Himanshu Imperial Report

8/19/2019 Himanshu Imperial Report

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SUMMER TRAINING REPORT

On

“Study of Recruitment and Selection”

At

Imperial Auto Industries, arida!ad

Submitted In Partial Fulfillment of the Requirement of Degree

“Bachelor of Business Administration”

Su!mitted to" Su!mitted !y"Ms. Anita Ran!an "imanshu #umar

$ecturer% BBA De&artment BBA '( Semester

Roll )o.*+,-/

#$A$%$ &ENTENAR' &O((EGE

N)*+, N$I$T$ ARI#AA#


2/74

A&-NO.(E#GEMENT

“Acno0ledgement is an art% one can 0rite glib stan1as 0ithout meaning a 0ord% on the other

hand one can mae a sim&le e2&ression of gratitude”

I tae the o&&ortunit3 to e2&ress m3 grate intrude to all of them 0ho in some or other 0a3

hel&ed me to accom&lish this challenging &ro!ect in IMPERIA( AUTO IN#USTRIES,

ARI#AA#$ )o amount of 0ritten e2&ression is sufficient to sho0 m3 dee&est sense of

gratitude to them.

I am e2tremel3 thanful and &a3 m3 great intrude to our MR. AR4) DI5I6 for their 7aluable

guidance and su&&ort on com&letion of this &ro!ect in it8s &resentl3

I am 7er3 thanful for their e7er last su&&ort and guidance on the ground of 0hich I ha7e

acquired a ne0 field of no0ledge.

A s&ecial a&&reciati7e “6han 3ou” in accorded to all staff o f IMPERIA( AUTO

IN#USTRIES, ARI#A# for their &ositi7e su&&ort. I also acno0ledge 0ith a dee& sense

of re7erence% m3 gratitude to0ards m3 facult3 Ms. Anita 0ho hel&ed me in maing m3

&ro!ect re&ort. I am thanful to m3 &arents and member of m3 famil3% 0ho has al0a3s

su&&orted me morall3 as 0ell as economicall3.

At last but not least gratitude goes to all of m3 friends 0ho directl3 or indirectl3 hel&ed me to

com&lete this &ro!ect re&ort.


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STU#ENT #E&(ARATION

I% student of Bachelor in Business Administration #A% &entenary &olle/e, arida!ad hereb3

declare that the dissertation9thesis entitle 0Recruitment and Selection1 of 6he Im&erial Auto

Industries $td: submitted in fulfillment of the training is m3 original 0or and is not submitted

for the a0ard for an3 other degree% fello0shi& or similar title or &ri1e.

)IMANS)U -UMAR


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IN#E2

S$No$

&ONTENTS PAGE NO$

3$ Introduction To T4e Topic

5$ &ompany Profile

+$ Re6ie7 Of (iterature

8$ Researc4 Met4olo/y

9$ #ata Analysis and Interpretation

:$ &onclusion and Su//estion

;$ i!lio/rap4y


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&)APTER*3

INTRO#U&TION TO T)E TOPI&


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Introduction To T4e Topic

6oda3% in e7er3 organisation &ersonnel &lanning as an acti7it3 is necessar3. It is an im&ortant

&art of an organisation. "uman Resource Planning is a 7ital ingredient for the success of the

;rganisation in the long run. 6here are certain 0a3s that are to be follo0ed b3 e7er3

organisation% 0hich ensures that it has right number and ind of &eo&le% at the right &lace and

right time% so that organisation can achie7e its &lanned ob!ecti7e.

6he ob!ecti7es of "uman Resource De&artment are "uman Resource Planning% Recruitment

and Selection% 6raining and De7elo&ment% ith reference to this conte2t% this &ro!ect is been &re&ared to &ut a light on Recruitment and

Selection &rocess. 6his &ro!ect includes Meaning and Definition of Recruitment and Selection%

)eed and Pur&ose of Recruitment% =7aluation of Recruitment Process% Recruitment 6i&s.

Sources of Recruitment through 0hich an organisation gets suitable a&&lication. Scientific

Recruitment and Selection% 0hich an organisation should follo0 for% right man&o0er. ?ob

Anal3sis% 0hich gi7es an idea about the requirement of the !ob. )e2t is Selection &rocess%

0hich includes ste&s of Selection% 63&es of 6est% 63&es of Inter7ie0%


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Im&erial is the largest auto &art industr3 0hich &roducts sell all o7er India and are in the

foreign countr3. Im&erial ser7e light motor 7ehicle% engines% hea73 7ehicles and engine &arts to

the customers and constructions industries. Initial su&&lies to all the ma!or domestic auto

moti7e &la3ers Mahindra@Mahindra% 6ata Motors% Fifa an Ambassador.

In --* Started su&&lies to most o the ne0 multinational entering the India auto moti7e

maret. )e0 "olland Ford% Fiat% ?ohn Deere ?cb% Mitsubishis and general motors Started

manufacturing hi &ressure hoses assemblies not as *- accerlated for all &lants =stablished

a dedicated rubber hoses manufacturing unit a lllrd &lant to manufactured high &ressure tubes

In +* A&&ro7ed global su&&lier to international truc%


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im&ro7ement &rograms. 6he3 com&lement a host of technolog3 ad7ancement and ongoing

training o&tions.

&areers"

Im&erial has a 7ision of 0here the3 0ant to go% and its reall3 e2citing 0ith an annual

com&ounded gro0th rate of around E in the last G 3ears% and branches across the 0orld%

im&erial forging ahead in the global maret. 6o achie7e their 7ision% the3 are al0a3s looing

out for talented% learnable indi7iduals 0ho are ambitious% 0ho lo7e challenges and 0ho ha7e a

&assion to e2celH

Sources of Man Po7er Supply"

INTERNA("

IMP=RIA$ u&grades from 0ithin onl3 for managerial &ositions% but onl3 to some e2tent.

Because u&grading from 0ithin is considered better as the em&lo3ee is alread3 familiar 0ith

the organi1ation% reduces training cost% hel&s in building morale and &romotes lo3alt3.

