Recruitment and Selection Process at Viva Toyota

A Study On Recruitment And Selection Process
A PROJECT ON
RECRUITMENT AND SELECTION PROCESS IN
VIVA TOYOTA PRIVATE LIMITED BANGLORE
A project report submitted to Sri Krishnadevaraya
University,
Anantapur in partial Fulfillment for the Award
of the
Degree of
BACHELOR OF BUSINESS MANAGEMENT

BY
K.VENU MADHAV
(Enroll No: SSBN127007)
Under the supervision of
Dr.Y.V.Rama Vani
Assistant Professor
Department Of Business Management
SSBN Degree College, Anantapur
Department of Business management

S.S.B.N Degree College (Autonomous)
Accredited @ A level by NAAC, Anantapur
2014
S.S.B.N DEGREE COLLEGE ANANTAPUR Page 1
ACKNOWLEDGEMENT
I take the privilege of thanking Mr. Ganesh Kumar Chief Marketing
Officer for providing the opportunity to do the project work in their
organization, Viva Toyota.
I express my sincere thanks to my project guide Dr.Y.V.Rama Vani
Assistant Professor S.S.B.N degree college Anantapur for guiding me at
every step to complete my project work.
I express my deep sense of gratitude to Dr.Nirmalamma, Principal,
SSBN Degree College, Sri Krishnadevaraya University, Anantapur, for
providing a great opportunity to do a project work. I am indeed, very
grateful to her.
I express my sincere gratitude to Mr Venugopala, Head-HR VIVA Toyota
Bangalore for providing the project work in their organization.
I also thank Mr. Girish K-Senior Executive HR,Ms Bhavya.M- Specialist
Talent Acquisitions and other HR department staff in Viva Toyota,
Bangalore for their valuable guidance and immense support for
completion of the project.
I also thank each and every individual who have helped me to complete
this project work.
K.VENU MADHAV

SN
PARTICULARS
PAGE NUMBER
O
1.
INTRODUCTION
Page 2 - Page 8
2.
INDUSTRY PROFILE
Page 9 - Page 17
3.
COMPANY PROFILE
Page 18 - Page 35
4.
REVIEW OF LITERATURE
Page 36 - Page 55
5.
RESEARCH METHODOLOGY
Page 56 - Page 61
6.
DATA
7.
INTERPRETATION
FINDING AND CONCLUSION
Page 81 - Page 85
8.
ANNEXURE
Page 86 - Page 90
9.
BIBLGRAPHY
ANALYSIS
AND
AND
WEBLIOGRAPHY
INDEX
Page 62 - Page 80
Page 91
INTRODUCTION
HUMAN RESOURCE:
Human resource is important for the success of any company.
Human resources are the wealth of any organization which helps in
achieving the goals of the organization. It reflects a new outlook which

reviews organizations manpower as its resources and assets.
The human resources are the most important assets of an
organization. The success or failure of an organization is largely
dependent on the caliber of the employees working there in. Without
positive and creative contributions from people, organizations cannot
progress and prosper. In order to achieve the goals or the activities of
an organization, therefore, they need to recruit people with requisite
skills, qualifications and experience. While doing so, they have to keep
the present as well as the future requirements of the organization in
mind.
Recruitment:
Recruitment is distinct from Employment and Selection. Once the
required number and kind of human resources are determined, the
management has to find the places where the required human
resources are/will be available and also find the means of attracting
them towards the organization before selecting suitable candidates for
jobs. All this process is generally known as recruitment. Some people
use the term Recruitment for employment. These two are not one and
the same. Recruitment is only one of the steps in the entire
employment process.
Some others use the term recruitment for selection. These are not
the same either. Technically speaking, the function of recruitment
precedes the selection function and it includes only finding, developing
the sources of prospective employees and attracting them to apply for
jobs in an organization, whereas the selection is the process of finding

out the most suitable candidate to the job out of the candidates
recruited.
Hiring a professional by first understanding the exact skill set and
then matching it with the various applicants resumes and then short
listing and screening the best fit out of the lot is what is required.
Understanding determining factors like education
background
certifications skills and domain type of industry work experience etc for
hiring or recruiting a right professional.
DEFINITION
Recruitment is defined as, a process to discover the sources of
manpower to meet the requirements of the staffing schedule and to
employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient workforce.
Edwin B. Floppy defined recruitment as the process of
searching for prospective employees and stimulating them to apply for
jobs in the organization.
In order to attract people for the jobs, the organization must
communicate the position in such a way that job seekers respond. To be
cost
effective,
the
recruitment
process
should
attract
qualified
applicants and provide enough information for unqualified persons to

self-select themselves out. Thus, the recruitment process begins when
new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new employees

are selected.
SELECTION
Introduction
The size of the labour market, the image of the company, the
place of posting, the nature of job, the compensation package and a
host of other factors influence the manner of aspirants are likely to
respond to the recruiting efforts of the company. Through the process of
recruitment the company tries to locate prospective employees and
encourages them to apply for vacancies at various levels. Recruiting,
thus, provides a pool of applicants for selection.
Definition
Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organization. The basic purpose is to
choose the individual who can most successfully perform the job from
the pool of qualified candidates.
PURPOSES AND IMPORTANCE
The general purpose of recruitment is to provide a pool of
potentially qualified job candidates. Specifically, the purposes are to:
Determine
the
present
and
future
requirements
of
the
organization in conjunction with its personnel-planning and jobanalysis activities.

Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by
reducing the number of visibly, under qualified or overqualified job
applicants.
Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of
time.
Begin identifying and preparing potential job applicants who will
be appropriate candidates.
Induct outsiders with a new perspective to lead the company.
Develop an organizational culture that attracts competent people
to the company.
Search or head hunt/head pouch people whose skills fit the
companys values.
Devise methodologies for assessing psychological traits.
Search for talent globally and not just within the company.
Design entry pay that competes on quality but not on quantum.
Anticipate and find people for positions that do not exist yet.
Increase organizational and individual effectiveness in the short
term and long term.

Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.
Recruitment represents the first contact that a company makes
with potential employees. It is through recruitment that many
individuals will come to know a company, and eventually decide
whether they wish to work for it. A well-planned and well-managed
recruiting effort will result in high-quality applicants, whereas, a
haphazard and piecemeal effort will result in mediocre ones. Highquality employees cannot be selected when better candidates do not
know of job openings, are not interested in working for the company
and do not apply.
The recruitment process should inform qualified individuals about
employment opportunities, create a positive image of the company,
provide enough information about the jobs so that applicants can make
comparisons with their qualifications and interests, and generate
enthusiasm among the best candidates so that they will apply for the
vacant positions.
The negative consequences of a poor recruitment process speak
volumes about its role in an organization. The failure to generate an
adequate number of reasonably qualified applicants can prove costly in
several ways. It can greatly complicate the selection process and may
result in lowering of selection standards. The poor quality of selection
means extra cost on training and supervision. Furthermore, when
recruitment fails to meet the organizational needs for talent, a typical
response is to raise entry-level pay scales. This can distort traditional
wage and salary relationships in the organization, resulting in avoidable
consequences. Thus, the effectiveness of a recruitment process can
play a major role in determining the resources that must be expended
on other HR activities and their ultimate success.
The purpose of selection is to pick up the most suitable candidate
who would meet the requirements of the job in an organization best, to
find out which job applicant will be successful, if hired. To meet this
goal, the company obtains and assesses information about the

applicants in terms of age, qualifications, skills, experience, etc. the
needs of the job are matched with the profile of candidates. The most
suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of selection process. How well an
employee is matched to a job is very important because it is directly
affects the amount and quality of employees work. Any mismatched in
this regard can cost an organization a great deal of money, time and
trouble, especially, in terms of training and operating costs. In course of
time, the employee may find the job distasteful and leave in frustration.
He may even circulate hot news and juicy bits of negative information
about the company, causing incalculable harm to the company in the
long run. Effective election, therefore, demands constant monitoring of
the fit between people the job.
The overall aim of the recruitment and selection process is to
obtain the number and quality of employees that are required in order
for the business to achieve its objectives.
S.S.B.N DEGREE COLLEGE ANANTAPURPage 10
INDUSTRY PROFILE
INTRODUCTION
With the start of industrial revolution in India around 17 th and 18th
century gave rise to growth of establishment of industries in India.
Right from that stage industries have been developing.
With the increasing growth in demand on back of rising income,
expanding middle class and young population base, in addition to a
large pool of skilled manpower and growing technology, will propel India
to be among the world's top five auto-producers by 2015. India is also
one of the key markets for hybrid and electric medium-heavy-duty
trucks and buses.
India is an extremely important market for Hyundai. The Indian

automobile sector is poised for steady and strong growth in the future.
The Indian automobile industry holds good growth potential for the midterm and long term horizon, as per Mr. Bo Shin Seo, MD and CEO,
Hyundai Motor India Ltd (HMIL).
Moreover, Ford Motor Co plans to convert India into global
production centre for compact cars, once its Sanand plant in Gujarat
comes on stream in 2014, under a project codenamed B562 that may
induce three different compact cars from the same platform.
KEY STATISTICS
The Indian automobile industry produced a total 1.69 million
vehicles including passenger vehicles, commercial vehicles, three
wheelers and two wheelers in August 2013 as against 1.56 million in
August 2012, registering a growth of 8.18 percent over the same month
last year.
The cumulative Foreign Direct Investment (FDI) inflow into the
Indian automobile industry during April 2000 to July 2013 was recorded
at US$ 8,932 million, amounting to 4.5 per cent of the total FDI inflows
(in terms of US$), as per data published by Department of Industrial
Policy and Promotion (DIPP), Ministry of Commerce.
The overall automobile exports grew by 2.03 per cent during AprilAugust 2013. Furthermore, the production of passenger vehicles in
India was recorded at 3.23 million in 2012-13 and is expected to grow
at a Compound Annual Growth Rate (CAGR) of 13 per cent during 2012S.S.B.N DEGREE COLLEGE ANANTAPURPage 13
2021, as per data published by Automotive Component Manufacturers'

