TRAINING REPORT ON RECRUITMENT POLICIES AT CHITTOSHO MOTORS, MOHALI A industrial training report submitted in partial fulfillment of the requirements

for the degree of BACHELOR OF BUSINESS ADMINISTRATION (2009-2012) SUBMITTED BY:PARDEEP KAUR BBA VI (SEM) Roll No.: 61167

BABA FARID COLLEGE DEON, BATHINDA.

DECLARATION I undersigned hereby declare that the project Recruitment Policies at Chittosho motors is an original piece of research wor carried out by me under the guidance and supervision of Miss.Navjot jindal & this project report submitted to my college BABA FARID COLLEGE, DEON. The information has been collected from genuine & authentic sources. ACKNOWLEDGEMENT The joy of ingenuity!!! This is doubtlessly what this project is about. Before g etting to brass tac s of things. I would li e to add a heartfelt word for the pe ople who have helped me in bringing out the creativeness of this project. To commence with things I would li e to ta e this opportunity to gratefully and humbly than to Mr. Vijay sharma, Project guide, Chittosho motors, Mohali, Chand igarh, for being appreciative enough by giving me an opportunity to underta e th is project in Chittosho motors. Respected guide Miss Navjot jindal, Faculty, Baba Farid Group of Institute, Deon for her undeterred guidance for the completion of the report, continuous suppor t and encouragement. My parents need special mentions here for their constant support and love in my life. I also than my friends and well wishers, who have provided their whole hearted support to me in this exercise. I believe that this Endeavor has prepared me for ta ing up new challenging opportunities in future. TABLE OF CONTENT TITLE PAGE 1. INTRODUCTION TO COMPANY

2. 3. 4. 5. 6. 7.

INTRODUCTION TO PROJECT RESEARCH METHODOLOGY DATA ANALYSIS & ITS INTERPRETATION CONCLUSION & SUGGESTION BIBLIOGRAPHY ANNEXURE: QUESTIONNAIRE

EXECUTIVE SUMMARY MY PROJECT:The project titled RECRUITMENT POLISIES Underta en in Chittosho motors. Chittosho Motor is a new authorized dealership of Maruti Suzu i in Mohali. The dealership is having the largest showroom & state of art wor shop. It has Maruti trained, well experienced wor force, latest tools & equipments, cr ash repair system for excellent accidental repairs, 100% computerized body shop & all other state of art modern tools for servicing. Chittosho offer 24 HRS Emer gency Road service facility (9915044101) & cash-less facility in case of acciden tal repairs. Insurance settlement & renewals service is also provided under same roof. PROJECT CONTAINS BELOW THINGS:The project report is about recruitment process thats an important part of any or ganization. Which is considered as a necessary asset of a company? In fact, recr uitment gives a home ground to the organization acumen that is needed for prope r functioning of the organization. It gives a organizational structure of the co mpany. Its a methodology in which the particular organization wor s and how a new candidate could be recruited in such a way that he/she would be fitted for the right ind of career. There are two types of factors that affect the Recruitment of candidates for the company Internal factors External factors WHY I UNDERTAKE THIS PROJECT:Success of every business enterprise depends on its human resource. Finding the right man for the job and developing him into a valuable resource is an indispensable requirement of every organization. Proper recruitment helps the line managers to wor most effectively in accomplishing the primary

objective of the enterprise. In order to harness the human energies in the service or organizational goals, every HR manager is expected to pay proper attention to recruitment and selection activities in an organization. Thus, personnel functions, recruitment and selection, when carried out properly, would enable the organization to hire and retain the services of the best brains in the mar et. The world's best companies have established their strength with their people. The employees identify themselves with the company they are wor ing for. There are certain ways that are to be followed by every organization, which ensures that it has right number and ind of people, at the right place and right time, so that organization can achieve its planned objective. The project covers introduction of Recruitment, Purpose and Importance of Recruitment, Sources of Recruitment, Steps in the Recruitment Process, and Sugge stions to ma e the Recruitment Process more effective. It also includes the challenges faced by HR in recruitment process and the recent trends in recruitment process. LITERATURE REVIEW:Meaning of HUMAN RESORCE MANAGEMENT Human Resource plays a crucial role in the development process of the modern eco nomics. ARTHUR LEWIS observed There are great differences in development between countries which seem to have r oughly equal resources, so it is necessary to enquire into the difference in hum an behaviors Human resource management is the management of employees s ill, nowledge abiliti es, talent, aptitude, creativity, ability etc. different terms are used for deno ting Human Resource Management. Recruitment is an important part of an organizations human resource planning and their competitive strength. Competent human resources at the right positions in the organization are a vital resource and can be a core competency or a strategi c advantage for it. In simple sence, human resource management means employing people, developing th eir resources, utilizing, maintaining and compensating their services in tune wi th the job and organizational requirements. The scope of my project recruitment procedure of Chittosho motorsis to provide a framewor which will assist manager to ensure that the company attracts, selects and retains the most suitable candidates by using the most appropriate efficient, fa ir, open and effective methods. My study committed to achieving equal opportunities is clearl y defined throughout the recruitment procedure.

INTRODUCTION OF CHITTOSHO MOTORS

Chittosho ealership veniently ratories,

Motor is a new authorized dealership of Maruti Suzu i in Mohali. The d is having the largest showroom & state of art wor shop in Mohali & con located at Phase-3, Industrial Area, Mohali, very near to Ranbaxy Labo ma ing it easily accessible for the customers.

It has Maruti trained, well experienced wor force, latest tools & equipments, cr ash repair system for excellent accidental repairs, 100% computerized body shop & all other state of art modern tools for servicing. Chittosho offer 24 HRS Emer gency Road service facility (9915044101) & cash-less facility in case of acciden tal repairs. Insurance settlement & renewals service is also provided under same roof. Chittosho Motor has its own in house financing facility which wor s under Maruti finance having corporate tie ups with all big finance players in the mar et tod ay ICICI & SBI being the most preferred. With the association with these big pla yers, Chittosho provides the lowest EMI to its customers. We have most well educated & highly experienced staff which focuses more on cust omer satisfaction. CUSTOMER CARE Chittosho motors, with its Endeavour for high customer satisfaction, has been pa ying great attention in this area, by means of opening of more and more Employees Welfare Activities Commitment towards the principles of corporate social respon sibilities is Inbuilt within The corporate philosophy of . A very wide range of welfare programmers, with a focus on the employees welfare is continuously impleme nted by the Staff Welfare Board of the Company. Objectives: To increase employee satisfaction. To providing a comfortable wor ing environment to our employees. To develop employees s ill through continuous training. To implement measure to motivate personal. Continuous attempts to improve wor ing condition. To conduct and arrange training and eep records.

Our Strengths are:Hassle free finance Ready delivery in all models & colour. Customer Satisfaction Our Recent achievements are:We are in the top 15 with in 7 months in SSI at all India level. We got an award for maximum Zen Estilo penetration in the region. Facilities Available:Sales Service Finance Insurance Accessories Finance Partners:ICICI HDFC UTI SBI SBOP Mahindra & Mahindra Kota Mahindra PNB

CITI MCW Insurance Partners:National Insurance company ltd Royal sundaram alliance Insurance Ltd. Mar et Share:Maruti Suzu i 48% Chittosho 18% Revenue:70 Crore Profit:4.8% Services provided:Maruti vehicles Sale Services Spare parts Insurance etc. Charges of Chittosho motors:Maruti 800 car had met with an accident on may 11, and its a total loss case. Chittosho wor shop mohali had made an estimate of 1 la h 91 thousand and my vehi cle is lying there since 12 may. As insurance process ta es a lot of time, now i want to release my vehicle but C hittosho wor shop is demanding 5% of estimation charges and 200 Rs per day garag e charges which is approximately 20 thousand which is very high, where as other maruti authorized center in mohali li e Mohali motors is charging 1000 Rs for es timation and 25 Rs per day garage charges Wor shop:Chittosho Motor Plot no. C-147, Industrial Area, Phase-7, Mohali Telephone: - 0172-5020786 Fax: -0172-4601345 E-mail ID:- service@chittoshomotor.com INTRODUCTION OF MARUTI SUZUKI COMPANY

MARUTI UDYOG LIMITED Bac ground Maruti Suzu i India Limited (MSIL) was established in Feb 1981 throug h an Act of Parliament, as a Government company with Suzu i Motor Corporation of Japan holding 26 per cent sta e . It was entrusted the tas of achieving the following: Modernization of the Indian Automobile Industry. Production of vehicles in large volumes Production of fuel efficient vehicles

MARUTI UDYOG LIMITED The Joint Venture agreement was signed between Government of India and Suzu i Mo tor Company (now Suzu i Motor Corporation of Japan) in Oct 1982.

