SUMMER TRAINING REPORT

ON
RECRUITMENT & SELECTION
IN

Submitted in year 2012-13 in partial fulfillment of

Bachelor of Business Administration (BBA), 5th Semester,
Maharshi Dayanand University, Rohtak

Under the guidance of: -

Submitted by:-

Ms. Payal Sharma

Bhawna Singh

Lecturer

MBA, 5th Sem

(B.B.A. Deptt.)

6886
Reg. No. 10-DCF-4322

DAV Centenary College, MDU

1

Declaration

I, the undersigned, hereby declare that the project report entitled, Recruitment &
Selection in Force Motors submitted by me to Maharshi Dayanand University in
partial fulfillment of the requirement for the award of degree of Bachelor of Business
Administration, is my original work and the conclusions drawn therein are based on
the material collected by myself.
The Report submitted is my own work and has not been duplicated from any other
source. I take the responsibility of the authenticity of the information.

Place: Faridabad
Date:

(Bhawna Singh)

Preface
This project has been prepared in partial fulfillment of the requirement for the BBA
programme, 5th Semester.
The rationale behind this project is to study the HR basics & their role in
organization. For this purpose, I worked as a trainee for a period of six weeks in
Force Motors & prepared this report on Recruitment & Selection. It has been a
privilege to get training in Force Motors, one of the largest organizations in
automotive sector.
I believe that this report will provide a comprehensive view of the dynamic
Functioning of HR Department in the organization.

(Bhawna Singh)

Acknowledgement

I am pleased to record my gratitude and sincere thanks to Ms. Payal Sharma

Lecturer (BBA Deptt.), DAV College Faridabad for his sincere guidance and valuable
assistance for completing this report.
I would like to express my sincere thanks to Mr. Satish Ahuja Principal DAV College
Faridabad for giving this opportunity.
I am also indebted to my parents and friends for their support for completing this
project successfully.

(Bhawna Singh)

Index
1 Review of Company
2 Review of Literature
3 Research & Methodology

Objectives of Study
Scope
Research design
Data Collection
Sample Size
Limitations

4 Data Analysis
5. Conclusion
6. Suggestions
7. Annexure
Job Requisition Template
Interview Response Form
Bibliography

Review Of The
Company

Force Motors

Welcome to Force Motors

Five decades ago, Force Motors started production of the HANSEAT 3-Wheelers in
collaboration with Vidal & Sohn Tempo Werke Germany and went on to establish a
strong presence in the Light Commercial Vehicles (LCV) field with the
MATADOR, the proverbial LCV in India. Through the 80s and 90s, especially in the
last 10 years with a major product development effort, Force Motors has introduced
new Light Commercial Vehicles, a new family of Utility Vehicles, new state-of-theart Tractors, and a new range of heavy commercial vehicles in collaboration with
MAN Nutzfahrzeuge AG of Germany.

Force Motors Today

A fully vertically integrated and complete automobile company - concentrating on
satisfying customer needs with high quality, high utility and high technology products
through superior product design, production engineering, hi-tech manufacturing and
innovative marketing.
The word 'Force' to us is not just the product of 'mass' and 'acceleration'. It reflects
our values of ethical business, our strength in technology, in manufacturing and our
energy in product development. It is also the binding force in our close and mutually
beneficial relations with our customers, dealers, suppliers and business associates.
Force is the dynamism with which we venture into our future supported by the array
of Technical Collaborations and Business Alliances with world leaders like MAN,
Daimler Chrysler.

Manufacturing Facilities
The famous 'Mercedes' OM-616 engine made under license has been further
developed with Force Motors's own R & D and with assistance from M/s. Ricardo of
UK & M/s. AVL of Austria, to create a large and modern facility of IDI, Direct
injection, turbo / intercooled and Tractor Engines. The critical components such as
cylinder blocks and precision cylinder heads etc, are made in Force Motors' own
Foundry. These are machined using elaborate and modern mass production methods both Transfer lines and Computer Numerical Controlled (CNC) flexible machining
systems. Mercedes standard precision and durability is built into the reliable and
modern engines.

Press Shop

Traveller Body Welding

Traveller Assembly Line

Engine Assembly

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Elaborate quality control and detailed testing is carried out for each engine - using
latest equipment. The G1-18 Gearbox of Mercedes design is among the smoothest
and most reliable transmission in its class. The latest machinery & process
technologies are used for manufacture of the gears, shafts and housings. The Drive
train comprising of the Gearbox, Axles and Propeller Shafts are precision
manufactured in house. Force Motors uses special alloys with high Molybedenum
content to make gears with extra strength for added reliability. The gears are not only
hobbed & shaved, but finished using a special high precision 'Honing' process - to
generate super smooth surfaces and exacting precision - to Mercedes standard.
Each Gear pair is individually matched & checked for noise. The exacting assembly
and testing procedure for the Gearbox assures life long trouble free operation. (In
1999 Force Motors Exported 2000 gearboxes of G1-18 design to Mercedes Benz
Germany, for use on Mercedes vehicles in Europe)

Overseas Presence
Force Motors is a highly flexible, vertically integrated automotive company that can
cater to all types of markets, including niche markets, by providing customized
'Country Specific' modifications. Force Motors has a formidable product range in all
segments, be it small commercial vehicles, multi utility vehicles, light commercial
vehicles, agricultural tractors and heavy commercial vehicles. Over the last five
decades it has partnered with leading global automotive names like Daimler, ZF,
Ricardo, Bosch and MAN and through these associations developed necessary
expertise in house for design / development / manufacture of automobiles, sub systems, components and aggregates. We export our complete range of world class
products to various countries in Middle East, Asia Latin America and Africa.

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12

BOARD OF DIRECTORS

DESIGNATION

Mr. Abhay Firodia

Chairman

Mr. Prasan Firodia

Managing Director

Mr. S. N. Inamdar

Director

Mr. Pratap G. Pawar

Director

Mrs. Anita Ramachandran

Director

Mr. S. Padmanabhan

Director

Mr. L. Lakshman

Director

Mr. Arun Seth

Director

Mr. Sudhir Mehta

Director

Mr. Vinay Kothari

Director

Mr. Atul Chordia

Director

Mr. S. A. Gundecha

Director

Mr. R. B. Bhandari

Director

13

ORGANISATON CHART

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Force Motors is an Indian manufacturer of three wheelers multi-utility and

crosscountry vehicles, light commercial vehicles, tractors, buses and now heavy
commercial vehicles. It was originally named Firodia Tempo Ltd. and later afte
partial acquisition by Bajaj Auto as Bajaj Tempo Ltd.
The company was founded in 1958 by N.K.Firodia. Abhay N. Firodia is the Chairman
and PrasanFirodia is Managing Director.
Force Motors started production of the Hanseat three-wheeler in collaboration with
German Vidal &Sohn Tempo Werke and went on to establish a presence in the light
commercial vehicles field with the Matador, the proverbial LCV (light commercial
vehicle) in India. Through the 1980s and 1990s, and especially in the last five years
with a major product development effort, Force Motors has introduced new light
commercial vehicles, a facelifted series of Tempo Trax utility vehicles, new state-ofthe-art tractors, and a new range of three-wheelers.
The company which mainly operates in commercial vehicle segment, entered into
Personal Vehicle segment on 19/08/2011 and launched its first SUV named ForceOne.AmitabhBachhan, the Indian film industry icon, is the Brand Ambassador for this
product.
The company manufactures trucks at Pithampur, the industrial hub of Madhya
Pradesh in Indore in a joint venture, Man Force Trucks Pvt. Ltd, with MAN AG of
Germany. MAN Force trucks are exported overseas to countries such as Sri Lanka,
Indonesia, and certain African nations; markets where a low selling price is essential.
The JV was dissolved as on March 2012 with Force Motors having sold and
transferred remaining 50% of Man Force shares to MAN AG for Rs 10 per share
Tractors are built under the Balwan and Ox, (formerly Tempo Ox), brands.

