HR-Project Recruitment &amp Selection

Recruitment & Selection
M D U ROHTAK
SUMMER TRAINING REPORT

(June 2011) On
RECRUITMENT AND SELECTION
For partial Fulfillment of paper code no. (bba-5006)
SUBMITTED TO: M D U ROHATK (Govt.College .Sec-14 Gurgaon)
SUBMITTED BY: POONAM VERMA BBA 3rd year ROLL NO: 2009070006 REG. NO: 09-GG-4405
BBA-Human Resource Management
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SUPERVISORS CERTIFICATE
This is to certify that this thesis titled recruitment & selection Was prepared and completed successfully by POONAM VERMA under my guidance.
The thesis has been completed to my satisfaction and I wish her all the best in her future Endeavour.
MISS: NIDHI MADAM LECTURER OF BBA
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STUDENTS DECLARATION
This is to certify that the thesis titled ROLE OF HRM IN ORGANISATION (RECRUITMENT & SELECTION) IS Prepared and submitted by me to Government College, Sector-14. GGN In partial fulfillment for the award of the Bachelor of the Degree in Business Administration and this report has not been submitted elsewhere POONAM VERMA BBA 3rd YEAR
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PREFACE
The main objective of summer training is to develop skill in student by supplement to the theoretical study of business management in general. Industrial training helps to gain real life knowledge about the industrial environment and business practices. The BBA programmed provides student with a fundamental knowledge of business and organizational functions and activities, as well as an exposure to strategic thinking of management. In every professional course, training is an important factor. Professors give us theoretical knowledge of various subjects in the college but we are practically exposed of such subjects when we get the training in the organization. It is only the training through which I come to know that what an industry is and how it works. I can learn about various departmental operations being performed in the industry, which would, in return, help me in the future when I will enter the practical field. During this whole training I got a lot of experience and came to know about the management practices in real that how it differs from those of theoretical knowledge and the practically in the real life. In todays globalize world, where cutthroat competition is prevailing in the market, theoretical knowledge is not sufficient. Beside this one need to have practical knowledge, which would help an individual in his/ her carrier activities and it is true that Experience is best teacher. I give my sincere thanks to Mr. YOGESH SANY for proper guidance and supervision for completion of the project and sharing his experiences which acted as a source of inspiration.
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ACKNOWLEDGEMENTS
I would like to express my deep sense of gratitude to all those who helped me directly and indirectly in completing this project work. My special thanks to Mr. YOGESH SANI for giving me valuable information, support and guidance during my project work. Without which it would have not been possible for me to work on this project.
(Signature of Student) Name - POONAM VERMA
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EXECUTIVE SUMMARY
A project report on RECRUITMENT & SELECTION in OCAP Steering & Suspension Parts OCAP, a company which is one among the active and dynamic organizations having wide business activities. This study is undertaken in order to examine if there exist a proper Recruitment System and to find if the employees are satisfied with the Recruitment system and suggesting the strategies to be adopted by the company in order to improve the efficiency of an employee.
The data was collected through primary data i.e., structured questionnaire was prepared and administered across the employees. The data was analyzed and based on the analysis, the study indicated that the Motivation systems are done yearly in OCAP PVT LTD and found that the employees are not satisfied with the present appraisal system. They also expressed their views and suggested that the appraisal system must be changed and improved. It was also found that the employees are not satisfied with the transparency of the current Motivation system.
An interview of 50 respondents was carried out; the data was collected in the form of questionnaire, in different units of the organization. Recruitment can be an effective instrument for helping people grow and development in organization settings. The findings of the study are relevant to the selected organization only. Based on the study suggestions are given for the improvement of Selection system. It focuses on whether the employee about how the Recruitment system could be implemented.
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In accordance to the study the findings indicated that the Recruitment system eliminates the superior business and motivate employees to work hard and help in overcome their inefficiency to perform better. Include a couple of findings.
Efforts should be taken to ensure that the selection system should reflect the overall performance of the employee during the particular time period and not just the performance during the last part of the time frame. It is necessary that the employees must get any rewards or recognition on completing their tasks and on giving better suggestions.
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TABLE OF CONTENTS
Chapter Particulars No. Declaration Acknowledgement Introduction Company Profile Research Methodology Findings From the Study Data Analysis Suggestions and Recommendations CONCLUSION BIBLIOGRAPHY ANNEXURE
Page No.
1 2 3 4 5 6 7 8 9
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Introduction to HRM
Evolution of HRM Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much thought was given on this subject in particular and no written records or documents interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is not to suggest that industrial establishment and factories system, as it is known today, existed in ancient Greece, India or china. The philosophy of managing human being, as a concept was found developed in ancient literatures in general and in Indian philosophy in particular. Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of management called Personnel management. In fact, this job was assigned as part of the factory manager. Adam Smiths concept of factory was that it consists of three resources, land, labour and capital. This factory manager is expected to procure, Process and peddle labour as one of the resources. The first time when such a specialist person was used; it was to maintain a buffer between employer and employee to meet the legitimate need of employees. However, it is the employer who decided what is legitimate need of employees. In fact, the specialist person was more needed to prevent unionization of employees. This was the case before 1930-s all over the world. Environmental Influences on HRM: Since 1930s, certain developments took place, which greatly contributed, to the evolution BBA-Human Resource Management Page 10 of 77

