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Summer Internship Project Report on Recruitment and Selection Process in NISG

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    SUMMER INTERNSHIP PROJECT REPORT

    ON

    A STUDY ON RECRUITMENT& SELECTION PROCESSIN

    National Institute Of Smat !o"enment#

    !URU !O$IND SIN!H INDRAPRASTHA UNI%ERSITY

    Submitted in partial fulfillment of requirement for the award of the degree of

    BACHELOR OF BUSIESS A!"IIS#RA#IO

    Sumitte' $() Sumitte' To)

    ANJALI RANA M* As+o, S+ama

    --./-01-2-/ 3PROJECT !UIDE4

    $$A % 3$4 E"enin5

    JA!ANNATH INTERNATIONAL MANA!EMENT SCHOOL

    %ASANT 6UNJ7 NE8 DELHI9--1121

    1

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    AC6NO8LED!EMENT

    #he $u%%e$$ and final out%ome of thi$ pro&e%t required a lot of guidan%e and a$$i$tan%efrom man' people and I ha(e got thi$ all along wor)* +hate(er I ha(e done i$ onl' due to

    $u%h guidan%e and a$$i$tan%e and I would not forget to than) them*

    I e,pre$$ m' deep gratitude and $in%ere than)$ to MR* As+o, S+ama$ir who$e

    e,%ellent tea%hing ha$ left on in%redible print on m' mind- leading me to prepare thi$

    pro&e%t in a better wa' whi%h %ould not ha(e been po$$ible without hi$ $upport and a%ti(e

    guidan%e*

    Hereb' I de%lare that all the information $upported b' one in thi$ pro&e%t i$ m' own and

    true to the be$t of m' )nowledge*

    ANJALI RANA

    --./-01-2-/

    2

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    CERTI:ICATE

    I hereb' %ertif' that the wor) whi%h i$ being pre$ented in the BBA "inor

    .ro&e%t Report entitled /A STUDY ON RECRUITMENT AND

    SELECTION PROCESSIN National Institute Of Smat

    !o"enment#7 in partial fulfillment of the requirement$ for the award of the

    $a;+elo of $usiness Mana5ement and $ubmitted to the !epartment of

    "anagement of 0I"S1 0agannath In$titute of "anagement S%hool i$ an

    authenti% re%ord of m' own wor) %arried out during a period from June

    /1-0 to Jul( /1-0under the $uper(i$ion of M*As+o,**

    #he matter pre$ented in thi$ .ro&e%t Report ha$ not been $ubmitted b' me for

    the award of an' other degree el$ewhere*

    -------------------

    Po

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    E=ECUTI%E SUMMARY

    A$ a part of a%ademi% requirement and %ompletion of BBA

    program- I ha(e been a$$igned to %omplete intern$hip report on/Re%ruitment and Sele%tion pro%e$$ of ational in$titute of $mart

    go(ernment*3 under the guidan%e of "$* A$ho)

    /Re%ruitment and Sele%tion pro%e$$3 i$ a $egment of human

    re$our%e pro%e$$4 A$ $u%h I ha(e $ele%ted thi$ topi% to ma)e it

    %lear* I ha(e di(ided thi$ report in $ome $ub $egment$* A$ a 'oung

    intern in a reputed organi$ation li)e /IS53 I ha(e tried m' be$t

    to go through their Re%ruitment and Sele%tion pro%e$$ within little

    tenure of 6 month$*#he report $tart$ with a general introdu%tion

    /IS53 A$ well a$ it$indu$tr' (i$ion and mi$$ion** #hen thi$

    report pro%eed$ to IS5 anal'$i$ and interpretation*

    After that I %ontinue on to the m' main fo%u$ of the report1/IS5

    Re%ruitment and Sele%tion pro%e$$3 de$%ribing the different $tep$

    in it*

    4

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    TA$LE O: CONTENTS

    5

    Sr*o Content .age o*

    Chapter 6 I#RO!UC#IO1.1 CO".A7 .ROFILE

    1.2 I#RO!UC#IO #O I!US#R7

    Chapter 8 COCE.#UAL !ISCUSSIO

    Chapter 9 RESEARCH "E#HO!OLO57

    9*6 #itle

    9*8 #itle &u$tifi%ation

    9*9Ob&e%ti(e of $tud'9*: Re$ear%h !e$ign

    9*; Sampling

    9*< !ata %olle%tion $our%e$

    Chapter :

    AAL7SIS A! I#ER.RE#A#IO

    Chapter1;

    FI!I5

    SU55ES#IO

    Chapter1>aisal

    IS5$ performan%e a$ an organiGation and it$ emplo'ee performan%e are not ba$ed on finan%ial

    re$ult$ alone* It$ wor)- re(enue- e,pen$e$ and bottom line are $%rutiniGed b' the board on the

    following %ru%ial parameter$ 2

    Impa%t of the engagement$ on $er(i%e deli(er' to %itiGen$

    Formal M informal feedba%) from the 5o(ernment on IS5 engagement$

    12

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    .RO0EC#S OF IS5

    a4 National e9!o"enan;e Di"ision 3Ne!D4)

    e5! i$ an independent bu$ine$$ di(i$ion within "edia Lab A$ia- a publi% $e%tor %ompan'-

    regi$tered under $e%tion 8; of Companie$ A%t under the "ini$tr' of Communi%ation$ and

    Information #e%hnolog' @"CI#- 5o(ernment of India* It wa$ %reated ba$ed on the

    re%ommendation of Committee of Se%retarie$ @CoS and %ame into effe%t on Jth 0une 8*

    #otal $an%tioned $trength of e5! %orporate i$ : in addition to other $e%retarial $taff*#otal

    $trength of e5! a$ of now i$ :8* A Committee of the Board with the nomen%lature of /e5!

