INTRODUCTION

In any organisation there is a need of three resources i.e. men, money and material. Man is a very
essential part of an organisation.

Recruitment and Selection process of employees in any organisation holds an important place
because it is the process of determining manpower requirements in order to carry out the integrated
plan of the organisation.

According to Geisler, “ Recruitment and Selection are the part of manpower planning the process
including forecasting, developing, implementing and controlling, by which a firm ensures that it
has the right type of people at the place at the right time doing things for which they are commonly
useful”.

Recruitment and selection is based on number of core principles that are outlined in
Recruitment and Selection policy. These principles include:
1. Building workforce capabilities
2. Selection on merit basis
3. Testing of application skills and attributes

1
RECRUITMENT

“Recruitment is a process to discover the source of manpower in adequate numbers to facilitate

effective deletion of an effective work force”.

Recruitment is said to be the initial in the process, which continues with Selection and ceases with
the placement of the candidate. It is the next step in the procurement function, the first being the
manpower planning. It makes it possible to acquire the number and types of people necessary to
ensure the continued operation of the organization. It is the process of discovering applications for
actual or anticipated organizational vacancies.

Recruitment is the process of finding and attracting capable applicants for employment. This being
such a critical factor, any organization, has to have well defined policies and practices aligned with
the organization’s mission and vision since it injects fresh blood into the organization, it’s
important that the kind of candidates being taken in, are carefully scrutinized and selected.
Organizations work hard to find and attract capable applicants. Their method depends upon the
situation since there is no best recruiting technique.

However, the job descriptions and specifications are essential tools, especially for management in
large organizations. Normally, organizations follow several steps. Organizations identify job
openings through human resource planning or requests by functional managers. The human
resource plan can be helpful because it shows the recruiter both present openings and those
expected in the future. With job openings identified, HR department finalizes what each job
requires by reviewing the job analysis information, particularly job descriptions and job
specifications. This information tells HR the characteristic of both the jobs and the people who fill
them. When the job analysis appears outdated or seems superficial, and inadequate or not meeting
with the times and need of the latest technology, HR learns more about the job’s requirements
from the manager.

2
THE PURPOSE OF RECRUITMENT

It is to locate the source of manpower function of personnel administration, because unless the
right type of people are hired, even the best plan, organizational charts and control systems would
not do much good. It is a process in which a comprehensive and brainstorming search is done for
the right selection of employees and stimulating and encouraging them to think about joining an
organization that will meet their desires towards, working and other aspects related to it.
The process of Recruitment is said to be of positive nature, which stimulates to every person to
apply for a particular job to increase the hiring ratio that means a lot of applicants for a job.
Selection on the other hand tends to be negative because it rejects a number of persons as they
became unfit for the applied position and the best is hired.

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 the
personnel planning and job analysis activities.
 Increase the pool of job candidates with minimum cost.

 Help increase the success rate of the Selection process by reducing the number of under
qualified or overqualified job applicants.
 Help reduce the probability that the job applicants, once recruited and selected, will leave
the organization only after a short period of time.
 Meet the organization’s legal and social obligations regarding the composition of its
workforce.
 Start identifying and preparing potential job applicants who will be appropriate candidates.
 Increase organizational and individual effectiveness in the short and long term.
 Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.

3
KEY POINTS OF RECRUITMENT

All organization whether large or small, does engage in recruiting activity although not in the same
number.

It can be differentiated on the basis of:

 The size of the organization

 The employment conditions in the community where the organization is located.

 The effects of past recruiting efforts which shows an organization’s ability to locate and
hire good performing people.

 Working conditions, salary and other perks offered by the organization which may influence
turnover and necessitates future recruiting.

 The rate of growth of the organization.

 The level of success of operations and future expansion.

 Cultural, economic and legal factors.

4
BOTTLENECKS IN THE PROCESS OF RECRUITMENT

No employer could ever freely choose always the right candidate because various forces
impinge upon such selection. Such hurdles are:

 The organization’s Place

The candidate who’s recruitment is to be made might not be interested in joining the
organization because either its reputation or goodwill is not good in the society, corporate
sector or because the working conditions are hazardous, that is, it is involved in the production
of such products whose manufacturing leads to adverse effect over the health of any employee.
All such factors minimize its ability to pull the super brains from employment market.

 The Policy of the Organization towards its employers

If the policy aims at providing promotion to its employees from within, people would be
attracted to it, because such a policy enjoys several advantages such as that of creating good
public relations, building high moral , encouraging people who are ambitious and thus
improving the probability of a good selection.

 Boundations to recruit Union Members :

Some unions emphasizes on Recruitment of union members only, in such a condition
management has to recruit from a restricted supply.

 Influence of the Government

An employer cannot distinguish any individual on the basis of physical appearance, sex or
religious background for the purpose of Recruitment.

5
FACTORS AFFECTING RECRUITMENT

External Factors Internal Factors

1) Socio – economic factors 1) Company’s Pay Package

2) Supply and Demand factors 2) Quality of Work life

3) Unemployment rate 3) Organizational Culture

4) Political, legal and governmental 4) Career Planning and Growth

Factors like reservations for 5) Company’s Size

SC/ST/BC and Sons of Soil 6) Company’s Product/ Services

5) Information system like employment 7) Geographical spread of the

Exchanges/ Tele-recruitment like Company’s Operations

Internet. 8) Company’s Growth Rate

9) Role of Trade Unions

10) Cost of Recruitment

11) Company’s Name & Fame

6
RECRUITMENT POLICIES

The “Recruitment policy” is concerned with quantities and qualifications of manpower. It involves
a commitment by the employer to some general principles.
A Recruitment policy indicates the organizations code of conduct in this area of activity.

A good Recruitment policy must contain these elements:

1) Government Policies.

2) Personnel policies of other competing organizations.

3) Recruitment sources.

4) Recruitment needs.

5) Recruitment cost.

6) Organizations personnel policies.

7) Selection criteria and preferences, etc

PREQUISITES OF A GOOD RECRUITMENT POLICY

 It should be in conformity with its general personnel policies.

 It should be flexible enough to meet the changing needs of an organisation.

 It should be so designed so as to ensure employment opportunities for its employees on a long

term basis so that goals of the organisation should be achievable, and it should develop the
potentialities of employees.