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and growth of Human Resources Management (HRM). These developments are given below: Scientific Management Labour Movements Government Regulations.
Need for the Study : Shortage of skills. Skills and knowledge people are always on short supply. Alternatively they are too costly to hire from outside. The best alternative is to improve skill and knowledge of existing employees. Technological Obsolescence. Growth of technology takes places very fast. This will render current technology obsolete in the future. There is a great need to upgrade technology. This needs suitable training. Personal Obsolescence. At the time recruitment employees possess a certain of knowledge and skill. As time passes knowledge becomes obsolete, unless it is updated by proper training. This happens because of changes taking place in product technology, production methods, procurement of better machines, setting up of modern production lines, introduction of modern method of supervision and information processing through MIS and EDO.. Organization Obsolescence. Modern management has introduced a number of innovative steps in functions of management like planning, organizing, controlling, coordinating and directing. Organization which is impervious to such changes is bound to fail and become obsolete.
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Upgrading Ability of Threshold workers. Public policy provides reservation to disadvantaged sections of the society like handicapped, minorities and dependents of deceased workers etc. All these are threshold workers having less than minimum prescribed level of knowledge and skill. They require extensive training to bring them up to the minimum level of performance standard.
Coercive training by government. In order to provide better employability chances of unemployed youth, certain governments taken initiative to mobilize resources available at pubic/government and private sectors to outside candidates. One such example is the Apprentice Training conducted by govt. of India. A part of expenditure incurred for this by private sectors are reimbursed by government. Human capital The latest thinking is to treat employees as human capital. The expenditure involved is training and developments are now being considered as an investment.
Scope of Human Resource Management The Scope of HRM is in deed fast. All major activities in the working life of worker from time of his entry in an organization until he / she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design,
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Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like. HRM is becoming a specialized branch giving rise to a number of specialized areas like : Staffing Welfare and Safety Wages and Salary Administration Training and Development Labour Relations Nature of Human Resource Management
Prospects of HRM
Employee hiring
Industrial Relations
Human Resource Management
Employee and executive Remuneration
Employee Maintenance
Employee Motivation
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Scope of HRM Human Resource Management in PCS : Personnel/Human Resource of an undertaking is its important constituent. Efficiency, Profitability and in fact the very existence of the undertaking will depend on this constituents. Co-operation and dedication in performance on the part of its personnel ends in the accomplishment of its objectives. Therefore human resource is of immense importance since it involves matters such as identifying, placing, evaluating, and developing individuals at work and maintaining effective multilateral communication systems. Human resources along with financial and material resources contribute to production of goods and services in an organization.. In short HRM may be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner. Objectives of the HRM are to secure the following: 1. Industrial peace: This is secured by excellent union management relations, healthy inter-personal relationships, and promoting participative management style and good industrial and labour relations. 2. Achieve High Productivity: The underlying objective brings to increase the quantity or volume of the product or service for a given input, productivity improvement programme is very significant in a competitive environment. 3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work. 4. Obtain and sustain competitive advantage through empowerment : continuous improvement and innovative steps being the two essential BBA-Human Resource Management Page 14 of 77

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ingredients to achieve and sustain competitive advantage, todays industries are knowledge based and skill intensive. 5. Cordial relationship between the employer and employees. 6. Personnel research functions. 7. Proper orientation and introduction to the new employees. BACKGROUND SCENARIO William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His research led him to believe that if these same employees were properly motivated, they could work at 80-90% of their capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used for such improvements in employee output. Training could be one of the means used to achieve such improvements through the effective and efficient use of learning resources. Training and development has been considered an integral part of any organization since the industrial revolution era. From training imparted to improve mass production to now training employees on soft skills and attitudinal change, training industry has come a long way today. In fact most training companies are expecting the market to double by the year 2007, which just means that the Indian training industry seems to have come of age. Organization and individual should develop and progress simultaneously for the their survival and attainment of mutual goals. So, every modern management has to develop the organization through human resource development. Employee training is the most important sub-system of human resources development. Training is a specialized BBA-Human Resource Management Page 15 of 77

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function and one of the fundamental operative functions for human resources management. The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs 6000 crores. What is surprising is that the Indian companies. Perception regarding corporate training seems to have undergone a sea-change in the past two years, with most companies realizing it to be an integral part of enhancing productivity of its personnel. While MNC.s with their global standards of training are the harbingers of corporate training culture in India, the bug seems to have bitten most companies aiming at increasing their efficiency. According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi Training India, "The Indian training industry is estimated at approximately Rs 3,000 crores per annum. The NFO study states that over a third of this is in the area of behavior and soft skills development. With the exponential boom in the services sector and the emergence of a full-fledged consumer-driven market, human resources have become the key assets, which organizations cannot ignore. With soft skills training gaining so much momentum, it.s imperative to understand if it serving the right purpose or not. With this background, I plan to research if training indeed is proving to be effective in the behavioral area. The following steps must form the basis of any training activity: Determine the training needs and objectives. Translate them into programs that meet the needs of the selected trainees. Evaluate the results.
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There are few generalizations about training that can help the practitioner. Training should be seen as a long term investment in human resources using the equation given below: Performance = ability (x) motivation Training can have an impact on both these factors. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. It is a powerful tool that can have a major impact on both employee productivity and morale, if properly used.
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COMPANY PROFILE
COMPANY PROFILE
OCAP CHASSIS PARTS PVT. LTD, INDIA
COMPANY
Ocap Chassis parts pvt. Ltd was born in the state of Delhi . India on the 8th of Jan 2001 and his its manufacturing in the state Of Rajasthan over a 18500 sq.m of land.
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M D U ROHTAK The actual manufacturing and administrative fecility presently covers app. 6000 sq.m ,leaving ample scope for future expansion . The company has created a world class fecility to produce part to exacting ocap specification and quality .The construction was completed in 6 months and commercial production started in 1st april 2002 . The company has not looked back since. It broke even in a period of 6months . At the end of first year of operation reported profit and at the second year and reports a handsome growth of app.43%.
FACTORY
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Ocap Chassis lays great emphasis to an optimum balance of man and machines as a concequence all important operatives of the company were trained at the ocap fecility in europe .
And all latest machines important from Italy form the back bone of the OCAP CHASSIS PARTS QUALITY .
ACKNOWLEDGEMENT

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I take this opportunity to express my deep sense of gratitude to head of training and placement department of my college, for enabling my training at Ocap chassis Parts Pvt. Ltd , Bhiwadi Further, I am grateful to Mr. Jogendra N. Sondhi Chief Finance Officer (CFO) for granting me permission to take invaluable training experience in their organization. Last but not the least; I am obliged to all other personalities who helped me through the training for enhancing my knowledge to the fullest.
PREFACE
Diploma students gain theoretical knowledge only through their books. Only theoretical knowledge is not sufficient for absolute mastery in any field .Theoretical knowledge given in our books is not of much use without knowing its practical implementation. It has been experienced that theoretical knowledge is volatile in nature. However practical knowledge makes solid foundation our mind. To accomplish this aspect, the Board of Haryana has included practical training for the students of Diploma (Three Year) in the Last Semester. I took my training of 2nd phase in OCAP CHASSIS PARTS PVT. LTD. from 01.01.2007 to 30.04.2007 for a period of 4 Months Succeeding chapters given details about what, I have learnt in this prestigious organization.

