CHAPTER - 1

INTRODUCTION

1.1 OVERVIEW OF INDUSTRY AS A WHOLE

Travel and Tourism one of the world's largest foreign exchange earner among industries,
provides employment directly to millions of people worldwide and indirectly through
many associated service industries. A very wide industry, it includes Government tourism
departments, Immigration and customs services, travel agencies, airlines, tour operators,
hotels etc and many associated service industries such as airline catering or laundry
services, Guides, Interpreters, Tourism promotion and sales etc. Travel and Tourism
enterprises include major internationals with a workforce of thousands, to the small
private travel agent with a handful of employees.

Work in the travel and tourism industry is essentially concerned with providing services
for people who are away from home, on business or holiday. Travel can be leisure travel
involving package tours, pilgrim travel, adventure travel etc or purely business. Work at
every functional level in the industry involves dealing directly with people. Travel agents
assess the needs of tourists and businessmen and help them make the best possible travel
arrangements from the many travel options available. Also, many major cruise lines,
resorts, and specialty travel groups use travel agents to promote travel packages to the
millions of people who travel every year.

Travel company personnel must be up-to-date on current rules and regulations and
documentation required, in areas like cargo, ticketing and passports, visas etc. so as to
correctly advise their clients, and to take care of the paperwork when necessary. Besides
this, all tourism staff in marketing, counter sales, or guide services, should be
knowledgeable about the places their clients visit, in terms of general background, how
to get there connections by air, rail and road and the facilities available.

In India, Travel and tourism, as an industry, has been somewhat slower to take off than in
many other places. However, with increasing worldwide interest in travel, and with the

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Government's encouragement of its activities, it is undergoing massive expansion and
improvement. This forecasts a bright future for all those who choose to make a career of
travel and tourism. Young people with drive and a capacity for hard work can rise to top
positions very quickly in travel and tourism or even head their own agencies. A job in the
industry gives good returns as well as perks including opportunity to see many locales at
low prices.

Tourism is travel for pleasure or business; also the theory and practice of touring, the
business of attracting, accommodating, and entertaining tourists, and the business of
operating tours. Tourism may be international, or within the traveller's country.
The World Tourism Organization defines tourism more generally, in terms which go
"beyond the common perception of tourism as being limited to holiday activity only", as
people "traveling to and staying in places outside their usual environment for not more
than one consecutive year for leisure, business and other purposes".

Tourism can be domestic or international, and international tourism has both incoming
and outgoing implications on a country's balance of payments. Today, tourism is a major
source of income for many countries, and affects the economy of both the source and
host countries, in some cases being of vital importance.

Tourism is an important, even vital, source of income for many regions and countries.
Its importance was recognized in the Manila Declaration on World Tourism of 1980 as
"an activity essential to the life of nations because of its direct effects on the social,
cultural, educational, and economic sectors of national societies and on their
international relations."

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Tourism brings in large amounts of income into a local economy in the form of payment
for goods and services needed by tourists, accounting for 30% of the world's trade of
services, and 6% of overall exports of goods and services. It also creates opportunities
for employment in the service sector of the economy associated with tourism.

The service industries which benefit from tourism include transportation services, such
as airlines, cruise ships, and taxicabs; hospitality services, such as accommodations,
including hotels and resorts; and entertainment venues, such as amusement
parks, casinos, shopping malls, music venues, and theaters. This is in addition to goods
bought by tourists, including souvenirs.

DEFINITIONS

In 1936, the League of Nations defined a foreign tourist as "someone traveling abroad
for at least twenty-four hours". Its successor, the United Nations, amended this
definition in 1945, by including a maximum stay of six months.

In 1941, Hunziker and Kraft defined tourism as "the sum of the phenomena and
relationships arising from the travel and stay of non-residents, insofar as they do not
lead to permanent residence and are not connected with any earning activity." In 1976,
the Tourism Society of England's definition was: "Tourism is the temporary, short-term
movement of people to destinations outside the places where they normally live and
work and their activities during the stay at each destination. It includes movements for
all purposes." In 1981, the International Association of Scientific Experts in Tourism

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defined tourism in terms of particular activities chosen and undertaken outside the
home.

In 1994, the United Nations identified three forms of tourism in its Recommendations
on Tourism Statistics:

 Domestic tourism, involving residents of the given country traveling only within
this country
 Inbound tourism, involving non-residents traveling in the given country
 Outbound tourism, involving residents traveling in another country

The terms tourism and travel are sometimes used interchangeably. In this context, travel
has a similar definition to tourism, but implies a more purposeful journey. The
terms tourism and tourist are sometimes used pejoratively, to imply a shallow interest in
the cultures or locations visited. By contrast, traveler is often used as a sign of
distinction. The sociology of tourism has studied the cultural values underpinning these
distinctions and their implications for class relations.

HISTORY

Travel outside a person's local area for leisure was largely confined to wealthy classes,
who at times travelled to distant parts of the world, to see great buildings and works of
art, learn new languages, experience new cultures, and to taste different cuisines. As
early as Shulgi, however, kings praised themselves for protecting roads and building
waystations for travelers. During the Roman Republic, spas and coastal resorts such
as Baiae were popular among the rich. Pausanias wrote his Description of Greece in the
2nd century AD. In ancient China, nobles sometimes made a point of visiting Mount
Tai and, on occasion, all five Sacred Mountains.

Middle Ages

By the Middle Ages, Christianity, Buddhism, and Islam all had traditions
of pilgrimage that motivated even the lower classes to undertake distant journeys for
health or spiritual improvement, seeing the sights along the way. The Islamic hajj is still

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central to its faith and Chaucer's Canterbury Tales and Wu Cheng'en's Journey to the
West remain classics of English and Chinese literature.

The 10th- to 13th-century Song dynasty also saw secular travel writers such as Su
Shi (11th century) and Fan Chengda (12th century) become popular in China. Under
the Ming, XuXiake continued the practice. In medieval Italy, Francesco Petrarch also
wrote an allegorical account of his 1336 ascent of Mount Ventoux that praised the act of
traveling and criticized frigidaincuriositas ("cold lack of curiosity").
The Burgundian poet MichaultTaillevent (fr) later composed his own horrified
recollections of a 1430 trip through the Jura Mountains.

Grand Tour

Modern tourism can be traced to what was known as the Grand Tour, which was a
traditional trip around Europe (especially Germany and Italy), undertaken by
mainly upper-class European young men of means, mainly from Western and Northern
European countries. In 1624, young Prince of Poland, Ladislaus Sigismund Vasa, the
eldest son and heir of Sigismund III, embarked for a journey across Europe, as was
in custom among Polish nobility. He travelled through territories of today's Germany,
Belgium, Netherlands, where he admired the Siege of Breda by Spanish forces, France,
Switzerland to Italy, Austria and Czechia. It was an educational journeyand one of the
outcomes was introduction of Italian opera in the Polish–Lithuanian Commonwealth.

The New York Times recently described the Grand Tour in this way:

Three hundred years ago, wealthy young Englishmen began taking a post-Oxbridge trek
through France and Italy in search of art, culture and the roots of Western civilization.
With nearly unlimited funds, aristocratic connections and months (or years) to roam,
they commissioned paintings, perfected their language skills and mingled with the
upper crust of the Continent.

— Gross, Matt., Lessons From the Frugal Grand Tour." New York Times 5 September
2008.

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The primary value of the Grand Tour, it was believed, laid in the exposure both to the
cultural legacy of classical antiquity and the Renaissance, and to the aristocratic and
fashionably polite society of the European continent.

Emergence of leisure travel

Leisure travel was associated with the Industrial Revolution in the United Kingdom –
the first European country to promote leisure time to the increasing industrial
population. Initially, this applied to the owners of the machinery of production, the
economic oligarchy, factory owners and traders. These comprised the new middle
class. Cox & Kings was the first official travel company to be formed in 1758.

The British origin of this new industry is reflected in many place names.
In Nice, France, one of the first and best-established holiday resorts on the French
Riviera, the long esplanade along the seafront is known to this day as the Promenade
des Anglais; in many other historic resorts in continental Europe, old, well-established
palace hotels have names like the Hotel Bristol, Hotel Carlton, or Hotel Majestic –
reflecting the dominance of English customers.

MODERN DAY TOURISM

Many leisure-oriented tourists travel to seaside resorts on their nearest coast or further
afield. Coastal areas in the tropics are popular in both summer and winter.

Winter tourism

St. Moritz, Switzerland became the cradle of the developing winter tourism in the
1860s: hotel manager Johannes Badrutt invited some summer guests from England to
return in the winter to see the snowy landscape, thereby inaugurating a popular trend. It
was, however, only in the 1970s when winter tourism took over the lead from summer
tourism in many of the Swiss ski resorts. Even in winter, up to one third of all guests
(depending on the location) consist of non-skiers.

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Major ski resorts are located mostly in the various European countries
(e.g. Andorra, Austria, Bulgaria, Bosnia-Herzegovina, Croatia, Czech
Republic, Cyprus, Finland, France, Germany,Greece, Iceland, Italy, Norway, Latvia, Lit
huania, Poland, Romania, Serbia, Sweden, Slovakia, Slovenia, Spain, Switzerland,Turk
ey), Canada, the United States (e.g. Montana, Utah, Colorado, California, Wyoming,
Vermont, New Hampshire, New York) Lebanon, New Zealand, Japan, South
Korea, Chile, and Argentina.

Mass tourism

Academics have defined mass tourism as travel by groups on pre-scheduled tours,

usually under the organization of tourism professionals.This form of tourism developed
during the second half of the 19th century in the United Kingdom and was pioneered
by Thomas Cook. Cook took advantage of Europe's rapidly expanding railway network
and established a company that offered affordable day trip excursions to the masses, in
addition to longer holidays to Continental Europe, India, Asia and the Western
Hemisphere which attracted wealthier customers. By the 1890s over 20,000 tourists per
year used Thomas Cook & Son.

