Vikalp Final Report (2)

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A SUMMER TRAINING REPORT

ON

“COMPERATIVE STUDY OF MUTUAL FUND IN INDIA “

Submitted in

Partial fulfillment of requirement for the award of degree of

“MASTER OF BUSINESS ADMNISTRATION”

Session (2011-2012)

DOON VALLEY INSTITUTE OF COMPUTER APPLICATION, KARNA

(APPROVED BY KURUKSHETRA UNIVERSITY, KURUKSHETRA)

SUBMITTED

SUMIT BANS

ROLL NO 1210

UNIVERSITY ROLL NO. …….……

M.B.A. 3RD

SE

SUBMITTED TO:

KURUKSHETRA UNIVERSITY

KURUKSHETRA



ACKNOWLEDGMENT



ACKNOWLEDGEMENT

I take this opportunity to express my appreciation to all those, with whom I work

interacted and whose insides and thoughts help me in furthering my knowledge

completion of my project report.

After having completed this Training, I'd been a bit perplexed as to how to con

my gratitude to all those who have helped me in reaching this stage, especially

guides.

I am extremely thankful to ‘MR. NITIN SAXENA (Branch Manager, gurgaon)

MR. RAVINDER KUMAR (Team Leader, Gurgaon Branch), MR.BISHNU

PRASAD (personal finance executive) Dr. G.S Sharma (Director sir), Mrs. Mon

Sharma(HOD-MBA) all faculty of MBA Department for the guidance and informal

discussion, which were a beacon light for me in the entire duration of this work and wh

helped me overcoming the barrier in reaching this stage.

SUMIT BAN



DECLARATION

I,SUMIT BANSAL here declarer that the project entitled COMPERATIVE STUDY OF

MUTUAL FUND IN INDIA assigned to me by KARVY STOCK BROKING PVT. LTD.

GURGAON during my summer training for the fulfillment of M.B.A. degree from the Do

Valley Institute of Computer Application, Karnal ,Kurukshetra University,

Kurukshetra . This work done by me and the information provided in the study is

authentic to the best of my knowledge.

This study has not been submitted to any other instruction or university for the award o

any other degree.

SUMIT BANS



PREFACE



PREFACE

Practical training constitutes an integral part of the management studies. Training g

an opportunity to the students to expose themselves to the industrial environment w

is quite different from the classroom technique. The practical knowledge is an impo

suffix to the theoretical knowledge.

One cannot rely merely upon theoretical knowledge. It has to be coupled with practica

it to be fruitful. Classroom lectures make the fundamental concepts of management c

but not their application in actual practice.

The classroom learning needs realities of practical situations. The training also ena

the management students to see the working conditions under which they have to wo

future. It thus enables the students to undergo those experiences which will help th

later when they join any organization.

In order to achieve the whole hearted cooperation of the employees, it is importan

raise their moral and make then self sufficient, effective and efficient. So,

organization needs to provide its workers with basic and extra knowledge to improve t

skills while, side by side, improving their personalities.

As a part of curriculum of MBA, I was assigned to study & prepare a re

on COMPERATIVE STUDY OF MUTUAL FUND IN INDIA assigned to me by KA

STOCK BROKING PVT. LTD. GURGAO while undergoing practical training in

factory.

During the training, I understood how KARVY GROUP increases

efficiency & effectiveness of its workers by imparting safety, health and good wor

environment to them and developing them in all respects.



Table of Contents

S. No. Chapter’s Name Page No.

1 Introduction of the

project

2 Objectives of study

3 Industrial profile

4 Company profile

5 Study of the

recruitment and

selection

6 Research

Methodology

7 Data analysis &

Interpretation

8 Findings

9 Conclusion

10 Limitations

11 Suggestions

12 Bibliography

13 Questioner



INTRODUCTION



INTRODUCTION

The recruitment and selection process aims to appoint the most suitable person for

job. This procedure will apply to all non-medical staffing appointments (perman

temporary and should be read in conjunction with the Equal Opportunities Policy and

Share Policy. South Tees Hospitals NHS Trust reaffirms its commitment to provid

equal opportunities in employment practice. The implementation of this policy will

discriminate directly or indirectly on the grounds of gender, ethnic or national ori

disability, age, religion, culture, sexual orientation, marital status or caring responsibili

trade union membership. This procedure should be read in conjunction with

recruitment guide to good practice.

1. VACANCY REVIEW

When a vacancy arises, the work of the Division/Directorate should be examine

determine whether it is necessary to fill the vacancy. If a decision is taken to fill

vacancy, each Division/Directorate should ensure compliance with its respec

recruitment protocol. The authority to fill the post to ensure funding is available should

granted by Chief of Service/Divisional Manager for the post. If it is a new post, or cha

to establishment, the source of funding must be identified.

2. RECRUITMENT AND SELECTION- RECRUITMENT PREPARATION

The appointing manager will have to complete the Recruitment Preparation Quest

and send the advert, job description and person specification to the Recruitm

Department electronically.

2.1 Job Description (Outline of Tasks and Responsibility)

If the job description is redrafted it must be re-evaluated before being advertised.

recruitment decisions will be made using job descriptions and person specificat

based on objective job related criteria.Policies&Procedures Policy No. October 2000

2.2 Person specification (Skills, Experience, Behaviors, Knowledge Required to

Undertake the Post)

A person specification should be drafted, with assistance from the HR Departme

necessary. Guidance notes are available in the Recruitment Guide to Good Practice.



An advertisement should be submitted to the Recruitment Department electronically.

advertising budget is held by the HR Manager and the decision where to place

advertisement rests with the HR Department in consultation with the mana

Advertisements cannot be accepted without a job description and person specifica

.Copy adverts, job descriptions, preparation questions –

Available in the Recruitment Guide to Good Practice, person specifications

application forms will be issued and returned to the Recruitment Department to be h

until the closing date.

The Recruitment Department will also undertake Equal Opportunities monitoring. Info

enquiries from applicants will be directed to the appropriate manager.

All vacancies will be advertised widely to ensure open competition and not in such a

as to exclude minority or disadvantaged groups through the use of discrimina

Language, age limits or listing non-essential selection criteria.

2.4 Short listing

The recruitment and preparation questions will have established the date for comple

of short listing, which should be drawn up according to the person specification

should be undertaken by all panel members. Unless the advertisement stated that

shortlisted candidates would be notified, candidates who have not been shortlisted sh

now be notified and reasons for not short listing should be made.

All panel members should be fully aware of Equal Opportunities legislation and h

undertaken relevant Equal Opportunities training.

Prospective employees will not be required to have a standard of English language hig

than is necessary to do the job safely and effectively. Policies Procedures Policy No

October 2000.

2.5 Interviews

All managers involved in Recruitment and Selection must have received appropr

Equal Opportunities training. The panel will meet as necessary before the interview

decide upon the range and format of the interview.

Interviews will be organized by the HR Department including informing candida

booking medicals, obtaining references, arranging testing, assessors, etc. The

Department will provide details of key conditions of service (salary, leave entitlement e



Department will provide details of key conditions of service (salary, leave entitlement e

within one day of the interview to the successful candidate. All offers should be m

subject to a satisfactory medical, reference, police and DoH clearance. Unsucces

candidates after interview should be notified after the post has been accepted, within

day of the interview. The Recruitment Department must receive the Post Interview F

and pink copy of the ‘A’ form for the successful candidate one day after the interview.

