A

RESEARCH PROJECT ON Study of Recruitment and Selection Process of HERO HONDA Pvt. Ltd. OF

HERO HONDA PVT. LTD

Submitted For the Partial Fulfillment of Post Graduate Diploma in Management

(2009 - 2011) At

Submitted to: Prof. P.K. Agarwal (Director) IIMT PROFESSIONAL COLLEGE MEERUT Under the Guidance of: Ms. Swati Gupta Assistant Lecturer

Submitted By: Babita Singh PGDM- IV Semester Roll. No.: M09014

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DECLARATION

I Babita singh, a student of PGDM, IIMT PROFESSIONAL COLLEGE, MEERUT that the research project report titled Study of Recruitment and Selection Process of HERO HONDA

Pvt. Ltd is my original work.

Place: Meerut

Date:

Babita singh

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ACKNOWLEDGEMENT

One of the most pleasant aspects of writing an acknowledgement is the opportunity to thank all those who have contributed to it. Unfortunately, the list of expression of gratitude- no matter how extensive is always incomplete and inadequate. This acknowledgement is no exception.First of all, I wish to express my sincere gratitude to Faculty Guide, IIMT Professional College, Meerut, for giving me opportunity to do research under her profound guidance. Because of her inspiring guidance, motivation, positive criticism, continuous encouragement and untiring supervision this work could be brought to its present shape. I would like to thank all of them who in one way or the other have helped me. Babita singh

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PREFACE
This research Project was started with making to meet with the customers and seek information through questionnaire and in formal interview, finally converting that leads into potential business. In the process I used to face a lot of queries and arguments regarding the quality and brand image of the chocolates. This conclusion drawn is based on the observations and facts collected from the respondents and from the various sources of primary data as well as secondary data. As a whole, my efforts were to give a consolidated picture for the study. I expect my work would at least act as a source further scope to the company, with this I whole heartily hand over my project hours to you.

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TABLE OF CONTENT
S. no 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Co nt ent s Dec lar a tio n Acknowledgement i ii

P r ef ace I n tr o d uct io n o f t he T o p i c
Objective s of the project

ii i

Hi sto r y o f t h e H er o Ho n d a Co mp a n y p r o fi le Re cr ui t me n t a nd se le cti o n p ro ce ss o f t h e co mp a n y Re se ar c h me t ho d o lo g y Dat a a na l ys i s a nd i n terp reta tio n s Fi nd i n gs S u g ge st io n s Li mi ta tio n s Co nc l u sio n B ib lio gr ap h y An n e x ur e

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INTRODUCTION OF THE TOPIC

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INTRODUCTION OF THE TOPIC

INTRODUCTION OF THE RECRUITMENT
Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel. Right person for the right job is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower. 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 recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. 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. Need for recruitment: The need for recruitment may be due to the following reasons / situation:

Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labor turnover. 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.

The purpose of it is to provide an Organization with a pool of qualified candidates. Its specific purposes are as follows:
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To assist augment the success rate of selection process by reducing the numbers of obviously under-qualified and over-qualified applicants. Determine the present and future requirements of the organization in conjunction with its personnel-planning and job analysis activities. Increases the pool of job candidates at minimum cost.
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Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workplace.

INTRODUCTION OF SELECTION
Selection is the process of picking individuals (out of the pool of job applicants ) with requisites qualifications and competence to fill in the organization. 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 PROCESS Selection is along process, commencing from the preliminary interview of the applicants and ending with the contract of employment. Effective selection process which ensures that only the best candidates are presented to clients on a short list of two or three. These candidates will be fully briefed by us, interviewed and immediately available. Our

selection process yields candidates who fit our clients' requirements so well that a large proportion of our enquiries result in a successfully staffed project. Clients often are so satisfied they ask candidates to stay longer than the originally estimated time.

STEPS IN SELECTION PROCESS: Preliminary Interview Selection Test Interview Reference Check Selection Decision Physical Examination Job Offer

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OBJECTIVES OF THE RESEARCH

1. To study the importance of recruitment and selection policy for the organization.. 2. To study that which rule is being followed by the management for selecting the best candidate. 3. To find out the best source for recruitment and selection process in HERO HONDA. 4. To know the best method for recruitment and selection process in HERO HONDA.

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SCOPE OF THE STUDY

The project will help the organization to know the preference of the people about products & companies. The study is designed & focused primarily on identification of its core competitors & enhancing efforts brand towards brand repositioning in present & in future. Competition is the basic element of a free enterprise system. The interest of both the organization & the customers are better served when there are choices available in the market. Competition encourages progress & product development. It forces organization to be more innovative & productive. A researcher or scientific researcher is someone who is professionally engaged in scientific research, technological research or research. A questionnaire was prepared for the responses of the respondent. The questionnaire was designed on the primary objections were of both ended & close ended type. 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 recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. 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.

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HISTORY of HERO HONDA

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History of HERO HONDA

Hero Honda Motors Limited is a two wheeler manufacturer based in India. Hero Honda is a joint venture between the Hero Group of India and Honda of Japan. The company is the largest two wheeler manufacturer in India. The 2006 Forbes 200 Most Respected companies list has Hero Honda Motors ranked at 108. In 2010, it was reported that Honda planned to sell its stake in the venture to the Munjal family.Hero is the brand name used by the Munjal brothers for their flagship company Hero Cycles Ltd. A joint venture between the Hero Group and Honda Motor Company was established in 1984 as the Hero Honda Motors Limited At Dharuhera India. Munjal family and Honda group both own 26% stake in the Company. In 2010, it was reported that Honda planned to sell its stake in the venture to the Munjal family. During the 1980s, the company introduced motorcycles that were popular in India for their fuel economy and low cost. A popular advertising campaign based on the slogan 'Fill it - Shut it - Forget it' that emphasised the motorcycle's fuel efficiency helped the company grow at a double-digit pace since inception. The technology in the bikes of Hero Honda for almost 26 years (19842010) has come from the Japanese counterpart Honda Hero Honda has three manufacturing facilities based

at Dharuhera, Gurgaon in Haryana and at Haridwar in Uttarakhand. These plants together are capable of churning out 3 million bikes per year. Hero Honda has a large sales and service network with over 3,000 dealerships and service points across India. Hero Honda has a customer loyalty program since 2000, called the Hero Honda Passport Program.

Company Performance
During the fiscal year 2008-09, the company sold 3.7 million bikes, a growth of 12% over last year. In the same year, the company had a market share of 57% in the Indian marke. Hero Honda sells more two wheelers than the second, third and fourth placed twowheeler companies put together. Hero Honda's bike Hero Honda Splendor, the world's largest-selling motorcycle for the years 2001-2003, selling more than one million units per year.

