Professional Documents
Culture Documents
UPTECComputerConsultancyLimitedisamultifacetedI.T.company
thatstartedoperationsin1993andhassincecrossedmanyorbitstosucceed
atlocal,regional,nationalandinternationallevels.Setupasajointventure
betweenthenodalpublicsectorundertaking,U.P.ElectronicsCorporation
LimitedandagroupofseasonedI.T.andmanagementprofessionalswith
comprehensiveworkexperienceinleadinginstitutionsandcompaniessuch
asIIMs,IITs,IBMandBellSystems,USA,UPTEC'soperationstodayspan
UttarPradeshandNCRinIndia,Africa(viaMauritius)andChina.Through
its various divisions, UPTEC today provides total I.T. solutions to
individualsandorganizationsviaawidespectrumofdiverseactvitiesthat
includeprofessionalI.T.education,softwaredevelopment,I.T.productsand
services,webbasedservicesforelearningandetestingandcontentdesign
anddevelopment.
ProfessionalEducation
AnauthorisedpartnerofleadingglobalcorporatessuchasMicrosoft,Cisco,
RedHatandOracleforofferingtheirglobalI.T.certifications.Authorisedby
LaunchedamajorwebsiteprojectforgrievanceredressalofIndian
Investors,www.investorhelpline.inThiswebsiteisfundedbyMinistryof
CorporateAffairs,Govt.ofIndia.
WebBasedServices
Has launchedwww.testmate.in, a cobranded etesting website in
collaborationwithMcGrawHillEducation(India).
Haslaunchedwww.teachmate.in,anelearningwebsite,tosupportChinese
&Africanteachersandstudents.TheseservicesarenowavailableinIndia
also.
ContentDesign&Development
DesignsandpublishesI.T.books,coursewares,interactivelearningCDs.
AlsoprovidescontenttoreputedpublisherslikeMcGrawHill&Elsevier.
HastheYakshabrandofCDs(forcompetitiveexamination'spreparation)
and the Abhigyan brand of interactive learning CDs (for children) in its
portfolio.
ITProducts&Services
OwnsandoperatesamulticitychainofI.T.supermarts.Anassociateof
HewlettPackard,UPTEChasthelargestHPshowroominthisregionof
India.
HasprestigiousclientssuchasRBI,SGPGI,CBI,UBI,HALandTata
Motorsetc.onitsrolls.
BoardofDirectors
Prof.
Vishwanath
Sinha
Chairman
DistinguishedProfessor&AdvisorLNMInstitute
ofInformationTechnology,Jaipur&FormerlyDy
Director,IITKanpur
Dr.AjitKumar
Singh
Director
FormerlyDirector
GiriInstituteofDevelopmentStudies,Lucknow
Mr.A.N.Sahai
Director
FormerlySr.Director,MinistryofInformation
Technology
Govt.ofIndia,NewDelhi
Mr.C.V.Singh
Director
FormerlyVicePresident
TataDaewoo(SouthKorea)
Dr.HarishC.
Karnick
Director
Professor,IITKanpur
Dr.K.K.
Bhutani
Director
UPTECComputerConsultancyLimited,
3rdFloor,SangamPlace,CivilLines,Allahabad
Prof.Kripa
Shanker
Director
Professor,IITKanpur&
FormerViceChancellor,GBTU
Mrs.Shruti
Gupta
Director
Dr.V.P.
Sharma
Director
FormerlyDirector,Rehabilitation&Artificial
LimbCentre,
CSMMedicalUniversity,Lucknow
Dr.Upendra
Kumar
Managing
Director
UPTECComputerConsultancyLimited
16RanaPratapMarg,UPTECCrossing,Lucknow
Different method adopted towards employees trained them and how it is followed.
RESEARCH METHODOLOGY
The purpose of the methodology is to describe the research procedure. This includes
overall research design, the sampling procedure, the data collection method, and analysis
procedure. Out of total universe 15 respondents from coca-cola have been taken for
convenience. The sample procedure chosen for this are statistical sampling method. Here
randomly employees are selected and interviewed. Information, which I collected, was
based on the questionnaires filled up by the sample employees.
