    7.C. @o+hi

    Aen!. 8dmn.

    >i)i!ance

    #am Aopa!

    S%A C>O

    Commercia!

    S.>. 'n)a!e

    CC

     

    edica!

    %r. S.. Shu!a

    C%

    Safety

    0.%eva+in)h

    CSO

    Aenera! 8dmin

    =me+h 0a!onda

    SEC? to A

    E!ectrica!

    an Sin)h

    CEE

    echanica!

    .. Sin)h

    CE

    Security

    ahim S$ami

    CSC

    Aenera! 8dmin

    iyu+h athur

    C#O

    En)ineerin)

    C.. Taya!

    CE

    Operatin)

    .:. andey

    CO

    Si)na! Te!ecom

    8jay >ijayver)iya

    CSTE

    Aenera! 8dmin

    8jay Shriva+tava

    %A

    9inance

    7emant 0 Aodbo!e

    98 C8O

    er+onne!

    0.N. eena

    CO

    Store+

    #.:. a$ar

    COS

    0hopa! %ivi+ion

    Ahan+hyam Sin)h

    %iv! #!y ana)er

    @aba!pur %ivi+ion

    S.. :uthra

    %iv! #!y ana)er

    ota %ivi+ion

    adhuar e+hram

    %iv! #!y ana)er

    'NT#O%=CT'ON

    a)e ;12

    http://wcr.indianrailways.gov.in/view_section.jsp?lang=0&id=0,1,262,437http://wcr.indianrailways.gov.in/view_section.jsp?lang=0&id=0,1,262,437

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    #EC#='TENT 8N% SE:ECT'ON

      Recruitment and selection are two of the most important functions

    of personnel management. Recruitment precedes selection and helps in

    selecting a right candidate.

      Recruitment is a process to discover the sources of manpower to

    meet the re-uirement of the staffing schedule and to employee effective

    measures for attracting that manpower in ade-uate numbers to facilitate

    effective selection of efficient personnel.

      "taffing is one basic function of management. %ll managers have

    responsibili ty of staffing function by selecting the chief e)ecutive and

    even the foremen and supervisors have a staffing responsibili ty when

    they select the rank and file workers. However, the personnel manager 

    and his personnel depar tment are mainly concerned with the s taff ing

    function.

      &very organization needs to look after recruitment and selection

    in the initial period and thereafter as and when additional manpower is

    re-uired due to e)pansion and development of business act ivi t ies.

    ERight person for the right obF is the basic principle in recruitment and

    selection. &ver organization should give attention to the selection of i ts

    manpower, especially its managers. The operative manpower is e-uallyimportant and essential for the orderly working of an enterprise. &very

     business organizationGunit needs manpower for carrying different

     business activities smoothly and efficiently and for this recruitment and

    s el ec ti on o f s ui ta bl e c an di da tes a re e ss en ti al . Hu ma n r es ou rc e

    management in an o rgan izat ion wil l not be possible i f unsui table

     persons are selected and employment in a business unit .

    O#'NA O9

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    #EC#='TENT SE:ECT'ON #OCESS

    #EC#='TENT

    E8N'NA O9 #EC#='TENT

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      #ecruitment  means to est imate the ava i lable vacancies and to

    make sui table a rr angements for the ir sel ec tion and appointment .

    Recruitment is understood as the process of searching for and obtainingappl icants for the obs , f rom among whom the r ight people can be

    selected.

      % forma l def in it ion s ta te s, I t i s the process o f f inding and

    attracting capable applicants for the employment. The process begins

    when new r ec ru it s a re sough t and ends when the ir app li cant s a re

    submitted. The result is a pool of appl icants from which new employeesare 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.

      In recrui tme nt , in format io n i s c ol le cted from in teres ted

    candidates. 'or this different source such as newspaper advertisement,

    employment e)changes, internal promotion, etc.are used.

      In the recruitment, a pool of eligible and interested candidates is

    c re at ed f or s el ec ti on o f m os t s ui ta bl e c an di da tes . R ec ru it me nt

    r epre sent s the f ir st con tact tha t a company makes with poten ti al

    employee.

