SUMMER TRAINING PROJECT REPORT

ON
“RECRUITMENT AND SELECTION PROCESS IN
FEW LOGICS IT SYSTEM LPP”

Submitted in partial fulfillment of the requirement for the award of the

degree of
BACHELOR OF BUSINESS ADMINISTRATION
TO
Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of: Submitted By:

Dr. Nidhi Singhal Sayra Parveen
Professor BBA-V Sem
Enrollment No. 01224701722

Session 2022 - 2025

SGIT School OF Management

Opp. jindal Pipes ltd,NH-24,Ahead Masuri Canal, Opp. Jindal Nagar Ghaziabad,

Uttar Pradesh 201302, India

1
 DECLARATION

The project on “RECRUITMENT AND SELECTIONN PROCESS is

completed under the guidance of Dr. NIDHI SINGHAL and is the
original work done by meand it has never been submitted
elsewhere.

Student Name: SAYRA PARVEEN

Enrollment Number: 01224701722

2
 ACKNOWLEDGEMENT

The completion of any project is not complete without thanking the

people behind the project is no exception. Racing against the time and
fast approaching deadlines, the fact that we are able to successfully
complete the project just in time would not have been possible without
the help and support of many people. Their constant guidance and
encouragement coupled with my commitment were the cornerstones
for the successful completion of the project. I have great pleasure in
expressing my sincere gratitude and hearty thanks to my beloved
Faculty, Dr. NIDHI SINGHAL (Professor) for consenting to be my guide.
She had been a great source of encouragement and inspired me
throughout my project. I am greatly thankful to herfor everything she
has done for me. I would like to express my deepest gratitude to my
Friends, Management, Department Staffs, and my Parents for their
support and above all to God for showering his blessing upon me.

SAYRA PARVEEN
01224701722

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 INDEX

[Link] Description Page No.

1. Certificate of completion 6

2. Executive Summary 7

3. Introduction to topic 8-12

4. Objectives 13-14
5. Literature review 15-19

6. Company Profile 20-22

7. Research Methodology 23-43

8. Analysis & Interpretation 44-55

9. Findings & Inferences 56-58

10. Limitations 59-60

11. Recommendations and Conclusion 61-64

12. Bibliography 65

4
This is to certify that Ms. SAYRA PARVEEN a student of SGIT SCHOOL OF
MANAGEMENT, ghaziabad utter pradesh has done her summer internship
in HR at FEW LOGICS it Systems LLP Noida from 28/06/2024 to 24/08/2024.

She has successfully completed project on RECRIUTMENT AND SELECTION

During the internship, she took keen interest in the assigned work.

we wish her every success in her academic endeavors an life.

With Best Regards,

 PREFACE
I am grateful to “Few Logics” for this learning opportunity
and extend my thanks to my mentors and colleagues for
their guidance. I also appreciate my university and
professors for their support, which enabled me to bridge
the gap between theory and practice.

This report reflects my efforts and this report highlights

my experiences as an “HR Intern” at “Few Logics” where I
gained practical knowledge of the recruitment and
selection process, a key area of human resource
management. As a third-year BBA student at Guru Gobind
Singh Indraprastha University, this internship provided
me with valuable insights into drafting job descriptions,
sourcing candidates, conducting screenings, and
coordinating interviews.
The knowledge acquired during this enriching
internship experience.
 CERTIFICATE OF COMPLETION

This is to certify that Ms. SAYRA PARVEEN (01224701722)

BBA 5th semester from SGIT School of Management
School, has competed her project on the topic
“RECRUITMENT AND SELECTION PROCESS” under my
guidance towards the partial fulfillment of Bachelor of
Business Administration (BBA).
This Report is the result of her own work and to the best of
my knowledge no part of it has earlier comprised in any
other report, monograph, dissertation or book. This project
was carried out under my overall supervision.

Signature

of guide

Dr. Nidhi Singhal, Professor

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 EXECUTIVE SUMMARY

The human resources are the most important assets of an organization.

The success or failure of an organization is the largely dependent on the
calibre of the people working therein. Without positive and creative
contributions from the people, organization 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, qualification and
experience. while doing so, they have to keep the present as well as the
future requirements of the organization in mind.
Recruitment is defined as, “a process to discover the sources of
manpower to meet the requirement of the staffing schedule and to
facilities effective selection of an efficient workforce”.
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 applicant and provide
enough information for unqualified person to self-select themselves out.