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The relationship between tourism companies, transportation operators and hotels is a
central feature of mass tourism. Cook was able to offer prices that were below the
publicly advertised price because his company purchased large numbers of tickets from
railroads. One contemporary form of mass tourism, package tourism, still incorporates
the partnership between these three groups.

Travel developed during the early 20th century and was facilitated by the development
of the automobiles and later by airplanes. Improvements in transport allowed many
people to travel quickly to places of leisure interest, so that more people could begin to
enjoy the benefits of leisure time.

Niche tourism

Niche tourism refers to the numerous specialty forms of tourism that have emerged over
the years, each with its own adjective. Many of these terms have come into common use
by the tourism industry and academics. Others are emerging concepts that may or may
not gain popular usage.

Other terms used for niche or specialty travel forms include the term "destination" in the
descriptions, such as destination weddings, and terms such as location vacation.

Cultural Tourism: Cultural tourism is the subset of tourism concerned with a country or
region's culture, specifically the lifestyle of the people in those geographical areas, the

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history of those peoples, their art, architecture, religions, and other elements that helped
shape their way of life. Cultural tourism includes tourism in urban areas, particularly
historic or large cities and their cultural facilities such as museums and theatres. It can
also include tourism in rural areas showcasing the traditions of indigenous cultural
communities (i.e. festivals, rituals), and their values and lifestyle.

Environmental Tourism: Environmental tourism, ecotourism, or nature tourism provides

an opportunity to visit undisturbed natural areas, scenic vistas, and observe plants and
wildlife.

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Ecotourism is responsible travel to fragile, pristine, and usually protected areas that
strive to be low impact and often small scale as an alternative to mass tourism. Its
purpose is to educate the traveller and provide funds for ecological conservation,
directly benefit the economic development and political empowerment of local
communities and foster respect for different cultures and for human rights. Generally,
ecotourism focuses on volunteering, personal growth and environmental responsibility.
Ecotourism typically involves travel to destinations where flora, fauna, and cultural
heritage are the primary attractions. One of the goals of ecotourism is to offer tourists
insight into the impact of human beings on the environment, and to foster a greater
appreciation of our natural habitats. Responsible ecotourism includes programs that
minimize the negative aspects of conventional tourism on the environment and enhance
the cultural integrity of local people.

Rural Tourism: Any form of tourism that showcases the rural life, art, culture and
heritage at rural locations, thereby benefiting the local community economically and
socially as well as enabling interaction between the tourists and the locals for a more
enriching tourism experience can be termed as rural tourism. Rural tourism is
essentially an activity which takes place in the rural areas.

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The term "rural tourism" was adopted by the European Community to refer to all
tourism activities in rural areas or as an economic activity, which depends on and
exploits the countryside.

1.2 OBJECTIVE OF THE STUDY

A. Right person for the right job. It increases organizational and individual
effectiveness in short term and long term.
B. Begin identifying and preparing potential job applicants who will be appropriate
candidate. To find out the whether there is any strategy or policy of Leisure
Holiday Makers to retain there employees.
C. To find out whether there is performance appraisal.

1.3 SCOPE OF THE STUDY

As we all know that recruitment & selection process is a very useful process in any
organisation. This process make the human resource more efficient and full of skills and
also make them upto-date in this competitive world. This study gives us a scope to know
and understand the process of recruitment & selection of Leisure Holiday Makers
Through this study we can practically know how the process of training is going in an
organisation.

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1.4 PROFILE OF THE ORGANISATION

Leisure Holiday Makers" as an organization that offers its specialized travel related
services to visitors to the country, with its history, culture & ethos.

Leisure Holiday Makers was established in 1998 by Mrs. Sapna Jain- Managing Director.
It was his vision to provide the Indian traveler with SUPERIOR quality package tour
facilities. She ensured that the services of Leisure Holiday Makers would be totally
customer focused and would maintain their exclusivity. The objective was to make family
holiday tours more comfortable, more exciting, and most memorable. Her passion was to
CHANGE the entire scenario that existed in the Indian market. An array of NEW services
was introduced by Leisure Holiday Makers that were welcomed by customers with open
arms. Within a short span of time Leisure Holiday Makers revolutionized the entire travel
industry. The CHANGE had taken place and Leisure Holiday Makers began its journey to
become the Outbound Tour Operator in the country.

Leisure Holiday Makers was the Outbound Tour Company to introduce Indian Meals on
its Global Tour Packages. Leisure Holiday Makers launched Kitchens Caravan and
started serving "Indian Cuisine - Hot Meals" in Europe, the customer response was so
dynamic that it changed the face of "Indian Tours" forever.

They have evolved... grown to become one of the largest Total Travels Solutions
Company in India.

Paras World... offers every thing that you will ever need for your Trip. your Holidays,
Business Trips, Hotel Bookings, Foreign Exchange, Insurance or Simply get your Visas,
we have it all for you...just a few clicks or a calls

After having re-defined the way we in India moved from city to city through Sightseeing
Tours, world's largest sightseeing company is now with us in India.

Now the world is a little closer to you...the New Paras makes it happen.

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Leisure Holiday Makers has been in leisure travel for last 08 years.

The secret of Paras success is a sincere and committed approach to tourist's requirements,
anticipating their needs and working towards providing fuller satisfaction to this effect.
Thus moving ahead. Leisure Holiday Makers enjoys the best rates with as much as 70
percent discounts (depending on the seasons) with quite a many hotels. Paras is
operational around the clock, including all holidays and the staff speak many Indian
languages. Apart than most of them speaking sufficient English some of the professionals
speak Spanish also.

Leisure Holiday Makers has its own fleet of transport, can take care of client by
providing comfortable, well planned, tailor made holidays at all the destinations like
Rajasthan, Himachal, Utrakhand, Uttar Pradesh, North- East, Tribal and many more.

India is a diverse experience. The mystique of India, its history, religions, fabulous
historical monuments such as the Taj Mahal, art and culture, have all attracted visitors
from time immemorial, to find India's experience unforgettable.

Leisure Holiday Makers are today one of India’s premier destination management
companies. It all started, with the need to create, a travel service with a difference. A
travel agency which would provide completes Travel Solutions to its clients. An agency
which would do more than just take clients form Destination-A to Destination-B. An
agency that could provide luxury whilst still being competitively priced.

Today they handle the most discerning clients from across the world. They have
successfully handled groups of upto a 100 passengers with special interests as varied as
colonial architecture, Indian cookery, wildlife viewing and adventure.….

They at Leisure Holiday Makers believe service begins with simple relationships: agent
and traveler, agency and client and welcome you to discover our world.

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Leisure Holiday Makers services under the following categories:-

Inbound Tours

Individuals and Groups Packages of Cultural Interest Tours, Special Interest Tours,
Incentive Tours, Business Travelers Tours, Buddhist Pilgrimage Tours, from around the
globe with majority business mainly from South East Asian Countries & Europe.

Domestic Travels

Includes Airline Ticketing, Car Rentals, and Hotel reservations in India

Surface Transport

Includes A/C., Non A/C. mid sized / Luxury Cars and Mini / Large Coaches.

Our range of offers in India…

 Air Ticketing - Domestic and International

 Passport and Visa Assistance

 Car rentals

 Coach services

 Inbound tours

 Outbound tours

 Domestic tours

 Honeymoon & Customized tour program

 Conference and Incentive tours

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A Culture of Caring

Established in 1999, Leisure Holiday Makers is a premium travel company, which offers
world-class holidays in around the world and India. We have perfected our tour itineraries
to meet the special needs of the Indian tourist abroad. We believe in spreading smiles and
happiness all around.

Vision

Leisure Holiday Makers

The world class travel company spreading smiles and happiness.

Mission

Leisure Holiday Makers

Is passionately committed to Total Quality Travel, with continual delivery of value added
services. We uphold the highest ethical standards and believe in creating new benchmarks
in the industry.

Approach

A Personal touch

At Leisure Holiday Makers , we have made a promise to ourselves: If we make a promise

to our guests we honour it. We believe in honest and transparent deals. No hidden costs
and no compromises on sightseeing. We strive for 100% satisfaction of our guests.
Immense goodwill, that's what are beliefs have earned us.

Information brochures

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Our well-designed, informative brochure is always a single point reference guide for
holidaymakers with details of itineraries, attractions and useful information. Our surfer
friendly website gives quick access to our products, services, tour itineraries.

Visit www.parasholidays.org

Employees

Teamwork, the backbone of our success

Our totally dedicated, hard working team strives for complete guest satisfaction. Our
team has a way of winning over hearts effortlessly, with their professionalism and
warmth.

Offices

A warm welcome

Tourists are greeted with warmth and hospitality in a world-class ambience at our offices.
Equipped with modern infrastructure and the latest software, our offices offer top-quality
service to our tourists and a pleasant work environment for our entire team.

Individual Tailor - made Packages

Leisure Holiday Makers

Provides services to guests who intend to travel individually at there pace and choice,
right from air ticket booking to arranging their foreign exchange and insurance.

All arrangements for Meetings, Incentives, Conferences and Exhibitions are also taken
care of under Leisure Holiday Makers.

Discipline

What's woven into our work

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Our team members' stand out for their immaculate manners, pleasant appearance and
respect towards duty. We keenly encourage our team to abstain from vices like smoking,
etc. as their social and physical well-being is our responsibility.

Products

Everlasting Memories!

From Far East to Europe our escorted tours are very popular with all tourists. We also
cater to all tourists who wish to travel individually and also cater to corporate for
incentive and conference groups.

Visa & Insurance Assistance

Assisting you with documentation

With Leisure Holiday Makers, you travel relaxed and hassle-free, knowing that reliable
specialists look after all the formalities. We offer expert visa counseling.

Safety and Security

Always there for you

Our escorts recognize your special needs and look after you at every step. With Leisure
Holiday Makers you are always assured of tension - free, safe and secure journey.