Copies of interview documents should be kept for 4 months and then destroyed.

documents should include reasons for short listing, interview decisions, reason

selection/rejection and selection criteria used.

2.6 Contract

As soon as a satisfactory medical result are received, the Recruitment Department

issue an appointment letter, giving details, written terms and conditions of employm

code of conduct, an information pack and details of the Trust induction programmed.

A personal file will be established by the Recruitment Department and sent to

appropriate manager once the signed contract is received.

2.7 Commencement of Employment

The appointing manager will complete the remainder of the ‘A’ form (New Sta

details)with the new starter (including all relevant financial codes).



THE OBJECTIVES OF

THE STUDY



OBJECTIVES OF THE STUDY ARE

1. Knowledge enhancement about the recruitment & selection process

2. To do competence mapping.

3. To analyze the need of HR personnel in the development of organization.

4. How to give specification for the job.

5. To search proper candidate for proper job requirement.

6. To satisfy the need of both candidate and organization.



COMPANY PROFILE



RECRUITMENT

&

SELECTION



RECRUITMENT & SELECTION

The human resource is the most important assets of an organization. The succes

failure of an organization is largely dependent on the caliber of the people wor

therein. Without positive and creative contributions from people, organizations canprogress and prosper. In order to achieve the goals of an organization, there

organization needs employees with requisite skills, qualifications and experience. W

doing so, we have to keep the present as well as the future requirements of

organization in mind.

Most employees recognize the fact that their staff is their greatest asset, and the rig

recruitment and selection process are vital in ensuring that the new employee becomeffective in shortest time. The success of an organization depends on having the rig

number of staff, with right skills and abilities. Organizations may have a dedicated

personnel/human resource function overseeing the process, or they may develop the

responsibilities to line managers and supervisors. Many people may be involved, and

should be aware of the responsibilities of good practice. Even in large organizations w

a specialist personnel department it is essential to involve others in the task of

recruitment & selection.



RECRUITMENT

Recruitment is the process of locating and encouraging potential applicants to apply

existing or anticipated job openings. It is actually a linking function, joining together th

with jobs to fill and those seeking jobs. Recruitment, logically, aims at

1)Attracting a large number of qualified applicants who are ready to take up the job i

offered and

2)Offering enough information for unqualified persons to self-select themselves out

(For Example -: The recruitment ad of a foreign bank may invite applications f

chartered accountants who have cleared the CA examination in the first attempt only)

Edwin B Flippo defined recruitment as “process of searching for prospec

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



Objectives of Recruitment

1. To attract people with multi-dimensional skills and experiences that suits the pre

and future organizational strategies.

2. To induct outsiders with a new perspective to lead the company.

3. To infuse fresh blood at all levels of the organization.

4. To develop an organizational culture that attracts competent people to the company

5. To search or head hunt people whose skills fit the company’s values.

6. To devise methodologies for assessing psychological traits,

7. To seek out non-conventional development grounds of talent,

8. To search for talent globally and not just within the company.

9. To design entry pay that competes on quality but not on quantum,

10. To anticipate and find people for positions that does not exist yet.



RECRUITMENT: Matching the Need of Applicants and Organizations

Potential needs for employee

Organization need for high internal application suitable

Quality employees



Sub-systems of Recruitment

The recruitment consists of the following sub-functions:

1. Finding out and developing the sources where the required number and kin

employees will be available.

2. Developing suitable techniques to attract the desirable candidates.

3. Employing the techniques to attract candidates.

4. Stimulating as many candidates as possible and asking them to apply for

irrespective of number of candidates required.



Management is responsible for producing the human resource plan, senior managem

for supporting it. Implementation is likely to be most effective if it carries the support of

workforce, normally achieved through consultation with trade union or other emplo

representatives.

Producing a human resource plan involves:

• forecasting staffing requirements against business objectives

• assessing the available supply of people to meet those requirements

• Matching available supply against forecast demand .

Management has to attract more candidates in order to increase selection ratio

number of applications per one job vacancy)in order to select the most suit

candidates out of the total candidates. Recruitment is positive as it aims at increasing

number of applicants and selection is somewhat negative as it selects the suit

candidates in which process the unsuitable are automatically eliminated. Though,

function of recruitment seems to be easy, a number of factors make performanc

recruitment a complex one.

Political

Environment

Factors Affecting Recruitment

Economic

Environment

Social

Environment

Technological

Environment

Legal

Environment



Economic Environment:

Economic conditions quietly influence the recruitment process in

organisations.Liberalisation, Privatisation and Globalization (LPG era) have contribute

the growing demand for management graduates possessing fund-raising,

management, and marketing skills initially. Companies have to resort to exten

advertising (newspaper ad, campus hiring, search firms, employee referrals etc)

recruiting people with requisite skills. However by late 90s, the rules of the game chan

dramatically. Recession in sectors such as software, automobiles, and pharmaceut

etc.Has forced companies to cut down recruitment costs drastically by resorting to

expensive media advertising only. In early 2000, once again, created great demand

people having engineering, research &design skills.Recruiters, not surprisingly, are b

in the arena in a big way, exploiting the opportunities through various means.

Social Environment:

Major social changes in the past two decades have caused organizations to p

increased emphasis on recruitment. Modern employees look for a satisfying carrieplace of “just a job”. If the opportunities for carrier growth are missing in an organisa

they don’t hesitate to leave and go in search of greener pastures outside. If

organization is not aware of-and is insensitive to – prevailing social values and norms

recruitment efforts could go back off the track.

Technological Environment:

New technologies create new jobs. The existing jobs undergo a rapid change. As a resometimes applicants with unusual combinations of skills and knowledge must be fou

After liberalization program several old jobs have disappeared. At the same time, the

chronic shortage of people with requisite skills and knowledge especially in the field

software,telecommunication,insurance,etc.In such a scenario, companies have to ste

their recruitment efforts to compete successfully for the small number of suit

candidates available in the market.



Political Environment:

In the late 80s,’equal employment opportunity’ had become a major slogan in corpo

circles. Companies realized that employment needs must be defined in terms of abilit

perform the job, not in terms of race, colour, sex or national origin. Phrases such as “

men need apply”; and “age 25-35 group preferred” no longer appeared in

advertisement for job vacancies. Factors such as influence of unions, recommendat

of friends and relatives of management also play an important role in influen

recruitment policies followed by a firm.

Legal Environment:

The different legislative policies governing child labour,night shift work, bon

labour,contract labour,reservation, ‘sons of soil’ have brought the legal environment to

a major item to be looked into carefully by all companies intending to recruit people

various positions.



SOURCES OF RECRUITMENT :

Internal Sources:

Persons who are already working in an organization constitute the internal source

Retrenched employees, retired employees, and dependent of deceased employees.

External Sources:

External sources lie outside an organisation.Ex – Employees working in ano

organisation,Job aspirants registered with employment exchanges, Students f

educational institutions,Reffered candidates, Unsolicited applicants/walk ins.

