j k tyre recruitment and selection project report
TRANSCRIPT
PROJECT REPORT
ON
(RECRUITMENT AND SELECTION)
J K TYRES, BANMORE
By
Name of the student
Roll. No
Batch 2009-11
IN PARTIAL FULFILLMENT OF
POST GRADUATE DIPLOMA IN MANAGEMENT
(PGDM)
APPROVED BY AICTE, MINISTRY OF HRD & GOVT. OF INDIA, NEW
DELHI
SBES’s INTERNATIONAL INSTITUTE OF MANAGEMENT&
HUMAN RESOURCE DEVELOPMENT (W)
PUNE
PROJECT REPORTON
(RECRUITMENT AND SELECTION)
J K TYRES, BANMORE
SUBMITTED TOSBES’s INTERNATIONAL INSTITUTE OF MANAGEMENT & HUMAN RESOURCE
DEVELOPMENT (W)
BY
(PRIYANKA KUMARI)Roll No. IIMHRD/09/11/025
Batch 2009-11
IN PARTIAL FULFILLMENT OFPOST GRADUATE DIPLOMA IN MANAGEMENT
(PGDM) APPROVED BY AICTE, MINISTRY OF HRD &
GOVT.OF INDIA, NEW DELHI
SBES’s INTERNATIONAL INSTITUTE OF MANAGEMENT & HUMAN RESOURCE
DEVELOPMENT (W)PUNE
CERTIFICATE FROM SPONSORING COMPANY
INTERNATIONAL INSTITUTE OF MANAGEMENT AND HUMAN RESOURCE
DEVELOPMENT(IIMHRD)( W)
Survey No.54(1+2/1), Dattawadi(Nere) Kasarsai Road, Near Hinjewadi IT Park,Pune-411033
SUMMER PROJECT CERTIFICATE
This is to certify that Ms. Priyanka Kumari of SBES’s International Institute of Management and Human Resource Development for Women, IIMHRD (W) has successfully completed the project titled Recruitment and Selection in partial fulfillment of requirement for the completion of PGDM course approved by AICTE, Ministry of HRD, Govt. of India, and New Delhi.
This project report is the record of authentic work carried out by her during the period from 3 May to 3 July. She has worked under our guidance.
Internal Guide Dr. Mrs. Surya RamdassSignature Director IIMHRDName
ACKNOWLEDGEMENT
Foremost, I would like to thank my project guide, Dr. Surya Ramdass for accepting to be my guide. No words are enough to express my gratitude to
her for taking out time from her hectic schedule for being my mentor.
Mr. Onkar Sir has been a wonderful guide and a counselor. He has shown immense patience in dealing with all my queries, however petty they may
have been. I fall short of words in thanking him.
My sincere thanks to all the respondents who spared their valuable time in giving me the required information and my apology for testing their
patience.
I also wish sincere and humble thanks to all my friends and colleagues who encouraged and inspired me from time to time. It is only because of them
that I did not lose the sight of my track and completed the research.
I thank my parents who supported me and provided me with all the help required during my summer training period and the preparation the project
report.
Thank you all so much
DECLARATION
This is to declare that the Project titled “Recruitment and
Selection” has been accomplished and being submitted for the
partial fulfillment of the award of M.B.A from IIMHRD (W),
Pune.
This work has not been submitted by me anywhere else for the
award of any degree or diploma. All the sources of information and
help have been duly mentioned and acknowledge.
Submitted by:Priyanka Kumari
CONTENTS
1). ABSTRACT.
2).COMPANY PROFILE.
3).COMPANY HISTORY.
4).RECRUITMENT AND SELECTION. (I) RECRUITMENT: 1.1 MEANING. 1.2 NEED FOR RECRUITMENT. 1.3 RECRUITMENT PROCESS. 1.4 EVALUATION OF RECRUITMENT PROCESS. 1.5 SOURCES OF RECRUITMENT. 1.6 60-SECONDS GUIDE TO HIRING THE RIGHT PEOPLE.
(II) SELECTION: 2.1 SELECTION PROCESS. STEP 1:-PRILIMINARY ITERVIEW. STEP 2:- SELECTION TESTS STEP 3:- INTERVIEW. STEP 4:-REFRENCE CHECK. STEP 5:-SELECTION DECISION. STEP 6:-PHYSICAL EXAMINATION. STEP 7:-JOB OFFER. STEP 8:-CONTRACT OF EMPLOYMENT. STEP 9:-CONCLUDING THE SELECTION PROCESS. STEP 10:-EVALUATION OF SELECTION. 2.2 FOUR APPROCHES TO SELECTION. 2.3 PROBLEMS IN EFFECTIVE SELECTIONS. 2.4 DIFFERENCE (RECRUITMENT AND SELECTION).
5).RECCOMMADATION AND SUGGESSTION.
6).CONCLUTION.
7). QUESTIONNAIRE
7).BIBLOGRAPHY.
ABSTRACT
JKO is a mega corporate entity that is emblematic of excellence, diversification and pioneering new technologies. A part of JK Organization which ranks among the leading private sector groups in India, JK Tyre and Industries is committed to self reliance and follows an ethic that views customer satisfaction as an index of achievement Leaders in the Indian Tyre Industry.
The name J.K. Organization, which today is one of the leading Private Sector Groups in India, was founded over 100 years ago. For J.K. Organization it's been a century of multi-business, multi-product and multi-location business operation. The companies in the Group have a diverse portfolio, including Automotive Tyres & Tubes, Paper & Pulp, Cement, V-Belts, Oil Seals, Power Transmission Systems, Hybrid Seeds, Woolen Textiles, Readymade Apparels, Sugar, Food & Dairy Products, Cosmetics, etc.
J. K. Organization
JK Tyre
JK Paper
JK Lakshmi Cement
Fenner (India)
JK Seeds
JK Sugar
Umang Dairies
CliniRx Research
JK Insurance Brokers
Other JK companies
‘‘Innovation and passion to perform has always been the driving force at
J.K. Organization’’
There are different companies for different businesses. Most of these are
public limited companies and are quoted on the stock exchanges with
large number of public shareholders
All products of the Group are not only strong brand names but also reputed market leaders in their respective segments.
RESEARCH & DEVELOPMENT The will to innovate signifies the ethos at J.K. Organization. The
J.K. Organization is continuously striving to achieve excellence in its products and processes. It has set up highly reputed Research and Development Institutes in India.
HASETRI …….. HARI SHANKAR SINGHANIA ELASTOMER AND TYRE RESEARCH INSTITUTE (HASETRI)
PAPRI ……….. PAPER AND PULP RESEARCH INSTITUTE (PAPRI)
The Group's exports span over 60 countries across 6 continents comprising of products like tyres, paper, woolen textiles, readymade apparels, rubber products, engineering products etc. It has global presence with manufacturing operations and outsourcing arrangement in different parts of the world.
Most of the Group's plants have ISO 9001 certification and some also have earned QS 9000 and ISO 14001 certifications, which include caring for environment. it's no surprise that the Group has bagged various awards for betterment of the environment and exports.
OBJECTIVES OF STUDY
The main objective of our study is to ensure the quality of company’s selection
and recruitment process. Along with we consider the following point as an object
during our studies:
1: To identify company’s sources of recruitment.
2: To take feedback from employees on existing system
COMPANY PROFILE
OUR VISION
“TO BE AMONGST THE MOST ADMIRED COMPANIES IN INDIA COMMITED TO EXCELLENCE.”
OUR MISSION
BE A CUSTOMER OBSESSED COMPANY NO.1 TYRE BRAND IN INDIA DELIVER ENHANCED VALUE TO ALL STAKEHOLDERS MOST PROFITABLE TYRE COMPANY IN INDIA ENCHANCE GLOBAL PRESENCE THROUGH ACQISITION MOTIVATED AND COMMITTED TEAM DEVELOPMENT FOR
HIGH PERFORMANCE ORGANIZATION
JK ORGANISATION - A CENTURY OF TRUST
Innovation and passion to perform have always been the driving forces at J K Organization.
JK Organization, is one of the leading Private Sector Groups in India, was founded over 100 years ago - it's been a century of multi-business, multi-product and multi-location business operation.
CUSTOMER SATISFACTION - OUR CREDO
Customer Satisfaction has always been our prime focus. We are indeed proud of our highly experienced and professional team for winning the trust of customers and building strong relationships with them.
Our 115 company owned stocking points serve over 4000 dealers across the country.We have set up 130 JK Tyre Steel Wheels - a unique concept in car tyre retailing which provides value added services like wheel balancing, alignment and tyre
care to customers.Our Truck Radial Care Centers offer after-sales service for Truck/Bus Radials, which operate on 365 days / 24 hours basis. A large number of such centers have been set up along all major National Highways.JK Tyre has been among the top two tyre companies in respect of Customer Satisfaction, as per JK Power Asia Pacific Study, for many years.
First Indian tyre company to introduce All Steel Truck & Bus Radials in India in 1999Pioneered Radial technology in India by introducing passenger radials in 1977First Indian tyre company to be recognized as 'SUPERBRAND' by Global Advertising Professionals
R & D - TECHNOLOGY OUR DRIVING FORCE
We have always been pushing the limits of possibilities. Our research centers have been our nerve centers for extensive research and development. These are:
Mr. Hari Shankar Singhania Elastomer and Tyre Research Institute (HASETRI) - Jaykaygram, Kankroli (Rajasthan) and Faridabad (Haryana) Dr. Raghupati Singhania Center of Excellence for Tyre and Vehicle Mechanics - Chennai (Tamil Nadu)
FUTURE PLANS
India is fast emerging as a global automobile hub particularly for small cars. It offers immense opportunities for JK Tyre to grow its business both organically and inorganically.