Under secondary
Primary Data
Questionnaire: Corresponding to the nature of the study direct, structured questionnaires
with a mixture of close and open-ended questions will be administered to the relevant
respondents within the Personnel and other Departments of the organisation.
Secondary Data
Organizational literature: Any relevant literature available from the organisation on the
Company profile, recruitment & selection procedures, Job specifications, departmentwise break up of manpower strength and the organisational structure. Other Sources:
Appropriate journals, magazines such as Human Capital, relevant newspaper articles,
company brochures and articles on www sites will also be used to substantiate the
identified objectives.
10
11
Recruitment and
selection process
12
RECRUITMENT
All organizations are basically human organizations. They need people to carry out the
organizational mission, goals and objectives. Every organization needs to recruit
people .The recruitment policy should, therefore, address itself to the key question; what
are the personnel/human resource requirement of the organization in terms of number,
skills, levels etc to meet present and future needs of production and technical and other
changes planned or anticipated in the next years.
Recruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organization .To recruit means to enlist,
replenish or reinforce. It refers to the process of bringing together prospective employees
and employer with a view to stimulate and encourage the former to apply for a job with
the latter. The primary purpose of recruitment and selection is to achieve one desired aim
i.e. picking the right person for the right jobs.
The recruitment process begins when an employee is to be transferred or promoted
to another post, notice of resignation or dismissal is given or retirement is planned. The
five keyways to develop top quality people:
Recruitment-getting the right people in the right job
Developing people-through training & development.
Monitoring-to ensures long-term development and performance.
Developing Managers-ensuring that these key people are delivering what the
organization requires.
Managing for performance- techniques that ensure top quality performance.
13
In recruiting new employees management must consider the nature of labor market, what
sort of potential labor are available and how do look for works.
The factor affecting can be summed up under the following heads:
Available Skills:- Companies must locate the areas where they can find
employees who fit the jobs according to their skills.
Economic
Condition:
Economic
conditions
also
affect
recruitment.
14
PROCESS OF RECRUITMENTS
SCOUTING
15
Physical make-up
Attainment
Specific aptitude
Interest
Disposition
SELECTING
QUALIFIED
PERSONNEL
17
Circumstances
HUMAN RESOURCE
PLANNING
RECRUITTING
REQUIRED
PERSONNEL
PLACING
SELECTED
18
PERSONNEL
ON JOBS
Internal Sources
INTERNAL SOURCES
TRANSFERING TO
NEW JOBS
PERSONNEL
RESARCH
These refer to persons already employed in the organization. Promoting persons from lower
levels may fill up vacancies at
higher
levels. Shortage of manpower in one
branch \ factory
JOB
POSTING
UPGRADING
IN may
SAME POSITION
be met by transferring surplus staff from another branch \ factory. Promotion means shifting of
EXTERNAL
SOURCESto higher post caring
an employee
greater salary, status and responsibility. On the other hand
EXPERIENCE
PROMOTING TO HIGHER JOBS
transfer refer to the shifting an employee with salary, status and responsibility. Some time exemployee of the organization
may be REFERALS
re-employed.
EMPLOYEE
PROVIDING INFORMATION
ADVERTISING
CLARIFYING
DOUBTS
1. Filling vacancies for higher job by promoting employees from with in the organization
helps to motivate and improved the morale of the employees. This induces loyalty among
them.
2. Internal requirement has to minimize labor turnover and absenteeism. People wait for
promotion and the work force is more satisfied.
3. Candidates working in organization do not require induction training. They are already
familiar with organization and with the people working in it.
External Sources
It refers to recruitment of employees from outside the organization. External sources provide
wide choice of the required number of the employees having the desired qualification. It also
provides the people with new ideas and specialized skills required to cope with new challenge
and to ensure growth of the organization. Internal competitors have to compete with the
outsiders. However, existing employees resent the policy of filling higher-level vacancies from
outsiders. Moreover it is time consuming and expensive to recruit peoples from outside.