Sources of

Internal External



METHODS OF RECRUITMENT:

INTERNAL METHODS

1) Promotion & Transfer :

Promotion involves movement of an employee from a lower level position to a higher l

accompanied by changes in duties, responsibilities, status and value. Transfer invo

lateral movement within the same grade from one job to another by change in duties

Methods of

In internal

methods

memeMethod

s

Direct Indirect Third Party

Internal

Methods

Promotions

Job Posting

Employee Referrals



lateral movement within the same grade from one job to another by change in duties

greater scope to experiment with their careers, kindly ambitions and motivating them

take a shot at something they might otherwise never has considered. This system wo

best for young executives who are willing to take risks.

2) Job posting:

In this method, the organization publicizes job openings on bulletin boards, electrmedia and similar outlates.The advantage of this method is that it offers a chanc

highly qualified applicants working within the company to look for growth opportun

within the company without looking for greener pastures outside.

3) Employee Referrals:

Employee Referrals means using personal contact to locate job opportunities. It

recommendation from a current employee regarding a job applicant. The logic behind

is that “it takes one to know one”.

DIRECT METHODS

Campus Recruitment:

It is a method of recruiting by visiting and participating in college campuses and

placement centres.Advantage of this method include :the placement centers helps lo

applicants and provides resumes to organizations; applicants can be prescree

applicants will not have to be lured away from a current job and lower sa

expectations. On the negative front, this method means hiring people with little or no w

experience. The organizations will have to offer some kinds of training to the applica

almost immediately after hiring.

Direct Methods Campus Recruitment



INDIRECT METHOD

Advertising:

These include advertisement in newspaper; trade, professional and technical journ

radio and television; etc.This method is appropriate when a) the organization intend

reach a large target group and b) the organization wants a fairly good number of talen

people – who are geographically spread out. The variety of advertisement available

company is Newspapers ads, television and radio ads.

THIRD PARTY METHODS

1) Private Employment Search Firms:

A Search firm is a private employment agency that maintains computerized list

qualified applicants and supplies these to employers willing to hire people from the lis

a fee. Private search firms have much plus point to their credit. They have many cont

and are especially good at contacting qualified, currently employed candidates who

not actively looking to change jobs. They can keep the firms name confidential till the

is struck. They can advertise vacancies on their own,pre-screen hundreds of applic

Indirect

Methods

Advertising

Third Party

Private Search Firms

Internet Recruiting

Unsolicited



and identify the right candidates in a highly professional way. On the negative side,

fees charged by search firms could be very high.

2) Employment Exchanges:

As a statutory requirement, companies are also expected to notify(wherever

Employment Exchanges Act,1959,applies) their vacancies through the respe

Employment Exchanges, created all over India for helping unemployed youth, displa

persons,ex- military personnel, physically handicapped,etc.As per the Act, all emplo

are supposed to notify the vacancies arising in their establishments from time to tim

with certain exemptions – to the prescribed employment exchanges before they are fil

3) Gate Hiring and Contractors:

Gate Hiring (where job seekers, generally blue collar employees, present themselve

the factory gate and offer their services on a daily basis),hiring through contrac

recruiting through word - of – mouth publicity are still in use – despite the m

possibilities for their misuse – in the small scale sector in India.

4) Unsolicited Applicants/Walk-ins:

Companies generally receive unsolicited applications from job seekers at various po

of time. Such applications are generally kept in a data bank and whenever a suita

vacancy arises, the would intimate the candidate to apply through a formal channel.

important problem with this method is that the job seekers generally apply to a numbe

organizations and when they are actually needed by the organisation,either they

already employed in other organizations or simply not interested in the position.

5) Internet Recruiting:

In recent years most companies has developed their own website a list job openings o

The website offers a fast, convenient and cost effective means for job applicant

submit their resumes through the Internet. There are a variety of websites avail

where applicants can submit their resumes and potential employers can check

qualified applicants. Some websites are -: www.jobsahead.com, www. Assessm

centres,Role plays & Team exercises

Assessment centers are often used by large organizations making senior manageme'fast-stream' graduate appointments. Exercises, sole and

http://www.jobsahead.com/

http://www.jobsahead.com/



Group, may take place over a few days, normally in a residential setting. The individ

may also be required to make presentations and to take part in role-plays or team eve

Making Decision

Decide whom to employ as soon as possible after the interview/test/assessment. Use

structured scoring system helps here, particularly one that is based on the applica

competencies, and helps avoid the pitfalls of stereotyping, making snap judgments,

'mirror-image' effects (that is, a subconscious subjectivity - looking for similaritie

oneself in the candidate). Structured scoring allows the organization to weight so

elements or competencies if desired, and to compare a candidate's score with the

specification 'ideal' score - although care must be taken when considering the results

a high overall score doesn't mask a low score in a crucial area.

Write up notes immediately after the interview - recording relevant answers and de

This is not only for the decision-making process but also to provide feedback to

candidate if requested. Bear in mind the provisions of the Data Protection Act 19

which will enable the candidate to ask to see interview notes where they form part

'set' of information about the candidate - for instance, the application form, referen

received and so on, or the full personnel file if the candidate is already working for

organization. Be aware also that your reasons for appointing or not appointing a partic

candidate may be challenged under discrimination legislation.

Inform all the applicants of the outcome as soon as possible, whether successfu

unsuccessful. Keep in touch if the decision is delayed.

Try to give positive feedback to unsuccessful candidates on any aspects they c

reasonably improve for future success. It is sensible to maintain a favorable view of

organization among the applicants - there may be future job vacancies for which t

would be suitable and for which you would wish them to apply. Failure to get one job d

not necessarily mean unsuitability for other jobs with the organization. You may wan

keep CVs or applications on file for future matching. Also bear in mind that applicants

their families may be your customers as well as potential employees, so it ma

business sense to treat them fairly and courteously.

References and checking



State on the application form when any references will be sought, and do not approa

current employer unless the candidate has given express permission. If references

sought, they will be most effective if you include a job description with the request,

structured, relevant questions that will enable you to gain accurate further informa

about the candidate's abilities. Do not ask for personal information or for conjecture ab

the applicant. Remember too that completing a reference takes time and pro

consideration, so only seek such references if you believe they are necessary

appropriate. A simple form confirming dates of employment, capacity and particular s

may be satisfactory.

The holding of particular qualifications, training or licenses may be important to the

and it is reasonable to ask candidates for proof. If checks on such qualifications are to

made, it is good employment practice to make sure the applicant knows, and that co

of any relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is often the case

references are taken up at shortlist or offer stage, and the candidate may be aske

bring documentary evidence of qualifications to the interview. Job offers are someti

made 'subject to satisfactory references being received', but this is not advisable.

referee may simply fail to provide any kind of reference. There is no legal requiremen

do so.

Or a referee may wrongly indicate the applicant is unsuitable, in which case if the off

withdrawn on those grounds, the organization could face legal action by the applic

The organization needs a policy of what to do in circumstances such as the non-supp

a reference - an initial 'probationary' period might be an acceptable way of proceeding



RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND SELECTION

Once the required number and kind of human resources are determined,

management has to find the places where required human resources are or wil

available and also find the means of attracting them towards the organization be

selecting suitable candidates for jobs. All this process is generally known as recruitme

Some people use the term ‘recruitment’ for employment. These two are not one and

same. Recruitment is only one of the steps in the entire employment process. So

others use the term recruitment for selection. These two terms are not one and the sa

either.