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Hero Honda bike Models

Achiever Ambition 133, Ambition 135 CBZ, CBZ Star, CBZ Xtreme CD 100, CD 100 SS, CD Dawn, CD Deluxe, CD Deluxe (Self Start) Glamour, Glamour F.I Hunk Karizma, Karizma R, Karizma ZMR FI Passion, Passion+, Passion Pro Pleasure Splendor, Splendor+, Splendor+ (Limited Edition), Super Splendor, Splendor NXG,Splendor PRO

Termination of Hero and Honda joint venture

In December 2010, the Board of Directors of the Hero Honda Group have decided to terminate the joint venture between Hero Group of India and Honda of Japan in a phased manner. The Hero Group of India would buy out the 26% stake of the Honda in JV Hero Honda. Under the joint venture Hero Group could not sell into international markets and the termination would mean that Hero Group can exploit global opportunities now. Since last 25 years the Hero Group relied on their Japanese partner Honda for R & D for new bike models. So there are concerns that the Hero Group might not be able to sustain the performance of the Joint Venture alone.

CBZ

The Hero Honda CBZ (pronounced CeeBeeZee) is the latest offering from Hero Honda for the Indian market. With a 156cc engine, the company claims that the bike has a top
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speed of 100kph within 5.6 seconds. Though the bike has the largest displacement engine, its top speed doesnt match up to many of its competitors. In all other respects, it is a bit too early to decide whether the CBZ will sell in the same numbers as the Splendor. Though the initial market response has been good, only time will be the final arbiter. Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed Engine Displacement : 156cc Tachometer : Yes Max Power : 12.8b hp@8000 rpm Wheel base: 1,330mm Ground Clearance: 160mm Ignition : Electronic CDI Dry Weight: 140kg Fuel tank Capacity: 12.5itres Battery: 12V Max Torque: 1.26kgm@6500rpm Bore x stroke: 63.5mmx49.5mm Max Speed: 120kph Front Tyre size : 3.25x19" Rear Tyre size: 3.50x19"

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Splendor

A combination of style and economy makes the Splendor is a bike worth investing in. The latest from the Hero Honda factory offers both performance and looks. It has good looks, excellent handling characteristics and a smooth drive over any type of terrain, thanks to the changes in the suspension at front and near as well as the new frame design. All these features contribute to the Splendor being one of the best selling four stroke-twowheelers in India. It also meets all the current pollution standards. A healthier beat, springy ride and overall low maintenance has aided in the record-breaking sales of this bike. Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed Engine Displacement : 97.2cc Tachometer : No Max Power : 7.2b hp@8500 rpm Wheel base : 1,230mm Ground Clearance : 159mm Ignition : Electronic Dry Weight : 100.3kg Fuel tank Capacity : 10.5itres Battery : 12V

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F/R suspension : Tel Hydraulic fork R/R suspension : Swing arm and Hydraulic damper Max Speed : 90kph Front Tyre size : 2.75x18" Rear Tyre size : 2.75x18"

Street 100
The Street 100 is Hero Motor's latest two-wheeler on offer in the step-through category. The Hero Honda Street 100 is equipped with unique features like city-clutch, which is designed specially for city driving. It has rotary gears, which allow the rider to flip directly from the fourth gear to neutral once the bike has come to a halt, a must for the present stop-and-go traffic. A self-starter button comes as an option. The Street can be purchased with a variety of seat layouts and has options like a water pump, spray can, larger luggage tray, etc. Its major competitor is the much cheaper K4 from Kinetic. Major plus points that justify the higher price are the centrifugal clutch and the rotary gears. However, the liberal use of plastics negates much of the feel good factor and has hindered sales to a large extent. Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed

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Engine Displacement : 97.2cc Tachometer : N/A Max Power : N/A Wheel base : 1,205mm Ground Clearance : 133mm Ignition : Electronic Dry Weight : 101kg Fuel tank Capacity : 11litres Battery : 12V F/R suspension : Telescopic R/R suspension : Swing arm and Hydraulic dampers Max Speed : N/A Front Tyre size : 2.25x17" Rear Tyre size : 2.50x17"

CD100SS

The CD100SS is designed for those who live life in the fast lane, rough and tough, for those who would love to take a bike on the stumbling village roads. It shares almost all components with the CD100, except for the additional reinforcement. With larger, reinforced shock absorbers, wider tyres, heavier body weight and engine guard, the Hero
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Honda CD 100 SS weights slightly more, resulting in some cut down in the fuel economy it offers. Minor problems of the CD100 have been rectified in the SS model. If you wish to ride into the hinterland, this is the bike for you. Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed Engine Displacement : 97.2cc Tachometer : No Max Power : 7.0bhp@8000rpm Wheel base : 1,220mm Ground Clearance : 165mm Ignition : Electronic Dry Weight : 103kg Fuel tank Capacity : 10.1litres Battery : 12V F/R suspension : Tel Hydraulic fork R/R suspension : Swing arm and Hydraulic damper Max Speed : 85kph Front Tyre size : 2.57x18" Rear Tyre size : 3.00x18"

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Engine Displacement Clutch type Clutch Primary Clutch Secondary Transmission Final Drive Ignition Starting Frame Suspension (Front) Suspension (Rear) Dimensions (LxWxH) Wheel Base

4-stroke, single cyclinder, air-cooled 97.2cc Manual Multi-plate wet 4-speed constant mesh Roller chain Electronic Kick starter T-Bone type Telescopic hydraulic fork Swing-arm with hydraulic dampers 1885x770x1060mm 1210mm

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Ground Clearance Dry Weight Tyres:Front/Rear Max.Power Max.Speed Fuel Tank Capacity

135 mm 95 kg 2.50"x18"/2.75"x18" 7.0 PS @ 8000 rpm 85 Kmph 10.1 ltr(1.3 ltr reserve)

Ambition 135
Features: Engine Displacement Maximum Power Maximum Speed 4 stroke 133 cc 11 BHP / 11.15 PS @ 8000 rpm 100 KMPH

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Gears Frame Tyres: (Front) Tyres: (Rear) Headlight Fuel Efficiency