Association of India (ACMA).
MAJOR DEVELOPMENTS & INVESTMENTS

Hero MotoCorp plans to establish 20 manufacturing and assembly
facilities to expand its presence across 50 countries by 2020.
Nissan Motor India, the Indian unit of Japanese auto maker Nissan
Motor Co Ltd, has entered into an agreement with Ennore Port Ltd
(EPL), to export at least 60,000 cars a year through the port for
the next 10 years.
TVS Motor Co plans to launch two new motorcycle models in the
Kenyan market. These motorcycles will be specific to the Kenyan
markets in terms of usability, reliability and durability. Moreover,
the firm also plans to set up a two-wheeler assembly line in
Uganda and will also launch two motorcycle models in the African
nation.
HMIL has invested US$ 2 billion in two state-of-the-art passenger
car manufacturing facilities in India. Moreso, India contributes 25
per cent of the firms global sales.
Mahindra & Mahindra (M&M) plans capital expenditure and
investments worth Rs 10,000 crore (US$ 1.63 billion) over the next
two years.
Maruti Suzuki India Ltd (MSIL) is setting up an operational
integrated research & development (R&D) centre in Rohtak,
Haryana. The test tracks at the new facility would be longer and
considerably enhanced in technical capabilities than the ones at

the Suzuki Motor Corp (SMC) facility in Japan.
Tech Mahindra has signed an agreement
with
Volvo
Car
Corporation. The IT company will provide Volvo with a service to

maintain and develop a range of applications that can increase
efficiency and reduce costs.
Isuzu Motors India plans to start contract manufacturing of its
Sports Utility Vehicles (SUV) and pick-up trucks at Hindustan
Motors' (HM) Chennai plant from December 2013.
Daimler India Commercial Vehicles (DICV) has expanded its network
across the country. The company plans to establish Government
Initiatives
INITIATIVE FROM GOVERNMENT
The Government of India plans to introduce fuel-efficiency ratings
for automobiles to encourage sale of cars that consume less petrol or
diesel, as per Mr. Veerappa Moily, Union Minister for Petroleum and
Natural Gas, Government of India.
The Union Budget 2013-14 added some incentives to the industry.
The analysis by Deloitte on the Union Budget highlighted the following
points:
The period of concession available for specified part of electric
and hybrid vehicles till April 2013 has been extended up to March
31, 2015
The basic customs duty (BCD) on imported luxury goods such as

high-end motor vehicles, motor cycles, yachts and similar vessels
was increased. The duty was raised from 75 per cent to 100 per
cent on cars/ motor vehicles (irrespective of engine capacity) with
CIF value more than US$ 40,000; from 60 per cent to 75 per cent
on motorcycles with engine capacity of 800 cc or more and on
yachts and similar vessels from 10 per cent to 25 per cent
In addition, an increase in excise duty from 27 to 30 per cent has
been allowed for SUVs with engine capacity exceeding 1,500 cc,
while excise duty was decreased from 80 to 72 per cent, in case of
SUVs registered solely to be used for taxi purposes
An exemption from BCD on lithium ion automotive battery for
manufacture
of
lithium
ion
battery
packs
for
supply
to
manufacturers of hybrid and electric vehicles

The excise duty on chassis of diesel motor vehicles for transport of
goods reduced from 14 per cent to 13 per cent
The Government of India allows 100 per cent FDI in the
automotive industry through automatic route. The Government also
plans to accelerate the supply of electric vehicles over the next eight
years. It is expected that there will be a demand for 5-7 million
electricity-operated vehicles by 2020.
With special focus on exports of small cars, MUVs, two & three
wheelers and auto components; the automotive sectors contribution to
the gross domestic product (GDP) is expected to double reaching a
turnover worth US$ 145 billion in 2016, according to the Automotive
Mission Plan (AMP) 2006-2016.
ROAD AHEAD
India is probably the most competitive country in the world for the
automotive industry. It does not cover 100 per cent of technology or
components required to make a car but it is giving a good 97 per cent,
highlighted Mr. Vicent Cobee, Corporate Vice-President, Nissan Motors
Datsun.
The vision of AMP 2006-2016 sees India, to emerge as the
destination of choice in the world for design and manufacture of
automobiles and auto components with output reaching a level of US$
145 billion; accounting for more than 10 per cent of the GDP and
providing additional employment to 25 million people by 2016.
INDIA: THE GLOBAL AUTO HUB
The automotive supplier firm Cooper Standard inaugurated a
manufacturing
facility
at Bawal in
Haryana, which
will initially
manufacture rubber sealing and trims for Volkswagen models in India,

at an investment of around US$ 7 million. The total estimated market
for sealing and trim in India is estimated to reach US$ 180 million and
fuel and brake delivery market is estimated to be worth US$ 125
million. The Indian automotive industry is robust and we foresee higher
demand for our products said Mr. Jeff Edwards, Chairman & CEO,
Cooper Standard.
NMB-Minebea India Pvt Ltd, a wholly-owned subsidiary of Minebea

Co Ltd (Minebea), a global manufacturer of miniature and small-sized
bearings and precision components, announced commencement of its
operations in Gurgaon, India. The component maker foresees large
market potential for its products range.
Tenneco, a US$ 7.4 billion firm headquartered in Lake ForestIllinois in the US, opened its DynaChrome high speed hard chromium
plating facility for piston rods at its Hosur plant in Tamil Nadu (TN).
Malaysia's Petronas is setting up a lubricants' plant near Mumbai
with the aim of capturing a greater share of the growing Indian lubes
market that is expected to touch nearly US$ 8 billion by 2017. India is
the fifth largest lubricants market in the world.
Tide Water Oil has decided to re-launch the brand Veedol in
European markets, including Germany, Austria and Switzerland.
The cumulative FDI inflow into the Indian automobile industry
during April 2000 to July 2013 was recorded at US$ 8,932 million,
amounting to 4.5 per cent of the total FDI inflows (in terms of US$), as
per data published by Department of Industrial Policy and Promotion
(DIPP), Ministry of Commerce, Government of India.
KEY DEVELOPMENTS & INVESTMENTS
Auto component major Anand Automotive plans to invest Rs 1,200
crore (US$ 194.45 million) over the next five years on new product
development and capacity expansion.
Base Batteries plans to spend Rs 1,000 crore (US$ 162.07 million)

over four years to set up new plants and expand existing ones at
Hosur,
TN
and
Solan,
Himachal
Pradesh.
The
organized
automobile batteries market is estimated at Rs 4,000 crore (US$

648.28 million).
KLT Automotive & Tubular Products, manufacturers of chassis and
related components, will invest over Rs 320 crore (US$ 51.86
million) in setting up two chassis manufacturing units in Chennai
and Sri City and will also expand their existing unit. The Sri City
unit will meet the needs of the Japanese OEMs setting up
manufacturing units there.
A Raymond inaugurated its first plant in India, at Chakan, Pune
with an investment of US$ 7 million. The new plant will
manufactures various plastic fasteners like rib locks, trim clips,
cable straps etc. All these components will primarily cater to the
Indian and global passenger car and utility car segment.
Greaves Cotton Ltd will supply single cylinder diesel engines to
power TVS Motors three-wheeler auto-rickshaws.
AUTOMOBILE REGULATION IN INDIA

The Indian automobile industry is the tenth largest in the world. It
has an annual production of approximately 2 million units. India is set to
be a key role in automotive sector. There has been a sustained growth
in the automotive sector of India following the economic reforms of
1991 which opened up 100 percent Foreign Direct Investment in this
sector. The industry has been growing annually at 20 per cent.
The automotive regulations in India are governed by the Ministry of

Shipping, Road Transport & Highways (MSRT&H) and other ministries
such as Ministry of Environment & Forests and Ministry of Petroleum &
Natural Gas also have a vital role in the formulation of automotive
regulations and standards in India.
The major acts governing the automotive sector in India are:
Motor Vehicles Act, 1988 (MVA)
Central Motor Vehicles Rules 1989 (CMVR)
MSRT&H has constituted some committees are formed to advise the
ministry on Safety and Emission Regulations. These are:
Central
Motor
Vehicles
Rules-Technical
Standing
Committee
(CMVR-TSC)
Standing Committee on Implementation of Emission Legislation
(SCOE)
Central
Motor
Vehicles
Rules-Technical
Standing
Committee
(CMVR-TSC) was formulated to receive draft recommendations from

other committees, such as Automotive Industry Standards Committee
and Bureau of Indian Standards, and to finalize and approve safety
recommendations made by such committees.
COMPANY PROFILE
VIVA TOYOTA
Viva Toyota is a part of shodha group of Toyota which started its
first operation in Hubli during April 2001. Shodha Toyota Started its 2 nd
operation at Belgaum, during Oct 2010.
Viva Toyota started its first Operation in Bangalore during Jan 2011.
The shodha groups of companies are as follows:
Dhruvesh Meta steel industrial plant and machinery in 2001.

