INTRODUCTION

Recruitment is a more complex activity than most managers think it is. It

does not just involve placing ads or calling employment agencies.
Recruitment is a form of business competition, and it is fiercely competitive.
Recruitment demands serious attention from management, for any business
strategy will falter without the talent to execute it.

For one thing, your recruitment efforts should make sense in terms of your
company’s strategic plans. For example, decisions to expand abroad or to fill
a large number of anticipated openings imply that you have carefully
thought through when and how you will do your recruiting. Second, some
recruiting methods are superiors to others, depending on the type of job you
are recruiting for and what your resources are. Third, the success you have
with your recruiting actually depends to a great extent on non-recruitment
human resource issues and polices. The bottom line is that your recruiting
plans (and human resource plans in general) must be internally consistent,
and make sense in terms of your company’s strategies.

“Recruitment is a form of business competition. Just as corporations

compete to develop, manufacture, and market the best product or service, so
they must also compete to identify, attract, and hire the most qualified
people. Recruitment is a business, and it is a big business.”
- Lord, J S
“Recruitment is the process of seeking out and attempting to attract
individuals in external labour markets, who are capable of and interested in
filling available job vacancies. Recruitment is an intermediate activity whose
primary function is to serve as a link between human resource planning on
the one hand and selection on the other.”
Heneman lll

“ Recruitment is the process to discover the sources of manpower to meet

the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective
selection of an efficient working force “.

Yoder
“Recruitment is the discovering of potential candidates for actual or
anticipated organizational vacancies. It is the linking activity bringing
together those with the jobs to fill and those seeking jobs”.
David

Recruitment has been regarding as the most important function of personal

administration, because unless the right type of people are hired, even the
best plans, organization charts and control systems would not do much good.
 RESEARCH DESIGN

Statement of the problem

People are the most important resources of all other resources in the
organization. The organization invests more amount for recruitment, which
directly effect the productivity of the company.

Instead of creating problems later the organization should adopt such

recruitment procedures so that it can recruit the best candidate. “So an
attempt is made to study and update the recruitment procedures in
ELCOTEQ India Private limited as suggested by the company”.

Review of Literature

A study conducted by Ms.Racheal George at the human resource department

of Bharati Cellular Limited, states that the recruitment process followed by
the company is designed in such a way to find out how efficient the person
would be if he were recruited.

Mr.Ganesh K.Moger conducted a study of the human resources department

practices and world class operation system at T.V.S electronics limited,
Tumkur. The study determines the present and future requirements of the
organization in conjunction with the planning and job analysis activities.
The main objective is to identify and prepare potential job applicants who
will be appropriate candidate.
Objectives of the study

1) To Study the existing recruitment procedures of ELCOTEQ

INDIA PVT LTD.

2) To find out a way to recruit best manpower in the organization.

3) To study the various selection tests, interviews conducted for

different level of work and on what priorities they are selected.

4) To give suggestions and recommendations.

Scope of the study

The recruitment procedures will be applicable to all selection processes for

employment, training or apprenticeship to officer and non - officer
categories in ELCOTEQ.

The management will have a clear idea about the problems that may arise in
future and try to adopt proper and better recruitments practices of the
company which help in building up healthy constructive & progressive
human relationship for the advancement of the company

Limitations
 1) Interaction with the interviewers was limited and could not identify

their personal problem.

2) Recruitment policies are different for different companies and

cannot be compared and suggested.

Research Methodology

The researcher has adopted interview method which was designed especially
for the study, after consulting experts and guide. The data is also collected
through discussions and observation method in and outside ELCOTEQ India
Pvt Ltd. Human resource department is the main source of data and
information for the present study.

Data sources
Data is being collected based on two sources:
a. Primary data
b. Secondary data

Primary data

Data is collected through questioning the recruitment officers and other

officials of human resource department and also through informal talks with
applicants and observation.
Secondary data
 Is collected from various Journals, Magazines, company booklets etc.

Sampling process

A sampling process is definite plan for obtaining a sample from the

population it refers to the technique adopted in selecting items for the
sample.
Following are included in sample design.
- Sampling unit
- Sampling size
- Sampling technique

Sampling Unit

ELCOTEQ employees and executives were selected as the sample

respondents for the present study to gather data and information.

Sampling Size

The researcher has selected thirty respondents for the study.

Sampling Technique

At present non random and simple sampling technique is chosen by

researcher.
Data collections instruments
The data for the study is collected with the help of:
- Structured questionnaire and
- Question schedule

Geographical area of the study

The study is restricted to the employees of Human resource and

Administration department and also the Executives of Elcoteq Electronics
India Pvt., Ltd.,

Conceptual definitions

Recruitment

Edwin B Flippo defines recruitment as, “the process of researching for

prospective employees and stimulating them to apply for jobs in the
organization.”

Induction

It is defined as, “the process of receiving and welcoming an employee when

he first joins a company and giving him the basic information he needs to
settle down quickly and happily and start work.”

Placement
It is defined as, “the determination of the job to which an accepted candidate
is to which an accepted assignment to that job. It is matching of what the
supervisor has reason to think he can do with the job demands, it is a
matching of what he imposes and what the offers in the forms of payroll,
companionship with others, promotional possibilities etc.”