    %E9'N'T'ON";

      8ccordin) to E%'N 9:'O

       Recruitment is the process of searching for prospective

    employees and stimulating them to apply for jobs in the organization

    7O S=CCESS9=: #EC#='TENT %ONE

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    NEE% O9 #EC#='TENT

    The need for recrui tment may be due to the fol lowing reasons GsituationJ1

    a)e ;1-

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    a; Bacancies due to promotions, transfer, retirement, termination,

     permanent disability, death and labour turnover.

     b; #reation of new vacancies due to the growth, e)pansion and

    diversif ication of business activities of an enterprise. In addition,

    new vacancies are possible due to ob specification.

    =#OSE 8N% 'O #T8NCE O9 #EC#='TE NT";

    5. !etermine the present and future re-uirements of the organization

    on con unc tion with i ts per sonnel 1p lann ing and ob ana lysi s

    activities.

    =. Increase the pool of ob candidates at minimum cost.

    8 . H el p i n cr ea se t he s uc ce ss r at e o f t he s el ec ti on p ro ce ss b y

    reducing the number of vis ibly under -ualif ied or over-ualif ied

     ob applicants.

    /. Help reduce the probabili ty that ob applicants , once recrui ted

    and selected, will leave the organization only after a short period

    of time.

    6 . $ee t the o rgan izat ionFs l egal and social ob liga tions r egarding the

    composition of its work force.

    4. ?egin identifying and preparing potential ob applicants who will

     be appropriate candidates.

    #EC#='TENT #OCESS

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    ST8AE 1 D#EC#='TENT :8NN'NA";

      The f i rs t s tage in the recrui tment process is planning. Planning

    involves the translation of l ikely ob vacancies and information about

    a)e ;1,

    #EC#='TENT

    #OCESS

    SE8#C7'NA SC#EEN'NAE>8:=8T'ON

    CONT#O:

    #EC#='TENT

    :8NN'NA

    ST#8TEA?

    %E>E:OENT

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    the nature of these obs into set of obectives or targets that specify the

    75; *umbers and 7=; Types of applicants to be contacted .

    516 N=0E#S O9 CONT8CT J1

    +rganization, nearly always, plan to attract more applicants

    than they will hire. "ome of those contacted will be uninterested,

    un-ua li fi ed o r both. &ach t ime a r ec ru itment P rogramme i s

    contemplated, one task is to est imate the number of applicants

    necessary to fill all vacancies with the -ualified people.

    526 T?ES O9 CONT8CTS";

    I t i s bas ica l ly concerned wi th the types of people to be

    informed about ob openings. The type of people depends on the

    tasks and responsib i li t ie s involved and the -ual i ficat ions and

    e)perience e)pec ted . These deta il s a re ava ilable through ob

    description and ob specification.

    ST8AE 2 ; ST #8TEA? %E>E:OENT J1

    (hen i t i s es t imated tha t what types of rec ru i tment and how

    many are re-uired then one has concentrate in

    75;. $ake or ?uy employees.

    7=;. Technological sophist icat ion of recrui tment and select ion

    devices.78;. 3eographical distr ibution of labour markets comprising ob

    seekers.

    7/;. "ources of recruitment.

    76;. "e-uencing the activities in the recruitment process.

    ST8AE 3 D SE 8#C7NA";

      +nce a recruitment plan and strategy are worked out, the search

     process can begin. "earch involves two steps J1

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    86. Source activation and

    06. Se!!in)

    586 SO=# CE 8CT'>8T'ON ";

    Typically, sources and search methods are activated by the

    issuance of an employee re-uisi t ion. This means that no actual

    rec ru i ting takes p lace unti l lone managers have ver i fied that

    vacancy does e)ist or will e)ist.

    I f the organizat ion has planned well and done a good ob

    of developing i ts sources and search methods, act ivation soon

    results in a flood of applications andGor resumes.

    The application received must be screened. Those who pass

    have to be contac ted and invi ted for in te rv iew.

