recruitment & selection

JBIPGC

RECRUITMENT & SELECTION PROCESS

BUSINESS PROFILELanco industries Ltd (LIL) was incorporated in the year 1991. The company’s

product consists of pig iron and slag cement. LIL started commercial production at the pig

iron pant in Tirupathi in 1994. Capacity utilization is 95.4% of rated capacity for 1996-97.

The company’s captive power pant was commissioned in Feb 1995. It also has a downstream

70000 TPA slag cement plant, 50% f input coming from the pig iron plant. LIL pants are

located near Tirupathi in Andhra Pradesh with a capacity of 900000 tones each of pig iron

and ductile iron and ductile iron spun pipes, respectively.

The 50% of LIL’s pig iron production is used as raw material y LKCL, remaining

supplied t the cast iron unit of Electro steel castings located at Elavur in Tamil Nadu. The

present capacity however is not sufficient to meet the demand of both the units.

Recent DevelopmentsLanco Industries Ltd has appointed Sri Gowri Shankar Tekriwal as the new managing

Director in place of Shri L madhusudhan Rao. Electro steel castings Ltd, is to put in funds

worth Rs 22 crore into the equity f Lanco Industries Ltd (LIL), the Tirupathi-based ailing

pig-iron manufacturer. This would make the Electro steel-Lanco combine to emerge as the

largest player in the cast iron and ductile iron spun pipes market with captive pig iron plant

and revive promoters would get reduced t 15.12 percent on the expanded equity base of Rs

51.91 crore from the current level of 37.87 per cent on the paid-up equity base of Rs 29.91

crore. The Electro steel group, which currently holds 3.34 percent in LIL, would end with a

majority holding of 51 percent. On the expand equity base, the holdings financial institutions

and banks would get reduced to 14.98 percent from 25.99 percent and of others to 18.9

percent from 32.8 percent.

Future PlansThese two companies want to increase their capacities as per plans for domestic and

export markets supply.

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INDUSTRY PROFILE

One cannot simply think f economic development without the growth of the cement

Industry. Cement one of the basic element for setting up storage and heath infrastructure

plays a crucial role in economic development of a country.

Having more then a hundred and fifty years of history it had been used extensively

construction may e considered as one of the yard sticks in scaling economy It is core sector

industry and a rise in the price of cement is bound t have inflationary effects on other

industries with in the economy.

India is the second largest cement producing country after china. The industry is

characterized by a high degree of fragmentation that has creator intense competitive pressure

on price realizations. Spread across length and breath of the country there are 120 large

plants belonging to 56 companies of around 135 Million Tones (MT) as March 2002.

The industry was totally decontrolled in March 1989 and deli censed in July 1991

leading to a rapid increase in installed capacity from 61.55 Million Tones per annum in 1989-

90 to 105.25 Million Tones per annum in 1996-97. Today cement ranks among the to five

industries in terms of their contribution to the union excise duty.

Cement manufacturing involves hating a mixture of limestone and clay Partial fusion

occurs and umps called clinker are formed. The clinker is mixed with little amount of

gypsum to give ordinary Portland cement (OPC), mixing this with blast furnace slag or husk

yields. Portland slag cement (PSC) and Portland pozzolonna cement (PPC). The producing

capacities of are PPC and PFS are 70 18 and 11 percent respectively The manufacturing

process has also changed from the inefficient wet process to the more efficient dry process

87% to the total capacity is of dry process and 13% is not.

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Cement consumption growth is highly correlated to the GDP growth and serves and a

leading indicator. More industrial activities and greater purchasing power means more asset

formation and thus more consumption of cement.

INDUSTRY STRUCTURE

The total world production of cement if to be around 1400MT. Asia is the largest

consumer followed by Europe & the America. India’s installed capacity and production for

1996-97 was 105.25 Million Tones per annum & 76.22 including mini and white sector.

With 3.8 MT more already becoming operational this year and another 3 MT to be added,

there will be 57 large cement companies with 114 plants and an installed capacity of 109

Million Tones per annum.

Before 1991 the Government uses to the biggest consumer of cement accounting for

almost 4%-45%. Since then its share has been coming down and now stands at about 30%.

About 37% is estimated taken up by the retail segment.

The cement sector is relatively from international trade. Being a very bulky item,

International Trade is very limited and only between neighboring states. Although India has

been consistently exporting cement in the volume of exports took a beating after the southern

Asian crises. From a peak of 2.68MT 1998-99 cement exports from India have slid down to

2.06MT in 1998-99.

With the expected huge demand in the Asian countries the future India being a

convenient country for the export oriented and with the cheaper labour there are many

cement companies entering India.

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Cement is preferred as building material in India. It is used extensively in house hold

and industrial construction. Earlier government sector used to consume 50% of the cement

sold in India, but in the last decade it share has come down to 35% rural areas consume less

23%f the total cement. Availability of cheaper building material for the nonpermanent

structure affects the rural demand.

The budget gave substantial incentives to private sector construction companies

ongoing liberalization will lead to an increase in industrial activities and infrastructure

development so it is hoped that Indian cement industry shall boom again in near future. The

National highway Act to allow private toll collection and identified projects, bridge

expressways for private construction.

MARKETINGCement being a commodity item has w margins and its bulky nature ensures that the

supply is determined by the economical transportation distance, this led to the formation of

regional markets, Western, Northern, Southern and eastern. And the concentration f

limestone deposits in a few states has a led t the concentration of limestone the formation of

cement pant clusters at seven locations. Having surpassed the period of shortage and

achieving high growth in capacity, implying springing up many plants, the industry is getting

competitive. Hence the necessary and need for coordination marketing efforts.

The surplus cement that emerged towards end of the 1980’s necessitated the Indian

cement industry to develop marketing strategies and look for new areas of cement usage. On

such are identified was the coast of concrete roads.

Since 1988 the cement manufacturers association has propagated the idea of concrete

roads through a series of seminars, workshops and deliberations at decision-making eves at

both state and central governments discussion with metropolitan authorities and other

involved in road building activities. As a result the Delhi- Matura road is under construction.

The city of Bombay has already competed construction of one-third f its 350km arterial roads

with concrete. More concrete roads and likely to be built in India both in the private and

government sectors including toll roads and express highways. The government has recently

asked for private participation including foreign investment for the construction of toll roads,

some which are likely to be concrete.

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The incentives offered to private builders include a guarantee f minimum reasonable

rate of return on their investments, increase debt equity ratio up to 100% foreign equity

participation development of service and rest areas along the road. Expressways between

Bombay, - Nasik, Bombay – Pune, Bangalore – Mysore and

Bombay- vododara are some of the roads identified.

LANCO INDUSTRIES LIMITED is one of the beat mini- blast furnace pig iron

manufacturing units in our country and it is the 5th plant under TATA-KRE technology. The

company was incorporated on November 1st 1991 under the company’s act -1956, in the

name of LANCO FERROLTD. The company started construction work in august 1993. The

entire construction work was competed in a record time of 12 months. This was achieved

best efforts of the contractors. With this achievement, the company started commercial

productions from September 1994 onwards. The name LANC FERRRO LIMITED was

changed to LANCO INDUSTRIES LIMITED on July 6th 1994.

LANCO INDUSTRIES LIMITED is located in between Tirupathi and srikalahasti.

The reasons for localization of Lanco industries at Rachagunneri village, srikalahasti Mandal

of chitoor district, Andhra Pradesh is as follows

1. Cheap availability of required land.

2. There is more water resource.

3. The distance between the harbor and present work spot is less.

4. Proximity to the raw material

5. Proximity to the marketing.

6. To have financial subsidy.

7. Nearer to the railway sidings.

8. Well connected to the road, rail and port.

9. Availability of labour at cheaper rate.

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COMPANY PROFILE

ESTABLISHMENTLanco group is a fast growing and leading Indian Industrial group, which has blazed a

trial of success in civil Engineering, pig iron, cement, surface transport, shipping services and

other areas of industrial activity. S.v.contractors seaways shipping services limited.

Kalahasthi castings limited and Lanco steels limited. Are all frontline companies in their

respective field of activity

M/s Lanco Ferro Limited, producing pig iron, was established in the year 1993 on

June 9th at Rachagunneri (vill), Srikalahasti (mandal), chitoor (district), AP. It was renamed

as M/s Lanco Industries Limited. N the 1st September 1994, when the Management started

the production of cement. The cement unit with state of the art vertical shaft kin well

qualified personnel producing Portland slag cement. The annual capacity of the cement plant

is 90.000 tones.

Lanco Industries limited is presently at internal assessment stage of ISO 9002

certification for its manufacturing process.

LOCATION OF THE PLANTLanco Industries limited is located in between Tirupati and srikalahasti with 30km

and 10km distance respectively.

Location of the pant at this place i.e., at Rachagunneri village of chitoor district, A.P.

having the following advances

Cheap availability of required land

There is more water resource.

The distance between the harbor and present work spot is less.

Proximity to the raw materials.

Proximity to the marketing.

To have financial subsidy.

Nearer to the railway sidings.

Well connected to the road rail and port.

Availability of labour at cheaper rate.

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CURRENT OPERATIONSPresently company is manufacturing 53 grades, ordinary Portland, Portland cement

(OPC) with brand “LANCO”. The different varieties of cement that are being manufactured

at the factory are

Ordinary Portland cement (OPC)

Portland slag cement (PSC)

Rtand pozzolonna cement (PPC)

At present company is manufacturing Lanco cement 53 grade.

At present abut 8000 tones of various grades of cement is having daily manufactured at the

factory.

SAILENT FEAUTURES OF LANCO CEMENT

High strength & high quality and great durability.

A very perceptible saving in cost (20%-25%) due to low setting time.

Superior quality of the cement resulting in a better overall finish.

Stronger bonding with aggregates.

Full strength had given to any construction (pig iron)

A Lanco industry is importing coke from china. Japan and Australia because there

is scarcity of prime cooking coal, which is the raw material for producing coke.

The coke, which is imported, comes to Chennai port, which is approximately

100km away from the site. And from there it is brought to the site. And also fluxes, which

are required to produce pig iron like Limestone, Dolomic, Quartzite and Manganese, are

available in near by districts.

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PLANTS UNDER THE GROUP

The general administration of the company is carried out by the managing Director,

and General Managers of finance, commercial, Operational, materials, purchase, Human

Resource and Administration.

