PROJECT REPORT

ON

Recruitment and Selection

2017-18

Submitted To: Submitted By:

Mrs.Priyanka Parul Singla
B.com (Hons)
5th Sem

M.K.M GROUP OF COLLEGES

(AFFILATED TO M.D. UNIVERSITY, ROHTAK)

CERTIFICATE

This is to certify that Parul Singla pursuing B.com(Hons) from M.K.M

GROUP OF COLLEGES has completed this project under my supervision
and guidance. She has taken care of all necessary aspects and shown interest
and sincerity during the completion of the project report on
“RECRUITMENT AND SELECTION”
I certify that this project is up to my expectations as per the guidelines laid
down by M.D. University.

Teacher’s name

Mrs.Priyanka
ACKNOWLEDGEMENT

Management is a profession where in no work can be accomplished without

the help and assistance of a large number of people, be it your superiors or
subordinates. A good manager is one who knows how to get the work
accomplished with the help of his colleagues. As future managers, we are
taught to practice such behavior at every step. This project is also a part of it.

I would like to thank M.K.M Group of Colleges providing me with this great
opportunity to work on this report and choosing my own topic of interest.

Further I would also like to thank everyone in M.K.M Group of Colleges

with whom I have come in contact during the preparation of this dissertation.

I wish to express my sincere gratitude to Ms. Mrs.Priyanka.For their

extended support during the study and preparation of the report. All have
been profoundly instrumental in making the project undertaken the source of
knowledge providing all the support and necessary guidance.
TABLE OF CONTENTS

Chapter 1 – Introduction

* Introduction
* Objectives

Chapter 2 – Literature Review

Chapter 3 - Research Methodology

Chapter 4 - Data Interpretation & Analysis

Chapter 5 – Conclusions & Recommendations

*Bibliography

*Annexure
INTRODUCTION

Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential
to recruit people with requisite skills, qualification and experience. While doing so we
need to keep present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour
market conditions. 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 labour shortages, or problems in management decision making.

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 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.

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.
OBJECTIVES OF THE STUDY

The main objective for undertaking this project are:-

 To understand the internal Recruitment process in organization.

 To identify areas where there can be scope for improvement.

 .To give suitable recommendation to streamline the hiring process.

 To develop practical knowledge with theoretical aspects.

 To know about the importance of recruitment and selection

 To find out better process of recruitment.

 To know about the role of recruiter.

 To know how the recruitment process helps in creating overall efficiency, cost
reduction, on time delivery with reference to external customer.
LITERATURE REVIEW

People are integral part of an organization today. No organization can run without its
human resource. In today’s highly complex and competitive situation, choice of right
person at the right place at the right time has far implications for an organization’s
functioning. An employee well selected and well placed would not only contribute to the
efficient running of the organization but also offer significant potential for future
replacement. Thus hiring is an important function. The process of hiring begins with
human resource planning which helps to determine the number and type of people an
organization needs. Job analysis and job design enables to specify the task and duties of
jobs and qualifications expected from prospective job. HRP, job analysis and job design
helps to identify the kind of people required in an organization and hence hiring. It should
be noted that hiring is an ongoing process and not confined to formative stages of an
organization. Employees leave the organization in search of greener pastures, some retire
and some die in the saddle. More importantly an enterprise grows, diversifies, take over
the other units until all necessitating hiring of new men and women. In fact the hiring
function stops only when the organization ceases to exist.
RECRUITMENT

According to Flippo, “Recruitment is the process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an organization.” It
is the activity which links the employer and the job seekers.

According to Yoder, “Recruitment is 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 number to facilitate effective selection of an
efficient working force”.

“Recruitment is the development and maintenance of adequate manpower resources. It

involves the creation of a pool of available labour upon whom the organization can draw
when it needs additional employees”.

Thus we can say that:

 Recruitment is the activity that links employer and job seekers.

 It is a process of finding and attracting capable applicants for employment. It

begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of application forms which new employees are
selected.

 It is the process to discover sources of manpower to meet the requirements of

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

 Recruitment of candidates is the function preceding the selection, which helps to

create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool. The
main objective of the recruitment process is to expedite the selection process.
NEED FOR RECRUITMENT AND SELECTION:-

-The need for recruitment may be due to the following reasons / situation:

o Planned

Planned needs are those needs arising from changes in organization and retirement
policy.

o Anticipated

Anticipated needs are those movements in personnel which an organization can predict
by studying trends in internal and external environment.

o Unexpected

Resignation, deaths, accidents, illness give rise to unexpected needs.

OBJECTIVES OF RECTRUITMENT: -

 To attract people with multi skills and experience that suits the present and future
organizational strategies.
 To infuse fresh blood at all level of organization.
 To develop an organizational culture that attracts competent people to the company.
 To search out for talent globally and not just with in the company.