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      "creening of applicants can be regarded as an integral part of the recruiting

     process, though many view it as the first step in the selection process. &ven the

    definition on recruitment, we -uoted in the beginning of this chapter,e )c lu de s s cr ee ni ng f ro m i ts s co pe . H ow ev er, w e h av e i nc lu de d

    screening in recruitment for valid reasons. The selection process will

     begin after the applications have been scrutinized and short1 listed.

    Hiring of professors in a university is a typical situation. %pplication

    received in response to adver t isements is screened and only e l igible

    a pp li ca nt s a re ca ll ed f or an i nt er vi ew. % s el ec ti on c om mi tt ee

    comprising the Bice1chancellor, Registrar and subect e)perts conducts

    interview. Here , the recrui tment process e)tends up to screening the

    applications. The selection proces s commences only later.

    =#OSE O9 SC#EEN'NA";

    The purpose of sc reening i s to remove f rom the rec ru i tment

     process, at an early stage, those applicants who are visibly un-ualified

    for the ob. &ffec t ive screening can save a grea t dea l of t ime and

    money. #are must be e)ercised, however, to assure that potent ial ly

    good employees are not reected without ustification.

    In screening, c lear ob specif icat ions are invaluable . I t is both

    good pract ice and a legal necessity that applicantFs -ualif icat ion is

     udged on the basis of their knowledge, skills, abili t ies and interest

    re-uired to do the ob.

    The techni-ues used to screen applicants vary depending on the

    c an di da te s ou rc es a nd r ec ru it in g m et ho ds u se d. I nt erv ie w an d

    application blanks may be used to screen walk1ins. #ampus recruiters

    and agency representat ives use in te rv iews and resumes. Reference

    checks are also useful in screening.

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    ST8AE & D E>8:=8T'ON CONT# O:";

      &valuat ion and cont rol i s necessary as cons iderable cos ts a re

    incurred in the recruitment process. The costs generally incurred areJ 1

    5. "alaries for recruiters.

    = . $anagement and p rofessional t ime spen t on p repa ring ob

    descr iption, ob specif icat ions, adver t isements , agency l ia ison

    and so forth.

    8. The cost of advertisements or other recruitment methods, that is,

    %gency fees.

    / . Rec ru itment overheads and admin is tr at ive e)penses.

    6 . #o sts of overt ime an d o ut sou rci ng wh ile the v acanc ies remai n

    unfilled.

    4. #ost of recruiting unsuitable candidates for the selection process.

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    SO=#CES O9 #EC#='TENT

    SO=#CES O9 #EC#='TENT

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    Some of the +ource+ of recruitment proce++ are )iven be!o$ ";

    516 'NTE#N8: SO=#CES" 1

    5a6 #OOT'O NS 8N% T#8NS9E#S D 

    Promotion i s an e ff ec tive means using ob pos ting and

     personnel records. ob posting re-uires notifying vacant positions

     by posting notices, circulating publications or announcing at staff 

    meetings and inviting employees to apply. Personnel records helpdiscover employees who are doing obs below their educat ional

    -ualif icat ions or ski ll levels . Promotions has many advantages

    l ike i t i s good pub li c r el at ions , bui lds morale, encourages

    co mp eten t i ndi vi du al s w ho are ambi tio us , imp rov es t he

     probability of good selection since information on the

    individualFs performance is readi ly avai lable , is cheaper than

    going outside to recruit, those chosen internally are familiar with

    the organizat ion thus reducing the or ienta t ion t ime and energy

    and also acts as a training device for developing middle1level and

    top1level managers . However, promotions restr ict the f ield of  

    selec tion p revent ing f re sh b lood ideas f rom enter ing the

    organization. It also leads to inbreeding in the organization.

    5b6 %EEN%ENTS O9 %ECE8SE% E:O?EES;

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    5C6 #ET'#EE NTS ";

    %t t imes, management may not f ind sui table candidates in

     place of the one who had retired, after meritorious service. E#T'SEEN T6" ;

    "ometimes, management issues an internal notif ication for 

    the  benefit of e)isting employees. $ost employees know from

    their own e)per ience about the re-uirement of the ob and what

    sort of person the company is looking for. +ften employees have

    fr iends or ac-uaintances who meet these re-uirements . "uitable

     persons are appointed at the vacant posts.

