ON

RECRUITMENT AND SELECTION PROCESS

IN

SAMINFRATECH PRIVATE LIMITED

1
 A

SUMMER TRAINING REPORT PROJECT

Submitted to Pratap University, Jaipur as a Partial fulfillment of the requirement for the

award of degree

Of

MASTER’S OF BUSINESS ADMINISTRATION (MBA)

SESSION (2017-2019)

SUBMITTED TO: - SUBMITTED BY:-

Dr. Indresh Mishra Harish Chandra Maurya

Pratap University Roll No.: MB170011

Jaipur, Rajasthan Specialization: Human
www.pratap.edu.in Resource

2
 CERTIFICATE

This is to certify that the project entitled ‘Human Resources Recruitment’ submitted by

‘Harish Chandra Maurya, in partial fulfillment for the award of ‘Master of Business

Administration’ Studies; Pratap University is his original work and does not form any part

of the projects undertaken previously.

Also it is certified that the project represents the original work on the part of the candidate.

Place: Lucknow

Date:

Signature of the Director Signature of Guide

 ACKNOWLEDGEMENT

With immense please we are presenting “Human Resources Recruitment” Project report as

part of the curriculum of ‘Master of Management Studies’. We wish to thank all the people

who gave us unending support.

I express my profound thanks to Mr. Subhjit Bhadra project guide and all those who have

indirectly guided and helped us in preparation of this project.

We also like to extend our gratitude to all staff and our colleagues of College of

Management, who provided moral support, a conductive work environment and the much-

needed inspiration to conclude the project in time and a special thanks to my parents who are

integral part of the project.

Thanking you.

Harish Chandra Maurya

 DECLARATION

To,

The Head of Department,

Pratap University

Jaipur, Rajasthan

Pin code: 303104

Respected Sir,

I Harish Chandra Maurya, the student of MBA IInd Semester, Pratap University,

Jaipur, do hereby declare that the project report entitled “Recruitment and Selection” is an

original work developed and submitted by me under the guidance of Mr. Pushpendra

Gaharwar.

The empirical findings in this project report are not copied from any report and are

true and best of my knowledge.

DATE:

PLACE:

ROLL NO.: Signature of student

 EXECUTIVE SUMMARY

The Project titled “RECRUITMENT AND SELECTION” undertaken in SamInfratech

Private Limited. The project report is about recruitment and selection process that’s an

important part of any organization. Which is considered as a necessary assist of a company?

In fact, recruitment and selection gives a home ground to the organization acumen that is

needed for proper functioning of the organization. It gives an organizational structure of the

company. It’s a methodology in which the particular organization works and how a new

candidate could be recruited in such a way that he/she would be fitted for the right kind of

career. These are two types of factor that affect the Recruitment of candidates for the

company-

1. Internal Factors

2. External Factors

The objectives of selection decision are to choose the individual who can most successfully

perform the job form the pool of qualified candidate. Selection process or activities typically

follow a standard pattern beginning with and initial screening interview and concluding with

final employment decision.

Contents
1
Submitted to Pratap University, Jaipur as a Partial fulfillment of the requirement for the
award of degree .......................................................................................................................... 2
Of ............................................................................................................................................... 2
MASTER’S OF BUSINESS ADMINISTRATION (MBA) ..................................................... 2
SESSION (2017-2019) .............................................................................................................. 2
SUBMITTED TO: - SUBMITTED BY:- ....................................................................... 2
Dr. Indresh Mishra Harish Chandra Maurya ...................................................................... 2
CERTIFICATE .......................................................................................................................... 3
This is to certify that the project entitled ‘Human Resources Recruitment’ submitted by
‘Harish Chandra Maurya, in partial fulfillment for the award of ‘Master of Business
Administration’ Studies; Pratap University is his original work and does not form any part of
the projects undertaken previously. ........................................................................................... 3
Also it is certified that the project represents the original work on the part of the candidate. .. 3
Place: Lucknow .......................................................................................................................... 3
Date: ........................................................................................................................................... 3
ACKNOWLEDGEMENT ......................................................................................................... 4
With immense please we are presenting “Human Resources Recruitment” Project report as
part of the curriculum of ‘Master of Management Studies’. We wish to thank all the people
who gave us unending support. .................................................................................................. 4
I express my profound thanks to Mr. Subhjit Bhadra project guide and all those who have
indirectly guided and helped us in preparation of this project. .................................................. 4
We also like to extend our gratitude to all staff and our colleagues of College of
Management, who provided moral support, a conductive work environment and the much-
needed inspiration to conclude the project in time and a special thanks to my parents who are
integral part of the project. ......................................................................................................... 4
Thanking you. ............................................................................................................................ 4
Harish Chandra Maurya ......................................................................................................... 4
To, .............................................................................................................................................. 5
The Head of Department, ........................................................................................................... 5
Pratap University ....................................................................................................................... 5
Jaipur, Rajasthan ........................................................................................................................ 5
Respected Sir, ............................................................................................................................ 5
I Harish Chandra Maurya, the student of MBA IInd Semester, Pratap University, Jaipur, do
hereby declare that the project report entitled “Recruitment and Selection” is an original work
developed and submitted by me under the guidance of Mr. Pushpendra Gaharwar.................. 5
The empirical findings in this project report are not copied from any report and are true and
best of my knowledge. ............................................................................................................... 5
DATE: ........................................................................................................................................ 5
PLACE: ...................................................................................................................................... 5
ROLL NO.: Signature of student ................................................................................... 5
EXECUTIVE SUMMARY ....................................................................................................... 6
The Project titled “RECRUITMENT AND SELECTION” undertaken in SamInfratech
Private Limited. The project report is about recruitment and selection process that’s an
important part of any organization. Which is considered as a necessary assist of a company?
In fact, recruitment and selection gives a home ground to the organization acumen that is
needed for proper functioning of the organization. It gives an organizational structure of the
company. It’s a methodology in which the particular organization works and how a new
candidate could be recruited in such a way that he/she would be fitted for the right kind of
career. These are two types of factor that affect the Recruitment of candidates for the
company-.................................................................................................................................... 6
1. Internal Factors ................................................................................................................... 6
2. External Factors .................................................................................................................. 6
The objectives of selection decision are to choose the individual who can most successfully
perform the job form the pool of qualified candidate. Selection process or activities typically
follow a standard pattern beginning with and initial screening interview and concluding with
final employment decision. ........................................................................................................ 6
CONTENTS ............................................................................. Error! Bookmark not defined.
Company Profile ........................................................................................................................ 1
CLIENT & PARTNER .............................................................................................................. 3
ABOUT COMPANY ................................................................................................................. 4
Scope of study: ........................................................................................................................... 6
ABOUT: HUMAN RESOURCES ............................................................................................ 7
POLICY ................................................................................................................................. 9
BJECTIVES:- ........................................................................................................................ 9
POLICIES TAKEN BY HR DEPARTMENT IN SIPL .......................................................... 11
POLICY ON RECRUTIMENT:- ........................................................................................ 11
POLICY ON PROBATION AND CONFIRMATION ....................................................... 11
TRANSFER:-....................................................................................................................... 11
POLICY ON COMPENSATION ........................................................................................ 11
RECRUITMENT AND SELECTION PROCESS ....................................................... 13
RECRUITMENT ..................................................................................................................... 14
Need for Recruitment:.......................................................................................................... 16
The HR Role in Recruitment changed and HRM: ............................................................... 16
Scope of HR Recruitment: ................................................................................................... 17
Objective of HR ................................................................................................................... 18
Purpose & Importance of Recruitment ................................................................................ 18
JOB ANALYSIS:- ................................................................................................................... 21
Job Description .................................................................................................................... 21
Job Specification .................................................................................................................. 21
Feature of Recruitment ........................................................................................................ 22
RECRUITMENT NEEDS ARE OF THREE TYPES ............................................................. 23
Planned:................................................................................................................................ 23
Anticipated: .......................................................................................................................... 23
Unexpected: ......................................................................................................................... 23
 RECRUITMENT PROCESS ............................................................................................... 23
A General Recruitment Process ........................................................................................... 23
FACTORS AFFECTING RECRUITMENT ........................................................................... 25
RECENT TRENDS IN RECRUITMENT ............................................................................... 26
OUTSOURCING ................................................................................................................. 26
POACHING/RAIDING:- .................................................................................................... 26
E-RECRUITMENT:- ........................................................................................................... 27
Recruitment Strategies:-........................................................................................................... 28
HR CHALLENGES IN RECRUITMENT .............................................................................. 29
Recruiting Expatriates .............................................................................................................. 31
Head Hunting ........................................................................................................................... 33
SELECTION ............................................................................................................................ 34
SELECTION PROCESS ......................................................................................................... 36
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION ....................................... 37
RESEARCH METHODOLOGY............................................................................................. 39
OBJECTIVES ...................................................................................................................... 39
METHODOLOGY .............................................................................................................. 39
LIMITATIONS .................................................................................................................... 40
Data Analysis and Interpretation ............................................................................................. 42
The anal ysis of the data is done as per the survey finding. The data is
represented graphicall y in percentage. The percentage of the people opinion
were anal yzed and expressed in the form of charts. ................................................ 42
Question 1: What Type of interview do you prefer? ............................................... 42
.................................................................................................................................................. 42
Most of the manager Prefer Personal interviews, 30% prefer to take
telephonic interviews whereas onl y 20% goes for video conferencing and rest
10% adopts some other means of interviews. ............................................................ 42
Question 2: What source you adopt to source candidates? ................................... 43
.................................................................................................................................................. 43
This anal ysis indicates that most of the respondent i.e. 85% responded for
Job Portal, 10% responded for Candidate referral and 5% responded for
Advertising. .......................................................................................................................... 43
Question 3: How do you rate the HR Practices of the Company? ....................... 44
.................................................................................................................................................. 44
.................................................................................................................................................. 45
Most of the Executives Prefer two stages of interview, 40% prefer to take
three stages interviews whereas onl y 10% goes for four rounds and rest 5%
sometimes opt for one round of interviews. ............................................................... 45
Question 5: How do you track the source of candidate? ........................................ 46
.................................................................................................................................................. 46
Question 6: Does the organization clearl y define the pos ition objectives,
requirements and candidate specifications in the recruitment process? ........... 47
.................................................................................................................................................. 47
This anal ysis indicates that most of the respondent i.e. 95% responded for
Yes and 5% responded for No. ....................................................................................... 47
Question 6: What is the average time by executives during recruitment (each
candidate)? ........................................................................................................................... 48
.................................................................................................................................................. 48
This anal ysis indicates that most of the respondent i.e. 60% respo nded for 1
to 5 minutes, 20% responded for 5 to 10 mines, whereas 10% responded for
10 – 15 mines and rest 10% responded for more than 15 mints. ......................... 48
Question 8: Do you follow different recruitment process for different grades
of employees? ...................................................................................................................... 49
.................................................................................................................................................. 49
This anal ysis indicates that most of the respondent i.e. 95% responded for
Yes and 5% responded for No. spent ........................................................................... 49
.................................................................................................................................................. 50
This anal ysis indicates that most of the respondent i.e. 70% responded for
Yes and 30% responded for No. ..................................................................................... 50
.................................................................................................................................................. 51
This anal ysis indicates that most of the respondent i.e. 85% responded for
Yes and 15% responded for No. ..................................................................................... 51
THEORITICAL FRAMEWORK ............................................................................................ 52
Theories Regarding Recruitment: ........................................................................................ 52
Critical Factor Theory .......................................................................................................... 53
FINDINGS ............................................................................................................................... 57
Limitation of the study: ........................................................................................................ 57
OVERVIEW OF THE PROCESS ........................................................................................... 57
Employee evaluation and selection criteria ......................................................................... 57
Job Analysis ............................................................................................................................. 61
Application of job analysis ...................................................................................................... 63
CONCLUSION ........................................................................................................................ 65
SUGGESTION ........................................................................................................................ 66
BIBLIOGRAPHY AND WEBLIOGRAPHY ......................................................................... 68
Questionnaire ........................................................................................................................... 70
CURRICULUM–VITAE ......................................................................................................... 73
 LIST OF FIGURES & DIAGRAM

