recruitment and selection kanwizz 1
DESCRIPTION
Recruitment and Selection Kanwizz 1TRANSCRIPT
INTRODUCTION
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COMPANY PROFILE
KANWHIZZ INFRA CORP0RATION INDIA LIMITED is a public
company registered on 24/06/2011. The company has an authorized capital
of Rs 5,00,00,000 and paid-up capital of Rs 11,00,000.
Its registered office is situated at P 3/46 Deen Dayal Puram, Bareilly, Uttar
Pradesh, India - 243001.
The status of company in the records of Registrar is active which means that
it is actively doing all its filing with the Registrar.
Company has currently 3 director and falls under the jurisdiction of
Registrar of Company-Kanpur.
BASIC DETAILS
Incorporation Date
24/06/2011
Registration Number
045416
Company Type
Public
Listing Type
Unlisted
Industry Category
Business Services
Company Nature
Company limited by shares
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Company Sub Category
Indian Non-Government
Company
Registering Authority
Registrar of Company-Kanpur
CAPITAL DETAILS
Authorized Capital
Rs. 5,00,00,000
Paid-up Capital
Rs. 11,00,000
DIRECTORS & KEY PERSONS
DIN/DPIN/
PAN
Director Name Appointment
Date
Designatio
n
01738710 KANHAIYA GULATI 24/06/2011 Managing
Director
07146269 SOORYA PRAKASH 31/03/2015 Director
06569718 RAJAT AGRAWAL 30/03/2013 Director
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CONTACT DETAILS
Registered Address
P 3/46 DEEN DAYAL
PURAM
BAREILLY
Uttar Pradesh
INDIA
243001
Telephone
--Not Available--
Fax
--Not Available--
Email Id
Website
--Not Available--
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KANWIZZ WATER
“Kan Beverages” is currently a leading bottled water manufacturer in
Lucknow and it has been able to capture local and national markets with its
supreme products and services by producing naturally purified water in
bottles.
Our Bottled water is regulated under standards set by both the
Environmental Protection Agency (EPA) and the Food and Drug
Administration (FDA). The FDA uses Total Dissolved Solids (TDS) as a 5
measure for purity. TDS is the sum of all dissolved solids in water measured
in parts per million (ppm). All bottled water contains TDS
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OBJECTIVE OF THE PROJECT
The basic objective of the project undertaken will be as follows: -
To know the managerial satisfaction level about Recruitment and Selection
procedure.
To critically analyze the functioning of the recruitment and Selection procedure.
Different method adopted towards employees trained them and how it is followed.
To access the performance appraisal of KANWIZZ INFRA.
What factors are required to find out the training needs.
In changing scenario, what attributes are required in an individual.
To know the training procedures.
To critically analyse the functions of training.
To identify a new areas by which workers do their work more effectively.
How company survives in competitive era with respect of competence required in
an individual.
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RESEARCH METHODOLOGY
The purpose of the methodology is to describe the research procedure. This includes
overall research design, the sampling procedure, the data collection method, and analysis
procedure. Out of total universe 15 respondents from coca-cola have been taken for
convenience. The sample procedure chosen for this are statistical sampling method. Here
randomly employees are selected and interviewed. Information, which I collected, was
based on the questionnaires filled up by the sample employees. Under secondary
method I took the help of various
reference books which I have mentioned in bibliography and also by way of surfing
through the company website.
Primary Data
Questionnaire: Corresponding to the nature of the study direct, structured questionnaires
with a mixture of close and open-ended questions will be administered to the relevant
respondents within the Personnel and other Departments of the organisation.
Secondary Data
Organizational literature: Any relevant literature available from the organisation on the
Company profile, recruitment & selection procedures, Job specifications, department-
wise break up of manpower strength and the organisational structure. Other Sources:
Appropriate journals, magazines such as Human Capital, relevant newspaper articles,
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company brochures and articles on www sites will also be used to substantiate the
identified objectives.
Sampling Plan and Design
A questionnaire will be used for the purpose of research: Questionnaire: To test the
validity and effectiveness of the recruitment and selection procedures within the
organisation and to test th validity and effectiveness of the policies and procedures within
the organisation. The basic rationale of Questionnaire is to ascertain the perception of the
non-HR departments in terms of the validity and effectiveness of the policies and
procedures used by the organisation. It is also in line with the assessment of any
suggestions/recommendations that the respondents from
these Departments might have in terms of the use of an alternative source/device of
recruitment and selection, than what already forms the current practice of the HR
Department. Questionnaire would be administered to 15 respondents, holding a senior
designation within the Personnel
Department of the organisation. It will also be administered to at least 15 respondents
belonging to typical Departments within the organisation and holding senior designations
within their respective Departments. Sampling Element For the purpose of administering
the Questionnaire, the respondents would comprise of personnel holding senior
designations within the Personnel Department of the organisation. The respondents for
the Questionnaire will also be preferably being panel members of the Recruitment &
Selection Board of the organisation. The respondents would comprise of personnel
holding senior designations within certain typical Departments
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identified within the organisation, namely:
Stores
Finance Operations
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Recruitment and
selection process
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RECRUITMENT
All organizations are basically human organizations. They need people to carry out the
organizational mission, goals and objectives. Every organization needs to recruit
people .The recruitment policy should, therefore, address itself to the key question; what
are the personnel/human resource requirement of the organization in terms of number,
skills, levels etc to meet present and future needs of production and technical and other
changes planned or anticipated in the next years.
Recruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organization .To recruit means to enlist,
replenish or reinforce. It refers to the process of bringing together prospective employees
and employer with a view to stimulate and encourage the former to apply for a job with
the latter. The primary purpose of recruitment and selection is to achieve one desired aim
i.e. picking the right person for the right jobs.
The recruitment process begins when an employee is to be transferred or promoted
to another post, notice of resignation or dismissal is given or retirement is planned. The
five keyways to develop top quality people:
Recruitment-getting the right people in the right job
Developing people-through training & development.
Monitoring-to ensures long-term development and performance.
Developing Managers-ensuring that these key people are delivering what the
organization requires.
Managing for performance- techniques that ensure top quality performance.
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Factors Affecting Recruitment: -
In recruiting new employees management must consider the nature of labor market, what
sort of potential labor are available and how do look for works.
The factor affecting can be summed up under the following heads:
Labor Market Boundaries :- The knowledge of the boundaries help management
in estimating the available supply of qualified personnel form, which it might
recruit. A labor market consists of a geographical area in which the forces of
demand and supply interact and thus affect the price of labor.
Available Skills :- Companies must locate the areas where they can find
employees who fit the jobs according to their skills.
Economic Condition :– Economic conditions also affect recruitment.
Unemployment worker may swamp a new plan located in a depressed labor
market whereas a firm trying to establish it or to expand in an area where a few
qualified workers are out of wok has quite a different recruitment problem.
Attractiveness of the Company : –The attractiveness of the company in terms of
higher wages, clean work, better fringe benefits and rapid promotions serves as
influencing factor in recruitment.
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PROCESS OF RECRUITMENTS
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SCOUTING
SELECTING QUALIFIEDPERSONNEL
CLARIFYINGDOUBTS
PROVIDING INFORMATION
PROMOTING TO HIGHER JOBS
UPGRADING INSAME POSITION
TRANSFERING TONEW JOBS
ADVERTISING
EMPLOYEE REFERALS
EXPERIENCE
JOB POSTING
PERSONNELRESARCH
EXTERNALSOURCES
INTERNAL SOURCES
EVALUATINGEFFECTIVENESSOFRECRUITING
SEARCH FOR PROSPECTIVEEMPLOYEES:a). DEVELOPING TECHNIQUESb). ATTRACTING CANDIDATES
FINDING ANDDEVELOIPING SOURCES OF POTENTIALEMPLOYEES
PLACINGSELECTEDPERSONNELON JOBS
RECRUITTING REQUIRED PERSONNEL
HUMAN RESOURCEPLANNING
Recruitment begins by specifying the human resource recruitment, initiating activities
and action to identify the possible sources form where they can be met, communicating
the information about the jobs, terms and conditions and prospects they offer, and
enthuse the people who meet the recruitment to respond to the invitation by applying for
jobs. Thereafter the selection process begins. The process is as follows:
a) Decide on how many people you really need:
If everything is being done to improve performance and still there is a gap between
what the current performance is and the goals set, then the best way is to recruit more
people.
b) Analyzing the job:
Analyzing the job is the process of assembling and studying information relating to
all aspects of a particular post. Analysis is done to find possible details about:
Purpose: Identify the aims and objectives of job and what the employee is
expected to achieve within department and company.
Position: The job title, its position in the hierarchy and for whom it is responsible
ought to be recorded. A sample organization chart may be useful for this purpose.
Main Duties: A list of key tasks may be written out; standards that need to be
reached and maintained must also be maintained. Methods of recording, assessing
and recording the key tasks must be determined.
The work Environment: Study the physical and social environment in which the
work is out because the work environment influences the quantity and quality of
work.
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c) Drafting a job description:
After job analysis is done, job description is made. Job description describes the job.
The job description decides upon the exact knowledge, skill and experience needed
to do the job.