    5e6 #EC8::S" ;

    (hen management faces a problem, which can be solved

    only by a manager who has proceeded on long leave, i t may de

    dec ided to reca l l tha t persons a f te r the problem is so lved, h is

    leave may be e)tended.

    596 9O#E# E:O?EES;

    These include retired employees who are willing to work on

    a par t1 t ime basis , individuals who lef t work and are wil l ing to

    come back for higher compensations. &ven retrenched employees

    are taken up once again. The advantage here is that the people are

    already known to the organization and there is no need to find out

    their past performance and character. %lso, there is no need of an

    orientation programme for them, since they are familiar with the

    organization.

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     5''6 E

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    5c6 #8%'O TE:E>'S' ON 8N% 'NTE#NE T";

    Radio and te levision are used to reach cer tain types of ob

    applicants such as skilled workers. Radio and television are used

     but sparingly, and that too, by government departments only.

    #ompanies in the pr iva te sec tor a re hes i tant to use the media

     because of high costs and also because they fear that such

    advertising will make the companies look desperate and damage

    their conservat ive image. However, there is nothing inherently

    desperate about using radio and television. I t depends upon what

    is sa id and how i t is del ivered. Internet is becoming a popular  

    option for recruitment today.

    5%6 E#AE#S 8N% 8CF='S'T'ONS ";

    (hen organizations combine, they have a pool of  

    employees, out of whom some may not be necessary any longer.

    % s a r es ul t, t he n ew o rg an iz at io n h as , i n e ffec t, a p oo l o f  

    -ual if ied ob applicants . %s a resul t , new obs may be created.

    ?oth new and o ld obs may be readi ly s ta f fed by drawing the

     best1-ualified applicants from this employee pool. This method

    faci l i ta tes the immediate implementat ion of an organizat ionFs

    stra tegic plan. I t enables an organizat ion to pursue a business

     plan, However, the need to displace employees and to integrate a

    la rge number of them rather -uickly in to a new organiza t ion

    means that the personnel1planning and selection process becomes

    critical more than ever.

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    SE:ECT'ON

    E8N'NA O9 SE:ECT'ON

      "elect ion i s def ined as the process of d i fferent ia ting be tween

    applicants in order to identify 7and hire; those with a greater likelihood

    of success in a ob.

      "elec tion is ba sica lly p icking an appl ican t f rom 7a poo l o f  

    applicants; who has the appropriate -ualif ication and competency to do

    the ob . "e lec t ion i s se lec t ing the r ight candida te f rom the pool of  

    applicants.

      &mployee "elect ion is the process of put ting r ight men on r ight

     ob. It is a procedure of matching organizational re-uirements with the

    skills and -ualifications of people. &ffective selection can be done onlywhen there is effect ive matching. ?y select ing best candidate for the

    r e- ui re d ob , t he o rg an iza ti on w il l g et - ua li ty p erf or ma nc e o f  

    employees. $oreover , organizat ion wil l face less of absenteeism and

    employee turnover problems. ?y select ing r ight candida te for the

    re-uired ob, organizat ion wi ll a lso save t ime and money. Proper  

    screening of candidates takes place during selection procedure. %ll the

     potential candidates who apply for the given ob are tested.

      ?ut se lect ion must be different ia ted f rom recrui tment, though

    these are two phases of employment process. Recruitment is considered

    to be a positive process as i t motivates more of candidates to apply for 

    the ob. It creates a pool of applicants. It is ust sourcin g of data.

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    #OCESS O9 SE:ECT'ON

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    STE 1 ; #E:''N8#? 'NTE#>'E.

    STE 2 ; SE:ECT'ON TEST

    STE 3 ; 'NTE#>'E

    STE 4 ; SE:ECT'ON %EC'S'ON.

    STE & ; 7?S'C8: E

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    reect misfits for reason, which did not appear in the application forms.

    ?esides, preliminary interview, often called Ecourtesy interviewF, is a

    good public relation e)ercise.