Job description

It is defined as, “it is an important document which is basically descriptive

in nature and contains a statement of job analysis. It provides both
organizational information and functional information. It defines the scope
of job activities, major responsibilities and positioning of the job in the
organization.

Selection

Yoder defines selection as, “the hiring process is one of or many Go, No-Go
gauges. Candidates are screened by the application of these tools. Qualified
applicants go on to the next hurdle, while the unqualified are eliminated.”

Job specification

It is a standard of personnel and designates the qualities required for an

acceptable performance. It is written record of the requirements sought in an
individual worker for a given job.
Chapter Layout
Chapter 1: “Introduction” it deals with introduction to the research activity.

Chapter 2: “Research design of the study”. This chapter deals with the
following subjects, brief introduction, statement of the problem, review of
the literature, objectives of the study, scope of the study, methodology,
sampling, tools for data collection, field work, method of analysis,
limitations of the study, conceptual definitions.

Chapter 3: “Profile of the company and respondents”. Profile of the

company and product are highlighted in this chapter and here the
respondents are the employees of Human resource and administrative
department and executives of Elcoteq.

Chapter 4: “Theoretical background of the study”. It includes introduction,

methods and techniques of recruitment, recruitment process and selection
process, and recruitment policy.

Chapter 5: “Data analysis and interpretation”, this chapter includes the

opinion of the respondents of the employees towards recruitment practices
of Elcoteq.

Chapter 6: “Summary of findings and conclusion”, this chapter reveals the

findings and conclusion.
Chapter 7: “Suggestions and recommendations”, this chapter gives the
suggestions for the objectives and recommendations.

COMPANY PROFILE

Elcoteq In Brief

Elcoteq SE is a leading electronics manufacturing services (EMS) company

with original design manufacturing (ODM) capabilities in the
communications technology field. Elcoteq provides globally end-to-end
solutions consisting of design, NPI, manufacturing, supply chain
management and after-sales services for the whole lifecycle of its customers'
products. These products include terminal products such as mobile phones
and set-top boxes as well as communications network equipment such as
base-stations, tower-top amplifiers and microwave systems. The company
operates on four continents in 15 countries and employs approximately
20,000 people. Elcoteq's consolidated net sales for 2005 totaled MEUR
4,169.0. Elcoteq SE is listed on the Helsinki Stock Exchange.
Strategy:
Competitive advantages

Elcoteq's 7 C's

Concentration
- Focus on communications technology products: both terminal products and
communications network equipment

Competence
- Expertise especially in wireless communications
- Skilled personnel, high-technology competence

Co-evolution
-Superbcustomer service
- Confidentiality and close co-operation

Consistency
- Globally consistent plant network, standardized machinery, uniform
systems and processes to enable superior time-to-market
- Transferability of skills, technologies, products, assets and human
resources on a global basis
Cost-efficiency
- 100% of volume manufacturing capacity in low-cost countries
- Sourcing power

Coverage
- Global operations
- Full service range

Continuous development
- Continuously competitive and unique service offering

The early years: 1984-1990

Elcoteq came into being in 1984 as a part of Lohja Corporation. The new
unit was called Lohja Microelectronics because it focused on the
manufacture of densely mounted control electronics for Lohja Corporation's
ambitious project to develop flat displays. Antti Piippo, BSc (Eng.), a
director in Aspo Oy's electronics division, was appointed to head the unit.
He was soon joined by Henry Sjöman, MSc (Eng.), his former colleague at
Aspo. Around the same time Jorma Vanhanen, a young engineering student,
started at Lohja Display Electronics to work on his master of science thesis.

The Microelectronics unit quickly developed its expertise to meet the level
demanded for the task, but Lohja Corporation made slower progress than
expected in developing flat displays. The full amount of work Lohja
Corporation had planned for the new Microelectronics unit did not, in fact,
materialize so the units enterprising management set about finding
customers outside the company.

Meanwhile new developments were being explored by other companies.

Nokia Mobira in Finland and Ericsson in Sweden had developed the first
mobile phones based on the NMT (Nordic Mobile Telephone) standard. One
of the bottlenecks holding back full-scale production of these products was a
lack of capacity and knowhow in the assembly of small components. Both
Ericsson and Nokia started looking for the expertise they needed outside
their own companies - and both decided to become customers of the
Microelectronics unit, which was then based in Länsi-Louhenkatu street in
Lohja. From that point on, the unit operated as an electronic manufacturing
services (EMS) provider, with Ericsson and Nokia as its largest customers.

Investors convinced - the company goes public in 1997

The company's rapid growth made it necessary to increase its management

resources and obtain external financing. When market conditions were
favorable, the company was listed on the Helsinki stock exchange in
November 1997, acquiring several thousand new owners keen to share in the
success of Europe's leading EMS manufacturer and to be in at the start as it
expanded internationally. Elcoteq also ranked among the world's best EMS
companies in the manufacture of mobile phones. It counted the two most
successful companies in the mobile phone market as its customers - Ericsson
and Nokia - and Elcoteq was also the first EMS manufacturer to be given
responsibility for the manufacture of a mobile phone from start to finish.
Manufacture of this mobile phone, the Ericsson 628 model, started in
Tallinn in summer 1997 and played an important role in convincing
investors that Elcoteq had the skills and knowhow needed. Another element
that impressed investors in Elcoteq's 'story' was the entirely new level of
collaboration with customers and suppliers that Elcoteq had achieved, a
process the company called 'co-evolution'. Co-evolution was - and continues
to be - clearly visible in Elcoteqs mission statement and policies. The
guiding principle of co-evolution is to continuously improve the
performance of the value chains in which it participates. The idea is brilliant.
Let's learn to understand each other's business operations, objectives and
skills. Let's look at the big picture in which we play a part. And then let's all
do our best. If the chain as a whole works better than our competitors'
chains, each link in our chain will be successful!