Job description must be drafted around these heading:
Job title
Responsible to
Responsible for
Purpose of job
Duties
Responsibility
Signature and date
d) Drawing of employee specification:
Employee specification is also known as job, person or personnel specification. It lists
the skills; knowledge and experiences required doing the job successfully. Studying
the description makes it. An employee specification will help in deciding where to
advertise what to include in job advertisement to attach the right person. It is based
upon:
Physical make-up
Attainment
Specific aptitude
Interest
Disposition
Circumstances
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e) Evaluation future needs
For Evaluation future needs manpower is drafting. A manpower plan evolves
studying the make-up of present work force, assessing forthcoming changes and
calculating future workforce, which is required. Manpower planning helps in devising
long-term recruitment plans.
f) Finding sources of recruitment:
The human resource requirement can be met from internal or external sources.
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SOURCES OF RECRUITMENT
Internal Sources
These refer to persons already employed in the organization. Promoting persons from lower
levels may fill up vacancies at higher levels. Shortage of manpower in one branch \ factory may
be met by transferring surplus staff from another branch \ factory. Promotion means shifting of
an employee to higher post caring greater salary, status and responsibility. On the other hand
transfer refer to the shifting an employee with salary, status and responsibility. Some time ex-
employee of the organization may be re-employed.
Advantages of Internal Sources:
1. Filling vacancies for higher job by promoting employees from with in the organization
helps to motivate and improved the morale of the employees. This induces loyalty among
them.
2. Internal requirement has to minimize labor turnover and absenteeism. People wait for
promotion and the work force is more satisfied.
3. Candidates working in organization do not require induction training. They are already
familiar with organization and with the people working in it.
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Disadvantages of Internal Sources:
1. There may be inbreeding, as fresh talent from outside is not obtained. Internal candidates
may not be given a new outlook and fresh ideas to business.
2. Unsuitable candidates may not be promoted to positions of higher responsibility because
the choice is limited.
3. The employees may become lethargic if they are sure of time bound promotion. There
may be infighting among those who aspires for promotion with in the organization.
4. Internal recruitment cannot be complete method in itself. The enterprise has to resort to
external recruitment at some stage because all vacancies cannot be filled from with in
organization.
External Sources
It refers to recruitment of employees from outside the organization. External sources provide
wide choice of the required number of the employees having the desired qualification. It also
provides the people with new ideas and specialized skills required to cope with new challenge
and to ensure growth of the organization. Internal competitors have to compete with the
outsiders. However, existing employees resent the policy of filling higher-level vacancies from
outsiders. Moreover it is time consuming and expensive to recruit peoples from outside.
Recruitment from the outside may create frustration among the existing employees that aspires
for promotions. There is no guarantee that the organizations will attract sufficient number of
suitable candidates.
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Advantages of External Sources:
1. The entry of fresh talent in to the organization is encouraged. New employees bring
new ideas to the organization.
2. External sources provide wider sources of personnel to choose from.
3. Requisite type of personnel having the required qualifications, training and skill are
available from the external sources.
Disadvantages of External Sources:
1. The enterprise can make the best selection since selection is made from among a large
number of applicants.
2. There is a greater decoration in employer- employee relationship, resulting in industrial
strikes, unrest, and lockouts.
3. The personnel’s selected from outside may suffer from the danger of adjustment to the
new work environment.
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METHODS OF RECRUITMENT
All methods of recruitment can be put into three categories:
a) Direct method
b) Indirect method
c) Third-party method
a) Direct Method:
These include the campus interview and keeping a live register of job seekers. Usually under
this method, information about jobs and profile of persons available for jobs is exchanged
and preliminary screening is done. The short listed candidates are then subjected to the
remainder of the selection process. Some organization maintains live registers or record of
applicants and refers to them as and when the need arises.
b) Indirect Method:
They cover advertising in newspapers, on the radio, in trade and professional journals,
technical journals and brochures.
When qualified and experienced persons are not available through other sources, advertising
in newspapers and professional and technical journals in made. Whereas all types of
advertisements can be made in newspapers and magazines, only particular types of posts
should be advertised in the professional and technical journals.
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A well thought-out and planned advertisement for appointments reduces the possibility of
unqualified people applying. If the advertisement is clear and to the point, candidates can
assess their abilities and suitability for the position and only those who possess the requisite
qualifications will apply.
c) Third Party Method:
Various agencies are used for recruitment under these methods. These include
commercial and private employment agencies, state agencies, and placement offices of schools,
colleges and professional associations, recruiting firms, management consulting firms,
indoctrination seminars for college professors, friends and relatives.
Employment Agencies:
They are specializing in specific occupation like general office help, salesman, technical
workers, accountants, computer staff, engineers and executives and suitable persons available
for a job. Because of their specialization, they can interpret the needs of their clients and seek
out particular types of persons.
State or Public Employment Agencies:
They also knew as Employment or Labor Exchanges, are the main agencies for public
employment. They also provide a wide range of services, like counseling, assistance in
getting jobs, information about the labor market, labor and wage rates, etc.