    STE 2" ;

    SE:ECT'ON TEST";

    ob seekers who pass the screening and the preliminary interview

    are ca lled for tests. !ifferent types of tests may be adminis te red,

    depending on the ob and the company. 3eneral ly, tests are used to

    determine the applic antFs ability, aptitude and person ality.

    The fo!!o$in) are the type of te+t+ taen";

    516 80': 'T? TESTS" 1

    %ssis t in determining how well an individual can perform

    tasks re la ted to the ob. %n e)cel lent i l lustra t ion of this is the

    typing tests given to a prospective employer for secretar ial ob.

    %lso cal led as E%#H&IB&$&*T T&"T"F. I t is concerned with

    wha t one has accompl ished. (hen app li cant c la ims to know

    something, an achievement test is taken to measure how well they

    know i t . Trade tests are the most common type of achievement

    test given.

    26. 8T'T=%E TEST" ;

    %pt itude t es ts measure whe ther an ind iv idua ls has the

    capaci ty or la tent abi l i ty to learn a given ob if given ade-uate

    tra ining. The use of apt i tude test is advisable when an applicant

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    has had l i t tle or no e)per ience a long the l ine of the ob opening.

    %pti tudes tests help determine a personFs potent ia l to learn in a

    given area . %n e)ample of such test is the general managementaptitude tests 73$%T;, which many business students take prior to

    gaining admission to a graduate business school programme.

    %ptitude test indicates the abili ty or f i tness of an individual

    to engage successful ly in any number of specia l ized activi ties .

    They cover such a re as c ler ical ap ti tude, numerical ap ti tude,

    mechanical apt itude, motor co1ordinat ion, f inger de)ter ity and

    manual de)ter i ty . They focus a t ten tion on a par t icu la r type of  

    talent such as learning or reasoning in respect of a particular f ield

    of work.

    36. 'NTE::'AENCE TEST";

    This tes t helps to eva lua te t rai t s of in te l ligence. $ental

    abili ty, presence of mind 7alertness; , numerical abili ty, memory

    and such o ther a spec ts can be measured. The intel ligence i s

     probably the most widely administered standardized test in

    industry. It is taken to udge numerical, skills, reasoning, memory

    and such other abilities.

    46. 'NTE#EST TEST";

    This is conducted to find out likes and dislikes of candidates towards

    occupations, hobbies, etc. such tests indicate which occupations are more in

    line with a personFs interest. "uch tes ts als o enable the company to

     provide vocational guidance to the selected candidates and even

    to the e)is t ing employees . These tes ts a re used to measure an

    individualFs activity preferences.

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    &6. E#SON8: 'T? TEST";

    The importance of personality to ob success is undeniable.

    +ften an individual who possesses the intelligence, aptitude and

    e)perience for certain has failed because of inabili ty to get along

    with and motivate other people.

    -6. E%'C8: TEST ";

    It reve al s p hy si cal fi tn es s o f a can di dat e. (ith t he

    de vel opmen t o f t ech no lo gy, medi ca l tes ts ha ve become

    diver si fi ed . $edical servicing helps measure and monitor a

    candida te Fs physica l r es il ience upon e)posure to hazardous

    chemicals.

    (6 AENE#8: NO:E%AE TEST";

     *ow days 3.@. Tests are very common to find general

    awareness of the candidates in the f ield of sports, polit ics, world

    affairs, current affairs.

    ,6. E#CET' ON TEST";

    %t t imes percept ion t es ts c an be conducted to f ind out

     beliefs, att itudes, and mental sharpness etc.

    STE 3"

    'NTE#>'E";

      The ne)t step in the selection process is an interview. Interview is

    formal , in1depth conversat ion conducted to evaluate the applicantFs

    acceptabi l i ty . I t is considered to be e)cel lent se lect ion device . I t isf ac e1 to 1f ac e e )c ha ng e o f v ie w, i de as an d o pi ni on b et wee n t he

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    candidates and interviewers. ?asically, interview is nothing but an oral

    e)aminat ion of candidates . Inte rv iew can be adapted to unski lled,

    skilled, managerial and profession employees.