Technically speaking the function of recruitment precedes the selection function a

includes only finding, developing the sources of prospective employees and attrac

them to apply for jobs in an organization, whereas the selection is the process of fin

out the most suitable candidate to the

Job out of the candidates attracted. Formal definition of recruitment would give clear

idea about the function of recruitment.

Recruitment vs. employment : Building Employer Brand Equity

In these days of a full-blown talent war, building your company’s brand image as

employer is extremely crucial. But companies often give very little importance to w

seem to be inconsequential issues to their top managers who are usually comple

focused only on the top line and the bottom line at the exclusion of other crucial iss

This article takes a look at some common mistakes.

A joke despite being a joke can help us focus on a very significant issue that can mak

mar a company’s brand equity in the talent market. Provided by a management friend

me share it with you:

Once upon a time a highly successful Human Resources manager met with an accid

and died. Her soul arrived in heaven where she was received at the gates by St Peter

http://www.citeman.com/recruitment-vs-employment




“Welcome to Heaven,” he said. “Before you get settled in though, we have a sm

problem. You see, strangely enough, we’ve never once had a Human Resou

Manager make it this far and we’re not really sure what to do with you.”

“No problem, just let me in,” said the woman.

“Well, I’d like to, but I have higher orders. What we’re going to

is let you have a day in Hell and a day in Heaven and then you can choose which

one you want to spend an eternity in.”

“Actually, I think I’ve made up my mind, I prefer to stay in Heaven,” said the woman.

“Sorry, we have rules…

And with that St Peters put the executive in an elevator and it went down-down-dow

hell.

The doors opened and she found herself stepping out onto the putting green

beautiful golf course. In the distance was a country club and standing in front of her w

all her friends – fellow executives that she had worked with and they were well dresse

evening gowns and cheering for her. They ran up and kissed her on both cheeks

they talked about old times. They played an excellent round of golf and at night wenthe country club where she enjoyed an excellent steak and lobster dinner.

She met the Devil who was actually a really nice guy (kind of cute) and she had a g

time telling jokes and dancing. She was having such a good time that before she kne

it was time to leave. Everybody shook her hand and waved goodbye as she got on

elevator.

The elevator went up-up-up and opened back up at the gates of heaven and foundPeters waiting for her.

“Now it’s time to spend a day in heaven,” he said. So she spent the next 24 ho

lounging around on clouds and playing the harp and singing. She had a great time

before she knew it her 24 hours were up and St Peters came and got her.

“So, you’ve spent a day in hell and you’ve spent a day in heaven. Now you must cho

your eternity.” The woman paused for a second and then replied, ‘Well, I never though

say this, I mean, Heaven has been really great and all, but I think I



y y g

Had a better time in Hell.”

So St Peters escorted her to the elevator and again she w

down-down-down back to Hell. When the doors of the elevator opened she found her

standing in a desolate wasteland covered in garbage and filth. She saw her friends w

dressed in rags and were picking up the garbage and pu

it in sacks.

The Devil came up to her and put his arm around her.

“I don’t understand,” stammered the woman, “yesterday I was here and there was a

course and a country club and we ate lobster and we danced and had a great time. N

all there is a wasteland of garbage and all my friends look miserable.”

The Devil looked at her smiled and said “Yesterday we were recruiting you, today yo

an employee.”

The moral of the story: never make the mistake of giving a bloated and rosy pictur

your company while recruiting. Let the prospective new recruit know exactly what

store for him or her in terms of working conditions, leave rules, any fine print in

compensation package or employee contract document, canteen and refreshm

facilities, appearance policies if any, any other standard rules or procedures that may

specific to your particular industry especially in case the new recruit is coming f

another industry, etc.

In short, try to give the new recruit as much of a complete idea as possible about the

organization that she/he is joining. It is also often a good idea to take the new re

around the office to show her/him the exact workplace where she will be assigned –

particular cubicle or office area where she will sit and the colleagues she will have aro

her.

Many companies abroad do this as a standard policy to ensure that the employee

feel comfortable and be productive right from the day she/he joins.

You will be surprised to find out how much of an impact that such an approach can h

on both the attrition and retention rates as well as on your company’s brand equity a

employer



employer

Ultimately, HR is all about human relations. Never neglect that in all your work, espec

when recruiting – usually a time when you as a HR manager will get the best opportu

to make the first impression as an employer on a new employee.

Importance of Good Recruitment & Selection

Recruiting people who are wrong for the organization can lead to increased l

turnover, increased costs for the organization, and lowering of morale in the exis

workforce. Such people are likely to be discontented, unlikely to give of their best,

end up leaving voluntarily or involuntarily when their unsuitability becomes evident. T

will not offer the flexibility and commitment that many organizations seek. Managers

supervisors will have to spend extra time on further recruitment exercises, when wh

needed in the first place is a systematic process to assess the role to be filled, and

type of skills and abilities needed to fill it.

Most recruitment systems will be simple, with stages that can be followed as a rou

whenever there is a vacancy to be filled, and which can be monitored and adapted in

light of experience.

This booklet describes the main features of such systems, and other relaissues. Systems should be:

• efficient - cost effective in methods and sources

• effective - producing enough suitable candidates without excess and ensuring

identification of the best fitted for the job and the organization

• Fair - ensuring that right through the process decisions are made on merit alon

headhunters.com, www.naukri.com, www.monsterindia.com, www.timesjobs.com.

The Recruitment Process

A vacancy presents an opportunity to consider restructuring, or to reassess

requirements of the job. This assessment is valid whether it is to fill an existing job new one. Ask questions such as:

http://www.naukri.com/

http://www.monsterindia.com/

http://www.timesjobs.com/

http://www.naukri.com/

http://www.monsterindia.com/

http://www.timesjobs.com/



• Have work patterns, new technology or new products altered the job?

• Are there any changes anticipated which will require different, more flexible s

from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job

how it fits into the rest of the organization or department. Exit interviews, or consulta

with the current job-holder and colleagues may well produce good ideas about us

changes. Writing a good job description or job specification helps in the proces

analyzing the needs of the job.



Job Description /Job Specification :

This should detail the purpose, tasks and responsibilities of the job. A good

description should include:

• Main purpose of the job - try to describe this in one sentence

• Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machin

'calculating', instead of vaguer terms like 'dealing with', 'in charge of'

• Scope of the job - expanding on the main tasks and the importance of the

Job importance can be indicated by giving information such as the numbe

people to be supervised, the degree of precision required and the value of

materials and equipment used.

A good job description is useful for all jobs. It can help with induction and trainin

provides the basis for drawing up a person specification - a profile of the skills

aptitudes considered essential and desirable in the job-holder. It enables prospec

applicants to assess themselves for the job and provides a benchmark for jud

achievements.

Persons Specification

Drawing up the person specification allows the organization to profile the ideal perso

fill the job. It is very important that the skills, aptitudes and knowledge included in

specification are related precisely to the needs of the job; if they are inflated beyond th

necessary for effective job performance, the risk is that someone will be employed on

basis of false hopes and aspirations, and both the employer and employee will end

disappointed in each other.