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Executive Research Agencies:
They maintain a complete information records about employed executives and recommend
persons of high caliber for managerial, marketing and production engineers’ posts. These
agencies are looked upon as ‘head hunters’, ‘raiders’, and ‘pirates’.
Trade Unions:
The employers to supply whatever additional employees may be needed often call on Trade
Unions. Unions may be asked for recommendations largely as a matter of courtesy and an
evidence of goodwill and cooperation.
Professional Societies:
They may provide leads and clues in providing promising candidates for engineering,
technical and management positions. Some of these maintain mail order placement services.
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SELECTION
Selection is the process of carefully screening the candidates to choose the most suitable person
for the job vacancies to be filled. Under it qualifications, training, experience, and background of
applicant are evaluated in the light of job requirement. It divides the candidates into two
categories namely,
a) Those who are employed
b) Those who are to be rejected.
A formal definition of selection is as following:
“It is the process of differentiating between applicants in order to identify (and hire) those with a
greater likelihood of success in a job.”
Selection process assumes and rightly so, that there are more number of candidate
actually selected candidates are made available through recruitment process.
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BARRIERS TO EFFECTIVE SELECTION
The main objectives of selection are to hire people having competence and commitment.
This objective is often defeated because of certain barriers. The impediments, which check
effectiveness of selection, are perception, fairness, validity, reliability and pressure.
Fairness: Fairness is 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 very effective.
Reliability: A reliable method is one that will produce consistent results when repeated in
similar situations. Like a 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 rights ones. Appointments to public sector undertakings generally take place under such
pressures.
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SELECTION PROCEDEURE
The selection procedure is concerned with securing relevant information about an applicant. This
information is secured in a number of steps and stages. The objective of selection process is to
determine whether an applicant needs the qualification for a specific job and to choose the
applicant who is most likely to perform in that job.
The hiring procedures not a single acts but it is essentially a series of methods or steps or
stages by which additional information is secured about the applicant. At each stage, facts may
come to light, which lead to the rejection of the applicant. A procedure may be considered to a
series of successive hurdles or barriers, which an applicant must cross.
These are indented as screens and they are designed to eliminate an unqualified applicant at
any point in this process. That technique is known as the successive hurdle technique. Not all
selection process includes all these hurdles. The complexity of process usually increases with the
level and responsibility of the position to be fulfilled.
A well-organized selection procedure should be designed to select sustainable candidates
for various jobs. Each step in the selection process should help in getting more and more
information about the candidate. There is no idle selection procedure appropriate for all cases.
Steps in the selection process:
Preliminary Screening
Application Blank
Employment Tests
Selection Interview
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Medical or Physical Examination
Checking Reference
Final Approval
Preliminary Screening:
This is essentially to check whether the candidate fulfills the minimum qualification. The
preliminary interview is generally quite brief. Its aim is to eliminate the unsuitable candidate.
The job seekers are received at the reception counter of the company. The receptionists or other
official interviews the candidates to determine whether he is worthwhile or the candidate to fill
up the application blank. Candidates processing the minimum qualification and having some
chances of being selected are given the prescribed application form known as application blank.
Application Blank:
The candidates are required to give full information about their age, qualification, experience,
family background, aptitude and interests act in the application blank. The application blank
provides a written record about the candidate. The application form should be designed to obtain
all relevant information about the candidates. All applications received from the candidates are
carefully scrutinized. After the scrutiny more suitable candidates among the applicants are short-
listed for written tests and others are rejected.
Employment Tests:
Candidates are asked to appear for written or other tests. Tests have become popular
screening devices. These tests are based on the assumption that human traits and work
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behaviors can be predicted by sampling, however tests are not fully reliable and they also
involve time and money. Test is more useful in identifying and eliminating unsuitable
candidates therefore should be used only as supplements rather than an independent
technique of selection. The main types of tests are
Intelligence tests
Aptitude Test
Interest Test
Personality Test
Dexterity Test
Selection Interview:
It involves a face-to-face conversation between the employer and the candidate; the selector asks
a job related and general questions. The way in which a candidate responds to the question is
evaluated. The objectives of the interview are as following:
To find out the candidate’s overall suitability for the job.
To cross-check the information obtained through application blank and tests, and
To give an accurate picture of the job and the company.
Interview is the most widely used step in employee selection. However, interview suffers from
several drawbacks:
Firstly, it is a time consuming and expensive device. Secondly, it can test only the personality of
the candidate and not his skill for the job. Thirdly, the interviewer may not be an expert and may
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fill to extract all relevant information from the candidate. Fourthly, the personal judgment or bias
of the interviewer may make the result of the interviews inaccurate.
Interview should be properly conducted in a proper physical environment. The interview room
should be free from noise and interruptions. The environment should be confident and quite.
People generally talk freely and frankly when there is privacy and comfort. Therefore, candidates
should be put at ease. The interviewer should pay full attention to what the candidates have to
say.