We have been constantly exploring ways of increasing our presence in different world markets, through alliances and acquisitions in tyre and related business. In all our Endeavour’s, our core focus is on customer delight. Enlarging the customer base, providing them with better quality of services and more value added products, will continue to be the key areas of our thrust.
OUR FIRSTS - LEADING THE WAY
Ever since its inception, JK Tyre has been a leader rather than a follower. We have garnered many Firsts to our credit like;
First in India to launch 'Eco-friendly - Green tyre'First in India to launch 'Dual Contact' - Aquasonic tyreFirst to launch 'Asymmetric' tyreFirst in India to launch high performance tyre - H rated - Speed of above 190 kms upto 210 kmsV rated - Speed of above 210 kms upto 240 kmsZ rated - Speed of above 240 kms upto 300 kms.
World's first tyre manufacturer to get QS 9000 certification for all its multi-location operationsWorld's first tyre manufacturer to get ISO 9001 certification for its entire operations.
MOTORSPORTS - PUTTING INDIA ON THE FAST TRACK
JK Tyre is synonymous with Motorsports in India. By investing in infrastructure and instituting championship, JK Tyre has taken upon itself to put India on the world motorsports map.
COMPANY LOGO
COMPANY HISTORY
YEAR EVENTS 1951 - The Comp. was incorporated as a private limited Comp. in West Bengal in 14th February, 1951. Until 31st March 1970, the Comp. was engaged in the managing agency business. Thereafter, the Comp. decided to undertake manufacturing activities and obtained a letter of intent in February 1972 for manufacture of automobile tyres & tubes.
- The letter of intent was converted into an industrial license in February 1974 for manufacture of 4 lakh nos. each automobile tyre & tubes per annum. The Comp. was converted into a public limited Comp. on 1st April 1974. The manufacturing project was promoted by Straw Products Ltd & J.K. Synthetics Ltd.
- The Comp. entered into technical collaboration with General Tire International Co., U.S.A., [a subsidiary of General Tire & Rubber Co., U.S.A.s] for technical services for a period of 5 years & sales agreement for supply of technical know-how, engineering & documentation for operational facilities [for a period of 8 years from 23.8.73s].
- Under the collaboration agreement, the Comp. has the right to use on its products the wording 'Made in collaboration with General Tire International Co., USA'.
YEAR EVENTS 1982 - The company technical collaboration agreement with General Tire International Co., was renewed for a further period of 5 years.
YEAR EVENTS 1987 - The overall working resulted in substantial profits despite a 51-days strike as well as go-slow from 14th October. The strike had since then been resolved & amicable settlement was reached. Efforts were on to launch a new pattern in steel belted radial tyres.
YEAR EVENTS 1988 - New steel radial tyres for Maruti Gypsy & Tata mobile were introduced. The Comp. proposed to incur an expenditure of Rs 300 lakhs for installation of latest & sophisticated R&D equipment.
YEAR EVENTS 1989 - Several new patterns & sizes of tyres were introduced including a semi-lug Nylon Truck tyre, all of which were well received in the market. 1991 - Handeep Investment, Ltd., Hidrive Finance Ltd., Panchanan Investment Ltd., & Radial Finance Ltd., J. K. International Ltd., Shivdham Properties Ltd., & J.K. Asia Pacific, Ltd., are subsidiaries of Company.
YEAR EVENTS 1992 - The J.K. International division expanded its activities by opening its office in Moscow besides starting Company's subsidiaries in U.K. and Honkong. The radial tyres for tractors & business launched in the previous year were well received.
YEAR EVENTS 1993 - New radial tyres `Brute' & `Ultima' were introduced. The Comp. was in the process of developing steel belted radial tyres for prestigious cars in the Mercedes Benz, Peugeot, Daewoo race & Opel Astra. A new pattern developed for bus and trucks `PE-T8' was well received in the market.
YEAR EVENTS 1994 - The Comp. maintained its pace of growth, despite steep rise in raw material & input costs & competition. The Company effected an all round cost reduction & attained higher capacity utilization at both the tyre plants at Jaykaygram and Banmore.
- The T-rated Ultima tyres launched for new generation cars found its acceptance in DCM Daewoo `Ceilo'. Also J.K. Steel radial was chosen for Mercedes Benz India. - The Comp. undertook to develop steel radials for GM `Astra'. PAL `Peugekot' FIAT's, `UNO' & M and M `Ford'.
- The Comp. launched a premium truck tyre `Jet Trak' - 39 which was introduced to meet the need of the heavy load market. The new tractor rear tyre `SONA' was well received in the market.
YEAR EVENTS 1996 - During this period, a new Car tyre 'Jet Drive XS', the widest nylon car tyre for Maruti 800 was launched. Along with new semi-lug & heavy duty lug tyre for trucks, a new lug tyre for super heavy load applications 'Jet Trak 39' was also introduced. In the Radial category, 'Ultima XR Radial', a terrain tyre was introduced. All these products were well received in the market.
- Both the tyre plants operated to full capacity. In line with JK tyre, the radials unit introduced the dual contact high traction & high performance Aquasonic steel radial car tyre. The unit also developed India first & only H-rated ultima Xs' especially for Mercedes - Benz Cars.
YEAR EVENTS 2000 - The Comp. proposes to reduce its debt by Rs 125 crore in the current fiscal from the current level of Rs 635 crore by way of loan repayment.
- The Comp. & Indian Oil Corporation have entered into a marketing alliance for installing digital air pressure gauges and setting up sales & services outlets at IOC petrol stations throughout the country.
YEAR EVENTS 2001 - Raghupati Singhania managing director of J K Industries has been appointed the 19th Chairman of Automotive Tyre Manufacturers Association, the representative body of tyre industry in India.
YEAR EVENTS 2002- J.K.Industries Ltd has informed BSE that CRISIL has assigned a P1+ rating to the Commercial Paper programme of company.
YEAR EVENTS 2003 - J.K. Industries Ltd [JKIs] has a new Marketing Director in Mr. Ajay Kapila. Before joining JKI, Mr Kapila was Senior Vice-President [Sales & Marketing’s] at Kinetic Engineering limited He was also Director on board & operational head of Kinetic direct selling arm - Kinetic Marketing Services Ltd.
-Completes its comprehensive restructuring exercise of businesses that leads to its emergence as a pure automotive tyre company. Along with the de-merger of its non-tyre business, Sugar & Agri Seeds, into separate companies namely JK Sugar Ltd & JK Agri-Genetics Ltd, JKI also completes the merger of Vikrant Tyres Ltd with itself
-J.K.Industries delists from Jaipur Stock Exchange
-divested its wholly-owned subsidiary called J.K. Drugs & Pharmaceuticals Ltd to TEVA Pharmaceuticals of Israel.
YEAR EVENTS 2004 -JK Industries Ltd has informed that its securities are delisted from Delhi Stock Exchange Association Ltd [DSEs] w.e.f. January 29, 2004.
YEAR EVENTS 2007 - JK Industries Ltd has informed that the name of Comp. has been changed from 'J K Industries Ltd' to 'JK Tyre and Industries Ltd' w.e.f. April 02, 2007.
- Comp. name has been changed from JK Industries Ltd to JK Tyre and Industries Ltd.
YEAR EVENTS 2008 -The Comp. has issued rights in the ratio of 1:3 at a premium of Rs.75 per Share.
RECRUITMENT AND SELECTION
Recruitment and Selection are simultaneous process and are
incomplete without each other. They are important components of
the organization and are different from each other. Since all the
aspect needs practical example and explanation this project
includes Recruitment and selection Process of Infosys. And a
practical case study. I t also contains addresses of various and top
placement consultants and the pricelist of advertisements in the
magazine.
HUMAN RESOURCE DEPARTMENT (J.K.TYRE
BANMORE)
MR. B.D.ROY(CHIEF MANAGER)
MR. PARFULL C. DHAR (MANAGER PERSONNEL )
MR. ONKAR SINGH(OFFICER HRD)
MR. VISHNU BANDIL(CORDINATOR)
INTRODUCTION:
Recruitment and selection are two of the most important
functions of personnel management. Recruitment precedes
selection and helps in selecting a r ight candidate.
Recruitment is a process to discover the sources of
manpower to meet the requirement of the staffing schedule and to
employ effective measures for at tracting that manpower in
adequate numbers to facil i tate effective selection of efficient
personnel.
Staffing is one basic function of management. All managers
have responsibil i ty of staffing function by selecting the chief
executive and even the foremen and supervisors have a staffing
responsibil i ty when they select the rank and fi le workers.
However, the personnel manager and his personnel department is
mainly concerned with the staffing function.
Every organization needs to look after recruitment and selection in the
initial period and thereafter as and when additional manpower is
required due to expansion and development of business activities.
‘Right person for the right job’ is the basic principle in
recruitment and selection. Ever organization should give attention to
the selection of its manpower, especially its managers. The operative
manpower is equally important and essential for the orderly working
of an enterprise. Every business organization/unit needs manpower for
carrying different business activities smoothly and efficiently and for
this recruitment and selection of suitable candidates are essential.
Human resource management in an organization will not be possible
if unsuitable persons are selected and employment in a business unit.
