PROJECT REPORT

ON

(RECRUITMENT AND SELECTION)

J K TYRES, BANMORE

By
Name of the student
Roll. No
Batch 2009-11

IN PARTIAL FULFILLMENT OF
POST GRADUATE DIPLOMA IN MANAGEMENT
(PGDM)
APPROVED BY AICTE, MINISTRY OF HRD & GOVT. OF INDIA, NEW DELHI

SBES’s INTERNATIONAL INSTITUTE OF MANAGEMENT&

HUMAN RESOURCE DEVELOPMENT (W)
PUNE

PROJECT REPORT
 ON

(RECRUITMENT AND SELECTION)

J K TYRES, BANMORE

SUBMITTED TO
SBES’s INTERNATIONAL INSTITUTE OF
MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
(W)

BY

(PRIYANKA KUMARI)
Roll No. IIMHRD/09/11/025
Batch 2009-11

IN PARTIAL FULFILLMENT OF
POST GRADUATE DIPLOMA IN MANAGEMENT
(PGDM)
APPROVED BY AICTE, MINISTRY OF HRD & GOVT.OF
INDIA, NEW DELHI

SBES’s INTERNATIONAL INSTITUTE OF

MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
(W)
PUNE
CERTIFICATE FROM SPONSORING COMPANY
 INTERNATIONAL INSTITUTE OF MANAGEMENT
AND HUMAN RESOURCE
DEVELOPMENT(IIMHRD)( W)

Survey No.54(1+2/1), Dattawadi(Nere) Kasarsai Road, Near

Hinjewadi IT Park,Pune-411033

SUMMER PROJECT CERTIFICATE

This is to certify that Ms. Priyanka Kumari of SBES’s

International Institute of Management and Human
Resource Development for Women, IIMHRD (W) has
successfully completed the project titled Recruitment and
Selection in partial fulfillment of requirement for the
completion of PGDM course approved by AICTE, Ministry
of HRD, Govt. of India, and New Delhi.

This project report is the record of authentic work carried

out by her during the period from 3 May to 3 July. She has
worked under our guidance.

Internal Guide Dr. Mrs. Surya Ramdass

Signature Director IIMHRD
Name

ACKNOWLEDGEMENT
Foremost, I would like to thank my project guide, Dr. Surya Ramdass for accepting
to be my guide. No words are enough to express my gratitude to her for taking out
time from her hectic schedule for being my mentor. 

Mr. Onkar Sir has been a wonderful guide and a counselor. He has shown immense
patience in dealing with all my queries, however petty they may have been. I fall
short of words in thanking him. 

My sincere thanks to all the respondents who spared their valuable time in giving
me the required information and my apology for testing their patience. 

I also wish sincere and humble thanks to all my friends and colleagues who
encouraged and inspired me from time to time. It is only because of them that I did
not lose the sight of my track and completed the research. 

I thank my parents who supported me and provided me with all the help required
during my summer training period and the preparation the project report. 

Thank you all so much 

 DECLARATION

This is to declare that the Project titled “Recruitment and Selection” has
been accomplished and being submitted for the partial fulfillment of the
award of M.B.A from IIMHRD (W), Pune.

This work has not been submitted by me anywhere else for the award of
any degree or diploma. All the sources of information and help have been
duly mentioned and acknowledge.

Submitted by:
Priyanka Kumari

CONTENTS
1). ABSTRACT.

2).COMPANY PROFILE.

3).COMPANY HISTORY.

4).RECRUITMENT AND SELECTION.

(I) RECRUITMENT:
1.1 MEANING.
1.2 NEED FOR RECRUITMENT.
1.3 RECRUITMENT PROCESS.
1.4 EVALUATION OF RECRUITMENT PROCESS.
1.5 SOURCES OF RECRUITMENT.
1.6 60-SECONDS GUIDE TO HIRING THE RIGHT PEOPLE.

(II) SELECTION:
2.1 SELECTION PROCESS.
STEP 1:-PRILIMINARY ITERVIEW.
STEP 2:- SELECTION TESTS
STEP 3:- INTERVIEW.
STEP 4:-REFRENCE CHECK.
STEP 5:-SELECTION DECISION.
STEP 6:-PHYSICAL EXAMINATION.
STEP 7:-JOB OFFER.
STEP 8:-CONTRACT OF EMPLOYMENT.
STEP 9:-CONCLUDING THE SELECTION PROCESS.
STEP 10:-EVALUATION OF SELECTION.
2.2 FOUR APPROCHES TO SELECTION.
2.3 PROBLEMS IN EFFECTIVE SELECTIONS.
2.4 DIFFERENCE (RECRUITMENT AND SELECTION).

5).RECCOMMADATION AND SUGGESSTION.

6).CONCLUTION.

7). QUESTIONNAIRE

7).BIBLOGRAPHY.

ABSTRACT
JKO is a mega corporate entity that is emblematic of excellence, diversification and
pioneering new technologies. A part of JK Organization which ranks among the leading
private sector groups in India, JK Tyre and Industries is committed to self reliance and
follows an ethic that views customer satisfaction as an index of achievement Leaders in
the Indian Tyre Industry.

                                                            The name J.K. Organization, which today is one of

the leading Private Sector Groups in India, was founded over 100 years ago. For J.K.
Organization it's been a century of multi-business, multi-product and multi-location
business operation. The companies in the Group have a diverse portfolio, including
Automotive Tyres & Tubes, Paper & Pulp, Cement, V-Belts, Oil Seals, Power
Transmission Systems, Hybrid Seeds, Woolen Textiles, Readymade Apparels, Sugar,
Food & Dairy Products, Cosmetics, etc. 

 J. K. Organization

 JK Tyre
 JK Paper
 JK Lakshmi Cement
 Fenner (India)
 JK Seeds
 JK Sugar
 Umang Dairies
 CliniRx Research
 JK Insurance Brokers
 Other JK companies
  ‘‘Innovation and passion to perform has always been the driving force at J.K.
Organization’’

 There are different companies for different businesses. Most of these are public
limited companies and are quoted on the stock exchanges with large number of
public shareholders
 All products of the Group are not only strong brand names but also reputed
market leaders in their respective segments.
 RESEARCH & DEVELOPMENT
 The will to innovate signifies the ethos at J.K. Organization. The                     
J.K. Organization is continuously striving to achieve excellence in its products
and processes. It has set up highly reputed Research and Development Institutes
in India.

 HASETRI…….. HARI SHANKAR SINGHANIA

ELASTOMER AND TYRE RESEARCH INSTITUTE
(HASETRI) 

 PAPRI……….. PAPER AND PULP RESEARCH

INSTITUTE (PAPRI)

 The Group's exports span over 60 countries across 6 continents comprising of

products like tyres, paper, woolen textiles, readymade apparels, rubber products,
engineering products etc. It has global presence with manufacturing operations
and outsourcing arrangement in different parts of the world.
 Most of the Group's plants have ISO 9001 certification and some also have earned
QS 9000 and ISO 14001 certifications, which include caring for environment. it's
no surprise that the Group has bagged various awards for betterment of the
environment and exports.
 OBJECTIVES OF STUDY

The main objective of our study is to ensure the quality of company’s selection and
recruitment process. Along with we consider the following point as an object during our
studies:

1: To identify company’s sources of recruitment.

2: To take feedback from employees on existing system

 COMPANY PROFILE

OUR VISION

“TO BE AMONGST THE MOST ADMIRED COMPANIES IN INDIA COMMITED

TO    EXCELLENCE.” 

OUR MISSION 

 BE A CUSTOMER OBSESSED COMPANY

 NO.1 TYRE BRAND IN INDIA
 DELIVER ENHANCED VALUE TO ALL STAKEHOLDERS
 MOST PROFITABLE TYRE COMPANY IN INDIA
 ENCHANCE GLOBAL PRESENCE THROUGH ACQISITION
 MOTIVATED AND COMMITTED TEAM DEVELOPMENT FOR HIGH
PERFORMANCE ORGANIZATION

JK ORGANISATION - A CENTURY OF TRUST

Innovation and passion to perform have always been the driving forces at J K
Organization.

JK Organization, is one of the leading Private Sector Groups in India, was founded over
100 years ago - it's been a century of multi-business, multi-product and multi-location
business operation.

CUSTOMER SATISFACTION - OUR CREDO

Customer Satisfaction has always been our prime focus. We are indeed proud of our
highly experienced and professional team for winning the trust of customers and building
strong relationships with them.

Our 115 company owned stocking points serve over 4000 dealers across the country.
We have set up 130 JK Tyre Steel Wheels - a unique concept in car tyre retailing which
provides value added services like wheel balancing, alignment and tyre care to customers.
Our Truck Radial Care Centers offer after-sales service for Truck/Bus Radials, which
operate on 365 days / 24 hours basis. A large number of such centers have been set up
along all major National Highways.
JK Tyre has been among the top two tyre companies in respect of Customer Satisfaction,
as per JK Power Asia Pacific Study, for many years.

