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A STUDY ON

SELECTION &RECRUITMENT

AT HCL

Submitted in Partial Fulfillment of the Award of the Degree Of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

_____________

M.B.A

H.T NO: ______

UNIVERSITY or college LOGO

Under The Guidance Of

__________________

M.B.A (ASST.PROF)

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DECLARATION

I here declare that the project report entitled A STUDY ON SELECTION

&RECRUITMENT has been prepared by me in partial fulfillment of the

requirements for the award of the degree of MASTER OF BUSINESS

ADMINISTRATION

I also declare that this project work is a result of my effort and it has not been

submitted to any other university for the award of any degree or diploma.

PLACE:

DATE:

NAME

HT.NO:

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ACKNOWLEDGMENT

With a profound sense of thankfulness, I acknowledge my indebtedness to

my company guide Mr. MANJUL PATEL, Faculty Guide PREMALATHAM.B.A., for their valuable guidance, timely suggestions and constant encouragement.

Their insightful criticisms and patience throughout the duration of this project have

been instrumental in allowing this project to be completed.

My sincere thanks are to the name of Director, Mr._____ (P.hd)., name of

HOD,______________) and all the staff members of Department of management

studies, ____B.V.R.I.T________ and Research ,For their consistent guidance in

my project work.

Their continual support and careful attention to the details involved in producing a

document of this nature are very much appreciated.

STUDENT NAME

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CHAPTER

CHAPTER -I PAGE NO:

INTRODUCTION 1-10

NEED FOR RECRUITMENT

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

METHODOLOGY OF THE STUDY

PERIOD OF THE STUDY

LIMITATIONS OF THE STUDY

CHAPTER- II

LETERATURE REVIEW

CHAPTER- 111

COMPANY PROFILE

INDUSTRY PROFILECHAPTER IV

DATA ANALYSIS & INTERPRETATION

CHAPTER V

CONCLUSION

SUGGESTIONS

APPENDIX(QUESTIONNAIRE FORMAT)

BIBLIOGRAPHY

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CHAPTER-1

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INTRODUCTION

Recruitment and Selection practices in IT sector had become vital for maximum output and

effective business results.

This study will provide sufficient information about RECRUITMENT AND SELECTION

carried out in HCL

Meaning:

Recruitment and Selection practices refer to sourcing and building efficient Human Resource to

the organization to attain its objectives.

This practice complies with, and supports, the Companys Equal Opportunities Practices by:

Ensuring that every stage of the RECRUITMENT AND SELECTION is carried out in a

systematic way, based on pre-agreed criteria, to eliminate the potential for personal bias

affecting the decision making process.

Ensuring that all decision points are fully documented to assist with subsequent

monitoring.

Making the whole procedure as open as possible, to ensure that all candidates understand

why decisions have been taken and, where they wish, to obtain meaningful feedback.

Enabling demonstration of robust, transparent processes and thereby providing a basis for

defense in the event of challenge.

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THERE ARE SEVEN MAIN STAGES TO THE PROCEDURE:

Pre-advertisement

placing advertisements and dealing with enquiries and applicants

short-listing

interviewing and selection

Post-selection procedures

Induction

monitoring

ANALYZING YOUR WORKPLACE:

To assist you analyze your workplace to identify recruitment or selection issues for women, we

suggest you:

revisit your workforce profile to find where your female employees are.

consult with your employees.

Examine your existing recruitment and selection policies and practices.

DEVELOPING PRACTICES AND PROCEDURES

Put in place a practices requiring RECRUITMENT AND SELECTION PRACTICES to

select the best person for the job.

Develop a quality, consistent process for recruitment that delivers diverse recruits.

Have a recruitment strategy that links to your business plan, and to a strategy to retain

employees.

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REVIEWING RECRUITMENT AND SELECTION OPPORTUNITIES

Monitor each stage of the recruitment process to identify any practice that may

disadvantage some candidates.

Investigate whether women have equal opportunity in the Recruitment And Selection

Practices by collecting information on the numbers of men and women:

applying for positions

being short-listed

being interviewed

being appointed, and

Survey staff about their perception of equity in recruitment procedures. Consider collecting diversity information as part of the process. There could be a pool of

diverse candidates youre not reaching or unnecessarily excluding.

REVIEWING JOB DESCRIPTIONS:

Ensure all job profiles/descriptions reflect the real requirements of the job, rather than

describing the person who filled that job previously.

Write job profiles in language that encourages both men and women to apply including

women of and Differing backgrounds. For example, avoid use of jargon and acronyms

that tend to be exclusive.

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NEED FOR THE STUDY:

The need for recruitment may be due to the following reasons / situation:

Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and

labour turnover.Creation of new vacancies due to the growth, expansion and diversification of

business activities of an enterprise. In addition, new vacancies are possible due to job

specification

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OBJECTIVES OF THE STUDY

1. To study the recruitment and selection practices followed in HCL

2: To study the various sources of recruitment followed in HCL.Company.

3: To learn what is the process of recruitment and selection that should be followed.

4: To search or head hunt people whose skill fits into the companys values?

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SCOPE OF THE STUDY

To find the Recruitment and Selection Practices in the organization.

To study the process of intake of employees with relation to Experience, Communication

skills and Qualification in the organization

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METHODOLOGY

INTRODUCTION

Research in common parlance refers to a search for knowledge. The advanced learnersdictionary of current English lays down the meaning of research as a careful investigation of

enquiry specially through search for new facts in any branch of knowledge.

The systematic approach concerning generalization and the formulation of a theory is

also research. The purpose of research is to discover answers to questions through the application

of scientific procedures.

RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in

a manner that aims to combine relevance to the research purpose with economy in procedure.

- JOHN.W.BEST

Research may be defined as any organized inquiry designed and carried out to provide

information for solving a problem.

- EMORY

Research is essentially an investigation, a recording and an analysis of evidence for the purpose

of gaining knowledge.

- ROBERT ROSS

DESCRIPTIVE RESEARCH DESIGN

Descriptive research design studies are those studies, which are concerned with

describing the character of a group.

The researcher makes a plan of the study his research work. That will enable the researcher to

save and resources such a plan of study or blue print or study is called a research design.

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DATA COLLECTION

The study was based on questionnaire method. The study was about the Recruitment and

Selection System.

There are two types of data collection:

Primary data

Secondary data

Primary data

The primary data are those, which are collected a fresh and for the first time happen to be

original in character. It has been collected through a

Questionnaire and personal interview

Secondary data

Secondary data are those which have already been collected by someone else and which

have already been passed through the stratified process. It has collected through the books,

journals & Internet.

SAMPLE DESIGN:

Population: it covers 100 employers working in HCL.

SAMPLE UNIT:

Sample unit is 35 employees in HCL.

Total employee strength of the particular branch is 100

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SAMPLE PROCEDURE:

In this study convenient sampling method was adopted. First the each

organization was divided into different department like operation , custom

services human resources internet marketing and under writing department .from

this department the respondents were selected on the basis of convenience .

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PERIOD OF THE STUDY

RECRUITEMENT &SELECTION PRACTICES

In this company they recruitment and selection practices are carried out evry three months and

selection done through irda

R&S period: July to Oct Every financial year.

Organization: HCL

Location: Hyderabad

PERIOD OF THE STUDY:

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LIMITATIONS OF THE STUDY

The study is focused only in HCL.

Thus the respondents are not come forward to provide their feedback regarding their

organization than the result is bias.

In this study the sample size is 100 total branches of 50. The result might vary when the

sample size values changes it.

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CHAPTER-II

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LITERATURE REVIEW

1. BEST PRACTICE RECRUITMENT AND SELECTION

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 Toolkitand 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 Selectionso as to adopt them whenever required. They should be given proper training in

adopting various trends in the process.

According to Edwin B. Flippo, Recruitment in the process of searching the

candidates for employment and stimulating them to apply for jobs in the

organization. Recruitment is the activity that links the employers and the job

seekers. A few definitions of recruitment are:

A process of finding and attracting capable applicants for employment. The process

begins when new recruits are sought and ends when their applications are submitted. The

result is a pool of applications from which new employees are selected.

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It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient working force.

Recruitment of candidates in the function preceding the selection, which helps 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. The main objective of the recruitment

process is to expedite the selection process. Recruitment is a continuous for the future

human resources needs even though specific vacancies do not exist. Usually, the

recruitment process starts when a manager initiates an employee requisition for a specific

Vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED

The needs arising form changes in organization and retirement policy.

ANTICIPATED

Anticipated needs are those movements in personnel, which an organization can

predict by studying trends in internal and external environment.

UNEXPECTED

Resignation, deaths, accidents, illness give rise to unexpected.

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RECRUITMENT VS SELECTION

Both recruitment and selection are the two phases of the employment process. The

differences between the two are:

1. Recruitment is the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization whereas selection involves the

series of steps by which the candidates are screened for choosing the most suitable persons for

vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the

selection of best candidates for the organization, by attracting more and more employees to

apply in the organization whereas the basic of selection process is to choose the right candidate

to fill various positions in the organization.

3. Recruitment is a positive process i.e. encouraging more employees to apply whereas

selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources whereas selection is

concerned with selecting the most suitable candidate through various interview and tests.

5. There is no contract of recruitment established in recruitment whereas selection results in

contract of service between the employer and the selected employee.

Attract and encourage more and more candidates to apply in the organization.

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Create a talent pool of candidates to enable the selection of best candidates for the

organization.

Determine present and future requirements of the organization in conjunction with its

personnel planning and job analysis activities.

Recruitment in the process which links the employees with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under

qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the

organization only after a short period of time.

Meet the organizations legal and social obligations the composition of its workforce.

Begin identifying and preparing potential job applicants who be appropriate candidates.

Increase organization and individual effectiveness of various recruiting techniques and sources

for all types of job applicants.

Factors Affecting Recruitment

The recruitment function of the organizations is affected and governed by na mix of various

internal and external forces. The internal forces of factors are the factors that can be controlled

by the organization. And the external factors are those factors which cannot be controlled by the

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organization. The internal and external forces affecting recruitment function of an organization

are:

FACTORS AFFECTING RECRUITMENT

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INTERNAL FACTORS

Recruitment policy

Human resource planning

Size of the firm

Cost of recruitment

Growth and expansion

EXTERNAL FACTORS

Supply and demand

Labour market

Image/Goodwill

Political-Social-Legal

Environment

Unemployment rate

Competitors

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RECRUITMENT POLICY OF A COMPANY

In todays rapidly changing business environment, a will defined recruitment policy is

necessary for organizations to respond to its human resource requirement in time.

Therefore, it is important to have a clear and concise recruitment policy in place, which

can be executed effectively to recruit the 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. It specifies the objectives of recruitment programme. It may

involve organizational system to be developed for Implementing recruitment and

procedures by filling up vacancies for implementing recruitment programmers with best

qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organization

Recruitment services of consultants

Recruitment of temporary employees.

