PROJECT REPORT

ON
“STUDY ON RECRUITMENT AND SELECTION PROCESS AND
INDUCTION EFFECTIVENESS AT JAKSON LTD”

Submitted in Partial Fulfilment for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)
(BATCH 2017-2019)

Submitted by:
DIVYA CHAUDHARY
Enroll. No: 0221230917

Under the Guidance of:

Dr. SHILKI BHATIA
Senior Assistant Professor

DELHI INSTITUTE OF ADVANCED STUDIES

(Affiliated to Guru Gobind Singh Indraprastha University)

i
CERIFICATE

ii
 ACKNOWLEDGEMENT

I would like to express my gratitude to all those who gave me the

possibility to complete this project.
I am deeply indebted to my guide Dr. Shilki Bhatia from Delhi Institute
of Advanced Studies whose help, stimulating suggestions and
encouragement helped me throughout research and writing of this
project.
The learning was immense and valuable

Divya Chaudhary
Enrollment No. - 02212303917

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 DECLARATION

I hereby declare that the project work entitled “Study on Recruitment and
Selection Process and Induction Effectiveness at Jakson Ltd” submitted to the
Delhi Institute of Advanced Studies, is a record of an original work done by me
under the guidance of Dr Shilki Bhatia, Senior Assistant Professor, Delhi Institute
of Advanced Studies and this project work is submitted in the partial fulfilment of
the requirements for the award of the degree of Master of Business Administration.

I hereby certify that all the endeavor put in the fulfilment of the task are genuine
and original to the best of my knowledge and I have not submitted it earlier
elsewhere.

Divya Chaudhary

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 TABLE OF CONTENTS

S No Topic Page No
1 Certificate (s) i-ii
2 Acknowledgement iii
3 Declaration iv
4 Executive Summary vi
5 List of Tables vii
7 Chapter-1: Introduction 1-21
8 Chapter-2: Literature Review 22-32
9 Chapter 3: Methodology 33-35
11 Chapter-3: Data Presentation & Analysis 36-52
12 Chapter-4: Findings and Conclusions 53-55
13 Chapter-5: Recommendations And Limitations 56-59
14 References/Bibliography 60-62
15 Annexure 63-68

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 EXECUTIVE SUMMARY

Human resource management is concerned with human beings, who are the energetic elements

of management. The success of any organization or an enterprise will depend upon the ability

strength and motivation of persons working in it. People form an integral part of the organization

the efficiency and quality of its people determines the fate of the organization. Hence right kind

of people should be selected at the right time for the right kind of job.

Recruitment is the systematic process of generating a pool of qualified applicants for a particular

job. Selection is the process of choosing the right candidate, who are most suitable for the vacant

job in the organisation.

The objectives of Human Resource department are Human Resource planning, Recruitment and

selection, Training and Development, Career planning, transfer and promotion Risk-

Management, Performance appraisal and so on. Each objective needs special attention. In order

to study the recruitment and selection process and induction effectiveness at Jakson ltd. I framed

two questionnaires to get to the end results of my objectives using convenience sampling method

and exploratory research. My research concluded that the Recruitment and Selection process

being carried out at Jakson Ltd is effective. Most of the employees are satisfied with the ongoing

induction program.

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 LIST OF FIGURES

Figure No Title Page No

1.1 Recruitment process 6
4.1 Timely MRF from HRBP 37
4.2 Response to Quality MRF from HRBP 38
4.3 Response to adequate time to shortlist candidates 39
4.4 Response to support from HR 40
4.5 Sources to select candidates 41
4.6 Stages of selection 42
4.7 Response to signing of bond by employees 43
4.8 Back out percentage of candidates 44
4.9 Response to adequate training for hiring decisions 44
4.10 Frequency of recruitment 45
4.11 Response to introduction to new colleagues 46
4.12 Understanding of Job responsibilities 47
413 Response to explanation of Policies 48
4.14 Access to training related to job 48
4.15 Completeness of induction program 49
4.16 Response to help from support service 50
4.17 Effectiveness of service induction program 51
4.18 Info about company during initial days 52

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 CHAPTER -1

INTRODUCTION

1
 INTRODUCTION

COMPANY PROFILE OF JAKSON LTD.

Jakson Group is a leading energy and engineering solutions company offering a range of
products and services that help customers effectively meet their energy needs in a safe and
sustainable manner. The company is driven by its core values of building enduring relationships
and its vision to be a trendsetter in energy solutions. Our integrated energy and engineering
solutions portfolio ensure our customers remain at the forefront, now and into the future.

Jakson market facing businesses include Powergen& Distribution, Solar, EPC and Defence. It
also has investments in the Hospitality and Education sector. Established in the year 1947,
Jakson has an extensive presence in India with 2000 employees, 4 manufacturing facilities, 1
Global Training Centre, 22 Sales Offices, 14 Service centres and a wide network of distributors
and system integrators. The company has operations in Bangladesh, Nepal, Singapore, Dubai and
several countries in Africa. Jakson corporate headquarters are located in Noida, Uttar Pradesh,
India.
Core Values

 Build Enduring Relationships

 Be Pro - active
 Be passionate about excellence
 Be a trendsetter
 Drive execution

Core Purpose

Be a trusted partner for people & society and improve quality of life by providing sustainable
solutions

Vision
Be a trendsetter in energy solutions by consistently exceeding stakeholder’s expectations

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Mission

Enhancing stakeholder happiness through

 Spearheading technology
 Stimulating workplace
 Speedy deliverables
 Smart transparent system
 Strong focus on quality, health, safety and environment

Major Personalities

Satish Kumar Gupta Chairman Emeritus, Jakson Group

Sameer Gupta Chairman & Managing Director

Sundeep Gupta Vice Chairman & Managing Director

GaganChanana Director - Powergen& Distribution and Defence Business

Praveen Pai Director – Land Based Solar & Electrical EPC

Rabindra Kumar Satpathy Director - Solar Business

SandeepKanwar Director

Pushpendra Kumar Bansal Director – Finance

Ved Pal Chadha Director – Supply Chain Management & Growth Projects

Niranjan M Gokhale Executive Vice President – Strategy

Joshua M Solomon Executive Vice President – Manufacturing & Assembly

Taniya Nandi Vice President – Human Resources & Admin

Table 1.1

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Corporate Social Responsibility

Jakson Welfare Trust is the corporate social responsibility arm of Jakson Group. The trust
operates and manages various CSR programs on behalf of the company for betterment of
underprivileged sections of society. Jakson Welfare Trust currently works in the areas of
education, skill development, community services and environment. In addition to self-run
programs, the company also partners like-minded organizations working in similar realms
and offers them financial and volunteering support as required, from time-to-time..

RECRUITMENT

Recruitment is the process of identifying that the organization needs to employ someone up
to the point at which application forms for the post have arrived at the organization. Selection
then consists of the processes involved in choosing from applicants a suitable candidate to fill
a post. Training consists of a range of processes involved in making sure that job holders
have the right skills, knowledge and attitudes required to help the organization to achieve its
objectives. Recruiting individuals to fill particular posts within a business can be done either
internally by recruitment within the firm, or externally by recruiting people from
outside.Recruitment is the process of finding and hiring the best-qualified candidate from
within or outside of an organization for a job opening in a timely and cost-effective manner.
The recruitment process includes analyzing the requirements of a job, attracting employees to
that job, screening and selecting applicants, hiring, and integrating the new employee into the
organization.