    Committee3 ha$ been appointed to $uper(i$e- guide and %ontrole5!* #hi$ %ommittee i$ headed

    b' the Se%retar'- !epartment of Information #e%hnolog'*

    #he immediate ta$)$ a$$igned to e5! are a$ follow$2

    Fa%ilitating implementation of e5. b' (ariou$ "ini$trie$ and State 5o(ernment$*

    .ro(iding te%hni%al a$$i$tan%e to Central "ini$trie$ State Line !epartment$*

    Underta)ing te%hni%al apprai$al of all e1go(ernan%e pro&e%t$ to e,amine i$$ue$ $u%h a$

    o(erall te%hnolog' ar%hite%ture- framewor)- $tandard$- $e%urit' poli%'- $er(i%e deli(er'

    me%hani$m- $haring of %ommon infra$tru%ture et%*

    A%ting a$ a Central Agen%' for an effe%ti(e implementation of Capa%it' Building S%heme

    @CB $%heme inter1alia in(ol(ing pro(i$ioning of manpower at (ariou$ State e "i$$ion

    #eam$ @Se"#$ a%ro$$ State$ U#$*

    4 State eMission Team 3SeMT4)

    #he 5o(ernment ha$ appro(ed the Capa%it' Building @CB S%heme for ta)ing e5. forward

    a%ro$$ the %ountr' in all the State$ M U#$* #he CB S%heme i$ mainl' for pro(i$ioning te%hni%al M

    profe$$ional $upport to State le(el poli%' M de%i$ion1ma)ing bodie$ to de(elop $pe%ialiGed $)ill$

    for e15o(ernan%e* #he CB S%heme will $upport Capa%it' Building through (ariou$ mean$ $u%h a$

    engaging e,pert$- de(eloping $)ill$ and imparting training and $upporting the %reation of State e1

    5o(ernan%e "i$$ion #eam$ @Se"# and .ro&e%t e15o(ernan%e "i$$ion #eam$ @.e"#* #hi$ team

    $hall o(er$ee pro&e%t e,e%ution- manage implementation and deal with te%hnolog'- pro%e$$-

    e,ternal Agen%' management M %hange management related i$$ue$*

    15

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    e5. propo$e$ to a%hie(e it$ ob&e%ti(e$ through2

    !eplo'ment and $%ale up of $ele%t "i$$ion "ode .ro&e%t$*

    Creation of a ational I# ba%)bone for fa$t- reliable and effi%ient %onne%ti(it'- data

    $torage and a%%e$$*

    Set up of Common Ser(i%e Center$ for deli(er' of %itiGen $er(i%e$*

    Creation of Internet portal$ for 8:, a%%e$$ to 5o(ernment information and $er(i%e$*

    ;4 De>atment Of Posts 3DOP4)

    #hi$ pro&e%t $tarted in Feb 866 thu$ %ompleting two 'ear$ thi$ 'ear* #he !epartment of .o$t$

    %ome$ under the "ini$tr' of Communi%ation$ and Information #e%hnolog'* For more than 6;

    'ear$- the !epartment of .o$t$ @!o. ha$ been the ba%)bone of the %ountr'$ %ommuni%ation and

    ha$ pla'ed a %ru%ial role in the %ountr'$ $o%io1e%onomi% de(elopment* It tou%he$ the li(e$ of

    Indian %itiGen$ in man' wa'$*

    #rend$ $u%h a$ urbani$ation- in%rea$ed demand for finan%ial $er(i%e$- in%rea$ed funding b' the

    go(ernment for the wea)er $e%tion$ and the rural $e%tor- ha(e opened up new opportunitie$ for the

    !epartment of .o$t$ whi%h- in turn ha$ ne%e$$itated de(elopment of new pro%e$$e$ and $upporting

    te%hnolog'*

    #he I# "oderni$ation.ro&e%t- intend$ to a%hie(e the following2

    +ider rea%h to the Indian popula%e through more %u$tomer intera%tion %hannel$*

    Better %u$tomer $er(i%e*

    5rowth through new line$ of bu$ine$$*

    I# enablement of bu$ine$$ pro%e$$e$ and $upport fun%tion$*

    Currentl' we ha(e ;; emplo'ee$ deputed on thi$ pro&e%t and 9 more need$ to be re%ruited

    and deputed*

    d !epartment of Agri%ulture M Co1operation @!AC2

    #he !epartment of Re(enue and Agri%ulture wa$ re%on$tituted a$ a $eparate !epartment- in 6JJ6*

    16

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    In 6:- the !epartment of Agri%ulture wa$ rede$igned a$ "ini$tr' of Agri%ulture*

    #here are two .ubli% Se%tor Underta)ing$- $e(en autonomou$ bodie$ and ele(en le(el %o1

    operati(e organi$ation$ with the !epartment*

    Currentl' we ha(e : emplo'ee$ deputed on thi$ pro&e%t and 9 more need$ to be re%ruited and

    deputed*

    e4 Pass>ot Se"a Po

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    54 Em>lo(ees@ State Insuan;e Co>oation 3ESIC4)

    #he Emplo'ee$ State In$uran%e Corporation @ESIC i$ one of the large$t $o%ial $e%urit' $%heme$

    for wor)er$ in the %ountr'- whi%h pla'$ a )e' role in maintaining and enhan%ing wor)er

    produ%ti(it' and well1being* #he %orporation i$ in the pro%e$$ of implementing .ro&e%t .an%hdeep

    a$ part of it$ IC# $trateg'* .an%hdeep i$ one of the large$t e1go(ernan%e pro&e%t$ in the %ountr'

    %o(ering around 8 pro&e%t lo%ation$ li)e ho$pital$- di$pen$arie$- an' 5o"enment offi;es to

    impro(e the qualit' of $er(i%e$ to all $ta)eholder$* +ipro i$ the $'$tem integrator for the pro&e%t

    and ESIC ha$ $ought the $er(i%e$ of IS5 to help them manage the implementation of

    .an%hdeep*

    +4 Com>osite Team)