The company went into production in a record time of 13 months and the first car was rolled out from Maruti Suzu i India Limited Gurgaon in December, 1983. The Joint Venture agreement was signed between Government of India and Suzu i Mo tor Company (now Suzu i Motor Corporation of Japan) in Oct 1982. The company went into production in a record time of 13 months and the first car was rolled out from Maruti Suzu i India Limited Gurgaon in December, 1983. These 4Ps includes some factors which the companies mar eting activity. So that t he Maruti company use its own mar eting mix which is the set of mar eting tool t hat they uses to pursue its mar eting objective in the target mar et.

Date of Establishment 1981 Revenue 9103.05 ( USD in Millions ) Mar et Cap 384524.844357 ( Rs. in Millions ) Corporate Address Plot No 1,Nelson Mandela Marg,Vasant KunjNew Delhi-11007 0, Delhi www.marutisuzu i.com Management Details Chairperson - R C Bhargava MD - Shinzo Na anishi Directors - Amal Ganguli, Davinder Singh Brar, Hirofumi Nagao, Keiichi Asai, Ken ichi Ayu awa, Manvinder Singh Banga, Osamu Suzu i, Pallavi Shroff, R C Bhargava, S Ravi Aiyar, Shinzo Na anishi, Shuji Oishi, Tsuneo Ohashi Business Operation Automobiles - Passenger Cars Bac ground Maruti Suzu i India Limited (MSIL), formerly nown as Maruti Udy og Limited, a subsidiary of Suzu i Motor Corporation of Japan, is India's larges t passenger car company, accounting for over 50 per cent of the domestic car mar et. Maruti Udyog Limited was incorporated in 1981 under the provisions of India n Companies Act 1956 and the government of India selected Suzu i Motor Corporati on as the joint venture p Financials Total Income - Rs. 375271 Million ( year ending Mar 2011) Net Profit - Rs. 22886 Million ( year ending Mar 2011) Company Secretary S Ravi Aiyar Auditors Price Waterhouse & Co

Maruti Suzu i India Limited (MSIL, formerly nown as Maruti Udyog Limited) is a subsidiary of Suzu i Motor Corporation, Japan. MSIL has been the leader of the I ndian car mar et for over two and a half decades. The company has two manufactur ing facilities located at Gurgaon and Manesar, south of New Delhi, India. Both t he facilities have a combined capability to produce over a 1.2 million (1,200,00 0) vehicles annually. The company plans to expand its manufacturing capacity to 1.75 million by 2013. The company offers a wide range of cars across different segments. It offers 15 brands and over 150 variants - Maruti 800, people movers, Omni and Eeco, interna tional brands Alto, Alto-K10, A-star, WagonR, Swift, Ritz and Estilo, off-roader Gypsy, SUV Grand Vitara, sedans SX4, Swift DZire and Kizashi. In an environment

friendly initiative, in August 2010 Maruti Suzu i introduced factory fitted CNG option on 5 models across vehicle segments. These include Eeco, Alto, Estilo, W agon R and Sx4. In fiscal 2009-10 Maruti Suzu i became the only Indian company to manufacture an d sell One Million cars in a year. Maruti Suzu i has employee strength over 8,500 (as at end March 2011) In 2010-11, the company sold over 1.27 Mnvehicles including 1,38,266units of exp orts. With this, at the end of March 2011, Maruti Suzu i had a mar et share of 44.9 per cent of the Indian passenger car mar et. Maruti Suzu i's revenue has gr own consistently over the years.

Maruti Udyog Limited, a subsidiary of Suzu i Motor Corporation of Japan, is Indi a's largest passenger car company, accounting for over 50 per cent of the domest ic car mar et. Maruti Udyog Limited was incorporated in 1981 under the provision s of Indian Companies Act 1956 and the government of India selected Suzu i Motor Corporation as the joint venture partner for the company. In 1982 a JV was sign ed between Government of India and Suzu i Motor Corporation. It was in 1983 that the Indias first affordable car, Maruti 800, a 796 cc hatch b ac was launched as the company went into production in a record time of 13 mont h. More than half the number of cars sold in India wear a Maruti Suzu i badge. They are a subsidiary of Suzu i Motor Corporation Japan. The company offer full ran ge of cars- from entry level Maruti 800 & Alto to stylish hatchbac Ritz, A star , Swift, Wagon R, Estillo and sedans DZire, SX4 and Sports Utility vehicle Grand Vitara. Since inception, the company has produced and sold over 7.5 million vehicles in India and exported over 500,000 units to Europe and other countries. They were born as a government company, with Suzu i as a minor partner, to ma e a people's car for middle class India. Over the years, its product range has wid ened, ownership has changed hands and the customer has evolved. What remains unc hanged, then and now, is their mission to motorise India. MSILs parent company, S uzu i Motor Corporation, has been a global leader in mini and compact cars for t hree decades. Suzu i's technical superiority lies in its ability to pac power a nd performance into a compact, lightweight engine that is clean and fuel efficie nt. The same characteristics ma e their cars extremely relevant to Indian cust omers and Indian conditions. Product quality, safety and cost consciousness are embedded into their manufacturing process, which they have inherited from their parent company. Right from inception, Maruti brought to India, a very simple yet powerful Japane se philosophy 'smaller, fewer, lighter, shorter and neater' From the Japanese wor culture they imbibed simple practices li e an open office , a common uniform and common canteen for everyone from the Managing Director to the wor man, daily morning exercise, and quality circle teams. Maruti Suzu i exports entry-level models across the globe to over 100 countries and the focus has been to identify new mar ets. Some important mar ets include L atin America, Africa and South East Asia.Interestingly with a brand new offering A-star, Maruti Suzu i is ready to ta e on European mar ets.Maruti Suzu i sold 5 3,024 units during 2007-08. This is the highest ever export volume in a year for the company, and mar ed a growth of 35 per cent over the previous year.Maruti S uzu i has exported over 552,000 units cumulatively with about 280,000 units to E urope and Israel . Maruti Suzu i has two state-of-the-art manufacturing facilities in India. The fi rst facility is at Gurgaon spread over 300 acres and the other facility is at Ma nesar, spread over 600 acres in North India. The Gurgaon facility - Maru ti Suzu i's facility in Gurgoan houses three fully integrated plants. While the

three plants have a total installed capacity of 350,000 cars per year, several p roductivity improvements or shop floor Kaizens over the years have enabled the c ompany to manufacture nearly 700,000 cars/ annum at the Gurgaon facilities. The Manesar facility - Its Manesar facility has been made to suit Suzu i Motor C orporation (SMC) and Maruti Suzu i India Limited's (MSIL) global ambitions. The plant was inaugurated in February 2007. At present the plant rolls out World Str ategic Models Swift , A-star & SX4 and DZire.The plant has several in-built syst ems and mechanisms. Diesel Engine Plant- Suzu i Powertrain India Limited - Suzu i Powertrain India L imited the diesel engine plant at Manesar is SMC's & Maruti's first and perhaps the only plant designed to produce world class diesel engine and transmissions f or cars. The plant is under a joint venture company, called Suzu i Powertrain In dia Limited (SPIL) in which SMC holds 70 per cent equity the rest is held by MSI L. This facility has an initial capacity to manufacture 100,000 diesel engines a year. This will be scaled up to 300,000 engines/annum by 2010.

Suzu i Motors Corporation-

The Company started its business in the year 1909 as Suzu i Loom Wor s and then was incorporated as Suzu i Motor Corporation in the year 1920. With headquarters at Hamamatsu, Japan, Suzu i has steadily grown and expanded it s business across geographies. During the post WW II period, the company's 'Powe r Free' motorized bi e earned a good reputation. Post the success of its first motorized bi e 'Power Free', the company launched a 125cc motorcycle 'Colleda', and later launched its first lightweight car 'Suzu light' that mar ed the start of Japan's automotive revolution. Each of these pro ducts were epoch-ma ing in their own right as they were developed and manufactur ed by optimizing the most advanced technologies of that period. Suzu i today offers its customers a wide range of motorcycles, automobiles, outb oard motors and related products such as generators and motorized wheelchairs. Suzu i's trademar is recognized throughout the world as a brand that offers hig h quality, reliable and genuine products. Suzu i stands behind this global symbo l with a determination to maintain this confidence in the future as well, never stopping in creating such advanced 'value-pac ed' products. Financial highlights for FY 2009 (1 April 2009 - 31 March 2010) Net sales 2.5 billion (up 1.3% y-o-y) Operating Income 80.0 billion (up 0.8% y-o-y) Net Income 30.0 billion (up 3.8% y-o-y) The company's consolidated profits exceeded those of the previous year with 79.4 billion of operating income (103.2% y-o-y), 93.8 billion of ordinary income (117.

8% y-o-y) and 28.9 billion of net income (105.4% y-o-y). Suzu i develops products for the new generation and changeable lifestyles, const antly creating new technologies and applying them to products with affluent imag ination. The team covers a wide range of latest advances in energy, environment, electronics, communication, information and control applications.