"Recruitment is the Process of finding and attracting capable applicants for employment. The
Process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of application from which new employees are selected.”

FACTORS INFLUENCING RECRUITMENT:

All enterprises, big or small, have to engage themselves in recruitment of persons. A number
of factors influence this process. Some Of The main factors are being discussed below:

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1.Size of the Enterprise:

The number of persons to be recruited will depend upon the size of an enterprise. A big
enterprise requires more persons at regular intervals while a small undertaking employs only
a few employees. A big business house will always be in touch with sources of supply and
shall try to attract more and more persons for making a proper selection. It can afford to
spend more amounts in locating prospective candidates. So the size of an enterprise will
affect the process of recruitment.

2. Employment Conditions:

The employment conditions in an economy greatly affect recruitment process. In under-

developed economies, employment opportunities are limited and there is no dearth of
prospective candidates. At the same time suitable candidates may not be available because of
lack of educational and technical facilities. If the availability of persons is more, then
selection from large number becomes easy. On the other hand, if there is a shortage of
qualified technical persons, then it will be difficult to locate suitable persons.

3. Salary Structure and Working Conditions:

The wages offered and working conditions prevailing in an enterprise greatly influence the
availability of personnel. If higher wages are paid as compared to similar concerns, the
enterprise will not face any difficulty in making recruitments. An organization offering low
wages can face the problem of labour turnover.

The working conditions in an enterprise will determine job satisfaction of employees. An

enterprise offering good working conditions like proper sanitation, lighting, ventilation, etc.
would give more job satisfaction to employees and they may not leave their present job. On
the other hand, if employees leave the jobs due to unsatisfactory working conditions, it will
lead to fresh recruitment of new persons.

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 4. Rate of Growth:

The growth rate of an enterprise also affects recruitment process. An expanding concern will
require regular employment of new employees. There will also be promotions of existing
employees necessitating the filling up of those vacancies. A stagnant enterprise can recruit
persons only when present incumbent vacates his position on retirement, etc.

RECRUITMENT PROCESS

Fig 1.1 Recruitment process

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1. Recruitment Planning:

The first step involved in the recruitment process is planning. Here, planning involves to
draft a comprehensive job specification for the vacant position, outlining its major and minor
responsibilities; the skills, experience and qualifications needed; grade and level of pay;
starting date; whether temporary or permanent; and mention of special conditions, if any,
attached to the job to be filled ”

2. Strategy Development:

Once it is known how many with what qualifications of candidates are required, the next step
involved in this regard is to devise a suitable strategy for recruiting the candidates in the
organization.The strategic considerations to be considered may include issues like whether to
prepare the required candidates themselves or hire it from outside, what type of recruitment
method to be used, what geographical area be considered for searching the candidates, which
source of recruitment to be practiced, and what sequence of activities to be followed in
recruiting candidates in the organization.

3. Searching:

This step involves attracting job seekers to the organization. There are broadly two sources
used to attract candidates.

4. Screening:

Though some view screening as the starting point of selection, we have considered it as an
integral part of recruitment. The reason being the selection process starts only after the
applications have been screened and shortlisted. Let it be exemplified with an example.In the
Universities, applications are invited for filling the post of Professors. Applications received
in response to invitation, i.e., advertisement are screened and shortlisted on the basis of
eligibility and suitability. Then, only the screened applicants are invited for seminar
presentation and personal interview. The selection process starts from here, i.e., seminar
presentation or interview.

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 Job specification is invaluable in screening. Applications are screened against the
qualification, knowledge, skills, abilities, interest and experience mentioned in the job
specification. Those who do not qualify are straightway eliminated from the selection
process.The techniques used for screening candidates vary depending on the source of supply
andmethod used for recruiting. Preliminary applications, de-selection tests and screening
interviews are common techniques used for screening the candidates.

5. Evaluation and Control:

Given the considerable cost involved in the recruitment process, its evaluation and control is,
therefore, imperative.

THE COSTS GENERALLY INCURRED IN A RECRUITMENT PROCESS INCLUDE:

1. Salary of recruiters

2. Cost of time spent for preparing job analysis, advertisement

3. Administrative expenses

4. Cost of outsourcing or overtime while vacancies remain unfilled

5. Cost incurred in recruiting unsuitable candidates

In view of above, it is necessary for a prudent employer to try to answer certain questions
like: whether the recruitment methods are appropriate and valid? And whether the
recruitment process followed in the organization is effective at all or not? In case the answers
to these questions are in negative, the appropriate control measures need to be evolved and
exercised to tide over the situation.

SOURCES OF RECRUITMENT OF EMPLOYEES

The candidates may be available inside or outside the organization. Basically, there are two
sources of recruitment i.e., internal and external sources.

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1. Internal Sources:

Best employees can be found within the organization. When a vacancy arises in the
organization, it may be given to an employee who is already on the pay-roll. Internal sources
include promotion, transfer and in certain cases demotion. When a higher post is given to a
deserving employee, it motivates all other employees of the organization to work hard. The
employees can be informed of such a vacancy by internal advertisement.

Methods of Internal Sources:

1. Transfers:

Transfer involves shifting of persons from present jobs to other similar jobs. These do not
involve any change in rank, responsibility or prestige. The numbers of persons do not
increase with transfers

2. Promotions:

Promotions refer to shifting of persons to positions carrying better prestige, higher

responsibilities and more pay. The higher positions falling vacant may be filled up from
within the organization. A promotion does not increase the number of persons in the
organization.A person going to get a higher position will vacate his present position.
Promotion will motivate employees to improve their performance so that they can also get
promotion.

3. Present Employees:

The present employees of a concern are informed about likely vacant positions. The
employees recommend their relations or persons intimately known to them. Management is
relieved of looking out prospective candidates.

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Advantages of Internal Sources:

The following are the advantages of internal sources:

1. Improves morale:

When an employee from inside the organization is given the higher post, it helps in
increasing the morale of all employees. Generally every employee expects promotion to a
higher post carrying more status and pay (if he fulfills the other requirements).

2. No Error in Selection:

When an employee is selected from inside, there is a least possibility of errors in selection
since every company maintains complete record of its employees and can judge them in a
better manner.

3. Promotes Loyalty:

It promotes loyalty among the employees as they feel secured on account of chances of
advancement.

4. No Hasty Decision:

The chances of hasty decisions are completely eliminated as the existing employees are well
tried and can be relied upon.

5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and policies of the
organization. The existing employees require little training and it brings economy in training
costs.

6. Self-Development:

It encourages self-development among the employees as they can look forward to occupy
higher posts.
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Disadvantages of Internal Sources:

(i) It discourages capable persons from outside to join the concern.

(ii) It is possible that the requisite number of persons possessing qualifications for the vacant
posts may not be available in the organization.

(iii) For posts requiring innovations and creative thinking, this method of recruitment cannot
be followed.

