THIRD EYE COLLEGE OF TECHNOLOGY AND

MANAGEMENT
H.B ROAD,PANBAZAR

GUWAHATI - 781001

“A STUDY ON RECRUITMENT AND SELECTION OF

EMPLOYEES OF FUJITSU INDIA Pvt.Ltd (Gurgaon)”

By

Pushpa SheKhawat

ACADEMIC YEAR “2010”

A project report submitted in partial fulfillment of the

requirements for the degree of Masters of Business
Administration of Sikkim Manipal University,INDIA.

SIKKIM - Manipal University of Health, Medical and Technological Sciences

Distance Education Wing

Syndicate House

MANIPAL-576104
 Annexure B

DECLARATION OF THE PROJECT

I hereby declare that the project report entitled

“A Study on the Recruitment and Selection of the employees of

FUJITSU INDIA Pvt..Ltd”

Submitted in partial fulfillment of the requirements for the degree

of Master of Business Administration to Sikkim-Manipal University,
India,is my original work and not submitted for the award of any
other degree,diploma,fellowship,or any other similar title or prizes.

Place:-Guwahati,Assam NAME:- PUSHPA SHEKHAWAT

Date: Reg. NO: 520872192

 ANNEXURE C

EXAMINATION CERTIFICATION

“The project report of

Pushpa Shekhawat

On

“A Study on the Recruitment and Selection of the employees of

FUJITSU INDIA Pvt..Ltd”

Is approved and is acceptance in quality and form.

Internal Examiner External Examiner

Name:- Name:-

Qualification:- Qualification:-

Designation:- Designation:-
 ANNEXURE D

UNIVERSITY STUDY CENTRE CERTIFICATE

This is to certify that the project report entiltled

“A Study on the RECRUITMENT and SELECTION of the

employees of FUJITSU INDIA Pvt.Ltd,Gurgaon-Haryana.

Submitted in partial fulfillment of the requirements of the degree of Masters of

Business Administration of Sikkim Manipal University of Health,Medical and
Technological Sciences.

Pushpa Shekhawat

has worked under my supervision and guidance and that no part this report has
been submitted for the award of any other degree,Diploma,Fellowship or other
similar title or prizes and that thework has been published in any journal or
magazines.

Reg.No:- 520872192 CERTIFIED

GUIDE’S NAME:-

Qualification:-
 ACKNOWLEDGMENT

I would like express my gratitude and sincere thanks to

Mr. Shaibal Roy , head of Department of Management and dean of
Third Eye College and Mr. Angkan Sharma (Faculty of Third Eye
College and HR guide) for instilling confidence in me to carry out this
study and extending valuable guidance and encouragement from time
to time, without which the project would not have been possible. I
also wish to extend my appreciation to Mrs Prerita Mishra (H.R of
FUJITSU INDIA Pvt.Ltd) for allowing me to undergo the project
work in FUJITSU INTERNATIONAL company . Also I would like to
thank personally Mr.Vinay Rathore Senior Team Leader of the
company for providing me the guideline and necessary information.

Finally, I would like to acknowledge my thanks to all

staffs of FUJITSU INDIA Pvt.Ltd for their kind co-ordination and

support. Last but not the least my colleagues for their valuable

comments and suggestions for making this a cherishable experience

for me.

Thanking you,

Pushpa Shekhawat
 CONTENT

SERIAL NO. TOPICS PAGE NO.

1. Executive Summary

Introduction
Objective
Methodology
Analysis
Conclusion
Recommendation

2. PART I COMPANY PROFILE

Brief Introduction of the Company

3. PART II- Project Overview

Introduction
Recruitment and Selection
Recruitment and Selection in the
company
Objective
Methodology
Analysis
Findings
Conclusion
Recommendation

4. PART III

APPENDIX
BIBLOGRAPHY
 EXECUTIVE SUMMARY

PROJECT TITLE : “ A study on Recruitment and Selection of the

employees of FUJITSU INDIA Pvt. Ltd.”

DURATION : 60 days

PLACE OF WORK : GURGAON,INDIA

ORGANISATION: Information Technology Sector

FACULTY GUIDE: Mr.Angkan Sharma

EXTERNAL GUIDE: Mr.

 INTRODUCTION

Human Resource Management

Human Resource Management is the organizational function that deals with

issues related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation,
communication, administration, and training.

Human resource management (HRM) is the strategic and coherent

approach to the management of an organization's most valued assets - the people
working there who individually and collectively contribute to the achievement of
the objectives of the business.In simple words, HRM means employing people,
developing their capacities, utilizing, maintaining and compensating their services
in tune with the job and organizational requirement.

The HRM function includes a variety of activities, and key among

them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with performance issues,
and ensuring personnel and management practices conform to various regulations.

Activities also include managing your approach to employee benefits

and compensation, employee records and personnel policies. Usually small
businesses (for-profit or nonprofit) have to carry out these activities themselves
because they can't yet afford part- or full-time help. However, they should
always ensure that employees have—and are aware of—personnel policies which
conform to current regulations. These policies are often in the form of employee
manuals, which all employees have.
 DEFINATION:-

HUMAN RESOURCE MANAGEMENT is defined as a set of

policies, goals. It is the proce ss by which the people and organization
are bound together in such a way that both are able o achieve their
objective.

According to FILLIPO, ”HRM is the planning, organizing,

directing and controlling of the procurement, development,
compensation, integration,and reproduction,of the human resources to
the end that individuals, organizational and societal objectives are
accomplished. ”

HRM is concerned with the human beings in an

organization.It reflects a new outlook which views organisation’s
manpower as its resources and assets.HRM is that aspect of
management which deals with planning, organizing, directing,
controlling of personal functions of an enterprise.

Human Resource Management (HRM) is the function

within an organization that focuses on recruitment of, management of,
and providing direction for the people who work in the organization.
Human Resource Management can also be performed by line managers.
 OBJECTIVES OF HUMAN RESOURCES
MANAGEMENT

Objectives are pre-determined goals to which individual or group

activity in an organization is directed. Objectives of personnel
management are influenced by organizational objectives and individual
and social goals.

The objectives of HRM may be as follows:

• To create and utilize an able and motivated workforce, to

accomplish the basic organizational goals.

• To establish and maintain organizational structure and desirable

working relationships among all the members of the organization.

• To secure the integration of individual or groups within the

organization by co-ordination of the individual and group goals with
those of the organization.

• To create facilities and opportunities for individual or group

development so as to match it with the growth of the organization.

• To attain an effective utilization of human resources in the

achievement of organizational goals
 THE METHODOLOGY

The Research Methodology adopted for the study is based on survey.

Data from executives and staffs are obtained through
questinanaries.

The field study is conducted in FUJITSU INDIA Pvt.Ltd,Gurgaon-

Haryana.

In the collection of data,two sources are used:-

Primaray data

Data collected directly from staffs ,dealer, Team leader,

customers

Secondary data

Data collected from analysis of past records, Magazines.

 Informal interviews and internet are among the sources to
collect data and information.

ANALYSIS

Analysis is done on the basis of questionnaries circulated to the

employees. All the questionnaires have been collected evaluated and
analysed.

Around 35 questions are made and circulated to about 100

employees and which is further divided into 3:7 ratios of executives
and non-executives respectively. The sampling is done on the basis of
random sampling method.

Analysis is done on the basis of questionnaries circulated to the

employees. Then the collected data are analysed and evaluated with
the help of pie diagram. All the analysis has been shown in Part II
that is Project Overview.

LIMITATION
 In spite of the response from the employees , we faced certain
limitation during the period during the period of the project.

Many of them were busy with their works.

A few of them were less cooperative.

Too far from the city Delhi

Have to take appointment before meeting.

CONCLUSION

The study to analyze the present system of Recruitment and

Selection of employees of FUJITSU (IT) company concluded much
satisfactory one.

FUJITSU being 4th in Fujitsu is the world's fourth-largest IT

services provider and No.1 in Japan.