Product range of the company includes: Milestones : 2011: Maruti Suzu i India unveiled its much awaited sportier and stylish car, th e all new 'Swift'. 2011: On march 15, Maruti Suzu i India rolled out its 1 Crore (ten millionth) ca r.The historic 1 Crore car, a Metallic Breeze Blue coloured WagonR VXi (Chassis No 243899) rolled out from the Company's Gurgaon plant. 2010: Maruti Suzu i has been ran ed India's most Trusted Brand in Automobile Sec tor by India's leading Business newspaper The Economic Times. 2009 - MSIL adopts voluntary fuel disclosure.First shipment of A-star leaves Mun dra Port-jan 10.A-star bags,Zigwheelscar of the year awardA-star rated best small car of the year-autocar-UTVi. 2008 - World Premiere of concept A-star at 9th Auto Expo, New Delhi. 2007 - Swift diesel launched.New car plant and the diesel engine facility commen ces operations during 2006-07 at manesar,Haryana.SX4-Luxury Sedan Launched with the tag line Men are blac .Maruti launches Grand Vitara. 2006-J.D.Power Survey award for the sixth year.MSIL has changed its EMS from ISO 14001:1996 version to ISO 14001:2004 version w.e.f.1st july 2005- MSIL was re-certified in 2005 as per ISO 14001:2004 standards. 2004 - A new esteem launched second successful facelift by maruti engineers. 2003 - Maruti gets listed on BSE and NSE.IPO(issue oversubscribed 11.2 times)New zen launched-first facelift by maruti engineers. 2002 - Divestment Suzu i Motor Corporation(SMC)acquires majority sta e in MUL.Mar uti Finance & Insurance launched. 2001 - Turn around with profits Rs104.5 crore.Four new business-True value,Insur ance,Finance.Maruti Versa launched.Maruti True Value launched. 2000 - Maruti alto launched.First car company in India to launch call centre.IDT R launched jointly with the Delhi government to promote safe driving habits. Achievements/ recognition: The company ta es great pride in sharing that customers have rated Maruti Suzu i first once again in Customer Satisfaction Survey conducted by independent body, J.D.Power Asia Pacific. It is 9th time in a row. Maruti Suzu i wins 'Golden Peacoc Eco-Innovation Award' Maruti Suzu i Ran s Highest in Automotive Customer Satisfaction in India For Nin th Consecutive Year. Maruti Suzu i becomes the first Indian car company to export half a million cars Other Accolades During 2009-10, the company, its products and services received reputed awards a nd accolades instituted by independent expert groups, media houses and research agencies. These Include Rated as No. 1 in J D Power Sales Satisfaction Index Hatchbac of the year - Ritz by Autocar

Car of the year - Ritz by Business Motoring Manufacturer of the year by CNBC Overdrive Ran ed third amongst global car companies in the World's Most Reputed Company Su rvey 2009 National Award for Excellence in Corporate Governance by ICSI CompetitorsCompany Sales (Rs.Million) Current Price Change (%) P/E Ratio Cap.(Rs.Million) 52-Wee High/Low Maruti Suzu i Daewoo Motors Hindustan Motors 362997.00 2217.86 6.71

1330.95 0.00 0.00 0.00 0.00

7021.21 10.50

ProductsProduct Name Quantity Year Month Sales Sales Value(Rs.Million) % of STO 03 1271005.00

Passenger Cars and Light Duty Utility Vehicles 2011 380057.00 93.63 Spare Parts/Components 2011 Income from Services Dies and Moulds 2011 2011 03 03 03 0.00 0.00 0.00 61.00

Manufacturing Excellence Maruti Suzu i's Million

Mar et

23.23

384524.84

1428/906

3429.99 0/0 0.00 1816.21 23/8

24072.00 1715.00 0.42 0.02

5.93

We began our operations way bac in 1983, with the Maruti 800 - the vehicle whic h brought about a revolution in the Indian car mar et. Today, one in every two cars in India is a product of Maruti Suzu i. Our scale a nd manufacturing complexity have today moved to a different league from when it began. We have reached a capacity of one million cars annual production this yea r. This feat is entirely based on the company's constant endeavour to meet aspirati ons of a large and diverse demography, by providing the best through innovative products and services. Today, each car from the Maruti Suzu i factories at Gurgaon, and Manesar, Haryan a, North India are the tangible evidence of Quality, manufacturing standards and efficiency

Production Management System

Production Management System (PMS) is the next step towards moving ahead to sust ain the momentum

Lean Manufacturing Setting trends in new products and achieving customer delight starts with Manufa cturing Excellence.

Facilities Maruti Suzu i has two car facilities in India, one at Gurgaon and the other at Manesar

Company product name

Company Introduction And Product Name The 4Ps comes under the mar eting mix of the company. It includes: MARKETING MIX PRODUCT PRICE PLACE PROMOTION 4Ps Of Maruti Car Product Maruti Maruti Maruti Maruti Maruti Maruti Maruti Maruti Maruti Maruti Maruti Maruti Price 800 : Launched 1983. Omni : Launched 1984. Gypsy : Launched 1985. 1000 : Launched 1990 Zen : Launched 1993 with a facelift in 2003.Production ended in 2006. Esteem :Launched 1994 Wagon-R :Launched 1999 Modified 2006 Baleno :Launched 1999. Production ended late 2006/early 2007. Alto :Launched 2000. Currently the largest selling car in India Grand Vitara :Launched 2003 Grand Vitara XL-7 : Launched 2007 Versa : Launched 2004

Maruti 800 Specifications Transmission TypeManual Fuel TypePetrol Seating Capacity5 Gearbo x5 Speed Engine Description0.8L 47bhp FC engine Engine Displacement796 ccMileage -City14.6 mplMileage-Highway18.9 mplMaximum Power47@6,200 (PS@rpm)Maximum Torq ue6.32@3,000 ( gm@rpm) :Rs. 2,37,372 to Rs. 2,88,512 ALTO Specifications Transmission TypeManual Fuel TypePetrol Seating Capacity4 Gearb ox4 Speed Engine Description0.8L 37bhp 4-stro e cycle, water cooled Engine Displ acement796 ccMileage-City15.7 mplMileage-Highway19.9 mplMaximum Power37.5@5,00 0 (PS@rpm)Maximum Torque6@2,500 ( gm@rpm) Ex-Showroom Price : Rs. 2,02,505 to Rs. 2,33,236 Zen-estilo Specifications Transmission TypeManual Fuel TypePetrol Seating Capacity5 Gearb ox5 Speed Engine Description1.1L 64bhp 32x4 hypertech engine Engine Displacement 1,061 ccMileage-City12.5 mplMileage-Highway16.9 mplMaximum Power64@6,200 (PS@r pm)Maximum Torque8.5@3,500 ( gm@rpm) ESTEEM Specifications Transmission Type Manual Fuel Type Petrol Seating Capacity5 Gea rbox5 Speed Engine Description1.3L 85bhp 4-stro e cycle, all-aluminum water cool ed Engine Displacement1,298 ccMileage-City11.5 mplMileage-Highway14.5 mplMaxim um Power86.18@6,000 (PS@rpm)Maximum Torque11.21@4,500 () gm@rpm Rs. 4,15,629 to Rs. 4,93,850 versa Specifications Transmission TypeManual Fuel Type Petrol Seating Capacity5 Gear box5 Speed Engine Description1.3L 82bhp 4-stro e cycle, all aluminum water coole d Engine Displacement1,298 ccMileage-City11.0 mplMileage-Highway13.6 emps Maxi mum Power83.1@6,000 (PS@rpm)Maximum Torque10.4@3,000 ( gm@rpm)

Ex-Showroom Price : Rs. 3,54,321 to Rs. 4,43,663 Wagon-R Specifications Transmission Type Manual Fuel Type Petrol Seating Capacity5 Gea rbox5 Speed Engine Description1.1L 64bhp 4 cal. In-line, FC engine Engine Displa cement1,061 ccMileage-City13.9 mplMileage-Highway17.3 emp Maximum Power64@6,20 0 (PS@rpm)Maximum Torque8.6@3,500 ( gm@rpm) Ex-Showroom Price : Rs. 3,21,137 to Rs. 4,49,138 SWIFT Specifications Transmission Type Manual Fuel Type Petrol Seating Capacity5 Gea rbox5 Speed Engine Description1.3L 87bhp AlTec32 engine Engine Displacement1,298 ccMileage-City12.2 mplMileage-Highway16.1 mpl Maximum Power88.2@6000 (PS@rpm) Maximum Torque11.5@4,500 ( gm@rpm) Ex-Showroom Price : Rs. 3,94,466 to Rs. 4,20,974 Grand-Vitara Specifications Transmission TypeAutomatic Fuel TypePetrol Seating Capacity5 Ge arbox4 Speed Engine Description2.0L 120bhp Series engine w/ Variable Induction & Drive by Wire technology Engine Displacement1,995 ccMaximum Power121.16@5,500 ( PS@rpm)Maximum Torque17.33@3,500 ( gm@rpm) Ex-Showroom Price : Rs. 14,80,000 to Rs. 15,28,711 Place MARUTI The place of the car in the whole world . Maruti Udyog Limited decides its distribution channels for selling car, li e use some time and level or some times two level mar eting channels. They decide are as in which they are deals with customers. They show the permanent location for selling the car. They provides the many useful inventory they defines the transp ort facility of the company for company to mar et and mar et to consumers. Many showroom of Maruti udyog limited in our India. Promotion MARUTI Main promotion of car is done by the advertising. The advertising is mainly done in the form of different T.V. channels, different newspaper, holdings etc. Now days the main promotion is done by the brand ambassadors such as film stars, cel ebrities, sportsmen, etc. And in this case they decide his actual or required sa les forces for selling its car. And they maintain customer relationship. And the y do direct mar eting. S T P (Segmentation Targeting & Position) MARUTI The business or the organization can not meet the needs of each and every indivi dual in the mar et, the mar et is divided into meaningful, relatively similar an d identifiable groups, the purpose of which is to enable to the mar eter to meet the needs of one or more specific groups. Firm often use mar et segmentation- dividing the mar et into subsets a customer that behave similarly. Level of mar eting They use segmentation level mar eting In mar et.

