Professional Documents
Culture Documents
ON
“RECRUITMENT PROCESS WITH SPECIAL REFERENCE TO DREAM
JOB PLACEMENT, PUNE”
SUBMITTED
BY
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This is to certify that, Mrs. ------------------------ of TY- B.B.A
Class has completed project Report on “A PROJECT ON
RECRUITMENT PROCESS WITH SPECIAL REFERENCE
TO DREAM JOB PLACEMENT, PUNE” Practical work in
department of COMMERCE As prescribed by the Savitribai
Phule Pune university, in the academic year 2018-2019
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CHAPTER 1
INTRODUCTION TO THE STUDY
“HRM is a process of bringing people and organizations together so that the goals of
each are met. It is a part of management process which is concerned with the
management of human resources in an organization”.
FEATURES OF HRM :
Organizational management
Personnel administration
Manpower management
Industrial management
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But these traditional expressions are becoming less common for the theoretical
discipline. Sometimes even employee and industrial relations are confusingly listed as
synonyms, although these normally refer to the relationship between management and
workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are
individuals with varying goals and needs, and as such should not be thought of as basic
business resources, such as trucks and filing cabinets. The field takes a positive view of
workers, assuming that virtually all wish to contribute to the enterprise productively,
and that the main obstacles to their endeavors are lack of knowledge, insufficient
training, and failures of process.
1.1 INTRODUCTION
To meet the needs of the business and management (rather than just serve
the interests of employees);
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To help a business gain the commitment of employees to its values, goals
and objectives.
An important part of HRM is the Human Resources Plan. The purpose of this plan is to
analyse the strategic requirements of the business in terms of manpower - and then to
find a way of meeting the required demand for labour. This is the subject of a separate
revision note.
Human Resource Management, in the sense of getting things done through people. It's
an essential part of every manager's responsibilities, but many organizations find it
advantageous to establish a specialist division to provide an expert service dedicated to
ensuring that the human resource function is performed efficiently.
"People are our most valuable asset" is a cliché which no member of any senior
management team would disagree with. Yet, the reality for many organizations is that
their people remain
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Under valued
Under trained
Under utilized
The rate of change facing organizations has never been greater and organizations must
absorb and manage change at a much faster rate than in the past. In order to implement
a successful business strategy to face this challenge, organizations, large or small, must
ensure that they have the right people capable of delivering the strategy.
The market place for talented, skilled people is competitive and expensive. Taking on
new staff can be disruptive to existing employees. Also, it takes time to develop
'cultural awareness', product/ process/ organization knowledge and experience for new
staff members.
Managerial efficiency in an enterprise may be judged by the extent of the use of the
manpower available to get the best possible results. It is only possible by manpower
planning. Personnel objectives cannot be achieved without proper planning of
manpower in the industry. In order to place the right man on the right job, manpower
planning is must. The need or importance of manpower planning may be accessed
through the following facts.
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With the expansion of the plant a large number of workers are required to be
recruited. At the time of taking the decision for expansion of the plant, a track of the
existing manpower should be taken and future need of the personnel should be
assessed. It is very essential to know whether new responsibilities should be assigned
from among the existing personnel or they should be recruited a fresh from outside to
meet the challenges of the new responsibilities. It is also to be decided whether
persons are to be trained within the organization to take charge of the new
responsibilities or well qualified personnel should be recruited. For all this manpower
planning is essential.
Future need may be predicted by manpower planning hence only right man on the
right job at the right time may be recruited and selected. The enterprise is not to invest
much amount on the training of such workers who are recruited and placed after
proper scrutiny. The rate of labour turnover is also reduced by an effective manpower
planning.
In order to maintain supremacy over the other competitive forms it is in the interest of
the organization to control the cost of labour by effective use of manpower and thus
reducing the wastage. This can be well done by manpower planning.
National Policy on employment does not permit any employer to oust the worker once
recruited by the organization. Therefore, it is very essential to recruit the workers very
carefully according to the needs of the enterprise and to develop a recruitment policy
of the organization to avoid any unnecessary hardship in the near future. Only
manpower planning can help the organization in this regard.
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consideration. An effective manpower planning can only help the organization make
its employee development programme effective.
To study about the utilize of Dream Job Placement‟s man power of their full
Strengths and potential.
To study the HRM responsibility and market response with their unique HRM
process and policy.
To study the Dream Job Placement‟s develop a coherent set of personal and
employment policies which jointly reinforce the organizations strategies for
matching resource to business needs and improving performance?
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OBJECTIVES OF HRM
While striving for the position as a „Market Leader‟, Dream job Placement has always
attempted to create a different impression-One that emphasized the ethics and policies
that the group has defined and proven through actions.
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1.4 THE SCOPE OF HUMAN RESOURCE MANAGEMENT
Reconciliation management
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Supportive generic skills
This is not intended to be final outline of human resource skills but the following have
emerged during the process as important skills for human resource practitioner to
possess. These are:
Project management
Consulting skills
Entrepreneurship
Self-management
Communication skills
Facilitation skills
Presentation skills
Trans-cultural skills
Financial skills
Problem-solving
Diagnostic skills
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Core roles in Human Resource Management
The core roles of human resource management are grouped below into four categories.
The titles of the clusters are tentative, and are open for comment.