5 Tubular single cradle, diamond type 2.75 X 18 3.00 X 18 Trapezoidal 35 / 35 W 55 KMPL

KARIZAMA
If you look at the 223c mill of the Karizma, you can make out the familiar streak that runs through the engines on the CBZ and the Ambition. No prizes on this count as to the reason but the 223cc Karizma engine represents - for the moment - the maximum capacity this modular design theme can be taken to. The crankcase is of virtually the same size though the covers do have some detail differences and the engine mounts are the same as in the other two bikes and completing the picture are the scaled-up barrel (with an additional fin) and head. The single overhead cam motor features slightly undersquare cylinder dimensions with a 65.5mm bore and a 66.2mm stroke to give a 223cc swept volume. Hero Honda has designed in the latest convex-type combustion chamber (compression ratio being 9.0 : 1) for silent running and good power delivery
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while also giving it the latest Keihin VE 3EA constant vacuum type carburettor which also packs in the CCVI switch. The CCVI term stands for carb-controlled variable ignition timing which as it suggests actuates - via throttle position - one of two ignition maps, for low and high speed operation. This was one area which disappointed appreciably in the CBZ wherein the engine sounded and felt harsh as one went past the middle range but here this detail has eliminated such a glitch completely. Just for the record, the 223cc engine gets the latest version of Honda's AMI (advanced microprocessor ignition) system which incorporates a threetier, multi-stage digital location system. The all aluminium alloy engine (with pressed-in steel liner) features an automatic cam chain tensioner, an air cut off valve (to prevent afterburning in the exhaust muffler) and like on the CBZ and Ambition, an air injection valve to keep tail pipe emissions in check. With all this and the extra cubic capacity, the Karizma engine develops 16.76bhp at 7000rpm and 18.35Nm of torque at 6000rpm. This is about 2bhp and 5Nm more than what the Pulsar 180 makes but the reasoning is that the engine had to be stressfree and this fact holds true when out on the roads. Transmission is via a five-speed gearbox which has had its final drive ratios revised from those in the CBZ. A stronger multiplate clutch is used to take care of the enhanced power and torque figures. This time round Hero Honda has not faulted and equipped the engine withan electric starter even though the kick starter to be actuated requires the front right footrest to be folded out of the way.

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ENGINE TRANSMISSION

PASSION PLUS
Features : Displacement 97.2 cc

Maximum Power 7.5 Ps at 8000 rpm Gear Box Clutch Max. Speed Frame Suspension (Front) Suspension (Rear ) 4 Speed Constant Mesh Multi-Plate Wet Type 85 Kmph. Tubular Double Cradle

Telescopic Hydraulic Fork

Swing Arm with 5 step adjustable hydraulic damper.

Tyre Size (Front ) 2.75 * 18- 4 PR /42 P Tyre Size (Rear ) Brakes (Front) 3.00*18-4/6 PR Internal Expanding Shoes Type

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(130mm)/ Hydraulic Disc Type (Optional) Brakes (Rear) Final Drive Battery Ignition Starting Wheelbase Internal Expanding Shoes Type (130 mm) Roller Chain 12 V-2.5 Ah Electronic CDI Kick Starter 1235 mm

Ground Clearance 160mm Length Width Height Kerb Weight Fuel Capacity Head light Tank 1980 mm 720 mm 1060 mm 116 kgs.

12.8 litres (Reserve 1.1 litres)

Halogen Bulb 35 W / 35 W

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Company profile

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Company profile
Hero Honda Motors Ltd. is the world's largest manufacturer of two wheelers, based in India. The company is a joint venture between India's Hero Group and Honda Motor Company, Japan that began in 1984. In 2001, the company achieved the coveted position of being the largest two-wheeler manufacturing company in India and the World No.1 two-wheeler company in terms of unit volume sales in a calendar year by a single company. Hero Honda has retained that coveted position till date.

Today, every second motorcycle sold in the country is a Hero Honda bike. Every 30 seconds, someone in India buys Hero Honda's top-selling motorcycle Splendor. Vision The Hero Honda story began with a simple vision the vision of a mobile and an empowered India, powered by Hero Honda. This vision was driven by Hero Hondas commitment to customer, quality and excellence, and while doing so, maintaining the highest standards of ethics and societal responsibilities. Hero Honda believes that the fastest way to turn that dream into a reality is by remaining focused on that vision. Strategy Hero Hondas key strategy has been driven by innovation in every sphere of activity building a robust product portfolio across categories, exploring new markets, aggressively expanding the network and continuing to invest in brand building activities. Manufacturing Hero Honda bikes are manufactured across three globally benchmarked manufacturing facilities. Two of these are based at Gurgaon and Dharuhera which are located in the state of Haryana in northern India. The third and the latest manufacturing plant is based at Haridwar, in the hill state of Uttrakhand, Technology In the 1980s Hero Honda pioneered the introduction of fuel-efficient, environment friendly four-stroke motorcycles in the country. Today, Hero Honda continues to be technology pioneer. It became the first company to launch the Fuel Injection (FI) technology in Indian

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motorcycles, with the launch of the Glamour FI in June 2006. Products Hero Honda's product range includes variety of motorcycles that have set the industry standards across all the market segments. The company also started manufacturing scooter in 2006. Hero Honda offers large no. of products and caters to wide variety of requirements across all the segments.

Distribution The company's growth in the two wheeler market in India is the result of an intrinsic ability to increase reach in new geographies and growth markets. Hero Honda's extensive sales and service network now spans close to 4500 customer touch points. These comprise a mix of authorized dealerships, Service & Spare Parts outlets, and dealer-appointed outlets across the country. Brand The company has been continuously investing in brand building utilizing not only the new product launch and new campaign launch opportunities but also through innovative marketing initiatives revolving around cricket, entertainment and groundlevel activation.

Hero Honda has been actively promoting various sports such as hockey, cricket and golf. Hero Honda was the title sponsor of the Hero Honda FIH Hockey World Cup that was played in Delhi during Feb-March 2010. Hero Honda also partners the Commonwealth Games Delhi 2010. 2009-10 Performance Total unit sales of 46,00,130 two-wheelers, growth of 23.6 per cent Total net operating income of Rs. 15860.51 Crores, growth of 28.1 per cent Net profit after tax at Rs. 2231.83 Crores, growth of 74.1 per cent Final dividend of 1500% or Rs. 30 per share on face value of each share of Rs. 2 EBIDTA margin for the year 17.4 per cent

Hero Honda CD-dawn

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Hero Honda CD-dawn (97.20 cc)

Hero Honda CD Dawn is a beginner's bike well tested on Indian roads and proven in city conditions. Hero Honda CD Dawn is a no-nonsense bike that's all about price and utility. New bikes have showroom prices of around Rs. 32,000 and on-road prices of around Rs. 37,000 at Ahmedabad. Currently, Delhi has the lowest, and Chennai the highest on-road prices for Hero Honda CD-dawn. Hero Honda CD-dawn bike prices vary upon the two-wheeler dealer's location. Hero Honda CD-Deluxe

Hero Honda CD-Deluxe (97.20 cc)

Hero Honda CD Deluxe is a good beginner's bike and convenient for city conditions. Hero Honda CD Deluxe sales have grown by 23 per cent between January-September 2007, within which time the industry actually declined by 14 per cent in the entry segment. New bikes in this series have a showroom price ranging from around Rs. 36,000 to around Rs. 41,000
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inclusive of all charges like insurance, octroi, RTO, etc. Hero Honda CD-Deluxe prices vary with the two-wheeler dealer's location. Currently, Delhi has the lowest, and Bangalore the highest on-road prices for Hero Honda CD-Deluxe. Hero Honda CD-Deluxe bike prices vary upon the two-wheeler dealer's location. Hero Honda Splendor Plus