International expansion: 1998-2000

Although Elcoteq had grown rapidly, outsourcing in the 1990s was in its
infancy. Elcoteq wanted to make sure it was one of the companies that got
the lion's share of this growth in outsourcing, and international expansion
was essential to achieving that goal. The funds from a share issue were used
to establish an international network of manufacturing plants. Within a
couple of years the company had increased its capacity many times over. In
1999 the network of plants covered more than ten countries in three key
regions of economic growth: Europe, America and Asia.

International expansion substantially increased the complexity of our

operating environment. Not only were language skills and a knowledge of
different cultures needed, but also an ability to operate flexibly in entirely
new conditions. The business models adopted in Finland and Estonia
provided a starting point, but did not sit well in Hungary, Russia, Germany,
Mexico or China without adaptation. Elcoteq's organization proved its
strength and flexibility with its ability to become a truly international
company in the space of two short years.

Competition has steadily intensified in the EMS business. This is

particularly true in the manufacture of mobile phones, mobile phone
components and mobile networks, Elcoteq's key market sectors. Elcoteq's
response has been to build a modern and cost-competitive network of plants
that all employ the same consistent manufacturing methods. This strategy is
unique to Elcoteq and differs from the growth strategies pursued by almost
all other rival EMS manufacturers. The result is that Elcoteq's network of
manufacturing plants is more competitively located and more consistent in
its technologies, processes and systems than any of its competitors, making
Elcoteq the best supplier of EMS services to customers in its selected
business areas.

Customers want more than consistency, however. They want focus - in

other words, a strong commitment to solving problems in their own business
operations. They also want responsiveness - solid expertise and smooth
cooperation at all levels. To meet these needs, Elcoteq divided its operations
into three business areas at the end of 2000: Terminal Products,
Communications Network Equipment, and Industrial Electronics. The
company's plants had already been divided into product lines at the
beginning of 1999.
In 1999 and 2000, Elcoteq first doubled and then tripled its business volume.
The company also improved its profitability during this period, despite the
heavy costs incurred by expanding internationally and starting up new
plants.

Elcoteq's milestones
1984
- Lohja Microelectronics founded to support Lohja Corporation's electroluminesce
development production in the town of Lohja in southern Finland
1990
- Lohja Microelectronics unit was incorporated as Elcoteq Oy Ab

1991
- Management Buy-Out

1992
- Pilot production started in Tallinn, Estonia

1993
- AS Elcoteq Tallinn was established as a legal entity in Estonia
- Printeq-Piirilevyt Oy (Printed Circuit Board production) was established

1994
- Oy Jorvas Partners Ab was acquired near Helsinki, Finland
- ABB Industry's electronics assembly factory was acquired in Helsinki,
Finland

1995
- New Gunnarla plant in Lohja, Finland started production
- New Printeq factory started production in Salo, Finland

1996
- Jorvas factory was closed
- Capacity in Tallinn was nearly tripled
- Phone Repair Center started in Tallinn

1997
- First GSM phone box-build project in the EMS industry started with
Ericsson in Tallinn, Estonia
- Elcoteq Deutschland GmbH was established
- Expansion of the Tallinn factory
- Pilot production in St. Petersburg, Russia
- Listing on the Helsinki Stock Exchange

1998
- Printeq operation was sold
- New Technology Services Unit was set up
- Elcoteq acquired ABB Transmit PCB operations in Vaasa, Finland
- Elcoteq acquired Kone Corporation's elevator electronics operations in
Hyvinkää, Finland
- Purchase office was established in Tokyo, Japan
- New plant was built in Pécs, Hungary
- Building of a new plant started in Monterrey, Mexico
- Elcoteq and Elektrobit sign co-operation deal covering product and
technology development

1999
- Mexican plant in Monterrey started operation
- Purchase of Dongguan plant in China
- Elcoteq Denmark was established

2000
- Acquisition of Stephan Elektronik in Überlingen, Germany, including
operations in Switzerland and Poland
- Acquistion on NDP's plant in Pécs, Hungary
- Elcoteq Beijing Electronics was established in China
- Building of second Elcoteq plant started in Tallinn, Estonia
- Elcoteq decided to build a new plant in Wroclaw, Poland

2001
- Elcoteq divided its business into three business areas: Terminal Products,
Communications Network Equipment and Industrial Electronics
- Acquisition of ABB electronics unit in Switzerland
- Elcoteq decides to merge Helsinki and Lohja plants in Finland
- Elcoteq acquires mechanical engineering unit of Adtranz Schweiz
- Elcoteq decided to build new plant in Beijing, China