 It should match the qualities of employees with the Requirements of the work for which they
are employed.

 It should highlight the necessity of establishing job analysis.

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RECRUITMENT PROCEDURE

As was stated earlier, recruitment refers to the process of identifying and attracting job seekers so
as to build a pool of qualified job applicants. The process comprises five interrelated stages, viz. (i)
planning, (ii) strategy development, (iii) searching, (iv) screening, and (v) evaluation and control.
The ideal recruitment programmer is the one that attracts a relatively larger number of qualified
applicants who will survive the screening process and accept positions with the organisation, when
offered. Recruitment programmer can miss the ideal in many ways: by failing to attract an
adequate applicant pool, by under/over selling the organisation, or by inadequately screening
applicants before they enter the selection process. Thus, to approach the ideal, individuals
responsible for the recruitment process must know how many and what types of employees are
needed, where and how to look for individuals with the appropriate qualifications and interests,
what inducements to use (or avoid) for various types of applicant groups, how to distinguish
applicants who are unqualified from those who have a reasonable chance of success, and how to
evaluate their work.

Personnel Job Employee

Planning Analysis Requisition

Job Recruitment Searching To

Sel
Vacancies Planning Activation Selection
Potenti
-Numbers "Selling" Applican
Screening al
- Types -Message t
Hires
-Media Pool

Strategy
Development Applican
- Where t
- How Populati Evaluation
- When on and
Control

8
SOURCES OF RECRUITMENT

The learners of human resources management may feel that sources and techniques of recruitment
are one and the same. But they are different. Sources are those where prospective employees are
available like employment exchanges while techniques are those which stimulate the prospective
employees to apply for jobs like nomination by employees, advertising, promotion etc.

The sources of recruitment are broadly divided into internal sources and external sources.

1) Internal Sources
2) External Sources

INTERNAL SOURCES
Persons who are already working in an organization constitute the ‘internal sources’. Retrenched
employees, retired employees, dependents of deceased employees may also constitute the internal
sources. Whenever any vacancy arises, someone from within the organization is upgraded,
transferred, promoted or ever demoted.

PRESENT EMPLOYEES:

Promotions and transfers from among the present employees can be a good source of recruitment.
Promotion to higher positions has several advantages. They are’’---
(i) It is good public relations;
(ii) It builds morale;
(iii) It encourages competent individuals who are ambitious;
(iv) It improves the probability of a good selection, since information on the individual’s
performance is readily available;
(v) It is cheaper than going outside to recruit;
(vi those chosen internally are familiar with the organisation; and
(vii) When carefully planned, promoting from within can also act as a training device for
developing middle-level and top-level managers.

FORMER EMPLOYEES:

Former employees are also an internal source of applicants. Some retired employees may be
willing to come back to work on a part-time basis or may recommend someone who would be
interested in working for the company. Sometimes, people who have left the company for some

9
reason or the other are willing to come back and work. Individuals who left for other jobs. Might
be willing to come back for higher emoluments.’’ An advantage with this source is that the
performance of these people is already known.

PREVIOUS APPLICANTS:

Although not truly an internal source, those who have previously applied for jobs can be contacted
by mail, a quick and inexpensive way to fill an unexpected opens. Although ‘walk-ins’ are likely
to be more suitable for filling unskilled and semi-skilled jobs, applicants to previous jobs can fill
some professional openings.

EVALUATION OF INTERNAL RECRUITMENT:

There are three major advantages of internal recruitment. First, it is less costly than external
recruiting. Second, organizations typically have a better knowledge of the internal candidates’
skills and abilities than the ones acquired through external recruiting. Third and organizational
policy of promoting from within can enhance employees’ morale, organizational commitment and
job satisfaction. There are disadvantage which need to be mentioned. One theory is that the method
simply perpetuates the old concept of doing thing --- that creative problem solving may be
hindered by the lack of new talents.

Some organisations complain of unit raiding in which divisions compete for the same people. A
third possible disadvantage in that politics probably has a greater impact on internal recruiting and
the selection than does external recruiting. Thus, while more job-related information may be
known about internal candidates, personnel decisions involving internal candidates are more likely
to be affected by the political agenda of the decision makers.

Merits:
1) Enhances morale of the employees.
2) Ensures stability from continuity of employment.
3) Builds loyalty among the employees.
4) Ensures contract with major supplies of personnel.

Demerits:
1) Danger of “Inbreeding” – new blood is discouraged from entering an organization.
2) Possible inadequacy of supply of needed manpower.

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3) Lack of significant new ideas or innovations or suggestions.
4) Promotions based on length of service rather than merit, may prove to be a blessing for
Inefficient candidates.

EXTERNAL SOURCES
External sources far outnumber the internal methods specifically; sources external to an
organisation are professional or trade associations, advertisements, employment exchanges,
college/university/institute placement services, walk-ins and write-ins, consultants, contractors,
displaced persons, radio and television, acquisitions and mergers, and competitors.

External sources lie outside an organization such as:

a) Employees working in other organizations.
b) Job aspirants registered with employment agencies.
c) Students from reputed educational institutes.
d) Candidates referred by unions, friends, relatives and existing employees.
e) Candidates responding to the advertisements issued by the organization.
f) Unsolicited applications/ walk-ins.

PROFESSIONAL OR TRADE ASSOCIATIONS:

Many associations provide placement services for their members. These services may consist of
compiling job seekers’ lists and providing access to members during regional or national
conventions. Further, many associations publish or sponsor trade journals-or magazines for their
members. These publications often carry classified advertisements from employers interested in
recruitment their members. Professional or trade associations are particularly useful for attracting
highly educated. Experienced or skilled personnel. Another advantage of these sources is that
recruiters can zero in on specific job seekers, especially for hard-to-fill technical posts.

1). ADVERTISMENT:
These constitute a popular method of seeking recruits as many recruiters prefer advertisement
because of their wide reach. WANT ADS describe the benefits, identify the employer, and tell
those who are interested and how to apply. Many organizations place what is referred to as a
BLIND AD, one in which there is no identification of the organisation.

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2). EMPLOYMENT EXCHANGES:
Employment exchanges have been set up all over the country in deference to the provisions of
the Employment Exchanges (Compulsory Notification of Vacancies) Act.1959. The Act
applies to all industrial establishments having 25 workers or more each. The major functions of
the exchanges are to increase the pool of possible applicants and to do preliminary screening.
Thus, employment exchanges act as a link between the employers and the prospective
employees. These offices are particularly useful in recruiting BLUE-COLLAR, WHITE
COLLAR and technical workers.

