A

Dissertation Report
On
Comparative Study of the Recruitment & Selection Policies of (B..!.".# and
(B.S.$.".#%
Su&mitted in the partial fulfillment of re'uirement for the A(ard of
)asters in Business Administration (*+,+-,*#
(Affiliated to .ttra/hand 0echnical .niversity#
Su&mitted to1 Su&mitted By1
)s. )oni/a 2arn(al 3asir Bashir
(Associate Professor# )BA 4
th
sem

(R#
$im&us Academy of )ana5ement ($A)#
(Affiliated to .ttara/hand .niversity6 Dehradun-*47++,#
ad(ali6 P. O. 8ha9ra6 Dehradun : *47++; (.. 2.
6
AC2$O<"!D=!)!$0
I have a great pleasure in presenting this project report on the data collected by me on
Comparative Study of the Recruitment and Selection Policies of (B..!.".# and
(B.S.$."#.
I am very great full to our Chairman %r. Rajesh &umar 'i(ari ) *+ +r. ,ive-anand
Singh for giving timely advice and valuable suggestion.
I ta-e this opportunity to e.press my heartful gratitude to my guide/ %s. %oni-a &arn(al
(ho inspired of her busy schedule (as al(ays ready to share (ith me pearls of (isdom
from his vast e.perience.
0inally/ my special than-s to all those (ho have helped me to complete this project (or-.
1asir Bashir
%B2 I, (R#

6
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6
PR!>AC!
'he project report has been prepared as a part of the course curriculum of second year of
%B2. 2t each and every stage of life (e re7uire some sort of theoretical -no(ledge as
(ell as practical -no(ledge. It means/ only classroom lectures may not be enough to get
proper -no(ledge. It has to be supplemented (ith practical e.perience.
I had underta-en the project on 8Comparative Study of the Recruitment ) Selection
Policies of (B..!.".# and (B.S.$.".#9. 'hrough this project I have learnt a lot about
chocolate industry and the factors considered by the customers for preferring a particular
brand or its product.
'hus in this report I had tried my level best to cover most of the aspects regarding the
same.
6
D!C"ARA0?O$
ereby declare that the project report entitled 8Comparative Study of the Recruitment )
Selection Policies of (B..!.".# and (B.S.$.".#9 submitted for the degree of %aster of
Business 2dministration/ is my original (or- and the project report has not formed the
basis for the a(ard of any diploma/ degree/ associate ship/ fello(ship or similar other
titles. It has not been submitted to any other university or institution for the a(ard of any
degree or diploma.
1asir Bashir
%B2:I, Sem
6
!@!C.0?A! S.))AR3
I have done my project on comparative study of recruitment and selection policies of
(B..!.".# and (B.S.$.".#. %y main objective of this study (as to -no( the recruitment
and selection policies of (B..!.".# and (B.S.$.".# ho( much the employee of the
company are satisfied (ith these policies/ (hat are the differences bet(een the policies of
both the company and also the procedure of recruitment and selection of both the
company and comparison bet(een them.
Research methodology and method for the data collection is used (as through
7uestionnaire and intervie(s/ through discussion (ith the management members/ through
interacting (ith different employee of the company/ by referring manuals and
maga;ines.
'here (as some limitation during the study li-e the sample chosen doesn<t represent
the total population/ some of them needed help in ans(ering the 7uestionnaire since they
found difficulty in understanding the literal meaning of the 7uestions/ time boundation
(as there .
*n the bases of the observation and data collected (e come to the follo(ing
observation that=
Preference should be given to the most eligible candidate/ irrespective of their
se..
It should be suggested that the Company should pay the travel e.penses to the
candidate.
>ith changing times and changing needs the policies should be fle.ible.
'he Preference should be given to the most eligible candidate/ irrespective of
(hether candidate is internal or e.ternal.
6
CO)PA$3 PRO>?"!
B..!.". is the biggest and the oldest manufacturing division of public sector
corporation. Bharat heavy electrical limited is countries pioneering engineering
organi;ation the first of its -ind in 2sia. eavy electrical India limited Bhopal (as
registered on ?@th august A@B6 (ith a vie( to reach self sufficiency in industrial products
and po(er e7uipment vital for industriali;ation of country. 0oundation stone (as laid on
ABth $ovember A@BC and its production started on Ast 4uly A@6D. B..!.". >as
inaugurated formally in $ovember A@6D by late Prime %inister Shri 4a(ahar "al $ehru.
'o meet the total demand of heavy electrical e7uipment B!" came in to being as there
(as need for an integrated approach to the development of po(er e7uipment manufacture
in India and also to optimally utili;e the resources. It is the largest engineering and
manufacturing enterprise of its -ind in India/ and one of the leading international
companies in the po(er field. B!" offers over ACD products and provides systems and
services to meet the needs of core sectors li-e= Po(er/ 'ransmission/ Industry/
'ransportation/ $on:Conventional !nergy Sources/ and *il ) 5as !.ploration )
'elecommunication. >ith AE %anufacturing +ivisions/ a (ide spread Regional Services
$et(or-/ and Project Sites all over India ) abroad and (ith an e.port presence in more
than BD countries/ B!" is truly India<s Industrial ambassador to the (orld. 2ll major
%anufacturing/ !rection and Service units of B!" have been a(arded IS* @DDD
certification.
B!"<s Bhopal plant is the company<s oldest unit (ith updated ) state:of:the:art
manufacturing facilities. 'he product range at Bhopal includes ydro/ Steam/ %arine )
$uclear 'urbines/ ydro ) 'urbo 5enerators/ 'ransformers/ S(itchgears/ Control gears/
'ransportation/ !7uipments/ Capacitors/ Bushings/ !lectrical %otors/ Rectifiers/ *il
+rilling Rig/ !7uipments/ Battery Po(ered ,ehicles and +iesel 5enerating sets. 'his unit
have been recommended for IS*:AEDDA certificate for its !nvironmental %anagement
System.
6
B!" BhopalFs strength is e.isted in its employees. Company invests in uman
Resource continuously and is alive to their needs. 'he plantFs (ell established to(nship is
spread over an area of around ?D s7 -ms. and provides good ealth facilities/ Sports )
Recreational Par-s.
B!" A?S?O$6 )?SS?O$6 AA".!S
B!" A?S?O$1
2 (orld class !ngineering !nterprise committed to enhancing sta-eholders value.
)?SS?O$1
'o be an Indian multinationalG engineering enterprise providing total business solution
through 7uality products/ system and service in the fields of energy/ industry/
transportation/ infrastructure and other potential areas.
AA".!S1
'he values of B!" are=
H Ieal to e.cel and ;est for change.
H Integrity and fairness in all matters.
H Respect for dignity ) potentials of individuals.
H Strict adherence to commitments.
H !nsure speed of response
H 0aster learning/ creativity ) team (or-.
H "oyalty and pride in the company.
6
PROD.C0 PRO>?"! O> B!"
Po(er .tiliBation1 -
Industrial %achines
Po(er =eneration1 -
ydro 'urbines
ydro 5enerators
eat !.changers
!.citation Control
!7uipment
Steam 'urbine
Control ) Relay Panel
Po(er 0ransmission1 -
'ransformer
S(itchgear
*n: "oad 'ap Changers
"arge Current Rectifier
0ransportation1 -
'ransportation !7uipment
Renovation & )aintenance1
ydro Po(er Stations
'hermal Po(er Stations
>or-er !ngg. ) Services
)iscellaneous1 -
0abrication
Coil ) Insulation
Casting
6
B!" .$?0 <?S! D!SCR?P0?O$
$ame of the .nit $ame of the City 3ear !sta&lished 3ear of
Production C
)er5er
!P B*P2" A@B6 A@6B
P!P 1+!R2B2+ A@6J A@6B
PBP 'RIC1 A@6J A@6B
!!P 2RI+>2R A@6J A@6B
C00P 2RI+>2R A@KE A@K6
'P 42$SI A@K6
SS'P 'RIC1 A@K6 A@K@
B2P R2$IP!' A@K6 A@CD
IS5 B2$52"*R! A@J? A@CD
!+$ B2$52"*R! A@6J A@CD
!+P B2$52"*R! A@J? A@CD
I,P 5*I$+>2" A@CJ A@CE
IP 425+ISP3R A@CE
!RP ,2R2$2SI A@CE