15

Review Of The
Literature

16

INTRODUCTION TO RECRUITMENT
People are integral part of any organization today. No organization can run without its
human resources. In todays highly complex and competitive situation, choice of right
person at the right place has far reaching implications for an organizations
functioning. Employee well selected and well placed would not only contribute to the
efficient running of the organization but offer significant potential for future
replacement. This hiring is an important function. The process of hiring begins with
human resource planning (HRP) which helps to determine the number and type of
people on organization needs. Job analysis and job design enables to specify the task
and duties of hobs and qualification expected from prospective job HRP, job analysis,
hob design helps to identify the kind of people required in an organization and hence
hiring. It should be noted that hiring is an ongoing process and not confined to
formative stages of an organization. Employees leave the organization in search of
greener pastures, some retire and some die in the saddle. More importantly an
enterprises grows, diversifies, take over the other units all necessitating hiring of new
men and women. In fact the hiring function stops only when the organization ceases
to exist.
Hiring involves two board activities:i)

Recruitment

ii)

Selection

RECRUITMENT
The word recruitment has many meaning and plays an important role. Employees
leave the organization in search of greener pastures- some retire some die in saddle.
The most important thing is that enterprise grows, diversifies, and takes over other
units-all necessitating hiring of new men and women. In fact recruitment functions
stop only when the organization ceases to exist. To understand recruitment in simple
terms it is understood as process of searching for obtaining applications of job from
among from whom the right people can be selected. To define recruitment we can
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define it formally as it is a process of finding and attracting capable applicants for

employment. The process begins when new recruit are sought and ends when their
application are submitted. The result is a pool of applicants from which new
employees are selected. Theoretically, recruitment process is said to end with receipt
of application in practice the activity extends to the screening applicants as to
eliminate those who are not qualified for job.
PURPOSE AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates.
Specifically, the purposes are to:
1. Determine the present and future requirement of the organization in conjunction
with its personnel planning and job analysis activities;
2. Increase the job pool of job candidates at minimum cost;
3. Help increase the success rate of the selection process by reducing the number
visibly under qualified or job application;
4. Help reduce the probability that job applicants, once recruited selected, will leave
the organization only after a short period of time;
5. Meet the organizations legal and social obligation regarding the composition of its
workforce;
6. Being identifying and preparing potential job applicants who will be appropriate
candidates;
7. Increase organization individual effectiveness in the short term and long term;
18

8. Evaluate the effectiveness of various recruiting technique and sources for all types
of job applicants.

FACTORS AFFECTING RECRUITMENT

There are a number of factors that affect recruitment. These are broadly classified into
two categories:
1. Internal factors
2. External factors

1. INTERNAL FACTORS
The internal factors also called as endogenous factors are the factors within the
organization that affect recruiting personnel in the organization.
Some of these are:I.

Size of the organization

The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.
II.

Recruiting policy

The recruitment policy of the organization i.e. recruiting from internal sources and
external sources also affect the recruitment process. Generally, recruitment through
internal sources is preferred, because own employees know the organization and they
can well fit in to the organization culture.
III.

Image of the organization

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Image of the organization is another factor having its influence on the recruitment
process of the organization. Good image of the organization earned by the number of
overt and covert action by management helps attract potential and complete
candidates. Managerial actions like good public relations, rendering public service
like building roads, public parks, hospitals and schools help earn image or goodwill
for organization.

That is why chip companies attract the larger numbers of

application.
IV.

Image of the job

Better remuneration and working conditions are considered the characteristics of

good image of a job. Besides, promotion and carrier development policies of
organization also attract potential candidates.

EXTERNAL FACTORS
Like internal factors, there are some factors external to organization, which have their
influence on recruitment process. Some of these are given below:I

Demographic factors

As demographics factors are intimately related to human beings, i.e. employees, these
have profound influence on recruitment process. Demographic factors include age,
sex, Literacy, economics status etc
II

Labor market

Labor market condition I.e. supply and demand of labor is of particular importance in
affecting recruitment process. E.g. if the demand for specific skill is high relative to
its supply is more than for particular skill, recruitment will be relatively easier.

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III

Unemployment situation

The rate of unemployment is yet another external factor its influence on the
recruitment process. When the employment rate in an area is high, the recruitment
process tends to simpler. The reason is not difficult to seek. The number of
application is expectedly very high which makes easier to attract the best-qualified
applications. The reserve is also true. With low rate of unemployment, recruiting
process tend to become difficult
.
IV

Labor laws

There are several labor laws and regulations passed by the central and state
governments that govern different type of employment. These cover working
condition, compensation, retirement benefits, safety and health of employee in
industrial undertakings.
The child Labour Act,1986; for example prohibits employment of children in certain
employments.
Similarly several other acts such as the Employment Exchange Act,1958; The
Apprentice Act, 1961; the Factory Act,1948; and The Mines Act, 1952 deal with
recruitment.
V

Legal consideration

Another external factor is legal consideration with regard to employment reservation

of jobs for schedule tribes, and other backward class (OBC) is the popular examples
of such legal consideration. The supreme court of India has given its verdict in favor
of 50 per cent of jobs and seats. This is so in case admission in the educational
institutions also.

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INTERNAL SOURCES
I

Present employees:

Promotions and transfer from among the present employees can be good sources of
recruitment. Promotion implies upgrading of an employee to a higher position
carrying higher status, pay and responsibilities. Promotion from among the present
employees is advantageous because the employees promoted are well acquainted with
the organization culture, they get motivated and it is cheaper also. Promotion from
among the person employees also reduces the requirement of job training. However,
the disadvantage lies in limiting the choice of the few people and denying hiring of
outsiders who may be better qualified and skilled. Furthermore, promotion from
among present employees also results in inbreeding, which creates frustration among
those not promoted. Transfer refers to shifting an employee from one job to another
without any change in the position/post, status and responsibilities. The need for
transfer is felt to provide employees a broader and carried base, which is considered
necessary for promotion. Job rotation involves transfer of employees from one job to
another job on the lateral basis.

II

Former employees:

Former employees are another source of applicant for vacancies to be filled up in the
organization. Retired or retrenched employees may be interested to e come back the
company to work on the part time basis. Similarly, some former employees who had
left the organization for any reason, any come back to work. This source has the
advantages of hiring people whose performance is already known to the organization.

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III

Employee referrals:

This is yet another internal source of recruitment. The existing employees refer to the
family members, friends and relatives to the company potential candidates for the
vacancies to be filled up in the organization. This source serves as the most effective
methods of recruiting people in the organizations because refer to those potential
candidates who meet the company requirement known to them from their own
experience. The referred individuals are expected to be similar in type in the of race
and sex, for example, to those who are already working in the organization

IV

Previous applicant:

This is considered as internal source in the sense that applications from the potential
candidates are already lying with organization. Sometimes the organization contacts
though mail or messengers these applicants to fill up the vacancies particularly for
unskilled or semiskilled jobs.

