Final Project

The Study Of selection & Recruitment Process in DLF Projects ltd.
And Its Effectiveness
INTRODUCTION
Indian Institute Of Planning And Management
The Study Of selection & Recruitment Process in DLF Projects ltd. And Its Effectiveness
I NT RO D UC T I O N
The human resources are the most important assets of an
organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct f r o m E m p l o ym e n t a n d S e l e c t i o n . O n c e t h e r e q u i r e d n u m b e r a n d kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Recruitment is however not just a simple selection process but also requires management decision making and extensive planning to employ the most suitable manpower. Competition among business
organisations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation. Human Resource and Management selection and theories focus the on methods of of as
recruitment interviews,
highlight and
advantages testing
general
assessment
p s yc h o m e t r i c
e m p l o ye e s e l e c t i o n p r o c e s s e s . T h e r e c r u i t m e n t p r o c e s s c o u l d b e internal or external or could also be online and involves the stages of recruitment policies, advertising, job description, job application process, interviews, assessme nt, decision making, legislation selection and training (Korsten 2003, Jones et al, 2006). Examples of recruitment policies within healthcare sector Indian Institute Of Planning And Management 2
and business or industrial sectors could provide insights on how recruitment defined. policies are set and manageria l objectives a are
Successful
recruitment
methods
include
thorough
a n a l ys i s o f t h e j o b a n d t h e l a b o r m a r k e t c o n d i t i o n s a n d i n t e r v i e w s a s w e l l a s p s yc h o m e t r i c t e s t s t o d e t e r m i n e t h e p o t e n t i a l i t i e s o f applicants. Small and medium sized enterprises ( SMEs) also focus on interviews emotional and and assessment in with new emphasis or on job
a n a l ys i s , applicants
intelligence social
inexperienced (CSR). Other
corporate
responsibility
techniques of selection that have been described include various t yp e s o f i n t e r v i e w s , i n t r a y e x e r c i s e , r o l e p l a y, g r o u p a c t i v i t y, etc. Recruitment is almost central to any management process and failure in recruitment can create difficulties for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in management decision making and the recruitment process could itself be improved by following management theories. The recruitment process could be improved in sophistication with Rodgers seven point plan, Munro -Frasers five-fold grading s ys t e m , p s yc h o l o g i c a l tests, personal
interviews, etc. Recommendations for specific and differentiated s e l e c t i o n s ys t e m s f o r d i f f e r e n t p r o f e s s i o n s a n d s p e c i a l i z a t i o n s have been giv en. A new national selection s ys t e m for
p s yc h i a t r i s t s , a n e s t h e t i s t s a n d d e n t a l s u r g e o n s h a s b e e n p r o p o s e d within the UK health sector. Recruitment is however not just a simple selection process and requires management decision making and extensive planning to employ the most suitable manpower. Competition among business organizations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organization Indian Institute Of Planning And Management 3
(Terpstra, 1994). This would mean that the management would specifically look for potential candidates capable of team work as b e i n g a t e a m p l a ye r w o u l d b e c r u c i a l i n a n y j u n i o r m a n a g e m e n t position. Human Management resource approaches within any business organization are focused on meeting corporate
objectives and realization of strategic plans through training of personnel to ultimately improve company performance and profits (Korsten, 2003). The process of recruitment does not however end with application and selection of the right people but involves maintaining and retaining the employees chosen. Despite a well drawn plan on recruitment and selection and involvement of qualified management team, recruitment processes followed by companies can face significant obstacles in implementation.
Theories of HRM may provide insights on the best approaches to recruitment although companies will have to use their in house management skills to apply generic theories within specific
organizational contexts. The process of recruitment does not however end with application and selection of the right people but involves maintaining and r e t a i n i n g t h e e m p l o ye e s c h o s e n . recruitment and selection and Despite a well drawn plan on involvement of qualified
management team, recruitment processes followed by companies can face significant obstacles in implementation. Theories of HRM may provide insights on the best approaches to recruitment although companies wil l have to use their in house management skills to apply generic theories within specific organizational contexts.
RECRUITMENT Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process o f s e a r c h i n g f o r p r o s p e c t i v e e m p l o ye e s a n d s t i m u l a t i n g t h e m t o apply for jobs in the organization. In simple words recruitment can be defined as a linking function -joining together those with jobs to fill and those seeking jobs.
PURPOSE AND IMPORTANCE The general purpose of recruitment is to provide a pool of p o t e n t i a l l y q u a l i f i e d j o b c a n d i d a t e s . S p e c i f i c a l l y, t h e p u r p o s e s and needs are: Determine the present and future requirements of the
organization in conjunction with its personnel -planning and j o b - a n a l ys i s a c t i v i t i e s . Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of v i s i b l y, under qualified or
overqualified job applicants. Help reduce the probability that job applicants, once
recruited and selected, will leave the organiza tion only after a short period of time. B e g i n i d e n t i f yi n g a n d p r e p a r i n g p o t e n t i a l j o b a p p l i c a n t s w h o will be appropriate candidates. I n d u c t o u t s i d e r s w i t h a n e w p e r s p e c t i v e t o l e a d t h e c o m p a n y. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent p e o p l e t o t h e c o m p a n y. Search for talent globally and not just within the company.
SELECTION Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organisation to another and indeed, from job to job within the same organisation. The sequence of steps may also vary from job to job and organisatio n to organisation. For example some organisations may give more importance to testing while others give more emphasis to interviews and reference checks. Similarly a single brief selection interview might be enough for applicants for lower level positions, while applicants for managerial jobs might be interviewed by a number of people.
Importance of Selection The term selection denotes a choice of one or some form amongst m a n y. T h e v i t a l i m p o r t a n c e o f m a k i n g t h e r i g h t s e l e c t i o n o f s t a f f for any enterprise cannot be overemphasized. While selecting e m p l o ye e s i t s h o u l d b e b o r n i n m i n d t h a t t h e y a r e t h e g r e a t e s t source of an organization. Building and money are a l w a ys
s e c o n d a r y. T h e c r i t i c a l e l e m e n t i s a l w a ys t h e s p i r i t t e a m w o r k and the skill of the organizati ons personnel. E v e r yt h i n g c a n b e b r o u g h t o r r e p r o d u c e d e x c e p t s k i l l e d a n d dedicated service. Essentials of Selection Procedure The selection produced adopted by an organization is mostly tailor made to meet its particular needs. The thoroughness of the procedure depends upon three factors: First, the nature of selection, whether faulty or safe, because a faulty selection affects not only the training period that may be needed, but also results in heavy expenditure on the new
e m p l o ye e a n d t h e l o s s t h a t m a y b e i n c u r r e d b y t h e o r g a n i z a t i o n i n case the job-occupant fails on his job. Second, the policy of the company and the attitude of the management. As a practice some companies usually hire more than the actual number needed with a view to removing the unfi t persons from the jobs. Third, the length of the probationary or the trial period. The longer the period the greater the uncertainty in the minds of the selected candidate about his future.
OBJECTIVES OF THE STUDY
O B J E CT I V E S O F T H E S T U D Y:
I have undertaken the research recruitment and selection process in DLF Projects Ltd. & its effectiveness in order to study the: 1) Recruitment and selection process at DLF. To assess the e f f e c t i v e n e s s a n d s u g g e s t w a ys t o i m p r o v e i t . 2) Also study the effect of recession on recruitment and selection process. 3) Strategies for successful recruitment process.
Also my objective of doing research on this topic is study how the Organization is manning the human resource of it and also study the constraint in of recruitment and selection process. The main objective is to select -right candidates to the right jobs to reduce the cost of employment and losses occurred
d u e t o e r r o r s m a d e b y t h e e m p l o ye e s w h i c h a r e n o t a p p r o p r i a t e to the corresponding job.
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RESEARCH METHODOLOGY
11
R E S E AR CH ME T H O DO L O G Y
The research is primarily both exploratory as well as descriptive in nature. The sources of information are both primary &
s e c o n d a r y. Primary sources of data The primary data was collected from questionnaires distributed to the e m p l o ye e s of DLF. A well -structured questionnaire was
prepared and personal interaction with the recruiters also helps in collecting information about the recruitment process in DLF. Secondary source of data Secondary data were obtained from the previous studies on similar topics which were published in both national and