(iv) If only seniority is the criterion for promotion, then the person filling the vacant post
may not be really capable.

In spite of the disadvantages, it is frequently used as a source of recruitment for lower

positions. It may lead to nepotism and favoritism. The employees may be employed on the
basis of their recommendation and not suitability.

2. External sources:

All organizations have to use external sources for recruitment to higher positions when
existing employees are not suitable. More persons are needed when expansions are
undertaken.

Methods of External Sources:

1. Advertisement:

It is a method of recruitment frequently used for skilled workers, clerical and higher staff.
Advertisement can be given in newspapers and professional journals. These advertisements
attract applicants in large number of highly variable quality.

Preparing good advertisement is a specialized task. If a company wants to conceal its name, a
‘blind advertisement’ may be given asking the applicants to apply to Post Bag or Box
Number or to some advertising agency.

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2. Employment Exchanges:

Employment exchanges in India are run by the Government. For unskilled, semi-skilled,
skilled, clerical posts etc., it is often used as a source of recruitment. In certain cases it has
been made obligatory for the business concerns to notify their vacancies to the employment
exchange. In the past, employers used to turn to these agencies only as a last resort. The job-
seekers and job-givers are brought into contact by the employment exchanges.

3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs (i.e. placement) which
require technical or professional qualification has become a common practice. A close liaison
between the company and educational institutions helps in getting suitable candidates. The
students are spotted during the course of their studies. Junior level executives or managerial
trainees may be recruited in this way.

4. Recommendation of Existing Employees:

The present employees know both the company and the candidate being recommended.
Hence some companies encourage their existing employees to assist them in getting
applications from persons who are known to them.

In certain cases rewards may also be given if candidates recommended by them are actually
selected by the company. If recommendation leads to favoritism, it will impair the morale of
employees.

5. Factory Gates:

Certain workers present themselves at the factory gate every day for employment. This
method of recruitment is very popular in India for unskilled or semi-skilled labour. The
desirable candidates are selected by the first line supervisors. The major disadvantage of this
system is that the person selected may not be suitable for the vacancy.

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6. Casual Callers:

Those personnel who casually come to the company for employment may also be considered
for the vacant post. It is most economical method of recruitment. In the advanced countries,
this method of recruitment is very popular.

7. Central Application File:

A file of past applicants who were not selected earlier may be maintained. In order to keep
the file alive, applications in the files must be checked at periodical intervals.

8. Labor Unions:

In certain occupations like construction, hotels, maritime industry etc., (i.e., industries where
there is instability of employment) all recruits usually come from unions. It is advantageous
from the management point of view because it saves expenses of recruitment. However, in
other industries, unions may be asked to recommend candidates either as a goodwill gesture
or as a courtesy towards the union.

9. Labor Contractors:

This method of recruitment is still prevalent in India for hiring unskilled and semi-skilled
workers in brick kiln industry. The contractors keep themselves in touch with the labour and
bring the workers at the places where they are required. They get commission for the number
of persons supplied by them.

10. Former Employees:

In case employees have been laid off or have left the factory at their own, they may be taken
back if they are interested in joining the concern (provided their record is good).

11. Other Sources:

Apart from these major sources of external recruitment, there are certain other sources which
are exploited by companies from time to time. These include special lectures delivered by
13
 recruiter in different institutions, though apparently these lectures do not pertain to
recruitment directly.Then there are video films which are sent to various concerns and
institutions so as to show the history and development of the company. These films present
the story of company to various audiences, thus creating interest in them.Various firms
organize trade shows which attract many prospective employees. Many a time
advertisements may be made for a special class of work force (say married ladies) who
worked prior to their marriage.These ladies can also prove to be very good source of work
force. Similarly there is the labour market consisting of physically handicapped. Visits to
other companies also help in finding new sources of recruitment.

Merits of External Sources:

1. Availability of Suitable Persons:

Internal sources, sometimes, may not be able to supply suitable persons from within. External
sources do give a wide choice to the management. A large number of applicants may be
willing to join the organization. They will also be suitable as per the requirements of skill,
training and education.

2. Brings New Ideas:

The selection of persons from outside sources will have the benefit of new ideas. The persons
having experience in other concerns will be able to suggest new things and methods. This
will keep the organization in a competitive position.

3. Economical:

This method of recruitment can prove to be economical because new employees are already
trained and experienced and do not require much training for the jobs.

14
Demerits of External Sources:

1.Demoralization:

When new persons from outside join the organization then present employees feel
demoralized because these positions should have gone to them. There can be a heart burning
among old employees. Some employees may even leave the enterprise and go for better
avenues in other concerns.

2. Lack of Co-Operation:

The old staff may not co-operate with the new employees because they feel that their right
has been snatched away by them. This problem will be acute especially when persons for
higher positions are recruited from outside.

3. Expensive:

The process of recruiting from outside is very expensive. It starts with inserting costly
advertisements in the media and then arranging written tests and conducting interviews. In
spite of all this if suitable persons are not available, then the whole process will have to be
repeated.

4. Problem of adjustment:

There may be a possibility that the new entrants have not been able to adjust in the new
environment. They may not temperamentally adjust with the new persons. In such cases
either the persons may leave themselves or management may have to replace them. These
things have adverse effect on the working of the organization.

Suitability of External Sources of Recruitment:

External Sources of Recruitment are Suitable for The Following Reasons:

(i) The required qualities such as will, skill, talent, knowledge etc., are available from
external sources.

(ii) It can help in bringing new ideas, better techniques and improved methods to the
organization.

(iii) The selection of candidates will be without preconceived notions or reservations.

15
 (iv) The cost of employees will be minimum because candidates selected in this method will
be placed in the minimum pay scale.

(v) The entry of new persons with varied experience and talent will help in human resource
mix.

(vi) The existing employees will also broaden their personality.

(vii) The entry of qualitative persons from outside will be in the long-run interest of the
organization.

SELECTION

The Selection is the process of choosing the most suitable candidate for the vacant position in
the organization. In other words, selection means weeding out unsuitable applicants and
selecting those individuals with prerequisite qualifications and capabilities to fill the jobs in
the organization.Most often, the selection and recruitment are used interchangeably but
however both have different scope. The former is a negative process that rejects as many
unqualified applicants as possible so as to hire the right candidate while the latter is a positive
process that attracts more and more candidates and stimulates them to apply for the jobs.

Based on the complexity of selecting the right candidate the selection process is comprised of
several steps:

1. Preliminary Interview
2. Receiving Applications
3. Screening of Applications
4. Employment Tests
5. Interview
6. Reference Checking
7. Medical Examination
8. Final Selection

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SIGNIFICANCE OF SELECTION

The company should follow a proper selection procedure as huge amount of money is
invested in selecting the right candidate for the job. Also, the cost incurred in training and
induction programme is too high that the wrong selections could lead to a huge loss to the
employer in terms of the time, effort and money.

Absenteeism and labor turnover are the grim situation for any organization and if the
candidates are not selected appropriately, then these problems will increase and the overall
efficiency of the organization will go down.