Recruitment from the outside may create frustration among the existing employees that aspires
for promotions. There is no guarantee that the organizations will attract sufficient number of
suitable candidates.
METHODS OF RECRUITMENT
a) Direct Method:
These include the campus interview and keeping a live register of job seekers. Usually under
this method, information about jobs and profile of persons available for jobs is exchanged
and preliminary screening is done. The short listed candidates are then subjected to the
remainder of the selection process. Some organization maintains live registers or record of
applicants and refers to them as and when the need arises.
b) Indirect Method:
They cover advertising in newspapers, on the radio, in trade and professional journals,
technical journals and brochures.
When qualified and experienced persons are not available through other sources, advertising
in newspapers and professional and technical journals in made. Whereas all types of
advertisements can be made in newspapers and magazines, only particular types of posts
should be advertised in the professional and technical journals.
A well thought-out and planned advertisement for appointments reduces the possibility of
unqualified people applying. If the advertisement is clear and to the point, candidates can
assess their abilities and suitability for the position and only those who possess the requisite
qualifications will apply.
c) Third Party Method:
Various agencies are used for recruitment under these methods. These include
commercial and private employment agencies, state agencies, and placement offices of schools,
colleges and professional associations, recruiting firms, management consulting firms,
indoctrination seminars for college professors, friends and relatives.
Employment Agencies:
They are specializing in specific occupation like general office help, salesman, technical
workers, accountants, computer staff, engineers and executives and suitable persons available
for a job. Because of their specialization, they can interpret the needs of their clients and seek
out particular types of persons.
Trade Unions:
The employers to supply whatever additional employees may be needed often call on Trade
Unions. Unions may be asked for recommendations largely as a matter of courtesy and an
evidence of goodwill and cooperation.
Professional Societies:
They may provide leads and clues in providing promising candidates for engineering,
technical and management positions. Some of these maintain mail order placement services.
SELECTION
Selection is the process of carefully screening the candidates to choose the most suitable person
for the job vacancies to be filled. Under it qualifications, training, experience, and background of
applicant are evaluated in the light of job requirement. It divides the candidates into two
categories namely,
a) Those who are employed
b) Those who are to be rejected.
The main objectives of selection are to hire people having competence and commitment.
This objective is often defeated because of certain barriers. The impediments, which check
effectiveness of selection, are perception, fairness, validity, reliability and pressure.
Fairness: Fairness is selection requires that no individual should be discriminated against on the
basis of religion, region, race or gender. But the low numbers of women and other less-privileged
sections of the society in middle and senior management positions and open discrimination on
the basis of age in job advertisements and in the selection process would suggest that all the
efforts to minimize inequity have not been very effective.
Reliability: A reliable method is one that will produce consistent results when repeated in similar
situations. Like a validated test, a reliable test may fail to predict job performance with precision.
Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and
peers to select particular candidates. Candidates selected because of compulsions are obviously
not the rights ones. Appointments to public sector undertakings generally take place under such
pressures.
SELECTION PROCEDEURE
The selection procedure is concerned with securing relevant information about an applicant. This
information is secured in a number of steps and stages. The objective of selection process is to
determine whether an applicant needs the qualification for a specific job and to choose the
applicant who is most likely to perform in that job.
The hiring procedures not a single acts but it is essentially a series of methods or steps or
stages by which additional information is secured about the applicant. At each stage, facts may
come to light, which lead to the rejection of the applicant. A procedure may be considered to a
series of successive hurdles or barriers, which an applicant must cross.
These are indented as screens and they are designed to eliminate an unqualified applicant at
any point in this process. That technique is known as the successive hurdle technique. Not all
selection process includes all these hurdles. The complexity of process usually increases with the
level and responsibility of the position to be fulfilled.
A well-organized selection procedure should be designed to select sustainable candidates
for various jobs. Each step in the selection process should help in getting more and more
information about the candidate. There is no idle selection procedure appropriate for all cases.
Preliminary Screening:
This is essentially to check whether the candidate fulfills the minimum qualification. The
preliminary interview is generally quite brief. Its aim is to eliminate the unsuitable candidate.