international journal. Also the internet provided an insight about the DLF. And some information is taken from DLF HOM E AND DEVELOPERS LTD. The Questionnaire K e e p i n g i n v i e w t h e o b j e c t i v e o f t h e s t u d y, q u e s t i o n n a i r e w a s designed and tested on few e m p l o ye e s . The questionnaire
includes multiple choice questions. Data analysis tool T h e d a t a c o l l e c t e d t h r o u g h t h e q u e s t i o n n a i r e w e r e a n a l yz e d u s i n g simplest statistical tools and spread sheets software namely Microsoft excel. Each of the different questions in the
q u e s t i o n n a i r e s w e r e a n a l yz e d i n d i v i d u a l l y a n d r e p r e s e n t e d i n t h e form of a pie-chart.
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HISTORY OF DLF
13
H I S T O R Y O F DL F
The DLF Group was founded in 1946. We developed some of the first residential colonies in Delhi such as Krishna Nagar in East Delhi, which was completed in 1949. Since then we have been responsible for the development of many o f Delhis other well known urban colonies, including South Extension, Greater
Kailash, Kailash Colony and Hauz Khas. Following the passage of the Delhi Development Act in 1957, the state assumed control of real estate development activities in Delhi, which resulted in restrictions on private real estate colony development. We therefore commenced acquiring land at
relatively low cost outside the area controlled by the Delhi D e v e l o p m e n t A u t h o r i t y, p a r t i c u l a r l y i n t h e d i s t r i c t o f G u r g a o n i n t h e a d j a c e n t s t a t e o f H a r ya n a . This led to our first landmark real estate development project D L F Q u t a b E n c l a v e , w h i c h h a s n o w e v o l v e d i n t o D L F C i t y. D L F City is spread over 3,000 acres in Gurgaon and is an integrated township, which includes residential, commercial and re tail
properties in a modern city infrastructure with schools, hospitals, hotels and shopping malls. It also boasts of the prestigious DLF Golf and Country Club with night golfing facilities.
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Company policy of DLF Total customer satisfaction through quali ty management and continuous improvement We at DLF are committed to produce high standard infrastructure a n d p r o v i d e s a t i s f a c t i o n o f W o r l d c l a s s q u a l i t y. Our Aim is to maximize the customers Satisfaction and this is achieved through Quality product, con tinuous improvement and m o t i v a t e d e m p l o ye e s .
BUSINESS PRINCIPLES 1. Organization, Customers. 2. Continuous up gradation of Quality and Process to meet changing needs of Customers. 3 . O p t i m i z a t i o n o f r e t u r n s o n I n v e s t m e n t b y. Continuous Improvement. L e a d e r s h i p t h r o u g h T e c h n o l o g y. Organization and Personal Development. Cost Reduction efforts. Effective use of all resources. Harmonious and Safe working conditions. Following J IT theory in Practice. which is sensitive to the needs of the
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LOGO OUR ETHOS
T h e p yr a m i d s ym b o l a n d t h e m i s s i o n l i n e ' B u i l d i n g I n d i a i s collectivel y referred to as the DLF Logo. The company's name is represented in black capital letters. The t yp e f a c e r e p r e s e n t s t h e s o l i d i t y o f t h e e n t e r p r i s e ; e m p h a s i z e s a c c o u n t a b i l i t y, r e s p o n s i b i l i t y a s b e i n g a s t r o n g a n d i n t e g r a l p a r t of the Group's ethos. T h e p yr a m i d d e p i c t s n i n e s m a l l e r p yr a m i d s ; e a c h c o m p o s e s i t s e l f into a larger p yr a m i d all -encompassing in nature and
p r e s e n t a t i o n . T h e p yr a m i d i t s e l f a n d t h e c o m p o n e n t p yr a m i d s convey cohesion, interdep endence, support and foundation, to a common purpose and to achieve greater heights. T h e w o r d s B U I L D I N G I N D I A , i s i n c a p i t a l s l i k e t h e c o m p a n y s n a m e , a n d a t o n c e c o n v e ys D L F s m i s s i o n a n d v i s i o n . I t i s a n i n t r i n s i c r e f l e c t i o n o f t h e G r o u p s c o m m i t m e n t a n d i t s 6 0 - ye a r heritage.
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DLF Real Estate
Delhi Projects, or DLF, is a company set up by DLF chairman Mr. Kushal Pal Singh's father -in-law, Chaudhary Raghvendra Singh. The company at that time had developed no fewer than 21 colonies in Delhi between 1947 and 1961, which was taken over by the Delhi Development Authority. That had forced DLF to diversify into batteries, cables and so on. Six decades later, DLF has invested close to Rs 80,000 crore in projects running into 100 million square fee t. The group has made remarkable contribution in the evolution of the sleepy adjacent city of Gurgaon to the investors destination of India. Their foresightedness in
i d e n t i f yi n g G u r g a o n a s t h e n e x t l o g i c a l extension of Delhi proved to be their biggest advantage, as they were the
ones to make the first move in Gurgaon real estate. However, DLFs role in confirming the visit of Jack Welch, the CEO of GE to India on the invitation of Rajiv Gandhi the then Prime Minister of India proved to be the biggest tur naround for DLF and Mr. K. P. Singh. Welch was not only struck by the country's trained manpower and started thinking in terms of outsourcing back office work to India; but also set up GE's first office at Gurgaon. Almost overnight, Gurgaon had turned from a sleepy village to a t h r o b b i n g h u b o f c o m m e r c i a l a c t i v i t y. D L F w h i c h s t a r t e d i t s business then with a new lease has definitely come a long way since then - from townships, shopping malls and commercial space to hotels, special economic zones and infrastr ucture
projects. Indian Institute Of Planning And Management 17
DLF in India's Real Estate Growth Residential The residential segment of DLF besides development of apartment in the middle-income group, also involves a wide range of products including condominiums, duplexes, row houses and
apartments of varying sizes, with a focus on the high end the market. To the 54 million sq. ft of developed area under homes with18 million sq. ft of group housing; DLF intends to augment its oldest business area by developing another 300 million sq. ft of projects across
the country over the n e x t 1 0 ye a r s . Commercial Office: DLFs office segment the is one of groups most
admired Nearly 20
vertical. million
sq. ft. of developed as well as on-going projects are a significant contributor to the growth of office spaces of the most contemporary architecture. Plans to develop another 110 million sq. ft. across 12 cities are aimed to give DLF 15-20% of market share in the business & commercial sector.
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RETAIL: With a booming retail environment horizon, this on is the a
major thrust area for the Group and DLF is actively creating new shopping entertainment and spaces
a l l o v e r t h e c o u n t r y. There million are sq. over ft. 42 of
quality retail space developed and
under development in metros and other urban destinations across the c o u n t r y. These include categories of prime downtown
shopping districts, shopping centers and super luxury malls. H o t e l : W i t h t h e g r o w t h o f e c o n o m y, I n d i a i s e m e r g i n g a s a m a j o r business, tourism and sports event destination; causing traffic to pour in from across the globe. This has led to the demand for hotels in mostly in the cities. DLF group foresees that with the rise in demand for rooms expected to grow by approximately 4% in 2006 -07; the
investment in the premium segment of the hotel industry wi ll be between Rs 20 -23 billion in the aggregate over the next five years. Keeping in view, the exponential growth opportunities in the sector DLF intends to develop hotels in four star, five star and deluxe segments.
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INFRASTRUCTURE DLF foresees significant growth opportunities in the
infrastructure sector which are expected through the route of Public-Private Partnerships (PPP). Though there is a significant size of investments earmarked by the government and there are t r e m e n d o u s o p p o r t u n i t i e s i n t h e s e c t o r f o r p r i v a t e p l a ye r s t o contribute in the nations growth, DLF has marked down the sector as it anticipates the infrastructure vertical to create new source of revenues and growth to the group. The key focus areas o f v e r t i c a l a r e c o n s t r u c t i o n o f e x p r e s s w a ys , h i g h w a ys , a i r p o r t s and other key infrastructure projects. SEZ Special Economic Zones
(SEZ) have acquired special status of importance from
the Government of India as they have been categorized to bring infrastructural
development and economic growth in that region. DLF has also taken the stride to develop SEZ across the country which will showcase world -class, state-of-the-art infrastructure and will include utilities such as roads and other public and services,
commercial
centers,
residential
fa cilities
institutional
facilities like schools, hospitals, etc. Their first SEZ by DLF, an proposed expanse of to be developed acres, will
in Amritsar spreading
over
1100
comprise of four sector -specific individual SEZs for the textile a n d g a r m e n t s i n d u s t r y, e n g i n e e r i n g i n d u s t r y, f o o d p r o c e s s i n g industry and a free trade and warehousing zone. It also has investment plans to develop an Rs 10,000 crore multi -product SEZ in Tamil Nadu. Indian Institute Of Planning And Management 20
VISION, MISSION & VALUES DLF Vision To contribute significantly to bui lding the new India and become t h e w o r l d s m o s t v a l u a b l e r e a l e s t a t e c o m p a n y.
DLF Mission To build world-class real-estate concepts across six business lines with the highest standards of professionalism, ethics, quality and customer service
DLF Values