Hero Honda Splendor Plus (97.20 cc) Hero Honda Splendor Plus is one of the largest selling bikes in India. It sports several improvements over the old splendor. At the showroom, this bike costs around Rs. 40,000 with an on-road price of around Rs. 45,000. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda Splendor Plus. For Hero Honda Splendor Plus bike prices vary upon the two-wheeler dealer's location. Hero Honda Splendor NXG

Hero Honda Splendor NXG (97.20 cc) The Hero Honda Splendor NXG is a new age bike in Hero Honda's 100 cc stable. Stunning looks, economic performance, and a multitude of features backed by Hero Honda's reliable support network, makes this a good choice for the city commuter. The Hero Honda Splendor NXG is now available at a showroom price of around Rs. 42,000 with an on road price of

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around Rs. 48,000 including supplementary charges. Currently, Delhi has the lowest, and Bangalore the highest on-road price for Hero Honda Splendor NXG. Currently, Delhi has the lowest, and Chennai the highest on-road prices for Hero Honda Splendor NXG. Hero Honda Splendor NXG bike prices vary upon the two-wheeler dealer's location. Hero Honda Passion Plus

Hero Honda Passion Plus (97.20 cc) The Hero Honda Passion Plus is a bike meant for the executive city commuter. This improved version of the Hero Honda Passion comes with several improvements over its earlier versions and gives an easy ride and easy handling. New bikes have showroom prices of around Rs. 42,700 and on road prices of around Rs. 48,200 at Ahmedabad. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda Passion Plus. Hero Honda Passion Plus bike prices vary upon the two-wheeler dealer's location. Hero Honda Super Splendor

Hero Honda Super Splendor (124.70 cc) Hero Honda Super Splendor is not a bike to race with, but one you can depend on to get you to your destination and back in the city safely and economically. New bikes in this series have a showroom price ranging from around Rs. 45,000 to around Rs. 51,000 inclusive of all charges

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like insurance, octroi, RTO, etc. Hero Honda CD-Deluxe prices vary with the two-wheeler dealer's location. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda Super Splendor. Hero Honda Super Splendor bike prices vary upon the twowheeler dealer's location. Hero Honda Glamour

Hero Honda Glamour (125 cc) The new Hero Honda Glamour looks all the better with enhanced graphics and other details and continues to sell to the discerning. At the showroom, this bike costs around Rs. 48,000 with an on-road price of around Rs. 55,000. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda Glamour. Hero Honda Glamour bike prices vary upon the two-wheeler dealer's location.

Hero Honda Glamour FI (125 cc.) The Hero Honda Glamour FI 125 cc, built after the existing Glamour 125 cc, is a technological trendsetter in two wheelers. The Hero Honda Glamour FI 125 cc is now available at a showroom price of around Rs. 52,000 with an on road price of around Rs. 58,500 including supplementary charges. Currently, Delhi has the lowest, and Bangalore the highest on-road prices for Hero Honda Glamour FI. Hero Honda Glamour FI bike prices vary upon the twowheeler dealer's location. Hero Honda Achiever

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The Hero Honda Achiever has made a comeback in a new 2007 avatar with definite improvements over its 2006 model. New bikes have showroom prices of around Rs. 55,000 and on road prices of around Rs. 61,500 at Ahmedabad. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda Achiever. Hero Honda Achiever bike prices vary upon the two-wheeler dealer's location.

Hero Honda CBZ Xtreme

Hero Honda CBZ Xtreme (Kick Start) The Hero Honda CBZ Xtreme has little in common with its earlier version the Hero Honda CBZ except a similar headlamp. New bikes in this series have a showroom price ranging from around Rs. 55,500 to around Rs. 62,000 inclusive of all charges like insurance, octroi, RTO, etc. Hero Honda CD-Deluxe prices vary with the two-wheeler dealer's location. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Honda CBZ Xtreme (Kick Start). Honda CBZ Xtreme (Kick Start) bike prices vary upon the two-wheeler dealer's location.

Hero Honda CBZ Xtreme (Self Start) The Hero Honda CBZ Xtreme has little in common with its earlier version the Hero Honda CBZ except a similar headlamp. At the showroom, this bike costs around Rs. 57,500 with an

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on-road price of around Rs. 64,300. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda CBZ Xtreme (Self Start). Hero Honda CBZ Xtreme (Self Start) bike prices vary upon the two-wheeler dealer's location. Hero Honda Hunk

Hero Honda Hunk (Kick Start)

New bikes have showroom prices of around Rs.55,000 and on road prices of around Rs.60,000 at Ahmedabad. Hero Honda Hunk (Kick Start) bike prices vary upon the two-wheeler dealer's location.

Hero Honda Hunk (Self Start)

New bikes have showroom prices of around Rs. 57,000 and on road prices of around Rs. 60,000 at Delhi. Hero Honda Hunk(Self Start) bike prices vary upon the two-wheeler dealer's location. Hero Honda Karizma

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Hero Honda Karizma

The Hero Honda Karizma may be the most modern bikes presently on Indian roads today. New bikes have showroom prices of around Rs. 74,000 and on road prices of around Rs. 82,000 at Ahmedabad. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda Karizma. Hero Honda Karizma bike prices vary upon the two-wheeler dealer's location. Hero Honda Pleasure

Hero Honda Pleasure (102 cc)

The Hero Honda Pleasure has made its name in the scooterette's market, being fitted with features meant specifically for the modern woman. New bikes in this series have a showroom price ranging from around Rs. 36,700 to around Rs. 41,700 inclusive of all charges like insurance, octroi, RTO, etc. Hero Honda CD-Deluxe prices vary with the two-wheeler dealer's location. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero Honda Pleasure. Hero Honda Pleasure scooter prices vary upon the two-wheeler dealer's location.

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RECRUITMENT and SELECTION PROCEDURE IN HERO HONDA

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RECRUITMENT AND SELECTION PROCEDURE IN HERO HONDA

Human resource is a most valuable asset in the Organization. Profitability of the Organization depends on its utilization. If their utilization is done properly Organization will make profit otherwise it will make loss. If a good dancer appointed as a Chief Executive Officer of a Company, he may not run the business. So right man should be procured at right place in right time, otherwise their proper utilization may not be done. To procure right man at right place in right time, some information regarding job and job doer is highly essential. These information are obtained through Job Analysis, Job Descriptions, Job Specifications. HCL procure manpower in a very scientific manner . It gets information by use of these important documents like Job Analysis, Job Descriptions and Job Specifications. recruitment may be unsuccessful. Without these

Before recruit a person all information regarding job,

working conditions, duties and responsibilities of job doer, Skills experiences qualifications of an employee to do the particular job is highly essential. To obtain the pertinent information regarding job, duties, responsibilities, working conditions, skill efficiency, education and experience of the employee, HCL, gets the help of Job analysis, job description and job specifications. RECRUITMENT PROCESS Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, viz, Planning. Strategy development. Searching. Screening. Evaluation and control.