Dhruvesh Honda two wheeler dealership in 2002.
Viva Toyota Toyota car dealership in 2011.
Dhruvesh ventures multi branded pre owned cars showroom in 2013.
Viva Toyota aims to play a major role in establishing Toyota brand
and its standard in and around Bangalore. Viva Toyotas growth since
inception can be attributed to one simple yet important aspect of its

business philosophy Putting the Customer first. Viva Toyota has the sales
record in new Toyota cars, True Value cars, Toyota Genuine Accessories,
Customer Satisfaction Index and Sales Satisfaction Index that has also
contributed to Viva Success.
VISION
We share a passion to build an emphasis brand focused on individual
and business needs to achieve organization excellence as a sustainable
competitive advantage.
MISSION
To recruit retain and develop a highly competitive diverse workforce
that supports the mission, vision and values of Viva Toyota.
Total Customer Satisfaction is our Mission. To achieve this, we will
always strive to improve Processes continuously and deliver Quality
Service as per Customer needs and thus build.
Shri.V.R.Deshpande memorial trust is a sister concern organization
and also a proud partner of Toyota as T-TEP (Toyota-Technical Education
Program) Institute, to develop career for rural students.
The journey of Viva Toyota in reaching this position took a long time.
It travelled a long journey to reach this position. In the initial it established
its 3s facility showroom in Hubli on 28th April 2001. Secondly in 3s facility
showroom Belgaum on 30th October 2010. It established first sales 1s
facility showroom in Hebbal on 24th January 2011 which deals with only
with the sales of Toyota cars. On the same day it opened 1s and 2s facility
stations in Hebbal and Kogilu respectively. It started its 3s station at
Hunsemaranahalli on 18th Feb 2012. 2s station at Kogilu deals with service

and spare parts of the cars and where as 3s station at Hunsemaranahalli
operates all the three functions i.e., sales, service and spare parts.
YEAR
NAME OF BRANCH LOCATION
2001
Shodha Toyota
Hubli
2010
Shodha Toyota
Belgaum
2011
Viva Toyota(1s)
Hebbal
2011
Viva Toyota(2s)
Kogilu
2012
Viva Toyota(3s)
Hunsamaranahalli
Shodha Toyota's concerned company v-trust deals with sales of old

cars i.e., buying old cars from customers and selling them. The cars are
also renovated only if needed. This experiment yielded a good result to
them.
TOYOTA WAY OF RESPECT -SAN
SAN is a Japanese word which will be used to respect the individuals.
In Toyota group each employee is recognized and is given respect
irrespective of the gender by using a common word SAN. In English Mr.,
Miss, Mrs. is used as title to call any person with respect.
EX: English = Mr. Santhosh, Mrs.Nandini
Japan = Santhosh San, Nandini San
Each employee being a group of Toyota family follows the way of
respecting the individual and practices the same.

FACILITIES IN VIVA TOYOTA:
Viva Toyota Private Limited provides the entire range of products and
services avail-able in the Indian Toyota market. Viva is the pioneers of new
and services available in the Toyota. The main aim of Viva is to increase
sales and provide quality service for customer satisfaction. There are three
major facilities providing by the Viva Toyota for the customers and they
are categorized as follows.
SALES OUTLETS
Viva has its own authorized service network divided in to certain
sections for ease cures of Toyota owners. There are service divisions,
Toyota genuine parts division, vehicle sale division, Toyota insurance
renewal division, Toyota accessories division and Toyota true value
exchange division.
SERVICE OUTLETS
Viva Private Limited has about 6 service network available through
Karnataka for immediate service work. All workshops are ideally located in
all the cities. Expertise service personnel will be helping the vehicle
problems. Breakdown, accident recovery vehicles are available to you
round the clock. Viva had the facilities for insurance renewal.
SPARE PARTS
Communications plays very important role for running spare parts
operations effectively and efficiently. Viva Toyota spare parts department
got with online transactions. It connects TKM and Viva branch spare parts.
Network spare parts availability and other spare parts related enquiry can
check with through network system.
DIFFERENT FUNCTIONS AND THEIR ROLES

The different functions of Shodha/Viva Toyota are:
Finance
Human resource
Training
IT
Insurance
Customer Relations
Retail Finance
Marketing
FINANCE
All the financial activities are under the direct control of executive
director. Chief Accountant Officer is in-charge of all money transition in
each department. The team of finance and accounts record each and
every transaction with the help of system. Special accounting packages
like tally and excel are used by the organization for recording monitory
transactions. This department also deals with financial and budgetary
control, accounting of expenditure on works, costing of services and
operation of facilitate cost control, property, lease infrastructure, cost of
stock, payment of salary, managing funds, incentives and remuneration
preparation of budget, appropriation of accounts, treasury management,
custody of funds, internal and external records, debt administration,
statutory and tax reports etc. the company also manages Inventory
Funding as per the requirements of Toyota Kirloskar machines (T.K.M).

OBJECTIVES:
Profit Maximization
Wealth Maximization
THE MAIN ACCOUNTING PROCESS THAT ARE PERFORMED IN VIVA
TOYOTA:
Payment to suppliers.
Purchasing invoice records.
Making the notes of payments received from clients.
Closing of receivable invoices.
TRAINING
Training is the process of increasing the abilities of the employees for
the current and also for the future jobs in the organization. Training helps
the employee to increase his capabilities and also helps the organization
to extract the maximum from the employees. Viva Toyota follows the
training techniques of Toyota Kirloskar machines (T.K.M). Training is given
to fresh employees for a time period of 2-3 months.
The other training functions undertaken by Shodha/Viva Toyota are:
Product Training for Sales & Marketing Team and conduct online test
for knowledge development as per TKM.
Conducting Soft skill training to all Sales officers & Marketing
Officers.
Record monthly update in T2S - Toyota Software on Sales Team
Training of Knowledge Index and Coverage Index levels.
Maintain training Management Information System
individual.
of
each
INFORMATION TECHNOLOGY
Viva Toyota also gives a major importance to information technology
by providing systems and software to all the employees as per the
requirements. Lease Line connectivity to Toyota Server to access Toyota
Software like I-Crop (Intelligent Customer Relation Optimization Program),
CTDMS (Centralized Toyota Dealer Management System), T2S
(Toyota
Sales Society) related to Sales, Service, CRM & HR to update our dealer
data.
INSURANCE
The next important department is insurance department. This
department takes care of the insurance of new cars and old cars.
MOTOR VEHICLE INSURANCE
At Toyota Insurance we understand that vehicle is a critical part of
our life, so they can offer us reliable and cost effective protection in case
the unexpected happens. We can choose from two levels of motor vehicle
insurance cover:
Comprehensive
Third Party Liability
COMPREHENSIVE
Comprehensive Motor Vehicle Insurance policy provides for the
replacement of Toyota with a brand new one if it becomes a total loss, so
long as it is less than 3 years old and it has travelled less than
100,000kms.
In addition, Viva provide a Genuine Toyota parts replacement
promise for Toyota vehicles less than 5 years old and a Genuine Toyota
Quality Repair Guarantee on all authorized repairs, for as long as you

remain the owner of the vehicle.
The following are some of the coverage points covered in comprehensive
insurance:
Natural Calamity
Man Made Calamity
Personal Accidents
THIRD PARTY LIABILITY
The main difference between third party insurance and a
comprehensive Toyota insurance is that the comprehensive insurance
includes all the coverage that the third party insurance will provide. As
a result, these policies protect you from the negative effects of any kind
of legal action taken against you by another person involved in the
accident. The coverage also includes damage to another persons
property.
Viva Toyota has coordination with all the bankers related to auto
finance related process. With this facility customers have a choice to
choose according to their liking. Viva Toyota also generates revenue by
promoting various Auto Insurance products. Viva Toyota maintains
Coordination with Account Dept. for all the claim settlements and payout
receipts in time.
CUSTOMER RELATION
Customers are the base for any organization. Without customers no
company can exist in the business world. Knowing this Viva Toyota gives a
vital importance to customer satisfaction. It takes care that the customers
are satisfied and a comfortable environment is created right from the
entry point. Viva Toyota interacts with the customers and collects the
feedback on post sales and post service. Management interacts timely
with the concerned department in satisfying the customer and increasing
the sales of the company. It also organizes customer meets to know about
which level customers are satisfied with the services rendered by Viva
Toyota. Management believes in the following:
Performance Expectations = Customer

Satisfaction
RETAIL FINANCE
All the financial activities are under the direct control of executive
director. Chief Accountant Officer is in-charge of all money transition in
each department. The team of finance and accounts record each and
every transaction with the help of Management Information System.
This department also deals with financial and budgetary control,
accounting of expenditure on works, costing of services and operation
of facilitate cost control, property, lease infrastructure, cost of stock,
payment of salary, managing funds, incentives and remuneration
preparation
of
budget,
appropriation
of
accounts,
treasury
management, custody of funds, internal and external records, debt

administration, statutory and tax reports, revenue generation by auto
finance related process.
OBJECTIVES:
Profit Maximization
Wealth Maximization
The main accounting process that are performed in Viva Toyota:

Payment to suppliers
Purchasing invoice records.
MARKETING
According to American marketing association, marketing is the
performance of the business activities the direct the flow of goods and
services from the producer to customer or the user. Marketing involves
all the activities involved in the creation of place, time and pos-session
utilities. Marketing is a process of making goods means cars useful to
the society.
It can be used as:
A concept (understanding needs and responding)
A process
A
function
(analyzing
market
opportunities,
planning,
implementation, control etc)

A series of techniques (a blend of behavior and management
science)
In Toyota, marketing is come under sales department, marketing is
an important tool for sales otherwise it leads to failure. Advertisements,
Displays are some of the tools of marketing. And some special schemes
and discounts offered by Toyota are some of the normal techniques
used to attract the customers.
Marketing also include test driving this helps the customers to know
about the car and its mileage etc and also the facilities and features of
the car. Through marketing, the sales executive develops a good
contract between the customers this helps to buy cars from Toyota
again; goods contact between the companies. This helps to the success
of the company.
Marketing in Toyota focuses on car sales and services. It deals with
display of cars also. The main aim of Indus is to satisfy and delight the
customers. It surrounded by needs of a customer, focuses on delivering
value to the customer. Modern marketing concept helps to study the
needs, desires and preferences of customers. In Toyota customers are
king. The two main objectives of modern marketing concepts are
customer satisfaction and profit maximization.
HUMAN RESOURCE MANAGEMENT
For any organization human resource plays a major role in making
the company successful and helps to develop the organization. Viva
Toyota treats the human resource as its major sector and tries to
develop it. Viva Toyota is highly successful in management its
productive
human
asset.
Mutual
understanding
between
the
management and workers is appreciable in of the matter of the

attainment of companys ultimate goal.
Viva Toyota looking is a forward looking organization, committed to
identify, train, develop and sustain its human resource in such a
manner so as to integrate the individual career aspiration of its
executives with the fulfillment of the objectives. Towards this, Viva
Toyota accepts basically that of fair, equitable and performance
oriented policy with respect to its human resource.
The principal component of an organization is its human resource.
So managing human resources efficiently and effectively is the
important function of an HR Department.

RECRUITMENT AND SELECTION
Recruitment
is
process
of
searching
the
candidates
for
employment and stimulating them to apply for jobs in the organization.

After having determined the number and kinds of personnel required
the personnel manager of the organization
proceeds with the
identification of the source of recruitment and finding suitable

candidates for employment. Viva Toyota use both internal and external
source of recruitment according to the nature of the post vacant.
Selection involves a series of step by which candidates are
screened for choosing the most suitable person for vacant post. The
process of selection leads to employment of person who process the
ability and qualification to perform the job which leave fallen vacant in
the organization. It divide the candidate for employment in to two
categories namely those who will be offered employment and those
who will not be, this process should be called rejection.
Training and Development:
After newly appointed employees have joined the organization the
next phase of program is to impart necessary training to them. The
need for the training arising in the company due to changing
technology, quality conscious customers, greater productivity stable
work force, increased safety and better management. Viva Toyota
follows the training techniques of Toyota Kirloskar machines (T.K.M).
Training is given to fresh employees for a time period of 2-3 months.
PERFORMANCE APPRAISAL:
People differ in their abilities and aptitudes. These difference are
natural to great ex-tend cannot be eliminated even by giving the
same basic education and training to them. The basic purpose of
performance appraisal is an employee is observed by his supervisor
at the time of work.
AWARDS AND ACHEIVEMENT:
BEST NEW DEALER in the year 2001
First Toyota dealer to be awarded ISO 9001:2000 certified by
RWTUV Germany in the year2002
Best dealer in TDMS in 2002
Best dealer in customer service at all India level in 2003-04 and
2006
Best dealer in C- category in 2008
Triple star dealer rating at all India level in 2008 and 2009
PROGRAMMES CONDUCTEDBY THE ORGANISATION:
Blood donation camps

International womens day celebration
Medical check-up
Dealer foundation day
Annual day
Traditional day
EMPLOYEE DELIGHT PROGRAMME:

SANTHE
Essential asset user scheme
Employee common fund
Canteen facilities
Team building activities
Family get-together
RECRUITMENT AND SELECTION PROCESS IN VIVA TOYOTA
Recruitment refers to the process of attracting, screening, and
selecting qualified people for a job. For some components of the
recruitment process, mid and large-size organizations often retain
professional recruiters or outsource some of the process to recruitment
agencies.
The importance of having a structured recruitment is to hire the
right person to the right job efficiently, and this in turn will reduce the
cost of wrong hiring. Below are the structured recruitment steps.
Manpower Planning
Man power planning in Human Resource Management is a core
factor.
To meet the business requirements, the sufficient manpower
should be recruited to meet the business targets.
The requirement of manpower will be discussed and arrived with
the each Department Heads based on the job description.
Total Business Target will be divided by multi department based on
the business support and to comply / meet the common goal with
multi
job
description,
the
requirement
of
team
for
each
department will be finalized with Technical & Non Technical

members.
Sourcing Candidate
Sourcing of candidates through various sources like:
Paper Advertisement,
TV Scroller Advertisement
Manpower Consultants
Direct Walk-Ins / CV through e-mail to recruitment team
Employee Referrals
Campus Recruitment
Job Portals
Screen the Candidates

The candidates will not have any criminal background. The
candidates will not have any physical disability which prevents or
hinders him/ her from performing the task. But if the disability is not
related to the responsibility which is being selected for, such candidates
may be given preference.
Age: The candidate will be of a minimum age of 18 years,
completed as on the
date of recruitment
Experience: An experience person will add value to the system.
However a fresher with relevant qualification can also be hired
Appearance: Presentable in front of a customer who is well
groomed (Though primarily there is no criteria for a candidates
appearance, thought should be given to the type of person,
however
they
should
not
appear
overweight
and
look
uncomfortable while working or in working apparel, should appear

healthy, bright and hygienic.)
Health: To ensure safety for the dealership and their staff, keeping
in mind the type of efforts required for housekeeping cleaning
physical and maintenance responsibilities, candidates will have to
declare themselves free of any diseases at the time of joining or in

relevant cases, even with a history.
Candidates with history or inclination of antiestablishment activities,
trade
union
association,
political
affiliation,
holding
public
or
government association membership are strictly not recruited at any

level of the company and a distinguishable marking is made on his /her
resume for future reference
Post screening, candidates has to be asked to fill the employment
application form.
Short-List of Candidates
Sales Related staff has to be given Test on Psychometric &
Analytical.
If they could score 85% on Psychometric & 9 points on
Analytical will be qualified for next level of interview.

For support staff an IQ test will be conducted to understand his IQ
level before preceding the next level of interview.
Final Selection of Candidates
To Finalize Team leader & Supervisory level candidate a Panel
comprising of HR, Function Head /CEO / DP should take interview and
arrive decision post interviewing a set of candidates who can be fit for
our organization who can add value to system etc.,
Releasing Offer Letter
Based on the position budget and current cost of the candidate,

organization
will
decide
the
affordable
value
which
will
be
communicated to the candidate after collecting necessary supporting

like his current salary / position proof details.
The offer letter will consists of Offered Position, Date on which he
is expected to Join and what is the offer Salary and what are all the
documents are required to bring at the time of reporting for duty.
Joining Formalities
On the day of joining, a Joining kit will be issued to him which
contents of all Statutory and benefits forms which need to be filled by
the employee. Provision will be made and available to the new joiners
like Uniform, Basic Stationery and Job description.
PROCESS OF RECUITMENT AT VIVA TOYOTA:
The HOD and the manager first find the vacant position in the
company and try to find the right person for the right job at right time.
Later the management finds number of vacant positions in the
company. After finding number of vacant positions the management
raises a requisition for man power duly approved by the HOD or
authorized manager.
Process of Recruitment at VIVA TOYOTA
Determine the Vacant position (By the HOD, Manager and

TL)
Determine the No of positions Vacant

Raise a requisition for Manpower (Duly approved by HOD or
Authorised managers)
Analysis of the manpower being initiated by the HR Department
(according to the policy of TKM)
Response from the respective HR personnel (as per the
analysis)
Start with sourcing/Decline the requisition (as per the approval from
higher authority)
FLOW OF INTERVIEW SCHEDULES

Screening thru HR personnel
Discussion with TL (if necessary)

Discussion with HODs or Manager (Mandatory)
Discussion with MD (if necessary)
Shortlisted
Discussion with HR (Salary negotiation)
Selected
On-Boarding
Rejected
REVIEW
LITERATURE
RECRUITMENT:
OF
Recruitment is the process of identifying that the organization

needs to employ someone up to the point at which application forms for
the post have arrived at the organization. Selection then consists of the
processes involved in choosing from applicants a suitable candidate to
fill a post. Training consists of a range of processes involved in making
sure that job holders have the right skills, knowledge and attitudes
required to help the organization to achieve its objectives. Recruiting
individuals to fill particular posts within a business can be done either
internally by recruitment within the firm or from external sources in
order to recruit the employees. There are two types of recruitment one
is
internal
recruitment
and
the
external
recruitment.
The Recruitment and selection process consist of six stages:
Stage- 1:
Stage -2:
Stage -3:
Stage -4:
Stage -5:
Stage -6:
Agree to vacancy to be filled

