CHAPTER 1 INTRODUCTION

INTRODUCTION OF HUMAN RESOURCE MANAGEMENT

Human Resource
The procedure of global selection, succession and career planning has become critical to the success of global enterprise transformation.... & More so as the globalization evolves from being the latest corporate buzzword to a basic economic reality in consulting organizations, expatriation and repatriation is a way of life, as these organizations survive and prosper on the revenues that are generated by their consultants on site. In recent years, the rules and methods of expatriate management has changed completely and in today's scenario, the companies can no longer afford to be lackadaisical in their efforts to select and develop as the Indian companies continue to expand across the border at a rapid rate and face stiff competition from global giants, they're also incurring millions of dollars in costs as a result of failures attributable to poor expatriate assignments. As the globalization has evolved from being the latest corporate buzzword to a basic economic reality, more and more organizations today, realize that they need managers with expertise and skills that translate well to the international arena. Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management. In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains you wouldnt want every manager putting his own spin on a sexual harassment policy, as an example much of the HR role is transforming itself. The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer-centered. Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor.

CONTRIBUTION OF HR
In todays organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the Organization-wide business plan and objectives. The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development.

The HR manager plays an integral role in organizational success

As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. Fostering effective methods of goal setting, communication and empowerment through responsibility, builds employee ownership of the organization. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well. In this role, the HR manager provides employee development opportunities, employee assistance programs, gain sharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities. The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change. The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this. 3

'Human Resources Management'.

Development
The objective of human resources development is to foster human resourcefulness through enlightened and cohesive policies in education, training, health and employment at all levels, from corporate to national.

Management
Human resource management's objective, on the other hand, is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective, legal, fair, and consistent manner. Management is the process of getting things done effectively and efficiently with and through other people to achieve the objective of the organization.

Key functions
Human Resource Management serves these key functions: 1. 2. 3. 4. 5. 6. 7. Recruitment & Selection Redundancy Industrial and Employee Relations Record keeping of all personal data. Total Rewards: Employee Benefits & Compensation Confidential advice to internal 'customers' in relation to problems at work Career development 4

8. Competency Mapping (Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.) 9. Time motion study is related to HR Function 10. Performance Appraisal

Modern concept of human resources

Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success. Although this view was increasingly challenged by more quantitatively rigorous and less "soft" management techniques in the 1960s and beyond, human resources development had gained a permanent role within organizations, agencies and nations, increasingly as not only an academic discipline, but as a central theme in development policy.

Strategic Human Resource Management Adopted By Raymond

Looking for information specific to the management of human resources, the human resource profession, the roles of a human resources professional or the strategic partnership of human resources managers with leadership teams? You've found it here. Read more to understand the opportunities for value added from human resources professionals in your organization.

The Human Resources Department As a Profitability Factor IN Raymond

What would you do if you had a Human Resource employee in an HR department who could improve Raymond company profit margins, positively impact the cost of goods sold, lower the days sales outstanding, and increase the price/earning ratio while liquidating overhead costs - and still deliver flawless transactional and traditional Human Resources services? You'd ask: Why is this employee wasting time in an HR department? Or, why didnt I demand this level of HR department performance years ago?

In Raymond HRs Role in Promoting Corporate Social Responsibility

When companies are global, an important challenge in garnering success is to respect other cultures and workforce environments and start forming a global profile or social consciousness. Recognize these differences with a sound Corporate Social Responsibility (CSR) plan that can simultaneously increase shareholder value, boost employee engagement and increase employer brand recognition HR Strategy In Raymond:- People Strategy, Compensation & Benefits, Leadership Development

Thinking Strategically First Makes Strategic Planning Work In Raymond

Strategic planning for organizations is not fun. Strategic planning is often done under duress because it is required. Strategic planning is important yet many plans are found on bookcases, not on the desktops being used. Done well, strategic plans provide a useful focus that energizes and moves the organization toward its mission, plus it provides a document to recruit others to the mission.

Recession Planning for Employees

Given the downward spiral of CEOs' confidence and with the talk about a potential recession, what have you done to plan for the possibility that the downturn becomes severe and impacts employees? These are some of the actions to take in recession planning for employees, for your HR department and other departments within your business, perhaps for Raymond company, if recession looms.

Reinventing HR from the Classroom to the Boardroom In Raymond

Raymond need to reinvent the field of HR in our HR educational programs and in our businesses. HR needs to be more strategic to gain a seat at the proverbial table, and we need to be more business-oriented. However, the whole HR community must invest to educate, certify, and mentor HR professionals, or we will never see the industry gain the respect it deserves. We can reinvent the field of HR.

Strategic Planning Pitfalls - to Avoid

Raymond have mixed feelings about what many companies call strategic planning but creating an overall direction for Raymond company, office, or work group is necessary for success. People need to feel as if they are part of something bigger than themselves. At the same time, they need clear direction to know what "bigger thing" they are part of. Learn strategic planning pitfalls to avoid. 6

How to Implement Strategic Planning: Vision Statement, Mission Statement, Values, More

In an earlier article Raymond gave you a strategic planning framework, samples, and examples for creating your organizations mission statement, vision statement, and more. As a result of the strategic planning article, people ask: now that Raymond know what all of this strategic planning should look like, how do I actually make strategic planning happen in organization? This strategic planning question strikes at the heart of how to make change of any kind happen in your organization.

How Real Women Get Ahead In Raymond: The Womans Advantage at Work
Forget what youve heard about being one of the boys, having it all, and going for the jugular. Here is how real working women get ahead in Raymond Working women favor smarts and skills over sexy, communicate superbly, and earn and learn from line management positions. Learn more about how real working women get ahead: the womans advantage at work.

Raymonds HR (Mr.Vinay lambhe)Personal Vision Statement

Our personal vision statement guides your life. Your personal vision statement provides the direction necessary to guide the course of your days and the choices you make about your career. Your personal vision statement is the light shining in the darkness toward which you turn to find your way. Your personal vision statement illuminates your way. Find out how to develop your personal vision statement.

