A PROJECT REPORT ON "RECRUITMENT AND SELECTION OF AVON CYCLES LIMITED"

Submitted to: Punjab Technical University, Jalandhar in partial fulfillment for the requirement of degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted to:

Submitted by:

Mrs. Amanjot Kaur (Professor)

Gurpreet Kaur MBA (2nd Sem) Roll No.937

GURU NANAK DEV ENGINEERING COLLEGE GILL ROAD, LUDHIANA

ACKNOWLEDGEMENT

I would like to express my sincere gratitude and regards to my training in charge Mrs. Amanjot Kaur, for her sincere efforts, valuable guidance, constant encouragement and constructive criticism thought the course of and preparation of this report. My sincere thanks go to Mr. B.S. Dhiman, Vice President, who despite of his busy schedule guided me in every possible way. My training in charge provided me with all the requisite information and relative help whenever needed. I would like to thank all the human resource department members, who all provided me help for completing this project. It was a nice experience working under their supreme guidance. I express my sincere gratitude to Mrs. Shalini Gupta, director & other faculty members for talking pains to see us through our problems. I gained a lot by association with them. Last but not least I am very thankful to my parents and friends for their consistent.

Sonam Sharma

Company Profile

ESTABLISHED: 1952 CONTACT PERSON: Mr. Onkar Singh Pahwa-Managing Director Logo of the Company:

Website. E-mail.

www.avoncycles.com avon@avoncycles.com

GROUP HISTORY

The beginnings were humble - classic example of the enterprising Punjabi spirit. The founders Pahwa Brothers dreamt of giving the common man of this country an affordable means of mobility in those early days of our countrys independence. Excellent quality, economical rice and ethical business dealings earned them instant acceptability. Holding these values close to their hearts they built the trust brick by brick

Starting up a bicycle saddles and brakes manufacturing unit in 1948, the Pahwas set out on a long and arduous journey. Avon Cycles came into being in 1952 when the first batch of 250 bicycles rolled out of its plant.

Starting up a bicycle saddles and brakes manufacturing unit in 1948, the Pahwas set out on a long and arduous journey. Avon Cycles came into being in 1952 when the first batch of 250 bicycles rolled out of its plant.

The numbers have been going up, ever since. From amongst the pioneers of the Indian bicycle industry, AVON has remained in the top performers position for over half a century. The promoters abiding faith. in human values and fairness, built enduring business bonds with a vast dealer network in India and abroad.

High-class technology, consistent quality and effective after-sales service made up a perfect proposition.

AVON is the only group anywhere in the world with full backward integration. They have facilities for making almost all the parts, including Steel Balls needed for their Bicycles. The family business was reorganized in 1997 and the flagship company is the subject of this profile.

PRESENT ORGANISATION
Mr. Onkar Singh Pahwa leads the team as Managing Director. His two sons serve as full time working directors. The elder Rishi Pahwa, has Purchases and Works under him and the younger Mandeep Pahwa looks after Sales and Finance. There is hierarchy of senior Vice Presidents, Vice Presidents and General Managers heading various functions. The organization combines the simplicity and speed of a family business and the broad-based features of corporate functioning.

LOCATION The Companys Head Office and manufacturing units are conveniently located on the G.T. Road at Ludhiana, a buzzing industrial city in the northern state of Punjab. The city is well connected with other major cities and ports by Rail, Road and Air. The national capital Delhi is 300 KM away. Placed on an 85,000 square meters site in the cycle capital of India,

BRAND EQUITY
Years of trust building has earned AVON the status of a household name. AVON, APSARA and BUKE have become synonymous with dependable quality at competitive price.

VISION
As a manufacturing company, the company is committed to delivering quality at affordable price. Technological innovation has been one of the most natural advantages of its organizational structure. In fifty-two years of its being, it has invested heavily in its human capital. The highly motivated work force carries a sense of belonging. Their happiness is the key to its growth. Some of the workers joined the company in their youth and now, their second generation is growing with it to be old enough to bequeath their trust to the generation next. They have grown with the ,company.