Purpose and Importance of recruitment:-

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes and needs are:

 Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job-analysis activities.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of the selection process by reducing the number of

visibly, under qualified or overqualified job applicants.

 Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people to the company.

 Search for talent globally and not just within the company.

 There are two factors governing recruitments. They are:-

External

 Supply/demand

 Unemployment rate

 Labour market

 Political and social factors

 Sons of soil

Internal

 Recruitment policy

 Human resource planning

 Size of the firm

 Cost factors

 Growth and expansion

FACTORS AFFECTING RECRUITMENT:-

All organization whether small or big does engage in secreting activity. It depends upon: -

 The size of the organization.

 The employment condition is community where organization is located.
 The effect of past recruiting efforts.
 Rate or growth of organization.
 Culture, economic and legal factors.

SOURCES OF RECRUITMENT:

Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources
within the organization itself (like transfer of employees from one department to
other, promotions) to fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are
known as the external sources of the recruitment.
*Internal Sources of Recruitment:-

Some Internal Sources Of Recruitments are given below:

 Transfers

The employees are transferred from one department to another according to their
efficiency and experience.

 Promotions

The employees are promoted from one department to another with more benefits and
greater responsibility based on efficiency and experience.

 Retired and retrenched employees

They may also be recruited once again in case of shortage of qualified personnel or
increase in load of work. Recruitment of such people save time and costs of the
organizations as the people are already aware of the organizational culture and the
policies and procedures.

 Deceased and Disabled employees

The dependents and relatives of Deceased employees and Disabled employees are
also done by many companies so that the members of the family do not become
dependent on the mercy of others.

MERITS OF INTERNAL RECRUITMENT

 Increase in motivation: Motivation of the employees of the organization is

boosted if they know beforehand that their promotion is possible they will feel
inspired. Ambition to occupy post of higher rank will add to their morale and they
will perform their existing duty with utmost care efficiency.

 Industrial peace: Because of promotional avenues employees get satisfied and

hence, industrial peace is established. This motivates the employees to enhance
their performance through learning and practice.

 Easy selection: Organization has full information about the employees working
there. As, such their selection for the higher post involves no risk.
 No need of induction: Induction means to acquaint the employees with their job
and the organization. In this source of recruitment, this information is already
available to the employees. Hence, there is no need of induction in this case.

DEMERITS OF INTRENAL RECRUITMENT

 Stops the entry of young blood: The greatest defect in the system of internal
recruitment is that the young and technically sound people do not get a chance to
enter the company. Consequently, old people run the organization with the help of
their outdated ideas and no new idea can develop

 Employees become lethargic: Internal source of recruitment creates a definite

feeling of promotion among the employees. This feeling makes them lethargic and it
affects their performance.

 Not available in new organizations : Recruitment through this source is possible

only n the previous established organizations. The new organizations have to make
use of the external source. Moreover, it is not essential that the entire recruitment
need of the old organization may be filled through this source.

 Frequent transfers hit productivity negatively: In this source of recruitment,

employees are frequently transferred. This does not allow them an opportunity to
become efficient in any single job. Consequently, the productivity in the
organization gets lowered.

*External Sources of Recruitment:-

 Press Advertisements

Advertisements of the vacancy in newspapers and journals are a widely used source
of recruitment. The main advantage of this method is that it has a wide reach.

 Educational Institutes

Various management institutes, engineering colleges, medical Colleges etc. are a

good source of recruiting well qualified executives, engineers, medical staff etc. They
provide facilities for campus interviews and placements. This source is known as
Campus Recruitment.
 Employment Exchanges

Government establishes public employment exchanges throughout the country. These

exchanges provide job information to job seekers and help employers in identifying
suitable candidates.

 Labor Contractors

Manual workers can be recruited through contractors who maintain close contacts
with the sources of such workers. This source is used to recruit labour for
construction jobs.

 Unsolicited Applicants

Many job seekers visit the office of well-known companies on their own. Such callers
are considered nuisance to the daily work routine of the enterprise. But can help in
creating the talent pool or the database of the probable candidates for the
organization.

 Employee Referrals / Recommendations

Many organizations have structured system where the current employees of the
organization can refer their friends and relatives for some position in their
organization. Also, the office bearers of trade unions are often aware of the suitability
of candidates. Recruitment Management can inquire these leaders for suitable jobs. In
some organizations these are formal agreements to give priority in recruitment to the
candidates recommended by the trade union.

 Recruitment at Factory Gate

Unskilled workers may be recruited at the factory gate these may be employed
whenever a permanent worker is absent. More efficient among these may be recruited
to fill permanent vacancies.

MERITS OF EXTERNAL RECRUITMENT

 Qualified personnel: The external source of recruitment gives an opportunity to

the qualified people from outside the organization to enter it. This benefits bring the
organization and the applicants from outside.
 Wider choice: By using the external source of recruitment, the number of
applicants increases manifold which, in turn, increases the area of choice. The
managers can appoint the most talented persons after examining the capability
and talents of all the applications.