1.1 MEANING:
Recruitment means to estimate the available vacancies and to make
suitable arrangements for their selection and appointment.
Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right
people can be selected.
A formal definit ion states, “It is the process of f inding and
attracting capable applicants for the employment. The process
begins when new recruits are sought and ends when their
applicants are submitted. The result is a pool of applicants from
which new employees are selected”. In this, the available
vacancies are given wide publicity and suitable candidates are
encouraged to submit applications so as to have a pool of el igible
candidates for scientif ic selection.
In recruitment, information is collected from interested
candidates. For this different source such as newspaper
advertisement, employment exchanges, internal promotion, etc. are
used.
In the recruitment, a pool of el igible and interested
candidates is created for selection of most suitable candidates.
Recruitment represents the first contact that a company makes with
potential employees.
Definition:
According to EDWIN FLIPPO, “Recruitment is the process of
searching for prospective employees and st imulating them to apply
for jobs in the organization.”
1.2 Need for recruitment:
The need for recruitment may be due to the following
reasons/si tuation:
a) Vacancies due to promotions, transfer, ret irement, termination,
permanent disabil i ty, death and labor turnover.
b) Creation of new vacancies due to the growth, expansion and
diversification of business activit ies of an enterprise. In addit ion,
new vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine the present and future requirements of the
organization on conjunction with i ts personnel-planning and job
analysis activit ies.
2. Increase the pool of job candidates at minimum cost .
3. Help increase the success rate of the selection process by
reducing the number of visibly under qualif ied or over qualif ied
job applicants.
Help reduce the probabil i ty that job applicants, once recruited and
selected, will leave the organization only after a short period of
t ime.
5. Meet the organization’s legal and social obligations regarding
the composit ion of i ts work force.
6. Begin identifying and preparing potential job applicants who
will be appropriate candidates.
7. Increase organizational and individual effectiveness in the short
term and long term.
8. Evaluate the effectiveness of various recruit ing techniques and
sources for al l types of job applicants.
Recruitment is a posit ive function in which publicity is
given to the jobs available in the organization and interested
candidates are encouraged to submit applications for the purpose
of selection.
Recruitment represents the first contact that a company
makes with potential employees. I t is through recruitment that
many individuals will come to know a company, and eventually
decided whether they wish to work for i t . A well-planned and well-
managed recruit ing effort will result in high quali ty applicants,
whereas, a haphazard and piecemeal efforts will result in mediocre
ones.
Unscientific Recruitment and Selection:
Previously, the selection of candidates
was influenced by supersti t ions, beliefs, personal prejudices of
managers looking after the recruitment and selection of the staff .
The net result of such unscientif ic recruitment and selection are:
(a)Low productivity of labor
(b)High turnover
(c)Excessive wastage of raw materials
(d)More accidents and corresponding loss to the organization
(e)Inefficient working of the whole organization and finally
(f)Inefficient execution of training and management development programs.
Scientific recruitment and selection:
The importance of selection recruitment and selection of staff is
now accepted in the business world. Selection is important as i t
has i ts impact on work performance and employee cost . As result
scientif ic methods of recruitment and selection are extensively for
the selection of managers and the supervisory staff . The assistance
of experts such as industrial psychologist and management
consultants are also taken for the purpose of scientif ic selection.
As a result , the objective of “right man for the right job” is
achieved in many organizations. Moreover, “right job” is the basic
principle in man power procurement.
1.3 RECRUITMENT PROCESS:
Recruitment refers to the process of identifying and attracting job
seekers so as to build a pool of qualif ied job applicants. The
process comprises f ive interrelated stages, viz,
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control .
The ideal recruitment programme is the one that at tracts a
relatively larger number of qualif ied applicants who will survive
the screening process and accept posit ions with the organisation,
when offered. Recruitment programmes can miss the ideal in many
ways i .e. by fail ing to attract an adequate applicant pool, by
under/oversell ing the organisation or by inadequate 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 the individuals with the
appropriate qualif ications and interests, what inducement to use
for various types of applicants groups, how to dist inguish
applicants who are qualif ied from those who have a reasonable
chance of success and how to evaluate their work.
STAGE 1:
RECRUITMENT PLANNING:
The first stage in the recruitment process is planning.
Planning involves the translation of l ikely job vacancies and
information about the nature of these jobs into set of objectives or
targets that specify the
(1) Numbers and
(2) Types of applicant have to be contacted.
Numbers of contact:
Organizations, nearly always, plan to attract more applicants than
they will hire. Some of those contacted will be uninterested,
unqualif ied or both. Each t ime a recruitment Programme is
contemplated, one task is to estimate the number of applicants
necessary to fi l l al l vacancies with the qualif ied people.Types of contacts:
I t is basically concerned with the types of people to be informed
about job openings. The type of people depends on the tasks and
responsibil i t ies involved and the qualif ications and experience
expected. These details are available through job description and
job specification.
STAGE 2:STRATEGY DEVELOPMENT:
When it is est imated that what types of recruitment and how
many are required then one has concentrate in
(1). Make or Buy employees.
(2). Technological sophistication of recruitment and
selection devices.
(3). Geographical distr ibution of labor markets comprising
job seekers.
(4). Sources of recruitment.
(5). Sequencing the activit ies in the recruitment process.
‘Make’ or ‘Buy’:
Organization must decide whether to hire le skil led
employees and invest on training and education programmes, or
they can hire skil led labor and professional. Essentially, this is the
‘make’ or ‘buy’ decision. Organizations, which hire skil led and
professionals shall have to pay more for these employees.
Technological Sophistication:
The second decision in strategy development relates to the
methods used in recruitment and selection. This decision is mainly
influenced by the available technology. The advent of computers
has made i t possible for employers to scan national and
international applicant qualif ication. Although impersonal,
computers have given employers and job seekers a wider scope of
options in the init ial screening stage.
Where to look:
In order to reduce the costs, organizations look in to labor
markets most l ikely to offer the required job seekers. Generally,
companies look in to the national market for managerial and
professional employees, regional or local markets for technical
employees and local markets for the clerical and blue-collar
employees.
When to look:
An effective recruit ing strategy must determine when to
look-decide on the t imings of events besides knowing where and
how to look for job applicants .
STAGE 3:
SEARCHNG:
Once a recruitment plan and strategy are worked out, the search
process can begin. Search involves two steps
A). Source activation and
B). Sell ing.
A). SOURCE ACTIVATION:
Typically, sources and search methods
are activated by the issuance of an employee requisi t ion. This
means that no actual recruit ing takes place unti l lone managers
have verified that vacancy does exist or will exist .
If the organization has planned well and done a good job of
developing i ts sources and search methods, activation soon results
in a f lood of applications and/or resumes.
The application received must be screened. Those who pass
have to be contacted and invited for interview. Unsuccessful
applicants must be sent let ter of regret .
B). SELLING:
A second issue to be addressed in the searching process
concerns communications. Here, organization walks t ightrope. On
one hand, they want to do whatever they can to attract desirable
applicants. On the other hand, they must resist the temptation of
oversell ing their virtues.
In sell ing the organization, both the message and the media
deserve attention. Message refers to the employment
advertisement. With regards to media, i t may be stated that
effectiveness of any recruit ing message depends on the media.
Media are several-some have low credibil i ty, while others enjoy
high credibil i ty. Selection of medium or media needs to be done
with a lot of care.
STEP 4:
SCREENING:
Screening of applicants can be regarded as an integral part of the
recruit ing process, though many view it as the first step in the
selection process. Even the definit ion on recruitment, we quoted in
the beginning of this chapter, excludes screening from its scope.
However, we have included screening in recruitment for valid
reasons. The selection process will begin after the applications
have been scrutinized and short-l isted. Hiring of professors in a
university is a typical si tuation. Application received in response
to advertisements is screened and only eligible applicants are
called for an interview. A selection committee comprising the
Vice- chancellor, Registrar and subject experts conducts interview.
Here, the recruitment process extends up to screening the
applications. The selection process commences only later.
Purpose of screening:
The purpose of screening is to remove from the recruitment
process, at an early stage, those applicants who are visibly
unqualif ied for the job. Effective screening can save a great deal
of t ime and money. Care must be exercised, however, to assure
that potential ly good employees are not rejected without
justif ication.
In screening, clear job specifications are invaluable. I t is
both good practice and a legal necessity that applicant’s
qualif ication is judged on the basis of their knowledge, skil ls ,
abil i t ies and interest required to do the job.
The techniques used to screen applicants vary depending on
the candidate sources and recruit ing methods used. Interview and
application blanks may be used to screen walk-ins. Campus
recruiters and agency representatives use interviews and resumes.
Reference checks are also useful in screening.
STAGE 5:
EVALUATION AND CONTROL:
Evaluation and control is necessary as
considerable costs are incurred in the recruitment process. The
costs generally incurred are: -
1. Salaries for recruiters.
2. Management and professional t ime spent on preparing job
description, job specifications, advertisements, agency l iaison and
so forth.
3. The cost of advertisements or other recruitment methods, that is ,
agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain
unfil led.
6. Cost of recruit ing unsuitable candidates for the selection
process.
1.4 EVALUATION OF RECRUITMENT PROCESS
The recruitment has the objective of searching
for and obtaining applications for job seekers in sufficient number
and quali ty.