A New Role for HR: Support to Raymond Company's Brand

"I once read an article in which Mickey Mantle tells about a recurring dream. He's racing to get to Yankee Stadium in a panic, because he's late for the game. To his horror the gates to the field are locked. He finds a hole in the centerfield fence and sticks his head through. As he tries to wiggle through the small hole he wakes up drenched in sweat! Like Mickey Mantle, one HR challenge face in Raymond

Why Human Resources Leaders Need Degrees to get job in Raymond

Human Resources leaders need degrees As we are considering a career in HR, or trying to advance our current HR career, a Bachelors degree, and even a Masters degree, will assist you. As organizational expectations of the potential contributions of an HR pro 7

have increased, the need for the HR leader to possess both experience and a degree has increased, too. .

Why HR Should Report to the CEO in Raymond

People are the most important resource of Raymond business. Often stated, but seldom totally believed, organizations will learn this important fact. Raymonds biggest challenge will be attracting and retaining a superior workforce. Our HR staff members are key players in recruiting and retaining staff. They are the heart of helping you form a positive, employee and customer-oriented culture.

Why HR Should Never Report to Finance in Raymond

These leadership and management tips will help Raymond create a profitable business and develop the talented workforce you need for progress, resiliency and agility. Every organization needs checks and balances. HR reporting to finance ties the hands of the people most likely to advocate for effective people policies and organization development, our HR staff.

HR as Product: Be the Raymond Brand of Choice

It is time for Human Resources practitioners to rethink their role and that of the HR department, not only for the purposes of contributing to the organization's bottom line, but also for their own survival.

Growing Raymonds Strategic Human Resources Consulting Skills

What does Raymond need from you as an HR professional in the twenty-first century? I'll bet it's less rulemaking and administration and more about consulting, customer-focus, measuring results and value-added activities. Find out how!

The Strategic of HR Coach in Raymond

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A new definition of the coaching role for the HR professional is recommended. Look at how coaching differs from some of the other human resources roles.

HR Redesign in Raymond
How do we give our customers what they want while still giving them what they need? This article makes an interesting observation on the changes needed in HR departments today.

In The Raymond Human resources management trends and influences

Internal influences In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing, development, motivation and retention of employees and other workers. The external factors are those largely out-with the control of the organization and include issues such as the economic climate, current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hanare broadly within the control of the organization to predict determine and monitor, for example the organizational culture underpinned by management behaviors (or style), environmental climate and the approach to ethical and corporate social responsibilities.

Major trends
In order to know the business environment in which Raymond organization operates three major trends should be considered: Demographics the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. Diversity the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation, etc. Skills and qualifications as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers will have to compete for employees by offering financial rewards, community investment, etc. 9

Individual responses HRM in Raymond

In regard to how individuals respond to the changes in a labour market the following should be understood: Geographical spread how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post. Occupational structure the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed). Generational difference different age categories of employees have certain characteristics, for example their behavior and their expectations of the organization.

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INTRODUCTION TO THE COMPANY

INTRODUCTION /HISTORY OF RAYMOND

Around the same time, the Singhanias aimed to broaden their business horizons. The family's sharp business foresight led to the acquisition of The Raymond Woollen Mills. When the grandson of Lala Juggilal, Lala Kailashpat Singhania took over Raymond in 1944, the mill primarily made cheap and coarse woollen blankets, and modest quantities of low priced woollen Fabrics The vision and foresight of Mr. Kailashpat Singhania greatly helped in establishing the J.K. Group's presence in the western region. Under his able stewardship, Raymond embarked upon a gradual phase of technological upgradation and modernization; producing woollen Fabrics of a far superior quality. Under Mr. Gopalakrishna Singhania, the mill became a world-class factory and the Raymond brand became synonymous with fine quality woollen Fabrics When Dr. Vijaypat Singhania took over the reins of the company in 1980, he injected fresh vigour into Raymond, transforming it into a modern, industrial conglomerate. His son Mr. Gautam Hari Singhania, the present chairman and managing director has been instrumental in restructuring the group. With the divestment of its non-core businesses, the group has emerged stronger, with a more focused approach. Today, with a 33 million-meter capacity in wool & wool-blended fabrics, Raymond commands an over 60% market share in worsted suiting in India and ranks amongst the first three fully integrated manufacturers of worsted suiting in the world. We are perhaps the only company in the world to have a diverse product range of nearly 20,000 design and colours of suiting fabric to suit every age, occasion and style. We export these to over 50 countries, including USA, Canada, Europe, Japan and the Middle East. A 100% subsidiary of Raymond Ltd., Raymond Apparel Ltd. (RAL) ranks amongst India's largest and most respected apparel companies. We bring to our customers the best of fabric and style through some of the country's most prestigious brands- Raymond Finely Crafted Garments, Manzoni, Park Avenue, ColorPlus, Parx, Be: and Zapp! and Notting Hill. Even as the brand keeps evolving through its cuts, styles, apparels and collections, one thing has remained unchanged over time is the unrelenting pursuit of excellence!

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2007 Year-end close of Dow Jones Industrial Average daily volume on the NYSE Raymond James fiscal year revenue: $3.1 billion

Average: 13,264.82 (in billions): 2.6

Key Facts/Events:

Forbes magazine included Raymond James among the 400 Best Big Companies in America for the sixth time. Tom James served as chairman of the Florida Council of 100. Raymond James established its Wealth Solutions department, bringing together existing resources to more efficiently serve advisors and their high-net-worth clients. BusinessWeek magazine ranked Raymond James 16th on its list of the top 25 clientpleasing brands nationally. Raymond James research department ranked 13th of 280 brokerage firms in the May 13 edition of The Wall Street Journal. DALBAR Inc. ranked the new Raymond James client statement as excellent and third among 23 competitors. Celebrated 45th Anniversary of company founding

2008 Year-end close of Dow Jones Average daily volume on the Raymond James fiscal year revenue: $3.2 billion Key Facts/Events:

Industrial Average: 8,776.39 NYSE (in billions): 2.61

J.D. Power and Associates ranked Raymond James highest in investor satisfaction with full service brokerage firms and highest in employee advisor satisfaction in a tie among financial investment firms. Raymond James was chosen first in SmartMoneys annual Americas Best and Worst Broker Survey from among eight national full-service brokerage firms. Angela Biever was named Raymond James Financials first Chief Administrative Officer. Tom James was named 2008 National Entrepreneur of the Year in the financial services category by Ernst & Young. Forbes.com named Raymond James one of Americas Most Trustworthy Companies and One of Americas Best Big Companies 12

Raymond James received a perfect score on the 2009 Human Rights Campaign Corporate Equality Index. Raymond James Trust Company converted to a Federal charter facilitating nationwide service as Raymond James Trust, N.A. Ten Raymond James equity research analysts won top honors in the 7th Annual Financial Times/Starmine Analyst Awards. Three new outside directors were elected to the board: Robert Saltzman, Shelley Broader and Susan Story.