If no one ca&able for managerial &osition is found in its internal source% it loos out for e2ternal

sources. It selects onl3 the best em&lo3ee for the organi1ation

T'PES"

ormer Employees*

6he3 as the retired em&lo3ees 0ho are 0illing to 0or on a &art*time basis% indi7iduals 0ho

left 0or and are 0illing to come bac for higher com&ensations. =7en retrenched em&lo3ees

are taen u& once again.

Notification ?ad6ertisement@" *

Most em&lo3ees no0 from their o0n e2&erience about the requirement of the !ob and 0hat

sort of &erson the com&an3 is looing for. ;ften em&lo3ees ha7e friends or acquaintances 0ho

meet these requirements. Suitable &ersons are a&&ointed at the 7acant &osts.

E2TERNA(:

For the &osts of technicians% engineers% floor managers etc% it loos out for e2ternal sources

0hich include.

A/encies" 6AP$Institutions" $ie B Schools% colleges% Management Institutes% etc.


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.e!sites" 000.indiatimes!ob.com % 000.monster.com% 000.nauri.com

;f the abo7e three 0eb sites gi7en most 0idel3 used b3 the IMP=RIA$ is the

000.monster.com 0ith the success rate of follo0ed b3 000.indiatimes!ob.com at E

and 000.nauri.com at the success rate of G.

Eternal recruitment ena!les t4e company to /et t4e !est candidate$

Im&erial &refers e2ternal recruitment and mainl3 taes hel& from agencies and institutions as

it8s a giant com&an3 and internal recruitment &ro7es to be inadequate as its 3earl3 targets are

7er3 high.

&AMPUS"


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;n the s&ecified date% Im&erial banners are &ut u& at the 7enue. 6he3 ha7e around , to /

counters. Initiall3 these counters are used for registrations. ;nce the number of registrations is

equal to the total ca&acit3 of all the counters% the registrations are sto&&ed and the registered

candidates fill the a&&lication forms at the counter. )e2t a logic test of /G minutes is conducted

and an =nglish test of G minutes is conducted 0here in one is su&&ose to 0rite an essa3% to

chec their hand0riting% 7ocabular3 and sentence framing abilit3.

;nce the test is o7er% registrations for the ne2t grou& start. At the same time the &re7ious &a&ers

are e7aluated and the candidates are selected for inter7ie0 based on the cut*off mars. 6he

candidates 0ho are selected in the inter7ie0 are informed then and there b3 dis&la3ing the list

and are gi7en the offer.

A#%ERTISEMENTS"*

It is a &o&ular method of seeing recruits% as man3 recruiters &refer ad7ertisements because of

their 0ide reach. Im&erial ad7ertises in

)=>S PAP=RS

6imes of India

6he economic times

Indian e2&ress

"industan times

6he financial e2&ress

=m&lo3ment &a&ers

MAKALI)=S

Business 0orld

Business 6oda3

India 6oda3

ca&ital maret

Business !ournals

I6 maga1ines


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&)APTER*5

&OMPAN' PROI(E


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Introduction a!out Auto Industries In India

6he Indian auto industr3 is one of the largest in the 0orld 0ith an annual &roduction of +./

million 7ehicles in FJ +,*/.

6he automobile industr3 accounts for ++ &er cent of the countr3s manufacturing grossdomestic &roduct KDP:.

An e2&anding middle class% a 3oung &o&ulation% and an increasing interest of the com&anies in

e2&loring the rural marets ha7e made the t0o 0heelers segment 0ith &er cent maret

share: the leader of the Indian automobile maret. 6he o7erall &assenger 7ehicle segment has

/ &er cent maret share.

India is also a substantial auto e2&orter% 0ith solid e2&ort gro0th e2&ectations for the near

future. (arious initiati7es b3 the Ko7ernment of India and the ma!or automobile &la3ers in the

Indian maret is e2&ected to mae India a leader in the 60o >heeler and Four >heeler maret

in the 0orld b3 ++.

Mar>et Sie

Sales of commercial 7ehicles in India gre0 G., &er cent to G+%/ units in ?anuar3 +G from a

3ear ago% according to Societ3 of Indian Automobile Manufacturers SIAM:.

Sales of cars also gre0 for a third month in a ro0 to E-%, units in ?anuar3 +G% u& ,./ &er

cent from the 3ear*ago &eriod.


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=stablished in -/G% Im&erial Auto Industries &resence cuts across the length and breadth of

India. ;7er million 6ata 7ehicles &l3 on Indian roads% since the first rolled out in -G/. 6he

com&an3s manufacturing base in India is s&read across ?amshed&ur ?harhand:% Pune

Maharashtra:% $uc no0 4ttar Pradesh:% Pantnagar 4ttarahand:% Sanand Ku!arat: and

Dhar0ad #arnataa:.

Im&erial Auto Industries% also listed in the )e0 Jor Stoc =2change Se&tember +/:% has

emerged as an international automobile com&an3. 6hrough subsidiaries and associate

com&anies% Im&erial Auto Industries has o&erations in the 4#% South #orea% 6hailand% South

Africa and Indonesia. Among them is ?aguar $and Ro7er% acquired in +. In +/% it

acquired the Dae0oo


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It 0as Im&erial Auto Industries% 0hich launched the first indigenousl3 de7elo&ed $ight


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Im&erial Auto Industries is equall3 focussed on en7ironment*friendl3 technologies in emissions

and alternati7e fuels. It has de7elo&ed electric and h3brid 7ehicles both for &ersonal and

&ublic trans&ortation. It has also been im&lementing se7eral en7ironment*friendl3

technologies in manufacturing &rocesses% significantl3 enhancing resource conser7ation.

