Tvc Ics Final-4

7/31/2019 Tvc Ics Final-4

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Table of content

Chapter.no Contents Page. no

1.

2.

3.

4.

5.

Introduction

Research design

Industry profile Company profile

Analysis and interpretation of data

Summary of findings Suggestions & conclusion Recommendation

Bibliography

Annexure

1-27

28-30

31-36

37-66

67-69


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Human resource is a critical function around which all activities of any organization rotate. It is

the engine that pulls and pushes the progress & prosperity of any organization. Such being the

case, it is a herculean task to identify and attract capable and competent human resources for the

organization. The most difficult job in hiring the prospective employees is to find the places

where required human resources are/will be available and also work on strategies to attract them

towards the organization.

Human resources are the most important asset of the organization. The success or failure of an

organization is largely dependent on the caliber of the people working with them. Without

positive and creative contributions from people, organizations cannot progress and prosper.

Recruitment is the means through which we identify and attract competent human resources.

The function of recruitment precedes the selection function and it includes finding, developing

the sources of prospective employees and attracting them to apply for jobs in organizations in

order to fit the right man in the right job.

According to EDWIN FLIPPO, Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.

Recruitment refers to the process of attracting, screening, and selecting qualified people for

a job. For some components of the recruitment process, mid- and large-size organizations often

retain professional recruiters or outsource some of the process to agencies. The stages in

recruitment include sourcing candidates by advertising or other methods, screening potential

candidates using tests and/or interviews, selecting candidates based on the results of the tests

and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role

effectively.

Recruitment, as a human resource management function, is one of the activities that impact most

critically on the performance of an organization. While it is understood and accepted that poor

Recruitment decisions continue to affect organizational performance and limit goal achievement,

it is taking a long time for public service agencies in many jurisdictions to identify and

Implement new, effective hiring strategies. In some areas, existing laws inhibit change in others;

the inhibiting factor is managerial inertia. Lets discusses some of the strategies that

Organizations can and do employ to ensure the existence of the best possible pool of qualified
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment


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applicants from which they can fill vacancies as and when required. It will identify the

advantages of each of the strategies, highlight the drawbacks of its use and offer suggestions for

ensuring its utility.

Acquiring and retaining high-quality talent is critical to an organizations success. As thejobmarket becomes increasingly competitive and the available skills grow more diverse, recruiters

need to be more selective in their choices, since poor recruiting decisions can produce long-term

negative effects, among them high training and development costs to minimize the incidence of

poor performance and high turnover which in turn impact staff morale, the production of high

quality goods and services and the retention of organizational memory. At worst, the

organization can fail to achieve its objectives thereby losing its competitive edge and its share of

the market. Traditionally, Public Service organizations have had little need to worry about

market share and increasing competition since they operate in a monopolistic environment. But

in recent time, the emphasis on New Public Management/ Public Sector Management approaches

has forced public organizations to pay closer attention to their service delivery as consumers

have begun to expect and demand more for their tax dollars. No longer are citizens content to

grumble about poorly-produced goods and services and the under-qualified, untrained employees

who provide them. As societies become more critical and litigious, public service organizations

must seek all possible avenues for improving their output and providing the satisfaction their

clients require and deserve. The provision of high-quality goods and services begins with the

recruitment process. Recruitment is described as the set of activities and processes used to

legally obtain a sufficient number of qualified people at the right place and time so that the

people and the organization can select each other in their own best short and long term interests.

In other words, the recruitment process provides the organization with a pool of potentially

qualified job candidates from which judicious selection can be made to fill vacancies.

Successful recruitment begins with proper employment planning and forecasting. In this phase

of the staffing process, an organization formulates plans to fill or eliminate future job openings

based on an analysis of future needs, the talent available within and outside of the organization,

and the current and anticipated resources that can be expended to attract and retain such talent.

Also related to the success of a recruitment process are the strategies an organization is prepared

to employ in order to identify and select the best candidates for its developing pool of human


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resources. Organizations seeking recruits for base-level entry positions often require minimum

qualifications and experience. These applicants are usually recent high school or university/

technical college graduates many of whom have not yet made clear decisions about future

careers or are contemplating engaging in advanced academic activity. At the middle levels,

senior administrative, technical and junior executive positions are often filled internally. The

push for scarce, high-quality talent, often recruited from external sources, has usually been at the

senior executive levels. Most organizations utilize both mechanisms to effect recruitment to all

levels.

Need for recruitment:

The need for recruitment may be because of following reasons:

a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, deathand labor turnover.

b) Creation of new vacancies due to growth, expansion and diversification of business activitiesof an enterprise. In addition, new vacancies are possible due to job specification.

THE RECRUITMENT PROCESS

Successful recruitment involves the following:

1. Development of a policy on recruitment and retention and the systems that give life to thepolicy.

2. Needs assessment to determine the current and future human resource requirements of theorganization. If the activity is to be effective, the human resource requirements for each

job category and functional division/unit of the organisation must be assessed and a

priority assigned;

3. Identification, within and outside the organization, of the potential human resource pooland the likely competition for the knowledge and skills resident within it;

4. Job analysis and job evaluation to identify the individual aspects of each job and calculateits relative worth;

5. Assessment of qualifications profiles, drawn from job descriptions that identifyresponsibilities and required skills, abilities, knowledge and experience;


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6. Determination of the organizations ability to pay salaries and benefits within a definedperiod;

7. Identification and documentation of the actual process of recruitment and selection toensure equity and adherence to equal opportunity and other laws.

Documenting the organizations policy on recruitment, the criteria to be utilized, and all the steps

in the recruiting process is as necessary in the seemingly informal setting of inhouse selection as

it is when selection is made from external sources. Documentation satisfies the requirement of

procedural transparency and leaves a trail that can easily be followed for audit and other

purposes. Of special importance is documentation that is in conformity with Freedom of

Information legislation (where such legislation exists) such as:

criteria and procedures for the initial screening of applicants criteria for generating long and short lists criteria and procedures for the selection of interview panels interview questions interview scores and panelists comments results of tests (where administered) Results of reference check

Recruitment strategies and processes

Recruitment may be conducted internally through the promotion and transfer of existing

personnel or through referrals, by current staff members, of friends and family members.

Where internal recruitment is the chosen method of filling vacancies, job openings can be

advertised by job posting, that is a strategy of placing notices on manual and electronicbulletin boards, in company newsletters and through office memoranda. Referrals are usually

word-of-mouth advertisements that are a low-cost-per-hire way of recruiting. Internal

recruitment does not always produce the number or quality of personnel needed in such an

instance, the organization needs to recruit from external sources, either byencouraging


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walk-in applicants advertising vacancies in newspapers, magazines and journals, and the

visual and/or audio media using employment agencies to head hunt

Advertising on-line via the Internet or through job fairs and the use of college recruitment.

Public service agencies enjoy greater exposure to scrutiny than most private sectororganizations therefore, openness and transparency in recruitment and selection practices are

crucial. The discussion that follows will identify some of the options available for attracting

applicants to the public service job market and discuss strategies for managing the process.