Matching of the customer need Different customers have different needs to match their needs Maruti Udyog Ltd. Creates different offers for each segmentation. Segmentation ma es sense and pro vides Customer with a better solution. Better opportunities for growth Mar et segmentation can Build sales. For example, customer can be encouraged to T rade up after being introduced to a particular product with an introductory, lowe r price product.

DEALERS OF MARUTI & SUZUKI Chittosho Motor Maruti Suzu i India LTD Nassau IT Service Pvt Ltd Ber eley automobiles Ltd Atlantic Tech Ber ely automobile ltd Joshi Auto Zone Pvt Ltd MODERN AUTOMOBILES Autopace Networ Pvt Ltd Hind Motors India Ltd Tricity autos Friends car deals Maruti care ta er Sachdeva Automobiles Car Xperts

RECRUITMENT:Recruitment is an important part of an organizations human resource planning and their competitive strength. Competent human resources at the right positions in the organisation are a vital resource and can be a core competency or a strategi c advantage for it. The objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organisation to achieve its goals and objectives. With the same objective, recruitment helps to create a poo l of prospective employees for the organisation so that the management can selec t the right candidate for the right job from this pool. Recruitment acts as a lin between the employers and the job see ers and ensures the placement of right candidate at the right place at the right time. Using an d following the right recruitment processes can facilitate the selection of the best candidates for the organisation.

In this is competitive global world and increasing flexibility in the labour mar et, recruitment is becoming more and more important in every business. Therefor e, recruitment serves as the first step in fulfilling the needs of organisations for a competitive, motivated and flexible human resource that can help achieve its objectives. I attempt to provide a detailed insight into the concept of recruitments, recrui tment process and its sources, recent trends in recruitment, recruitment strateg ies and the scenario in the industry along with the career options for recruiter s. Recruitment is of the most crucial roles of the human resource professionals. Th e level of performance of and organisation depends on the effectiveness of its r ecruitment function. Organisations have developed and follow recruitment strateg ies to hire the best talent for their organisation and to utilize their resource s optimally. A successful recruitment strategy should be well planned and practi cal to attract more and good talent to apply in the organisation. Definition The process of identifying and hiring the best-qualified candidate (from within o r outside of an organization) for a job vacancy, in a most timely and cost effec tive manner. Recruitment refers to the process of attracting, screening, and selecting a quali fied person for a job. All companies in any industry can benefit from contingenc y or retain professional recruiters or outsourcing the process to recruitment ag encies.

The recruitment industry has four basic types of firms 1). Employment agencies deal with clerical, trades, temporary and temporary to hire employment opportunities. 2). Recruitment websites and job search engines used to gather as many candidate s as possible by advertising a position over a wide geographic area. Although th ought to be a cost effective alternative, a human resource department or departm ent manager will spend time outside their normal duties reading and screening re sumes. A professional recruiter has the ability to read and screen resumes, tal to potential candidates and deliver a selective group in a timely manner. 3). "headhunters" for executive and professional positions. These firms are eith er contingency or retained. Although advertising is used to eep a flow of candi dates these firms rely on networ ing as their main source of candidates. 4). Niche agencies specialize in a particular industrial area of staffing. Some organizations prefer to utilize employer branding strategy and in-house rec ruitment instead of recruiting firms. The difference, a recruiting firm is alway s loo ing for talent whereas an internal department is focused on filling a sing le opening. The advantage associated with utilizing a third-party recruiting fir m is their ability to now where to find a qualified candidate. Talent Managemen t is a ey component to the services a professional recruiting firm can provide. The stages in recruitment include sourcing candidates by networ ing, advertising or other methods. Utilizing professional interviewing techniques to understand the candidates s ills but motivations to ma e a move, screening potential candida tes using testing (s ills or personality) is also a popular part of the process. The process is meant to not only evaluate the candidate but also evaluate how t he candidate will fit into the organization. The recruiter will meet with the hi ring manager to obtain specific position and type information before beginning t he process. After the recruiter understands the type of person the company needs , they begin the process of informing their networ of the opportunity. Recruite rs play an important role by preparing the candidate and company for the intervi ew, providing feedbac to both parties and handling salary/benefits negotiations

. Agency types in detail:The recruitment industry is based on the goal of providing a candidate to a clie nt for a price. On one end of the spectrum there are agencies that are paid only if they deliver a candidate that successfully stays with the client beyond the agreed probationary period. On the other end of the spectrum there are agencies that are paid a retainer to focus on a client's needs and achieve milestones in the search for the right candidate, and then again are paid a percentage of the candidate's salary when a candidate is placed and stays with the organization be yond the probationary period. Today's (march 2011) recruitment industry is fairl y competitive, therefore agencies have sought out ways to differentiate themselv es and add value by focusing on some area of the recruitment life cycle. Here ar e five types of typical agencies. Traditional agency Also nown as employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and a n assessment before being ta en onto the agencys boo s. Recruitment consultants t hen wor to match their pool of candidates to their clients' open positions. Sui table candidates are short-listed and put forward for an interview with potentia l employers on a contract or direct basis. Compensation to agencies ta e several forms, the most popular are: A contingency fee paid by the company when an agency introduced candidate accept s a job with the client company. Typical fees range from 15% to 25% based on the candidates first-year base salary (fees as low as 12.5% can be found online). T his type of recruitment usually has a rebate guarantee should the candidate fail to perform or leave within a set period of time (often up to a 3 month period a nd as much as a 100% rebate). An advance payment that serves as a retainer, also paid by the company, non-refu ndable paid in full depending on outcome and success (e.g. 40% up front, 30% in 90 days and the remainder once a search is completed). This form of compensation is generally reserved for high level executive search/headhunters Hourly Compensation for temporary wor ers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays the applicant as a consultant for serv ices as a third party. Many contracts allow a consultant to transition to a full -time status upon completion of a certain number of hours with or without a conv ersion fee. Headhunters A "headhunter" is an industry term for a third-party recruiter who see s out can didates often when normal recruitment efforts have failed. Headhunters are gener ally considered more aggressive than in-house recruiters or may have pre-existin g industry experience and contacts. They may use advanced sales techniques. They may also purchase expensive lists of names and job titles but more often will g enerate their own lists. They may arrange a meeting or a formal interview betwee n their client and the candidate and will usually prepare the candidate for the interview, help negotiate the salary and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers . Headhunters are typically small operations that ma e high margins on candidate p lacements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it ma es m ore sense to directly recruit them one-by-one, rather than advertise internation ally for candidates. While in-house recruiters tend to attract candidates for sp ecific jobs, headhunters will attract both candidates and actively see them out as well. To do so, they may networ , cultivate relationships with various compa