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Medical or Physical Examination:
Candidates who are found suitable after interview are called for physical examination. A Panel
of doctors to insure that they are healthy and physically fit for the job does a medical check-up of
such candidates. A proper medical examination will also ensure that the candidates selected do
not suffer from any serious desirous which may create problems in future.
Checking Reference:
Generally, every candidate if required to state in the application form, the name and address of at
least two responsible persons who know him. The reference may not give their Frank opinion
unless promises made that in all information will be kept strictly confidential. Moreover the
information given by them may be biased in the form of candidate.
Final Approval:
The candidates who are found suitable after the medical check-up and background investigation
are formally appointed by issuing appointment letter to them. They are asked to join duty by the
specified date. No selection procedure is foolproof and the best way judge a person is by
observing him working on the job. Candidate who gives satisfactory during the probationary
period are made permanent.
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SUCCESSIVE HURDLES IN THE SELECTION PROCESS
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Suggested Selection Criteria for Students
It is imperative to not only recruit those students who do well academically but also those who
possess a winning attitude but may not have done as well academically. The following selection
criteria can be used as a guide:
a. Academics – Focus on students who have consistently done exceptionally well
b. Extra and Co curricular activities – Focus on Leadership, Initiative
c. Personality and Attitude – Focus on Communication, Presentation and Teamwork
At the end of the selection process, the Campus Recruitment Team will compile a list of selected
candidates and handover the same to the Placement Officer. An announcement can also be made
to inform students at the same time.
Offer Letters:
Offer Letters will be sent to the selected candidates within 7 days of the selection process at the
Campus. Candidates have to indicate his/her acceptance by signing and returning the copy of the
letter to HR not more than15 days after receipt of the letter. Where required blank offer letters
will be carried to the Campus and given at the time of placement itself.
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A. Trainee Scheme (A)
Once selected, all trainees will be provided with an HR brochure that lists the details of the
trainee scheme as outlined below:
Travel: Management Trainees will be provided with AC class Train Fare from home to the
company. Conveyance expenses such as travel (taxi) from the Railway station to the place of
posting etc. will be provided.
Accommodation: Trainees will be provided with shared accommodation (for
bachelors/spinsters). Guest House (twin sharing) will be provided for one month for outstation
candidates. Any accommodation required after this period will be deducted from the trainees’
stipend.
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TYPICAL REASONS FOR EMPLOYEE TRAINING AND
DEVELOPMENT
Training and development can be initiated for a variety of reasons for an employee or group of
employees, e.g.
1.) When a performance appraisal indicates performance improvement is needed
2) To "benchmark" the status of improvement so far in a performance improvement effort
3) As part of an overall professional development program
4) As part of succession planning to help an employee be eligible for a
planned change in role in the organization
5) To "pilot", or test, the operation of a new performance management system
6) To train about a specific topic (see below)
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TYPICAL TOPICS OF EMPLOYEE TRAINING
1. Communications : The increasing diversity of today's workforce brings a wide variety of
languages and customs.
2. Computer skills : Computer skills are becoming a necessity for conducting administrative and
office tasks.
3. Customer service: Increased competition in today's global marketplace makes it critical that
employees understand and meet the needs of customers.
4. Diversity : Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value diversity.
5. Ethics: Today's society has increasing expectations about corporate social responsibility.
Also, today's diverse workforce brings a wide variety of values and morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include misunderstandings
and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and standards for
quality, etc.
8. Safety : Safety training is critical where working with heavy equipment , hazardous chemicals,
repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful description of the
organization's policies about sexual harassment, especially about what are inappropriate
behaviors.
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GENERAL BENEFITS FROM EMPLOYEE TRAINING AND
DEVELPOMENT
There are numerous sources of on-line information about training and development. Several of
these sites (they're listed later on in this library) suggest reasons for supervisors to conduct
training among employees. These reasons include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics
training!)
8. Risk management, e.g., training about sexual harassment, diversity training
Every time I see a recruitment ad or manual that makes a reference to "on the job training," I
cringe. Would this be one of those situations where there is effectively "no training?" Designing
a program for employee training and development is not a trivial process that can be left to
chance. It is not enough to "hope" that employees will get trained "on the job."
But, before I make a case for effective employee training and development, let us examine the
reasons for developing employees.
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You will be perceived as a premium employer as employees' skill sets will be enhanced
while they are with you.
Superior employee training and development will ensure that serious succession related
issues do not creep up.
The organization will be able to constantly adapt to changes in technology, regulation,
and the business environment in general.
The list can go on and on. But, since I have made an effective case for organizations to take
interest in employee training and development, let us look at some of the don't dos:
Employee training and employee development are not goals in themselves. There is the
risk of the HR function developing a divergent set of objectives from the objective set of
the organization.