POSTING VACANCIES

As indicated earlier, job posting refers to the practice of publicizing an open job to

employees (often by literally posting it on bulletin boards) and listing its attributes, such as

criteria of knowledge, qualification, skill and experience. The purpose of posting vacancies

is to bring to the attention of all interested persons (inside or out of the organization) the jobs

that are to be filled. Before posting a vacancy, management needs to decide whether:

It intends to retain the job in its present form and with its present title, \remunerationand status

selected attributes of the job, for example, skill or experience, will change there are sufficient qualified, potential applicants serving in other positions within the

organization who may be potential candidates for that job

the existing organizational policy on recruitment is still applicable (for example,whether referrals, by staff members, of friends and family are still an acceptable way

of filling vacancies)

the organisations stands to benefit more, in the long-term, from recruiting applicantsfrom external sources.

Also necessary is the availability of a functional human resource information systemthat supports recruitment. An effective, [ideally] computerised system would flag


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imminent vacancies throughout the organization to ensure that the recruitment

process is timely

ensure that no candidates are lost but, instead, move through the process and are keptinformed of their status

ensure that good candidates whose applications are pending are kept in touch tomaintain their interest in the organization

assist in analyzing hiring, transfer and exit trends and provide other data that arehelpful in planning, evaluating and auditing the recruitment process

identify any adverse impacts of the recruitment process on vulnerable groups (for

example minorities, especially where Equal Opportunity/Affirmative Action

legislation exists)

for internal recruiting, control the internal job posting process, generate the noticesand then match internal applicant qualifications with job specifications

Where jobs are not being posted, generate a list of qualified internal candidates.

An organization needs to analyze the benefits and disadvantages of recruiting its

personnel through internal or external sources and, where the latter is selected,

whether formal or informal systems should be used.

Sources of Recruitment


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SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

1) Employee referrals 1) Campus recruitment

2) Transfers 2) Press advertisement

3) Internal notification 3) Management consultancy service

(Advertisement) & private employment exchanges

4) Word of mouth 4) Deputation of personnel or transfer

from one enterprise to another

5) Recall 5) Management training schemes

6) Former employees 6) Walk-ins, write-ins, talk-ins

7) Miscellaneous external sources

Recruiting from internal sources

There are sound reasons for recruiting from sources within the organization:

The ability of the recruit is known so it is easy to assess potential for the next level. Bycontrast, assessments of external recruits are based on less reliable sources, such as

references, and relatively brief encounters, such as interviews.


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Insiders know the organization, its strengths and weaknesses, its culture and, most ofall, its people.

Promotions from within build motivation and a sense of commitment to the organization.Skilled and ambitious employees are more likely to become involved in developmental

activities if they believe that these activities will lead to promotion.

Internal recruitment is cheaper and quicker than advertising in various media andinterviewing outsiders. Time spent in training and socialization is also reduced. At the

same time, several disadvantages exist:

Sometimes it is difficult to find the right candidate within and the organization may

settle for an employee who possesses a less than ideal mix of competencies.

If the vacancies are being caused by rapid expansion of the organization there may be aninsufficient supply of qualified individuals above the entry level. This may result in

people being promoted before they are ready, or not being allowed to stay in a position

long enough to learn how to do the job well.

Infighting, inbreeding, and a shortage of varied perspectives and interests may reduceorganizational flexibility and growth, and resistance to change by those who have an

interest in maintaining the status quo may present long term problems.

In times of rapid growth and during transitions, the organization may promote fromwithin into managerial positions, regardless of the qualifications of incumbents.

Transition activities and rapid organizational growth often mask managerial deficiencies;

it is not until the growth rate slows that the deficiencies become apparent and, then, the

organization finds it difficult, if not impossible, to undo the damage. The resulting cost

of remedial training can prove prohibitive.


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Recruiting from external sources

External recruiting methods can be grouped into two classes: informal and formal. Informal

recruiting methods tap a smaller market than formal methods. These methods may include

rehiring former employees and choosing from among those walk-in applicants whose

unsolicited rsums had been retained on file. The use of referrals also constitutes an informal

hiring method. Because they are relatively inexpensive to use and can be implemented quickly,

informal recruiting methods are commonly used for hiring clerical and other base-level recruits

who are more likely than other groups to have submitted unsolicited applications. Former

students who participated in internship programmes may also be easily and cheaply accessed.

Formal methods of external recruiting entail searching the labor market more widely for

candidates with no previous connection to the organization. These methods have traditionallyincluded newspaper/magazine/journal advertising, the use of employment agencies and executive

search firms, and college recruitment. More often, now, job/career fairs and e-Recruiting are

reaching the job seeker market. Posting vacancies externally through the various arms of the

media or via employment agencies reaches a wider audience and may turn up a greater number

of potential candidates from which the organization can choose. At the same time, this method is

relatively expensive and time-consuming as the organization works through initial

advertisements, short-listing, interviewing and the other processes that precede selection. Even

then, there is no guarantee that the results will be satisfactory to the organization, since the cost

of advertising often limits the frequency and duration of the job posting, as well as the amount of

information made available, thus making it difficult for a job seeker to accurately judge the

worth of the position being offered. In addition, the organization may hire a candidate who fails

to live up to the high potential displayed during the selection process. Recruiting

firms/employment agencies are gaining in popularity, especially in the search for management

level/executive talent. Recruiting via this medium is expensive, whether the organization uses a

contingency firm or has one on retainer. Executive search firms tend to match candidates to jobs

faster that most organizations can, on their own, primarily because the recruiting

firms/employment agencies possess larger databases of, and wider access to, persons (whom they

may themselves have placed) and have a greater awareness of the location of competencies

needed by the client agencies. Of course, it is possible to for an organization to reduce the risks


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and high costs of recruitment by maintaining a small cadre of full-time, permanent employees

and meeting an unexpected and temporary need for staff through the use of ad hoc and short-

term contract workers who come to the position already trained. It is frequently said that the best

jobs are not advertised; their availability is communicated by word of mouth. Networking,

therefore, continues to be a viable mechanism for recruiting, especially at the senior management

level in certain industries. In many instances, networking is a strategy used by the recruitment

firms/employment agencies.

ON-LINE APPLICATIONS/RECRUITING ON THE INTERNET

Using the Internet is faster and cheaper than many traditional methods of recruiting. Jobs can be

posted on Internet sites for a modest amount (less than in the print media), remain there for

periods of thirty or sixty days or more - at no additional cost - and are available twenty-four

hours a day. Candidates can view detailed information about the job and the organisation and

then respond electronically. Most homes and workplaces are now using computerised equipment

for communication; the Internet is rapidly becoming the method of choice for accessing and

sharing information. First-time job seekers are now more likely to search websites for job

postings than to peruse newspapers, magazines and journals. The prevalence of e-advertising

has made it easier.

The Internet speeds up the hiring process in three basis stages:

Faster posting of jobsThe wait for a suitable date and a prominent place in the print media is eliminated. The time

lag that exists between the submission of information to the media house and its appearance

in print disappears. On the internet, the advertisement appears immediately and can be kept

alive for as long as the recruiter requires it.

Faster applicant responseJobs posted on the Internet and requiring responses via the same medium receive

responses on the same day.

Faster processing of rsums


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An applicant sending a rsum electronically can immediately have the application

processed, receive an acknowledgement, be screened electronically, and have details of

the application and rsum despatched to several managers at the same time.

On-line recruiting also provides access to passive job seekers, that is, individuals who alreadyhave a job but would apply for what appears a better one that is advertised on the Internet. These

job seekers may be of a better quality since they are not desperate for a job change as are the

active job seekers who may be frustrated, disgruntled workers looking for a new position.