nies, maintain large databases, purchase company directories or candidate lists and cold call prospective recruits. Headhunters are increasingly using social media to find and research candidates. This approach is often called social recruiting. Niche recruiters 'Specialized recruiters' exist to see staff with a very narrow specialty. Becau se of their focus, these firms can very often produce superior results due to th eir ability to channel all of their resources into networ ing for a very specifi c s ill set. This specialization in staffing allows them to offer more jobs for their specific demographic which in turn attracts more specialized candidates fr om that specific demographic over time building large proprietary databases. The se niche firms tend to be more focused on building ongoing relationships with th eir candidates as is very common the same candidates are placed many times throu ghout their careers. Niche firms also develop nowledge on specific employment t rends within their industry of focus (e.g. The energy industry) and are able to identify demographic shifts such as aging and its impact on the industry. Social recruiting Social recruiting is the use of social media for recruiting. Employee referral A employee referral program is a system where existing employees recommend prosp ective candidates for the job offered, and if the suggested candidate is hired, the employee who referred receives a cash bonus. In some cases the Organization provides the Employee referral bonus only if the referred employee stays with the organization for stipulated time duration (most cases 3 - 6 months). Referral bonus depends on the grade of the referred employ ee, higher the grade higher the bonus however the method is not used for senior level hiring. In-house recruitment Under pressure to reduce costs, both large- and medium-sized employers tend to u nderta e their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functi ons and populations. In addition to coordinating with the agencies mentioned abo ve, in-house recruiters may advertise job vacancies on their own websites, coord inate internal employee referrals, wor with external associations, trade groups and/or focus on campus graduate recruitment. Some large employers choose to out source all or some of their recruitment process (recruitment process outsourcing ) however a much more common approach is for employers to introduce referral sch emes where employees are encouraged to source new staff from within their own ne twor . Executive research firms and passive candidate sourcing firms These firms are the new hybrid firms in the recruitment world able to combine th e research aspects (discovering passive candidates) of recruiting and combine th em with the ability to ma e hires for their clients. These firms provide competi tive passive candidate intelligence to support companies' recruiting efforts. No rmally they will generate varying degrees of candidate information from those pe ople currently engaged in the position a company is loo ing to fill. These firms usually charge a daily rate or fixed fee. Executive research can help companies uncover names that cannot be found through traditional recruitment methods and will allow human resource managers and internal recruiters more time to deal wit h face to face interviews. OBJECTIVES OF RECRUITMENTThe objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organisation to achieve its goals and objectives. With the same objective, recruitment helps to create a poo l of prospective employees for the organisation so that the management can selec t the right candidate for the right job from this pool.

1.To attract people with multi dimensional s ills and experiences that suits the present and future organizational strategies. 2. To induct outsiders with a new perspective to lead the company. 3. To infuse fresh blood at all levels the organization. 4. To develop an organizational culture that attracts competent people to the co mpany. 5.To search or head hunt/head pouch people whose s ills fit the companies values . To methodologies for assessing psychological traits. 6. To see out non conventional development grounds of talents. 7. To search for talent globally and not just within the company. 8. To design entry pays that competes on quality but not on quantum 9. To anticipate and find people for positions that does not exit yet. 10: To anticipate and find people for position that doesnt exists yet. Process Job analysis The proper start to a recruitment effort is to perform a job analysis, to docume nt the actual or intended requirement of the job to be performed. This informati on is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Oftentimes a company will have job des criptions that represent a historical collection of tas s performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment ef fort to reflect present day requirements. Starting a recruitment with an accurat e job analysis and job description ensures the recruitment effort starts off on a proper trac for success. Sourcing Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad n ewspapers, professional publications, window advertisements, job centers, and ca mpus graduate recruitment programs; and 2) recruitment research, which is the pr oactive identification of passive candidates who are happy in their current posi tions and are not actively loo ing to move companies. This initial research for so-called passive candidates, also called name generation, results in a contact information of potential candidates who can then be contacted discreetly to be s creened and approached on behalf of an executive search firm or corporate client (see below). Screening and selection Suitability for a job is typically assessed by loo ing for s ills, e.g. communic ation, typing, and computer s ills. Qualifications may be shown through rsums, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software nowledge, typing s il ls, numeracy, and literacy, through psychological tests or employment testing. O ther resume screening criteria may include length of service, job titles and len gth of time at a job. In some countries, employers are legally mandated to provi de equal opportunity in hiring. Business management software is used by many rec ruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant trac ing system to perform many of the filtering tas s, a long with software tools for psychometric testing. A British Army etc. recruitment centre in Oxford. Lateral hiring "Lateral hiring" refers to a form of recruiting; the term is used with two diffe rent, almost opposite meanings. In one meaning, the hiring organization targets employees of another, similar organization, possibly luring them with a better s alary and the promise of better career opportunities. An example is the recruiti ng of a partner of a law firm by another law firm. The new lateral hire then has specific applicable expertise and can ma e a running start in the new job. In s ome professional branches such lateral hiring was traditionally frowned upon, bu t the practice has become increasingly more common. An employee's contract may h ave a non-compete clause preventing such lateral hiring.

In another meaning, a lateral hire is a newly hired employee who has no prior sp ecific applicable expertise for the new job, and for whom this job move is a rad ical change of career. An example is the recruiting of a university professor to become chairman of the board of a company. Onboarding "Onboarding" is a term which describes the process of helping new employees beco me productive members of an organization. A well-planned introduction helps new employees become fully operational quic ly and is often integrated with a new co mpany and environment. Onboarding is included in the recruitment process for ret ention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 1 wee to 6 months. Internet recruitment and websites Such sites have two main features: job boards and a rsum/curriculum vitae (CV) dat abase. Job boards allow member companies to post job vacancies. Alternatively, c andidates can upload a rsum to be included in searches by member companies. Fees a re charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Website s capture candidate details and then pool them in client accessed candidate mana gement interfaces (also online). Key players in this sector provide e-recruitmen t software and services to organizations of all sizes and within numerous indust ry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a mi nimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively loo ing for wor and post their resume s online, but they will not attract the "passive" candidates who might respond f avorably to an opportunity that is presented to them through other means. Also, some candidates who are actively loo ing to change jobs are hesitant to put thei r resumes on the job boards, for fear that their companies, co-wor ers, customer s or others might see their resumes. Job search engines The emergence of meta-search engines allows job-see ers to search across multipl e websites. Some of these new search engines index and list the advertisements o f traditional job boards. These sites tend to aim for providing a "one-stop shop " for job-see ers. However, there are many other job search engines which index solely from employers' websites, choosing to bypass traditional job boards entir ely. These vertical search engines allow job-see ers to find new positions that may not be advertised on traditional job boards, and online recruitment websites . Recruitment Theories According to Behling and others, an individuals decision to join a firm may depe nd on any of the three factors viz. objective factor, subjective factor and crit ical contact. Objective Factor Theory It assumes that the applicants are rational. The choice, therefore, is exercised after an objective assessment of the tangible benefits of the job. The factors helping him choose may be the salary, other benefits, location, opportunities fo r career advancement etc. Subjective Factor Theory The decision ma ing is dominated by social and psychological factors. The status of the job, reputation of the organization and other similar factors plays an i mportant role. Critical Contact Theory The critical factors observed by the candidate during his interaction with the o rganization plays a vital role in decision ma ing. Recruiter being in touch with the candidate, promptness of response and similar factors are important. This t heory is more valid with the experienced professionals.

Human resource consulting is an $18.4 billion industry (as of 2006)that has emerged from management consul ting and addresses human resource management tas s and decisions. The following are core fields around which most HR consultancies are based: Human Capital, including remuneration (also called total rewards), employee rewa rds and incentive programs, and talent acquisition and management Health & Benefits; i.e., orchestrating optimal employee health plans with the ca rriers themselves Mergers & Acquisitions, examining fit across culture, job-type, transaction cost s, etc. Communication, including surveying employee attitudes, satisfaction, engagement, and other employee behaviors Retirement Recruitment process outsourcing Services may also include legal counseling, global initiatives, investments cons ulting, and the implementation of HR technologies to facilitate human capital ma nagement. The HR consulting industry also employs more actuaries than any other in order to assist in their services. For formulating an effective and successful recruitment strategy, the strategy s hould cover the following elements: Identifying and prioritizing jobs Requirements eep arising at various levels in every organisation; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attenti on and action. To maintain the quality of the recruitment activities, it is usef ul to prioritize the vacancies whether to focus on all vacancies equally or focu sing on ey jobs first. Candidates to target The recruitment process can be effective only if the organisation completely und erstands the requirements of the type of candidates that are required and will b e beneficial for the organisation. This covers the following parameters as well: Performance level required: Different strategies are required for focusing on hi ring high performers and average performers. Experience level required: the strategy should be clear as to what is the experi ence level required by the organisation. The candidates experience can range from being a fresher to experienced senior professionals. Category of the candidate: the strategy should clearly define the target candida te. He/she can be from the same industry, different industry, unemployed, top pe rformers of the industry etc. Sources of recruitment The strategy should define various sources (external and internal) of recruitmen t. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of re cruitment. Trained recruiters The recruitment professionals conducting the interviews and the other recruitmen t activities should be well-trained and experienced to conduct the activities. T hey should also be aware of the major parameters and s ills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a candidate. How to evaluate the candidates The various parameters and the ways to judge them i.e. the entire recruitment pr ocess should be planned in advance. Li e the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