The chairman and managing Directors are holding overall control on administration

in the aspects, with the help of vice-president and other General Managers. The board

consists of five members as Directors, vice-chairman, a managing Directors and a company

secretary.

The name LANCO has been derived from the promoter of the Group Sri.

Lagadapathi Amarappa Naidu. The Lanco group is a diversified multi faced conglomerate

with the business interests in Pig-iron, cement, power, graded castings, spun pipes,

information Technology and infrastructure development.

The Lanco group is promoted by young Technology with exceptional entrepreneur

skills with a mission and great vision and the top agenda to put the group on the Global

corporate may be during the next 10 years.

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LANCO INDUSTRIES LIMITED

Established in the year 1993. An ISO 9002 company, it had set up a state of the art,

integrated facility for pig-iron through mini- blast furnace route conforming to the latest

international technology with initial capacity of 100000 TPA. Its quality products of S g-

Grade pig-iron are being supplied to foundries in the south. As a forward integration, it has

utilized the slag produced in the pig-iron manufacturing process to install the cement plant

with a capacity of 90000 TPA. The uninterrupted power requirement for the energy intensive

plant is being met through a 2.5 MW co-generation power plant. Due to serve competition

and survival, company has increased the production capacity from 90000 TPA to 150000

TPA from 2003.

LOCATION

A Lanco Industry Limited is a rural based factory sprawling over many areas of

land with deep resources and congenial soil. It is located in Rachagunneri village near

tirupathi. Nearly 50% of the consumption of electrical power is supplied by APSEB,

government of Andhra Pradesh and other 50% of power is maintained by the company

owned DG sets and power plants. Since it is rural area labour potential is available and also

company is enjoying the subsides from state government. The Lanco group is a diversified

multifaced onglo merale, with business interests in pig-iron, cement, power graded castings,

spun pipes, real estate development, information technology a past from infrastructure us

development promoted by entrepreneurial skills and the agenda to put the group on the global

corporate map during the next 10 years.

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LANCO KALAHASTI CASTINGS (merged with Lanco Industries

limited)

Established in 1997 and strategically located in close proximity to the mini blast

furnace of the pig-iron plant, it has a clear economic mileage over other castings sites. The

molten from the blast furnace is directly used as a basic raw material to produce graded

castings, cast iron pipes and ductile iron-pipes with a capacity of 60000 TPA, which will be

gradually expanded to meet through 10 MW captive power plants. To emerge to meet the

necessities and the self-sufficiency, it was decided to enhance the production capacity from

60000 TPA from 2003.

INTRODUCTION OF HR POLICY:The Lanco group is a diversified multi faced conglomerate with the business

interests in pig-iron, cement, spun pipes, coke oven and 12MW power plant. Plant located

Rachagunneri village near sriklalahasthi.

PIG-IRON DIVISION:“Blossoming of a fiery bud!” exclaimed Dr. Shankar Dayal sharma, the then

president of India while inaugurating the pig-iron plant of Lanco industries limited in

September 1994.And the bud has indeed blossomed!

Commissioned in a record time of 11 months, Lanco industries limited and 90000

tones per annum pig-iron plant surpassed its rated capacity just after two years of

commissioning. Later it transformed the slag-a waste by-product, into productive slag cement

with setting-up of cement plant. The pig-iron plant capacity was upgraded to 150000 tones

per annum in the year 2003.

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CEMENT DIVISION

Established in the year of 1996 the basic raw material is slag, produced in the pig-

iron manufacturing process to install the cement plant with a capacity of 90000 TPA. Lanco

cement is the result of a unique blend of slag and clinker with the following destructive

characteristics.

SPUN PIPE DIVISION

Established in 1997 and strategically located in close proximity to the mini blast

furnace of the pig-iron plant, it has a clear economic mileage over other castings sites. The

molten metal from the blast furnace is directly used as basic raw material to produce graded

castings, cast iron pipes and ductile iron pipes with a capacity of 90000 TPA. pre- analyzed

liquid metal from blast furnace is taken in to induction furnace. The metal is superheated to a

temperature of about 1520 c and adjusted for chemical composition by addition of addition of

steel scrap and ferro silicon.

COKE OVEN PLANT

Established in 2005.the basic raw materials for the mini blast furnace, the coke oven

plant capacity of 90000 TPM. Lanco industries limited is engaged in engaged in

manufacturing of the ductile iron pipes manufacturing through a spinning process from 1999,

with a capacity of 100000 tones/ year. To meet the pipes plant requirement of hot metal

Lanco operates a mini blast furnace with a capacity of 165000 tones/ year. The plant was

commissioned in many 2005 and is producing to the rated capacity of 125000 tones/ year.

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POWER PLANT

Lanco industries limited has installed a 12MW captive power plant whose input

would be hot waste gases from non-recovery type coke oven as source of energy to generate

electricity of 79.2 MU annually. Steam produced in the above process will be utilized to run

on T.G set for generating power.

IDENTITY CARD

All the employees are issued with an identity card, which has a photograph, name &

employee no. duly signed both by the employee and the competent authority.

Every employee has a display the identity card while he/she in on duty. Their

admission into the premises can be denied by the security, if they are found not wearing the

identity card.

UNIFORM, SHOES & PROTECTIVE EQUIPMENT:

All the employees who are on the regular rolls of the company are issued two pairs

of uniform and one pair of shoes. All the employees are expected to come to their duties in

uniform.

The employees working in the plant operations are provided with helmets and

safety shoes. Depending on the nature of work, it is obligatory on the part of employee to

draw the required safety appliances like gloves, goggles, respirators, and earplugs etc. from

the stores through safety department and use them. Failure to do so shall attract appropriate

action.

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WORKING DAYS & TIMINGS:

Since ours is a continuous process industry the factory shall run continuously for 24

hrs on all the days through out the years. Therefore, three shifts are run with duration of 8 hrs

and the weekly holiday shall be on staggered manner. Sunday is a normal weekly holiday for

non-technical personnel. The other employees are specifically informed about their weekly

off days.

TIMINGS

The shifts and general shift timings are as stated below:

S.NO SHIFT TIMINGS

01 A 6.00 TO 14.00

02 B 14.00TO 22.00

03 C 22.00 TO 06.00

04 GENERAL -1 8.00 TO 16.30

05 GENERAL -2 9.00 TO 17.30

ATTENCENCE & PUNCTUALITY:All the employees are expected to come for duty regularly and well in time to

maintain the punctuality.

The employee at the time of entry and exit has to punch the card or sign in the

register that is kept at the office.

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ABSENTEEISM:

All the employees are expected to be punctual and regular for the duty. The leave

rules give enough provision to avail them on a planned manner and also for exigencies. In

case if the employee does not report for work and absents him/her without permission of

intimation, then the management shall initiate appropriate disciplinary action against the

employee. This will ultimately, affect his performance and in the evaluation systems.

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2. REVIEW OF LITERATURE

RECRUITMENT PROCESS:The recruitment and selection is the major function of the human resource

department and recruitment process is the first step towards creating the competitive strength

and the strategic advances for the organizations. Recruitment process involves a systematic

procedure from sourcing the candidates to arranging and conducting the interviews and

requires many resources many resource and time. A general recruitment process is as

follows:

IDENTIFYING THE VACANCY:

The recruitment process begins begins with the human resource department

receiving requisitions for recruitment from any department of the company. These contain:

Posts to be filled

Number of persons

Duties to be performed

Qualifications required

Preparing the job description and person specification.

Locating and developing the resources of required number and type of employees.

Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates.

Conducting the interview and decision making.

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The recruitment process is immediately followed by the selection process i.e. the

final interviews and the decision making, conveying the decision and the appointment

formalities.

MEANING OF RECRUITMENT:According to Edwin B. Flippo, “Recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the organization”.

Recruitment is the activity that links the employers and the job seekers. A few definitions of

recruitment are:

A process of findings and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are submitted.

The result is a pool of a applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of

staffing schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilities effective selection of an efficient working force which helps create a

pool of prospective employees for the organization so that the management can select the

right candidate the selection process.

Recruitment of candidates is the function preceding the selection, recruitment is a

continuous process whereby the firm attempts to develop a pool of qualified applicants for

the future human resources needs even through specific vacancies do not exit. Usually, the

recruitment process starts when a manger initiates an employee requisition for a specific

vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES:

PLANNEDThe needs arising from changes in organization and retirement policy.

ANTICIPATED

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EXTERNAL

Press advertisements Educational institutes Placements agencies/

outsourcing Employment

exchanges Labour contractors Recruitment at factory

gate


Anticipated needs are those movements in personnel, which an organization can

predict by studying trends in internal and external environment.

UNEXPECTEDResignation, deaths, accidents, illness give rise to unexpected needs. Attract and

encourage more and more candidates to apply in the organization. Create a talent pool of

candidates to enable the selection of best candidates for the organization. Determine present

and future requirement of the organization in conjunction with its personnel planning and job

analysis activities. Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly

under qualified or overqualified job applicants. Help reduce the probability that job

applicants once recruited and selection will leave the organization only after a short period of

time. Meet the organization legal and social obligations regarding the composition of its

workforce. Begin identifying and preparing potential job applicants who will be appropriate

candidates. Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants.

PURPOSE & IMPORTANCE OF RECRUITMENTSOURCES OF RECRUITMENT

INTERNAL

Transfers Promotions Up grading Demotion Retired employees

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Retrenched employees Dependents and relatives of deceased employees.

INTERNAL SOURCESTRANSFERS: 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.

Others are upgrading and demotion of present employees according to their

performance.

Retired and retrenched employees may also be recruited once again in case of

shortage of qualified personnel or increase in load of work. Recruitment such people save

time and costs of the organizational culture and the policies and procedures.

The depends 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.

EXTERNAL SOURCES

1. PRESS ADVERTISMENTS: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.

2. 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.

3. PLACEMENT AGENCIES:

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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)

4. 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.

5. LABOUR CONTRACTORS:Manual workers can be recruited through contractors who maintain close

contracts with the sources of such workers. This source is used to recruit labour for

construction jobs.

6. PRESS ADVERTISMENTS:Advertisements of the vacancy in newspapers and journals are a widely used

source of recruitment. The main advantage of this method is this method is that it has a wide

reach.