Type Web Employee Sales Stock Exchanges Ticker Symbol Incorporated CEO :

: Public Company : http://www.raymondindia.com : 10,000 : INR 173.07 billion ($5.8 billion) (2005 : Mumbai-london : RYMDQ : 1925 Gautam Hari Singhaniya

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Need for the study:This project is a part of our degree course of Bachelor in Business Administration. This project we have to submit to our University in partial fulfillment of Requirements for the part of problem I am going to analyze problems regarding Recruitment process of one of reputed, focused company Ltd.

Objective: To understand the recruitment process and find out the sources of recruitment in Raymond Ltd.

To analyze the manpower for recruitment.

To study the job description and job specification and policies of recruitment.

To recommend any suggestion in enhancing the recruitment process.

To bring into focus the various methods of recruitment which company is using.

To give an outline of performance and planning for recruitment process can be improve.

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Value addition to company & self:In the final part of project, the responses and experienced opinions from employees themselves are taken which proves to be very effective in tracking some problems and the scope for improvement. Some more suggestions are given at the end which I feel to be implemented for improving overall performance.

As far as the researcher is concerned the in-depth study of recruitment process will be very helpful in near future in the corporate world for solving the problems .Also the researcher understand as how the recruitment process had been takes place in the company. During the project the researcher came to know the working culture of the organization. This project enhances the researcher knowledge and adds something to my personality. The factor which is discussed in detail in the report is equally important while implementing it in practical manner .It will definitely enhance the performance as well as the image of the company.

RAYMOND LTD.
Raymond Ltd. is promoted by technically qualified, financially sound, professionally experienced technocrats who crave for innovation and value addition. The experts are well knit, highly motivated professionals, who always encourage initiative and gather a deep sense of job satisfaction.

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RECRUITMENT PROCESS IN RAYMOND COMPANY RECRUITMENT

1.1 Introduction
Human Resource planning determines the number and type of people an organization needs. Job analysis and job design specify the tasks and duties of jobs and the qualifications expected from prospective job holders. The next logical step is that the management has to find people who not only are qualified for the position but also want the job. Recruitment provides employees which is the most productive of all resources to an organization. Recruitment refers to organizational activities that influence the number and types of applicants who apply for a job and whether the applicants accept jobs they offered. Recruitment deals with both human resource planning and selection. As recruiting is the first contact between organizations and prospective employees, adequate care must be taken to ensure that the process creates a positive first impression with these job applications. Recruitment provides a pool of people who are qualified to fill these vacancies. Recruitment is a linking function joining together those with jobs to fill and those seeking jobs. It is a joining process in that it tries to bring together job seekers and employer with a view to encourages the former to apply for a job with the latter.

Definition of Recruitment:
Recruitment is defined as a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an effective workforce. It is the process of finding and attracting capable applicants for employment. This process begins when new recruits are sought and ends when their applications are

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submitted. The result is a pool of candidates or applicants from which new employees are selected.

Recruitment process is said to be end with the receipt of applications, in practice the activity extends to the screening of applicants so as to eliminate those who are not qualified.

Purpose and Importance

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purpose are to:Determine the present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly under qualified or over qualified job applicants. Help reduce the job probability that job applicants, once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the compositions of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organizational and individual effectiveness in the short terms and long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Important aspects of Recruitment:

Recruitment has two important aspects:-

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To ascertain out the number of vacancies to be notified and the type of applicants needed to fill them and To make an appeal to potential applicants through novel advertising, to apply for such vacancies.

The steps are, thus, closely related to the environment (economic, social, technological and political) in which the company operates. No organization is likely to recruit successfully without taking care of these aspects.

The economic environment

Economic conditions exercise tremendous influence on the recruitment process. The ever-growing demand for MBA/CA/CFA/CWA students has been mainly due to the sudden boom in the financial service sector in India, especially from 1991 onwards. This has resulted in, especially, in manufacturing sector an increase in demand for recruiting engineers.

The social environment

In the past two decades, many changes have taken place in social environment. As a result, organizations have been placing increased emphasis on recruitment. The present generation of employees gives more importance for satisfying career in place of just a job. In the absence of opportunities for career growth in an organization, employees do not hesitate to leave and go in search of greener posture outside.

The Political Environment

In the late 80s, equal employment opportunity has become a major slogan in corporate circles. Companies have realized that employment need must be defined in terms of ability to perform the job, not in terms of race, color, religion, sex or national origin. Phrases such as only men need apply, and age 25-35 preferred no longer appeared in advertisement for job vacancies. Organizations have taken a number of steps to find and attract women and minority applicants (e.g., advertisements in related journals; sending Recruitment teams to a women college; college run by minority group, etc.)

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Political compulsions, constitutional provisions covering reservations for special groups, providing employment to sons of soil especially in states like Andhra Pradesh, Tamilnadu, Arunachal Pradesh; offering jobs to displaced persons whose lands have been acquired in order to set up projects of national importance also come in the way of recruiting people, based solely on qualifications, skills and experience. Factors such as influence of unions, recommendations of friends and relatives of management also play an important role in influencing recruitment policies followed by a firm.

The Legal Environment

The different legislative policies governing child labour, night shift work, bonded labor, contract labor, reservation, sons of soil have brought the legal environment to be major item to be looked into carefully by all the companies intending to recruit people for various positions. These issues are elaborated as follows:

The Employment Exchange Act, 1959; The Act requires all the employers to notify the vacancies arising in their establishments to prescribed employment exchange before they are filled. The Act covers all establishments in public sector and nonagricultural establishments employing 25 or more workers in the private sector.