M D U ROHTAK OCAP CHASSIS PARTS PVT LTD ,INDIA
CONTACTS
OCAP CHASSIS PARTS PVT LTD, A-1221 & 1230 .RIICO Industrial area Ghatal . Bhiwadi , Distt. Alwar -301019 Rajasthan ,India Tel + 91-1493-225064-225072 Fax+ 91-1493-225071-225072 Address e-mail: General :ocapchassis@ocapindia .com
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Recruitment
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Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programs, etc. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeric and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence.
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Recruitment Policy
Contents
1 2 3 4 Introduction Objectives Scope Principles 4.1 Awareness and training 4.2 Conflict of Interest 4.3 Identifying vacancies 4.4 Authorisation of positions 4.5 Advertisement 4.6 Selection processes 4.7 Feedback 4.8 Confidentiality 4.9 Offers of employment 4.10 Retention of Records Responsibilities Review Associated Policies and Procedures Definitions
5 6 7 8
1 1.1 1.2 1.3
Introduction The School of Oriental and African Studies (the School) is committed to equality of opportunity in recruitment, selection, promotion and all other areas of employment This Policy is underpinned by Procedures and Good Practice Guidelines which form the basis for its implementation. This Policy and associated Procedures aim to attract high calibre staff to the School by ensuring that recruitment and selection processes are effective, systematic, equitable and promote equality of opportunity.
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Objectives To ensure that recruitment and selection exercises meet the BBA-Human Resource Management Page 26 of 77

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Recruitment Plan -TABLE OF CONTENTS
I. Commitment to Equal Employment Opportunity.......................................................... 1 II. Dissemination of Equal Employment Opportunity Policy.............................................. 2 III. Responsibility for Implementation of Equal Employment Opportunity Program............. 3 IV. Identification of Areas of Concern and Resolution....................................................... 5 V. Establishment of Goals................................................................................................ 6 VI. Development and Execution of Proactive Activities...................................................... 7 VII. Monitoring Implementation of Equal Employment Opportunity Program....................... 9 VIII. Design and Implementation of Internal Audit and Reporting Systems .......................... 10 IX Compliance with Sex Discrimination Guidelines......................................................... 12 X. Guidelines on Discrimination Because of Religion or National Origin .......................... 14 XI Workforce Analysis by Department .......................................................................... 15 XII. Analysis of Major Job Groups.................................................................................. 49
Commitment to Equal Employment Opportunity (EEO)

It has been, and will continue to be, the policy of The University of Texas System Administration (U. T. System Administration) to be an equal opportunity employer. U. T. System Administrations official EEO policy statement is included on page 15. In keeping with this policy, U. T. System Administration will continue to recruit, hire, train, and promote into all job levels the most qualified persons without regard to race, color, religion, gender, national origin or sexual orientation. Similarly, U. T. System Administration will continue to administer all other personnel matters (such as compensation, benefits, transfers, layoffs, system administration training, education, and social and recreational programs) in BBA-Human Resource Management Page 27 of 77

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accordance with University policy. See Policy I.150 "Equal Employment Opportunity." U. T. System Administration strives to base employment decisions on objective standards to enhance equal employment opportunity.
Dissemination of Equal Employment Opportunity Policy