First Indian tyre company to introduce All Steel Truck & Bus Radials in India in 1999
Pioneered Radial technology in India by introducing passenger radials in 1977
First Indian tyre company to be recognized as 'SUPERBRAND' by Global Advertising
Professionals

R & D - TECHNOLOGY OUR DRIVING FORCE

We have always been pushing the limits of possibilities. Our research centers have been
our nerve centers for extensive research and development. These are:

Mr. Hari Shankar Singhania Elastomer and Tyre Research Institute (HASETRI) -
Jaykaygram, Kankroli (Rajasthan) and Faridabad (Haryana)
Dr. Raghupati Singhania Center of Excellence for Tyre and Vehicle Mechanics - Chennai
(Tamil Nadu)

FUTURE PLANS

India is fast emerging as a global automobile hub particularly for small cars. It offers
immense opportunities for JK Tyre to grow its business both organically and
inorganically.

We have been constantly exploring ways of increasing our presence in different world
markets, through alliances and acquisitions in tyre and related business. In all our
Endeavour’s, our core focus is on customer delight. Enlarging the customer base,
providing them with better quality of services and more value added products, will
continue to be the key areas of our thrust.

OUR FIRSTS - LEADING THE WAY

Ever since its inception, JK Tyre has been a leader rather than a follower. We have
garnered many Firsts to our credit like;

First in India to launch 'Eco-friendly - Green tyre'

First in India to launch 'Dual Contact' - Aquasonic tyre
First to launch 'Asymmetric' tyre
First in India to launch high performance tyre -
H rated - Speed of above 190 kms upto 210 kms
V rated - Speed of above 210 kms upto 240 kms
Z rated - Speed of above 240 kms upto 300 kms.

World's first tyre manufacturer to get QS 9000 certification for all its multi-location
operations
World's first tyre manufacturer to get ISO 9001 certification for its entire operations.

MOTORSPORTS - PUTTING INDIA ON THE FAST TRACK

JK Tyre is synonymous with Motorsports in India. By investing in infrastructure and

instituting championship, JK Tyre has taken upon itself to put India on the world
motorsports map.
COMPANY LOGO
 COMPANY HISTORY

YEAR EVENTS 1951 - The Comp. was incorporated as a private limited Comp. in
West Bengal in 14th February, 1951. Until 31st March 1970, the Comp. was engaged in
the managing agency business. Thereafter, the Comp. decided to undertake
manufacturing activities and obtained a letter of intent in February 1972 for manufacture
of automobile tyres & tubes.

- The letter of intent was converted into an industrial license in February 1974 for
manufacture of 4 lakh nos. each automobile tyre & tubes per annum. The Comp. was
converted into a public limited Comp. on 1st April 1974. The manufacturing project was
promoted by Straw Products Ltd & J.K. Synthetics Ltd.

- The Comp. entered into technical collaboration with General Tire International Co.,
U.S.A., [a subsidiary of General Tire & Rubber Co., U.S.A.s] for technical services for a
period of 5 years & sales agreement for supply of technical know-how, engineering &
documentation for operational facilities [for a period of 8 years from 23.8.73s].

- Under the collaboration agreement, the Comp. has the right to use on its products the
wording 'Made in collaboration with General Tire International Co., USA'.

YEAR EVENTS 1982 - The company technical collaboration agreement with

General Tire International Co., was renewed for a further period of 5 years.

YEAR EVENTS 1987 - The overall working resulted in substantial profits despite a
51-days strike as well as go-slow from 14th October. The strike had since then been
resolved & amicable settlement was reached. Efforts were on to launch a new pattern in
steel belted radial tyres.

YEAR EVENTS 1988 - New steel radial tyres for Maruti Gypsy & Tata mobile
were introduced. The Comp. proposed to incur an expenditure of Rs 300 lakhs for
installation of latest & sophisticated R&D equipment.

YEAR EVENTS 1989 - Several new patterns & sizes of tyres were introduced
including a semi-lug Nylon Truck tyre, all of which were well received in the market.
1991 - Handeep Investment, Ltd., Hidrive Finance Ltd., Panchanan Investment Ltd., &
Radial Finance Ltd., J. K. International Ltd., Shivdham Properties Ltd., & J.K. Asia
Pacific, Ltd., are subsidiaries of Company.

YEAR EVENTS 1992 - The J.K. International division expanded its activities by
opening its office in Moscow besides starting Company's subsidiaries in U.K. and
Honkong. The radial tyres for tractors & business launched in the previous year were
well received.

YEAR EVENTS 1993 - New radial tyres `Brute' & `Ultima' were introduced. The
Comp. was in the process of developing steel belted radial tyres for prestigious cars in the
Mercedes Benz, Peugeot, Daewoo race & Opel Astra. A new pattern developed for bus
and trucks `PE-T8' was well received in the market.

YEAR EVENTS 1994 - The Comp. maintained its pace of growth, despite steep rise
in raw material & input costs & competition. The Company effected an all round cost
reduction & attained higher capacity utilization at both the tyre plants at Jaykaygram and
Banmore.

- The T-rated Ultima tyres launched for new generation cars found its acceptance in
DCM Daewoo `Ceilo'. Also J.K. Steel radial was chosen for Mercedes Benz India.
- The Comp. undertook to develop steel radials for GM `Astra'. PAL `Peugekot' FIAT's,
`UNO' & M and M `Ford'.

- The Comp. launched a premium truck tyre `Jet Trak' - 39 which was introduced to meet
the need of the heavy load market. The new tractor rear tyre `SONA' was well received in
the market.

YEAR EVENTS 1996 - During this period, a new Car tyre 'Jet Drive XS', the widest
nylon car tyre for Maruti 800 was launched. Along with new semi-lug & heavy duty lug
tyre for trucks, a new lug tyre for super heavy load applications 'Jet Trak 39' was also
introduced. In the Radial category, 'Ultima XR Radial', a terrain tyre was introduced. All
these products were well received in the market.

- Both the tyre plants operated to full capacity. In line with JK tyre, the radials unit
introduced the dual contact high traction & high performance Aquasonic steel radial car
tyre. The unit also developed India first & only H-rated ultima Xs' especially for
Mercedes - Benz Cars.

YEAR EVENTS 2000 - The Comp. proposes to reduce its debt by Rs 125 crore in
the current fiscal from the current level of Rs 635 crore by way of loan repayment.

- The Comp. & Indian Oil Corporation have entered into a marketing alliance for
installing digital air pressure gauges and setting up sales & services outlets at IOC petrol
stations throughout the country.

YEAR EVENTS 2001 - Raghupati Singhania managing director of J K Industries

has been appointed the 19th Chairman of Automotive Tyre Manufacturers Association,
the representative body of tyre industry in India.

YEAR EVENTS 2002- J.K.Industries Ltd has informed BSE that CRISIL has
assigned a P1+ rating to the Commercial Paper programme of company.
YEAR EVENTS 2003 - J.K. Industries Ltd [JKIs] has a new Marketing Director in
Mr. Ajay Kapila. Before joining JKI, Mr Kapila was Senior Vice-President [Sales &
Marketing’s] at Kinetic Engineering limited He was also Director on board & operational
head of Kinetic direct selling arm - Kinetic Marketing Services Ltd.

-Completes its comprehensive restructuring exercise of businesses that leads to its

emergence as a pure automotive tyre company. Along with the de-merger of its non-tyre
business, Sugar & Agri Seeds, into separate companies namely JK Sugar Ltd & JK Agri-
Genetics Ltd, JKI also completes the merger of Vikrant Tyres Ltd with itself

-J.K.Industries delists from Jaipur Stock Exchange

-divested its wholly-owned subsidiary called J.K. Drugs & Pharmaceuticals Ltd to TEVA
Pharmaceuticals of Israel.

YEAR EVENTS 2004 -JK Industries Ltd has informed that its securities are delisted
from Delhi Stock Exchange Association Ltd [DSEs] w.e.f. January 29, 2004.

YEAR EVENTS 2007 - JK Industries Ltd has informed that the name of Comp. has
been changed from 'J K Industries Ltd' to 'JK Tyre and Industries Ltd' w.e.f. April 02,
2007.

- Comp. name has been changed from JK Industries Ltd to JK Tyre and Industries Ltd.

YEAR EVENTS 2008 -The Comp. has issued rights in the ratio of 1:3 at a premium
of Rs.75 per Share.

RECRUITMENT AND SELECTION

Recruitment and Selection are simultaneous process and are incomplete
without each other. They are important components of the organization
and are different from each other. Since all the aspect needs practical
example and explanation this project includes Recruitment and selection
Process of Infosys. And a practical case study. It also contains addresses
of various and top placement consultants and the pricelist of
advertisements in the magazine.