In the IT sector, Fujitsu leverages its base of cutting-edge,

high-performance technologies to offer total solutions encompassing
high-quality products, electronic devices and a host of related
services. In addition, they also strive to always take a customer-
centric approach in all our business activities and become our
customers' valued and trusted partners.
 Follows both centralized and decentralized system of
recruitment and selection and is reasonably effective in achieving
organizational purpose.But,it is felt that in certain cases improvement
may be quest out to equip with the modern technology.

Therefore, it can be opined that proper Recruitment and

Selection is an indispensable part and basic key to success of an
organization.

RECOMMENDATION

Recruitment and Selection is the process of

searching prospective employees and stimulating them to
apply for the jobs in the organization .Though the
recruitment and Selection of FUJITSU is satisfactory it
still can be improved.The Recruitment qualification
prescribes for each category of employees,should be
reviewed and updated.
 The present system should get more exposure and
advertisement should be made through local channels too.
Also FUJITSU should conduct seminars and presentation
programs in schools and colleges to attract fresh and
talented candidates, which is good future for the
organization.

PART I
 COMPANY

PROFILE

INTRODUCTION of FUJITSU

Fujitsu is a leading provider of IT-based business solutions for the

global marketplace. With approximately 175,000 employees supporting
customers in 70 countries, Fujitsu combines a worldwide corps of
systems and services experts with highly reliable computing and
communications products and advanced microelectronics to deliver
added value to customers.
 Headquartered in Tokyo, Fujitsu Limited (TSE:6702) reported
consolidated revenues of 4.6 trillion yen (US$47 billion) for the fiscal
year ended March 31, 2009.

Fujitsu In India

As a wholly owned subsidiary of Fujitsu Technology Solutions Holding B.V.,

Fujitsu India Private Limited, will offer a broad portfolio of products and
services, profiting from the strength and reliability of the global Fujitsu Group,
the fourth-largest IT services vendor in the world. It will provide Fujitsu’s state-
of-art solutions to the India market ranging from Servers, Storage Systems,
Workstations, Notebooks, Desktops, Biometrics Products & Scanners. Today
Fujitsu’s name is synonymous with top-quality equipment backed by efficient and
reliable services in the world.

Fujitsu India Pvt. Ltd, as a wholly owned subsidiary of Fujitsu Technology

Solutions Holding B.V., Fujitsu India Private Limited, will offer a broad portfolio
of products and services, profiting from the strength and reliability of the global
Fujitsu Group, the fourth-largest IT services vendor in the world. It will provide
Fujitsu’s state-of-art solutions to the India market ranging from Servers,
Storage Systems, Workstations, Notebooks, Desktops, Biometrics Products &
Scanners. Today Fujitsu’s name is synonymous with top-quality equipment backed
by efficient and reliable services in the world.

Fujitsu is a leading provider of IT-based business solutions for

the global marketplace. With approximately 186,000 employees supporting
customers in more than 70 countries, Fujitsu combines a worldwide corps of
systems and services experts with highly reliable computing and communications
products and advanced microelectronics to deliver added value to customers.
Headquartered in Tokyo, Fujitsu Limited (TSE:6702) reported consolidated
revenues of 4.6 trillion yen (US$47 billion) for the fiscal year ended March 31,
2009.

CLASSIFICATION
OF
 EMPLOYEES
Of
FUJITSU

In the IT sector, Fujitsu leverages its base of cutting-edge, high-performance

technologies to offer total solutions encompassing high-quality products,
electronic devices and a host of related services. In addition, they also strive to
always take a customer-centric approach in all our business activities and become
our customers' valued and trusted partners.

Main Products & Services

Fujitsu provides customers with advanced network equipment to support
their IT infrastructure and advanced network systems, centered on high-
performance, high-reliability servers fundamental to customers' critical systems.
Service.
 Fujitsu offers a full range of services for customers' IT lifecycle, from
consulting to system integration, operation and maintenance, targeting customers
in the financial, public, manufacturing, distribution, medical and other varied
fields.

System Platforms

* Full range of servers (mainframe, UNIX, mission-critical IA, PC)

* Storage systems
* Various types of software (operating system, middleware)
* Network management systems
* Optical transmission systems

Services
* System Integration
* System Installation / Operation Support
* Consulting
* Dedicated terminal systems and equipment (ATMs, POS systems, etc.)
* Outsourcing services (complete information system operation and
management)
* Network services (provision of network environments required for
information systems and network-based services)
* Information System and Network Maintenance and Monitoring Services
* Information System Installation and Network Construction

Employees
185,926 (Fujitsu Group worldwide as of June 2009)

Revenue*

* Consolidated financial figures for fiscal year ending March 31, 2009.

4,692.9 billion yen

FY2008 Consolidated Net Sales by Business Segment, including Intersegment

Sales

The Transformation of Fujitsu

It has transform Germany-based system products company Fujitsu

Siemens Computers into a fully owned subsidiary. The integration of this
company, renamed Fujitsu Technology Solutions, act as a catalyst for the
transformation of Fujitsu into a truly global enterprise.

These initiatives are all part of the "Think Global" approach. In each
country and region, we must then reinforce the "Act Local" part of the equation
to ensure that our customers are well-served locally.

To continue to provide value to our customers, we must aim at becoming a

company that can continually provide value to customers based on the "Think
Global, Act Local" approach.
Sustainability: Leveraging the Power of IT to Protect the Environment
 This vision adopts "Creation," "Collaboration" and "Change" as its
keywords, and by creating environmental innovation at both the corporate and
societal levels, aims at creating a prosperous, low-carbon society..

From this approach, it has drafted the Fujitsu Group Environmental

Policy to promote environmental management in a way that reflects the distinct
nature of our business. In addition, it has formulated our Green Policy 21
environmental concept; Green Policy 2020, medium-term environmental vision with
targets to meet by 2020; and the Fujitsu Group Environmental Protection
Program (Stage V), designed to clarify specific objectives. In parallel with these
policies, it is promoting Green Policy Innovation, which aims to mitigate the
environmental impact of our customers and society as a whole by offering
innovative Green IT solutions.

Locations

Fujitsu does business throughout the world, backed by a global network of

R&D, manufacturing, data center, system integration, consulting, sales and
support operations. We draw upon our collective expertise and resources to
provide world-class technology and platform products, while also taking advantage
of a strong multinational presence to deliver locally optimized services and
solutions.
Corporate Headquarters

Worldwide Locations

* Africa
* Asia
* Australasia
 * Central America
* Europe
* Japan
* Middle East
* North America
* South America

15th Floor, Bldg. No. 9A, Phase III, DLF Cyber City, Gurgaon,
Haryana-122002
India

Sales and service of Fujitsu Telecom Products, Retail Products (TeamPoS,

TeamPad, Barcode Scanners), PC Products (Lifebook, DESKPOWER, Stylistic),
Platform and Storage Business (PRIMEPOWER, PRIMERGY, ETERNUS), OEM
Products (MO Drives, Hard Disk Drives, Bill Dispenser Units) and PalmSecure™ -
Palm Vein Authentication System.

PART II
PROJECT
OVERVIEW

INTRODUCTION

Today, in every organisation personnel planning as an

activity is necessary. It is an important part of an
organisation. Human Resource Planning is a vital ingredient
for the success of the organisation in the long run. There
are certain ways that are to be followed by every
organisation, which ensures that it has right number and kind
of people, at the right place and right time, so that
organisation can achieve its planned objective.
 The objectives of Human Resource Department are
Human Resource Planning, Recruitment and Selection,
Training and Development, Career planning, Transfer and
Promotion, Risk Management, Performance Appraisal and so
on. Each objective needs special attention and proper
planning and implementation.

For every organisation it is important to have a

right person on a right job. Recruitment and Selection plays
a vital role in this situation. Shortage of skills and the use
of new technology are putting considerable pressure on how
employers go about Recruiting and Selecting staff. First we
will know what is recruitment and selection-

RECRUITMENT

Recruitment is the process of identifying and attracting a

group of potential candidates from within and outside the
organization to evaluate for employment. Once these candidates are
identified ,the process of selecting appropriate employees for
employment can begin.This means collecting, measuring,and evaluating
information about candidates qualification for specified positions.
Organisations use these practices to increase the likelihood of hiring
individuals who have the right skills and abilities to be the target job.