U. T. System Administration shall take appropriate steps to internally and externally disseminate its Equal Employment Opportunity Policy. INTERNAL DISSEMINATION U. T. System Administration will continue to make its Equal Employment Opportunity Policy known internally by: 1. Ensuring that the Chancellor's annual reaffirmation of policy is communicated to all employees by means of an executive memorandum. 2. Including information concerning U. T. System Administration's equal employment opportunity policy in the Regents Rules and Regulations and in the U. T. System Administration Office of Human Resources System Policy Memoranda. 3. Disseminating the policy during new employee orientation sessions. 4. Posting required Federal and State Law Posters within the U. T. System Administration facilities. 5. Including the logo "Equal Opportunity Employer" in all internal recruitment announcements, job listings, position advertisements, and memorandums. 6. Publishing the Equal Employment Opportunity Policy in the U. T. System Administration Classified Pay Plan. EXTERNAL DISSEMINATION U. T. System Administration will continue to disseminate its policy externally by: 1. Including U. T. System Administrations Equal Employment Opportunity Policy on the application for employment forms and other materials provided to prospective employees. 2. Including the logo "Equal Opportunity Employer" in all external recruitment announcements, job listings, and position advertisements. 3. Informing all recruiting sources in writing of U. T. System Administration's EEO Policy.
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Responsibility for Implementation of Equal Employment Opportunity Program
Responsibility for implementation of U. T. System Administration's policy on Equal Employment Opportunity Program rests with the Chancellor. The Chancellor delegates the responsibility of coordinating U. T. System Administration's compliance to the Director of the Office of Human Resources who has the full support of executive management. General responsibility for implementation of the policy rests with U. T. System Administration officials, as well as its employees. 1. Duties of the Office of Human Resources The duties of the Office of Human Resources include, but are not limited to: a. Reviews policies and procedures, and recommends changes as necessary to ensure nondiscriminatory effect or intent. b. Develops policy statements and internal and external communication techniques. c. Assists department supervisors in the identification and resolution of areas of concern. d. Ensures compliance with federal, state, and local laws of nondiscrimination in all hiring and recruitment strategies. e. Designs and implements audit and reporting systems that measure the effectiveness of U. T. System Administrations EEO programs through statistics and demographics. f. Serves as liaison between U. T. System Administration and local, federal, and state compliance and enforcement agencies. g. Serves as liaison between U. T. System Administration and minority and women's organizations, and community action groups concerned with employment opportunities of minorities and women. h. Informs management of the latest developments in the area of equal opportunity. i. Analyzes employment practices and procedures and reviews documents related to the employment processes, in order to ensure consistency with U. T. System Administration's Equal Employment Opportunity Policy and Americans with Disabilities Act (ADA) guidelines. j. Maintains and analyzes applicant flow data to ensure equal access to employment opportunities. k. Prepares all required government reports related to equal employment opportunity.
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l. Accommodates individuals seeking information on U. T. System Administration's policies and
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procedures on equal employment opportunity. m. Serves as respondent to allegations of employment discrimination brought against U. T. System Administration. 2. Duties of Department Supervisors a. Identifies areas of concern and underutilization as it applies to compliance with policies and procedures, in order to establish departmental goals and objectives to ensure that equal employment opportunity exists. b. Performs periodic audits of training programs and hiring and promotion patterns in order to attain departmental goals and objectives. c. Conducts regular discussions with supervisors and employees to be certain that U. T. System Administration's policies and procedures are being followed. d. Reviews qualifications of all employees under their supervision to ensure that women and minorities are given full opportunities for promotions, transfers, and training. e. Ensures that supervisors foster an supportive environment related to recruitment, promotions, transfers and training. f. Encourages minority and female employees to participate in all educational, training, recreational, and social activities sponsored by U. T. System Administration. g. Includes qualified women and minorities in committees, job assignments, and other activities that might serve to enhance individual potential or professional development.
Identification of Areas of Concern and Resolution

In an effort to assist in the identification and resolution of areas of concern, the Office of Human Resources' on-going audit process includes an analysis and review of the following personnel matters. 1. Analysis of the workforce by ethnicity and gender. 2. Analysis of applicant flow by ethnicity and gender. 3. Review of the hiring and selection processes including job descriptions, job titles, worker specifications, application for employment forms, pre-employment forms, test administration and validity, interview procedures, referral procedures, final selection process, and similar factors. 4. Review of transfer and promotion practices. 5. Review of training programs. 6. Review and update, as required, Federal, and State law posters to include review of policy BBA-Human Resource Management Page 30 of 77

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statements. 7. Equal Employment Opportunity program evaluation system. 8. Participate as a member on the U. T. System Administration Compliance Committee.
Establishment of Goals
Our goal will be to ensure objectivity, consistency, uniformity and job relatedness through design and implementation of appropriate personnel policy and procedural systems that affect the equal employment opportunities of the U. T. System Administration employees and applicants for employment.
Development and Execution of Proactive Activities

It is the responsibility of U. T. System Administration to identify proactive activities that will assist in the development of an Equal Employment Opportunity program. U. T. System Administration seeks to establish a long-range EEO program that will include expanded recruitment efforts and retention of women and minorities in its workforce, and to eliminate impediments to the attainment of U. T. System Administration's EEO goals.
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1. Selection Process
a. U. T. System Administration reviews job descriptions in order to ensure that they accurately reflect position functions and are consistent for the same position from one location to another. b. U. T. System Administration has validated job specifications for each job title in each department using only job performance criteria. These specifications are nondiscriminatory with respect to race, color, religion, gender and national origin. c. These validated job specifications are available to all supervisors involved in the recruiting, screening, selection, and promotion process. Copies of job descriptions for job openings are available to all recruiting sources. d. U. T. System Administration provides training in hiring procedures to employees involved in the recruiting, screening, and selection of employees to ensure equal employment opportunity. When a vacancy occurs, the hiring supervisor receives training materials to ensure that these processes remain non-discriminatory. e. U. T. System Administration hiring officials are given the responsibility to assure compliance and enforcement of Equal Employment Opportunity through Human Resources Policy and Procedures Memoranda: Equal Employment Opportunity I.150 and Hiring, Promotion and Transfer Procedures I.010. f. U. T. System Administration reviews the requirements of the Office of Federal Contract Compliance Programs (OFCCP) Uniform Guidelines on Employee Selection Procedures.
2. Recruitment
a. U. T. System Administration announces its vacancies nationally and locally with minority and women's organizations, including, but limited to, the Urban League, NAACP, Local Minority Chambers of Commerce, libraries, National Veterans Outreach Programs, Texas Higher Education Coordinating Board, Texas Rehabilitation Commission, Texas Commission for Human Rights, and Texas Workforce Commission.
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b. Senior-level administration job vacancies are disseminated through The University of Texas Job Network (UTJOBNET). The purpose of UTJOBNET is to inform employees of upward
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mobility opportunities in particular senior-level administrative positions. In addition, the UTJOBNET maximizes recruitment and retention efforts that foster opportunities for qualified minorities and women. c. U. T. System Administration encourages component institutions with student enrollments to support minorities and provide opportunities that support minority graduation. An increase in the graduation rates of African American and Hispanic students enhances employment opportunities for such candidates within U. T. System Administration and component institutions. d. U. T. System Administration programs which improve employment opportunities for minorities and women are encouraged. e. U. T. System Administration participates in local and surrounding area job fairs. f. U. T. System Administration maintains a World Wide Web job site.
3. Promotions
a. Promotional opportunities are posted or announced. b. Formal employee evaluation programs are provided. c. "Employee evaluations" are based on job related criteria .
4. Welfare
a. U. T. System Administrations facilities and social and recreation activities are open to all employees. All employees are encouraged to participate in U. T. System Administration sponsored activities.
Monitoring Implementation of Equal Employment Opportunity Program