HUMAN RESOURCE DEPARTMENT (J.K.TYRE

BANMORE)

M
N
R
O
V
.
S
I H
U
N
R
A
K
R
M
.
B
D Y
O
R
.
L
.
A
U
F
P
M
R R
A
H
D
.
C
H
G
S
L
I
D
N
A
B
E
G
N
A
M
(
R
F
E
I
H
C
(
E
F
R
O
C
(
N
I
D
P
E
N
O
S
R
L
)
G
N
A
M R
T
A
O
)
R
E
H
)
R
D

INTRODUCTION:
 Recruitment and selection are two of the most important functions
of personnel management. Recruitment precedes selection and helps in
selecting a right candidate.
Recruitment is a process to discover the sources of manpower to
meet the requirement of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of efficient personnel.
Staffing is one basic function of management. All managers have
responsibility of staffing function by selecting the chief executive and
even the foremen and supervisors have a staffing responsibility when
they select the rank and file workers. However, the personnel manager
and his personnel department is mainly concerned with the staffing
function.
Every organization needs to look after recruitment and selection in the initial
period and thereafter as and when additional manpower is required due to
expansion and development of business activities.
‘Right person for the right job’ is the basic principle in
recruitment and selection. Ever organization should give attention to the
selection of its manpower, especially its managers. The operative manpower
is equally important and essential for the orderly working of an enterprise.
Every business organization/unit needs manpower for carrying different
business activities smoothly and efficiently and for this recruitment and
selection of suitable candidates are essential. Human resource management
in an organization will not be possible if unsuitable persons are selected and
employment in a business unit.

1.1 MEANING:
Recruitment  means to estimate the available vacancies and to make
suitable arrangements for their selection and appointment. Recruitment is
understood as the process of searching for and obtaining applicants for
the jobs, from among whom the right people can be selected.
A formal definition states, “It is the process of finding and
attracting capable applicants for the employment. The process begins
when new recruits are sought and ends when their applicants are
submitted. The result is a pool of applicants from which new employees
are selected”. In this, the available vacancies are given wide publicity
and suitable candidates are encouraged to submit applications so as to
have a pool of eligible candidates for scientific selection.
In recruitment, information is collected from interested
candidates. For this different source such as newspaper advertisement,
employment exchanges, internal promotion, etc. are used.
In the recruitment, a pool of eligible and interested candidates is
created for selection of most suitable candidates. Recruitment represents
the first contact that a company makes with potential employees.

Definition:

According to  EDWIN FLIPPO, “Recruitment is the process of searching

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

1.2 Need for recruitment:

The need for recruitment may be due to the following reasons/situation:

a) Vacancies due to promotions, transfer, retirement, termination,
permanent disability, death and labor turnover.
b) Creation of new vacancies due to the growth, expansion and
diversification of business activities of an enterprise. In addition, new
vacancies are possible due to job specification.

Purpose and importance of Recruitment:

1. Determine the present and future requirements of the organization on
conjunction with its personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or over qualified job applicants.
Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the
composition of its work force.
6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
7. Increase organizational and individual effectiveness in the short term
and long term.
8. Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.
Recruitment is a positive function in which publicity is given to
the jobs available in the organization and interested candidates are
encouraged to submit applications for the purpose of selection.
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 decided 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
efforts will result in mediocre ones.
Unscientific Recruitment and Selection:
Previously, the selection of candidates was
influenced by superstitions, beliefs, personal prejudices of managers
looking after the recruitment and selection of the staff.
The net result of such unscientific recruitment and selection are:
(a)Low productivity of labor
(b)High turnover
(c)Excessive wastage of raw materials
(d)More accidents and corresponding loss to the organization
(e)Inefficient working of the whole organization and finally
(f)Inefficient execution of training and management development
programs.

Scientific recruitment and selection:

The importance of selection recruitment and selection of staff is now

accepted in the business world. Selection is important as it has its impact

on work performance and employee cost. As result scientific methods of

recruitment and selection are extensively for the selection of managers

and the supervisory staff. The assistance of experts such as industrial

psychologist and management consultants are also taken for the purpose

of scientific selection. As a result, the objective of “right man for the

right job” is achieved in many organizations. Moreover, “right job” is

the basic principle in man power procurement.

1.3 RECRUITMENT PROCESS:

Recruitment refers to the process of identifying and attracting job

seekers so as to build a pool of qualified job applicants. The process
comprises five interrelated stages, viz,

1. Planning.

2. Strategy development.

3. Searching.

4. Screening.
5. Evaluation and control.
 The ideal recruitment programme is the one that attracts a
relatively larger number of qualified applicants who will survive the
screening process and accept positions with the organisation, when
offered. Recruitment programmes can miss the ideal in many ways i.e. by
failing to attract an adequate applicant pool, by under/overselling the
organisation or by inadequate screening applicants before they enter the
selection process. Thus, to approach the ideal, individuals responsible
for the recruitment process must know how many and what types of
employees are needed, where and how to look for the individuals with
the appropriate qualifications and interests, what inducement to use for
various types of applicants groups, how to distinguish applicants who are
qualified from those who have a reasonable chance of success and how to
evaluate their  work.

STAGE 1:
RECRUITMENT PLANNING:
The first stage in the recruitment process is planning. Planning
involves the translation of likely job vacancies and information about the
nature of these jobs into set of objectives or targets that specify the
(1) Numbers and
(2) Types of applicant have to be contacted.

Numbers of contact:
Organizations, nearly always, plan to attract more applicants than they
will hire. Some of those contacted will be uninterested, unqualified or
both. Each time a recruitment Programme is contemplated, one task is to
estimate the number of applicants necessary to fill all vacancies with the
qualified people.
Types of contacts:
It is basically concerned with the types of people to be informed about
job openings. The type of people depends on the tasks and
responsibilities involved and the qualifications and experience expected.
These details are available through job description and job specification.

STAGE 2:
STRATEGY DEVELOPMENT :
When it is estimated that what types of recruitment and how many
are required then one has concentrate in
(1). Make or Buy employees.
(2). Technological sophistication of recruitment and selection
devices.
(3). Geographical distribution of labor markets comprising job
seekers.
(4). Sources of recruitment.
(5). Sequencing the activities in the recruitment process.

‘Make’ or ‘Buy’:
Organization must decide whether to hire le skilled employees and
invest on training and education programmes, or they can hire skilled
labor and professional. Essentially, this is the ‘make’ or ‘buy’ decision.
Organizations, which hire skilled and professionals shall have to pay
more for these employees.

Technological Sophistication:
The second decision in strategy development relates to the
methods used in recruitment and selection. This decision is mainly
influenced by the available technology. The advent of computers has
made it possible for employers to scan national and international
applicant qualification. Although impersonal, computers have given
employers and job seekers a wider scope of options in the initial
screening stage.

Where to look:
In order to reduce the costs, organizations look in to labor markets
most likely to offer the required job seekers. Generally, companies look
in to the national market for managerial and professional employees,
regional or local markets for technical employees and local markets for
the clerical and blue-collar employees.

When to look:
An effective recruiting strategy must determine when to look-
decide on the timings of events besides knowing where and how to look
for job applicants .

STAGE 3:
SEARCHNG:
Once a recruitment plan and strategy are worked out, the search process
can begin. Search involves two steps
A). Source activation and
B). Selling.

A). SOURCE ACTIVATION:

 Typically, sources and search methods are activated by the
issuance of an employee requisition. This means that no actual recruiting
takes place until lone managers have verified that vacancy does exist or
will exist.
If the organization has planned well and done a good job of
developing its sources and search methods, activation soon results in a
flood of applications and/or resumes.
The application received must be screened. Those who pass have
to be contacted and invited for interview. Unsuccessful applicants must
be sent letter of regret.

B). SELLING:
A second issue to be addressed in the searching process
concerns communications. Here, organization walks tightrope. On one
hand, they want to do whatever they can to attract desirable applicants.
On the other hand, they must resist the temptation of overselling their
virtues.
In selling the organization, both the message and the media
deserve attention. Message refers to the employment advertisement. With
regards to media, it may be stated that effectiveness of any recruiting
message depends on the media. Media are several-some have low
credibility, while others enjoy high credibility. Selection of medium or
media needs to be done with a lot of care.

STEP 4:
SCREENING:
Screening of applicants can be regarded as an integral part of the
recruiting process, though many view it as the first step in the selection
process. Even the definition on recruitment, we quoted in the beginning
of this chapter, excludes screening from its scope. However, we have
included screening in recruitment for valid reasons. The selection
process will begin after the applications have been scrutinized and short-
listed. Hiring of professors in a university is a typical situation.
Application received in response to advertisements is screened and only
eligible applicants are called for an interview. A selection committee
comprising the Vice- chancellor, Registrar and subject experts conducts
interview. Here, the recruitment process extends up to screening the
applications. The selection process commences only later.

Purpose of screening:
The purpose of screening is to remove from the recruitment
process, at an early stage, those applicants who are visibly unqualified
for the job. Effective screening can save a great deal of time and money.
Care must be exercised, however, to assure that potentially good
employees are not rejected without justification.
In screening, clear job specifications are invaluable. It is both
good practice and a legal necessity that applicant’s qualification is
judged on the basis of their knowledge, skills, abilities and interest
required to do the job.
The techniques used to screen applicants vary depending on the
candidate sources and recruiting methods used. Interview and application
blanks may be used to screen walk-ins. Campus recruiters and agency
representatives use interviews and resumes. Reference checks are also
useful in screening.

STAGE 5:
EVALUATION AND CONTROL:
 Evaluation and control is necessary as considerable
costs are incurred in the recruitment process. The costs generally
incurred are: -
1. Salaries for recruiters.
2. Management and professional time spent on preparing job description,
job specifications, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is,
agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.