    T?ES O9 'NTE#>'E"1

    Interviews can be of different types. There interviews employed

     by the companies. 'ollowing are the various types of interviewJ 1

    16  'N9O#8: 'NT E#>'E";

    %n informal in te rv iew is an ora l in te rv iew and may take

     place anywhere. The employee or the manager or the personnel

    manager may ask a few almost in conse-uentia l -uest ions l ike

    name, p lace o f b ir th , names o f r el at ives e tc . e ithe r in the ir  

    respective offices or anywhere outside the plant of company. I t is

    not planned and nobody prepares for i t . This is used widely when

    the labor market is tight and when you need workers badly.

    26  9O#8: 'NTE #>'E";

    'ormal interviews may be held in the employment office by

    his employment office in a more formal atmosphere, with the help

    of well structured -uestions, the time and place of the interview

    will be stipulated by the employment office.

    36 ST#E SS 'NTE #>'E";

    I t i s des igned to tes t the candida te and h is conduc t and

     behavior by him under conditions of stress and strain. The

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    in te rv iewer may s ta r t wi th $r . oseph, we do not th ink your  

    -ualif ications and e)perience are ade-uate for this position,F and

    watch the reaction of the candidates. % good candidates will notyield, on the contrary he may substantiate why he is -ualif ied to

    handle the ob.

    T hi s t yp e o f i nt er vi ew i s b or ro we d fr om t he $ il it ar y

    orga ni zat io n and t hi s i s ve ry u seful t o t es t be hav iou r of  

    indiv iduals when they a re faced wi th d isagreeable and t rying

    situations.

    46  A#O= 'NTE#>'E"

      I t is designed to save busy e)ecutiveFs t ime and to see how

    the candidates may be brought together in the employment office

    and they may be interviewed.

    &6 TE:E7ONE 'NTE#>'ES";

    Have a copy of your resume and any poin ts you want to

    remember to say near by . I f you a re on your home te lephone ,

    make sure that all room mates or family members are aware of the

    interview 7no loud stereos, barking dogs etc.; . "peak a bit slower 

    than usual . I f there are pauses, do not worryK the interviewer islikely ust taking some notes.

    STE 4

    SE:ECT'ON %EC'S'ON";

    "election decision is the most cr it ical of a l l the s teps1 must be

    made. The o ther s tages in the se lec tion process have been used to

    narrow the number of the candidates. The final decision has to be made

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    the pool of individuals who pass the tests , interviews and reference

    checks.

    The view of the line manager will be generally considered in the

    f in al s e le ct io n b ec au se i t i s h eG sh e w ho i s re sp on si bl e f or t he

     performance of the new employee. The HR manager plays a crucial role

    in the final selection.

    STE &" ;

    7?S'C8: E

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    e)aminat ion wil l protect the employer f rom workers. #ompensat ion

    cla ims that are not val id because the inur ies or i l lness were present

    when the employee was hired.

    STE -" ;

    @O0 O99E#" ;

      The ne) t s tep in the selec tion process i s ob o ff er to those

    applicants who have crossed all the previous hurdles. ob offer is made

    through a letter of appointed. "uch a letter generally contains a date by

    which the appointee must report on duty. The appointee must be given

    reasonable time for reporting. Thos is particularly necessary when he

    or she i s a lr eady in employment, in which case the appointee i s

    re-uired to obtain a relieving certificate from the previous employer.

    The company may also want the individual to delay the date of  

    repor t ing on duty . I f the new employeeFs f i r s t ob upon o in ing the

    company is to go on company until perhaps a week before such training

     begins. *aturally, this practice cannot be abused, especially if the

    individual is unemployed and does not have sufficient finances.

    STE (" ;

    CONT#8CT O9 E:O?E NT" ;

    %fter the ob offer has bee made and candidates accept the offer ,

    cer ta in documents need to be e)ecu ted by the employe r and the

    candida te . +ne such document i s the a tt es ta tion form. Thi s form

    contains vital details about the candidate, which are authenticated and

    attested by himGher. %ttestation form will be a valid record for the future reference.