Purpose & Importance Of Recruitment Attract and encourage more and more candidates to apply in the organisation. Create a talent pool of candidates to enable the selection of best candidates fo r the organisation. Determine present and future requirements of the organization in conjunction wit h its personnel planning and job analysis activities. Recruitment is the process which lin s the employers with the employees. Increase the pool of job candidates at Help increase the success rate of selection process by decreasing number of vis ibly under qualified or overqualified job applicants. 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 wor force. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniq ues and sources for all types of job applicants Recruitment Process The recruitment and selection is the major function of the human resource depart ment and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and co nducting the interviews and requires many resources and time. A general recruitm ent process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requ isitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Ad vertising etc). Short-listing and identifying the prospective employee with required characteris tics. Arranging the interviews with the selected candidates. Conducting the interview and decision ma ing Sources Of Recruitment Every organisation has the option of choosing the candidates for its recruitment processes from two inds of sources: internal and external sources. The sources within the organisation itself (li e transfer of employees from one department to other, promotions) to fill a position are nown as the internal sources of re cruitment. Recruitment candidates from all the other sources (li e outsourcing a gencies etc.) are nown as the external sources of recruitment. SOURCES OF RECRUITMENT

Internal Sources:

Persons who are already wor ing in an organization constitute the internal source s. Retrenched employees, retired employees, dependents of deceased employees may al so constitute the internal sources. Whenever any vacancy arises, someone from withi n the organization is upgraded, transferred, promoted or even demoted. 1. Present Permanent Employees : Organizations consider the candidates from thi s source for higher level of jobs due to availability of most suitable candidate s for jobs relatively or equally to external sources, to meet the trade union de mands and due to the policy of the organization to motivate the present employe es. 2. Present temporary/casual Employees: Organizations find this source to fill th e vacancies relatively at the lower level owing to the availability of suitable candidates or trade union pressures or in order to motivate them on present job. 3. Retrenched or Retired Employees: Employees retrenched due to lac of wor are given employment by the organization due to obligation, trade union pressure et c. Sometimes they are re-employed by the organization as a to en of their loyalt y to the organization or to postpone some interpersonal conflicts for promotion. 4. Dependents of Deceased, Disabled, retired and present employees: Some organiz ations function with a view to developing the commitment and loyalty of not only the employee but also his family members. 5. Employee Referrals: Present employees are well aware of the qualifications, a ttitudes, experience and emotions of their friends and relatives. They are also aware of the job requirements and organizational culture of their company. As su ch they can ma e preliminary judgment regarding the match between the job and th eir friends and relatives.

External Sources 1 Campus Recruitment: These candidates are directly recruited by the Co; fro m their college/educational institution. They are inexperienced as far as wor e xperience is concerned. 2 Private Employment Agencies/Consultants: Public employment agencies or con sultants li e ABC Consultants in India perform recruitment functions on behalf o f a client company by charging fees. Line managers are relieved from recruitment functions and can concentrate on operational activities. 3 Public Employment Exchanges: The Government set up Public Employment Excha nges in the country to provide information about vacancies to the candidates and to help the organization in finding out suitable candidates. As per the Employm ent Exchange act 1959, ma es it obligatory for public sector and private sector enterprises in India to fill certain types of vacancies through public employmen t exchanges. 4 Professional Organizations: Professional organizations or associations mai ntain complete bio-data of their members and provide the same to various organiz ations on requisition. They act as an exchange between their members and recruit ing firm.

5 Data Ban s: The management can collect the bio-data of the candidates from different sources li e Employment Exchange, Educational Training Institutes, ca ndidates etc and feed them in the computer. It will become another source and th e co can get the particulars as and when required. 6 Casual Applicants: Depending on the image of the organization its prompt r esponse participation of the organization in the local activities, level of unem ployment, candidates apply casually for jobs through mail or handover the applic ation in the Personnel dept. This would be a suitable source for temporary and l ower level jobs. 7 Similar Organizations: Generally experienced candidates are available in o rganizations producing similar products or are engaged in similar business. The Management can get potential candidates from this source. 8 Trade Unions: Generally unemployed or underemployed persons or employees s ee ing change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter rapport with the management. 9 Wal In: The busy organization and rapid changing companies do not find ti me to perform various functions of recruitment. Therefore they advise the potent ial candidates to attend for an interview directly and without a prior applicati on on a specified date, time and at a specified place. 10 Consult In: the busy and dynamic companies encourage the potential job se e ers to approach them personally and consult them regarding the jobs. The compa nies select the suitable candidates and advise the company regarding the filling up of the positions. Head hunters are also called search consultants. 11 Body Shopping: Professional organizations and the hi-tech training develop t he pool of human resource for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise the organizati ons themselves approach the prospective employers to place their human resources . These professional and training institutions are called body shoppers and thes e activities are nown as body shopping. The body shopping is used mostly for co mputer professionals. Body shopping is also nown as employee leasing activity. 12 Mergers and Acquisitions: Business alliances li e acquisitions, mergers and ta e over help in getting human resources. In addition the companies do also all iances in sharing their human resource on adhoc basis. 13 E_recruitment: The technological revolution in telecommunications helped the organizations to use internet as a source of recruitment. Organizations adverti se the job vacancies through the world wide wed (www). The job see ers send thei r applications through e-mail using the internet. 14 Outsourcing: Some organizations recently started developing human resource p ool by employing the candidates for them. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their ne eds on temporary or ad-hoc basis.

Merits and Demerits of Internal Sources of Recruitment Sr. Merits of Internal Sources of Recruitment Demerits of Internal Sou rces of Recruitment 1. Motivates present employees when they are upgraded internally. Trade un ion pressure may not always give the right candidate for the job. The management

may have to consider some concessions. 2. Retrenched wor ers get an opportunity to wor again. Managements gets a chance to postpone promotion due to interpersonal conflicts. 3. Dependents of the deceased get a job easily Excessive dependence on this source results in in-breeding, discourages flow of new blood into the organ ization. 4. Morale of employees is improved The organization becomes dull without in novations, new ideas, excellence and expertise. 5. Loyalty, commitment, security of present employees can be enhanced 6. 7. Cost of recruitment, training, induction, orientation, etc is reduced Trade unions can be satisfied.

Merits and Demerits of External of Recruitment Sr. Merits of External Sources of Recruitment Demerits of External Sou rces of Recruitment 1. The candidates with s ill, nowledge talents etc are generally available . Campus recruited employees lac wor experience. 2. Cost of employees can be minimized. Cost of recruitment is high and there is no confidentiality. 3. Expertise, excellence and experience in other organizations can be easil y brought into the organization. Specified vacancies have to be filled by candidates referred by employment exchanges which do not allow other candidates to be eligible. 4. Existing sources will also broaden their personality. 5. Human Resource mix can be balanced 6. Qualitative human resource benefits the organization in the long run. 7. 8. 9. Reduction in time for recruitment Increase in the selection ratio i.e. recruiting more candidates. HR professionals can concentrate on strategic issues.

Factors Affecting Recruitment The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are: FACTORS AFFECTING RECRUITMENT

Recruitment Policy of the CHITTOSHO MOTORS: In todays rapidly changing business environment, a well defined recruitment polic y is necessary for organizations to respond to its human resource requirements i n time. Therefore, it is important to have a clear and concise recruitment polic y in place, which can be executed effectively to recruit the best talent pool fo r the selection of the right candidate at the right place quic ly. Creating a su itable recruitment policy is the first step in the efficient hiring process. A c lear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framewor for implemen tation of recruitment programme. It may involve organizational system to be deve loped for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY:The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment Suggestions for recruitment policy: It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, tas oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relati onship. Integrates employee needs with the organisational needs. The following factors ta en into consideration in formulating recruitment poli cy in CHITTOSHO motors: Government policies Personnel policies of other competing organizations Organizations personnel policies Recruitment sources Recruitment needs Recruitment cost Selection criteria and preference FACTORS AFFECTING RECRUITMENT POLICY IN CHITTOSHO MOTORS:-

Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications. Recent Trends in Recruitment The following trends are being seen in recruitment: OUTSOURCING In India, the HR processes are being outsourced from more than a decade now. A c ompany may draw required personnel from outsourcing firms. The outsourcing firms help the organisation by the initial screening of the candidates according to t he needs of the organisation and creating a suitable pool of talent for the fina l selection by the organisation. Outsourcing firms develop their human resource pool by employing people for them and ma e available personnel to various compan ies as per their needs. In turn, the outsourcing firms or the intermediaries cha rge the organisations for their services.

Advantages of outsourcing are: Company need not plan for human resources much in advance. Value creation, operational flexibility and competitive advantage turning the management's focus to strategic level processes of HRM Company is free from salary negotiations, weeding the unsuitable resumes/candida tes. Company can save a lot of its resources and time POACHING/RAIDING Buying talent (rather than developing it) is the latest mantra being followed by t he organisations today. Poaching means employing a competent and experienced per son already wor ing with another reputed company in the same or different indust ry; the organisation might be a competitor in the industry. A company can attrac t talent from another firm by offering attractive pay pac ages and other terms a nd conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly tal ed about. Indian software and the r etail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource man agers to face and tac le poaching, as it wea ens the competitive strength of the firm. E-RECRUITMENT Many big organizations use Internet as a source of recruitment. E- recruitment i s the use of technology to assist the recruitment process. They advertise job va cancies through worldwide web. The job see ers send their applications or curric ulum vitae i.e. CV through e mail using the Internet. Alternatively job see ers place their CVs in worldwide web, which can be drawn by prospective employees dep ending upon their requirements. Advantages of recruitment are: Low cost.