FRANCHISE AGENT OF LEISURE HOLIDAY MAKERS

The objective of appointing franchisees

It is our constant endeavor to provide our customers with superior quality services. An
executive decision has been taken by Leisure Holiday Makers Managing Director to
appoint dedicated franchise agents in India to facilitate our valued patrons. The objective

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is to shorten the turn-around time in servicing our customers. Expanding our network is
the obvious solution. Hence the franchise policy is in place.

Franchisee Benefits

It is needless to say that your immediate benefit is your association with the leading
travel brand of the country - Leisure Holiday Makers. You will agree that nothing
succeeds like success. It is YOUR advantage to promote a brand that is already very well
established and accepted by the customer. It takes years of toil and hard work to have a
market share as big as Leisure Holiday Makers. For you, it's readymade. Leisure Holiday
Makers benefits by reaching out to our customers with a wider network with speed and
efficiency.

A couple of added advantages for Leisure Holiday Makers Franchise Agents:

 You will never have the need to introduce yourself to your customer. WHO is
Leisure Holiday Makers?? is a question you will never have to answer. Leisure
Holiday Makers needs NO introduction. It is a brand within itself. You will be
surprised how much time agencies spend in trying to tell their customers WHO
they are.

 You are getting an opportunity to promote "World Class Travel Products" that are
not on offer by any other travel company in India. Most travel companies design
their products only after Leisure Holiday Makers has declared their travel
brochure in the market.

 Leisure Holiday Makers brings world's sightseeing company,You will also be able
to sell domestic city tours and packages for more than 20 cities across India.

 You also stand to get the added benefits of Paras brand name.

 You have a great opportunity awaiting you.

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Terms & Conditions

 The Franchise Agent will pay a Brand Royalty Fee of Rs. 2,00,000/-with S.T. for
2 years to Leisure Holiday Makers. This is an interest free FEE which is non-
refundable. This is a non-negotiable clause for ALL Franchises.

 The Franchise unit will operate as per the guidelines and parameters set by the
Leisure Holiday Makers H.O. in Delhi from time to time.

 The Franchise will be bound by the terms and conditions mentioned in the
Franchise agreement.

 The Franchise unit will not make any financial commitments on behalf of Leisure
Holiday Makers to any individual or company without written consent from the
H.O.

 Leisure Holiday Makers will not be obliged to fulfill any commitment on behalf
of the Franchise unit that has been incorrectly interpreted to any individual or
company.

 Franchisees should be willing to abide by the Leisure Holiday Makers uniform

policy.

 Franchisees should be willing to furnish the office to ensure customer comfort.

 Stationery should be printed only after obtaining written approval by the Head
Office.

 Paras will not be able to incorporate the agents name in their advertisements as
per company policy, however, telephone numbers will be positioned in
advertisements at the sole discretion of the Head Office.

Fundamental Requirements

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  An operational business space of 250 sq. ft.

 Premises should preferably be under ownership.

 If premises is on lease it must be permissible for four-years.

 Premises should have a provision of a Sign-Board which will be clearly visible.

 Office must have two telephone lines, a fax line and proper air-conditioning.

 Office must have a computer, internet connectivity & a printer.

 Unit must have minimum 2 executive staff who are fluent in English and their
regional language.

 Staff must be from the Travel Industry with knowledge of Tours & CRS.

 Office must have a peon to facilitate daily operations.

PRODUCTS
1. Worldwide Packages for FIT & GIT

 FIT
The original definition of the acronym FIT is Foreign Independent Tour, but now it is
most commonly used to describe a fully independent traveler or tourist. You may also
see the term FIT to mean free independent traveler, frequent independent traveler, and
foreign independent traveler. All of these definitions of the acronym refer to tourists who
travel independently. They almost always design their own itineraries and arrange their

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 own travel plans—FITs do not travel with group tours or according to any imposed
schedule.

Although the "I" in FITs means independent, it may sometimes be advantageous to

consult with travel professionals who are experienced in providing services to those
who want to plan their own trips, especially for more exotic destinations.

Doing so does not necessarily mean that independent tourists have to relinquish their,
well, independence. Due to the rise in popularity of independent and solo travel, travel
professionals are adjusting their services accordingly. There are now agencies that
specialize in customized trips for individuals and small groups who want to choose their
destinations and plan their own itineraries.

An agent who specializes in FIT travel can help you plan custom sightseeing with a
private tour guide, arrange a private cooking class or a wine-tasting tour, and even
hook you up with knowledgeable local representatives. The agent will help you plan a
personalized travel experience based on input you provide. If you wish, an agent can
often arrange to have someone meet you at your destination and take you to your hotel.
Travel professionals are especially helpful in finding non-traditional or out-of-the-way
accommodations that do not advertise on the Internet, such as villas, farmhouses, inns,
and family-run bed and breakfasts.

 GIT

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A Group Inclusive Tour is tour of a destination or event for a group of people, usually
with some common affiliation (although, not always), usually with a minimum of 10
people in the group and usually (although, not exclusively) organised through a travel
operator and escorted by a tour guide (although, not necessarily).

Non Escorted Tour: This is tour for a group of people who have chosen to tour a
particular event or destination without an expert guide.
Escorted Tour: This is tour for a group of people who have chosen to tour a particular
event or destination with an expert guide.
Non Affiliated Tour: A tour where a group of people have no special common
affiliation with each other. An example of this is the London Bus Tour where
participants have no prior knowledge of each other, but join the group tour to
experience the sights of London.
Affiliated Tour: A tour where a group of people have a special common affiliation
with each other.An example would be family and friends travelling and touring a
destination in a group. A group of business colleagues touring a region, members of an
Automobile Association touring an event.
Non Operator Tour: This is a tour for a group that has not been arrangment by a tour
operator.
Operator Based Tour: This is tour for a group that is arranged and managed by a tour
operator.

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2. Online hotel bookings

Online hotel reservations are a popular method for booking hotel rooms. Travelers can
book rooms on a computer by using online security to protect their privacy and
financial information and by using several online travel agents to compare prices and
facilities at different hotels.

Prior to the Internet, travelers could write, telephone the hotel directly, or use a travel
agent to make a reservation. Nowadays, online travel agents have pictures of hotels and
rooms, information on prices and deals, and even information on local resorts. Many
also allow reviews of the traveler to be recorded with the online travel agent.

Online hotel reservations are also helpful for making last minute travel arrangements.
Hotels may drop the price of a room if some rooms are still available. There are
several websites that specialize in searches for deals on rooms.

3. Cruises

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 A cruise ship or cruise liner is a passenger ship used for pleasure voyages, where the
voyage itself and the ship's amenities are a part of the experience, as well as the
different destinations along the way, i.e., ports of call. Transportation is not the only
purpose of cruising, particularly on cruises that return passengers to their originating
port (also known as a closed-loop cruise), with the ports of call usually in a specified
region of a continent. There are even "cruises to nowhere" or "nowhere voyages"
where the ship makes 2–3 night round trips without any ports of call.

4. Transfers & sightseeing

In travel, a transfer is local travel arranged as part of an itinerary, typically airport to

hotel and hotel to hotel.Transfer has some features that distinguish it from ground
transportation alternative. This features are meeting directly in a transport hub,
opportunity to choose a car class and additional options like a baby seat.

Sightseeing is the activity of travelling around a city or region to see the interesting plac
es that tourists usually visit.

5. European rail network

Rail transport in Europe is characterised by its diversity, both technical and

infrastructural.

Rail networks in Western and Central Europe are often well maintained and well
developed, whilst Eastern, Northern and Southern Europe often have less coverage

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 and/or infrastructure problems. Electrified railway networks operate at a plethora of
different voltages AC and DC varying from 750 to 25,000 volts, and signalling systems
vary from country to country, hindering cross-border traffic.

The European Union aims to make cross-border operations easier as well as to

introduce competition to national rail networks. EU member states were able to separate
the provision of transport services and the management of the infrastructure
by Directive 91/440/EEC. Usually, national railway companies were split to separate
divisions or independent companies for infrastructure, passenger and freight operations.
The passenger operations may be further divided to long-distance and regional services,
because regional services often operate under public service obligations (which
subsidise unprofitable but socially desirable routes), while long-distance services
usually operate without subsidies.

6. Amtrak rail (U.S.A)

The National Railroad Passenger Corporation, doing business as Amtrak /ˈæmtræk/, is a

passenger railroad service that provides medium- and long-distance intercity service in
the contiguous United States. Founded in 1971 to take over most of the remaining U.S.
passenger rail services, it is partially government funded yet operated and managed as a
for-profit corporation.

Amtrak serves more than 500 destinations in 46 states and three Canadian provinces,
operating more than 300 trains each day over 21,300 miles (34,000 km) of track. Some
track sections allow trains to run as fast as 150 mph (240 km/h).

Its headquarters is at Union Station in Washington, D.C.

COMPETETION INFORMATION

Name Location Specialists

J S World Travels Jay Ess Janak Puri Air Ticketing Agents For
World Travel Domestic, Railway Ticketing

25
 Agents, Air Ticketing Agents
For International

Sai G Travel N Forex Pvt Hauz Khas Air Ticketing Agents For
Ltd Domestic, Money Exchanger,
Tour Operator

Seven Seas Tours & Connaught Place Air Ticketing Agents For
Travels Domestic, Air Ticketing Home
Delivery, Air Ticketing IATA

A 2 Z Travel Planners Noida Air Ticketing Agents For

Domestic, Air Ticketing
Agents For International, Tour
Operator

Nimbuss Incredible India Pusa Road Air Ticketing Agents For

Domestic, Car Hire, Railway
Ticketing Agents

S.W.O.T. ANALYSIS

Strengths

1) Number of offices from which information can be gathered.

2) No hidden costs
3) Number of different tours available like world tours,honeymoon tours,India tours,nri
tours.
4) High quality food prepared in deluxe kitchen vans.
5) Luxurious hotels provided.
6) Coaches available with each group.
7) Huge awareness among customers through newspapers,magazines.
WEAKNESSES
1) Focuses more on international tours rather than Indian tours.
2) Costly as compared to services provided.
3) No refund for unutilized service.