3). CAMPUS RECRUITMENT:

College, Universities research laboratories, sports fields and institutes are fertile group for
recruiters, particularly the institutes. Campus recruitment is going global with companies like
Hindustan Lever, Cit. Bank, HCL, HP, ANZ Grind lays, L&T, Motorola and Reliance looking
for recruits in global market. Four reasons can be given to explain this trend. First, changes in
the economic front have thrown open new opportunities in the home country. Second quality of
life in India has improved considerably. Third it is becoming highly difficult for foreign
students to secure work permits in the US. Fourth, sentiment and love for the mother country
compels them to return to India.

4). WALK-INS, WRITE-INS AND TALK-INS:

The most common and least expensive approach for candidates is direct applications, in which
job seekers submit unsolicited application letters or resumes. Direct applications can also
provide a pool of potential employees to meet future needs. Walk-ins are preferable as they are
free from the hassle associated with other methods of recruitment. Write-ins are those who
send written inquiries.Talk-ins are becoming popular nowadays. Job aspirants are required to
meet the recruiter (on an appropriated date) for detailed talks.

5). CONSULTANTS:

Consultants are useful inasmuch as they have nation-wide contacts and lend professionalism to
the hiring process. They also keep prospective employer and the employee anonymous. But,
the cost can be a deterrent factor.

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6). CONTRACTORS:

Contractors are used to recruit casual workers.

7). DISPLACED PERSONS:

Such people are a source of recruitment, not only for the project which caused the
displacement, but also for other companies located elsewhere. Rehabilitation of displaced
persons is mandated by the government.

8). RADIO AND TELEVISION:

Radio and television are used but sparingly, and that too, by government departments only.
Radio and television can be used to reach certain types of job applicants such as skilled
workers.

9). ACQUISITIONS AND MERGERS:

Another method of staffing organisations is a result of the merger or acquisition process. When
organisations combine into one, they have to handle a large pool of employees, some of whom
may no longer be necessary in the new organisation. Consequently, the new organisation has,
in effect, a pool of qualified job applicants (although they are current employees). As a result
of the merger or acquisition, however, new jobs may be created as well.

10). COMPETITIORS:

Rival firms can be a source of recruitment. There are legal and ethical issues involved in
raiding rival firms for potential candidates. From the legal point of view, an employee is
expected to join a new organisation only after obtaining a 'no objection certificate from his/her
present employer.

The ethical issue is more significant than the legal one. Should an employee desert the
organisation which has given training and offered him/her a job simply because someone else
offers you a few hundred rupees more as compensation? Is money everything in life? Have
loyalty and commitment lost their relevance?

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Merits:
1) Wide Choice.
2) Injection of fresh blood.
3) Motivational Force.
4) Long – term Benefits.

Demerits:
1) Expensive.
2) Time consuming.
3) Demotivating.
4) Uncertainty.

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METHODS OR TECHNIQUES OF RECRUITMENT:

Methods
Of
Recruitmen
t

The most commonly used methods of recruiting people are as follows:

1) INTERNAL METHODS
a) Promotions and Transfers: A transfer is an internal movement within the same Grade, from
Internal
one Methods
job to another. It may lead to change in duties and responsibilities,Working conditions,
Third etc.,
Direct Indirect
but not necessarily salary.Promotion, Party from a
Methods on the other hand,Methods
involves movement of employee
Methods
lower level.Position to a higher level position accompanied by change in duties,
responsibilities,Status and value.
b) Job Posting: Job posting is another way of hiring people from within. In this Method, the
organization publicizes job openings on bulletin boards, electronic media and similar outlets.
c) Employee Referrals: Employee referral means using personal contacts to locate Job
opportunities. It is a recommendation from a current employee regarding a job applicant.

2) DIRECT METHODS
Direct methods include sending traveling recruiters to educational and professional Institutes,
employees contacts with public and manned exhibits.
Campus Recruitment: It is a method of recruiting by visiting and participating in college
campuses and their placement centers. Here the recruiters visit reputed educational institutions
with a view it pick up job aspirants having requisite technical or professional skills. Most college
recruiting is done in co-operation with the placement office of the college. The placement office
usually provides help in attracting students, arranging interviews, furnishing space and providing
campus recruiting is an extensive operation. Person pursing M.B.A or other technical diploma are
picked up in this manner. For this purpose; carefully prepared brochures, describing the

15
organization and the jobs it offers, are distributed among the students, before the interviewer
arrives.
The TATA, RELIANCE, WIPRO, INFOSYS, Dr. REDDY’s LAB, NESTLE,
DABOUR,LARSON & TURBO, BIRLA, HINDUSTAN LIVER and other on lighted firms
maintain continuing with institutions placement officials with a view to recruiting staff regularly
for different responsible positions.
Sometimes, Firms directly solicit information from the concerned professors about Student with an
outstanding record. Many companies have found employees contact method with the public a very
effective method.
Other direct methods include sending recruiters to conventions and seminars, setting up exhibit at
fairs, and using mobile offices to go to the desired centers.

3) INDIRECT METHODS
Indirect methods involve mostly advertising in newspaper, on the radio, in trade, technical and
professional journals and brochures.
Advertisements: The ads generally give a brief outline of the job responsibilities, Compensation
package, prospects in the organization, etc. It may be of two types:
I) News paper ads
II) Television and Radio ads
The main point is that the higher the position is in the organization or the more specialized the
skills sought, the most widely dispersed advertisement is likely to be .
The search for top executive might include advertisement in a national periodical, while the
advertisement of blue-collar job is usually confirmed to the daily newspaper or regional trade
journals.
The classified advertisement section of a daily newspaper or the Sunday weekly editions of the
Hindustan Times, The Times Of India, the Tribune, Bharat Jyoti, The national Herald, Free Press
Journal, The Pioneer, Amrit Bazaar Patrika, The Indian Express, The Statesman etc carry
advertisement to screen themselves in order to find out whether they are fit for the job for which
advertisement has been issued.. In order to be successful, Advertisement should be carefully
written. It is not properly written, it may not draw the right type of the applicants who are not
qualified for the job. It should be so framed as to attract attention for example by the use of
different sizes and types of print. The first line should limit the audience somewhat and the next

16
few lines further seen out the readers who do not posses the necessary specific information for
advancement.