Sr. No. Particular Page No.

1. Recruitment 21
2. Recruitment Process 25
3. Source of Recruitment 26
4. Head Hunting 34
5. Outcome of the selection Decision 35
6. Selection Process 37
7. Data analysis and Interpretation 43-52
 Company Profile

(A Telecom Implementation & Software Development Company)

SamInfratech Private Limited was established in years -2007 as a

Telecom Implementation , HVAC and Software Development Company,

leading its way towards progress. Now it is a one of the India's leading IT &

Telecom Companies and among the top Telecom / HVAC / Software

Development & training companies. SIP L provides complete end -to-end

outsourcing solutions for various indu stries. It has a comprehensive set of

solutions Telecom & IT Companies. Some of the key elements where the

SIPL works and the name of clients are given below.

 SamInfratech (P) Ltd. has worked with over 200 Client worldwide,

Including - SIPL Communication, Aircel, Airtel, Vodafone, BSNL,

ESSAR Telecom, GTL, WTTIL (TATA, Quippo Telecom, Webtech,

Mach Well Tools, Uniwise, S.D Engineers, Northern Railway, Rural

Postal Life Insurance(RPLI,PLI), Ashari Technology etc. And Many

More....

 Leading Telecom Implementat ion Company working with leading

telecom Original Equipment Manufacturers’ likes ZTE, Huawei, Alcatel

Lucent, AT&T, & NSN.

 Associated with Dedicated team of over 250+ technicall y qualified

engineers and technicians who handle technical support services for

entire range of Telecom & Software Development.

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 Working on Tower Infrastructure, Network Implementation. BTS

installation and Commissioning. Site SIP L acceptance and Ready for

RFI. Installation of Wi -Fi equipment’s. Operation & Maintenance

Business and Training Business.

 The Group operates in Eight Segments:

•IT Enabled Services • Professional Training & Placement

•Infra & Maintenance • College Training

(Civil & Electrical) • Placement Aptitude Test Training

•Software Development • Summer Training

•Education and Training • Vocational Training

•Business Process Management • Corporate Training

•Telecom Enabled Services • PDP

•Event Management

SamInfratech has three delivery Offices in India, Lucknow, Kanpur,

Meerut.

2
 CLIENT & PARTNER

1 Aegis (Essar Group) 21 Mercer India Gurgaon

2 Ambit Switch Gear 22 Metrotel

3 Ashari Technology Pvt.Ltd. 23 Net Wing

4 Aura S ystem Pvt. Ltd. Noida 24 Nokia Siemens Networks (NSN)

5 Bata Faridabad 25 Northern Railway

Optimum Solutions Pvt. Ltd.

6 Bharat Sanchar Nigam Limited 26
Delhi

7 Blue Star India, Mumbai 27 Orbit InfoTech Delhi

8 Bonanza 28 Pol y Diamond

Quippo Telecom Infrastructure

9 CMS Info S ystem 29
Ltd.

10 Eclipse S ystems Pvt. Ltd. Noida 30 SIPL Communication

11 Effectron Luminex Ltd. Delhi 31 Religare Enterprises Limited

12 Elin Electronics Ltd. Ghaziabad 32 S.D Engineers Pvt.Ltd.

Assar Telecom Infrastructure Pvt.

13 33 TVS Telecom
Ltd.