7. EDUCATIONAL INSTITUTES:Various management institutes, engineering colleges, medical colleges etc.

Are good sources of recruiting well qualified executives, engineers, medical staff etc. They

provide facilities for campus interviews and placements. This source is known as Campus

Recruitment.

8. PLACEMENT GENCIES: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)

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9. 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.

10. LABOUR 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.

11. 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 for the database of the probable candidates for the organization.

12. 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.

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.

13. RECRUITMENT AT FACTORY GATE:

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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.

FACTORS AFFECTING RECRUITMENT

The recruitment function of the organizations is affected and governed by a mix of

various internal and external forces. The internal forces or factors are the factors which

cannot be controlled by the organization. And the external factors are those factors affecting

recruitment function of an organization are:

FACTORS AFFECTING RECRUITMENT

INTERNAL FACTORS

Recruitment policyHuman resource planningSize of the firmCost of recruitmentGrowth and expansion

EXTERNAL FACTORS

Supply and demandLabour MarketImage/GoodwillPolitical-social-legal EnvironmentUnemployment rateCompetitors

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The internal forces i.e. the factors which can be controlled by the

organization are:

INTERNAL FACTORS:

1. RECRUITMENT POLICY:The recruitment policy of an organization specifies the objectives of

recruitment and provides a framework for implementation of recruitment programme. It may

involve organizational system to be developed for implementing recruitment programmes

and procedures by filling up vacancies with best qualified people.

FACTORS AFFECTING RECRUITMENT POLICYOrganizational 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.

2. HUMAN RESORCE PLANNINGEffective human resource planning helps in determining the gaps present in

the existing manpower of the organization. It also helps in determining the number of

employees to be recruited and what qualification they must possess.

3. SIZE OF THE FIRM:

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The size of the firm is an important factor in recruitment process. If the

organization is planning to increase its operations and expand its business, it will think of

hiring more personnel, which will handle its operations.

4. COSTRecruitment incur cost to the employer, therefore, organizations try to employ

that source of recruitment which will bear a lower cost of recruitment to the organization for

each candidate.

5. GROWTH ANDEXPANSION:Organization will employ or think of employing more personnel if it is

expanding its operations.

EXTERNAL FACTORS:The external forces are the forces which cannot be controlled by the organization.

The major external forces are:

1. SUPPLY AND DEMANDThe availability of manpower both within and outside the organization is an

important determinant in the recruitment process. If the company has a demand for more

professionals and there is limited supply in the market for the professionals demanded by

them special training and development programs.

2. LABOUR MARKETEmployment conditions in the community where the organization is located will

influence the recruiting efforts of the organization. If there is surplus of manpower at the time

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of recruitment, even informal attempts at the time of recruiting like notice boards display of

the requisition or announcement in the meeting etc will attract more than enough applicants.

3. IMAGE/ GOODWILLImage of the employer can work as a potential constraint for recruitment. An

organization with positive image and goodwill as an employer finds it easier to attract and

retain employees than an organization with negative image. Image of a company is based on

what organization does and affected by industry. For example finance was taken up by

fresher MBA’s when many finance companies were coming up.

4. POLITICAL-SOCIAL-LEGAL ENVIRONMENT Various government regulations prohibiting discrimination in hiring and

employment have direct impact on recruitment practices. For example, government of India

has introduced legislation for reservation in employment for scheduled castes, scheduled

tribes, physically handicapped etc. also, trade unions play important role in recruitment. This

restricts management freedom to select those individuals who it believes would be the best

performers. If the candidate can’t meet criteria stipulated by the union but union regulations

can restrict recruitment sources.

RECRUITMENT POLICY OF A COMPANYIn 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 places, 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.

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It specifies the objectives of recruitment and provides a framework for

implementation of recruitment programme. It may involve organizational system to be

developed for implementing recruitment programmes and procedures by filling up vacancies

with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organization

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.

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.

Abides by relevant public policy and legislation on hiring and employment

relationship.

Integrates employee needs with the organizational needs.

FACTORS AFFECTING RECRUITMENT POLICY

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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 RECRUITMENTThe following trends are being seen in recruitment:

OUTSOURCINGIn India, the HR processes are being outsourced from more than a decade now. A

company may draw required personnel from outsourcing firms. The outsourcing firms help

the organization by the initial screening of the candidates according to the needs of the

organization and creating a suitable pool of talent for the final selection by the organization.

Outsourcing firms develop their human resource pool by employing people for them and

make available personnel to various companies as per their need. In turn, the outsourcing

firms or the intermediaries charge the organizations for their services.

Advantages of outsourcing are: Company need not plan for human resource much in advance.

Valve creation, operational flexibility and competitive advantage.

Turning the management’s focus to strategic level processes of HRM

Company is free from salary negotiations, weeding the unsuitable resumes/ candidates.

Company can save a lot of its resource and time.

POACHING/RAIDING“Buying talent” (rather than developing it) is the latest mantra being followed by

the organizations today. Poaching means employing a competent and experienced persons

already working with another reputed company in the same or different industry; the

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organization might be a competitor in the industry. A company can attract talent from

another firm by offering attractive pay packages and other terms and conditions, better

openly talked about. Indian software and the retail sector are the sectors facing the most serve

burnt of poaching today. It has become a challenge for human resource managers to face and

tackle poaching, as it weakens the competitive strength of the firm.

E- RECRUITMENTMany big organizations use internet as a source of recruitment. E-Recruitment is the

use of technology to assist the recruitment process. They advertise job vacancies through

worldwide web. The job seekers send their applications or curriculum vitae i.e., worldwide

web, which can be drawn by prospective employees depending upon their requirements.

Advantages of E-Recruitment are:Low cost

No intermediaries

Reduction in time for recruitment

Recruitment of right type of people

Efficiency of recruitment process.

E- RECRUITMENTThe internet penetration in India is increasing and has tremendous potential.

According to a study by NASSCOM – “jobs is among the top reasons why new users will

come on to the internet, besides e-mail.” Therefore are more than 18 million résumé’s

floating online across the world.

The buzzword and the latest 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 process. The tool can be either a job website like naukri.com, the organization’s

corporate web site or its own internet. Many big and small organizations are using internet as

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a source of recruitment. They advertise job vacancies through worldwide web. The job

seekers send their applicants 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.

The two kinds of e- recruitment that an organization can use isJob portals- i.e. posting the position with the job description and the job

specification on the job portal and also searching resumes posted on the site corresponding to

the opening in their organization.

Creating a complete online recruitment/application section in the companies own

website- companies have added an application system to its website, where the ‘passive’ job

seekers can submit their resumes into the database of the organization for consideration in

future, as and when the roles become available.

Resume scanners: Resume scanner is one major benefit provided by the job portals

to the organizations. It enables the employees to screen and filter the resumes through pre-

defined criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the job.

Job sites provide a 24* 7 access to the resumes to the employees facilitating the just-

in-time hiring by the organizations. Also, the jobs can be posted on the site almost

immediately and is also cheaper than advertising in the employment newspapers. Sometimes

companies can get valuable references through the “passers-by” applicants. Online

recruitment helps the organizations to automate the recruitment process, save their time and

costs on recruitments.

Online recruitment techniques Giving a detailed job description and job specifications in the job postings to attract

candidates with the right skill sets and qualifications at the first stage.

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E-Recruitment should be incorporated into the overall recruitment strategy of the

organization.

A well defined and structured applicant tracking system should be integrated and the

system should have a back-end support.

Along with the back-office support a comprehensive website to receive and process

job applications (through direct or online advertising) should be developed.

Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of

recruitment.”

ADVANTAGES & DISADVANTAGES OF E-RECRUITMENT

There are many benefits – both to the employers and the job seekers but the e-

recruitment is not 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*7 access to an online collection of resumes.

Online recruitment helps the organizations to weed out the unqualified candidates in

an automated way.

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Recruitment websites also provide valuable data and information regarding the

compensation offered by the competitors etc. which helps the HR managers to take various

HR decisions like promotions, salary trends in industry etc.

Disadvantage of E-Recruitment

A part 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 dependent 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.

Recruitment Vs selection Both recruitment and selection are the two phases of the employment process. The

differences between the two are:

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Recruitment is the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization WHEREAS selection involves

the series of steps by which the candidates are screened for choosing the most suitable

persons for vacant posts.

The basic purpose of recruitment is to create a talent pool of candidates to enable the

selection of best candidates for the organization, by attracting more and more

employees to apply in the organization WHEREAS the basic purpose of selection

process is to choose the right candidate to fill the various positions in the organization

Recruitment is a positive process i.e. encouraging more and more employees to apply

WHEREAS selection is a negative process as it involves rejection of the unsuitable

candidates.

Recruitment is concerned with tapping the source of human resources WHEREAS

selection is concerned with selecting the most suitable candidate through various

interviews and tests.

There is no contract of recruitment established in recruitment WHEREAS selection

results in a contract of service between the employer and the selected employee.

Types of job seekers

1. QUID PRO QUEThese are the people who say that “I can do this for you, what can you give me”.

These people value high responsibilities, higher risks, and expect higher rewards, personal

development and company profiles doesn’t matter to them.

I will be with you these people like to be with big brands. Importance is given to

brands. They are not bothered about work ethic, culture mission etc.

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I will do you what you want these people are concerned about how meaning the job is

and they definite meaning parameters criteria known by previous job.

Where do you want me to come these people observe things like where is your office,

what atmosphere do you offer. Career prospects and exciting projects don’t entice them as

much. It is the responsibility of the recruiter to decide what the employee might face in given

job and thus take decision. A good decision will help cut down employee retention costs and

future recruitment costs.

RECRUITMENT MANAGEMENT SYSTEM Recruitment management system is the comprehensive tool to manage the entire

recruitment processes of an organization. It is one of the technological tools facilitated by the

information management, payroll and other systems, Recruitment management system helps

to contour the recruitment processes and effectively managing the ROI on recruitment.

The features, functions and major benefits of the recruitment management system are

explained below:

Structure and systematically organize the entire recruitment processes.

Recruitment management system facilitates faster, unbiased, accurate and reliable

processing of applications from various applications.

Helps to reduce the time-per-hire and cost-per=hire.