6hrough its subsidiaries% the com&an3 is engaged in engineering and automoti7e solutions%

automoti7e 7ehicle com&onents manufacturing and su&&l3 chain acti7ities% 7ehicle financing%

and machine tools and factor3 automation solutions. Im&erial Auto Industries is committed to

im&ro7ing the qualit3 of life of communities b3 0oring on four thrust areas * em&lo3abilit3%

education% health and en7ironment. 6he acti7ities touch the li7es of more than a million

citi1ens. 6he com&an3s su&&ort on education

PRO#U&TS O IAI

RUER )OSES AN# ASSEM(IES

Radiator F )eater )oses

Produced from =PDM 6er&ol3mers to 0ithstand 6em&eratures u& to G


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Silicone )oses

Suitable for cooling s3stems% charge air s3stems and induction s3stems. >ith its8 tem&erature

range stabilit3% fle2ibilit3% longe7it3% thermal% and electrical insulation &ro&erties% silicon &ol3mers are a modern miracle of engineering material science. Manufactured from &remium

qualit3 ra0 material% silicone hoses are used for high &erformance a&&lications such as

turbochargers. 6hese hoses can 0ithstand 0ide tem&eratures ranging from */< to +


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META( TUE ASSEM(IES

uel InCection Tu!es

Fuel In!ection 6ubes are used in large numbers in all inds of diesel engines for automobiles%

shi&s% construction equi&ment% and agricultural machiner3. >e offer a 0ide 7ariet3 of fuel

in!ection &i&es 0ith or 0ithout clam&s% 0hich are e2tensi7el3 used in the automoti7e industr3.

6hese are fabricated using high grade materials% 0hich im&art utmost le7el of durabilit3.

Manufactured from su&erior qualit3 of ra0 material these Fuel In!ection 6ubes are strictl3

checed on the &arameters of qualit3% dimension and cleanliness.

&R#I Tu!es

e offer a qualitati7e range of "igh Pressure "3draulic 6ubes. 6his &recision

engineered &roduct &ossesses high tensile strength and is e2tremel3 durable.

6hese tubes are used in all inds of "3draulic a&&lications in hea73

construction and material handling equi&ment.

EGR F ello7s

=KR tube assembl3 carries unburnt gas 7a&ours from the e2haust

manifold chambers to the intae manifold and is reintroduced into the

engine firing sequence. It is used in con!unction 0ith catal3tic con7erter


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for better &erformance. It also enhances the life of critical engine mo7ing &arts. 6he gases are

cooled before the3 are fed bac.

6he t3&ical e2ternal =KR tube is mounted bet0een the e2haust manifold or crosso7er &i&e and

the =KR control 7al7e. Because the gas tem&eratures can e2ceed EGQe

manufacture a 0ide range of SS Bello0 "ose &i&es that is e2tensi7el3 used in different

industries. 6he high grade stainless steel used in the fabrication of these tubes ensures that

these are resistant to corrosion% highl3 robust and durable. SS bello0s can 0ithstand high

&ressure flo0 of fluids.

(E2I(E )OSES ASSEM(IES

)i/4 Pressure )ydraulic )ose

;ur &remium &roduct h3draulic hoses are s&ecificall3 designed for su&&l3ing h3draulic fluid to

h3draulic com&onents% 7al7es% actuators etc. 6he3 are oil resistant and s3nthetic rubber

reinforced 0ith one9t0o &lies braided high tensile steel 0ire co7ered 0ith oil% 0eather and

abrasion resistant s3nthetic rubber. 6he com&act structure of these hoses ensures their eas3

usage and lo0 maintenance. All the "i*Pressure hoses are a7ailable in 7arious si1e

s&ecifications and at the affordable &rices to our clients and these are used for 7arious

a&&lications lie e2ca7ators% rail0a3s% cranes @ other 7arious a&&lications. "3draulic hoses are

crim&ed on the state of the art im&orted hose crim&ing machine besides meeting the required

testing facilities norms for h3draulic hose assemblies.

Po7er Steerin/ )ose

>e hold e2&ertise in &ro7iding an e2tensi7e range of h3draulic &o0er

steering hoses that are manufactured using qualit3 material. >ith high

tensile steel or ra3on 0ire*o7er braid% these hoses are a7ailable in e2truded

as 0ell as corrugated form. ;ur range of "3draulic Po0er Steering "oses is

a&&reciated for its fle2ibilit3% strength @ reliabilit3 and tem&erature resistance. S3nthetic% ;il

resistant rubber tube 0ith "igh 6ensile 0ire braids or te2tile braid called R or R, "oses along


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0ith the "3draulic fittings constitutes the 6otal Po0er steering "ose assembl3. 6he3 ha7e

abrasion @ 0eather resistance outer co7er and used for the flo0 of Fuel% h3draulic oil etc.

P$T$$E )ose

P.6.F.= "ose find its a&&lication 0here &ressure and tem&erature

requirements e2clude rubber hoses and demand more robust designs. P.6.F.=

"ose assemblies ha7e an e2cellent 7ibration% absorbance and fle2ibilit3 at

high &ressure. Suitable for o&erating tem&eratures of *E< to +Ee use SA= ?/ @ D;6 a&&ro7ed Brae hoses and carr3 IS NN- certifications from BIS

Nylon Tu!e

)3lon tubes are fast re&lacing steel tubes due to their lo0 0eight% easier manufacturabilit3 and

cleaner internal diameters. 6he3 are recommended for Fuel lines% Air Brae S3stem and ;il


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(O&ATION O IAI


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E2PORT AN# IMPORT O IAI


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ENGINE

•


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OS&)


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&)APTER*+

RE%IE. O (ITERATURE


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RE%IE. O RE&RUITMENT AN# SE(E&TION

Most em&lo3ers recogni1e the fact that their staffs are their greatest asset% and the right

Recruitment and induction &rocesses are 7ital in ensuring that the ne0 em&lo3ee becomes

effecti7e in the shortest time. 6he success of an organi1ation de&ends on ha7ing the right

number of staff% 0ith the right sills and abilities. ;rgani1ations ma3 ha7e a dedicated

&ersonnel9human resource function o7erseeing this &rocess% or the3 ma3 de7ol7e these

res&onsibilities to line managers and su&er7isors. Man3 &eo&le ma3 be in7ol7ed% and all should

be a0are of the &rinci&les of good &ractice. =7en it is essential to in7ol7e others in the tas of

recruitment and induction.