 Fresh talent: The external source of recruitment helps with new and modern
ideas to enter an organization which certainly helps the organization

 Less chances of favouritism: External recruitment brings in new faces and all the
applicants happen to be new for the managers. This eliminates any possibility of
favouritism

LIMITATION OF EXTENAL RECRUITMENT

 Dissatisfaction among existing staff: When the external system of recruitment is

adopted, it puts an end to the chances of promotion of the existing staff. This
naturally affects their morale and they do not work with complete dedication.

 Lengthy process: The external system of recruitment involves is a lengthy

process involving advertisement for the posts, wait for the applications, selection,
etc. which consumes a lot of time. Since it is a lengthy process, sometimes it is
not considered appropriate.

 Costly process: The external process of recruitment involves advertisement and a

long process of selection and above all training the selected candidates involves a
lot of expenditure. Therefore, it is an expensive process.

 Chances of wrong selection: Since there is no complete information available

about the external candidates, there is always a possibility of wrong selection.
Even if there is a single wrong selection, it can cost the organization very heavily.

 Increase in labour turnover: When the employees are convinced that they will
not be in a position to get any promotion in future they leave the organization at
first available opportunity. Consequently, the rate of labour turnover increases.
Recruitment Policy of a Company

In today‘s rapidly changing business environment, a well defined recruitment policy is

necessary for organizations to respond to its human resource requirements in time.
Therefore, it is important to have a clear and concise recruitment policy in place, which
can be executed effectively to recruit the best talent pool for the selection of the right
candidate at the right place quickly. Creating a suitable recruitment policy is the first step
in the efficient hiring process. A clear and concise recruitment policy helps ensure a
sound recruitment process. It specifies the objectives of recruitment and provides a
framework for implementation of recruitment program. It may involve organizational
system to be developed for implementing recruitment program and procedures by filling
up vacancies with best qualified people.

Components of the Recruitment Policy

The general recruitment policies and terms of the organization are as below:

 Recruitment services of consultants

 Recruitment of temporary employees

 Unique recruitment situations

 The selection process

 The job descriptions

 The terms and conditions of the employment.

A recruitment policy of an organization should be such that:

 It should focus on recruiting the best potential people

 To ensure that every applicant and employee is treated equally with dignity and
respect o Unbiased policy

 To aid and encourage employees in realizing their full potential

 Transparent, task oriented and merit based selection

 Weight age 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.

Factors affecting recruitment policy

 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

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build a
pool of qualified job applicants. The proves comprises five interrelated stages, via,

1. Planning.
2. Strategy development,
3. Searching.
4. Screening.
5. Evaluation and control.

The ideal recruitment programme is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions with the
organization, when offered, recruitment programmes can miss the ideal in many ways
that is by failing to attract an adequate applicant pool, by under / over selling the
organization of by inadequate screening applicants before they enter the selection
process. Thus , to approach the ideal, individuals responsible for the recruitment process
must know how many and what types of employees are needed, where and how to look
for the individuals with the appropriate qualification and interests, what inducement to
use for various types of applicants groups, how to distinguish applicants who are
qualified from the those who have a reasonable chance of success and how to evaluate
their work.
STAGE 1: -

RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of
likely job vacancies and information about the nature of these jobs into set of objectives
or targets that specify the (1) numbers and (2) types of applicants to be contacted.

Numbers of contacts:

Organization, nearly always, plan to attract, more applicants than the will hire.
Some of those contacted will be uninterested, unqualified of both. Each time a
recruitment progamme is contemplated; one task is to estimate the number of
applicants necessary to fill all vacancies with the qualified people.

Types of contacts:

It is basically concerned with the types of people to be informed out job

openings. The type of people depends on the tasks and responsibilities involved and the
qualifications and experience expected these details are available through hob description
and job specification.

STAGE 2 :

STRATEGY DEVELOPMENT

When it is estimated that what types of recruitment and how many are required then one
has concentrate in

Make or buy employees

Organization must decide whether to hire less skilled employees and invest on
training and education programmes, or they can hire skilled labor and professional.
Essential;;u this is the make or buy decision. Organizations, which hire skilled and
professionals shall have yo pay more of these employees.

Where to look

In order to reduce the costs, organizations look in to labor markets most likely to
offer the required job seekers. Generally, companies look in to the national market for
managerial and professional employees, regional or local markets for technical
employees and local markets for the clerical and blue-collar employees.

When to look

An effective recruiting strategy must determine when to look decide on the timings of
events besides knowing where and how to look for job applicants.

STAGE 3:

SEARCHING:

Once a recruitment plan and strategy are worked out, the search process can begin.
Search involves two steps.
1. Source activation:

Typically, sources and search methods are activated by the issuance of an employee
requisition. This means that no actual recruiting takes place until lone managers have
verified that vacancy dos exist or will exist.