Companies that are likely to advertise on-line usually have a website that allows potential

candidates to learn about the company before deciding whether to apply, thus lowering the

incidence time-wasting through the submission of unsuitable applications. The website can be

used as a tool to encourage potential job seekers to build an interest in joining the organization.

Job websites offer unlimited space which can be used, by management, to sell the organization.

The site can then be used, not only to post vacancies, but also to publicize the organization. That

will allow candidates to become more familiar with the company, know what skills the company

is looking for and get to know about its culture. Most importantly, the system will provide a

proper path to securing quick responses to job openings. On-line recruiting facilitates the

decentralization of the hiring function by making it possible for other groups in the organization

to take responsibility for part of the function.

Internet recruiting is not all positive, though there are drawbacks for unwary users:

Some applicants still place great value on face-to-face interactions in the hiring process.Such applicants are likely to ignore jobs posted, impersonally, on-line.

Companies are overwhelmed by the volume of rsums posted on the Internet.

This can, infact, lengthen the short-listing process. If the screening process is not well done, the

quantity of applications/rsums logged-on may be more of a hindrance to the process that is an

aid to selection.


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Job seekers who demand confidentiality in the recruitment process may be reluctant touse the Internet as a job search mechanism.

For effectiveness in the use of the strategy of e-Recruiting, companies are advised to:

use specialized Job Sites that cater to specific industries; thoroughly assess the service level provided by Job Sites to ensure that they maintain the

level they claim to provide;

enhance the Corporate Web Site as a tool to encourage potential job seekers to becomeinterested in joining the company;

take advantage of the fact that Internet job advertisements have no space limitations sorecruiters can use longer job descriptions to fully describe the company, job requirements

and working conditions offered;

use valid Search Engines that will sort candidates effectively, but will not discriminateagainst any persons or groups;

Create attention-grabbing newspaper advertisements that prompt people to visit thecompanys website. They will then see all vacancies that are advertised;

encourage employees to e-mail job advertisements to friends; design and implement a successful e-Recruitment strategy

CAMPUS RECRUITMENT

College recruitingsending an employers representatives to college campuses to prescreen

applicants and create an applicant pool from that colleges graduating class is an important

source of management trainees, promotable [entry-level] candidates, and professional and

technical employees. To get the best out of this hiring strategy, the organization and its career

opportunities must be made to stand out. Human resource professionals are aware that few

college students and potential graduates know where their careers will take them over the nextfifteen to twenty years. Therefore many of the criteria used by students to select the first job may

be quite arbitrary. The organization that will succeed, then, is one can show how the work it

offers meets students needs for skill enhancement, rewarding opportunities, personal

satisfaction, flexibility and compensation. College recruitment offers an opportunity for

recruiters to select the potential employees with the personal, technical and professional


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competencies they require in their organization. The personal competencies identified may

include, inter alia, a positive work ethic, strong interpersonal skills, leadership capacity and an

ability to function well in a work team. The opportunity to discuss a students current strengths

and potential future value to an organization cannot be replicated in any other setting.

Two major advantages of this strategy are the cost(which is higher than word-of-mouth

recruiting but lower than advertising in the media or using an employment agency), and the

convenience(since many candidates can be interviewed in a short time in the same location with

space and administrative support provided by the college itself).

Unfortunately, suitable candidates become available only at certain times of the year, which may

not always suit the needs of the hiring organization. Another major disadvantage of college

recruiting is the lack of experience and the inflated expectations of new graduates and the cost of

hiring graduates for entry-level positions that may not require a college degree.

College recruitment also offers opportunities for internships. These programmes may provide the

organizations with quality employees at low cost per hire. Some interns are hired at low cost

(perhaps minimum wage) and are offered work experience. Interns are able to hone business

skills, check out potential employers, and learn more about employers likes and dislikes before

making final career choices. Some of the better interns are recruited after graduation.

College recruitment is relatively expensive15 and time consuming for the recruiting company.

The process involves screening the candidate, that is, determining whether he/she is worthy of

further consideration and marketing the company as a preferred place of employment.

An alternate strategy for college recruitment is the career planning workshop. These activities are

usually (but not exclusively) associated with adolescent school leavers.

They do not immediately produce ready candidates for the job market but provide the

opportunity for an organization to present itself as an employer worthy of consideration.

Coordinators of career planning workshops co-opt professionals and organizations to present

career options to potential school leavers in a controlled setting so as to lay out the range of

possibilities to young job seekers. Career planning workshops are used mainly as information-

giving tools which the school leaver can use to make informed career choices. Some

organizations use the workshops as a base for internships.


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Walk-ins, Write-ins and Talk-ins-

The most common and least expensive approach for candidates is direct applications, in which

job seekers submit unsolicited application letters or resumes. Direct applications can also provide

a pool of potential employees to meet future needs. From employees viewpoint, walk-ins are

preferable as they are free from the hassles associated with other methods of recruitment. While

direct applications are particularly effective in filling entry-level and unskilled vacancies, some

organizations compile pools of potential employees from direct applications for skilled positions.

Write-ins are those who send written enquiries. These jobseekers are asked to complete

application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter

(on an appropriated date) for detailed talks. No application is required to be submitted to the

recruiter.

Contractors

They are used to recruit casual workers. The names of the workers are not entered in the

company records and, to this extent; difficulties experienced in maintaining permanent workers

are avoided.

Consultants

They are in the profession for recruiting and selecting managerial and executive personnel. They

are useful as they have nationwide contacts and lend professionalism to the hiring process. Theyalso keep prospective employer and employee anonymous. However, the cost can be a deterrent

factor.

Head Hunters

They are useful in specialized and skilled candidate working in a particular company. An agent is

sent to represent the recruiting company and offer is made to the candidate. This is a useful

source when both the companies involved are in the same field, and the employee is reluctant to

take the offer since he fears, that his company is testing his loyalty.

Radio, Television and Internet:-

Radio and television are used to reach certain types of job applicants such as skilled workers.

Radio and television are used but sparingly, and that too, by government departments only.

Companies in the private sector are hesitant to use the media because of high costs and also


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because they fear that such advertising will make the companies look desperate and damage their

conservative image. However, there is nothing inherently desperate about using radio and

television. It depends upon what is said and how it is delivered. Internet is becoming a popular

option for recruitment today. There are specialized sites like naukri.com. Also, websites of

companies have a separate section wherein; aspirants can submit their resumes and applications.

This provides a wider reach.

Competitors:-

This method is popularly known as poaching or raiding which involves identifying the right

people in rival companies, offering them better terms and luring them away. For instance, several

executives of HMT left to join Titan Watch Company. There are legal and ethical issues

involved in raiding rival firms for potential candidates. From the legal point of view, an

employee is expected to join a new organization only after obtaining a no objection certificate

from his/ her present employer. Violating this requirement shall bind the employee to pay a few

months salary to his/ her present employer as a punishment. However, there are many ethical

issues attached to it.

Mergers and Acquisitions:-

When organizations combine, they have a pool of employees, out of whom some may not be

necessary any longer. As a result, the new organization has, in effect, a pool of qualified jobapplicants. As a result, new jobs may be created. Both new and old jobs may be readily staffed

by drawing the best-qualified applicants from this employee pool. This method facilitates the

immediate implementation of an organizations strategic plan. It enables an organization to

pursue a business plan, However, the need to displace employees and to integrate a large number

of them rather quickly into a new organization means that the personnel-planning and selection

process becomes critical more than ever.