MANPO.ER P(ANNING*

Man&o0er &lanning means different things to different organi1ations. 6o some com&an38s

man&o0er &lanning means management de7elo&ment to others. It means estimating man&o0er

needs% 0hile some other ma3 define man&o0er &lanning as organi1ation &lanning. Although

the term% “man&o0er &lanning” can be defined% as the &rocess b3 0hich an organi1ation

ensures that it has the right number of &eo&le and the right ind of &eo&le at the right &laces% at

the time doing things for 0hich the3 are economicall3 most useful.8

Manpo7er Plannin/ In6ol6es" *

Man&o0er &lanning is a continuous &rocess. In o&erational terms it in7ol7es the anal3sis of

the current and future man&o0er resources terms and requirement to ensure that such needs

and resources are al0a3s e&t in &ro&er balance% both in terms of quantit3.

Need for Manpo7er Plannin/"*

All said and done% it cannot be define that the qualit3 of man&o0er can be res&onsible for

significant difference in the short and long run &erformance among com&anies. As Ral&h Besse

once said% “6here is nothing 0e can do about &erformance of &ast management or the

qualification of toda38s management but tomorro08s management can be as good as toda38s


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manager care to mae it.” "erber " Ma3er has em&hasi1ed the im&ortance of human assets and

their utili1ation as under

“6he efficient utili1ation of human resources ma3 7er3 0ell be the most im&ortant determiner

of success in the business 0orld in the coming decade. I thin that the com&anies that &ros&er

in the future 0ill be those that do the best !ob in full3 utili1ing their human resources.”

All organi1ations are basicall3 human organi1ations. 6he3 need &eo&le to carr3 out the

organi1ational mission% goals and ob!ecti7es. =7er3 organi1ation needs to recruit &eo&le .6he

recruitment &olic3 should% therefore% address itself to the e3 questionC 0hat are the

&ersonnel9human resource requirement of the organi1ation in terms of number% sills% le7els etc

to meet &resent and future needs of &roduction and technical and other changes &lanned or

antici&ated in the ne2t 3ears.

MEANING

"igher education is a human resource intensi7e enter&rise. It is not sur&rising% then% that

recruitment and selection of staff should be a 7er3 high &riorit3 in most if not all units and

di7isions of student affairs. Recruitment and selection should include &rocedures directed to

anal31e the need and &ur&ose of a &osition% the culture of the institution% and ultimatel3 to

select and hire the &erson that best fits the &osition. Recruitment and selection &olic3 should%

then% be directed to0ard the follo0ing ob!ecti7es

• "ire the right &erson.

•


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•


28/74

occur une2&ectedl3 and recruitment and training &rocesses need to be e&t fle2ible. It is a good

idea for an3 organi1ation to &lan its labour force requirements% matching a7ailable Su&&l3

against forecast demand. A sills audit of e2isting staff 0ill increase no0ledge of the sills the

organi1ation has a7ailable and those 0hich are lacing% and thus hel& &in&oint areas for future

de7elo&ment.

A human resource &lan need not be highl3 com&licated. A straightfor0ard &lan 0ill hel&

;rgani1ations to

• assess future recruitment needs

• formulate training &rogrammes

• de7elo& &romotion and career de7elo&ment &olicies

• antici&ate and% 0here &ossible% a7oid redundancies

• de7elo& a fle2ible 0orforce to meet changing requirements

• control staff costs 0hilst ensuring salaries remain com&etiti7e

• Assess future requirements for ca&ital equi&ment% technolog3 and &remises.

Management is res&onsible for &roducing the human resource &lan% senior management for su&&orting it. Im&lementation is liel3 to be most effecti7e if it carries the su&&ort of the

0orforce% normall3 achie7ed through consultation 0ith trade union or other em&lo3ee

re&resentati7es.

Producing a human resource &lan in7ol7es

• forecasting staffing requirements against business ob!ecti7es

• assessing the a7ailable su&&l3 of &eo&le to meet those requirements

• matching a7ailable su&&l3 against forecast demand

actors Affectin/ Recruitment" *

In recruiting ne0 em&lo3ees management must consider the nature of labour maret% 0hat sort

of &otential labour are a7ailable and ho0 do loo for 0ors.


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6he factor affecting can be summed u& under the follo0ing heads

(a!our Mar>et oundaries"* 6he no0ledge of the boundaries hel& management in

estimating the a7ailable su&&l3 of qualified &ersonnel form% 0hich it might recruit. A

labour maret consists of a geogra&hical area in 0hich the forces of demand and su&&l3

interact and thus affect the &rice of labour.

A6aila!le S>ills"*


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• Identification of the best fitted for the !ob and the organi1ation fair * ensuring that right

through the &rocess decisions are made on merit alone.

Recruitment Process

A 7acanc3 &resents an o&&ortunit3 to consider restructuring% or to reassess the requirements

of the !ob. 6his assessment is 7alid 0hether it is to fill an e2isting !ob or a ne0 one. As

questions such as

• "as the function changed


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• "a7e 0or &atterns% ne0 technolog3 or ne0 &roducts altered the !ob

• Are there an3 changes antici&ated 0hich 0ill require different% more fle2ible sills

from the !obholder

Ans0ers to these questions should hel& to clarif3 the actual requirements of the !ob and

ho0 it fits into the rest of the organi1ation or de&artment. =2it inter7ie0s% or


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• 6he 0or =n7ironment Stud3 the &h3sical and social en7ironment in 0hich the 0or is

out because the 0or en7ironment influences the quantit3 and qualit3 of 0or.

#raftin/ a Co! description"*

After !ob anal3sis is done% !ob descri&tion is made. ?ob descri&tion describes the !ob. 6he

!ob descri&tion decides u&on the e2act no0ledge% sill and e2&erience needed to do the

!ob.