6
B!" BOPA" PRO>?"!
!stablished in the late BD<s/ Bharat eavy !lectrical "td. (B!"# is/ today/ a name to
rec-on (ith in the industrial (orld. It is the largest engineering and manufacturing
enterprise of its -ind in India/ and of the leading International Companies in the po(er
field. B!" offers over ACD products and provided systems and services to meet the
needs of core sectors li-e= Po(er 5eneration and 'ransmission/ Industry/ 'ransportation/
'elecommunication/ $on: Conventional !nergy Sources/ *il ) 5as. >ith AE
%anufacturing +ivisions/ a (ide spread Regional Services $et(or-/ and Project Sites all
over India ) 2broad and (ith an e.port presence in more than BD countries/ B!" is
truly India<s Industrial 2mbassador to the (orld. 2ll major %anufacturing/ !rection and
Services units of B!" have been a(arded IS* @DDD Certification.
B!"<s B*P2" plan is the company<s oldest unit (ith updated ) state of the art
manufacturing facilities. 'he product rang at Bhopal including ydro/ Steam/ %arine )
$uclear 'urbines/ ydro ) 'urbo 5enerators/ 'ransformers/ S(itchgears/ Control:5ears/
'ransportation !7uipments/ Capacitors/ Bushing/ !lectrical %otors/ Rectifiers/ *il
+rilling Rig !7uipments/ Battery Po(ered ,ehicles/ and +iesel 5enerating sets. 'his unit
has been recommended for IS*:AEDDA certificate for its !nvironmental %anagement
System.
B!" B*P2"<S S'R!$5'= 'he greatest strength of B!" Bhopal is its highly
s-illed and committed KKA6 !mployees. !very employee is given an e7ual opportunity to
develop himself and improve his position. Continuous training and retraining/ career
planning/ a positive (or- culture and participative style of management have engendered
development of a committed and motivated (or- force leading to enhanced productivity
and higher levels of 7uality.
3$I'<S P*"! S'2R S'2'!%!$'= 'o be a leading and creditable supplier of product
and services ensuring ade7uate return for gro(th inline (ith company<s vision and
mission.
6
OR=A$?DA0?O$ CAR0 O> B!"
C2IR%2$ ) %2$25I$5 +IR!C'*R

+IR!C'*RS

!6!C3'I,! +IR!C'*RS

5!$!R2" %2$25!RS

2++I'I*$2" 5!$!R2" %2$25!RS

+!P3'1 5!$!R2" %2$25!RS

S!$I*R %2$25!RS

%2$25!RS

S!$I*R !6!C3'I,!S

!6!C3'I,!S

S3P!R,IS*RS

C"!R&S
6
C"ASS?>?CA0?O$ O> !)P"O3!!S O> B!"
!@!C.0?A!S1
!+$
5%
25%
+5%
+5%
Sr. %anager
%anager
+y. %anager
Sr. !ngineerL Sr. Personnel *fficerLSr. 2+% *fficer
Sr. Stores *fficersL Sr. 2ccount officer
!ngineerL Personnel *fficer L 2+% *fficer
Store *fficer L 2ccount *fficer
S.P!RA?SORS1
Sr. !.ecutive 0oreman
!.ecutive 0oreman
5eneral 0oreman L Chief 0oreman
0oreman L Store older 5rade M I L Sr. 2ccountant 5rade L Sr. *fficer
Superintendent.
2sst. foremanL Store older 5rade II L 2ccountant 5rade II L *fficer Super
Superintendent
Charge %anL Store older 5rade III L 2ccountant 5rade III L 2sst. *fficer
Superintendent.
0!C$?C?A$S1
Chief 'echnician
5eneral 'echnician
%aster 'echnician
Sr. 'echnician
6
'echnician
AR0?SA$S1
!lectrical 5rade I/ II/ III/ I,
+raftsman 5rade I/ II/ III/ I,
0itters 5rade I/ II/ III/ I,
%achinist 5rade I/ II/ III/ I,
'urner 5rade I/ II/ III/ I,
>elder 5rade I/ II/ III/ I,
>inder 5rade I/ II/ III/ I,
Rigger 5rade I/ II/ III/ I,
Crane *perator 5rade I/ II/ III/ I,
"ab 2ssistant 5rade I/ II/ III/ I,
Blac- Smith 5rade I/ II/ III/ I,
Patternma-er 5rade I/ II/ III/ I,
C"!R?CA" S0A>> ($O$ S.P!RA?SORS#
"ibrarian
Compounder
Pharmacists
$urses
+resser
'ele. L 'elephone *perator
+rivers
.$S2?""!D C S!)? S2?""!D <OR2!RS
Peons
%ails
S(eepers
6
>or-ers on +aily >ages !tc.
6
0! B!" AS 0O >O""O< 0!S! <A3S >OR R!CR.?0?$=
0! !)P"O3!!
A. P.RPOS!1
'he purpose of the company is to define the procedure of Recruitment ) Selection
in the company.
B. SCOP!1
'he scope of the company is to find the individuals see-ing employment in the
company.
C. R!SPO$S?B?"?031
'he Responsibility is on the %anager:R+L*perations +irector:!2I SystemsL*peration
+irector:'PB:India.
D. A.0OR?031
'he 2uthority in the company is commensurate (ith responsibility.
!. PROC!D.R! S0!PS1
,. )A$ PO<!R R!CR.?0)!$0
2s and (hen the need arises / the %anpo(er Re7uirement 0orm is dually
filled by the *+L5roup %anager of the concerned department and for(arded
to the R+ +epartment.
'he R+ +epartment initiates activity on the recruitment once the N%anpo(er
Re7uirementN form is approved by %+.
2ll N%anpo(er Re7uirement 80orms are maintained by the R+ +epartment.
6
*. ?D!$0?>3?$= SO.RC!S O> R!CR.?0)!$01
*n the basis of %anpo(er Re7uirement 0orm a recruitment source is identified.
'he source of recruitment could be e.ternal or internal.
?$0!R$A" SO.RC! O> R!CR.?0)!$0
Internal 'ransferLPromotion (ith necessary screening/ training and selection to
meet the specified re7uirement. It (ould be desirable to utili;e the internal
sources before going outside to attract the candidates. 'he t(o categories of
internal sources including a revie( of the present employees and nomination of
the candidates by employees.
'he C*%P2$1 suggests that the effective utili;ation of internal sources
necessitates an understanding of their s-ills and information regarding relationships
of jobs. 'his (ill provide possibilities for hori;ontal and vertical transfers (ithin
the enterprise eliminating simultaneous attempts to lay off employees in one
department and recruitment of employees (ith similar 7ualification for another
department in the company. Promotions and 'ransfers (ithin the plant (here an
employee is best suitable improves the morale along (ith solving recruitment
problems.
'hese measures can be ta-en effectively if (e established job families through job
analysis programmes combining together similar jobs demanding similar employee
characteristics. 2gain/ employee can be re7uested to suggest promising candidates.
Sometimes in a company the employees are given pri;es for recommending a
candidate (ho has been recruited. 'he usefulness of this system in the form of
loyalty and its (ide practice/ it has been pointed that it gives rise to cli7ues
posing difficulty to management.