When filling a mid or senior level leadership positions,

organizations are more likely to hire an external candidate than an
internal candidate.

Recruitment is a manpower planning to make it possible to

acquire the number and type of people necessary to ensure the
continued operation of the organization.

Recruitment continues with the selection and cases with

the placement of the candidates.

Meaning of Recruitment:

Recruitment means to estimate the available vacancies

and to make suitable arrangements for their selection and
appointment. Recruitment is understood as the process of
searching for and obtaining applicants for the jobs, from
among whom the right people can be selected.

In the recruitment, a pool of eligible and interested

candidates is created for selection of most suitable
candidates. Recruitment represents the first contact that a
company makes with potential employees
 Flippo’s definition:

“It is a process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in
an organization.”

WILLIAM F Gleeck-

Recruitment acts a set of activities and organization uses

to attract job candidates possessing appropriate characteristics to
help the organization reach its objectives.

Need for recruitment:

The need for recruitment may be due to the following

reasons / situation:

a) Vacancies due to promotions, transfer, retirement,

termination, permanent disability, death and labor
turnover.

b) Creation of new vacancies due to the growth, expansion

and diversification of business activities of an enterprise.
In addition, new vacancies are possible due to job
specification.
Principle elements governing Recruitment Policy

• Identification of recruitment needs

• Preferred sources of recruitment
• Cost of recruitment
• Criteria of selection techniques
• Role,assigned to the Union in the formulation and
implementation of REC and selection policies.

Purpose and Importance of

RECRUITMENT:

1. Determine the present and future requirements of the

organization on conjunction with its personnel-planning
and job analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process

by reducing the number of visibly under qualified or
overqualified job applicants.

4. Help reduce the probability that job applicants, once

recruited and selected, will leave the organization only
after a short period of time.
 5. Meet the organization’s legal and social obligations
regarding the composition of its work force.

6. Begin identifying and preparing potential job applicants

who will be appropriate candidates.

7. Increase organizational and individual effectiveness in

the short term and long term.

8. Evaluate the effectiveness of various recruiting

techniques and sources for all types of job applicants.

FACTORS GOVERNING RECRUITMENT

All organizations whether large or small do engage in recruiting activities, though

not to the same extent. This differs with the following points:

INTERNAL FACTORS

 Recruitment Policy of the Organisation

 Size of the organization and the Number of Employees Employed
 Cost Involved in Recruitment
 Growth and Expansion Plans of the Organisation.

EXTERNAL FACTORS

 Supply & Demand of Specific Skills in the Market

 Political & Legal considerations such as Reservations of jobs for
reserved Catagories
 Company’s Image Perception by the Job Seekers.
 1. TIME factor playing a vital role for tapping the right persons
at right time
2. Fixing INTERVIEWS and TEST
3. Giving correct idea about COMPENSATION and BENEFITS
4.The size of the organization.

5.The employment conditions in the community where the organization is

located.

6.The effects of past recruiting efforts which slow the organizations’

ability to locate and keep good performing people.

7.The working conditions, salary and benefit packages offered by the

organization.

8.The rate of growth of organization.

9.The levels of seasonality of operations.

RECRUITMENT PRACTICES IN INDIA

The recruitment methods followed by Indian Industries are as

follows:

• Within the organization

• Temporary workers

• Employment Exchanges

• Applicants introduce by friends and relatives

 • Labor Contractors

• Campus Recruitment

• Candidates brought by present employees

Internal Recruitment Pros and Cons:

The Internal Recruitment can build a strong loyalty with

the organization as the employees have a chance to change their
position after a period of time.

The employees are not pressed to look for opportunities on

the external job market.
 The Internal Recruitment can be cheaper for the
organization and can save the costs dedicated to the training and
induction of new employees. Also, as the candidate knows the
organization, the possibility of the failure is not a significant issue to
the organization.

The Internal Recruitment can lead to huge issues when the

candidates come from one department. The managers have to have
the right to protect their own interests in the organization as they
are responsible for the smooth operation.

The Internal Recruitment does not bring new skills and

competencies to the organization and organization with an intensive
usage of the internal recruitment can suffer from the fresh blood.

INTERNAL SOURCE

MERITS

1. The internal sources of recruitment will boast morale of employees.

2. It promotes loyalty.

3. Internal recruitment can be used to motivate employees.

4. It ensures stability of employees.

5. This method of recruitment is economical.

 DEMERITS

1. Internal sources discourage new blood from entering into the organization.

2. Favouritism plays its role.

3. There is limited scope for selection.

EXTERNAL SOURCE
MERITS

1. The suitable candidates with skills, talent and knowledge are available from
external sources.

2. It will help in bringing new ideas , better techniques and improved methods
to the organization.

3. The selection of candidates will be without preconceived notions or

reservations.

DEMERITS

1. It is more expansive and time consuming.

2. The employees being unfamiliar with the organization, their orientation and
training is necessary.

3. Motivation and loyalty of existing staffs are affected.

External Recruitment Pros and Cons:

 The External Recruitment brings new people to the
organization, which can be a huge benefit for the organization. The
External Recruitment allows the organization to define the right
requirements and the organization can select the candidate, which
suits the organization best. The external recruitment can be in many
situations quicker solutions, mainly in the situation, when the job
market is full of potential job candidates.

The external recruitment and proper campaign increase the

popularity of the organization on the job market, which helps to
improve the position for further expansion.

On the other hand, the external recruitment is expensive and

takes a lot of energy from the HRM Function to handle all the job
candidates in the selection process.

SOURCES OF MANAGERIAL RECRUITMENT

 INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion 1) Campus recruitment

2) Transfers 2) Press advertisement

3) Internal notification 3) Management consultancy service

(Advertisement) & private employment exchanges

4) Retirement 4) Deputation of personnel or transfer

From one enterprise to another

5) Recall 5) Management training schemes

6) Former employees 6) Walk-ins, write-ins, talk-ins

7) Miscellaneous external sources

Recruitment Consultant
  "Recruitment consultants work with companies to help them find
the right people for their positions. They also work for
candidates to find a role that is suitable for them.

The key skill of a recruitment consultant is to meet the needs of

both the client and the candidate to ensure the best mutual fit; this
is not simply a case of skills matching but of truly understanding the
business and its culture, as well as the aspirations of the candidate."

Recruitment Consultant Activities

 A recruitment consultant is responsible for helping employer

clients to recruit staff for job vacancies. These vacancies can
be permanent or temporary roles.
 Recruitment consultants develop an understanding of their
client's requirements, then identify potential staff (candidates)
through existing contacts or by advertising roles/headhunting
(executive search). They assess candidates' skills through
interviews, tests and background checks, then make
recommendations to their client.
 Consultants also provide advice to both clients and candidates on
salary levels, training requirements and career opportunities.
Developing solid relationships with clients is integral to the role.

Good Recruitment Consultant

To be successful in the recruitment industry you must:
 be ambitious and confident
 be goal orientated
 have good interpersonal and communications skills
 be a good team player
 be able to handle multiple priorities
 be tenacious
 be a problem solver
 be able to work to deadlines and targets
 enjoy responsibility and working in a high-pressure environment
 have a good sense of humour

Opportunity as a Recruitment Consultant

 A chance to work with a large successful organization.

 An opportunity to develop within the Recruitment Industry with
one of the most supportive and resourceful organizations.
 A role that could provide you with a solid future within
Recruitment.
 A competitive annual salary and excellent commission packages
 Fantastic training and mentoring opportunities

Challenges Faced By Recruitment Consultant

  Develop expertise in those strategic areas, where the consultants have not
developed expertise when firm is focused and the consultant is a
generalist.
 Reinforce and update knowledge and skills in the areas of focus of the firm
when the firm is focused and the consultant is an expert.
 Provide the consultants exposure to areas where they do not have
expertise in a non focused firm with expert consultant. Here, the long-
term objectives of the consulting firm is to operate in a wide range of
sections/functions.
 Expose the consultants to all upcoming sectors/functions in a non-focused
firm with generalist consultant .
 Three key areas which every consultant should be well conversant
1)knowledge and skills related to Man-management.
2)Business development, and Quality assurance.
3) evaluation technique.