26
4) All flights, hotels, restaurants subject to change without prior notice.
5) Lesser emphasis on customer satisfaction.
6) Low investment.
OPPORTUNITIES
1) Can provide large number of services with different package.
2) Increasing number of franchisees will increase the clientele base.
3) With high financial viability company is expected to grow more in near future.
4) It can easily tap the retail investors with its savings through promotional channels like
newspapers, magazines etc.
5) Can also provide its customers different schemes like EMI Scheme as it has good
banking relations.
THREATS
1) With a rise in number of competitors Leisure Holiday Makers may loose new clients.
2) Expensive packages may move a customer to other companies.
3) Risk of technological obsolescence.
4) Due to low customer satisfaction customer may not again trust Leisure Holiday
Makers.

1.5 LIMITATIONS OF THE STUDY

 Due to Time constraints, area surveyed is very small.

 As the sample size taken was very small so the study is not a concrete study.

 Getting appointment with senior official was difficult.

 The respondents would not have divulged all the information needed because of some
of it’s company policies.

27
 CHAPTER 2
REVIEW OF LITERATURE

CONCEPTUAL DISCUSSION
The human resources are the most important assets of an organization. The success or
failure of an organization is largely dependent on the caliber of the people working
therein. Without positive and creative contributions from people, organizations cannot
progress and prosper. In order to achieve the goals or the activities of an organization,
therefore, they need to recruit people with requisite skills, qualifications and experience.
While doing so, they have to keep the present as well as the future requirements of the
organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number and
kind of human resources are determined, the management has to find the places where
the required human resources are/will be available and also find the means of attracting
them towards the organization before selecting suitable candidates for jobs. All this
process is generally known as recruitment. Some people use the term “Recruitment” for
employment. These two are not one and the same. Recruitment is only one of the steps in
the entire employment process. Some others use the term recruitment for selection. These
are not the same either. Technically speaking, the function of recruitment precedes the
selection function and it includes only finding, developing the sources of prospective
employees and attracting them to apply for jobs in an organization, whereas the selection
is the process of finding out the most suitable candidate to the job out of the candidates
attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about
the function of recruitment.

DEFINITIONS

Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements 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. Flippo defined recruitment as “the process of searching for prospective

28
employees and stimulating them to apply for jobs in the organization.” Recruitment is a
‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a
‘joining process’ in that it tries to bring together job seekers and employer with a view to
encourage the former to apply for a job with the latter.

In order to attract people for the jobs, the organization must communicate the position in
such a way that job seekers respond. To be cost effective, the recruitment process should
attract qualified applicants and provide enough information for unqualified persons to
self-select themselves out. Thus, the recruitment process begins when new recruits are
sought and ends when their applications are submitted. The result is a pool of applicants
from which new employees are selected.

PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

 Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job-analysis activities.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of the selection process by reducing the 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.

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

 Induct outsiders with a new perspective to lead the company.

 Infuse fresh blood at all levels of the organization.

29
  Develop an organizational culture that attracts competent people to the company.

 Search or head hunt/head pouch people whose skills fit the company’s values.

 Devise methodologies for assessing psychological traits.

 Search for talent globally and not just within the company.

 Design entry pay that competes on quality but not on quantum.

 Anticipate and find people for positions that do not exist yet.

 Increase organizational and individual effectiveness in the short term and long
term.

 Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

Recruitment represents the first contact that a company makes with potential employees.
It is through recruitment that many individuals will come to know a company, and
eventually decide whether they wish to work for it. A well-planned and well-managed
recruiting effort will result in high-quality applicants, whereas, a haphazard and
piecemeal effort will result in mediocre ones. High-quality employees cannot be selected
when better candidates do not know of job openings, are not interested in working for the
company and do not apply. The recruitment process should inform qualified individuals
about employment opportunities, create a positive image of the company, provide enough
information about the jobs so that applicants can make comparisons with their
qualifications and interests, and generate enthusiasm among the best candidates so that
they will apply for the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its role in
an organization. The failure to generate an adequate number of reasonably qualified
applicants can prove costly in several ways. It can greatly complicate the selection
process and may result in lowering of selection standards. The poor quality of selection

30
means extra cost on training and supervision. Furthermore, when recruitment fails to
meet the organizational needs for talent, a typical response is to raise entry-level pay
scales. This can distort traditional wage and salary relationships in the organization,
resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can
play a major role in determining the resources that must be expended on other HR
activities and their ultimate success.

SUB-SYSTEMS OF RECRUITMENT

The recruitment process consists of the following four sub-functions:-

 Finding out and developing the sources where the required number and kind of
employees will be available.

 Developing suitable techniques to attract the desirable candidates.

 Employing the techniques to attract candidates.

 Stimulating as many candidates as possible and asking them to apply for jobs
irrespective of the number of candidates required.

Management has to attract more candidates in order to increase the selection ratio so that
the most suitable candidate can be selected out of the total candidates available.
Recruitment is positive as it aims at increasing the number of applicants and selection is
somewhat negative as it selects the suitable candidates in which process; the unsuitable
candidates are automatically eliminated. Though, the function of recruitment seems to be
easy, a number of factors make performance of recruitment a complex one.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS

 Recruiting policy

31
  Temporary and part-time employees

 Recruitment of local citizens

 Engagement of the company in HRP

 Company’s size

 Cost of recruitment

 Company’s growth and expansion

2) EXTERNAL FACTORS

 Supply and Demand factors

 Unemployment Rate

 Labour-market conditions

 Political and legal considerations

 Social factors

 Economic factors

 Technological factors

INDUCEMENTS

Organisational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organisation. Three inducements
need specific mention here, they are:-

 Compensation: Starting salaries, frequency of pay increases, incentives and

fringe benefits can all serve as inducements to potential employees.

32
  Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that
the company takes care of employee career aspirations serves as a powerful
inducements to potential employees.

 Image or Reputation: Factors that affect an organisation’s reputation include its

general treatment of employees, the nature and quality of its products and services
and its participation in worthwhile social endeavors.

Recruitment and Selection

Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. Retention means ensuring that once the best person
has been recruited, they stay with the business and are not “poached” by rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the
success of any business depends to a large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to a business and recruiting workers at a
wage or salary that the business can afford, will reduce costs. Employees should therefore
be carefully selected, managed and retained, just like any other resource

The recruitment process

A vacancy presents an opportunity to consider restructuring, or to reassess the

requirements of the job. This assessment is valid whether it is to fill an existing job or a
new one. Ask questions such as:

• has the function changed?

• have work patterns, new technology or new products altered the job?

• are there any changes anticipated which will require different, more flexible skills
from the jobholder?

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Answers to these questions should help to clarify the actual requirements of the job and
how it fits into the rest of the organization or department. Exit interviews, or
consultation with the current job-holder and colleagues may well produce good ideas
about useful changes.

Writing a good job description or job specification helps in the process of analyzing the
needs of the job.

Job description/job specification

This should detail the purpose, tasks and responsibilities of the job. A good job
description should include:

• main purpose of the job - try to describe this in one sentence

• main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining',
'calculating', instead of vaguer terms like 'dealing with', 'in charge of'

• scope of the job - expanding on the main tasks and the importance of the job. Job
importance can be indicated by giving information such as the number of people to be
supervised, the degree of precision required and the value of any materials and
equipment used.

A good job description is useful for all jobs. It can help with induction and training. It
provides the basis for drawing up a person specification - a profile of the skills and
aptitudes considered essential and desirable in the job-holder. It enables prospective
applicants to assess themselves for the job and provides a benchmark for judging
achievements.

Person specification

Drawing up the person specification allows the organization to profile the ideal person
to fill the job. It is very important that the skills, aptitudes and knowledge included in
the specification are related precisely to the needs of the job; if they are inflated beyond
those necessary for effective job performance, the risk is that someone will be employed

34
on the basis of false hopes and aspirations, and both the employer and employee will
end up disappointed in each other

Another good reason not to set unnecessary requirements is to avoid any possibility of
discrimination against particular groups of potential applicants. The very process of
writing a job and person specification should help the employer to develop and
implement a policy of equal opportunity in the recruitment and selection of employees.

Factors to consider when drawing up the specification include:

• Skills, knowledge, aptitudes directly related to the job

• The length and type of experience necessary

• The competencies necessary

• Education and training but only so far as is necessary for satisfactory job performance,
unless the person is being recruited on the basis of future potential (e.g. graduate
trainees), when a higher level of education may be specified

• Any criteria relating to personal qualities or circumstances which must be essential

and directly related to the job, and must be applied equally to all groups irrespective of
age, sex, race, nationality, creed, disability, membership or non-membership of a trade
union. To do otherwise is potentially discriminatory.

For instance, a clause requiring the successful candidate to move their place of work
should be included only when absolutely necessary, as it is likely to discourage
applicants with family care commitments. Whilst age discrimination is not presently
unlawful, to impose age barriers will reduce the number of high quality applicants
attracted by the vacancy. Since December 2003 it has been unlawful to discriminate
against people at work in respect of religion or belief or sexual orientation. The
Government plans to introduce similar protection in respect of age by 2006.

The person specification helps the selection and subsequent interview to operate in a
systematic way, as bias-free as possible. The use of competency-based approaches can

35
help by focusing on the 'match' between candidate and role, but they are best used
where they are an integral part of the continuing assessment and development of staff.

Pay

After setting the job and the person specifications, consideration should be given to pay
rates. Factors such as scales, grades and negotiated agreements, as well as market rates
and skills shortages, may affect the wage or salary, and organizations should be aware
of the requirements of equal pay and discrimination legislation. Unless there is a formal
system for increments or length of service, paying the new employee a different rate
from that paid to the preceding post holder may contravene the relevant legislation.
Employers must also comply with the provisions of the National Minimum Wage Act
1998.