The ideal recruitment programme is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organisation,
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when offered. Recruitment programmes can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organisation or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work.

STAGE 1:
RECRUITMENT PLANNING: The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set of objectives or targets that specify the (1) Numbers and (2) Types of applicants to be contacted. Numbers of contact: Organization, nearly always, plan to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Programme is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people. Types of contacts: It is basically concerned with the types of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.

STAGE 2:
STRATEGY DEVELOPMENT: When it is estimated that what types of recruitment and how many are required then one has concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and selection devices. (3). Geographical distribution of labour markets comprising job seekers.
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(4). Sources of recruitment. (5). Sequencing the activities in the recruitment process.

Make or Buy: Organisation must decide whether to hire le skilled employees and invest on training and education programmes, or they can hire skilled labour and professional. Essentially, this is the make or buy decision. Organizations, which hire skilled and professionals shall have to pay more for these employees. Technological Sophistication: The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and ob seekers a wider scope of options in the initial screening stage. Where to look: In order to reduce the costs, organisations look in to labour markets most likely to offer the required job seekers. Generally, companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue-collar employees. When to look: An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants.

STAGE 3:
SEARCHNG: Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two steps

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A). Source activation and B). Selling. A). SOURCE ACTIVATION: Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified that vacancy does exist or will exist. If the organisation has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes. The application received must be screened. Those who pass have to be contacted and invited for interview. Unsuccessful applicants must be sent letter of regret. B). SELLING: A second issue to be addressed in the searching process concerns communications. Here, organisation walks tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues. In selling the organisation, both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be stated that effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of medium or media needs to be done with a lot of care.

STEP 4:
SCREENING: Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition on recruitment, we quoted in the beginning of this chapter, excludes screening from its scope. However, we have
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included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutinized and short-listed. Hiring of professors in a university is a typical situation. Application received in response to advertisements is screened and only eligible applicants are called for an interview. A selection committee comprising the Vicechancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later. Purpose of screening The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must be exercised, however, to assure that potentially good employees are not rejected without justification. In screening, clear job specifications are invaluable. It is both good practice and a legal necessity that applicants qualification is judged on the basis of their knowledge, skills, abilities and interest required to do the job. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application blanks may be used to screen walk-ins. Campus recruiters and agency representatives use interviews and resumes. Reference checks are also useful in screening.

STAGE 5:
EVALUATION AND CONTROL: Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: Salaries for recruiters. Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth. The cost of advertisements or other recruitment methods, that is, agency fees.

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Recruitment overheads and administrative expenses. Costs of overtime and outsourcing while the vacancies remain unfilled. Cost of recruiting unsuitable candidates for the selection process.

1.4 EVALUATION OF RECRUITMENT PROCESS The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. Keeping this objective in the mind, the evaluation might include: Return rate of application sent out. Number of suitable candidates for selection. Retention and performance of the candidates selected. Cost of the recruitment process Time lapsed data Comments on image projected.

60-Second Guide to Hiring the Right People 0:60 Define the Duties: To find promising employees, you must first determine what you want them to do. Carefully consider all direct and associated responsibilities and incorporate them into a written job description. Be careful with general titles such as typist or sales clerk, as they have different meanings to different people. 0:49 and What it Takes to do Them: Fulfilling these responsibilities will require some level of skill and experience, even if it is an entry-level position. Be reasonable about your expectations. Setting the bar too high may limit your available talent pool; setting it too low risks a flood of applications from those unqualified
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for the job. 0:37 Make it Worth their While: Likewise, you dont want to be overly generous or restrictive about compensation. State and local chambers of commerce, employment bureaus and professional associations can help you determine appropriate wages and benefits. Scanning descriptions of comparable jobs in the classified ads and other employment publications will also provide clues about prevailing wage rates.

0:38 Spread the Word: How you advertise your job opening depends on who you want to attract. Some positions are as easy to promote as posting a help wanted sign in your store window or placing an ad in your local newspaper. 0:25 Talk it Over: Because you have clearly defined the role and requirements, you should have little difficulty identifying candidates for interviews. Make sure you schedule them when you have ample time to review the resume, prepare your questions and give the candidate your undivided attention. After the interview, jot down any impressions or key points while theyre still fresh in your mind. 0:12 Follow-up on Interviews: You want to believe your candidates are being honest, but never assume. Contact references to make sure youre getting the facts or to clear up any uncertainties. Professional background checks are a wise investment for highly sensitive positions. RECRUITMENT PROCESS FLOW CHART

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BACKGROUND CHECKS we ask that you attach to this a photocopy of your drivers licensee. An envelope will be provided so that you can hand in your signed consent form and photocopied licensee at the security desk before you depart. Should you not have a photocopy of your licensee, please let the panel know so that we can organize this for you.

We will not perform these checks until you have been selected to proceed in the recruitment process. All offers of employment are subject to satisfactory probity checks. APTITUDE TEST Depending on the role, you may be required to participate in a selection of aptitude tests. are carefully chosen to further assist us in determining your suitability for the role and typically include numeric reasoning, verbal reasoning and an occupational personality questionnaire. The results of these tests are assessed by qualified psychologists and compared against industry norms that are relevant to the criteria being assessed. FEEDBACK We aim to provide feedback regarding your interview performance generally within five working days. We offer open and honest feedback and encourage you to do the same so that we can continue to evaluate and improve our recruitment process.

SELECTION
Selection is the process of picking individuals (out of the pool of job applicants ) with requisites qualifications and competence to fill in the organization. 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. DEFINITION It is the process of differentiating between applicants in order to identify ( and hire) with a greater likelihood of success in a job.

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SELECTION PROCESS Selection is along process, commencing from the preliminary interview of the applicants and ending with the contract of employment. Eeffective selection process which ensures that only the very best candidates are presented to clients on a short list of two or three. Our selection process yields candidates who fit our clients' requirements so well that a large proportion of our enquiries result in a successfully staffed project.

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 applicants 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

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given. Questions have been prepared and tested for such trades as asbestos worker, punch-press operators, electricians and machinists. There are, of course, many unstandardised achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position. 2). Aptitude test: Aptitude tests measure whether an individuals 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 persons 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. Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help to detect positive negative points in a persons sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work. Forms of aptitude test: Mental or intelligence tests: They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems. Mechanical aptitude tests: They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc. Psychomotor or skills tests: They are those, which measure a persons ability to do a specific job. Such tests are
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conducted in respect of semi- skilled and repetitive jobs such as packing, testing and inspection, etc.