STEPS IN SELECTION

1.Preliminary Interview:

The purpose of preliminary interviews is basically to eliminate unqualified applications

based on information supplied in application forms. The basic objective is to reject misfits.
On the other hands preliminary interviews is often called a courtesy interview and is a good
public relations exercise.

2.Selection Tests:

Jobseekers who past the preliminary interviews are called for tests. There are various types
of tests conducted depending upon the jobs and the company. These tests can be Aptitude
Tests, Personality Tests, and Ability Tests and are conducted to judge how well an individual
can perform tasks related to the job. Besides this there are some other tests also like Interest
Tests (activity preferences), Graphology Test (Handwriting), Medical Tests, Psychometric
Tests etc.

3.Employment Interview:

The next step in selection is employment interview. Here interview is a formal and in-depth
conversation between applicant’s acceptability. It is considered to be an excellent selection
device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides

17
 there can be Structured and Unstructured interviews, Behavioral Interviews, Stress
Interviews.

4.Reference& Background Checks:

Reference checks and background checks are conducted to verify the information provided
by the candidates. Reference checks can be through formal letters, telephone conversations.
However it is merely a formality and selections decisions are seldom affected by it.

5.Selection Decision:

After obtaining all the information, the most critical step is the selection decision is to be
made. The final decision has to be made out of applicants who have passed preliminary
interviews, tests, final interviews and reference checks. The views of line managers are
considered generally because it is the line manager who is responsible for the performance of
the new employee.

6.Physical Examination:

After the selection decision is made, the candidate is required to undergo a physical fitness
test. A job offer is often contingent upon the candidate passing the physical examination.

7.Job Offer:

The next step in selection process is job offer to those applicants who have crossed all the
previous hurdles. It is made by way of letter of appointment.

CORE VALUES

1. Long Lasting Relationships

At JAKSON, they believe that they act as an extension to their clients and coordinate closely
to ensure dedicated support and effective decision making. They aim to deliver the best
service to our client and fulfill their duties towards the candidates as well.

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2. Confidentiality

They maintain the utmost confidentiality and protect the information they have been
entrusted with.

3. Rectitude

They function with strong principles and honesty to meet expectations and standards of the
demanding business. They maintain transparency between clients and candidates and deliver
what has been promised.

STRATEGY FOR SUCCESS / METHODOLOGY.

Every recruitment firm has a search methodology to guide the way. Our Strategy For Success
is comprised of a step by step process to ensure quality at every level and to prevent any
profile mismatches.

1. Understanding the Client

2. Mapping the Requirement
3. Target Search Plan
4. Short listing and Sifting
5. Screening and Evaluation
6. Interviews
7. Post Recruitment Follow-up

1. Understanding the Client

This is the first step of the process where we focus on our clients. In order to deliver to the
best of our capabilities, We learn about our clients, their vision, their background, growth
etcetera.

2. Mapping the Requirement

We conduct a detailed discussion with our client about the job description, the specific
competencies needed including accountability, key result areas and deliverables.

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3. Target Search Plan

Our team begins to search for the desired candidates by using various methods to develop an
initial candidates list.

4. Short listing and Sifting

After the establishment of an initial candidates list, We reach out to every candidate tofind
the perfect match and fabricate a pool of shortlisted candidates from the initial list by
telephonic communication. Before the next step, a general quality check is carried out.

5. Screening and Evaluation

Once a mutual interest has been determined, We pursue the specific shortlisted candidates to
evaluate them with the aim of finding the right profile match, work experience, skill set, and
educational qualification for the job opportunity available.

6. Interviews

After evaluation, the candidates are scheduled for interviews at our office or at the client
office, as specified. For ease of process, We conduct briefing sessions in small batches that
are client specific to resolve any queries prior to the interview and to help boost the
confidence of the candidates.

7. Post Recruitment Follow-up

After the interviews, We carry out a post recruitment follow up to congratulate the offered
candidates, notify them with their date of joining, to take their feedback and to monitor their
experience in the organization they have been placed in. We also arrange for other
opportunities for those who were rejected in the interview process. We believethat there is a
right job for every candidate and We are happy to help them find it.

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LEADERSHIP TEAM

We strongly believe in the words that man was designed for accomplishment, engineered for
success and endowed with the seeds of greatness. Here at JAKSON, We have organized a
great recruitment team that works hard to help those connected to us accomplish greater
heights. Under the guidance and leadership of our founders, JAKSON has successfully
delivered the challenge of aligning the directions of an organization to the aspirations of the
working populace.

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 CHAPTER – 2

LITERATURE REVIEW

22
 LITERATURE REVIEW

A.Susairaj, A.Laura Jenifer (2018)

Recruitment is the process of searching for prospective employees and stimulating them to
apply for jobs in the organization. Selection may be defined as the process by which the
organization chooses from among the applicants, those people whom they feel would best
meet the job requirement, considering current environmental condition. In today's rapidly
changing business environment, organizations have to respond quickly to requirements for
people. Hence, it is important to have a well- defined recruitment policy in place, which can
be executed effectively to get the best fits for the vacant positions. Selecting the wrong
candidate or rejecting the right candidate could turn out to be costly mistakes for the
organization. Simple Random sampling method will be used to collect the samples and
collected data is going to be analyzed through descriptive research design using charts,
graphs, tables, manual calculation of percentage method. Research concluded that 84% of the
respondents agreed that the present recruitment and selection process is helpful for achieving
the goals of the company. The company should adopt the recruitment method radio adverts
and have a program to recruit from college. They should also employ young staff between
the ages of 21-30 so that they can have fresh talent in the organization.

Zirra Cliford Tizhe Oaya, Ogbu James Ogbu et.al (2017)

Employee performance is vital to all business enterprises in both developed and developing
economies. The increase in the rate of business failure, closure and employees poor
performance in terms of productivity in Nigeria is alarming. For organization to be sustained,
employees have crucial roles to play in order to ensure that organizations attain competitive
advantage over the competitors across the globe. The study examined the recruitment and
selection strategy on the employee performance in the real sector using descriptive survey
research design. The inferential statistics used is the “one sample T-test” to find the level of
relationship between recruitment/selection strategy and employee performance. The study
revealed that the use of recruitment agency and internal employee recommendation in the
recruitment/selection process enables organization to recruit committed and productive

23
 employees while the recruitment through the influence of host community leads to
organizational inefficiency. The study therefore, recommends that Organizations can make use
of employment agencies in the act of recruitment and selection but should be open to disclose
the job description and responsibility to them. Acceptance of referred candidates from
committed and active employees for employment was also recommended as it enhances
mentoring, monitoring, obedience and coaching among employees. It was also advised that
recruitment/selection should be based on the capability of the candidates to perform the job
responsibilities than consideration based on host community influences.