Advantages

 Fast Response
 Broad customer base in private and public sectors
 Improved attraction and recruitment strategies
 Identifies and prepares potential job applicants
who will be appropriate candidates.
 Higher succession rate of the selection process by
reducing the number of visibility under-qualified
or overqualified job applicants.

Disadvantages
 Non -ethical strategies.
 It won't always work.
 Cost.

Purposes and Policies

 The process of recruitment does not stop when it commences, it is a

dynamic activity. The purpose of it is to provide an Organization with a pool of

qualified candidates. Its specific purposes are as follows:

To assist augment the success rate of selection process by reducing the

numbers of obviously under-qualified and over-qualified applicants.

To increase Organizational and individual effectiveness in the short and

long term plans.

Policies

To achieve the above objectives, it is necessary to have relevant

recruitment policies and also to ensure that they are effectively implemented.

Policies increase managerial effectiveness by standardizing many routine

decisions clarifying the discretion managers and subordinates can exercise in

implementing functional tactics. Changing environment has a direct effect on the

success and failure of the organization.

These changes take place inside and outside the Organization. Most policies in

organizations are never reviewed and they become irrelevant due to the changes

in the environment that the organization is operating.

Deficiencies and Problems
Line managers often do not understand the whole process of

recruitment. Managers involved in the recruitment should not hire employees that

should start as soon as possible. This habit leads to poor recruitment and mis-

profiling of individuals who will in turn become part of the problems in the system.

Recruitment at an officer and managerial level should be done effectively and one

should remember that once you make the mistake it takes sometime before that

mistake is corrected. It may be costly to the organization.

Many people we see in organizations today are in the wrong jobs and

as a result, they are not utilizing their full potential. This is compounded by the

fact that some companies have built a tradition of hiring people based on personal

connections when the person is not qualified for the job. This is a vivid case in

most Organizations today. From the authors experience, most recruitment that

involves managers are done during discussions at lunch hour, at social clubs or

during the coffee break time.

Many of those appointed may not have the necessary skills and

competencies to carry out the functions competently. Also they may not have

proper qualifications in the field they are working. Such people will not have much
desire to make any contributions in terms of growth and development. Their

contributions are marginal if any, they are just passengers in the system and are

protected by those who recommenced them.

Certain type of managers can make a significant impact on

Organizations or Companies. Consequently, a process or a strategy is necessary to

deal effectively with equal opportunity issues, to hire the right people, to

minimize cost and most importantly, to identify marginal performers before they

are hired.

Inadequate recruitment procedures will result in a number of staff

not being sufficiently qualified either for the positions they hold or their grades

levels, especially in management positions. Most formal systems are flawed in such

fundamental respects that there is a tendency to circumvent it through the

application of ad hoc measures, which often rely heavily on personal contacts.

Advertisements and Job Descriptions

 Some Managers during the process tailor make the job descriptions to

suit the requirements of their favored candidates they want to recruit. This

process of cause has been going on for sometimes and still HR Practitioners are

also involved in this professional scandal. This means HR will not have much

control over the accuracy of the job description. This makes those individuals

sought unique in the system thereby depriving those right candidates who have

the necessary qualification.

The job adverts which are toiler made have little resemblance to the

job descriptions. Essential requirements of the organization are omitted. Job

descriptions should take into account the changing demands, changing

technologies and working methods, and reflect the needs of the Organization

rather than skills of the organization.

Managers should not overstate qualifications. Setting unrealistically

high level for candidates increases the problem of attracting applicants and

resultsin di-satisfaction among the candidates when they find their talents are

not been utilized.

Implications of poor recruitment by Line Managers

Most managers are technically minded and therefore

require guidance in this operation. Absence of a plan leads to chaotic
recruitment that leads to a bumper harvest of unqualified applicants
resulting in more unnecessary work for the staff in the recruitment.

If you start the process without a systematic approach, you can rush
your decision and end up with a mismatched person who will not be
suited to work in the Organization. This is a typical case in some
organizations. There is a need to have a system that assists to assess
candidates throughout. This reduces the odds that you will have to
repeat this extensive, time consuming process.

To terminate a poorly recruited employee especially at

managerial level is a costly failure to the Organization, considering
the cost involved in recruitment, selection, training etc. Wrong
placements at officer levels can lead to stagnation within the system.
This may also affect production at one point or the other during the
times of change.
 SUMMARY

Recruitment is essential to effective Human Resources Management. It is

the heart of the whole HR systems in the organization. The effectiveness of
many other HR activities, such as selection and training depends largely on the
quality of new employees attracted through the recruitment the recruitment
process.

Policies should always be reviewed as these are affected by the

changing environment. Management should get specific training on the process of
recruitment to increase their awareness on the dangers of wrong placements.

HR practitioners should be on the guard against all the malpractices and

advocate for professional approach through out the system. The HR should

indicate disagreement in the event that biasing toward certain candidates is

creeping in and point out the repercussions that may follow in terms of

performance and motivation.

The recruitment process should be seen in the context of ongoing staff

planning that is linked to the strategic and financial planning of the organization.
 SELECTION:

Selection is defined as the process of

differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of
applicants) who has the appropriate qualification and
competency to do the job.

Selection

 Is the process of discovering the qualifications &

characteristics of the job applicant in order to establish
their likely suitability for the job position.
 A good selection requires a methodical approach to the
problem of finding the best matched person for the job

Selection is selecting the right candidate from the

pool of applicants.

“SELECTION process starts where recruitment

ends”.

SELECTION PROCESS
 Selection is a long process, commencing from the preliminary
interview of the applicants and ending with the contract of
employment.The following chart gives an idea about selection process: -

External
environment

Internal environment

Preliminary interview

Selection test
Rejected Application

Employment interview

Reference and Background

Analysis

Selection decision

Physical examination

Job offer

Employment contract

Evaluation
Environment factor affecting selection:

Selection is influenced by several factors. More prominent among

them are supply and demand of specific skills in the labor market,
unemployment rate, labor- market conditions, legal and political
considerations, company’s image, company’s policy, human resources
planning and cost of hiring. The last three constitute the internal
environment and the remaining form the external environment of
selection process.

STEP 1 : -

PRELIMINARY INTERVIEW

The applicants received from job seekers would be subject to

scrutiny so as to eliminate unqualified applicants. This is usually
followed by a preliminary interview the purpose of which is more or
less the same as scrutiny of application, that is, eliminate of
unqualified applicants. Scrutiny enables the HR specialists to
eliminate unqualified jobseekers based on the information supplied in
their application forms. Preliminary interview, on the other hand,
helps reject misfits for reason, which did not appear in the
application forms. Besides, preliminary interview, often called
‘courtesy interview’, is a good public relation exercise.
STEP 2 : -

SELECTION TEST :

Job seekers who pass the screening and the preliminary interview
are called for tests. Different types of tests may be administered,
depending on the job and the company. Generally, tests are used to
determine the applicant’s ability, aptitude and personality.

The following are the type of tests taken:

1). Ability tests:

Assist in determining how well an individual can perform tasks

related to the job. An excellent illustration of this is the typing
tests given to a prospective employer for secretarial job. Also
called as ‘ACHEIVEMENT TESTS’. It is concerned with what one
has accomplished. When applicant claims to know something, an
achievement test is taken to measure how well they know it. Trade
tests are the most common type of achievement test given.
Questions have been prepared and tested for such trades as
asbestos worker, punch-press operators, electricians and
machinists.

2). Aptitude test :

Aptitude tests measure whether an individual’s has the capacity
or latent ability to learn a given job if given adequate training. The
use of aptitude test is advisable when an applicant has had little or
no experience along the line of the job opening.
 Aptitudes tests help determine a person’s potential to learn
in a given area. An example of such test is the general management
aptitude tests (GMAT), which many business students take prior to
gaining admission to a graduate business school programme.