The Contract Labor Act, 1970; The Act is applicable to every establishments (contractor) employing 20 or more persons. It tries to regulate the employment conditions of contract labor in certain establishments and also provides for the abolition of contract labor in certain circumstances.

The Factories Act, 1948; The Act prohibits the employment of women(night work, underground-work, carrying heavy loads, etc.) and child labor (Below 14 years) in certain jobs.

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The Apprentices Act, 1961; The Act provides for a machinery to lay down syllabi and specify period of training, mutual obligations of apprentices and employees, etc. The responsibility for engagement of apprentice lies solely with the employer. The Act, as amended in 1986, provides for revised rates of compensation during the apprenticeship period and for failure on the part of the employer to execute the terms of contract.

The child Labor Act, 1986; The Act prohibits the employment of children below 14 years of age in certain employments. This has become a serious issue in India recently when German firms refused to accept carpets exported from Uttar Pradesh, objecting to the employment of child labor in the carpet industry

Factors governing Recruitment

External factors: Supply and Demand of human resources Unemployment rate Labor Market Political-Social

External Factors Supply and Demand When the supply and demand of particular skill is relative to the supply is high, an extraordinary recruiting effort is needed

Unemployment Rate When the unemployment rate in a given area is high, the company recruitment process may be simpler

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Labor Market Labor market conditions in a local area are of primary importance in recruiting for most no-managerial supervisory and middle management positions. However, so far as recruitment for executive and professional position is concerned, conditions of all India market are important.

Political-Social Political Social is one of the external factors that govern Recruitment purpose. Reservation of jobs for SCs, STs, minorities another backwards classes (OBCs) is a political decisions.

Company Image The Company image also matters in attracting large number of job seekers. Blue chip companies attract large number of applicants. Often, it is not the money that is important. It is perception of the job seekers about the company that matters in attracting qualified prospective employees.

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Internal Factors
One of the internal factors is the recruiting policy of the organizations. Most of organizations have a policy of recruiting internally or externally. Generally, the policy is to prefer internal source as own employees know the company well. And can recommend candidates who fit the organization culture. Another related policy is to have temporary and part time employees. An organization hiring temporary and part time employees is in a less advantageous position in attracting sufficient applicants. In multinational corporations (MNCs), there is the policy relating to the recruitment of local citizens.MNCs operating in our country prefer local citizens, as they can understand local languages, customs and business practices better.

A major internal factor that can determine the success of the recruiting program is whether or not the company engages in HRP. In most of cases, a company cannot attract prospective employees in sufficient numbers and with required skills overnight. It takes time to examine the alternatives regarding the appropriate sources of recruits and the most productive methods for obtaining them. Once the best alternatives have been identified, recruiting plans may be made. Effective HRP greatly facilitates the recruiting efforts.

Size is the another internal factor having influence on the recruitment process. An organization with hundred thousand employees will find recruiting process less problematic than an organization having just one hundred employees.

Cost of recruiting is another internal factor that has to be considerd.Recruiting costs are calculated per new hire and the figure is considered nowadays. Careful HRP and forethought by recruiters can minimize recruiting costs. One cost saving measure for instance, is recruiting for multiple jobs opening 22

simultaneously. The best solution is to use proactive personnel practices to reduce employee turnover, thus, minimizing the need for recruiting. Evaluating the quality, quantity and cost of recruitment helps ensure that is efficient and cost-effective.

An organization registering growth and expansion will have more recruiting on hand than the one, which finds its fortunes declining

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CHAPTER 2 OBJECTIVES & HYPOTHESIS

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3)

Objective of recruitment and selection This chapter will deal with project entitled study of recruitment & selection of

Raymond Ltd. Company.

1. To understand the recruitment process in Raymond Ltd. Company. 2. To know companies recruitment and selection process of employee placement . 3. To know how the company increase the confidence of employees by the process of recruitment & selection. 4. To know effect of post recruitment efforts which show organizational ability. 5. To know how the company recruit right man to the right Job.

Hypothesis

1. It assumed that the a Recruitment and selection helps company to retain good and efficient employee in their organization. 2. It assumed that recruitment & selection helps company to put right man at the right job. 3. By Recruitment & selection company can attract new and competent work force in their organization.

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CHAPTER 3 RECRUITMENT PROCESS

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RECRUITMENT PROCESS
Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified applicants. The process comprises of 5 stages. Planning Strategy Development Searching Screening Evaluation and control

The ideal recruitment program is one that attracts relatively a large number of applicants who will survive the screening process and accept the job offered by organization.

Recruitment process can miss the ideal in many ways: By failing to attract adequate number of applicants By under/over selling the organization By inadequately screening applicants before they enter the selection process. Thus to approach the ideal Recruiting process, individuals responsible for recruiting process must know how many and what types of employees are needed, where and how to look for individuals with the appropriate qualification and interests, how to distinguish applicants who are unqualified from those who have a reasonable chance of success, and how to evaluate their work1.

1) Recruitment planning:
Organizations always plan to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified, or bother. Each time a recruitment program is contemplated; one task is to estimate the number of applicants necessary to fill all vacancies with qualified people. These details are available through job description and job analysis. For example:27

The job specification for senior personnel analyst includes the following: Graduation from a four year college with course work (minimum fifteen hours) inhuman Resource Management. Three to Five Years experience in employee classification and compensation or selection or recruitment. Two years experience in developing / improving job related compensation and testing instruments and procedures. Because job specification establish the qualifications required of applicants for a job opening, they serve an essential role in the recruiting function. These qualifications typically are contained in the job openings.

2) Job Analysts Responsibilities:

Conducting Job analysis is usually the primary responsibility of the HR department. Staff members of the HR department who specialize in job analysis have the title of job analyst or personnel analyst. Although job analysts are the personnel primary responsible for the job analysis program, they usually enlist the cooperation of the employees and managers in the departments when jobs are being analyzed. It is the managers and employees who are the sources of much of information about the jobs and they may be asked to prepare rough drafts of the job descriptions and specifications the job analyst need.