6
'herefore/ in this company before utili;ing the system attempts should be made to
determine through research (hether or not employees thus recruited are effective
on particular jobs. 3sually/ internal sources can be used effectively if the number
of vacancies are not very large/ ade7uate/ employee records are maintained/ jobs do
not demand originality lac-ing in the internal sources/ and employees have prepared
themselves for promotion.
!@0!R$A" SO.RC! S O> R!CR.?0)!$0
2n e.ternal source of Recruitment is considered from the combination of the
follo(ing options=

CO$S."0A$01
Consultant are given the re7uirement specifying 7ualifications/ e.perience and all
other necessary details. In consultant (e considers the employment agencies/
educational and technical institute/ casual/ labor and mail applicants/ trade unions
and other sources. *ur company have developed mar-edly in large cities in the
form of consultancy services.
3sually this company facilitates recruitment of technical and professional personnel.
Because of their speciali;ation/ they effectively assess the needs of their clients
and aptitude and s-ills of the speciali;ed personnel. 'hey do not merely bring an
employer and an employee together but computeri;e lists of available talents/
utili;ing testing to classify and used advance techni7ues of vocational guidance for
effective placement purposes.
!ducational and technical institutes also forms an effective source of manpo(er
supply. 'here is an increasing emphasis on recruiting students from different
management institutes and universitiesF commerce and management departments by
recruiters for positions in sales/ accounting/ finance/ personnel and production.
'hese students are recruited as management trainees and then placed in special
6
company training programmes. 'hey are not recruited for particular positions but
for development as future supervisors and e.ecutive.
Indeed / this source provides a constant flo( of ne( personnel (ith leadership
personalities. ,ocational schools and industrial training institutes provides
speciali;ed employees/ apprentices/ and trainees for semis-illed and s-illed jobs.
Persons trained in these schools and institutes can be placed on operative and
similar jobs (ith a minimum of in plant training. o(ever/ recruitment of these
candidates must be based on realistic and differential standards established through
research reducing turnover and enhancing productivity.
'he enterprise depends to some e.tent upon casual labour or "applicant at the
gate" and mail applicants. 'he candidates may appear personally at the companyFs
employment office or send their applications for possible vacancies. 2ccording to
company the 7uality and 7uantity of such candidates depend on the image of the
company in community.

Prompt response to these applicants proves very useful for the company. 'he
company find that this source is uncertain/ and applicants reveal a (ide range of
abilities necessitating a careful screening. +espite these limitations/ it forms a
highly ine.pensive source as the candidates themselves come to the gate of the
company. It also provides measures for a good public relations and accordingly /
the candidates visiting the company must be received cordially.
Trade unions are playing an increasingly important role in labour supply. In several
trades/ they supply s-illed labour in sufficient numbers. 'hey also determine the order
in (hich employees are to be recruited in the organi;ation. In industries (here
they do not ta-e active part in recruitment/ they ma-e it a point the employees
laid off are given preference in recruitment.
6
ADA!R0?S!)!$01
2ll recruitment advertisements are placed centrally by the R+ +epartment.
'he advertisement is drafted by R+ +epartment in consultation (ith the
concerned +epartment.
2ll related documents of 2dvertisements released are maintained in the
N2dvertisementN file.
In addition to the above sources/ several organi;ations develop sources through
voluntary organi;ations such as clubs/ attracts employees of competitors loo-ing for
a change or good prospectus for employment/ utili;e (omen/ older (or-ers and
physically handicapped for specific positions (here they are best suitable/ and use
the Nsituation (antedN advertisement in ne(spapers.
E. S!"!C0?O$1
2 . SCR!!$?$=CSOR0"?S?$=
Resumes received from consultants andLor from the advertisements released in
$e(spaperL%ag;ine are screened by R+ +epartment in consultation (ith the
concerned department.
B. ?$0!RA?!< CA""1
'he shortlisted candidates are contacted for intervie( through an intervie( call
letterLtelephone callLe:mai l or through the consultants.
C. ?$0!RA?!< SC!D."!1
6
Intervie( schedule is prepared and sent to the concerned +epartmentFs *+/
Intervie( panel and a copy is -ept for R+ +epartment records. 'he Intervie(
Schedule includes the follo(ing re7uirement.
6
,accant Position in the *rgn.
2pplication Short:"ist
Call for !valuation
!valuation Process
*ffer "etter to selected
Candidates
+irect
Recruitment
Re'uisition Process
%anpo(er re7uisition
Re7uisition approval
Resume
+etails
2pplicant
+ata Blan-
RejectionLold
$o
Re7uisition
R!CR.?0)!$0 PROC!SS
'he 2pplicant +ataban- is 2 Central storehouse of 2pplicant related information.
'he Recruitment Process has different options: +irect and 'hrough Re7uisition
+irect= 'he Candidate re7uired for a vacant position in the organi;ation is searched from
the applicant +ata Ban- and given offer.
'hrough Re7uisitions= 'he Re7uisition Process (an official (ritten demand# comprise of
%anpo(er Re7uisitions from the organi;ation.