Keeping this objective in the mind, the evaluation might include:
1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data
6. Comments on image projected.
1.5 SOURCES OF RECRUITMENT:
(I)INTERNAL SOURCES:
(II)EXTERNAL SOURCES:
1) Promotion
1) Campus recruitment
2) Transfers
2) Press advertisement
3) Internal notification
3) Management consultancy service (Advertisement) & private employment
exchanges
4) Retirement
4) Deputation of personnel or transfer from one enterprise to another
5) Recall
5) Management training schemes
6) Former employees
6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources
The sources of recruitment can be broadly categorized into internal
and external sources- Evaluation and control is necessary as
considerable costs are incurred in the recruitment process.
The costs generally incurred are: -
1. Salaries for recruiters.
2. Management and professional t ime spent on preparing job
description, job specifications, advertisements, agency l iaison and
so forth.
3. The cost of advertisements or other recruitment methods, that is ,
agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain
unfil led.
6. Cost of recruit ing unsuitable candidates for the selection
process.
(I) Internal Recruitment –
Internal recruitment seeks applicants for
posit ions from within the company. The various internal sources
include:
➢ Promotions and Transfers –
Promotion is an effective means using job posting and
personnel records. Job posting requires notifying vacant posit ions
by posting notices, circulating publications or announcing at staff
meetings and invit ing employees to apply. Personnel records help
discover employees who are doing jobs below their educational
qualif ications or skil l levels. Promotions has many advantages l ike
i t is good public relations, builds morale, encourages competent
individuals who are ambitious, improves the probabil i ty of good
selection since information on the individual’s performance is
readily available, is cheaper than going outside to recruit , those
chosen internally are familiar with the organization thus reducing
the orientation t ime and energy and also acts as a training device
for developing middle-level and top-level managers. However,
promotions restrict the field of selection preventing fresh blood &
ideas from entering the organization. I t also leads to inbreeding in
the organization. Transfers are also important in providing
employees with a broad-based view of the organization, necessary
for future promotions.
➢ Employee referrals-
Employees can develop good prospects for their families and
friends by acquainting them with the advantages of a job with the
company, furnishing them with introduction and encouraging them
to apply. This is a very effective means as many qualif ied people
can be reached at a very low cost to the company. The other
advantages are that the employees would bring only those referrals
that they feel would be able to f i t in the organization based on
their own experience. The organization can be assured of the
reliabil i ty and the character of the referrals. In this way, the
organization can also fulfi l l social obligations and create goodwill .
➢ Former Employees-
These include retired employees who are will ing to work
on a part-t ime basis, individuals who left work and are will ing to
come back for higher compensations. Even retrenched employees
are taken up once again. The advantage here is that the people are
already known to the organization and there is no need to find out
their past performance and character. Also, there is no need of an
orientation programme for them, since they are familiar with the
organization.
➢ Dependents of deceased employees-
Usually, banks follow this policy. If an employee dies,
his / her spouse or son or daughter is recruited in their place. This
is usually an effective way to fulfi l social obligation and create
goodwill .
➢ Recalls: -
When management faces a problem, which can be solved only by
a manager who has proceeded on long leave, i t may de decided to
recall that persons after the problem is solved, his leave
may be extended.
➢ Retirements: -
At times, management may not find suitable candidates in
place of the one who had retired, after meritorious service.
Under the circumstances, management may decide to call
retired managers with new extension.
➢ Internal notification (advertisement): -
Sometimes, management issues an internal notif ication for the
benefit of exist ing employees. Most employees know from their
own experience about the requirement of the job and what sort of
person the company is looking for. Often employees have friends
or acquaintances who meet these requirements. Suitable persons
are appointed at the vacant posts.
(II) External Recruitment:
External recruitment seeks applicants for
posit ions from sources outside the company. They have
outnumbered the internal methods. The various external sources
include:
➢ Professional or Trade Associations:-
Many associations provide placement service to i ts
members. I t consists of compiling job seeker’s l ists and providing
access to members during regional or national conventions. Also,
the publications of these associations carry classified
advertisements from employers interested in recruit ing their
members. These are part icularly useful for at tracting highly
educated, experienced or skil led personnel. Also, the recruiters can
zero on in specific job seekers, especially for hard-to-fi l l technical
posts.
➢ Advertisements:-
It is a popular method of seeking recruits , as many
recruiters prefer advertisements because of their wide reach. Want
ads describe the job benefits , identify the employer and tel l those
interested how to apply. Newspaper is the most common medium
but for highly specialized recruits , advertisements maybe placed in
professional or business journals.
Advertisements must contain proper information l ike
the job content, working condit ions, location of job, compensation
including fringe benefits , job specifications, growth aspects, etc.
The advertisement has to sell the idea that the company and job are
perfect for the candidate. Recruitment advertisements can also
serve as corporate advertisements to build Company’s image. I t
also cost effective.
➢ Employment Exchanges:-
Employment Exchanges have been set up all over the
country in deference to the provision of the Employment
Exchanges (Compulsory Notification of Vacancies) Act, 1959.The
Act applies to all industrial establishments having 25workers or
more each. The Act requires all the industrial establishments to
notify the vacancies before they are fi l led. The major functions of
the exchanges are to increase the pool of possible applicants and to
do the preliminary screening. Thus, employment exchanges act as a
l ink between the employers and the prospective employees. These
offices are part icularly useful to in recruit ing blue-collar, white
collar and technical workers.
➢ Campus Recruitments:-
Colleges, universit ies, research laboratories, sports
f ields and insti tutes are fert i le ground for recruiters, part icularly
the insti tutes. Campus Recruitment is going global with companies
l ike HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and
Reliance looking for global markets. Some companies recruit a
given number of candidates from these insti tutes every year.
Campus recruitment is so much sought after that each college;
university department or insti tute will have a placement officer to
handle recruitment functions. However, i t is often an expensive
process, even if recruit ing process produces job offers and
acceptances eventually. A majority leave the organization within
the first f ive years of their employment. Yet, i t is a major source
of recruitment for prestigious companies.
➢ 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 let ters or resumes. Direct applications can
also provide a pool of potential employees to meet future needs.
From employees’ viewpoint, walk-ins are preferable as they are
free from the hassles associated with other methods of recruitment.
While direct applications are part icularly effective in fi l l ing entry-
level and unskil led vacancies, some organizations compile pools of
potential employees from direct applications for skil led posit ions.
Write-ins are those who send writ ten enquiries. These jobseekers
are asked to complete application forms for further processing.
Talk-ins involves the job aspirants meeting the recruiter (on an
appropriated date) for detailed talks. No application is required to
be submitted to the recruiter .
➢ Contractors:
They are used to recruit casual workers. The names of the
workers are not entered in the company records and, to this extent;
difficult ies experienced in maintaining permanent workers are
avoided.
➢ Consultants:
They are in the profession for recruit ing and selecting
managerial and executive personnel. They are useful as they have
nationwide contacts and lend professionalism to the hiring process.
They also keep prospective employer and employee anonymous.
However, the cost can be a deterrent factor.
➢ Head Hunters:
They are useful in specialized and skil led candidate
working in a part icular company. An agent is sent to represent the
recruit ing company and offer is made to the candidate. This is a
useful source when both the companies involved are in the same
field, and the employee is reluctant to take the offer since he fears,
that his company is test ing his loyalty.
➢ Radio, Television and Internet:
Radio and television are used to reach certain types of
job applicants such as skil led workers. Radio and television are
used but sparingly, and that too, by government departments only.
Companies in the private sector are hesitant to use the media
because of high costs and also because they fear that such
advertising will make the companies look desperate and damage
their conservative image. However, there is nothing inherently
desperate about using radio and television. I t depends upon what is
said and how it is delivered. Internet is becoming a popular option
for recruitment today. There is specialized si tes l ikenaukri .com.
Also, websites of companies have a separate section
Where in; aspirants can submit their resumes and applications.
This provides a wider reach.
➢ Competitors:-
This method is popularly known as “poaching” or
“raiding” which involves identifying the right people in r ival
companies, offering them better terms and luring them away. For
instance, several executives of HMT left to join Titan Watch
Company. There are legal and ethical issues involved in raiding
rival f irms for potential candidates. From the legal point of view,
an employee is expected to join a new organization only after
obtaining a ‘no objection cert if icate’ from his/ her present
employer. Violating this requirement shall bind the employee to
pay a few months’ salary to his/ her present employer as a
punishment. However, there are many ethical issues attached to i t .
➢ Mergers and Acquisitions:
When organizations combine, they have a pool of
employees, out of whom some may not be necessary any longer. As
a result , the new organization has, in effect , a pool of qualif ied job
applicants. As a result , new jobs may be created. Both new and old
jobs may be readily staffed by drawing the best-qualif ied
applicants from this employee pool. This method facil i tates the
immediate implementation of an organization’s strategic plan. I t
enables an organization to pursue a business plan, However, the
need to displace employees and to integrate a large number of them
rather quickly into a new organization means that the personnel-
planning and selection process becomes cri t ical more than ever.
Evaluation of External Recruitment:
External sources of recruitment have both merits and demerits .
The merits are-
✔ The organization will have the benefit of new skil ls , new
talents and new experiences, if people are hired from external
sources.
✔ The management will be able to fulfi l l reservation
requirements in favor of the disadvantaged sections of the society.
✔ Scope for resentment, heartburn and jealousy can be
avoided by recruit ing from outside.
The demerits are
✔ Better motivation and increased morale associated with
promoting own employees re lost to the organization.