3). Intelligence test: This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities. 4). Interest Test: This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a persons interest. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees. These tests are used to measure an individuals activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes. 5). Personality Test: The importance of personality to job success is undeniable. Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people. It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role. Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer. 6). Projective Test: This test requires interpretation of problems or situations. For example, a photograph or a
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picture can be shown to the candidates and they are asked to give their views, and opinions about the picture. 7). General knowledge Test: Now days G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs. 8). Perception Test: At times perception tests can be conducted to find out beliefs, attitudes, and mental sharpness.etc. 9). Graphology Test: It is designed to analyze the handwriting of individual. It has been said that an individuals handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential. 10). Polygraph Test: Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewellery shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful. 11). Medical Test: It reveals physical fitness of a candidate. With the development of technology, medical tests have become diversified. Medical servicing helps measure and monitor a candidates physical resilience upon exposure to hazardous chemicals. CHOOSING TESTS: The test must be chosen in the criteria of reliability, validity, objectivity and standardization. They are: -

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1. RELIABILITY: It refers to standardization of the procedure of administering and scoring the test results. A person who takes tests one day and makes a certain score should be able to take the same test the next day or the next week and make more or less the same score. An individuals intelligence, for example, is generally a stable characteristic. So if we administer an intelligence test, a person who scores 110 in March would score close to 110 if tested in July. Tests, which produce wide variations in results, serve little purpose in selection. 2. VALIDITY: It is a test, which helps predict whether a person will be successful in a given job. A test that has been validated can be helpful in differentiating between prospective employees who will be able to perform the job well and those who will not. Naturally, no test will be 100% accurate in predicting job success. A validated test increases possibility of success. There are three ways of validating a test. They are as follows: 1). Concurrent Validity: - this involves determining the factors that are characteristics of successful employees and then using these factors as the yardsticks. 2). Predictive Validity: - it involves using a selection test during the selection process and then identifying the successful candidates. The characteristics of both successful and less successful candidates are then identified. 3). Synthetic Validity: - it involves taking parts of several similar jobs rather than one complete job to validate the selection test. 3. OBJECTIVITY: When two or more people can interpret the result of the same test and derive the same conclusion(s), the test is said to be objective. Otherwise, the test evaluators subjective opinions may render the test useless. 4. STANDARDRIZATION: A test that is standardized is administered under standard condition to a large group of person who are representatives of the individuals for whom it is intended. The purpose of
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standardization is to obtain norms or standard, so that a specific test score can be meaningful when compared to other score in the group.

STEP 3: INTERVIEW: The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicants 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. Objectives of interview: Interview has at least three objectives and they are a follows: Helps obtain additional information from the applicants Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like Helps build the companys image among the applicants.

Types of interview: Interviews can be of different types. There interviews employed by the companies. Following are the various types of interview: 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. It id not planned and nobody prepares for it. This is used widely when the labour market is tight and when you need workers badly.

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Formal Interview: Formal interviews may be held in the employment office by he 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. 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 your graduated from high school. The idea is o give the candidate complete freedom to sell himself, without the encumbrances of the interviewers question. But the interviewer must be of higher caliber and must guide and relate the information given by the applicant to the objective of the interview. Depth Interview: It is designed to intensely examine the candidates background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate. These probing questions must be asked with tact and through exhaustive analysis; it is possible to get a good picture of the candidate.

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. This type of interview is borrowed from the Military organisation and this is very useful to test
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behaviour of individuals when they are faced with disagreeable and trying situations. Group Interview: It is designed to save busy executives time and to see how the candidates may be brought together in the employment office and they may be interviewed. 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.

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.

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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. 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. But the Unpatterned interview lacks uniformity and worse, this approach may overlook key areas of the applicants skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyse why they are not right for the job. 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. Impromptu Interviews: This interview commonly occurs when employers are approached directly and tends to be very informal and unstructured. Applicants should be prepared at all times for on-the-spot interviews, especially in situations such as a job fair or a cold call. It is an ideal time for employers to ask the candidate some basic questions to determine whether he/she may be interested in formally interviewing the candidate. 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
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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.

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. Second Interviews: Job seekers are invited back after they have passed the first initial interview. Middle or senior management generally conducts the second interview, together or separately. Applicants can expect more in-depth questions, and the employer will be expecting a greater level of preparation on the part of the candidates. Applicants should continue to research the employer following the first interview, and be prepared to use any information gained through the previous interview to their advantage.

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. Previous employers, known as public figures, university professors, neighbours

or friends can act as references. Previous employers are preferable because they are already aware of the applicants performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicants performance just to get rid of the person. Organisations normally seek letters of reference or telephone references. The

latter is advantageous because of its accuracy and low cost. The telephone reference also has
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the advantage of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from hesitations and inflections in speech. It may be stated that the

information gathered through references hardly influence selection decisions. The reasons are obvious: The candidate approaches only those persons who would speak well about him or her. People may write favorably about the candidate in order to get rid of him or her. People may not like to divulge the truth about a candidate, lest it might damage or ruin his/her career.

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. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.

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. Obviously, 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
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undertaking work that could be detrimental to them or might otherwise endanger the employers property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired.

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. The company may also want the individual to delay the date of reporting on duty. If the new employees first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances. Decency demands that the rejected applicants be informed about their non-selection. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references.

STEP 8: CONTRACT OF EMPLOYMENT: After the job offer has bee mad 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. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following
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checklist sets out the typical headings: Job title Duties, including a parse such as The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct. 7. 8. Date when continuous employment starts and the basis for calculating service. Rate of pay, allowance, overtime and shift rates, method of payments. Hours of work including lunch break and overtime and shift arrangements. Holiday arrangements: Paid holidays per year. Calculation of holiday pay. Qualifying period. Accrual of holidays and holiday pay. Details of holiday year. Dates when holidays can be taken. Maximum holiday that can be take at any one time. Carry over of holiday entitlement. Public holidays. Length of notice due to and from employee. Grievances procedure (or reference to it). 9. Disciplinary procedure (or any reference to it). 10. Work rules (or any reference to them).

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11. Arrangements for terminating employment. 12. Arrangements for union membership (if applicable). Special terms relating to rights to patent s and designs, confidential information and restraints on trade after termination of employment. Employers right to vary terms of the contract subject to proper notification being given.Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge and information that might be vital to a companys healthy bottom line and to prevent competitors from poaching highly valued employees. Great care is taken to draft the contract forms. Often, services of law firms (prominent firms in this category include Mulla, Craigie, Blunt and Caroe, Crawford Bailey, Amarchand Mangaldas Hiralal, etc.) are engag4d to get the forms drafted and finalized.Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts. The drawback with the

contracts is that it is almost to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is the reason that several companies have scrapped the contracts altogether.