Strategic Perspective
Organisation Design
Change Management
Career Management
Performance Management
Industrial Relations
Compensation Management
Information Management
Administrative Management
Financial Management
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1.5 LIMITATIONS OF THE STUDY.
Human resource management has its own limitations also. Though personnel
management has been in practice for quite some time now, human resource
management is of recent origin. Some companies have already has their personnel
management departments while some have taken initiative to appoint human resource
managers to look after their personnel function. Such superficial actions may not bear
much fruit.
The presented research is not without limitations and circumscribed to the national
setting, the research was conducted in small geographical in Pune due to the need for
research in the academic field.
The major Limitation begun with language barrier for due to Local Language
like (Marathi) which I am not flexible with it to communicate with Locale
Branches Company like DJP.
Due to lack of time the sample size was less collected due to non-attending
attitude found in the local DJP branch in Pune, as there were factors of non-
resident, which was not good enough to communication with them.
DJP can be measure with different factor in this research study with the job
satisfaction, job involvement and career development. Some researcher had also
argued that it is depending on its nature and vision of the organization.
Only limited researchers have been conducted over the effectiveness of online
recruitment and selection process. So, there is lot of scope to conduct further
research over this growing phenomenon that is currently on the prime focus for
organization. Our study specially focuses on the young employees and mostly
who are affiliated with the organization for less than three years.
Some data are confidential so the company can‟t allow giving the data to any
third party.
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1.6 HYPOTHESIS:
1. Finding and conclusions of this project will help to understand human resource
management effectiveness.
4. The scope of the study is limited to only one division to collect primary data.
6. HR team is not having ample amount of interactions with the employee team
Utilize external recruiting agencies mostly at the very top or bottom jobs.
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Acquiring intact teams and a large amount of talent through mergers and
acquisitions(buy firms for talent)
When selecting the most appropriate candidates from the candidate pool organizations
can use a variety of approaches. Those target skills or competencies could include:
An essential part of any recruiting strategy is the processes you will utilize to assess
the candidates. Common choices include:
Interviews
Personality Tests
Skills Tests
Drug Screening
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Job Simulations
Hire more than you need and intentionally “wash out” the poor performers
Compensation
Benefits
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CHAPTER 2
COMPANY PROFILE
2.1COMPANY PROFILE
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Basic Information
Nature of Business Service Provider
Total Number of Employees Upto 50 People
Year of Establishment 2007
Legal Status of Firm Sole Proprietorship (Individual)
Address Dream Job Placement3rd Floor, Vakratund Gold
Complex, Opposite Nigdi Bus Stop, Nigdi-Pimpri
Chinchwad, Nigdi, Pune-411044, Maharashtra,
Executive Search
Their strength in this area is speed without compromising quality. Their consultants
and Researchers tap into their wide network of contacts to locate the best person for
the position.
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Executive Recruitment and Selection
They have an extensive and strong databank of candidates. They also advertise on
behalf of their clients to extend their reach within the markets we operate in. Their in-
house search software enables them to make matches to jobs efficiently.
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PRODUCTS
For any type of cutting, DREAM JOB PLACEMENT offers the optimum presetting,
inspection or management solution.
RELATED CATEGORIES
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Manufacturing Industrial Placement Service; Service Details:
Service Duration 1
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Present Dealing Companies:
3. Lumax Ltd.-Chakan
4. Centaur Pharmaceutical-Hinjawadi
5. Thermax
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2.2 OBJECTIVES OF THE ORGANISATION
To learn the latest practices of the company for recruitment and selection.
The main purpose of manpower planning is to avoid the situations of overstaffing and
for this purpose a stock of existing manpower is to be assessed. Manpower inventory
refers to the assessment of the present and the potential capabilities of present
employees qualitatively and quantitatively. It reveals the degree to which these
capabilities are employed optimally and helps to identify the gaps that exist or that are
likely to raise in the firm‟s human resources. Preparation of manpower inventory
involves determination of personnel to be inventoried, cataloguing of factual
background information on each individual. Systematic appraisal of each individual
and listing the present and potential abilities and aptitudes of each.
From the available stock of manpower a discount should be allowed for employee
turnover during the period of planning. Employee turnover may be caused by death,
disability, dismissal, resignation, promotions, transfers etc. The study of employee
turnover helps estimating the future needs of the workforce. The study of turnover
requires a lot of experiences and the records regarding work conditions, morale, job
satisfaction, competitive situations, unemployment etc. Considering these factors and
various wastages the rate of turnover can be determined effectively.
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Forecasting Manpower Needs
Manpower Plans
After determining the gaps in manpower, programmes and strategies are developed
for recruitment selection training, transfers, promotion and appraisal so that the future
manpower requirement will be met. Development plans are designed to ensure a
continuing supply of trained people to take over jobs as they fall vacant either by
promotions or recruitment or through training. In this way the shortages or
redundancies can be avoided in the long run.
RECRUITMENT
It forms the stage in the process which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first
being the manpower planning. Recruiting makes it possible to acquire the number and
types of people necessary to ensure the continued operation of the organization.
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Recruiting is the discovering of potential applicants for actual or anticipated
organizational vacancies. In other words, it is a „linking activity‟ bringing together
those with jobs and those seeking jobs.
All organizations, whether large or small, do engage in recruiting activity, though not
to the same extent. This differs with the following:
The effects of past recruiting efforts which show the organization‟s ability to
locate and keep good performing people.