    #he 5o(ernment ha$ appro(ed the Capa%it' Building @CB S%heme for ta)ing e15o(ernan%e

    forward a%ro$$ the %ountr' in $ome $tate$* Compo$ite #eam i$ go(erned b' State Implementing

    Agen%' State !e$ignated Agen%' @SIAS!A* #he CB S%heme i$ mainl' for pro(iding te%hni%al

    M profe$$ional $upport to State le(el poli%' M de%i$ion1ma)ing bodie$ to de(elop $pe%ialiGed

    $)ill$ for e15o(ernan%e* SIAS!A ha$ de%ided to entru$t the requirement$ of %apa%it' building

    manpower augmentation- in%luding .re

    18

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    CHAPTER 9 /

    CONCEPTUAL

    DISCUSSION

    19

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    HR" i$ the pro%e$$ of managing people in organiGation$ in a $tru%tured and thorough manner*

    #hi$ %o(er$ the field$ of $taffing @hiring people- retention of people- pa' and per)$ $etting and

    management- performan%e management- %hange management and ta)ing %are of e,it$ from the

    %ompan' to round off the a%ti(itie$* #hi$ i$ the traditional definition of HR" whi%h lead$ $ome

    e,pert$ to define it a$ a modern (er$ion of the .er$onnel "anagement fun%tion that wa$ u$ed

    earlier*

    +e ha(e %ho$en the term /art and $%ien%e3 a$ HR" i$ both the art of managing people b'

    re%our$e to %reati(e and inno(ati(e approa%he$4 it i$ a $%ien%e a$ well be%au$e of the pre%i$ion and

    rigorou$ appli%ation of theor' that i$ required*

    Human Re$our%e !e(elopment @HR! mean$ to de(elop a(ailable manpower through

    $uitable method$ $u%h a$ training- promotion$- tran$fer$ and opportunitie$ for %areer de(elopment*

    HR! program$ %reate a team of well1trained- effi%ient and %apable manager$ and $ubordinate$*

    Su%h team %on$titute$ an important a$$et of an enterpri$e* One organi$ation i$ different from

    another mainl' be%au$e of the people @emplo'ee$ wor)ing there in* A%%ording to .eter F*

    !ru%)er- #he pro$perit'- if not the $ur(i(al of an' bu$ine$$ depend$ on the performan%e of it$

    manager$ of tomorrow* #he human re$our%e $hould be nurtured and u$ed for the benefit of the

    organi$ation*

    O

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    Human Re$our%e "anagement @HR" i$ the fun%tion within an organiGation that fo%u$e$

    on re%ruitment of- management of- and pro(iding dire%tion for the people who wor) in the

    organiGation* It %an al$o be performed b' line manager$*

    Human Re$our%e "anagement i$ the organiGational fun%tion that deal$ with i$$ue$ related

    to people $u%h a$ %ompen$ation- hiring- performan%e management- organiGation

    de(elopment- $afet'- wellne$$- benefit$- emplo'ee moti(ation- %ommuni%ation-

    admini$tration- and training*

    HR" i$ al$o a $trategi% and %omprehen$i(e approa%h to managing people and the

    wor)pla%e %ulture and en(ironment* Effe%ti(e HR" enable$ emplo'ee$ to %ontribute

    effe%ti(el' and produ%ti(el' to the o(erall %ompan' dire%tion and the a%%ompli$hment of

    the organiGation$ goal$ and ob&e%ti(e$*

    Human Re$our%e "anagement i$ mo(ing awa' from traditional per$onnel- admini$tration-

    and tran$a%tional role$- whi%h are in%rea$ingl' out$our%ed* HR" i$ now e,pe%ted to add

    (alue to the $trategi% utiliGation of emplo'ee$ and that emplo'ee program$ impa%t the

    bu$ine$$ in mea$urable wa'$* #he new role of HR" in(ol(e$ $trategi% dire%tion and HR"

    metri%$ and mea$urement$ to demon$trate (alue*

    #he Human Re$our%e "anagement @HR" fun%tion in%lude$ a (ariet' of a%ti(itie$- and

    )e' among them i$ re$pon$ibilit' for human re$our%e$ 11 for de%iding what $taffing need$

    'ou ha(e and whether to u$e independent %ontra%tor$ or hire emplo'ee$ to fill the$e need$-

    re%ruiting and training the be$t emplo'ee$- en$uring the' are high performer$- dealing

    with performan%e i$$ue$- and en$uring 'our per$onnel and management pra%ti%e$ %onform

    to (ariou$ regulation$* A%ti(itie$ al$o in%lude managing 'our approa%h to emplo'ee

    benefit$ and %ompen$ation- emplo'ee re%ord$ and per$onnel poli%ie$* U$uall' $mall

    bu$ine$$e$ @for1profit or nonprofit ha(e to %arr' out the$e a%ti(itie$ them$el(e$ be%au$e

    the' %ant 'et afford part1 or full1time help* Howe(er- the' $hould alwa'$ en$ure that

    emplo'ee$ ha(e 11 and are aware of 11 per$onnel poli%ie$ whi%h %onform to %urrent

    regulation$* #he$e poli%ie$ are often in the form of emplo'ee manual$- whi%h all

    emplo'ee$ ha(e*

    HR" i$ widening with e(er' pa$$ing da'* It %o(er$ but i$ not limited to HR planning- hiring

    @re%ruitment and $ele%tion- training and de(elopment- pa'roll management-

    RECRUITMENT

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    Re;uitment is 'efine' as7 a >o;ess to 'is;o"e t+e sources of manpower to meet

    therequirements of the staffing schedule and to employ effective measures for attracting that

    manpower in adequate numbers to facilitate effective selection of an efficient workforce.

    Edwin B.:li>>o 'efine' e;uitment as t+e >o;ess of sea;+in5 fo >os>e;ti"e em>lo(ees

    an'stimulating them to a>>l( fo le Bo's e;uitment ;an

    e'efine' as a lin,in5 fun;tion@-joining together those with jobs to fill and those seeking jobs.