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Unique recruitment situations

The selection process

The job descriptions

The terms and conditions of the employment

A recruitment policy of an organization should be such that:

It should focus on recruiting the best potential people.

Top ensure that every applicant and employee is equally with dignity and respect

Unbiased policy.

To aid encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weightage during selection given to factors that suit organization needs.

Optimization of manpower oat the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant public policy legislation on hiring and employment

relationship.

Integrates employee needs with the organizational needs.

FACTORS AFFECTING RECRUITMENT POLICY

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Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

Recruitment costs and financial implications

Recruitment Management System

Recruitment management system is the comprehensive tool to manage the entire

recruitment processes of an organization. It is one of the technological tools facilitated by

the information management system to the HR of organizations. Just like performance

management system helps to contour the recruitment processes and effectively managing

the ROL on recruitment.

The features, functions and major benefits of the recruitment management system are

explained below:

o Structure and systematically organize the recruitment processes.

o Recruitment management system facilitates faster, unbiased, accurate and reliable

processing of applications from various applications.

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o Helps to reduce the time-per-hire and cost-per-hire.

o Recruitment management system helps to incorporate and integrate the various

links like the application system on the official website of the company, the

unsolicited applications, outsourcing recruitment, the final decision marking to the

main recruitment process.

o Recruitment management system maintains an automated active database of the

applicants facilitating the talent management and increasing the efficiency of the

recruitment processes.

o Recruitment management system provides and a flexible, automated and

interactive interface between the online application system, the recruitment

department of the company and the job seeker.

o Offers tolls and support to enhance productivity, solutions and optimizing the

recruitment processes to ensure improved ROI

o Recruitment management system helps to communicate and create healthy

relationship with the candidates through the entire recruitment process.

The recruitment management system (RMS) is an innovative information system

tool which helps to sane time and costs of the recruiters and improving the recruitment

processes.

RECRUITMENT STRATEGIES

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Recruitment of the most crucial roles of the human resource professionals. The level of

performance of and organization depends on the effectiveness of its recruitment function.

Organizations have developed to follow recruitment strategies to hire the best talent for

their organization and to utilize their resources optimally. A successful recruitment

strategy should be well planned and practical to attract more and good talent to apply in

the organization.

For formulating an effective and successful recruitment strategy, the strategy should

cover the following element: Identifying and prioritizing jobs requirements keep arising

at various levels in every origination: it is amount a never ending process. It is

impossible to fill all the positions immediately. Therefore, there is a need to identify the

positions requiring immediate attention and action. To maintain the quality of the

recruitment activities, it is useful to prioritize the vacancies whether to focus on all

vacancies equally or focusing on key jobs first.

(2) Candidates to target the recruitment process can be effective only if the

organization completely understands the requirements of the type of candidates that are

required and will be beneficial for the organization. This covers the following parameters

as well:

A. performance level required: Different strategies are required for focusing on hiring

high performers and average performers.

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b. Experience level required: the strategy should be clear as to what is the experience

level required by the organization. The candidates experience can range from being a

fresher to experienced senior professionals.

C. Category of the candidate: the strategy should clearly define the target candidate.

He/She can be from the same industry, different industry, unemployed, top performers of

the industry etc.

(3)Sources of recruitment the strategy should define various sources (external and

internal) or recruitment. Which are the sources to be used and focused for the recruitment

purposes for various positions. Employee referrer is one of the most effective source of

recruitment.

(4) Trained recruiters the recruitment professionals conducting the interviews and the

other recruitment activities should be well trained and experienced conducting the

activities. They should also be aware of the major parameters and skills (e.g.: behavioral,

technical, etc) to focus while interview and selecting a candidate.

(5) How to evaluate the candidates the various parameters and the ways to judge them i.e

the entire recruitment process should be planned in advance. Like the rounds of technical

interviews, HR interviews, return tests, psychometric tests, etc.

HR CHALLENGES IN RECRUITMENT

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Recruitment is a function that requires business perspective, expertise, ability to find and

match the best potential candidate for the organization, diplomacy, marketing skills (has

to sell the position to the candidates) and wisdom to align the recruitment process for the

benefit of the organization. The HR professional handling the recruitment function of the

organization are constantly facing new challenges. The biggest challenge for such

professionals is to source or recruite the best people or potential candidates for the

organization.

In the last few years, the job market has undergone some fundamental changes in

terms of technology, sources of recruitment, competition in the market, etc. in an already

saturated job market, where the practices like poaching and raiding or gaining

momentum, HR professionals are constantly facing new challenges in one of their most

important function recruitment they have to face and conquer various challenges to find

the best candidates for the organizations.

The major challenges faced by the HR recruitment are:

Adaptability to globalization the HR professionals are expected and required to keep in

tune with the changing times, i.e. the changes taking place across the globe HR should

maintain the timeline of the process

Lack of motivation recruitment is considered to be a thankless job. Even if the

organization is achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers

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Process analysis the immediacy and speed of the recruitment process are the main

concerns of the HR recruitment. The process should be flexible, adaptive and responsive

to the immediate requirements. The recruitment process should also be cost effective

Strategic prioritization the emerging new systems are both an opportunity as well as a

challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing

tasks to meet the changes in the market has become a challenge for the recruitment

professionals.

ORGANISATION ANALYSIS AND NEEDS ASSESMENT

We meet together in order to gain a clear understanding of your company and your business

history, organization, development strategy, culture, management style, as well as the

open position to be recruited for This step is essential to enable us to jointly determine

rules , Responsibilities, profiles and qualities of the successful candidate.

When necessary, we also meet with / discuss with relevant managers and colleagues the

candidate will work together with it.