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CHARACTERISTICS OF GOOD RECRUITMENTPOLICY
Organization’s Objectives: Both in the short-term and long term must be taken as a
basic parameter for recruitment decisions & needs the personnel area- wise, job
family- wise.
(i) To find and employ the best qualified persons for each job.
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FACTORS INVOLVED IN A RECRUITMENT POLICY ARE:-
To carefully observe the letter & spirit of the relevant public policy on
hiring and on the whole, employment relationship.
It takes a recruiter and a recruiter. Just as the recruiter has a choice whom to recruit
and whom not, so also the prospective employee has to make the decision usually on
three different bases, the objective factor, critical contact, and subjective factor.
The objective factor theory views the process of organizational choice as being one of
weighing and evaluating a set of measurable characteristics of employment offers.
Such as pay, benefits, location, opportunity for advancement, the nature of the work
to be performed and educational opportunities.”
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The critical contact theory suggests that the typical candidate is unable to make a
meaningful differentiation of organization‟s offers in terms of objective or subjective
factors, because of his limited or very short contact with the organization. Choice can
be made only when the applicant can readily perceive the factors such as the behavior
of the recruiter, the nature of the physical facilities, and the efficiency in processing
paper work associated with the application.”
The subjective factor theory emphasizes the congruence between personality patterns
and the images of the organization, i.e., choices are made on a highly personal and
emotional basis.
Utilize external recruiting agencies mostly at the very top or bottom jobs.
Acquiring intact teams and a large amount of talent through mergers and
acquisitions(buy firms for talent)
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What Skills Should One Prioritize When Selecting Candidates?
When selecting the most appropriate candidates from the candidate pool organizations
can use a variety of approaches. Those target skills or competencies could include:
An essential part of any recruiting strategy is the processes you will utilize to assess
the candidates. Common choices include:
Interviews
Personality Tests
Skills Tests
Drug Screening
Job Simulations
Hire more than you need and intentionally “wash out” the poor performers
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Primary Sales Approach
Compensation
Benefits
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CHAPTER 3
LITERATURE REVIEW
Nowadays, every organization necessitates personnel planning as one of the most vital
activities. Human Resource Planning is, by far, an essential ingredient for the success
of any organization in the long run. There are a number of techniques that need to be
followed by every organization that guarantees that it possesses the right number and
type of people, at the right time and right place, so as to enable the organization to
achieve its planned objectives. Commonly, the objectives of Human Resource
Planning department include resource, planning, recruitment and selection, career
planning, training and development, promotions, risk management, performance
appraisal, to name a few. Each of these objectives requires special attention and
accurate planning and execution.
Various researchers have contributed to the field of HRM, and have offered intensive
and profound knowledge on the branches of HRM such as scientific recruitment and
selection, Manpower management, Job analysis, Need and purpose of Recruitment,
and so on.
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In simpler terms, recruitment and selection are concurrent processes and are void
without each other. They significantly differ from each other and are essential
constituents of the organization. It helps in discovering the potential and capabilities
of applicants for expected or actual organizational vacancies. It is a link between the
jobs and those seeking jobs.
Work by Korsten (2003) and Jones et al. (2006): According to Korsten (2003)
and Jones et al. (2006), Human Resource Management theories emphasize on
techniques of recruitment and selection and outline the benefits of interviews,
assessment and psychometric examinations as employee selection process. They
further stated that recruitment process may be internal or external or may also be
conducted online. Typically, this process is based on the levels of recruitment
policies, job postings and details, advertising, job application and interviewing
process, assessment, decision making, formal selection and training (Korsten 2003).
Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in
establishing recruitment policies and defining managerial objectives.
Successful recruitment techniques involve an incisive analysis of the job, the labour
market scenario/ conditions and interviews, and psychometric tests in order to find out
the potentialities of job seekers. Furthermore, small and medium sized enterprises lay
their hands on interviews and assessment with main concern related to job analysis,
emotional intelligence in inexperienced job seekers, and corporate social
responsibility. Other approaches to selection outlined by Jones et al. (2006) include
several types of interviews, role play, group discussions and group tasks, and so on.
Work by Alan Price (2007): Price (2007), in his work Human Resource
Management in a Business Context, formally defines recruitment and selection as the
process of retrieving and attracting able applications for the purpose of employment.
He states that the process of recruitment is not a simple selection process, while it
needs management decision making and broad planning in order to appoint the most
appropriate manpower. There existing competition among business enterprises for
recruiting the most potential workers in on the pathway towards creating innovations,
with management decision making and employers attempting to hire only the best
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applicants who would be the best fit for the corporate culture and ethics specific to the
company (Price 2007). This would reflect the fact that the management would
particularly shortlist able candidates who are well equipped with the requirements of
the position they are applying for, including team work. Since possessing qualities of
being a team player would be essential in any management position (Price 2007).
Work by Jackson et al. (2009) and Bratton and Gold (1999): As discussed by
Jackson et al. (2009), Human resource management approaches in any business
organization are developed to meet corporate objectives and materialization of
strategic plans via training and development of personnel to attain the ultimate goal of
improving organizational performance as well as profits. The nature of recruitment
and selection for a company that is pursuing HRM approach is influenced by the state
of the labour market and their strength within it. Furthermore, it is necessary for such
companies to monitor how the state of labour market connects with potential recruits
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via the projection of an image which will have an effect on and reinforce applicant
expectations.