No intermediaries Reduction in time for recruitment. Recruitment of right type of people. Efficiency of recruitment process.

Difference Between Recruitment And Selection Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and sti mulating them to apply for jobs in the organisation WHEREAS selection involves t he series of steps by which the candidates are screened for choosing the most su itable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting mor e and more employees to apply in the organisation WHEREAS the basic purpose of s election process is to choose the right candidate to fill the various positions in the organisation. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the u nsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through variou s interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS select ion results in a contract of service between the employer and the selected emplo yee. Recruitment Management System Recruitment management system is the comprehensive tool to manage the entire rec ruitment processes of an organisation. It is one of the technological tools faci litated by the information management systems to the HR of organisations. Just l i e performance management, payroll and other systems, Recruitment management sy stem helps to contour the recruitment processes and effectively managing the ROI on recruitment. The features, functions and major benefits of the recruitment management system are explained below: Structure and systematically organize the entire recruitment processes. Recruitment management system facilitates faster, unbiased, accurate and reliabl e processing of applications from various applications Helps to reduce the time-per-hire and cost-per-hire. Recruitment management system helps to incorporate and integrate the various lin s li e the application system on the official website of the company, the unsol icited applications, outsourcing recruitment, the final decision ma ing to the m ain recruitment process. Recruitment management system maintains an automated active database of the appl icants facilitating the talent management and increasing the efficiency of the r ecruitment processes. Recruitment management system provides and a flexible, automated and interactive

interface between the online application system, the recruitment department of the company and the job see er. Offers tolls and support to enhance productivity, solutions and optimizing the r ecruitment processes to ensure improved ROI. Recruitment management system helps to communicate and create healthy relationsh ips with the candidates through the entire recruitment process. The Recruitment Management System (RMS) is an innovative information system tool which helps to sane the time and costs of the recruiters and improving the recr uitment processes. HR Challenges In Recruitment Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organisation, diplomacy, mar eting s ills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organisation. The HR professio nals handling the recruitment function of the organisation- are constantly facin g new challenges. The biggest challenge for such professionals is to source or r ecruit the best people or potential candidate for the organisation. In the last few years, the job mar et has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the mar et etc. In an already saturated job mar et, where the practices li e poaching and raiding are gaining momentum, HR professionals are constantly facing new challenges in o ne of their most important function- recruitment. They have to face and conquer various challenges to find the best candidates for their organisations. The major challenges faced by the HR in recruitment are: Adaptability to globalization The HR professionals are expected and required to eep in tune with the changing times, i.e. the changes ta ing place across the g lobe. HR should maintain the timeliness of the process Lac of motivation Recruitment is considered to be a than less job. Even if the organisation is achieving results, HR department or professionals are not than e d for recruiting the right employees and performers. Process analysis The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also b e cost effective. Strategic prioritization The emerging new systems are both an opportunity as wel l as a challenge for the HR professionals. Therefore, reviewing staffing needs a nd prioritizing the tas s to meet the changes in the mar et has become a challen ge for the recruitment professionals. Forms Of Recruitment The Organisations differ in terms of their size, business, processes and practic es. A few decisions by the recruitment professionals can affect the productivity and efficiency of the organisation. Organisations adopt different forms of recr uitment practices according to the specific needs of the organisation. The Organ isations can choose from the centralized or decentralized forms of recruitment, explained below: CENTRALIZED RECRUITMENT The recruitment practices of an organisation are centralized when the HR / recru itment department at the head office performs all functions of recruitment. Recr uitment decisions for all the business verticals and departments of an organisat ion are carried out by the one central HR (or recruitment) department. Centraliz ed from of recruitment is commonly seen in government Organisations.

MERITS OF CENTRALISED RECRUITMENT: Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. It would have more expertise available to it. It can ensure broad uniformity among human resources of various units/zones in r espect of education, s ill, nowledge, talent, etc. It would generally be above malpractices, abuse of powers, favoritism, bias, etc . It would facilitate interchangeability of staff among various units/zones. It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruiting functions. It enables the organization to have centralized selection procedure, promotional and transfer procedure, etc. It ensures the most effective and suitable placement to candidates. It enables centralized training programmes which further brings uniformity and m inimizes average cost of staff. Reduces administration costs Better utilization of specialists Uniformity in recruitment Interchangeability of staff Reduces favoritism Every department sends requisitions for recruitment to their central office

DECENTRALIZED RECRUITMENT Decentralized recruitment practices are most commonly seen in the case of conglo merates operating in different and diverse business areas. With diverse and geog raphically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization . In some cases combination of both is used. Lower level staffs as well as top l evel executives are recruited in a decentralized manner. MERITS OF DECENTRALISED RECRUITMENT The unit concerned concentrates only on those sources/places wherein normally ge ts the suitable candidates. As such the cost of recruitment would be relatively less. The unit gets most suitable candidates as it is well aware of the requirements o f the job regarding culture, traditional, family bac ground aspects, local facto rs, social factors, etc. Units can recruit candidates as and when they are required without any delay. The units would enjoy freedom in finding out, developing the sources, in selecti ng and employing the techniques to stimulate the candidates. The unit would relatively enjoy advantage about the availability of information, control and feedbac and various functions/processes of recruitment. The unit would enjoy better familiarity and control over the employees it recrui ts rather than on employees selected by the central recruitment agency.

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations li e commercial ban s resort to centralized recruitment while some organizations li e the Indian Railway resort to decentralized recruitment practices. Personnel dep artment at the central office performs all the functions of recruitment in case of centralized recruitment and personnel departments at unit level/zonal level p erform all the functions of recruitment concerning to the jobs of the respective unit or zone. SUB-SYSTEMS OF RECRUITMENT The recruitment process consists of the following four sub-functions: Finding out and developing the sources where the required number and ind of emp loyees will be available. Developing suitable techniques to attract the desirable candidates. Employing the techniques to attract candidates. Stimulating as many candidates as possible and as ing them to apply for jobs irrespective of the number of candidates require. Management has to attract more candidates in order to increase the selection rat io so that the most suitable candidate can be selected out of the total candidat es available. Recruitment is positive as it aims at increasing the number of app licants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Thoug h, the function of recruitment seems to be easy, a number of factors ma e perfor mance of recruitment a complex one.

Equal Employment Opportunity Equal opportunity employment refers to the approach of the employers to ensure t he practice of being fair and impartial in the employment process. *The term "Eq ual Opportunity Employment" was first given by President Lyndon B. Johnson when he signed Executive Order 11246 which was created to prohibit federal contractor s from discriminating against employees on the basis of race, sex, creed, religi on, color, or national origin*. The scope of the order also covered the discrimi nation on the basis of the minority status. Discrimination in employment Discrimination refers to the any ind of prejudice, biasness or favoritism on th e basis of disability race age sex sexuality pregnancy Marital status in employment. No person should be treated less favourably than any other on the basis of the specified issues above. Many countries (li e SA) have already impl emented Equal Opportunity Act, ma ing it against the law to treat anybody unfair ly. Diversity in wor force With the globalization and the increasing size of the organisations, the diversi ty in the wor force is increasing i.e. people from diverse bac grounds, educatio

nal bac ground, age groups, race, gender, abilities etc come together to wor fo r one organisation and common objectives. Therefore, it is the responsibility of the employer to create an equality-based and discrimination-free wor ing enviro nment and practices. Equal opportunity means treating people equally and fairly irrespective of their race, religion, sex, age, disability etc. Giving women an equal treatment and a ccess to opportunities at the wor place. Any employee should be ill-treated or h arassed by the employer or other employees. Equal Employment Opportunity principles help to realize and respect the actual w orth of the individual on the basis of his nowledge, s ills, abilities and meri t. And the policy should cover all the employees of an organisation whether perm anent or temporary, contractual etc. Equal employment opportunity is necessary to ensure: To give fair access to the people of all development opportunities To create a fair organisation, industry and society. To encourage and give disadvantaged or disabled people a fair chance to grow wit h the society Need of the study:Without focusing the pattern of management, organization philosophy highlights on achieving a surely where all citizens (employees) can lead a riche r and fuller life. Every organization, therefore, stri es for greater productivity, el imination of wastes, lower costs and higher wages, so the industry needs a stable and energet ic labours force that can boast of production by increased productivity. To achieve these objectives a good recruitment process is essential. By which industry stri es right number of persons and right ind of persons at the right time and at right places through and the planning period without hampering productivity.

SCOPE:1. To structure the Recruitment policy of Chittosho motors for different categor ies of employees .2. To analyze the recruitment policy of the organization .3. To compare the Recruitment policy with general policy. 4. To provide a systematic recruitment process. 5. It extends to the whole Organization. It covers corporate office, sites and w or s appointments all over India

.6. It covers wor ers, Clerical Staff, Officers, Jr. Management, Middle Manageme nt and Senior Management cadres.