✔ External recruitment is costly.
✔ If recruitment and selection processes are not properly
carried out, chances of r ight candidates being rejected and wrong
applicants being selected occur.
✔ High training t ime is associated with external recruitment.
98% of organizational success depends upon efficient employee
selection
1.6 60-Seconds Guide to Hiring the Right People:
0:60 Define the Duties:
To find promising employees, you must f irst determine what you
want them to do. Carefully consider al l direct and associated
responsibil i t ies and incorporate them into a writ ten job
description. Be careful with general t i t les such as typist or sales
clerk, as they have different meanings to different people.
0:49 …and what it takes to do them:
Fulfi l l ing these responsibil i t ies will require some level of skil l and
experience, even if i t is an entry-level posit ion. Be reasonable
about your expectations. Sett ing the bar too high may l imit your
available talent pool; sett ing i t too low risks a f lood of
applications from those unqualif ied for the job.
0:37 make it worth their while:
Likewise, you don’t want to be overly generous or restrict ive about
compensation. State and local chambers of commerce, employment
bureaus and professional associations can help you determine
appropriate wages and benefits . Scanning descriptions of
comparable jobs in the classified ads and other employment
publications will also provide clues about prevail ing wage rates.
0:38 spread the word:
How you advertise your job opening depends on whom you want to
attract . Some posit ions are as easy to promote as posting a “help
wanted” sign in your store window or placing an ad in your local
newspaper. For jobs requiring more specialized skil ls , consider
targeted channels such as trade magazines, on-line job banks and
employment agencies ( though these may require a fee). And don’t
over look sources such as friends, neighbors, supplier’s customers
and present employees.
0:25 talk it over:
Because you have clearly defined the role and requirements, you
should have l i t t le difficulty identifying candidates for interviews.
Make sure you schedule them when you have ample t ime to review
the resume, prepare your questions and give the candidate you run
divided attention. After the interview, jot down any impressions or
key points while they’re st i l l fresh in your mind. This will be
evaluable reference when i t’s t ime to make a decision.
0:12 Follow-up on Interviews:
You want to believe your candidates are being honest , but never
assume. Contact references to make sure you’re gett ing the facts or
to clear up any uncertainties. Professional background checks are a
wise investment for highly sensit ive posit ions, or those that
involve handling substantial amounts of money and valuables.
0:03 you’ve found them; now keep them:Now that you’ve hired ideal employees, make sure they stay with
you by providing training and professional development
opportunit ies. The small business experts at SCORE can help you
craft human resource policies and incentive plans that will ensure
your company remains the small business employer of choice.
SELECTION
Selection is defined as the process of differentiat ing between
applicants in order to identify (and hire) those with a greater
l ikelihood of success in a job.
Selection is basically picking an applicant from (a pool of
applicants) who has the appropriate qualif ication and competency
to do the job.
The difference between recruitment and selection:
Recruitment is identifying n encouraging
prospective employees to apply for a job. And Selection is
selecting the right candidate from the pool of applicants.
2.1 SELECTION PROCESS
Selection is along process, commencing from the
preliminary interview of the applicants and ending with the
contract of employment.
The following chart gives an idea about selection
process: -
External Environment
Internal Environment
Preliminary Interview
Selection Tests
Employment Interview
Reference and
Background
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Environment factor affecting selection:
Selection is influenced by several factors. More prominent among them are
supply and demand of specific skil ls in the labour market, unemployment rate,
labour-market condit ions, legal and poli t ical considerations, company’s image,
company’s policy, human resources planning and cost of hiring. The last three
consti tute the internal environment and the remaining form the external
environment of selection process.
STEP 1: PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to scrutiny so
as to eliminate unqualif ied applicants. This is usually followed by a
preliminary interview the purpose of which is more or less the same as scrutiny
of application, that is , el iminate of unqualif ied applicants. Scrutiny enables the
HR specialists to eliminate unqualif ied jobseekers based on the information
supplied in their application forms. Preliminary interview, on the other hand,
helps reject misfi ts for reason, which did not appear in the application forms.
Besides, preliminary interview, often called ‘courtesy interview’, is a good
public relation exercise.
STEP 2: SELECTION TEST:
Job seekers who pass the screening and the preliminary interview are
called for tests. Different types of tests may be administered, depending on the
job and the company. Generally, tests are used to determine the applicant’s
abil i ty, apti tude and personali ty.
Reference and
Background
Re
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The following are the type of tests taken:
1). Ability tests:-
Assist in determining how well an individual can perform tasks related to
the job. An excellent i l lustration of this is the typing tests given to a
prospective employer for secretarial job also called as ‘ACHEIVEMENT
TESTS’. I t is concerned with what one has accomplished. When applicant
claims to know something, an achievement test is taken to measure how well
they know it . Trade tests are the most common type of achievement test given.
Questions have been prepared and tested for such trades as asbestos worker,
punch-press operators, electricians and machinists. There are, of course, many
unstandardized achievement tests given in industries, such as typing or
dictation tests for an applicant for a stenographic posit ion.
2). Aptitude test:
Aptitude tests measure whether an individual’s has the capacity or latent
abil i ty to learn a given job if given adequate training. The use of apti tude test
is advisable when an applicant has had l i t t le or no experience along the l ine of
the job opening. Aptitudes tests help determine a person’s potential to learn in
a given area. An example of such test is the general management apti tude tests
(GMAT), which many business students take prior to gaining admission to a
graduate business school programme.
Aptitude test indicates the abil i ty or f i tness of an individual to engage
successfully in any number of specialized activit ies. They cover such are as
clerical apti tude, numerical apti tude, mechanical apti tude, motor co-ordination,
f inger dexteri ty and manual dexteri ty. These tests help to detect posit ive
negative points in a person’s sensory or intellectual abil i ty. They focus
attention on a part icular type of talent such as learning or reasoning in respect
of a part icular f ield of work
Forms of aptitude test:
1. Mental or intelligence tests:
They measure the overall intellectual abil i ty of a person and enable to
know whether the person has the mental abil i ty to deal with certain problems.
2. Mechanical aptitude tests:
They measure the abil i ty of a person to learn a part icular type of
mechanical work. These tests help to measure specialized technical knowledge
and problem solving abil i t ies if the candidate. They are useful in selection of
mechanics, maintenance workers, etc.
3. Psychomotor or skills tests:
They are those, which measure a person’s abil i ty to do a specific
job. Such tests are conducted in respect of semi- skil led and repeti t ive jobs
such as packing, test ing and inspection, etc.
3). Intelligence test:
This test helps to evaluate trai ts of intell igence. Mental abil i ty, presence of
mind (alertness), numerical abil i ty, memory and such other aspects can be
measured.
The intell igence is probably the most widely administered standardized test in
industry. I t is taken to judge numerical , skil ls , and reasoning, memory and
such other abil i t ies.
4). Interest Test:
This is conducted to find out l ikes and disl ikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupations are more in
l ine with a person’s interest . Such tests also enable the company to provide
vocational guidance to the selected candidates and even to the exist ing
employees.
These tests are used to measure an individual’s activity preferences. These
tests are part icularly useful for students considering many careers or
employees deciding upon career changes.
5). Personality Test:The importance of personali ty to job success is undeniable. Often an individual
who possesses the intell igence, apti tude and experience for certain has failed
because of inabil i ty to get along with and motivate other people.
I t is conducted to judge maturity, social or interpersonal
skil ls , behaviour under stress and strain, etc. this test is very much essential on
case of selection of sales force, public relation staff , etc. where personali ty
plays an important role. Personali ty tests are similar to interest tests in that
they, also, involve a serious problem of obtaining an honest answer.
6). Projective Test:
This test requires interpretation of problems or si tuations. For example, a
photograph or a picture can be shown to the candidates and they are asked to
give their views, and opinions about the picture.
7). General knowledge Test:
These days G.K. Tests are very common to find general awareness of the
candidates in the field of sports, poli t ics, world affairs, current affairs.
8). Perception Test:
At t imes perception tests can be conducted to find out beliefs, at t i tudes, and
mental sharpness.etc.
9). Graphology Test:
It is designed to analyze the handwrit ing of individual. I t has been said that an
individual’s handwrit ing can suggest the degree of energy, inhibit ion and
spontaneity, as well as disclose the idiosyncrasies and elements of balance and
control . For example, big let ters and emphasis on capital let ters indicate a
tendency towards domination and competit iveness. A slant to the right,
moderate pressure and good legibil i ty show leadership potential .
10). Polygraph Test:
Polygraph is a l ie detector, which is designed to ensure accuracy of the
information given in the applications. Department store, banks, treasury offices
and jewellery shops, that is , those highly vulnerable to theft or swindling may
find polygraph tests useful.
11). Medical Test:
It reveals physical f i tness of a candidate. With the development of technology,
medical tests have become diversified. Medical servicing helps measure and
monitor a candidate’s physical resil ience upon exposure to hazardous
chemicals.
CHOOSING TESTS:
The test must be chosen in the cri teria of rel iabil i ty, validity, objectivity and
standardization. They are: -
1. RELIABILITY: -
It refers to standardization of the procedure of administering and
scoring the test results . A person who takes tests one day and makes a certain
score should be able to take the same test the next day or the next week and
make more or less the same score. An individual’s intell igence, for example, is
generally a stable characterist ic. So if we administer an intell igence test , a
person who scores 110 in March would score close to 110 if tested in July.
Tests, which produce wide variations in results , serve l i t t le purpose in
selection.