The better we understand the human and organizational context, the more efficient we

will be in finding, evaluating and putting forward the right candidates.

Throughout the recruitment assignment, we will keep you regularly updated through

return and / or verbal reports, including O/s of identified candidates.

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It is very important to have timely and concise feed back to enable us to refine our search

even further; it is equally important that we are kept up to date with any few decisions or

company changes that could have an impact upon ourselves for appropriate candidates.

The two main search methods are

(1) Head hunting:-

a) We jointly establish a list of target companies within there is a high probability of

finding the candidate profile to be recruited. This is followed by the identification of

relevant candidates within each of these companies.

B) We source candidates through our established network of contacts within the

industry. Our specializations in the telephone and Internet sectors enables us to identify

candidates in a quick and efficient manner.

c) Advertising:-

Either through press ads or advertising on selected Internet sites. In each case, We will

prepare the ad text, and propose a relevant media plan, both of which are submitted to

your approval.

CANDIDATE INTERVIEWA AND EVALUATION

Candidates who have passed our initial selection process are invited for to face in-depth

interviews with our consultants.

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PRESENTATION OF SHORT LISTED CANDIDATES

a written assessment of each candidate that we fell has profile and experience to succeed in the

position will be presented you.

The evaluation will take into account not only the suitability of the candidates experience and

skills required for the job, but also his/her motivation and career aspirations, as well as his/her

ability to integrate effectively into his/her future work team and your organization in general.

CANDIDATE INTERVIESW WITH THE CLUENT COMPANY

Short-listed candidates are interviewed by relevant parties within your company involved

in the decision making process, should you require, we will be happy to organize these

interviews; we contact the candidates for their feedback, and to reconfirm their

motivations.

REFERENCE CHECKS

Once you have taken your decision to hire a candidate, we will take references (whenever

possible) from former employers or other preference.

FOLLOWUP OF CABDIDATE INTERATION

Following Your Decision to hire a candidate, we stay in regular contact with him/her

until their start date. Throughout the probation period, we continue to in regular contact

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with both your selves and then newly hired candidate to ensure his/her successful

integration.

EXCLUSIVITY

We work on an exclusive retainer Formal acceptance of our terms and a condition implies

that the assignment is exclusive toes. Therefore any applications made direct to your

company, including

Those from internal application will be forwarded to us.

These will be treated by our company on the same basis as all other applications.

GUARANTEE

Clementine International commits to put at your disposal all necessary means to replace a

candidate that leaves the company within his/her probation period, whatever the reasons

for this departure.

This guarantee is applied only at our clients request and on the condition that the position and

profile initially defend remains unchanged.

RECRUITMENT PROCESS

We conform to a recruitment process that fairly evaluates all and that is managed with the aid of

a sophisticated applicant tracking system. We believe our system makes it easier for people to

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apple for vacancies and for our recruiters to process applications as quickly and as fairly as

possible.

All our vacancies are published on our careers website and occasionally in the press, allowing

applicants to apply directly to FNB.FNB has relationships with a number of recruitment agencies

that are able to present their candidates through special technology provided for them. Suitable

candidates may also be sourced through relevant academic, professional and vocations

institutions. As a rule, FNB careers will not consider applications for positions sent to us by fax,

email or through the postal service

SEARCHING FOR A POSITION:

On our Careers site, you will find search tools that you may use to search for positions that

match your needs. All the available positions that match your search criteria are displayed in a

table that highlights positions that needs to be filled urgently or that are nearing their

advertisement expiry date. You may click on the position title to see the detailed position

description.

Applying for a position, if you see a vacancy that you are interested in please use our system to

apply for the vacancy, simply follow the instructions displayed on the screed. We have tried to

structure the application process is such a way that the entire application process should not take

more than a few minutes of your time. You will normally be asked to complete a page with

personal information, attach a CV and a covering. You may sometimes also be asked to complete

a questionnaire specific to the position of your choice. Should you decide to supply any personal

information that is not mandatory, this information will not be used to evaluate your application.

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SELECTION AND INTERVIEW:-

We will select candidates to interview against the stated criteria for each position. If you are not

selected for an interview, we will inform you as soon as possible. In some cases we will ask if

we may keep your details on our system. We will normally contact you by email or telephone to

arrange an appointment for an interview.

When we invite you for interview, we will let you know what the format of the interview will be.

If you are successful, you may be invited to attend a second interview, or some additional

evaluation procedures, depending on the position as well as the requirements of the particular

business unit.

FEEDBACK:-

Our communication processes are automated, which means that there are no needs to contact out

recruiters to check on the status of your application. Once you have applied for a position, our

recruitment system will create a My page space on our Careers website which you may access at

any time to check progress with your application. You will also receive emails fro0m us that will

keep you up to date with the latest news about the position.

OFFERS:-

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All our offers for employment are subject to satisfactory references (including credit,

qualification and criminal checks) as well as a clearance from the South African banking register

of employee dishonesty system (Reds) Index.

CHANGES:-

Our recruitment processes may change depending on the requirement of a particular business

unit or vacant position.

The recruitment and selection is the major function of the human resource department and

recruitment process is the first step towards creating the competitive strength and the strategic

advantage for the organizations. 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:

Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for

recruitment from any department of the company. These contain:

o Posts to be filled

o Number of persons

o Duties to be performed

o Qualifications required

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o Preparing the job description and person specification.

o Locating and developing the sources if required number and type of employees

(Advertising etc)

o Short-listing and identifying the prospective employee with required

characteristics.

o Arranging the interviews with the selected candidates.

o Conducting the interview and decision marking

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1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Arrange interviews

6. Conducting interview and decision marking

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RECRUITMENTPRACTICES

1

2

6

3

5

4

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The recruitment process is immediately followed by the selection i.e. the final interviews

and the decision marking, conveying the decision and the appointment formalities.