Recruitment management system helps to incorporate and integrate the various links

like the application system on the official website of the company, the unsolicited

applications, outsourcing recruitment, final decision making to the main recruitment

process.

Recruitment management system maintains an automated active database of the

applicants facilitating the talent management and increasing the efficiency of the

recruitment processes.

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Recruitment management system provides and a flexible, automated and interactive

interface between the online application system, the recruitment department of the

company and the job seeker.

Offers tolls and support to enhance productivity, solutions and optimizing the

recruitment processes to ensure improved ROI.

Recruitment management system helps to communicate and create healthy

relationships with the candidates through the entire recruitment process.

The Recruitment Management System (RMS) is an innovative information system

tool which helps to sane the time and costs of the recruiters and improving the recruitment

processes.

ROI ON RECRUITMENT Before making any investment, every organization would want to evaluate the

investment by answering the following questions in quantifiable terms:

What are the costs and the corresponding and related risks on the investment?

What are the expected returns of the investment?

What is the expected pay-back period of the investment?

An organization makes a tremendous amount of investment in its recruitment processes.

A lot of resource like time and money are spent on recruitment processes of an

organization. But assessing or quantifying the returns on the recruitment process, or,

calculating the returns on investment (ROI) on recruitment is a complicated. Task for an

organization. Indeed, it is difficult to judge the success of their recruitment processes.

Instead, recruitment is one activity that continuous in an organization without anyone ever

realizing its worth or measuring its impact on the organizations business.

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According to a survey, 38% of organizations do not prepare or produce any kind of

documents or reports on their recruitment processes, and there is no accountability of the HR

department for the costs incurred and the opportunities missed.

With the increasing strategic focus on the human resources, more and more

organizations are adopting one or the other way for calculating the ROI on its recruitments.

Many organizations are examining their HR functions and processes and are trying to

quantity their results and returns.

A recruitment professional or manager can calculate and maximize the returns on

investments on its organization’s recruitment by

Clear definition of the results to be achieved from recruitment.

Developing methods and ways measuring the results like the time- to- hire, cost-per-

hire and effectiveness of the recruitment source etc.

Estimating the costs associated with the recruitment project.

Estimating the tangible and intangible benefits to the organization including the

payback period of the recruitments.

Providing and ensuring proper training and development of the recruitment

professionals.

Assessing the ROI on recruitments can assist an organization to strengthen its HR

processes, improving its recruitment function and to build a strategic human resource

advantage for the organization.

Outsourcing RecruitmentOutsourcing the human resource (HR) processes is the latest practice being followed

by middle and large sized organizations. It is being witnessed across all the industries. In

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India, the HR processes are being outsourced from nearly a decade now. Outsourcing

industry is growing at a high rate.

Human Resource Outsourcing refers to the process in which an organization uses the

expert services of a third party (generally professional consultants) to take care of its HR

function. The functions that are typically outsourced are the functions that need expertise,

relevant experience, knowledge and best methods and practices. This has given rise to

outsourcing the various HR functions of an organization.

HR consultancies such as Ma Foi and plan man consulting provide such services

through expert professional consultants. Human resources business process outsourcing (HR

BPO) is a major component of the worldwide BPO market. Performance management

outsourcing involves all the performance monitoring, measurement, management being

outsourced from a third party or an external organization.

Many organizations have started outsourcing its recruitment process i.e. transferring

all or some part of its recruitment process to an external consultant providing the recruitment

services. It is commonly known as RPO i.e. recruitment process outsourcing. More and more

medium and large sized organizations are outsourcing their recruitment process right from

the entry level jobs to the C- level jobs.

The present value of the recruitment process outsourcing industry (RPO) in India is

estimated to be $2.5 billion and it is expected to grow at the annual rate of 30-40 percent for

the next couple of years. According to a recent survey, only 8-10 percent of the Indian

companies are complete recruitment processes. However, the very fast rate and so is the

percentage of their total recruitment processes being outsourced.

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Outsourcing organizations strive for providing cost saving benefits to their clients.

One of the major advantages to organizations, who outsource their recruitment process, is

that it helps to save up to as much as 40 percent of their recruitment costs. With the

experience, expertise and the economies of scale of the third party, organizations are able to

improve the quality of the recruits and the speed of the whole process. Also, outsourcing

enables the human resource professionals of organizations to focus on the core and other HR

and strategic issues. Outsourcing also gives a structured range from preparing job

descriptions to arranging interviews, the activities that consume almost 70 percent of the time

of the whole recruitment process.

Outsourcing the recruitment processes for a sector like BPO, which faces an attrition

of almost 50-60 percent, can help the companies in BPO sector to save costs tremendously

and focus on other issues like retention. The job seekers are also availing the services of the

third parties (consultants) for accessing the latest job opportunities.

In India, the trend of outsourcing recruitment is also catching up fast.

For example: Vodafone out source its recruitment activities to Alexander Mann

solutions (RPO service provider). Wipro has outsourced its recruitment process to Merit

Trac. Yes bank is also known to outsource 50 percent of its recruitment processes.

Advantage of Outsourcing Recruitment

Traditionally, recruitment is seen as the cost incurring process in an organization. HR

outsourcing helps the HR professionals of the organizations to concentrate on the strategic

functions and processes of human resource management rather than wasting their efforts,

time and money on the routine work.

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Outsourcing the recruitment process helps to cut the recruitment costs to 20% and

also provide economies of scale to the large sized organizations.

The major advantages of outsourcing performance management are:

Outsourcing is beneficial for both the corporate organizations that use the outsourcing

services as well as the consultancies that provide the service to the corporates. Apart from

increasing their revenues, outsourcing provides business opportunities to the service

Cost Reduction

Recruitment outsourcing

Optimal Resource utilization

Results qualitative/quantitative

Focused management efforts

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providers, enhancing the skill set of the service providers and exposure to the different

corporate experiences thereby increasing their expertise.

The advantage accruing to the corporate are:Turing the management’s focus to strategic level processes of HRM

Accessibility to the expertise of the service providers

Freedom from red tape and adhering to strict rules and regulations

Optimal resource utilization

Structured and fair performance management

A satisfied and, hence, highly productive employees

Value creation, operational flexibility and competitive advantage

Therefore outsourcing helps both the organizations and the consultancies to grow and

perform better.

Changing Role of Recruitment IntermediariesRecruitment consultancies, agencies or intermediaries are witnessing a boom in the

demand of their services, both by the employers and the job seekers. With an already

saturated job market, the recruitment intermediaries have gained a vital position acting as a

link between the job seekers and the employers.

But at the same time, one of the major threats faced by this industry is the growing

popularity of e- recruitment. With the changing demand, technologies and the penetration

and increasing use of internet, the recruitment consultancies or the intermediaries market, the

recruitment intermediaries or consultants (as they are commonly known) are witnessing and

incorporating various changes in terms of their role, functions and the services.

According to a survey amongst top employers, most of them agree with the growing

influence of technology and the internet on the recruitment processes. 70 percent of

employers reported the use of application portal on their company’s official website. Apart

from that, the emerging popularity of the job portals is also growing.

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But the face that the intermediaries or the consultants are able to provide their expert

services, economies of scale, up to 40 percent savings in the recruitment costs, knowledge of

the assess to the suitable and talented candidates and the structured tedious of weeding out

unsuitable resumes, co-coordinating interviews, postings vacancies etc. give an edge over the

other source of recruitment.

To retain their position as the service providers in the recruitment market, the

recruitment intermediaries are providing vale added services to the organizations. They are

incorporating the use of internet and job portals, making their services more efficient.

Despite of the growing use of the internet, the recruitment intermediaries are

predicted to continue dominating the recruitment market in the anticipated future.

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SHORTLIST THE GOOD CV’S RECEIVED FROM CONSULTANT

CONSULTANTS CO-ORDINATE THE INTERVIEW

INTERVIEW AT

COMPANY (profile match)

LOOK FOR SOME OTHER PERSON

CALL HIM FOR FINAL NEGOTIATION AND OFFER

OFFER ACCEPTE

D

LOOK FOR SOME OTHER PERSON

BRIEF ABOUT PROFILE TO CONSULTANT

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ASK THE PERSON TO JOIN.

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How to select a Recruitment Consultant

If an organization decides to outsource its recruitment processes or activities, it is

very important to find and select a suitable recruitment consultant or consultancies, which

can deliver results according to the needs of the organization. Today, there are thousands of

consulting firms (consultancies) as well as freelance consultants working independently. An

organization looks for various considerations and qualities before selecting the suitable

recruitment consultant. The reputation of the consulting firm in the job market (based on

expertise and experience).

Who are the consultant’s or firm’s past and present clients?

Consultant’s expertise and experience (from how long has he/firm been in the business)

Does the recruitment consultant have the requisite resource to complete the targets on

time?

Get the idea of the effectiveness and the services of the recruitment consultants from its

current and past clients.

Qualities of an independent recruitment consultant:

Some of the qualities or characteristics looked in recruitment consultants are:

Marketing skills

Flexibility and adaptability

Wisdom

Exuberance

Ability to prioritize

Ambition

Resourcefulness

Diplomacy/ delicacy.

Selecting the right recruitment consultant is essential for the effective recruitment

processes. A successful Recruitment consultant is someone who is determinative, focused,

and able to create opportunities for him, works harder and smarter than competitors and

continually set and achieve higher standards.

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Recruitment Trends in KPOKnowledge process outsourcing (KPO) is the next big thing in the outsourcing sector.

By 2010, Indian KPO sector is established to have 71 percent share of the global KPO sector.

The KPO industry in India is growing at a tremendous rate. KPO sector is growing and so are

the job opportunities in this sector. The industry currently employees more than 26000

employees and are expected to grow to 250000 employees by 2010 (as estimated by

NASSCOM).

The qualities looked for in candidates are:Business acumen

Strong analytical and quantitative skills

Flair for research, eye for detail

Understanding of various sectors

Communication skills

Leadership capabilities

The final recruitment process in KPOs generally consists of the following

rounds:Aptitude tests

Case study rounds

2 or 3 interview rounds

Depending upon the qualifications, the package for the fresher range from 2 lacks p.a

to lacks. The KPOs are recruiting post graduates in bulk. MBA’s and post graduates are in

great demand in KPOs. A from the management related positions like HR, finance etc.,

KPOs are recruiting from B-schools for various positions in research like research analysts in

various domains like market research, financial services etc. the opportunities range from

primary to secondary research. The industry also provides lucrative career options to

graduates with excellent academic records to start career in research.