U. T. System Administration has developed an on-going internal audit and reporting system to monitor decisions on employment and personnel action, which includes but is not limited to, recruitment, promotion, and transfer in order to ensure adherence to the Equal Employment Opportunity Policy. An assessment of separations from employment will also be conducted to assist with future retention of women and minority employees. The following tools have been devised to assist in the assessment of U. T. System Administration's
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attainment of established goals. EQUAL OPPORTUNITY COMPLIANCE (EOC) FORM Hiring officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form prior to making a job offer, and for change in status involving promotions and transfers. This document is reviewed by the Office of Human Resources for compliance to ensure fair hiring and selection processes and good faith efforts are being made in recruitment . YEAR-END EEO A year-end EEO report shall be compiled by the Office of Human Resources. Included in the summary are applicant activity data, referral information, new hires, promotion, transfer, reclassification, and separation information by race and gender. All reports and documentation required in recruitment, hiring and selection processes, promotions, transfers, reclassifications, and separations will be maintained in accordance with U. T. System Administration's records retention plan. EXIT INTERVIEW QUESTIONNAIRE This document is administered to separating employees by the Office of Human Resources. Exit interviews provide the opportunity to address concerns that may exist in the areas of equal opportunity, fair treatment, and/or employee retention within U. T. System Administration.
Design and Implementation of Internal Audit and Reporting Systems

It is the responsibility of the Office of Human Resources to implement and monitor an auditing and reporting system that provides for the following: 1. Maintain accurate up-to-date records on all referrals, applicants, hires, promotions, transfers, and separations by race and gender to be certain that all employees are treated on a fair and equitable BBA-Human Resource Management Page 35 of 77

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basis. a. Data on applicants who apply for vacancies is collected through the administration of the voluntary Applicant Data Flow form. This voluntary form captures the applicant's race, gender, veteran status and date of birth. An analysis by such factors is conducted in order to evaluate the effectiveness of current recruiting efforts. All information voluntarily provided is kept confidential. b. Annual analysis by race and gender within each department for each EEO-6 category is conducted in order to evaluate the effectiveness of current recruiting efforts to determine if stated goals and good faith efforts are being met. c. Annual analysis by race and gender within each department for each EEO-6 category is conducted in order to review internal promotion and monitor upward mobility opportunities. d. Annual analysis by name, race, gender, job title, and reason for separation within each department for each EEO-6 category is conducted in order to identify possible areas of concern and need for remedial action. e. All separating employees are requested to complete an exit interview questionnaire administered by the Office of Human Resources. The exit interviews provide the opportunity to address areas of concerns that may exist in the areas of equal opportunity, fair treatment, and employee retention within U. T. System Administration. 2. Review all selection, promotional, and training procedures to ensure that they are nondiscriminatory. a. Hiring Officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form prior to making a job offer, and for change in status involving promotions and transfers. This document is reviewed by the Office of Human Resources for compliance to ensure fair and equitable hiring and selection processes and that good faith efforts are being made in recruitment. 3. Inform executive management of the effectiveness of the EEO Policy and recommendations for improvements, if necessary. a. A year-end EEO report shall be compiled by the Office of Human Resources. Included in the summary are applicant activity data, referral information, new hire, promotion, transfer, reclassification, and separation information by race and gender.
Compliance with Sex Discrimination Guidelines


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It has and continues to be the policy of U. T. System Administration not to discriminate on the basis of sex. To this end, we continue to do the following:
1. Recruitment and Advertisement a. U. T. System Administration actively recruits both men and women for all jobs, unless
sex is a bona fide occupational qualification. Referral sources are informed that U. T. System Administration has no specific sex preference and seeks only qualified applicants without regard to race, color, gender, religion, or national origin. b. U. T. System Administration actively recruits both men and women for all jobs, unless sex is a bona fide occupational qualification. Advertisements for employment in newspapers and other media do not express a gender preference. No advertisements will be placed in columns headed "Male" or "Female." All advertisements are followed by "Equal Opportunity Employer."
2. Job Policies and Practices

a. Monitor written personnel policies and procedures to assure that there shall be no discrimination against applicants for employment or employees on the basis of gender. b. Employees and applicants for employment of both sexes shall have an equal opportunity to any available job that he or she is qualified to perform. Gender is currently not a bona fide occupational qualification for any job within U. T. System Administration. c. When terms and conditions of employment are the same, no distinction is made between the sexes in regard to opportunity, wages, hours, benefits, or other conditions of employment. In the area of employer contributions for insurance, pensions, and other fringe benefits, contributions shall be the same for both sexes. d. Marital status has no basis between the treatment of male and female as it relates to employment or separation from employment. Also, U. T. System Administration does not deny employment to women with young children, nor does it terminate employees of one sex in a particular job classification upon reaching a certain age. e. U. T. System Administration provides appropriate and comparable physical facilities for both female and male employees.
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f. U. T. System Administration follows federal and state guidelines relative to employment. g. No difference is made between women and men as to retirement age for a particular job. h. Both women and men are eligible for all training programs and benefits offered by U. T. System Administration. U. T. System Administration encourages women to participate in management training programs both internal and external of U. T. System Administration.
3. Seniority System
a. Gender shall not be a factor in the determination of service benefits. 4. Discriminatory Wages a. No distinction shall be made between male and female in establishment of wage schedules. b. No restrictions shall be made on one gender regarding certain job classifications. Proactive steps shall be taken to make jobs available to all qualified employees in all classifications without regard to gender.
Guidelines on Discrimination Because of Religion or National Origin