3) Gathering job Information:

Job data may be obtained in several ways. The more common methods of analyzing jobs are through the following: Interviews Questionnaires Observation

4) Job Description

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Job description is written description of a job and the types of duties it includes. Since there is no standard format for job descriptions, they tend to vary in appearance and content from one organization to another. Most job descriptions will contain at least three parts the job title, a job identification section and a job duties section. If the job specifications are not prepared as a separate document, they are usually stated in concluding section of the job description. Job descriptions are of value to both the employees and the employer. From the employees standpoint, job descriptions can be used to help them learned their job duties and to remind them of the results that are expected to achieve. From the employers standpoint, written job descriptions can serve as the basis for minimizing the misunderstandings that occur between managers and their subordinates concerning job requirements. They also establish managements right to take corrective action when the duties covered by the job description are not performed as required. Job Description is a valuable tool for performing HRM functions. So it should be updated, and should be clearly written.

II) Strategy Development Once it is known how many and what type of recruits are required, serious consideration needs to be given to Make or Buy employees Technological Sophistication of Recruitment and selection devices Geographic distribution of labor markets comprising job seekers Sources of recruitment Sequencing the activities in recruitment process.

Make or Buy Organizations must decide whether to hire less skilled employees and invest or training and education programs or they can hire skilled labor and professionals. Essentially, thus it the make i.e. hire less skilled workers or buy i.e. hire skilled workers decision. Organization which hires skilled labor and professionals shall have to pay more for these employees. 29

Buying employees has the advantage in the sense the skilled labor and professionals can begin the work immediately and little training may be needed. But the remuneration that the skilled workers and professionals demand may outweigh the benefits.

Technological Sophistication The second decision in strategy development relates to the methods used in recruitment and selection. The decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualifications. Although impersonal, computers have given employers and job seekers a wide scope of options in the initial screening stage. Technological advancement has made it possible for job seekers to gain better access. They have begun sending videotapes about themselves to number of organizations without wasting time and without spending money on travel.

III) Searching Where to look In order to reduce costs, organizations look into labor markets most likely to offer the required job seekers. Generally companies look into the national market for managerial and professional employees, regional or local markets for technical employees, and local markets for clerical and blue collar employees. But in some cases company located in backward district cannot confined itself into the labor market alone for its requirement of managerial personnel. But the same company can depend on the local market, if it were located in well developed city. In final analysis, organization recruits where experience and circumstances dictate likely success. Recognizing this many, adopt an incremental strategy in which initial efforts are concentrated in regional or local labor markets and expanded only if these efforts fail to achieve the desired results.

How to Look
30

How to look refers to the method of sources of recruitment. There are several sources and they may be broadly categorized into the following: Internal External

Internal Recruitment:
These are the one, which are within an organization i.e. recruiting inside candidates to fill up the open position. The various internal sources are as follows:

Present Employees Employee Referrals Former Employees Former Applicants

a) Present Employees Promotions and transfers from among the present employees can be a good source of recruitment. Promotion to higher positions has several advantages. They are as follows: It is a good Public relations It builds morale It encourages competent individuals who are ambitious It improves the probability of a good selection, since information on the individual performance is already available. It is cheaper than going outside to recruit. Those chosen internally are familiar with the organization When carefully planned, promoting from within can act also as a training device for developing middle level and top level managers. However, promotion can be dysfunctional to the organization as the advantage of hiring outsiders who may be better qualified and skilled is denied. Promotion also results in inbreeding which is not good for organization.

31

b) Employee Referrals It is a good source of recruitment. Employees can develop good prospects from their families and friends by aquatinting them with the advantages of a job with the company, furnishing cards of introduction, and even encouraging them to apply. This source is usually one of the most effective methods of recruiting because of many qualified people are reached at very low cost to the company.

c) Former Employees Former employees are also an internal source of applicants. Some retired employees may be willing to come back to work on a part time basis or many recommend someone who would be interested in working for the company. Sometimes, people who have left the company for some reasons or the other are willing to come back and work. Individuals, who left for other jobs, might be willing to come back for higher emoluments. An advantage with this source is that performance of these people is already known.

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

Evaluation of Internal Recruitment

There are three major advantages of internal recruitment: It is less costly than external recruiting. Organizations typically have a better knowledge of the internal candidates skills and abilities than the ones acquired through external recruiting. It builds morale, organizational commitment and job satisfaction. Some disadvantages are as follows:It lacks creativity. 32

Some organizations complain of unit raiding in which divisions compete for the same the people. Politics probably has a greater impact on internal recruiting and selection than does external recruiting.

2) External Recruiting:
External sources are those sources, which are outside the organizational pursuits. Organizations search for the required candidates from these sources for the following reasons: Suitable candidates with skills, knowledge, talent etc. are available. Candidates can be selected without any pre-convinced notion or reservation. Cost of employees can be minimized because employees selected from his source are generally placed in the minimum pay scale. Expertise, excellence and experience in other organizations can be easily brought into the organization.

The various external sources of an organization are:

Professional or trade associations Advertisements Employment exchanges Campus recruitment Consultants, Contractors, Radio and television

a) Professional and trade associations Many associations provide placement services for their members. These services may consist of compiling job seekers lists and providing access to members during regional and national conventions. Many associations publish or sponsor trade magazines for their 33

members. These publications often carry classified advertisement from employers interested in recruiting their members. These associations are particularly useful for attracting highly educated, experienced or skilled personnel.

b) Advertisement These constitute a popular method of seeking recruits, as many recruiters prefer advertisement because of their wide reach. Most experts are in the opinion that advertisement must contain the following information: The job content A realistic description of working conditions The location of the job The compensation, including fringe benefits To whom one applies

It may also be remembered that recruitment advertisement today has to do much, more than announce that a company is looking for a personnel. It has to sell the idea that the company and the job are perfect for the candidates.

c) Employment exchanges Employment exchanges have been set up all over the country in deference to the provision of the employment (compulsory notification of vacancies) Act, 1959. The Act applies to all industrial establishments having 25 workers or more each. The act requires the entire industrial establishment to notify the vacancies before they are filled. The major functions of the exchanges are to increase the pool of possible applicants and to do preliminary screening. Thus, employment exchanges act as a link between the employers and the prospective employees. These offices are particularly useful in recruiting bluecollar, white-collar and technical workers.