OVERSEAS

In Bicycles and Bicycle Parts, the company distinguishes itself as the Largest Manufacturer Exporter from India. That it has enjoyed this status now for several years in a row, speaks of the popularity of its brands overseas. AVON is an Export House recognized by the Government of India.

EXPANSION PLANS

Currently the company is engaged in development of a range of e-bikes and escooters. Entry level model AVON e-bike is already in the market. Suitable infrastructure spread over an additional floor area of 35, 000 square meters has already come up adjoining the present site. Offers of collaboration by overseas companies are being evaluated.

Product Range Bicycles Roadster for Gents and Ladies Mountain City BMX Kids

BICYCLE MODELS
To satisfy all Age Groups: toddler through teens to adults. From the starry-eyed urge of the very young reaching for his first pedals, all the way up to the excitement and thrill of a 21-speed sturdy MTB, there is one, made just right for each one of them.

CUSTOMER FOCUS
In addition to the customer-specified requirements, the company ensures those not specified but considered necessary with reference to the intended use and any regulatory and legal requirements.

QUALITY MANAGEMENT SYSTEM ISO 9001: 2000 (E) by TUV Cert is in place.

Marketing
PHILOSOPHY: For every AVON product to be an excellent Value For Money (VFM) proposition, the company adopts a proactive role to determine level of satisfaction and understand the changing consumer aspirations. Aap ne sujhayi, hum ne banayi meaning we made it exactly as you wanted us to, has been the companys regular advertising refrain.

VISIBILITY
At home in 85 countries worldwide, the companys products are regularly showcased in International Trade Fairs and Exhibitions.

MARKETING STRATEGIES
Wide choice, updated quality, affordable price, streamlined distribution network and an appealing message.

LOYALTY
The companys dealers have been with it all through. Many of them have grown into the second, even third generation of owners. Their hopes and aspirations are inseparably linked to the companys prosperity. This has fostered enduring relationships.

PRODUCTION TECHNOLOGY
To remain in step with the fast changing technology, the Research & Development division is constantly engaged in quality upgrades. Regularly updated, responsible, and sustainable cleaner production technologies are employed.

PLANNING
The Production Planning & Control department works in tandem with the Inland and Overseas wings of the Marketing department to ensure correct and timely shipments.

WORK ENVIRONMENT
Clean, congenial and commensurate environment keeps the work force motivated. Workers participation in goat setting makes them exceptionally self-driven.

HUMAN RESOURCE
Recruitment and training hinges on the principle of right man for the right job on agreeable terms. On-job training, orientation training and HRD training are continuing processes.

PRODUCT REALISATION
The processes and machinery employed are consistent with the Quality Management System in place. Periodicat customer feedback on quality, level of satisfaction and servicing of complaints is retied upon as a regular input for improvement.

BUSINESS STRATEGY
To keep ahead of the competition the company gainfully draws upon the emerging technologies, stays engaged in its constant endeavour to add value, and keeps a close watch on its costs.

Products GENTS

Frame Wheels Handle Saddle

: : : :

55cm (22), 60cm (24), Dip brazed. 40-635 (28 X 1). PH/Type handle with grips. Double action PVC top saddle. Half chain cover.

Chain Cover:

with heavy duty pedals.

Frame Wheels

: :

55cm (22), 60cm (24), Dip brazed. 40-635 (28 X l ).

Handle Saddle

: :

PH/Type handle with grips. Double action PVC top saddle. Half chain cover.

Chain Cover:

with heavy duty pedals

Frame Wheels Handle Saddle Brakes

: : : : :

55cm (22), 60cm (24), Dip brazed. 40-635 (28 X 1) PH/Type handle with grips. Scooter type saddle. Side pull roller brakes System. 1/4 Chain Cover.

Chain Cover:

Frame Wheels Handle Saddle Brakes

: : : : :

55cm (22), 60cm (24T Dip brazed. 40-635 (28 X 1) PH/Type handle. Scooter type saddle. Side pull roller brakes System. 1/4 Chain Cover.