1. Equal Employment Policy
U. T. System Administration does the following to ensure that all applicants for employment and employees are not discriminated against because of religion or national origin: a. Reviews employment practices to determine whether members of various religious and/or ethnic groups are given equal employment opportunities. b. To ensure non-discrimination based on religion or national origin, U. T. System Administration is involved in the following outreach and recruitment activities: 1. U. T. System Administration communicates its obligation to provide equal employment opportunity without regard to religion or national origin to all employees and applicants for employment. 2. Internal procedures exist at U. T. System Administration to implement equal employment opportunity without regard to religion or national origin. 3. U. T. System Administration informs all employees and applicants for employment of its BBA-Human Resource Management Page 38 of 77

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commitment to equal employment opportunity without regard to religion or national origin. 4. Recruitment sources are used to provide equal employment opportunity without regard to religion or national origin.
2. Accommodations to Religious Observations and Practice

U. T. System Administration accommodates the religious observances and practices of employees except where such accommodation causes undue hardship on the conduct of U. T. System Administrations business. The extent of our obligation is determined by considering business necessity, financial costs and expenses, and resulting human resources problems.
3. Non-discrimination
In implementing its EEO policy regarding non-discrimination because of religion or national origin, U. T. System Administration does not discriminate against any qualified employee or applicant for employment because of religion or national origin.
Workforce Analysis by Department

Employee Group Insurance Medical and Dental Applications Center Office for Community Relations Office of Academic Affairs Office of Business Affairs Office of Business Affairs H.U.B. Development Office of Business and Administrative Services Office of Development and External Relations Office of Estates and Trusts Office of Facilities Planning and Construction Office of Federal Relations Office of Finance Office of General Counsel Office of Governmental Relations Office of Health Affairs Office of Human Resources Office of Information Resources Office of Information Technology Office of Public Affairs Office of Special Services
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Office of the Board of Regents Office of the Chancellor Office of the Controller Real Estate Office System Audit Office System Police System Compliance Office System Airplane Operation U.T. TeleCampus University Lands Accounting Office University Lands West Texas Operations Workers/ Compensation Insurance Division The following workforce analysis display, within each department for each job group, the total number of incumbents, the total number of make and female incumbents, and the total number of male and female incumbents by ethnicity.
Analysis of Major Job Groups

We have supplied an analysis of all major job groups at U. T. System Administration. Those jobs having similar content, and opportunities have been grouped into five job categories: 01 Executive/Administrative/Managerial 03 Professional 04 Clerical/Secretarial 05 Technical/Paraprofessional 06 Skilled Crafts 07 Service/Maintenance
The following reflects the analysis of the major job groups by job title, ethnicity and gender.
Organization Chart of OCAP
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CEO
ManagerTTTechnical Finance HR & Admin Quality Resourc e
Java
Dot net
Testing
Business one
HR Organization Chart
CORPORATE MANAGER HR
Assi Mgr-Recruitment
Assi Mgr-Documentation
Assi Mgr-Contract
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Document Document Staffing 1 Staffing 2
Recruitment
Recruitment
Recruitment
Organization Chart of Technical Team
VP- Operations
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Java Team
Dot net Team
Testing Team
TSR Group
Integrated QC
Support 1
Support 2
Support 3
Support 4
Grade Structure The grade structure is subject to change depending on the changes in the policy
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Grade Technical Group Support Group *
A B
Trainee Engineer/Developer/Designer/Analyst/Writers/Editors..
Trainee/Management Trainee Executive/System Administrator/Assoc iate Sr. Executive/ Administrator /Associate -
Sr. Engineer/Developer/Designer/Analyst/Writers/Editors
Team Leader
Asst. Manager
Asst. Manager
Technical Manager/Technical Architect
Manager/Branch Manager/Regional Manager Sr. Manager/National Sales Manager
G H I
Sr. Technical Manager/Chief Architect Vice President Operations Managing Director
*Support: Accounts, HR, System Admin, Quality, Tech Support, Marketing
Experience Level :
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A B 0-1 >1- 3
C D
>3-5 >5-7
>7-10
F G H
> 10 yrs, based on the expertise and managerial capabilities, technical competencies..
REGD. OFFICE: 62 SHRESTHA VIHAR, VIKAS MARG EXTENSION, DELHI110092 AN OCAP GROUP COMPANY
Research and Methodology
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Statement of Problem: Human resource has gained a wide acceptance in the industry. The objective of the study was to access employee satisfaction. This has led to the need for more experienced and skillful employee where to be trained to meet the organization requirement. People in an organization are the most productive resource and also the most expensive organization spends on this resource in order to extract the best contribution out of them. A small judgment error in rectifying a non retainable employee could lead to decal losses in terms of time and money spend on his training and job socialization as also initial losses in terms of job held up due to vacancy in position and other related job being postponed in todays fast pace corporate world, time management being important, such errors are not called for therefore more stress is laid on efficient, effective and potential worker for the organization corporate world today recruits people directly and prudently rather simply hire and fire people. The mobilization of money, the construction of factory building, the purchase and installation of machines and procurement of materials are the initial measures taken by a management in the establishment of a company. The recruitment and selection of people to man and machines and auxiliary services form a part of these initial measures. Without people to man and plant, the collection of physical resources by itself will not serve only purpose. The hiring of men and women required
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is more important than the marshalling of physical resources in the establishment of the company and the attainment of its objectives. Note that the hiring of people is confirmed to the initial stages in the formation of an enterprise. The employment is continuous one and it ends only when the enterprise eases to exist. More important, an enterprise grows and diversifies, and so there is great need for men and women. Recruitment and selection, therefore becomes a specialized function and is disclosed by the personnel department. In act, employments are one of the foremost functions of the human resource development. Therefore, it is necessary to know about the employment function i.e., recruitment, selection, interviews, placing and orientation of personnels. HR is the major inputs for any organization to achieve its objectives. Therefore its important for any organization to spend time and money till the right personnel are found. Field of study: This project work was carried out at OCAP PVT Ltd., BHIWADI
Research samples: IT industry plays a very important role in the economy. The sample was therefore chosen as it portrays the needs of the researchers.