2fter 2pproval of the Re7uisitions the 2pplicants are short listed from the 2pplicant +ata
Ban- based on the position/ !.perience/ s-ill set/ Oualification as re7uired from the
Re7uisition.
'he Short "isted 2pplicants are then called for an evaluation process that is based on pre:
defined steps for the respective positions.
2fter clearing the evaluation process an offer letter is given to the selected applicants.
6
If the 2pplicant is rejected or on old during !valuation process/ the 2pplicant goes
bac- to the 2pplicant +ata Ban- (ith appropriate status.
In todayFs rapidly changing business environment/ organi;ations have to respond
7uic-ly to re7uirements for people. ence/ it is important to have a (ell:defined
recruitment policy in place/ (hich can be e.ecuted effectively to get the best fits
for the vacant positions. Selecting the (rong candidate or rejecting the right
candidate could turn out to be costly mista-es for the organi;ation. Selection is
one area (here the interference of e.ternal factors is minimal. ence the R
department can use its discretion in framing its selection policy and using various
selection tools for the best results. 'hese case lets discuss the importance of having
an effective recruitment and selection policy.
'hey discuss the importance of a good recruitment and selection process that
starts (ith gathering complete information about the applicant from his application
form and ends (ith inducting the candidate into the organi;ation.
$OR)S O> B!" R!CR.?0)!$0
B!" mainly recruits !ngineer 'rainees/ Supervisor 'rainees and 2rtisans/ (henever
vacancies for these positions are sanctioned. *nce vacancies are sanctioned/ the
recruitment for these position is conducted according to the process (hich (ill be
described in detail in open advertisement issued. 1ou may loo- out for such
advertisements in the 8!mployment $e(s9/ and also at this (ebsite/ (here it (ill also be
hosted (hen issued. o(ever/ some broad features are given belo(=
A. 0or the positions of:
a# !ngineer 'rainees
b# Supervisors 'rainees
6
$ormally above t(o recruitments are centrally conducted for various units of B!" and
detailed advertisement/ containing no. of vacancies/ job:specifications/ selection process
etc./ is published in $ational +ailies.
0or these positions/ generally recruitment is conducted leveraging technology/ (hich
re7uires submission of applications Pon:line< only. 'he broad job:specifications are as
under=
8OB SP!C?>?CA0?O$S1
a# >or !n5ineer 0rainees
0ull time regular Bachelor<s +egree in !ngineering or 'echnology from a recogni;ed
Indian 3niversityLInstitute in the relevant discipline (ith minimum 6DQ mar-s in the
aggregate of mar-s of all yearsLsemesters.
&# >or Supervisor 0rainees
0ull time regular +iploma in engineering in the relevant discipline (ith minimum
6DQ mar-s in the aggregate of mar-s of all yearsLsemesters (rela.able to BBQ for
SCLS' candidates# from a recogni;ed Indian universityLinstitute.
3pper 2ge "imit
!ngineer 'rainee: ?K years for 5raduates
?@ years for Post:5raduate
Supervisor 'rainee:?K years
'he selection process involves on 2ll India based (ritten test follo(ed by intervie(.
'he process by (hich the candidates/ (ho apply/ are shortlisted for inviting for
(ritten test and intervie(/ is described in detail in the advertisements issued.

6
*. >or the position of Artisans

'he recruitment for these positions is conducted by concerned unit only/ (henever
vacancies are sanctioned to them. 'he detailed advertisement/ containing no. of
vacancies/ job :specifications/ selection process etc./ is published in !mployment $e(s
and hosted on B!" (ebsite. >indo( advertisement is/ ho(ever/ published in "ocal
+ailies.
8OB SP!C?>?CA0?O$1
%etricLSS"C R $ational 'rade Certificate ($'C# in the relevant trade plus $ational
2pprenticeship Certificate ($2C# (ith not less than 6DQ mar-s for 5en and *BC
candidates and not less than BBQ mar-s for SCLS' candidates in both $'C and $2C.
3pper 2ge "imit: ?K years for 5eneral Candidates Rela.ation in upper age limit for
various categories in all the above positions is as per PresidentialL 5ovt. +irectives on
reservations.
'he selection process involves (ritten test follo(ed by intervie(. 'he process by (hich
the candidates/ (ho apply/ are shortlisted for inviting for (ritten test and intervie(/ is
described in detail in the advertisements issued.
$ote1
A. 'he above mentioned job:specifications are broad in nature. 2s such/ it is
advised to refer to the details of concerned recruitment/ (henever
conducted.
?. 2pplications for jobs are to be submitted against specific recruitment
advertisement only and as prescribed.
J. *ccasionally B!" recruits persons at levels other than described above.
2ny advertisements issued in this regard (ill also be hosted at the site.
E. 3nsolicited applications (ill neither be entertained nor responded.
6
CO)PA$3 PRO>?"!
Bharat Sanchar $igam "td. formed in *ctober/ ?DDD/ is >orldFs Kth largest
'elecommunications Company providing comprehensive range of telecom services in
India= >ireline/ C+%2 mobile/ 5S% %obile/ Internet/ Broadband/ Carrier service/
%P"S:,P$/ ,S2'/ ,oIP services/ I$ Services etc. >ithin a span of five years it has
become one of the largest public sector unit in India.
BS$" has installed Ouality 'elecom $et(or- in the country and no( focusing on
improving it/ e.panding the net(or-/ introducing ne( telecom services (ith IC'
applications in villages and (ining customerFs confidence. 'oday/ it has about EK.J
million line basic telephone capacity/ E million >"" capacity/ ?D.A %illion 5S%
Capacity/ more than JKJC? fi.ed e.changes/ ACDDD B'S/ ?CK Satellite Stations/ ECDA@6
R-m of *0C Cable/ 6JKJD R-m of %icro(ave $et(or- connecting 6D? +istricts/ KJJD
citiesLto(ns and B.B "a-hs villages.
BS$" is the only service provider/ ma-ing focused efforts and planned initiatives to
bridge the Rural:3rban +igital +ivide IC' sector. In fact there is no telecom operator in
the country to beat its reach (ith its (ide net(or- giving services in every noo- ) corner
of country and operates across India e.cept +elhi ) %umbai. >hether it is inaccessible
areas of Siachen glacier and $orth:eastern region of the country. BS$" serves its
customers (ith its (ide bou7uet of telecom services.
BS$" is numero uno operator of India in all services in its license area. 'he company
offers vide ranging ) most transparent tariff schemes designed to suite every customer.
6
BS$" cellular service/ Cell *ne/ has more than AK.C million cellular customers/
garnering ?E percent of all mobile users as its subscribers. 'hat means that almost every
fourth mobile user in the country has a BS$" connection. In basic services/ BS$" is
miles ahead of its rivals/ (ith JB.A million Basic Phone subscribers i.e. CB per cent share
of the subscriber base and @? percent share in revenue terms.
BS$" has more than ?.B million >"" subscribers and ?.B million Internet Customers
(ho access Internet through various modes vi;. +ial:up/ "eased "ine/ +I2S/ and
2ccount "ess Internet (C"I#. BS$" has been adjudged as the $3%B!R *$! ISP in the
country.
BS$" has set up a (orld class multi:gigabit/ multi:protocol convergent IP infrastructure
that provides convergent services li-e voice/ data and video through the same Bac-bone
and Broadband 2ccess $et(or-. 2t present there are D.6 million +ata*ne broadband
customers.
'he company has vast e.perience in Planning/ Installation/ net(or- integration and
%aintenance of S(itching ) 'ransmission $et(or-s and also has a (orld class IS*
@DDD certified 'elecom 'raining Institute.
Scaling ne( heights of success/ the present turnover of BS$" is more than Rs.JBA/C?D
million (3S S C billion# (ith net profit to the tune of Rs.@@/J@D million (3S S ?.?6
billion# for last financial year. 'he infrastructure asset on telephone alone is (orth about
Rs.6JD/DDD million (3S S AE.JK billion#.
BS$" plans to e.pand its customer base from present EK millions lines to A?B million
lines by +ecember ?DDK and infrastructure investment plan to the tune of Rs. KJJ crores
(3SS A6.6K million# in the ne.t three years.
'he turnover/ nation(ide coverage/ reach/ comprehensive range of telecom services and
the desire to e.cel has made BS$" the $o. A 'elecom Company of India.
6
A?S?O$6 )?SS?O$ & OB8!C0?A!S
A?S?O$ 1
'o become the largest telecom Service Provider in 2sia.
)?SS?O$1