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EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms
of its advantage and disadvantage the same are spelled out as follows:
ADVANTAGES:
The advantages of the internal source of recruitment include the following:
1. Familiarity with own employees:
The organization has more knowledge and familiarity with the strengths and
weaknesses of its own employees than of strange on unknown outsiders.
2. Better use of the talent:
The policy of internal recruitment also provides an opportunity to the organization to
make a better use of talents internally available and to develop them further and
further.
3. Economical recruitment:
In case of internal recruitment, the organization does not need to spend much money,
time and effort to locate and attract the potential candidates. Thus, internal
recruitment proves to be economical, or say, inexpensive.
4. Improves morale:
This method makes employees sure that they would be preferred over the outsiders as
and when they filled up in the organization vacancies.

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5. Motivator:
The promotion through internal recruitment serves as a source of motivation for the
employees to improve their carrier and income. The employees feel that organization
feel that organization is a place where they can build up their life-long career.
Besides, internal recruitment also serves as a means of attracting and retaining
employees in the organization.

DISADVANTAGES:
The main drawback associated with the internal recruitment is as follows:
1. Limited choice:
Internal recruitment limits its choice to the talents available within the organization.
Thus, it denies the tapping of talents available in the vast labor market outside the
organization. Moreover, internal recruitment serves as a means for inbreeding,
which is never healthy for the future organizations.
2. Discourage competition:
In this system, the internal candidates are protected from competition by not giving
opportunity to otherwise competent candidates from outside the organization. This in
turn, develops a tendency among the employees to take the promotion without
showing

extra performance.

3. Stagnation of skills:
With the feeling that internal candidates will surely get promoted, their skill in the
long run may become stagnant or obsolete. If so, productivity and sufficiency of
the organization, in turn, decreases.
25

4. Creates conflicts:
Conflicts and controversies surface among the internal candidates, whether or not
they deserve promotion.

EXTERNAL SOURCES
External sources of recruitment lie outside the organization. These outnumber internal
sources. The main ones are listed as follows:
I.

Employment exchanges:

The national commission labor (1969) observed in its report that in the preindependence era, the main source of labor war rural areas surrounding the industries.
Immediately after independence, national employment services were established to
bring employer and job seeker together. In response to it, the compulsory notification
of vacancies act of 1959 (Commonly called employment exchange act) was instituted
which become operative in 1960.the main functions of these employment exchanges
with the branches in most cities are registration of job seeker and tier placement in the
notified vacancies. It is obligatory for employer to inform about the outcome of
selection within 15 days to the employment exchange. Employment exchange is
particularly useful in recruiting blue-collar, white- collar and technical workers.

II.

Employment agencies:

In addition to the government agencies, there are number of private agencies that
register candidates for employment and furnish a list of suitable candidates from the
data bank as and when sought by the prospective employer. Generally, these agencies
select personnel for supervisory and the higher levels. The main function of these
26

agencies is to invite application and short-list the suitable candidates for the
organization. Of course, the representative of the organization takes the final decision
on selection. The employer organizations derive several advantages through this
source. The time saved in this method can be better utilized elsewhere by the
organization. As the organizational identity remains unknown to the job speakers, it,
thus, avoid receiving letters and attempts to influence.
III.

Advertisement:

This method of recruitment can be used for jobs like clerical, technical, and
managerial. The higher the position in the organization, the more specialized the
skills or the shorter the supply of that resources in the labour market, the more widely
dispersed the advertisement are likely to be. For instance, the search for a top
executive might include advertisements in a national daily like the Hindu. Some
employers/companies advertise their post by giving them post box number of the
name of some recruiting agency. This is done to particular keep own identity secret to
avoid unnecessary correspondence with the applicants. However the disadvantage of
these blind advertisement, i.e., post box number is that the potential job seekers are
the hesitant without unknowing the image of the organization, on the one hand, and
the bad image/ reputation that the blind advertisement have received because of the
organizations that placed such advertisements without position lying vacant just to
know supply of labor/ workers in the labor market, on the other. While preparing
advertisement, a lot of care has to be taken to make it clear and to the point. It must
ensure that some self-selection among applicant take place and only qualified
applicant responds the advertisement copy should be prepared by using a four-point
guide called AIDA . The letters in the acronym denote that advertisement should
attract Attention, gain Interest, arouse a Desire and result in action.
However, not many organizations mention complete detail about job positions
in there advertisement. What happened is that ambiguously worded and broadbased advertisements may generate a lot irrelevant application, which would, by
necessity, increasing the cost of processing them.
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IV.

Professional Associations

Very often, recruitment for certain professional and technical positions is made
through

professionals

association

also called

Headhunters.

Institute

of

Engineers, All India Management Association, etc., provide placement service to

the members. The professional associations prepare either list of jobseekers or
publish or sponsor journal or magazines containing advertisements for their
member. It is particularly useful for attracting highly skilled and professional
personnel. However, in India, this is not a very common practice and those
few provide such kind service have not been able to generating a large number
of application.

V.

Campus Recruitment

This is another source of recruitment. Though campus recruitment is a common

phenomenon particularly in the American organizations, it has made rather
recently. Of late, some organizations such as HLL, HCL, L&T, Citibank,
Cadbury ANZ Grind lays, etc., in India have started visiting educational and
training institute/ campuses for recruitment purposes. Many Institutes have
regular placement cells / offices to serve liaison between the employer and the
students. Tezpur Central University has one Deputy Director (Training and
Placement) for purpose of campus recruitment and placement.

The method of campus recruitment offers certain advantages to the employer

organizations. First, the most of the candidates are available at one place;
second, the interviews are arranged at short notice; third, the teaching is also
met; fourth, it gives them opportunity to sell the organization to a large
students body who would be graduating subsequently. The disadvantages of this
of recruitment are that organizations have to limit their selection to only
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entry positions and they interview the candidates who have similar education
and experience, if at all.

VI.

Deputation

Another source of recruitment is deputation I.e., sending an employees to

another organization for the short duration of two to three years. This method of
recruitment is practice in a pretty manner, in the Government department and
public sector organization does not have to incurred the initial cast of induction
and training.

However, the disadvantages of this of deputation is that

deputation period of two/three year is not enough for the deputed employee to
provide employee to prove his/her mettle, on the one hand, and develop
commitment with organization to become part of it, on the other.

VII.

Word-of-mouth:

Some organizations in India also practice the word-of-mouth method of

recruitment. In this method , the word is passed around the vacancies or
opening in the organization. Another from of word-of-mouth method of employeepinching i.e., the employee working
In another organization is offered by the rival organization. This

method

is

economic, in terms of both time and money. Some of the organization maintain a
file applications and sent a bio-data by a job seeker. These serve as a very handy
as when there is vacancy in the organization. The advantage of this method is no cost
involved in recruitment. However, the disadvantages of this method of recruitment
are non- availability of the candidates when needed choice of candidates is
restricted to a too small number.

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VIII.