Internet Recruitment / websites:-

Such sites have two main features: job boards and a resume/curriculum vitae (CV)

database. Job boards allow member companies to post job vacancies. Alternatively,

candidates can upload a resume to be included in searches by member companies.

Candidates can upload a resume to be included in searches by member companies. Fees

are charged for job postings and access to search resumes. Since the late 1990s, the

recruitment website has evolved to encompass end-to-end recruitment. Website captures

candidate details and then pools them in client accessed candidate management interfaces

(also online). Key players in this sector provide e-recruitment software and services to

organizations of all sizes and within numerous industry sectors, who want to e-enable

entirely ort partly their recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal amount

of administration. Online recurrent websites can be very helpful to find candidates that

ate very actively looking for work and post their resumes online, but they will not attract

the passive candidates who might respond favorably to an opportunity that is resented

to them through other means. Also, some candidates who are actively looking to change

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jobs are hesitant to put their resumes on the job boards, for fear that their current

companies, co-workers, customers or other might see their resumes.

Job Search Engines:-

The emergence of vertical search engines, allow job-seekers to search across multiple

website. Some of these new search engines index and list the advertisements of

traditional job boards. These sites tend to aim for providing a one-stop shop for job-

seekers. However, there are many other job search engines which index pages solely

from employers website, choosing to bypass traditional job boards entirely. These

vertical search engines allow job-seekers to find new positions that may not be advertised

on traditional job boards, and online recruitment websites.

SELECTION

MEANING AND DEFINITION

After identifying the source 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 oblivious guiding policy

in section is the intention to choose the best qualified and suitable job candidate job for

each unfilled 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.

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ESSENTIALS OF SELECTION PROCEDURE

The selection process can be successful if the following requirements are satisfied:

1. Some one 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 a sufficient number of applicants from whom the required number of

employees may be selected.

Significance of selection process

Selection of personnel to man to organization is a crucial, complex and continue

function. The ability of an organization to attain its goals effectively and to develop in a

dynamic environment largely depends upon the effectiveness of its selection programme.

If right personnel are selected, the remaining functions of personnel management become

easier, the employee contribution and commitment will be at optimum level and

employee relations will be consumption. If the right person is selected, he is a valuable

asset to the organization and is faulty selection is made. The employee will become a

liability to the organization.

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FACTORS AFFECTING SELECTION DECISIONS

The goal of selection is to short out or eliminate those judged unqualified to meet the job

and organization requirements, where as the goal of recruitment is to create a large cool

of persons available and willing to work. Thus, it is said that recruitment tends to be

positive while selection tends to be somewhat negative.

A number of factors affect the selection decisions of candidates. The important among

them are:

(i) Profile matching.

(ii) Organizational and social environment.

(iii) Successive hurdles.

(iv)Multiple correlations.

(i) Profile matching: Tentative decision regarding the selection of candidates (who are

known) is taken in advance. The scores secured by these known candidates in various

tests are taken as a standard to decide the success or failure of other candidates at each

stage. Normally the decisions about the known candidates is taken at interview stage.

Possible care is also taken to match the candidates bio data with the jobs specifications.

(ii) Organizational and social environment: some candidates, who are eminently

suitable for the job, may fail as successful employees due to varying organisation and

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social environment. Hence candidates specifications must match with not only job

specifications but also with organizational social environmental requirements.

(iii) Successive hurdles: In this method hurdles are created at every stage of selection

process therefore, applicants must successfully pass each and every screening device in

case of successive hurdles as shown in figure 5.1

(iv) Multiple correlations: Multiple correlations is based on the assumptions that a

deficiency in one factor can be counter balanced by an excess amount of another. A

candidate is routed through all the selection steps before a decision is made. The

composite test score index is taken into accounting the selection tests. Hence, for broader

line cases multiple correlation method is useful and for other successive hurdles method

is useful.

Selection Procedure

There is no standard selection process that can be followed by all the companies in all the

areas. Companies may follow different selection techniques or methods depending upon

the size of company, nature of the business, kind and number of persons to be employed,

government regulation to be followed etc. Thus, each company may follow anyone or the

possible combinations of methods of selection in the order convenient or suitable to it.

Following are the selection methods generally followed by the companies.

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Selection procedure employs several methods of collecting information about the

candidate's qualifications, experience, physical and mental ability, nature and behavior,

knowledge, aptitude and the like for judging whether a given applicant is or is not

suitable for the job. Therefore, the selection procedure is not a single act but is essentially

a series of methods or stages by which different types of information can be secured

through various selection techniques. At each step, facts may come to light which are

useful for comparison with the job requirement and employee specifications.

(1) Job Analysis. (2) Recruitment. (3) Application Form. (4) Written Examination. (5)

Preliminary Interview. (6) Business Games. (7) Tests. (8) Final Interview. (9) Medical Examination (10)

Reference Checks. (11) Line Managers Decision. (12) Employment.

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CHAPTER-III

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COMPANY PROFILE

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INDUSTRY PROFILE

Human resource" and "Manpower" redirect here. For other uses, see Human resource

(disambiguation) and Manpower (disambiguation).Human resources is the set of individuals who

make up the workforce of an organization,business sectoror an economy. "Human capital" is

sometimes used synonymously with human resources, although human capital typically refers to

a more narrow view; i.e., the knowledge the individuals embody and can contribute to an

organization. Likewise, other terms sometimes used include "manpower", "talent", "labor", and

simply "people".The professional discipline and business function that oversees an organization's

human resources is called human resource management (HRM, or simply HR).