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    C:8SS'9'C8T'ON O9 SE#>'CES

    Railway "ervices is classified in / groups J1

    5a6 A#O= 8 ";

    +fficer, 3.$. 73eneral $anager; !.R.$

    7o$ they Se!ect ";

    5. They are selected by the competitive e)amination held by

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      5. !irect recruitment

     

    NECESS'T? O9 8O'NTENT

    'ollowing are the main necessity of appointment which should be kept in

    mind J1

    5. #heck his age.

    =. +btain medical certificate of health.

    8. To get confirm about character verification.

    /. "ervice agreement has been signed by both candidate.

    6. +pen service book and service records.

    4. #heck that security amount where re-uired.

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    #ESE8#C7 ET7O%O:OA? 

    Research methodology is a way to systematically solve the problem. It may be

    understood has a science of studying how research is done scientifically. In it we study

    the various steps that all generally adopted by a researcher in studying his research

     problem along with the logic behind them. The scope of research methodology is

    wider than that of research method.

    E8N'NA O9 #ESE8#C7 ";

    Research is defined as a scientific systematic search for pertinent

    information on a specific topic. Research is an art of scientific investigation.

    Research is a systemized effort to gain new knowledge. It is a careful in-uiry

    especially through search for new facts in any branch of knowledge. The search for 

    knowledge through obective and systematic method of finding solution to a problem

    is a research.

    F=EST'ONN8'#E %ES'AN'NA"

      This involves data collection by asking -uestions to the respondents. This

    -uestionnaire was designed carefully through application of principles, common

    sense, and concern for respondents, concepts for needed information.

    S8:'NA :8N"

      The company has a population of a large no. of employed. 'or carrying out

    any research study on any subect, its difficulty to cover such a large

     population. This sampling plan was to be decided for a meaningful conclusion. It

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    was through proper to cover a small percentage of the employee from the

    department.

    %8T8 CO::ECT'ON

    'or any study there must be data for analysis purpose. (ithout data there is no

    means of study. !ata collection plays an important role in any study. It can be

    collected from various sources. It can be collected from Primary and secondary data J1

    #'8#? %8T8 ";

    Primary data has been collected through well e-uipped -uestionnaires by

    interviewing employer and having an informal talk during the meeting with

    respondents.

    SECON%8#? %8T8";

    M Published "ources such as ournals, 3overnment Reports, *ewspapers and

    $agazines etc.

    M

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    %8T8 8N8:?S'S 'NTE##ET8T'ON

    F1. %o you have a c!ear!y +tated #ecruitment Se!ection o!icyG

      5a6 ?e+ ; -3H

      5b6 No ; 24 H

      5c6 To +ome extent ; 13H

    'NTE##ET8T'ON ;

    a)e ;43

    -3 H

    24 H

    13 H

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    -3H of the emp!oyer +aid that they have c!ear!y +tated recruitment

    +e!ection po!icy 24H of the emp!oyer donIt no$ about the recruitment

    +e!ection po!icy $herea+ 13H of the emp!oyer no$ about +ome extent.

    F2. hich recruitment +ource do you u+e for recruitmentG

      5a6 'nterna!

    5b6 Externa!  5c6 0oth

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    'NTE##ET8T'ON ";

    7ere the mana)ement +aid that &-H of the recruitment +e!ected throu)h

    both +ource by interna!. 24H of the recruitment +e!ected throu)h externa! +ource

    and 1,H of the emp!oyee +e!ected throu)h interna! +ource.

    F3. hat are the externa! +ource+ you u+e for the recruitmentG

    5a6 8dverti+ement

    5b6 Emp!oyee #eferra!+

    5c6 @ob orta!+

    5d6 !acement Con+u!tant+

    5e6 Campu+ #ecruitment+

    a)e ;4&

    43 H

    14 H

    1, H

    &

    2 H

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      (- H Of the emp!oyee +aid that the mana)ement u+ed interna! recruitment

    +ource i.e tran+fer promotion and emp!oyee referra!+ $herea+ 24 H of the

    emp!oyee +aid that the mana)ement donIt u+e interna! recruitment. The majority

    of the emp!oyee )ive+ po+itive re+u!t on interna! +ource.