1.4 EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and
obtaining applications for job seekers in sufficient number and quality.
Keeping this objective in the mind, the evaluation might include:
1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data
6. Comments on image projected.
1.5 SOURCES OF RECRUITMENT:

(I)INTERNAL SOURCES:
(II)EXTERNAL SOURCES:

1) Promotion
1) Campus recruitment
2) Transfers
2) Press advertisement
3) Internal notification
3) Management consultancy service (Advertisement) & private employment exchanges
4) Retirement
4) Deputation of personnel or transfer from one enterprise to another
5) Recall
5) Management training schemes
6) Former employees
6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources
The sources of recruitment can be broadly categorized into internal and
external sources- Evaluation and control is necessary as considerable
costs are incurred in the recruitment process.

The costs generally incurred are: -

1. Salaries for recruiters.
2. Management and professional time spent on preparing job description,
job specifications, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is,
agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.

(I) Internal Recruitment –

Internal recruitment seeks applicants for positions
from within the company. The various internal sources include :

➢ Promotions and Transfers –

Promotion is an effective means using job posting and
personnel records. Job posting requires notifying vacant positions by
posting notices, circulating publications or announcing at staff meetings
and inviting employees to apply. Personnel records help discover
employees who are doing jobs below their educational qualifications or
skill levels. Promotions has many advantages like it is good public
relations, builds morale, encourages competent individuals who are
ambitious, improves the probability of good selection since information
on the individual’s performance is readily available, is cheaper than
going outside to recruit, those chosen internally are familiar with the
organization thus reducing the orientation time and energy and also acts
as a training device for developing middle-level and top-level managers.
However, promotions restrict the field of selection preventing fresh
blood & ideas from entering the organization. It also leads to inbreeding
in the organization. Transfers are also important in providing employees
with a broad-based view of the organization, necessary for future
promotions.

➢ Employee referrals-
Employees can develop good prospects for their families and friends by
acquainting them with the advantages of a job with the company,
furnishing them with introduction and encouraging them to apply. This is
a very effective means as many qualified people can be reached at a very
low cost to the company. The other advantages are that the employees
would bring only those referrals that they feel would be able to fit in the
organization based on their own experience. The organization can be
assured of the reliability and the character of the referrals. In this way,
the organization can also fulfill social obligations and create goodwill.

➢ Former Employees-
These include retired employees who are willing to work on a
part-time basis, individuals who left work and are willing to come back
for higher compensations. Even retrenched employees are taken up once
again. The advantage here is that the people are already known to the
organization and there is no need to find out their past performance and
character. Also, there is no need of an orientation programme for them,
since they are familiar with the organization.

➢ Dependents of deceased employees-

Usually, banks follow this policy. If an employee dies, his /
her spouse or son or daughter is recruited in their place. This is usually
an effective way to fulfil social obligation and create goodwill.
➢ Recalls: -
When management faces a problem, which can be solved only by
a manager who has proceeded on long leave, it may de decided to recall

that persons after the problem is solved, his leave may be

extended.

➢ Retirements: -
At times, management may not find suitable candidates in place
of the one who had retired, after meritorious service. Under the
circumstances, management may decide to call retired managers
with new extension.

➢ Internal notification (advertisement): -

Sometimes, management issues an internal notification for the benefit of
existing employees. Most employees know from their own experience
about the requirement of the job and what sort of person the company is
looking for. Often employees have friends or acquaintances who meet
these requirements. Suitable persons are appointed at the vacant posts.

(II) External Recruitment:

External recruitment seeks applicants for positions
from sources outside the company. They have outnumbered the internal
methods. The various external sources include :

➢ Professional or Trade Associations:-

Many associations provide placement service to its
members. It consists of compiling job seeker’s lists and providing access
to members during regional or national conventions. Also, the
publications of these associations carry classified advertisements from
employers interested in recruiting their members. These are particularly
useful for attracting highly educated, experienced or skilled personnel.
Also, the recruiters can zero on in specific job seekers, especially for
hard-to-fill technical posts.

➢ Advertisements:-
It is a popular method of seeking recruits, as many
recruiters prefer advertisements because of their wide reach. Want ads
describe the job benefits, identify the employer and tell those interested
how to apply. Newspaper is the most common medium but for highly
specialized recruits, advertisements maybe placed in professional or
business journals.
Advertisements must contain proper information like the job
content, working conditions, location of job, compensation including
fringe benefits, job specifications, growth aspects, etc. The
advertisement has to sell the idea that the company and job are perfect
for the candidate. Recruitment advertisements can also serve as corporate
advertisements to build Company’s image. It also cost effective.

➢ Employment Exchanges:-
Employment Exchanges have been set up all over the country
in deference to the provision of the Employment Exchanges (Compulsory
Notification of Vacancies) Act, 1959.The Act applies to all industrial
establishments having 25workers or more each. The Act requires all the
industrial establishments to notify the vacancies before they are filled.
The major functions of the exchanges are to increase the pool of possible
applicants and to do the preliminary screening. Thus, employment
exchanges act as a link between the employers and the prospective
employees. These offices are particularly useful to in recruiting blue-
collar, white collar and technical workers.

➢ Campus Recruitments:-
Colleges, universities, research laboratories, sports fields
and institutes are fertile ground for recruiters, particularly the institutes.
Campus Recruitment is going global with companies like HLL, Citibank,
HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance looking for
global markets. Some companies recruit a given number of candidates
from these institutes every year. Campus recruitment is so much sought
after that each college; university department or institute will have a
placement officer to handle recruitment functions. However, it is often
an expensive process, even if recruiting process produces job offers and
acceptances eventually. A majority leave the organization within the first
five years of their employment. Yet, it is a major source of recruitment
for prestigious companies.

➢ Walk-ins, Write-ins and Talk-ins:

The most common and least expensive approach for
candidates is direct applications, in which job seekers submit unsolicited
application letters or resumes. Direct applications can also provide a
pool of potential employees to meet future needs. From employees’
viewpoint, walk-ins are preferable as they are free from the hassles
associated with other methods of recruitment. While direct applications
are particularly effective in filling entry-level and unskilled vacancies,
some organizations compile pools of potential employees from direct
applications for skilled positions. Write-ins are those who send written
enquiries. These jobseekers are asked to complete application forms for
further processing. Talk-ins involves the job aspirants meeting the
recruiter (on an appropriated date) for detailed talks. No application is
required to be submitted to the recruiter.

➢ Contractors:
They are used to recruit casual workers. The names of the
workers are not entered in the company records and, to this extent;
difficulties experienced in maintaining permanent workers are avoided.

➢ Consultants:
They are in the profession for recruiting and selecting
managerial and executive personnel. They are useful as they have
nationwide contacts and lend professionalism to the hiring process. They
also keep prospective employer and employee anonymous. However, the
cost can be a deterrent factor.

➢ Head Hunters:
They are useful in specialized and skilled candidate
working in a particular company. An agent is sent to represent the
recruiting company and offer is made to the candidate. This is a useful
source when both the companies involved are in the same field, and the
employee is reluctant to take the offer since he fears, that his company is
testing his loyalty.

➢ Radio, Television and Internet:

Radio and television are used to reach certain types of job
applicants such as skilled workers. Radio and television are used but
sparingly, and that too, by government departments only. Companies in
the private sector are hesitant to use the media because of high costs and
also because they fear that such advertising will make the companies
look desperate and damage their conservative image. However, there is
nothing inherently desperate about using radio and television. It depends
upon what is said and how it is delivered. Internet is becoming a popular
option for recruitment today. There is specialized sites likenaukri.com.
Also, websites of companies have a separate section

Where in; aspirants can submit their resumes and applications. This
provides a wider reach.

➢ Competitors:-
This method is popularly known as “poaching” or
“raiding” which involves identifying the right people in rival companies,
offering them better terms and luring them away. For instance, several
executives of HMT left to join Titan Watch Company. There are legal
and ethical issues involved in raiding rival firms for potential
candidates. From the legal point of view, an employee is expected to join
a new organization only after obtaining a ‘no objection certificate’ from
his/ her present employer. Violating this requirement shall bind the
employee to pay a few months’ salary to his/ her present employer as a
punishment. However, there are many ethical issues attached to  it.

➢ Mergers and Acquisitions:

When organizations combine, they have a pool of
employees, out of whom some may not be necessary any longer. As a
result, the new organization has, in effect, a pool of qualified job
applicants. As a result, new jobs may be created. Both new and old jobs
may be readily staffed by drawing the best-qualified applicants from this
employee pool. This method facilitates the immediate implementation of
an organization’s strategic plan. It enables an organization to pursue a
business plan, However, the need to displace employees and to integrate
a large number of them rather quickly into a new organization means that
the personnel-planning and selection process becomes critical more than
ever.

Evaluation of External Recruitment:

External sources of recruitment have both merits and demerits.

The merits are-

✔ The organization will have the benefit of new skills, new talents
and new experiences, if people are hired from external sources.
✔ The management will be able to fulfill reservation requirements in
favor of the disadvantaged sections of the society.
✔ Scope for resentment, heartburn and jealousy can be avoided by
recruiting from outside.