Raiding or Poaching:

This is another sources of recruitment whereby the rival firm by offering terms
and conditions, try to attract qualified employees to join the. This raiding is a
common feature in the Indian organizations. For instance, service executive of HMT
left to join Titan Watch Company, so also exodus of pilot from Indian Airlines to join
the private air taxi operator. In fact, raiding has become challenge for the human
resource manager.
Besides these, walk - ins, contractors, radio and television, acquisitions and
merger, etc., art some other sources of recruitment used by organization.

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and
disadvantages
ADVANTAGES:1. Open process
Being a more open process, it is likely to attract a large number of
applicants/application. The, in turn, widens it option of selection.
2. Availability of Talented Candidates:With the large pool of applicants, it becomes possible for organization to have
talented candidates from the outside. Thus, it introduces new blood in the
organization.

30

3. Opportunity to Select the Best Candidate;

With the large pool of applicants, selection process becomes competitive. This
increases prospects for selection the best candidates.
4. Provides healthy competition:
As the external members are supposed to be more trained and efficient. With such a
background, they work with the positive attitude and greater vigor. This helps create
healthy competition and conductive work environment in the organization.
DISADVANTAGES:
However, the external sources of recruitment suffer from certain disadvantages too,
these are:
1. Expensive and time consuming:
This method of recruitment is both expensive and time consuming. There is no
guarantee that organization will get good and suitable candidates.
2. Unfamiliarity with the Organization:
As candidates some outside the organization, they are not familiar with tasks, job
nature and the international scenario of the organization.
3. Discourage the Existing Employee:
Existing employees are not sure to get promotion. This discourages them to do the
hard work. This, in turn, boils down to decreasing productivity of the organization.

31

PHILOSOPHIES OF RECRUITMENT
The traditional philosophy of recruiting has been to get as many people to
apply for a job as possible. A large number of jobseekers waiting in queues
would make the final selection difficult, often resulting in wrong selection. Job
dissatisfaction and employee turnover are the consequence of this. A persuasive
agreement can be made that matching the needs of the organization to the needs of the
applicants will enhance the effectiveness of the recruitment process. The result will be
a workforce which is likely to stay with the organization longer and performs at a
higher level of effectiveness. Two approaches are available to bring about match.
They are:
1. Realistic Job Preview (RJP)
2. Job Compatibility Questionnaire (JCQ)

1. Realistic Job Previews:

Realistic job preview provides complete job related information , both positive
and negative, to the applicants. The information provided will help job seekers
to evaluate the compatibility among the jobs and their personal ends before
hiring decisions are made. RJPs can result in self selection process- job
applicant can decide where to attend the interviews and tests for final selection
or withdraw them the initial stage. Research on realistic recruiting shows a
lower rate of employee turnover incase of employee recruited through RJPs,
particularly for more complex jobs and higher level of job satisfaction and
performance, at the initial stage of employment. RJPs are more beneficial for
organization hiring at entry level, when there are unemployment. Otherwise the
approach may increase the cost of recruiting by increase the average time it
takes to fill each job.

32

2. Job Compatibility QuestionnaireThe job compatibility questionnaire was developed to determine whether
applicant preferences for work match the characteristics of the job. The JCQ is
designed to collect the information on aspect of a job, which has bearing on
employee performance, absenteeism, and turnover and job satisfaction. The
underlying assumption of the JQC is that greater the compatibility between an
the jobseeker, the greater the profitability of employee effectiveness and longer
the tenure. The JCQ is a 400- item instrument that measure job factors, which
are related to performance, satisfaction, turnover and absenteeism. Items cover
the following job factors: task requirement, physical environment, customer
characteristics,

peer

characteristics,

leader

characteristics,

compensation

preference, task variety, job autonomy, physical demands, and work schedule.
RECRUITMENT PROCESS
As stated earlier, recruitment is the process of location, identifying, and attracting
capable applications for jobs available in an organization. Accordingly, the
recruitment process comprises the following five steps:
1. Recruitment planning;
2. Strategy Development;
3. Searching;
4. Screening;
5. Evaluation and Control.

33

1. Recruitment Planning: The first involved in the recruitment process is planning. Hire, planning involves to
draft a comprehensive job specification for the vacant position, outline its major and
minor responsibilities; the skills, experience and qualifications needed; grade and
level of pay; starting date; whether temporary or permanent; and mention of
special condition, if any, attached to the job to be filled.

2. Strategy Development:Once it is known how many with what qualification of candidates are required,
the next step involved in this regard is to device a suitable strategy for
recruitment the candidates in the organization. The strategic considerations to be
considered may include issues like whether to prepare the required candidates
themselves or hire it from outside, what type of recruitment method to be used,
what geographical area be considered, for searching the candidates, which
source of recruitment to be practiced, and
what sequence of activities to be followed in recruiting candidates in the
organization.

3. Searching:This step involves attracting job seeders to the organization. There are broadly two
sources used to attract candidates. These are:
a. Internal Sources
b. External Sources.

34

4. Screening:Through some view screening as the starting point of selection, we have

considered it as an integral part of recruitment. The reason being the selection
process starts only after the application have been screened and short listed.
Let it be exemplified with an example. In the Universities, application is invited for
filling the post of Professors. Application received in respond to invitation, i.e.
advertisement are screened and short listed on the
suitability.

Then,

only

the

screened

basis of eligibility and

applicant are

invited

for

seminar

presentation and personal interview. The selection process starts from here, i.e.,
seminar presentation or interview.

Job specification is invaluable n screening.

Applications are screened against the qualification, knowledge, skills, abilities,

interest and experience mentioned in the job specification. Those who do not qualify
are straightway eliminated from the selection process. The techniques used for
screening candidates are vary depending on the source of supply and method used for
recruiting. Preliminary applications, de-selections tests and screening interviews are
common techniques used for screening the candidates.
Evaluation and control:Given the considerable involved in the recruitment process, its evaluation and control
is, therefore, imperative. The costs generally incurred in a recruitment process
include:
1.

Salary of recruiters;

2.

Cost of time spent for preparing job analysis, advertisement, etc;

3.

Administrative expenses;

4.

Cost of outsourcing or overtime while vacancies remain unfilled;

5.

Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain

questions like:
35

Whether the recruitment methods are appropriate and valid?

Whether the recruitment process followed in the organization is effective at all or not?
METHODS OF RECRUITMENT
Recruitment methods refer to the means by which an organization reaches to the
potential job seeker. It is important to mention that the recruitment methods are
different from the resources of recruitment. The major line of distinction between
the two is that while the former is the means of establishing links with the
prospective candidates, the latter is location where the prospective employees
are

available.

Dunn

and

Stephen

have

broadly

classified

methods

of

recruitment into three categories. These are;

1. Direct Method;
2. Indirect Method;
3. Third Party Method.
Brief descriptions of these are follows:
1. Direct Method:
In this method, the representatives of the organizations are sent to the potential
candidates in the educational and training institutes. They establish contacts with the
candidates seeking jobs. Person pursuing management, engineering, medical, etc.
programmers are mostly picked up the manner.
Sometimes,

some

employer

firm

establishes

with professors

and

solicits

information about student with excellent academic records. Sending the recruiter
to the conventions, seminars, setting up exhibits at fairs and using mobile office
to go to the desired centers are some other methods used establish direct contact
with the job seekers.
36

2. Indirect Method;
Indirect methods include advertisements in the newspaper, on the radio and
television, in professional journals, technical magazines, etc. this method is useful
when organization dose not find suitable candidates to be promoted to fill up the
higher post when the organization want to reach out a vast territory, and when
organization wants to fill up scientific, professional and technical posts.
The experience suggests that the higher the position to be filled up in the
organization, or the skill sought by the sophisticated one, the more widely
dispersed advertisement is likely to be used to reach too many suitable
candidates. Sometimes, many organizations go for what referred to as blind
advertisement in which only Box No. is given and the identity of the
organization is not disclosed. However, organizations with regional or national
repute do not usually use blind advertisements for obvious reasons.