Chain Cover:

Frame Wheels Handle Saddle Brakes

: : : : :

55cm (22), Dip brazed. 40-584 (26 X 1 ). N.R. PH/Type with grips. Foam padded PVC top. Side pull roller brakes. 1/2 Chain Cover. (optional)

Chain Cover :

Frame Wheels Handle Saddle Brakes

: : : : :

55cm (22), Dip brazed. 47-571 (26 X 1). PH/Type with grips. Scooter type PVC top. Side pull roller brakes.

LADIES

Frame Wheels Handle Saddle Brakes

: : : : :

55cm (22), Ladies frame dip brazed. 40-635 (28 X 1 ). PH/Type handle with grips. PVC top foam padded saddle. Side pull roller brakes.

Frame Wheels

: :

50cm (20), Dip brazed. 40-584 (26 X 1 ).

Handle Saddle Brakes

: : :

N.R. PH/Type with grips. Foam padded PVC top saddle. Side pull roller brakes.

GIRLS

Frame Wheels Handle Saddle Brakes

: : : : :

53cm (21), Dip brazed. 37-590 (26 X 13/8) Swan neck type with grips. Foam padded saddle. Caliper brakes 1/2 Chain cover

Chain Cover :

Frame Wheels Handle Saddle Brakes

: : : : :

48cm (19), Co2 welded. 26 x 13/8 x 1 Raised handle with bar ends. Foam padded saddle. Caliper brakes

Frame Wheels

: :

48cm (19), Ladies version Co welded. 26x13/8x1

Handle Saddle Brakes

: : :

Swan Neck type with grips. Foam padded saddle. Caliper brakes.

Frame Wheels Handle Saddle Brakes

: : : : :

43cm (17) 40-590(26x1 Raised handle Foam Saddle Caliper brakes with front basket & dress guard

BOYS

Frame Wheels Handle Saddle Derallieur

: : : : :

50cm (20), Suspension frame. 52-559 (26 X 1.95). Raised Handle. Foam padded saddle. 18 Speed shimano SIS system. Triple Plastitied. Kick Stand. Vee - Brakes.

Chain Cover: Stand Brakes : :

Frame

48cm (19), Co welded with inbuilt carrier.

Wheels Handle Saddle Stand Brakes

: : : : :

52-559 (26 X 1.95). Raised handle, with Bar ends. Foam padded saddle. Kick Stand. Caliper Brakes

Frame Wheels Handle Saddle Brakes

: : : : :

45cm (18), K-Shape Suspension frame. 52-507 (24 X 1.95). Raised handle, with bar ends. Foam padded seat. Caliper Brakes.

Frame Wheels Handle Brakes

: : : :

58cm (23 Dip brazed. 32-630 (27 X 1/1/4). Deep drop handle with Elbow Rest. Hooded brakes with safety levers.

with inflator and water bottle. Also available in multi speed.

KIDS

Frame Wheels Handle Saddle

: : : :

24 cm (91/2 "), diamond shape TIG welded. 44-194 (l0 x 1.75) plastic wheels. Straight with plastic cover & pophorn. Long saddle with back rest. Plastic chain cover. Caliper Brakes

Chain cover : Brakes :

Frame Wheels

: :

30 cm (12"), K-Shape frame Co welded. 47-406 (20 x 1.75).

Handle Saddle Brakes

: : :

Extra raised handle with grips. Banana type with back rest pad. Caliper Brakes. with trainer wheel and front basket.

Frame Wheels Handle Saddle Brakes

: : : : :

34 cm (14), Co welded. 47-406 (20x1.75). Handle with bar ends. Foam padded seat.

Caliper brakes.

ELECTROMC BIKES

Drive Wheels Max Speed

: : :

Triple mode power, Manual, Motor & assisted 47 - 456 (22X1.75) 23 Kmph

Range Batteries Charger Weight

: : : :

Up to 40 Kilometers. Per chargers. LA 36V 10AH, Sealed, Rechargeable AC22OV/ 36VDC full charge time 6 to 8 hours. 46 kg. with batteries 70 kgs.