If the organization has planned well and done a good job of developing its sources and
search methods, activation soon results in a flood of application and/or resumes

2. Selling:

A second issue to be addressed in the searching process concerns communications. Here,

organization walks tightrope. On one hand, they want to do whatever they can to attract
desirable applicants. On the other hand, they must resist the temptation of overselling
their virtues.

STEP 4:

SCREENING

Screening of applicants can be regarded as an integral part of the recruiting

process, though many view it as the first step in the selection process. Even the definition
on recruitment , we quoted in the beginning of this chapter , excludes screening from its
scope. However, we have included screening in recruitment for valid reasons. Here, the
recruitment process extends up to screening the applications. The selection process
commences only later.

Stage 5:

EVALUATION AND CONTROL

It is necessary as considerable costs are incurred in the recruitment process. The costs
generally incurred are :-

1. Salariesfor recruiters.
2. Management and professional time spent on preparing job description, job
specification, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.

4. Recruitment overheads and administrative expenses.

5. Costs of recruiting unsuitable candidates for the selection process.

EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching and obtaining applications for jog seekers
in sufficient and quality. Keeping this objective in the mind, the evaluation might
include:

1. Return rate of application sent out.

2. Number of suitable candidates for selection.

3. Recruitment and performance of the candidates selected.

4. Cost of the recruitment process.

5. Time lapsed data

6. Comments on image projected.

E- Recruitment

The buzzword and the latest trends in recruitment is the ―E-Recruitment also known as
―Online recruitment, it is the use of technology or the web based tools to assist the
recruitment processes. The tool can be either a job website like naukri.com, the
organization‘s corporate web site or its own intranet. Many big and small organizations
are using Internet as a source of recruitment. They advertise job vacancies through
worldwide web. The job seekers send their applications or curriculum vitae (CV) through
an e-mail using the Internet. Alternatively job seekers place their CV‘s in worldwide
web, which can be drawn by prospective employees depending upon their requirements.

Advantages & Disadvantages of E-Recruitment

There are many benefits – both to the employers and the job seekers but the e-recruitment
is no free from a few shortcomings. Some of the advantages and the disadvantages of e-
recruitment are as follows:-
Advantages of E-Recruitment are:-

 Lower costs to the organization. Also, posting jobs online is cheaper than
advertising in the newspapers.

 No intermediaries.

 Reduction in the time for recruitment (over 65 percent of the hiring time).

 Facilitates the recruitment of right type of people with the required skills.

 Improved efficiency of recruitment process.

 Gives a 24*7access to an online collection of resumes.

Disadvantages of E-Recruitment:-

Apart from the various benefits, e-recruitment has its own share of shortcomings and
disadvantages. Some of them are:

 Screening and checking the skill mapping and authenticity of million of resumes
is a problem and time consuming exercise for organizations.

 There is low Internet penetration and no access and lack of awareness of internet
in many locations across India.

 Organizations cannot be dependant solely and totally on the online recruitment

methods

 In India, the employers and the employees still prefer a face-to-face interaction
rather than sending e-mails.
SELECTION

Selection is a negative process and involves the elimination of candidates who do not
have the required skills and qualification for the job proposed. Also it is a process of
differentiating between applicants in order to identify and hire those with grater
likelihood of success in job.

The objective of selection decision is to choose the individual who can most successfully
perform the job from the pool of qualified candidates. It is the system of function and
devise adopted in a given company to ascertain whether the candidate’s specifications are
matched with the job specifications and recruitment or not.

Selection process or activities typically follow a standard patter, beginning with an initial
screening interview and concluding with final employment decision. The traditional
selection process includes: preliminary screening interview, completion of application
form, employment test, comprehensive interview , background investigation, physical
examination and final employment decision to hire.

Organization for selection

Until recently the basic hiring process was performed in a rather unplanned manner in
many organizations. In some companies, each department screened and hired its own
employees. Many mangers insisted on screening their own employees as they thought no
one else could do that as efficiently as they themselves.

 But now selection is centralized and handled by the Human Resource Department.
This type of arrangement is also preferred due to some of these advantages:-

 It is easier for the application because they can send their applications to a single
centralized department.

 It facilitates contact with applicants because issues pertaining to employment can

be cleared through hone central location.

 It helps operating managers to concentrate on their operating responsibilities. This

is especially helpful during the chief hiring period.

 It can provide for better selection because hiring is done by specialist trained in
staffing techniques.

 The applicant is better assured of consideration for a greater variety of jobs.

 Hiring cost is cut because duplication of efforts is reduced.

Barriers to Effective Selection

The main objective of selection process is to hire people having competence and
commitment towards the given job profile. But due to some reason the main purpose of
effectively selecting candidates is defeated. These reasons are:

Perception or the Halo effect:

Many a times the interviewer selects a candidate according to the perception he has or he
made up while talking or looking at the individual. This way he does not see through the
caliber or the efficiency of the individual and many times it leads to the selection of the
wrong candidates.