Job analysis
Attracting a field of candidates
Sorting candidates
Selection interviews
Finally to organization
It is important to appreciate that recruitment is a continuous process

because of:
Changes in business requirements (e.g. new products, markets,
expanded operations)
Changes in business location (a relocation often triggers the need
for substantial recruitment)
Promotions
FACTORS AFFECTING RECRUITMENT
The following are the 2 important factors affecting Recruitment:1)
INTERNAL FACTORS
2)
Recruiting policy
Temporary and part-time employees
Recruitment of local citizens
Cost of recruitment
Companys growth and expansion
EXTERNAL FACTORS
Supply and Demand factors

Unemployment Rate
Political and legal considerations
Social factors
Economic factors
Technological factors
INDUCEMENTS
Organizational inducements are all the positive features and
benefits offered by an organization that serves to attract job applicants
to the organization. Three inducements need specific mention here,
they are:
Compensation: Starting salaries, frequency of pay increases,
incentives and fringe benefits can all serve as inducements to
potential employees.
Career Opportunities: These help the present employees to grow
personally and professionally and also attract good people to the
organization. The feeling that the company takes care of

employee career aspirations serves as a powerful inducements to
potential employees.
Image or Reputation: Factors that affect an organizations
reputation include its general treatment of employees, the nature
and quality of its products and services and its participation in
worthwhile social endeavours.
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two
categories: internal sources and external sources. Both have their own
merits and demerits. Lets examine these.
Internal Sources
Persons who are already working in an organization
constitute the internal sources.
Retrenched employees, retired
employees, dependents of deceased employees may also constitute the

internal sources.
Whenever any vacancy arises, someone from within
the organization is upgraded, transferred, promoted or even demoted.

External Sources
External sources lie outside an organization. Here the
organization can have the services of : (a) Employees working in other
organizations;
(b)
Jobs
aspirants
registered
with
employment
exchanges; (c) Students from reputed educational institutions; (d)

Candidates
referred
by
unions,
friends,
relatives
and
existing
employees; (e) Candidates forwarded by search firms and contractors;

(f) Candidates responding to the advertisements, issued by the
organization; and (g) Unsolicited applications/walk-ins.
METHODS OF RECRUITMENT
The following are the most commonly used methods of recruiting
people.
INTERNAL METHODS
1. Promotions and Transfers
This is a method of filling vacancies from within
through transfers and promotions. A transfer is a lateral movement
within the same grade, from one job to another. It may lead to changes
in duties and responsibilities, working conditions, etc., but not
necessarily salary. Promotion, on the other hand, involves movement of
employee from a lower level position to a higher level position
accompanied by (usually) changes in duties, responsibilities, status and
value. Organizations generally prepare badly lists or a central pool of
persons from which vacancies can be filled for manual jobs.
Such
persons are usually passed on to various departments, depending on

internal requirements. If a person remains on such rolls for 240 days or
more, he gets the status of a permanent employee as per the Industrial
Disputes Act and is therefore entitled to all relevant benefits, including
provident fund, gratuity, retrenchment compensation.
2. Job Posting
Job posting is another way of hiring people from within. In

this method, the organization publicizes job opening on bulletin boards,
electronic
method
and
similar
outlets.
One of the important
advantages of this method is that it offers a chance to highly qualified

applicants working within the company to look for growth opportunities
within the company without looking for greener pastures outside.
3. Employee Referrals
Employee referral means using personal contacts to
locate job opportunities.
It is a recommendation from a current
employee regarding a job applicant. The logic behind employee referral

is that it takes one to know one.
Employees working in the
organization, in this case, are encouraged to recommend the names of

their friends, working in other organizations for a possible vacancy in
the near future. In fact, this has become a popular way of recruiting
people in the highly competitive Information Technology industry
nowadays.
Companies offer rich rewards also to employees whose
recommendations are accepted after the routine screening and

examining process is over and job offers extended to the suggested
candidates. As a goodwill gestures, companies also consider the names
recommended by unions from time to time.
EXTERNAL (DIRECT) METHODS
1. Campus Recruitment
It is a method of recruiting by visiting and participating in college
campuses and their placement centers.
Here the recruiters visit
reputed educational institutions such as IITs, IIMs, colleges and

universities with a view to pick up job aspirants having requisite
technical or professional skills.
Job seekers are provided information
about the jobs and the recruiters, in turn, get a snapshot of job seekers
through
constant
interchange
of
information
with
respective
institutions.
A preliminary screening is done within the campus and the short
listed students are then subjected to the remainder of the selection
process.
In view of the growing demand for young managers, most
reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable,

Citibank, State Bank of India, Tata and Birla group companies) visit IIMs
and IITs regularly and even sponsor certain popular campus activities
with a view to earn goodwill in the job market.
Advantages of this
method include: the placement centre helps locate applicants and

provides resumes to organizations; applicants can be pre-screened;
applicants will not have to be lured away from a current job and lower
salary expectations. On the negative front, campus recruiting means
hiring people with little or no work experience.
The organizations will have to offer some kind of training to the
applicants, almost immediately after hiring.
It demands careful
advance planning, looking into the placement weeks of various

institutions in different parts of the country. Further, campus recruiting
can be costly for organizations situated in another city (airfare,
boarding and lodging expenses of recruiters, site visit of applicants if
allowed, etc.).
INDIRECT METHODS
1. Advertisement
These include advertisements in newspapers; trade, professional
and technical journals; radio and television; etc. in recent times, this
medium has become just as colourful, lively and imaginative as
consumer advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc.
this method is appropriate when (a) the organization intends to reach a
large target group and (b) the organizations wants a fairly good number
of talented people who are geographically spread out. To apply for
advertised
vacancies
lets
briefly examine
the wide
variety
of
alternatives available to a company - as far as ads are concerned:

Newspaper Ads:
Here it is easy to place job ads without much of a lead time. It has
flexibility in terms of information and can conveniently target a specific
geographic location.
On the negative side, newspaper ads tend to
attract only those who are actively seeking employment at that point of
time, while some of the best candidates who are well paid and
challenged by their current jobs may not be aware of such openings. As
a result, the company may be bombarded with applications from a large
number of candidates who are marginally qualified for the job adding
to its administrative burden. To maintain secrecy for various reasons
(avoiding the rush, sending signals to competitors, cutting down
expenses involved in responding to any individual who applies, etc.),
large companies with a national reputation may also go in for blind-box
ads in newspapers, especially for filling lower level positions. In a blindbox ad there is no identification of the advertising organization.
Job
aspirants are asked to respond to a post office box number or to an

employment firm that is acting as an agent between the job seekers
and the organization.
Television and radio ads:
These ads are more likely to each individual who are not actively
seeking employment; they are more likely to stand out distinctly, they
help the organization to target the audience more selectively and they
offer considerable scope for designing ads creatively. However, these
ads are expensive. Also, because the television or radio is simply seen
or heard, potential candidates may have a tough time remembering the
details, making application difficult.
THIRD PARTY METHODS

1. Private Employment Search Firms
As search firm is a private employment agency that maintains
computerized lists of qualified applicants and supplies these to
employers willing to hire people from the list for a fee. Firms like Arthur
Anderson, Bobble and Hewitt, ABC consultants, SB Billimoria, KPMG;
Ferguson Associates offers specialized employment-related services to
corporate houses for a fee, especially for top and middle level executive
vacancies.
AT the lower end, a number of search firms operate
providing multifarious services to both recruiters and the recruiters.
2. Employment Exchanges
As a statutory requirement, companies are also expected to
notify (wherever the Employment Exchanges Act, 1959, applies) their
vacancies through the respective Employment Exchanges, created all
over India for helping unemployed youth, displaced persons, ex-military
personnel, physically handicapped, etc. AS per the Act all employers
are supposed to notify the vacancies arising in their establishments
form time to time with certain exemptions to the prescribed
employment exchanges before they are filled.
The Act covers all
establishments in public sector and non-agricultural establishments

employing 25 or more workers in the private sector. However, in view
of the practical difficulties involved in implementing the provisions of
the Act (such as filing a quarterly return in respect of their staff
strength, vacancies and shortages, returns showing occupational
distribution
of
their
employees,
etc.)
many
organizations
have
successfully fought court battles when they were asked to pick up

candidates
from
among
those
sponsored
by
the
employment
exchanges.
3. Gate Hiring and Contractors

Gate hiring (where job seekers, generally blue collar employees,
present themselves at the factory gate and offer their services on a
daily basis), hiring through contractors, recruiting through word-ofmouth publicity are still in use despite the many 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 points of time; the number of such applications
depends on economic conditions, the image of the company and the job
seekers perception of the types of jobs that might be available etc.
Such applications are generally kept in a data bank and whenever a
suitable vacancy arises, the company would intimate the candidates to
apply through a formal channel.
One important problem with this
method is that job seekers generally apply to number of organizations

and when they are actually required by the organizations, either they
are already employed in other organizations or are not simply
interested in the position.
5. Alternatives to Recruitment
Since recruitment and selection costs are high (search process,
interviewing agency fee, etc.) firms these days are trying to look at
alternatives to recruitment especially when market demand for firms
products and services is sluggish.
Moreover, once employees are
placed on the payroll, it may be extremely difficult to remove them if

their performance is marginal. Some of the options in this regard may
be listed.
6. Evaluation of Alternative Sources