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CHAPTER 1

INTRODUCTION

8
Acquiring and retaining high-quality talent is critical to an organization’s
success. As the job market becomes increasingly competitive and the
available skills grow more diverse, recruiters need to be more selective
in their choices, since poor recruiting decisions can produce long-term
negative effects, among them high training and development costs to
minimize the incidence of poor performance and high turnover which, in
turn, impact staff morale, the production of high quality goods and
services and the retention of organizational memory. At worst, the
organization can fail to achieve its objectives thereby losing its
competitive edge and its share of the market.

Human resource department plays a crucial role in this process. The

backbone of any successful company is the HR department, and
without a talented group of people to hire, culture, and inform
employees, the company is doomed for failure.

Human resource is most valuable assets in the organization.

Profitability of the organization depends on its utilization. If there
utilization is done properly will make profit otherwise it will make loss.
To procure right man at right place in right time, some information
regarding job and job doer is highly essential. This information is
obtained through job analysis, job description and job specification.
Without these recruitment will be unsuccessful.

A well planned and well managed recruitment will result in high

quality applicants for the company. The recruitment process should
inform qualified individuals about employment opportunities, create a
positive image of the company, provide enough information of the
jobs so that applicants can make comparison with their qualifications
and interests and generate enthusiasm among the best candidates so
that they will apply for vacant positions.

What distinguishes a successful company from unsuccessful one is

the quality of manpower. The role of management is to optimize the
use of resource available to it. The role of HR is to incorporate the
planning and control of manpower resource into the corporate level
plans so that all resources are used together in the best possible
combination. 9
Managing people at work and control of human activities in
employment is a function that must be performed in all societies. It is
essential in every type of employment for every occupation and every
type of employed manpower. Manpower management is essential in
government as well as private employment under socialism or
communication in small business and in large.

Recruitment, as a human resource management function, is one of

the activities that impact most critically on the performance of an
organization. While it is understood and accepted that poor
recruitment decisions continue to affect organizational performance
and limit goal achievement, it is taking a long time for public service
agencies in many jurisdictions to identify and implement new,
effective hiring strategies.

Recruitment is a process which provides the organization with a pool

of potentially qualified job candidates from which judicious selection
can be made to fill vacancies. Successful recruitment begins with
proper employment planning and forecasting. In this phase of the
staffing process, an organization formulates plans to fill or eliminate
future job openings based on an analysis of future needs, the talent
available within and outside of the organization, and the current and
anticipated resources that can be expended to attract and retain such
talent.

Selection is a process of hiring the best among the pool of candidates

available.

‘Right person for the right job’ is the basic principle in recruitment and
selection. Every 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

10
this recruitment and selection of suitable candidates is essential.
Human resource management in an organization will not be possible
if unsuitable persons are selected and employment in a business unit.

11
 SCOPE OF THE STUDY

1. The study is limited to the information given by the employees.

2. Meeting some of the top management associates in the senior

cadre was difficult.

3. The study has been limited due to time constraint.

4. The study is limited based on the rules and regulations of the

organizations.

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CHAPTER 2

OBJECTIVES

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To get right person at right place and in right time, the organization
should have the specific and clear policies and recruitment and
selection methods which are essential for the growth of the
organization.

• To analyze the actual recruitment process .

• To find whether the existing processes of recruitment and

selection are taking place scientifically or not.

• To review the importance and needs of recruitment and selection

process.

• State, explain and evaluate various methods of recruitment.

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 CHAPTER 3

LITERATURE REVIEW

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1. Best Practice Recruitment and Selection
The State Services Authority (the Authority) undertook a project in 2007 to
evaluate the effectiveness of recruitment selection techniques in the
Victorian Government.

The project aims to:

• Promote the systematic review of current recruitment selection

techniques in the VPS
• Develop recommendations for the use of better practice tools,
based on research and case studies
• Promote better selection techniques to improve the quality and
speed of recruitment actions within the VPS and the public
sector.
• After the completion of the program the authority decided to
adopt the Practice Recruitment and Selection Toolkit and develop
a training program which will help in the execution of this
toolkit. The training program guides participants through best
practice recruitment and selection using course booklets,
PowerPoint presentations, practical exercises and additional
reference material. The similar is the direction of my project
wherein I have to suggest various measures through which the
HR department at NFCL can practice the recruitment and
selection process in the best efficient manner. The HR
department should be aware of the recent trends in
Recruitment and Selection so as to adopt them whenever
required. They should be given proper training in adopting
various trends in the process.

2. Recruitment and Selection

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The literature states about the problems faced by the organizations
at the time of selecting the right candidate for a particular position
and the various ways the organizations can overcome these
problems.