14 Fizer 34 Ultra Motors India Pvt. Ltd. Delhi

15 Godrej, Faridabad 35 Uniwise Consulting Pvt.Ltd.

16 GTL Limited 36 Webtech Engineers Pvt.Ltd.

17 Havells India Ltd. Noida 37 Wipro BPO

18 Huawei Technology India Pvt. Ltd. 38 Wipro Telecom

19 i-Gate 39 WTTIL (TATA)

20 Mech Well Tools & Gauges Pvt Ltd. 40 ZTE Corporation

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 ABOUT COMPANY

It is the continuous endeavour of the Board of Directors to achieve the

highest standards of Corporate Governance through the adoption of a

strategic planning process, succession planning for attracting, motivating and

energizing human resources, identification of major risks and the way and

means to manage such risks, an effective communication policy and integrit y

of Company’s internal control systems. The Board of Directors are also

constantl y looking at ways and means to ensure that the most effective use is

made of the scarce resources at its disposal and that the management and

employees have the freed om to take the Company forward within the

framework of effective S IPL accountability.

The Annual Reports, press releases and other communication have

always made full disclosures on various facets of importance to the

stakeholders, particularl y with regard to information relating to financial

matters, company’s operations/performance, stock movements etc.

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Introduction Of the Study

5
Objectives Of The Study

The main objectives of the study are as follows:

 To understand the process of recruitment.

 To know the sources of recruitment at various levels and various jobs.

 To criticall y anal yze the function of recruitment procedures.

 To identify the probable area of improvement to make recruitment

procedure more effective.

 To know the managerial satisfaction level as well as to know the yield

ratio.

 To search or headhunt people whose, skill fits into the company’s

values

Scope of study:

The benefit of the study for the researcher is that it helped to gain

knowledge and experience and also provided the opportunit y to study and

understand the prevalent recruitment procedures.

The key points of m y research study are:

 To Understand and anal yze various HR factors including recruitment

procedure at consultant.

 To suggest any measures/rec ommendations for the improvement of the

recruitment procedures

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 ABOUT: HUMAN RESOURCES

SIPL has a large workforce people, comprising experts in various disciplines

assisted by a dedicated workforce of skilled persons. SIP L employees,

referred to as the S IPL Parivar, come from all parts of the country and

belonging to a variet y of ethnic, cultural and religious backgrounds. SIP L

employees display a strong sense of loyalty to the Company and their special

stellar qualities as ‘value -adding’ human capital ar e well known in the

industry.

SIPL has clearl y stated guidelines concerning recruitment, termination,

career advancement, performance appraisal, professional and employee ethics

and code of conduct. The Company’s personnel policies and processes

enshrine equal opportunities to all and non -discrimination with regard to

gender, caste, creed, ideology or other opinion, whether social, political or

religious. Also ensured is a due process for employee consultation and

participation in organizational development and policy formulation.

All the offices running in different cities throughout the country, so

transparent and dynamic HR and organization policies, which creates a

healthy work culture. They have unbiased, transparent and value added

appraisal system for performance based incentives/rew ards/recognition of

employee. They reward their employees well, based on profitabilit y and

performances. Employees are taken care by various means and are offered

qualit y of life at home and in company as well. They are encouraged to work

in teams, which yield excellent results and this is sustainable. S IPL is an

empowered organization with absolute role clarit y and empowers its

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employees full y for individual growth and best productivit y. They retain and

develop the human assets through effective career gro wth planning.

The prime concern of the organization is to train and update its employees at

all levels to keep pace with fast developing technology and its customer’s

expectation. Customer satisfaction being the ultimate goal, human resource

dept. is geared to meet challenges through training and awareness

programmers.

HUMAN RESOURCE DEVELOPMENT MISSION

 HRD is the worthiest of goals of civilization. S IPL’s responsibilities

towards employees go beyond providing a competitive wage, salary and

benefit payments and include many other elements - such as attempting

to maintain good working conditions, maximum opportunit y to develop

the full extent of their capacities, and relativel y stable environment in

which they can work together effectivel y

 To have at all times effective and well -motivated employees at all

levels of the organization who are committed to attain organizational

goals and help company to remain a corporate leader in the country

 A deep concern for employees as individuals, and a commitment to

working for the balanced interest of all who depend on this company.

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POLICY

Human resources have been recognized as the most important asset of our

organization. Human resource development function of our organization is

hence, directed to enable an employee to enhance his capabilit y and

thereby contribute towards achievement of organizational objectives. It

also has to ensure availabilit y of adequatel y skilled personal for

shouldering the higher responsibilities as per the need of organization.

BJECTIVES:-

 To foster initiative, creativit y and productivit y thus promoting

effectiveness on the job.

 To develop organiz ation climate where in knowledge will be

appreciated.

 To provide opportunities to improve competencies and job knowledge

to meet the growing needs of organization for trained & skilled

manpower.

 To reduce the degree of supervision required & hence develop an

empowered & motivated workforce

 To improve health & safet y of the employees through company

designed development programmers.

 To increase organizational stabilit y & flexibilit y through creation of a

reservoir of trained replacements.

9
A G LANCE TO ENCOURAGE THE HUMAN RESOURCE POLICY IN

SIPL WORK LTD

 Employee satisfaction - Create an environment where people enjoy their

work and realize their full potential; find opportunities to grow; focus

their attention on satisfying the customer's needs, thus creating

commitment to customers and therefore to organization. Consider

qualit y consciousness as the key requirement for our products and

services.

 Have an open culture, informal and non -bureaucratic which encourages

continuous learning an d enhancing the image of as a world class

company.

 Encourage team work, along with individual excellence; develop a

sense of belonging amongst employees by caring attitude.

 Believe in following well documented standard procedures and s ystems

in the day-to-day working.

 Build enough flexibilit y to encourage and accommodate innovative

thoughts.

 Institute fair and equitable system to reward employees according to

their contribution.

 Consider employees as valued assets.

 Promote commitment and creativit y for better perform ance.

 Encourage employees to take, a part of superior's responsibilit y, while

at the same time develop subordinate such that all the three would be

ready to take up still more higher responsibilit y as and when required

(a sort of push and pull theory).

10
 POLICIES TAKEN BY HR DEPARTMENT IN SIPL

POLICY ON RECRUTIMENT:-

The panel is selected for the interview consists of representatives from the

department for which the selection is being made and Personnel department

representative. Final selection to be completed by concerned Managing

Directors.

POLICY ON PROBATION AND CONFIRMATION

All new entrants will be on probation for a minimum period of 6 months. The

Departmental Head will assess performance of the probationers initiall y 3

months after the appointment and subsequentl y every month till confirmation.

TRANSFER:-

Since we know that for the fast growing, of increasing effectiveness and

proper running of any organization sometimes the most skilled and

experienced employees are required so whenever necessary transfer can be

affected outside the area of the existing activit y. This will enrich the job, and

the employee will be inspired to learn new techniques (areas) that are

assigned to him. This will enhance the employee's motivation to perform

better.

POLICY ON COMPENSATION

The company pays to its employees all the legal dues that it is bond to pay.

Staff members are paid salary by cheque. Workmen are paid wages and over -

time in cash. Salary payment for staff and w orkmen includes the following:

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Management Cadre: Basic, HRA, Medical Allowance, and Education

Allowance.

Staff Cadre: Basic, HRA & Education Allowance.

Worker: Basic, HRA & Education Allowance.

INCREMENT

Increments are performance based and as per the discretion of the

management.

PROVIDENT FUND

The Company has introduced Provident Fund Scheme. Under this Scheme, the

employee is entitled for equal contribution by the employer.

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RECRUITMENT AND SELECTION

PROCESS

13
 RECRUITMENT

RECRUITMENT- Placing the right person in right job at the right time.

According to Edwin B. Flippo, “Recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the

organization”. Recruitment is the activity that links the employers and the

job seekers.

Recruitment is a continuous process whereby the firm attempts to develop a

pool of qualified applicants for the future human resources needs even though

specific vacancies do not exist. Usuall y, the re cruitment process starts when

a manger initiates an employee requisition for a specific vacancy or an

anticipated vacancy.