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Recruitment strategies Recruitment is of the most crucial roles of the human resource professionals. The

level of performance of and organization depends on the effectiveness of its recruitment

function. Organizations have developed and follow recruitment strategies to hire the best

talent for their organization and to utilize their resource optimally. A successful recruitment

strategy should be well planned and practical to attract more and good talent to apply in the

organization. For formulating an effective and successful recruitment strategy, the strategy

should cover the following elements

1. Identifying and prioritizing jobs:Recruitment keeps arising at various levels in every organization; it is almost a never-

ending process. It is impossible to fill all the positions immediately. Therefore, there is a

need to identify the positions requiring immediate attention and action. To maintain the

quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on

all vacancies equally or focusing on key jobs first.

2. Candidates to target:The recruitment process can be effective only if the organization completely

understands the requirements of the type of candidates that are required and will be beneficial

for the organization. This cover s the following parameters as well:

Performance level required: Different strategies are required for focusing on hiring high

performers and average performers.

Experience level required: the strategy should be clear as to what is the experience level

required by the organization. The candidate’s experience can range from being a fresher to

experienced senior professionals.

Category of the candidate: the strategy should clearly define the target candidate. He/she can

be from the same industry, different industry, unemployed, top performers of the industry

etc.

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3. Source of recruitment:The strategy should define various source (external and internal) of recruitment.

Which are the sources to be used and focused for the recruitment purposes for various

positions? Employee referral is one of the most effective sources or recruitment.

4. Trained recruiters:The recruitment professionals conducting the interviews and the other recruitment

activities should be well-trained and experienced to conduct the activities. They should also

be aware of the major parameters and skills (e.g. Behavioral, technical etc.) to focus while

interviewing and selecting a candidate.

5. How to evaluate the candidates:The various parameters and the ways to judge them i.e. the entire recruitment process

should be planned in advance. Like the rounds of technical interviews, HR interviews.

Written tests, Psychometric tests etc.

HR Challenges In Recruitment:Recruitment is a function that requires business perspective, experts, ability to find

and match the best potential candidate for the organization, diplomacy, marketing skills (as

to sell position to the candidate) and wisdom to align the recruitment processes for the

benefit of the organization. The HR professionals – handling the recruitment function of the

organization-are constantly facing new challenges. The biggest challenge for such

professionals is to source or recruit the best people or potential candidate for the

organization.

In the last few years, the job market has undergone some fundamental changes in

terms of technologies, source s of recruitment, competition in the market etc. In an already

saturated job market, where the practices like poaching and raiding are gaining momentum

HR professionals are constantly facing new challenges in one of their most important

function-recruitment. They have to face and conquer various challenges to find the best

candidates for their organizations.

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The major challenges faced by the HR in recruitment are:Adaptability to globalization- The HR professionals are expected and required to

keep in tune with the changing times, i.e., the changes taking place across the globe.

HR should maintain the timeliness of the process.

Lack of motivation- Recruitment is considered to be a thankless job. Even if the

organization is achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers.

Process –analysis- The immediately and speed of the recruitment process are the main

concerns of the HR in recruitment. The process should be flexible, adaptive and

responsive to the immediate requirements. The recruitment process should also be

cost effective.

Strategic prioritization- The emerging new systems are both an opportunity as well as

a challenge for the HR professionals. Therefore, reviewing staffing needs and

prioritizing the tasks to meet the changes in the market has become a challenge for

the recruitment professionals

Recruiting ExpatriatesExpatriate is a person who leaves his country to work and live in a foreign country.

Generally, expatriates are the nationals from the other countries than the host and the MNC’s

parent countries, i.e., expatriates are third country nationals.

The unavailability of the required skills and talents takes the organization to source

talent from other countries. The procedures and processes of recruiting and selecting the

human resources are never uniform even within a single organization. The procedures vary

according to the post, the skill set required; the nature of work etc. more of it is seen in the

case of recruitment of expatriates. The recruitment and selection procedures and

considerations are drastically different for expatriates than that of the domestic employees.

Recruitment of expatriates involves greater time, monetary resource and other indirect costs.

Improper recruitment and selection can cause the expatriates to return hastily or a decline in

their performance.

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A mismatch between job (its requirements) and people can reduce the effectiveness of

other human resource activities and can affect the performance of the employees as well as

the organization.

Recruiting expatriates require special considerations and skills to select the best

person for the job. Except for a few expatriate selection policies, the expatriate selection

criterion is generally organization and nation specific.

The recruiters for recruiting the expatriates should be carefully selected and trained.

The recruitment strategies for expatriates should be aligned with requirements of the job. The

interviews of expatriates are designed in a manner to judge their:

Adoptability to the new culture

Intercultural interaction

Flexibility

Professional expertise

Past international work experience

Tolerance and open-mindedness

Family situation

Language ability

Attitude and motivation

Empathy towards local culture

A few researches in this field also suggest that women are morel likely to be

successful in certain positions as expatriates as they are more sensitive towards new culture

and people. Recruitment of expatriates should be followed by cultural and sensitivity

training, and language training.

Head Hunting:Headhunting refers to the approach of finding and attracting the best experienced

person with the required skill set. Headhunting involves convincing the person to join your

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Organization.

IDENTIFY THE PROSPECTIVE EMPLOYEE

HOLD A TALK WITH THE CANDIDATE

CANDIDATE INTERESTED

LOOK FOR SOME OTHER CANDIDATE

JOB OFFER

LOOK FOR SOME OTHER CANDIDATE

CALL FOR A FORMAL DISCUSSION

ASK THE PERSON TO JOIN AND SUBMIT VARIOUS NECESSARY DOCUMENTS.

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FORMS OR RECRUITMENT:

The organizations differ in terms of their size, business, processes and practices. A

few decisions by the recruitment professionals can affect the productivity and efficiency of

the organization. Organizations adopt different forms of recruitment practices according to

the specific needs of the organization.

The organizations can choose from the centralized or decentralized forms of

recruitment, explained below:

CENTRALIZED RECRUITMENT:

The recruitment practices of an organization are centralized when the HR/

recruitment department at the head office performs all functions of recruitment. Recruitment

decisions for all the business verticals and departments of an organization are carried out by

the one central HR (or recruitment) department. Centralized forms of recruitment are

commonly seen in government organizations.

Benefits of the centralized form of recruitment are:

Reduces administration costs.

Better utilization of specialists

Uniform in recruitment

Interchangeability of staff.

Reduces favoritism

Every department sends requisitions for requirement to their central office.

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DECENTRALIZED RECRUITMENT

Decentralized recruitment practices are most commonly seen in the case of

conglomerates operating in different and diverse business areas. With diverse and

geographically spread business areas and offices, it becomes important to understand the

needs of each department and frame the recruitment policies and procedures accordingly.

Each department carries out its own recruitment. Choice between the two will depend upon

management philosophy and needs of particular organization. In some cases combination of

both is used. Lower level staffs as well as top level executives are recruited in a decentralized

manner.

Equal Employment Opportunity

Equal opportunity employment refers to the approach of the employers to ensure the

practice of being fair and impartial in the employment process. The term “equal Opportunity

Employment” was first given by President Lyndon B. Johnson when he signed Executive

order 11246 which was created to prohibit federal contractors from discriminating against

employees on the basis of race, sex, creed, religion, colour, or national origin. The scope of

the order also covered the discrimination on the basis of the minority status.

DISCRIMINATION IN EMPLOYMENTDiscrimination refers to the any kind of prejudice or favoritism on the basis of

Disability

Race

Age

Sex

Sexuality

Pregnancy

Marital status

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In employment. No person should be treated less favorably than any other on the

basis of the specified issues above. Many countries (like SA) have already implemented

Equal Opportunity Act, making it against the law to treat anybody unfairly.

Diversity in workforceWith the globalization and the increasing size of the organizations, the diversity in the

workforce is increasing i.e. people from diverse backgrounds, educational background, age

groups, race, gender, abilities etc come together to work for one organization and common

objectives. Therefore, it is the responsibility of the employer to create an equality-based and

discrimination-free working environment and practices.

Equal opportunity means treating people equally and fairly irrespective of their race,

religion, sex, age, disability etc. Giving women an equal treatment and access to

opportunities at the workforce. Any employee should be ill-treated or harassed by the

employer or other employees.

Equal opportunity principles help to realize and respect the actual worth of the

individual on the basis of his knowledge, skills, abilities and merit. And the policy should

cover all the employees of an organization whether permanent or temporary, contractual etc.

Equal employment opportunity is necessary to ensure:To give fair access to the people of all development opportunities

To create a fair organization, industry and society

To encourage and give disadvantaged or disabled people a fair chance to grow with

the society

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3.1 NEED FOR THE STUDY

In today’s competitive world especially recruitment and selection process is used for

to select a right candidate for the right job in right time in the right place. This study makes

the organization aware of recruitment process.

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3.2 SCOPE OF THE SYSTEM

This system deals with whole process of recruitment. It contains different methods

followed by the company.

This system is confined to recruitment system only but not selection.

It carries out the whole process of recruitment.

It is confined to campus selection, consultants and internal sources campus selections

are done only from Agri-Business Schools.

There is no walk ins.

It carries out the Tele-recritment very effectively.

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3.3 OBJECTIVES OF THE STUDY

To understand the policies and procedures of recruitment and selection in the

company.

To find out the effectiveness of existing recruitment and selection procedure.

To find out the satisfaction level of the employees about recruitment and selection

procedure.

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3.4 LIMITATIONS

The sample size for survey is limited to 120

Getting accurate responses from the employees is difficult due to their busy schedule

Time constraint.

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3.5 RESEARCH DESIGN

Research methods: The required data has been collected through primary data and secondary

data.

Primary Data & Secondary Data: Questionnaire Internet, Magazines and Textbooks,

company records, websites

Type of sampling: Convenience sampling

Sample Size: 120

Research Instrument: Questionnaire

Data Analysis: Simple percentage, Chi-square test

55

JBIPGC


4. DATA ANALYSIS & INTERPRETATIONS

In your opinion, selection is made in this company based on your?