Sustained efforts to enhance customer value and quality Ethical and professional service C o m p l i a n c e a n d r e s p e c t f o r a l l c o m m u n i t y, e n v i r o n m e n t a l and legal requirements.
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M I L E S T O NE S
The largest real estate developer in India with 266 million square feet worth of developed and under development projects.
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OTHER BUSINESSES Wind Power Projects by DLF DLF group is the largest owner of wind power plants in India with an installed capacity of 228.7 MW. DLF has initiated its wind power portfolio in March 2008. Currently the group owns wind farms in the states of Gujarat (150 MW), Rajasthan (34.5 MW), Tamil nadu (33MW), and Karnataka (11.2 MW). These projects reduce about 4.7 tonne of CO2 emissions on annual basis. The wind power projects in the stat es of Gujarat and Karnataka are already registered for carbon credits at UNFCCC and generating over 3 Lakh CERs (Certified Emission
R e d u c t i o n s ) a n n u a l l y.
Project Locations 1. 150 MW wind power project in Kutch, Gujarat. 2. 11.2 MW wind power project in Gadag, K arnataka. 3. 33 MW wind power project in Osisan and Ratan Ka Baas, Rajasthan. 4. 34.5 MW wind power project in Elavanthi and Panapatti,
Tamil Nadu.
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A W AR D S
Business Leadership Awards: DLF chosen as the leader DLF was chosen as the leader in the 'Building & Construction Real Estate' c a t e g o r y, in the 2nd NDTV Profit Business
Leadership Awards held in New Delhi on July 27 2007. This award reaffirms DLF's leadership position and underlines the contribution made by DLF in the real estate sector. K P Singh wins special NDTV Award Mr. K.P.Singh has won the NDTV Special Award in Business. At a glittering awards function at the Taj
Palace on January 17, the DLF chairman was among to in a be galaxy of eminent for their
personalities contributions
honoured
various
fields,
ranging
from business and politics to sports and films. G.B. Pant University conferred an Honorary Degree of Doctor of Science to Mr. KP Singh G.B. Pant University of Agriculture & Technology conferred an Honorary Degree of Doctor of Science to Mr. K P Singh in the April '08, in recognition of his invaluable contribution in the field of Business Administration. About The Group In order to meet challenges of the future and to leave an indelible mark on the industrial scenario, DLF group structured along shopping centers, luxury malls, DT cinemas, hotels, DLF SEZs.
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IN THE POLICY OF THE COMPANY
To develop the concept of MY OWN ORGANIZATION
amongst the e m p l o ye e s . To be firm & fair in disciplinary matters. P a t i e n t l i s t e n i n g t o t h e e m p l o ye e s p r o b l e m s a n d p r o m p t
disposal of there. To provide them Harmonious & safe working conditions, & chilled dirking water facilities,
i n t i m e s a l a r y, c a n t e e n
i n t e r e s t f r e e l o a n & t i m e l y o v e r t i m e p a ym e n t . No organized trade union. Workers grievances are taken
c a r e o f p r o p e r l y. All facilities are available to workers e.g. Medical, Canteen, interaction Loan with etc. Management & due has to in this regular outside
e m p l o ye e s
interference is minimized and workers are not getting carried away with outside issues. Thus Union activities have no scope to develop. T a k e c a r e f o r i t s e m p l o ye e s i n t h e i r H a r d s h i p s a t w o r k and family level. Feeling of togetherness is developed which has alleviated various problems of workers. E d u c a t e & T r a i n e m p l o ye e s t o m a k e t h e m f e e l a p a r t o f
the organization. The regular training activities are a permanent feature of Training and activities. Development
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S W O T AN AL Y S I S
Strength
is
defined
as
any
internal
asset,
t e c h n o l o g y,
motivation, finance, business links, etc that can help to exploit opportunities and to fight off threats.
Weakness
is
an
internal
condition
which
hampers
the
competitive position or exploitation of opportunities.
Opportunity is any external circumstance or characteristic w h i c h f a v o u r s t h e d e m a n d o f t h e s ys t e m o r w h e r e t h e s y s t e m i s e n j o yi n g a c o m p e t i t i v e a d v a n t a g e .
Threat is a challenge of an unfavourable trend or of any external circumstance which will unfavourably influence the p o s i t i o n o f t h e s ys t e m .
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STRENGTH
e m p l o ym e n t a n d t r a i n i n g o p p o r t u n i t i e s i n t h e f i e l d o f construction Private sector housing boom and comme rcial building demands
Construction of the multi building projects on the f e a s i b l e l o c a t i o n s i n t h e c o u n t r y.
Good structured national network facilitates the boom of c o n s t r u c t i o n i n d u s t r y.
Low cost well - educated and skilled labour force is now w i d e l y a v a i l a b l e a c r o s s t h e c o u n t r y.
Sufficient availability of raw material and natural r e s o u r c e s i n t h e c o u n t r y i s s u p p o r t i v e f o r t h e i n d u s t r y.
Real estate development is on high and it is attracting the focus of the industry towards construction.
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WEAKNESS
Chances of Natural disadvantage are there. Distance between construction projects reduces business e f f i c i e n c y.
Training itself has become a challenge. Changing skills requirements and an ageing workforce may accentuate the skills gap.
Improve in long-term career prospects is highly required to encourage staff retention and new entrants.
External allocation of large contracts becomes difficult. Lack of clearl y define processes and procedures for construction and its management.
Huge amount of money need to be invested in this industry and inefficiency may lead to high level of risk.
OPPORTUNITIES Continuous private sector housing boom will create more construction opportunities. Public sector projects through Public Private
Partnerships will bring further opportunities. Developing supply chain through involvement in large projects is likely to enhance the chances in construction. Renewable energy projects will offer opportunities to develop skills and capacity in new markets. Indian Institute Of Planning And Management 28
More
flexible
training
delivery
techniques
are
now
available. Financial supports like loan and insurance and growth in i n c o m e o f p e o p l e i s i n s u p p o r t o f c o n s t r u c t i o n i n d u s t r y. Historical encourage i n d u s t r y. Remote areas in the country are easily accessible and p l e n t y o f l a n d i s a v a i l a b l e i n t h e c o u n t r y. THREATS Long term market instability and uncertainty may damage the opportunities and prevent the expansion of training and development facilities. Current economic situation may have an adverse impact on c o n s t r u c t i o n i n d u s t r y. Political and securit y conditions in the region and Late l e g i s l a t i v e e n f o r c e m e n t m e a s u r e s a r e a l w a ys t h r e a t s t o a n y industry in India. Infrastructure safet y is a challenging task in con struction i n d u s t r y. Lack of political willingness and support on promoting new strategies Natural abnormal casualties such as earth quake and floods are uncertain and can prevent the construction boom. Inefficient accessibility in planning and concernin g the infrastructure and signs. Competitors are emerging in the industry by leaps and bounds. Indian Institute Of Planning And Management 29 cultural and heritages a like the TAZ MAHAL for the
provide
creative
platform
Recruitment and selection process at DLF in 2010
Recruitment Process: 1 6 2
5 4
1. Identify vacancy 2. Prepare job description and person specification 3. 4. Internal job posting E m p l o ye e r e f e r r a l
5. Job portal 6. Consultants
Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any d e p a r t m e n t o f t h e c o m p a n y.
30
Prepare job description and person specification A job description should include:

the job title t h e p o s i t i o n i n t h e c o m p a n y, i n c l u d i n g t h e j o b t i t l e o f t h e p e r s o n t o w h o m t h e e m p l o ye e w i l l r e p o r t a n d o f t h o s e w h o will report to them, if any
the location of the job a summary of the general nature and objectives of the job a l i s t o f t h e m a i n d u t i e s o r t a s k s o f t h e e m p l o ye e The person specification A person specification is not a legal requir ement but will be useful when writing a job advertisement and defining t h e q u a l i t i e s yo u a r e l o o k i n g f o r i n a c a n d i d a t e . I n c l u d e t h e k n o w l e d g e , e x p e r i e n c e a n d s k i l l s yo u w o u l d l i k e t h e m t o have, separating those which are essential for the job from those which are desirable. It's essential not to discriminate - see our guide on how to prevent discrimination and value d i v e r s i t y.
Internal job posting The process of looking inside the organization for existing q u a l i f i e d e m p l o ye e s w h o m i g h t b e p r o m o t e d t o h i g h e r - l e v e l positions. Promotion and Transfers Many organizations vacancies through promotions the company prefer to or fill
transfers from within involves
wherever possible. Promotion
m o v e m e n t o f a n e m p l o ye e f r o m a l o w e r l e v e l p o s i t i o n t o a higher level position. It is accompanied by changes 31 in
duties,
responsibilities, and to transfers
status and certainly
value.
Internal a
promotions greater scope
allow them their
experiment with
careers,
kindling ambitions and motivating them to take a shot. Upgrading & demotion It is done on the basis of performance. Employee referral I t i s a r e c r u i t m e n t m e t h o d i n w h i c h t h e c u r r e n t e m p l o ye e s are encouraged and rewarded for introducing suitable
recruits from among the people they know. The logic b e h i n d e m p l o ye e r e f e r r a l i s t h a t i t t a k e s o n e t o k n o w one. Benefits of this method are as follows: Quality Candidates Cost savings F a s t e r r e c r u i t m e n t c yc l e s I n c e n t i v e s t o c u r r e n t e m p l o ye e s
On the other hand it is important for an organization to ensure that nepotism or favouritism does not happen, and that such aspects do not make inroads into the recruitment process. job portal The emergence of vertical search engines, allow job -
seekers to search across multiple website. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for
providing a one-stop shop for job-seekers. However, there are many other job search engines which index pages solely
job boards entirely. These vertical search engines allow Indian Institute Of Planning And Management 32
job-seekers
to
find
new
positions
that
may
not
be
advertised on traditional job boards, and online recruitment website. Consultants Several recruitment consultancy like S.B. Billimoria Co,a.f ferguson etc. provide recruitment and selection services. Several private consultancy firms perform recruitment
functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO
(recruitment Process Outsourcing).
In 2009 the steps in recruitment process followed in reverse order as follows; 1. Identify vacancy 2. Prepare job description and person specification 3. consultants 4. job portal 5 . e m p l o ye e r e f e r r a l 6. Internal job posting
Hiring a consulting firm can be a very cost -effective way to i m p r o v e a c o m p a n y ' s b o t t o m l i n e . P r e v i o u s l y, i t w a s t h o u g h t that consulting firms were too pricey and cost -prohibitive. Companies are now taking into account what it would cost to have the same level executive on staff, and the realization occurs that much money can be saved by bringing in a consulting firm for a short time to overhaul an organization's s ys t e m s a n d t a c k l e a n y t o u g h i s s u e s a t h a n d .
33
Steps involved in employee selection in DLF Ltd. may be described as under: Preliminary Interview: First of all, initial screening is done to weed out totally undesirable/unqualified candidates at the outlet. Preliminary interview is essentially information about the nature of the job and the organization. Necessary
information is also elicit ed from the candidates about their education, candidate skills is experience, suitable, salary he is expected, selected etc. for if the
found
further
screening. Preliminary interview saves time and efforts of both the company and the candidate. 1. Application Blank: Application form is traditional and widely used device for collecting information from
candidates. The application form should provide all the information relevant to selection. But reference to caste, birth, religion, birth place may be avoided a s it is regards a n e v i d e n c e o f d i s c r i m i n a t i o n . G e n e r a l l y, a p p l i c a t i o n f o r m s contain the following information. (a) Identifying information - Name, address, telephone No., etc. (b) Personal Information - Age, sex, place of birth, marital status, dependents etc. ( c ) P h y s i c a l c h a r a c t e r i s t i c s - H e i g h t , w e i g h t , e ye s i g h t , etc. (d) Family background (e) Education- Academic, technical and professional. ( f ) E x p e r i e n c e J o b s H e l d , e m p l o ye r s , d u t i e s preferred, salary drawn, etc. (g) References (h) Miscellaneous Extracurricular activities, ho bbies, games and sports, membership of professional bodies, etc.
34
Application form helps to serve objectives . First scrutiny of the form helps to weed out candidates who are lacking in education, experience, or some other eligibility taints. S e c o n d a r y, i t h e l p s i n f o r m u l a t i n g q u e s t i o n s t o b e a s k e d i n t h e i n t e r v i e w . T h i r d l y, d a t a c o n t a i n e d i n a p p l i c a t i o n f o r m s can be stored for future reference. Application form duly filled in is also called bio -data or curriculum vitae.
2. Selection Test: Psychological test s are being increasingly u s e d i n e m p l o ye e s e l e c t i o n . A t e s t i s a s a m p l e o f s o m e aspect of an It individuals also provides attitude, a behavior basis and for
performance.
s ys t e m a t i c
comparing the behavior, performance and attitudes of two more persons. Tests are based on the assumption that individuals differ in their job related traits which can be measured. Tests help to reduce bias in selection by
servicing as a supplementary screening device. Tests are helpful in better matching of candidate and the jo b. Tests may also reveal qualifications which remain covered in application form and interview. Tests are Useful when the number of applicants is large. Further, tests will be useful only when they are properly designed and administrated.
3. Employment Interview: An interview is a conversation between two persons. In selection it involves a personal, observational and face to face appraisal of candidates for e m p l o ym e n t . I n t e r v i e w i s a n e s s e n t i a l e l e m e n t o f s e l e c t i o n and no selection procedure is complete wi thout one or more personal interviews. The information collected through
application and test can be cross -checked in the interview. A selection interview serves three purposes: (a) obtaining information about eh background, education, training, wo rk Indian Institute Of Planning And Management 35
history
and
interests
of
the
candidate;
(b)
giving