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Research provides an insight into any study top basically evaluate and judge the data or to find the solution to any given problem a simple is representative of a group or population that identifies itself as part of it. The sample chosen for this report is Saptha Business Solution Pvt. Ltd., Bangalore. Objectives of the study: Recruitment and Selection are one of major HRM function that helps manager to keep the skilled members in the organization. Data Collection: The data collected contains primary data and secondary data. The primary data has been collected mainly by interviewing and also observation and audit. Secondary data has been obtained from published journals, company broachers, books, internet, etc. Limitations of the Study: 1. As the project is prepared for academic purpose only, it suffers from the limitations of time and money, due to which analytical study into all the strategies adopted by the organization was not possible. 2. 3. The study was completed with in short span of time that was The report also suffers from the limitations of exhaustiveness as available. far as the information is concerned.
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4.
All this study is limited to Saptha Business Solution Pvt. Ltd.,
Bangalore only.
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Findings from the study
The main findings are as follows: 1. Each and every employee is well prepared to meet todays challenges. 2. The organization gives encouragement in career planning for every employee. 3. There are employees in all experience level in the organization. 4. The internal department of core competencies and continuous process improvements has made Saptha Business Solution Pvt. Ltd. One of the most exciting SAP companies to work for. 5. The management showing their full efforts for the growth of Saptha Business Solution Pvt. Ltd. 6. The company is having skilled employees who can give prime solutions to the clients more effectively. 7. The management is showing there individual attention to each and every employees for their betterment and to groom there skills.
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Data Analisis
1
NUMBER OF RESPONDENT ACCORDING TO GENDER
GENDER MALE FEMALE TOTAL
NUMBER OF RESPONDENT 26 24 50
PERCENTAGE 52 48 100
100 80 60 40 20 0 NUMBER OF RESPONDENT FEMALE MALE
Feed Back:
The above chart shows that 52% of respondents are male and remaining 48% respondent are female
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ARE SATISFIED WITH MANAGEMENT POLICIES MANAGEMENT POLICIES YES NO TOTAL NUMBER OF RESPONDENT 50 0 50 PERCENTAGE 100% 0 100%
60 50 40 30 20 10 0 POLICIES NO PERCENTAGE NUMBER OF
Feed back: The above chart shows that 100% respondents are satisfied with the management policies.
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ARE YOU SATISFIED WITH MEDICAL FACILITIES BY THE COMPANY?

MEDICAL FACILITIES YES NO TOTAL NUMBER OF RESPONDENT 50 0 50 PERCENTAGE 100% 0 100%
50 40 30 20 10 0 1 2 NO YES
Feed back: The above chart shows that 100% respondents are satisfied with medical facilities by the company
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NATURE OF RELATIONSHIP BETWEEN THE EMPLOYEES IN ORGANISATION
RELATIONSHIP EXCELLENT GOOD AVERAGE TOTAL
NUMBER OF RESPONDENT 49 1 0 50
PERCENTAGE 98% 2% 0 100%
60 50 40 30 20 10 0 EXCELLENT AVERAGE Series2 Series1
Feed back: The above chart shows 98% of the

respondent had excellent employees in the organization
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TYPES OF INCENTIVES PREFERRED
INCENTIVES MONETARY NON MONETARY BOTH TOTAL
NUMBER OF RESPONDENT 25 0 25 50
PERCENTAGE 50% 0% 50% 100%
30 20 10 0 Series2 Series1 MONETARY NON MONETARY BOTH
Feed back-The above chart shows that 50% of respondents prefer monetary type of incentives and another 5% of respondents prefer both the type of incentive i.e, monetary and non-monetary
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DOES AN ORGANISATION GIVE EMPHASIS TO CAREER PLANNING
PLANNING YES NO TOTAL
PERCENTAGE 96% 4% 100%
50 40 30 20 10 0 1 2 NO YES
Feed back- The above chart shows 96% of respondents feel the organizational is for career planning
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DO YOU FEEL THAT YOUR ORGANISATION IS WELL PREPARED TO MEET TODAY'S CHALLENGES
CHALLENGES YES NO TOTAL
60 50 40 30 20 10 0 YES NO TOTAL Series2 Series1
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8.
DO YOU HAVE FAITH IN COMPANYS POLICIES ?
POLICIES YES NO TOTAL
60 50 40 30 20 10 0 YES NO TOTAL Series2 Series1
FEED BACK-THE ABOVE CHART SHOWS ALL THE RESPONDENTS HAVE FAITH IN THEIR COMPANY
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1. Are you happy with the Recruitment process?

Recruitment Yes No Total No. of Respondents 68 7 75 Percentage 90.7 9.3 100
120 100 80 60 40 20 0 Yes No Total No. of Respondents Percentage
Feed Back: 90.7% result is satisfactory according to this table
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2. How do you feel about interview panel?
Recruitment Excellent Good Satisfactory Poor Total No. of Respondents 30 33 10 2 75 Percentage 40 44 13.3 2.7 100
120 100 80 60 40 20 0
G oo d Ex ce lle nt fa ct or y To ta l Po or
No. of Respondents Percentage
Feed Back: satisfactory result of only 10 respondent
Sa tis
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3. Did OCAP Managing fulfill the commitments which are given to you
at the time of interview ?
Recruitment Yes No Cant Tell Total
No. of Respondents 42 13 20 75
Percentage 56 17.3 26.7 100
120 100 80 60 40 20 0 Yes No Cant Tell Total
FEED BACK- 56% Result is yes & 17.3% IS No
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4. How do you come to know about openings in OCAP ?
BG Checks Friends Internet News Papers Others Total
No.of Respondents 5 23 40 7 75
Percentage 6.7 30.7 53.3 9.3 100
120 100 80 60 40 20 0
Fr ie nd s In te rn Ne et ws Pa pe rs O th er s To ta l
Feed back- 75% respondents is satisfactory
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5. Do you want to refer more friends to OCAP ?
BG Checks Yes No Not Replied Total
No.of Respondents 58 8 9 75
Percentage 77.3 10.7 12 100
120 100 80 60 40 20 0 Yes No Not Replied Total
Feed back- 77.3% say yes & 10.7% say no
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6. Did you have the right Designations ?
BG Checks Yes No Not Replied Total
No. of Respondents 34 27 14 75
Percentage 45.3 36 18.7 100
120 100 80 60 40 20 0 Yes No Not Replied Total
Feed back- 45.3% is right Designations
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7. What should be the companys main source of BG Check ?
BG Checks
Employment Bureau Direct Verification Third Party Verification Placement agency