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 organization. They must be told that those who were selected were done purely on relative merit.

STEP 10: EVALUATION OF SELECTION PROGRAMME: -

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The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. How to evaluate the effectiveness of a selection programme? 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. Four Approaches to Selection: 1). Ethnocentric Selection: In this approach, staffing decisions are made at the organizations headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs. Nationals from the parent country dominate the organisations at home and abroad. 2). Polycentric Selection: In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country 3). Regiocentric Selection: Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion in decision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company. 4). Geocentric Staffing: In this case, business strategy is integrated thoroughly on global basis. Staff development and promotion are based on ability, not nationality. The broad and other parts of the top management structure are thoroughly international in composition. Needless to say,

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such organisations are uncommon.

PROBLEMS IN EFFECTIVE SELECTION: The main objective of selection is to hire people having competence and commitment. This objective s often defeated because of certain barriers. The impediments, which check effectiveness of selection, are fairness, validity, reliability and pressure. Fairness: Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other less privileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the
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efforts to minimize inequity have not been effective.

Validity: Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success. Reliability: A reliable method is one, which will produce consistent results when repeated in similar situations. Like validated test, a reliable test may fail to predict job performance with precision. Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sectors undertakings generally take place under such pressures. Environment factor affecting selection: Selection is influenced by several factors. More prominent among them are supply and demand of specific skills in the labour market, unemployment rate, labour- market conditions, legal and political considerations, companys image, companys 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.

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RESEARCH METHODOLOGY

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Research Methodology
SIGNIFICANCE OF STUDY : Without focusing the pattern of management, organization philosophy highlights on achieving a surely where all citizens (employees) can lead a richer and fuller life. Every organisation, therefore, strikes for greater productivity, elimination of wastes, lower costs and higher wages, so the industry needs a stable and energetic labours force that can boast of production by increased productivity. To achieve these objectives a good recruitment process is essential. By which industry strikes right number of persons and right kind of persons at the right time and at right places through and the planning period without hampering productivity. PURPOSE OF THE STUDY : The objective of the study is to analyze the actual recruitment process in HERO HONDA and to evaluate how far this process confirm to the purposes underlying the operational aspects of the industry. How far the process is accepted by it ? And what are the options of the family members of the organization? The study on recruitment highlights the need of recruitment in HERO HONDA Private Limited. Our research design is basically Exploratory in nature which helps in developing the new ideas and insights about the problem under study. These are flexible in nature that helps in gathering the relevant data to the problem, and hence many different facts of problem can be considered. SCOPE OF THE STUDY: Scope of the study is to find out how far the existing training developments cater to the requirement of the employees. The study will be table to throw light on the dark sports where it needs some sort of improvement in the training developments that have been implemented. The investigation was taken around the work place and offered an opportunity to be with man at work. The purpose of the visit was made clear to them. They was being, convinced and made to understand that the study was only of academic interest. The necessary records and files were exposed the investigation to have clear understanding of its policies and to have employees existing training and development.

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SOURCES OF DATA COLLECTION The data for the survey have collected from two sources: . Primary source . Secondary source Under the primary sources I have collected data through questionnaire and interview method Under the questionnaire method I have prepared a questionnaire which was based on different attributes . Interview Method Apart from questionnaire method, interview method has also adopted to know some other information to know such as : 1 . What are the expectations of the employees regarding the training from the organization? 2. What type of changes they want in that? 3. In which matter maximum employees are satisfied or dissatisfied? 4. What suggestion they want to give to the management? Under secondary sources data have been collected from: 1. The web site of Hero Honda. 2. Internet 3. Materials from different magazines. 4. Journals 5. Some reference projects etc.

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Sample Design: It is a definite plan for obtaining a sample from a given sample. It refers to the technique the researcher would adopt in selecting an item from the sample. While developing a sample design , the researcher must pat attention to the universe, sample size, space boundary , and time boundary. Research Design : In research design I have used Random sampling technique for filling the questionnaire in which I have selected employee randomly. Space Boundary HERO HONDA Private limited , Greater Noida Time boundary 31st January to 28 February Sample Size: In this study , disproportionate simple random sampling method was adopted . This is because workers were available on the shift basis and survey was conducted during that time by questionnaire. The total strength of the department was 300 out of which our sample size was 250 and all the employees were chosen randomly. In which 200 are employees and 50 are executives.

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DATA ANALYSIS AND INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION

Q1:- Do you think present selection process is feasible for selecting employee.
Strongly agree 27% Moderately agree 41% Strongly disagree Moderately disagree 9% 14% Cant say 9%

Cant Moderately disagree 14% say 9% Strongly agree 27%

Strongly disagree 9%

Moderately agree 41%

According to this analysis I identified that 41% employee moderately agree for present selection process is feasible while 9% employee cant says that it is feasible or not.

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Q2:- Which internal and external source of recruitment is followed by the company?
Employee exchange 19% Campus interview 30% Advertising 35% Promotion 10% Training 6%

Training Promotion 6% 10%

Employment exchange 19%

Advertisement 35%

Campuss interview 30%

According to this analysis I identified that 35% employee says that advertisement is the best source for recruitment while 6% employee says training.

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Q3:- How do you think about Recruitment and selection procedure in your company?
Satisfactory 37% Unsatisfactory 63%

Satisfactory

Unsatisfactory

37%

63%

According to this analysis I identified that 63% employee are satisfied for recruitment and selection process while 37% employee unsatisfied with this process.

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Q4:- Is there any well designed recruitment policy? Strongly agree 23% Moderately agree 32% Strongly disagree Moderately disagree 23% 17% Cant say 5%

Cant say 5% Moderately disagree 17% Strongly agree 23%

Strongly disagree 23%

Moderately agree 32%

According to this analysis I identified that 32% employee moderately agree that there is a well design recruitment policy while 5% employee cant says.

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Q6:- Principle of right men on the right job is followed.

Strongly agree 38% Moderately agree 42% Strongly disagree Moderately disagree 9% 7% Cant say 4%

Strongly agree Moderately disagree

Moderately agree Cant say

Strongly disagree

7% 9%

4% 38%

42%

According to this analysis I identified that 42% employee are moderately agree for this principle while 4% employee cant says.

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Q7:- What type of interview is taken for selection of a candidate?

Pattern 54%

Stress 15%

Depth 31%

Depth 31%

Pattern 54% Stress 15%

According to this analysis I identified that 54% employee says that pattern interview is the best way for recruitment and selection while 15% employee says that depth interview is the best way for selecting condidate .

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Q8:- Which are the major parameters on which candidate are evaluated?
Experiences 47% skill 38% Training 15%

Training 15% Experiences 47%

Skill 38%

According to this analysis I identified that 47% employee says that experiences is the major parameter for evaluating the candidate while 15% employee says that training is the best process for evaluating the candidate.