    F& '+ the e+timation of #ecruitment roce++ co+t i+ doneG

    5a6 ?e+

    5b6 No

    'NTE##ET8T'ON ";

    a)e ;4(

    (- H

    24 H

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      (-H Of the re+pondent +ay+ that the e+timation of recruitment proce++

    co+t i+ done $herea+ 24H of the re+pondent +ay+ that the e+timation of 

    recruitment proce++ co+t i+ not done.

    F-. hat i+ your opinion about rai!$ay departmentG

    5a6 Aood

    5b6 9air

    5c6 Exce!!ent

    a)e ;4,

    42 H

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    'NTE##ET8T'ON ";

    7ere $e )ot the fo!!o$in) re+u!t ";

    5a6 8ttrition ; 13 H

    5b6 #ecruitment ; 23 H

    5c6 #ep!acement ; 1/ H

    5d6 8b+enteei+m ; 31 H

    5e6 Trade union ; ,H

    5f6 Co+t of non performance - H

    F,. '+ the mana)ement provide trainin) after the +e!ection of emp!oyee G

    5a6 ?e+

    5b6 No

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    'NTE##ET8T'ON ";

      7ere ,2H of the emp!oyee +aid that the mana)ement provide the trainin)

    after the +e!ection of any emp!oyee and 1,H of the emp!oyee donIt a)ree $ith

    them. They to!d that the mana)ement donIt provide any type of trainin) after the

    +e!ection of the candidate.

    9'N%'NAS

    7i; &mployees are satisfied with their obs in the present organization.

    a)e ;&1

    ,2 H

    1, H

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    7ii; &mployees are working more than > years and above.

    7iii; &mployees are satisfied with their ob profile.

    7iv; &mployees are very satisfied with the organization for providing good

    development programs and career focus.

    7v; &mployees are satisfied with their organization for providing good environment

    #ECOEN%8T'ONS

      %s par the study, I come to know about the recruitment system of this railway

    department. Its re-uired to be more fle)ible, more effective, or more faster because

    some time it takes lots of time to be complete, which isnFt a good sign so they have to

    take cake all or the above segments, and they can also add more policies. They have to

    follow some more effective steps for that they can get more suitable employees.

    :''T8T'ONS O9 T7E ST=%?

    +nly the domestic market is the focuses of this study.(e have not studied the

    international recruitment process here.

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    The analysis is completely based on the information provided by the secondary

    sources and hence could be biased.

    It cannot compare with other because it donFt have any competitors on railway

    department.

    It is difficult for me to get information about some other client of the railway

    department

    They do not reflect the future perspectives of a department.

    CONC:=S'ON

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    va lue of th is def in i t ion i s what guided recru i tment ac t iv i t ies in the

     past. These days, however, the emphasis is on aligning the

    organizationFs obectives with that of the indi vidualFs. ?y making this a

     priority, an organization safeguards its interests and standing. %f ter all,

    a satisfied workforce is a stable workforce which also ensures that an

    organization has credible and reliable performance.

    The end result of the recruitment process is essentially a pool of 

    applicants . *e)t to recrui tment , the logical s tep in the HR process is

    the selection of -ualif ied and competent people. %s such, this process

    concentrates on differentiating between applicants in order to identify N 

    and hire1 those individuals whose abilities are consistent with the organizationFs

    re-uirements.

      In the end, th is proect endeavors to present a comprehens ive

     picture of Recruitment and "election and hopes to enable the reader to

    appreciate the various intricacies involved.

    0'0:'OA#87?

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    0OOS";

    5. Human Resource and Personnel $anagement N . 8+h$athappa

    =. Human Resource $anagement N Tata cAra$; 7i!!

    8. &ffective Personnel "election Procedures.

    NES 8E#S";

    5. TI$&" +' I*!I%

    =. TH& HIT%(%!%

    8. !%I*I@ ?H%"@%R  

    E0S'TES";

    1. $$$.)oo)!e.com

    2. $$$.$cr.indianra i!$ay+.)ov.in

    8NNE

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