While

placing an advertisement to reach to the potential candidates, the following

three points need to borne in mind:
a. To visualize the type of the applicant one is trying recruit;
b. To write out a list of the advantages the job will offer;
c. To decide where to run the advertisement , i.e., newspaper with local,
state, nation-wide and international reach or circulation.
3. Third Party Method:
These include the use of private employment agencies, management consultants,
professional

bodies

pr associations, employee

referral or

recommendation,

voluntary organization, trade banks, labor contractors, etc., to establish contact

with the job seekers.
Now, a question arises; which particular method is to be used to recruit
employee in the organization? The answer to it is that it will depend on the policy
37

of the particular firm, the position of the labor supply, the government
regulations

in

this

regard

and

agreements

with

labor

organizations.

Notwithstanding, the best recruitment method is to look first within the

organization.

38

SELECTION

MEANING AND DEFINITION

Selection is the process of picking individuals (out of the pool of job

applicants) with requisite qualifications

and

competence to

fill

jobs

in the

organization. A formal definition of Selection is: It is the process of differentiating between applicants in order to identify
(and here) those with a greater likelihood of success in a job.
Recruitment and selection are the two crucial in the HR process and are often used
interchangeably. There I, however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective
employees to apply for jobs, selection is concerned with picking the right
candidates from the pool of applicants. Recruitment is said to be positive in its
approach as it seeks to attract as many candidates as possible. Selection, on the other
hand, is negative in its application in as it seeks to eliminate as many unqualified
applicants as possible in order to identify the right candidates.

ROLE OF SELECTION

The role of selection in an organizations effectiveness is crucial for at least, two

reasons; first, work performance depends on individuals. The best way to improve
performance is to hire people who have the competence and the willingness to work.
Arguing from the employees viewpoint, poor or inappropriate choice can be
demoralizing to the individual concerned (who finds himself or herself in the wrong
job) and de-motivating to the rest of the workforce. Effective selection, therefore,
assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks about volumes of
the selection. Costs of wrong selection are greater.
39

S t e p s I n S el e c t i o n P roc e s s

40

ORGANISATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned
manner in many organizations. In some companies, each department screened and
hired its own employees. Many managers insisted upon selecting their own people
because they were sure no one else could choose employee for them as efficiently as
they themselves could. Not any more. Selection is now centralized and is handled by
the human resources department.
Ideally, a selection process involves mutual decision-making. The organization
decides whether or not to make a job offer and how attractive the offer should be. The
candidate decides whether or not organization and the fob offer fit his or her needs
and goal. In reality, the selection process is highly one-side. When the job market is
extremely right, several candidates will be applying for a position, and the
organization will use a series of screening devices to hire the candidates it feels
is most suitable. When there is a shortage of qualified workers, or when the
candidate is a highly qualified executive or professional who is being sought
after by several organizations, the organizations will have to sweeten its offer and
come to a quicker decision.

NEW METHOD OF SELECTION

In recent years, HR specialists have found out new methods of selection.

These approaches are deemed to the alternatives to the traditional methods of
selection.
Two intersecting alternatives are participative selection and employee leasing.
Participative selection that subordinates participates in the selection of their coworkers and supervisors. The idea is that such participation will improve quality,
increase support for the selected supervisors and co-workers, and improve employee
morale. In employee leasing, the client company leases employees from a third part,
41

not on a temporary basis, but rather ate leased as full-time, long-term help. An
interesting feature of this method is that the client company need not perform
such personnel activities as hiring, compensation or record keeping. The
advantages of employee leasing are significant. The client is relived from many
administrative burdens, as well as the need to employ specialized personnel
employees. Further, employees not recruited by one client are sent to another
client company for employment.

42

SELECTION IN INDIA

Conditions of labor market largely determine the selection process. As is

well known, we have a strange paradox in our country. There is large-scale
unemployment juxtaposed with shortage of skilled labor. No Vacancy boards are
seen along with wanted hung on factory gates everywhere. Unemployment
prevails among people who are unemployable-individuals who have acquires
university degrees but do not possess any specific skills. Matriculates, B.A.s,
B.Coms, and B.Scs fall into this category. All the evils associated with selection
corruption, favoritism and influence- are found in hiring these people. Selection is
obviously, not systematic and times bizarre too.
Selection practices in hiring skilled and managerial personnel are fairly well
defined and systematically practiced. Particularly in hiring managerial personnel
and executives, a lot of professionalism has come in, thanks to the realization that
these individual are difficult to come by and no effort is too excess to attract
them. Specialist agencies to available whose services are retained for hiring
technical and managerial

personnel. Merit and not favorite, objectivity and

subjectivity will be the criteria for such selections.

43

MAN POWER PLANNING

The organization manpower is a process of forecasting future recruitment.
1. Development action plans to meet them.
2. Monitoring performance against the plan.
3. A forecast of the capabilities required on a given data in the near future
in the light of the business plans.
4. An inventory of the existing human resources.

5. An analysis of the internal environment and the external scenario and

their influence that are envisaged during the inverting period.
6. A summary of the kinds of action required achieving the desired capabilities.
7. A comprehensive plan to implement these actions.
8. A monitoring schedule and system for ensuring proper progress.

44

FORECAST OF FUTURE RECRUITMENT

This procedure establishes the organization objectives to be achieved by way of
manpower planning. The new techniques, new product lines and / or new facility
which are implemented as part of the organization expiation plans to project the
recruitment of manpower intake for these targets. When these project the
requirements are identified, considerations to be given to internal and external sources
to make the ultimate objectives realistic and attainable. The time frame should cover
between 2-5 years. The HOD prepares a Staff Demand Forest taking into
consideration the organization projected growth vies a- vies the exciting
departmental strength. This will be forwarded to the P&A Department for future
analysis.
Recommendations for Human Resources Objectives are made by the members of the
top Management, (GM & Above), who will from the decision making group to
authorized manpower requirement and related action plan and formulate the
manpower budget.
The P&A department is intimated of the selection decision by the MD/DMD. The P/A
Department prior to issue of letter of appointment is carried out checking of
references if required. The selected candidates are given Letter of Offer as per
(Annexure-9) by GM (P&A) ,which the candidates has to acknowledge as token of
his acceptance of appointment.
The P&A Department prepares the letter of appointment. For senior management
cadre appointee (of level DGM & above), the letter of appointment is signed by the
MD/DMD. GM (P&A) will sign letter of appointment for other levels. The letter of
employment contents date of joining, designation, and Compensation package
including allowable perquisites. Inter office memos are used for communicating
important. Recruitment related issues with other departments.

45

The P&A Department is intimated of the selection decision by the MD/DMD. The
P/A Department prior to issue of letter of appointment is carried out checking of
references if required. The selected candidates are given Letter of Offer as per
(Annexure-9) by GM (P&A), which the candidate has to acknowledge as token of his
acceptance of appointment.