It is the process to discover sources of manpower to meet the requirement of

staffing schedule and to employ effective measures for a ttracting that

manpower in adequate numbers to facilitate effective selection of an efficient

working force.

Recruitment of candidates is the function preceding the selection, which

helps create a pool of prospective employees for the organization so that the

management can select the right candidate for the right job from this pool.

The main objective of the recruitment proce ss is to expedite the selection

process.

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Recruitment is an important part of an organization’s human resource

planning and their competitive strength. HRP helps determine the number and

type of people an organization needs. Job Anal ysis and Job Design specify

the tasks and duties of jobs and the qualifications expected from prospective

jobholders.

Human Determine Job

Resource Recruitment and Analysis
Planning Selection Needs

HR Planning is the Job analysis may be

process (including understood as a process
forecasting, developing of studying and
and controlling) by which collecting information
a firm ensures that it has relating to the operations
the right number of people and responsibilities of a
and the right kind of specific job. The
people at the right time immediate products of
doing work for which they this analysis are job
are economically most descriptions and job
useful. specification.

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Need for Recruitment:

The need for recruitment may be due to the following reasons / situations

Vacancies: due to promotions, transfers, retirement, termination,

permanent disabilit y, death and labor turnover.

Creation of new vacancies: due to growth, expansion and diversification

of business activities of an enterprise.

In addition, new vacancies are possible due to job specification.

The recruitment and selection is the major func tion of the human resource

department and Recruitment process is the first step towards creating the

competitive strength and the strategic advantage for the organizations.

Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires many

resources and time.

The HR Role in Recruitment changed and HRM:

Decides about the design of the recruitment processes and to decide

about the split of roles and responsibilities between Human R esources

and Hiring Manager

Decides about the right profile of the candidate

Decides about the sources of candidates

Decides about the measures to be monitored to measure the success of the

process.

A traditional role of HR in Recruitment was an administrative part of the

whole process. The HRM was responsible for maintaining the vacancies

advertised and monitored, but the real impact of HRM to the performance of

the whole recruitment process was minimal. But as the role of Human

Resources in the business was increasing, the HR Strategy was changed.

16
From making the process working to the real management of HR Processes

and the Recruitment Process was the first to manage.

The role of HR in Recruitment is very important as HRM is the function to

work on the Development of the recruitment process and to make the process

very competitive on the market. As the job market gets more and more

competitive, the clearl y defined HR Role in Recruitment will be growing

quickl y. HRM is not a function to conduct al l the interviews today, the main

role of Human Resources is to make the recruitment process more attractive

and competitive on the job market.

Scope of HR Recruitment:

HR jobs are one of most important tasks in any company or organization.

To structure the Recruitment policy of company for different categories

of employees.

To anal yses the recruitment policy of the organization.

To compare the Recruitment policy with general policy.

To provide a systematic recruitment process.

It extends to the whole Organization. It covers corporate office, sites and

works Appointments all over India.

It covers workers, Clerical Staff, Officers, Jr. Management, Middle

Management and Senior Management cadres.

A recruitment agency provides you with career cou nseling which renders

a crystal clear picture of what are the possible career options out there

for you and which job option suits you the best.

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Objective of HR

To obtain the number and qualit y of employees that can be selected in

order to help the organization to achieve its goals and objectives.

Recruitment helps to create a pool of prospective employees for the

organization so that the management can select the right candidate for the

right job from this pool.

Recruitment acts as a link between the employers and the job seekers and

ensures the placement of right candidate at the right place at the right

time.

Recruitment serves as the first step in fulfilling the needs of

organizations for a competitive, motivated and flexible human resource

that can help achieve its objectives.

The recruitment process exists as the organization hire new people, who

are aligned with the expectations and they can fit into the organization

quickl y.

Purpose & Importance of Recruitment

 Attract and encourage mor e and more candidates to appl y in the

organization.

 Create a talent pool of candidates to enable the selection of best

candidates for the organization.

 Determine present and future requirements of the organization in

conjunction with its personnel planning and job anal ysis activities.

 Recruitment is the process, which links the employers with the

employees.

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 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of selection process by decreasing

number of visibl y under qualifie d or overqualified job applicants.

 Help reduce the probabilit y that job applicants once recruited and

selected will leave the organization onl y after a short period of time.

 Meet the organizations legal and social obligations regarding the

composition of its workforce.

 Begin identifying and preparing potential job applicants who will be

appropriate candidates.

 Increase organization and individual effectiveness of various recruiting

techniques and sources for all t ypes of job applicants .

19
JOB ANALYSIS

20
 JOB ANALYSIS:-

Job Description

Job description includes basic job -related data that is useful to advertise a

specific job and attract a pool of talent. It includes information such as job

title, job location, reporting to and of employees, job summary, nature and

objectives of a job, ta sks and duties to be performed, working conditions,

machines, tools and equipment’s to be used by a prospective worker and

hazards involved in it.

Job Specification

Also known as employee specifications, a job specification is a written

statement of educat ional qualifications, specific qualities, level of

experience, physical, emotional, technical and communication skills required

to perform a job, responsibilities involved in a job and other unusual sensory

demands. It also includes general health, mental health, intelligence,

aptitude, memory, judgment, leadership skills, emotional abilit y,

adaptabilit y, flexibilit y, values and ethics, manners and creativit y, etc .

21
Feature of Recruitment

1. Recruitment is a process or series of action.

2. It is a linking activi ty as it brings employer and prospective employees

together.

3. It is a positive function.

4. The Basic function of recruitment is to locate the sources of people

required to meet the job requirements.

5. Recruitment is a tow -way function as it takes both recruiter and

recruits together.

6. Recruitment is a complex job as many factors affect it, e.g. Image of

the organization, Nature of job offered, organization policies etc.

22
 RECRUITMENT NEEDS ARE OF THREE TYPES

Planned:

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

Anticipated:

Anticipated needs are those movements in personnel, which an organization

can predict by studying trends in internal and external environment.

Unexpected:

Resignation, deaths, accidents and illness etc. give rise to unexpected needs.

RECRUITMENT PROCESS

Recruitment process involves a systematic procedure form sourcing the

candidates to arranging and conducting the interviews and requires many

resources and time.

A General Recruitment Process

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conduction interview and decision making

23
 Personnel Job Employee
To
Planning Analysis Requisition Selection

Job Recruitment Searching Job Potential

Screening
Vacancies Planning Activation Vacancies Hires

-Numbers “Selling”

-Message

Strategy
Applicant Evaluation
Development
Populatio and
-where
n Control
-how

24
 FACTORS AFFECTING RECRUITMENT

Recruitment is naturall y subject to influence of several factors. These include

external as well internal forces.

Internal Factors External Factors

1. Recruitment policy RECRUITMENT 1. Supply and Demand

2. HRP 2. Unemployment rate
3. Size of the firm 3. Labor Market
4. Cost of 4. Political- Social
Recruitment 5. Information System
5. Role of trade
Union

SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its

recruitment processes from TWO kinds of sources: internal and external

sources.

 The sources within the organization itself to fill a position are known

as the INTERNAL SOURCES of recruitment.

 Recruitment candidates from all the other sources are known as the

EXTERNALSOURCES of recruitment.

SOURCES OF RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

 Transfers  Press Advertisement

 Promotion  Educational Institutes
 Upgrading  Placement Agencies/
 Demotion Outsourcing
 Retired Employee  Employment exchanges
 Retrenched Employees  Labor Contractors
 Dependents and Relatives  Unsolicited applications
of decreased employees  Employee Referrals
25
 RECENT TRENDS IN RECRUITMENT

The following trends are being seen in recruitment:

OUTSOURCING

In India, the HR processes are being outsourced from more than a decade

now. A company may draw required personnel from outsourcing firms. The

outsourcing firms help the organization by the initial screening of the

candidates according to the needs of the organization and creating a suitable

pool of talent for the final selection by the organization. Outsourcing firms

develop their human resource pool by employing people for them and make

available personnel to various companies as per their needs. In turn, the

outsourcing firms or the intermediaries ch arge the organizations for their

services.