Forms of aptitude test:

1. Mental or intelligence tests

2. Mechanical aptitude tests:
3. Psychomotor or skills tests:
4. Intelligence test:
5. Interest Test:
6. Personality Test:
7. Projective Test:
8. General knowledge Test:
9. Perception Test:
10. Graphology Test:
11. Polygraph Test:
12. Medical Test:

STEP 3 : -

INTERVIEW:

The next step in the selection process is an interview.

Interview is formal, in-depth conversation conducted to evaluate the
applicant’s acceptability. It is considered to be excellent selection
device. It is face-to-face exchange of view, ideas and opinion
between the candidates and interviewers. Basically, interview is
nothing but an oral examination of candidates. Interview can be
adapted to unskilled, skilled, managerial and profession employees.
Types of interview :
Interviews can be of different types. There interviews
employed by the companies. Following are the various types of
interview: -

1) Informal Interview:

An informal interview is an oral interview and may take place

anywhere. The employee or the manager or the personnel manager
may ask a few almost inconsequential questions like name, place of
birth, names of relatives etc. either in their respective offices or
anywhere outside the plant of company.

2) Formal Interview :

Formal interviews may be held in the employment office by the

employment office in a more formal atmosphere, with the help of
well structured questions, the time and place of the interview will
be stipulated by the employment office.

3) Non-directive Interview:

Non-directive interview or unstructured interview is designed to

let the interviewee speak his mind freely. The interviewer has no
formal or directive questions, but his all attention is to the
candidate. He encourages the candidate to talk by a little prodding
whenever he is silent e.g. “Mr. Ray, please tell us about yourself
after you’re graduated from high school”.

4) Depth Interview :
It is designed to intensely examine the candidate’s background and
thinking and to go into considerable detail on particular subjects of
an important nature and of special interest to the candidates.
 5) Stress Interview:

It is designed to test the candidate and his conduct and

behavior by him under conditions of stress and strain. The
interviewer may start with “Mr. Joseph, we do not think your
qualifications and experience are adequate for this position,’ and
watch the reaction of the candidates. A good candidates will not
yield, on the contrary he may substantiate why he is qualified to
handle the job.

6) Group Interview:

It is designed to save busy executive’s time and to see

how the candidates may be brought together in the employment
office and they may be interviewed.

7) Panel Interview :

A panel or interviewing board or selection committee may

interview the candidate, usually in the case of supervisory and
managerial positions. This type of interview pools the collective
judgment and wisdom of the panel in the assessment of the
candidate and also in questioning the faculties of the candidate.

8) Sequential Interview:

The sequential interview takes the one-to-one a step further

and involves a series of interview, usually utilizing the strength and
knowledgebase of each interviewer, so that each interviewer can ask
questions in relation to his or her subject area of each candidate, as
the candidate moves from room to room.
 9) Structures Interview :
In a structured interview, the interviewer uses preset standardized
questions, which are put to all the interviewees. This interview is also
called as ‘Guided’ or ‘Patterned’ interview. It is useful for valid
results, especially when dealing with the large number of applicants.

10) Unstructured Interview :

It is also known as ‘Unpatterned’ interview, the interview is

largely unplanned and the interviewee does most of the talking.
Unguided interview is advantageous in as much as it leads to a
friendly conversation between the interviewer and the interviewee
and in the process, the later reveals more of his or her desire and
problems.

11) Mixed Interview:

In practice, the interviewer while interviewing the job

seekers uses a blend of structured and structured and unstructured
questions. This approach is called the Mixed Interview. The
structured questions provide a base of interview more conventional
and permit greater insights into the unique differences between
applicants.

12) Dinner Interviews:

These interviews may be structured, informal, or socially

situated, such as in a restaurant. Decide what to eat quickly, some
interviewers will ask you to order first (do not appear indecisive).
Avoid potentially messy foods, such as spaghetti. Be prepared for the
conversation to abruptly change from friendly chat to direct
interview questions, however, do not underestimate the value of
casual discussion, some employers place a great value on it. Be
prepared to switch gears rapidly, from fun talk to business talk.

13) Telephone Interviews:

Have a copy of your resume and any points you want to

remember to say nearby. If you are on your home telephone, make
sure that all roommates or family members are aware of the
interview (no loud stereos, barking dogs etc.). Speak a bit slower than
usual. It is crucial that you convey your enthusiasm verbally, since
the interviewer cannot see your face. If there are pauses, do not
worry; the interviewer is likely just taking some notes.

STEP 4:

REFERENCE CHECK:

Many employers request names, addresses, and telephone

numbers of references for the purpose of verifying information
and perhaps, gaining additional background information on an
applicant. Although listed on the application form, references are not
usually checked until an applicant has successfully reached the fourth
stage of a sequential selection process. When the labour market is
very tight, organisations sometimes hire applicants before checking
references. They should chek all the reference of candidate.

STEP 5:

SELECTION DECISION :

After obtaining information through the preceding steps,

selection decision- the most critical of all the steps- must be made.
The other stages in the selection process have been used to narrow
the number of the candidates. The final decision has to be made the
pool of individuals who pas the tests, interviews and reference
checks.

STEP 6: -

PHYSICAL EXAMINATION :

After the selection decision and before the job offer is made,
the candidate is required to undergo a physical fitness test. A job
offer is, often, contingent upon the candidate being declared fit
after the physical examination. The results of the medical fitness
test are recorded in a statement and are preserved in the personnel
records. There are several objectives behind a physical test. One
reason for a physical test is to detect if the individual carries any
infectious disease.
Secondly, the test assists in determining whether an
applicant is physically fit to perform the work. Thirdly, the physical
examination information can be used to determine if there are
certain physical capabilities, which differentiate successful and less
successful employees. Fourth, medical check-up protects applicants
with health defects from undertaking work that could be detrimental
to them or might otherwise endanger the employer’s property.

STEP 7: -

JOB OFFER:

The next step in the selection process is job offer to those

applicants who have crossed all the previous hurdles. Job offer is
made through a letter of appointed. Such a letter generally contains
a date by which the appointee must report on duty. The appointee
must be given reasonable time for reporting. Thos is particularly
necessary when he or she is already in employment, in which case the
appointee is required to obtain a relieving certificate from the
previous employer. Again, a new job may require movement to another
city, which means considerable preparation, and movement of
property.

STEP 8: -

CONTRACT OF EMPLOYMENT :

After the job offer has been made and candidates accept the offer,
certain documents need to be executed by the employer and the
candidate. One such document is the attestation form. This form
contains vital details about the candidate, which are authenticated
and attested by him/her. Attestation form will be a valid record for
the future reference.

STEP 9: -

CONCLUDING THE SELECTION PROCESS:

Contrary to popular perception, the selection process will not
end with executing the employment contract. There is another step –
amore sensitive one reassuring those candidates who have not
selected, not because of any serious deficiencies in their personality,
but because their profile did not match the requirement of the
organisation. They must be told that those who were selected were
done purely on relative merit.

STEP 10:-
EVALUATION OF SELECTION PROGRAMME:

The broad test of the effectiveness of the selection process is

the quality of the personnel hired. An organisation must have
competent and committed personnel. The selection process, if
properly done, will ensure availability of such employees. A periodic
audit is the answer. People who work independent of HR department
must conduct audit. The table below contains an outline that
highlights the areas and questions to be covered in a systematic
evaluation.

SIGNIFICANCE OF SELECTION

The importance of selection can be judged from the following factors:

1) Procurement of skilled workers.

2) Reduction in the cost of training.

3) Solutions to personnel problems.

SELECTION IN INDIA
In our country there is large scale unemployment along with shortage
of skilled employee. “No Vacancy” boards are seen everywhere.All the
evils associated with selection –corruption, favoritism and influence
are found in hiring people.

The Selection practices in hiring skilled and managerial

personnel are fairly well defined and systematically practiced. In
hiring managerial personnel are fairly well defined and systematically
practiced. In hiring managerial personnel and executives, a lot
professionalism has come in. Specialist agencies are available whose
services are retained for hiring technical and managerial personnel.
Merit and not Favouritism,objectivity and not subjectivity are the
criteria for such selection.