Pushpendra Singh, Dr. Garima Mathur,et.al(2017)

From last too many years or decade the companies are more concentrating on the human
resource as capital because they are the most valuable and most precious assets. During the
recruitment of the candidates the organizations has to clear roadmap & map cautiously the
available manpower because they only construct the competitive improvement & advantage
for the organizations. The recruitment works as a logistic of human resource capital for
several organizations. Business organizations are making efforts to become more advance by
modern recruiting and selection methods due to the entry of multinational companies &
immense competition. The superlative or talented human capital availability in organizations
brands them competitive advantage and as well as they become the real life line of the
organizations. This research analysis the review of literature for recruitment and selection
procedures followed at organizations. The research was done using both primary and
secondary data. Primary data was collected from 300 employees using questionnaire method.
The results were obtained from percentage method. The research findings reveal that service
organizations follows best recruitment and selection process and they are satisfied with the
organizational environment and the organization follows decent recruitment policy.

Linta Susan Daniel ,Dr. V.R.Malkar(2017)

The development of Information Technology has increased the pace of business activities
including Human Resource Management. With the advent of internet and various other
softwares Human Resource Management has transformed itself to an Electronic Human
Resource Management (e-HRM). HRM has now become an inseparable part of any business

24
 wherein internet and HRM are closely related to each other. This study mainly concentrates
in the transformation of recruitment and selection process from traditional to non-traditional
practice. E-recruitment and E selection makes the entire recruitment and selection process
easy, reliable, cost effective, and leads to better results as compared to traditional model of
recruitment. This study also enables to understand why small scale industries must use e-
recruitment and

e-selection for performing the HR activities effectively .With the emergence of IT many new
features are still being added to the HR softwares so that it will be helpful for both the
employer and the candidates, nowadays applicants can even track their application.
Employees can also use e-HRM to apply for promotion, for personal development and can
apply to new job in Internal Recruitment.

Mufu Godwill Fomunjong (2016)

This study focuses on the implications of the recruitment policy and the overall business
strategies of SO.NA.RA-Cameroon. The study also strives to illuminate CSR as a strategic
ingredient to be integrated in HRM theory and practice by companies and to take cognizance
of local employment issues. Such a requirement more likely enhances the reputation of firms
within the vicinities where they operate, and guarantees that their working environments
remain conducive and serene for sustainable production as echoed by CIPD . Objective of the
Thesis is to study the Recruitment and Selection Strategies in SONARA. The study attempts
to unravel questions associated with human resource allocation inefficiencies that is
perceived to be perpetuated by corruption or discriminatory tendencies by some
organizations or companies in Cameroon. The study is an exploratory case study. It was
carried out with the use of a qualitative approach with in-depth interviews. Findings reveal
that despite a well-conceived recruitment strategy framework aimed at attracting the right
people in the right places, discrimination and corruption are major factors that infringed on
the efficiency and effectively of the recruitment policy in SO.NA.RA.

Chungyalpa.W(2016)

In today’s hyper competitive business environment employees are a source of competitive

advantage. It is absolutely critical for businesses to hire the right people, with the right skills,
25
 right knowledge, right attributes, at the right time, for the right job. The recruitment and
selection process has become one of the key processes determining the success of an
organization. This paper examines the recruitment and selection process and the latest trends
concerning recruitment and selection. The paper consists of three sections. The first section
defines the recruitment and selection process in its entirety. It examines and defines the
various phases and sub phases comprising recruitment and selection. The second section
explores best practices associated with recruitment and selection process. The final section
lists the latest trends concerning recruitment and selection. Traditionally companies have
largely relied upon prospective candidates to find the firm however today head hunting is a
active function of the HR department. Firms not only need to head hunt but also must retain
existing employees. The entire recruitment and selection strategy has changed and evolved to
a new form where the onus lies on the firms to advertise, attract, and retain top talents.
Internet based technologies and various other software and information systems have
provided new capabilities like never before. There is a growing trend amongst firms to adopt
and utilize these technical solutions. The future is bound to see an increased role of internet
based solutions in recruitment and selection process.

Dr.G.Vignesh, B.Santhoshkumar (2016)

“Recruitment is particularly critical to organisation’s effectiveness because it has salient

implications for the selection of new employees. Recruitment directly affects the size and
quality of organisation’s applicant pool of thereby determines the selection ratio or available
positions. The main objective of the study is to examine the importance of recruitment and
selection in service industries of Coimbatore district. Sample of 100 respondents were taken
into study and their data was collected. Samples for the purpose e of the study are selected
systematically .The study makes use of statistical techniques such as percentage analysis,
index method and chi-square test in analyzing the data for finding the result. This study
suggested the company should respond quickly to the qualified candidates than the time
taken at present. This would increase the reliability of the company thereby increasing the
satisfaction level. Hence if the effectiveness of recruitment and selection process is being
maintained in the company many benefits such as high client referrals , high reputation and
brand image and high talent pool networks can be gained”.

26
Joy O.Ekwaoaba,Ugochukwu.U.Jkeijie,et.al (2015)

This study investigates the impact of recruitment and selection criteria on performance using
Fidelity Bank Plc, Lagos Nigeria as focal point. The analyses of 130 valid responses obtained
through a questionnaire that was administered to randomly selected respondents revealed that
recruitment and selection criteria have significant effect on organization’s performance.

Robin kroeze (2015)

Social media is becoming increasingly more important in today’s world. It brings together
supply and demand in recruitment and selection. In addition to this it also gives employers
the possibility to verify potential employers. This article presents an exploratory investigation
on the role of social networking sites in recruitment. Particularly, the aim is to identify how
and why companies use social media to attract and screen applicants during their recruitment
processes and if applicants know how to use social media sites properly. This article also
examines the advantages and limitations of recruitment through social media for employers
as well as jobseekers. The findings show that companies are currently using social media in
recruitment, but perhaps not as effective as they could be. Several recommendations and
conditions for success are given to help employers and jobseekers to make the most out of
social media in recruitment.

Tong Li (2015)

Employees are the company's most important asset, and it is also a key factor to the success
or failure of company management. Recruitment management perfect helps to realize win-
win organization and employees. Because of asymmetric information and other shortcomings
recruitment itself, many companies are not satisfied with their employees to the company,
therefore cause unnecessary losses. Therefore, it is important to research in human resources
recruitment. The full text is divided into five chapters, the first chapter introduction, This
paper introduces the background and practical significance, research status at home and
abroad, and the research target, the idea of this paper, the key problems to solve and so. The
study of recruitment of Nestle concludes that the recruitment should combine all kinds of
ways to do good propaganda work but also do attract staff, retain staff work.

27
Ms.G.Karthiga, Dr. R. Karthi, et.al (2015)

“Recruitment is the process of searching for the prospective employees and stimulating them
to apply for jobs in the organisation. Selection may be defined as the process by which the
organisation chooses from among the applicants, those people whom they feel would best
meet the job requirements, considering current environmental conditions. In today’s rapidly
changing business environment organisations have to respond quickly to requirements for
people. Hence, it is important to have a well-defined recruitment policy in place, which can
be executed effectively to get the best fits for the vacant positions. Selecting the wrong
candidate could turn out to be costly mistakes for the organisation.
Objective of the study was to analyse the perception of the employers regarding recruitment
process they have undergone, to identify the average time spent for selection process, to
identify new ways of improving the present recruitment procedure.
The methodology used was exploratory and the research concluded that most of the
employees were satisfied but changes need to be incorporated keeping in mind the dynamic
environment and changing factors”.