    Purpose and Importance:

    The basic purpose of recruitment is to provide a pool of potentially qualified job candidates.

    Specifically, the purposes and needs are:

    To fulfill the present and determine the future requirements of the organization in

    conjunction with its personnel-planning and job-analysis activities.

    To increase the success rate of the selection process by reducing the number of visibly,

    under qualified or overqualified job applicants.

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

    organization only after a short period of time.

    Begin identifying and preparing potential job applicants who will be appropriate

    candidates.

    Induct external hires with a new perspective to lead the company.

    Develop an organizational culture and Employee Branding that attracts competent people

    to the company.

    Search for talent globally and not just within the company.

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    Recruitment Process:

    Personnel Job Analysis Employee

    Planning Requisition

    Recruitment Searching

    Planning A;ti"ationSelli ApplicanScreening

    PotentialTo Selection

    Job n5# t Pool Hires

    Vacancies -Numbers-Types -Message-

    Media

    StrategyEvaluation and

    Control

    Development Application

    Population

    -Where

    -How

    -When

    Manpower planning:

    Manpower Planning which is also called as Human Resource Planning consists of putting right

    number of people, right kind of people at the right place, right time, doing the right things for

    which they are suited for the achievement of goals of the organization. Human Resource Planning

    has got an important place in the arena of industrialization. Human Resource Planning has to be a

    systems approach and is carried out in a set procedure. The procedure is as follows:

    Analyzing the current manpower inventoryMaking future manpower forecasts

    Developing employment programs

    Design training programs

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    Job Analysis:

    Job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills,

    accountabilities, work environment and ability requirements of a specific job. It also involves

    determining the relative importance of the duties, responsibilities and physical and emotional

    skills for a given job. All these factors identify what a job demands and what an employee must

    possess to perform a job productively.

    SOURCES OF RECRUITMENT:

    Internal Sources:

    1. Promotions

    This is a method of filling vacancies from internal resources of the company to achieve

    optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral

    movement of an employee from one position to another position in the same or another job

    class assigned to usually same salary range. Promotion, on the other hand is the permanent

    movement of a staff member from a position in one job class to a position in another job class

    of increased responsibility or complexity of duties and in a higher salary range.

    2. Internal Job Posting

    Job Posting is an arrangement in which a firm internally posts a list of open positions (with

    their descriptions and requirements) so that the existing employees who wish to move to

    different functional areas may apply. It helps the qualified employees working in the

    organization to scale new heights, instead of looking for better perspectives outside. It also

    helps organization to retain its experienced and promising employees.

    3. Employee Referrals

    It is a recruitment method in which the current employees are encouraged and rewarded for

    introducing suitable recruits from among the people they know. The logic behind employee

    efeal is t+at it ta,es one to ,noB one#*

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    External Sources:

    External methods of recruitment are again divided into two categories- Direct External

    Recruitment and Indirect External Recruitment methods.

    Direct External Recruitment Methods

    1. Campus Recruitment

    In Campus Recruitment, Companies / Corporate visit some of the most important Technical

    and Professional Institutes in an attempt to hire young intelligent and smart students at source.

    It is common practice for Institutes today to hire a Placement Officer who coordinates with

    small, medium and large sized Companies and helps in streamlining the entire Campus

    Recruitment procedure.

    Indirect External Recruitment Methods

    Advertisements:

    Advertisements are the most common form of external recruitment. They can be found in

    many places (local and national newspapers, notice boards, recruitment fairs) and shouldinclude some important information relating to the job (job title, pay package, location, job

    description, how to apply-either by CV or application form, etc).

    Job Portals:

    Job Portals are the most popular and widely used tool by companies and recruitment teams to

    facilitate the smooth flow of recruitment process in the competitive world. Job Portals provide

    a platform for the employers to meet the prospective employees. The job aspirants can register

    in job Portals by creating a user ID. Job Portals allow users to submit and edit their resumes

    and apply for specific jobs at companies of their choice. Once registered, job aspirants get e-

    mail job alerts and can respond to job related questions from the employer companies. The

    companies have the choice to search for their ideal candidate from the resume database using

    various options and parameters available in the job Portals.

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    Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and

    processedwhenever vacancies occur. Walk-ins provide an excellent public relations

    opportunity because well-treated applicants are likely to inform others. On the other hand,

    walk-ins show up randomly, and there may be no match with available openings. This is

    particularly true for jobs requiring specialized skills.

    Public and private employment agencies: Public and private employment agencies

    areestablished to match job openings with listings of job applicants. These agencies also

    classify and screen applicants.

    E-Recruiting: There are many methods used for e-recruitment, some of the

    importantmethods are as follows:

    a. Job boards: These are the places where the employers post jobs and search for

    candidates. One of the disadvantages is, it is generic in nature.

    b. Employer web sites: These sites can be of the company owned sites, or a site

    developed by various employers.

    c. Professional websites: These are for specific professions, skills and not general in

    nature.

    Gate Hiring and Contractors: The concept of gate hiring is to select people who

    approachon their own for employment in the organization. This happens mostly in the case

    of unskilled and semi-skilled workers.

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    SELECTION

    The size of the labour market, the image of the company, the place of posting, the nature

    of job, the compensation package and a host of other factors influence the manner of aspirants are

    likely to respond to the recruiting efforts of the company. Through the process of recruitment the

    company tries to locate prospective employees and encourages them to apply for vacancies at

    various levels. Recruiting, thus, provides a pool of applicants for selection.

    To select means to choose. Selection is the process of picking individuals who have relevant

    qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who

    can most successfully perform the job from the pool of qualified candidates.

    Purpose:The purpose of selection is to pick up the most suitable candidate who would meet the

    requirements of the job in an organisation best, to find out which job applicant will be successful,

    if hired. To meet this goal, the company obtains and assesses information about the applicants in

    terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the

    profile of candidates. The most suitable person is then picked up after eliminating the unsuitable

    applicants through successive stages of selection process.