Another good reason not to set unnecessary requirements is to avoid any possibilit

discrimination against particular groups of potential applicants. The very proces

writing a job and person specification should help the employer to develop and implem

a policy of equal opportunity in the recruitment and selection of employees.

Factors to consider when drawing up the specification include:

• skills, knowledge, aptitudes directly related to the job



• the competencies necessary

• education and training but only so far as is necessary for satisfactory

performance, unless the person is being recruited on the basis of future pote

(e.g. graduate trainees), when a higher level of education may be specified

any criteria relating to personal qualities or circumstances which must be essential

directly related to the job, and must be applied equally to all groups irrespective of a

sex, race, age, nationality, creed, disability, membership or non-membership of a tr

union. To do otherwise is potentially discriminatory

Application forms

Application forms can help the recruitment process by providing necessary and rele

information about the applicant and their skills . The design of the form needs to

realistic and straightforward, appropriate to the level of the job. Using application fo

has the following advantages:

Comparing like with like is easier. CVs can be time-consuming and may

provide the information required.

they provide the basis for an initial sift(filter), and then for the interview

the standard of completion can be a guide to the candidate's suitabilitwriting and presentation skills are essential to the job; however, be aware o

possibility of disability discrimination

They provide a record of qualifications, abilities and experience as stated

the applicant.

Care also needs to be taken over some less positive aspectsapplication forms:

• There is a temptation to use application forms to try to extract too m

information, e.g. motives, values and personality characteristics. The form sh

concentrate on the experience, knowledge and competencies needed for the jo

• Some people may dislike filling in forms and so be put off applying for the

Some very experienced people may find the form inadequate, whilst those

little in the way of qualifications or experience may be intimidated by large emspaces on the form



• Application forms add another stage, and therefore more time, to the recruitm

process. Some candidates may be lost if they can obtain work elsewhere m

quickly

• Application forms may inadvertently be discriminatory. For instance, to requi

form to be filled out 'in your own handwriting', where written English is not relev

to the job, may discriminate against those for whom English is not their

language, or who may not have well-developed literacy skills.

Any information such as title (marital status), ethnic origin or date of birth requested

monitoring purposes (e.g. for compliance with the legal requirements and code

practice on race, sex, disability and age discrimination) should be clearly shown to be

this purpose only, and should be on a separate sheet or tear-off section. Such informa

need only be provided on a voluntary basis. Medical information should also be obta

separately and kept separate from the application form.

Complexity of the Function of Recruitment

Performing the function of recruitment i.e. increasing the selection ratio is not as easy

it seems to be. This is because of the hurdles created by the internal factors and exte

factors which influence an organization. The first activity of recruitment i.e. searching

prospective employees is affected by many factors like

1. Organizational policy regarding filling up of certain percentage of vacancies by inte

candidates.

2. Local candidates (sons of soil).

3. Influence of trade unions;

4. Government regulations regarding reservations of certain number of vacancie

candidates based on community/region/ caste/ sex.



The other activity of recruitment is consequently affected by internal factors such as:

1. Working conditions;

2. Promotional opportunities;

3. Salary levels, type and extent of benefits;

4. Other personnel policies and practices;

5. Image of the organization;

6. Ability and skill of the management to stimulate the candidates.

It is also affected by External factors like:

1. Personnel policies working conditions, salary, benefits, employee relations etc.,

2. Career opportunities in other organizations;

3. Government regulations.



SELECTION

To select means to choose. Selection is the process of picking individuals who h

relevant qualifications to fill jobs in an organization. The basic purpose is to choose

individual who can most successfully perform the job, from the pool of qua

candidates.

Steps in Selection Process

Hiring Decision

Ste 8Reference Checks

Step 7Medical Examination

Selection Interview

Selection Tests

Application Blank

Screening Interview

Reception



Selecting the best candidate

Whatever form the applications take, there may be a need to sift them before moving

to the interview stage. Such a sift serves to match the applicants as closely as possib

the job and person specification and to produce a shortlist of people to interview. To a

any possibility of bias, such sifting should be undertaken by two or more people, a

should involve the direct line manager/supervisor as well as personnel. The sifting st

can also help the organization by providing feedback on the advertising process and

suitability of the application form. It can also identify people who might be us

elsewhere in the organization. If references or medicals are to be taken up before

invitation to interview stage, it should be made clear on the application form/informa

pack sent to the applicant.

If your organization believes that pre-employment health screening is necessary,

must make sure it is carried out in a non-discriminatory way: for instance, do not si

out disabled people for medical assessment. If a report from any individual's docto

sought, then permission must be given by the individual, and they have the right to

the report (Access to Medical Reports Act 1988).

The candidates who best match the specifications may then be invited for interview.

invitation letter should tell candidates that they should advise the organization in adva

if any particular arrangements need to be made to accommodate them on arriva

during the interview; for instance, ramp access or lighting levels. The invitation le

should also clearly state whether the organization will pay the candidate's reason

travel expenses for the interview.



Who Makes The Decision?

In some companies there will be a personnel or human resource specialist who

undertake most of the sifting and short listing. It is very important that the

manager/supervisor for the job also be involved, both at the job and person specifica

stage and at the interview stage. The final selection will thus normally be a joint decis

except in those very small companies where only a line manager/supervisor is avail

to do the recruitment of staff.

Gaining the commitment of the immediate manager/supervisor by involving them in

selection process can be vital to ensuring that the new employee is settled success

into the organization. It may be useful both for the candidates to see the environme

which they would be working, and, if they are to be part of a team, for the current te

members to meet the candidate.

There is a variety of methods available to help in the selection process - includ

interviews, tests (practical or psychometric), assessment centers, role plays and t

exercises, to name a few. Usually a range of methods will be used by the organiza

depending on the type of job to be filled, the skills of the recruiter and the budget

recruitment.

Selection Techniques

Interview:

Most jobs are filled through interviews. The interview has two main purposes - to find

if the candidate is suitable for the job, and to give the candidate information about the

and the organization. Every candidate should be offered the same opportunities to

the best presentation of them, to demonstrate their suitability and to ask questions of

interviewer.

A structured interview designed to discover all relevant information and assess

competencies of the applicant is an efficient method of focusing on the match betw

job and candidate. It also means that there is a consistent form to the intervi

particularly important if there are a number of candidates to be seen.



Unstructured interviews are very poor for recruiting the right person. The struct

interview is most likely to be effective in obtaining specific information against a se

clearly defined criteria. However, not every manager is skilled at interviewing, and

not be able to judge efficiently the applicant's skills and competencies. Ideally

interviewers should receive training, including the equal opportunities aspects

recruitment and the relevant legislation.

Interviews need not be formal. The length and style of the interview will relate to the

and the organization. Some vacancies may call for a formal interview panel, some f

less formal, one-to-one interview. The interviewer(s) should consider the job and

candidates when deciding on the nature of the interview.

The interviewer should prepare by:

• reading the application form, job and person specifications to identify areas w

need further exploration or clarification

• Planning the questions. In some interviews it is appropriate to ask only one or

questions to encourage the candidate to talk at length on certain subjects

others it may be better to ask a series of short questions on several different ar

If there is more than one interviewer, different people can cover different tope.g. job

• Knowledge, training, qualifications. Do not ask for personal information or vi

irrelevant to the job. Do not ask potentially discriminatory questions such as

you planning to have children in the next few years?'