Dr.V.VijayAnand, Dr.G.UppiliSrinivasan, et.al (2015)

“This study is basically to understand the effectiveness of the recruitment and its process and
organisational support for the betterment of the knowledge. The effectiveness of recruitment
has become increasingly popular as a measure for identifying the process of recruitment in
the organisation and as a tool for developing recruitment process. There is little empirical
research that substantiate the efficacy of recruitment in this organisation. Here the
researchers have taken individual factors upon growing up various variables and tried to find
the relationship between the demographic factors and the individual factors.The researchers
have applied some of the statistical tools like percentage analysis, regression and correlation.
Research concludes that there is a moderate positive correlation between age and
organisation offers training programs for recruiters to sharpen their skill set. It is inferred that
there is negative correlation between age and organisation offers different methods of
training. There is a positive correlation between experience and the recruitment policy of the
organisation is inclusive and effective”.

28
Dr.SnehaMankikar (2014)

“This research aims at analysing the effect of factors affecting recruitment and selection.
The strategic interventions in recruitment has brought about sea changes in the methodology
of recruitment. As a prime contributor to the talent acquisition, HR consulting firms have
signified their importance of this industry.The sampling technique used for this study is
convenient random sampling with a sample size of 105 respondents. For this study primary
data was collected through interviews and questionnaires. The hypothesis was tested with
chi- square test of independence through phi and cramer’s V the strength of the relationship
was also ascertained. The recruitment policy of an organisation is determined by the nature
of work and industry in which it operates. There are various internal and external factors that
affect the recruitment policy. Employment conditions in the community where the
organisation is located will influence the recruitment efforts of the organisations. Labour
market communicates the demand and supply statistics, industry compensation standards as
well as the up-to-the minute trends in the market etc”.

Dr.Arvind kumar yadav, Sanjeev kumar (2014)

“Recruitment and selection are two important functions of human resource management.
Technically speaking the function of recruitment precedes the selection function. It includes
finding, developing prospective employees and attracting them to apply for jobs in an
organization. Selection is the process of finding out the most suitable candidate to the job.
Successful recruitment and selection practices are key components at the entry point of
human resources in any organization .Efficient recruitment and selection strategies result in
improved organizational outcomes. An organizational system is a function of the size of an
enterprise. In smaller enterprises, there may be merely informal recruiting procedures and the
line official may be responsible to handle this function along with his usual responsibilities.
On the other hand, in the larger organizations,there is usually a staff unit attached with
personnel or an industrial relations department designated as employment or recruitment
office. This specialization of recruitment enables staff personnel to become highly skilled in
recruitment techniques and their evaluation. However, recruitment remains the line
responsibility as for as the personnel requisition forms are originated by the line personnel,
who have also the final word in the acceptance or rejection of a particular applicant. In this
29
 research paper researcher highlighted sources of recruitment, placement process and
placement polices of public sector enterprises”.

Pooja khanna (2014)

“Recruitment and selection, often termed as talent acquisition in many companies is the heart
to business success and growth. The main purpose of this paper is to study how recruiting
and selection of candidates is done on fallacious beliefs such as unbiased compensation,
personal favours, blandish advertisements distress not only applicants but also overall
employee’s attitude and morale, hamper market image, affects attrition and retention rates.
This paper concludes that extreme steps should be taken to implement befitting recruitment
and selection policies, ponder legal aspects with care without a setback on company’s image,
believe in offering unbiased equal opportunities in terms of compensation and majorly access
desired competencies for surpassed performance results.
The research methodology was exploratory and the sample size was 100. Questionnaires,
telephone survey and interview techniques were used to collect information. Research
concluded that makinguse of power, status, hierarchy or levels, companies end up hiring
incompetent people. It stresses out the employees as they can sense the smell of favouritism,
Discrimination and nepotism leading to unhealthy competition within the environment”.

Sudhansetti Naveen, Dr. D.N.M Raju (2014)

“Successful recruitment and selection practices are key components at the entry point of
human resources in any organisation. Efficient recruitment and selection strategies result in
improved organisational outcomes. The main objective of this paper is to identify general
practices that organisations use to recruit and select employees. The study also focus its
attention to determine how the recruitment and selection practices affect the organisational
outcomes and provide some suggestions that can help to different companies located in
Krishna. The data was collected through well structured questionnaire. Source of data was
both primary and secondary and the sample size was 150. Study reveals that the recruitment
and selection process offered in three selected industries is effective. The HR manager of the
selected industries have to focus on selecting the right persons through other sources like
campus placements, data banks etc”.

30
Syamala Devi Bhoganandam, Dr.DasarajuSrinivasanRao (2014)

“From past decade the business organisations are more concentrating on the human capital
because they are the most valued and most treasured assets. While recruiting the candidates
the organisations has to map carefully the available human resources because they create the
competitive advantage for the organisation. The word recruitment has become as a logistic o
human resource capital for the many organisations. Business organisations are advancing
modern recruiting and selection methods due to the entry of mnc’s . The aim of this paper is
to study the recruitment and selection process followed at Sai Global Yarntex Pvt ltd. The
best human capita availability in organisations makes them competitive as well as they
become the real life blood of the organisations. This research was done using both primary
and secondary data. Primary data was collected from 40 employees using questionnaire
method. The results were obtained from percentage method. The research findings reveal
that Sai Global Yarntex follows best recruitment and selection process and they are satisfied
with the organisational climate and the organisation follows ethical recruitment policy”.

Geeta kumara, JyotiBhat, et.al (2010)

“In this research paper, a study has been made about recruitment and selection process of
Hindustan coca-cola beverage pvt.ltd, gangyal in jamu in india.The study indicates that
although the company follows a well defined recruitment policy, in most of the cases the
company does compensates the employees for the expenses incurred by them. It is also
observed that the company has got all the databases fully computerised. All employees said
that the company hires consultancy firms or recruitment agency for hiring candidates. It can
be said that in spite of some odd factors, the company is doing well since establishment”.

Christopher J.Collins, Rebecca R.Kehoe (2009)

They first looked onto the existing theory on organizational design and structure to better
understand the role of recruitment and selection. Specifically, they argued that organizations
are structured into unique subunits of employees based on the equivocality of available
information in their jobs and the resulting need for organizational rationality or openness.
Drawing on existing empirical work on strategic human resource management, they argued
that unique systems of recruitment and selection practices are necessary to provide the level
31
 of employee knowledge, skills, and abilities to match the level of information equivocality
faced by the employees in these roles. In particular, they put forth arguments that recruitment
and selection systems that match with the mechanistic organizational structure are the best fit
for subunits of employees facing low information uncertainty; whereas recruitment and
selection systems that match with the organic organizational structure are the best fit for
subunits of employees facing high informational uncertainty.