POACHING/RAIDING:-

“Buying talent” (rather than developing it) is the latest mantra being

followed by the organizations today. Poaching means employing a competent

and experienced person already working with anot her reputed company in the

same or different industry; the organization might be a competitor in the

industry. A company can attract talent from another firm by offering

attractive pay packages and other terms and conditions, better than the

current employer of the candidate. But it is seen as an unethical practice and

not openl y talked about. Indian software and the retail sector are the sectors

facing the most severe brunt of poaching today. It has become a challenge for

human resource managers to face an d tackle poaching, as it weakens the

competitive strength of the firm.

26
E-RECRUITMENT:-

Many big organizations use Internet as a source of recruitment. E -

Recruitment is the use of technology to assist the recruitment process. The y

advertise job vacanci es through worldwide web. The job seekers send their

applications or curriculum vitae i.e. CV through e mail using the Internet.

Alternativel y job seekers place their CV’s in worldwide web, which can be

drawn by prospective employees depending upon their r equirements.

Advantages of recruitment are:

 Low cost.

 No intermediaries

 Reduction in time for recruitment.

 Recruitment of right type of people.

 Efficiency of recruitment process.

27
 Recruitment Strategies:-

Recruitment is of the most crucial roles of the human resource professionals.

The level of performance of and organization depends on the effectiveness of

its recruitment function. Organizations have developed and follow

recruitment strategies to hire the best talent for their organization and to

utilize their resources optimall y. A successful recruitment strategy should be

well planned and practical to attract more and good talent to appl y in the

organization.

For formulating an effective and successful re cruitment strategy, the

strategy should cover the following elements:

1. Identifying and prioritizing jobs

Requirements keep arising at various levels in every organization; it is

almost a never -ending process. It is impossible to fill all the positions

immediatel y. Therefore, there is a need to identify the positions requiring

immediate attention and action. To maintain the qualit y of the recruitment

activities, it is useful to prioritize the vacancies whether to focus on all

vacancies equall y or focusing on key jobs first.

2. Candidates to target

The recruitment process can be effective onl y if the organization completel y

understands the requirements of the t ype of candidates that are required and

will be beneficial for the organization. This covers the f ollowing parameters

as well:

 Performance level required: Different strategies are required for

focusing on hiring high performers and average performers.

 Experience level required: the strategy should be clear as to what is the

experience level required by the organization. The candidate’s

28
 experience can range from being a fresher to experienced senior

professionals.

 Category of the candidate: the strategy should clearl y define the target

candidate. He/she can be from the same industry, different industry,

unemployed, top performers of the industry etc.

3. Sources of recruitment

The strategy should define various sources (external and internal) of

recruitment. Which are the sources to be used and focused for the recruitment

purposes for various positions? E mployee referral is one of the most effective

sources of recruitment.

4. Trained recruiters

The recruitment professionals conducting the interviews and the other

recruitment activities should be well -trained and experienced to conduct the

activities. They should also be aware of the major parameters and skills (e.g.:

behavioral, technical etc.) to focus while interviewing and selecting a

candidate.

5. How to evaluate the candidates

The various parameters and the ways to judge them i.e. the entire

recruitment process should be planned in advance. Like the rounds of

technical interviews, HR interviews, written tests, psychometric tests etc.

HR CHALLENGES IN RECRUITMENT

Recruitment is a function that requires business perspective, expertise,

abilit y to find and match the best potential candidate for the organization,

diplomacy, marketing skills (as to sell the position to the candidate) and

wisdom to align the recruitment processes for t he benefit of the organization.

The HR professionals – handling the recruitment function of the

organization- are constantl y facing new challenges. The biggest challenge for
29
such professionals is to source or recruit the best people or potential

candidate for the organization.

In the last few years, the job market has undergone some fundamental

changes in terms of technologies, sources of recruitment, competition in the

market etc. In an already saturated job market, where the practices like

poaching and raiding are gaining momentum, HR professionals are constantl y

facing new challenges in one of their most important function - recruitment.

They have to face and conquer various challenges to find the best candidates

for their organizations.

The major challenges faced by the HR in recruitment are:

 Adaptabilit y to globalization – The HR professionals are expected and

required to keep in tune with the changing times, i.e. the changes

taking place across the globe. HR should maintain the timeliness of the

process

 Lack of motivation – Recruitment is considered to be a thankless job.

Even if the organization is achieving results, HR department or

professionals are not thanked for recruiting the right employees and

performers.

 Process anal ysis – The immediacy and spee d of the recruitment process

are the main concerns of the HR in recruitment. The process should be

flexible, adaptive and responsive to the immediate requirements. The

recruitment process should also be cost effective.

 Strategic prioritization – The emerging new systems are both an

opportunit y as well as a challenge for the HR professionals. Therefore,

reviewing staffing needs and prioritizing the tasks to meet the changes

in the market has become a challenge for the recruitment professionals.

30
 Recruiting Expatriates

Expatriate is a person who leaves his country to work and live in a foreign

country. Generall y, expatriates are the nationals from the other countries than

the host and the MNC’s parent country, i.e. expatriates are the third country

nationals.

The unavailabilit y of the required skills and talents takes the organization to

source talent from other countries. The procedures and processes of

recruiting and selecting the human resources are never uniform even within a

single organization. The proced ures vary according to the post, the skill set

required, the nature of work etc. More of it is seen in the case of recruitment

of expatriates. The recruitment and selection procedures and considerations

are drasticall y different for expatriates than that o f the domestic employees.

Recruitment of expatriates involves greater time, monetary resources and

other indirect costs. Improper recruitment and selection can cause the

expatriates to return hastil y or a decline in their performance.

A mismatch between j ob (its requirements) and people can reduce the

effectiveness of other human resource activities and can affect the

performance of the employees as well as the organization.

Recruiting expatriates require special considerations and skills to select the

best person for the job. Except for a few expatriate selection policies, the

expatriate selection criterion is generall y organization and nation specific.

The recruiters for recruiting the expatriates should be carefull y selected and

trained. The recruitment strategies for expatriates should be aligned with

requirements of the job. The interviews of expatriates are designed in a

manner to judge there:

 Adaptabilit y to the new culture

 Intercultural interaction
31
  Flexibilit y

 Professional expertise

 Past international work experience

 Tolerance and open-mindedness

 Famil y situation

 Language abilit y

 Attitude and motivation

 Empathy towards local culture

A few researches in this field also suggest that women are morel likel y to be

successful in certain positions as expatriates as they are more sensitive

towards new culture and people. Recruitment of expatriates should be

followed by cultural and sensitivit y training, and language training.

32
 Head Hunting

Headhunting ref ers to the approach of finding and attracting the best

experienced person with the required skill set. Headhunting involves

convincing the person to join your organization.

Identify the prospective employee

Hold a talk with the candidate

Candidate Look for some other candidate

Interested

Call for a formal discussion

Job
Look for some other candidate
offer

Ask the person to join and submit the

all necessary document

33
 SELECTION

It is the process of differentiating between applicants in order to identify

and hire those with a greater likelihood of success in a job.
Once the recruiting effort has developed a pool of candidates, the next step in

the HRM process is to determine who is best qualified for the job. This step

is called the selection process. The enterprise decides whether to make a job

offer and how attractive the offer should be. The job candidate decides

whether the enterprise and the job offer fit his or her needs and personal

goals. The process also seeks to predict which applicants will be successful if

hired. Success, in this case, means performing well on the criteria

the enterprise uses to evaluate employees

OUTCOMES OF THE SELECTION DECISION

Selection Decision

Accept Reject
Job Performance

successful

Correct Decision Reject Error

Unsuccessful

Accept Error Correct Decision

34
Correct Selection Decisions are those where the candidate was predicted to

be successful in advance and prove to be successful on the job. At times the

applicant is predicted to be unsuccessful and, as expected, performs

unsatisfactoril y after getting selected. While in the first case, the worker is

successfull y accepted; in the later the worker is successfull y rejected.