Job fairs

The concept of a job fair is to bring those interested in finding a job into those companies who

are searching for applicants. Job fairs are open fora at which employers can exhibit the best their

companies have to offer so that job seekers can make informed choices. They are considered one

of the most effective ways for job seekers to land jobs. At the job fair, employers have a large


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pool of candidates on which to draw, while job seekers have the opportunity to shop around for

dozenssometimes hundredsof employers, all in one place.

Not with standing the fact that the atmosphere at the fair is more relaxed than at an interview,

employers are still on the look out for qualified, potential employees who have interest,dedication and initiative.

Stages of recruitment process

STAGE 1:

RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of

likely job vacancies and information about the nature of these jobs into set of objectives or

targets that specify the (1) Numbers and (2) Types of applicants to be contacted.

Numbers of contact:

Organization, nearly always, plan to attract more applicants than they will hire. Some of those

contacted will be uninterested, unqualified or both. Each time a recruitment Programme iscontemplated, one task is to estimate the number of applicants necessary to fill all vacancies with

the qualified people.

Types of contacts:


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It is basically concerned with the types of people to be informed about job openings. The type of

people depends on the tasks and responsibilities involved and the qualifications and experience

expected. These details are available through job description and job specification.

STAGE 2:

STRATEGY DEVELOPMENT:

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

concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and

selection devices. (3). Geographical distribution of labour markets comprising job seekers. (4).

Sources of recruitment. (5). Sequencing the activities in the recruitment process.

Make or Buy:

Organisation must decide whether to hire le skilled employees and invest on training and

education programmes, or they can hire skilled labour and professional. Essentially, this is the

make or buy decision. Organizations, which hire skilled and professionals shall have to pay

more for these employees.

Technological Sophistication:

The second decision in strategy development relates to the methods used in recruitment and

selection. This decision is mainly influenced by the available technology. The advent of

computers has made it possible for employers to scan national and international applicant

qualification. Although impersonal, computers have given employers and ob seekers a wider

scope of options in the initial screening stage.

Where to look:

In order to reduce the costs, organisations look in to labour markets most likely to offer the

required job seekers. Generally, companies look in to the national market for managerial and

professional employees, regional or local markets for technical employees and local markets for

the clerical and blue-collar employees.

When to look:


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An effective recruiting strategy must determine when to look-decide on the timings of events

besides knowing where and how to look for job applicants.

STAGE 3:

SEARCHNG:

Once a recruitment plan and strategy are worked out, the search process can begin. Search

involves two steps

A). Source activation and

B). Selling.

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the issuance of an employee

requisition. This means that no actual recruiting takes place until lone managers have verified

that vacancy does exist or will exist.

If the organisation has planned well and done a good job of developing its sources and

search methods, activation soon results in a flood of applications and/or resumes.

The application received must be screened. Those who pass have to be contacted and

invited for interview. Unsuccessful applicants must be sent letter of regret.

B). SELLING:

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

organisation walks tightrope. On one hand, they want to do whatever they can to attract desirable

applicants. On the other hand, they must resist the temptation of overselling their virtues.

In selling the organisation, both the message and the media deserve attention. Message

refers to the employment advertisement. With regards to media, it may be stated that

effectiveness of any recruiting message depends on the media. Media are several-some have low

credibility, while others enjoy high credibility. Selection of medium or media needs to be done

with a lot of care.


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STEP 4:

SCREENING:

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

many view it as the first step in the selection process. Even the definition on recruitment, we

quoted in the beginning of this chapter, excludes screening from its scope. However, we have

included screening in recruitment for valid reasons. The selection process will begin after the

applications have been scrutinized and short-listed. Hiring of professors in a university is a

typical situation. Application received in response to advertisements is screened and only eligible

applicants are called for an interview. A selection committee comprising the Vice-chancellor,

Registrar and subject experts conducts interview. Here, the recruitment process extends up to

screening the applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage, those

applicants who are visibly unqualified for the job. Effective screening can save a great deal of

time and money. Care must be exercised, however, to assure that potentially good employees are

not rejected without justification.

In screening, clear job specifications are invaluable. It is both good practice and a legal necessity

that applicants qualification is judged on the basis of their knowledge, skills, abilities and

interest required to do the job.

The techniques used to screen applicants vary depending on the candidate sources and recruiting

methods used. Interview and application blanks may be used to screen walk-ins. Campus

recruiters and agency representatives use interviews and resumes. Reference checks are also

useful in screening.

STAGE 5:

EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitmentprocess. The costs generally incurred are: -


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Salaries for recruiters. Management and professional time spent on preparing job description, job specifications,

advertisements, agency liaison and so forth.

The cost of advertisements or other recruitment methods, that is, agency fees. Recruitment overheads and administrative expenses. Costs of overtime and outsourcing while the vacancies remain unfilled. Cost of recruiting unsuitable candidates for the selection process.

EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining applications for job seekers in

sufficient number and quality. Keeping this objective in the mind, the evaluation might include:

Return rate of application sent out. Number of suitable candidates for selection. Retention and performance of the candidates selected. Cost of the recruitment process Time lapsed data Comments on image projected.

Evaluation of External Recruitment:

External sources of recruitment have both merits and demerits.

The merits are-

The organization will have the benefit of new skills, new talents and new experiences, ifpeople are hired from external sources.

The management will be able to fulfill reservation requirements in favour of thedisadvantaged sections of the society.

Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside.The demerits are-

Better motivation and increased morale associated with promoting own employees re lostto the organization.


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External recruitment is costly. If recruitment and selection processes are not properly carried out, chances of right

candidates being rejected and wrong applicants being selected occur.

High training time is associated with external recruitment.60-Second Guide to Hiring the Right People

0:60 Define the Duties:

To find promising employees, you must first determine what you want them to do. Carefully

consider all direct and associated responsibilities and incorporate them into a written job

description. Be careful with general titles such as typist or sales clerk, as they have different

meanings to different people.

0:49 and What it Takes to do Them :

Fulfilling these responsibilities will require some level of skill and experience, even if it is anentry-level position. Be reasonable about your expectations. Setting the bar too high may limit

your available talent pool. Setting it too low risks a flood of applications from those unqualified

for the job.

0:37 make it worth their While:


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Likewise, you dont want to be overly generous or restrictive about compensation. State and

local chambers of commerce, employment bureaus and professional associations can help you

determine appropriate wages and benefits. Scanning descriptions of comparable jobs in the

classified ads and other employment publications will also provide clues about prevailing wage

rates.

0:38 Spread the Word:

How you advertise your job opening depends on who you want to attract. Some positions are as

easy to promote as posting a help wanted sign in your store window or placing an ad in your

local newspaper. For jobs requiring more specialized skills, consider targeted channels such as

trade magazines, on-line job banks and employment agencies (though these may require a fee).

And dont overlook sources such as friends, neighbors, suppliers customers and present

employees.

0:25 talk it Over:

Because you have clearly defined the role and requirements, you should have little difficulty

identifying candidates for interviews. Make sure you schedule them when you have ample time

to review the resume, prepare your questions and give the candidate your undivided attention.

After the interview, jot down any impressions or key points while theyre still fresh in your

mind. This will be a valuable reference when its time to make a decision.

0:12 Follow-up on Interviews:

You want to believe your candidates are being honest, but never assume. Contact references to

make sure youre getting the facts or to clear up any uncertainties. Professional background

checks are a wise investment for highly sensitive positions, or those that involve handling

substantial amounts of money and valuables.