46

I N T E R N ATI O N A L M A N P O W E R R E S O U R C E

International Manpower Resource (IMR) was established in 1990 at New Delhi, India
to provide a channel for the organized outflow of Indian manpower to the Middle
East. The sudden upsurge in the economic activity of that region through discovery of
oil and subsequent development of commerce and industry gave further boost to the
IMR philosophy. They realized that despite the numerous recruitment agencies in
India, there was a need for professionally managed recruitment agency and that the
need was urgent. It is this very concern that brought IMR into Existence.
Since the foundation of the company their essential ingredient of overall philosophy
has been to strive for excellence and become the primary providers of competitive,
efficient and reliable resources solutions. The high regard in which they are today
bears testimony to the measure of success, they have been able to achieve.
A crucial element of their philosophy has been to establish trust and authenticity
amongst their clients and amongst the people that make up their database. Thus their
motto Service to Clients and concern for people.
The Recruitment specialist, as they are known, is the results of their continued strive
for excellence by the providing the highest quality of their clients at the right time,
with the right people and at a competitive price, a specialty for which they are
internationally renowned.

47

R E C R U I T M E N T AN D S E L E C T I O N P R O C E D U R E

1. UNDERSTANDING THE CLIENTS NEEDS

They study clients recruitment and discuss the details with clients representatives to
obtain a complete understanding of clients needs, desire their executive may even
visit client for formal discussion. They work closely with their customer, to clearly
understand how their business relationship with them can grow.
After this they ask client to submit documents like agency agreement, demand letter
of attorney, employee service agreement etc. to provide client a prompt service.
2 . EVALUATION OF PERSONNEL

Their executive team takes over from here. They refers to their exciting network and
receive immediate feed back on the availability of the required personnel. They make
special effort to keep their data bank updated and duly supplement it periodically. In
order to widen their choice or to locate persons to meet clients precise specification,
they may also advertise in the media or if necessary, resort to headhunt.
They scrutinize the resumes/CV received and shortlist the candidates based on merit
and then invite them for an interview. They carry out an in-depth analysis of the job
specification and match the candidates to meet the employer-employee equation, to
avoid any disappointment due to a mismatch. The final short-listed resume/CVs are
dispatched to the employer for his final selection.

48

3 . THE SELECTION OPTION

To make the final selections they offer the following options for consideration by the
client.
The entire selection procedure is left to IMR, where a team of Professional /experts
will take on the responsibility of providing client the best work force as per clients
job specifications.
In case the principal employer wishes to carry out the selection through his team of
experts, they welcome the clients team to visit their office in New Delhi (India).
They shall provide all assistance in carrying out trade test/interview. All associated
amenities are provided by IMR.
4 . MEDICAL CHECKUP

They retain the services of the best hospitals and clinics in India, which are accredited
by Dept. of Labor and from the Embassies to conduct medical examination of all the
personnel intending to work abroad. Examination includes HIV/AIDS Test (This test
is compulsory) Blood Test, Chest X-Ray, Urine & S tool Test, or any other kind of
examination that might be specially requested by client.
4. FOLLOW UP
With each new assignment, their workers have to work with unfamiliar people, new
procedures, and changing routines. It is their responsibility to ensure that the
transition goes as smoothly as possible. This makes far more confident and betterprepared workers.
They follow up with selected candidates for pre-departure formalities, so that they
can proceed to work promptly. Their medicals check up, processing of travel
documents, they take immigration formalities and air tickets.

49

5. FEEDBACK FROM CLIENT

They keep in contact with the client even later getting a feedback from the client and
endeavoring to improve their system to give even better service to the client.
6.

IMR GUARANTEE

They assure all their client that personnel through them are the best available,
medically fit and free from any infection diseases. They offer a replacement, free of
cost, within the probationary period of three months in case a Candidate is found
medically unfit, professionally incompetent or otherwise unsuitable. IMR will bear
the expenses (Vise cost And Air Ticket) in sending such candidates back to their home
country.

50

Force Motors
RECRUITMENT AND SELECTION PROCESS
The recruitment and selection procedure followed by FORCE MOTORS is as follows
(Some steps may be interchanged in order, depending on the situation):
a. A Need Assessment is carried out as to how many people are / will be required
and at what level(s). These would normally include Management Trainees or
other recruits at middle or senior levels. This stage is referred to as manpower
planning (MPP).
b. A Talent Acquisition Request form (TAR) is filled in case of any openings,
based on which the Job Profile and other details are laid out. This is filled by
the H.R head of the respective operating division which has to be approved by
the business head.
c. On the basis of the nature of job and present employee inventory, skills, the
HR Department decides whether to go for Internal Recruitment or External
Recruitment.
d. In case of Internal Recruitment, a Job Posting is made on the notice boards of
the company for the employees to make applications.
e. Also they have an internal employee scheme known as AMANTRAN wherein
the employee working in the company recommends an outsider for the
required post.
f. The company also goes for PCO i.e. POLICY FOR CAREER OFFER
wherein an employee from one department can apply for another position in
another department with the consent of the local HR consultant.
51

g. In case of External Recruitment, the sources for applicants would include

consultants, media such as newspapers, online applications through FORCE
MOTORS website and third party recruitment which include APEX
consultants, RSS money and associates etc.
h. After receiving applications, they are first short listed on the basis of their
Resumes.
i. Depending on the post, the candidates may be required to go through different
Tests.
j. At junior level, (individuals with an experience of 1-2 yrs) different tests like
general aptitude test, attitude tests etc are conducted. The interview is then
conducted, by the Recruitment Manager and Jr. HR Manager.
k. The second interview may be conducted, again depending on the post,
normally by the HR Head, the Head of the concerned functional department.
In case of senior level positions, the senior managers from L&T are present.
l. Candidates for the senior post have to give a psychometric test which is self
designed by the company itself. This test checks on the functional knowledge,
communication skills, interpersonal skills, commercial skills of the
candidates.
m. These candidates are then taken to assessment centers where they play
business games. Also the candidates are required to prepare on a topic within
45mins and present it for a 1/2 hour in front of the panel. FORCE MOTORS
has in-house assessment centers which are designed by SHL.
n. After the Interviews, the applicants are sent Regret / Offer letters, depending
on whether they are selected or not.
52

o. Once the candidate accepts the Job Offer, the salary is negotiated and they are
asked for 2 reference letters. The respective HR heads speaks to the 2 people
regarding the overall performance of the applicant.
p. A compulsory Medical Examination is done for every single candidate before
he is given the appointment letter. This is done so as to ensure that the
employee will not face any health problems during the course of his service.
q. The Appointment Letter is given.
The entire process lasts for 1 month on an average but it can extend to 3 months if
necessary.
SELECTION PROCESS
FORCE MOTORSS selection process is based on technical knowledge of the
candidate.
Main things taken into consideration while selecting the candidate are:a. Basic qualification
b. Technical qualification
c. Job experience
d. Specialized working area
There normally selection is done in two levels.
1. Lower level selection
2. Middle and top level selection
1. Lower level selection:For selecting lower level employees such as cad operators, designers, etc. the
preliminary test is conducted. The candidates who scores higher marks are called for
interview.
53

In interview many things are asked and decided such as:a. Candidates recruitment on temporary basis or contract basis.
b. Candidates to be paid on hourly basis or monthly basis.
c. Candidate to be sent to abroad for training or project.
d. Candidates readiness to work on shifts.
After confirmation of all these things final decision regarding giving appointment
letter is taken and at last letter of appointment is given.
2. Middle and Top level selection:While selecting middle or top level employees job experience is main element and
interview is given most importance. As top level employee is going to manage people
in the organization his personal skills are also given importance with his technical
knowledge. While selecting top level employees many things are taken into
consideration such as:a. Abilities to understand the people,
b. Abilities to handle the people,
c. Abilities to take right decisions,
d. Abilities to give training to the lower level employees, etc.
Generally top level employees are selected on long period contract basis.