OBJECTIVES OF STUDY The main objective of my study is to insure the quality of CHITTOSHO Motorss recr uitment process. Along with i consider the following point as a object during my studies:

RESEARCH METHODOLOGY According to Redman and Mory it is systematized effort to gain new nowledge. To conduct any research a scientific method must be followed the universe of stu dy is very large in which is difficult to collect information from all the emplo yees so the sampling method has been followed; the analysis is based on primary as well as secondary data. 1:-PRIMARY SOURCES: Primary data was collected using an appropriate questionnaire and observing it 2:-SECONDARY SOURSES: The secondary data was collected from companies training policy documents, offic ial records. 3:-QUESTIONNAIRE: It is the set of question which is to be filled up by the respondents for their answers. I have also prepared during my study for the purpose of collection of p rimary data. Questionnaire designed was of multiple choice and of ended of natur e. 4:-METHOD OF ANALYSIS: The tool of analysis adopted by me is the pie charts which I have prepared on the basis of my questionnaire. Methodology can be defined as a systemic way of appro aching a problem to identify the truth and for this certain step should be ta en in a systematic order and these steps are called methods. Research methodology is a process of planning, acquiring, analyzing and dissemina ting relevant data and information. The use of right methodology is necessary because if the right methods are not a dopted and thoughts are not arrange in a logical order the exact truth might not be expressed. Thus the methodology means correct arrangement of thoughts and nowledge.

WHY RESEARCH IS REQUIRED

1: 2: 3: 4:

To To To To

ta e feedbac from employees on existing system study the recruitment procedure followed in CHITTOSHO MOTORS study the various sources of recruitment followed in Chittosho. search or headhunt people whose s ill fits into the companys values.

Conceptually, the purpose of research is to discover the answers for the questio ns through application of scientific procedures. The main aim of the research is to find ou t the truth which is hidden and which has not been discovered yet. Through each research study has its own specific purpose, but generally research ers are done: To gain familiarities with a phenomenon or to achieve new insights into it. To determine the frequency with which something occurs or with which associated with something else. To test the hypothesis of casual relationship between variables. To ta e appropriate decisions. Research is a careful and systematic effort of gaining new nowledge. Research i s an original contribute on to the existing stoc of nowledge ma ing for its ad vancement; it is pursuit of true with the help of study, observation, comparison and experiment. In short the search of nowledge through objectives and systematic method of finding solution to problem is research.

RESEARCH DESIGN The research design is the plan, structure and strategy of investigation conceiv ed so as to obtain answer to research question and to control variance. The definition of three important terms plan, structure and strategy. The plan is an outline of the research scheme on which the researcher is to wor . The structure of the research is a more specific outline or the scheme and the strategy shows how the Research will be carried out, specifying the methods to be used in collection and analysis of data. Research design is the specification of methods and the procedure for acquiring the information needed. It is the operational pattern or framewor of the projec ts that stipulate what information is to be collected from which sources by the procedures. The importance of research design lies in the fact that it ma es a s tatement of what is to be done in order to achieve the research objectives and h ow it is to be done. It is an expression of what of the research exercise in ter ms of results and the analytical input needed to convert data into research find ings. A design may be quite suitable in one case but could not fit in some other resea rch problem. One design cannot serve the purpose of all types of research proble ms. Also most of the research problems are complex in nature and cannot be solve d by a specific research design. Hence a combination of research design is used to reach a solution. The research design when chosen correctly prevents deviation in the study.

SAMPLING AND SAMPLE DESIGN It is not possible to examine every item in the population hence interferences i s drawn about a large numbers of items possessing a particular attribute based o n analysis of fraction of such items. It is called a sample.

SAMPLING DESIGN Representation of entire universe is only possible through the sampling techniqu

e. Considerable care has been ta en in selecting the sample so that is Convenien t in terms of size and enough to represent the entire universe Data source: Primary and secondary Research approach: Survey method Research instrument: Questionnaire Sample size: 100 employee Sample area: Mohali Contact method: Personal contact

QUESTION: What are the sources for recruitment? About 73% of the manager say that they prefer both internal as well as external source for recruitment and selection where as only 9% go for internal source and 18% go for external sources.

Question: Which method do you mostly prefer for recruitment preferred way of recruitment? Direct 65% Indirect 32% Third party 3% About 65% of the mangers go for direct recruitment and selection and 32% go for indirect and only 3 % go for third party recruitment way.

Question: When do you prefer to go for manpower planning? 20% 50% 30% Yearly Quarterly No fixed Time Around 50% of the managers go for Quarterly manpower planning and 20 % do not fo llow any pattern they dont have any fixed time where as 20% go for yearly.

DATA ANALYSIS

Question: What are the sources for external recruitment are preferred? 34% 8% 33% 25% Campus interviews Placement agencies Data ban Casual applicants In chittosho 34% of manager go for campus interviews, 33% go for data ban , 25% from the casual application that are received and only 8% go for any placement a gencies.

Question: How do you rate the recruitment procedure? In Chittosho motors, 50% managers rate recruitment procedure average, 30% long, 10% short & 10% very long.

Question: How do you rate the HR practices of the company? 30% 40% 20% 10% Very Good Good Average Bad 50% of the managers feel that HR department is good where and 30%say thats its ve ry good where as 20% says its average and only 10% manager feel its bad.

Question:What are the sources for internal sourcing you prefer? About 35% managers prefer present permanen t employees, 30% prefer present temporary employees, 20% prefer retired employee s, only 15% prefer disabled employees. Question: Are you satisfied with the present method being followed by the compa ny for recruitment? In Chittosho, 75% employees are satisfied with recruitment method of company & 25% are not satisfied. Question: Are the aptitude test conducted? About, 50% say yes, 30% say till some extent, & 20% said no. Question: If yes then it is for? About 65% managers say it is for Fresher & 3 5% said it is for Executives. Question: Do you conduct any of these test? Managers said they conduct 35% of medical test, 30% psychometric test, 30% reference test,5% other tests. FINDINGS In CHITTOSHO motors most of the employees feel thats the HR department is good. About 73% of the managers say that they prefer both internal as well as external source for recruitment.

About 65% of the mangers go for direct recruitment and less number for mangers p refer indirect or third party. Mostly the manpower planning is done Quarterly an d

 20 % do not follow any pattern they dont have any fixed time. Chittosho prefers t o go for campus interviews and even casual application that are received for rec ruitment but they hardly prefer placement agencies. Most of the manager Prefer Personal interviews, 30% prefer to ta e telephonic in terviews where as only 20% go for video conferencing and rest 10% adopt some oth er means of interviews. 50% managers say that their recruitment procedure is average not very much long.

From internal sources managers mostly use present permanent employees for recrui tment. In Chittosho motors most of the employees are satisfied with their job & only 25 % are not fully satisfied with their job.

CONCLUSION This presents the summary of the study and survey done in relation to the Recrui tment in Chittosho motors. The conclusion is drawn from the study and survey of the company regarding the Recruitment process carried out there. The recruitment process at Chittosho motors to some extent is not done objective ly and therefore lot of bias hampers the future of the employees. That is why th e search or headhunt of people should be of those whose s ill fits into the comp anys values. Most of the employees were satisfied but changes are required according to the c hanging scenario as recruitment process has a great impact on the wor ing of the company as a fresh blood, new idea enters in the company. SUGGESION Manpower requirement for each department in the company is identified well in ad vance. If the manpower requirement is high and the recruitment team of the HR departmen t alone cannot satisfy it, then help from the placement agencies is needed. Time management is very essential and it should not be ignored at any level of t he process.. The recruitment through placement agencies as the last resort and is utilised on ly when need. The recruitment procedure should not to lengthy and time consuming.

The candidates called for interview should be allotted timings and it should not overlap with each other. QUESTIONNAIRE FOR THE RESEARCH:1: When do you go for manpower planning? Quarterly Annually Not fixed 2: How do you rate the recruitment procedure? Short Average Long Very Long

3: Which method do you mostly prefer from the following for recruitment? Direct Method Indirect Method Third Party 4: What sources you prefer for recruitment? Internal sources External sources Both 5: What are the sources for internal sourcing among the following -: Present permanent employees Present temporary employees Retrenched / Retired / employees Deceased / disabled / employees 6: What are the sources for external recruitment among the following Campus interviews Placement agencies Private employment agencies Public employment agencies Professional associations Data ban Casual applicants 7: Are you satisfied with the present method being followed by the company for r ecruitment? ? Yes No 8: Are the aptitude test conducted? Yes No Till some extent 9: If yes then it is for Fresher Executives 10: Do you conduct any of these test? Psychometric test Medical test Reference test chec Other

11: How do you rate the HR practices of the company? Very Good Good Average Bad