Human resource consulting is an $18.4 billion industry (as of 2006) [1] that has emerged

frommanagement consulting and addresseshuman resource management tasks and decisions.

The following are core fields around which most HR consultancies are based:

Human Capital, including remuneration (also called total rewards), employee rewards

and incentive programs, and talent acquisition and management

Health & Benefits; i.e., orchestrating optimal employee health plans with the carriers

themselves

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Mergers & Acquisitions, examining fit across culture, job-type, transaction costs, etc.

Communication, including surveying employee attitudes, satisfaction, engagement, and

other employee behaviors

Retirement

Recruitment process outsourcing

Services may also include legal counseling, global initiatives, investments consulting, and the

implementation of HR technologies to facilitate human capital management. The HR consulting

industry also employs more actuaries than any other in order to assist in their services.

HR consultancies vary in their ranges of services and sizes, with many consultants and

academicians breaking off to form their own practices. In 2007, there were 950 HR consultancies

globally, constituting a USD $18.4 billion market. The top five revenue generating firms

were Mercer, Ernst & Young, Deloitte, Towers Watson,Aon (now merged with Hewitt),

and PwC consulting (a wholly owned subsidiary ofIBM).[2] Other major players include Towers

Watson, Associates, Hay,[1]Ma Foi Randstad (part of the Dutch Randstad Holding), and Buck

Consultant

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In the corporate vision, employees are viewed as assets to the enterprise, whose value is

enhanced by development.[1] Hence, companies will engage in a barrage ofhuman resource

managementpractices to capitalize on those assets.

In governing human resources, three major trends are typically considered:

1. Demographics: the characteristics of a population/workforce, for example, age, gender or

social class. This type of trend may have an effect in relation to pension offerings,

insurance packages etc.

2. Diversity: the variation within the population/workplace. Changes in society now mean

that a larger proportion of organizations are made up of "baby-boomers" or older

employees in comparison to thirty years ago. Advocates of "workplace diversity"

advocate an employee base that is a mirror reflection of the make-up of society insofar as

race, gender, sexual orientation etc.

3. Skills and qualifications: as industries move from manual to more managerial professions

so does the need for more highly skilled graduates. If the market is "tight" (i.e. not

enough staff for the jobs), employers must compete for employees by offering financial

rewards, community investment, etc.

In regard to how individuals respond to the changes in a labor market, the following must be

understood:

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Geographical spread: how far is the job from the individual? The distance to travel to work

should be in line with the pay offered, and the transportation and infrastructure of the area

also influence who applies for a post.

Occupational structure: the norms and values of the different careers within an organization.

Mahoney 1989 developed 3 different types of occupational structure, namely, craft (loyalty

to the profession), organization career (promotion through the firm) and unstructured

(lower/unskilled workers who work when needed).

Generational difference: different age categories of employees have certain

characteristics, for example, their behavior and their expectations of the organization.

Concerns about the terminology

One major concern about considering people as assets or resources is that they will be

commoditized and abused. Modern analysis emphasizes that human beings are not

"commodities" or "resources", but are creative and social beings in a productive enterprise. The

2000 revision ofISO 9001, in contrast, requires identifying the processes, their sequence and

interaction, and to define and communicate responsibilities and authorities. In general, heavily

unionised nations such as France and Germany have adopted and encouraged such approaches.

Also, in 2001, the International Labour Organization decided to revisit and revise its 1975

Recommendation 150 on Human Resources Development.[2] One view of these trends is that a

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strong social consensus on political economy and a good social welfare system facilitateslabor

mobility and tends to make the entire economy more productive, as labor can develop skills and

experience in various ways, and move from one enterprise to another with little controversy or

difficulty in adapting.Another important controversy regards labor mobility and the broader

philosophical issue with usage of the phrase "human resources". Governments of developing

nations often regard developed nations that encourage immigration or "guest workers" as

appropriating human capital that is more rightfully part of the developing nation and required to

further its economic growth. Over time, the United Nations have come to more generally support

the developing nations' point of view, and have requested significant offsetting "foreign aid"

contributions so that a developing nation losing human capital does not lose the capacity to

continue to train new people in trades, professions, and the arts.[

Antecedent theoretical developments

HR spawned from the human relations movement, which began in the early 20th century due to

work by Frederick Taylorin lean manufacturing. Taylor explored what he termed "scientific

management" (later referred to by others as "Taylorism"), striving to improve economic

efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the

manufacturing processlaborsparking inquiry into workforce productivity.[1]

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The movement was formalized following the research ofElton Mayo, whose Hawthorne

studies serendipitously documented how stimuli unrelated to financial compensation and

working conditionsattention and engagementyielded more productive workers.

[2] Contemporaneous work byAbraham Maslow, Kurt Lewin,Max Weber, Frederick Herzberg,

andDavid McClelland formed the basis for studies in organizational behaviorandorganizational

theory, giving room for an applied discipline.