Errors arise when we reject a candidate who would have performed

successfull y on the job. This is termed as reject error. In certain situations a

worker is accepted ultimatel y and performs unsatisfactoril y. This is called

accept error.

35
 SELECTION PROCESS

Selection is a long process, commencing from the preliminary interview of

the applicants and ending with the contract of employment.

External Environment

Internal Environment

Preliminary Interview
Rejected Application

Selection tests

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job offer

Employment Contract

Evaluation

36
 DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

Sr. No. Recruitment Selection

1 Recruitment is the process Selection involves the series of

of searching the candidates steps by which the candidates

for employment and are screened for choosing the

stimulating them to appl y for most suitable persons for vacant

jobs in the organization. posts.

2 The basic purpose of The basic purpose of selection

recruitments is to create a process is to choose the right

talent pool of candidates to candidate to fill the various

enable the selection of best positions in the organization.

candidates for the

organization, by attracting

more and more employees to

appl y in the organization.

3 Recruitment is a positive Selection is a negative process

process i.e. encouraging as it involves rejection of the

more and more employees to unsuitable candidates.

appl y.

4 Recruitment is concerned Selection is concerned with

with tapping the sources of selecting the most suitable

human resources. candidate through various

interviews and tests.

5 There is no contract of Selection results in a contract

recruitment established in of service between the employer

recruitment. and the selected employee.

37
RESEARCH METHODOLOGY

38
 RESEARCH METHODOLOGY

OBJECTIVES

The main aim of the present study is to accomplish the following

objectives:

 To know about the recruitment process in SIPL

METHODOLOGY

Methodology Adopted : Population Survey

Population Size: 160 employees

Tools Used: Interview Method Questionnaire Method

Data Used: Primary Data

Secondary Data

Primary Data has been collected from the employees of the

organization through personal interviews and questionnaires and schedules.

Secondary data has been collected from the HRD department of S IPL

and from websites.

39
LIMITATIONS

Though the present study aims to achieve the above -mentioned

objectives in full earnest and accuracy, it may be hampered due

to certain limitations. Some the limitations of this study may b e

summarized as follows:-

 The major limitation of the project is that the employees of the

organization remain busy till 11 p.m. due to the production activit y

which makes a hindrance in the conduct of the project.

 Limited time period

 Employees don’t want to disclose their job profile

 Some administrative rules prevailed over there.

 Getting accurate responses from the respondents due to their inherent

problems was difficult. They were partial and refused to cooperate,

some other responded by prox y.

40
Data Analysis and Interpretation

41
 Data Analysis and Interpretation

The anal ysis of the data is done as per the survey finding. The data is

represented graphicall y in percentage. The percentage of the people opinion

were anal yzed and expressed in the form of charts.

Question 1: What Type of interview do you prefer?

Figure: 1

10%
20% 40% Personnel Interview
Telephonic Interview
Video Confrencing
Other
30%

Most of the manager Prefer Personal interviews, 30% prefer to take

telephonic interviews whereas onl y 20% goes for video conferencing and rest

10% adopts some other means of interviews.

42
Question 2: What source you adopt to source candidates?

Figure: 2

5%
10%

Candidate Referral
Advertising
85% Job Portal

This anal ysis indicates that most of the respondent i.e. 85% responded for

Job Portal, 10% responded for Candidate referral and 5% responded for

Advertising.

43
Question 3: How do you rate the HR Practices of the Company?

Figure: 3

10%
30%
20%
Very Good
Good
Average
40% Bad

40% of the managers feel That HR department is good where and 30% say

that’s its very good where as 20% says its average and only 10% manager

feel it’s bad.

44
Question 4: How many stages are involved in selecting the candidate?

Figure: 4

10% 5%

45% One
40%
Two
Three
Four

Most of the Executives Prefer two stages of interview, 40% prefer to take

three stages interviews whereas onl y 10% goes for four rounds and rest 5%

sometimes opt for one round of interviews.

45
Question 5: How do you track the source of candidate?

Figure: 5

15% 5%

Software
Online
80% Data

Most of the Executives 80% prefer online, 15% prefer Data whereas onl y 5%

goes for software to source a candidate.

46
Question 6: Does the organization clearly define the position objectives,

requirements and candidate specifications in the recruitment process?

Figure: 6

5%

Yes

95% NO

This anal ysis indicates that most of the respondent i.e. 95% responded for

Yes and 5% responded for No.

47
Question 6: What is the average time by executives during recruitment

(each candidate)?

Figure: 7

10%
10%
60%
1 - 5 Minutes
5 - 10 Minutes
20%
10 - 15Minutes
More than 15 Minutes

This anal ysis indicates that most of the respondent i.e. 60% responded for 1

to 5 minutes, 20% responded for 5 to 10 mines, whereas 10% responded for

10 – 15 mines and rest 10% responded for more than 15 mints.

48
Question 8: Do you follow different recruitment process for different

grades of employees?

Figure: 8

5%

Yes

95% NO

This anal ysis indicates that most of the respondent i.e. 95% responded for

Yes and 5% responded for No. spent

49
Question 9: Is there any facility for absorbing the trainees in your

organization?

Figure: 9

30%

70%
Yes
NO

This anal ysis indicates that most of the respondent i.e. 70% responded for

Yes and 30% responded for No.

50
Question 10: Is organization providing future oriented program like

specific educational program etc. to their employees.

Figure: 10

15%

Yes
85% NO

This anal ysis indicates t hat most of the respondent i.e. 85% responded for

Yes and 15% responded for No.

51
 THEORITICAL FRAMEWORK

Theories Regarding Recruitment:

Recruitment is two way street:

It takes recruiter and a recruitee: It takes a recruiter and a recruitee recruiter

has a choice whom to recruit and whom not;

As per Behring et al, there are three ways in which a prospective employee

makes a decision to join an organization.

Accordingl y, the following three theories of recruitment have been evolved:

Objective factor theory

Subjective factor theory

Critical contact theory

These theories can be explained as follows:

Objective Factor Theory

It assumes that the applicants are rational. As per this theory, the choice of

organization by a potential employee depends on objective assessment of

tangible factors such as; Pay package, Location, Opportunit y per career

growth, Nature of work and Educational opportunities. The employer

according to this theory considers certain factors among others; educational

qualification, years of experience and special qualification/experience.

Subjective Factor Theory

The decision making is dominated by social and psychological factors. The

status of the job, reputation of the organization and other similar factors

plays an important role.

According to this theory, compatibilit y of individual personalit y with the

image of organization is decisive factor in choosing an organization by

individual candidate seeking for employment. These subjective factors are;

Personal compatibility for the position, Competence and Best fit.

52
Critical Factor Theory

The critical factors observed by the candidate during his interaction with the

organization play a vital role in decision making. Recruiter being in touch

with the candidate, romptness of response and similar factors are important.

This theory is more valid with the experienced professionals.

There are instances when a candidate is unable to choose an organization out

of alternative based on Objective and Subjective factor(s) listed abo ve. This

is due to many reasons such as limited contact and insufficient data with

regards to the organization or its own inabilit y to anal yze and come to ant

conclusion. In such cases, certain critical factors observed by the manager

during interview and contact with personnel of the organization will have

profound influence in his decision process.

It must be noted that, the theoretical base given above by Behling et al was

mostl y influenced by the working condition which existed in developed

countries li ke The United States of America and European countries. In these

countries, vacancies are many and there is scarcit y of suitable hands unlike in

developing countries like Cameroon where vacancies are less and hands are

more resulting to large scarce unempl oyment. The theoretical base given

above cannot be applied in developing countries except in hid paid jobs

where higher skills and better knowledge are the prerequisites. In such cases,

candidates have variet y of choices and he is the master of his choice. In

production, servicing and clerical jobs, unemployment is where the number of

job seekers far exceeds the vacancies.