?ob descri&tion must be drafted around these heading

• ?ob title

• Res&onsible to

• Res&onsible for

• Pur&ose of !ob

• Duties

• Res&onsibilit3

• Signature and date

E6aluation future needs

For =7aluation future needs man&o0er is drafting. A man&o0er &lan e7ol7es stud3ing the

mae*u& of &resent 0or force% assessing forthcoming changes and calculating future

0orforce% 0hich is required. Man&o0er &lanning hel&s in de7ising long*term recruitment

&lans.

indin/ sources of recruitment"

6he human resource requirement can be met from internal or e2ternal source


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Internal Sources

6hese refer to &ersons alread3 em&lo3ed in the organi1ation. Promoting &ersons from lo0er

le7els ma3 fill u& 7acancies at higher le7els. Shortage of man&o0er in one branch T factor3

ma3 be met b3 transferring sur&lus staff from another branch T factor3. Promotion means

shifting of an em&lo3ee to higher &ost caring greater salar3% status and res&onsibilit3. ;n

the other hand transfer refer to the shifting an em&lo3ee 0ith salar3% status and

res&onsibilit3. Some time e2*em&lo3ee of the organi1ation ma3 be re*em&lo3ed.

Ad6anta/es of Internal Sources"

• Filling 7acancies for higher !ob b3 &romoting em&lo3ees from 0ithin the organi1ation

hel&s to moti7ate and im&ro7ed the morale of the em&lo3ees. 6his induces lo3alt3

among them.

• Internal requirement has to minimi1e labor turno7er and absenteeism. Peo&le 0ait for

&romotion and the 0or force is more satisfied.

•


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Eternal Sources

It refers to recruitment of em&lo3ees from outside the organi1ation. =2ternal sources

&ro7ide 0ide choice of the required number of the em&lo3ees ha7ing the desired

qualification. It also &ro7ides the &eo&le 0ith ne0 ideas and s&eciali1ed sills required to

co&e 0ith ne0 challenge and to ensure gro0th of the organi1ation. Internal com&etitors

ha7e to com&ete 0ith the outsiders. "o0e7er% e2isting em&lo3ees resent the &olic3 of

filling higher*le7el 7acancies from outsiders. Moreo7er it is time consuming and e2&ensi7e

to recruit &eo&les from outside. Recruitment from the outside ma3 create frustration among

the e2isting em&lo3ees that as&ires for &romotions. 6here is no guarantee that the

organi1ations 0ill attract sufficient number of suitable candidates.

Ad6anta/es of Eternal Sources"

. 6he entr3 of fresh talent in to the organi1ation is encouraged. )e0 em&lo3ees bring

ne0 ideas to the organi1ation.

+. =2ternal sources &ro7ide 0ider sources of &ersonnel to choose from.

,. Requisite t3&e of &ersonnel ha7ing the required qualifications% training and sill are

a7ailable from the e2ternal sources.

#isad6anta/es of Eternal Sources"

. 6he enter&rise can mae the best selection since selection is made from among a large

number of a&&licants.

+. 6here is a greater decoration in em&lo3er* em&lo3ee relationshi&% resulting in industrial

stries% unrest% and locouts.

,. 6he &ersonnel8s selected from outside ma3 suffer from the danger of ad!ustment to the

ne0 0or en7ironment.


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Monitorin/ effecti6eness of recruitment

As 0ith an3 0or acti7it3 it is recommended that the recruitment and induction &rocess be

re7ie0ed for its effecti7eness. If an3 stage of the recruitment &rocess failed to &roduce the

e2&ected result% eg if the ad7ertising method has &roduced too man3 candidates% 3ou ma3

0ant to e2amine 0hat ha&&ened and 0h3 in order to mae it more efficient in the future.

Future recruitment e2ercises ma3 require modifications to the methods used * a successful

recruitment for one !ob does not automaticall3 mean the same method 0ill be as successful

again. 6his is &articularl3 true if the labour maret changes% 0ith% for instance% fe0er

school lea7ers but more mature

>orers being a7ailable. Recruitment and induction ma3 be a continuous &rocess in 3our

organi1ation% necessitating more or less constant monitoring. Monitoring regularl3 0ill alsoensure equal o&&ortunit3 &olicies are being acti7el3 &ursued% and that internal candidates

are recei7ing the same consideration as e2ternal candidates.

Application forms

A&&lication forms can hel& the recruitment &rocess b3 &ro7iding necessar3 and rele7ant

information about the a&&licant and their sills . 6he design of the form needs to be

realistic and straightfor0ard% a&&ro&riate to the le7el of the !ob.

Usin/ application forms 4as t4e follo7in/ ad6anta/es"

• &omparin/ li>e 7it4 li>e is easier.


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• the3 &ro7ide a record of qualifications% abilities and e2&erience as stated b3 the

a&&licant.


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a@ #irect Met4od"

6hese include the cam&us inter7ie0 and ee&ing a li7e register of !ob seeers. 4suall3 under this

method% information about !obs and &rofile of &ersons a7ailable for !obs is e2changed and

&reliminar3 screening is done. 6he short listed candidates are then sub!ected to the remainder of

the selection &rocess. Some organi1ation maintains li7e registers or record of a&&licants and

refers to them as and 0hen the need arises.

!@ Indirect Met4od"

6he3 co7er ad7ertising in ne0s&a&ers% on the radio% in trade and &rofessional !ournals%

technical !ournals and brochures.

>hen qualified and e2&erienced &ersons are not a7ailable through other sources%

ad7ertising in ne0s&a&ers and &rofessional and technical !ournals in made. >hereas all

t3&es of ad7ertisements can be made in ne0s&a&ers and maga1ines% onl3 &articular t3&es of

&osts should be ad7ertised in the &rofessional and technical !ournals.

A 0ell thought*out and &lanned ad7ertisement for a&&ointments reduces the &ossibilit3 of

unqualified &eo&le a&&l3ing. If the ad7ertisement is clear and to the &oint% candidates can

assess their abilities and suitabilit3 for the &osition and onl3 those 0ho &ossess the requisite

qualifications 0ill a&&l3

c@ T4ird Party Met4od"

(arious agencies are used for recruitment under these methods. 6hese include commercial and

&ri7ate em&lo3ment agencies% state agencies% and &lacement offices of schools% colleges and

&rofessional associations% recruiting firms% management consulting firms% indoctrination seminars

for college &rofessors% friends and relati7es.