Liang-Chih Huang (2005)

This study proposes a group decision support system (GDSS), with multiple criteria to assist
in recruitment and selection (R&S) processes of human resources. A two-phase decision-
making procedure is first suggested; various techniques involving multiple criteria and group
participation are then defined corresponding to each step in the procedure. A wide scope of
personnel characteristics is evaluated, and the concept of consensus is enhanced. The
procedure recommended herein is expected to be more effective than traditional approaches.
In addition, the procedure is implemented on a network-based PC system with web interfaces
to support the R&S activities. In the final stage, key personnel at a human resources
department of a chemical company in southern Taiwan authenticated the feasibility of the
illustrated example

32
 CHAPTER – 3

METHODOLOGY

33
MEANING O F RESEARCH

Research refers as a “systemized effort to gain new knowledge.” Some people consider
research as a movement, a movement from the known to the unknown. Research is an
academic activity and as such the term should be used in a technical sense. According to
Clifford Woody, research comprises defining and redefining problems, formulating
hypothesis or suggested solutions, collecting, organizing and evaluating data, making
deductions and reaching conclusions, and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis.

OBJECTIVE OF THE STUDY

1. To study the recruitment and selection process at Jakson Ltd.

2. To study the effectiveness of induction program.

RESEARCH DESIGN

The present research work is based upon the concepts of exploratory research as the prime
aim is to study the effectiveness of induction programs and management in the recruitment
and selection process of jakson limited.

METHODS / SOURCES OF DATA COLLECTION

The data is collected through both the method here i.e. Primary source and Secondary Source.

Primary data

It was collected through survey method by distributing questionnaires to the recruitment

team, management and the employees. The questionnaires were carefully designed by taking
into account the parameters of my study. Primary Sources are immediate, first-hand accounts
of a topic, from people who had a direct connection with it. The major Primary data
collection source here is through the personal observation and questionnaire.

34
Secondary Data

It was collected from books, magazines, web sites, going through the records of the
organisation, etc. It is the data which has been collected by individual or someone else for the
purpose of other than those of our particular research study. Or in other words we can say
that secondary data is the data used previously for the analysis and the results are undertaken
for the next process means data are available i.e. they refer to the data which have already
been collected and analysed by someone else. The secondary data involved in this project has
been gathered from websites, internets and going through the company records and other
relevant sources.

SAMPLE SIZE AND SAMPLING TECHNIQUE

Sample size – Questionnaire 1 – 25

Questionnaire 2 – 40
Sample area- Jakson placements Greater Noida

The sampling technique used for the study was convenience sampling wherein the population
elements are selected for inclusion in the sample based on the convenience of researcher.

TOOLS OF PRESENTATION

For the current study,different statistical tools were used for the presentation of the relevant
information.The following tools were used for the analysis:
1. Bar charts
2. Pie charts

35
 CHAPTER–4

DATA PRESENTATION

AND

ANALYSIS

36
 DATA ANALYSIS AND INTERPRETATION

Questionnaire filled with the help of employees

An undertaking such as this is never the work of a single person and this study is no
exception. Ithank and express my gratitude to all those who directly or indirectly helped me a
lot in completion of the present practical work and encouraged, inspired and enthusiasts me
in the moments of despair and made it possible for this report to be in your hand today.
First of all, I wish to express my profound feeling of gratitude and indebtedness to the
employees for helping me in filling the questionnaire.

QUESTIONNAIRE 1 (sample size: 25)

1. Do you get timely MRF from HRBP?

Yes 20
No 5

Table 4.1

Timely MRF from HRBP

20%

yes
no
80%

Fig 4.1

37
INTERPRETATION:

As per the responses from the employees, HRBP provides regular and on time MRF for future
recruitment most of the times.

2. Do you get quality MRF from HRBP?

Yes 25
No 0

Table 4.2

Response to Quality MRF from HRBP

Yes
100%

Fig 4.2

INTERPRETATION:

As per the responses from the employees, HRBP provides quality MRF mentioning clear and
specific skills and responsibilities as per the job specifications.

38
 3. Do you get adequate time for short listing the suitable candidates?

Yes 7
No 18

Table 4.3

Response to adequate time to

shorlist candidates

28%
yes
72% no

Fig 4.3
INTERPRETATION:

As per the responses from the employees most of them don’t get adequate and ample amount of
time for the recruitment and selection process.

4. Do you get proper support from HRBPs in hiring new candidates till joining?

Yes 25
No 0

Table 4.4

39
 Response to support from HR

Yes

100%

Fig 4.4

INTERPRETATION:
As per the responses from the employees they get 100% support from the management.

5. What sources you adopt to select candidates?

Options No. of responses

Job Portals 17

Campus Placements 0

Walk – In Interviews 0

Referrals 8

Table 4.5

40
 Responses
18 17

16
14
12
10
8
8
6
4
2
0 0
0
Job portal Campus Walk-In interview Referrals
placement

responses

Fig 4.5 Sources to select candidates

INTERPRETATION:
As per the responses of the employees around 60% of the employees are hired through job
portals while the other 40% are hired through Internal referrals.

6. How many stages are involved in selecting the lower, middle and senior management
employees?

Categories Responses
Lower 3
Middle 4
Senior 5

Table 4.6

41
 Responses
6

5
5

4
4

3
3

0
Lower Middle Senior

responses

Fig 4.6 Stages of selection

INTERPRETATION:

As per the responses of the employees there are three stages for the selection of lower
management employees, four for middle and five for senior management emloyees.

7. Is there any bond signed by the employees before joining the organisation?

Yes 0

No 25

Table 4.7

42
 Response to signing of bond by
employees

0%

Yes
No
100%

Fig 4.7

INTERPRETATION:

As per the responses of the employees no bond is signed by any employee before joining the
organisation.

8. What is the backout percentage of the candidates after being appointed?

Percentages Responses
0-2 % 7
2-4 % 15
4-6 % 3
6-8 % 0

Table 4.8

43
 Responses
20
15
15

10 7
5 3
0
0
0-2% 2-4% 4-6% 6-8%

Responses

Fig 4.8 Bac kout percentage of candidates

INTERPRETATION:

As per the responses of the employees the average backout percentage is between 2- 4 %.

9. Does the Organisation provide you with adequate training to make the best hiring
decision ?
Yes 6
No 19

Table 4.9

Response to adequate training for hiring

decisions

24%
Yes
76% No

Fig 4.9

44
INTERPRETATION:

As per the responses of the employees maximum number of them feel that the related training
programmes are not provided.

10. Is the organisation doing recruitment frequently?

Yes 4
No 21

Table 4.10

Frequency of recruitment

16%

Yes
No
84%

Fig 4.10

INTERPRETATION:

As per the responses of the employees 84% of them feel that the recruitment is not very frequent
process, indicating stability in the organisation.

45
QUESTIONNAIRE 2 (Sample size: 40)

1. Were you personally introduced to your new colleagues,managers and other appropriate
people during your first few days in post?

Yes 34
No 6

Table 4.11

40

35

30

25

20

15

10

0
yes no

yes no

Fig 4.11 Response to introduction to new colleagues/managers

INTERPRETATION:
As per the responses of the employees most of them were personally introduced to their
colleagues and managers.

46
 2. Has your induction helped you in understanding your job responsibilities, and
performance standards?

Yes 38
No 2

Table 4.12

40
35
30
25
20
15
10
5
0
yes no

yes no

Fig 4.12 Understanding of Job responsibilities

INTERPRETATION:

As per the responses of the employees induction program was effective enough to help them
understand their roles and responsibilities.