Work of Bratton & Gold (1999) suggest that organizations are now developing
models of the kind of employees they desire to recruit, and to recognize how far
applicants correspond to their models by means of reliable and valid techniques of
selection. Nonetheless, the researchers have also seen that such models, largely
derived from competency frameworks, foster strength in companies by generating the
appropriate knowledge against which the job seekers can be assessed. However,
recruitment and selection are also the initial stages of a dialogue among applications
and the company that shapes the employment relationship (Bratton & Gold 1999).
This relationship being the essence of a company‟s manpower development, failure to
acknowledge the importance of determining expectation during recruitment and
selection can lead to the loss of high quality job seekers and take the initial stage of
the employment relationship so down as to make the accomplishment of desirable
HRM outcomes extremely difficult. In the opinion of Bratton and Gold (1999),
recruitment and selection practices are essential characteristics of a dialogue driven by
the idea of “front-end” loading processes to develop the social relationship among
applicants and an organization. In this relationship, both parties make decisions
throughout the recruitment and selection and it would be crucial for a company to
realize that high-quality job seekers, pulled by their view of the organization, might
be lost at any level unless applications are provided for realistic organization as well
as work description.
In view of Jackson et al. (2009) and Bratton & Gold (1999) applicants have a
specific view of expectations about how the company is going to treat them;
recruitment and selection acts as an opportunity to clarify this view.
Furthermore, one technique of developing the view, suggested by Bratton and Gold
(1999), are realistic job previews or RJPs that may take the form of case studies of
employees and their overall work and experiences, the opportunity to “cover”
someone at work, job samples and videos. The main objective of RJPs is to allow for
the expectations of job seekers to become more realistic and practical. RJPs tend to
lower initial expectations regarding work and a company, thereby causing some
applications to select themselves; however RJPs also increase the degree of
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organization commitment, job satisfaction, employee performance, appraisal and job
survival among job seekers who can continue into employment (Bratton & Gold
1999) Jackson et al. (2009).
Work by Silzer et al (2010): However, the process of recruitment does not cease
with application of candidature and selection of the appropriate candidates, but
involves sustaining and retaining the employees that are selected, as stated by Silzer et
al. (2010).
Work of Silzer et al. (2010) was largely concerned with Talent management, and
through their work they were successful in resolving issues like whether or not talent
is something one can be born with or is it something that can be acquired through
development.
Work by Taher et al. (2000): Toward that end Taher et al. (2000) carried out a
study to critique the value-added and non-value activities in a recruitment and
selection process. The strategic manpower planning of a company, training and
development programme, performance appraisal, reward system and industrial
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relations, was also appropriately outlined in the study. This study was based on the
fact that efficient HR planning is an essence of organization success, which flows
naturally into employee recruitment and selection (Taher et al. 2000). Therefore,
demand rather than supply must be the prime focus of the recruitment and selection
process and a greater emphasis must be put on planning, supervising and control
rather than mediation. Extending this principle, a realistic approach to recruitment and
selection process was demonstrated, and the study found that an organization is
efficient only when the value it commands exceeds the price involved in determining
the process of decision making or product. In other words, value-added and non-value
added activities associated with a company‟s recruitment and selection process
impacts its role in creating motivated and skilled workforce in the country (Taher et
al. 2000). Thus, the study identified the waiting time, inspection time and filing time
as non value added tasks and the cost of advertisement as the only value added
activity in the overall process.
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VARIOUS ELEMENTS OF HUMAN RESOURCE DEVELOPMENT
Career Planning is one of the most important functions of the personnel department. It
means the programmes and the procedures which are designed to provide the
individual leverage in deciding personnel career within the environment of the
organization. Career planning helps to facilitate dialogue between the individual and
organization for optimizing their mutual requirements. Career planning, stands for the
forward looking employment policies of an organization which take into account the
career of individual executives involved in various tasks, particularly critical tasks. It
unites organizational human resources planning with individual career needs. Career
planning programme should be dynamic. Promotion means the assignment of a
position of higher responsibility to an individual. Transfer is the change in jobs which
may involve some changes in status, responsibilities, salary etc.
Performance Appraisal
Potential Appraisal
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such capacity can be developed to the required level so that when the need arises they
can be promoted the higher posts in the organization. Potential appraisal also helps the
employees because they become aware of the skills, abilities, aptitudes which they
have and can make efforts for developing and using them in the future.
Training
Organizational Development
Types of Training
There are various methods of training. The choice of any of the methods depends
upon several factors like cost of training, number of workers, depth of knowledge
required, background of the trainees, and purpose of training and so on. The various
training methods are:
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On The Job Method
As the name suggests is imparted on the job and at the work place where the
employee is expected to perform his duties. This is the most effective method of
training the operating personnel and generally used in most of the industrial
undertakings. Under this method, the responsibility to impart training to workers is
given to the immediate superior who knows exactly what is to be taught to the trainee
for the better performance or to some outside instructor who is specialist in the field.
Under this method following systems may be included:
3. Position Rotation: Under this system the employee is periodically rotated from
one job two another instead of sticking to one job just to acquire the general
background of the trainee in various positions of the job.