In such a situation, candidates have little choice and such, grab whatever

organization call him or her for employment. In such a case, the potential

organization is in a better place to choose the candidates from the many

available.

53
Hence, the recruitment process should be that of filtering and re -distributing

potential candidates not onl y, for actual or anticipated organization vacancies

but also searching for prospective employee.

From Behling‟s review, it could be assessed that work ers output will increase

due to certain objectives of motivating them through regular payment. This

will help to influence their working conditions thereby making them to be

effective at work.

Problems arise when unemployment rate is high and the number of those

seeking for jobs far exceeds the vacancies that exist. In this case, candidates

have little choice to be offered the job in the institution. Though t hey possess

the knowledge, education, the process should be to filter and re-discover

their potentials.

When this happens, right (qualified) employees should be placed in the right

positions and as a result, it will lead to an increase in productivit y.

Due to the subjective factor of a candidate being best fit for the job, it is not

the best procedure to determine whether his output will increase or decrease

but it should be ssessed from the critical factor observed during interview

and the contact with the personnel of the organization that will influence his

productivit y and his decision making.

Personality–Job Fit Theory

The personalit y–job fit theory postulates that a person's personalit y traits

will reveal insight as to adaptabilit y within an organization. The degree of

confluence between a person and the organization is expressed as their

Person-Organization (P -O) fit. This also referred to as a person–environment

fit. A common measure of the P -O fit is workplace efficacy; the rate at which

workers are able to complete tasks. These tasks are mitigated by workplace

environs- for example, a worker who works more efficientl y as an individual

54
than in a team will have a higher P-O fit for a workplace that stresses

individual tasks (such as accountan cy). By matching the right personalit y

with the right company workers can achieve a better synergy and avoid

pitfalls such as high turnover and low job satisfaction. Employees are more

likel y to stay committed to organizations if the fit is 'good'.

In practice, P -O fit would be used to gauge integration with organizational

competencies. The Individual is assessed on these competencies, which

reveals efficacy, motivation, influence, and co-worker respect. Competencies

can be assessed using various tools like psychological tests, competency

based interview, situational anal ysis, etc.

If the Individual displays a high P -O fit, we can say that the Individual would

most likel y be able to adjust to the company environment and wor k culture,

and would be able to perform at an optimum level.

55
 Findings

(Limitation and Overview)

56
 FINDINGS

 According to the Survey, Recruitment differs from company to

company for each category.

 According to the Survey, the company does utilize internet sites for

the recruitment process and f or finding the talent candidate.

 According to survey it is observed that the company is utilizing the

job description in order to make screening process more efficient .

Limitation of the study:

The study is subjected to the following limitations

 The study is based on the data provided by the company statements so,

the limitations of the company’s employees remaining are equall y

applicable.

 In some cases data is collected from the companies past r ecords.

OVERVIEW OF THE PROCESS

Who makes employee evaluation and selection decisions? In most

organizations both operating managers and personnel specialists are involved

in selections decisions. Generall y, more effective employee evaluation and

selection decisions are made when more than one person is involved in the

decision making process. The operating manager should have more to say

about the evaluation and selection decision than their HR specialist.

Employee evaluation and selection criteria

If an evaluation / selection program is to be successful the employee

characteristics which are believed necessary for effective performance on the

job should be stated explicitl y in the job specification. The criteria usuall y

can best summarized in the following categories: Education

57
  Experience

 Physical Characteristics

 Personal Characteristics

Basicall y, the employee evaluation and selection criteria should list the

characteristics of present employees who have performed well in the

positions to be filled. Ho wever, if the list of characteristics desired is too

long, it may not be possible to select anyone. With no list of criterion, the

wrong prospects are likel y to be selected.

These predictors of success, particularly the more formal mechanisms

such as items on a paper and pencil test, have two characteristics:

 Reliabilit y

 Validit y

The reliabilit y of an employee evaluation and selection instrument, such

as a test, is the extent to which the instrument is a consistent measure of

something. An intelligence test is said to be reliable, if the same person's

scores do not vary greatl y whe n the test is taken several times. The higher the

reliabilit y, the more confidence can be placed in the measurement method.

Usuall y, the instrument is more reliable if it is longer. The instrument used

must also be internall y consistent to be considered re liable, which is a good

predictor of success for the job performance in question.

Reliabilit y and validit y can be thought of in the following way. A

yardstick is a reliable measure of space; no matter how many times you

carefull y measure a basketball playe r, he will be the same height. But a

58
yardstick has no validit y as a measure of his muscular coordination. Thus a

selection device such as a test may be reliable without being valid.

Human resource specialists can compute the validit y of a selection instrum ent

several ways.

 One way, is to look at the currentl y successful employees, find a factor

that is common to them, and designate it as a predictor. This is called

concurrent validit y.

 A second way is to use an instrument such as a test during the

evaluati on / selection process, then wait until the successful employees

are identified and correlate the test or test measures with the successful

and unsuccessful employees. This is called predictive validit y.

 A third way, sometimes used by smaller organization s, because the

numbers of persons in similar jobs is too small to use concurrent or

predictive methods, is called synthetic validit y. In this case, elements

of several jobs that are similar, rather than a whole job, are used to

validate the selection instr ument. This method is newer than the other

two and we used less frequentl y.

It should be noted that the criterion used to predict performance or

success is a prox y of actual performance. Since good job performance is

usuall y a combination of many factors (qualit y of work, quantit y of work,

etc.), a criterion such as a supervisory rating is a prox y for the real measure,

job success or performance.

59
JOB ANALYSIS

60
 Job Analysis

Job anal ysis can be defined as the determination of the essential

characteristics of a job in order to produce a job specification. A job

specification is a written statement of the essential characteristics of a job

including necessary qualifications, duties, responsibilities and d egree of

authorit y of the job holder.

The purposes for which a job anal ysis is required can be

 To establish criteria for selection and performance appraisal,

 To establish training and development programs,

 For job evaluation

 Remuneration purposes,

 To assist in job design and

 For organizational restructuring purposes.

Job anal ysis also has important implications for fair employment practices.

In order to demonstrate job relatedness in emp loyee selection, the criteria

utilized should be directl y related to, or embody constructs associated with

job performance.

Therefore the purpose of the job anal ysis will determine which information is

considered important, and which HR specialist skills ( e.g., training,

selection, and job evaluation) would be most relevant.

The nature of the information elicited from job anal ysis incorporates the

following:

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  The nature of the work activities, including work procedures or

processes, human behavior, physical job demands, personal

responsibilit y and accountabilit y.

 The machinery and equipment used.

 The nature of the work inputs and outputs, e.g. raw materials a nd

finished goods.

 Work performance, including productivit y standards and product

qualit y specifications.

 Job context, incorporating the work the organizational environment,

societal context, compensation and motivational factors.

 Personal requirements of incumbents, including requisite knowledge

and skills, aptitudes, physical and psychological characteristics.

Thus, in anal ysing a job, an attempt is made to measure various aspects of

that job. As mentioned previousl y, effective measurement requires re liable

and valid measures. To ensure this, more than one ratter or rating technique

should be used, eliciting both qualitative and quantitative data. Methods of

collecting this data include.

 Job interviews and / or observing employees at their work place, using

structured or unstructured approaches.

 Interviewing individual workers away from their work place.

 Interviewing groups of workers.

 Interviewing supervisors and technical specialists.

 Utilizing structured or open ended questionnaires.

 Requiring workers to complete self-report diaries.

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 Application of job analysis

Job anal ysis is used for three important purposes in the employment

process.

 First, it provides information for compiling job descriptions. A Job

description t ypicall y contains a brief su mmary of the nature of the job,

and lists the duties and responsibilities thereof.

 Second, job anal ysis assists in the compiling of job specifications. Job

specifications set out the traits and characteristics considered to be

essential for successful job performance. These include education

level, relevant experience, skill level or physical characteristics. Job

descriptions and specifications are generall y used in combination for

recruitment purposes. They enable accurate information dissemination,

which, in turn, maximizes the number of appropriate applicants.