Fairness:

During the selection process the interviewer does not select the individual on the basis of
his knowledge and hence the right type of the candidates is not selected.

Pressure:

The people from the HR department and also have a lot of pressure from the top
management and from other top class people for selecting the candidates they want. This
ways the purpose of effective selection process of effective selection process is defeated
as they have to select that individual whether or not he is capable of the job. that is being
offered.

Essential of Selection Procedure

 Someone should have the authority to select.

 There must be sufficient number of applicants from whom the required number of
employees to be selected.

 There must be some standards of personnel with which a prospective employee

may be compared.
SLECTION PROCESS

STEP 1:-

PRELIMINARY INTERVIEW

The applications received from jog seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of
which is more less the same as scrutiny of applications, that is, eliminate of unqualified
applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based
on the other hand; helps reject misfits for reason, which did not appear in the application
forms. Besides, preliminary interview, often called courtesy interview is a good public
relation exercise.

STEP 2:-

SELECTION TESTS

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

The following are the different types of tests:-

1. Aptitude tests: These tests measure whether an individual has the capability or
latent ability to learn a given job if given adequate training. Aptitudes can be
divided into follows:-

(a) Intelligence Tests: These tests in general measure intelligence quotient of a

candidate. In detail these tests measure capacity for comprehension, reasoning, word
fluency, verbal comprehension, numbers, memory and space.

(b) Mechanical Aptitude Tests: These tests measure the capacities of spatial
visualization, perceptual speed and knowledge of mechanical matter. These tests are
useful for selecting apprentices, skilled, mechanical employees, and technicians.

(c) Clerical aptitude tests: measure specific capabilities involved in office work, items
of this test include spelling, computing, and comprehension. Coping and word measuring.

2. Achievement tests: these tests are conducted when applicants claim to know
something as these test are concerned with what one has accomplished. These tests are
more useful to measure the value of specific achievement when an organization wishes to
employ experienced candidates. These are as follows

(a) Job knowledge test: under this test a candidate is tested in the knowledge of a
particular job.

(b) Work sample test: under this test a portion of the actual work is given to the
candidate as a test and the candidate is asked to do it. if a candidate applies for a post of
lecturer in management he may be asked to deliver a lecture on management information
system as work sample test.

3. Situational test: This test evaluates a candidate in a similar real life situation. In this
test the candidate is asked either to cope with the situation or solve critical situations of
the job.

(a)Group discussion: this test is administered through group discussion approach to

solve a problem under which candidates are observed in the areas of initiating, leading,
proposing valuable ideas, conciliating skills, oral communicating skills, coordinating and
concluding skills.

(b) In basket: situational test is administered through in basket. The candidate, in this
test is supplied with actual letters, telephone and telegraphic message, reports and
requirements by various officers of the organization, adequate information about the job
and organization. The candidate is asked to take decisions on various items based on the
in basket information regarding requirements in the memoranda.
4. Interest test: these tests are inventories of the likes and dislikes of candidates in
relation to work, job, occupations, hobbies and recreational activities. The purpose of this
test is to find out whether a candidate is interested or disinterested in the job for which he
is a candidate and to find out in which area of the job range/occupation the candidate is
interested. The assumption of these tests is that there is a high correlation between the
interest of a candidate in a job and job success.

5. Personality tests: these tests prove deeply to discover clues to an individual’s value
system, his emotional reactions and maturity and characteristic mood. They are expressed
in such traits like self-confidence, tact, emotional control, optimism, decisiveness,
sociability, conformity, objectivity, patience, fear, distrust, initiative, judgment
dominance or submission, impulsiveness, sympathy, integrity, stability and self-
confidence.

(a)Thematic Apperception Test (TAT): candidates are shown a series of pictures and
are asked to write a story based on these pictures. This test measured candidate’s
conceptual, imaginative, projective and interpretative skills.

(b)Ink-Blot test: The Rorschach inkblot test was first described in 1921. The candidates
are asked to see the ink-blot and make meaningful concepts out of them. The examiner
keeps a record of the responses, time taken, emotional expressions and other incidental
behaviors.

STEP 3:-

INTERVIEW

The next step in the selection process is an interview. Interview is formal, in-
depth conversation conducted to evaluate the applicant’s acceptability. It is considered to
be excellent selection device. It is face-to-face exchange of view, ideas and opinion
between the candidates and interviewers. Basically, interview is nothing but an oral
examination of candidates. Interview can be adapted to unskilled, skilled, managerial and
profession employees.

TYPE OF INTERVIEWS

Interviews take many different forms. It is a good idea to ask the organization in advance
what format the interview will take are as follows:-
 Competency/criteria based interviews

These are structured to reflect the competencies or qualities that an employer is seeking
for a particular job, which will usually have been detailed in the job specification or
advert. The interviewer is looking for evidence of your skills and may ask such things as:
‘Give an example of a time you worked as part of a team to achieve a common goal.’