The benefit to be enjoyed by working in the company; and it should emphasize facts related to the
dignity of the job beyond and to professional experts. “Frilly advertisements, containing
exaggerated claims and gimmicky appeals are to be avoided”. Advertising can be very effective if
its media are properly chosen.
Organizations often place what is referred to as a blind advertisement one in which there is no
identification of the organization. Respondents are asked to a post office box no. or to a consulting
firm that is acting as an intermediary between the applicant and the organization. The large
organizations with regional or national reputation do not usually us blind advertisement Other
methods include advertisement in publication , such as trade and professional journals, and radios
or television announcements, as is done by many Indian manufacturers. People with specialized
background and interest read professional journals. Therefore, advertisements in these are
generally selective.

4) THIRD PARTY METHODS

a) Private employment agencies: These are brokers who bring employers and employees
together. The specialization to these agencies enhances their capacity to interpret the needs to their
clients, to seek our particular types of persons and to develop proficiency in recognizing the talent
of specialized personnel.
b) State or public employment agencies: These agencies provide a wide range of services –
counseling, assistance in getting jobs, information about the labour market, labour and wage rates.
c) Schools, Colleges and Professional Institutes: These general /professional institutions provide
blue-collar applicants, white-collar and managerial personnel.
d) Professional organizations or recruiting firms or executive
recruiters: These consulting firms recommend persons of high caliber for managerial, marketing,
and production engineers’ posts.
e) Indoctrination seminars: College professors are invited to take part in these seminars. Visits
and banquets are arranged so that the participant professors may be favorably impressed and later
help the company in getting the required personnel.
f) Employee Referrals: Friends and relatives of present employees are also a good source from
which employees can be drawn.
g) Trade Unions: They also provide manual and skilled workers in sufficient numbers.

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h) Unconsolidated Applications: For positions in which large numbers of candidates are not
available from other sources, the company may gain in keeping files of applications received from
candidates who make direct enquiries about possible vacancies on their own, or may send
unconsolidated applications.
i) Voluntary Organizations: Private clubs, social organizations, might also provide employees-
handicaps, widowed or married women, old persons, retired hands, etc. in response to
advertisements.
j) Computer Data Banks: When a company desires a particular type of employee, job
specifications and requirements are fed into a computer, where they are matched against the
resume data stored there in.
The best management policy regarding recruitment is to look first within the organization, if that
source fails, external recruitment must be tackled.

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SELECTION

“Selection is the process of picking individuals (out of the pool of job candidates) with requisite
qualifications and competence to fill job in the organization”.
Selection is the process of examining the applicants with regard to their suitability for the given
job from the suitable candidates and rejecting the others. Thus, Selection is negative in its
application in as much as it seeks to eliminate as many unqualified applicants as possible in order
to identify the right candidates.
Selection involves screening or evaluation of applicants to identify those who are best-suited to
perform the jobs which have fallen vacant in an organization. It is the process of rejecting
unsuitable candidates to choose the few suitable applications.
Under selection, the qualification and experience of every candidate are compared with those of
other candidate. The basic purpose of selection is to choose the right type of candidate to fill up
vacancies in the organisation. Selection involves the matching of the qualities of candidates with
the requirements of a job.

PURPOSE OF SELECTION

The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job and the organization best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about the
applicant in terms of age, qualifications, skills, experience, and etc. The needs of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process.
How well an employee is matched to a job is very important because it directly affects the amount
and quality of employees work. Any mismatch in this regard can cost an organization a great deal
of money, time and trouble, especially in terms of training and operating costs. In course of time
the employee may find the job distasteful and leave in frustration. He may even circulate ‘hot
news’ and juicy bits of negative information about the company, causing incalculable harm in the
long run. Effective selection, therefore, demands constant monitoring of the ‘fit’ between person
and the job

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FACTORS AFFECTING SELECTION DECISIONS

A number of factors affect the selection decision of candidates. The important among them are:

1) Profile Matching: Possible care is taken to match the candidate’s bio-data with the job
specifications.

2) Organizational and Social Environment: Some candidates who are eminently suitable for the
job, may fail as successful employees due to varying organizational and social environment.

3) Successive Hurdles: In this method, hurdles are created at every stage of selection.

4) Multiple Correlation: Multiple correlation is based on the assumption that a deficiency in one
factor can be counter, balanced by an excess amount of another.

METHODS OF SELECTION

1) UNSCIENTIFIC METHOD OF SELECTION

a) Physiognomy: Physical features, such as shape of the face, color, etc, sometimes influence in
the selection of workers.

b) Graphology: Selection is made on the basis of handwriting. For e.g., small letters indicate
miserliness, self-centeredness and paying attention to minute detail.

2) SCIENTIFIC METHOD OF SELECTION

a) Photograph: It is not correct to judge mental abilities and qualities only from a photograph
without conducting any interviews and tests.

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b) Letter of Application: The letter of application is a good basis of prediction about the job
success of the individual, which gives sufficient information about the applicant.
c) Application Blanks: An application blank is prepared from the application form. For different
jobs different application blanks are prepared & given to the applicants before the interview to fill
up the necessary requirements. It is more specific compared to the application forms.

Application blanks usually have two functions:

- They provide useful information about the employee according to the requirements of the
company, such as the age, sex, number of dependents, social security, etc.
- They provide information about job applicants, which the personnel officer consider necessary to
the hiring process. Thus, it can be held that the application blank is a highly structured interview in
which the questions have been formulated & standardized in advance.

d) References & Recommendations: Documentary evidences in favor of satisfactory

performance in the past are provided by references & recommendations from the previous
employer.
e) Interview: Interview techniques are extensively used for the selection of employees in any &
every job. By this technique, the interviewer gets an idea about the overall personality of the
interviewee. It is definitely a good source of obtaining information about the person seeking a job.