 The third purpose, for which job anal ysis is used, is in the development

of selection criteria, criterion measures and predictors.

In doing job anal ysis, the tasks are extracted from the job description,

if available, and listed in a column. The line manager together with the

personnel specialist and the immediate supervisor of the person to be

recruited then complete the skills and knowledge column. (N.B. In the PDF

version of this article, s ample pro forma are given.)

In this manner a very clear picture emerges of the total job. Based on

this information both HR and line management are in a better position to

structure a job interview that could lead to an effective selection decision; a

one where the most appropriate person is hired.

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CONCLUSION AND SUGGESTION

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 CONCLUSION

 Recruitment is fair.

 The recruitment should not be lengthy.

 To some extent a clear picture of the required candidate should be

made in order to Search for appropriate candidates.

 Most of the employees were satisfied but changes are required

according to the changing Scenario as recruitment process has a great

impact on the worki ng of the company as a fresh blood, new idea enters

in the company.

During Summer Training we search out various roles and function of

different department in SIP L Works. The entire department has three

different functions but the goal of each department i s same i.e. to achieve the

high targets in the market as well as to provide satisfaction to customers

through products and employees through their welfare.

Generall y the main role play in this company was Human Resource

department. They perform all the ma in function related to the company. From

recruitment to employee welfare they perform all the function which helps

the employee and organization to achieve their targets.

We search out the various process of Human Resource in SIPL, and we

come in conclusion that in this unit all the process of Human Resource i.e.

Training & Development, Selection, Probation, Employee Welfare, Customer

Satisfaction etc. is done but the main process i.e. Recruitment is not done in

this unit. It is at SIPL Head Office in Delh i.

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 SUGGESTION

In this SIP L Lucknow office, we saw that there is some department in

which different function perform in one department which is too hard for the

staff member, like in time office. The work perform by the staff is the

securit y as well as follow-up rules of the government and the company in the

employees.

For example- renders the returns of government, implement

government rules and policies, as well as control the man & material in &

out.

By saw this, we suggest that there should be separate

department for different functions for which the flow of work of

the staff should be smooth and efficient

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BIBLIOGRAPHY AND WEBLIOGRAPHY

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 BIBLIOGRAPHY AND WEBLIOGRAPHY

 K.Aswahthappa (2001),Human Resource and Personnel Management.

 Human Resource Management, (2005), Dr.P.C. Pardeshi

 Rao, V.S.P., personal management, New Delhi, Sultan Chand & Sons,

2001.

 Hand Book of Employee.

 file:///F:/New%20folder%20(3)/summerinternship%20on%20recruitmen

t.pdf

 https://www.scribd.com/doc/80455682/MBA -PROJECT-ON-

RECRUITMENT-SELECTION

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Questionnaire

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 Questionnaire

Response of employee towards the HR -activities in the S IPL

Name: - age:-

Marital Status:- Sex:-

Designation (Level): - Division: -

E-mail:- Contact No:-

Ques. 1, which source, in general is adopted to recruit the vacant positions?

a) News & Advertisement. ( )

b) Employee’s reference. ( )

c) Campus Selection. ( )

d) Employment exchange. ( )

e) Other’s (eg. adv. on net) ( )

Ques. 2 which source of recruitment is proven to be the best beneficial?

a) News advertisement. ( )

b) Campus selection. ( )

c) Employment exchange. ( )

d) Other’s (eg. adv. on net) ( )

Ques .3 Which method of selection is used in the process of selection?

a) Application scrutiny ( )

b) Interview ( )

c) Psychological test ( )

d) Other’s ( )

Ques .4 Which method is used for accomplishing the task of “induction”?

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 a) By greeting the newcomer cordially. ( )

b) By displaying a personal interest in the newcomer. ( )

c) By reviewing his term of employment. ( )

d) Showing the new comer around. ( )

e) By giving additional information. ( )

Ques.5 Are you satisfied with the organizational induction programs.

a) Yes ( ) b) No ( )

Ques.6 Are you aware of the views, principles and v ision of SIPL

a) Yes ( ) b) No ( )

If yes, kindly express it.re

Ques.7 Are you aware of the HR policies in SIPL

a) Yes ( ) b) No ( )

If yes, do HR policies of SIPL cover the following subject.

a) Selection ( ) b) Training ( ) c) Compensation ( )

d) Arrangement of work ( ) e) Employee service ( ) f) IR ( )

Ques.8 Upton which extent you are satisfied with the existing HR policies.

a) Very high ( ) b) Quite high ( )

c) Rather high ( ) d) Rather low ( )

e) Very low ( )

Ques.9 How information travels in the organization?

a) By direct communication of the message ( )

b) By passing through the various channels ( )

c) By other’s ( )

Ques.10 Are you aware of welfare programs, which SIPL is providing.

a) Yes ( ) b) No ( )

Ques.11 Stationary welfare provided by SIPL are-

a) First aid application. (Yes/no)

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b) Canteen facilities. (Yes/no)

c) Farewell celebration. (Yes/no)

d) Lunch room. (Yes/no)

Ques.12 Voluntary welfare programs provided by SIPL are-

a) Marriage loans. (Yes/no)

b) Medical loans. (Yes/no)

c) Car loans. (Yes/no)

d) Birthday celebrations. (Yes/no)

e) Religion and occasional get together. (Yes/no)

f) Provision for study leave. (Yes/no)

Ques.13 Is organization provide future oriented prog ram like specific

educational program etc. to their employees.

a) Yes ( ) b) No ( )

Ques.14 Are you satisfied with grievance handling process of HR department.

a) Yes ( ) b) No ( )

if no, why?

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 CURRICULUM–VITAE

HARISH CHANDRA MAURYA

Pure Murine Kushmahura

Post- Jyauna, Tehsil - Maharjganj
Distt.- Rae Bareli (U.P.)
Pin Code- 229306
Contact No: 8853685451
E-mail Id: hcm885368@gmail.com

CAREER OBJECTIVE
To work for a well reputed organization for learning different HR practices

of it and give m y best to it. To make a way where I can appl y m y acquired

skills and contribute to the growth of the organization and grow parallel with

it.

PROFESSIONAL QUALIFICATION
 Appearing MBA from Pratap University, Jaipur, Rajasthan

SPECIALISATION

 Major : Human Resource

 Minor : Marketing Management

PROJECT PROFILE
Project Title: 45 days Summer Training on RECRUITMENT AND

SELECTION from SAMINFRATECH PRIVATE LIMITED, Lucknow

Abstract : Understanding the recruitment and selection procedures in the

organization. Criticall y anal yze the function of recruitment and Selection

procedures and search or headhunt people whose, skill fits into the

company’s values.

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ACADEMIC QUALIFICATION

 B.Sc. from CSJM Universit y Kanpur in 2013

 Intermediate from UP Board in 2009

 High School from UP Board in 2007

COMPUTER PROFICIENCY

 BASIC Computer Course and work on MS Office

 CCC Certificate from NIELIT Societ y Gorakhpur

 Typing (Hindi and English)

HOBBIES

 Listening to Music

 Introduce with new people

 Playing Volleyball RAITS

PERSONALITY TRAITS

 Work with Dedication and Determination.

 High-Energy work ethic and commitment to client service.

 Easil y adaptable to any new technology with minimum training.

 Interested in learning new things and in implementation.

 Abilit y to work individuall y, in -group.

 Easil y adaptable to chang ing work environment.

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 PERSONAL DETAILS

Father’s Name : Mr. JAIRAM MAURYA

Date of Birth : 20 Oct 1992

Gender : Male

Marital Status : Unmarried

Nationalit y : Indian

Languages known : Hindi & English

DECLARATION

I hereby declare that all the above details are true and correct to the best of

my knowledge.

Date:…………….

Place: Lucknow (Harish Chandra Maurya)

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