The demerits are

✔ Better motivation and increased morale associated with promoting
own employees re lost to the organization.
✔ External recruitment is costly.
✔ If recruitment and selection processes are not properly carried
out, chances of right candidates being rejected and wrong applicants
being selected occur.
✔ High training time is associated with external recruitment.
98% of organizational success depends upon efficient employee selection
1.6 60-Seconds Guide to Hiring the Right People:

0:60 Define the Duties:

To find promising employees, you must first determine what you want
them to do. Carefully consider all direct and associated responsibilities
and incorporate them into a written job description. Be careful with
general titles such as typist or sales clerk, as they have different
meanings to different people.

0:49 …and what it takes to do them :

Fulfilling these responsibilities will require some level of skill and
experience, even if it is an entry-level position. Be reasonable about
your expectations. Setting the bar too high may limit your available
talent pool; setting it too low risks a flood of applications from those
unqualified for the job.
0:37 make it worth their while:
Likewise, you don’t want to be overly generous or restrictive about
compensation. State and local chambers of commerce, employment
bureaus and professional associations can help you determine appropriate
wages and benefits. Scanning descriptions of comparable jobs in the
classified ads and other employment publications will also provide clues
about prevailing wage rates.

0:38 spread the word:

How you advertise your job opening depends on whom you want to
attract. Some positions are as easy to promote as posting a “help wanted”
sign in your store window or placing an ad in your local newspaper. For
jobs requiring more specialized skills, consider targeted channels such as
trade magazines, on-line job banks and employment agencies (though
these may require a fee). And don’t over look sources such as friends,
neighbors, supplier’s customers and present employees.

0:25 talk it over:

Because you have clearly defined the role and requirements, you should
have little difficulty identifying candidates for interviews. Make sure
you schedule them when you have ample time to review the resume,
prepare your questions and give the candidate you run divided attention.
After the interview, jot down any impressions or key points while they’re
still fresh in your mind. This will be evaluable reference when it’s time
to make a decision.

0:12 Follow-up on Interviews:

You want to believe your candidates are being honest, but never assume.
Contact references to make sure you’re getting the facts or to clear up
any uncertainties. Professional background checks are a wise investment
for highly sensitive positions, or those that involve handling substantial
amounts of money and valuables.

0:03 you’ve found them; now keep them:

Now that you’ve hired ideal employees, make sure they stay with you by
providing training and professional development opportunities. The
small business experts at SCORE can help you craft human resource
policies and incentive plans that will ensure your company remains the
small business employer of choice.

SELECTION

Selection is defined as the process of differentiating between applicants

in order to identify (and hire) those with a greater likelihood of success
in a job.
Selection is basically picking an applicant from (a pool of applicants)
who has the appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging
prospective employees to apply for a job. And Selection is selecting the
right candidate from the pool of applicants.
2.1 SELECTION PROCESS
Selection is along process, commencing from the preliminary
interview of the applicants and ending with the contract of  employment.

The following chart gives an idea about selection process: -

External Environment

Internal Environment

Preliminary Interview
Rejected Application

Selection Tests

Employment Interview

Reference and
Background

Selection Decision

Physical Examination
Environment factor affecting selection:

Selection is influenced by several factors. More prominent among them are

supply and demand of specific skills in the labour market, unemployment rate,
labour-market conditions, legal and political considerations, company’s image,
company’s policy, human resources planning and cost of hiring. The last three
constitute the internal environment and the remaining form the external
environment of selection process.

STEP 1:
PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to scrutiny so
as to eliminate unqualified applicants. This is usually followed by a
preliminary interview the purpose of which is more or less the same as scrutiny
of application, that is, eliminate of unqualified applicants. Scrutiny enables the
HR specialists to eliminate unqualified jobseekers based on the information
supplied in their application forms. Preliminary interview, on the other hand,
helps reject misfits for reason, which did not appear in the application forms.
Besides, preliminary interview, often called ‘courtesy interview’, is a good
public relation exercise.

STEP 2:
SELECTION TEST:
Job seekers who pass the screening and the preliminary interview are
called for tests. Different types of tests may be administered, depending on the
job and the company. Generally, tests are used to determine the applicant’s
ability, aptitude and personality.
The following are the type of tests taken:

1). Ability tests:-

Assist in determining how well an individual can perform tasks related to
the job. An excellent illustration of this is the typing tests given to a
prospective employer for secretarial job also called as ‘ACHEIVEMENT
TESTS’. It is concerned with what one has accomplished. When applicant
claims to know something, an achievement test is taken to measure how well
they know it. Trade tests are the most common type of achievement test given.
Questions have been prepared and tested for such trades as asbestos worker,
punch-press operators, electricians and machinists. There are, of course, many
unstandardized achievement tests given in industries, such as typing or
dictation tests for an applicant for a stenographic position.

2). Aptitude test:

Aptitude tests measure whether an individual’s has the capacity or latent
ability to learn a given job if given adequate training. The use of aptitude test
is advisable when an applicant has had little or no experience along the line of
the job opening. Aptitudes tests help determine a person’s potential to learn in
a given area. An example of such test is the general management aptitude tests
(GMAT), which many business students take prior to gaining admission to a
graduate business school programme.
Aptitude test indicates the ability or fitness of an individual to engage
successfully in any number of specialized activities. They cover such are as
clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination,
finger dexterity and manual dexterity. These tests help to detect positive
negative points in a person’s sensory or intellectual ability. They focus
attention on a particular type of talent such as learning or reasoning in respect
of a particular field of work
 Forms of aptitude test:

1. Mental or intelligence tests:

They measure the overall intellectual ability of a person and enable to
know whether the person has the mental ability to deal with certain problems.

2. Mechanical aptitude tests:

They measure the ability of a person to learn a particular type of
mechanical work. These tests help to measure specialized technical knowledge
and problem solving abilities if the candidate. They are useful in selection of
mechanics, maintenance workers,  etc.

3. Psychomotor or skills tests:

They are those, which measure a person’s ability to do a specific
job. Such tests are conducted in respect of semi- skilled and repetitive jobs
such as packing, testing and inspection, etc.

3). Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence of
mind (alertness), numerical ability, memory and such other aspects can be
measured.
The intelligence is probably the most widely administered standardized test in
industry. It is taken to judge numerical, skills, and reasoning, memory and
such other abilities.

4). Interest Test:

This is conducted to find out likes and dislikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupations are more in
line with a person’s interest. Such tests also enable the company to provide
vocational guidance to the selected candidates and even to the existing
employees.
These tests are used to measure an individual’s activity preferences. These
tests are particularly useful for students considering many careers or
employees deciding upon career changes.

5). Personality Test:

The importance of personality to job success is undeniable. Often an individual
who possesses the intelligence, aptitude and experience for certain has failed
because of inability to get along with and motivate other people.
It is conducted to judge maturity, social or interpersonal
skills, behaviour under stress and strain, etc. this test is very much essential on
case of selection of sales force, public relation staff, etc. where personality
plays an important role. Personality tests are similar to interest tests in that
they, also, involve a serious problem of obtaining an honest answer.

6). Projective Test:

This test requires interpretation of problems or situations. For example, a
photograph or a picture can be shown to the candidates and they are asked to
give their views, and opinions about the picture.
7). General knowledge Test:
These days G.K. Tests are very common to find general awareness of the
candidates in the field of sports, politics, world affairs, current affairs.

8). Perception Test:

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

9). Graphology Test:

It is designed to analyze the handwriting of individual. It has been said that an
individual’s handwriting can suggest the degree of energy, inhibition and
spontaneity, as well as disclose the idiosyncrasies and elements of balance and
control. For example, big letters and emphasis on capital letters indicate a
tendency towards domination and competitiveness. A slant to the right,
moderate pressure and good legibility show leadership potential.

10). Polygraph Test:

Polygraph is a lie detector, which is designed to ensure accuracy of the
information given in the applications. Department store, banks, treasury offices
and jewellery shops, that is, those highly vulnerable to theft or swindling may
find polygraph tests useful.

11). Medical Test:

It reveals physical fitness of a candidate. With the development of technology,
medical tests have become diversified. Medical servicing helps measure and
monitor a candidate’s physical resilience upon exposure to hazardous
chemicals.

CHOOSING TESTS:
The test must be chosen in the criteria of reliability, validity, objectivity and
standardization. They are: -

1. RELIABILITY: -
It refers to standardization of the procedure of administering and
scoring the test results. A person who takes tests one day and makes a certain
score should be able to take the same test the next day or the next week and
make more or less the same score. An individual’s intelligence, for example, is
generally a stable characteristic. So if we administer an intelligence test, a
person who scores 110 in March would score close to 110 if tested in July.
Tests, which produce wide variations in results, serve little purpose in
selection.
2. VALIDITY: -
It is a test, which helps predict whether a person will be successful in a given
job. A test that has been validated can be helpful in differentiating between
prospective employees who will be able to perform the job well and those who
will not. Naturally, no test will be 100% accurate in predicting job success. A
validated test increases possibility of success. There are three ways of
validating a test.
They are as follows:

1). Concurrent Validity: - This involves determining the factors that are
characteristics of successful employees and then using these factors as the
Yard sticks.

2). Predictive Validity: - It involves using a selection test during the

selection process and then identifying the successful candidates. The
characteristics of both successful and less successful candidates are then
identified.