The job seekers are received at the reception counter of the company. The receptionists or other
official interviews the candidates to determine whether he is worthwhile or the candidate to fill
up the application blank. Candidates processing the minimum qualification and having some
chances of being selected are given the prescribed application form known as application blank.
Application Blank:
The candidates are required to give full information about their age, qualification, experience,
family background, aptitude and interests act in the application blank. The application blank
provides a written record about the candidate. The application form should be designed to obtain
all relevant information about the candidates. All applications received from the candidates are
carefully scrutinized. After the scrutiny more suitable candidates among the applicants are shortlisted for written tests and others are rejected.
Employment Tests:
Candidates are asked to appear for written or other tests. Tests have become popular
screening devices. These tests are based on the assumption that human traits and work
behaviors can be predicted by sampling, however tests are not fully reliable and they also
involve time and money. Test is more useful in identifying and eliminating unsuitable
candidates therefore should be used only as supplements rather than an independent
technique of selection. The main types of tests are
Intelligence tests
Aptitude Test
Interest Test
Personality Test
Dexterity Test
Selection Interview:
It involves a face-to-face conversation between the employer and the candidate; the selector asks
a job related and general questions. The way in which a candidate responds to the question is
evaluated. The objectives of the interview are as following:
To find out the candidates overall suitability for the job.
To cross-check the information obtained through application blank and tests, and
To give an accurate picture of the job and the company.
Interview is the most widely used step in employee selection. However, interview suffers from
several drawbacks:
Firstly, it is a time consuming and expensive device. Secondly, it can test only the personality of
the candidate and not his skill for the job. Thirdly, the interviewer may not be an expert and may
fill to extract all relevant information from the candidate. Fourthly, the personal judgment or bias
of the interviewer may make the result of the interviews inaccurate.
Interview should be properly conducted in a proper physical environment. The interview room
should be free from noise and interruptions. The environment should be confident and quite.
People generally talk freely and frankly when there is privacy and comfort. Therefore, candidates
should be put at ease. The interviewer should pay full attention to what the candidates have to
say.
Checking Reference:
Generally, every candidate if required to state in the application form, the name and address of at
least two responsible persons who know him. The reference may not give their Frank opinion
unless promises made that in all information will be kept strictly confidential. Moreover the
information given by them may be biased in the form of candidate.
Final Approval:
The candidates who are found suitable after the medical check-up and background investigation
are formally appointed by issuing appointment letter to them. They are asked to join duty by the
specified date. No selection procedure is foolproof and the best way judge a person is by
observing him working on the job. Candidate who gives satisfactory during the probationary
period are made permanent.
It is imperative to not only recruit those students who do well academically but also those who
possess a winning attitude but may not have done as well academically. The following selection
criteria can be used as a guide:
At the end of the selection process, the Campus Recruitment Team will compile a list of selected
candidates and handover the same to the Placement Officer. An announcement can also be made
to inform students at the same time.
Offer Letters:
Offer Letters will be sent to the selected candidates within 7 days of the selection process at the
Campus. Candidates have to indicate his/her acceptance by signing and returning the copy of the
letter to HR not more than15 days after receipt of the letter. Where required blank offer letters
will be carried to the Campus and given at the time of placement itself.
Trainees
will
be
provided
with
shared
accommodation
(for
bachelors/spinsters). Guest House (twin sharing) will be provided for one month for outstation
candidates. Any accommodation required after this period will be deducted from the trainees
stipend.
Training and development can be initiated for a variety of reasons for an employee or group of
employees, e.g.
There are numerous sources of on-line information about training and development. Several of
these sites (they're listed later on in this library) suggest reasons for supervisors to conduct
training among employees. These reasons include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics
training!)
8. Risk management, e.g., training about sexual harassment, diversity training
Every time I see a recruitment ad or manual that makes a reference to "on the job training," I
cringe. Would this be one of those situations where there is effectively "no training?" Designing
a program for employee training and development is not a trivial process that can be left to
chance. It is not enough to "hope" that employees will get trained "on the job."