i. 'o provide (orld class State:of:art technology telecom
services to its customers on demand at competitive prices.

ii. 'o Provide (orld class telecom infrastructure in its area of
operation and to contribute to the gro(th of the countryFs
economy.
OB8!C0?A!S1
'o be a "ead 'elecom Services Provider.

'o provide 7uality and reliable fi.ed telecom service to our
customer and there by increase customerFs confidence.

'o provide mobile telephone service of high 7uality and
become no. A 5S% operator in its area of operation.
'o provide point of interconnection to other service provider as
per their re7uirement promptly.
'o facilitate R ) + activity in the country.
Contribute to(ards=
i. $ational Plan 'arget of BDD million subscriber base for the
country by +ecember ?DAD.
ii. Broadband customers base of ?D million in India by ?DAD as
per Broadband Policy ?DDE.
6
iii. Providing telephone connection in villages as per government
proposition.
iv. Implementation of 'riple play as a regular commercial
proposition.
6
OR=A$?DA0?O$A" S0R.C0.R! O> BS$"
Distri&ution of =roup-(ise staff stren5th of Do0 and BS$" (num&ers# as on E,st
)arch *++7 is indicated &elo(1
6
R!CR.?0!)!$0 A$D S!"!C0?O$

!.ternal environment
Internal environment
6
uman Resources
Plannin5
Alternatives to
Recruitment
Recruitment
?nterval Sources !Fternal Sources
?nternal )ethods !Fternal )ethods
Recruited ?ndividual
?$0ROD.C0?O$
Recruitment is an important part of a businessF human resource planning. In
all businesses/ people are a vital resource : and they need to be managed as such. 'he
overall aim of the recruitment and selection process is to obtain the number and 7uality of
employees that are re7uired in order for the business to achieve its objectives.
'he Recruitment and Selection process promotes successful hiring decisions that can
truly impact the success of a department or faculty.'he selection of a candidate (ith the
right combination of education/ (or- e.perience/ attitude/ and creativity (ill not only
increase the 7uality and stability of the (or-force/ it (ill also play a large role in bringing
management strategies and planning to fruition.
0here are three main sta5es in recruitment1
(A# Identify and define the re7uirements. 'his involves the preparation of job
descriptions/ job specifications and person specifications
(?# 2ttract potential employees : there are various methods for doing this : (hich are
described in a separate revision note
(J# Select and employ the appropriate people from the job applicants
It is important to appreciate that recruitment is a continuous process : because of=
Staff departures (e.g. retirements/ sac-ings/ resignations#
Changes in business re7uirements (e.g. ne( products/ mar-ets/ e.panded
operations#
Changes in business location (a relocation often triggers the need for substantial
recruitment#
Promotions
6
P.RPOS! & ?)POR0A$C! O> R!CR.?0)!$0
Recruitment ome T Purpose ) Importance *f Recruitment
2ttract and encourage more and more candidates to apply in the organisation.
Create a talent pool of candidates to enable the selection of best candidates for the
organisation.
+etermine present and future re7uirements of the organi;ation in conjunction (ith
its personnel planning and job analysis activities.
Recruitment is the process (hich lin-s the employers (ith the employees.
Increase the pool of job candidates at minimum cost.
elp increase the success rate of selection process by decreasing number of
visibly under 7ualified or over7ualified job applicants.
elp reduce the probability that job applicants once recruited and selected (ill
leave the organi;ation only after a short period of time.
%eet the organi;ations legal and social obligations regarding the composition of
its (or-force.
Begin identifying and preparing potential job applicants (ho (ill be appropriate
candidates.
Increase organi;ation and individual effectiveness of various recruiting techni7ues
and sources for all types of job applicants
R!CR.?0)!$0 PROC!SS
'he recruitment and selection is the major function of the human resource department
and recruitment process is the first step to(ards creating the competitive strength and the
strategic advantage for the organisations. Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the intervie(s and
re7uires many resources and time. 2 general recruitment process is as follo(s=
6
?dentifyin5 the vacancy1
'he recruitment process begins (ith the human resource department receiving
re7uisitions for recruitment from any department of the company. 'hese contain=
Posts to be filled
$umber of persons
+uties to be performed
Oualifications re7uired
Preparing the job description and person specification.
"ocating and developing the sources of re7uired number and type of employees
(2dvertising etc#.
Short:listing and identifying the prospective employee (ith re7uired
characteristics.
2rranging the intervie(s (ith the selected candidates.
Conducting the intervie( and decision ma-ing
Identify vacancy
Prepare job description and person specification
2dvertising the vacancy
%anaging the response
Short:listing
2rrange intervie(s
Conducting intervie( and decision ma-ing
'he recruitment process is immediately follo(ed by the selection process i.e. the
final intervie(s and the decision ma-ing/ conveying the decision and the
appointment formalities.
6
SO.RC!S O> R!CR.?0)!$0