4. Vestibule Training
Under this method the training is not given on the job, but workers are trained
on specific jobs in a special part of the plant by models. Training is given in
class rooms where working conditions are created which are similar to the actual
workshop conditions. After training the worker is put on similar jobs in the
workshop. It should be noted that a well-qualified and trained instructor should
be the in charge of the programme. This method is expensive because there is a
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duplication of material, equipment and conditions found in a real work place but
it is a correct blending of theory and practical work.
Where concepts, attitudes, theories and problem solving abilities are to be learnt,
the class room instruction is the most useful device. In other words it is more
associated with knowledge rather than skill. Orientation about organization,
safety training or refresher training can be accomplished most effectively in the
classroom. There may be different methods of instruction such as:
ii. Conference and Seminar: There are two types of seminar. The first is that, is
which a student gives a lecture on some predetermined topic and is followed
by discussion and exchange of views under a chairman who sum up the
discussion by his fruitful advises and comments. The second method is where
all students participate in the seminar under a chairman who sparked off the
idea and discussion follows which in turn, leads further ideas.
iii. Case Study: Case study is a practical problem faced by an industrial unit
which is discussed in the large group, possibly to find an optimum solution.
The trainee studies the problem and finds the solution. The supervisor reviews
the solutions and discusses it with the trainees.
iv. Role Playing: Under this system the trainees play their assigned role such as
the role of supervisor, instructor etc. under an instructor who prepares them to
assign different roles for the play. The above systems in classroom method are
not much value for the operative staff. These are used generally to train the
employees for various executive positions.
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3.4 MANPOWER PLANNING
Man Power Planning: Man power Planning is a procedure of foreseeing the human
resource requirements of an organization and the future supply human resources.
„Man planning‟ is also termed as „Human Resource Planning‟ This concept is of
recent origin.
Optimum Use
The manpower planning should ensure optimum utilization of the human resource
currently employed in the organization. This is done by providing sufficient work to
each employee and by assigning the work according to the skills and abilities of the
persons working in the organization.
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Human Resources Available
The human resources are made available as and when required. Employees are needed
in various departments of the organization which perform different function. They
may be needed to fill up the vacancies which arise in the organization. Manpower
planning is expected to anticipate the number needed, the kind of employees needed
and when they will be needed and make arrangement for supplying the employees
from different sources.
In manpower planning, it may be found out that, in the future the organization may be
required to discontinue the present product line and start production of some new
article. Due to this change some jobs which are being done at present may require to
be cancelled and the persons performing these jobs may become redundant. If
information about this becomes available well in advance through manpower,
planning management can arrange to retain such employees and redeploy them for the
new jobs.
All types of employee‟s i.e. skilled, unskilled employees needed by the organization
are recruited in different ways. Manpower planning should decide which category of
the employees will be needed and make arrangement for recruitment of the required
employees. It is also expected to find out what type of training should be given to
them to prepare them to face the conditions in the future.
Drawing Attention
When information about the present employees is studied for the purpose of
manpower planning attention is drawn to those sections where the required type of
persons in adequate number is not easily available. Manpower planning also brings to
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the notice of the management those employees who from the organizations point of
view are indispensable.
Technical Skills
Direct Methods
Indirect Methods
Indirect method involves mostly advertising in newspaper, on the ratio, in trade and
professional journals, technical magazines and brochures.
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sources. Senior posts are mostly filled by this method when they cannot be filled by
promotion from within.
These include the use of commercial or private employment agencies, state agencies,
and placement offices of schools, colleges and professional associations, recruiting
firms, management consulting firms, indoctrination seminars for college professors,
and friends and relatives.
Schools, Colleges and Professional institutions offer opportunities for recruiting their
students. They operate placement services where complete bio-data and other
particulars of the students are available. The companies that need employees maintain
contact with the guidance Counselors of employment Bureaus and teachers of
business and vocational subjects. The prospective employers can review credentials
interview candidates for management trainees or probationers.
Employee Referrals: Friends and relatives of present employees are also a good
source from which employees may be drawn When the labour market is very tight ,
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large employers frequently offer their employees bonuses or prizes for any referrals
who are hired and stay with company for a specific length of time.
The requirements for man power come from different company. The consultancy gets
the number of vacancies from various companies for different posts. Then the process
of further recruitment takes place.
Advertisement Posting
Checking of Responses
After the Advt. Posting is done, responses are checked. The response is received
according to the advt. posting done and then the further procedure of the recruitment
procedure is followed.
Printing of Resumes
Resume Printing is done after searching on Naukri. Com, Times Jobs, and Monster.
Then on the basis of man power requisition from different departments, resumes are
printed.
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Basic Scrutiny
When the resumes are printed, they are then scrutinized. Scrutinizing is done to
highlight the qualification, experience and special courses done by the person. This
helps in saving time otherwise it takes time to see each and every detail of the resume.
When the resumes are collected they are sent to the respective HODs for selecting the
resumes for further action. Then the resumes are shortlisted and sent back to the HR
department for further action.
Tele Calling
When the resumes are selected by the concerned HODs , telephone calls are made for
the shortlisted candidates. The interview dates are fixed on the basis of the
convenience of the candidates.
After the calls are being made and confirmation date for interview is taken, an
interview schedule is made and further procedure of recruitment is followed.