2. VALIDITY: -It is a test , which helps predict whether a person will be successful in a given
job. A test that has been validated can be helpful in differentiat ing between
prospective employees who will be able to perform the job well and those who
will not. Naturally, no test will be 100% accurate in predicting job success. A
validated test increases possibil i ty of success. There are three ways of
validating a test .
They are as follows:
1). Concurrent Validity: - This involves determining the factors that are
characterist ics of successful employees and then using these factors as the
Yard st icks.
2). Predictive Validity: - I t involves using a selection test during the
selection process and then identifying the successful candidates. The
characterist ics of both successful and less successful candidates are then
identif ied.
3). Synthetic Validity: - It involves taking parts of several similar jobs
rather than one complete job to validate the selection test .
3. OBJECTIVITY: - When two or more people can interpret the result of
the same test and derive the same conclusion(s), the test is said to be objective.
Otherwise, the test evaluators’ subjective opinions may render the test useless.
4. STANDARDRIZATION: - A test that is standardized is administered
under standard condit ion to a large group of person who are representatives of
the individuals for whom it is intended. The purpose of standardization is to
obtain norms or standard, so that a specific test score can be meaningful when
compared to other score in the group.
STEP 3:
INTERVIEW:
The next step in the selection process is an interview. Interview is formal, in-
depth conversation conducted to evaluate the applicant’s acceptabil i ty. I t is
considered to be excellent selection device. I t is face-to-face exchange of
view, ideas and opinion between the candidates and interviewers. Basically,
interview is nothing but an oral examination of candidates. Interview can be
adapted to unskil led, skil led, managerial and profession employees.
Objectives of interview:
Interview has at least three objectives and they are a follows: -
1) Helps obtain addit ional information from the applicants
2) Facil i tates giving general information to the applicants such as company
policies, job, products manufactured and the l ike
3) Helps build the company’s image among the applicants.
Types of interview:
Interviews can be of different types. There interviews employed by the
companies.
Following are the various types of interview:
1) Informal Interview:
An informal interview is an oral interview and may take place anywhere.
The employee or the manager or the personnel manager may ask a few almost
inconsequential questions l ike name, place of birth, names of relatives etc.
ei ther in their respective offices or anywhere outside the plant of company. I t
is not planned and nobody prepares for i t . This is used widely when the labor
market is t ight and when you need workers badly.
2) Formal Interview:
Formal interviews may be held in the employment office by the
employment office in a more formal atmosphere, with the help of well
structured questions, the t ime and place of the interview will be st ipulated by
the employment office.
3) Non-directive Interview:
Non-directive interview or unstructured interview is designed to let the
interviewee speak his mind freely. The interviewer has no formal or directive
questions, but his al l at tention is to the candidate. He encourages the candidate
to talk by a l i t t le prodding whenever he is s i lent e .g . “Mr. Ray, please te l l us about
yourself af ter you’re graduated from high school” .
The idea is o give the candidate complete freedom to “sel l” him, without the
encumbrances of the interviewer’s quest ion. But the interviewer must be of higher
caliber and must guide and relate the information given by the applicant to the
objective of the interview.
4) Depth Interview:
It is designed to intensely examine the candidate’s background and thinking
and to go into considerable detail on particular subjects of an important nature
and of special interest to the candidates. For example, if the candidate says
that he is interested in tennis, a series of questions may be asked to test the
depth of understanding and interest of the candidate. These probing questions
must be asked with tact and through exhaustive analysis; i t is possible to get a
good picture of the candidate.
5) Stress Interview:
It is designed to test the candidate and his conduct and behavior by him
under condit ions of stress and strain. The interviewer may start with “Mr.
Joseph, we do not think your qualif ications and experience are adequate for
this posit ion,’ and watch the reaction of the candidates. A good candidates will
not yield, on the contrary he may substantiate why he is qualif ied to handle the
job.
This type of interview is borrowed from the Mili tary organization and this is
very useful to test behavior of individuals when they are faced with
disagreeable and trying si tuations.
6) Group Interview:
It is designed to save busy executive’s t ime and to see how the candidates may
be brought together in the employment office and they may be interviewed.
7) Panel Interview:
A panel or interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial posit ions. This
type of interview pools the collective judgment and wisdom of the panel in the
assessment of the candidate and also in questioning the facult ies of the
candidate.
8) Sequential Interview:
The sequential interview takes the one-to-one a step further and involves a
series of interview, usually uti l izing the strength and knowledgebase of each
interviewer, so that each interviewer can ask questions in relation to his or her
subject area of each candidate, as the candidate moves from room to room.
9) Structures Interview:
In a structured interview, the interviewer uses preset standardized questions,
which are put to all the interviewees. This interview is also called as ‘Guided’
or ‘Patterned’ interview. It is useful for valid results , especially when dealing
with the large number of applicants.
10) Unstructured Interview:
It is also known as ‘Unpatterned’ interview, the interview is largely unplanned
and the interviewee does most of the talking. Unguided interview is
advantageous in as much as i t leads to a fr iendly conversation between the
interviewer and the interviewee and in the process, the later reveals more of
his or her desire and problems. But the Unpatterned interview lacks uniformity
and worse, this approach may overlook key areas of the appl icant’s ski l ls or
background. I t i s useful when the interviewer tr ies to probe personal details of
the candidate i t analyze why they are not r ight for the job.
11) Mixed Interview:
In practice, the interviewer while interviewing the job seekers uses a blend of
structured and structured and unstructured questions. This approach is called
the Mixed Interview. The structured questions provide a base of interview more
conventional and permit greater insights into the unique differences between
applicants.
12) Impromptu Interviews:
This interview commonly occurs when employers are approached directly and
tends to be very informal and unstructured. Applicants should be prepared at
all t imes for on-the-spot interviews, especially in si tuations such as a job fair
or a cold call . I t is an ideal t ime for employers to ask the candidate some basic
questions to determine whether he/she may be interested in formally
interviewing the candidate.
13) Dinner Interviews:
These interviews may be structured, informal, or socially si tuated, such as in a
restaurant. Decide what to eat quickly, some interviewers will ask you to order
f irst (do not appear indecisive). Avoid potential ly messy foods, such as
spaghett i . Be prepared for the conversation to abruptly change from friendly
chat to direct interview questions, however, do not under estimate the value of
casual discussion, some employers place a great value on i t . Be prepared to
switch gears rapidly, from fun talk to business talk.
14) Telephone Interviews:
Have a copy of your resume and any points you want to remember to say
nearby. If you are on your home telephone, make sure that al l roommates’ or
family members are aware of the interview (no loud stereos, barking dogs etc.) .
Speak a bit slower than usual. I t is crucial that you convey your enthusiasm
verbally, since the interviewer cannot see your face. If there are pauses, do not
worry; the interviewer is l ikely just taking some notes.
15) Second Interviews:
Job seekers are invited back after they have passed the first init ial interview.
Middle or senior management generally conducts the second interview,
together or separately. Applicants can expect more in-depth questions, and the
employer will be expecting a greater level of preparation on the part of the
candidates. Applicants should continue to research the employer following the
first interview, and be prepared to use any information gained through the
previous interview to their advantage.
STEP 4: REFERENCE CHECK:
Many employers request names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps, gaining
addit ional background information on an applicant. Although l isted on the
application form, references are not usually checked unti l an applicant has
successfully reached the fourth stage of a sequential selection process. When
the labor market is very t ight, organizations sometimes hire applicants before
checking references.
Previous employers, known as public f igures, university professors,
neighbours or fr iends can act as references. Previous employers are preferable
because they are already aware of the applicant’s performance. But, the
problem with this reference is the tendency on the part of the previous
employers to over-rate the applicant’s performance just to get r id of the
person.
Organisations normally seek let ters of reference or telephone references.
The lat ter is advantageous because of i ts accuracy and low cost . The telephone
reference also has the advantage of solici t ing immediate, relatively candid
comments and att i tude can sometimes be inferred from hesitat ions and
inflections in speech.
It may be stated that the information gathered through references hardly
influence selection decisions. The reasons are obvious:
1. The candidate approaches only those persons who would speak well about
him or her.
2. People may write favorably about the candidate in order to get r id of him or
her.
3. People may not l ike to divulge the truth about a candidate, lest i t might
damage or ruin his/her career.
STEP 5:
SELECTION DECISION:
After obtaining information through the preceding steps, selection decision-
the most cri t ical of al l the steps- must be made. The other stages in the
selection process have been used to narrow the number of the candidates. The
final decision has to be made the pool of individuals who pass the tests,
interviews and reference checks.
The view of the l ine manager will be generally considered in the final selection
because i t is he/she who is responsible for the performance of the new
employee. The HR manager plays a crucial role in the final selection.
STEP 6: -
PHYSICAL EXAMINATION: -
After the selection decision and before the job offer is made, the candidate is
required to undergo a physical f i tness test . A job offer is , often, contingent
upon the candidate being declared fi t after the physical examination. The
results of the medical f i tness test are recorded in a statement and are preserved
in the personnel records. There are several objectives behind a physical test .
Obviously, one reason for a physical test is to detect if the individual carries
any infectious disease. Secondly, the test assists in determining whether an
applicant is physically fi t to perform the work. Thirdly, the physical
examination information can be used to determine if there are certain physical
capabil i t ies, which differentiate successful and less successful employees.