!very organisation has the option of choosing the candidates for its recruitment processes
from t(o -inds of sources= internal and e.ternal sources. 'he sources (ithin the
organisation itself (li-e transfer of employees from one department to other/ promotions#
to fill a position are -no(n as the internal sources of recruitment. Recruitment candidates
from all the other sources (li-e outsourcing agencies etc.# are -no(n as the e.ternal
sources of recruitment.
6
?$0!R$A" SO.RC!S O> R!CR.?0)!$0

0RA$S>!RS1 'he employees are transferred from one department to another
according to their efficiency and e.perience.
PRO)O0?O$S = 'he employees are promoted from one department to another
(ith more benefits and greater responsibility based on efficiency and e.perience.
*thers are 3pgrading and +emotion of present employees according to their
performance.
Retired and Retrenched employees may also be recruited once again in case of
shortage of 7ualified personnel or increase in load of (or-. Recruitment such
people save time and costs of the organisations as the people are already a(are of
the organisational culture and the policies and procedures.
'he dependents and relatives of +eceased employees and +isabled employees are
also done by many companies so that the members of the family do not become
dependent on the mercy of others.
6
!@0!R$A" SO.RC!S O> R!CR.?0)!$0

,. PR!SS ADA!R0?S!)!$0S1
2dvertisements of the vacancy in ne(spapers and journals are a (idely used source of
recruitment. 'he main advantage of this method is that it has a (ide reach.
*. !D.CA0?O$A" ?$S0?0.0!S1
,arious management institutes/ engineering colleges/ medical Colleges etc. are a good
source of recruiting (ell 7ualified e.ecutives/ engineers/ medical staff etc. 'hey provide
facilities for campus intervie(s and placements. 'his source is -no(n as Campus
Recruitment.
E. P"AC!)!$0 A=!$C?!S1
Several private consultancy firms perform recruitment functions on behalf of client
companies by charging a fee. 'hese agencies are particularly suitable for recruitment of
e.ecutives and specialists. It is also -no(n as RP* (Recruitment Process *utsourcing#
4. !)P"O3)!$0 !@CA$=!S1
5overnment establishes public employment e.changes throughout the country. 'hese
e.changes provide job information to job see-ers and help employers in identifying
suitable candidates.
G. "ABO.R CO$0RAC0ORS1
%anual (or-ers can be recruited through contractors (ho maintain close contacts (ith
the sources of such (or-ers. 'his source is used to recruit labour for construction jobs.
H. .$SO"?C?0!D APP"?CA$0S1
%any job see-ers visit the office of (ell:-no(n companies on their o(n. Such callers are
considered nuisance to the daily (or- routine of the enterprise. But can help in creating
the talent pool or the database of the probable candidates for the organi;ation.
6
;. !)P"O3!! R!>!RRA"S C R!CO))!$DA0?O$S1
%any organisations have structured system (here the current employees of the
organisation can refer their friends and relatives for some position in their organisation.
2lso/ the office bearers of trade unions are often a(are of the suitability of candidates.
%anagement can in7uire these leaders for suitable jobs. In some organi;ations these are
formal agreements to give priority in recruitment to the candidates recommended by the
trade union.
7. R!CR.?0)!$0 A0 >AC0OR3 =A0!1
3ns-illed (or-ers may be recruited at the factory gate these may be employed (henever
a permanent (or-er is absent. %ore efficient among these may be recruited to fill
permanent vacancies.
6
>AC0ORS A>>!C0?$= R!CR.?0)!$0
'he recruitment function of the organisations is affected and governed by a mi. of
various internal and e.ternal forces. 'he internal forces or factors are the factors that can
be controlled by the organisation. 2nd the e.ternal factors are those factors (hich cannot
be controlled by the organisation. 'he internal and e.ternal forces affecting recruitment
function of an organisation are=
6
?$0!R$A" >AC0ORS A>>!C0?$= R!CR.?0)!$0
'he internal forces i.e. the factors (hich can be controlled by the organisation are=
A. R!CR3I'%!$' P*"IC1=
'he recruitment policy of an organisation specifies the objectives of recruitment and
provides a frame(or- for implementation of recruitment programme. It may involve
organi;ational system to be developed for implementing recruitment programmes and
procedures by filling up vacancies (ith best 7ualified people.
>AC0ORS A>>!C0?$= R!CR.?0)!$0 PO"?C31
*rgani;ational objectives
Personnel policies of the organi;ation and its competitors.
5overnment policies on reservations.
Preferred sources of recruitment.
$eed of the organi;ation.
Recruitment costs and financial implications.
*. .)A$ R!SO.RC! P"A$$?$=1
!ffective human resource planning helps in determining the gaps present in the e.isting
manpo(er of the organi;ation. It also helps in determining the number of employees to
be recruited and (hat 7ualification they must possess.
E. S?D! O> 0! >?R)1
'he si;e of the firm is an important factor in recruitment process. If the organi;ation is
planning to increase its operations and e.pand its business/ it (ill thin- of hiring more
personnel/ (hich (ill handle its operations.
6
4. COS01
Recruitment incur cost to the employer/ therefore/ organi;ations try to employ that source
of recruitment (hich (ill bear a lo(er cost of recruitment to the organi;ation for each
candidate.
G. =RO<0 A$D !@PA$S?O$1
*rgani;ation (ill employ or thin- of employing more personnel if it is e.panding its
operations.
6
R!CR.?0)!$0 PO"?C3

In today<s rapidly changing business environment/ a (ell defined recruitment policy is
necessary for organi;ations to respond to its human resource re7uirements in time.
'herefore/ it is important to have a clear and concise recruitment policy in place/ (hich
can be e.ecuted effectively to recruit the best talent pool for the selection of the right
candidate at the right place 7uic-ly. Creating a suitable recruitment policy is the first step
in the efficient hiring process. 2 clear and concise recruitment policy helps ensure a
sound recruitment process.
It specifies the objectives of recruitment and provides a frame(or- for implementation of
recruitment programme. It may involve organi;ational system to be developed for
implementing recruitment programmes and procedures by filling up vacancies (ith best
7ualified people.
6
CO)PO$!$0S O> 0! R!CR.?0)!$0 PO"?C3
'he general recruitment policies and terms of the organisation
Recruitment services of consultants
Recruitment of temporary employees
3ni7ue recruitment situations
'he selection process
'he job descriptions
'he terms and conditions of the employment
2 recruitment policy of an organisation should be such that=
It should focus on recruiting the best potential people.
'o ensure that every applicant and employee is treated e7ually (ith dignity and
respect.
3nbiased policy.
'o aid and encourage employees in reali;ing their full potential.
'ransparent/ tas- oriented and merit based selection.
>eightage during selection given to factors that suit organi;ation needs.
*ptimi;ation of manpo(er at the time of selection process.
+efining the competent authority to approve each selection.
2bides by relevant public policy and legislation on hiring and employment
relationship.
Integrates employee needs (ith the organisational needs.
>AC0ORS A>>!C0?$= R!CR.?0)!$0 PO"?C3
*rgani;ational objectives
Personnel policies of the organi;ation and its competitors.
5overnment policies on reservations.
Preferred sources of recruitment.
6
$eed of the organi;ation.
Recruitment costs and financial implications.
R!C!$0 0R!$DS ?$ R!CR.?0)!$0