Birth and evolution of the discipline

By the time enough theoretical evidence existed to make a business case for strategic workforce

management, changes in the business landscape (a l Andrew Carnegie,John Rockefeller) and in

public policy (a l Sidney and Beatrice Webb, Franklin D. Roosevelt and theNew Deal) had

transformed the employer-employee relationship, and the discipline was formalized as

"industrial and labor relations". In 1913, one of the oldest knownprofessional HR associations

the Chartered Institute of Personnel and Developmentwas founded in England as the Welfare

Workers' Association, then changed its name a decade later to the Institute of Industrial Welfare

Workers, and again the next decade to Institute of Management before settling upon its current

name.[3] Likewise in the United States, the world's first institution of higher education dedicated

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to workplace studiesthe School of Industrial and Labor Relationswas formed at Cornell

University in 1945.[4]

During the latter half of the 20th century, union membership declined significantly, while

workforce management continued to expand its influence within organizations. "Industrial and

labor relations" began being used to refer specifically to issues concerning collective

representation, and many companies began referring to the profession as "personnel

administration". In 1948, what would later become the largest professional HR association

the Society for Human Resource Management (SHRM)was founded as the American Society

for Personnel Administration (ASPA).[5]

Nearing the 21st century, advances in transportation and communications greatly facilitated

workforce mobility and collaboration. Corporations began viewing employees as assets rather

than as cogs in machine. "Human resources management", consequently, became the dominant

term for the functionthe ASPA even changing its name to SHRM in 1998. [5] "Human capital

management" is sometimes used synonymously with HR, although human capital typically refers

to a more narrow view of human resources; i.e., the knowledge the individuals embody and can

contribute to an organization. Likewise, other terms sometimes used to describe the field include

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"organizational management", "manpower management", "talent management", "personnel

management", and simply "people management".

IN POPULAR MEDIA

HR has been portrayed in several instances of popular media. On the U.S. television series

ofThe Office, HR representative Toby Flenderson is sometimes seen as a nag because he

constantly reminds coworkers of company policies and government regulations.[6] Long-running

American comic stripDilbert also frequently portrays sadistic HR policies through

characterCatbert, the "evil director of human resources".[7] An HR manager is also the title

character in the 2010 Israeli filmThe Human Resources Manager.

Business function

HR's overarching mission has been compartmentalized by industry expert Dave Ulrich as four-

fold: (1) aligning HR and business strategy (strategic partner), (2) re-engineering organization

processes (administration expert), (3) listening and responding to employees (employee

champion), and (4) managing transformation and change (change agent).[8]

In practice, HR is responsible for employee experience during the entire employment lifecycle. It

is first charged with attracting the right employees through employer. It then must select the right

employees through the recruitment process. HR then onboards new hires and oversees

theirtraining and development during their tenure with the organization. HR assesses talent

through use ofperformance appraisals and then rewards them accordingly. In fulfillment of the

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latter, HR may sometimes administerpayroll and employee benefits, although such activities are

more and more being outsourced, with HR playing a more strategic role.

At the macro-level, HRs in charge of overseeing organizational leadership and culture. HR also

ensures compliance with employment and labor laws, which differ by geography, and often

oversees health, safety, and security. In circumstances where employees desire and are legally

authorized to hold a collective bargaining agreement, HR will typically also serve as the

company's primary liaison with the employees' representatives (usually a labor union).

Consequently, HR, usually through industry representatives, engages in lobbying efforts with

governmental agencies (e.g., in the United States, the United States Department of Laborand

theNational Labor Relations Board) to further its priorities.

The discipline may also engage in mobility management, especially pertaining to expatriates;

and it is frequently involved in the merger and acquisitionprocess. HR is generally viewed as a

support function to the business, helping to minimize costs and reduce risk.[9]

Careers

There are almost half a million HR practitioners in the United States and thousands more

worldwide.[10] The Chief HR Officeris the highest ranking HR executive in most companies and

typically reports directly to the Chief Executive Officerand works with the Board of

Directors on CEO succession.[11][12]

Within companies, HR positions generally fall into one of two categories: generalist and

specialist. Generalists support employees directly with their questions, grievances, and projects.

They "may handle all aspects of human resources work, and thus require an extensive range of

knowledge. The responsibilities of human resources generalists can vary widely, depending on

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their employer's needs."[13]Specialists, conversely, work in a specific HR function. Some

practitioners will spend an entire career as either a generalist or a specialist while others will

obtain experiences from each and choose a path later. Being an HR manager consistently ranks

as one of the best jobs, with a #4 ranking by CNN Money in 2006 and a #20 ranking by the same

organization in 2009, due to its pay, personal satisfaction, job security, future growth, and benefit

to society.[14][15]

Human resource consulting is a related career path where individuals may work as advisers to

companies and complete tasks outsourced from companies. In 2007, there were 950 HR

consultancies globally, constituting a USD $18.4 billion market. The top five revenue generating

firms were Mercer, Ernst & Young, Deloitte, Watson Wyatt (now part of Towers

Watson), Aon (now merged with Hewitt), and PwC consulting.[16] For 2010, HR consulting was

ranked the #43 best job in America by CNN Money.[17]

(ASPA), the organization operated on a volunteer basis until 1964, at which time it established

an official headquarters in Berea, Ohio, and began hiring staff members. In 1984, the

headquarters was moved to Alexandria, Va., and in 1989, the organization officially changed its

name to the Society for Human Resource Management. Today, SHRM has over 340 staff

members and over 250,000 members in 140 countries.[2]

SHRM is involved in lobbying governmental bodies regarding workplace law and industry

practice. For example, in April 2008, SHRM announced in a press release that its representatives

had appeared before the US Senate to petition for changes in the administration of the Family

and Medical Leave Act.[3]

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Additionally, the organization announced in the November 2003 issue of its HR Magazine that it

had submitted a position paper to the Equal Employment Opportunity Commission suggesting

factors the agency should consider when determining how to amend the definition of the term

"job applicant" for the purposes of record keeping required by companies in order to comply

with affirmative action and anti-discrimination laws.[4]In 2003, SHRM conducted an e-mail

survey of its members intended to gauge the effectives of the Equal Employment Opportunity

Commission (EEOC), and provide feedback on how the commission could improve its

operations. It presented the results of this survey to the EEOC at a meeting on September 8,

2003.[5]

In November 2006, the Office of Disability Employment Policy (ODEP) of the U.S. Department

of Laborestablished an alliance with SHRM to encourage and promote the employment of

people with disabilities.[6]Michael Aitkin serves as SHRM's Director of Governmental Affairs.