    The Selection Process:

    Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the

    applicant proceeds to the next one. The time and emphasis place on each step will definitely vary

    from one organisation to another and indeed, from job to job within the same organisation. The

    sequence of steps may also vary from job to job and organisation to organisation. For example

    some organisations may give more importance to testing while others give more emphasis to

    interviews and reference checks. Similarly a single brief selection interview might be enough for

    applicants for lower level positions, while applicants for managerial jobs might be interviewed by

    a number of people.

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    SELECTION PROCESS FLOW CHART:

    RECEPTION:

    Candidate should be received properly.

    The applicant should be given the appropriate information.

    INFORMATION EXCHANGE:

    Check candidates eligibility to continue for further stages in selection

    C+e;, fo "aious ;iteia@s 3A5e7 E'u;ation7 E>eien;e7 Pa( e>e;tations et;4

    EVALUATION:

    Based on various factors like educational background, work experience,

    knowledge required for the current position will be evaluated.

    PHYSICAL AND MEDICAL EXAMINATION:

    Psychology test and other medical test are done.

    REFERENCE CHECK:

    Contacting the ;an'i'ate@s su>e"iso at +is >e"ious Bo, >la;e an' 5ettin5 +is

    feedback.

    1. Reception:

    A company is known by the people it employs. In order to attract people with talents, skills and

    e>eien;e a ;om>an( +as to ;eate a fa"ouale im>ession on t+e a>>li;ants@ i5+t fom t+e

    stage of reception. Whoever meets the applicant initially should be tactful and able to extend help

    in a friendly and courteous way. Employment possibilities must be presented honestly and

    clearly. If no jobs are available at that point of time, the applicant may be asked to call back the

    personnel department after some time.

    2. Information Exchange:

    The information exchange is mainly useful to state the purpose of the interview, how the

    qualifications are going to be matched with skills needed to handle the job.

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    Begin with open-ended questions where the candidate gets enough freedom to express himself.

    :o;us on t+e a>>li;ant@s e'u;ation7 tainin57 Bo, e>eien;e7 et;* :in' une>laine' 5a>s in

    applicants past work or college record and elicit facts that are not mentioned in the resume.

    3. Evaluation:

    Evaluation is done on basis of answers and justification given by the applicant in the interview. A

    preliminary interview is generally planned by large organisations to cut the cost of selection by

    allowing only eligible candidates to go through the further stages in selection. A junior executive

    from the Personnel Department may elicit responses from the applicants on important items

    determining the suitability of an applicant for a job such as age, education, experience, pay

    e>e;tations7 a>titu'e7 lo;ation7 ;+oi;e et;* t+is ;outes( inte"ieB@ as it is often called helps

    thedepartment screen out obvious misfits. If the department finds the candidate suitable, a

    prescribed application form is given to the applicants to fill and submit.

    Selection Testing:

    Selection tests or the employment tests are conducted to assess intelligence, abilities, and

    >esonalit( tait*A test is a stan'a'ie'7 o

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    Types of interviews:

    Several types of interviews are commonly used depending on the nature and importance of the

    position to be filled within an organization.

    O In a non-directive interview the recruiter asks questions as they come to mind. There is no

    specific format to be followed.

    O In a patterned interview, the employer follows a pre-determined sequence of questions.

    Here the interviewee is given a special form containing questions regarding his technical

    competence, personality traits, attitudes, motivation, etc.

    O In a structured or situational interview, there are fixed job related questions that are

    presented to each applicant.

    O In a panel interview several interviewers question and seek answers from one applicant.

    The panel members can ask new and incisive questions based on their expertise and

    experience and elicit deeper and more meaningful expertise from candidates.

    4. Physical and Medical Examination:

    After the selection decision and before the job offer is made, the candidate is required to undergo

    a physical fitness test. A job offer is often contingent upon the candidate being declared fit after

    the physical examination.

    5. Reference Checks:

    Once the interview and medical examination of the candidate is over, the personnel department

    will engage in checking references. Candidates are required to give the names of 2 or 3 references

    in their application forms. These references may be from the individuals who are familiar with the

    %andidate$ a%ademi% a%hie(ement$ or from the appli%ant$ pre(iou$ emplo'er- who i$ well (er$ed

    with the appli%ant$ &ob performance and sometimes from the co-workers.

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    CHAPTER 9

    RESEARCH

    METHODOLO!Y

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    RESEARCH METHODOLO!Y

    Bu$ine$$ re$ear%h i$ a $'$temati% enquir' that pro(ide$ information to guide bu$ine$$

    de%i$ion and aimed to $ol(e managerial problem$* Bu$ine$$ re$ear%h i$ of re%ent origin and it

    i$ largel' $upported b' bu$ine$$ organiGation$ that hope$ to a%hie(e %ompetiti(e ad(antage$

    Re$ear%h "ethodolog' i$ a wa' to $'$temati%all' $ol(e the problem$* It ma' be under$tood

    a$ a $%ien%e of $tud'ing how re$ear%h i$ done $%ientifi%all'* It in%lude the o(erall re$ear%h

    de$ign- the $ampling pro%edure- data %olle%tion method and anal'$i$ pro%edure*

    3.1 Title: To study, evaluate and analyze the selection and recruitment process in NISG

    */ Title Justifi;ation

    The data was collected using primary resource (questionnaire and interviews with employees

    and candidatures) and secondary resource (Recruitment manual, service rules and Internet).

    The interpretation is done based on the primary data which has been collected through the

    questionnaire which were distributed to the employees for the purpose of getting

    feedbackregardin5 Re;uitment & Sele;tion# >o;ess in NIS!