d) Campus Recruitment Colleges, universities, research laboratories, sport field and institutes are fertile ground for recruiters, particularly the institutes. The Indian institute of management (IIMS) and the Indian Institutes of Technology (IITS) are on the top of the list of avenues for 34

recruiters. In fact, some companies, recruiters are bound to recruit a given number of candidates from these institutes every year. The IIMS are in important source for recruiting management trainees. Campus Recruitment is going global with companies like Hindustan Lever, Citibank, HCL-HP, ANZ Grind lays, L & T, Motorola and Reliance looking for recruiters in global markets. The most common and least expensive approach for candidates its direct applications, in which job seekers submit unsolicited application letter or resumes.

e) Consultants Consultants are useful in as much as they have nation-wide contact and lend professionalism to the hiring process. They also keep prospective employer and the employee anonymous. Most consultant charge fees ranging from 20 to 50 percent of the first year salaries of the individuals placed.

f) Radio and Television Radio and television are used but sparingly, and that too, by government departments only. Companies in the private sector are hesitant to use the media because of its high costs and also because they fear that such advertising will make the companies look desperate and damage their conservative image.

When to look An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants. Time lapsed data will be highly useful in determining the timing. Once a recruiting plan and strategy are worked out, the search process can begin.

IV) Screening; The Employment Representative will screen the applications to be sure that the candidates forwarded to the Search Committee meet the minimum qualifications for the position, including any specialized skills. Upon request, the committee chair may review 35

all applications. Following the screening, HR will notify applicants who have not met the requirements; their application will not be considered. Using criteria based on the qualifications listed on the vacancy announcement, the Search Committee will screen the applications with one of the available screening methods. Committee members may screen by: 1. Placing each applicant into one of three categories (yes, no or maybe). 2. Identifying the top candidates by rank order. The committee may choose to go through as many screenings or "cuts" as it wishes and different methods may be used for different levels of screening.

Screening process requirements

Two procedures are required regardless of the methods chosen by the Search Committee. One, the committee must arrive at consensus after independently reading each applicant's materials and categorizing or prioritizing the applicants. Two, whether the screening is done in one stage or several (to reduce a large number of applicants to a manageable size), the committee must arrive at consensus at each stage of screening. It must also provide a reason for eliminating each applicant at each stage. The screening rating sheet is provided to facilitate this requirement.

Consensus
At the conclusion of the process the committee must record its screening decision on a consensus form. Each member must sign the form stating that the applicants chosen were arrived at by consensus. The signature does not represent agreement with the screening but does acknowledge that the outcome was reached by consensus of the committee members. The Search Committee will submit a list of candidates for interview to HR. After identifying qualified candidates, the committee will return all materials to HR. These materials include applications, rating sheets, consensus form, and information for the interview. 36

The Employment Representative and the Affirmative Action Officer review the application materials and advise the Search Committee of the status of compliance with the University Affirmative Action Plan and other policies. The decision about whether the application materials meet compliance requirements guides the Search Committee in finalizing the list of interview candidates.

Interview
After the list of persons to be interviewed is finalized, the interview process begins. HR will schedule interviews within seven working days of receipt of the completed Resume Evaluation Sheets. Departments may arrange with HR to schedule their own interviews. HR will prepare and mail letters to applicants not selected for interview. HR will prepare an interview packet for each committee member and notify the panel chair when they are available. Each packet will contain:

The Guide to Interviewing An interview schedule The completed application Interview questions Interview Forms Interview Rating Form - panel member's rating sheet Interview Rating Form - ranking by consensus Consensus Form Vacancy Announcement Employment Information Release forms

The Search Committee conducts the interviews and completes the individual rating forms. Following the interviews, the committee members must discuss their rankings of the applicants. Each committee member presents arguments for his/her ranking and a 37

consensus must be reached. Consensus means that each person can agree with the ranking even though he/she may disagree on some points. After reaching consensus, each committee member completes an Interview Rating Form. Then the committee completes the Interview Consensus Form. Methods for rating interviewees are the same as those used for screening, i.e. yes, no, maybe categorization and rank order. The committee states the top candidates' strengths and weaknesses on these forms and committee members sign them indicating agreement. Then the chair forwards the individual Interview Rating forms, the Interview Consensus forms, which is used to make the recommendation for hire, to HR.

Minority report
If a committee member disagrees with the consensus decision, he/she may prepare and attach to the consensus form a report of his/her opinion.

Selection
When HR receives the Screening/Selection form from the Search Committee, the Employment Representative will conduct a compliance review. When the position is underutilized, the Affirmative Action Officer (AAO) will check for protected group members among the top candidates and notify the Employment Representative. The Employment Representative notifies the department head if any of the candidates are protected group members. If none of the top candidates is a protected group member or if there is no question of underutilization, the department head selects a candidate from the list and informs HR of the selection. When underutilization exists and a protected group member is among the top candidates, the department head must select the candidate or justify, in writing, to the AAO the reasons for not selecting the protected group member. If the AAO does not agree with the 38

justification and the department head and AAO cannot come to an agreement, the issue is taken to the appropriate vice president(s) for resolution. After the selection is made, either HR or the department (after consulting with HR) will conduct reference checks on the top candidate. If the department performs this task, the department head sends the documentation to HR. When reference checks are negative, the department may:

select another candidate on the list, interview other candidates, extend the search, Terminate the search and postpone hiring.

Before an offer is made, the Employment Representative will complete the Employment Offer Checklist to insure that complete and accurate information about the offer is communicated to the department and the candidate. The department or HR will verbally offer the position to the candidate of choice, stating conditions of the hire as they appear in the Employment Offer Checklist. If the candidate accepts the offer and meets all conditions, HR prepares an appointment letter for the appointing authority's signature and mailing. If the candidate rejects the offer, the department may:

select another candidate on the list, interview other candidates, extend the search, Terminate the search and postpone hiring.