3. Have appropriate policies and procedures important to your job been shown and
explained to you?

Yes 36
No 4

Table 4.13

47
 40
35
30
25
20 yes

15 no
10
5
0
yes no

Fig 4.13 Response to explanation of Policies

INTERPRETATION:
As per the responses of the employees, most of the important policies and procedures were
covered in the induction program.

4. Have you been able to access training of courses related to your role?

Yes 16
No 24
Table 4.14

30

25

20

15

10

0
yes no

yes no

Fig 4.14 Access to training related to job

48
INTERPRETATION:
As per the responses of the employees, 24 out of 40 feel that related training wasn’t provided to
them.

5. Do you feel there were any areas missing from your induction programme?

Yes 30
No 10

Table 4.15

35

30

25

20

15

10

0
yes no

yes no

Fig 4.15 Completeness of induction program

INTERPRETATION:
As per the analysis it is concluded that all the employees do not feel that everything is covered in
the induction program.

49
 6. Was the support service induction helpful?

Yes 40
No 0

Table 4.16

45
40
35
30
25
20
15
10
5
0
yes no

yes no

Fig 4.16 Response to help from support service

INTERPRETATION:
As per the analysis all the employees feel that the service induction program was effective and
helpful.

7. Were you given the right amount of information before you arrived at the company?

Yes 40
No 0

Table 4.17

50
 45

40

35

30

25

20

15

10

0
yes no

yes no

Fig 4.17 Effectiveness of service induction program

INTERPRETATION:
As per the responses of the employees, all of them feel that sufficient amount of information was
provided before the arrival at the company.

8. Were you given right amount of information during your first week of the company?

Yes 8

No 32

Table 4.18

51
 35

30

25

20

15

10

0
yes no

yes no

Fig 4.18 Info about company during initial days

INTERPRETATION:
As per the responses of the employees, most of them feel that sufficient information was not
provided during the first week of the company.

52
 CHAPTER-5

FINDINGS AND CONCLUSION

53
 FINDINGS

1. Management timely provides the MRF for the future need of recruitment.

2. A quality MRF is circulated mentioning clear roles and responsibilities.

3. Recruitment team does not get sufficient amount of time for carrying out the complete

process of recruitment and selection.

4. Management is supportive for carrying out the process of recruitment and selection.

5. Job portals and internal referrals are mostly used for carrying out recruitment.

6. Bonds are not signed by the employees before joining the organisation.

7. Back out percentage of employees is between 2-4% indicating effective recruitment.

8. Organisation doesn’t practise recruitment frequently indicating stability.

9. All the employees are mostly personally introduced with the managers and the peers.

10. Induction program contains all the necessary policies and guidelines and is effective in

nature.

11. Mentioned training programs are not usually provided.

12. Service induction is effective and helpful.

13. Necessary information is provided before the arrival at the company but not during the

first week.

54
 CONCLUSION

On the basis of my study, I have concluded that overall the management is supportive towards

the recruitment team by providing them with timely and quality MRF’s. The recruitment team

should get more amount of time to carry out their functions more effectively and fruitfully. Back

out percentage of the employees is between 2-4% indicating effective and efficient recruitment

being carried out in the organisation. Recruitment is not conducted frequently indicating stability

in the organisation.

Induction programs are quite effective in nature describing all the important policies and

procedures and helping the employees to understand their roles and responsibilities more clearly.

However it should cover all the other necessary areas too making it more convenient and

comfortable for the employees to understand things in a better way. All the new employees are

introduced to the peer groups and managers which gives them a sense of belonginess. All the

necessary information should be imparted effectively during the first week of the new employees

and not only before joining the organisation.

55
CHAPTER-6

LIMITATIONS

56
The limitations are as follows:

1. Some of the employees were hesitant to give out the information as it was

confidential.

2. Due to time constraint elaborative study couldn’t be conducted.

3. Employees were hesitant to highlight the negative aspects of the study.

4. Geographical constraint rendered it impossible to simultaneously conduct the

study at all branches of the company.

5. Information collected is based on the perception of the employees.

6. Sample size of the study is small.

57
 CHAPTER-7

RECOMMENDATIONS

58
During the tenure of my internship at Jakson ltd. I found these areas which could be improved:

1. Company should work towards employees’ career stability and help in achieve personnel

goal.

2. Provide proper and regular training to the employees for fruitfull results.

3. More advertisement should be done through social media.

4. Ads should be given in local newspaper for creating awareness about the job openings.

5. Cab facilities should be provide to the employees.

6. Defining and setting clear set of targetsand keeping a regular check on the progress.

59
BIBLIOGRAPHY

60
BIBLIOGRAPHY

Books

 Chabbra T.N, Human Resource Management, Dhanpat Rai and Co.Pvt.Ltd New Delhi
2003.
 Dr.Gupta C.B, Human Resource Management, Sultan Chand and Sons, New Delhi
2003.

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No 4, April 2015.
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Mathematics”, Vol 119,No 7, 2015.
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4, No 3, 2014.

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Magazines

 The Week
 Business Today

Web Sources

 www.jakson.com
 www.hrmguide.com
 Wikipedia.org

62
ANNEXURE

63
 QUESTIONNAIRE 1

Name: ___________________________ Designation _____________

Date:____________________

Kindly tick the appropriate box.

1. Do you get timely MRF from HRBP?

 Yes
 No

2. Do you get quality MRF from HRBP?

 Yes
 No

3. Do you get adequate time for short listing the suitable candidates?

 Yes
 No

4. Do you get proper support from HRBPs in hiring new candidates till joining?

 Yes
 No

64
5. What sources you adopt to select candidates?
 Job Portals
 Campus Placements
 Walk – In Interview
 Referrals

6. How many stages are involved in selecting the lower management employees?
 1
 2
 3
 4
 5

7. How many stages are involved in selecting the middle management employees?
 1
 2
 3
 4
 5

8. How many stages are involved in selecting the lower, middle and senior management
employees?
 1
 2
 3
 4
 5

65
9. Is there any bond signed by the employees before joining the organisation?

 Yes
 No

10. What is the backout percentage of the candidates after being appointed?
 0-2 %
 2-4 %
 4-6 %
 6-8 %
 Above 8%

11. Does the Organisation provide you with adequate training to make the best hiring
decision ?
 Yes
 No
12. Is the organisation doing recruitment frequently?

 Yes
 No

66
 QUESTIONNAIRE 2

Name: ___________________________ Designation _____________

Date:____________________

Kindly tick the appropriate box.

1. Were you personally introduced to your new colleagues,managers and other appropriate
people during your first few days in post?

 Yes
 No

2. Has your induction helped you in understanding your job responsibilities, and
performance standards?

 Yes
 No

3. Have appropriate policies and procedures important to your job been shown and
explained to you?

 Yes
 No

4. Have you been able to access training of courses related to your role?

 Yes
 No

67
5. Do you feel there were any areas missing from your induction programme?

 Yes
 No

6. Was the support service induction helpful?

 Yes
 No

7. Were you given the right amount of information before you arrived at the company?

 Yes
 No

8. Were you given right amount of information during your first week of the company?

 Yes
 No

68