    * O

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    *0 RESEARCH DESI!N) E>loato( Resea;+

    In thi$ $tud'- we $pe%if' the pro%e$$ of re%ruitment and $ele%tion and how mu%h $ati$fied

    the' are with all the pro%edure$ done*

    A re$ear%h de$ign i$ the $pe%ifi%ation of method$ and pro%edure$ for a%quiring

    theinformation needed to $tru%ture or $ol(e the problem* It i$ the o(erall operational pattern

    or framewor) of the pro&e%t that $timulate$ what information i$ to be%olle%ted from whi%h

    $our%e and b' what pro%edure* On the ba$i$ of ma&or purpo$e of our in(e$tigation the

    EQ.LORA#OR7 RESEARCH wa$ found to be mo$t $uitable*#hi$ )ind of re$ear%h ha$ the

    primar' ob&e%ti(e of de(elopment of in$ight$ into theproblem* It $tudie$ the main area where

    the problem lie$ and al$o trie$ to e(aluate appropriate %our$e$ of a%tion*

    *F Sam>lin5

    Sampling te%hnique 1 .robabilit' te%hnique

    Sampling t'pe 1 Simple Random .robabilit' te%hnique

    Sample unit1 Emplo'ee$ of IS5

    3.6DATA COLLECTION SOURCES

    Pima( 'ata2#he data that i$ %olle%ted fir$t hand b' $omeone $pe%ifi%all' for thepurpo$e of fa%ilitating the

    $tud' i$ )nown a$ primar' data* So in thi$ re$ear%h thedata i$ %olle%ted from re$pondent$through =UES#IOAIRE

    .RI"AR7 SOURCES

    #he data required for the $tud' ha$ been %olle%ted from1

    GUESTIONNAIRE

    $ur(e' among the offi%ial$ and emplo'ee$ of IS5

    PERSONAL INTER%IE8S

    with the %ompan' repre$entati(e$ regarding re%ruitment and $ele%tion pra%ti%e$ in

    organiGation*

    Se;on'a( Data

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    Seondar' data refer$ to information gathered b' $omeone or other than the re$ear%her%ondu%ting the %urrent $tud'* Su%h data %an be e,ternal

    internal to the organiGation and a%%e$$ed through the Internet or peru$al of re%orded or

    publi$hed information*Se%ondar' $our%e$ of data pro(ide a lot of information for re$ear%hand problem$ol(ing* Su%h data are a$ we ha(e $een mo$tl' qualitati(e in nature*

    SECO!AR7 SOURCES2

    #he $e%ondar' data ha$ been %olle%ted from2

    Internet- web$ite$

    OrganiGational Report$

    Ca$e Studie$

    Bu$ine$$ magaGine$

    Boo)$

    0ournal$ on e1learning Indu$tr'*

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    CHAPTER90

    ANALYSIS AND INTRPRETATION

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    INTERPRETATION OF QUESTIONNAIRE:

    The analysis of the data is represented graphically along with the interpretations, which are

    as follows:

    1) How do you come to know about openings inNISG

    a) NISG Employees b) News Paper Ads c) Consultants d) Job Portal

    Options No. of PercentageRespondents

    NISG Employees 52 52 %Newspaper Ads 8 8 %

    Consultants 10 10 %

    Job Portals 30 30 %

    How do you come to know about openings in

    NISG

    60

    5052%

    40

    30

    20

    10

    30%

    8% 10%0

    DRL Employees Newspaper Ads Cos!l"a"s #o$ or"als

    Interpretation:

    The data emphasizes that the external world will come to know about job openings in NIS!

    through its employees (52%) which helps the companyto bring the best talent pool into, as

    the people know what exactly is the requirement, secondly the other major source is Job

    portals (30%) as almost all vacancies are published on to the job portals. The dependency on

    consultants and newspapers comes into picture only when the requirement is niche or in large

    volume.

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    2) Are applicants treated fairly with courtesy?

    a) Poor b) Adequate c) Excellent

    Options No. of PercentageRespondents

    Poor 6 6 %

    Adequate 46 46 %

    Excellent 48 48 %

    Are applicant treated fairly with courtesy?

    60

    50

    46% 48%40

    30

    20

    10

    6%0

    oor Ade&!a"e E'(elle"

    Interpretation:

    The above data explains that all the applicants are treated fairly on equality basis:

    Excellent- 48%, Adequate- 46%, Poor- 6%. Leadership team of NISG firmly believes that all the

    applicants should be interviewed in the same process across the organization.

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    3) Does the HR team act as a consultant to enhance the quality of the applicant during

    pre-screening process?

    a) Yes b) No

    Options No. of Percentage

    Respondents

    Yes 96 96 %

    No 4 4 %

    979287827772676257524742373227221712

    7

    2

    Does the HR team act as a consultant to enhance the quality of the applicant during

    pre-screening process?

    96%

    4%

    )es No

    Interpretation:

    It is very clear from the data that 96% of the employees feel that the HR team plays a

    crucial role in the initial screening so as to ensure the quality of hires. Remaining 4% feel

    that HR doesn't play prominent role in initial screening of profiles.

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    4) Does the organization clearly define the roles and responsibilities of the position

    being interviewed for?

    a) Well defined b) Partially definedc) Undefined

    Options No. of Percentage

    Respondents

    Well defined 78 78 %

    Partially defined 22 22 %

    Undefined 0 0 %

    90

    80

    70

    60

    50

    40

    30

    20

    10

    0

    Does the organization clearly defines the roles and responsibilities of the

    position being interviewed for?

    78%

    22%0%

    *ell de+ed ar",ally de+ed -de+ed

    Interpretation:

    Yes, 78% of employees feel that the roles and responsibilities of any position are clearly

    defined.

    It is done with the help of Role Clarity (RC) Document.

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    5) Are the panel members competent enough for the role they are interviewing?

    a) Yes b) No

    Options No. of PercentageRespondents

    Yes 84 84 %

    No 16 16 %

    Are the panel members competent enough for

    the role they are interviewing?