• Being ready for the candidates' questions, and trying to anticipate what additio

information they may seek.

Conducting the interview

Conduct the interview in an environment that will allow candidates to give of their b

Arrange for there to be no interruptions, divert telephone calls, welcome the candidate

and show them cloakroom facilities, etc.

If possible, let the candidate have a brief tour of the place of work. This is particuuseful in the case of people new to the job market (school-leavers, returning men



also prove valuable in offering an additional opportunity to assess the candida

interaction with possible colleagues.

Consider whether any adjustments need to be made to accommodate an interviewee

has indicated a disability on the application form - it is easy to overlook sim

adjustments that may be reasonable to make:

• candidates with hearing impairment may not only need to be able to clearly see

interviewer as they are talking, but may need communication support if they

not to be placed at a disadvantage

• Is there an alternative to steps for access to the building? Can the interview t

place elsewhere, where access might be easier for someone with a phy

disability?

It is common that both interviewer and candidate are nervous. Thorough preparation

help both of you. Be careful not to fill silences by talking too much - the aim of

interview is to draw information from the candidate to decide if they would suit the

The candidate should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to relax and give of t

best in what is, after all, a somewhat unnatural setting. It is important to keep

conversation flowing, and the introductions and initial 'scene-setting' can help all pa

settle to the interview.

Practical Tests

If the job involves practical skills, it may be appropriate to test for ability before or at

time of interview. This is generally acceptable for manual and word processing skills,

less useful for clerical and administrative posts. Telephone skills are increasingl

demand, and candidates for telesales/call centre work will almost invariably be aske

undertake a practical test. Any tests must, however, be free of bias and related to

necessary requirements of the job. Consideration in giving any tests must include

objectives of such a test, the efficiency of the method selected, the numbers

candidates (and vacancies), the costs and benefits of such a method.



Psychometric and psychological tests including biodata

There are numerous tests commercially available which can assist in measuring asp

of personality and intelligence such as reasoning, problem solving, decision mak

interpersonal skills and confidence. Although many large organizations have used tfor a number of years, they are not widely

Used, and some tests are considered controversial - for instance, those that ass

personality. Any organization considering the use of psychometric or psychological t

should refer to the guides available, and make sure they have the need, skills

resources necessary.

Tests should never be used in isolation, or as the sole selection technique. Whe

decision is made solely on the automatic processing of personal data, an applicant

require, under the Data Protection Act 1998, that the organization reconsiders

rejection or make a new decision on another basis.

Biodata (short for biographical data), is a questionnaire format with multiple ch

answers. The questions are of a biographical nature and answers are scored accordin

the scoring key developed by the employer. In general biodata is successfully used

by really large employers, who have a large throughput of applicants . Use of biodata,

other tests, needs careful control to avoid any possibility of discrimination or invasio

privacy.

Think carefully before using any test - is it actually necessary for the requirements of

job? Is the test relevant to the person/job specification? What is the company policy a

using tests, storing results and giving feedback to the candidate? Marking criteria mus

objective, and the record sheets should be retained in accordance with the D

Protection legislation.

Assessment centres,Role plays & Team exercises

Assessment centers are often used by large organizations making senior manageme

'fast-stream' graduate appointments. Exercises, sole and

Group, may take place over a few days, normally in a residential setting. The individmay also be required to make presentations and to take part in role-plays or team eve



Making Decision

Decide whom to employ as soon as possible after the interview/test/assessment. Use

structured scoring system helps here, particularly one that is based on the applica

competencies, and helps avoid the pitfalls of stereotyping, making snap judgments,

'mirror-image' effects (that is, a subconscious subjectivity - looking for similaritie

oneself in the candidate). Structured scoring allows the organization to weight so

elements or competencies if desired, and to compare a candidate's score with the

specification 'ideal' score - although care must be taken when considering the results

a high overall score doesn't mask a low score in a crucial area.

Write up notes immediately after the interview - recording relevant answers and de

This is not only for the decision-making process but also to provide feedback to

candidate if requested. Bear in mind the provisions of the Data Protection Act 19

which will enable the candidate to ask to see interview notes where they form part

'set' of information about the candidate - for instance, the application form, referen

received and so on, or the full personnel file if the candidate is already working for

organization. Be aware also that your reasons for appointing or not appointing a partic

candidate may be challenged under discrimination legislation.

Inform all the applicants of the outcome as soon as possible, whether successfu

unsuccessful. Keep in touch if the decision is delayed.

Try to give positive feedback to unsuccessful candidates on any aspects they c

reasonably improve for future success. It is sensible to maintain a favorable view of

organization among the applicants - there may be future job vacancies for which t

would be suitable and for which you would wish them to apply. Failure to get one job d

not necessarily mean unsuitability for other jobs with the organization. You may wan

keep CVs or applications on file for future matching. Also bear in mind that applicants

their families may be your customers as well as potential employees, so it ma

business sense to treat them fairly and courteously.



State on the application form when any references will be sought, and do not approa

current employer unless the candidate has given express permission. If references

sought, they will be most effective if you include a job description with the request,

structured, relevant questions that will enable you to gain accurate further informa

about the candidate's abilities. Do not ask for personal information or for conjecture ab

the applicant. Remember too that completing a reference takes time and pro

consideration, so only seek such references if you believe they are necessary

appropriate. A simple form confirming dates of employment, capacity and particular s

may be satisfactory.

The holding of particular qualifications, training or licenses may be important to the

and it is reasonable to ask candidates for proof. If checks on such qualifications are to

made, it is good employment practice to make sure the applicant knows, and that co

of any relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is often the case

references are taken up at shortlist or offer stage, and the candidate may be aske

bring documentary evidence of qualifications to the interview. Job offers are someti

made 'subject to satisfactory references being received', but this is not advisable.

referee may simply fail to provide any kind of reference. There is no legal requiremen

do so.

Or a referee may wrongly indicate the applicant is unsuitable, in which case if the off

withdrawn on those grounds, the organization could face legal action by the applic

The organization needs a policy of what to do in circumstances such as the non-supp

a reference - an initial 'probationary' period might be an acceptable way of proceeding



RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND SELECTION

Once the required number and kind of human resources are determined,

management has to find the places where required human resources are or wil

available and also find the means of attracting them towards the organization be

selecting suitable candidates for jobs. All this process is generally known as recruitme

Some people use the term ‘recruitment’ for employment. These two are not one and

same. Recruitment is only one of the steps in the entire employment process. So

others use the term recruitment for selection. These two terms are not one and the sa

either.

Technically speaking the function of recruitment precedes the selection function a

includes only finding, developing the sources of prospective employees and attrac

them to apply for jobs in an organization, whereas the selection is the process of fin

out the most suitable candidate to the

Job out of the candidates attracted. Formal definition of recruitment would give clear

idea about the function of recruitment.

Recruitment vs. employment: Building Employer Brand Equity

In these days of a full-blown talent war, building your company’s brand image as

employer is extremely crucial. But companies often give very little importance to w

seem to be inconsequential issues to their top managers who are usually comple

focused only on the top line and the bottom line at the exclusion of other crucial iss

This article takes a look at some common mistakes.