Attracting applicants

The search for suitable candidates now begins. The process of marketing needs to be
undertaken carefully so as to ensure the best response at the least cost. The object is to
get a good selection of good quality candidates. Possible methods to consider are:

• Internal Recruitment - This method can have the advantage of building on existing
staff's skills and training, and provides opportunities for development and promotion. It
is a good way to retain valuable employees whose skills can be further enhanced. Other
advantages include the opportunity for staff to extend their competencies and skills to
the benefit of both the organization and the individual, and the enhancement of
individual motivation. Use of a consistent, clear, procedure, agreed jointly between
employer and employees, has many advantages and avoids suspicion of favoritism

• Jobcentres of the Department for Work and Pensions - will display employers'
vacancies and refer potential recruits. They also administer some of the Government
training programs. The Disability Service Team staff at Jobcentres can help address the
specific requirements of attracting disabled people

36
• Learning and Skills Council - may well have trained workers available through their
recruitment service, and can tailor training to an employer's requirements

• Commercial Recruitment Agencies - often specialize in particular types of work, eg

secretarial, office work, industrial, computing, and may already have potential
applicants registered with them

• Executive Search Organizations - usually working in the higher

management/specialist fields, will seek out suitable candidates working in other
companies by direct approach, or via specialist advertising

• National Newspapers - advertising in the national press is expensive, but likely to

produce a good response for particular, specialist vacancies. Remember too there are
national ethnic group newspapers which will reach a wide audience

• Specialist and Professional Journals - less expensive than the national press, these
journals can guarantee to reach the precise group of potential applicants for specialist
and professional vacancies

• Internet - is beginning to emerge as a recruitment medium. It is mainly used for

graduate-level and technical jobs because it tends to target a self-selected group who are
computer literate and have access to the web at their place of study or work.

• Local Newspapers, Radio - for less specialized jobs, or to target groups in a

particular local area, advertisements in the local media may produce a good response

• Local Schools, Colleges and the Careers Service - maintaining contact with schools,
colleges and careers advisers will ensure that the organization’s needs for school/college
leavers with particular skills and abilities are known. It can be particularly useful to
offer students the opportunity to spend some time at the company, on work experience,
or 'shadowing'

• Word of Mouth - introduction via existing employees or through an employers'

network. Whilst this may be economical, it is likely to lead to a much smaller pool of

37
suitable applicants and does not normally satisfy equal opportunities requirements
because any imbalance in the workforce may be perpetuated.

Once the recruitment channel or channels are decided, the next step is to consider:
• The design and content of any advertisement used

• How applicants are to respond - by application form, fax, telephone, in person at the
organization or agency, by letter, by email on the internet or by tape

• who is to be responsible for sifting the applications? What is the selection process
going to be?

• If interviews are to be held, when will they be and will everyone who needs to be
involved be available?

• Are selection tests to be used? Is there the expertise to administer them and ensure
they are non-discriminatory and appropriate?

• Are references/medicals to be requested?

• Are arrangements in hand to give prompt acknowledgement of applications received?

The advertisement

Any advertisement needs to be designed and presented effectively to ensure the right
candidates are attracted. Look through national, local or professional papers and see
what advertisements catch the eye. The newspaper office will often advise on suitable
formats. Advertisements must be tailored to the level of the target audience, and should
always be clear and easily understood. They must be non-discriminatory, and should
avoid any gender or culturally specific language. To support this, the organization
should include in the advert its statement of commitment to equal opportunities, which
will underline the organization as one that will welcome applications from all sections
of the community.

Consider the following factors in the advertisement:

38
• If the organization is well known, does it have a logo that could feature prominently in
the advertisement? Make the advertisement consistent with the company image

• should the job title be the most prominent feature?

• Keep the text short and simple while giving the main aspects of the job, pay, career
prospects, location, contract length

• Mention specific details - such as pay, qualifications and experience required - be

given in a way which will reduce the number of unsuitable applications?

• Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate

qualifications' which may discourage valid applications?

• Is the form of reply and the closing date for applications clear? Is there a contact name
and phone number for further information and enquiries?

All advertisements should carry the same information, whether for internal or external
use.

Application forms

Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be
realistic and straightforward, appropriate to the level of the job. Using application forms
has the following advantages:

• Comparing like with like is easier. CVs can be time-consuming and may not provide
the information required

• They provide the basis for an initial sift, and then for the interview

• The standard of completion can be a guide to the candidate's suitability, if writing and
presentation skills are essential to the job; however, be aware of the possibility of
disability discrimination

39
• They provide a record of qualifications, abilities and experience as stated by the
applicant.

Care also needs to be taken over some less positive aspects of application forms:

• There is a temptation to use application forms to try to extract too much information,
e.g. motives, values and personality characteristics. The form should concentrate on the
experience, knowledge and competencies needed for the job

• some people may dislike filling in forms and so be put off applying for the job. Some
very experienced people may find the form inadequate, whilst those with little in the
way of qualifications or experience may be intimidated by large empty spaces on the
form

• Application forms add another stage, and therefore more time, to the recruitment
process. Some candidates may be lost if they can obtain work elsewhere more quickly

• Application forms may inadvertently be discriminatory. For instance, to require a form

to be filled out 'in your own handwriting', where written English is not relevant to the
job, may discriminate against those for whom English is not their first language, or who
may not have well-developed literacy skills.

Any information such as title (marital status), ethnic origin or date of birth requested for
monitoring purposes (e.g. for compliance with the legal requirements and codes of
practice on race, sex, disability and age discrimination) should be clearly shown to be
for this purpose only, and should be on a separate sheet or tear-off section. Such
information need only be provided on a voluntary basis. Medical information should
also be obtained separately and kept separate from the application form.

All applications should be promptly acknowledged.

Selecting the best candidate

Whatever form the applications take, there may be a need to separate them before
moving on to the interview stage. Such a separation serves to match the applicants as

40
closely as possible to the job and person specification and to produce a shortlist of
people to interview. To avoid any possibility of bias, such saperation should be
undertaken by two or more people, and it should involve the direct line
manager/supervisor as well as personnel. The separating stage can also help the
organization by providing feedback on the advertising process and the suitability of the
application form. It can also identify people who might be useful elsewhere in the
organization. If references or medicals are to be taken up before the invitation to
interview stage, it should be made clear on the application form/information pack sent
to the applicant.

Some jobs require medicals to be given at the commencement of employment, and

employers may seek preliminary information on a separate medical questionnaire at the
time of recruitment. This applies mainly in driving work and industries where there is
an exposure to certain chemicals.

If your organization believes that pre-employment health screening is necessary, you

must make sure it is carried out in a non-discriminatory way: for instance, do not single
out disabled people for medical assessment. If a report from any individual’s doctor is
sought, then permission must be given by the individual, and they have the right to see
the report

The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organization in
advance if any particular arrangements need to be made to accommodate them on
arrival or during the interview; for instance, ramp access or lighting levels. The
invitation letter should also clearly state whether the organization will pay the
candidate’s reasonable travel expenses for the interview.

Who makes the decision?

In some companies there will be a personnel or human resource specialist who will
undertake most of the separating and short listing. It is very important that the line
manager/supervisor for the job also be involved, both at the job and person specification

41
stage and at the interview stage. The final selection will thus normally be a joint
decision, except in those very small companies where only a line manager/supervisor is
available to do the recruitment of staff. Gaining the commitment of the immediate
manager/supervisor by involving them in the selection process can be vital to ensuring
that the new employee is settled successfully into the organization. It may be useful
both for the candidates to see the environment in which they would be working, and, if
they are to be part of a team, for the current team members to meet the candidate.

Selection techniques

There is a variety of methods available to help in the selection process - including

interviews, tests (practical or psychometric), assessment centers, role plays and team
exercises, to name a few. Usually a range of methods will be used by the organization
depending on the type of job to be filled, the skills of the recruiter and the budget for
recruitment.

Interviews

Most jobs are filled through interviews. The interview has two main purposes - to find
out if the candidate is suitable for the job, and to give the candidate information about
the job and the organization. Every candidate should be offered the same opportunities
to give the best presentation of themselves, to demonstrate their suitability and to ask
questions of the interviewer.

A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between
job and candidate. It also means that there is a consistent form to the interviews,
particularly important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person. The structured
interview is most likely to be effective in obtaining specific information against a set of
clearly defined criteria. However, not every manager is skilled at interviewing, and may
not be able to judge efficiently the applicant's skills and competencies. Ideally all

42
interviewers should receive training, including the equal opportunities aspects of
recruitment and the relevant legislation.

Interviews need not be formal. The length and style of the interview will relate to the
job and the organization. Some vacancies may call for a formal interview panel, some
for a less formal, one-to-one interview. The interviewer(s) should consider the job and
the candidates when deciding on the nature of the interview.

All interviews, whether formal or informal, need careful preparation if they are to be
successful. Each candidate should leave with a sense of being treated well and fairly
and having had the opportunity to give of their best.

Preparing the interview

The interviewer should prepare by:

• Reading the application form, job and person specifications to identify areas which
need further exploration or clarification • Planning the questions. In some interviews it
is appropriate to ask only one or two questions to encourage the candidate to talk at
length on certain subjects. In others it may be better to ask a series of short questions on
several different areas. If there is more than one interviewer, different people can cover
different topics, e.g. job knowledge, training, qualifications. Do not ask for personal
information or views irrelevant to the job. Do not ask potentially discriminatory
questions such as 'Are you planning to have children in the next few years?'

* being ready for the candidates' questions, and trying to anticipate what additional
nformation they may seek.

Conducting the interview

Conduct the interview in an environment that will allow candidates to give of their best.
Arrange for there to be no interruptions, divert telephone calls, welcome the
candidate(s), and show them cloakroom facilities, etc.

43
If possible, let the candidate have a brief tour of the place of work. This is particularly
useful in the case of people new to the job market (school-leavers, returning men and
women), who may have little or no experience of what to expect in a workplace. It may
also prove valuable in offering an additional opportunity to assess the candidate’s
interaction with possible colleagues.