3). Synthetic Validity: - It involves taking parts of several similar jobs

rather than one complete job to validate the selection test.

3. OBJECTIVITY: - When two or more people can interpret the result of

the same test and derive the same conclusion(s), the test is said to be objective.
Otherwise, the test evaluators’ subjective opinions may render the test useless.

4. STANDARDRIZATION: - A test that is standardized is administered

under standard condition to a large group of person who are representatives of
the individuals for whom it is intended. The purpose of standardization is to
obtain norms or standard, so that a specific test score can be meaningful when
compared to other score in the group.

STEP 3:
INTERVIEW:
The next step in the selection process is an interview. Interview is formal, in-
depth conversation conducted to evaluate the applicant’s acceptability. It is
considered to be excellent selection device. It is face-to-face exchange of
view, ideas and opinion between the candidates and interviewers. Basically,
interview is nothing but an oral examination of candidates. Interview can be
adapted to unskilled, skilled, managerial and profession employees.

Objectives of interview:
Interview has at least three objectives and they are a follows: -
1) Helps obtain additional information from the applicants
2) Facilitates giving general information to the applicants such as company
policies, job, products manufactured and the like
3) Helps build the company’s image among the applicants.

Types of interview:
Interviews can be of different types. There interviews employed by the
companies.
Following are the various types of interview:

1) Informal Interview:
An informal interview is an oral interview and may take place anywhere.
The employee or the manager or the personnel manager may ask a few almost
inconsequential questions like name, place of birth, names of relatives etc.
either in their respective offices or anywhere outside the plant of company. It
is not planned and nobody prepares for it. This is used widely when the labor
market is tight and when you need workers badly.

2) Formal Interview:
Formal interviews may be held in the employment office by the
employment office in a more formal atmosphere, with the help of well
structured questions, the time and place of the interview will be stipulated by
the employment office.

3) Non-directive Interview:
Non-directive interview or unstructured interview is designed to let the
interviewee speak his mind freely. The interviewer has no formal or directive
questions, but his all attention is to the candidate. He encourages the candidate
to talk by a little pr oddi ng whe ne ve r he is si l e nt e. g. “ Mr . Ra y, pl e a s e t el l us a bout
your s el f a ft e r you’ r e gr a dua t e d f r om hi gh s c hool ”.
The ide a is o gi ve the ca ndi dat e c om pl et e fr e e dom to “s e ll ” hi m, wit hout the
e nc um br a nc e s of t he i nt e r vi e we r ’ s que st i on. But t he i nt e r vie we r mus t be of hi ghe r
caliber and must guide and relate the information given by the applicant to the
objective of the interview.

4) Depth Interview:
It is designed to intensely examine the candidate’s background and thinking
and to go into considerable detail on particular subjects of an important nature
and of special interest to the candidates. For example, if the candidate says
that he is interested in tennis, a series of questions may be asked to test the
depth of understanding and interest of the candidate. These probing questions
must be asked with tact and through exhaustive analysis; it is possible to get a
good picture of the candidate.
5) Stress Interview:
It is designed to test the candidate and his conduct and behavior by him
under conditions of stress and strain. The interviewer may start with “Mr.
Joseph, we do not think your qualifications and experience are adequate for
this position,’ and watch the reaction of the candidates. A good candidates will
not yield, on the contrary he may substantiate why he is qualified to handle the
job.
This type of interview is borrowed from the Military organization and this is
very useful to test behavior of individuals when they are faced with
disagreeable and trying situations.

6) Group Interview:
It is designed to save busy executive’s time and to see how the candidates may
be brought together in the employment office and they may be interviewed.

7) Panel Interview:
A panel or interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial positions. This
type of interview pools the collective judgment and wisdom of the panel in the
assessment of the candidate and also in questioning the faculties of the
candidate.
8) Sequential Interview:
The sequential interview takes the one-to-one a step further and involves a
series of interview, usually utilizing the strength and knowledgebase of each
interviewer, so that each interviewer can ask questions in relation to his or her
subject area of each candidate, as the candidate moves from room to room.

9) Structures Interview:
In a structured interview, the interviewer uses preset standardized questions,
which are put to all the interviewees. This interview is also called as ‘Guided’
or ‘Patterned’ interview. It is useful for valid results, especially when dealing
with the large number of applicants.

10) Unstructured Interview:

It is also known as ‘Unpatterned’ interview, the interview is largely unplanned
and the interviewee does most of the talking. Unguided interview is
advantageous in as much as it leads to a friendly conversation between the
interviewer and the interviewee and in the process, the later reveals more of
his or her desire and problems. But the Unpatterned interview lacks uniformity
and worse, this approach m a y ove rl ook ke y a re a s of the a ppl i ca nt ’s s ki l ls or
ba c kgr ound. It i s us e f ul whe n t he interviewer tries to probe personal details of
the candidate it analyze why they are not right for the job.

11) Mixed Interview:

In practice, the interviewer while interviewing the job seekers uses a blend of
structured and structured and unstructured questions. This approach is called
the Mixed Interview. The structured questions provide a base of interview more
conventional and permit greater insights into the unique differences between
applicants.

12) Impromptu Interviews:

This interview commonly occurs when employers are approached directly and
tends to be very informal and unstructured. Applicants should be prepared at
all times for on-the-spot interviews, especially in situations such as a job fair
or a cold call. It is an ideal time for employers to ask the candidate some basic
questions to determine whether he/she may be interested in formally
interviewing the candidate.

13) Dinner Interviews:

These interviews may be structured, informal, or socially situated, such as in a
restaurant. Decide what to eat quickly, some interviewers will ask you to order
first (do not appear indecisive). Avoid potentially messy foods, such as
spaghetti. Be prepared for the conversation to abruptly change from friendly
chat to direct interview questions, however, do not under estimate the value of
casual discussion, some employers place a great value on it. Be prepared to
switch gears rapidly, from fun talk to business talk.

14) Telephone Interviews:

Have a copy of your resume and any points you want to remember to say
nearby. If you are on your home telephone, make sure that all roommates’ or
family members are aware of the interview (no loud stereos, barking dogs etc.).
Speak a bit slower than usual. It is crucial that you convey your enthusiasm
verbally, since the interviewer cannot see your face. If there are pauses, do not
worry; the interviewer is likely just taking some notes.

15) Second Interviews:

Job seekers are invited back after they have passed the first initial interview.
Middle or senior management generally conducts the second interview,
together or separately. Applicants can expect more in-depth questions, and the
employer will be expecting a greater level of preparation on the part of the
candidates. Applicants should continue to research the employer following the
first interview, and be prepared to use any information gained through the
previous interview to their advantage.

STEP 4:
REFERENCE CHECK:
Many employers request names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps, gaining
additional background information on an applicant. Although listed on the
application form, references are not usually checked until an applicant has
successfully reached the fourth stage of a sequential selection process. When
the labor market is very tight, organizations sometimes hire applicants before
checking references.
Previous employers, known as public figures, university professors,
neighbours or friends can act as references. Previous employers are preferable
because they are already aware of the applicant’s performance. But, the
problem with this reference is the tendency on the part of the previous
employers to over-rate the applicant’s performance just to get rid of the
person.
Organisations normally seek letters of reference or telephone references.
The latter is advantageous because of its accuracy and low cost. The telephone
reference also has the advantage of soliciting immediate, relatively candid
comments and attitude can sometimes be inferred from hesitations and
inflections in speech.
It may be stated that the information gathered through references hardly
influence selection decisions. The reasons are obvious:
1. The candidate approaches only those persons who would speak well about
him or her.
2. People may write favorably about the candidate in order to get rid of him or
her.
3. People may not like to divulge the truth about a candidate, lest it might
damage or ruin his/her career.

STEP 5:
SELECTION DECISION:
After obtaining information through the preceding steps, selection decision-
the most critical of all the steps- must be made. The other stages in the
selection process have been used to narrow the number of the candidates. The
final decision has to be made the pool of individuals who pass the tests,
interviews and reference checks.
The view of the line manager will be generally considered in the final selection
because it is he/she who is responsible for the performance of the new
employee. The HR manager plays a crucial role in the final  selection.

STEP 6: -
PHYSICAL EXAMINATION: -
After the selection decision and before the job offer is made, the candidate is
required to undergo a physical fitness test. A job offer is, often, contingent
upon the candidate being declared fit after the physical examination. The
results of the medical fitness test are recorded in a statement and are preserved
in the personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries
any infectious disease. Secondly, the test assists in determining whether an
applicant is physically fit to perform the work. Thirdly, the physical
examination information can be used to determine if there are certain physical
capabilities, which differentiate successful and less successful employees.
Fourth, medical check-up protects applicants with health defects from
undertaking work that could be detrimental to them or might otherwise
endanger the employer’s property. Finally, such an examination will protect
the employer from workers compensation claims that are not valid because the
injuries or illness were present when the employee was hired.