i n f o r m a t i o n t o c a n d i d a t e s a b o u t t h e c o m p a n y, t h e s p e c i f i c job and personnel policies; and (c) establishing a friendly r e l a t i o n s h i p b e t w e e n t h e e m p l o ye r a n d t h e c a n d i d a t e s o a s to motive the successful applicant to work for the
organization.
4. References Check:
The opinion of referees can be useful
in judging the future behavioral and performance of a candidate.
5. Final Approval: In most of organization, selection process is carried out by the human resource department. The decisions candidates approved of this department listed the by are r e c o m m e n d a t o r y. are The
short by
the
department of the
finally
executives
concerned
d e p a r t m e n t / u n i t s . E m p l o ym e n t i s o f f e r e d i n t h e f o r m o f a n appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should join and other terms and conditions in brief. In some organization a contact of service on judicial paper is signed by both the candidate and the representative of the organization.
Appointment is generally made on probation of one or two years. After satisfactory performance during this period the candidate is finally confirmed in the job on permanent basis or regularized.
Effect of recession on recruitment and selection process
The recruitment strategy of the DLF is the first document to change during the recession. The company would like to continue in the current recruitment s t r a t e g y, but the job
36
candidates expect a completely different approach to their needs. The recession makes the recruitment process very hard. The job market is full of the average job candidates, who apply for every job position, but the majority of the companies are looking for the experts and top potentials. The majors effects are: R e d u c e t h e n u m b e r o f e m p l o ye e s i n t h e o r g a n i z a t i o n Strategic initiatives to increase the productivity and
efficiency of the whole organization. Redesign of the compensation scheme. Cancellation of several benefit schemes Training and Development Programs cutting Before recession the DLF is hiring around 90 employees in a month. After the recession in the market as compared to p r e v i o u s ye a r t h e n e w j o i n e r s a r e 3 0 e m p l o y e e s i n 3 m o n t h i.e. DLF is know hiring only 1/6 th of e m p l o ye e s as
c o m p a r e d t o p r e v i o u s ye a r . T h a t h a s r e s u l t i n : 1. Quality Hiring 2. Optimum utilization of resources 3. Cost saving
37
Strategies for successful recruitment process
Recruitment and selection is not only about choosing the most suitable candidate. The recruitment and selection
experience can also impact on the likelihood that a candidate will accept a job offer and on their commitment to remaining with the organization.
In
this
section
we
consider
three
steps
in
an
effective
recruitment process:
Step 1: Ensure an up -to-date job description A clear, accurate and up -to-date job description is crucial to ensuring a good person -job fit. It is worthwhile spending some t i m e m a k i n g s u r e t h a t t h e j o b d e s c r i p t i o n m a t c h e s t h e e v e r yd a y reality of the job. The accuracy of a job description is likely to be improved b y gathering information from different Sources. It may also be useful to consider whether the organization is willing to take on less experienced workers and provide professional development activities (in-house or external) to build up the ir knowledge and skills.
Step 2:
Develop an effective recruitment strategy
Two important issues to consider when developing a recruitment strategy are: The source of recruitment (i.e., advertisements, personal r e f e r r a l s , e m p l o ym e n t a g e n c i e s , d i r e c t a p p l i c a t i o n s ) The recruiter (i.e., the personal face of the organization).
The source of recruitment A range of strategies (e.g., newspaper advertisements,
personal networks) can be used to recruit new workers. There is evidence that hiring new staff through referrals from existing Indian Institute Of Planning And Management 38
staff or direct (unsolicited) applications is likely to result in lower turnover rates and higher job satisfaction compared to more traditional avenues of recruiting (e.g., newspaper
advertisements).
The recruiter A range of people within an organization may be called upon to act as recruiters (i.e., to answer telephone enquiries, conduct interviews, etc.). A recruiter can have a significant impact on job applicants, particularly their interest in a position and their intention to accept a job offer
Step 3: Evaluate the recruitment strategy Periodically evaluating the effectiveness of your
recruitment strategy, such as the type of r e c r u i t i n g , c a n b e a u s e f u l a c t i v i t y.
sources used for
F o r i n s t a n c e , a c o s t - b e n e f i t a n a l ys i s c a n b e d o n e i n t e r m s o f the number of applicants referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired from various sources in terms of job performance and absenteeism is also helpful. One could also examine the r etention rates of workers who were hired from different sources.
39
COMPANY PROFILE
40
C O MP A N Y P RO F I L E
THE LOGO
D L F i s a n a m e s y n o n ym o u s w i t h l e a d e r s h i p , t r u s t , q u a l i t y a n d r e l i a b i l i t y. B u i l t o n a s t r o n g p e d i g r e e a n d e s t a b l i s h e d r e p u t a t i o n , the Group combines on impeccable record of performance with i n n o v a t i o n a n d l e a d e r s h i p i n t h e r e a l e s t a t e i n d u s t r y. DLF Projects Limited considered being the pioneer and market leader in Indias real estate business has completed projects of over 35 million sq. ft. across its residential, commercial and retail businesses. Founded in 1946, it has been responsible for the development of 21 urban colonies aggregat ing 5,816 acres, as w e l l a s a n e n t i r e i n t e g r a t e d 3 , 0 0 0 - a c r e t o w n s h i p - D L F C i t y; a n d is now well poised to reinforce its strong national position with significant projects across major cities and emerging destinations o f t h e c o u n t r y. With over six decades of experience in the real estate business, the group is capitalizing on emerging market opportunities to deliver high-end facilities and projects to its wide base of customers by constantly upgrading its internal skills and resource capabilities. In line w ith its current expansion plans, the DLF Group has over 130 million sq. ft. of development across its businesses, including accomplished and on -going projects. This comprises over 28 million sq. ft. of projects that the group has executed under its home, o ffices and shopping mall segments. Indian Institute Of Planning And Management 41
The
success
of
the
DLF
Group
can
be
attributed
to
its
implementation of successful
business models which include
development of innovative business strategies, strengthening its professional resources and driving market p enetration that is adaptive to local market needs. The DLF Group is the only compan y in India in the Consumer validated category from the real estate sector to be awarded the distinction of Superbrand ranking. And all this is due to its mammoth contribution to the real estate sector; that has not only made significant inputs in the residential and commercial
property segment but has also made noteworthy advancement in pursuing new business opportunities in hotel, infrastructure and SEZs. With its joint venture with Laing ORourke, it plans to m a k e i t s f o r a y i n t o t h e s e c t o r s o f e x p r e s s w a ys a n d a i r p o r t s .
The key elements of its business strategy are:

Increase land reserves in strategic locations Expand core business verticals nationally Diversify into SEZ development Undertake infrastructure development with Laing ORourke Diversify into hotel development Enhance execution capabilities
Exceeding over 250 million sq. ft. of accomplished projects across the country and 100 million sq.ft of on -going projects; DLF also plans to develop around 100,000 acres of land over the n e x t c o u p l e o f ye a r s , n a t i o n a l l y. W i t h t h e g r o w t h o f t h e I n d i a n economy and the increase in corporate Cushman & Wakefield and consumer incomes, combined with the growing foreign inves tment Indian Institute Of Planning And Management 42
in the real estate sector, DLF envisages significant opportunities for growth in the realty business.
STRENGTHS: Six decades in the real estate business and reputation for p r o v i d i n g p r o m p t p a ym e n t t o l a n d o w n e r s u p o n t h e a c q u i s i t i o n o f its land, developing and completing projects in a timely manner and conducting its business with transparency has created a relationship of trust with its customers and suppliers. With its extensive land reserves under development aggregated 1,372 acres representing approximately 102 million square feet of developed area or area available for development; it is estimated that it will be able to develop over 118 million square feet of saleable or lettable area. Besides that, the strategic positioning of its projects a nd scale of operations make DLF the indispensable leader in the real estate business. Also, innovative techniques and offering new designs and concepts in real estate developments make DLF stand out a m o n g s t t h e r e a l e s t a t e f r a t e r n i t y. The story behind the DLF Delhi Land & Finance, or DLF, is a company set up by DLF chairman Mr. Kushal Pal Singh's father in-law, Chaudhary Raghvendra Singh. The company at that time had developed no fewer than 21 colonies in Delhi between 1947 and 1961, which was taken over b y the Delhi Development A u t h o r i t y. T h a t h a d f o r c e d D L F t o d i v e r s i f y i n t o b a t t e r i e s , c a b l e s and so on. Six decades later, DLF has invested close to Rs 80,000 crore in projects running into 100 million square feet. The group has made remarkable contribution in the evolution of the sleepy adjacent cit y of Gurgaon to the 'investor's destination' of India. Their foresightedness in i d e n t i f yi n g Gurgaon as the next logical
43
extension of Delhi proved to be their biggest advantage, as they were the ones to make the fi rst move in Gurgaon real estate. However, DLFs role in confirming the visit of Jack Welch, the CEO of GE to India on the invitation of Rajiv Gandhi the then Prime Minister of India proved to be the biggest turnaround for DLF and Mr. K. P. Singh. Welch was not only struck by the country's trained manpower and started thinking in terms of outsourcing back office work to India; but also set up GE's first office at Gurgaon. Almost overnight, Gurgaon had turned from a sleepy village to a t h r o b b i n g h u b o f c o m m e r c i a l a c t i v i t y. D L F w h i c h s t a r t e d i t s business then with a new lease has definitely come a long way since then - from townships, shopping malls and commercial space to hotels, special economic zones and infrastructure
projects.
44
DATA ANALYSIS & INTERPRETATION
45
D AT A AN AL Y S I S & I NT E R P RE T A T I O N
My project titled Study on Recruitment and Selection Process o f e m p l o ye e s i n D L F h o m e d e v e l o p e r s L t d . F o r t h i s p r o j e c t I prepared a questionnaire on assessment of current recruitment and selection practice at DLF. I took a sample size of 30 and c o l l e c t e d t h e d a t a w h e r e I p e r s o n a l l y m e t e m p l o ye e s w o r k i n g at their respective department. Source of recruitment in their recruitment
7%
Other Sources Advertisement 53%
40%
Internal Reference
46
They are satisfied by the recruitment process by which they are selected
RECRUTMENT PROCESS
10%
SATISFIED BY THE PROCESS
90%
UNSATISFIED BY THE PROCESS
Colleagues very pleasant and helping or not
7%
colleagues are helping colleagues are not helping
93%
47
The recruitment conducted fare at DLF
4%
YES NO 96%
Whether they like to put their relatives/friends for job in DLF
3% 27% YES 70% NO NO COMMENT
48
Time
duration
given
for
the
recruitment
process
is
sufficient
15%
YES 85% NO
How long will they like to continue with this organization
13% 43%
24%
5-10 years 10-15 years
20%
15-20 years Till Retirement
49
They believe their Job security in DLF
3% 30% YES 67% NO CAN'T SAY
Whether they are satisfied with their daily schedule
17%
YES
83% NO
50
On quality of work life dimension of recruitment and selection effectiveness in DLF recognition system is
followed impartially or not
15%
FAVORABLE 85% NOT FAVORABLE
51
PRIMARY FINDINGS
52
PRIMARY FINDINGS
DLF uses internal references as a source of recruitment very much as it is cost saving method. After that
advertisement method is popular for recruitment process. Maximum recruitment employees process of DLF are satisfied by the Their
by which
they are
selected .
Colleagues are also very pleasant and helping for them. The recruitment process conducted fare at DLF. Employees like to put their relatives/friends for job in DLF & the Time duration given for the recruitment process is sufficient M a x i m u m n o . o f e m p l o ye e s i s l i k e t o c o n t i n u e D L F t i l l r e t i r e m e n t a n d m a n y e m p l o ye e s f e e l t h e i r j o b s e c u r i t y i n t h e organization. On quality of work life dimension of recruitment and selection effectiveness, the question was asked whether r e c o g n i t i o n s ys t e m i s f o l l o w e d i m p a r t i a l l y o r n o t , m a x i m u m o f e m p l o ye e s g a v e f a v o r a b l e r e s p o n s e . T h a t d e p i c t s t h a t DLF is continuously making an effort to not to just hire and f i r e t h e e m p l o ye e s b u t h i r e a n d d e v e l o p .
53
CONCLUSION
54
C O N CL US I O N
o The recruitment & selection process in DLF is done through internal o o job posting, consultants, job portal (mailing),