Budgeting for employee training and development is a very tricky process. On the one
hand, I have noticed enthusiastic organizations which, in a fit, allocate as much as 40% of
personnel budgets on training. On the other, I have seen employee training and
development budgets being the first victim of budget cuts. The ideal situation would be to
budget moderately, making sure that the development program can be sustained.
Gee-whiz and buzz word training can be fun (especially for the trainer), but does not
result in employee development. Care must be taken to ensure that the trainer and the
training program designer are the best that money / time / effort can buy.
Keeping some of these ideas in mind, the human resource manager can help senior management
chart out the organizational strategy for personnel planning.
Management training programs can be very beneficial for your business and your employees.
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Ongoing education is a key ingredient to any firm's ability to grow, both as a business and in
terms of a competitive advantage.
If the employees are nurtured and provided with opportunities once on-board, it will not only
lead to a greater retention rate, but also growth potential in your industry.
AREAS OF TRAINING
Areas of training can be classified into the following categories:
1. Training in company policies and procedures (induction training)
2. Training in particular skills
3. Training in human relations
4. Training in problem solving
5. Managerial and supervisory training
6. Apprentice training
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HYPOTHESIS
This survey is conducted under the presumption of the functioning of the Recruitment and
Selection Procedure in KANWIZZ INFRA .
In testing the above hypothesis the following aspects will be considered: -
Manpower Planning
Recruitment Policy
Sources of Recruitment
Latest Techniques of Recruitment
Recruitment of Summer/In-plant Trainees
Selection Policy
Feedback of Recruitment and Selection Procedure
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QUESTIONNAIRE
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Manpower Planning
1. Does your company make forecast of future manpower planning requirement?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 30 100%
2. No 0 0%
Manpower Forcasting
100%
0%
Yes
No
100% people said that the company makes forecast of future manpower forecasting.
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2. If yes, then please specify the time period(s) for which the estimates are made?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. 0-2years 9 30%
2. 2-3years 6 20%
3. 3-4years 9 30%
4. 4&above years 6 20%
Time Period for Estimate
30%
20%30%
20% 0-2years
2-3years
3-4years
4&above years
20% people said that the company specify 0-2 year for making estimation of forecasting.
30% people said that the company specifies 2-3 years for making estimation.
30% people said that the company specifies 3-4 years for making the estimation of forecasting.
20% people said that the company specifies 4 & above time period for making forecasting.
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3. What do you suggest should be the basis of forecasting?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Total cost of the
project
6 20%
2. Past experience 12 40%
3. Different phases of the
project
9 30%
4. All of the above 3 10%
Basic Forcasting
20%
40%
30%
10%
Total cost of theproject
Past experience
Different phases ofthe project
All of the above
20% people said that their company forecast on the bases of Total cost of the project.
40% people said that the company forecast on the bases of past experiences.
30% people said that the company forecast on the bases of the Different phases of the project.
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10% people said that the company forecast on the bases on of the above.
4. Does your organization plan the recruitment policy?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 30 100%
2. No 0 0%
Written Recriutment Policy
100%
0%
Yes
No
100% people said that the plan the requirement policy.
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5. Do you think the present recruitment policy is helpful in achieving the goals of the
company?
S.NO
.
OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 15 50%
2. No 6 20%
3. To some extent 9 30%
Recruitment Policy
50%
20%
30% Yes
No
To some extent
50% people said that the company’s recruitment policy is helpful in achieving the goals.
20% people said that the company’s recruitment policy is not helpful in achieving the goals.
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30% people said that the company’s recruitment policy is helpful to some extent in achieving the
goals.
6. Does the company’s recruitment policy enable to identify the following areas?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Recruitment needs of the
organization
6 20%
2. Preferred sources of
recruitment
9 30%
3. Appropriate criteria for
selection
9 30%
4. Identification of the cost
of recruitment
6 20%
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Recruitment Policy
20%
30%30%
20%
Recruitment needs ofthe organization
Preferred sources ofrecruitment
Appropriate criteria forselection
Identification of the costof recruitment
20% people said that the company’s recruitment policy enables to identify the recruitment needs
of the company.
30% people said that the company’s recruitment policy enables to identify the preferred sources
of recruitment.
30% people said that the company’s recruitment policy enables to identify the appropriate
criteria for selection.
20% people said that the company’s recruitment policy enables to identify the identification of
cost of recruitment.
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Sources of Recruitment
7. Through which source your organizations recruit the employees?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Internally 6 20%
2. Externally 18 60%
3. Both 6 20%
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Sources of Recruitment
20%
60%
20%
Internally
Externally
Both
20% people said that the company recruits the employee from the internal sources.
60% people said that the company recruits the employee from the external sources.
20% people said that the company recruits the employee from the both sources.
8. Which of the following external sources you choose for the recruitment of the
employees?