0:03 youve found them; now keep them:

Now that youve hired ideal employees, make sure they stay with you by providing training and

professional development opportunities. The small business experts at SCORE can help you craft


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human resource policies and incentive plans that will ensure your company remains the small

business employer of choice.

The following are the type of tests taken:

1). Ability tests: -

Assist in determining how well an individual can perform tasks related to the job. An

excellent illustration of this is the typing tests given to a prospective employer for secretarial job.

Also called as ACHEIVEMENT TESTS. It is concerned with what one has accomplished.

When applicant claims to know something, an achievement test is taken to measure how well

they know it. Trade tests are the most common type of achievement test given. Questions have

been prepared and tested for such trades as asbestos worker, punch-press operators, electricians

and machinists. There are, of course, many unstandardised achievement tests given in industries,

such as typing or dictation tests for an applicant for a stenographic position.

2). Aptitude test: -

Aptitude tests measure whether an individuals has the capacity or latent ability to learn a

given job if given adequate training. The use of aptitude test is advisable when an applicant has

had little or no experience along the line of the job opening. Aptitudes tests help determine a

persons potential to learn in a given area. An example of such test is the general management

aptitude tests (GMAT), which many business students take prior to gaining admission to a

graduate business school programme.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any

number of specialized activities. They cover such areas clerical aptitude, numerical aptitude,

mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help

to detect positive negative points in a persons sensory or intellectual ability. They focus

attention on a particular type of talent such as learning or reasoning in respect of a particular

field of work.

Forms of aptitude test

Mental or intelligence tests:


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They measure the overall intellectual ability of a person and enable to know whether the

person has the mental ability to deal with certain problems.

Mechanical aptitude tests:

They measure the ability of a person to learn a particular type of mechanical work. These

tests helps to measure specialized technical knowledge and problem solving abilities if the

candidate. They are useful in selection of mechanics, maintenance workers, etc.

Psychomotor or skills tests:

They are those, which measure a persons ability to do a specific job. Such tests are

conducted in respect of semi- skilled and repetitive jobs such as packing, testing and inspection,

etc.

3). Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness),

numerical ability, memory and such other aspects can be measured.

The intelligence is probably the most widely administered standardized test in industry. It is

taken to judge numerical, skills, reasoning, memory and such other abilities.

4). Interest Test:

This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc.

such tests indicate which occupations are more in line with a persons interest. Such tests also

enable the company to provide vocational guidance to the selected candidates and even to the

existing employees.

These tests are used to measure an individuals activity preferences. These tests are particularly

useful for students considering many careers or employees deciding upon career changes.

5). Personality Test:

The importance of personality to job success is undeniable. Often an individual who possesses

the intelligence, aptitude and experience for certain has failed because of inability to get along

with and motivate other people.

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain,

etc. this test is very much essential on case of selection of sales force, public relation staff, etc.

where personality plays an important role.


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Personality tests are similar to interest tests in that they, also, involve a serious problem of

obtaining an honest answer.

6). Projective Test:

This test requires interpretation of problems or situations. For example, a photograph or a picturecan be shown to the candidates and they are asked to give their views, and opinions about the

picture.

7). General knowledge Test:

Now days G.K. Tests are very common to find general awareness of the candidates in the field of

sports, politics, world affairs, current affairs.

8). Perception Test:

At times perception tests can be conducted to find out beliefs, attitudes, and mental

sharpness.etc.

9). Graphology Test:

It is designed to analyze the handwriting of individual. It has been said that an individuals

handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the

idiosyncrasies and elements of balance and control. For example, big letters and emphasis on

capital letters indicate a tendency towards domination and competitiveness. A slant to the right,

moderate pressure and good legibility show leadership potential.

10). Polygraph Test:

Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the

applications. Department store, banks, treasury offices and jewelers shops, that is, those highly

vulnerable to theft or swindling may find polygraph tests useful.

11). Medical Test:

It reveals physical fitness of a candidate. With the development of technology, medical tests have

become diversified. Medical servicing helps measure and monitor a candidates physical

resilience upon exposure to hazardous chemicals.

OBJECTIVES OF RECRUITMENT PROCESS

Support the organization ability to acquire, retain and develop the best talent and skills. Determine present and future manpower requirements of the organization in coordination

with planning and job analysis activities.


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Obtain the number and quality of employees that can be selected in order to help theorganization to achieve its goals and objectives.

Create a pool of candidates so that the management can select the right candidate for theright job from this pool.

Attract and encourage more and more candidates to apply in the organization. Increase the pool of candidates at minimum cost. Acts as a link between the employers and the job seekers. Infuse fresh blood at all levels of the organization. Meet the organization's legal and social obligations regarding the composition of its

workforce.

Increase the effectiveness of various recruiting techniques.

Recruitment and selection are the two important HR activities which create and provide a well

networked employee infrastructure. To survive and flourish in highly competitive environment,

organizations have to recruit the right kind of people with requisite skills, qualification and

experience. While doing so they have to be sensitive to economic, social, political, and legal

factors within the country. To be effective, they need to tap all available sources of supply both

internal and external. The researcher made an earnest attempt to clear the fog surroundingrecruitment process.

A good recruitment policy should have organizational objectives, identify the recruitment needs,

preferred sources of recruitment, criteria of selection and preferences and monetary aspects.

In TVSICS the recruitment and selection are popularly known as RECRUITMENT PROCESS

which includes attracting and selecting eligible candidates by adopting the following steps:

1. Attracting candidates with the help of naukri.com

A. monster.comB.job portalsC. Employee referrals

2. Screening the candidates on the basis of the requirements and eligibility.

3. Short listing the candidates


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4. GD and Personal interview

5. Conducting the interview by the HR team.

6. Interview scores and panelists comments

7. Declaring the final results

8. Informing the selected candidates

9. Results of reference checks

10. Confirmation from selected candidates about their willingness to join.


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Statement of the problem:

A study conducted to Evaluate the process of recruitment in TVSICS and there by determine

present and future man power planning.

Sources of data:

Primary Source. Secondary Source.

Primary sources:

Primary sources are the sources from which the original data is collected. The first hand

information will be collected directly from the staff at various departments .

Tools of data collection for Primary data

Observation. Personal Interaction. Questionnaire.

Secondary sources:

Secondary sources are the sources from which the data are collected wit the help of journals,

magazines & news papers.

Objectives of the study:

To determine present and future manpower requirements of the organization

To undertake job analysis for different positions with the objective of determining theskill set requirement for each job.

To decipher the number and quality of employees required in order to help theorganization achieve its goals and objectives.


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To determine the attrition rate for the given financial year and to suggest recruitmentsources

Scope of the study:The study is focused towards the understanding of effectiveness of Recruitment process. This

study also provides a useful insight on the factors on which recruitment depends and the areas in

which the gap exists. Conducting this study has help to analyze the weak areas in this system as

practiced in the organization. These areas have been worked upon so as to improve the man

power planning.

This study is useful and can be applied to analyse the recruitment process of different

organizations as well as the level of satisfaction of the employees.

Methodology:

Description method has been adopted for studying the problem of the project. The relevant data

has been systematically analyzed and interpreted. The required information and data was

collected through following sources:

Company records

Reports Register Books

Sample Size:

Sample Size is an attempt of ways to understand the entire population without actually observing

every entity within it - by choosing and observing only a sample (a sub-set) of the full

population.