    100

    80

    60

    40

    20

    84%

    16%

    0)es No

    Interpretation:

    Yes, the employees of NISG strongly feel that the technical panel people who

    are interviewing are competent enough(84%) in terms of their technicality for

    the role they are interviewing, a very less percentage (16%) of employees feel

    that panel are not competent.

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    6) Are the HR people trained for making the best hiring decisions?

    a) Yes b) No

    Options No. of Percentage

    RespondentsYes 90 90 %

    No 10 10 %

    Are HR people trained for making the best

    hiring decisions?

    100

    80 90%

    60

    40

    20

    10%0

    )es No

    Interpretation:

    Yes, 90% of DRL employees feel that HR people are trained for making the best hiring decisions

    so as to avoid the wrong hiring decisions

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    7) Do you feel that selection process in NISG is connected with the values of the organization

    a) Poor b) Adequate c) Excellent

    Options No. of PercentageRespondents

    Poor 0 0 %

    Adequate 30 30 %

    Excellent 70 70 %

    Do you feel that selection process in NISG is connected

    with the values of the organization

    80

    70

    60

    50

    40

    30

    70%

    2030%

    100%

    0oor Ade&!a"e E'(elle"

    Interpretation:

    Yes, 70% of people feel that the recruitment process is connected with the value of

    organization. Because the competencies on which the recruitment is done are aligned with the

    organization culture.

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    8) What should be t+e ;om>an(@s main sou;e of e;uitment

    a) Direct Hires b) Employee Referrals c) Newspaper ads d) Placement Agency

    Options No. of Percentage

    RespondentsDirect Hires 40 40 %

    Employee 30 30 %Referrals

    Newspaper Ads 20 20 %

    Placement 10 10 %Agency

    What should be the companies main source of

    recruitment

    50

    4040%

    3030%

    2020%

    1010%

    0

    D,re(" ,res Employee Newspaper Ads la(eme" A/e(yReerrals

    Interpretation:

    The major portion (40%) of employees feel that the major source of recruitment should be direct

    hires also giving importance to employee referrals (30%) so as to increase the cost effectiveness

    of the company. Dependency of Consultant (10%) and Newspaper (20%) is very less.

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    9) According to you, what should be the percentage of fresher and experienced people in the

    organization (ex: 70% experienced, 30% fresher)

    Options No. of Percentage

    Respondents

    90% - 10% 2 2 %

    80% - 20% 60 60 %

    70% - 30% 20 20 %

    60% - 40% 18 18 %

    According to you, what should be the percentage of

    fresher and experienced people in the organization

    70

    60

    50

    40

    30

    60%

    20 20% 18%102%

    0

    9010 8020 7030 6040

    Interpretation:

    The above data emphasizes that 60% of employees in DRL feel that there should be 80%

    e>eien;e' >eo>le an' /1 fes+e@s in t+e o5aniation e;ause ;onsi'ein5 t+e ;iti;alit( of

    manufacturing process and at the same time they also want to provide a chance for young talent

    pool.

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    104Do (ou t+in, t+e o5aniation@s t+e e;uitment an' sele;tion >o;ess ae >lanne' an'

    achieved as per the timelines?

    a) Yes b) No c) Sometimes

    Options No. of Percentage

    Respondents

    Yes 82 82 %

    No 12 12 %

    Sometimes 6 6 %

    Do you think the organization's recruitment and selection

    process are planned and achieved as per the timelines?

    90

    8082%

    70

    60

    50

    40

    30

    20

    1012% 6%

    0

    )es No ome",mes

    Interpretation:

    Yes, 82% of the employees feel that the Talent Acquisition Team (TAT) completes the

    recruitment process with in the given Service level Agreement (SLA).

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    11) Rate how well HR finds good candidates from non-traditional sources (ex: LinkedIn)when

    necessary?

    a) Poor b) Adequate c) Excellent

    Options No. of PercentageRespondents

    Poor 4 4 %

    Adequate 56 56 %

    Excellent 40 40 %

    Rate how well HR finds good candidates from non-

    traditional sources when necessary

    60

    5056%

    4040%

    30

    20

    10

    4%0

    oor Ade&!a"e E'(elle"

    Interpretation:

    According to the above data, 56% of people feel that potential candidates can also be found put

    from non-traditional sources because of the current scenario of manpower market.

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    12) Does the TAT maintain an adequate pool of quality applicants in pipeline?

    a) Yes b) No c) Sometimes

    Options No. of Percentage

    Respondents

    Yes 76 76 %

    No 10 10 %

    Sometimes 14 14 %

    80

    70

    60

    50

    40

    30

    20

    10

    0

    Does the TAT maintain an adequate pool of

    quality applicants in pipeline?

    76%

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    10% 14%

    )es No ome",mes

    Interpretation:

    According to the above data, 76% of people feel that the TAT maintains

    required number of quality applicants in buffer so as to ensure the supply if

    manpower, 10% of people feels that TAT

    doe$nt maintain buffer and 6:N feel that $ometime$ it maintain$*

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    13) Impact of Employee reference in recruiting process

    a) Very high b) High c) Neutral d) Less e) Very less

    Options No. of PercentageRespondents

    Very high 0 0 %

    High 32 32 %

    Neutral 54 54 %

    Less 14 14 %

    Very less 0 0 %

    Impact of employe reference in

    recruiting process

    60

    50 54%

    40

    3032%

    20

    100% 14% 0%

    0

    ery ,/ ,/ Ne!"ral Less ery less

    Interpretation:

    A%%ording to the abo(e data- ;:N of people feel that emplo'ee referral doe$nt influen%e the

    selection process as the panel and HR people adhere to the rules, regulations and policies of

    recruitment.