2002
- Elcoteq and Aspocomp established technology development company
Imbera Electronics Oy
- Elcoteq aqcuired three-fourths of the capacity of the Benefon R&D Center
into Elcoteq's wholly-owned subsidiary Elcoteq Design Center Oy
- Refined strategy was announced in August
- Elcoteq acquired IBM's 70% ownership of GKI in China

2003

- Acquisition of NPI services company NPRC, Inc. in USA

- Elcoteq aqcuired Marconi's electronics manufacturing in Offenburg
- Acquisition of 20 percent of ISIS surface mounting
- Elcoteq and Cellon enter into cooperation agreement
- Elcoteq to acquire the manufacturing operations of Tellabs Espoo, Finland

2004
- Divestment of Industrial Electronics business area
- Decision to build a new plant in St. Petersburg, Russia
- Elcoteq decided to open manufacturing operations in India and Brazil
- Elcoteq opened an international office in Zug, Switzerland
- Elcoteq's Board of Directors proposed to a General Meeting of shareholders
that Elcoteq be converted into a European Company (Societas Europaea, SE)
- Elcoteq started manufacturing operations in Manaus, Brazil
- Elcoteq acquired a manufacturing facility from Thomson in Juarez, Mexico

2005
- Plant inauguration in Bangalore, India
- Geographical Area Europe’s head office opened in Budapest, Hungary
- Elcoteq celebrated 10th anniversary of the Gunnarla plant in Lohja, Finland
- Elcoteq converted into a European Company (Societas Europaea, SE)
- Plant inauguration in St. Petersburg, Russia

Business areas

According to its strategy Elcoteq focuses on communications technology

products and customers. The company has two business areas

• Terminal Products, and

• Communications Network Equipment.

The main responsibilities of the heads of these business areas relate to

development and coordination. They are responsible for business
development, i.e. productization of services and expansion of the service
range, sales promotion and maintaining consistency. Terminal Products is
headed by Mr Anssi Korhonen and Communications Network Equipment by
Mr Bruno Cathomen.

Terminal Products

The Terminal Products business area manufactures high-volume products

that represent the latest advances in wireless communications technology.
These products are manufactured at Elcoteq's high-volume plants in Europe,
Asia and the Americas, and most are marketed globally.

The product groups of Terminal Products are

• mobile phones and accessories

 • Smartphones, PDAs and accessories
• wireless modules
• home communication products

Services

Terminal Products provides services covering the entire value chain from
design, NPI and manufacturing to repair. In design, NPI and manufacturing
services customers are product companies or brand owners. In after-sales
services Elcoteq's customers also include network operators.

Design services for mobile phones have been part of Elcoteq's service
portfolio since July 2002 when the company acquired R&D capacity in
Finland. This enabled Elcoteq to set up the Elcoteq Design Center, which
offers:

• Complete and partial product design

• Software design, and
• Product verification services.

Customers have welcomed the new services enthusiastically. Three

customers signed contracts for Elcoteq's design services early in the year and
negotiations are in constant progress on new products and accounts.

Elcoteq's aim is to participate in its customers' projects right at the product

design stage and thus to offer them a competitive and comprehensive
portfolio of services from design to after-sales. The earlier Elcoteq is
involved in a project, the more likely Elcoteq will also be contracted to
manufacture the product as well.

Corporate Responsibility Policy

The purpose of this policy is to describe how Elcoteq conducts business in

an ethical way according to its values. This policy is applied to all Elcoteq's
activities globally and it is communicated to Elcoteq's employees and
stakeholders. Every Elcoteq employee is responsible for implementing this
policy. The policy has been approved by Elcoteq's Board of Directors and it
is introduced to Elcoteq employees through induction, training and internal
communications. Stricter guidelines or more detailed instructions may be
defined for certain regions, countries or functions, but they shall be in line
with this corporate policy. If any of the requirements in this policy is in
violation of the local law, the local law takes precedence.

Ethics and the Law

Corporate Governance
Elcoteq complies with the applicable local legislation in each of its operation
location. Based on company's domicile the Corporate Governance is based
on Finnish legislation. In addition to this, Elcoteq applies the guidelines for
the administration of public limited companies prepared jointly by the
Central Chamber of Commerce of Finland and the Confederation of Finnish
Industry and Employers, corporate governance recommendation for listed
companies issued by the HEX Plc, the Central Chamber of Commerce of
Finland and the Confederation of Finnish Industry and Employers as well as
the insider guidelines issued by the Helsinki Exchanges.

The general meeting of shareholders is the supreme decision-making body in

the company and the forum in which its shareholders exercise their voting
rights. Shareholder meetings consider the matters stipulated in the Finnish
legislation and the company's articles of association. Responsibility for the
management of the company and appropriate organization of its operations
lies with the Board of Directors. The Board is elected by the Annual General
Meeting. In addition to the tasks required by Finnish legislation and
Elcoteq's articles of association, the Board is also responsible for confirming
the company's strategy, for approving its annual budget, and for deciding on
major investments and donations to good causes. The Board of Directors
appoints a President who is responsible for the operative management of the
company.

The Board of Directors has appointed a Review and Compensation

Committee from among its members to monitor the company's operations.
The Committee's tasks include, for example, approving the remuneration
policies applied to the company's top management. The Board of Directors
has also appointed a Working Committee to prepare issues for consideration
by the Board and to supervise the implementation of the development
programs approved by the Board.
Good Corporate Citizenship
Elcoteq takes care of the community under its influence and communicates
openly with its stakeholders. Elcoteq recognizes its financial, social and
environmental responsibilities as a global company and strives to promote
positive development in communities where the company operates, while
respecting local cultures and habits. We conduct business with integrity.