1. Qualification 2. Previous Experience 3. Multi skills

4.1.1 TABLE SHOWING THE BASIS FOR THE SELECTION IN THE

ORGANIZATION

Grade No. of Respondents Percentage %

Qualification 32 27previous experience 43 36multi skills 45 38

Total 120 100

INTERPRETATION: 36% of the employees are joined because of previous experience. And 38% of the

employees were multi skilled people.

4.2.1 GRAPH

56

JBIPGC


Opinion on selection process in the company

32

43 45

27

36 38

05

101520253035404550

Qualification previous experience multi skills

Particulars

Perc

enta

geNo. of RespondentsPercentage

Which of the following made you to apply for this company?

1. Salary 2. Image 3. Management Efficiency.

4.1.2 TABLE SHOWING WHAT MADE THE EMPLOYEES TO APPLY

Grade No. of Respondents Percentage

Salary 29 24Image 63 53Management efficiency 28 23

Total 120 100

INTERPRETATION:

53% of people joined this company because Image of company.

4.2.2 GRAPH

57

JBIPGC


Opinion for applying the job

29

63

2824

53

23

0

10

20

30

40

50

60

70

Salary Image ManagementefficiencyParticulars

Perc

enta

geNo. of Respondents

Percentage

Which type of interview did you face at the time of your selection?

1. Formal 2. Informal 3.Mixed

4.1.3 TABLE SHOWING WHAT KIND OF INTERVIEW HAD DONE WHILE SELECTION

Grade No. of Respondents PercentageFormal 49 41Informal 38 32Mixed 33 28

Total 120 100

INTERPRETATION:

41% of employees were joined through formal interview. And 32% of employees were joined through informal interview.

4.2.3 GRAPH

58

JBIPGC


Opinion on type of interview faced at time of selection

49

38

33

41

32

28

0

10

20

30

40

50

60

Formal Informal Mixed

Particulars

Perc

enta


Percentage

Do you feel that recruiting candidates through internal source is beneficial to the organization?

1. Agree 2. Moderate 3. Disagree

4.1.4 TABLE SHOWING OPINION ON RECRUITING CANDIDATES THROUGH INTERNAL SOURCE IS BENEFICIAL


Agree 33 28Moderate 60 50Disagree 27 23

Total 120 100

INTERPRETATION:

50% of employees were feeling moderate about recruitment through internal source is

beneficial.

4.2.4 GRAPH

59

JBIPGC


Opinion on recruiting the candidates through internal source is beneficial

33

60

2728

50

23

0

10

20

30

40

50

60

70

Agree Moderate Disagree

Particulars

Perc

enta

ge

No. of Respondents

Percentage

4.3.1 RECRUITING CANDIDATES THROUGH INTERNAL SOURCE IS BENEFICIALH0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and recruiting candidates through internal source is beneficial to the organization.

Age Particulars

Total Ψ2 ResultSatisfied Moderate Dissatisfied

25 – 35 12 31 10 53 Cal. Value = 2.78

NS35 – 45 11 16 9 3646 & above 10 13 8 31 Tab. Value

at (0.05, 4) = 9.488Total 33 60 27 120

Experience Particulars


1 - 7 Years 11 24 10 45 Cal. Value = 1.34

NS8 - 15 Years 10 21 9 4016 - 22 Years 12 15 8 35 Tab. Value

at (0.05, 4) = 9.488Total 33 60 27 120

Qualification Particulars


I.T.I 9 20 6 35 Cal. Value = 5.26 NSB.com 10 12 6 28

B.E. (E.C.E.) 8 20 7 35 Tab. Value

60

JBIPGC


at (0.05, 6) = 12.592

M.Com. 6 8 8 22Total 33 60 27 120

Designation Particulars


Prod. Workers 9 25 6 40 Cal. Value = 5.25

NSSupervisors 8 9 6 23Engineers 9 16 7 32 Tab. Value

at (0.05, 6) = 12.592

Asst. Manager 7 10 8 25Total 33 60 27 120

Salary Particulars


3000 – 7000 13 27 10 50 Cal. Value = 3.05

NS7000 - 11000 10 23 9 4211000 - 16000 10 10 8 28 Tab. Value

at (0.05, 4) = 9.488Total 33 60 27 120

Do you feel that the different selection process is required while selecting different positions?


4.1.5 TABLE SHOWING OPINION ON DIFFERENT SELECTION PROCESSES IS NEEDED FOR DIFFERENT POSITIONS

Grade No. of Respondents PercentageAgree 54 45Moderate 39 33Disagree 27 23

Total 120 100

INTERPRETATION:

45% of the employees agreed that different selection processes are required for

different positions. And 33% of employees are moderate.

4.2.5 GRAPH

61

JBIPGC


Opinion on different selection process is required while selecting different positions

54

39

27

45

33

23

0

10

20

30

40

50

60


Particulars

Perc

enta

ge

No. of Respondents

Percentage

4.3.2 DIFFERENT SELECTION PROCESSEES IS NEEDED FOR DIFFERENT POSITIONS

H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and different selection process is required while selecting different positions.

Age Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied25 - 35 20 20 13 53 Cal. Value =

7.28NS

35 - 45 22 6 8 3646 & above 12 13 6 31 Tab. Value

at (0.05, 4) = 9.488Total 54 39 27 120

Experience Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied1 - 7 Years 25 12 8 45 Cal. Value =

4.66NS

8 - 15 Years 17 12 11 4016 - 22 Years 12 15 8 35 Tab. Value

at (0.05, 4) = 9.488Total 54 39 27 120



I.T.I 14 12 9 35 Cal. Value = 2.54

NSB.com 12 9 7 28B.E. (E.C.E.) 19 11 5 35 Tab. Value

at (0.05, 6) = M.Com. 9 7 6 22

62

JBIPGC


12.592Total 54 39 27 120

Designation Particulars Total Ψ2 ResultSatisfied Moderate DissatisfiedProd. Workers 20 12 8 40 Cal. Value

= 5.09NS

Supervisors 10 7 6 23Engineers 17 8 7 32 Tab. Value

at (0.05, 6) = 12.592


Salary Particulars Total Ψ2ResultSatisfied Moderate Dissatisfied

3000 - 7000 25 15 10 50 cal. Valve=1.63

NS7000 - 11000 19 14 9 4211000 - 16000 10 10 8 28 Tab. Value

at (0.05, 4) = 9.488Total 54 39 27 120

In your opinion training is essential after selection?


4.1.6 TABLE SHOWING OPINION ON TRAINING IS ESSENTIAL AFTER SELECTION

Grade No. of Respondents PercentageAgree 41 34Moderate 45 38Disagree 34 28

Total 120 100

INTERPRETATION:

38% of employees agreed and 34% of employees moderate about training is needed after selection.

4.2.6 GRAPH

63

JBIPGC


Opinion on training is essential after selection

41

45

343438

28

0

5

10

15

20

25

30

35

40

45

50


Particulars

Perc

enta

ge

No. of Respondents

Percentage

4.3.3 OPINION REGARDING TRAINING IS ESSENTIAL AFTER SELECTIONH0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and opinion regarding training is essential after selection.

Age Particulars


25 – 35 19 20 14 53 Cal. Value = 0.25

NS35 – 45 12 13 11 3646 & above 10 12 9 31 Tab. Value

at (0.05, 4) = 9.488Total 41 45 34 120

Experience Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied1 – 7 Years 16 16 13 45 Cal. Value =

0.23NS

8 – 15 Years 14 15 11 4016 - 22 Years 11 14 10 35 Tab. Value

at (0.05, 4) = 9.488Total 41 45 34 120



I.T.I 12 13 10 35 Cal. Value = 0.61


at (0.05, 6) = M.Com. 8 7 7 22

64

JBIPGC


12.592Total 41 45 34 120

Designation Particulars Total Ψ2 ResultSatisfied Moderate DissatisfiedProd. Workers 14 15 11 40 Cal. Value =

0.72NS


at (0.05, 6) = 12.592


Salary Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied3000 - 7000 18 17 15 50 Cal. Value =

2.43NS

7000 - 11000 14 19 9 4211000 - 16000 9 9 10 28 Tab. Value

at (0.05, 4) = 9.488Total 41 45 34 120

Do you Believe that organizations has a very transparent, clear recruitment policy & procedure?


4.1.7 TABLE SHOWING OPINION ON ORGANIZATION HAS A VERY TRAPARENT, CLEAR RECRUITMENT POLICY & PROCEDURE

INTERPRETATION:

38% of employees are moderate and 34% of employees are agreed regarding the

organization has very transparent, clear recruitment policy & procedure.

4.2.7 GRAPH


Agree 41 34Moderate 45 38Disagree 34 28

Total 120 100

65

JBIPGC


Opinion on organization has a very transparent, clear recruitment policy & procedures

41

45

343438

28

0

5

10

15

20

25

30

35

40

45

50


Particulars

Perc

enta


Percentage

4.3.4 RECRUITMENT POLICY & PROCEDURES ARE TRANSPARENT H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and organization has a very transparent, clear recruitment policy & procedure.

Age Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied25 – 35 19 20 14 53 Cal. Value =

0.25NS

35 – 45 12 13 11 3646 & above 10 12 9 31 Tab. Value

at (0.05, 4) = 9.488Total 41 45 34 120


0.23NS


at (0.05, 4) = 9.488Total 41 45 34 120

Qualification Particulars Total Ψ2 ResultSatisfied Moderate DissatisfiedI.T.I 12 13 10 35 Cal. Value =

0.61NS

B.com 10 11 7 28B.E. (E.C.E.) 11 14 10 35 Tab. Value

at (0.05, 6) = 12.592

M.Com. 8 7 7 22Total 41 45 34 120

Designation Particulars Total Result

66

JBIPGC


Ψ2Satisfied Moderate DissatisfiedProd. Workers 14 15 11 40 Cal. Value =

0.72NS


at (0.05, 6) = 12.592



2.43NS

7000 - 11000 14 19 9 4211000 - 16000 9 9 10 28 Tab. Value

at (0.05, 4) = 9.488Total 41 45 34 120

The selection process being adopted ensures selection of right candidate for the right job?