But, before I make a case for effective employee training and development, let us examine the
reasons for developing employees.
You will be perceived as a premium employer as employees' skill sets will be enhanced
while they are with you.
Superior employee training and development will ensure that serious succession related
issues do not creep up.
The list can go on and on. But, since I have made an effective case for organizations to take
interest in employee training and development, let us look at some of the don't dos:
Employee training and employee development are not goals in themselves. There is the
risk of the HR function developing a divergent set of objectives from the objective set of
the organization.
Budgeting for employee training and development is a very tricky process. On the one
hand, I have noticed enthusiastic organizations which, in a fit, allocate as much as 40% of
personnel budgets on training. On the other, I have seen employee training and
development budgets being the first victim of budget cuts. The ideal situation would be to
budget moderately, making sure that the development program can be sustained.
Gee-whiz and buzz word training can be fun (especially for the trainer), but does not
result in employee development. Care must be taken to ensure that the trainer and the
training program designer are the best that money / time / effort can buy.
Keeping some of these ideas in mind, the human resource manager can help senior management
chart out the organizational strategy for personnel planning.
Management training programs can be very beneficial for your business and your employees.
Ongoing education is a key ingredient to any firm's ability to grow, both as a business and in
terms of a competitive advantage.
If the employees are nurtured and provided with opportunities once on-board, it will not only
lead to a greater retention rate, but also growth potential in your industry.
AREAS OF TRAINING
HYPOTHESIS
This survey is conducted under the presumption of the functioning of the Recruitment and
Selection Procedure in UPTEC COMPUTER CONSULTANCY LIMITED .
In testing the above hypothesis the following aspects will be considered: -
Manpower Planning
Recruitment Policy
Sources of Recruitment
Latest Techniques of Recruitment
Recruitment of Summer/In-plant Trainees
Selection Policy
Feedback of Recruitment and Selection Procedure
QUESTIONNAIREManpower Planning
1. Does your company make forecast of future manpower planning requirement?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
30
100%
2.
No
0%
Manpower Forcasting
0%
Yes
No
100%
100% people said that the company makes forecast of future manpower forecasting.
2. If yes, then please specify the time period(s) for which the estimates are made?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
2.
0-2years
2-3years
30%
20%
3.
3-4years
30%
4.
4&above years
20%
20%
30%
0-2years
2-3years
3-4years
30%
20%
4&above years
20% people said that the company specify 0-2 year for making estimation of forecasting.
30% people said that the company specifies 2-3 years for making estimation.
30% people said that the company specifies 3-4 years for making the estimation of forecasting.
20% people said that the company specifies 4 & above time period for making forecasting.
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
20%
project
2.
Past experience
12
40%
3.
30%
10%
project
4.
Basic Forcasting
10%
20%
30%
40%
20% people said that their company forecast on the bases of Total cost of the project.
40% people said that the company forecast on the bases of past experiences.
30% people said that the company forecast on the bases of the Different phases of the project.
10% people said that the company forecast on the bases on of the above.
4. Does your organization plan the recruitment policy?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
30
100%
2.
No
0%
5. Do you think the present recruitment policy is helpful in achieving the goals of the
company?
S.NO
.
OPINION
NO. OF
RESPONDENT
PERCENTAGE
1.
Yes
15
50%
2.
No
20%
3.
To some extent
30%
Recruitment Policy
30%
Yes
No
50%
To some extent
20%
50% people said that the companys recruitment policy is helpful in achieving the goals.
20% people said that the companys recruitment policy is not helpful in achieving the goals.
30% people said that the companys recruitment policy is helpful to some extent in achieving the
goals.
6. Does the companys recruitment policy enable to identify the following areas?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
20%
2.
Preferred sources of
30%
30%
20%
recruitment
3.
4.
Recruitment Policy
20%
20%
Recruitment needs of
the organization
Preferred sources of
recruitment
30%
30%
20% people said that the companys recruitment policy enables to identify the recruitment needs
of the company.