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STEPS IN SELECTION PROCESS

Placement STEP 7

Hiring
Decisions
STEP 6

Physical
Examination
STEP 5

Checking
Of

References
STEP 4

Interview

STEP 3

Selection
Tests

STEP 2
Screening
Of
Applicants
STEP 1

22
SELECTION PROCESS
Selection is usually a series of hurdles or steps. A standard selection process has the following
steps:

1) Screening of Applicants: Prospective employees have to fill up some sort of application forms.
These forms have variety of information about the applicants like their personal bio-data,
achievements, experience, etc. Such information is used to screen the applicants who are found to
be qualified for the consideration of employment. Based on the screening of applications, only
those candidates are called for further process of selection that are found to be meeting the job
standards of the organization.

2) Selection Tests: Many organizations hold different kinds of selection tests to know more about
the candidates or to reject the candidates who cannot be called for interview, etc. These tests may
give information about their aptitude, interests, personality, etc, which cannot be known by the
application forms.

3) Interview: Selection tests are normally followed by the personal interview of the candidates.
The basic idea here is to find out overall suitability of candidates for the jobs. It also provides
opportunity to give relevant information about the organization to the candidates.

4) Checking of References: Many organizations ask the candidates to provide the name of
referees from whom more information about the candidates can be solicited. Such Information
may be related to character, working, etc. The usual referrers may be previous employers, person’s
associated with the educational institutions from where the candidates have received education, or
other person’s of prominence who may be aware of the candidate’s behavior & ability
.
5) Physical Examination: Physical examination is carried out to ascertain the physical standards
and fitness of prospective employees. The practice of physical examination varies a great deal both
in terms of coverage and timing. While many organizations do not carry it at all, others carry on a
very comprehensive basis. Some organizations only have general check up of applicants to find the
major physical problems, which may come in the way of affective discharge of duties.

23
6) Approval by Appropriate Authority or Hiring Decisions: On the basis of the above steps,
suitable candidates are recommended for selection by the selection committee or personnel
department. Organization may designate the various authorities for approval offinal selection of
candidates for different categories of candidates. When the approval is received, the candidates are
informed about their selection and asked to report for duty to specified persons.

7) Placement: After all the formalities are completed, the candidates are placed on their jobs
initially on probation basis. The probation period may range from 3 months to 2 years. During this
period, they are observed keenly and when they complete this period successfully, they become the
permanent employees of the organization.

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 COMPANY PROFILE

INTRODUCTION

Krishna maruti limited estabiished in 1994 at nersighpur .it is a joint venture company of Suzuki
motor corporation of Japan, Maruti Udyog limited and Ashok Kapur and Association . The
company has a technical collaboration with SNIC of Japan. KRISHNA MARUTI LTD. Is South
Asia’s largest manufacturer of seating system for automobilies.

Krishna Maruti Limited is also India’s frist company to use robotic PU plants .Both the PU plant
are fully automatic and robotic and are capable of producing dual hardness for better orthopedic
comfort.

VISION

"Highly customer oriented, humane and system run global organization with a concern for
Society".

MISSION

"We are a dedicated, proactive, loyal & accountable group of people with a quest for excellence
through latest technology, people empowerment and brand equity to produce world class products
by adopting best business practices and ethics."

CORE VALUES

HumanDignity
Honesty
Commitment
Sincerity

IMS POLICY

"In line with our vision & mission, we remain committed for total satisfaction of our customers,
associates and society at large, through excellence in quality, value for money, on -time deliveries

25
and continual improvement. While achieving this, we remain conscious about health, safety,
environment and laws of land."

PHILOSOPHY

To Develop the Organization

1). Focus towards customer delight, engineering infrastructure, cost consciousness and continous
improvement through 5’S Kaizens, Circles and suggestion meeting.

2). Fast in system and technological up gradation and implementation.

3). Flexible towards customer requirements.

4). Friendly environment among customers, employs & venders.

5). Firm in adhering to laid down policies & procedures.

6). Fun in achieving timely target.

QUALITY SYSTEM

1). ISO 9002 in 1997.

2). QS 9000 in 1998.

3). TS16949 IN22002.

4). OSHA S 18001in2002.

5). DEMING APPLICATION PRIZE in2005 awarded by the Japanese union of Scientists &
Engineering, Japan for achieving world class standards in total quality management.

ACHIEVMENTS

1). Group turnover .1500 Cores.

2). Rolled out 2 million seat sets in December’ 04.

3). Customer rejection<3ppm.

4). Maruti awards:

a). Outstanding overall performance.

26
 b). Cost reduction.

c). Cost reduction trough sincere efforts for VA/VE.

d). Tier -2 vendors up gradation.

e). Superior perf. Through kaizen.

5). Honda award for QCDDM.

6). Patents applied for 5 seats design.

7). Design excellence award by national institute of desing.

8). Three units of Mark auto aquired by

GROWTH JOURNEY

1). 1994-1995

Established Krishna maruti ltd. a joint venture between Ashok Kapur, Maurti Udyog & Suzuki
Moter Corporation to manufacture seats in technical collaboration with SNIC CO. LTD of
Japan.

2). 1996-1997

Established Krishna toyo ltd. ,a joint venture between Ashok Kapur & Toyo ltd . to
manufacture Auto Mirrors in technical collaboration with Toyo of Japan .

3). 1997 -1998

Established Krishna pads ltd. A joint venture between Ashok Kapur & Krishna maruti to
manufacture head rest &pu products Established r&d center asper European homologation.

4). 1998-1999

Established Krishna Trims Ltd. a joint venture between Ashok Kapur & Krishna Maruti to
manufacture Seat Trims.

5). 1999- 2000

TQM Journey started with professor Tsuda of Japan.

6). 2000-2001

27
 Established Krishna Maruti Ltd. Door Trim Division in Technical collaboration Suzuki Kasel
of Japan to manufacture injection Moulded Door Trims.

7). 2001-2002

Established Krishna Maruti Ltd. Roof Head Liner Division.

8). 2002-2003

Started Social Development programs through Sat Krishna Public Charitable Trust.

9). 2003-2004

Established Krishna Group Antolin (p) Ltd., a joint venture between Krishna Maruti & Group
Antolin to manufature Roof Head Liners in technical collaboration with Group Antolin of
Spain.

10). 2004-2005

Established Krishna Quinette Galley a joint venture between Ashok Kapur & Quinette Galley
to manufacture Auditorium & Cinema seata in technical collaboration with Quinette Galley of
France.