Sample Size: 56 Employees.

Sampling techniques:


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Sampling techniques is that part of statistical practice concerned with the selection of a subset of

individual observations within a population of individuals intended to yield some knowledge

about the population of concern, especially for the purposes of making predictions based on

statistical inference. Sampling techniques is an important aspect of data collection. Stratified

random sampling technique is used for the selection of samples.

Limitations of the study

Among the other things, following limitations are projected:

The study will b based on information provided by the employees which may be Limiteddue to personal bias.

The study wil be limited in its scope as it is being carried out in one branch of company.

Limited time frameshort duration of time is provided and thus the study may not beretailed, fully fledged in all the aspects.

The data collected from the employee are not precise due to the hierarchical fear. The views of the employee may differ from that of the other organization due to the

difference in work culture so as I have taken at most care to get the right output.


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TVS Interconnect Systems Limited

No 65/2, B Block, 6th Floor

Bagmane Laurel, Bagmane Tech Park,

CV Raman Nagar, Bangalore -560093

Email: [email protected]

Website:www.tvsics.com

The telecom industry is ever evolving and pace of change adds to existing complexities and need

to manage costs effectively. Telecom network operators and managers therefore need to avoid

distraction, and should focus on their core competencies to ensure success. We at TVSICS

understand this and our Telecom Services division helps network operators manage their

enabling infrastructure, applications and run outsourced operations for large organizations

smoothly.

TVSICS offer a comprehensive portfolio of Support Services and Remote InfrastructureManagement Services aligned to the business context of our Clients. Our support is tailored to

customer requirements and has the flexibility to implement and manage key projects that is part

of our ongoing operations. This provides our customers the bestallowing them to focus on

their core competencies and confident that their services are being well managed professionally

by a reliable organization.

INDUSTRY PROFILE
http://www.tvsics.com/http://www.tvsics.com/http://www.tvsics.com/http://www.tvsics.com/


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Our Telecom Services cover the entire array of services including Total Solutions Provider,

Telecom Integration, Operations & Maintenance, OSS-BSS, Networks, IT infrastructure,

Training, Applications and Business Processes.

TV SUNDRAM IYENGAR

FOUNDER OF TVS GROUP

The TVS Group traces its origins to a rural transport service, founded

in 1911 in Tamil Nadu, India. Today, this renowned business conglomerate

remains faithful to its core ideals of trust, values, service and ethics.

Today, there are over thirty companies in the TVS Group, employing more than 40,000 people

worldwide and with a turnover in excess of USD 4 billion.

With steady growth, expansion and diversification, TVS commands a strong presence in

manufacturing of two-wheelers, auto components and computer peripherals. We also have

COMPANY PROFILE


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vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and

insurance.

TVS started operations in the year 2000 with a single mission to offer world class

communications products and services. Today, it has established a name for itself as reliabletelecom products, services and networking solutions partner delivering and implementing

tomorrow's solutions today. TVSICS combines best-in-class offerings from global leaders with

insights into Indian requirements to provide compelling value propositions to its customers.

TVSICS is an ISO 9001:2000 certified company. Its products meet the rigorous standards set by

Telecommunication Engineering Centre (TEC), India for Telecommunication Industry.

TVS Interconnect Systems Ltd forms part of the TVS Group (established in 1911) having a

combined revenue of over US$ 5 billion and employing more than 25,000 people. The company

is headquartered in Bangalore and has marketing and project offices across major Indian cities.

TVSICS started with the manufacturing of value adding components such as electronic

connectors, RF connectors, cable assemblies, fiber optic products and other accessories for

telecommunication, consumer electronics and automobile industries.

The company has over the years expanded its product and service portfolio and transformeditself into providing solutions for the telecom industry and infrastructure projects. Today, they

supply a host of telecom products for outdoor and indoor use, services for setting up, operating

and maintaining telecom networks and networking solutions for infrastructure projects such as

airports, ports, metros, power plants and highways. We also provide technological solutions for

efficient management of buildings encompassing energy, security, temperature control,

automation as per customer requirements.

Our sister concern, TVS Net Technologies, offers high end data networking, information security

and storage solutions. This has enabled the group to offer a complete integrated comprehensive

solution on voice/data/video and wireless pan India and across industries. TVS Net offers a

single window approach towards turnkey solutions in broadband deployment, campus wide area


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network, enterprise LAN/WAN networking design, supplies, installation and maintenance of the

networks.

MANUFACTURING:

TVSICS has its manufacturing unit situated in Madurai 450kms from Bangalore and Chennai;

spread over 25 acres of land with two plants and administrative block.

The plants primarily provides manufacturing support to the core wireless, wired and networking

business by means of manufacture and value added service.

We manufacture wide range of telecom antennae, cables and accessories. We are the first Indian

company to brand its own RF cables, and the first in India to manufacture its own GSM / CDMA

antenna incorporating the best in class technology.

The manufacturing plant is supported by a strong technical skill set composed of Engineers and

Technicians at all levels.

TVS GROUP: Overview

Vision


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Statement:

" To provide innovative Best-in-Class products, Services and

Total Solutions in our chosen market. "

Mission Statement:

"To look ahead for meeting global standards for Telecom/IT services &

Total Solutions that delights customers & partners,

by involving and getting the best out of all the employees of the organization"

QUALITY:

Regardless of the field they work in, TVS companies are known for their unwavering

commitment to quality.

Most group companies have adopted Total Quality Management as a way of life. Robust

processes and stringent controls underlie every activity, delivering tangible benefits to all

stakeholders. While each company in the group has achieved significant milestones on its quality

path, five companies have won the coveted Deming Award instituted by the Union of Japanese

Scientists and Engineers

ETHICS:

The TVS Group's reputation for honest and reliable business conduct is one of its greatest assets.

Built by many people over many years, the group has a strong legacy of accountability, integrity

and transparency. Its commitment to competitive excellence is combined with absolute and

uncompromising integrity.

Similarly, responsibility towards society and the environment has always been a strong force at

the TVS Group. This is manifested in the form of diverse community partnerships. From schools


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and hospitals to initiatives for drinking water and electrification, companies contribute actively

to the development of the society in which their people live and work.

PEOPLE FOCUS:

The people that make up the TVS Group work in an environment of shared ideas, efforts and

responsibilities. The group's history, marked by long-standing relationships, is testimony to the

fact that people have found careers with it and not just jobs. Recognized for its excellent human

resource practices, the group addresses each individual's need to grow professionally and

personally. Strong emphases on employee welfare and systems for continuous training have

allowed different businesses to attract, retain and develop outstanding talent.

ANALYSIS AND INTERPRETATION OF DATA

Table-1

1. How the company would adopt to source candidates during recruitment process?

Particulars No of

respondents

Percentage

Employee

referral

28 50

Campus

recruitment

15 27

Advertising 02 4

Recruitment

agencies

10 17


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Job portals 1 2

Total 56 100

Analysis: from the above table it is clear that about 50percent of candidates are recruited through

employee referrals, 27percent through campus selection, 4percent through advertising,

17percent through recruitment agencies & 2 percent through job portals.

50

27

4

17

20

10

20

30

40

50

60

1 2 3 4 5 6 7 8 9 10

Chart Title

Percentage

Particulars

GRAPH-1


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Interpretation: from the above graph it is clear that more number of candidates are recruited

through employee referrals since there will be very less expenditure during recruitment process.