Employment A/encies:

6he3 are s&eciali1ing in s&ecific occu&ation lie general office hel&% salesman% technical

0orers% accountants% com&uter staff% engineers and e2ecuti7es and suitable &ersons

a7ailable for a !ob. Because of their s&eciali1ation% the3 can inter&ret the needs of their

clients and see out &articular t3&es of &ersons.

State or Pu!lic Employment A/encies"


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6he3 also ne0 as =m&lo3ment or $abor =2changes% are the main agencies for &ublic

em&lo3ment. 6he3 also &ro7ide a 0ide range of ser7ices% lie counselling% assistance in

getting !obs% information about the labour maret% labour and 0age rates% etc.

Eecuti6e Researc4 A/encies"

6he3 maintain a com&lete information records about em&lo3ed e2ecuti7es and recommend

&ersons of high caliber for managerial% mareting and &roduction engineers8 &osts. 6hese

agencies are looed u&on as head hunters8% raiders8% and &irates8.

Trade Unions"

6he em&lo3ers to su&&l3 0hate7er additional em&lo3ees ma3 be needed often call on 6rade

4nions. 4nions ma3 be ased for recommendations largel3 as a matter of courtes3 and an

e7idence of good0ill and coo&eration

Professional Societies"

6he3 ma3 &ro7ide leads and clues in &ro7iding &romising candidates for engineering%

technical and management &ositions. Some of these maintain mail order &lacement

ser7ices.

SE(E&TION

>hate7er form the a&&lications tae% there ma3 be a need to sift them before mo7ing on to the

inter7ie0 stage. Suc4 a sift ser6es to matc4 t4e applicants as closely as possi!le to t4e Co!

and person specification and to produce a s4ortlist of people to inter6ie7$ 6o a7oid an3

&ossibilit3 of bias% such sifting should be undertaen b3 t0o or more &eo&le% and it should

in7ol7e the direct line manager9su&er7isor as 0ell as &ersonnel. 6he sifting stage can also hel&

the organi1ation b3 &ro7iding feedbac on the ad7ertising &rocess and the suitabilit3 of the

a&&lication form. It can also identif3 &eo&le 0ho might be useful else0here in the organi1ation.

If references or medicals are to be taen u& before the in7itation to inter7ie0 stage% it should be

made clear on the a&&lication form9information &ac sent to the a&&licant.


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If your or/aniation !elie6es t4at pre*employment 4ealt4 screenin/ is necessary, you must

ma>e sure it is carried out in a non*discriminatory 7ay" for instance% do not single out

disabled &eo&le for medical assessment. If a re&ort from an3 indi7iduals doctor is sought%

then &ermission must be gi7en b3 the indi7idual% and the3 ha7e the right to see the re&ort

Access to Medical Re&orts Act -:.

6he candidates 0ho best match the s&ecifications ma3 then be in7ited for inter7ie0. 6he

in7itation letter should tell candidates that the3 should ad7ise the organi1ation in ad7ance if

an3 &articular arrangements need to be made to accommodate them on arri7al or during the

inter7ie0C for instance% ram& access or lighting le7els. 6he in7itation letter should also clearl3

state 0hether the organi1ation 0ill &a3 the candidate8s reasonable tra7el e2&enses for the

inter7ie0.

A formal definition of selection is as follo0ing

“It is the &rocess of differentiating bet0een a&&licants in order to identif3 and hire: those

0ith a greater lielihood of success in a !ob.”

Selection &rocess assumes and rightl3 so% that there are more number of candidate actuall3

selected candidates are made a7ailable through recruitment &rocess.

ARRIERS TO EE&TI%E SE(E&TION

6he main ob!ecti7es of selection are to hire &eo&le ha7ing com&etence and commitment.

6his ob!ecti7e is often defeated because of certain barriers. 6he im&ediments% 0hich chec

effecti7eness of selection% are &erce&tion% fairness% 7alidit3% reliabilit3 and &ressure.

airness" Fairness is selection requires that no indi7idual should be discriminated against

on the basis of religion% region% race or gender. But the lo0 numbers of 0omen and other

less*&ri7ileged sections of the societ3 in middle and senior management &ositions and o&en

discrimination on the basis of age in !ob ad7ertisements and in the selection &rocess 0ouldsuggest that all the efforts to minimi1e inequit3 ha7e not been 7er3 effecti7e.


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Relia!ility" A reliable method is one that 0ill &roduce consistent results 0hen re&eated in

similar situations. $ie a 7alidated test% a reliable test ma3 fail to &redict !ob &erformance

0ith &recision.

Pressure" Pressure is brought on the selectors b3 &oliticians% bureaucrats% relati7es% friends

and &eers to select &articular candidates.


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Peo&le generall3 tal freel3 and franl3 0hen there is &ri7ac3 and comfort. 6herefore%

candidates should be &ut at ease. 6he inter7ie0er should &a3 full attention to 0hat the

candidates ha7e to sa3.

Medical or P4ysical Eamination"


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(O. &)ART O SE(E&TION


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&)APTER*8

RESEAR&) MET)O(OG'


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OBE&TI%E O STU#'

6he ob!ecti7e of m3 stud3 is to understand and criticall3 anal31e the recruitment and selection

&rocedure at Im&erial Auto Industries ltd.

6o no0 the &ros&ect or recruitment and selection &rocedure.

6o criticall3 anal31e the functioning of recruitment and selection &rocedures

6o identif3 the &robable area of im&ro7ement to mae recruitment and selection

&rocedures and more effecti7e.

6o no0 the managerial satisfaction le7el about recruitment and selection &rocedure.

S&OPE O T)E STU#'

6he benefits of the stud3 for the researcher is that it hel&ed to gain no0ledge and e2&erience and

also &ro7ided the &ro7ided the o&&ortunit3 to stud3 and understand the &re7alent recruitment and

selection &rocedures.