Mailing
The mails are also sent to the short listed candidates for the date and time of the
interviews. Mailing has become one of the important tools for sending interview day
and date these days. Mailing is one of the fastest tools for keeping people informed
these days.
After sending mails to the candidates, three copies of the interview schedules are
made and one of them is sent to the respective HODs. Another copy is sent to the
reception and the third copy is kept with the HR department.
Before going for the interview, the candidate has to fill the Application form and then
he/she has to go to the respective HODs.
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Interview by the Respective HODs
After filling the Application form the candidate is sent for the interview to the HODs.
Selection/Rejection
After the interview is taken the candidate is either selected or rejected. The remarks
are written inside the Application form.
When the candidate is selected, he/she is again called for the second interview. The
interview schedule is again made for the second interview.
Negotiation
After the second interview is taken, the candidate is asked for the salary expectation.
Negotiation is done and then final decision of selecting a person is taken.
After the negotiation is being done, joining letter is handed over to the selected
candidate. The date of joining is decided on the basis of the convenience of the
candidate.
Detailed Induction
On the day of joining, the person is given detailed induction. In induction, the person
is made aware about the rules and regulation of the company along with the details of
the company.
After detailed induction, the candidate is sent to the respective HODs. The HOD
sends the candidate to the respective department.
The selected person is given full information about the safety and facilities
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2. Sources- Naukri.com, Times Jobs, Monster, Placement Agencies, References etc.
3. Add Posting
7. Calls Making
8. Mailing
11. Selection/Rejection
13. Negotiation
20. Information about the salary & facility to the selected person
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STEPS IN RECRUITMENT PROCESS
Placing
Personnel New
Recruiting Selecting
Human Employees
Needed Qualified
Resource On Job
Personnel Personnel
Planning
Internal
Sources
Transferring
Job To New Job
Posting
Promoting
To Higher
Employee Responsibilities
External Reference
Sources s Evaluating
Advertising For
Selection
Scouting
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ELEMENTS OF RECRUITMENT STEATEGY
The first element of recruiting strategy is to determine “Why” the company is hiring
outside people. First, one must determine firm‟s business goals and then what
recruiting can do to contribute to each of them.
(iii) Upsizing the caliber of talent because top talent has become available.
(iv) Limiting the talent available in the market in order to hurt a competitor‟s
ability to staff adequately.
(vi) Increasing the capability of the firm by adding new skill sets.
Which of these focus areas are selected is important because each requires that one
direct its recruiting efforts in a different way. For example if the organization is hiring
for geographic expansion, one will need to implement a strategy that allows one to
enter new geographic regions-- as opposed to hiring to hurt, where it need to focus on
hiring away key talent directly from competitors.
2. Prioritization of Jobs:
No recruiting function has enough resources to fill every position immediately with
the top quality hire. As a result, recruiting strategy needs to include a prioritization
element.
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3. Performance Level to Target
Recruiting top performers requires a different strategy and set of tools than recruiting
average performers. As a result, one must first determine what level of performance
one is primarily targeting before one to determine the other elements of recruiting
strategy.
Some employment strategies required to take the long –term approach and develop
one‟s talent, while other approaches target bringing in experienced talent for
immediate help or to bring in new skills.
Postgraduate hires.
Experienced hires.
Whether one target active or passive candidates. Candidate has a tremendous impact
on both the quality of hire and the difficulty of getting an acceptance.
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Active Candidates (the easiest candidates to attract):
Unemployed candidates
Passive Candidates (These are individuals who are currently employed and not
actively seeking employment. They represent over 80% of potential
candidates, but they are the hardest to attract.):
Diverse Candidates
Diverse “thinkers” using a global standard Magnet hires (Target magnet hires
who are well-known individuals who, because of their notoriety, by
themselves help to attract others.)
Most firms begin a search once a requisition has been created. But there are a
multitude of approaches available.
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7. Where to Look For Candidates?
There are three sub-categories within the “where” element. They include:
Geographic Focus:
There are two sub-categories under this element. They include: Internally, who is
responsible for recruiting?
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CHAPTER 4
RESEARCH METHODOLOGY
Observation, Comparison and Experiment. In short also covers the systematic method
of finding solution to a problem is research. It also covers the systematic approach
concerning generalization and the formulation of the theory. Different stages
involved in research consists of enacting the problem, formulating a hypothesis,
collecting the facts or data, analysing the facts and reaching certain conclusion either
in the form of solution towards the concerned problem or in generalization for some
theoretical formulation.
In any project, research methodology used is very important because it is the one that
really leads you to the successful completion of the project.
While preparing any specific research project, the following steps are to be followed.
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In Research Methodology mainly Data plays an important role. The Data is
divided in two parts:
a) Primary Data.
b) Secondary Data.
(a) Primary Data is the data, which collected directly by direct personal
interview, Group Discussion with Employees of the company, indirect oral
investigation, Information received through local Consultancy who do the
Recruiting and selection for DJP as a associates, drafting a schedule, drafting a
questionnaire.
(b) Secondary Data is the data, which is collected from the various books,
magazine and material, reports, etc. The data which is stored in the organization
and provide by the HR people are also secondary data. The various information is
taken out regarding that subject as well other subject from various sources and
stored.