Table-2

2.

How about your satisfaction in the current company?

Particulars No of

respondents

Percentage

Good 30 54

Better 17 30

Not bad 06 11

Best 03 5


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Total 56 100

Analysis: from the above table it is clear that 54percent employees say that their current job is

good, 30percent say its better, 11percent say its not bad & 5percent say its the best job.

GRAPH-2


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Interpretation: from the above graph it is clear that the satisfaction level of more employees is

good, so the company has to take certain measures to satisfy all other employees as best and

reduce the attrition rate.

Table-3

3. How many stages are involved in selecting a candidate?

54

30

115

0

10

20

30

40

50

60

Good Better Not bad Best

Percentage

Percentage

Particulars No of

respondents

Percentage


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Analysis: from the above table it is clear that 41percent would say that there would be 4stages

in recruitment process, 27percent say 3stages and 32percent say there would be more stages

during recruitment process.

Three 15 27

Four 23 41

More 18 32

None 0 0

Total 56 100


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Interpretation: from the above graph it is clear that 41percent would say that there would be

4stages in recruitment process, 27percent say 3stages and 32percent say there would be more

stages during recruitment process.

Table-4

27

41

32

00

5

10

15

20

25

30

35

40

45

Three Four More None

Percentage

Percentage

GRAPH-3


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4. Do they use the following tests during the process of recruitment?

Particulars No of

respondents

Percentage

Written 0 0

Aptitude 0 0

Group

discussion

6 11

Personal

interview

23 41

Other tests 27 48

Total 56 100

Analysis: from the above table 11percent of employees say that group discussion is the test

during recruitment process, 41percent say personal interview and 48percent say other tests &

none say that they have written nor aptitude.


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Interpretation: from the above graph it is clear that the company people would prefer personal

interview and other tests. So its also good to have written and aptitude tests in order to test theirefficiency.

Table-5

0 0

11

41

48

0

10

20

30

40

50

60

Written Aptitude Group

discussion

Personal

interview

Other tests

Percentage

Percentage

GRAPH-4


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5. Apart from HR manager who all from other departments are required to get involved ininterviewing process?

Particulars No of

respondents

Percentage

Sales 0 0

Administration 30 54

finance 7 12

Others 19 34

Total 56 100

Analysis: from the above table it is clear that none of the persons from sales department will be

present during interviewing process, 54percent say that administration dept will be present,

12percent from finance, and 34percent from other departments.


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Interpretation: from the graph it is clear that more of administration department ie.54percent

will be present during interviewing process, 12percent from finance, and 34percent from otherdepartments.

0

54

12

34

0

10

20

30

40

50

60

Sales Administration finance Others

Percentage

Percentage

GRAPH-5


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Table-6

6. What is the average time spent by HR during Recruitment process?

Particulars No of

respondents

Percentage

10 min 0 0

10-20mins 15 27

20-30mins 23 41

More 18 32

Total 56 100

Analysis: in the above table is shown about the average time spent by hr during recruitment

process.27percent employees say that time spent would be between 10-20min, 41percent say

20-30min, & 32percent say its more than 30min.


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Interpretation: from the above graph its known that the time spent by HR team during

recruitment process is between 20-30 min. Its appropriate to suggest that the team may even

take more time to recruit right candidate at right time.

Table-7

0

27

41

32

0

5

10

15

20

25

30

35

40

45

10 min 10-20mins 20-30mins More

Percentage

Percentage

GRAPH-6


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7. What percentages of candidates leave within the period of less than 1-3months?

Particulars No of

respondents

Percentage

1-5 employees 27 48

5-10

employees

17 30

10-15

employees

5 10

None of them 7 12

Total 56 100

Analysis: the above table shows that 48percent of employees say that 1-5 employees may leave

the company between 1-3 months, 30percent say that 5-10 employees, 10percent say 10-15 &

12percent say that none of the employees leave the company between the given periods.

GRAPH-7


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Interpretation: from the graph it is clear that the attrition rate for 1-3 months is nearly equal to

50% for 1-5 employees, so the HR team should take appropriate measures to avoid those

drawbacks.

Table-8

48

30

10 12

0

10

20

30

40

50

60

1-5 employees 5-10

employees

10-15

employees

None of them

Percentage

Percentage


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8. What percentages of candidates leave within the period of less than 6-12months?

Particulars No of

respondents

Percentage

1-5 employees 0 11

5-10

employees

10 08

10-15

employees

13 23

15-20

employees

22 39

Moreemployees

11 19

Total 56 100

Analysis: the above table shows that 11percent of employees say that 1-5 employees may leave

the company between 6-12 months, 08percent say that 5-10 employees, 23 percent say 10-15 &

39percent say 15-20 employees & 19percent say that more of the employees leave the company

between the given periods.


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Interpretation: the graph clearly shows that about 39 percent of employees leave the company

between 6-12months. So it means attrition rate is more for the year ending. The company along

wit HR team should take measures to have long relation with existing employees and there by

reduce the attrition rate.

Table-9

118

23

39

19

0

5

10

15

20

25

30

35

40

45

1-5

employees

5-10

employees

10-15

employees

15-20

employees

More

employees

Percentage

Percentage

GRAPH-8


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9. Out of 100% recruitment that TVSICS did in the last fiscal year, determine which sourcegenerated more no of candidates?

Analysis: The above tables generating the source of candidates during recruitment process say

that 14percent is through advertising, 50percent through employee referrals, 23percent through

recruitment agencies & 13percent through job portals.

Particulars No ofrespondents

Percentage

Advertising 08 14

Employment

referral

28 50

Recruitment

agency

13 23

Job portals 7 13

Total 56 100

GRAPH-9


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Interpretation: from the above graph it is clear that 50 percent of employees are recruited

through employee referrals. They should also give importance to college recruitment so as to get

candidates with different talents and different attitude.

Table-10

14

50

23

13

0

10

20

30

40

50

60

Advertising Employment

referral

Recruitment

agency

Job portals

Percentage

Percentage


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10.Which is the biggest challenge that u face in the whole process of recruitment?

Particulars No of

respondents

Percentage

Group

discussion

06 11

Personal

interview

23 41

Aptitude test 06 11

All the above 21 37

Total 56 100

Analysis: from the above table 11percent employees say that group discussion is the biggest

challenge in the recruitment process, 41percent say personal interview, again 11percent say

aptitude test, and 37percent say all the above.


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Interpretation: from the above graph 11percent employees say that group discussion is the

biggest challenge in the recruitment process, 41percent say personal interview, again 11percent

say aptitude test, and 37percent say that the whole process is a challenging task.

Table-11

11.Do they do the Employment Eligibility verification?

11

41

11

37

0

5

10

15

20

25

30

35

40

45

Group

discussion

Personal

interview

Aptitude test All the above

Percentage

Percentage

GRAPH-10


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What kind of verifications they do?

Particulars No of

respondents

Percentage

Educational

qualification

20 36

Legal

background

check

22 40

Professional

background

9 16

Family

background

check

5 08

Total 56 100

Analysis: the above table showing employment eligibility verification, 36percent say

educational background is important, while 40percent say legal background check, 16percent say

professional background, and 08percent say family background.

GRAPH-11


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Interpretation: from the above graph it is clear that about 40percent of HR team would look for

legal background, 36percent for educational qualification, 16percent for professional

background & only 8percent for family background.