Human rights
Elcoteq respects the principles of international human rights conventions
such as the United Nations' Declaration of Human Rights and applicable
ILO Conventions.

Conflicts of interest
Elcoteq's employees shall avoid situations where giving or receiving a gift
can lead to debt of gratitude beyond prudent business conduct. Family
relationships must not affect the decision making to be adverse to Elcoteq.
Persons married or in other close relationship are not recommended to be
under each other's management.

Employees' rights
Elcoteq complies with applicable local and international legislation in all its
activities. As an employer Elcoteq acts responsibly aiming to fulfill the
requirements of the international SA 8000 standard, which covers the
following main topics:

• Child labor
Elcoteq complies with the UN and ILO Conventions on the rights of
the child and does not engage in or support the use of child labor.
• Forced labor
Elcoteq does not engage in or support the use of forced labor.

• Health and Safety

Elcoteq's occupational health and safety management is based on
preventive actions. As an employer we provide our employees with a
healthy and safe working environment according to applicable laws
and regulations. We are also continuously improving occupational
health and safety management and promoting the wellbeing of our
personnel through co-operation between the company and employees.
Elcoteq's units are locally responsible for health and safety
management including the compliance with the applicable
occupational health and safety laws and regulations. Where Elcoteq
provides staff housing facilities, employees' safety is a priority
concern. Elcoteq's health and safety instructions are applied to
dormitories as well.

• Freedom of Association and Right to Collective Bargaining

Elcoteq respects the right of all employees to form and join trade
unions of their choice and collective bargaining according to local
laws and regulations.

• Discrimination
Elcoteq does not engage in or support discrimination based on race,
caste, national origin, religion, disability, gender, sexual orientation,
union membership, political affiliation or age. Elcoteq does not allow
abusive, harassing or offensive behavior. This includes gestures,
 language and physical contact, that is sexually coercive, threatening,
abusive or exploitative.

• Disciplinary Practices
Elcoteq does not allow the use of corporal punishment, mental or
physical coercion and verbal abuse.

• Working hours
Elcoteq complies with applicable laws, industry standards and
applicable collective bargaining agreements on working hours and
overtime compensation.

• Remuneration
Elcoteq complies with applicable laws, industry standards and
applicable collective bargaining agreements on wages. Deductions
from wages for disciplinary purposes can only be made according to
local legislation. Wages and benefits are paid in full compliance with
applicable laws.
 THEORETICAL BACKGROUND OF THE STUDY

Methods and Techniques of Recruitment

While recruitment sources indicate where human resources may be

procured, the recruitment methods and techniques deal with how these
resources should be tapped as soon as a manager has determined the
personal qualities required on the part of an individual to fill a vacant
position and visualized the possible sources of candidates with these
qualities, his next step relates to making contact with such candidates. There
are three types of recruitment.
- Direct method
- Indirect method
- Third party

Direct Method:
This type of recruiting is performed in co-operation with the
placement bureau of the educational institutions providing assistance in
attracting students, arranging interviews and making available space and
student resumes. The recruiter should keep a breast of trends in recruiting
activities of other companies so that he plans his visits in time to recruit
students before they are signed up with some other enterprise. Attempt
should be made not to make a spot offer for a job to permit the applicant to
have time to think over it and enable the company to compare him or has
with other candidates.

Indirect Method:
The most frequently used method or technique of recruitment is
advertisement in publications such as newspapers, magazines and trade
journals as well as technical and professional journals. The advertisement
should indicate information about the organization and the job providing an
opportunity to a potential candidate to contact the recruitment office in
confidence.
Other recruitment methods includes radio advertising and television
announcements, another indirect method of advertising frequently used is a
notice board placed at the gate of the company.

Third Party Method:

The most frequently used third party methods are public and private
employment agencies. Public employment exchanges have been largely
concerned with factory workers and clerical jobs. They also provide help in
recruiting professional employees. Private agencies provide consultancy
services and charge a fee. They are usually specialized for different
categories of operatives, office workers, salesman, supervisory and
management personnel. Other third party methods include the use of trade
unions. Labour management committees have usually demonstrated the
effectiveness of trade unions as methods of recruitment.

Internal Recruitment:
Among the channels available for recruitment, the most popular are
job posting, employee referrals and temporary worker pools.

Job Posting:
Advertising available jobs internally began in the early days of
affirmative action, as a means of providing equal opportunity for women and
minorities to compete. It served as a method of getting around the “old boy”
network, where jobs sometimes were filled more by “who you knew” than
by “what you knew.” Today job posting is an established practice in many
organizations, especially for filling jobs up to the lower executive level.

Employee Referrals:
Referrals of job candidates by present employees has been and
continuous to be a major sources of new hires at many levels, including
professionals. It is an internal recruitment method, since internal rather than
external sources are used to attract candidates.

Temporary Worker Pools:

Temporaries work directly for the hiring organization and may receive
benefits, depending on the number of scheduled hours worked per week,
temporary workers for example – in clerical jobs, accounting, word
processing – help meet fluctuating labour demands due to factors like illness
vacations, terminations and resignations.