S.NO. OPINION NO. OF
RESPONDENT
PER
1. Employee Exchange
Consultant
6 20%
2. Private Employee Agencies 6 20%
3. Advertisement 3 10%
4. Internet 12 40%
5. Any other 3 10%
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External Sources
20%
20%
10%
40%
10%
Employee ExchangeConsultant
Private EmployeeAgencies
Advertisement
Internet
Any other
20% people said that the company uses the employee exchange consultants.
20% people said that the company uses private employment agencies.
10% people said that the company uses the advertisement method.
40% people said that the company uses the Internet method.
10% people said that the company uses the any other way.
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Latest Techniques of Recruitment
9. Does your organization recruit employees through latest method of recruitment through
Internet?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 30 100%
2. No 0 0%
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Latest Reqruitment Policy
100%
0%
Yes
No
100% people said that the company uses the latest method of recruitment.
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10. If yes then the company use own web site for this purpose.
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 27 90%
2. No 3 10%
Use Own Web Site
90%
10%
Yes
No
90% people said that the company uses his own web site for recruitment.
10% people said that the company not uses his own web site
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11. Does your company hire the service portal?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 18 60%
2. No 12 40%
Hire some Other Portal
60%
40%Yes
No
60% people said that the company hire service portal.
40% people said the company not hires the service portal.
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12. If yes, which service portal your organization has hired?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Naukri.com 12 40%
2. Timesjob.com 6 20%
3. Jobesahead.com 6 20%
4. Any other 6 20%
service Portal
40%
20%
20%
20% naukri.com
timesjob.com
jobesahead.com
Any other
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40% people said that the company hires the naukari.com.
20% people said that the company uses the timesjob.com.
20% people said that the company uses the jobesahead.com.
20% people said that the company uses any other web site.
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13. Is Internet recruitment is effective in your opinion?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 24 80%
2. No 6 20%
Internel Recruitment
80%
20%
Yes
No
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80% people said that the Internet recruitment is effective sources of recruiting the employee.
20% people are not in favor of recruiting the employee through Internet.
Recruitment of Summer/In Plant Trainees
14. Is there any provision for recruitment of summer/in plant trainees?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 0 0%
2. No 100 100%
Recruitment Of Summer Trainees
0%
100%
Yes
No
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100% people said that there is no provision to recruiting summer/in-plant trainees.
15. How much number of employees you train in a year?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. 5-10 Emp. 0 0%
2. 10-15 Emp. 6 20%
3. 15& above Emp. 24 80%
20%
80%
No. of Employees Trainned in a year
5-10 Emp.
10-15 Emp.
15& above Emp.
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80% people said that the company trains 10-15 Employees in a year.
20% people said that the company trains 15&above Employees in a year.
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16. Is there any facility for absorbing the trainees in your organization?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 100 100%
2. No 0 0%
100%
Facility for Obsorvation for Trainees
Yes
No
100% people said that the company has the facility for absorbing the trainees.
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Selection Policy
17. Which type of technique is used for selection employees?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Interview 9 30%
2. Reference 3 10%
3.
Test
12 40%
4. All of the
above
6 20%
30%
10%40%
20%
Technique for Selection
Interview
Reference
Test
All of the above
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30% people said that the company the company uses the interview method for selection.
10% people said that the company the company uses the references method for selection.
40% people said that the company the company uses the test method for selection.
20% people said that the company the company uses the all of the above method for selection.
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18. Which type of technique is used for interview?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Structured 18 60%
2. Unstructured 3 10%
3. Both 9 30%
60%10%
30%
Fechnique for Selection
Structured
Unstructured
Both
60% people said that the company uses the structure technique for selection.
10% people said that the company uses the unstructured technique for selection.
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30% people said that the company uses both the technique for selection.
19. Which type of tests is used in the selection of an employee?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Intelligence Test 6 20%
2. Aptitude Test 6 20%
3. Personality Test 6 20%
4. All of the above 12 40%
20% people said that the company uses the intelligence test for selection.
20% people said that the company uses the Aptitude Test for selection.
20% people said that the company uses the Personality Test for selection.
20% people said that the company uses the all of the above tests for selection.
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Feedback of Recruitment and Selection Procedure
20 Is there any provision for evaluation and control of recruitment and selection process?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 24 80%
2. No 6 20%
.
80%
20%
Evalvation and Control of Recruitment & Selection Process
Yes
No
80% people said that the company has the provision for evaluation and control of recruitment
and selection.
20% people said that the company does not have the provision for evaluation and control of
recruitment and selection.
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21. Does the procedure adopted for recruitment and selection of employees enables to give
right person at the right job?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 21 70%
2. No 3 10%
3. To some extent 6 20%
70%
10%
20%
Placement of Right Men to the Right Job
Yes
No
To some extent
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70% people said that the procedure adopted for recruitment and selection of employees enable to
place the right person for at the right job.