Rated Load :

Drive Wheels Tyres Max Speed Range

: : : :

Triple mode power, Manual, Motor & pedal assisted Aluminium alloy Front 64-305 (16X2.50) Rear 64-335 (18X2.50") 24 Kmph

50 kms. between charges

HEALTH PRODUCTS

Trim Fast
Model No. 0163 T Qty. :

Slim Trim (Jogger) Trim Fast DR

Model No. 0163 DR Qty. : Model No. 0163 J Qty. :

Slim Trim
Model No. 0163 S Qty. :

Enlarge View / More Details Enlarge View / More Details

Enlarge View / More Details

Objective.....

Our objective can be described in one line To enhance our ability to contribute to India's technological and economical growth and enrich our national as well as international recognition.

INTRODUCTION
Please read these guidelines prior to convening the selection committee and commencing short listing as they outline the entire process and will assist you and your selection committee understands your responsibilities. These guidelines will also assist you to work within both an efficient and ethical framework.

The selection and recruitment process is a critical factor in ensuring the University has the right staff. How well we manage this process also enhances the Universitys credibility and underlines our commitment to integrity, accountability and transparency in our decision making processes Sound business practice requires the selection process to provide a clear basis for entering into such a commitment and is documented such that recruitment decisions are capable of review.

Key Principles
The recruitment, development and retention of high quality staff is the Universitys prime objective. It has chosen a merit based selection system to optimize the potential for selecting the best person. This method uses a combination of written application, behaviorally based interview questions,

testing/presentations and referee reports to determine relative merit against defined selection criteria. This process has been established to ensure the best possible choice and that there is no discrimination on grounds unrelated to the requirements of the position.

RECRUITMENT

INTRODUCTION

The aim of personnel is to determine the needs for persons both in terms of number and type. For deciding about the number both present and future requirements should be taken into account. If there are expansion plans in near future these requirements should also be considered. Besides number, the job requirements, etc. the educational and technical requirements to manage various jobs should be properly analyzed so that right type of persons are employed.

Definition
According to flippo, recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization.

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED I.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.

Recruitment >> Purpose & importance Of

Recruitment
1Attract and encourage more and more candidates to apply in the organisation. 2Create a talent pool of candidates to enable the selection of best candidates for the organisation. 3Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. 4Recruitment is the process which links the employers with the employees. 56Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.

HOW TO RECRUIT

When recruiting, selecting, staffing and hiring, pick the smartest person you can find. Retention of your best employees starts with your recruiting, staffing and hiring strategies, policies and procedures. Recruiting, testing, selection and staffing are the focus of these resources, from the determination of the need to fill a position until the onsite job interview. Courage funded posts that are for six months or more will normally be advertised externally. Birkbeck currently uses an external advertising agency for all recruitment advertisements.

Once the new or replacement post has been authorized, the recruiting manager must submit details via e-mail of the proposed, advertisement to their Human Resources Adviser along with a copy of the approved authorization form. Where the position is for a fixed period (tasting more than six months) the end date must be stated. together with reasons for the fixed-term status.

All advertisements must be approved by the Human Resources team to ensure consistency in style and format, and must have a closing date. This will normally be two or three weeks after the date of publication.

SOURCES OF RECRUITMENT

Internal Sources Of Recruitment 1. TRANSFERS

The employees are transferred from one department to another according to their efficiency and experience.

2.

PROMOTIONS The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience.

3.

Others are Upgrading and Demotion of present employees according to their performance.

4.

Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organisational culture and the policies and procedures.

5.

The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.

EXTERNAL FACTORS
1) ADVERTISING A common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; Organizations that frequently spend large sums of money on advertising that sells what is not, strictly speaking, a product or service include political parties, interest groups, religious organizations and military recruiters. Non-profit organizations are not typical advertising clients, and may rely on free modes of persuasion, such as public service announcements.