Externals Recruitment:
In this section we will describe four of the most popular recruitment
sources: university relations, executive search firms, employment agencies
and recruitment advertising.

University Relations:
The companies have targeted certain schools that best needs and have
broadened the scope of their interactions with them. This includes
recruitment, gifts and grants to the institutions, summer employment and
consultation projects for the faculty and invitations to placement officers to
visit company plants and offices.
Flow Chart Description:
A. Functional manager –
 Reviews the position requirements through headcount
forecasting process and approved action plan.
 Generates, creates and modifies the existing JD for required
position.
 Fills up request (Recruitment Request Form) for recruitment
four weeks in prior for finalizing the indirect candidate, after
that the notice period serves by candidate.
 In case of direct candidates total time for joining in four weeks.
 Takes the first round of interview.
B. Human resource manager –
 Decides on the approval of the request.
 On non-approval, the request form goes back to the functional
manager.
C. Business services manager –
 Decides on the approval of the request.
  On non-approval, the request form goes back to the functional
manager.
 Decides on the approval of the offer.

D. General manager –
 Decides on the approval of the request.
 On non-approval, the request form goes back to the functional
manager.
 Takes the second round of interview.
 Decides on the approval of the offer.
E. Recruitment officer –
 Sources curriculum vitae’s.
 Schedules interview for the short listed candidate.
 Takes the human resource round of interview and does the
salary negotiation.
 On rejection, again sources relevant curriculum vitae’s.
 On selection, conducts references and verification check.
 Prepares the letter of appointment and hands it over to the
selected candidate.
 Receives health report from the candidate on pre-employment
medical check up.
 Negative report results back to sourcing of curriculum vitae’s.
 Communicates joining date to both, training officer and
candidate on positive report.
  On receipt of relevant documents from the selected candidate,
files the documents in the individual employee folder and
updates the Master Database.
 Reviews Job Descriptions once a year.
F. Candidate –
 Receives letter of appointment from the recruitment officer.
 Performs pre-employment health check-up.
 Receives information on the joining date.
 Joins the company and submits the necessary documents.

Recruitment Process
 Job Description

Recruitment request
Approval of recruitment

Recruitment
Internal: Terrace
External: Newspaper/Internet

Selection of candidates for interview

Interview
Assessment of selected candidates

Terms of the employment contract

Agreement of the terms of contract

Signing of the contract
Health check

Information to payroll

Information to not chosen candidates

Recruitment Process Explanation

Need for a new employee

1. Job description –
 Recruiting manager’s responsibility is to define a job
description and qualification requirements for the open
position.
2. Recruitment request (Instruction and form attached)
 If budget: approval of manager’s manager is need.
 If not budgeted: approval of respective EMT member is needed.
3. Recruitment (Instruction for recruitment advertisements attached)
 Internal: all open positions must be published in terrace by
human resource.
 External: co-ordination by human resource, internet recruitment
by group human resource.
4. Selection (Interview tips : list attached)
 Recruiting manager selects the candidates for interview.
 Recruiting manager together with the human resource
interviews and selects the candidates for the assessment.
Interview and assessment methods are agreed together with
human resource.
5. Terms of the employment contract
 Before making the offer, the recruitment request must be
approved.
 Manager agrees with the human resource the team of the
employment contract.
  Manager of human resource makes the offer to the selected
candidate.
6. Employment contract
 Human resource is responsible for making the contract with the
selected candidate.
 If the candidate is external, health check should be conducted
before signing the employment contract.

Note: If the candidate is internal, it is important to agree the date of internal

transfer with the candidate’s current manager before discussing with the
candidate on the terms.

7. Need information must be delivered to pay-roll.

8. Human resource is responsible for notifying all the candidates that the
selected process is completed.

ANALYSIS AND INTERPRETATION

 1. Importance given by Elcoteq for recruitment

Table 1

Sl no Importance No of respondents percentage

1 Most important 7 23.333
2 Very important 13 43.333
3 Important 7 23.333
4 Unimportant 2 6.666
5 Not at all important 1 3.333
Total 30 100

Source: Primary data

From the above table, it is confide about the importance given by Elcoteq for
recruitment, 45 percent of the respondent say very important, 25 percent
each as most important and important, 7 percent as unimportant and 43
percent as not at all important.

Importance given by Elcoteq for recruitment

Chart 1
14

13

12

10
No of respondents

7 7

2 2

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Importance

Most important Very important Important Unimportant Not at all important

2. Recruitment practices followed by the company

 Table 2

Sl no Rating No of respondents Percentage

1 Best 8 26.664
2 Very good 14 46.662
3 Good 3 9.999
4 Average 5 16.665
5 Poor 0 0
Total 30 100

Source: Primary data

It is confide from the above table 47 percent of the respondents say that
recruitment practices followed by the company is very good, 27 percent say
best, 10 percent as good and 17 percent as average.

Recruitment practices followed by the company

 Chart 2

14 14

12

10

8
No of respondents

0 0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Rating

Best Ve ry good Good Average Poor

 3. Whether best candidates were recruited with present recruitment
practices.

Table 3

Sl no Options No of respondents Percentage

1 Yes 25 83.325
2 No 5 16.665
Total 30 100

Source: Primary data

It is confide from the above table that 83 percent of respondents say yes and
17 percent say no, that best candidates could be recruited with present
recruitment practices.
 Whether best candidates were recruited with present recruitment
practices.