Others Total
No.of Respondents 4 17 39 13 2 75
Percentage 5.3 22.7 52 17.3 2.7 100
120 100 80 60 40 20 0 Employment Bureau Third Party Verification Others
Feed back- The highest BG check of direct verification is 22.7%
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8. What should be the best recruitment sources according to your
preference ?
Recruitment
Internal Recruitment External Recruitment

Both Total
No.of Respondents 63 4 8 75
Percentage 84 5.3 10.7 100
120 100 80 60 40 20 0 Internal Recruitment External Recruitment Total Both
FEED BACK- 84% Internal recruitment & 5.3% is external recruitment
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9. Did you fully know about the company policies before joined in this
company ?
Recruitment Yes No Total
No. of Respondents 10 65 75
Percentage 13.3 86.7 100
Feed back- 86.7% respondent not no company policies before join this company
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10. Did you under gone any Written Test during Recruitment ?
Recruitment Yes No Total
No. of Respondents 75 0 75
Percentage 100 -100
Feed back- All the respondent give written test
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11. How do you think about Recruitment and selection procedure in your
company?
Recruitment Satisfactory Unsatisfactory Total No. of Respondents 70 5 75 Percentage 93.3 6.7 100
120 100 80 60 40 20 0
ct or y Un sa tis fa ct or y To ta l
Feed back- 93.3% is satisfactory
Sa tis
fa
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SWOT ANALYSIS OF OCAP

SWOT analysis is an abbreviation for Strength, Weakness, Opportunities and threats, SWOT analysis is an important tool for auditing the overall strategic position of a business and its environment. Once key strategic issues have been identified, they feed into businesses objectives, particularly marketing objectives. SWOT analysis can be used in conjunction with other tools for audit and analysis. STRENGHTS:
Meant for the masses. Wide range of services. Wide network. Less charges that many of the private sector companies. Committed work force. Strong customer base.
Availability of tops R&D personnel.
WEAKNESS:

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The work pattern in the company if stereotype. Lack of advertising of its schemes. Less number of marketing managers.
OPPORTUNITIES:
Growing population and expanding market. Increase in disposable income. Buoyant economy. The company can still expand its range of services by providing more
services it is customer.
THERATS:
The basis and foremost threats if from the competition both from the public and the private sector, which are offering a wide range of services. Recession. Political instability. Fiscal policies resulting into increased taxes, duties import etc. Tight money market in the future can be a major threat.
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Questionnaires
1) Are you happy with the Recruitment process? a) Yes b) No 2) How do you feel about interview panel? a) Excellent b) Good c) Satisfactory d) Poor
3) Did the OCAP meet your expectations?
a) Yes b) No 4) Are you happy with the salary what you offered from the company? a) Yes b) No
5) Did OCAP Managing commitment which is given to you at the time
of interview? a) Yes b) No
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6) How do you come to know about openings in Saptha? a) Friends b) Internet c) News Paper d) Others 7) Do you want to refer more friends to Saptha? a) Yes b) No 8) Did you have the right Designations? a) Yes b) No
9) What should be the companys main source of recruitment?
a) Employment Bureau b) News Paper ads c) Direct Recruitment d) Placement agency e) Others 10) What should be the best recruitment sources according to your preference? a) Internal Recruitment b) External Recruitment c) Both
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11) Did you fully know about the company policies before joined in this company? a) Yes b) No 12) Did you under gone any Written Test during recruitment? a) Yes b) No
13) How do you think about Recruitment and selection procedure in your
company? a) Satisfactory b) Unsatisfactory

14) What are your Guidelines to OCAP Recruitments?
15) How about HR Feed back in OCAP?
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Suggestions
1. Create awareness about customers requirements among the employees by maintaining high level of motivation and focus. 2. Increase the competence levels among the employees by giving suitable Training and Development Program. 3. Identify the competencies and behavior pattern to be developed in each individual by obtaining there feedback and requirements. 4. Provide training to the employees so that they get better knowledge, skills and attitude.
5. Convert OCAP PVT LTD into a learning and development
organization to make it a GLOBAL PLAYER AND LEADER.
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Bibliography
Primary Source
1. Principles of Management - By R.N.Gupta. 2. Business Management By Reddy and Appanaiah 3. Personal Management and Industrial Relations -By Dr.T.N.Bhagoliwali
Secondary source
4. www.Google.com 5. www.KarnatakaHRGroup.com 6. www.HRCommunity.com 7. www.HRIndia.com
General :ocapchassis@ocapindia .com
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Recruitment & Selection

SUMMER TRAINING REPORT

RECRUITMENT AND SELECTION

For partial Fulfillment of paper code no. (bba-5006)

SUBMITTED TO: M D U ROHATK (Govt.College .Sec-14 Gurgaon)

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

(Signature of Student) Name - POONAM VERMA

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

Human Resource Management

Employee and executive Remuneration

BBA-Human Resource Management

Recruitment & Selection

Recruitment & Selection

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

Recruitment & Selection

Recruitment & Selection

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

BBA-Human Resource Management

Recruitment & Selection

1 1.1 1.2 1.3

Recruitment & Selection

Commitment to Equal Employment Opportunity (EEO)

Recruitment & Selection

Dissemination of Equal Employment Opportunity Policy

BBA-Human Resource Management

Recruitment & Selection

l. Accommodates individuals seeking information on U. T. System Administration's policies and

BBA-Human Resource Management

Recruitment & Selection