The organization determines the selection criteria based on the roles they are recruiting
for and then, in an interview, examines whether or not you have evidence of possessing
these. Recruitment Manager, The Cooperative Group .

 Academic interviews

These are used for further study or research positions. Questions are likely to centre on
your academic history to date.

 Structured interviews

The interviewer has a set list of questions, and asks all the candidates the same questions.

 Formal/informal interviews

Some interviews may be very formal, while others will feel more like an informal chat
about you and your interests. Be aware that you are still being assessed, however
informal the discussion may seem.

 Face-to-face interviews

This may be one-to-one between you and the interviewer, or you may sometimes find
that there are two interviewers, such as a functional specialist and a member of the
resourcing or HR team.

 Group interviews

Several candidates are present and will be asked questions in turn. A group discussion
may be encouraged and you may be invited to put questions to the other candidates.

 Sequential interviews

These are several interviews in turn, with a different interviewer each time. Usually, each
interviewer asks questions to test different sets of competencies. However, you may find
yourself answering the same questions over and over. If this does happen, make sure you
answer each one as fully as the time before.

STEP- 4:-
REFERENCE CHECK

Many employers request names, addresses, and telephone numbers of references

for the purpose of verifying information and perhaps, gaining additional background
information on an applicant.

Previous employers, known as public figures, university professors, neighbors

or friends can act as references. Previous employers are preferable because they are
already aware of the applicant’s performance. But, the problem with this reference is the
tendency on the part of the previous employers to over rate the applicant’s performance
just to get rid of the person.

It may be stated that the information gathered through references hardly influence
selection decisions. The reasons are obvious:

1. The candidate approaches only those persons who would speak well about him or her.

2. People may write favorably about the candidate in order to get rid of him or her

STEP 5:-

SELECTION DECISION

After obtaining information through the preceding steps, selection decision the most
critical of all the steps must be made. The other stages in the selection process have been
used to narrow the number of candidates. The final decision has to be made the pool of
individuals who pass the tests, interviews and reference check.

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

STEP 6:-
PHYSICAL EXAMINATION

After the selection decision and before the job offer is made, the candidate is
required to undergo a physical fitness test. A job offer is, often contingent upon the
candidate being declared fit after physical examination. Finally, such an examination will
protect the employer from workers compensation claims that are not valid because the
injuries or illness were present when the employee was hired.

STEP-7:-

JOB OFFER

The next step in the selection process is job offer to those applicants who have
crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a
letter generally contains a date by which the appointee must report on duty. The
appointee must given reasonable time for reporting. Again, a new job may require
movement to another city, which means considerable preparation, and movement of
property.

STEP 8:-

CONTRACT OF EMPLOYMENT

After the job offer has been made and candidates accept the offer, certain
documents need to be executed by the employer and the candidate. There is also a need
for preparing a contract of employment. The basic information that should be included in
a written contract of employment will vary according to the level of the job, but the
following checklist sets out the typical headings:

 Job title
 Duties, including a parse such as “The employee will perform such duties and will
be responsible to such a person, as the company may from time to time direct”.
 Date when continuous employment starts and the basis for calculating service.
 Rate of pay, allowances, overtime and shift rates, method of payments.
 Qualifying period.

 Accrual of holidays and holiday pay.

 Details of holidays year.

 Dates when holidays can be taken.

 Special terms relating to rights to patent and design, confidential information and
restraints on trade after termination of employment.

 Employer‘s right to vary terms of the contract subject to proper notification

being given.

Alternatively called employment agreements or simply bonds, contracts of

employment serve many useful purposes. Such contracts seek to restrain job-hopers, to
protect knowledge and information that might be vital to a company’s healthy bottom
line and to prevent competitors from poaching highly valued employees.
Most employers insist on agreements being signed by newly hired employees. But high
turnover sectors such as software, advertising and media are more prone to use contracts.

STEP 9:-

CONCLUDING THE SELECTION PROCESS

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

STEP 10:-

EVAUATION AND CONTROL

The broad test of the effectiveness of the selection process is the quality of the personnel
hired. An organization must have competent and committed personnel. The selection
process, if properly done, will ensure availability of such employees. How to evaluate the
effectiveness of a selection programme? A periodic audit is the answer. People who work
independent of HR department must conduct audit.

Advantages and Disadvantages of Selection and

Recruitment

A human resources department is in charge of the perpetual recruiting of new

employees, and has a significant hand in the candidate selection process. But there are
several challenges as well as benefits that can be encountered while going through the
process of finding new corporate candidates.