Chart 3

25

Yes No Slice 3 Slice 4

4. The type of recruitment practices followed by Elcoteq

Table 4

Sl no Recruitment practices No of respondents Percentage

1 Centralized 19 63.327
2 Decentralized 11 36.663
Total 30 100

Source: Primary data

From the table it is said confidentially that 63 percent of the respondents say
that the type of recruitment practices in the company is centralized and the
37 percent as decentralized.
 The type of recruitment practices followed by Elcoteq

Chart 4

11

19

Centralized Decentralize d Slice 3 Slice 4

 5. Reviewing of the human resources plan.

Table 5

Sl no Period No of respondents Percentage

1 Every year 18 59.994
2 Every two years 8 26.664
3 More than two years 3 9.999
4 Not reviewed at all 1 3.333
Total 30 100

Source: Primary data

From the table the researcher can confide that 60 percent of respondents say
the human resource plan is reviewed every year,27 percent say every two
years 10 percent say more than two years and only 3 percent say not
reviewed at all.
 Reviewing of the human resources plan.

Chart 5

18
18

16

14

12
No of respondents

10

8
8

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Plan re view ed

Every year Every tw o years More than tw o years Not review ed at all
6. Best time for recruitment in a year

Table 6

Sl no Time No of respondents Percentage

1 Beginning of the year
2 Quarterly
3 Half yearly
4 The whole year
Total
9 29.997
7 23.331
9 29.997
5 16.665
30 100

Source: Primary data

According to the respondents the best time for recruitment in a year can be
confide from the table that 30 percent each say in the beginning of the year
And half yearly, 23 percent say quarterly and 17 percent say in the whole
year.
 Best time for recruitment in a year

Chart 6

9 9
9

7 7

6
No of respondents

5
5

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Tim e

Beginning of the year Quarterly Half yearly The w hole year

 7. Sources of manpower requirement

Table 7

Sl no Sources No of respondents Percentage

1 Internal sources 0 0
2 External sources 2 6.666
3 Both 28 93.324
Total 30 100

Source: Primary data

93 percent of the respondents say both the sources of the recruitment are
used for man power requirement and only 7 percent it is through external
sources.
 Sources of manpower requirement

Chart 7

30

28

25

20
No of respondents

15

10

0
0
1st Qtr 2nd Qtr 3rd Qtr
Sources

Internal sources External s ources Both

8. Internal sources of recruitment

Table 8

Sl no Internal sources No of respondents Percentage

1 Transfer 4 13.332
2 Promotion 8 26.664
3 Job rotation 3 9.999
4 Retired employees 1 3.333
5 All 14 46.662
6 Others 0 0
Total 30 100

Source: Primary data

From the above table, it is confide that 47 percent of respondents say all the
internal sources like transfer, promotion, job rotation and retired employees
are used, 27 percent say it is by promotion, 13 percent say transfer, 10
percent job rotation and 3 percent of retired employees for recruitment

Internal sources of recruitment

 Chart 8

14 14

12

10
No of respondents

8 8

4 4

0 0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr
Internal sources

Transfer Prom otion Job rotation Retired em ployees All Others

9. External sources of recruitment

Table 9
Sl no External sources No of respondents Percentage
1 Advertisement 5 16.665
2 Consultancy 5 16.665
3 Campus recruitment 7 23.331
4 Computer data bank 2 6.666
5 All 9 29.997
6 Other 2 6.666
Total 30 100

Source: Primary data

The researcher can confidentially say that 30 percent of the respondents

prefer all the external sources like advertising, consultancy, campus
recruitment and computer data bank for recruitment and 23 percent as
campus recruitment, 17 percent each say advertisement and consultancy, 7
percent each say computer data bank and other.

External sources of recruitment

 Chart 9

9 9

7 7

6
No of respondents

5 5 5

2 2 2

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr
External source s

Advertisem ent Consultancy Cam pus recruitment Com puter data bank All Other

10. Job fairs

Number of respondents participated in job fairs

Chart 10

22

Yes No Slice 3 Slice 4

11. Online recruitment

Number of respondents having experience of online recruitment

 Chart 11

21

Yes No Slice 3 Slice 4

12. Best method/technique used for recruitment

 Table 12

Sl no Method/technique No of respondents percentage

1 Scouting
2 Advertisement
3 Campus recruitment
4 Casual callers
5 Head hunting
6 Body shopping
7 Tele recruitment
8 All
9 Other
Total
1 3.333
2 6.666
8 26.664
3 9.999
1 3.333
0 0
2 6.666
11 36.663
2 6.666
30 100

Source: Primary data

Here from the above table, it is confide by the researcher that 37 percent of
respondents say all methods are used for recruitment like scouting,
advertisement, campus recruitment, casual callers, head hunting, body
shopping and tele-recruitment. 27 percent say campus recruitment, 10
percent say casual callers, 7 percent each say advertisement, tele-recruitment
and other.