11). 2005-2006

Acquired Mark Auto Industries Ltd., now SKH Metals LTD., ajoint venture between Ashok
Kapur &Maruti Udyog to mfg. Fuel Tank ,Front Suspension Metal Parts in technical
collaboration with Fatuba of Japan , Okamoto of Japan and Magnetti Marelli of Ltaly.

12). 2006-2007

Established SKH Auto component limited through merger of Krishna Trims & Krishna pads.

Established Krishna Maruti Ltd., moulded carpet division. Won the deming award for
achieving excellence in TQM.

13). 2007-2008

Established SKH Technology, a step torwards having a Warld Class Tool Room

14). 2008-2009

Established Seat Division -11,KML Moldings at Manesar.

28
29
EMPLOYEES CHARTER

A unique program in industry to ensure 100% employee satisfaction not only on official issues but
also on personal issues. It provides a forum to all “Krishna Family Members” to seek help /
support from various level liks;

1 The Employee counseller.

2 The fairness committee.

3 The Hot line.

4 The rule applicable is maximum days at each level.

CUSTOMER

• MARUTI SUZUKI

• HERO HONDA

• BAJAJ
• TATA
• MARUTI SUZUKI
• SUZUKI
• HERO HONDA
• MAHINDRA
• YAMAHA

PRODUCTS

• Sheet matal and tubular welded ports

• Sheet sefting

• Decks board

30
INFRASTRUCTURE

Fully attuned to evolving customer needs & requirements, over the years, the Krishna Maruti Pvt.
Ltd. has grown from strength to strength. It has not only multiplied its manufacturing and
engineering capabilities in a big way, but also taken a giant leap in the highly dynamic
international market. The group is working hand in hand with a multitude of new clients across
many industries

Though the company has moved ahead towards new frontiers, yet it nourishes old relationships
with undying passion and perseverance.

One Stop Solution:

• Designing

• Stampings

• Tubular Forming

• Machined Parts – Sprockets/ Piston Rods/ Oil Pumps/ Transmission Shafts

• Welding – MIG/ TIG/ SPOT/ ROBO

• Painting & Tri Nickel Chrome Painting

• Supporting infrastructure – Tool Room/ Met Labs/ Standard Room etc.

31
 OBJECTIVES OF THE STUDY

1). To see the employee practical work.

2). To know about the role and activities of HRD department of company and other departments.

3). To know about the communication system between superior and Subordinates and workers.

4). To complete the BBA three year degree course.

5). To prepare a best report on HRD, management.

6). To conduct and Decatur the behaviour of the Company’s’ staffs.

7). To gain good acknowledge about practical works.

8). How it is beneficial for the company.

9). What is the satisfaction level of employees for the job

32
 RESEARCH METHODOLOGY

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

science of studying how research is done scientifically. When we talk of research methodology we
not only talk of research methodology but also consider the logic behind the methods, that we are
using and explain why we are using a particular technique and not other. Research means search
for knowledge. It is a perquisite for a dynamic organization. Precisely research is a more
systematic activity directed towards the discovery and development of organized body of
knowledge.

A). Research Design:

A research design is the arrangement of the condition for collecting and analysis of data in a
manner that aim to combine relevance to the research purpose with economy in process or that
is to save the time and cost. Descriptive research was carried out which was experimental in
design. It was necessitated, as it was required to get in depth inside into employee’s satisfaction
level towards the Private & Public originations. Information gathered was based on the reply of
respondents to structured questionnaire.

• Scope of the Study:

The scope of my study is limited to the Recruitment process and Recruitment sources and
the Employees recruited in the public and private originations according to these sources.

• Area of the Study:

The area covered under this study is the town of Binola and Manesar. To undertake the
study I have communicated to the employees and Managers of the public and private
originations.

• Time of the Study:

I conducted this survey in the duration of one month

33
B). Data Collection:
i). Data Collection Methods
The task of data collection begins after the research problem has been defined and research
begins chalked out. While deciding about the method of data collection to be used the
researcher should keep in mind two types of data i.e. primary and secondary data.

Primary Data: Primary Data are those which are collected a fresh and far the first time, and
thus happens to be original in character.

Primary data was collected from door to door survey and the basic tools used for gathering the
information is through structural questionnaire, personal interview of the various bank's
personnel and some persons were also connected through telephone.

Personal interview, personal opinion and viewpoints of both public and private organisations
staff about the various recruitment sources in the completion of the project.

Secondary Data: Secondary data on the other hand are those which are collected by someone
which have been passed through statistical process.

Brochures, journals, magazines, and internet of information provided let many inputs for the
successful completion of project.

34
 ii). Data Collection Techniques
The main techniques used in the data collection were:
1. Questionnaire
2. Interview
3. Magazines
4. Internet
iii). Data Collection Instruments
Instruments used to collect the data were:-
1. Structured Questionnaire
2. Personal Interview

C). Sampling Design

i). Sampling Unit : Binola and Manesar

ii). Sample Size : 40 respondents
(20 from Public & 20 from
Private Organizations)
iii). Sampling Techniques : Convenience sampling

35
 ANALYSIS & DATA INTERPRETATION

Que.1. Which internal Sources prefer for recruitment both in Public and Private
Organisation.

Which internal Sources prefer for recruitment in Public Organisation.

♦ Present Employees 20

♦ Employee Referrals 0

♦ Former Employees 0

♦ Previous Applications 0

Which internal Sources prefer for recruitment

in Public Organisation.
0 0 0

20

Present Employees Employee Referrals

Former Employees Previous Applications

36
Which internal Sources prefer for recruitment in Private Organisation.

♦ Present Employees 11

♦ Employee Referrals 3

♦ Former Employees 1

♦ Previous Applications 5

Whichinternal Sources preferfor

recruitmentin PrivateOrganisation.

Present Employees

5 Employee Referrals

11 Former Employees
Previous Applications
1
3

Interpretation: So the data table and graphical data comparatively show that the public
organization preferred present employees as internal sources on the other hand the private
organization preferred almost all the internal sources in some ratio. So these data's shows that
private organizations are more able to use all the internal sources as compare to public
organizations.

37
Que.2. Which External Sources prefer for recruitment both in Public and Private
Organisation.

Which external Sources prefer for recruitment in Public Organisation.