Fourth, medical check-up protects applicants with health defects from
undertaking work that could be detrimental to them or might otherwise
endanger the employer’s property. Finally, such an examination will protect
the employer from workers compensation claims that are not valid because the
injuries or i l lness were present when the employee was hired.
STEP 7:
JOB OFFER:
The next step in the selection process is job offer to those applicants who
have crossed all the previous hurdles. Job offer is made through a let ter of
appointed. Such a let ter generally contains a date by which the appointee must
report on duty. The appointee must be given reasonable t ime for reporting.
Thos is part icularly necessary when he or she is already in employment, in
which case the appointee is required to obtain a relieving cert if icate from the
previous employer. Again, a new job may require movement to another ci ty,
which means considerable preparation, and movement of property.
The company may also want the individual to delay the date of reporting
on duty. If the new employee’s f irst job upon joining the company is to go on
company unti l perhaps a week before such training begins. Naturally, this
practice cannot be abused, especially if the individual is unemployed and does
not have sufficient f inances.
Decency demands that the rejected applicants be informed about their non-
selection. Their applicants may be preserved for future use, if any. I t needs no
emphasis that the applications of selected candidates must also be preserved
for the future references.
STEP 8:
CONTRACT OF EMPLOYMENT:
After the job offer has been made and candidates accept the offer,
certain documents need to be executed by the employer and the candidate. One
such document is the attestation form. This form contains vital details about
the candidate, which are authenticated and attested by him/her. Attestation
form will be a valid record for the future reference.
There is also a need for preparing a contract of employment. The basic
information that should be included in a writ ten contract of employment will
vary according to the level of the job, but the following checklist sets out the
typical headings:
1. Job t i t le
2. Duties, including a parse such as “The employee will perform such duties
and will be responsible to such a person, as the company may from time to t ime
direct”.
3. Date when continuous employment starts and the basis for calculating
service.
4. Rate of pay, al lowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:
i) Paid holidays per year.
i i) Calculation of holiday pay.
i i i) Qualifying period.
iv) Accrual of holidays and holiday pay.
v) Details of holiday year.
vi) Dates when holidays can be taken.
vii) Maximum holiday that can be take at any one t ime.
vii i) Carryover of holiday enti t lement.
ix) Public holidays.
7. Length of notice due to and from employee.
8. Grievances procedure (or reference to i t) .
9. Disciplinary procedure (or any reference to i t) .
10. Work rules (or any reference to them).
11. Arrangements for terminating employment.
12. Arrangements for union membership (if applicable).
13. Special terms relating to rights to patent s and designs, confidential
information and restraints on trade after termination of employment.
14. Employer’s r ight to vary terms of the contract subject to proper notif ication
being given.
Alternatively called employment agreements or simply bonds, contracts
of employment serve many useful purposes. Such contracts seek to restrain job-
hoppers, to protect knowledge and information that might be vital to a
company’s healthy bottom line and to prevent competitors from poaching
highly valued employees.
Great care is taken to draft the contract forms. Often, services of law
firms (prominent f irms in this category include Mulla, Craigie, Blunt and
Caroe, Crawford Bailey, Amarchand Mangaldas Hiralal , etc.) are engag4d to
get the forms drafted and finalized.
Most employers insist on agreements being signed by newly hired
employees. But high turnover sectors such as software, advertising and media
are more prone to use contracts.
The drawback with the contracts is that i t is almost to enforce them. A
determined employee is bound to leave the organization, contract or no
contract . The employee is prepared to pay the penalty for breaching the
agreement or the new employer will provide compensations. I t is the reason
that several companies have scrapped the contracts al together.
STEP 9: -
CONCLUDING THE SELECTION PROCESS:
Contrary to popular perception, the selection process will not end with
executing the employment contract . There is another step – amore sensit ive one
reassuring those candidates who have not selected, not because of any serious
deficiencies in their personali ty, but because their profile did not match the
requirement of the organization. They must be told that those who were
selected were done purely on relative merit .
STEP 10: -
EVALUATION OF SELECTION PROGRAMME:
The broad test of the effectiveness of the selection process is the quali ty
of the personnel hired. An organization must have competent and committed
personnel. The selection process, if properly done, will ensure availabil i ty of
such employees. How to evaluate the effectiveness of a selection programme?
A periodic audit is the answer. People who work independent of HR department
must conduct audit . The table below contains an outl ine that highlights the
areas and questions to be covered in a systematic evaluation.
2.2 Four Approaches to Selection:
1). Ethnocentric Selection:
In this approach, staffing decisions are made at the organization’s
headquarters. Subsidiaries have l imited autonomy, and the employees from the
headquarters at home and abroad fi l l key jobs. Nationals from the parent
country dominate the organizations at home and abroad.
2). Polycentric Selection:
In polycentric selection, each subsidiary is treated as a dist inct national
entity with local control key financial targets and investment decisions. Local
ci t izens manage subsidiaries, but the key jobs remain with staff from the parent
country. This is the approach, which is largely practiced in our country
3). Regiocentric Selection:
Here, control within the group and the movements of staff are managed on
a regional basis, reflecting the particular disposition of business and operations
within the group. Regional managers have greater discretion in decision.
Movement of staff is largely restricted to specific geographical regions and
promotions to the jobs continue to be dominated by managers from the parents
company.
4). Geocentric Staffing:
In this case, business strategy is integrated thoroughly on global basis.
Staff development and promotion are based on abil i ty, not nationali ty. The
broad and other parts of the top management structure are thoroughly
international in composit ion. Needless to say, such organizations are
uncommon.
2.3 PROBLEMS IN EFFECTIVE SELECTION :
The main objective of selection is to hire people
having competence and commitment. This objective s often defeated because of
certain barriers. The impediments, which check effectiveness of selection, are
perception, fairness, validity, reliability and pressure.
Perception:-
Our inability to understand others accurately is probably the most
fundamental barrier to selecting the right candidate.
Selection demands an individual or a group of people to assess and
compare the respective competencies of others, with the aim of choosing the
right persons for the jobs. But our views are highly personalized. We all
perceive the world differently. Our limited perceptual ability is obviously a
stumbling block to the objective and rational selection of the people.
Fairness:-
Fairness in selection requires that no individual should be discriminated
against on the basis of religion, region, race or gender. But the low numbers
of women and other less privileged sections of the society in middle and
senior management positions and open discrimination on the basis of age in
job advertisements and in the selection process would suggest that all the
efforts to minimize inequity have not been effective.
Validity: -
Validity, as explained earlier, is a test that helps predict job performance of
an incumbent. A test that has been validated can differentiate between the
employees who perform well and those who will not. However, a validated
test does not predict job success accurately. It can only increase possibility
of success.
Reliability:-
A reliable method is one, which will produce consistent results when
repeated in similar situations. Like validated test, a reliable test may fail to
predict job performance with precision.
Pressure:-
Pressure is brought on the selectors by politicians, bureaucrats, relatives,
friends and peers to select particular candidates. Candidates selected
because of compulsions are obviously not the right ones. Appointments to
public sectors undertakings generally take place under such pressures.
2.4 Difference (Recruitment and Selection):
1.) Recruitment is the process of searching for prospective candidates and
motivating them to apply for job in the organization whereas, selection is a
process of choosing most suitable candidates out of those, who are interested
and also qualified for job.
2.) In the recruitment process, vacancies available are finalized, publicity is
given to them and applications are collected from interested candidates.
In the selection process, available applications are scrutinized. Tests, interview
and medical examination are conducted in order to select most suitable
candidates.
3.) In recruitment the purpose is to attract maximum numbers of suitable and
interested candidates through applications.
In selection process the purpose is that the best candidate out of those qualified
and interested in the appointment.
4.) Recruitment is prior to selection. It creates proper base for actual selection.
Selection is next to recruitment. It is out of candidates’ available/interested.
5.) Recruitment is the positive function in which interested candidates are
encouraged to submit application.
Selection is a negative function in which unsuitable candidates are eliminated
and the best one is selected.
6.) Recruitment is the short process. In recruitment publicity is given to
vacancies and applications are collected from different sources
Selection is a lengthy process. It involves scrutiny of applications, giving tests,
arranging interviews and medical examination.
8.) Recruitment is not costly. Expenditure is required mainly for advertising the
posts. Selection is a costly activity, as expenditure is needed for testing
candidates and conduct of interviews.
RESEARCH METHODOLOGY
To conduct any research a scientific method must be followed the universe of study is very large
in which is difficult to collect information from the entire employee. so the sampling method has
been followed study, the analysis is based on primary as well as secondary data.
1:-PRIMARY SOURCES:-
Primary data was collected using an appropriate questionnaire and observing it.
2:-SECONDARY SOURSES:-
The secondary data was collected from company’s documents, official records.
3:-QUESTIONNAIRE:-
It is the set of question which is to be filled up by the respondents for their answers. We have
also prepared during our study for the purpose of collection of primary data. Questionnaire
designed were of multiple choice and of ended of nature.
4:-METHOD OF ANALYSIS:-
The tool of analysis adopted by me is the “QUESTIONNAIRE” which I have prepared on the
basis of my analysis.
Methodology can be defined as a systemic way of approaching a problem to identify the truth
and for this certain step should be taken in a systematic order and these steps are called methods.
“Research methodology is a process of planning, acquiring, analyzing and disseminating relevant
data and information”.
The use of right methodology is necessary because if the right methods are not adopted and
thoughts are not arrange in a logical order the exact truth might not be expressed. Thus the
methodology means correct arrangement of thoughts and knowledge.