10% people said that the procedure adopted for recruitment and selection of employees does not
enable to place the right person for at the right job.
20% people said that the procedure adopted for recruitment and selection of employees enable to
some extent to place the right person for at the right job.
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ANALYSIS AND FINDINGS
The analysis of the various sources of recruitment and selection devices is presented on the
following pages. The response entailed from the HR Department (as analysed from
Questionnaire) represents current practice within the organisation in terms of the sources of
recruitment and selection devices used. The analysis of the response entailed from all the other
departments (as analysed from Questionnaire) forming the sample, represents the perception of
the respondents from these Departments in terms of the validity and effectiveness of the various
sources/devices of recruitment/selection (specific to these Departments) The analysis further
entails any suggestions/recommendations given by these non-HR Departments (forming the
sample for administering Questionnaire), in terms of any recruitment source and/or selection
device that should be deployed by the organisation International Journal of
Innovation,Management and Technology, Vol. 1, No. 4, October 2010
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RECOMMENDATIONS FOR THE
IMPROVEMENTOF THE
RECRUITMENT AND SELECTION PROCEDURE
Based on the survey analysis and suggestion from the respondents, the following are the
proposed recommendation to improve the existing system and practices of recruitment and
selection procedures:
Recruitment Policy
Apart from the director of the company, the operational head should have the authority
for sanctioning the vacancy of a right to recruit the candidates as per the decisions.
Recruitment of summer/in-plant trainees
There should be a provision for the recruitment of summer/in-plant trainees in the
organization.
Internet Recruitment
Advertisement of jobs on Internet should be an accessible to maximum job seekers.
Service portal like monster.com, jobsahead.com, naukri.com etc should be used.
Sources of recruitment
Company must recruit the individuals through valuable sources of recruitment.
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Selection Policy
Test developed by the company for the purpose of selection of the candidates should not
be of complex nature.
There must be proper communication between the interviewer and interviewee at the time
of interview.
The reference procedure if adopting, should be analyzed properly before recruitment
them.
Selection Process
During the selection process not only the experienced candidates but also the fresh
candidate should be selected so as to avail the innovation and enthusiasm of new
candidates. These candidates should be kept on the job for some time period; if suitable they
should be recruited. During the selection process, the candidates should be made relaxed
and at ease.
Summer/In plant Management Trainees
In the organization where summer/in-plant/management training facility prevailing then
such kind of practices must be adopted so that the student can learn and again from their
practical views.
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Steps of Recruitment and Selection
Company should follow all the steps of recruitment and selection for the selection of the
candidates. Selection process should be less time consuming.
Interview
The interview should not be boring, monotonous. It should be made interesting. There must
be proper communication between the Interviewer and the Interviewee any the time of
interview.
Evaluation and Control
Evaluation and control of recruitment and selection should be done fair judgment.
Methods
Methods used for selection of candidates should be done carefully and systematically.
Fair Selection
The attainment of goals and objective of any organization depend on the type and quality
of its manpower. To have right type of men at right job and at right time, the recruitment
and selection procedure should be fair and impartial.
Group Discussion for better assessment
This is indeed an important suggestion and authorities concerned should immediately look
into it and try to implement it.
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The Problems and Limitations of the Study
Even though every effort has been done to minimize the variations and present a factual
picture with the help of statistical method, but still there are some limitations: -
Availability of less time in meager economical support also acted as a constraint towards
improving the quality of the report.
Due to busy schedule of the HR Officers, they were not able to give more time and
attention.
Certain important information was kept secret; this is because of the reason certain
hypothesis were taken.
The respondents may not have marked all responses honestly, being apprehensive of
adverse management reaction.
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CONCLUSION
Based on the analysis through the questionnaire responses the following is the conclusion of the
study.
The organization follows the rules and regulation involved in their Recruitment and Selection
Procedure of the organization. However, there is some scope for improvement with regard to
following:
1. The managers are fully satisfied with the existing Recruitment and Selection procedure.
2. The recruitment and Selection procedure should not be lengthy.
3. To some extent a clear picture of required candidates should be made in order to search
for appropriate candidates.
4. The Recruitment and Selection procedure should be impartial.
5. In KANWIZZ INFRA, a proper Recruitment and Selection procedure is followed.
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BIBLIOGRAPHY
S. S. Khanka, Organisational Behaviour, Third Edition, S. Chand & Company
C. R. Kothari, Research Methodology, Second Revised Edition, New Age
International Publishers
Fred Luthans, Organisational Behaviour, Eighth Edition, Mc Graw Hill
Stephen p. Robbins & Seema Sanghi, organizational Behaviour, Eleventh
Edition, Pearson Education
WEB SITES:
www.google.com
www.managementparadise.com
www.naukri.com
www.citehr.com
www.wikipedia.com
www.hr.com
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