Companies have to evaluate the sources of recruiting carefully
looking at cost, time, flexibility, quality and other criteria before
earmarking funds for the recruitment process. They cannot afford to fill
all their vacancies through a particular source. To facilitate the decision
making process in this regard, companies rely on the following
7. Time lapse data
They show the time lag between the dates of requisition for
manpower supply from a department to the actual date of filling the
vacancies in that department.
For example, a companys past
experience may indicate that the average number of days from

application to interview is 10, from interview to offer is 7, from offer to
acceptance is 10 and from acceptance to report for work is 15.
Therefore, if the company starts the recruitment and selection process
now it would require 42 days before the new employee joins its ranks.
Armed with this information, the length of the time needed for
alternative sources of recruitment can be ascertained before pinning
hopes on a particular source that meets the recruitment objectives of
the company.
8. Yield ratios
These ratios indicate the number of leads / contacts needed to
generate a given number of hires at a point at time. For example, if a
company needs 10 management trainees in the next six months, it has
to monitor past yield ratios in order to find out the number of
candidates to be contacted for this purpose.
On the basis of past
experience, to continue the same example, the company finds that to

hire 10 trainees, it has to extend 20 offers. If the interview-to-offer is
3:2, then 30 Interviews must be conducted.
If the invitees to interview ratios are 4:3 then, as many as 40
candidates must be invited.
Lastly, if contacts or leads needed to
identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are
made.
9. Surveys and studies
Surveys may also be conducted to find out the suitability of a
particular source for certain positions.
For example, as pointed out
previously, employee referral has emerged as popular way of hiring

people in the Information Technology industry in recent times in India.
Correlation studies could also be carried out to find out the relationship
between different organizational positions. Before finally identifying the
sources of recruitment, the human resource managers must also look
into the cost or hiring a candidate. The cost per hire can be found out
by dividing the recruitment cost by the number of candidates hired.
Modern day recruitment practices include implementation
of
Six Sigma
HR score card
Career planning
Recreational activities
Training
HRIS
Internal recruitment
This refers to the filling of job vacancies from within the business
where existing employees are selected rather than employing some one
from outside. A business might decide that it already has the right
people with the right skills to do the job, particularly if its training and
development programmers have been effective.
How is it done?
Internal vacancies are usually advertised within business via a variety
of media:
staff notice boards
intranets
In-house magazines/newsletters
(for
example,
Map
major
publishing business) have a weekly staff magazine devoted solely

to advertising jobs within the organization.
Staff meetings.
Advantages of internal recruitment:
Gives existing employees greater opportunity to advance their
careers in the business.
May help to retain staff that might otherwise leave.
Requires a short induction training period.
Employer should know more about the internal candidates
abilities.
Usually quicker and less expensive than recruiting from outside.
Disadvantages of internal recruitment:
Limits the number of potential applicants for a job.

External candidates might be better suited /qualified for the job.
Another vacancy will be created that has to be filled.
Existing staff may feel they have the automatic right to be
promoted, whether or not they are competent.
External Recruitment
This refers to the filling of job vacancies from outside the business
(contract with internal recruitment).Most businesses engage in external
recruitment fairly frequently, particularly those that are growing
strongly, or that operate in industries with high staff turnover.
Employment/recruitment agencies
These businesses specialize in recruitment and selection .They
often specialize in recruitment for specific sectors(e.g. finance travel,
secretarial).They usually provide a shortlist of candidates based on the
people registered with the agency. They also supply temporary or
interim employees.
The main advantages with using an agency are the specialist skills
they bring and the speed with which they normally provide candidates.
They also reduce the administrative burden of recruitment. The cost is
the high agency fees charged often up to 30% of the first year wages of
anyone employed.
Head-hunters/Recruitment consultancies
Up market recruitment agents who provide a more specialized
approach to the recruitment of key employees and /or senior
management. They tend to approach individuals with a good
reputation rather than rely on long lists of registered applicants often
using privileged industry contacts to draw up a short list. The cost of
using a head-hunter or recruitment consultant is high.
Job centres
Government runs agency-good for identifying local candidates for
relatively straightforward jobs .The job centre service is free to
employers and is most useful for advertising semi skilled, clerical and
manual jobs.
Government funded training schemes
There is a variety of government funded schemes that provide
potential recruits, including the new deal and modern apprenticeships.
The advantage of these schemes is that government funding lowers the
cost of employment and the business can get to know the employee
before
committing
for
the
long-term.
However,
relatively
employment requirements are covered by these schemes.

Advertising
few
Probably the most common method used in the recruitment.

Advertising allows the employer to reach a wider audience. The choice
of advertising media (e.g. national newspaper, internet, specialist
magazine etc) depends on the recruitment for the advert to reach a
particular audience and crucially, the advertising budget.
THE PROCESS OF SELECTION

Selection is usually a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next one. The
time and emphasis place on each step will definitely vary from one
organization to another and indeed, from job to job within the same
organization. The sequence of steps may also vary from job to job and
organization to organization. For example some organizations may give
more importance to testing while others give more emphasis to
interviews and reference checks. Similarly a single brief selection
interview might be enough for applicants for lower level positions, while
applicants for managerial jobs might be interviewed by a number of
people.
Fig: process of selection

Reception
A company is known by the people it employs. In order to attract people
with talents, skills and experience a company has to create a
favourable impression on the applicants right from the stage of
reception. Whoever meets the applicant initially should be tactful and
able to extend help in a friendly and courteous way. Employment
possibilities must be presented honestly and clearly. If no jobs are
available at that point of time, the applicant may be asked to call back
the personnel department after some time
Screening Interview
A preliminary interview is generally planned by large

organizations to cut the cost of selection by allowing only eligible
candidates to go through the further stages in selection. A junior
executive from the Personnel Department may elicit responses from the
applicants on important items determining the suitability of an
applicant
for
job
such
as
age,
education,
experience,
pay
expectations, aptitude, location, choice etc. this courtesy interview as

it is often called helps the department screen out obvious misfits. If the
department finds the candidate suitable, a prescribed application form
is given to the applicants to fill and submit.
Application Blank
Application blank or form is one of the most common methods
used to collect information on the various aspects of the applicants
academic,
social,
demographic,
work
related
background
and
references. It is a brief history sheet of employees background, usually

containing the following things:
Personal data (address, sex, telephone number)

Marital data
Educational data
Employment Experience
Extra-curricular activities
References and Recommendations
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves
three important purposes
1. It introduces the candidate to the company in a formal way.

2. It helps the company to have a cross-comparison of the applicants;
3. It can serve as a basis to initiate a dialogue in the interview.
Selection Testing
In this section i.e. selection test or the employment test that
attempts to asses intelligence, abilities, personality trait, performance
simulation tests including work sampling and the tests administered at
assessment centers- followed by a discussion about the polygraph test,
graphology and integrity test.
A test is a standardized, objective measure of a persons behavior,
performance or attitude. It is standardized because the way the tests is
carried out, the environment in which the test is administered and the
way the individual scores are calculated- are uniformly applied. It is
objective in that it tries to measure individual differences in a scientific
way giving very little room for individual bias and interpretation. Over
the years employment tests have not only gained importance but also a
certain amount of inevitability in employment decisions. Since they try
to objectively determine how well an applicant meets the job
requirement, most companies do not hesitate to invest their time and
money in selection testing in a big way. Some of the commonly used
employment tests are
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
Miscellaneous tests such as graphology, polygraph and honesty

tests.
Selection interview:
The candidates selected in the selection interview are interviewed
here and the candidates are examined with the abilities whether they
are suitable for the job or not. Here the candidates are scrutinized on
the basis of their market knowledge, previous job experience,
communication skills and other major aspects required for the job. The
candidates selected here are further sent to next level.
Medical test:
The candidates who have passed the selection interview are now
sent to medical test because the organization makes sure whether the
health status of the candidate is fit at the time of joining the job or not.
Medical test is done to the candidate because particular jobs in the
organization need the medical fitness of the employee at the time of
joining.
Reference check:
Here the candidates are checked with the references i.e the
company enquires about the candidate with the reference number
provided by the candidate. Even it is done even by consulting the
college of the candidate and also by contacting the known ones.
Hiring decision:
After enquiring about the candidate thoroughly the decision of

hiring the candidate or not is taken by the management. After taking
the decision only it is made clear to the candidate that he has been
selected as an employee. Because the decision taken by the
management stands as final and any wrong decision in this context will
cost the management. Once the hired employee cannot be removed
easily.
And hence in this way an organization employs any candidate.
REASERCH
METHODOLOGY
RESEARCH METHODOLOGY
Research is a scientific and systematic search for pertinent
information on a specific topic. Research is an art of scientific
investigation. Research comprises defining and redefining problems,

formulation hypothesizer suggested solutions, collecting, organizing and
evaluating the data, making deductions and reaching conclusions and at
last carefully testing the conclusions to determine and at last carefully
testing the conclusions to determine whether they fit the formulating
hypothesis.
-By CLIFFORD WOOD
Methodology means a procedure designed to the extent to
which it is planned and evaluated before conducting the inquiry and the
extent to which the method for making decisions is evaluated.
-By DHONDYAL
NEED FOR STUDY

The main objective of the study is:
To know about the recruitment and selection process.