♦ Personal or Trade Associations 0
♦ Advertisements 0
♦ Employment Exchanges 1
♦ Campus Recruitment 18
♦ Walk-ins, Write-ins, Talk-ins 0
♦ Consultants 0
♦ Contractors 1

whichexternal sourcespreferfor
recruitmentin public organisation.
1 1
personal or trade association
18
advertisement
employment exchange
campus recruitment
walk-ins,write-ins,talk-ins
consultants
contractors

38
Which external Sources prefer for recruitment in Private organisation.
♦ Personal or Trade Associations 0
♦ Advertisements 4
♦ Employment Exchanges 1
♦ Campus Recruitment 5
♦ Walk-ins, Write-ins, Talk-ins 8
♦ Consultants 2
♦ Contractors
0

whichexternal sourcespreferfor recruitmentin

privateorganisation.

2
4 personal or trade association
advertisement
employment exchange
1
campus recruitment
walk-ins,write-ins,talk-ins
8
consultants
5
contractors

Interpretation: So the data table and graphical data comparatively show that the public
organization preferred campus recruitment as an external sources on the other hand the private
organization preferred almost all the external sources in some ratio. So these data's shows that
private organizations are more able to use all the external sources as compare to public
organizations.

39
Que.3 Are both Public & Private Organisation done recruitment through formal
recruitment process?

Is Public organisation done recruitment through formal recruitment process.

♦ Always 15
♦ Sometimes 5
♦ Never 0

Is Public organisation done recruitment

through formal recruitment process
0
5

15
Always Sometimes Never

40
Is Private organisation done recruitment through formal recruitment process.
♦ Always 7
♦ Sometimes 12
♦ Never 0

Isprivateorganisation donerecruitment
through formal recruitment process
0

12

Always Sometimes Never

Interpretation : So the data table and graphical data comparatively show that most of public
organizations always (15) done recruitment through formal recruitment process, but on the other
hand private organizations done recruitment sometime (12) through formal recruitment process.
Hence, public organizations have more formal recruitment process than private organizations.

41
Que.4 Is recruitment process motivating the employees of both public & private
organisations?

Is recruitment process motivating the employees of public organizations?

♦ Always 7
♦ Sometimes 11
♦ Never 2

Is recruitment process motivating the

employees of public organisatons.
2
7

11
Always Sometimes Never

42
Is recruitment process motivating for the employees of Private organizations.
♦ Always 15
♦ Sometimes 4
♦ Never 1

Is recruitment process motivating the employees

of Private organisatons.
1
4

15
Always Sometimes Never

Interpretation: The data table and graphical data comparatively shows that the private
organizations employees are more motivated through recruitment process then public
organisation because of their more awareness of use of internal & external sources.

43
Que.5 How are you giving training both in public & private organizations?

How are you giving training both in public organizations?

♦ On regular basis 20
♦ Off and On Basis 0
♦ Not at All 0

How are you giving training both in public

organizations?
0 0

20

On regular basis Off and On Basis Not at All

44
How are you giving training both in Private organizations?
♦ On regular basis 6
♦ Off and On Basis 14
♦ Not at All 0

H o w are yo u giving tra ining b o th in P rivate

o rga nizatio ns?
0
6

14

On regular basiOff
s and On BasiNot
s at Al l

Interpretation: The data table and graphical data comparatively shows that the public
organizations are given training on regular basis (20) as compare to private organizations
which are given training on, Off and On basis (14). Hence, Public organizations have more
trained persons as compared to private organizations.

45
Que.6 Satisfaction level of employees about recruitment process in both Public and Private
Organizations.

Satisfaction levels of employees regarding recruitment process in Public Organizations.

♦ Not at all satisfactory 0
♦ less Satisfactory 0
♦ Satisfactory 13
♦ Very Satisfactory 7

Satisfaction level of employees about

recruitment process in Public
0
Organizations.
0
7

13

Not at all satisfactory less Satisfactory

Satisfactory Very Satisfactory

46
Satisfaction levels of employees about recruitment process in Private Organizations.
♦ Not at all satisfactory 0
♦ less Satisfactory 2
♦ Satisfactory 18
♦ Very Satisfactory 0

Satisfaction level of employees about recruitment process in

Private Organizations.
0
0
2

18
Not at all satisfactory less Satisfactory Satisfactory Very Satisfactory

Interpretation: The data table and graphical data comparatively shows that the public organizations
employee are satisfactory (13) but not more then private organizations but the public organizations
employees are also very satisfactory (13) as compare to private organizations. On the other hand
private organizations employees are less satisfactory (2) as compare to public organizations. Hence,
public organization satisfaction level about recruitment process is more than private organizations.

47
Que.7 Are Manpower planning exercises done before starting of recruitment activities both
in Public and Private Organizations?

Are Manpower planning exercises before starting of recruitment activities both in Public
organizations?
♦ Yes 15
♦ No 5

Are Manpower planning exercises before starting of

recruitment activities both in Public organizations?

15

Yes No

48
Are Manpower planning exercises before starting of recruitment activities both in Private
organizations?
♦ Yes 3
♦ No 17

Are Manpower planning exercises before starting of

recruitment activities both in Private organizations?

17
Yes No

Interpretation: The data table and graphical data comparatively shows that the public
organizations done manpower planning exercises before starting of recruitment activities,
Because most of public organizations says yes (15) as compare to private organizations (17).
So Public Organizations are more suitable for manpower exercises done before recruitment
activities as compare to private organizations.

49
Que.8 Percentage of selected candidates from recruited batch in both Public & Private
Organizations.

Percentage of selected candidates from recruited batch in Public Organizations.

♦ 100% ---75% 18
♦ 75% --- 50% 2
♦ 50% --- 25% 0
♦ Less than 25% 0

Percentage of selected candidates from recruited batch

in Public Organizations.

2 0

18
100%---75% 75%---50% 50%---25% Less than 25%

50
Percentage of selected candidates from recruited batch in Private Organizations.
♦ 100% ---75% 1
♦ 75% --- 50% 0
♦ 50% --- 25% 18
♦ Less than 25% 1

Percentage of selected candidates from recruited batch in

Private Organizations.
1 1 0

100% ---75%
75% ---50%
50% ---25%
Less than 25%

18

Interpretation : The data table and graphical data comparatively shows that the percentage
of selected candidates from recruitment batch in public organization is greater then private
organization, because in public organization percentage of selected candidates are between
100 to 75 % but in private organizations the ratio between 50 to 25 %. Hence, public
organizations selected more candidates because they have more satisfaction level as
compared to private organizations.