STEP 7:
JOB OFFER:
The next step in the selection process is job offer to those applicants who
have crossed all the previous hurdles. Job offer is made through a letter of
appointed. Such a letter generally contains a date by which the appointee must
report on duty. The appointee must be given reasonable time for reporting.
Thos is particularly necessary when he or she is already in employment, in
which case the appointee is required to obtain a relieving certificate from the
previous employer. Again, a new job may require movement to another city,
which means considerable preparation, and movement of property.
 The company may also want the individual to delay the date of reporting
on duty. If the new employee’s first job upon joining the company is to go on
company until perhaps a week before such training begins. Naturally, this
practice cannot be abused, especially if the individual is unemployed and does
not have sufficient finances.
Decency demands that the rejected applicants be informed about their non-
selection. Their applicants may be preserved for future use, if any. It needs no
emphasis that the applications of selected candidates must also be preserved
for the future references.

STEP 8:
CONTRACT OF EMPLOYMENT:
After the job offer has been made and candidates accept the offer,
certain documents need to be executed by the employer and the candidate. One
such document is the attestation form. This form contains vital details about
the candidate, which are authenticated and attested by him/her. Attestation
form will be a valid record for the future reference.
There is also a need for preparing a contract of employment. The basic
information that should be included in a written contract of employment will
vary according to the level of the job, but the following checklist sets out the
typical headings:
1. Job title
2. Duties, including a parse such as “The employee will perform such duties
and will be responsible to such a person, as the company may from time to time
direct”.
3. Date when continuous employment starts and the basis for calculating
service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:

i) Paid holidays per year.

ii) Calculation of holiday pay.

iii) Qualifying period.

iv) Accrual of holidays and holiday pay.

v) Details of holiday year.

vi) Dates when holidays can be taken.

vii) Maximum holiday that can be take at any one time.

viii) Carryover of holiday entitlement.

ix) Public holidays.

7. Length of notice due to and from employee.

8. Grievances procedure (or reference to it).
9. Disciplinary procedure (or any reference to it).
10. Work rules (or any reference to them).
11. Arrangements for terminating employment.
12. Arrangements for union membership (if applicable).
13. Special terms relating to rights to patent s and designs, confidential
information and restraints on trade after termination of employment.
14. Employer’s right to vary terms of the contract subject to proper notification
being given.

Alternatively called employment agreements or simply bonds, contracts

of employment serve many useful purposes. Such contracts seek to restrain job-
hoppers, to protect knowledge and information that might be vital to a
company’s healthy bottom line and to prevent competitors from poaching
highly valued employees.
Great care is taken to draft the contract forms. Often, services of law
firms (prominent firms in this category include Mulla, Craigie, Blunt and
Caroe, Crawford Bailey, Amarchand Mangaldas Hiralal, etc.) are engag4d to
get the forms drafted and finalized.
Most employers insist on agreements being signed by newly hired
employees. But high turnover sectors such as software, advertising and media
are more prone to use contracts.
The drawback with the contracts is that it is almost to enforce them. A
determined employee is bound to leave the organization, contract or no
contract. The employee is prepared to pay the penalty for breaching the
agreement or the new employer will provide compensations. It is the reason
that several companies have scrapped the contracts altogether.

STEP 9: -
CONCLUDING THE SELECTION PROCESS:
Contrary to popular perception, the selection process will not end with
executing the employment contract. There is another step – amore sensitive one
reassuring those candidates who have not selected, not because of any serious
deficiencies in their personality, but because their profile did not match the
requirement of the organization. They must be told that those who were
selected were done purely on relative merit.

STEP 10: -
EVALUATION OF SELECTION PROGRAMME:
The broad test of the effectiveness of the selection process is the quality
of the personnel hired. An organization must have competent and committed
personnel. The selection process, if properly done, will ensure availability of
such employees. How to evaluate the effectiveness of a selection programme?
A periodic audit is the answer. People who work independent of HR department
must conduct audit. The table below contains an outline that highlights the
areas and questions to be covered in a systematic evaluation.
 2.2 Four Approaches to Selection:

1). Ethnocentric Selection:

In this approach, staffing decisions are made at the organization’s
headquarters. Subsidiaries have limited autonomy, and the employees from the
headquarters at home and abroad fill key jobs. Nationals from the parent
country dominate the organizations at home and abroad.

2). Polycentric Selection:

In polycentric selection, each subsidiary is treated as a distinct national
entity with local control key financial targets and investment decisions. Local
citizens manage subsidiaries, but the key jobs remain with staff from the parent
country. This is the approach, which is largely practiced in our country

3). Regiocentric Selection:

Here, control within the group and the movements of staff are managed on
a regional basis, reflecting the particular disposition of business and operations
within the group. Regional managers have greater discretion in decision.
Movement of staff is largely restricted to specific geographical regions and
promotions to the jobs continue to be dominated by managers from the parents
company.

4). Geocentric Staffing:

In this case, business strategy is integrated thoroughly on global basis.
Staff development and promotion are based on ability, not nationality. The
broad and other parts of the top management structure are thoroughly
international in composition. Needless to say, such organizations are
uncommon.

2.3 PROBLEMS IN EFFECTIVE SELECTION :

The main objective of selection is to hire people

having competence and commitment. This objective s often defeated because of
certain barriers. The impediments, which check effectiveness of selection, are
perception, fairness, validity, reliability and pressure.

Perception:-

Our inability to understand others accurately is probably the most

fundamental barrier to selecting the right candidate.

Selection demands an individual or a group of people to assess and

compare the respective competencies of others, with the aim of choosing the
right persons for the jobs. But our views are highly personalized. We all
perceive the world differently. Our limited perceptual ability is obviously a
stumbling block to the objective and rational selection of the people.

Fairness:-

Fairness in selection requires that no individual should be discriminated

against on the basis of religion, region, race or gender. But the low numbers
of women and other less privileged sections of the society in middle and
senior management positions and open discrimination on the basis of age in
job advertisements and in the selection process would suggest that all the
efforts to minimize inequity have not been effective.
Validity: -

Validity, as explained earlier, is a test that helps predict job performance of

an incumbent. A test that has been validated can differentiate between the
employees who perform well and those who will not. However, a validated
test does not predict job success accurately. It can only increase possibility
of success.

Reliability:-

A reliable method is one, which will produce consistent results when

repeated in similar situations. Like validated test, a reliable test may fail to
predict job performance with precision.

Pressure:-

Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends and peers to select particular candidates. Candidates selected
because of compulsions are obviously not the right ones. Appointments to
public sectors undertakings generally take place under such pressures.
2.4 Difference (Recruitment and Selection):

1.) Recruitment is the process of searching for prospective candidates and

motivating them to apply for job in the organization whereas, selection is a
process of choosing most suitable candidates out of those, who are interested
and also qualified for job.

2.) In the recruitment process, vacancies available are finalized, publicity is

given to them and applications are collected from interested candidates.
In the selection process, available applications are scrutinized. Tests, interview
and medical examination are conducted in order to select most suitable
candidates.

3.) In recruitment the purpose is to attract maximum numbers of suitable and

interested candidates through applications.
In selection process the purpose is that the best candidate out of those qualified
and interested in the appointment.

4.) Recruitment is prior to selection. It creates proper base for actual selection.
Selection is next to recruitment. It is out of candidates’ available/interested.

5.) Recruitment is the positive function in which interested candidates are

encouraged to submit application.
Selection is a negative function in which unsuitable candidates are eliminated
and the best one is selected.
6.) Recruitment is the short process. In recruitment publicity is given to
vacancies and applications are collected from different sources
Selection is a lengthy process. It involves scrutiny of applications, giving tests,
arranging interviews and medical examination.

8.) Recruitment is not costly. Expenditure is required mainly for advertising the
posts. Selection is a costly activity, as expenditure is needed for testing
candidates and conduct of interviews.
 RESEARCH METHODOLOGY

To conduct any research a scientific method must be followed the universe of study is very large
in which is difficult to collect information from the entire employee. so the sampling method has
been followed study, the analysis is based on primary as well as secondary data.

1:-PRIMARY SOURCES:-
Primary data was collected using an appropriate questionnaire and observing it.

2:-SECONDARY SOURSES:-
The secondary data was collected from company’s documents, official records.

3:-QUESTIONNAIRE:-
It is the set of question which is to be filled up by the respondents for their answers. We have
also prepared during our study for the purpose of collection of primary data. Questionnaire
designed were of multiple choice and of ended of nature.

4:-METHOD OF ANALYSIS:-
The tool of analysis adopted by me is the “QUESTIONNAIRE” which I have prepared on the
basis of my analysis.
Methodology can be defined as a systemic way of approaching a problem to identify the truth
and for this certain step should be taken in a systematic order and these steps are called methods.
“Research methodology is a process of planning, acquiring, analyzing and disseminating relevant
data and information”.
The use of right methodology is necessary because if the right methods are not adopted and
thoughts are not arrange in a logical order the exact truth might not be expressed. Thus the
methodology means correct arrangement of thoughts and knowledge.

WHY RESEARCH IS REQUIRED

Conceptually, the purpose of research is to discover the answers for the questions through
application of scientific procedures. The main aim of the research is to find out the truth
which is hidden and which has not been discovered yet.

Through each research study has its own specific purpose, but generally researchers are done:

 To gain familiarities with a phenomenon or to achieve new insights into it

 To determine the frequency with which something occurs or with which associated with
something else.