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    14) Should the present hiring process be enhanced?

    a) Yes b) No

    Options No. of PercentageRespondents

    Yes 24 24 %

    No 76 76 %

    Should the present hiring process be enhanced

    80

    70 76%

    60

    50

    40

    30

    20 24%

    10

    0

    )es No

    Interpretation:

    The above data clearly shows that 76% of the people feel that there is no need to enhance the

    recruitment process as the technical panel and HR people strictly follow the Competence Based

    Interviewing (CBI) Model ensuring the right qualitative hire.

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    15) Do you feel the process of raising the manpower request is systematic?

    a) Yes b) No

    Options No. of Percentage

    Respondents

    Yes 70 70 %

    No 30 30 %

    Do you feel the process of raising manpowerrequest is syatematic?

    80

    7070%

    60

    50

    40

    3030%

    20

    10

    0)es No

    Interpretation:

    Raising the manpower request is very important, where 70% of the employees feel that NISG is

    following a $'$temati% pro%e$$* Other 9N people dont feel thi$ a$ a $'$temati% pro%e$$*

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    .

    CHAPTER9F

    :INDIN!S

    AND

    SU!!ESTION

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    FINDINGS

    The flow of recruitment is routed through SAP only.

    The prescreening process is done well in order to get the good talent pool.

    The HR people are making the best hiring decisions by considering

    all the competencies.

    All the company policies are strictly followed at any point of time.

    Most of the positions closed are through direct hires with in SLA( service level

    aggrement).

    Miscellaneous work is more that consumes a lot of time.

    Company provides good facilities for both applicants as well as employees.

    SUGGESTIONS

    The candidate, selected by the Technical and HR panel of one unit should be

    considered to >la;e e"en at ot+e units of NIS!

    Budgeting for critical skill set should be revised.

    Critical positions should be closed with in the given SLA by proactively

    keeping the profiles in buffer.

    People should be sent to certifications instead recruiting new people (safety

    department).

    The Entry level salary of lower level employees has to be enhanced because of

    market level competition where presently a technical trainee of diploma is offered 1

    Lac where as other companies are offering more than this.

    As there is a lot of miscellaneous work, it can be outsourced.

    New referral schemes can be implemented in order to get the required skill set at the

    time of emergency.

    54

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    CHAPTER9.

    CONCLUSION

    55

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    Conclusion

    #he Summer Intern$hip pro&e%t ha$ helped me gain huge pra%ti%al Imowledge whi%h %ant be

    gained onl' through boo)$* #hi$ e,perien%e ga(e me an opportunit' to learn new thing$

    whi%h pro(ided me a pee) into the %orporate %ulture* Being a fre$her- I would ne(er be

    e,po$ed to a %orporate en(ironment if it were not for thi$ pro&e%t* I than) ational In$titue Of

    Smart 5o(ernment for gi(ing me the %han%e to wor) (ith them a$ a $ummer intern and

    $howing me the path of )nowledge and e,perien%e whi%h will help me $u%%eed in m' %areer

    and enter into a bright fun.

    The various illustrations of the company given in this report indicate that these processes

    require a great deal of thought and advanced planning. In fact, it is not only the HR

    department that is involved but various departments like finance, Production, Packing, SCM,

    etc department provides the budget and budgeted numbers for the processes and the

    manpower gap is determined by inputs from all the departments.

    56

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    ANNE=URE

    57

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    $I$LIO!RAPHY

    $OO6S

    C*B "amoria and S*D* 5an)ar @8:- .er$onal "anagement #e,t and Ca$e$*

    Himala'a .ubli%ation*

    E$$ential$ of HR" and IR 1 .*SubbaRao*

    .er$onal "anagement 1 C*B*"emoria*

    Re$ear%h "ethodolog' 1C*R*Pothari*

    ersoel ad !ma Reso!r(e aa/eme" . !$$aRao

    ,malaya !$l,(a",o

    +eb$ite2

    http2re%ruitment*nau)rihub*%ommeaning1of1re%ruitment*html

    http2www*fempower*%o*Ga6inde,*php

    optionT%om%ontentMta$)T(iewMidT6MItemidT9:

    http2en*wi)ipedia*orgwi)iRe%ruitment

    http$2www*google*%o*in

    http2www*IS5*%om

    58

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    Questionnaire

    -4 HoB 'o (ou ;ome to ,noB aout o>enin5s in NIS!

    a) DRL Employees b) News Paper Ads c) Consultants d) Job Portal

    2) Are applicants treated fairly with courtesy?

    a) Poor b) Adequate c) Excellent

    3) Does the HR team act as a consultant to enhance the quality of the applicant

    during prescreening process?

    a) Yes b) No

    4) Does the organization clearly define the roles and responsibilities of the position

    being interviewed for?

    a) Well defined b) Partially defined c) Undefined

    5) Are the panel members competent enough for the role they are

    interviewing? a) Yes b) No

    6) Are the HR people trained for making the best hiring

    decisions? a) Yes b) No

    7) Do you feel that selection process in NISG is connected with the values of the

    organization

    a) Poor b) Adequate c) Excellent

    8) +hat $hould be the %ompan'$ main $our%e of re%ruitment

    a) Direct Hires b) Employee Referrals c) Newspaper ads d) Placement Agency

    9) According to you, what should be the percentage of fresher and experienced people in theorganization (ex: 70% experienced, 30% fresher)

    10) !o 'ou thin) the organiGation$ the re%ruitment and $ele%tion pro%e$$ are planned

    and achieved as per the timelines?

    a) Yes b) No c) Sometimes

    59

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    11) Rate how well HR finds good candidates from non-traditional sources (ex: LinkedIn)

    when necessary?

    a) Poor b) Adequate c) Excellent

    12) Does the TAT maintain an adequate pool of quality applicants in pipeline?

    a) Yes b) No c) Sometimes

    13) Impact of Employee reference in recruiting process

    a) Very high b) High c) Neutral d) Less e) Very less

    14) Should the present hiring process be enhanced?

    a) Yes b) No

    If Yes, suggestions please

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    15) Do you feel the process of raising the manpower request is systematic?

    a) Yes b) No