51
Que.9 Percentage rate of leaving employees in 6 months of recruitment's in both public &
private Organizations.

Percentage rate of leaving employees in 6 months of recruitment's in public Organizations.

♦ 100% ---75% 0
♦ 75% --- 50% 0
♦ 50% --- 25% 0
♦ Less than 25% 20

Percentage rate of leaving employees in 6 months of

recruitment's in public Organizations.

0 0 0

20

100%---75% 75%---50% 50%---25% Less than 25%

52
Percentage rate of leaving employees in 6 months of recruitment's in private Organizations.
♦ 100% ---75% 0
♦ 75% --- 50% 2
♦ 50% --- 25% 2
♦ Less than 25% 16

Percentagerateof leavingemployeesin 6monthsof

recruitment'sin privateOrganizations.
0 2
2

16

100%---75% 75%---50% 50%---25% Less than 25%

Interpretation: The data table and graphical data comparatively shows that less than 25% of
employees are leaving from public organizations as compare to private organizations, On the
other hand in private organizations the leaving of candidates are between 75 to 50 % or 50 to 25
% also. But in public organizations this rate is zero. Because in public organizations the security
of job and satisfaction level of employee are more than private organizations employees.

53
Que.10 Percentage rate of leaving employees in 1 Year of recruitment's in both public
& private Organizations.

Percentage rate of leaving employees in 1 year of recruitment's in public Organizations.

♦ 100% ---75% 0
♦ 75% --- 50% 0
♦ 50% --- 25% 0
♦ Greater than 25% 20

Percentage rate of leaving employees in 1 year of

recruitment's in public Organizations.

20

100%---75% 75%---50% 50%---25% Greater than 25%

54
Percentage rate of leaving employees in 1 year of recruitment's in private Organizations.
♦ 100% ---75% 1
♦ 75% --- 50% 1
♦ 50% --- 25% 6
♦ Less than 25% 12

Percentage rate of leaving employees in 1 year of recruitment's

in private Organizations

1 1

6
12

100%---75% 75%---50% 50%---25% Less than25%

Interpretation: The data table and graphical data comparatively shows that greater than 25% of
employees are leaving from public organizations. as compare to private organizations, On the
other hand in private organizations the leaving of candidates are between 100 to 75 %, 75 to 50
% or 50 to 25 % also. Because private organizations employees are not very satisfied about
recruitment process and they are also not jobs security and job satisfaction as compare to public
organization employees.

55
 FINDINGS OF THE STUDY

1). The company prefer internal sources of recruitment.

2). The company prefer external sources in campus recruitment.
3). The recruitment done through formal recruitment process.
4). The most of candidate agree that the recruitment process motivating the employee.
5). The company provide the training on the regular basis.
6). The most of employees satisfy from the recruitment process.
7). The manpower planning exercise done before starting of recruitment activities .
8). The most of selected candidate from recuited batch 100%-75% .
9). Most of the respondents have agreed about the working condition.
10). Majority of the respondents have agreed about the individual differences are respected in
the organisation.
11). Majority of the respondents have agreed about the working environment.
12). Majority of the respondents have agreed about the company policies and procedures.
13). Most of the respondents are satisfied with the priorities and directions of department.
14). Most of the respondents are satisfied with the encouragement of the department.
Majority of the respondents are satisfied with company role models.

56
 SUGGESTIONS

1). More use of internal sources for recruitment of employee in public organizations.

2). All external sources should be equally preferred by both public/ private organizations.

3). Training programs should be given on more regular basis in private organizations.

4). Public organization done more work on recruitment process for motivating and satisfied their
employees.

5). Manpower planning exercises should be given to private sectors.

6). Private organization should increase the ratio of recruited employees.

7). The both public/private organizations should try to decrease the leaving rate of employees to
give them better job satisfaction and job security also.

57
 BIBLIOGRAPHY

BOOKS –

1). Prasad, L.M. – Human Resource Management

2). Tripathi, P.C. – Human Resource Management
3). Mamoria, C.B. – Personnel Management
4). K. Aswathappa – Human Resource and Personnel Management

WEBSITE –

1). www.google.com

2). www.krishnamaruti.com

3). www.krishnamarutigroup.com

58
 QUESTIONNAIRE

You are requested to answer this questionnaire is the part of research process & the information
provide would be work for academic purpose only.

Name: …….....................................................

Position: ………………………………………………. Sex : Male/Female

1. Que. Which Internal sources prefer for recruitment both in public & Private Organizations?
 Present Employees
 Employee Referrals
 Former Employees
 Previous Applications

2. Que. Which external sources prefer for recruitment both in & Private Organizations?
 Personal or Trade Associations
 Advertisements
 Employment Exchanges
 Campus Recruitment
 Walk-ins, Write-ins and Talk-ins
 Consultants
 Contractors

3. Que. Are both Public & Private organizations done recruitment through formal recruitment
process?

 Always Sometimes Never

4. Que. Are recruitment process motivating employees both in public & private
organizations?

59
  Always Sometimes Never

5. Que. How are you given training both in Public & Private Organizations?

 ON regular basis
 OFF and ON basis
 Not at all

6. Que. Satisfaction level of Employees about recruitment process both in Public & Private
Organization.
 Not at all satisfactory
 Less satisfactory
 Satisfactory
 Very satisfactory

7. Que. Is Manpower planning exercises done before starting of recruitment activities both in
public & private organizations?

 Yes No

8. Que. What is the percentage of selected candidates from recruited batch both in Public &
Private Organizations?
 % ------------------ 75%
 10075% ------------------ 50%
 50% ------------------ 25%
 Less than 25%

9. Que. Percentage rate of leaving employee in 6 months of recruitment’s both in Public &
Private Organizations?
 100% ---------------------- 75%
 75% ------------------------ 50%

60
  50% ------------------------ 25%
 Less than 25%

10. Que. Percentage rate of leaving employee in 1 year of recruitment’s both in Public &
Private Organizations?
 100% ---------------------- 75%
 75% ------------------------ 50%
 50% ------------------------ 25%
 Less than 25%

61