54

Research
&
Methodology

55

OBJECTIVE OF PROJECT

In basic idea behind selecting the topic of Employee Hiring is to study how
employees are hired. Today organizations are coming up with the new techniques of
hiring people. Hence to study how the actual process is carried in the organization.

This project aims the finding out and analyzing the hiring process in the organization.
The method of approach adopted for the same, would be as follows:
1. To work out the various steps and procedures involved.
2. To contacts various companies and collect information
3. To collect the information secondary like magazines, newspapers, internets

56

SCOPE

1. This project will provide a value insight to student on the topic.

2. This project will help to get the practical knowledge in employee hiring in
the organization.
3. The project will equip me for my future in H. R. M.
4. This project will provide the operations in the organization.
5. This project will provide the automated system prevalent in the
organization.
6. This project will provide the flaws in the system which if corrected would
prove to be very beneficial for the organization.

57

RESEARCH DESIGN
The automotive sector is marked with a high level of attrition and therefore
recruitment process becomes a crucial function of the organization. At Force Motors,
recruitment is all time high during June-July and Oct-Nov. The attrition is high
among the sales managers, unit mangers mostly in the sales profile. The recruitment
is high during these months due to the fact that March and September are half year
closing and business is high during Jan-Mar. Thus it is only after March that people
move out of the companies.
Since my summer training was in the months of June - July, it gave me the
opportunity of involving myself directly with the recruitment process and analyzing
the process so that suitable recommendations can be given. This project is centered on
identifying best hiring practices in the automotive industries. It therefore requires
great amount of research work. The methodology adopted was planned in advance so
as to collect data in the most organized way.
My area of focus was the recruitment and selection particularly at Force
Motors. I was directly involved with the recruitment for candidates for the sales
profile. I was particularly involved with the sourcing of candidates for the regions
outside Delhi such as M.P, U.P and Rajasthan.
Before any task was undertaken, we were asked to go through the HR policies
of Force Motors so that we get a better understanding of the process followed by
them.
1.

The first task was to understand the various job profiles for which
recruitment was to be done.

2.

The next step was to explore the various job portals to search for suitable
candidates for the job profile.

3.

Once the search criteria were put, candidates went through a telephonic
interview to validate the information mentioned in their resume.
58

4.

A candidate matching the desired profile was then lined for the first round of
Face to Face interview in their respective cities.

5.

Firstly the candidate had filled up the personal data form.

6.

Then the candidatesINTERVIEW EVALUATION SHEET which is provided by

interviewer was crosschecked by the HR team. If they think that the candidate
was good to hire or not.

7.

When a candidate cleared his first round, he is then made to take an online
aptitude test. We created the online aptitude test. It the HR department, which
has the exclusive rights to assign test, codes to the candidates. Each code was
unique and could be used only once by a candidate.

8.

I was involved in assigning codes and administering the test

9.

Once the candidate completed his first assessment, his scores were checked. If
he cleared his cut-off he was given another test.

10.

I had the responsibility to make sure that candidates complete all formalities
and had to regularly follow up with them.
59

11.

The external guide maintained a regular updating of the database.

12.

Understanding what kinds of database are maintained and how they help in
keeping a record.

13.

I was also involved in maintaining a track of test codes given, the database for
employee referrals, Database for the resumes received through mails and
response of advertisement.

60

DATA COLLECTION & SAMPLE SIZE

Date Source
Primary

:-

Through Questionnaires

Secondary

:-

Through Internet, Journals, News papers.

Data Collection Procedure

:-

Survey

Research Instrument

:-

Structured Questionnaire.

Sample Size

:-

80

Sample Area

:-

Work done in Delhi regional Office.

Sample procedure

:-

Random sampling.

First 1 week

:-

Training program from the company.

Second week

:-

Collecting the primary and secondary data.

Third Fourth week

:-

Study Recrduitment & Selection Process

Fifth week

:-

Conducting the survey in RO

Sixth week

:-.

Analysis of Data Collection&Final Report

PROJECT SCHEDULE :-

preparation and presentation.

61

LIMITATIONS
Every task is undertaken with an objective and accomplishment of this objective
determines our success.
Task:
The recruitment at Force Motors involved a lot search from the database and calling
up candidates to check whether they fit the job specification.
Difficulties:
a. Candidates were reluctant to talk at times;
b. Candidates who were contacted were not interested in Insurance on many
occasions;
c. Candidates who were scheduled for interview would not turn up;
d. Run out of database many times since most of them would have already been
contacted;
Task:
Candidates were to be searched from the job portals and called up to be scheduled for
an interview.
Difficulties:
a. A summer trainees we could not separate systems to work on;
b. At times many people had for couple of hours to work on the computer;
c. Since STD calls had to be made, the availability of phone was limited, so
there was greater coordination required with respect to its usage and maintains
a time slot so that other person has a chance to use.
Task:
Inter company analysis through survey and questionnaire filling.
62

Difficulties:
a. Did not secure cooperation easily;
b. People asked lot of counter question so convincing them was a major task;
c. People did not disclose much about their employee details.

63

Data
Analysis

64

Data Analysis of Force Motors Recruitment Process

Strengths

Weaknesses

Rigorous Pre-Hiring assessment

tests to understand aptitude and
personality of candidates.

Pre assessment tests are costly.

Proper reference checks to

ensure that only bonafide
candidates are appointed.

Lengthy pre-offer formalities.

Conversion of footfalls is low.

Huge employee turnover.

Adequate number of channel

partners to generate footfalls for
each location.
Footfall MIS being maintained at
each branch locally by Admin.

Opportunities

Threats

Increasing number of private

players in insurance sector creates
Campus recruitments have huge ample choices, frequent and easy
potential for fulfilling manpower mobility for employees.
requirements cost effectively.
Same channel partners are
Tie up with recruitment agencies handling all insurance companies.
on supplying fixed number of
This leads to same pool of
footfalls week on week.
candidates being circulated to all
partners.
Develop exclusive contract with
channel partners to meet the
Increasing spill over as a
manpower requirements.
candidate has more than one offer
Make blue form brief and to the
point.
Reduce turn around time of
making an offer.

at the time of making a job shift.

As the insurance industry is
small, senior level candidates
hesitate to meet HR of other
companies for the fear of
grapevine.
65

1.

I am satisfied and totally concerned with the HR & IR policies laid by the
top management.

Interpretation: About 60% of the respondents showed their satisfaction about the
way the policies have been laid by the HR Department.
It is a good sign for an organization like Force Motors where number of people
working is very large.
The case of worry for the company is that around 5% of the respondents have
strongly disagreed and 7% neither agreed nor disagreed which indicates that these
respondents are either very dissatisfied or not properly concerned about the
policies

2.