To study the H.R policies and the functioning of H.R departments.
To study how the vacancies are cleared and on what basis the
candidates are selected fora particular job.
To identify and suggest measures for the improvement of the
recruitment programs.
To study about the recruitment strategies.
To evaluate the recruitment management programs.
OBEJCTIVES
To study the recruitment and selection procedure in VIVA TOYOTA
To know how the new candidates are recruited and placed in VIVA
TOYOTA BANGLORE
To streamline the recruitment process to ensure that we always hire

the right people for the right job at right time
To know how better VIVA TOYOTA maintains its employees.
To know the latest recruitment strategies framed by the company
based on the employee requirements.
SCOPE OF STUDY
The scope of the study is confined to the following process like
procedure followed for recruitment and to identify the various factors
that companies undertake prior to the recruitment process.
To study how the companies establish a fit between their business

strategy and recruitment strategy.
To analyze the recruitment policy of the organization.
To provide a systematic recruitment process.
DATA COLLECTION METHODS

Data collection is a process of obtaining valuable and reliable
information for the purpose of research.
The data was collected mainly by the following methods:
1. PRIMARY DATA
a. Questionnaire
Questionnaire method is one of the common methods
where a questionnaire is submitted across people and they are asked to
fill it with his /her opinions .The questionnaire consists of both open ended
and closed type of questions. Questionnaire has been prepared which has
got filled up by the Axis employees of companies this has followed by
short interview by HR manager is taken to gather additional information.
b. Interviews
Interviews were conducted to collect the opinions of the

senior managers regarding the recruitment process. A short interview is
taken with HR manager to gather information.
2. SECONDARY DATA
Availability of secondary data in the form of journals, manuals and
books on recruitment were used as secondary data.
DATA
ANALYSIS
AND
INTERPRETATION
RECRIUTMENT AND SELECTION PROCESS QUESTIONAIRE:

VIVA TOYOTA
1. Since how many years have you been working with this
organization? (
(a) 1-2 years
(b) 2-3 years
years
OPTIONS
NUMBER
OF PERCENTAGE
1-2 years
2-3 years
3-4 years
TOTAL
RESPONDENTS
20
0
0
20
NUMBER OF
100
0
0
100
RESPODENTS
100
90
80
70
60
50
40
30
20
10
0
A(100)
B(0)
C(0)
(c) 3-4
INTERPRETATION:
100% employees are being working with Viva Toyota in the
span of 1-2 years. Viva Toyota maintains fresh employees.
2. Are you happy with your companys recruitment process? (
)
(a)
Yes
(b) no
NUMBER OF RESPODENTS
OPTION
YES
NO
TOTAL
NO OF RESPONSENTS
20
0
20
100
90
80
70
60
50
40
30
20
10
0
A(100)
B(0)
PERCENTAGE
100
0
100
INTERPRETATION:
100% of the employees are happy with the recruitment process
of Viva Toyota. Viva Toyota maintains a better recruitment process.
3. How did you come to know about openings in your
organizations? (
)
(a) Friends
(c) internet
(b) News papers
(d) others
OPTION
FRIENDS
INTERNET
NEWS PAPERS
OTHERS
TOTAL
NO OF RESPONDENTS
18
1
0
1
20
PERCENTAGE
90
5
0
5
100
90
80
70
60
50
40
30
20
10
0
A(90)
B(5)
C(0)
INTERPRETATION:
D(5)
90% came to know about the company openings through their

friends only. Some of the employees (5%) came to know from the
advertisements in news papers and through other mediums. We can
say that most of the employees are referred by the employees.
4. What is the motive behind choosing the job in this company?
(
)
(a) Salary
(b) Knowledge Gaining
(c) Work Environment
OPTION
SALARY
KNOWLEDGE GAINING
WORK ENVIRONMENT
CAREER GROWTH
TOTAL
(d) Career Growth
NO OF RESPONDENTS
0
2
5
13
20
PERCENTAGE
0
10
25
65
100
70
60
50
40
30
20
10
0
A(0)
B(10)
C(25)
INTERPRETATION:
D(65)
65% of employees chose Viva Toyota as chance to develop their

career. 25% of the employees chose Viva Toyota for its working
environment and the rest of the employees (10%) for developing their
knowledge. Viva Toyota gives more importance to the career growth of
the employees.
5. Does the organization clearly define the position objectives,
requirements and
candidate
specifications in the recruitment process? (
)
(a) Yes
(b) No
OPTION
YES
NO
TOTAL
NO OF RESPONDENTS
18
2
20
90
80
70
60
50
40
30
20
10
0
A(90)
INTERPRETATION:
B(10)
PERCENTAGE
90
10
100
90% of the employees said that the organization clearly defines

the objectives, requirements and the job specification in the
recruitment specifications.
6. According to you, which quality of a person should be given
more
importance
while
recruiting? (
)
(a) Marketing knowledge
(b) Experience
(c) Communication skills

(d) All the above
OPTION
NO
MARKETING
RESPONDENTS
0
KNOWLEDGE
COMMUNICATION
SKILLS
EXPERIENCE
ALL THE ABOVE
TOTAL
0
19
20
0
95
100
OF PERCENTAGE
100
90
80
70
60
50
40
30
20
10
0
A(0)
B(5)
C(0)
D(95)
Interpretation:
95% of the employees feel an employee needs an all round
knowledge in order to recruit a person into a company.
7. When does your company usually recruit candidates? (
)
(a) Annually
(b) Quarterly
(c) Half- Yearly
(d) Whenever Required
OPTION
ANNUALLY
QUARTERLY
HALF-YEARLY
WHENEVER REQUIRED
TOTAL
NO OF RESPONDENTS
0
0
0
20
20
PERCENTAGE
0
0
0
100
100
100
90
80
70
60
50
40
30
20
10
0
A(0)
B(0)
C(0)
D(100)
INTERPRETATION:
Viva Toyota performs recruitment and selection process whenever
the company needs the want of employees rather than performing at
regular intervals.
8. Did you fully know about the company policies before joined
in this company? (
)
(a) Yes
(b) no
OPTION
NO OF RESPONDENTS
PERCENTAGE
YES
16
80
NO
20
TOTAL
20
100
80
70
60
50
40
30
20
10
0
A(80)
B(20)
INTERPRETATION:
80% of the employees know about the companys policies and
rules before joining into the company this shows the transparency of
the company in defining the rules and regulations of the company.
9.
What should be the best recruitment sources according to
your preference? (
(a) Internal Recruitment
(b) External Recruitment
(c) Both
OPTION
INTERNAL
NO OF RESPONDENTS
3
PERCENTAGE
15
RECRUITMENT
EXTERNAL
RECRUITMENT
BOTH
TOTAL
17
20
85
100
90
80
70
60
50
40
30
20
10
0
A(15)
B(0)
C(85)
INTERPRETATION:
Viva Toyota depends on both internal and external recruitment in
recruiting the employees. This helps the company in selecting the
qualitative candidates and also makes a pathway in developing the
company.
10. What type of recruitment process does your company
follow usually? (
)
(a) Campus Recruiting
(c) Employee Referral
(b) Walk-In Interviews

(d) All the above
(e) Both B and C

OPTION
CAMPUS
NO OF RESPONDENTS
--
PERCENTAGE
0
RECRUITMENT
WALK IN INTERVIEWS
EMPLOYEE REFERRAL
ALL THE ABOVE
03
07
03
15
35
15
BOTH B AND C
TOTAL
07
20
35
100
35
30
25
20
15
10
5
0
A(0)
B(15)
C(35)
D(15)
E(35)
INTERPRETATION:
35% of the employees felt the company followed both walk in
interview and employee referral. 15% employees felt the company
followed all types of recruitment process in the organization.
11. How did you feel when you were facing the interview? (
)
(a) Confident
(c) Stress
OPTION
CONFIDENT
TENSED
STRESS
RELAXED
(b) Tensed
(d) Relaxed
NO OF RESPONDENTS
18
0
0
2
PERCENTAGE
90
0
0
10
TOTAL
20
100
90
80
70
60
50
40
30
20
10
0
A(90)
B(0)
C(0)
D(10)
INTERPRETATION:
90% of the employees felt confident while facing the interview
and 10% of the employees felt relaxed while giving the interview. So we
can conclude that the interview process in Viva Toyota is easy to face.
12. How many rounds involved in interview process? (

)
(a) Two
More than Three
OPTION
TWO
THREE
MORE THAN THREE
TOTAL
(b) Three
NO OF RESPONDENTS
10
6
4
20
PERCENTAGE
50
30
20
100
(c)
50
45
40
35
30
25
20
15
10
5
0
A(50)
B(30)
C(20)
INTERPRETATION:
In Viva Toyota there are only two rounds involved in an interview
process. The company reduces the cost of recruiting by reducing the
rounds in interview. The reduced cost can be invested in areas of
development.
13. What interview technique does your company follow? (
)
(a) Panel Interview
(b) Single Man Interview
OPTION
NO OF RESPONDENTS
PANEL INTERVIEW
6
SINGLE
MAN 14
PERCENTAGE
30
70
INTERVIEW
TOTAL
100
20
70
60
50
40
30
20
10
0
A(30)
B(70)
INTERPRETATION:
70% of the employees say that Viva Toyota follows single man
interview and hence reducing the cost of recruitment process.
14. How many people are been selected out of those
interviewed? (
)
(a) Depends On Companies Requirement
On Candidates Abilities
OPTION
DEPENDS
NO OF RESPONDENTS
ON 3
PERCENTAGE
15
COMPANIES
REQUIRNMENT.
DEPENDS ON CAND. 17
85
ABIL.
TOTAL
100
20
(b) Depends
90
80
70
60
50
40
30
20
10
0
A(15)
B(85)
INTERPRETATION:
85% of the employees say that the recruitment is based on
the capabilities of the employees. 15% feel that the company depends
on its requirements.
15. Would you refer Viva Toyota to your known ones? (
)
(a) yes
OPTION
YES
MAY BE
TOTAL
(b) may be
NO OF RESPONDENTS
17
3
20
PERCENTAGE
85
15
100
90
80
70
60
50
40
30
20
10
0
A(85)
B(15)
INTERPRETATION:
85% of the employees are ready to refer Viva Toyota to their
known ones. This shows that the employees are happy with the
company.
16. Do you get recognized for referring your friend in Viva