'he follo(ing trends are being seen in recruitment=
O.0SO.RC?$=1
In India/ the R processes are being outsourced from more than a decade no(. 2
company may dra( re7uired personnel from outsourcing firms. 'he outsourcing firms
help the organisation by the initial screening of the candidates according to the needs of
the organisation and creating a suitable pool of talent for the final selection by the
organisation. *utsourcing firms develop their human resource pool by employing people
for them and ma-e available personnel to various companies as per their needs. In turn/
the outsourcing firms or the intermediaries charge the organisations for their services.
Advanta5es of outsourcin5 are1
Company need not plan for human resources much in advance.
,alue creation/ operational fle.ibility and competitive advantage turning the
managementFs focus to strategic level processes of R%
Company is free from salary negotiations/ (eeding the unsuitable
resumesLcandidates.
Company can save a lot of its resources and time
POAC?$=CRA?D?$=1
8Buying talent9 (rather than developing it# is the latest mantra being follo(ed by the
organisations today. Poaching means employing a competent and e.perienced person
already (or-ing (ith another reputed company in the same or different industryG the
organisation might be a competitor in the industry. 2 company can attract talent from
another firm by offering attractive pay pac-ages and other terms and conditions/ better
than the current employer of the candidate. But it is seen as an unethical practice and not
6
openly tal-ed about. Indian soft(are and the retail sector are the sectors facing the most
severe brunt of poaching today. It has become a challenge for human resource managers
to face and tac-le poaching/ as it (ea-ens the competitive strength of the firm.
!-R!CR.?0)!$01
%any big organi;ations use Internet as a source of recruitment. !: Recruitment is the use
of technology to assist the recruitment process. 'hey advertise job vacancies through
(orld(ide (eb. 'he job see-ers send their applications or curriculum vitae i.e. C,
through e mail using the Internet. 2lternatively job see-ers place their C,<s in (orld(ide
(eb/ (hich can be dra(n by prospective employees depending upon their re7uirements.
Advanta5es of !-Recruitment are1
"o( cost.
$o intermediaries
Reduction in time for recruitment.
Recruitment of right type of people.
!fficiency of recruitment process.
6
R!CR.?0)!$0 AS S!"!C0?O$
Recruitment ome T Recruitment ,s Selection
Both recruitment and selection are the t(o phases of the employment process. 'he
differences bet(een the t(o are=
Recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organisation >!R!2S selection
involves the series of steps by (hich the candidates are screened for choosing the
most suitable persons for vacant posts.
'he 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 >!R!2S the basic purpose of selection
process is to choose the right candidate to fill the various positions in the
organisation.
Recruitment is a positive process i.e. encouraging more and more employees to
apply >!R!2S selection is a negative process as it involves rejection of the
unsuitable candidates.
Recruitment is concerned (ith tapping the sources of human resources
>!R!2S selection is concerned (ith selecting the most suitable candidate
through various intervie(s and tests.
'here is no contract of recruitment established in recruitment >!R! 2S
selection results in a contract of service bet(een the employer and the selected
employee.
6
OB8!C0?A! O> 0! S0.D3
Primary O&9ectives1
'o compare the recruitment policy of B!" and BS$".
'o study the effectiveness of Recruitment ) Selection policy of these
organi;ations.
Secondary O&9ectives1
'o study ho( the recruitment policy can be made better.
'o -no( (hat are the techni7ues organi;ations are using for recruitment.
6
R!S!ARC )!0ODO"O=3
'he Research is !.ploratory Research. 'he data is collected through ADD employees from
each organi;ation.
SA)P"! D!S?=$1
'he method used for sample techni7ue is convenient sampling method.
SA)P"! S?D!1
ADD employees from each organi;ation.
0OO"S O> A$A"3S?S1
I have used Ouestionnaire %ethod. Some of the soft(are<s used for ma-ing this project
(ill be %s >ord and %s !.cel. 'he +ata collected is sho(n through 5raphs and Pie
Charts.
DA0A CO""!C0?O$1
Source of +ata for this project primary as (ell as secondary.
"?)?0A0?O$S1
'he respondents (ere limited and cannot be treated as the (hole population.
'he respondents may be biased.
'ime (as the major constraint.
'he accuracy of indications given by the respondents may not be consider ade7uate.
6
DA0A A$A"3S?S & ?$0!RPR!0A0?O$
I,. Are you in support of recruitment policy of the CompanyJ
Options B!" (K# BS$" (K#
3es @D CC
$o AD A?
?nterpretation1
@DQ of the e.ecutives say that they are in support of recruitment policy of B!". %ost
of the e.ecutives of BS$" say that they (ere in support of the recruitment policy of their
organi;ation. 'his sho(s that recruitment policy of B!" is better than BS$". B!" is
ta-ing candidates (ho have scored more than KBQ mar-s in 5raduation. 2ll India level
e.am ) Intervie( is conducted by B!" and BS$" for recruitment of employees.
6
I*. <hether the eFistin5 recruitment policy is 5ettin5 (ill supports of the top
mana5ementJ
Options B!" (K# BS$" (K#
3es @C @6
$o ? E
?nterpretation1
Support of 'op %anagement in Recruitment Policy is more in B!" as compared to
BS$".
6
IE. Does the or5aniBation clearly define the position o&9ectives6 re'uirements
and candidate specifications in the recruitment processJ
Options B!" (K# BS$" (K#
3es ADD ADD
$o D D
?nterpretation1
!.ecutives of B!" and BS$" say that positions are clearly defined in the recruitment
process.
6
I4. ?s the or5aniBation doin5 timeliness recruitment and Selection processJ
Options B!" (K# BS$" (K#
3es @D C6
$o AD AE
?nterpretation1
B!" is doing timeliness recruitment as compared to BS$".
6
IG. Rate the effectiveness of the intervie(in5 process and other selection
instruments6 such as testin5J
Options B!" (K# BS$" (K#
!Fcellent C6 CD
=ood AD A?
Poor DE DC
?nterpretation1
B!" intervie(ing process and other selection instruments are more effective as
compared to BS$".
6
IH. Does the R team act as a consultant to enhance the 'uality of the applicant
pre-screenin5 processJ
Options B!" (K# BS$" (K#
!Fcellent @D CC
=ood AD AD
Poor D ?
?nterpretation1
%ost of the e.ecutives of B!" say that R team acts as a consultant to enhance the
7uality of the applicant pre:screening process.
6