Consider whether any adjustments need to be made to accommodate an interviewee

who has indicated a disability on the application form - it is easy to overlook simple
adjustments that may be reasonable to make:

• Candidates with hearing impairment may not only need to be able to clearly see the
interviewer as they are talking, but may need communication support if they are not to
be placed at a disadvantage

• Is there an alternative to steps for access to the building? Can the interview take place
elsewhere, where access might be easier for someone with a physical disability?

It is common that both interviewer and candidate are nervous. Thorough preparation
will help both of you. Be careful not to fill silences by talking too much - the aim of the
interview is to draw information from the candidate to decide if they would suit the job.
The candidate should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to relax and give of
their best in what is, after all, a somewhat unnatural setting. It is important to keep the
conversation flowing, and the introductions and initial 'scene-setting' can help all parties
settle to the interview.

The following pointers may be helpful in conducting the interview:

• Introduce yourself (and other interviewers if present); this also gives the candidate
time to settle down

44
• Give some background information about the organization and the job - this helps
everyone to focus on the objective

• Structure the questions to cover all the relevant areas, and don't ask too many 'closed'
questions. Open-ended questions (i.e. ones that can’t be answered just by a yes or no
answer) will encourage the candidate to speak freely - they often begin 'what', 'why',
'when' or 'how'

• Avoid leading questions

• Listen, and make brief notes as necessary on salient points

• Have a time frame and keep to it, allowing sufficient time for candidates to ask any
questions they might have

• Make sure the candidate is familiar with the terms and conditions of the job, and they
are acceptable. If not, and the candidate is the best one for the job, then some
negotiation may be necessary

*Be careful to avoid inadvertent discrimination

• Tell the candidate what will happen next and when to expect to hear from the
organization.

Practical tests

If the job involves practical skills, it may be appropriate to test for ability before or at
the time of interview. This is generally acceptable for manual and word processing
skills, but less useful for clerical and administrative posts. Telephone skills are
increasingly in demand, and candidates for telesales/call centre work will almost
invariably be asked to undertake a practical test. Any tests must, however, be free of
bias and related to the necessary requirements of the job. Consideration in giving any
tests must include the objectives of such a test, the efficiency of the method selected,
the numbers of candidates (and vacancies), the costs and benefits of such method.

45
Psychometric and psychological tests, including bio-data

There are numerous tests commercially available which can assist in measuring aspects
of personality and intelligence such as reasoning, problem solving, decision making,
interpersonal skills and confidence. Although many large organizations have used them
for a number of years, they are not widely used, and some tests are considered
controversial - for instance, those that assess personality. Any organization considering
the use of psychometric or psychological tests should refer to the guides available, and
make sure they have the need, skills and resources necessary.

Tests should never be used in isolation, or as the sole selection technique. Where a
decision is made solely on the automatic processing of personal data, an applicant may
require that the organization must reconsider any rejection or make a new decision on
another basis.

Bio-data (short for biographical data), is a questionnaire format with multiple choice
answers. The questions are of a biographical nature and answers are scored according to
the scoring key developed by the employer. In general bio-data is successfully used
only by really large employers, who have a large throughput of applicants. Use of bio-
data, like other tests, needs careful control to avoid any possibility of discrimination or
invasion of privacy.

Think carefully before using any test - is it actually necessary for the requirements of
the job? Is the test relevant to the person/job specification? What is the company policy
about using tests, storing results and giving feedback to the candidate? Marking criteria
must be objective, and the record sheets should be retained for Data Protection.

Assessment centres, role plays and team exercises

Assessment centres are often used by large organizations making senior management or
'fast-stream' graduate appointments. Exercises, sole and group, may take place over a
few days, normally in a residential setting. The individual may also be required to make
presentations and to take part in role-plays or team events.

46
Making the decision

Decide whom to employ as soon as possible after the interview/test/assessment. Use of

a structured scoring system helps here, particularly one that is based on the applicants'
competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and
'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to
oneself in the candidate). Structured scoring allows the organization to weight some
elements or competencies if desired, and to compare a candidate's score with the job
specification 'ideal' score - although care must be taken when considering the results
that a high overall score doesn’t mask a low score in a crucial area.

Write up notes immediately after the interview - recording relevant answers and detail.
This is not only for the decision-making process but also to provide feedback to the
candidate if requested. which will enable the candidate to ask to see interview notes
where they form part of a 'set' of information about the candidate - for instance, the
application form, references received and so on, or the full personnel file if the
candidate is already working for the organization..

Inform all the applicants of the outcome as soon as possible, whether successful or
unsuccessful. Keep in touch if the decision is delayed.

Try to give positive feedback to unsuccessful candidates on any aspects they could
reasonably improve for future success. It is sensible to maintain a favorable view of the
organization among the applicants - there may be future job vacancies for which they
would be suitable and for which you would wish them to apply. Failure to get one job
does not necessarily mean unsuitability for other jobs with the organization. You may
want to keep CVs or applications on file for future matching. Also bear in mind that
applicants and their families may be your customers as well as potential employees, so
it makes business sense to treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a
current employer unless the candidate has given express permission. If references are

47
sought, they will be most effective if you include a job description with the request,
with structured, relevant questions that will enable you to gain accurate further
information about the candidate's abilities. Do not ask for personal information about
the applicant. Remember too that completing a reference takes time and proper
consideration, so only seek such references if you believe they are necessary and
appropriate. A simple form confirming dates of employment, capacity and particular
skills may be satisfactory.

The holding of particular qualifications, training or licenses may be important to the

job, and it is reasonable to ask candidates for proof. If checks on such qualifications are
to be made, it is good employment practice to make sure the applicant knows, and that
copies of any relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is often the case that
references are taken up at shortlist or offer stage, and the candidate may be asked to
bring documentary evidence of qualifications to the interview. Job offers are sometimes
made 'subject to satisfactory references being received', but this is not advisable. The
referee may simply fail to provide any kind of reference. There is no legal requirement
to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if
the offer is withdrawn on those grounds, the organization could face legal action by the
applicant. The organization needs a policy of what to do in circumstances such as the
non-supply of a reference - an initial 'probationary' period might be an acceptable way
of proceeding.

The offer

Once the successful candidate is identified, and any necessary references and checks
completed, send out an offer letter. This is preferable to telephoning the candidate, as a
letter enables the specifics of the job to be re-stated, with the terms and conditions, any
pre-conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a
satisfactory probation period).

48
Remember that the employment contract is a legal one, and exists even before the
candidate has commenced employment. The offer letter should set out the following
points:

• The job title and the offer of that job

• Any conditions (pre or post) that apply to the offer

• The terms of the offer - salary, hours, benefits, pension arrangements, holiday
entitlement, place of employment, etc

• The date of starting, and any probationary period

• What action the candidate needs to take, e.g. returning a signed acceptance of the
offer, agreement to references, any date constraints on acceptance

• If the letter is to form part of the contract of employment, it should say so.
Alternatively it could form the main terms and conditions of employment - a written
statement required by law to be issued to employees within two months of them starting
work.

Preparing for the new employee

Once the candidate has accepted the job, the organization must then prepare for the new
employee's arrival and induction. Failure to attend to this can create a poor impression
and undo much of the positive view the candidate has gained throughout the recruitment
and selection process. A good induction program reinforces positive first impressions
and makes new employees feel welcome and ready to contribute fully.

The following are the most commonly used methods of recruiting people.

INTERNAL METHODS:

1. Promotions and Transfers

This is a method of filling vacancies from within through transfers and promotions.

49
A transfer is a lateral movement within the same grade, from one job to another. It may
lead to changes in duties and responsibilities, working conditions, etc., but not necessarily
salary. Promotion, on the other hand, involves movement of employee from a lower level
position to a higher level position accompanied by (usually) changes in duties,
responsibilities, status and value. Organisations generally prepare badli lists or a central
pool of persons from which vacancies can be filled for manual jobs. Such persons are
usually passed on to various departments, depending on internal requirements. If a
person remains on such rolls for 240 days or more, he gets the status of a permanent
employee as per the Industrial Disputes Act and is therefore entitled to all relevant
benefits, including provident fund, gratuity, retrenchment compensation.

2. Job Posting

Job posting is another way of hiring people from within. In this method, the organisation
publicises job opening on bulletin boards, electronic method and similar outlets. One of
the important advantages of this method is that it offers a chance to highly qualified
applicants working within the Leisure Holiday Makers to look for growth opportunities
within the Leisure Holiday Makers to look for growth opportunities within the Leisure
Holiday Makers without looking for greener pastures outside.

3. Employee Referrals

Employee referral means using personal contacts to locate job opportunities. It is a

recommendation from a current employee regarding a job applicant. The logic behind
employee referral is that “it takes one to know one”. Employees working in the
organization, in this case, are encouraged to recommend the names of their friends,
working in other organizations for a possible vacancy in the near future. In fact, this has
become a popular way of recruiting people in the highly competitive Information
Technology industry nowadays. Companies offer rich rewards also to employees whose
recommendations are accepted – after the routine screening and examining process is
over – and job offers extended to the suggested candidates. As a goodwill gestures,
companies also consider the names recommended by unions from time to time.

50
External (direct) Methods

Campus Recruitment

It is a method of recruiting by visiting and participating in college campuses and their

placement centres. Here the recruiters visit reputed educational institutions such as IITs,
IIMs, colleges and universities with a view to pick up job aspirants having requisite
technical or professional skills. Job seekers are provided information about the jobs and
the recruiters, in turn, get a snapshot of job seekers through constant interchange of
information with respective institutions.

A preliminary screening is done within the campus and the short listed students are then
subjected to the remainder of the selection process. In view of the growing demand for
young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor &
Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs
regularly and even sponsor certain popular campus activities with a view to earn goodwill
in the job market. Advantages of this method include: the placement centre helps locate
applicants and provides resumes to organizations; applicants can be prescreened;
applicants will not have to be lured away from a current job and lower salary
expectations. On the negative front, campus recruiting means hiring people with little or
no work experience.