SAMPLE DESIGN
Sample Design is a definite plan determined before any data is actually collected from
a given population. All items in the field of enquiry are called "Universe” or
"Population". It is not always possible to conduct a census of "universe". Therefore a
section of the "universe" is taken and is surveyed.
• Systematic Sampling
• Stratified Sampling
• Sequential Sampling
For this project the Simple Random Sampling Method has been applied. Sample
design were also prepared which comprised of people interviewed under this project.
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SAMPLE SIZE:
This sample consists of a total of 20 individuals belonging to DJP. Sample design was
restricted to the people of Pune owing to certain time constraints and language
barriers. The inputs received from these People were very helpful.
SAMPLING TECHNIQUE:
It refers to the method to be applied / the technique to be used in selecting the Sample.
The technique used may be deliberate or random sampling, systematic sampling,
stratified sampling, area sampling, and extensive sampling.
The sampling technique applied for this project report is Simple random technique
After the research problem has been identified the important step is to collect and
analyze the data. The researcher has to decide whether he has to collect the primary
data or secondary data or both.
Primary data is the first hand information and the secondary data is the supplement to
the firsthand information. Secondary data already exists somewhere.
The methods of collecting data are very important in any project. Two types of data
was collected and used in my project viz. Primary and secondary forms a major part
of my project.
Observation
Experimentation
Questionnaire
Interviewing
Primary data I have collected from candidates, staff, fresher, students and by
discussing with the HR managers of the company.
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Secondary data I have collected from files of dream job placements booklet, Internet,
and their recruitment and selection records and report.
Questionnaire on Recruitment
2. Introduce yourself?
3. Why do you feel that you are qualified for this job?
11. What is your pay record for the last five years?
12. We can‟t pay the salary you should have. Would you be willing to start lower
and work up to that figure?
15. What duties performed in the past have you liked best/least and why?
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TOOLS FOR DATA COLLECTION:
The tools / methods used to collect primary data for this research report are through:
• Telephonic interviews
• Questionnaire method.
Questionnaire Method
For this project, the Questionnaire Method of data collection has been used. In this
method a set of Questions is handed over to a particular person. The Questions are
printed in a particular form or order. A Set of printed Questions were distributed to
these people who comprise of sample design. This was indeed the best and
easiest way of data collection.
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CHAPTER 5
Q1. What are the Age groups of the Respondents while conducting the
recruitment and selection process adopted by Dream Job Placement?
PERCENTAGE
10%
35%
30% 21-25
26-30
30-40
41 & Above
25%
DATA INTERPRETATION:
From the above Question No. 1 we can find that 35% of the employees age are in
between 21 to 25 year and 25% of respondent are in between 26 to 30 Years, whereas
30% respondent are in between 30 to 40 years rest hardly 10% responses are 41 or
above year group.
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Q2. What are the preferable Gender of the Respondents in Dream Job
Placement while consultant were on the floor for recruitment and selection
process ?.
1 Male 12 60%
2 Female 8 40%
TOTAL 20 100%
PERCENTAGE
40%
Male
60%
Female
DATA INTERPRETATION:
The above Question No.2 shows that 60% of the total respondents were male and the
rest 40% were female.
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Q3. How employee referred about the job in Dream Job Placement ?
1 Employee recommendation 1 5%
3 Recruitment agencies 1 5%
Total 20 100
PERCENTAGE
5% 10% 5%
Employee recommendation
Recruitment advertisement
Recruitment agencies
80% Direct approach by GJP
DATA INTERPRETATION:
From the above Question No.3 we can interpret that 80% of the employees were
referred about the job by Recruitment advertising and 10% of the employees came
through direct approach by DJP and the rest were referred by such as Employee
Recommendation, Recruitment agencies.
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Q4. How candidate came to know about the vacancy availability in Dream Job
Placement with which media ?
PERCENTAGE
5% 10% 10%
Newspaper
Internet
Walk-in
Others
75%
DATA INTERPRETATION :
As the above Question No.4 shows most of the candidate, about 75% , came to know
about the vacancy by the internet which will be the advertisement in the internet , and
also some candidates are came to know about the vacancy by newspaper
advertisement and some at the beginning of the company came to know by walk-in
but number of employee who came to know about the vacancy by private consultant
in the organization was very low.
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Q5. Are the Candidates Attending the Written Test while processing for
recruiting in Dream Job Placement branch?
PERCENTAGE
10%
Yes
No
90%
DATA INTERPRETATION :
It is visible from the above Question No.5 that 90% of the total respondents were
attending written test and 10% of the respondents were not attending the test.
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Q6. What Type of fundamental questions asked by interviewer while conducting
interviews in Dream Job Placement ?
PERCENTAGE
5%
20% 10%
Age
Family Background
15%
Education
Reference
5% 45%
Experience
Qualification
DATA INTERPRETATION:
As the Question No.6 shows 45 % of the candidate asked about their education while they
have been interviewed by the interviewee and also about their qualification and experience
which have 20% and 15 % respectively. But not all of them asked about their age and
references.
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Q7. What kind of status of Interviewee Felt While Being Interviewed in Dream Job
Placement ?