Table-12

12.Suppose you suddenly quiet your job, what will be your reasons for leaving?

3640

16

80

5

10

15

20

25

30

3540

45

Educational

qualification

Legal

background

check

Professional

background

Family

background

check

Percentage

Percentage


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Particulars No of

respondents

Percentage

Lack of career

development

14 25

Inadequate

compensation

14 25

Lack of

rewards &

recognitions

18 32

Lack of

opportunities

10 18

Total 56 100

Analysis: the above table showing the reasons for sudden quiet of their jobs. 25percent say that

the reason would be lack of career development, 25percent say because of inadequate

compensation, 32percent say lack of rewards and recognition & 18percent say lack of

opportunities.

GRAPH-12


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Interpretation: the above table showing the reasons for sudden quiet of their jobs. 25percent

say that the reason would be lack of career development, 25percent say because of inadequate

compensation, 32percent say lack of rewards and recognition & 18percent say lack of

opportunities.

Table-13

25 25

32

18

0

5

10

15

20

25

30

35

Lack of career

development

Inadequate

compensation

Lack of

rewards &

recognitions

Lack of

opportunities

Percentage

Percentage


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13.What were the reasons for you to leave your previous organization?

Particulars No of

respondents

Percentage

Inadequate

compensation

20 35

Dearth of job

challenges and

opportunity

18 32

Lack of work life

balance

3 07

Poor supervisory

relationship

15 26

Total 56 100

Analysis: above table showingthe reasons for leaving their previous organization. 35percent

say its because of inadequate compensation, 32percent say because of dearth of job challenges

& opportunities, 7percent say lack of work life balance and remaining 26percent say because of

poor supervision.


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Interpretation: above graph showingthe reasons for leaving their previous organization.

35percent say its because of inadequate compensation, 32percent say because of dearth of job

challenges & opportunities, 7percent say lack of work life balance and remaining 26percent say

because of poor supervision.

Table-14

3532

7

26

0

5

10

15

20

25

30

35

40

Inadequate

compensation

Dearth of job

challenges and

opportunity

Lack of work

life balance

Poor

supervisory

relationship

Percentage

Percentage

GRAPH-13


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14.How often do you review your career plans?

Particulars No of

respondents

Percentage

Every quarter 26 46

Half yearly 17 30

Annually 10 17

Never 3 07

Total 56 100

Analysis: table showing the review of career plans of different employees. 46percent of

employees would review their career plans every quarterly, 30percent of employees would

review every half yearly, 17percent of employees annually and 7percent of them never reviewtheir career plans.

GRAPH-14


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Interpretation: table showing the review of career plans of different employees. 46percent of

employees would review their career plans every quarterly, 30percent of employees would

review every half yearly, 17percent of employees annually and 7percent of them never review

their career plans. We suggest every employee to review their career plans half yearly.

Table-15

15.What would be the deciding factor when it comes to choosing your next employment?

46

30

17

70

5

10

15

20

25

30

35

40

45

50

Every quarter Half yearly Annually Never

Percentage

Percentage


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Particulars No of

respondents

Percentage

The brand

image of thecompany

15 26

The job

profile

19 34

The

prospectus of

career

development

5 08

Compensation

and benefits

offered

17 32

Total 56 100

Analysis: table showing the deciding factor when it comes to choosing next employment of an

employee. 26percent would look for the brand image of the company, 34percent would look for

job profile, 8 percent look for the prospectus of career development, and 32percent would look

for compensation and benefits offered.

GRAPH-15


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Interpretation: from the graph it is clear that the deciding factor when it comes to choosing next

employment of an employee. 26 percent would look for the brand image of the company,

34percent would look for job profile, 8percent look for the prospectus of career development,

and 32percent would look for compensation and benefits offered.

Findings:

26

34

8

32

0

5

10

15

20

25

30

35

40

The brand

image of the

company

The job profile The prospectus

of career

development

Compensation

and benefits

offered

Percentage

Percentage


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1. As per the analysis, recruitment in TVSICS is mainly by employee referrals & jobportals.

2. The attrition rate for the year ending is slightly more.3. HR team mainly focus on personal interview and group discussion during recruitment

process.

CALCULATION OF ATTRITION RATE

No of employees til date 100

Total no of employees

Suggestions:

1. As per the analysis, recruitment in TVSICS is mainly by employee referrals & jobportals. But its good for the company to go on college recruitment too, since they can

recruit new talents.

2.

Since the attrition rate is little higher for the annual year ending, the planning forrecruitment should be taken care & immediate replacements should be done during such

time.

3. The recruitment team should also conduct rounds like aptitude test & written tests to lookafter the efficiency of candidate in doing work.

Conclusion:

The human element of organization is the most crucial asset of an organization. Taking a closer

perspective -it is the very quality of this asset that sets an organization apart from the others, the

very element that brings the organizations vision into fruition.

Thus, one can grasp the strategic implications that the manpower of an organization has in

shaping the fortunes of an organization. This is where the complementary roles of Recruitment


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and Selection come in. The role of these aspects in the contemporary organization is a subject on

which the experts have pondered, deliberated and studied, considering the vital role that they

obviously play.

The essence of recruitment can be summed up as the philosophy of attracting as manyapplicants as possible for given jobs. The face value of this definition is what guided

recruitment activities in the past. These days, however, the emphasis is on aligning the

organizations objectives with that of the individuals. By making this a priority, an organization

safeguards its interests and standing. After all, a satisfied workforce is a stable workforce which

also ensures that an organization has credible and reliable performance. In a bid to underscore

this subtle point, the project examines the various processes and nuances one of the most critical

activities of an organization.

The end result of the recruitment process is essentially a pool of applicants. Next to recruitment,

the logical step in the HR process is the selection of qualified and competent people. As such,

this process concentrates on differentiating between applicants in order to identifyand hire-

those individuals whose abilities are consistent with the organizations requirements.

The reader will do well to note that the transition activities are not stringent. The activities

basically have one aim- to yield a perfect employee for the organization.

Nor are these activities typecast. Every organization tailors the processes keeping in mind the

nature of the organization, its needs and constraints.

In the end, this project endeavors to present a comprehensive picture ofAn evaluation of

Recruitmentprocess and hopes to enable the reader to appreciate the various intricacies

involved.


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BIBLIOGRAPHY

1. K Ashwathappa, (1997) Human Resource and Personnel Management, TataMcGraw- Hill 131-176

2. Chris Dukes, (2001) Recruiting the Right Staff3. John M. Ivancevich, Human Resource Management, Tata McGraw- Hill,

2004

WEB:

www.google .com

www.soople .com

www.tvsics.in

QUESTIONNAIRE

PERSONAL DATA

1. NAME:

2. AGE:

ANNEXTURE
http://www.google.co/http://www.soople.com/http://www.soople.com/http://www.soople.com/http://www.google.co/


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3. MARITAL STATUS---married/unmarried

4-WORK EXPERINCE--

5.CURRENT DESIGNATION--

6. EDUCATIONAL QUALIFICATION--

7. Contact no--

8. Email-id

1. How the company would adopt to source candidates during recruitment process?a. Employee referral

b. Campusrecruitment

c. advertising

d.Recruitmentagencies

e. Job portals

f. Other, please specify

2. How about your satisfaction in the current company?a. Good
http://hrmba.blogspot.com/2010/01/questionnaire-on-recruitment-proces

Tvc Ics Final-4

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