Trade journals and newspapers

Employment advertising in Trade Journals, National and Local newspapers such as the Times and Guardian, is an important source of applicants. It is unlawful and contrary to College policy to exclude or to express a preference for any particular group of applicants as detailed in the .Equal Opportunities policy and the Code of Practice on Disability in Employment. Care must be taken to ensure that publications used for employment advertising have a diverse readership with significant minority

representation.

Internet
It is the policy of the College to use the internet for recruitment. All vacancies will be advertised on the jobs.ac.uk website, (through a hyperlink from Birkbecks website). The use of the internet as an advertising media allows the College access to a wide group of potential employees. However, since the Internet is accessed worldwide, care must be taken regarding the applicants eligibility to work in the UK (please refer to the Recruitment & Selection Guide for further information).

Employee referrals
Current employees may refer potentially suitable candidates to apply for employment. However, care must be taken to balance such referrals with other sources of applicants in order to encourage diversity in the Colleges work force. Where possible, employees should not be directly supervised by a partner or by another member of their family especially where access to confidential information could lead to a conflict of interest. Further information can be found in the Addressing Conflicts of Interest Code of Conduct on Relationships at Work policy.

Employment consultancies and agencies

The College may occasionally use specifically appointed consultancies or agencies for recruitment. The Human Resources team will make all arrangements for the use of consultancies or agencies.

Internal advertisements
In certain situations, it may be appropriate for a vacancy to be advertised internally only. Such situations may include, a possible redundancy situation, a restructuring exercise, or where an individual is being redeployed under the Capability (performance) or Ill Health procedures. In

such circumstances, the post will only be advertised within the College, and any employees affected by the example situations above, may be given priority to app

EDUCATIONAL INSTITUTES
Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.

LABOUR CONTRACTORS
Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs.

RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

Factors Affecting Recruitment

The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are:

1.

RECRUITMENT POLICY

The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment programmed. It may involved organizational system to be

developed for implementing recruitment programmers and procedures by filling up vacancies with best qualified people.

2.

HUMAN RESOURCE PLANNING

Effective human resource planning helps in determining the

gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess.

3.

SIZE OF THE FIRM

The size of the firm is an important factor in recruitment

process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personal, which will handle its operations.

4.

COST
Recruitment incur cost to the employer, therefore, organizations

try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. 5. GROWTH AND EXPANSION organization will employ or think of employing more personnel if it is expanding it's operations.

The external forces are the forces which cannot be controlled by the organization. The major external forces are:

1.

SUPPLY AND DEMAND

The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs.

2.

LABOUR MARKET

Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.

3-

IMAGE / GOODWILL

Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBAs when many finance companies were coming up.

4-

POLITICAL-SOCIAL-LEGAL ENVIRONMENT

Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped

etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers, If the candidate cant meet criteria stipulated by the union but union regulations can restrict recruitment sources.

5-

UNEMPLOYMENT RATE

One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn leads to unemployment.

6- COMPETITORS The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors.

RECRUITMENT POLICY OF AVON CYCLES LTD

Recruitment policy specifies the objectives if the recruitment and provide framework for the implementation of the recruitment programme. it may involve commitment to the principle such as enriching the organizations human resources by filling vacancies with the best qualified people, attitudes towards recruiting handicaps, friends and relatives of the present employees, promotion within. It may also involve the organization system to be developed for the implementation of recruitment, the program and procedures to be employed.

THE MAIN OBJECT WE OF THE RECRUITMENT POLICY OF THE AVON CYCLES LIMITED 1) To treat all employees fairly and equably in all employment relationships. 2) To provide each employee with freedom and opportunity to utilize and develop knowledge and skills to maximum possible extent. 3) 4) To integrate organizational needs and employee needs To meet the changing needs of the organization

The following recruitment system is adopted by Avon cycles ltd 1) Sanctioned strength; every department of the factory shall have an organization chart & category wise sanctioned strength. The personnel department will ensure that no over manning take place & the vacancies are filled as per sanctioned strength of the department. 2) Requisition: whenever the vacancy arises, HOD shall prepare personnel requisition on the prescribed form & obtain sanction from managing director. after obtain sanction the HOD shall send the requisition to the personnel department for the necessary action. If the post is of permanent nature the personnel requisition shall be send at least 15 days in advance to the personnel department. However the recruitment of unskilled workmen shall be immediately depending upon the availability of workmen. FACTORS AFFECTING RECRUITMENT POLICY Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.