Toyota? (
)
(a) Yes
OPTION
YES
NO
TOTAL
(b) No
NO OF RESPONDENTS
19
1
20
PERCENTAGE
90
10
100
90
80
70
60
50
40
30
20
10
0
A(90)
B(10)
INTERPRETATION:
90% of the employees say that they are recognized for referring
their known ones to Viva Toyota.
17. Any suggestions for improving recruitment process in your
organization?
All the employees are happy with the recruitment process of the
company. The company has to take measures in speeding up the
recruitment process.
18. How do you feel the questionnaire was? (
(a) As per the policy
(b) Were you able to give your personal opinion?
(c) Was the questionnaire up to the mark?
OPTION
OPTION A
OPTION B
OPTION C
TOTAL
NO OF RESPONDENTS
17
3
0
20
PERCENTAGE
85
15
0
100
90
80
70
60
50
40
30
20
10
0
A(85)
B(15)
C(0)
INTERPRETATION:
85% of the employees feel the questionnaire was according to the
policy of the company while 15% of the employees were able to give
their personal opinion and the rest felt that questionnaire was up to the
mark.
FINDINGS
CONCLUSION
AND
FINDINGS:
Almost all the employees in the organization are employed
between 1-2 years.
All the employees of viva Toyota are 100% happy with its
recruitment and selection process.
In my research I found that 90% of the candidates came to know
about the openings through employee referral and 5% of the
candidates came to know through newspapers, 5% of the
candidates came to know through other sources.
According to my study I found that 65% of the employees chose
Viva Toyota as a medium of their career development and 25%
chose for the work environment of Viva Toyota.
In my study I found that the company defines the job description
and job specifications to the employees, helping them to work
better.
Viva Toyota gives importance to all qualities like knowledge of
market, communication skills and experience of the candidate
while recruiting him/her in the company.
Viva Toyota recruits employees whenever the company requires
the human resources.
According to my study I found that 85% of the employees
preferred for both internal and external recruitment.
In my study I found that Viva Toyota gives preference to all types

of recruitment process (campus recruiting, Walk-In Interview,
employee referral, advertising).
According to my study I found that the candidates felt very
relaxed and confident at the time of interview.
I found that in Viva Toyota there are two rounds while interviewing
a candidate.
In study I found that company recruits the candidates based on
the
abilities
of
the
candidates
(marketing
knowledge,
communication skills, experience).

According to my study 85% of the employees are ready to refer
their known ones to the company.
I found all the employees were able to give their personal opinion.
SUGGESTIONS:
The recruitment and selection process in Viva Toyota is good. The
following suggestions are made to develop the recruitment and
selection process in Viva Toyota:
Candidates applying for the jobs in Viva Toyota came to know

mostly from their friends. If the company advertises about the
opening in the company through other mediums then the man
power can be increased in Viva Toyota.
While giving the interview the candidates felt relaxed and
confident. The company can make the interview process little
complex to test the real ability of the employee.
CONCLUSION:
In my study I found that the recruitment process is done with
specific parameters and mainly the ability of the candidate is given the
first preference. The candidates applying for the job in the company
comes to know about the openings through the employee referral. The
company recruits the employees through both internal and external
recruitment sources. Viva Toyota scrutinizes the candidates in different
rounds. The company recognizes the services given by the employees
for the company by awarding them cash reward and gift rewards and
motivates
the
employee
work
even
better.
Viva
Toyota
gives
importance to the ability of the candidate (marketing knowledge,

communication skills, experience) while selecting the candidates. The
candidates felt very confident and relaxed while giving interview. While
selecting the candidate Viva Toyota gives importance to market
knowledge, communication skills and experience of the candidate in the
respected field. The employees are ready to refer their known ones to
the company and they are rewarded by the management.
The employees chose Viva Toyota for their career development
and the work environment of Viva Toyota. Viva Toyota maintains good
employee relation by conducting various recreational activities and

giving them preferences by awarding them for their activities.
ANNEXURE
RECRIUTMENT AND SELECTION PROCESS QUESTIONAIRE: VIVA

TOYOTA
NAME OF THE EMPLOYEE
: _____________________________
DESIGNATION OF THE EMPLOYEE: _____________________________

1. Since how many years have you been working with this organization?
(
)
(a) 1-2 years
(b) 2-3 years
(c) 3-4 years
2. Are you happy with your companys recruitment process? (

)
(b)
Yes
(b) no
3. How do you come to know about openings in your organizations? (

)
(a) Friends
(b) News papers
(c) internet
(d) others
4. What is the motive behind choosing the job in this company? (

)
(a) Salary
(b) Knowledge Gaining
(c) Work Environment
(d) Career Growth
5. Does the organization clearly define the position objectives,

requirements and
candidate specifications in
the recruitment process? (
(a) Yes
(b) No
6. According to you, which quality of a person should be given more

importance
while
recruiting? (
(a) Marketing knowledge
(c) Communication skills
(b) Experience
(d) All the above
7. When does your company usually recruit candidates? (

(a) Annually
(c) Half- Yearly
(b) Quarterly
(d) Whenever Required
8. Did you fully know about the company policies before joined in this
company? (
(a) Yes
)
(b) no
9.
What should be the best recruitment sources according to your
preference? (
(a) Internal Recruitment
(b) External Recruitment
(c)
Both
10.
What type of recruitment process does your company follow
usually? (
)
(a) Campus Recruiting
(b) Walk-In Interviews
(c) Employee Referral
(d) All The Above
(e) Both b and c

11. How did you feel when you were facing the interview? (
(a) Confident
(c) Stress
(b) Tensed
(d) Relaxed
12. How many rounds involved in interview process? (

(a) Two
(b) Three
)
(c) More than
Three
13. What interview technique does your company follow? (
(a) Panel Interview
(b) Single Man Interview
14. How many people being selected out of those interviewed? (

)
(a) Depends On Companies Requirement
(b) Depends On
Candidates Abilities
15. Would you refer Viva Toyota to your known ones? (
(a) yes
(b) may be
16. Do you get recognized for referring your friend in Viva Toyota? (
)
(a) Yes
(b) No
17. Any suggestions for improving recruitment process in your

organization?
Suggestions:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
18. How do you feel the questionnaire was? (

(a) As per the policy
(b) Were you able to give your personal opinion?
(c) Was the questionnaire up to the mark?
BIBLIOGRAPHY
PRIMARY SOURCE:
1. Principles of Management
- By R.N.Gupta
2. Business Management
- By Reddy and Appanaiah
3. Human Resource Management
By Dipak Kumar Bhattacharya
SECOND SOURCE:
1.
2.
3.
4.
www.google.com
www.wikipedia.com
www.scholar.google.co.in
www.slideshare.com

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A Study On Recruitment And Selection Process

BACHELOR OF BUSINESS MANAGEMENT

Department of Business management

A Study On Recruitment And Selection Process

A Study On Recruitment And Selection Process

S.S.B.N DEGREE COLLEGE ANANTAPUR Page 3

A Study On Recruitment And Selection Process

A Study On Recruitment And Selection Process

achieving the goals of the organization. It reflects a new outlook which

A Study On Recruitment And Selection Process

jobs in an organization, whereas the selection is the process of finding

applicants and provide enough information for unqualified persons to

S.S.B.N DEGREE COLLEGE ANANTAPUR Page 6

A Study On Recruitment And Selection Process

submitted. The result is a pool of applicants from which new employees

S.S.B.N DEGREE COLLEGE ANANTAPUR Page 7

A Study On Recruitment And Selection Process

organization in conjunction with its personnel-planning and jobanalysis activities.

term and long term.

A Study On Recruitment And Selection Process

A Study On Recruitment And Selection Process

goal, the company obtains and assesses information about the

S.S.B.N DEGREE COLLEGE ANANTAPURPage 10

A Study On Recruitment And Selection Process

S.S.B.N DEGREE COLLEGE ANANTAPURPage 11

A Study On Recruitment And Selection Process

S.S.B.N DEGREE COLLEGE ANANTAPURPage 12

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India is an extremely important market for Hyundai. The Indian

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2021, as per data published by Automotive Component Manufacturers'

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considerably enhanced in technical capabilities than the ones at

Corporation. The IT company will provide Volvo with a service to

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The basic customs duty (BCD) on imported luxury goods such as

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manufacture rubber sealing and trims for Volkswagen models in India,

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inception can be attributed to one simple yet important aspect of its

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