A joke despite being a joke can help us focus on a very significant issue that can mak

mar a company’s brand equity in the talent market. Provided by a management friend

me share it with you:

Once upon a time a highly successful Human Resources manager met with an accid

and died. Her soul arrived in heaven where she was received at the gates by St Peter

“Welcome to Heaven,” he said. “Before you get settled in though, we have a sm

problem. You see, strangely enough, we’ve never once had a Human Resou





p , g y g ,

“No problem, just let me in,” said the woman.

“Well, I’d like to, but I have higher orders. What we’re going to

is let you have a day in Hell and a day in Heaven and then you can choose which

one you want to spend an eternity in.”

“Actually, I think I’ve made up my mind, I prefer to stay in Heaven,” said the woman.

“Sorry, we have rules…

And with that St Peters put the executive in an elevator and it went down-down-dow

hell.

The doors opened and she found herself stepping out onto the putting green

beautiful golf course. In the distance was a country club and standing in front of her w

all her friends – fellow executives that she had worked with and they were well dresse

evening gowns and cheering for her. They ran up and kissed her on both cheeks

they talked about old times. They played an excellent round of golf and at night wen

the country club where she enjoyed an excellent steak and lobster dinner.

She met the Devil who was actually a really nice guy (kind of cute) and she had a g

time telling jokes and dancing. She was having such a good time that before she kneit was time to leave. Everybody shook her hand and waved goodbye as she got on

elevator.

The elevator went up-up-up and opened back up at the gates of heaven and found

Peters waiting for her.

“Now it’s time to spend a day in heaven,” he said. So she spent the next 24 ho

lounging around on clouds and playing the harp and singing. She had a great time before she knew it her 24 hours were up and St Peters came and got her.

“So, you’ve spent a day in hell and you’ve spent a day in heaven. Now you must cho

your eternity.” The woman paused for a second and then replied, ‘Well, I never though

say this, I mean, Heaven has been really great and all, but I think I

Had a better time in Hell.”

So St Peters escorted her to the elevator and again she w



dressed in rags and were picking up the garbage and pu

it in sacks.

The Devil came up to her and put his arm around her.

“I don’t understand,” stammered the woman, “yesterday I was here and there was a

course and a country club and we ate lobster and we danced and had a great time. N

all there is a wasteland of garbage and all my friends look miserable.”

The Devil looked at her smiled and said “Yesterday we were recruiting you, today yo

an employee.”

The moral of the story: never make the mistake of giving a bloated and rosy pictur

your company while recruiting. Let the prospective new recruit know exactly what

store for him or her in terms of working conditions, leave rules, any fine print in

compensation package or employee contract document, canteen and refreshm

facilities, appearance policies if any, any other standard rules or procedures that may

specific to your particular industry especially in case the new recruit is coming f

another industry, etc.

In short, try to give the new recruit as much of a complete idea as possible about the

organization that she/he is joining. It is also often a good idea to take the new re

around the office to show her/him the exact workplace where she will be assigned –

particular cubicle or office area where she will sit and the colleagues she will have aro

her.

Many companies abroad do this as a standard policy to ensure that the employee

feel comfortable and be productive right from the day she/he joins.

You will be surprised to find out how much of an impact that such an approach can h

on both the attrition and retention rates as well as on your company’s brand equity a

employer.

Ultimately, HR is all about human relations. Never neglect that in all your work, espec

when recruiting – usually a time when you as a HR manager will get the best opportu

to make the first impression as an employer on a new employee.



Importance of Good Recruitment & Selection

Recruiting people who are wrong for the organization can lead to increased l

turnover, increased costs for the organization, and lowering of morale in the exis

workforce. Such people are likely to be discontented, unlikely to give of their best,

end up leaving voluntarily or involuntarily when their unsuitability becomes evident. T

will not offer the flexibility and commitment that many organizations seek. Managers

supervisors will have to spend extra time on further recruitment exercises, when wh

needed in the first place is a systematic process to assess the role to be filled, and

type of skills and abilities needed to fill it.

Most recruitment systems will be simple, with stages that can be followed as a rou

whenever there is a vacancy to be filled, and which can be monitored and adapted in

light of experience.

This booklet describes the main features of such systems, and other rela

issues. Systems should be:

• efficient - cost effective in methods and sources

• effective - producing enough suitable candidates without excess and ensuring

identification of the best fitted for the job and the organization

• Fair - ensuring that right through the process decisions are made on merit alon



RESEARCH

METHODOLOGY



RESEARCH METHODOLOGY

Research is common refers to search for knowledge. It is the pursuit of truth with the h

of study, observation, composition and experiment. Research methodology i

systematic way to solve the research problems. It helps in studying the various steps

are adopted by the researcher to study the research problems along with the l

behind the It describe mail what must be done, how will be done. What data wil

needed and how the data will be analyzed.

Definition of research

Research is defined as a scientific and systematic search for pertinent informa

on a specific topic. Research is an art of scientific investigation. research is a system

effort to gain new knowledge.

Objective of the study:

1. To gain insights regarding one of the responsibility of HR manager towards

employee and organization to achieve the desire goals.

2. To study the various strategy adopted by HR manager to recruit the candidate.

Research design:

In a stratified random sample, the population is first divided into relatively intern

homogeneous groups, or strata, from which random samples are drawn .

stratification results in a greater representativeness.

Research Design used was:

•

Exploratory• Descriptive

(1) Explorative Research Design:

Population size: population size taken was 400.

Sampling unit: sampling unit was Karnal.

Sample size: sample size was 100.

Sampling Method: Sampling method used for study was simple random

sampling



Sampling Unit:

The unit refers to the definitions of the particular person who is to be survey. In

study the unit is a large shoes manufactured company that is liberty shoes ltd.

Data Collection

Data Sources: (I) Secondary Data through Internet

(ii) Primary Data through Questionnaire

(iii) Contact Method

(iv) Personal Interaction

Data collection

Primary data collection

Questionnaire consists of a number of questions printed in a definite order on a form.

free from the bias of the interviewer.

Questionnaire: This device is appropriate for this project as this project emphasizes

the working procedure of the people in the organization, more over it is free from the

of the interviewer as answers are in respondent’s own words.

Primary Second

Primary

data

Questionnair

e



of the interviewer as answers are in respondent s own words.

Respondents have adequate time to give well thought answers. Respondents, who

not easily approachable, can also be reaching conveniently. Large samples can be m

use of and thus the results can be made more reliable and dependable.

Secondary data collection-

Reference books, Internet, journals, reports, records statistics and other source

published information.

DATA PRESENTATION AND ANALYSIS:

1. Bar graphs

2. Pie Diagrams

3. Doughnuts

Secondary

data

Books

Newspap

Brochures



DATA ANALYSIS

&

INTERPRETATION



Data analysis and interpretation

Q1.What is the main sources of recruitment?

Responses No. of Respondents(%)

Internal sources 33.33

External Sources 66.67

Total 100%

0

10

20

30

40

50

60

70

No. of Respondents (%)

Internal sources

External Sources

Total

Interpretation

According to the survey major source of recruitment in organizations is External Sour

Recruitment from internal sources33.33% & from external sources66.7%



Q2 Importance is given to succession planning recruiting & selecting employee

Responses No. of Respondents (%)

Strongly agree 29.17

Agree 39.16

Undecided 10

Disagree 16.67

Strongly disagree 5

Total 100%

0

5

10

15

20

25

30

35

40


Strongly agree

Agree

Undecided

Disagree

Strongly disagree

Total

Interpretation

Majority of the employees agrees that succession planning is given due importance.

outcomes are strongly agree29.17%, agree39.16%, undecided10%, disagree16.6

strongly disagree5.