e m p l o ye e r e f e r r a l , a n d a d v e r t i s e m e n t s . The selection process in DLF is depends on the job profile of their requirement. If a firm has a poor image in the m arket, many of the prospective candidates may not even apply for vacancies advertised by the firm. If the job is not attractive, qualified p e o p l e m a y n o t e v e n a p p l y. A n y j o b t h a t i s v i e w e d a s boring, lacking hazardous, in anxiety producing, seldom l o w - p a yi n g , will attract or a
promotion
potential
qualified pool m o n e y.
of applicants. because
Recruiting efforts require of limited resources,
Sometimes
organizations may not like to carry on the recruiting efforts f o r l o n g p e r i o d s o f t i m e , t h i s c a n , u l t i m a t e l y, c o n s t r a i n a recruiters effort to attract the best person for the job. o F r o m t h e s t u d y, i t i s f o u n d t h a t m a j o r i t y o f t h e e m p l o y e e s prefer to post their resume in companies website. So the company can have exclusive career link in its website to post resume. o S o m e o f t h e e m p l o ye e s s a i d t h a t t h e r e s p o n s e g i v e n a f t e r r e c r u i t m e n t i s n o t s a t i s f a c t o r y. I f t h e r e c r u i t m e n t f e e d b a c k mechanism is not effective, there is high -risk of loosing good candidates to other companies. So they can give the response for candidates immediately whether they are short listed or rejected. Thus the recruitment process can be made effective by retaining the recruited candidate. By studying this project we come 2 know about following barriers of effective selection process:
55
The main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain of barriers. are The impediments which check
effectiveness
selection
perception,
fairness,
v a l i d i t y,
r e l i a b i l i t y, a n d p r e s s u r e .
PERCEPTION: Our inability to understand others accurately is probably the most fundamental barrier to selecting right
candidate. Selection demands an individual or a group to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are h i g h l y p e r s o n a l i z e d . W e a l l p e r c e i v e t h e w o r l d d i f f e r e n t l y. O u r limited perceptual ability is obviously a stumbling block to the objective and rational selection of people. FAIRNESS: Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low number of women and other less privileged sections of society in the middle and senior
management positions and open discrimin ation on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been very effective. V A L I D I T Y : V a l i d i t y, a s e x p l a i n e d e a r l i e r , i s a t e s t t h a t h e l p s predict job performance of an incumbent. A test that has been validated can differentiate between the e m p l o ye e s who can
perform well and those who will not. However, a validated test d o e s n o t p r e d i c t j o b s u c c e s s a c c u r a t e l y. I t c a n o n l y i n c r e a s e possibility of success. RELIABILITY: A reliable method is one which will produce consistent results when repeated in similar situations. Like a
56
validated test, a reliable test may fall to predict job performance with precision. PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends, and peers to select particular candidate. Candidates selected because of compulsions are
obviously not the right ones. Appointments to public sector undertakings generally take place under such pressure.
57
RECOMMENDATION
58
RECOMMENDATION
This
study
inferred
that
most
of
the
e m p l o ye r s
and
e m p l o ye e s a r e s a t i s f i e d w i t h t h e p r e s e n t p r o c e s s .
This study was helpful to study the sources of recruitment and selection techniques & methods used.
HR professional is having a big responsibility to hire a best person from the available talent pool. At the same time, one needs to be cost conscious.
T h e e m p l o ye r s h o u l d j u d g e o n i n d i v i d u a l m e r i t s a n d s e t t h e same standards for all. In th e present scenario, It is the biggest challenge for a HR manager to hunt for talent.
Though consultancy has already owned a good reputation, b u t i t a l w a ys n e e d s o m e t yp e o f p u b l i c i t y a s h e a v i l y c o s t i n c u r r e d w h i l e r e c r u i t i n g a n d s e l e c t i n g e m p l o ye e s t h r o u g h c o n s u l t a n c y.
59
L I MI T AT I O NS
To fix an appointment especially with the corporate people was very tough and many a time negative response was received.
The numbers of respondents were limited because of time constraints & assignments.
The respondents may give false information because sometimes some respondents were not in full mood.
Only the domestic business organization is the focus of this s t u d y. W e h a v e n o t s t u d i e d t h e i n t e r n a t i o n a l r e c r u i t m e n t process here
60
BIBLIOGRAPHY
61
B I B L I O G R A PH Y
TEXT BOOKS
Human Resource Management, Eighth edition, Gary Dessler
P. Subba Rao, Essentials of HUMAN RESOURCE AND MANAGEMENT R E L A T I O N S , H i m a l a ya P u b l i c a t i o n s
David A. Decenzo, PERSONNEL /HUMAN RESOURCE ANAGEMENT
Websites www.hr.com www.dlf.in
62
A P P E N DI X
QUESTIONNAIRE RESPONDED BY PRESNT EMPLOYEES OF DLF LTD.
1. From which source of recruitment they come to know about the job? Internal References Sources Advertisement Other
2. Whether they are satisfied by the recruitment process by which they are selected or not? Satisfied by the process the process Unsatisfied by
3. Whether their colleagues are helping & pleasant with them? Colleagues are helping are not helping Colleagues
4. Is the recruitment conducted fare at DLF? YES NO
5. Whether they like to put their relatives/friends for job i n DLF? YES CANT SAY NO
6. Is the Time duration given for the recruitment process is sufficient? YES NO
7. How long will they like to continue with this organization?
63
5-10 YEAR TILL RETIREMENT
10 -15 YEAR
15-20 YEAR
8. They believe their Job security in DLF? YES NO
9. Whether they are satisfied with their daily schedule? YES NO
10.
On quality of work life dimension of recruitment and
selection effectiveness, the question was asked whether r e c o g n i t i o n s ys t e m i s f o l l o w e d i m p a r t i a l l y o r n o t ? FAVORABLE NOT FAVOURABLE
64