I;. Does R hirin5 employees to ma/e the &est hirin5 decisionsJ
Options B!" (K# BS$" (K#
3es @C @6
$o ? E
?nterpretation1
B!" is hiring employees to ma-e the best hiring decision as compared to BS$".
6
I7. Rate ho( (ell R finds 5ood candidates from non-traditional sources (hen
$ecessaryJ
Options B!" (K# BS$" (K#
!Fcellent @D 6D
=ood AD ED
Poor D D
?nterpretation1
B!" is able to find good candidates from non traditional sources (hen necessary as
compared to BS$".
6
IL. Do you thin/ that the personal recruited from eFternal sources is more
desira&le than the internal sourcesJ
Options B!" (K# BS$" (K#
3es ?? J6
$o KC 6E
?nterpretation1
%ost of the respondents at B!" say that personal recruitment from e.ternal sources are
not desirable than internal sources.
I,+.Do you feel that trainin5 (ill affect to recruitment processJ
6
Options B!" (K# BS$" (K#
3es @D CC
$o AD A?
?nterpretation1
@DQ of the employees at B!" say that recruitment process is affected by training policy
of the company. >hile in BS$" the case is not li-e that.
6
I,,. Do you thin/ 9o& rotation (ill affect the recruitment policyJ
Options B!" (K# BS$" (K#
3es @J CB
$o DK AB
?nterpretation1
%ost of the respondents at B!" and BS$" feel that 4ob rotation (ill affect the
recruitment policy.
I,*. Are you satisfied (ith the eFistin5 recruitment system of the or5anisationJ
6
Options B!" (K# BS$" (K#
3es @C @B
$o D? DB
?nterpretation1
%ost of the respondents at B!" and BS$" are satisfied (ith the recruitment system.
OBS!RAA0?O$S & >?$D?$=S
6
@DQ of the e.ecutives say that they are in support of recruitment policy of B!".
%ost of the e.ecutives of BS$" say that they (ere in support of the recruitment
policy of their organi;ation. B!" is ta-ing candidates (ho have scored more
than KBQ mar-s in 5raduation. 2ll India level e.am ) Intervie( is conducted by
B!" and BS$" for recruitment of employees.
Support of 'op %anagement in Recruitment Policy is @CQ in B!".
ADDQ of the !.ecutives of B!" and BS$" say that positions are clearly defined
in the recruitment process.
B!" is doing @DQ timeliness recruitment as compared to BS$".
C6Q respondents of B!" intervie(ing process and other selection instruments
are more effective as compared to BS$".
@DQ of the e.ecutives of B!" say that R team acts as a consultant to enhance
the 7uality of the applicant pre:screening process.
B!" is hiring employees to ma-e the best hiring decision as compared to
BS$".
@DQ of the respondents says that B!" is able to find good candidates from non
traditional sources (hen necessary as compared to BS$".
KCQ of the respondents at B!" say that personal recruitment from e.ternal
sources are not desirable than internal sources.
@DQ of the employees at B!" say that recruitment process is affected by
training policy of the company. >hile in BS$" the case is not li-e that.
@JQ of the respondents at B!" feel that 4ob rotation (ill affect the recruitment
policy.
@CQ of the respondents at B!" are satisfied (ith the recruitment system.
"?)?0A0?O$ O> 0! S0.D3
6
In attempt to ma-e this project authentic and reliable/ every possible aspect of the topic
(as -ept in mind. $evertheless/ despite of fact constraints (ere at play during the
formulation of this project. 'he main limitations are as follo(s=
'he limitation is based on the secondary data.
'he internet information can be irrelevant.
'ime (ill be a major constrain.
'he respondent (ill be limited so cannot be treated as a (hole population.
It might discourage job interest and company loyalty in employee.
CO$C".S?O$
6
2 comparative study of recruitment and selection policies of B..!." and BS$" has been
done. >ith the help of the survey it comes to light that recruitment and selection policies
of B..!." is better than BS$".
It is concluded from the study that the recruitment and selection process of B..!." is
better than BS$". It is observed that overall respondent supports the recruitment policy
of B..!.".
6
R!CO))!$DA0?O$S
Preference should be given to the most eligible candidate/ irrespective of (hether
candidate is internal or e.ternal.
Preference should be given to the most eligible candidate/ irrespective of their
se..
It should be suggested that the Company should pay the travel e.penses to the
candidate.
But (ith changing times and changing needs the policies should be fle.ible.
6
B?B"?O=RAP3
Boo-s=
A. %amoria/ C.B.(A@@@#= PPersonal %anagement< imalaya Publication/ $e( +elhi.
?. +i(edi/ R.S. (A@@K#= P%anaging uman Resource< 5algotia Publishing "td/ $e(
+elhi.
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OA. 2re you in support of recruitment policy of the CompanyX
a. 1es b. $o
O?. >hether the e.isting recruitment policy is lin-ed to productivityX
a. 1es b. $o
OJ. +o you feel that manpo(er recruitment has been rationali;ed by (ay of
automationX
a. 1es b. $o
OE. >hether the e.isting recruitment policy is getting (ill supports for the top
managementX
a. 1es b. $o
OB. +oes the organi;ation clearly define the position objectives/ re7uirements and
candidate specifications in the recruitment processX
a. 1es b. $o
O6. Is the organi;ation doing timeliness recruitment and Selection processX
a. 1es b. $o
OK. +oes R provide an ade7uate pool of 7uality applicantsX
a. 1es b. $o
OC. Rate the effectiveness of the intervie(ing process and other selection instruments/
such as testingX
a. !.cellent b. 5ood c. Poor
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O@. o( (ell the R teams act as a consultant to enhance the 7uality of the applicant
pre:screening processX
a. !.cellent b. 5ood c. Poor
OAD. +oes R hiring employees to ma-e the best hiring decisionsX
a. 1es b. $o
OAA. Rate ho( (ell R finds good candidates from non:traditional sources (hen
$ecessaryX
a. !.cellent b. 5ood c. Poor
OA?. o( (ould you rate the R departmentFs performance in recruitment and
selectionX
a. 5ood b. Poor
OAJ. +o you feel that job evaluation and job analysis helps in manpo(er recruitment in
your organisationX
a. 1es b. $o
OAE. +o you thin- that the personal recruited from e.ternal sources is more desirable
than the internal sourcesX
a. 1es b. $o
OAB. >hether cost benefit analysis is done before recruitmentX
a. 1es b. $o
OA6. +o you feel that training (ill effect to recruitment processX
a. 1es b. $o
OAK. +o you thin- job rotation (ill affect the recruitment policyX
a. 1es b. $o
OAC. o( the company is controlling the shortage of manpo(erX
a. By employing e.tra hour<s b. By Recruiting
OA@. 2re you satisfied (ith the e.isting recruitment system of the organisationX
a. 1es b. $o
6