30% people said that the companys recruitment policy enables to identify the preferred sources
of recruitment.
30% people said that the companys recruitment policy enables to identify the appropriate
criteria for selection.
20% people said that the companys recruitment policy enables to identify the identification of
cost of recruitment.
Sources of Recruitment
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Internally
20%
2.
Externally
18
60%
3.
Both
20%
Sources of Recruitment
20%
20%
Internally
Externally
Both
60%
20% people said that the company recruits the employee from the internal sources.
60% people said that the company recruits the employee from the external sources.
20% people said that the company recruits the employee from the both sources.
8. Which of the following external sources you choose for the recruitment of the
employees?
S.NO.
OPINION
NO. OF
PER
RESPONDENT
1.
Employee Exchange
20%
Consultant
2.
20%
3.
Advertisement
10%
4.
Internet
12
40%
5.
Any other
10%
External Sources
10%
Employee Exchange
Consultant
Private Employee
Agencies
Advertisement
20%
40%
20%
Internet
10%
Any other
20% people said that the company uses the employee exchange consultants.
20% people said that the company uses private employment agencies.
10% people said that the company uses the advertisement method.
40% people said that the company uses the Internet method.
10% people said that the company uses the any other way.
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
30
100%
2.
No
0%
100% people said that the company uses the latest method of recruitment.10. If yes then the
company use own web site for this purpose.
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
27
90%
2.
No
10%
90% people said that the company uses his own web site for recruitment.
10% people said that the company not uses his own web site
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
18
60%
2.
No
12
40%
40%
Yes
60%
No
40% people said the company not hires the service portal. 12. If yes, which service portal
your organization has hired?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Naukri.com
12
40%
2.
Timesjob.com
20%
3.
Jobesahead.com
20%
4.
Any other
20%
service Portal
20%
40%
naukri.com
timesjob.com
jobesahead.com
20%
20%
Any other
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
24
80%
2.
No
20%
Internel Recruitment
20%
Yes
No
80%
80% people said that the Internet recruitment is effective sources of recruiting the employee.
20% people are not in favor of recruiting the employee through Internet.
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
0%
2.
No
100
100%
0%
Yes
No
100%
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
5-10 Emp.
0%
2.
10-15 Emp.
20%
3.
24
80%
20%
5-10 Emp.
10-15 Emp.
80%
80% people said that the company trains 10-15 Employees in a year.
20% people said that the company trains 15&above Employees in a year.
16. Is there any facility for absorbing the trainees in your organization?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
100
100%
2.
No
0%
Yes
No
100%
100% people said that the company has the facility for absorbing the trainees.
Selection Policy
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Interview
30%
2.
Reference
10%
12
40%
20%
3.
Test
4.
All of the
above
20%
Interview
Reference
40%
30%
Test
10%
30% people said that the company the company uses the interview method for selection.
10% people said that the company the company uses the references method for selection.
40% people said that the company the company uses the test method for selection.
20% people said that the company the company uses the all of the above method for selection.
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Structured
18
60%
2.
Unstructured
10%
3.
Both
30%
30%
Structured
10%
Unstructured
60%
Both
60% people said that the company uses the structure technique for selection.
10% people said that the company uses the unstructured technique for selection.
30% people said that the company uses both the technique for selection.
19. Which type of tests is used in the selection of an employee?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Intelligence Test
20%
2.
Aptitude Test
20%
3.
Personality Test
20%
4.
12
40%
20% people said that the company uses the intelligence test for selection.
20% people said that the company uses the Aptitude Test for selection.
20% people said that the company uses the Personality Test for selection.
20% people said that the company uses the all of the above tests for selection.
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
24
80%
2.
No
20%
.
Evalvation and Control of Recruitment & Selection Process
20%
Yes
No
80%
80% people said that the company has the provision for evaluation and control of recruitment
and selection.
20% people said that the company does not have the provision for evaluation and control of
recruitment and selection.
21. Does the procedure adopted for recruitment and selection of employees enables to give
right person at the right job?
S.NO.
OPINION
NO. OF
PERCENTAGE
RESPONDENT
1.