PROBLEMS
If a company failed to define its overall recruitment strategy and hiring objectives, then any recruiting program may fail to meet the companys needs. This is especially true for outsourced programs like RPO. RPO can only succeed in the context of a well defined corporate and staffing strategy. As with any program, a company must manage its RPO activities. A company must provide initial direction and continued monitoring to assure the desired results. Overall, providing guidance to external activities can present a significant management challenge. Outsourcing of company processes may fail or prove a poor organizational fit. Improperly implemented RPO could reduce the effectiveness of recruitment The costs charged for recruitment transactions may total more than the cost of the internal recruitment department. RPO service providers may fail to provide the quality or volume of staff required by their customers. Placing all recruitment in the hands of a single outside provider may discourage the competition that would arise if multiple recruitment agencies were used. An RPO solution may not work if the companys existing recruitment processes are performing poorly. An RPO solution may not work if the service provider has inadequate recruitment processes or procedures to work with the client. RPO may not resolve difficulties that organizations have

hiring staff when the organization is perceived negatively by potential employees. This will instead require improved branding and an adjustment. of image. Organizations with efficient hiring process that are viewed as employers-of-choice by potential staff may stand to gain negligible benefits from RPO.

COMPONENTS OF THE. RECRUITMENT POLICY

The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment

A recruitment policy of an organisation should be such that: It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection.

 Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organisational needs.

Selection
INTRODUCTION
Important function & as no organization can achieve its goal without selecting right people. Selection is the main process of choosing the most suitable person out of the applicants. In this process, relevant information about applicant is collected through a series of step to as to revaluate their suitable for the job tote filled. It is the process of weeding out unsuitable candidate &finally identifies the most suitable candidates. Selection divides all the applicants into two categories 1- suitable and 2- unsuitable. Selection may be describe as a process of rejection because generally more candidates are turned away than are hired. Selection is different from the recruitment. Selection is negative as it rejects a large number of the applicants to identify the few who are suitable for the job. Recruitment involves comparison & choice of the candidate. The purpose of the selection is to pick up the right person for right job. Selection leads to waste of time & money & spoils the environment of an organization. Proper selection is helpful in increasing the efficiency & productivity of the company

SELECTION PROCEDURE OF THE AVON CYCLES LTD

The selection procedure consists of series of steps like aptitude tests, job knowledge test etc. at each stage facts may come to light which may load to the selection of the applicant it is a serious of successive hurdles or barriers, which an applicant must cross. These hurdles or screen are designed to eliminate the unqualified candidate at any point in the selection process. This technique is called successive hurdles technique. However selection procedure doesnt contain all these hurdles. Moreover the arrangement of these hurdles may differ from organization to organization. There is no standard selection procedure to be used in all organization of for all jobs. Selection is the matching process. It is the process of picking individual who have relevant qualification to fill jobs in an organization. The most suitable candidate is hired after eliminating the unsuitable candidates. The basic purpose is to choose the individual who can most successfully perform the job from the pool qualified candidates. AVON CYCLES LTD spends a huge amount every year on vacancies with appropriate persons who have adequate skills & knowledge of work they are expected to do;

RESPONSIBILITIES COMMITTEE

OF

THE

CHAIR

AND

SELECTION

To read and sign the Statement of Confidentiality form. To maintain confidentiality at all times. All proceedings related to the selection and appointment of staff are strictly confidential. Access to all papers, including applications, is to be limited to members of the selection committee and the committees secretary. Deliberations and decisions of the committee must not be discussed outside the committee without the specific authority of the Chair. If applicants make queries as to the progress of the selection process, or the deliberations of the panel, their queries should be referred to the Chair for response. To agree on selection techniques, weighting of criteria, interview questions or other evaluation tools prior to interviews to ensure all applicants are treated in an equitable manner. To structure interviews and other exercises consistently. To provide feedback to applicants. All applicants are entitled to receive feedback from the selection committee once they have been formally notified of the outcome. Either the Chair or previously

agreed upon committee member must respond to such requests in a timely manner To ensure the process is completed within a reasonable timeframe.