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The Study Of selection & Recruitment Process in DLF Projects ltd.

And Its Effectiveness

Indian Institute Of Planning And Management

inexperienced (CSR). Other

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

OBJECTIVES OF THE STUDY

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d u e t o e r r o r s m a d e b y t h e e m p l o ye e s w h i c h a r e n o t a p p r o p r i a t e to the corresponding job.

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Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management

LOGO OUR ETHOS

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DLF Real Estate

i d e n t i f yi n g G u r g a o n a s t h e n e x t l o g i c a l extension of Delhi proved to be their biggest advantage, as they were the

projects. Indian Institute Of Planning And Management 17

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RETAIL: With a booming retail environment horizon, this on is the a

a l l o v e r t h e c o u n t r y. There million are sq. over ft. 42 of

quality retail space developed and

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INFRASTRUCTURE DLF foresees significant growth opportunities in the

(SEZ) have acquired special status of importance from

the Government of India as they have been categorized to bring infrastructural

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IN THE POLICY OF THE COMPANY

To develop the concept of MY OWN ORGANIZATION

amongst the e m p l o ye e s . To be firm & fair in disciplinary matters. P a t i e n t l i s t e n i n g t o t h e e m p l o ye e s p r o b l e m s a n d p r o m p t

i n t e r e s t f r e e l o a n & t i m e l y o v e r t i m e p a ym e n t . No organized trade union. Workers grievances are taken

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competitive position or exploitation of opportunities.

Opportunity is any external circumstance or characteristic w h i c h f a v o u r s t h e d e m a n d o f t h e s ys t e m o r w h e r e t h e s y s t e m i s e n j o yi n g a c o m p e t i t i v e a d v a n t a g e .

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Construction of the multi building projects on the f e a s i b l e l o c a t i o n s i n t h e c o u n t r y.

Good structured national network facilitates the boom of c o n s t r u c t i o n i n d u s t r y.

Low cost well - educated and skilled labour force is now w i d e l y a v a i l a b l e a c r o s s t h e c o u n t r y.

Sufficient availability of raw material and natural r e s o u r c e s i n t h e c o u n t r y i s s u p p o r t i v e f o r t h e i n d u s t r y.

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Recruitment and selection process at DLF in 2010

5. Job portal 6. Consultants

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the job title t h e p o s i t i o n i n t h e c o m p a n y, i n c l u d i n g t h e j o b t i t l e o f t h e p e r s o n t o w h o m t h e e m p l o ye e w i l l r e p o r t a n d o f t h o s e w h o will report to them, if any

transfers from within involves

wherever possible. Promotion

m o v e m e n t o f a n e m p l o ye e f r o m a l o w e r l e v e l p o s i t i o n t o a higher level position. It is accompanied by changes 31 in

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responsibilities, and to transfers

status and certainly

promotions greater scope

allow them their

(recruitment Process Outsourcing).

Indian Institute Of Planning And Management

Indian Institute Of Planning And Management