Lisa Horn is SHRM's Manager of Health Care. Michael Layman is Manager of Labor and

Employment Policy for SHRM. These three lead several employer association coalitions on

policy issues including immigration, workplace flexibility, and pay equity.

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CHAPTER-IV

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DATA ANALYSIS

1) The recruitment and selection process of company meets the current legal requirements.

Q.1) Recruitment & Selection Process is Effective for the Organizationalobjectives?

Response Pattern Remark Percentage

Strongly Agree 13 43%

Agree 5 10%

strongly disagree 12 37%

disagree 5 10%

INTERPRETATION:

Near about 43% of the respondents are strongly agree with the statement that recruitment andselection process of company meets the current legal requirements, and 10 % are agree only so,total 100% of the respondent are in favor that the process of recruitment & selection meets thecurrent legal requirement.

Observation:

The processof recruitment & selection which is followed by the company is helpful to meet thecompanys manpower requirement.

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Q.2) R & S Process increase efficiency in the organization activities?

INTERPRETATION:

The question was raised to know that employees are aware about the companys recruitment &

selection practices or not. Near about 59 % are agreed that the recruitment & selection practices

is clearly stated and only 4% are disagree.

OBSERVATION:

So the recruitment & selection practices of company are clearly stated but it requires little bit

change. But the company practices should be updated time to time.

Q3.Do you think best source increase the efficiency on all

organization departments?

Response Pattern Remark Percentage

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Response Pattern Remark Percentage

Strongly Agree 10 25%

Agree 15 59%

no opinion 5 10%

disagree 3 4%

strongly disagree 2 2%

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Strongly Agree 12 54%

Agree 10 32%

strongly disagree 8 7%

disagree 5 7%

INTERPRETATION:

As per the respondent response near about 32% are agree with the statement that internal source

is better for company, 7% having no response and 7% are disagree with the statement.

Observation:

After analysis it is better to get the manpower by internal source as they are aware about thatcandidate skill and behavior but sometimes company will not get right candidate.

4) R & S Process depends on sources of Recruitment?

Response Pattern Remark Percentage

Strongly Agree 11 53%

Agree 12 31%

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strongly disagree 7 8%

disagree 5 8%

INTERPRETATION:

The above graph shows strongly agreed 53 % here we have to know how recruitments are goingin HCL.Corporation

OBSERVATION:

In this analysis was necessary to recruit insurance advisor for fresh appointment.

Q.5) which is the best source for R & S Process? Remark Percentage

a) Internal 10 40%

b) Consultants 5 20%

c) Print Media 5 20%

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a) Electronic Media 15 20%

Interpretation:

The above graph represents for getting new employers to recruit through internal source 40%

Observation:

From this question respondent are satisfied with the internal source but some are not satisfiedand they preferred external source.

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SUGGESTION

Manpower requirement for each department in the company is identified well in advance.

If the manpower requirement is high and the recruitment team of the HR department alone

cannot satisfy it, then help from the placement agencies is needed.

Time management is very essential and it should not be ignored at any level of the process...

The recruitment and selection through placement agencies as the last resort and is utilized

only when need.

The recruitment and selection procedure should not to lengthy and time consuming.

The candidates called for interview should be allotted timings and it should not overlap with

each other.

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CONCLUSION

1. The processof recruitment & selection which is followed by the company is helpful to

meet the companys manpower requirement to some extent.

2. The recruitment & selection practices of company are clearly stated but no updating

according to the companys objective.

3. Company is highly dependent on employees 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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APPENDIX (QUESTIONNAIRE)

Q.1) Recruitment & Selection Process is Effective for the Organizational objectives?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.2) R & S Process increase efficiency in the organization activities?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.3) Do you think best source increase the efficiency on all organization department?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.4) R & S Process depends on sources of Recruitment?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

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Q.5) which is the best source for R & S Process?

a) Internal

b) Consultants

c) Print Media

d) Electronic Media

e) Others

Q.6) Better Result of R & S can be increase by Recruitment sources?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.7) R & S Process depend on Interviews?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.8) Interviews are the basic filter of the R & S Process?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.9) Different methods of Interviews should be used?

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Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.10) which methods should be used for Recruitment?

a) Structured

b) Unstructured

c) Problem questions

d) Case Study questions

e) others

Q.11) Better Result of R & S can be increase by Interviews?

a) Structured

b) Unstructured

c) Problem questions

d) Case Study questions

e) others

Q.10) R & S Process depend on Recruiters?

Strongly Agree Agree Strongly Disagree Disagree

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1 2 3 4

Q.11) R & S Process end results can be because of Recruiters?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q12) Recruiter should be Knowledgeable and Experience?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

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Q.13) R & S behavior depends on recruiter?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.14) End Result of R & S process can be wrong because of Recruiters?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.15. Do the recruited people do have the knowledge of insurance sector?

Yes

No

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BIBLIOGRAPHY

NEWS PAPERS:

TIMES OF INDIA

THE ECONOMIC TIMES

MAGAZINE