4.1.8 TABLE SHOWING OPINION ON SELECTION PROCESS BEING ADOPTED ENSURES SELECTION OF RIGHT CANDIDATE FOR THE RIGHT JOB


Agree 45 38

Moderate 52 43

Disagree 23 19

Total 120 100

INTERPRETATION:

43% of employees moderate, 38% of employees are agreed about selection process

being adopted ensure selection of right candidate for the right job

4.2.8 GRAPH

67

JBIPGC


Opinion on selection of right candidate for right job

45

52

23

38

43

19

0

10

20

30

40

50

60


Particulars

Perc

enta


4.3.5 SELECTION PROCESS BEING ADOPTED ENSURES SELECTION OF RIGHT CANDIDATE FOR THE RIGHT JOB

H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and the selection process being adopted ensures selection of right candidate for the right job.

Age Particulars


25 - 35 21 24 8 53 Cal. Value = 1.02

NS35 - 45 13 15 8 36

46 & above 11 13 7 31 Tab. Value at (0.05, 4) =

9.488Total 45 52 23 120



1 - 7 Years 15 21 9 45Cal. Value = 0.78


at (0.05, 4) = 9.488Total 45 52 23 120



I.T.I 14 15 6 35Cal. Value = 1.07


at (0.05, 6) = 12.592

M.Com. 9 8 5 22

Total 45 52 23 120

68

JBIPGC




Prod. Workers 15 19 6 40Cal. Value = 2.35


at (0.05, 6) = 12.592

Asst. Manager 10 9 6 25

Total 45 52 23 120

Salary Particulars


3000 - 7000 20 23 7 50 Cal. Value = 1.64

NS7000 - 11000 15 18 9 42

11000 - 16000 10 11 7 28 Tab. Value at (0.05, 4) =

9.488Total 45 52 23 120

The selection process involves the following methodology in your company?

1. Written test 2. Group discussions 3. Personnel interview

4.1.9 TABLE SHOWING SELECTION PROCESS INVOLVES DIFFERENT METHODS IN THE ORGANIZATION


Written test 31 26

Group discussion 32 27

Personal interview 57 48

Total 120 100

INTERPRETATION:

48% of employees are opined that Personal Interview is involved in their organizations selection process.

4.2.9 GRAPH

69

JBIPGC


Opinion on selection process followed by the organization

31 32

57

26 27

48

0

10

20

30

40

50

60

Written test Group discussion Personal interview

Particulars

Perc

enta


In my opinion, the best method of improving Data Bank is?

1. Advertisement 2. Consultancy 3. Reference

4.1.10 TABLE SHOWING BEST METHOD TO IMPROVE DATA BANK

Grade No. of Respondents PercentageAdvertisement 33 28

Consultancy 64 53

Reference 23 19

Total 120 100

INTERPRETATION:

53% of employees are opined that Consultancy is the best method of improving Data Bank.

4.2.10 GRAPH

70

JBIPGC


Opinion to improve best method in databank is

33

64

2328

53

19

0

10

20

30

40

50

60

70

Advertisment Consultancy Reference

Particulars

Perc

enta


Do you feel that there is a scope for improvement of the selection procedure?


4.1.11 ABLE SHOWING OPINION OF THERE IS A SCOPE FOR IMPROVEMENT OF THE SELECTION PROCEDURE


Agree 39 33

Moderate 41 34

Disagree 40 33

Total 120 100

INTERPRETATION:

71

JBIPGC


34% of employees are moderate, 33% of employees are agreed and 33% of

employees are disagreed about that there is scope for improvement of the selection

procedure.

4.2.11 GRAPH

Opinion on improvement of selection procedure

3941 40

3334 33

0

5

10

15

20

25

30

35

40

45


Particulars

Perc

enta

ge

No. of RespondentsPercentage

4.3.6 THERE IS A SCOPE FOR IMPROVEMENT OF THE SELECTION PROCEDURE H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and there is a scope for improvement of selection procedure.

Age Particulars


25 - 35 15 19 19 53 Cal. Value = 0.80

NS35 - 45 13 12 11 3646 & above 11 10 10 31 Tab. Value

at (0.05, 4) = 9.488Total 39 41 40 120



1 - 7 Years 14 16 15 45 Cal. Value = 3.44


at (0.05, 4) = 9.488Total 39 41 40 120

72

JBIPGC




I.T.I 15 11 9 35 Cal. Value = 3.88


at (0.05, 6) = 12.592

M.Com. 7 8 7 22Total 39 41 40 120

Designation Particular

s Total Ψ2 Result

Satisfied Moderate Dissatisfied



at (0.05, 6) = 12.592


Salary Particulars


3000 - 7000 18 19 13 50 Cal. Value = 2.47

NS7000 - 11000 13 14 15 4211000 - 16000 8 8 12 28 Tab. Value

at (0.05, 4) = 9.488Total 39 41 40 120

Are you able to see your self in a desired position in your company?


4.1.12 TABLE SHOWING OPINION ON ABILITY TO SEE THEM IN DESIREDPOSITIONS


Agree 37 31

Moderate 40 33

Disagree 43 36

Total 120 100

INTERPRETATION:

73

JBIPGC


36% of employees are disagreed, 33% of employees are moderate and 31% of employees are agreed about that they are able to have in desired position.

4.2.12 GRAPH

Opinion of employee to be seen in disired position in there department

3740

43

3133

36

0

5

10

15

20

25

30

35

40

45

50


Particulars

Perc

enta

ge


4.3.7 OPINION ON ABILITY TO SEE THEM IN DESIRED POSITIONS H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and opinion on ability to see themselves in desired positions.

Age Particulars


25 - 35 20 16 17 53 Cal. Value = 2.50

NS35 - 45 9 14 13 36


9.488Total 37 40 43 120



1 - 7 Years 13 14 18 45Cal. Value = 0.72


at (0.05, 4) = 9.488Total 37 40 43 120

74

JBIPGC




I.T.I 11 13 11 35Cal. Value = 1.67


at (0.05, 6) = 12.592

M.Com. 6 6 10 22

Total 37 40 43 120





at (0.05, 6) = 12.592

Asst. Manager 11 6 8 25

Total 37 40 43 120

Salary Particulars


3000 - 7000 18 15 17 50Cal. Value = 1.17

NS7000 - 11000 11 15 16 42

11000 - 16000 8 10 10 28 Tab. Value at (0.05, 4) = 9.488Total 37 40 43 120

Does your job provide opportunity to utilize your skills at full?


4.1.13 TABLE SHOWING OPINION ON PROVISION OF JOB OPPORTUNITY TO UTILIZE THEIR SKILLS AT FULL


Agree 48 40

Moderate 42 35

Disagree 30 25

Total 120 100

INTERPRETATION:

75

JBIPGC


40% of the employees are agreed and 35% of employees are opined moderate about that their job provides opportunities to utilize their skills at full.

4.2.13 GRAPH

Opinion on utilization of employee skills at the time of work

48

42

30

4035

25

0

10

20

30

40

50

60


Particulars

Perc

enta

ge


4.3.8 OPINION ON UTILIZATION OF EMPLOYEE SKILLS AT THE TIME OF WORK H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and opinion on utilization of their skills at the time of work.

Age Particulars


25 – 35 21 19 13 53 Cal. Value = 0.15

NS35 – 45 14 13 9 36


9.488Total 48 42 30 120



1 - 7 Years 17 16 12 45 Cal. Value = 1.01


at (0.05, 4) = 9.488Total 48 42 30 120

76

JBIPGC




I.T.I 14 12 9 35 Cal. Value = 1.08


at (0.05, 6) = 12.592

M.Com. 9 8 5 22Total 48 42 30 120


0.88NS


at (0.05, 6) = 12.592


Salary Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied3000 – 7000 23 17 10 50 Cal. Value =

2.06NS

7000 – 11000 15 16 11 4211000 – 16000 10 9 9 28 Tab. Value

at (0.05, 4) = 9.488Total 48 42 30 120

Competition plays an important role at the time of selection?


4.1.14 TABLE SHOWING OPINION ON COMPETITION PLAYS AN IMPORTANT ROLE AT THE TIME OF SELECTION

Grade No. of Respondents PercentageAgree 43 36Moderate 47 39Disagree 30 25Total 120 100

INTERPRETATION:

77

JBIPGC


39% of the employees are moderate and 36% of employees are agreed regarding

Competition plays an important role at the time of selection.

4.2.14 GRAPH

Opinion on competition plays at the time of selection

4347

30

3639

25

0

5

10

15

20

25

30

35

40

45

50

Agree Moderate DisagreeParticulars

Perc

enta

ge


4.3.9 OPINION ON COMPETITION PLAYS AN IMPORTANT ROLE AT THE TIME OF SELECTION

H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and opinion on competition plays an important role at the time of work.

Age Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied25 – 35 20 21 12 53 Cal. Value =

1.36NS

35 – 45 11 16 9 3646 & above 12 10 9 31 Tab. Value

at (0.05, 4) = 9.488Total 43 47 30 120


0.37NS


at (0.05, 4) = 9.488Total 43 47 30 120

78

JBIPGC




I.T.I 13 12 10 35 Cal. Value = 0.68


at (0.05, 6) = 12.592

M.Com. 8 9 5 22Total 43 47 30 120


3.64NS


at (0.05, 6) = 12.592



0.71NS

7000 - 11000 14 17 11 4211000 - 16000 9 12 7 28 Tab. Value

at (0.05, 4) = 9.488Total 43 47 30 120

Does you feel Human resource Department play vital role in recruitment process?


4.1.15 TABLE SHOWING OPINION ON HR DEPARTMENT PLAY VITAL ROLE IN RECRUITMENT PROCESS


Agree 47 39Moderate 38 32Disagree 35 29Total 120 100

INTERPRETATION:

79

JBIPGC


39% of employees opined agreed and 32% of employees are moderate regarding Human resource Department play vital role in recruitment process.

4.2.15 GRAPH

Opinion on HRD play vital role in recruitment process

47

3835

39

3229

0

5

10

15

20

25

30

35

40

45

50


Perc

enta

ge


4.3.10 HR DEPARTMENT PLAYS VITAL ROLE IN RECRUITMENT PROCESSH0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and opinion on HR department plays vital role in recruitment process.