The organizations will have to offer some kind of training to the applicants, almost
immediately after hiring. It demands careful advance planning, looking into the
placement weeks of various institutions in different parts of the country. Further, campus
recruiting can be costly for organizations situated in another city (airfare, boarding and
lodging expenses of recruiters, site visit of applicants if allowed, etc.).

If campus recruitment is used, steps should be taken by human resource department to

ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the
organizations and understand and employ effective interviewing skills. Guidelines for
campus recruiting: companies using college campuses as recruitment source should
consider the following guidelines:

51
 Identify the potential candidates early: The earlier that candidate with top
potential can be identified, the more likely the organization will be in a position to
attract them.

 Employ various means to attract candidates: These may include providing

research grants; consulting opportunities to faculty members, funding university
infrastructural requirements, internships to students, etc. in the long run these will
enhance the prestige of the Leisure Holiday Makers in the eyes of potential job
seekers.

 Use effective recruitment material: Attractive brochures, films, computer

diskettes, followed by enthusiastic and effective presentations by Leisure Holiday
Makers officials, correspondence with placement offices in respective campus in a
friendly way – will help in booting the Leisure Holiday Makers image in the eyes
of the applicants. The Leisure Holiday Makers must provide detailed information
about the characteristics of entry – level positions, especially those that have had a
major positive impact on prior applicants’ decisions to join the Leisure Holiday
Makers.

 Offer training to campus interviews: Its better to devote more time and resources
to train on campus interviewers to answer specific job –related questions of
applicants.

52
 CHAPTER 3
RESEARCH METHODOLOGY

RESEARCH DESIGN
The research is based on the information collected by the help of the questionnaires
filled. The first three questions aim at the basic introductory information of the
organization and the person being interviewed thus rendering the follow up work easier.
The fourth question is about the financial standing of an organization, it gives an idea
about the financial status of the society being approached. The fifth question aims at
generating information about the various sources of funds of the societies. The sixth and
seventh questions deal about the financial performance of the societies. The eighth
question is to find out about what a society does with the surplus amount generated by
them. The ninth question is meant to gather information about the people who are
instrumental in advising and putting to action the investment plans for the society. The
tenth question is about what kind of investments are preferred by the society, on the basis
of the organization or on the basis of the time period. The eleventh question talks about
the institutions in which the societies make their investments in, say the banks or other
institutes. The twelfth question tries to assess what is it exactly that the societies look for,
while investing. For example do they prefer a high rate of interest, or safety, or location,
etc..

Statement of the Problem

As recruitment and selection of staff is now accepted in the business
world. Selection is now important as it has its impact on work performance
and employee cost. 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 systems to the HR of organizations. Just
like performance management, payroll and other systems, Recruitment management
system helps to contour the recruitment processes and effectively managing the ROI on
recruitment. Recruitment refers to the process of screening, and selecting qualifed people
for a job at an organization or firm, or for a vacancy in a volunteer-based organization or

53
community group. While generalist managers or administrators can undertake some
components of the recruitment process, mid- and large-size organizations and companies
often retain professional recruiters or outsource some of the process to recruitment
agencies. External recruitment is the process of attracting and selecting employees from
outside the organization

Managerial Usefulness of the Study

 The study provides the problems related to recruitment & selection process in
Leisure Holiday Makers so that they can improve the service rendered by them as
a distributor.

 The study will also give information about prospective investors both individual
as well as institutional clients in areas of surrey where they can get lead.

Thus the research is based only on the basis of the information gathered with the help of
the questionnaires.

54
 CHAPTER 4
DATA COLLECTION

DATA SOURCES
Data has been collected from sources like books, periodicals, journals, newspapers,
Internet and through the questionnaires.
Secondary Data:
It will consist of information that already exists somewhere in documents. The secondary
data will be collected from the newspapers, expert reports, internet and Company’s
website, etc.
 Internet :- www.google.com, www.wikipedia.com, etc
 Past records and analysis
 Books, Magazines & Journals.
Both primary and secondary data will be collected to analyze:
 Existing market scenario of Indian market with respect to auto industry.
 Customers views regarding Indian Industry.
 Experts’ opinion regarding Indian Industry and contribution of company
success.

Primary Data:
Primary data will be collected from the people from Suzuki as an manager or senior level
management. The primary information will be collected through questionnaire and
Interviews presented to Suzuki India staff and their employees.
 Questionnaire – Structured
Dichotomous, open ended, multiple choice
 Personal Interview
 General Discussions

SAMPLE DESIGN:

The objective is to study the investment pattern of various Trusts and Societies. For this purpose I
obtained a list of all the trusts situated in Delhi. Due to lack of time I had to focus my study on all the

55
Societies situated in South Delhi. I made a list of all the trusts situated in the south and targeted them in
order to generate the required information.

Tool Used:
 Bar diagram, Pie chart.

SAMPLING METHOD:
 Random Sampling chosen by the gathering of data

SAMPLE SIZE:
 100 people

TARGET AUDIENCE:
 HR manager of the firm, manager senior professional of the firm and employee of
the firm

56
 CHAPTER 5
DATA ANALYSIS

1) According to you, a Manpower Programme of Leisure Holiday Makers should be

designed to –

This question gives us insight in the Leisure Holiday Makers Manpower programmed
that out of our sample size of 50 employees. 40% i.e. 20 employee feels that the
Manpower programmed is to Assimilate the employees in the organization. While 30%
people out of our sample size given their views that Manpower program may reduce
anxiety.

57
2) Which section of the Manpower process do you feel is the most important for
meeting the needs of your job in Leisure Holiday Makers ?

This question was asked to 50 employees of Leisure Holiday Makers’s to get a fair idea
what employee think about the Manpower programme in a company and what they
perceive which function is the most important for the Manpower programme?

The gathered data depicted that out of our sample of 50 people, 52% people think that a
clear understanding of JOB duties and day to day routine work is the most important
function. Also 24% people think that it is important to know about the core issues related
to the company, their vision & mission so that it helps the organisation in the long run.

58
Only 16% employees has shown their interest in knowing the benefits which they & the
company will have from this Manpower programme.

59
3) What special things should the organization provide to make new employees feel
comfortable, welcome and secure?

From this question, I got to know some interesting facts from Leisure Holiday Makers
employees. I asked 50 employees that according to him/her what special things the
organization should provide to make new employee feel comfortable, welcome and
secure.

The gathered data depicted that out of our sample of 50 employees,40% employee feels
that the special instruction given by the HR person have been successful in breaking the
ice & make them more comfortable, welcome and secure. Also 34% employees feels that
a better work area sounds more comfortable, welcoming & secure.

60
4) What things according to you would new employees need to know about the
work environment that would make them comfortable?

This question was asked to 50 employees of Leisure Holiday Makers’s to know what
things according to them would they like to know about the work environment that would
make them comfortable.

The gathered data depicted that out of our sample of 50 employees, 46 % employees
think that knowing Companies policies and rules would make them more comfortable
than any other given options. Only 26% of the employees feel that knowing the names &
titles of key executives will boost their confidence.

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5 Working Period of Employees in the Company

WORKING PERIOD OF EMPLOYEES IN THE COMPANY

8%

19% 37%
<1
1-2 YRS
2-3 YRS
3-5 YRS

36%

The above chart depicts that most of the employees are doing service for more than 1
year. Usually the employees are young & have no past experience of any change in
recruitment.

The gathered data depicted that out of our sample of 50 employees, 37% of the
employees have completed more than 1 year of service. Similarly employees having 1-2
years of service comprises 36%. But there are only 19 % of employees who have

62
completed 2-3 years. The rest i.e. 8% comprised of the group of people who have been in
the organization for 3-5 year.

63
6) Candidates’ Willingness to join the Company

Most of the Indian candidate looks in for the salary package and job security before
joining a company for job. All other things such as Reputation of the company, working
environment, job prospects, location of the company, career growth opportunity, are seen
either in isolation or in combination to each other as a whole as shown in the graph
below:

FACTORS FOR JOINING

LEISURE HOLIDAY MAKERS

Reputation of the
33% 6% Company
3% Working environment

Salary package

22% Job prospects

11% Location of the

company
Career growth
25%

The gathered data depicted that out of our sample of 50 employees, it follows that 33% of
employees feels that the most attractive reason to join the company is its salary
package.25 % of the employees joined due to the strong reputation& 22% joined for
career growth. Job prospects & location were given least importance.

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 7) Recruitment Procedure for Candidates

From the chart it is quiet clear that the company adopts various processes for recruiting the
right candidate. Actual recruitment procedure followed by the company is by conducting
written examination followed by a group discussion and then a final interview which
comprised 40%(20 employees) of sample survey of 50 employees.

But still some candidates are also chosen through written exam & interview which
comprises 36 %(18 employees). 18%(9 employees) are selected through written only and
others comprising only 6%. These ‘others’ include the reference of the existing employees
within the organization itself.

As it is private company most of recruitment is done through campus selection, the

candidates are selected by way of testing their knowledge and technical skills in their
prospective fields. For that very reason written test followed by a group discussion and a
personal interview is given most priority.

65
8) Eligibility Criteria for Recruitment

The above chart depicts that the minimum qualification required to join the organisation
is graduation (10 %). Preference is given to candidates having a post graduation degree
with experience. From the responses given by the employees its clear that equal
preference is given to candidates who are either CAs or are having a post graduation
degree with experience ie 32%(16 employees) Fewer graduates are hired but those who
hired must have experience in the same industry. Post graduate fresher’s are also
preferred as most recruitments are done through campus recruitments ie 26%.

66
9) Strategies for Retaining Employees:

4 options were given to the employees to know what the organization is doing to reduce
employee turnover ratio. These are: -

 Better salary package

 More benefits

 Changing / Improving working conditions

 Better promotion / Career Development Opportunity

 Can’t Say

After summarizing the entire 50 respondents’ the following analysis can be given:

 Better salary package (10)

 More benefits (8)

 Changing / Improving working conditions (7)

 Better promotion / Career Development Opportunity (23)

 Can’t say (2)

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10 Which are the parameters on which candidates are evaluated?