Before the successful candidate begins work, the department must submit a completed Staff Action Form to HR and the candidate must sign and return the appointment letter to HR (confirming the terms of appointment). HR will notify the department when the signed letter is received. 39

Post-Selection On the first day of work the new employee will go to HR to complete appointment paperwork and receive a New Employee Orientation Packet (if applicable). New employees who are eligible for benefits must attend a New Employee Orientation Session. The date, time and location of the session will be noted on the inside cover of the orientation packet and in the employee's appointment letter. After the recruitment is finished, HR will ask the hiring department and Search Committee for written and verbal feedback about the process. Periodically, HR will also solicit feedback about the process from successful and unsuccessful candidates. This information will be used to improve the process and to better meet campus needs. V) Evaluation and Control Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: Salaries for recruiters. Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth. Cost of advertisements, or other recruitment methods, that is, agency fees. Cost of overtime and outsourcing while the vacancies remain unfilled. Cost of recruiting suitable candidates for the selection process2

40

CHAPTER 4 HR & PERSONNEL DEPARTMENT IN RAYMOND LTD.

41

ABOUT HR & PERSONNEL DEPARTMENT IN RAYMOND LTD.

Man power planning Recruitment & selection Payroll Personnel records Statutory returns 1) Man power planning It is done according to the demand from the department or by an individual. According to the Individuals qualifications the personnel manager has to recruit the right man in right place. The manpower required are classified in different categories are named as:a) Technical b) Non-Technical c) Supervisory d) Managerial

2) Recruitment and Selection As the demands from the department the personnel manager gives the advertisement in newspaper or to any other placement agencies, and then collects the applications and shortlist the application and issue the interview call to the candidates. It involves the following: Advertisement in newspaper, Placement agencies Database Internet Short listing of applications 42

Interview calls Interview Final selection Appointment letter Joining formalities

3) Payroll Payroll Includes: Attendance Preparation of pay sheet Various statutory deductions 'like p.f ,esic, p.t ,income tax, lwf Leaves, rd, lic, salary advance, loan Forwarding pay sheet to a/c. Deptt. With bank advice

Other Payments Piece rate and attendance allowances Preparation of contractors payment Apprentices stipend Job workers bills payment Overtime payments (weekly) Computation of mathadi workers.

Record Maintenance Maintenance of personal files of all employees Maintenance of leave register and leave records of individual employees Loan register & advance register Rd Wage lic (monthly statements) salary sheets (monthly)

Accident register under factories act Inspection books Bonus register 43

Other Activities
Dearness allowance updating Bonus computation Arrears calculation & annual increments Gratuity and retirement Full and final settlement of left employees Handling security department6

44

CHAPTER 5 RESEARCH METHEDOLOGY

45

RESEARCH APPROACH
The research is important and helpful to know the process for searching for prospective employees and securitizing them in the organization. This research is beneficial for the company because by the process of recruitment the right number of qualified people is placed at the right job at the right time, so that an organization can meet its objective. Any organization recruits people with regular skills, qualifications and experience, for achieving the objectives of the organization. This research is beneficial for all as it give the knowledge as how the manufacturing company actually followed the recruitment process. By conducting this research the researcher came to know about the recruitment strategy. This survey was an open survey which was primarily focused on getting the information recruitment process of Raymond ltd.; hence it was conducted by working in Raymond and observing operations activity.

Sampling Procedure:Sampling is the selection of an appropriate sample from the population. A survey can be conducted in two ways: The data can be collected from the whole population. The data can be collected from a sample which represents whole population.

Conducting a survey on whole population is very costly and time consuming therefore by selecting a sample it will prove helpful in interpretation. There are various sampling methods are classified as : 1) Probability sampling. 2) Non probability sampling.

1) Probability sampling: Each member of the population has a known non- zero probability of being selected. It includes: Systematic sampling. 46

Cluster sampling. Stratified sampling. Random sampling.

2) Non probability sampling: In this sampling, members are selected from the population in some non random manner. These include: Convenience sampling. Judgment sampling. Quota sampling.

47

CHAPTER 6 DATA COLLECTION

48

DATA COLLECTION
The data serve as the bases or raw material for analysis. Data collection is a term used to describe a process of preparing and collecting data - for example as part of a process improvement or similar project. The purpose of data collection is to obtain information to keep on record, to make decisions about important issues, to pass information on to others. Primarily, data is collected to provide information regarding a specific topic. There are mainly 2 types of data:-

1) PRIMARY DATA: In this research the primary data was collected through filling the questionnaire by employees of Raymond limited company.

2) SECONDARY DATA: Secondary data are the data that were collected for some another purpose and already exist somewhere .we have collected the necessary secondary data from various books, Journals, magazines, worldwide web, newspaper etc.

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CHAPTER 7 DATA ANALYSIS & INTERPRETATION

50

FACTS AND FINDINGS

Categorization of employee

Categorization Technical Non Technical

Respondent 50 50

Yes 20 30

% 40 % 60%

NO 30 20

% 60% 40%

70% 60% 50%

40%
30% 20% 10% 0% Technical Non Technical

Yes

No

Figure 8.1
From the given table i.e. 8.1 it was found that there are more non technical employees than technical. So it can be concluded that it recruit more non technical employees as it is cotton ginning machine manufacturing company.

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8.2 Years of experience of employees in Raymond company

Duration 5-10 yrs 11-15 yrs 16-20 yrs 20-above

Respondent 50 50 50 50

Yes 5 10 30 5

% 10% 20% 60% 10%

No 45 40 20 10

% 90% 80% 40% 90%

Figure 8.2
From the given table i.e. 8.2, it can be concluded that the employees of Raymond company trust and believe on their organization as we can see that maximum Percentage (i.e. 60%) of employees is working there since 16-20 Years.

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 5-10yrs 11-15yrs 16-20yrs 20-above
Yes No

Figure 8.2 8.3 Sources of recruitment:

52

Sources Employee referrals Campus Advertisements E recruitment Placement agencies

Respondent 50 50 50 50 50

Yes 5 5 5 20 15

% 10% 10% 10% 40% 30%

No 45 45 45 30 35

% 90% 90% 90% 60% 70%

Figure 8.3
From the given table, it can be concluded that the more people are been recruited in the company through the sources of E- recruitment and placement agencies than the Employee referrals, Campus and Advertisement.