Managerial Involvement

 A comprehensive selection and recruiting policy allows all of the departmental

managers to get involved in developing the guidelines for selecting new
candidates. Each departmental manager understands the current and future needs
of their departments, and by getting involved in the recruiting process, the
departmental managers can help create relevant job descriptions. Managers can
also assist in determining experience and educational needs for each new position
to make sure that appropriate candidates are recruited.

Company Growth

 Proactive selection and recruitment involves understanding the intricacies of

future personnel requirements, and then developing job listings that bring in
candidates that the company will need for company growth. In conjunction with
searching for qualified candidates to fill existing positions, the human resources
group also needs to become familiar with company growth plans in order to
determine what kinds of positions will be needed. This also includes international
expansion, and the need to fill positions in new business ventures that the
company has never needed before. All of this proactive work creates a stable
foundation for supplying talent during the growth phases of the company.

Location

 Location can be a disadvantage to a company in several ways. If the company

chose its current location because of the availability of a reliable workforce under
the old business model, then that workforce may no longer be relevant under a
new business model. A blue collar workforce will not help a company fulfill
white collar jobs such as computer engineering or customer service associates for
an insurance company. Location can be a liability when the available workforce
dries up due to a change in the local economy and the workforce moves to other
areas to find work. These factors and more combine to make a company's location
a liability when recruiting and selecting employment candidates.
Problems in Recruitment & Selection

The quality of employees you hire depends on an effective recruitment and selection
strategy. However, the process isn't always smooth sailing. Employers face tangible
problems such as the cost of advertising job openings and intangible obstacles such as
improving communication between recruiters and hiring managers.

Recruitment Strategy

Before you compose the first job posting, you must determine whether hiring employees
actually is in the best interest of the company. Bringing on new employees can be costly,
when you combine the costs to recruit, orient and train them.

Expenses

The cost to hire and replace hourly workers is approximately six months' wages; the cost
to replace salaried personnel is the salary for a year and a half, according to 2007 figures
analyzed by management consultant firm

Interviewing Skills

Generally speaking, recruiters and other HR staff know much about full life-cycle
recruiting -- the process from sourcing candidates to completing the process for newly
hired employees. However, the selection is up to a hiring manager, who often has
functional and departmental expertise in her area, but isn't an HR practitioner.
RESEARCH METHODOLOGY

RESEARCH is a ‘careful investigation or inquiry especially through search for new

facts in any branch of knowledge.’

METHODOLOGY OF STUDY:

This study contains Primary and Secondary Data. The Primary Data has been collected
by the means of a questionnaire filled by 10 employees of Reliance Capital Ltd,
Allahabad Branch and has been analyzed using percentage, tables and graphs. The
secondary data has been collected from various sources such as the company website and
magazine articles.

The data has been collected from both the sources primary and secondary sources.

DATA COLLECTION

Primary Data:-

Primary data was collected through survey method by distributing questionnaires to

employees. The questionnaires were carefully designed by taking into account the
parameters of my study.

Secondary Data:-

Data was collected from web sites, going through the records of the organization, etc. It is
the data which has been collected by individual or someone else for the purpose of other
than those of our particular research study. Or in other words we can say that secondary
data is the data used previously for the analysis and the results are undertaken for the next
process.
Tools of Analysis:-

The data collected from both the sources is analyzed and interpreted in the systematic
manner with the help of statistical tool like percentages.
Data Analysis and Interpretation

 Which type of recruitment channel is used by your company?

 Internal recruitment

 External recruitment

 Both

Both Internal
40% 40% Internal
External
Both

External
20%

Interpretations: 40% of the employees say that company use internal source of
recruitment, 20% employee says that company use external source and 40% of
employees say that company use both the channels for their recruitment.
 Has the recent global financial crisis changed your organization’s choice of
recruitment channel(s)?
 Yes

 No

External
30%
Internal
External
Internal
70%

Interpretations: 70% of the employees say that yes the current financial crises
has changed the companies choice of recruitment channels but 30% of employees
say that the financial crises does not make any effect on choice of recruitment
channels.
 Which factor do you regard as important while selecting the recruitment
channel for hiring a person?
 Yes

 No

9 Internal
8
7
6
5
Series1
4
3 External
2
1
0
Internal External

Interpretations: - All the 100% employees say that the company considers the entire
factor like Time Cost, Quality while selecting the recruitment channels.
 Do you often use several recruitment channels for the same vacancy?

 Yes

 No

External
40%
Internal
Internal External
60%

Interpretations: - As the graph says that the 60% employee of the company says that the
company uses several channels for their recruitment purpose but 40% employee is
disagree from others.
 Following which test organization conduct for selection of candidate?

a) Aptitude
b) Personality
c) Intelligence
d) Any other

Interpretations: - 40% organization uses aptitude test.

40% organization uses personality test.
10% organization uses intelligence test.
10% organization uses any other test.
 Do you ensure that vacancies do not remain open for long period of time?