6he e3 &oints of m3 research stud3 are*

6o stud3 the facts about the Im&erial Auto Industries ltd as a grou&.

6o understand and anal31e 7arious ".R. factors including recruitment and selection

&rocedure at Im&erial Auto Industries ltd.

6o suggest an3 measures 9 recommendations for the im&ro7ement of the recruitment

&rocedures$

RESEAR&) #ESIGN

Researc4 #esi/n"*

A research design is the s&ecification of methods and &rocedure for acquiring the information

needed to structure or to sol7e &roblems. It is the o7erall o&eration &attern or frame0or of the


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&ro!ect that sti&ulates 0hat information is to be collected from 0hich source% and be 0hat

&rocedures

HA researc4 desi/n is t4e arran/ement of condition for collection and analysis of data in a

manner t4at aims to com!ine Rele6ance to t4e researc4 purpose 7it4 economy in

procedure”$

#ata &ollection

6he data for the sur7e3 0ill be conducted from both Primaries as 0ell as Secondary sources.

Primary #ata" *

4sing &ersonal inter7ie0 technique the sur7e3 the data 0ill collect b3 using questionnaire. 6he

&rimar3 data collection for his &ur&ose is su&&osed to be done b3 !udgment sam&lingcon7ersation sam&ling. Uuestionnaire has been formatted 0ith both o&en and close structure

questions.

Secondary #ata" *

B3 going through 7arious records.

B3 going through the maga1ine of the ban.

(IMITATIONS O STU#'

6he &ro!ect has inherent limitations due to its &otential sco&e*

: =ight 0ees is too short to gi7e sha&e to a ne0 idea in an old set u& lie escorts.

+: $ess im&ortance to long term o&erational benefits.

,: =2&enses for "R De&artments are not 7ie0ed as in7estments.

Since im&erial is a large industr3 0ith its strongl3 set business &ractices% so e2tensi7e efforts and

change in organi1ation thining 0ill be necessar3 in order "R De&artment.


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&)APTER *9

#ATA ANA('SIS

AN#

INTERPRETATION


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#ATA INTERPRETATION

A questionnaire 0as &re&ared for the &ur&ose of getting feedbac from the em&lo3ees and manager

regarding “Recruitment @ Selection Procedure” of their com&an3. , em&lo3ees are selected from

different de&artment and 0ere distributed the questionnaire from the &ur&ose of the stud3.

Analysis of t4e data"*

6he anal3sis of the data is done as &er the sur7e3 finding. 6he data is re&resented gra&hicall3

in &ercentage.

6he &ercentage of the &eo&le o&inion 0ere anal31ed and e2&ressed in the form of charts and

ha7e been &laced in the ne2t fe0 &ages.


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Manpo7er Plannin/

3$ Specify t4e time period?s@ for 74ic4 t4e estimates are madeD

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. *+3ears - ,

+. +*,3ears E +

,. ,*/3ears - ,

/. /@abo7e 3ears E +

Time Period for Estimate

30%

20%30%

20% 0-2years

2-3years

3-4years

4&above years

INTERPRETATION

+ &eo&le said that the com&an3 s&ecifies *+ 3ear for maing estimation of forecasting.

, &eo&le said that the com&an3 s&ecifies +*, 3ears for maing estimation

, &eo&le said that the com&an3 s&ecifies ,*/ 3ears for maing the estimation of forecasting.

+ &eo&le said that the com&an3 s&ecifies / @ abo7e time &eriod for maing forecasting


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.

5$ #oes your or/aniation plan t4e recruitment policy in 7rittenD

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Jes ,

+. )o

Written Recriutment Policy

100%

0%

Yes

No

INTERPRETATION

&eo&le said that the com&an3 &lan the recruitment &olic3 in 0ritten.


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+$ .4at do you su//est s4ould !e t4e !asis of forecastin/D

S$NO$

OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. 6otal cost of the

&ro!ect

E +

+. Past e2&erience + /

,. Different &hases of the

&ro!ect

- ,

/. All of t4e a!o6e ,

Basic Forcasting

20%

40%

30%

10%

Total cost of the

project

Past experience

ifferent phases of

the project

!ll of the above

INTERPRETATION

+ &eo&le said that their com&an3 forecast on the bases of 6otal cost of the &ro!ect.


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/ &eo&le said that the com&an3 forecast on the bases of &ast e2&eriences

8$ #o you t4in> t4e present recruitment policy is 4elpful in ac4ie6in/ t4e /oals of t4e

companyD

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Jes G G

+. )o E +

,. 6o some e2tent - ,

Recruitment Policy

"0%

20%

30%Yes

No

To so#e extent

INTERPRETATION

G &eo&le said that the com&an38s recruitment &olic3 is hel&ful in achie7ing the goals

+ &eo&le said that the com&an38s recruitment &olic3 is not hel&ful in achie7ing the goals.


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, &eo&le said that the com&an38s recruitment &olic3 is hel&ful to some e2tent in achie7ing

the goals

9$ T4rou/4 74ic4 source your or/aniations recruit t4e employeesD

S$NO$ OPINION NO$ ORESPON#ENT

PER&ENTAGE

. Internall3 E +

+. =2ternall3 E

,. Both E +

Sources of Recruitment

20%

$0%

20%

nternally

&xternally

'oth

INTERPRETATION

+ &eo&le said that the com&an3 recruits the em&lo3ee from the internal sources.

E &eo&le said that the com&an3 recruits the em&lo3ee from the e2ternal sources.


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+ &eo&le said that the com&an3 recruits the em&lo3ee from the both sources.

:$ .4ic4 of t4e follo7in/ eternal sources you c4oose for t4e recruitment of t4e

employeesD

S$NO$ OPINION NO$ O

RESPON#ENT

PER

. =m&lo3ee =2change


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&eo&le said that the com&an3 uses the an3 other

;$ #oes your or/aniation recruit employees t4rou/4 latest met4od of recruitment

t4rou/4 InternetD

Latest Reqruitment Policy

100%

0%

Yes

No

INTERPRETATION

&eo&le said that the com&an3 uses the latest method of recruitment.