Age Particulars Total Ψ2 ResultSatisfied Moderate Dissatisfied25 - 35 20 21 12 53 Cal. Value =

3.40NS

35 - 45 15 9 12 3646 & above 12 8 11 31 Tab. Value

at (0.05, 4) = 9.488Total 47 38 35 120



1 - 7 Years 18 13 14 45 Cal. Value = 3.08


at (0.05, 4) = 9.488Total 47 38 35 120



80

JBIPGC


I.T.I 15 9 11 35 Cal. Value = 2.36


at (0.05, 6) = 12.592

M.Com. 9 7 6 22Total 47 38 35 120


2.12NS


at (0.05, 6) = 12.592


Salary Particulars


3000 - 7000 19 16 15 50 Cal. Value = 0.96

NS7000 - 11000 16 15 11 4211000 - 16000 12 7 9 28 Tab. Value

at (0.05, 4) = 9.488Total 47 38 35 120

Procedures in Lanco is highly appreciable and satisfactory?


4.1.16 TABLE SHOWING OPINION ON SATISFACTION TOWARDS ORGANIZATION

Grade No. of Respondents PercentageAgree 52 43

Moderate 38 32

Disagree 30 25

Total 120 100

INTERPRETATION:

81

JBIPGC


43% of employees are opined agreed and 32% of employees are moderate about

procedures in Lanco are highly appreciable and satisfactory.

4.2.16 GRAPH

Opinion on lanco procedures are highly applicable and satisfactory

52

38

30

43

32

25

0

10

20

30

40

50

60


Perc

enta

ge


4.3.11 OPINION ON SATISFACTION TOWARDS ORGANIZATIONH0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and opinion on satisfaction towards organization.

Age Particulars


25 - 35 25 16 12 53 Cal. Value = 1.56


at (0.05, 4) = 9.488Total 52 38 30 120



1 - 7 Years 20 14 11 45 Cal. Value = 0.43


at (0.05, 4) = 9.488Total 52 38 30 120

Qualification Particulars Total Result

82

JBIPGC


Ψ2Satisfied Moderate DissatisfiedI.T.I 14 12 9 35 Cal. Value =

1.51NS


at (0.05, 6) = 12.592

M.Com. 10 5 7 22Total 52 38 30 120



Prod. Workers 19 12 9 40 Cal. Value = 1.40


at (0.05, 6) = 12.592


Salary Particulars


3000 - 7000 21 17 12 50 Cal. Value = 1.38

NS7000 - 11000 19 14 9 4211000 - 16000 12 7 9 28 Tab. Value

at (0.05, 4) = 9.488Total 52 38 30 120

Is there any bias in the selection of employees in your company?


4.1.17 TABLE SHOWING OPINION ON BIAS IN SELECTION OF EMPLOYEES IN THE ORGANIZATION


Agree 37 31

Moderate 43 36

Disagree 40 33

Total 120 100

INTERPRETATION:

83

JBIPGC


36% of employees are moderate, 33% of employees are disagreed and 31% of

employees are agreed regarding there is bias in the selection process.

4.2.17 GRAPH:

Opinion of bias in the selection of employees in the company

37

4340

31

3633

0

5

10

15

20

25

30

35

40

45

50


Perc

enta

ge


4.3.12 BIAS IN SELECTION OF EMPLOYEES IN THE ORGANIZATION H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary and opinion on bias in selection of employees in the organization.

Age Particulars


25 - 35 17 21 15 53 Cal. Value = 2.03


at (0.05, 4) = 9.488Total 37 43 40 120



1 - 7 Years 15 17 13 45 Cal. Value = 0.69


at (0.05, 4) = 9.488Total 37 43 40 120

84

JBIPGC


Qualification Particulars Total Ψ2 ResultSatisfied Moderate DissatisfiedI.T.I 11 11 13 35 Cal. Value =

1.25NS


at (0.05, 6) = 12.592

M.Com. 7 8 7 22Total 37 43 40 120


6.55NS


at (0.05, 6) = 12.592



1.69NS

7000 - 11000 10 16 16 4211000 - 16000 9 10 9 28 Tab. Value

at (0.05, 4) = 9.488Total 37 43 40 120

Which media is highly suitable for recruitment in your company?

1. News paper 2. Television 3. Radio

4.1.18 TABLE SHOWING OPINION ON SUITABLE MEDIA FOR RECRUITMENT

Grade No. of Respondents PercentageNewspaper 32 27Television 46 38Radio 42 35Total 120 100

INTERPRETATION:

85

JBIPGC


38% of employees are opined television is the suitable media for recruitment. And

35% of employees opined radio.

4.2.18 GRAPH

Opinion on type of media suitable for recruitment of candidates

32

4642

27

3835

0

5

10

15

20

25

30

35

40

45

50

Newspaper Television RadioParticulars

Perc

enta

ge


How did you rate the friendliness of interviewer doing the recruitment?

1. Excellent 2. Good 3. Satisfied

4.1.19 TABLE SHOWING OPINION ON FRIENDLINESS OF INTERVIEWER WHILE DOING THE RECRUITMENT


Excellent 23 19

Good 62 52

Satisfied 35 29

Total 120 100

86

JBIPGC


INTERPRETATION:

52% of employees are opined good regarding friendliness of interviewer while doing

the recruitment.

4.2.19 GRAPH

Opinion on friendliness of interviewer at the time of recruitment

23

62

35

19

52

29

0

10

20

30

40

50

60

70

Excellent Good satisfiedParticulars

Perc

enta

ge


What has the time gap between interview and after interview?

1. Days 2. Weeks 3. Months

4.1.20 TABLE SHOWING OPINION ON THE TIME GAP BETWEEN INTERVIEW AND AFTER INTERVIEW

Grade No. of Respondents PercentageDays 20 17

Weeks 36 30

Months 64 53

Total 120 100

INTERPRETATION:

87

JBIPGC


53% of employees are opined that the time gap between interview and after interview

is months.

4.2.20 GRAPH

opinion on time gap between interview and after interview

20

36

64

17

30

53

0

10

20

30

40

50

60

70

Days Weeks Months

Particulars

Perc

enta

ge


5. FINDINGS

36% of the employees are joined because of previous experience. And 38% of the

employees were multi skilled people.

53% of people joined this company because Image of company.

41% of employees were joined through formal interview. And 32% of employees

were joined through informal interview.

50% of employees were feeling moderate about recruitment through internal source is

beneficial.

88

JBIPGC


45% of the employees agreed that different selection processes are required for

different positions. And 33% of employees are moderate.

38% of employees agreed and 34% of employees moderate about training is needed

after selection

38% of employees are moderate and 34% of employees are agreed regarding the

organization has very transparent, clear recruitment policy & procedure.

43% of employees moderate, 38% of employees are agreed about selection process

being adopted ensure selection of right candidate for the right job

48% of employees are opined that Personal Interview is involved in their

organizations selection process.

53% of employees are opined that Consultancy is the best method of improving Data

Bank.

34% of employees are moderate, 33% of employees are agreed and 33% of

employees are disagreed about that there is scope for improvement of the selection

procedure.

36% of employees are disagreed, 33% of employees are moderate and 31% of

employees are agreed about that they are able to have in desired position.

40% of the employees are agreed and 35% of employees are opined moderate about

that their job provides opportunities to utilize their skills at full.

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39% of the employees are moderate and 36% of employees are agreed regarding

Competition plays an important role at the time of selection.

39% of employees opined agreed and 32% of employees are moderate regarding

Human resource Department play vital role in recruitment process.

43% of employees are opined agreed and 32% of employees are moderate about

procedures in Lanco are highly appreciable and satisfactory.

36% of employees are moderate, 33% of employees are disagreed and 31% of

employees are agreed regarding there is bias in the selection process.

38% of employees are opined television is the suitable media for recruitment. And

35% of employees opined radio.

52% of employees are opined good regarding friendliness of interviewer while doing

the recruitment

6. SUGGESTIONS

To improve the selection procedure by giving value to the multi-skills.

By conducting activities like group discussion and workshops to the employees to

utilize their knowledge and skills.

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7. CONCLUSION

Though it is a big organization, but for every organization growth is based on its

employees. LANCO is satisfying moderately its employees at recruitment procedures. By

modernizing the present policy the LANCO organization will achieve good results.

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A STUDY ON RECRUITMENT & SELECTION PROCESS IN

LANCO INDUSTRIES LIMITED IN SRI KALAHASTHI

QUESTIONNAIRE

1. In your opinion, selection is made in this company based on your?

1. Qualification 2. Previous Experience 3. Multi skills

2. Which of the following made you to apply for this company?

1. Salary 2. Image 3. Management Efficiency.

3. Which type of interview did you face at the time of your selection?

1. Formal 2. Informal 3.Mixed

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4. Do you feel that recruiting candidates through internal source is beneficial to the

organization?


5. Do you feel that the different selection process is required while selecting different

positions?


6. In your opinion training is essential after selection?


7. Do you Believe that organizations has a very transparent, clear recruitment policy

& procedure?


8. The selection process being adopted ensures selection of right candidate for the right

job?


9. The selection process involves the following methodology in your company?

1. Written test 2. Group discussions 3. Personnel interview

10. In my opinion, the best method of improving Data Bank is?

1. Advertisement 2. Consultancy 3. Reference

11. Do you feel that there is a scope for improvement of the selection procedure?


12. Are you able to see your self in a desired position in your company?


13. Does your job provide opportunity to utilize your skills at full?


14. Competition plays an important role at the time of selection?


15. Does you feel Human resource Department play vital role in recruitment process?


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16. Procedures in Lanco is highly appreciable and satisfactory?


17. Is there any bias in the selection of employees in your company?


18. Which media is highly suitable for recruitment in your company?

1. News paper 2. Television 3. Radio

19. How did you rate the friendliness of interviewer doing the recruitment?

1. Excellent 2. Good 3. Satisfied

20. What has the time gap between interview and after interview?

1. Days 2. Weeks 3. Months

8. BIBLIOGRAPHY

Human Resource & Personnel ManagementAswathappa

TATA McGraw-Hill Publishing Company Ltd., New Delhi

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Personnel & Human Resource ManagementP. Subba Rao

Himalaya Publishing House, Mumbai

Personnel ManagementC.B.Mamoria, S.V.Gankar

Himalaya Publishing House, Mumbai

www. lancoinfratech .com

www. lancoindustries .com

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recruitment & selection

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