 Yes
 No

Interpretations: - As the graph says that the 60% vacancies do not remain open for long
period of time and 40% vacancies do not remain open for long period of time.
 Mainly company are rejected candidate informed?

a) E-mail
b) Phone
c) Not informed
 By which source of channel, the recruit of last person who joined your
company?

 Internal

 External

Interpretations:- 80% of the company employees say that last vacancy was fulfilled
through internal recruitment and 20% are saying external.
 Which factor do you regard as important while selecting the recruitment
channel for hiring a person?
 Yes

 No

9 Internal
8
7
6
5
Series1
4
3 External
2
1
0
Internal External

Interpretations: - All the 100% employees say that the company considers the entire
factor like Time Cost, Quality while selecting the recruitment channels.
 Does your organization plan the recruitment policy?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 30 100%

2. No 0 0%

Written Recriutment Policy

0%

Yes
No

100%

Interpretations:-100% people said that the plan the requirement policy.

 Does the company’s recruitment policy enable to identify the following areas?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Recruitment needs of the 6 20%

organization

2. Preferred sources of 9 30%

recruitment

3. Appropriate criteria for 9 30%

selection

4. Identification of the cost 6 20%

of recruitment

Recruitment Policy

Recruitment needs of
20% 20% the organization
Preferred sources of
recruitment
Appropriate criteria for
selection
30% 30%
Identification of the cost
of recruitment

Interpretations:-20% people said that the company’s recruitment policy enables to

identify the recruitment needs of the company.
30% people said that the company’s recruitment policy enables to identify the preferred
sources of recruitment.
FINDINGS

After the data analysis and interpretation the findings are:-

 According to the survey recruitment style differs from individual to individual.

 According to the survey there is high use of portals to source candidates.

 Recruitment tool is effectively being used.

 Company uses their internal source of recruitment for immediate fulfillment.

 Recruitment is fair and transparent.

 The recruitment and selection process is decentralized.

 About 80% of the employees are satisfied with recruitment and selection process.
CONCLUSION
Above all, the process recruitment and selection has all the way become more difficult.
Since the organization want to hire more talented and effective employees and can create
a difference in the interest of the organization. The organizations have adopted different
methods of recruiting a candidate. Different kinds of agencies are used to recruit for
positions at different levels.

Temporary and government agencies are used mainly to recruit non-management

candidates. Employment agencies, colleges, and professional organization are used more
often to recruit managerial/professional. Although nearly all (97percent) the
organizations already use behavior-based interviews to some extent when selecting
employees, nearly half(49percent) plan to use them more frequently in the future. This
type of structured interview can be used to validly predict future behavior in
dimensions(or competencies) critical to job success.

Less than 20 percent of organizations currently use testing or assessment methods

extensively in their selection process. However , organizations plan to increase their use
of applicant testing and assessment in the future. These structured approaches to assess
skills , abilities , and knowledge can significantly reduce the candidate pool by
eliminating those who fail to meet the minimum job qualifications.

Finally , better recruitment and selection strategies result in improved organizational

outcomes. The more effectively organizations recruit and select candidates, the more
likely they are to hire and retain satisfied employees. In addition, the effectiveness of an
organizations selection system can influence bottom-line business outcomes, such as
productivity and financial performance. Hence , investing in the development of a
comprehensive and valid selection system is money well spent.
QUESTIONNAIRE

1) Which type of recruitment channel is used by your company?

a) Internal b) External c) Both

2) Has the recent global financial crisis changed your organization’s choice of
recruitment channel(s)?

a) Yes b) No

3) Which factor do you regard as important while selecting the recruitment

channel for hiring a person?

a) Yes b) No

4) Do you often use several recruitment channels for the same vacancy?

a) Yes b) No

5) Following which test organization conduct for selection of candidate?

a) Aptitude b) Personality c) Intelligence d) Any other

6) Do you ensure that vacancies do not remain open for long period of time?

a) Yes b) No

7) Mainly company are rejected candidate informed?

a) E-mail b) Phone c) Not informed

8) Does your organization plan the recruitment policy?

a) Yes b) No

9) Does the company’s recruitment policy enable to indentify the

following areas?

a) Yes b) No

10) By which source of channel, the recruit of last person who joined
your company?

a) Internal b) External
BIBLIOGRAPHY

Books:

1. k.Ashwathapa,(1997) Human Resource and personnel Management,

Tata McGraw Hill 131-176.
2.C.B Gupta,(1996) Human Resource Management ,Sultan Chand &
Sons.
3.Dr.C.R Kothari,(2008) Research Methodology.

Magazines:

1.India today
2.Business world

Newspapers:

1.Times of India
2.The Hindustan times
3.The economic times

Reports:

1.Annual report of Bharti Airtel 2010-2011

2.Annual report of HDFC Bank

Websites:

1.www.scribd.com
2.www.citegr.com
3.www.slideshare.net
4.www.allprojectreports.com