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Employee referrals Campus AdvertisementE-recruitment Placement agencies

Yes No

Figure 8.3

8.4 Selection process followed in Raymond company. Process Respondent Yes % No % 53

Preliminary Screening Employment interview Employment Test Physical examination All above

50 50 50 50 50

10 5 0 5 30

20% 10% 0% 10% 60%

40 45 50 45 20

80% 90% 100% 90% 40%

Figure8.4
From the given table i.e. 8.4 it can be concluded that the recruitment process are mainly takes place in Raymond company through all the above 4 process mentioned in the table. i.e. Preliminary screening, Employment interview, Employment test and Physical

examination.

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Preliminary screening

Yes No

Employment test

All above

54

100% 90% 80% 70% 60%

Yes
50%

No
40% 30% 20% 10% 0% Preliminary screening Employment test All above

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Figure 8.5
Type of interview followed by the company; Type Unstructured Interview Structured Interview Respondent 50 50 Yes 10 40 % 20% 80% No 40 10 % 80% 20%

70% 60% 50% 40% Yes 30% 20% 10% 0% Unstructured Interview Structured Interview No

56

CHAPTER 8 CONCLUSION & SUGGESTION

57

CONCLUSION:
As far as Raymond Company is concerned they have very sound procedure in n recruitment in their organization. During the tenure at the company the researcher has highlighted some areas of which they can effectively manage. Overall they enjoy good customer perception. They will increase their performance if they follow the same procedure with perfection.

Suggestions & Recommendations:

1. It is important to define to extent job responsibilities of individuals, hierarchical relationship amongst the members, accountabilities at individual level and the procedures or work methods required to be adopted.

2. Employees should be made aware of the hierarchy of ranks in the organization at the time of recruitment.

3. While designing work for various positions it is important to see that role expectations are clearly defined.

4. Survey among the employees for improvement and to know the grievances among them.

5. Awarding responsibilities and constant encouragement from senior management for potential employees.

6. Staff should look for the fallacies that may arise in future.

7. Circulate details of the position as widely as possible.

8. Ensure that equal opportunities policy applies to all post of workers. 58

9.

Skill shortages may occur unexpectedly hence in this light, the entry and induction processes need to be kept flexible. It could be a good idea for the company to plan its labor force requirements, matching available supply against forecast demand.

10. Furthermore, a skills audit of the existing staff could also be a useful tool in strengthening the existing manpower base of the company. Skills-audit could help in increasing the knowledge of the skills the organization has available and those, which are lacking and thus help pinpoint areas for future development. 11. It is also suggested to undertake steps for regular updating of the companys human resource plan. In doing so, it is in no way required that the plan be highly complicated. A straightforward plan could also help the organization to achieve the following : Assessing Future Recruitment Needs b) Formulating Induction & Training Programmes c) Developing Promotion and Career Development Policies Anticipating and where possible avoid Redundancies Developing a Flexible Workforce to meet Changing Requirements Controlling Staff Costs whilst Ensuring Salaries remain Competitive Assessing Future Requirements for Capital Equipment, Technology and Premises. .

59

Limitation of the study:

1. The study is limited only to the Raymond company limited at Nagpur.

2. As Raymond Limited being itself a very big organization, so it is insufficient for me to cover the whole organization in a very short span

3. Time is the limiting factor.

4. This analysis is done only in Nagpur so their result should not be applicable to another region.

5. Some employees were not showing their interest in filing the questionnaire.

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CHAPTER 9 BIBLIOGRAPHY

61

BIBLIOGRAPHY
Books:-

Human Resource Management P.Subba Rao Human Resource Management S.S. Khanka Human Resource Management- K. Aswathappa Human Resource Management C.B. Memoria

Web sites: www.raymond.com www.google.com www.scribd.com

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CHAPTER 10 ANNEXTURE

63

ANNEXTURE

QUESTIONNAIRE ON RECRUITMENT PROCESS IN RAYMOND COMPANY LIMITED

Objective- The objective of the questionnaire is to evaluate the recruitment process in Raymond company ltd. at Nagpur.

Distribution list -To be filled by the employees of the Raymond company ltd..

Respected Raymond limited, staff

Being a management trainee of RAYMOND LTD. COMPANY, I am experiencing extensive exposure to the wonderful working environment prevailing here. As a part of my project, to know the infrastructure capabilities of RAYMOND LIMITED, I have developed a questionnaire to know some basic facts that could not have been possible with direct interaction with each and every employee.

For that matter I want you to draw some precious time from your busy schedule to help me to know this organization better and your personal feelings from your exquisite experience here (and your sincerity and seriousness as well) and in return from my part, provide some feasible recommendations which might prove a beacon for improving performance to some extent for your company.

So please, kindly provide me the following information and give your valuable feedback which can prove a little milestone for achieving some positive result

QUESTIONNAIRE
64

RAYMOND LTD.
1) Name of the company: 2) Name of contact person: 3) Designation: 4) City: 5) Religion: 6) Education: 7) Family: 8) Current Salary: 9) Tel no:

10) Requirements details: 11) What is the Categorization of employees? a) Technical b) Non- Technical 12) From how long you are in this Organization? a) 5-10 years b) 11-15 years c) 16-20years d) 20 to above

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13) What is your source of recruitment? a) Direct b) Indirect c) Third party. 14) Is really company is followed the recruitment process? a) Yes b) No c) Somewhat 15) How the company will follow recruitment policies and Procedures? a) By advertising all vacancies internally. b) Reply to every job applicant without any delay. c) Seek candidates on the basis of their qualification.

16) What type of interview is followed in your company? a) Unstructured interview b) Structured interview.

17) What kind of selection process is followed in your company? a) Preliminary screening. b) Employment test. c) Medical test. d) All above.

18) Other than selection test, which extra test you will pass? a) Graphology test b) Polygraph test. c) Integrity test. d) Above all 66

19) Is there an up to date job description for the vacancy? a) Yes b) No

20) Is there any probation period is followed in your organization? a) Yes b) No

21) Is E-recruitment is takes place in your organization? a) Yes b) No

22) Are you satisfied with your organization environment? a) Yes b) No c) Somewhat

23) Whether decision-making involves workers participation or not? a) Yes b) No

67