WHY RESEARCH IS REQUIRED
Conceptually, the purpose of research is to discover the answers for the questions through
application of scientific procedures. The main aim of the research is to find out the truth
which is hidden and which has not been discovered yet.
Through each research study has its own specific purpose, but generally researchers are done:
To gain familiarities with a phenomenon or to achieve new insights into it
To determine the frequency with which something occurs or with which associated with
something else.
To test the hypothesis of casual relationship between variables.
To take appropriate decisions.
Research is a careful and systematic effort of gaining new knowledge. Research is an original
contribute on to the existing stock of knowledge making for its advancement; it is pursuit of
true with the help of study, observation, comparison and experiment. In short the search of
knowledge through objectives and systematic method of finding solution to problem is
research.
RESEARCH DESIGN:
The research design is the plan, structure and strategy of investigation conceived so as to obtain
answer to research questions and to control variance.
The definition of three important terms are – plan, structure and strategy.
The plan is an outline of the research scheme on which the researcher is to work. The structure of
the research is a more specific outline or the scheme and the strategy shows how the Research
will be carried out, specifying the methods to be used in collection and analysis of data.
Research design is the specification of methods and the procedure for acquiring the information
needed. It is the operational pattern or framework of the projects that stipulate what information
is to be collected from which sources by the procedures. The importance of research design lies
in the fact that it makes a statement of what is to be done in order to achieve the research
objectives and how it is to be done. It is an expression of what of the research exercise in terms
of results and the analytical input needed to convert data into research findings.
A design may be quite suitable in one case but could not fit in some other research problem. One
design cannot serve the purpose of all types of research problems. Also most of the research
problems are complex in nature and cannot be solved by a specific research design. Hence a
combination of research design is used to reach a solution.
The research design when chosen correctly prevents deviation in the study. The present study is
the cross sectional descriptive type with fields study and partly casual in nature as it seeks to find
out consumer behavior with respect to mobile and correlate them with income, age, education,
professions etc. and formulate marketing strategies based on the study.
SAMPLING AND SAMPLE DESIGN:
It is not possible to examine every item in the population hence interferences is drawn about a
large numbers of items possessing a particular attribute based on based analysis of fraction of
such items. It is called a sample. For developing a sampler design following points need to be
discussed with regard to the present study –
POPULATION:
In statistical usage the terms population is applied to any finite collection of individuals. It has
displaced the orders terms universe. It is aggregate of all elements possessing certain specified
characteristics which need to studied and defined prior to sample. Population can be finite if
units can be counted or infinite. Since the present study is done in Bareilly, The population is
finite. Population can be defined in terms of elements, sampling units, extent and time.
In this study, the specifications will be as follows:
Element : People
Sampling units : J K Tyres Office
ELEMENT:
An Element is the unit about which information is collected. It provides the basis for analysis. It
is identifiable physically. In the present study the element is dealer having a good knowledge
about the service. (Regarding Brand)
SAMPLING UNIT:
The sampling unit is the basic unit containing the element of the target population. The sampling
may be different from the element. It can be either geographical unit (state, district etc.) or social
unit (Household, family, club etc.) or a construction unit (enclave, house, flat etc.) or it may be
an individual. In the present stuffy, a sample of distributor is selected in the three stages. First of
all a sample of cities is selected, than a sample of colonies is selected from each selected colony
after the entire distributor in it.
SAMPLE FRAME:
A sample frame could be a telephone directory, a list of block and localities of a city, a map or
any other list consisting of all the sampling units, each stage of sampling process requires its own
sampling frame. Since the present study undergoes two stages sampling Process, we would need
two sampling frames. First a list of localities, Second a list of distributors within the selected
localities.
SAMPLING DESIGN:
Representation of entire universe is only possible through the sampling technique. Considerable
care has been taken in selecting the sample so that is Convenient in terms of size and enough to
represent the entire universe
SUMMARY OF RESEARCH DESIGN
Data source: Primary and secondary
Research approach: Survey method
Research instrument: Questionnaire
Sampling plan: Sample unit (office)
Sample size: 10 employee
Sample area: Gwalior city
Contact method: Personal contact
QUESTIONNAIRE
Name –Company’s name –Designation –Date-
Note – Please tick the appropriate option.
1. What source you adopt to source candidates? a. Employee referralb. Campus recruitment c. advertisingd. Recruitment agenciese. Job portalsf. Other, plz specify –
INTERPRETATION:
20%
35%
25%
10%
10%
Source
Employee referralCampus recruitment AdvertisingRecruitment agenciesJob portals
2. How many stages are involved in selecting the candidate?
a. 1
b. 2
c. 3
d. 4
e. More
INTERPRETATION:
10%
15%
20%
25%
30%
Stages
1234More
3. Do you use any of the following tests during the process of recruitment?
a. Written
b. Aptitude
c. Group Discussion
d. Personal Interview
e. Psychometric test
f. Other, pls specify –
INTERPRETATION:
10%
20%
25%
40%
5%
Tests
WrittenAptitudeGroup DiscussionPersonal InterviewPsychometric Test
4. How do you track the source of candidate?
a. Manual
b. Software
c. Online
d. Windows. Xls.
INTERPRETATION:
30%
10%
40%
20%
Sources
ManualSoftwareOnlineWindows.Xls.
5. Apart from the HR Manager, who all from the other departments are
required to get involved in interviewing process?
a. Sales
b. Administration
c. HR Executives
d. Other, pls specify –
INTERPRETATION:
30%
10%
40%
20%
Department
SalesAdministrationHR ExecutiveOthers
6. What is the average time spent by sales dept. during recruitment (each
candidate)?
a.10mins.
b.10 to 20mins.
c. 20 to 30mins.
d. More
INTERPRETATION:
10%
30%
50%
10%
Time
10 mins10 to 20 mins20 to 30 minsMore
7. Do you follow different recruitment process for different grades of employees?
a. No
b. Yes
INTERPRETATION:
20%
80%
Recruitment Process
NoYes
8. What is the back out percentage of candidates after being offered?
A.1-5
B.5-10
C.10-15
D. 15-20
Interpretation:
It hardly happens with such a big firm.
9. What percentage of candidates leaves within the period of less than 1- 3 month?
A. 1-5
B.5-10
C.10-15
D. 15-20
Interpretation: It usually doesn’t happen because contracts are made for at least for 6 months.
10. Does the company reimburse the traveling cost incurred by the candidate for appearing in the interview?
A. Yes
B. No
C. Depends, how –
Interpretation: No, Company does not provide the traveling cost incurred by the candidate for appearing in the interview.
11. Do you take any technological support for the process of recruiting?
A. Telephone
B. Video conferencing
C. Online support
D. Other, pls specify –
Interpretation: Not generally only with Engineers.
12. If the recruitment type is “Employee Referral” then what special privilege has to be paid to the one who has referred?
Interpretation: If the recruitment type is “Employee Referral” then there is no special privilege paid to the one who has referred.
13. In how much time does the whole process generates results?(Time taken in the whole process i.e. from tests, personal interviews to final list of selected candidates)
Interpretation: It takes about one week for all process, as the tests and interviews are conducted in one day but results are out within a week.
14. How much do you spend in reference check of 1 candidate?
Interpretation: It depends on the post to be filled.
15. How much do you spend on T&D and Induction per employee?
Interpretation: Its value goes in lakhs when a group of 10 candidates are selected and undergone training and development.
16. How many recruitments you did in the last fiscal year?
Interpretation: Last year 12 engineers and 45 workers were recruited.
17. What source has provided you with highest performers?(Both quantity wise and quality wise)
Interpretation: Both sources give highest performers but external sourcing is slightly better.
18. Do you have a legal advisor for HR department? Yes/Noif yes, then is it...
A. Internal
B. External
INTERPRETATION:
70%
30%
Legal Advisor
InternalExternal
19. Are you aware of the concept of RPO – Recruitment Process Outsourcing?
A. No
B. Yes, through what source –
INTERPRETATION:
20%
80%
RPO
NoYes
RECCOMADATION AND SUGGESSTION
1. The company should increase their candidate pool through external sources.
2. More financing option should be available.
3. The company should provide more customer value.
4. Follow up should be increased.
5. Effort should be done for developing the concept of good relationship with consumers.
6. The company does not go for campus recruitment, they should follow it.
7. The selection process is too lengthy with consumes much time, which has to be decresed.
CONCLUTION
The manufacturing companies aims to ensure that the best candidate is selected for the job
regardless of age, color, origin, religion, gender etc.
To achieve this objective company ensures that all those who are concerned with the recruitment
and selection process have a clear understanding of the job to be filled.
The purpose of this policy is to ensure that the company will attract and retain the most highly
qualified workforce available to them.
All the workers of the studied organization felt that this program is beneficial in improving
performance, skills, attitude and knowledge effectively and efficiently of doing work.
BIBLOGRAPHY
Name of the Book:
V S P RAO “Human Resource Management”
C.B. GUPTA “Human Resource Management”
K ASWATHAPPA “Human Resource Management ”
PHILIP KOTLER “Marketing Management”
A B RAO “Research Methodology”
C.B. Mamoria & S.V. Gankar “Human Resource Management”
OTHER RESOURCES:
Magazine
Through Questioners
Various JK Tyres and Industries Journals & Newspapers.
Websites:
o www.citehr.com
o www.hrlinks.com
o www.google.com
o www.JKtyres.com