 50% of the employees said that for evaluating an employee, performance is given at
most priority. The employee is checked for the quality of output.

 30% of the employees said that for evaluating a candidate skill is taken into
consideration.

 20% of the employees said that for evaluating the performance employees experience
in the particular department is taken into consideration.

No personal biasness is seen in the organization which reflects a healthy working

atmosphere.

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11. Principle of right man on the right job is strictly followed.

 15% of the employees are strongly agreed that principle of right man on the right job
is strictly followed.

 60% of the employees are moderately agreed that principle of right man on the right
job is strictly followed.

 10% of the employees are strongly disagreed that principle of right man on the right
job is strictly followed.

 10% of the employees are moderately disagreed that principle of right man on the
right job is strictly followed.

 5%of the employees has no say.

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12: Is there any participation by the manager in planning and recruitment?

 25% of the employees are strongly agreed that there is participation by the manager in
planning and recruitment.

 50% of the employees are moderately agreed that there is participation by the
manager in planning and recruitment.

 10% of the employees are moderately disagreed that there is participation by the
manager in planning and recruitment.

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 CHAPTER - 6
FINDINGS & RECOMMENDATIONS

Recruiting people with the right skills and qualities is essential for any organization if it
is to maintain and improve its efficiency. Not only the personnel manager but also the
line manager/supervisor has a part to play in the selection process. It is crucial that both
these people have training to enable them to carry out their roles effectively. Careful
analysis of the job to be done, and of the competencies required to do it, is necessary if
the right people are to be fitted into the right job, Having selected the best candidate for
the job, the next stage is to ensure that the new recruit is successfully integrated into the
organization through a well planned induction program.

The benefits of a good induction program are a more settled employee, a more effective
response to training, lower labour turnover, and improved industrial relations.

This project is give me these area of learning

 Understanding the corporate product of the organization and the qualities in a

person required to market these products

 Designing a recruitment poster for the job

 Visiting campuses of various Graduate and Post-graduate colleges and get the
recruitment poster displayed on the notice board

 Follow up with colleges for the candidates

 Schedule the candidates for an interview and coordinate the same with the mentor

 Taking first round of interview for the candidates and giving the feedback to the
mentor for the same

 Reviewing the corporate salary account forms for mistakes and stamping

71
 Visiting the corporate office and coordinating for screening of candidates

 Listing the requirements on websites i.e. Naukri and Monster

 Short listing CV’s from the various available websites

 Setting up a channel of Tele callers and Promoters for various branches

 Understand the induction manual and make corrections if required

 Providing the selected candidates with the joining kit and collect the same duly
filled in by them

 Visit the recruitment consultant (Third party) office with the team members and
understand how they are hiring.

 Maintain record and database of the interviews conducted and the candidates
selected or rejected

 Coordinating with the placement coordinators of various management colleges for

campus recruitments

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 CHAPTER - 7
CONCLUSION

How to avoid & reduce candidates backing out:

• If you and your candidates are in the same area it is always advisable to meet face-to-
face.
• Be it on the phone or in person spent as much time as you can and dig for information –
what motivates him to look for a change, professional and personal reasons, what are his
expectations in terms of money and roles, etc.
• It is important to be in control when it comes to recruiter-candidate relationship. To
achieve that it is important that you conduct a thorough pre-qualifying. Get all the low-
down about his background and aspiration, et al.
• Always insist on obtaining either verbally and/or in writing his/her response and
commitment to the job offer. You may do this with a direct approach or with great
subtlety. Which approach you resort to will depend on each individual or their level of
seniority – you need to make the right judgment.
• Constantly update him/her on the process and try keeping-in-touch on a frequent basis.
• Pay close attention while talking to him/her and listen for those tones and
expressed/unexpressed concerns and look for those signs that might indicate his
intentions
• If any of his/her words, expressions, actions gives you a sense of doubt and concern,
then drop him/her and move on. It is better to drop him/her now than later have a back
out in your hand.
• Have a set of questionnaire that you can run through with him/her before proceeding to
qualify him - questionnaire that will test his seriousness and sincerity to look for a
change.
• Do not hesitate to ask them if they have discussed with his/her family members about
this plan to look for a job change. Especially for those who are married, please confirm
with them if they have consulted their other half.
• Try and get inside your candidate’s mind, understand his needs and his aspiration.

73
• Pro-actively try to cover all areas that you possibly think will be a likely point of
concern (reason for a back out) for him at a later stage and addressed them immediately.

Some of the more counter measures that organizations can apply. These fall under
defensive and offensive tactics.

Defensive tactics

Provisional offers: Peeved by the fact that employees use their offer letter to negotiate
a higher pay elsewhere, organisations make only a provisional offer to the candidate.
They may only indicate the pay and wait for the employee to arrive on the chosen day
before they issue the formal letter. This is very common at junior levels.

Hold consultants responsible: It is quite common for organisations like Leisure

Holiday Makers to hold their recruitment consultants responsible for the employee
joining or staying on for a reasonable tenure. Many do not get paid until this happens.

Hire through referrals: Organisations believe that if the candidate is chosen through
an internal referral process, the chances of his honoring the offer are higher given the
emotional pressures. For this reason, a referral source is quite often the first choice
today.

Create back ups: More risk-averse organisations are beginning to build back-up plans.
Realizing the futility of crying over spilt milk, these organisations just get on with life
and go after the next best find.

Offensive tactics

Emotional connect: Most employees tend to go through a certain amount of "post-

purchase guilt", especially at senior levels. This is where the organisations can step in
and do a lot. And many do it quite elegantly.

Most important, their selection processes tend to be so compelling and executed with
such suave that it blows the mind of the prospective employee. The most senior

74
executives engage with the candidate, give time, and address every perceivable concern.
They start involving the employee in important decisions, invite him to key events,
meetings and even get-togethers much before he comes on board. They introduce the
employee to his prospective team. They start sending him mails and business related
information regularly.

In other words, they start occupying his mind. They make him feel special and never let
him think back on his decision. Most have nowadays even begun announcing to the
media.

Life altering offer: Organisations making very strategically important hiring decisions
do not want to take even the most slender chance. They want it signed, sealed and
delivered. Not only is their process savvy. Their offer has the power to alter the life of
the prospective employee.

When you do that, you derisk the hiring process so significantly. You are capable of
taking the employee completely out of the race and eliminate even the most remote
form of competition. On the other hand, when you leave a bit of after-taste in closing
the deal, there is always a risk that the employee can look beyond you.

Make it snappy: Nothing succeeds like speed. When the organisation does its
homework and then takes the leap of faith with lightning speed, the employee has very
little time to think. Sometimes the length of the process tends to increase the anxiety for
the employee, forcing him to reconsider his decision.

In the days to come, it is will be hard to find good people and harder still to secure their
commitment to join. It can be most frustrating to say the least. You will need to adopt a
combination of defensive and offensive tactics to win the game. But before you get
there, you will need to certainly decipher the psychology of prospective employees.
Knowing what makes candidates accept or reject job offers would help organisations
take appropriate measures to increase the joining rate, just as digging into the matter got
Ike more than just the knowledge of why Maggie ran away from commitment.

75
 BIBLIOGRAPHY

 DeCenzo, David A and Robbins, Stephen P,: “Human resource Management” Prentice
Hall India Private Limited

 Chabbra, T.N, “Human Resource Management”; pp 161-191

 Mamoria, C.B and Gankar, S.V: “Personnel Management- Text and Cases” Himalaya
Publishing House.

WEBSITES:

 https://www.leisureholidaymakers.com/about-

 www.cfo.com/

 www.investopedia.com/

 www.investorwords.com/

 www.accountancy.com.pk/

 www.google.com/balance sheet/

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 ANNEXURES

QUESTIONNAIRE

1. According to you, a Manpower Programme of Leisure Holiday Makers should be

designed to –(Select only one)

(a) Reduce anxiety (b) Promote two-way communication

(c) Promote a positive employee attitude

(d) Assimilate the employees in the organization.

2. Which section of the Manpower process do you feel is most important for
meeting the needs of your job in Leisure Holiday Makers?
(a) Organizational issues (b) employee and organization benefits
(c) Introductions (d) job duties

3. What special things should the organization provide to make new employees feel
comfortable, welcome and secure?)

(a) Desk (b) work area

(c) Equipment (d) special instructions

4. What things according to you, would new employees need to know about the
work environment that would make them comfortable?

(a) Names and titles of key executives

(b) Company policy and rules

(c) History of the company

(d) Product / services offered

5. Working Period of Employees in the Company

(a) <1 (b) 1-2 yrs

77
 (c) 2-3 yrs (d) 3-5 yrs
6. Candidates’ Willingness to join the Company
(a) Reputation of the company
(b) Working environment
(c) Salary package
(d) Job prospects

(e) Location of the company

(f) Career growth

7. Recruitment Procedure for Candidates

(a) Written exam (b) Written exam & interview

(c) Written exam, GD, interview (d) others

8. Eligibility Criteria for Recruitment

(a) Graduate (b) CA

(c)Post graduate with experience (d) Post graduate fresher’s

9. Strategies for Retaining Employees

(a) Better salary package (b) More benefits

(c) Better promotion/career development opportunity

(d) Improving working conditions (e) can’t say

10. Which are the parameters on which candidates are evaluated?

(a) Patterned (b) Stress (c) Depth

11 Principle of right man on the right job is strictly followed.

(a) Strongly agree (b) Moderately agree

(c) Strongly disagree (d) Moderately disagree

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 (e) Can’t say

12. Is there any participation by the manager in planning and recruitment?

(a) Strongly agree (b) Moderately agree

(c) Strongly disagree (d) Moderately disagree

(e) Can’t say

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