Communications with the top management are channelized properly with

the rest of the organization.

Interpretation: The response says that about 80% of the people agree with the
channels of communication as laid by the Force Motors
66

Whereas nearly 40% have disagreed which highlights employees are dissatisfied
due to Force Motorss being over staff.

3.

I have right level of autonomy and have satisfactory empowerment.

Interpretation: Almost 85% Employees questioned have shown good response.

It indicates HR Policies succeeds in delegating authority and responsibility to
very good extent.

4.

The HR department has successfully maintained ethics and values in the

organization.

Interpretation: The analysis again indicates the success of HR Department in its

role in the organisation. The Ethics and Values to a very good extent have been
67

maintained indicates that Organisation works in harmony and believes in

spreading harmony.
Nearly 90% of the respondents agreed.
A very good sign for any organisation where its employees follow ethics and
values and also feel the presence of it in the organisation

5.

I believe that Force Motors is professionally managed company.

Interpretation: 85% of the respondents have again respected the organisation and
taking its side have responded positively to it.
It clearly indicates that to a very good extent Force Motors employees show due
respect to the organisations.

68

6.

I am satisfied with the way the performance appraisal is conducted.

Interpretation: Above 80% of the respondents have assured that HR policies have
been directed towards employee satisfaction.
A proper care of employees benefits has been taken by the department.

7.

I am satisfied with the training programmes conducted for employees in

the organization.

69

Interpretation: The data represents around the employees are fairly discontented
with the Training Programmes held for employees in Force Motorss.
There is a 70% negative response towards training and development programmes.
It indicates that Force Motorss in the present has diverted its concentration from
proper utilisation of resources to employees welfare from companies welfare.

8.

Force Motors succeeds in providing job satisfaction to the workmen.

70

Interpretation: The data represents that employees have fair good response of job
granted to them with appropriate delegated authority and responsibility.
77% positive response against the 20% dissatisfied ones is enough to prove the
above fact.

71

9. The recruitment and selection policy of both internally and externally has
been properly controlled.

Interpretation: The response suggests the organisation to take care about its
Recruitment & Selection policy.
Where below 40% respondents felt that it does works well but overall there were
14% who strongly disagreed and other 39% felt same to a good extent and 8%
were confused enough to decide their response.

The interpretation of the data represented from the research conducted can be
analysed as: -

1. The company strongly believes in employees welfare and taking sheer

care of their rights and satisfaction in the workplace and the work as such
given to them.

72

2. Companys appraisal policy, autonomy level given to the employees,

welfare policy, correspondingly gives job satisfaction to the employees

3. The respondents have shown due respect to companys image and have
felt the presence of its values, believed in its mission to be strongest and
the most respected engineering company of the country and accepted it as
a professionally managed company with a fair good response that makes
every one believe in it.

4. The company in the present has been diverting from taking care of its
Selection & Recruitment Policy, Training & Development Policy and
laying a proper channel of communication for the corresponding
manpower that it has.

Overall, Force Motorss can be interpreted having Sound HR policies & IR policies
and a satisfied staff ensuring enough support to the organisation to be one of the most
successful engineering company of the nation.

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Conclusion

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CONCLUSION
Recruitment and selection are getting very much importance these days in the
organization. It is very critical thing to evaluate the human resources.
It is a systematic procedure that involves many activities. The process includes the
step like HR planning attracting applicant and screening them. It is very important
activity as it provides right people in right place at right time. It is not an easy task as
organizations future is depends on this activity. If suitable employees are selected
which are beneficial to the organization it is at safe side but if decision goes wrong it
can be dangerous to the organization. So it is an activity for which HR department
gets very much importance.
Recruitment and selection procedure and its policies changed as per the organization.
Its importance also gets changed as the organization changed.

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Suggestions

76

SUGGESTIONS

1. Tie up with more & more consultants from multiple segments

Since the limited placement agencies are sourcing candidates to all insurance
companies, there often comes the problem of duplication of data. Therefore it is
recommended that more and more consultants should be tied up from multiple
segments to attract large pool of new and fresh talent.
2. Know what you're looking for in candidates.

It is observed that the candidates sourced by placement agencies and send for further
rounds of interviews are rarely found suitable by the hiring managers. Therefore, in
case there is need to utilize the service of a placement agency, then it is recommended
that these placement agencies be given a well drafted job description and job
specification. This can also be circulated to internal employees under the employee
referral scheme. This will help people to get a clearer picture and provide for most
suitable candidates. Thus making efficient utilization of the existing resources.

3. Reduce the pre offer formalities:

Pre-offer documentation includes filling of a lengthy Blue form which includes all
personal, educational and professional details of candidate. This is very time
consuming and even after taking these details from candidate its not sure that offer
will be made or not. This also becomes frustrating for the candidate sometimes. So, it
is recommended that unnecessary details should not be asked before we make the
final offer to the candidate. Blue form should be made consise.

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4 Build and manage your candidate pool as a precious resource.

A "candidate pool" is a group of individuals who have shown interest in working for
your company and are qualified for and ready to fill certain positions. Rather than
undertaking the time-consuming process of filling one job at a time, you draw on the
candidate pool and fill jobs as they become available. How do you keep a pool
active? Some companies send their newsletters to pool candidates, give them product
coupons, and keep in touch through e-mail. Pool management is not easy in a tight
labor market --good candidates often go elsewhere. But many organizations,
especially those with a reputation as a great place to work, are able to fill positions
quickly using the pool concept.

5 Create winning impression even on those who are not selected

Its very important to create a favorable impression of your organization on all those
who come for interview. Those who are not selected in the first round of personal
interview should also carry this impression that they have missed the opportunity to
work in a great company. For this, there must a proper coordination of the interview
of the candidate and greater degree of professionalism. A candidate when invited for a
interview must be attended as soon as possible and should be made to wait for hours
together. Interviews conducted on a scheduled time leave a good impression on the
candidate. Even if he is not selected, a good impression about the will make him
recommend the name to his people.

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Annexure

79

JOB REQUISITION TEMPLATE

Designation:
Number of positions:

Location:

Grade/ Cadre:
(Highlight the suitable option)
Department:
Reporting to:
Subordinate/s (If any):
Who are reporting to the job
incumbent?
Reason for requisition:
(Highlight the suitable option)
Job Description:
(Write a brief summary of the job.)
Skills

required

Leadership/
team

for

Team

building/

the

job:

orientation/
presentation/

analysis and problem solving,

creative thinking, communication
Qualification:

Previous Experience:
(Describe nature of experience)
Salary Range:
Suggested source of candidates:
Any Other Remark:
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Position Requisitioned by:

Position Approved by:

81

INTERVIEW RESPONSE FORM

(To be filled for all Managerial and other key positions by the interviewer)
Kindly spare a couple of minutes to fill the information asked below. This would
help us in improving the speed as well as the quality of hiring.
1) What is the status of the candidate
a) Shortlisted for the next round
b) Final selection
c) Waitlisted
d) Rejected
2)

Please list the main reasons why the candidate is shortlisted/waitlisted/rejected

1)
2)
3)
3) - Current Salary (monthly Take home):
- Expectations:
4) Any other comments:
Name of the Interviewer:

Date:

Signature:

82

BIBLIOGRAPHY
Websites
www.erexchange.com
www.hr.com
www.forcemotors.com

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