 To test the hypothesis of casual relationship between variables.

 To take appropriate decisions.

Research is a careful and systematic effort of gaining new knowledge. Research is an original
contribute on to the existing stock of knowledge making for its advancement; it is pursuit of
true with the help of study, observation, comparison and experiment. In short the search of
knowledge through objectives and systematic method of finding solution to problem is
research.
RESEARCH DESIGN:
The research design is the plan, structure and strategy of investigation conceived so as to obtain
answer to research questions and to control variance.

The definition of three important terms are – plan, structure and strategy.

The plan is an outline of the research scheme on which the researcher is to work. The structure of
the research is a more specific outline or the scheme and the strategy shows how the Research
will be carried out, specifying the methods to be used in collection and analysis of data.

Research design is the specification of methods and the procedure for acquiring the information
needed. It is the operational pattern or framework of the projects that stipulate what information
is to be collected from which sources by the procedures. The importance of research design lies
in the fact that it makes a statement of what is to be done in order to achieve the research
objectives and how it is to be done. It is an expression of what of the research exercise in terms
of results and the analytical input needed to convert data into research findings.

A design may be quite suitable in one case but could not fit in some other research problem. One
design cannot serve the purpose of all types of research problems. Also most of the research
problems are complex in nature and cannot be solved by a specific research design. Hence a
combination of research design is used to reach a solution.

The research design when chosen correctly prevents deviation in the study. The present study is
the cross sectional descriptive type with fields study and partly casual in nature as it seeks to find
out consumer behavior with respect to mobile and correlate them with income, age, education,
professions etc. and formulate marketing strategies based on the study.
SAMPLING AND SAMPLE DESIGN:
It is not possible to examine every item in the population hence interferences is drawn about a
large numbers of items possessing a particular attribute based on based analysis of fraction of
such items. It is called a sample. For developing a sampler design following points need to be
discussed with regard to the present study –

POPULATION:
In statistical usage the terms population is applied to any finite collection of individuals. It has
displaced the orders terms universe. It is aggregate of all elements possessing certain specified
characteristics which need to studied and defined prior to sample. Population can be finite if
units can be counted or infinite. Since the present study is done in Bareilly, The population is
finite. Population can be defined in terms of elements, sampling units, extent and time.

In this study, the specifications will be as follows:

Element : People
Sampling units : J K Tyres Office

ELEMENT:
An Element is the unit about which information is collected. It provides the basis for analysis. It
is identifiable physically. In the present study the element is dealer having a good knowledge
about the service. (Regarding Brand)

SAMPLING UNIT:
The sampling unit is the basic unit containing the element of the target population. The sampling
may be different from the element. It can be either geographical unit (state, district etc.) or social
unit (Household, family, club etc.) or a construction unit (enclave, house, flat etc.) or it may be
an individual. In the present stuffy, a sample of distributor is selected in the three stages. First of
all a sample of cities is selected, than a sample of colonies is selected from each selected colony
after the entire distributor in it.

SAMPLE FRAME:
A sample frame could be a telephone directory, a list of block and localities of a city, a map or
any other list consisting of all the sampling units, each stage of sampling process requires its own
sampling frame. Since the present study undergoes two stages sampling Process, we would need
two sampling frames. First a list of localities, Second a list of distributors within the selected
localities.

SAMPLING DESIGN:
Representation of entire universe is only possible through the sampling technique. Considerable
care has been taken in selecting the sample so that is Convenient in terms of size and enough to
represent the entire universe
 SUMMARY OF RESEARCH DESIGN

Data source: Primary and secondary

Research approach: Survey method
Research instrument: Questionnaire
Sampling plan: Sample unit (office)
Sample size: 10 employee
Sample area: Gwalior city
Contact method: Personal contact
 QUESTIONNAIRE

Name –
Company’s name –
Designation –
Date-

Note – Please tick the appropriate option.

1. What source you adopt to source candidates? 

a. Employee referral
b. Campus recruitment 
c. advertising
d. Recruitment agencies
e. Job portals
f. Other, plz specify –

INTERPRETATION:
 Source

10%
20%

10%
Employee referral
Campus recruitment
Advertising
Recruitment agencies
Job portals

25%

35%

2. How many stages are involved in selecting the candidate?

a. 1
b. 2
c. 3
d. 4
e. More

INTERPRETATION:
 Stages

10%

30%
15%
1
2
3
4
More

20%

25%

3. Do you use any of the following tests during the process of recruitment?
a. Written
b. Aptitude
c. Group Discussion
d. Personal Interview
e. Psychometric test
f. Other, pls specify – 
INTERPRETATION:

Tests
5%
10%

Written
20% Aptitude
Group Discussion
Personal Interview
40% Psychometric Test

25%

4. How do you track the source of candidate?

a. Manual
b. Software 
c. Online
d. Windows. Xls. 
INTERPRETATION:

Sources

20%

30%

Manual
Software
Online
Windows.Xls.

10%

40%

5. Apart from the HR Manager, who all from the other departments are
required to get involved in interviewing process?

a. Sales
b. Administration
c. HR Executives
d. Other, pls specify – 
INTERPRETATION:

Department

20%

30%

Sales
Administration
HR Executive
Others

10%

40%

6. What is the average time spent by sales dept. during recruitment (each
candidate)?

a.10mins.
b.10 to 20mins.
c. 20 to 30mins.
d. More
INTERPRETATION:

Time

10% 10%

10 mins
10 to 20 mins
20 to 30 mins
30% More

50%

7. Do you follow different recruitment process for different grades of

employees?

a. No
b. Yes

INTERPRETATION:
 Recruitment Process

20%

No
Yes

80%

8. What is the back out percentage of candidates after being offered?

A.1-5
B.5-10 
C.10-15
D. 15-20 

Interpretation:
It hardly happens with such a big firm.
9. What percentage of candidates leaves within the period of less than 1- 3
month?

A. 1-5
B.5-10 
C.10-15
D. 15-20 

Interpretation:
It usually doesn’t happen because contracts are made for at least for 6 months.

10. Does the company reimburse the traveling cost incurred by the candidate
for appearing in the interview?

A. Yes
B. No
C. Depends, how – 

Interpretation:
No, Company does not provide the traveling cost incurred by the candidate for appearing in
the interview.
11. Do you take any technological support for the process of recruiting?

A. Telephone 
B. Video conferencing
C. Online support 
D. Other, pls specify – 

Interpretation:
Not generally only with Engineers.

12. If the recruitment type is “Employee Referral” then what special privilege
has to be paid to the one who has referred?

Interpretation:
If the recruitment type is “Employee Referral” then there is no special privilege paid to the
one who has referred.
13. In how much time does the whole process generates results?
(Time taken in the whole process i.e. from tests, personal interviews to final list of
selected candidates)

Interpretation:
It takes about one week for all process, as the tests and interviews are conducted in one
day but results are out within a week.

14. How much do you spend in reference check of 1 candidate?

Interpretation:
It depends on the post to be filled.
15. How much do you spend on T&D and Induction per employee?

Interpretation:
Its value goes in lakhs when a group of 10 candidates are selected and undergone training and
development.

16. How many recruitments you did in the last fiscal year?

Interpretation:
Last year 12 engineers and 45 workers were recruited.
17. What source has provided you with highest performers?
(Both quantity wise and quality wise)

Interpretation:
Both sources give highest performers but external sourcing is slightly better.

18. Do you have a legal advisor for HR department? Yes/No

if yes, then is it...

A. Internal

B. External

INTERPRETATION:
 Legal Advisor

30%

Internal
External

70%

19. Are you aware of the concept of RPO – Recruitment Process Outsourcing?

A. No

B. Yes, through what source – 

INTERPRETATION:
 RPO

20%

No
Yes

80%

RECCOMADATION AND SUGGESSTION

1. The company should increase their candidate pool through external sources.

2. More financing option should be available.

 3. The company should provide more customer value.

4. Follow up should be increased.

5. Effort should be done for developing the concept of good relationship with consumers.

6. The company does not go for campus recruitment, they should follow it.

7. The selection process is too lengthy with consumes much time, which has to be decresed.

CONCLUTION

The manufacturing companies aims to ensure that the best candidate is selected for the job
regardless of age, color, origin, religion, gender etc.
To achieve this objective company ensures that all those who are concerned with the recruitment
and selection process have a clear understanding of the job to be filled.

The purpose of this policy is to ensure that the company will attract and retain the most highly
qualified workforce available to them.

All the workers of the studied organization felt that this program is beneficial in improving
performance, skills, attitude and knowledge effectively and efficiently of doing work.
 BIBLOGRAPHY

Name of the Book:

 V S P RAO “Human Resource Management”

 C.B. GUPTA “Human Resource Management”
 K ASWATHAPPA “Human Resource Management ”
 PHILIP KOTLER “Marketing Management”
 A B RAO “Research Methodology”
 C.B. Mamoria & S.V. Gankar “Human Resource Management”

OTHER RESOURCES:

 Magazine
 Through Questioners
 Various JK Tyres and Industries Journals & Newspapers.

Websites:
o www.citehr.com
o www.hrlinks.com
o www.google.com
o www.JKtyres.com