Selection Process of FUJITSU

The selection steps are as below shown by the diagram –

Filling the Application Form:

An Application Form has to be filled before the commencement of the

Examination which consists of 4 pages and regarding the personal details, like

- Date, Place of Birth

- Blood Group
- Last Major illness / Surgery with specific date
- Eye Vision
- Parent's Details
- Passport Details (If not having, no problem)
- Educational Details along with % (from SSC to PG)
- Languages Known
- Previous Working Details (If Experienced)
- Two Reference's Addresses & Details like Email, Ph no.
(can give our HOD's or lecturers Details) for the Verification purpose
- Educational Achievements like Scholarships, prizes
- Extra curricula Activities & Achievements

The Exam Pattern:

The Exam is for 1 1/2 Hours, in which 1 Hour is given for 10 Puzzles to solve,
and the Remaining 1/2 an Hour is given to answer 45 Simple English Grammar
Questions..

If selected in the written test, then is the Interview.

Interview:

The Interview is of Purely HR Based. It depicts the personality of the

candidates.

The Questions are as Follows: -

Tell me about yourself?

What are Ur Strengths and Weakness?
Explain Ur Project in Clay men Words and Do U tested it or not
why do you want to join? What does u know about us?
Why should we hire you? What can u do for us if you are selected?
What are your strengths and Weakness?
What's the time you faced a lot of trouble in your life and how you solved it?
And some more questions like this,
And questions based on your Interests and Hobbies.

REASONS FOR REJECTION IN THE INTERVIEW

1. Poor Attitude
2. Appearance
3. Lack of research.
4. Not having questions to ask
5. Not readily knowing the answers to interviewers' questions

6. Relying too much on resumes

7. Too much humility
8. Not relating skills to employers' needs
9. Handling salary issues ineptly
10. Lack of career direction
11. Job shopping.

Selection Procedure in IT companies:

The Managers in the companies should be selected based on their
managerial capability, leadership quality, interpersonal relationship, entrepreneur
skills, problem solving capability, decision making, innovation and creativity,
analytical approach etc. rather than based on their Domain expertise.

History has proved that the person from other stream with above
qualities always delivery better result as he / she will put more interest in thier
work and can generate new ideas as they have more knowledge about other
industries aslo.

Also the selection process has to be changed from two / three formal round
of interviews. In fact now the HR managers should use the latest techniques like:

1. Chatting over Messenger as preliminary discussion to know the background of

the candidate. With this the persons ability to communicate and writing can also
be checked.

2. Telephonic interview by HR Manager to know more about each other.

Candidate aspiration for his / her carrier. This will also help in gauging the
candidates verbal communication ability.

3. Telephonic interview by Technical personal. This is to gauge the technical

ability of the person.

4. Final interview (face to face) and if selected then the salary negotiation etc.
The above process will definitely save the precious time of senior managers
involved in the interview process also the right candidate can be selected for
right job.

Why TEST is esssential

 Objectivity – good psychological tests are standardised on a large sample

and provide normative data across a wide range of demographics and age
cohorts. Well selected tests will allow you to demonstrate talents that may
otherwise not be evident.

 Validity – psychometric tests are a more valid method of assessment

than interviews, academic achievement & reference checks, and when
utilised in combination (for example in an assessment centre) are highly
predictive of future job performance.

 Cost – the cost of selection errors is large for both the employer and the
employee. Psychometric tests help to minimise costs while maximizing
potential fit between the candidate and the job.

Psychological tests

A selection procedure measure the personality characteristics of applicants

that are related to future job performance. Personality tests typically measure
one or more of five personality dimensions:
 Extroversion,
 Emotional stability,
 Agreeableness,
 Conscientiousness and
 Openness to experience.
Types of psychological test

 Psychological tests fall into several categories:

 Aptitude tests: It refers to potentiality that a person has to profit from
certain kind of training.
 Achievement tests: It helps to measure the proficiency that a person has
been able to achieve.
 Intelligence tests: It attempts to measure the intelligence—that is, basic
ability to understand the world around
 Neuropsychological tests: It attempts to measure deficits in cognitive
functioning (i.e., your ability to think, speak, reason, etc.) that may result
from some sort of brain damage, such as a stroke or a brain injury.
 Occupational tests : It attempts to match your interests with the
interests of persons in known careers. The logic here is that if the things
that interest you in life match up with, say, the things that interest most
school teachers, then you might make a good school teacher yourself.
 Personality tests : It attempts to measure your basic personality style
and are most used in research or forensic settings to help with clinical
diagnoses.

Uses of test

 Evaluation of right candidate

 Proper selection of candidate
 Identifying the candidates personality

Advantages
  can result in lower turnover due if applicants are selected for traits that
are highly correlated with employees who have high longevity within the
organization
 can reveal more information about applicant's abilities and interests
 can identify interpersonal traits that may be needed for certain jobs

Disadvantages

 difficult to measure personality traits that may not be well defined

 applicant's training and experience may have greater impact on job
performance than applicant's personality
 responses by applicant may may be altered by applicant's desire to respond
in a way they feel would result in their selection
 lack of diversity if all selected applicants have same personality traits
 cost may be prohibitive for both the test and interpretation of results
 lack of evidence to support validity of use of personality tests

Types of INTERVIEW

 Structured
 Unstructured
 Mixed
 Behavioral
 Stressful

BARRIERS TO EFFECTIVE SELECTION

 Perception
 Fairness
 Validity
 Reliability
 stages in selection process
• Stage 1: Screening Of Application Forms.
 • Stage 2: Tests--Intelligence, Aptitude, Technical,
Psychometric, Ability, Interest.

• Stage 3: Selection Interview.

• Stage 4: Selection Decision

Steps Of Recruitment Process

• Decision is made as to whether recruitment is necessary

• Job description is prepared
• Specification is prepared
• Plans are made on how and when to advertise
• Applicants are short-listed
• References are requested
• Candidates are invited for interviews and selection tests
• The successful candidate is offered the job and signs the contract of
employment

Recruitment process for freshers

 WRITTEN /APPTITUDE.
 GROUP DISCUSSION.
 PSYCHOMETRIC TEST(CONDITIONAL).
 TECHNICAL INTERVIEWS(CONDITIONAL).
 HR INTERVIEWS.

RECRUITMENT PROCESS FOR HIGHER POST

  PSYCHOMETRIC TEST.
 BUSINESS GAME.
 HR INTERVIEWS.

SELECTION PROCEDURE/STEPS
Difficulties in Recruitment process

 Talent Acquistion.
 Expensive.
 Time Constraint.
 Retention of employees.
 Managing low attrition rate.
 Budget.
Challenges in Recruitent & Selection:

 Talent Shortage
 Attrition Rate
 Reservations and other Gov. Policies
 Remoteness of Job
 Scrutinity of employee’s credentials

Difference between Recruitment and Selection

 Recruitment- searching for and attracting applicants qualified

to fill vacant positions
 Selection- Analyzing the qualifications of applicants and
deciding upon those who show the most potential

ADVERTISEMENT

Advertising is a one-way communication whose purpose is to inform potential

customers about products and services and how to obtain them.

For Recruitment –

To provide information that will attract a significant pool of qualified candidates

and discourage unqualified ones from applying.
Various kinds of Advertisement

Media
(E.g. billboards, printed flyers , radio, web banners, web popups, human
directorial, magazines, newspapers, posters)
1. Above the line Media: Press, TV, Outdoor, posters, and radio ( recognized
ad agencies get commission from these media)
2. Below-the-line Media: Direct mail, Sale Promotion, merchandizing,
exhibitions

Various kinds of Advertisement

 Price Advertisement
 Covert Advertisement
 Local Service advertisement
 Business to Business Advertisement

Medium for Recruitment Advertising

 Television
(e.g. News pop-ups, Commercial ads like Accenture & many more)
 Radio (e.g. Radio Mirchi… )
 Magazines (e.g. Business Today, Winning Edge, Human capital…)
 Newspapers (e.g. Blind Box Ads, Business accents, Times classified etc..)
 Internet (e.g. Web portal like Naukri.com, Monster.com…)
Direct Mail

Graphical Comparison
Success Factors

 Customer realization of Product.