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Q9:- Is any compensation given for the outstation candidate who called for interview?
Yes 61% No 39%

No 39%

Yes 61%

According to this analysis I identified that 61% employee says yes there is a compensation for the outstation candidate while 39% employee says that no need for the compensation.

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Q10:- Is the physical examination necessary after the final interview?

Strongly agree 9% Moderately agree 7% Strongly disagree Moderately disagree 38% 30% Cant say 16%

Cant say 16%

Strongly agree 9%

Moderately agree 7%

Moderately disagree 30%

Strongly disagree 38%

According to this analysis I identified that 38% employee strongly agree that physical examination is necessary for the selection while 7% employee moderately agree for it.

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Q11:- Is there any participation by the manager in planning and recruitment?

Strongly agree 35% Moderately agree 30% Strongly disagree Moderately disagree 16% 14% Cant say 5%

Cant say 5% Moderately disagree 14%

Strongly disagree 16%

Strongly agree 35%

Moderately agree 30%

According to this analysis I identified that 35% employee are strongly agree that there is be participation of managers while 5% employee cant says.

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Q12:- View of the concerned department is given special attention with selecting the employee of the department?
Strongly agree 42% Moderately agree 40% Strongly disagree Moderately disagree 7% 9% Cant say 2%

Moderately disagree 9% Strongly disagree 7%

Cant say 2%

Strongly agree 42% Moderately agree 40%

According to this analysis I identified that 42% employee strongly agree that concerned department have to give special attention for selecting the candidate while 2% employee cant says.

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FINDINGS
1. According to this research 41% employees are moderately agree that the study of recruitment and selection policy is effective for the organization. 2. I identified that the 42% employees says that principle of right men for right job can help to select the best candidate. 3. In this research 35% employees says that for internal and external sources advertisement is the best source which followed by the organization. 4. In this research 54% employees says that pattern interview is the best method for recruitment and selection process. 5. I also identified that with the help of interview we can set the recruitment and selection policy of an organization. 6. According this research 57% employees says that experience is the best parameters for evaluating the candidate.

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SUGGESTIONS

1. Fresh requisition requires approval and not replacement. 2. The Data Banks should be computerized. 3. The dead CVs should be destroyed. 4. Each level of employee should be formally inducted and introduced to the Departmental Head. If not all levels, at least Asst. Manager and above category of employees. 5. Salary comparison should be seriously done to retain the old employees. 6. Proper salary structure to be structured to attract people and make it tax effective. 7. Cost benefit analysis should be alone before creating a position or recruitment of manpower. 8. Recruitment process should be fully computerized. 9. External source should be given equal importance with internal source. By which new brain will be inducted in the company with skill, talent, efficiency etc. 10. Manpower planning should be followed before recruiting. 11. Proper inquiry should be done regarding previous employment of a candidate before recruitment to avoid industrial disputes.

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LIMITATIONS

Every scientific study has certain limitations and the present study is no more exception. These are: 1. Interviewing of the executive of top echelon position who are making recruitment is busy in the Organization State of affair. So it is not possible to contact all of those every busy executives. 2. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity. 3. Confidentiality of the management is the strongest hindrance to the collection of data and scientific analysis of the study. 4. All the secondary data are required were not available. 5. Respondents were found hesitant in revealing opinion about supervisors and management.

In spite of all these limitations, the investigator has made an humble attempt to present an analytical picture of the study with some suggestion for the long run implementation.

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CONCLUSION
The human element of organization is the most crucial asset of an organization. Talking a closer perspective -it is the very quality of this asset that sets an organization apart from the others, the very element that brings the organizations vision into fruition. Thus, one can grasp the strategic implications that the manpower of an organization has in shaping the fortunes of an organization. This is where the complementary roles of Recruitment and Selection come in. The essence of recruitment can be summed up as the philosophy of attracting as many applicants as possible for given jobs. The face value of this definition is what guided recruitment activities in the past. After all, a satisfied workforce is a stable workforce which also ensures that an organization has credible and reliable performance. Ina bid to underscore this subtle point, the project examines the various processes and nuances one of the most critical activities of an organization. The end result of the recruitment process is essentially a pool of applicants. Next to recruitment, the logical step in the HR process is the selection of qualified and competent people. As such, this process concentrates on differentiating between applicants in order to identify and hire- those individuals whose abilities are consistent with the organizations requirements. The reader will do well to note that the transition between the 2 activities is not stringent. The 2 activities basically have one aim- to yield a perfect employee for the organization. In this project, we examine this angle through the case studies of 2 companies, involved in the same sector but essentially different in their perceptions towards recruitment and selection. And both seem to have benefited from their take on the 2 processes. In the end, this project endeavors to present a comprehensive picture of Recruitment and Selection and hopes to enable the reader to appreciate the various intricacies involved.

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BIBLIOGRAPHY

NEWS PAPERS: TIMES OF INDIA THE ECONOMIC TIMES

MAGAZINES: BUSINESS WORLD BUSINESS TODAY INDIA TODAY

PERIODICALS AND REPORTS: BUSINESS INDIA, APRIL- MAY, 2006 INDIA TODAY, MARCH, 2006

WEB: w w w . go o gl e . c o o m www.soople.com www.herohonda.com w w w . l e a r n i n gm a t e . c o m

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ANNEXURE

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QUESTIONNAIRE
Name of the employee... Designation Department.... Contact no.

1. Do you think present selection process is feasible for selecting employee? Strongly agree Moderately agree Strongly disagree Moderately disagree Cant say

2. Which internal and external source of recruitment is followed by the company? Employment exchange Campus interview Advertisement Promotion Training

3. How do you think about Recruitment and selection procedure in your company? Satisfactory Unsatisfactory

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4. Is there any well designed recruitment policy? Strongly agree Moderately agree Strongly disagree Moderately disagree Cant say 5. Recruitment is made according to immediate need? Strongly agree Moderately agree Strongly disagree Moderately disagree Cant say

6. Principle of right men on the right job is followed? Strongly agree Moderately agree Strongly disagree Moderately disagree Cant say

7. What type of interview is taken for selection of a candidate? Pattern Stress Depth

8. Which are the major parameters on which candidate are evaluated? Experiences Skill Training

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9. Is any compensation given for the outstation candidate who called for interview?

Yes [

No [

10. Is the physical examination necessary after the final interview? Strongly agree Moderately agree Strongly disagree Moderately disagree Cant say

11. Is there any participation by the manager in planning and recruitment? Strongly agree Moderately agree Strongly disagree Moderately disagree Cant say

12. View of the concerned department is given special attention whiles selecting the employee of the department? Strongly agree Moderately agree Strongly disagree Moderately disagree Cant say

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