SELECTION PROCESS
Excellence, innovation and creativity are the foundations on which we build our business, and our staff comprises a handpicked team of the best possible people. To build this team, we undertake an extremely thorough and comprehensive recruitment process, and seek applicants who satisfy a broad range of criteria in terms of their ability to make a positive, ongoing contribution to Macquarie. Generally, this process includes applications, initial interviews, further interviews, psychological assessments and reference checking before an offer is made.

INTERVIEW PANEL
Up to the post of officer the interview panel shall consists fo the president, HOD, & one more manger

INTERVIEW PRODURE
The personnel department prepared a statement of the entire candidate called of the interview on the prescribed form & these documents to members of the interview panel a day before the schedule date. The interview mark their rating about candidate depending upon the vacancies for the interview or obtain their remark on the last page of employment application form. The selected candidate is interviewed by the managing director or president depending upon the nature of the job.

SELECTION LETTER
a formal letter of the selection without mentioning specific terms and condition of the appointment is sent to candidate

APPLICATIONS
We use varied and strategic channels to invite the most appropriate people to apply for positions at Macquarie. These include encouraging our valued staff to refer their friends to us, advertising in selected publications, utilising accredited recruitment agencies, building relationships with universities and specialist business colleagues and advertising vacancies online.

INTERVIEWS
The first interview is usually with a member of our professional recruitment team, and is used to determine your general suitability to Macquarie and discuss areas that may be of interest to you. You will be invited to subsequent interviews if we believe you are well suited to a position of interest, and these interviews are generally arranged with appropriate senior staff members. We may also assess your Asian language skills during the interview if this is a specific requirement for the role.

SHORT LISTING

Human Resources will forward all app received to the chair of the panel for short-listing. A Shortlist Memo (see appendix and Shortlist Form (see appendix will also be sent for completion by the panel, giving reasons as to why applicants were not selected for interview. Please refer to the Recruitment and Selection Guide for further details on completing these forms. and to ensure that only the candidates that best meet the criteria progress through the recruitment process, a maximum of 5 applicants (or less) should be shortlisted for any one post. If there are exceptional circumstances that warrant a larger shortlist, a case should be put forward to the Master before invitation to interview letters are sent out. Panels appointing to other posts are also encouraged to follow this guide to ensure the most effect use of resources, and quality of the candidates. As Chair, you need to ascertain, for internally advertised positions, the applicants employment status at UWA before sending the applications, together with the Statement of Confidentiality, to all members of the Selection Committee for independent short listing.

When you and the Selection Committee are reading the applications: think about the environment in which the position functions translate the claims made by applicants into this context consider whether the experience described demonstrate the applicants understanding of the requirements of the position assess the level of their formal skill and understanding

Document the shod listing process and outcornes.Return all non-shod listed applications to HR Services, Human Resources by hand so they can prepare and send regret to advise letters.

You and the selection committee through a further meeting or via email must: discuss the content, structure and evaluation of the

interview/seminar/research presentation and order it in a logical way (a seminar or Research presentation is not compulsory for research vacancies or Teaching and Research vacancies of less than three years) consider referees reports decide on a final shod list for interview

 finalize the interview questions and/or other assessment method(s) related to the criteria

MEDICAL EXAMINATION
All candidates so selected have to undergo medical test before practically reporting for work with fitness certificate

Reference checks
We will always undertake reference checks before making you an offer. Referees will be people who have previously supervised you in a professional capacity. In some instances, we will also undertake further personal and financial checks if relevant to the position you have applied for.

The offer If you successfully complete all of the above stages, you are someone we want on our team. We will make you a formal, written offer of employment, and require your acceptance in writing.

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Both recruitment and selection are the two phases of the employment process. The differences between the two are 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.

5.

There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

BIBLOGRAPHY

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