 Quality of a Product is determined.
 Exposes company’s Culture
 Ramp Up Awareness of Brand among masses and hence increase Demand

Use of Advertisements in Recruitment Process

 Creating awareness of Job Opportunities in the specified field of Interest.

 Finding Desirable Candidates
 Keeping an competitive edge over competitors as more advertisements
attracts best of the job seekers.
Advertisement is the fastest way to spread recruitment hiring information

Evaluation and Effects

  Newspapers
 Advantages – Short lead time, flexible, reach large audience,
community prestige, intense coverage, reader control of exposure,
coordination with national advertising, merchandising service,
segment consumer by geography.

Disadvantages -- short life span, may be expensive relative to

other media, hasty reading, poor reproduction, lack of creativity.

 Radio
 Advantages – audio capacity, short lead time, low cost relative to
other media, reach demographic and geographic segmented audience,
reach large audience.
 Disadvantages – don’t have visual capacity, fragmented and
inflexible, temporary nature of message.

 Magazines and Journals

 Advantages -- selectivity for demographic and geographic segments,
high in quality reproduction, lasts as long as magazine is kept,
prestigious advertisement is credibility of magazine is high, extra
services, issue may be read by more than one person.

 Disadvantages – long lead time, lack of flexibility in gaining

attention, often limited control over location of advertisement.

 Television
 Advantages -- impact mass coverage, repetition, flexibility in
getting attention of consumer, prestige, visual and audio capabilities,
short lead time.
 Disadvantages -- temporary nature of message, high cost relative
to other media, high mortality rate for commercials, evidence of
public distrust, lack of selectivity, hard to target customer, requires
production specialists.
  Outdoor Advertising
 Advantages – inexpensive relative to other media, quick
communication of simple ideas, repetition of exposure to customers,
ability to promote products available for sale nearby

 Disadvantages -- brevity of the message, short exposure time,

cannot target customer, public concern over aesthetics.

 Internet & Direct Mail

 Advantages – flexibility in reaching target audience, short lead
time, intense coverage, flexibility of format, complete information,
easy to personalize.

 Disadvantages -- high cost per person, dependency on quality of

mailing list, consumer resistance, may be considered as junk mail,
may be difficult and expensive to access mailing lists.

Induction
Induction is process meant to help the new employee to settle down quickly
into the job by becoming familiar with the people, the surroundings, the job, the
firm and the industry.
Induction is the process of acquainting the new employees with the existing
culture and practices of the new organization.

Induction Programme
Before designing induction programme firm need to decide four strategic
choice

 HR manager
 Health and safety advisor
 Training officer
 Department or line manager
 Supervisor
 Trade union or employee representative
 Formal Induction Programme

Points while implementing Induction

 Identify the business objectives and desired benefits.

 Secure early commitment
 Agree roles and responsibilities of different players in the process
 Engage staff prior to joining
 Have clear learning objectives for training sessions
 Respect the induction needs of different audiences
 Keep induction material up to date

Evaluation
  Feedback from whom who completed induction
 Retention rates
 Exit interviews
 Monitoring queries

Trends in Induction

 Chalk and talk session

 Questionnaire
 From practicalities to discussion about culture
 Using technologies like e-learning
 Team building exercise

Problem in induction

 To keep it simple
 Supervisor is not trained enough
 Employee get so much of information in short span of time
 Large no. of forms
 Employee is thrown into action too soon
 Wrong perception develop in short span

Advantages of Good Induction

 Employee retention.
 Create good impression
 It creates good adhesion
 It take less time to familiarise
 Less turnover ratio
 Increase productivity
 No chaos
 OBJECTIVES

1. The RECRUITMENT process of candidates.

2. Sources of RECRUITMENT

3.To study the selection process for the employees.

4.To study the effectiveness of RECRUITMENT and

SELECTION

5.Purpose and importance of Recruitment

6.Professional growth and development oppurtunities

7.Recognition from supervisors

 THE RESEARCH METHODOLOGY

The Research Methodology adopted for the study is based on survey.

Data from executives and staffs are obtained through
questinanaries.

The field study is conducted in FUJITSU INDIA Pvt.Ltd,Gurgaon-

Haryana.

In the collection of data,two sources are used:-

Primaray data

Data collected directly from staffs ,dealer, Team leader,

customers
 Secondary data

Data collected from analysis of past records, Magazines.

Informal interviews and internet are among the sources to

collect data and information.

ANALYSIS PROCEDURE

Analysis is about asking the right question and

breaking complex things into simple elements.

At first Samples are coleected from the

Executives and Non Executives cadre of employees. The
questinairre is designed to collect primary data from the
employees. Around 80 questions are being prepared and
circulated to obtain the objectives of the project work.

Most of the questions are designed with four point

scale namely highly,reasonably,to some extend and none.
Some of the questions are also kept specific to get the
requisite information or actual scenario of the company.

A total of 100 samples are collected of which it is

further divided into 3:7 ratios of executives and evaluated
with the help of a table and a pie diagram.

QUESTIONNARIES

asked to the

EXECUTIVES
 And

NON EXECUTIVES

Of the Company

1. The step contributing towards the Right Selection

of Executives.

Category Respondent Percentage

Internal Source 10 33%
External source 4 13%
Both 16 53%
Total 30 100%
2. WHAT SOURCE YOU ADOPT TO RECRUIT CANDIDATES

Category View of respondents Percentage

Employee referral 10 45%
Campus Interview 5 10%
Advertising 5 10%
Recruitment 10 35%
agencies
Total 30 100%
3. What tests you use during the process of
RECRUITMENT?

Category Respondent Percentage

Written 9 10%
Aptitude 8 30%
Personal Interview 13 60%
 Total 30 100%

4. How do you track the source of candidates?

Category Respondent Percentage

Manual 5 5%
Online 10 15%
Software 15 80%
Total 30 100%

5. Apart from the HR Manager, who all from the other

departments are required to get involved in
Interviewing process?
Category Respondent Percentage
Sales 5 20%
Administration 10 20%
HR Executives 15 60%
Total 30 100%

6. Does the company reimburse the traveling cost incurred

by the candidate for appearing in the interview?
Category Respondent Percentage
Yes 5 10%
No 5 15%
Depends, case to case 20 75%
basis
Total 30 100%

7. Do you take any technological support for the process

of RECRUITING?
Category Respondent Percentage
Telephone 15 70%
Video conferencing 10 20%
Online support 5 10%
Total 30 100%

8. . What kind of verifications you do in selecting

candidates?

Category Respondent Percentage

Educational qualifications 15 75%
Legal background check 5 5%
Professional background 10 20%
Reference check
Total 30 100%

9. Out of 100% recruitment that you did in the last fiscal

year, please determine which source generated what % of
candidates?
Category Respondent Percentage
Advertising 5 5%
Employee reference 15 15%
Recruitment agency 10 80%
Total 30 100%

10. Are you aware of the concept of RPO – Recruitment

Process Outsourcing
Category Respondent Percentage
Yes 11 55%
No 9 25%
Heard about it 10 20%
Total 30 100%

11. Recruitment and Selection of Executives depends on

Category Respondent Percentage
Directors 18 60%
Promotion 12 40%
Total 30 100%

12. Are you satisfied with the recruitment policy

adopted by the company
Category Respondant Percentage
Yes 15 50%
No 6 20%
Not completely 9 30%
Total 30 100%

13. Are you always ready to experience new recruitment

and selection policy of the company
Category Respondant Percentage
Yes 12 40%
No 9 30%
To some extend 9 30%
Total 30 100%

14.Why you want to join this job?

Category Respondant Percentage

Status 9 30%
Pay 15 50%
Job experience 6 20%
Total 30 100%

15. Do you think the environment organization plays a

vital role in recruitment
Category Respondant Percentage
Yes 3 10%
No 18 60%
To some extend 9 30%
Total 30 100%

16. Are you satisfied with the recruitment ans selection

procedure.
Category Respondant Percentage
Yes 18 60%
No 3 10%
To some extend 9 30%
Total 30 100%

17.What do you think is the best source of recruitment.