Best method/technique used for recruitment

 Chart 12

12

11

10

8 8
No of respondents

2 2 2 2

1 1

0 0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr 7th Qtr 8th Qtr 9th Qtr
Method/Technique

Scouting Advertisem ent Cam pus recruitm ent

Casual callers Head hunting Body shopping
Tele recruitm ent All Other

13. The factors considered by respondents in the candidate while recruiting

Table 13
Sl no Factors No of respondents Percentage
1 Skill 1 3.333
2 Knowledge 3 9.999
3 Attitude 1 3.333
4 Ability 3 9.999
5 Experience 3 9.999
6 Qualification 1 3.333
7 All 15 49.995
8 Others 3 9.999
Total 30 100

Source: Primary data

From the above table the factors considered by respondents in the candidate
while recruiting can be confidentially interpreted by the researcher that 50
percent say all factors like skill, knowledge, etc, 10 percent each say
knowledge, experience and others, 3 percent include factors as skill, attitude
and experience.

The factors considered by respondents in the candidate while recruiting

Chart 13
 16

15

14

12

10
No of respondents

3 3 3 3

1 1 1

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr 7th Qtr 8th Qtr
Factors considered

Skill Know ledge Attitude Ability Experie nce Qualification All Other

14. Rating of each factor by the respondents

Chart 14 (Include all the factors)

Knowledge
 12
11 11

No on respondents
10
8 8 Most im portant
6 Very im portant
4 Im portant
2 Unim portant

0 0 0 Not at all important

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Know ledge rated

Skill

20
18
15
respondents

Most im portant
No of

10 10 Very im portant
Important
5
2 Unim portant
0 0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Skills rated

Ability

12 12
10
9
respondents

8 8 Most im portant
NO of

6 Very im portant
4 Im portant
2 Unim portant
1
0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Ability rated

Attitude
 16 15
14
12

respondents
10 Most im portant
9

No of
8 Very im portant
6 5 Im portant
4
2 1 Unim portant
0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Attitude rated

Experience

14 13
12
respondents

10 10
Most important
No of

8
Very important
6
4 4 Im portant
3
2 Unim portant
0 0
Not at all important
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Experience rated

Qualification

10 10
9
8 8
respondents

Mos t im portant
6
No of

Very important
4
Im portant
2 2
1 Unim portant
0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Qualification rate d

Reference
 14 13
12

respondents
10 10
Most im portant

No of
8
Very important
6
4 Im portant
3 3
2 Unim portant
1
0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Reference rated

Place

14 14
12
respondents

10 Most im portant
No of

8
Very im portant
6
5 5
4 4 Im portant
2 2 Unim portant
0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Place rated

Language

14 13
12
respondents

10 Most im portant
8
No of

8 7 Ve ry im portant
6
4 Im portant
2 Unim portant
1 1
0
Not at all important
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Language rated

Religion
 16 16
14
12

respondents
11 Most im portant
10

No of
8 Very im portant
6
4 Im portant
3
2 Unimportant
0 0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Religion rated

These charts clearly reflect the each factors rated by the respondents.

15. The type of selection test followed by the company

Table 15
Sl no Selection test No of respondents Percentage
1 Aptitude 9 29.997
2 Achievement 13 43.329
3 Personality 7 23.333
4 Interest 1 3.333
Total 30 100

Source: Primary data

From the respondents shown in the above table, it is confide that 43 percent
say by achievement test, 30 percent by aptitude test, 23 percent by
personality test and 3 percent by interest test, the candidates are selected.

The type of selection test followed by the company

 Chart 15

14

13

12

10

9
No of respondents

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Selection test

Aptitude test Achieve ment tes t Personality test Inte rest test

FINDINGS AND CONCLUSION

Findings

• It is found that all the employees of Elcoteq are treated equally and
work in a friendly environment with good relations.
• The company gives more importance for recruitment and is able to
recruit best candidates with the present recruitment practices.
• Centralized type of recruitment practices is found in the company.
• The recruitment officer reviews Job description once a year and the
best time for recruitment is, every six months.
• Company has adopted both internal and external sources of
recruitment.
• Very few officers have participated in job fairs and have a little
experience of on line recruitment.
• It is found that campus recruitment and casual callers method or
technique of recruitment is used. Other methods are rarely adopted.
• The interviewers and officers involved in recruitment process judge
the candidate by concentrating on factors like knowledge, ability and
experience.
• It is also found that the criteria given to the type of selection test are
achievement and aptitude tests.

Conclusion
The company follows a better recruitment practice, but through findings the
researcher can conclude that the type of recruitment practice needs to be
changed form centralized to decentralized, officers have to participate in job
fairs, have online recruitment experience and try to concentrate on other type
of recruitment techniques also, so that better candidates can be recruited.

SUGGESTIONS AND RECOMMENDATIONS

• Since the company follows centralized type of recruitment practice, it
is recommended to follow decentralized type of recruitment practice
which would help in selecting better candidate and employees would
feel free to suggest the officers, where exactly the candidate can fit to
work.
• It is recommended that Human resource officials and other executives
are to be motivated by the company to participate in Job fairs.
• Experience of on line recruitment is necessary for fast and accurate
decisions.
• Though campus recruitment is the best method for recruitment, other
methods like advertising, scouting, head hunting and body shopping
etc, are to be given more attention.
• Though there are many factors to be considered by the interviewer
during recruitment, attitude is the most important one among them to
sustain good relations.