1 RELAXED 4 20%
2 COMFORTABLE 9 45%
3 COOL 1 5%
4 TENSED 2 10%
5 NERVOUS 4 20%
Total 20 100
PERCENTAGE
20% 20%
RELAXED
10%
COMFORTABLE
5% COOL
TENSED
45%
NERVOUS
DATA INTERPRETATION :
The Question No.7 show that most of the candidate did not have same feeling while
they have been interviewed by the interviewee , about 45 % of the candidate have been
comfortable while interview and around 20 % of them were nervous ,about 20 % were
relaxed and only 5 % of them were cool during the interview .
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Q8. Did Employees Liked Their Interviewers in Dream Job Placement ?
1 Like 15 75%
2 Dislike 3 15%
3 Neutral 2 10%
TOTAL 20 100
PERCENTAGE
10%
15%
Like
Dislike
75% Neutral
DATA INTERPRETATION :
From the above Question No.8 after analysis we come to know that most of the
employees liked their interviewers.
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FINDINGS:
According to the graph and tables the following finding been quest;
From the above Question No. 1 we can find that 35% of the employees age are
in between 21 to 25 year and 25% of respondent are in between 26 to 30 Years,
whereas 30% respondent are in between 30 to 40 years rest hardly 10%
responses are 41 or above year group.
The above Question No.2 shows that 60% of the total respondents were male
and the rest 40% were female.
From the above Question No.3 we can interpret that 80% of the employees
were referred about the job by Recruitment advertising and 10% of the
employees came through direct approach by DJP and the rest were referred by
such as Employee Recommendation, Recruitment agencies.
As the above Question No.4 shows most of the candidate, about 75% , came to
know about the vacancy by the internet which will be the advertisement in the
internet , and also some candidates are came to know about the vacancy by
newspaper advertisement and some at the beginning of the company came to
know by walk-in but number of employee who came to know about the
vacancy by private consultant in the organization was very low.
It is visible from the above Question No.5 that 90% of the total respondents
were attending written test and 10% of the respondents were not attending the
test.
As the Question No.6 shows 45 % of the candidate asked about their education
while they have been interviewed by the interviewee and also about their
qualification and experience which have 20% and 15 % respectively. But not
all of them asked about their age and references.
The Question No.7 show that most of the candidate did not have same feeling
while they have been interviewed by the interviewee , about 45 % of the
candidate have been comfortable while interview and around 20 % of them
were nervous ,about 20 % were relaxed and only 5 % of them were cool during
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the interview .
From the above Question No.8 after analysis we come to know that most of the
employees liked their interviewers.
From the above Question No.9 we can interpret that 70% of the respondents
came to know about their selection immediately and 30% of the respondents
came to know about their selection in fair period of time.
From the above Question No.10 we can interpret that from the total
respondents, 40% of the employee that they were not aware whether there was
reference check made by DJP on them and the 60% said there was background
investigation and they did not face any problem on it.
From the Question No.11, Majority of the respondents said that they did not
have any problem in the joining time provided by DJP to them. But 10% of the
respondents said that they had problem with regarding to the joining time given
to them.
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CHAPTER 6
6.1 RECOMMENDATION
When DREAM JOB PLACEMENT wants to select the new person for
suitable job that time DREAM JOB PLACEMENT should advertise about the
vacancy through newspaper as well.
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6.2 SUGGESTIONS FOR THE COMPANY
The exit interviews should be conducted for keeping the attrition rate under
control.
Resume selection should be in a manner that the work profile should match with
job.
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CHAPTER 7
CONCLUSION
It can be clearly concluded that for a company to succeed all it takes is the proper
recruitment and selection strategies which also shapes the overall manpower
management of the company. By conclude this literature review, the study
emphasizes on the fact that the recruitment and selection process is integrated with
other processes such as strategic plan of the company, training and development
schemes, compensation, rewarding/incentive system, performance appraisal, and
lastly, industrial relations. Furthermore, according to Silzer et al (2010), there exist
several reasons why the most apparent information have been more promising;
including the well-structured nature of interviews, the use of questionnaires based on
a job analysis, inclusion of panel of interviewers, the practice of note-making during
the interview, and the use of rating scale based on behavioural factors to gauge the
interviewee‟s answers all play an integral part in the improvement of the recruitment
validity.
This project work has provided me opportunity to interact with the professionals in
the consultancy & thereby let me know the various facts of management. The
exposure, which I have got during this short tenure, would definitely help me a lot in
going a long way in my life. Here, I learned how typical human nature & how
challenging is it to deal with a human beings. Also I came to know about the pressure
& constraints, which are there for HRD professionals, while he/she is working in an
organization.
I am giving some of my suggestion which may help the company in their recruitment
process.
The respondents include the employees who concur that the current recruitment is
satisfactory except few exemptions. Even though the recruitment procedure is
satisfactory, it can be organized in such a way that it obtains optimal point.
Recruitment procedure of a company should be in such a manner that it puts the right
person in the right job at the right time. To face this challenge, recruitment team of an
organization should be well equipped while recruiting as this is where everything
starts.
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BIBLIOGRAPHY
To complete this project I have taken help of Mr. Chandrakant Nimbalkar director of
Dream job placement. Along with him I have collected the information from the
following sites:-
http://www.dreamjobspune.com/
www.wikipedia.com
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1. www.google.com
4. http://www.dreamjobspune.com/
5. www.wikipedia.com
Books:
K. Ashwathappa
- Vipul Prakashan
- P. P. Arya, B. B. Tandon
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