Yes
21
70%
2.
No
10%
3.
To some extent
20%
20%
Yes10%
No
To some extent
70%
70% people said that the procedure adopted for recruitment and selection of employees enable to
place the right person for at the right job.
10% people said that the procedure adopted for recruitment and selection of employees does not
enable to place the right person for at the right job.
20% people said that the procedure adopted for recruitment and selection of employees enable to
some extent to place the right person for at the right job.
The analysis of the various sources of recruitment and selection devices is presented on the
following pages. The response entailed from the HR Department (as analysed from
Questionnaire) represents current practice within the organisation in terms of the sources of
recruitment and selection devices used. The analysis of the response entailed from all the other
departments (as analysed from Questionnaire) forming the sample, represents the perception of
the respondents from these Departments in terms of the validity and effectiveness of the various
sources/devices of recruitment/selection (specific to these Departments) The analysis further
entails any suggestions/recommendations given by these non-HR Departments (forming the
sample for administering Questionnaire), in terms of any recruitment source and/or selection
device
that
should
be
deployed
by
the
organisation
International
Journal
of
Based on the survey analysis and suggestion from the respondents, the following are the
proposed recommendation to improve the existing system and practices of recruitment and
selection procedures:
Recruitment Policy
Apart from the director of the company, the operational head should have the authority
for sanctioning the vacancy of a right to recruit the candidates as per the decisions.
Internet Recruitment
Advertisement of jobs on Internet should be an accessible to maximum job seekers.
Service portal like monster.com, jobsahead.com, naukri.com etc should be used.
Sources of recruitment
Company must recruit the individuals through valuable sources of recruitment.
Selection Policy
Test developed by the company for the purpose of selection of the candidates should not
be of complex nature.
There must be proper communication between the interviewer and interviewee at the time
of interview.
The reference procedure if adopting, should be analyzed properly before recruitment
them.
Selection Process
During the selection process not only the experienced candidates but also the fresh
candidate should be selected so as to avail the innovation and enthusiasm of new
candidates. These candidates should be kept on the job for some time period; if suitable they
should be recruited. During the selection process, the candidates should be made relaxed
and at ease.
Company should follow all the steps of recruitment and selection for the selection of the
candidates. Selection process should be less time consuming.
Interview
The interview should not be boring, monotonous. It should be made interesting. There must
be proper communication between the Interviewer and the Interviewee any the time of
interview.
Methods
Methods used for selection of candidates should be done carefully and systematically.
Fair Selection
The attainment of goals and objective of any organization depend on the type and quality
of its manpower. To have right type of men at right job and at right time, the recruitment
and selection procedure should be fair and impartial.
Even though every effort has been done to minimize the variations and present a factual
picture with the help of statistical method, but still there are some limitations: -
Availability of less time in meager economical support also acted as a constraint towards
improving the quality of the report.
Due to busy schedule of the HR Officers, they were not able to give more time and
attention.
Certain important information was kept secret; this is because of the reason certain
hypothesis were taken.
The respondents may not have marked all responses honestly, being apprehensive of
adverse management reaction.
CONCLUSION
Based on the analysis through the questionnaire responses the following is the conclusion of the
study.
The organization follows the rules and regulation involved in their Recruitment and Selection
Procedure of the organization. However, there is some scope for improvement with regard to
following:
1. The managers are fully satisfied with the existing Recruitment and Selection procedure.
3. To some extent a clear picture of required candidates should be made in order to search
for appropriate candidates.
BIBLIOGRAPHY
S. S. Khanka, Organisational Behaviour, Third Edition, S. Chand
& Company
C. R. Kothari, Research Methodology, Second Revised Edition,
New Age International Publishers
Fred Luthans, Organisational Behaviour, Eighth Edition, Mc
Graw Hill
Stephen p. Robbins & Seema Sanghi, organizational Behaviour,
Eleventh Edition, Pearson Education
WEB SITES:
www.google.com
www.managementparadise.com
www.naukri.com
www.citehr.com
www.wikipedia.com
www.hr.com