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Jes ,

+. )o


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J$ )o7 muc4 num!er of employees you train in a yearD

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. G* =m&.

+. *G =m&. E +

,. G@ abo7e =m&. +/

INTERPRETATION

&eo&le said that the com&an3 trains *G =m&lo3ees in a 3ear.

+ &eo&le said that the com&an3 trains G@abo7e =m&lo3ees in a 3ear


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3$ Is Internet recruitment is effecti6e in your opinionD

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Jes +/

+. )o E +

!nternel Recruitment

-0%

20%

Yes

No

INTERPRETATION

&eo&le said that the Internet recruitment is effecti7e sources of recruiting the em&lo3ee.

+ &eo&le are not in fa7or of recruiting the em&lo3ee through Internet.


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33$Is t4ere any pro6ision for recruitment of summer trainees

S.);. ;PI)I;) );. ;F

R=SP;)D=)6

P=R


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35$ #oes t4e procedure adopted for recruitment and selection of employees ena!les to /i6e ri/4t

person at t4e ri/4t Co!D K

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Jes + N

+. )o ,

,. 6o some e2tent E +

INTERPRETATION

N &eo&le said that the &rocedure ado&ted for recruitment and selection of em&lo3ees enable

to &lace the right &erson for the right !ob.

&eo&le said that the &rocedure ado&ted for recruitment and selection of em&lo3ees does

not enable to &lace the right &erson for at the right !ob

+ &eo&le said that the &rocedure ado&ted for recruitment and selection of em&lo3ees enable

to some e2tent to &lace the right &erson for at the right !ob.


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3+$ .4ic4 type of tec4niLue is used for inter6ie7D

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Structured E

+. 4nstructured ,

,. Both - ,

INTERPRETATION

E &eo&le said that the com&an3 uses the structure technique for selection.

&eo&le said that the com&an3 uses the unstructured technique for selection.

, &eo&le said that the com&an3 uses both the techniques for selecti


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38$ Is t4ere any pro6ision for e6aluation and control of recruitment and selection processD

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Jes +/

+. )o E +

.

INTERPRETATION

&eo&le said that the com&an3 has the &ro7ision for e7aluation and control of recruitment

and selection.

+ &eo&le said that the com&an3 does not ha7e the &ro7ision for e7aluation and control of

recruitment and selection.


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39$ Is t4ere any facility for a!sor!in/ t4e trainees in your or/aniationD

S$NO$ OPINION NO$ O

RESPON#ENT

PER&ENTAGE

. Jes

+. )o

INTERPRETATION

&eo&le said that the com&an3 has the facilit3 for absorbing the trainees.


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&)APTER*:

&ON&(USIONAN#

RE&OMMEN#ATIONS

&ON&(USION

Based on the anal3sis through the questionnaire res&onses the follo0ing is the conclusion of

the stud3.


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6he organi1ation follo0s the rules and regulation in7ol7ed in their Recruitment and Selection

Procedure of the organi1ation. "o0e7er% there is some sco&e for im&ro7ement 0ith regard to

follo0ing

. 6he managers are full3 satisfied 0ith the e2isting Recruitment and Selection &rocedure.

+. 6he recruitment and Selection &rocedure should not be length3.

,. 6o some e2tent a clear &icture of required candidates should be made in order to search for

a&&ro&riate candidates.

/. 6he Recruitment and Selection &rocedure should be im&artial.

SUGGESTIONS OR T)E IMPRO%EMENT O T)E S'STEM AN# PRA&TI&ES ORE&RUITMENT AN# SE(E&TION PRO&E#URE

6he follo0ing are the suggestions recei7ed from the res&ondents of the questionnaire. 6hese

suggestions are based on their a0areness regarding the Recruitment and Selection &rocedure.

3$ During the selection &rocess not onl3 the e2&erienced candidates but also the fresh

candidate should be selected so as to a7ail the inno7ation and enthusiasm of ne0

candidates.

5$ In the organi1ation 0here summer training facilit3 &re7ailing then such ind of &ractices

must be ado&ted so that the student can learn and again from their &ractical 7ie0s.

+$ .


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&)APTER *;

I(IOGRAP)'

I(IOGRAP)'

Books referred: -


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Personnel management b3 #.( Mishra% Adit3a &ublishing house Madras% --+.


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= UESTIONNAIRE

.

S4R(=J ;) 6"= MA)AK=RIA$ SA6ISFA


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D=AR Res&ondent%

>e are conducting a sur7e3 on the managerial satisfaction le7el for the R=hat do 3ou suggest should be the basis of forecasting

a:. 6otal cost of &ro!ect

b:. Past e2&erience

c:. Different &hases of &ro!ect

d:. All of the abo7e

/. Do 3ou thin the &resent recruitment &olic3 is hel&ful in achie7ing the goals of thecom&an3

a:. Jes b:. )o c:. 6o some e2tent

SOUR&ES O RE&RUITMENT

G. 6hrough 0hich source 3our organi1ations recruit the em&lo3ees


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a:. Internall3 b:. =2ternall3 c:. Both

E. >hich of the follo0ing e2ternal sources 3ou choose for the recruitment of the em&lo3ees

a:. =m&lo3ee =2changes


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a:. G* b:. *G c:. G@ abo7e

+. Is there an3 facilit3 for absorbing the trainees in 3our organi1ation

a:. Jes b:. )o

SE(E&TION PO(I&'

,. >hich t3&e of technique is used for inter7ie0

a:. Structured b:. 4nstructured c:. Both

EE#A&- O RE&RUITMENT AN# SE(E&TION PRO&E#URE"

/. Is there an3 &ro7ision for e7aluation and control of recruitment and selection &rocess

a:. Jes b:. )o

G. Does the &rocedure ado&ted for recruitment and selection of em&lo3ees enables to gi7e

right &erson at the right !ob

a:. Jes b:. )o c:. 6o some e2tent


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Himanshu Imperial Report

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