Category Respondant Percentage

Employee referral 18 60%
Advertisement 3 10%
Recruitment agency 9 30%
Total 30 100%

18. Do you think proper recruitment and selection

procedure is vital for the organization.
Category Respondant Percentage
Yes 15 50%
No 6 20%
Can’t say 9 30%
Total 30 100%

19. Do you think Training is essential after Recruiting

candidates.
Category Respondant Percentage
Yes 18 60%
No 6 20%
Sometimes 6 20%
Total 30 100%

20. What Communication mode is usually used for

Selection of new candidates.
Category Respondant Percentage
Internet 21 70%
Teleconferencing 6 20%
Online 3 10%
Total 30 100%

21. How often do you read the Agreement Policy note of

the organization.
Category Respondant Percentage
Always 15 50%
Sometimes 12 40%
Never 3 10%
Total 30 100%

22.How important is the background History of the

company.
Category Respondant Percentage
Strong 15 50%
Less 9 30%
Unaware 6 20%
Total 30 100%

23. Was your previous job helpful in getting Current Job

Category Respondant Percentage
Yes 18 60%
Not much 3 10%
To some extent 9 30%
Total 30 100%

24.How much Time is required to Recruit and Select the

candidates.
Category Respondant Percentage
1 week 18 60%
2 weeks 9 30%
3 weeks 3 10%
Total 30 100%

25. How Internal Recruitment within the organization is

better than External Recruitment.
Category Respondant Percentage
Save money 21 70%
No training required 6 20%
Experienced 3 10%
Total 30 100%

FINDINGS
 From the analysis,it is found that organization use the
practices like collecting, measuring and evaluating information about
candidates qualification for specified positions to increase the
likelihood of hiring individuals who have the right skills and abilities to
be successful in the target job.

 When filling a mid or senior level leadership position,

organizations are more likely to hire an external candidate than an
internal candidate.

 Most organizations plan to increase the money spent on both

recruiting and selecting candidates.

 In the next year, organizations are likely to change their

approach to recruitment. Selection practices are not likely to
change.

RECRUITMENT STRATEGIES

 The Internet and employee referrals are the most popular

and effective methods for recruiting.
  Organisations rely heavily on internal resources when
recruiting candidates.

SELECTION

 Nearly all organizations use resumes and application as part

of the selection process..

 Behaviour based interviews are widely used in selection

systems.

 Applicant testing and assessment are not widely used in

organizations.

FUTURE SELECTION PRACTICES

 In the future,Organisations will make much greater use of

behavior based interviewing.

DEVELOPMENT DIMENSIONS
  Technology will play a greater role in resume screening and
interviewing selection methods.

 In the next three years, organizations will make greater use

of testing methods for selection.

BEST SELECTION SYSTEMS

 Four practices distinguished effective selection from less

effective systems.

BARRIERS TO EFFECTIVE RECRUITMENT

 Findings and competing for qualified applicants are the main
barriers to effective recruiting and selection practices.

 Most candidates who refuse job offrs do so for reasons

related to compensation.

From the analysis,I found that Executives are aware of the

present recruitment and selection procedure followed in FUJITSU (IT)
company.

They mostly favour external source which includes

newspapers,employment exchange to the internal source of recruitment like
promotion.
 Executives are recruited mostly through examination conducted by
the company while the rest through promotions.

About 70% of the executives states that both written test and
interview equally contributes towards the right selection of candidates.

The company emphasis on performance and seniority for the

promotion of executives.It lays immence importance on efficiency and so
specialist professionals are preferred to a certain extent. Like Engineers,
Web designing Department.

The Annual Confidential report is prepared by immediate boss which

are taken into consideration while promoting employees.The report involves
annual track record, special performance and will be accordingly graded as
outstanding,very good, good, average, and below average.This also takes into
consideration whether the employees abide by prescribed rules and
regulations and general conduct of employees.

As per age limit, the eligibility criteria for recruitment is from 24 to

35 depending on the department of work.

Recruitment and selection conducted is effective in achieving

organizational goal and it can be said that the process is able to evaluate
the skill, quality and ability to a large extent.

From the analysis of Non Executives , I found that recruitment

are mainly through external sources. About 75% of the Non-
Executives are of the opinion that written test and Interview
equally contributes towards the right selection of candidates.Equal
importance is on performance and seniority for the promotion of
Non Executives.

As of the agency, advertisement plays a highly effective

role in recruitment and candidates are also able to gather
information about working conditions,benefits and career prospect
from internet or other advertisement given.

Recruitment and selection conducted is effective in

achieving organizational goal and it can be said that the process is
able to evaluate the skill, quality and ability to a large extent

CONCLUSION

The study of the company is to analyse the present

system of Recruitment and Selection of FUJITSU INDIA
Pvt.Ltd. is conducted as satisfactory one.
 Recruitment and Selection process is concerned with the
developing suitable techniques for attracting more candidates and
finding out the most suitable jobs.

It follows both centralized and decentralized system of

recruitment and selection and is reasonably effective in achieving
organizational purpose.But,it is felt that in certain cases improvement
may be quest out to equip with the modern technology.

There must be coordination among departments so that they can

serve the nation better.This will enhance the customers service,
increase the effectiveness of employees in reaching organizational
goal and add profit to the organization

Therefore it can be opined that proper RECRUITMENT and

SELECTION is an indispensable part and basic key to the success of
an organization.

RECOMMENDATION

Recruitment and Selection process is concerned with the

developing suitable techniques for attracting more candidates and
finding out the most suitable jobs. Though the Recruitment and
Selection process of FUJITSU (IT) is reasonably satisfactory but
still it can be improved

• The present system of Recruitment and Selection should get

more exposure.To draw special attention, recruitment
advertisement must be made through local channels.

• Introduction of necessary changes for enhancing the quality of

recruitment and selection as required from time to time.

• Keeping with the competitiveness of the world , attitudes and

behavior of people in public relation must be changed and
updated towards customers.

• Periodically review and upgrade the criteria for psychology test

for safety categories.

• Review “Recruitment rules” for induction of executives and

staffs.

There must be coordination among departments so that they can

serve the nation better.This will enhance the customers service,
increase the effectiveness of employees in reaching organizational
goal and add profit to the organization
RECRUITMENT PROCESS: THE ‘HEART’ OF HUMAN RESOURCES
MANAGEMENT
 Research points to the importance of good recruitment systems in the

organizations. The 1980s brought downsizing, organizations were becoming too

effective for their numbers of employees employed by them. Most problems

concerning Human resources commences when recruitment is not handled

properly. Resignations, low motivation, poor performance may be due to incorrect

procedures in the recruitment process.

The importance of good recruitment at technical and managerial levels

and the implications that are encountered as a result of ad hoc recruitment

processes. Recruitment is a responsibility of every manager in the Organization.

The article is divided into five sections namely: Definition of recruitment;

Purposes and Policies of Recruitment; Deficiencies and Problems; Advertisements

and Job descriptions; Implications and finally the Summary of this discussion.
PART III

APPENDIX
Respected sir/madam,

This is to inform you that I Pushpa Shekhawat,

a student of Master of Business Administration(4th sem-HR) under
Sikkim Manipal University of Health, Medical and Technological
Sciences wants to do a project on FUJITSU company as my summer
project on the topic “Recruitment and Selection of the Executives
and Staffs of FUJITSU company” for which I would be requiring your
feedback. The information will be used only for educational purpose.
I would appreciate if you kindly provide the
information below.

Thanking you,

Date:-20.05.2010 Pushpa Shekhawat

Dept:- MBA(4th sem-HR)

Designation:- Third Eye College

Reg.No: 520872192

BIBLIOGRAPHY
• HUMAN RESOURCE MANAGEMENT -Sikkim Manipal
University

• Manpower Planning And Resourcing - Sikkim Manipal University

(Recruitment and Selection)

• INTERNET

FUJITSU PROFILE

http://www.fujitsu.com/global/about/profile/

http://www.fujitsu.com/global/about/profile/philosophy/

http://www.fujitsu.com/global/worldwide/asia/India.html