3. Proper recruitment and selection (Right person at right place) has an impact oemployee performance.

Responses No. of Respondents

(%)Strongly agree 48.34

Agree 13.33

Undecided 13.33

Disagree 12.5

Strongly disagree 12.5

Total 100%

0

5

10

15

20

25

30

35

40

4550


Strongly agree

Agree

Undecided

Disagree

Stronglydisagree

Total

Interpretation:

The outcomes are strongly agree48.33%, agree13.33%, undecided13.33%, disagree12.25%, strongly disagree12.25%.



Q4 Techniques used for recruiting employees.

Responses No. of Respondents (%)

Promotions 50

Transfers 8.33Present Employees 41.67

Total 100%

0

5

10

15

20

25

30

35

40

45

50


Promotions

Transfers

PresentEmployees

Total

Interpretation:

The techniques are used for recruiting are promotions50%, transfers41.67%, present

employees8.33.

.



5) The recruitment through employee referrals method is right?

Yes No Some extent Large extent

20% 20% 40% 20%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Yes No Some

extent

Large

extent

Interpretation

According to survey 20% are agree and 20% are disagree with recruitment through

employee referrals method, 40% are some extent and 20% are large extant with

recruitment through employee referrals method.



6) What do you think to be recruited equally means to be selected?

YES NO

0% 100%

0%

20%

40%

60%

80%

100%

YES NO

Interpretation

According to survey 0% are agree and 100% are disagree with recruited equally mean

to selected.



7) The most reliable & valid tests for selection are

Attitude Intelligence Personality Performance10% 30% 0% 60%

0%

10%

20%

30%

40%

50%

60%

Attitude Personality

Interpretation

According to survey most reliable & valid tests for selection are, 10% are agree with

attitude, 30% with intelligence and 0% with personality, 60% with performance.



8) Do you think that selection of an individual through a consultant’s recruitmen

a win-win situation for both organizations & the selected one?

YES NO

100% 0%

0%

10%

20%

30%

40%50%

60%

70%

80%

90%

100%

YES NO

Interpretation

According to survey 100% are agree , 0% are disagree with selection of an indivi

through a consultant’s recruitment is a win-win situation for both organizations &

selected one.



SUMMARY OF FINDINGS

According to the research most of the employees are happy with t

working hours and only few workers

Most of the respondent is not satisfied with their job related environment

The organization work towards the employee welfare and most of

employees are satisfied it.

The organization gives such benefits to their employees. Majority of

employees of this organization are satisfied. With their salary.

Most of the employees agreed that they are better placed.

The company have an internal recruitment & selection department, the

employees were in favors of the answer,

Most of the employees were in favors of the decisions taken by recruitm

& selection committee.

Most of the employees are in favors that their company plays fair justic

everyone.

Majority of the respondents says that their company has a fair recruitme

selection policy

Most of the employee says that they find recruitment & selection policy a

their expectations.



CONCLUSION

It was found that recruitment is not just to fill a position of an organization.

Recruitment is very complex function. It is not as simple as people think about i

It 100% matches the needs of applicants & organizations.’

Recruitment helps in providing satisfying carrier in place of “Just a Job”.

There are various methods of recruitment and employee referral is one of t

but people are not satisfied from it up to large extent as it may create partia

biasness.

Recruitment is totally different from selection. It is not necessary that if any on

recruited then he is selected for that position.

Selection process is series of steps. It comprises various steps.

The most reliable & valid tests for selections on the basis of performance.

Selection of an individual through a consultant’s recruitment is a win-win situa

for both organizations & the selected one.

Good recruitment and selection affects the organization. Good recruitment

decrease labour turnover, decrease costs for the organization, and incre

morale in the existing workforce.



LIMITATIONS OF THESTUDY



Limitations of the STUDY

Time is the real factor which affects the study i.e. the time duration of eight we

for the project work is very short span of time to conduct effective study.

Some departments are remaining untouched to this exercise. Hence it does

bring complete picture of organization’s competence level.

Employees need expectation and behavior very from one person to anot

During survey some employees show keen interest in topic and give their vi

and on the other hand some employees don’t show any interest and

wholeheartedly in my survey.

Scarcity of needful printed documents on the topic.

All the employees and officers were found very busy in their working hours.

Many a times my guide and others executives were not available in their s

because they were busy in their allied work so as a researcher I have to visit m

a times to meet them and discuss on my topic.

The questionnaire being objective type could not have provided much opportu

for employees to give much ideas and suggestions.



RECOMENDATIONS &

SUGGESTIONS



RECOMMENDATIONS & SUGGESTIONS

As we know that nothing is perfect in itself, it always needs something every time

from the above discussion, there are some suggestions and recommendations that ar

be made during recruitment & selection process. So following are the s

recommendations that should be done These are:

The candidate who is recruited should be offered enough information regarding

position & his all curiosities should be cleared.

If campus recruiting is used then HR Department should ensure that recruiters

knowledgeable concerning the jobs that are to be filled.

The recruiter must be professionally trained.

During selection interview, stress interview and time taking interviews should

used.

Panel interview is the best among all selection interviewed and it should be use

Biasness should be avoided during selection



BIBLIOGRAPHY

Books

Aswathappa, Human resource and Personnel Management, Tata Mc Grew. Edition

Third.

Memoria C.B. Human resource Management, Himalaya publication, Edition- third.

Chabra.T.N Human resource Management, Sultan and Sons ,Edition –forth.

Journals

Industry journal

Websites

www.hrsolutionsinc.com

www.Rockman Industry.com

www.managementissues,com

www.google.com

www.humanlinks.co

http://www.google.com/

http://www.humanlinks.co/

http://www.google.com/

http://www.humanlinks.co/



Annexure



QUESTIONNAIRE

1) Is Recruitment a mere vacancy – filling function?

A) Yes

b) No

2) According to you what kind of function the recruitment is?

A) Simple

b) Little bit complex

c) Complex

3) Is it true to say that recruitment matches the needs of applicants &

organizations?

A) Yes

b) No

4) Does recruitment provides a satisfying carrier in place of “Just a Job” ?

A) Yes

b) No

C) To some extent

D) to large extent



5) The recruitment through employee referrals method is right?

A) Yes

b) No

c) Some extent

D) Large extent

6) What do you think to be recruited equally means to be selected?

A) Yes

b) No

7) According to you Selection is

A) Simple & Straight method

B) A series of hurdles

c) A series of steps

8) The most reliable & valid tests for selection are

A) Attitude test

b) Intelligence test

c) Personality test

d) Performance test



9) Do you think that selection of an individual through a consultant’s recruitment

is a win-win situation for both organizations & the selected one.

A) Yes

b) No

10) How do good Recruitment & Selection affects the organization?

Ans - ………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

………………………………………………………………………………………………………

Vikalp Final Report (2)

Documents

Transcript of Vikalp Final Report (2)