17
• Train those recruiting- It is necessary for the organizations to
train those people who are involved in the process of
recruitment and selection, so that they take right decisions.
They should be provided with sufficient training so that they
are confident about their decisions.
• Be clear on what you are looking for- If you are going to get
the right person for the job, you need to be clear on the skills,
qualifications, experience, personal attributes and qualities
that the right candidate will have.
• Select The Most Appropriate Source for Securing Applicants-
The key point here is to be sure you are choosing the right
place to advertise. Sometimes a local newspaper will work. At
other times, you may need to go to specialist publication or a
recruitment consultant.
• Establish A Clear Framework For Short listing- The framework
for short listing the candidate should be clear to the
recruiters and also to the candidates.
• Consider the Best Option for Selecting Candidates- In some
cases you might just go for a traditional interview and
possibly add in a presentation. Otherwise the organization
can adopt any other method of which they are more
confident.
• Remain Open Minded- Often people jump to conclusions
about candidates within minutes. Remember some of the
best candidates might take a few minutes to get warmed up
so don't discount people too quickly.
• Be Professional- When interviewing you are representing your
organization, its values, and beliefs. Today's candidate if they
don't get the job could be a customer or supplier in the future
so give the best impression you can.
• Give Feedback- Candidates takes good time in preparing
themselves for the interviews therefore the recruiters should

18
also take out the time for giving them feedback whether they
are successful or unsuccessful candidates.

19
 3. Recruitment and Selection – Reasons for
its Importance

The literature states about the importance of the recruitment and

selection procedure and how even a small mistake at the time of
selecting the candidate can harm the organization. Any successful
business will have at its core efficient and caring employees who have
complete job satisfaction and a perfect fit for the jobs they are
entrusted with. This is not an easy task to accomplish and full credit
goes to the selection and recruitment processes that the company
has in place. On the contrary, if these processes are not handled
efficiently, the wrong sort of lethargic employee appointments can
prove fatal even to a well established business. It is of utmost
importance for an employer to be absolutely clear on what they
expect an employee to be. The skills required for the job should be
enumerated as precisely as possible. Transferable skills which the
company could use also deserve a mention. So the chances of zeroing
in on the right candidate increase greatly if the vacancy advertised is
very specific as to the requirements. If recruitment agency service is
opted for by the employer, the agency or the consultant should get
very precise instructions from the employer. It is necessary that an
exact framework for short listing applicants for a vacancy is
formulated in advance. This is the first step of the selection and
recruitment process. This entails that the employers are very clear as
to what sort of qualifications and experience they expect to see on
the CV of the potential employee. The process of selection and
recruitment needs to spell out very clearly the absolute requirements
vis-à-vis qualifications and qualities necessary to fill the vacancy.
Based on this one can shortlist the candidate. The next step is to take
a decision on the number of interviews and/or presentation needed to
finally select the employee. If the employers give very concise and
accurate description of what they expect the employees to be, the
recruitment consultant or the agency can choose a candidate very
easily. The recruitment consultant or the agency also needs to have
knowledge of the employer’s in-built processes of selection of the
 right candidates. Finally, it is in the fitness of things that a
Feedback is provided on the interview by the i1n7terviewer either to the
applicant or the agency through which he has come. Before
proceeding with the interview
which may or may not be followed by a presentation, the interviewer
on behalf of the company should have reached a decision as to what
package of remuneration he is
willing to offer to the right person. This is a very vital but easily
overlooked point in the process of selection and recruitment. The
employers would do well to remember that the potential candidate
would most definitely be sizing up the prospective employer as well
during the selection and recruitment process.

Behind every attrition there is recruitment! Whenever an employee

leaves an organization without informing and without giving notice or
leaves the organization in the middle of the project it should be
known that he or she is joining some other organization. Many times
the employees of the recruitment consultants are hired by their own
clients and are asked to join at a very short notice period. They are
been told that “relieving letter” is not required and some even offer
incentives for early joining. There must be some guidelines and ethics
for recruitment so that there can be fair recruitment policies. There
must be some ethical guidelines such as
a) Notice period must be served and nobody must be hired without
relieving letter or providing proof of serving the notice period.
b) Corporate should not hire anyone who has spent less than one
year in his current organization. The logic is obvious. Employees
six months to begin their contribution and at least one year is
required to recover recruitment process. More importantly if
somebody is hired who has worked less than a year with the
current organization, that individual will ditch in even shorter
period.
c) Corporate should not head hunting from competition. They
should advertise and encourage employees seeking change to
voluntarily respond to this advertisement.
d) Corporate should not bail out the prospective employee
commitments such as employment bond etc. the corporate
should realize that employee signed the bond and if he wants to
break it, he should do at his own cost and the corporate should
not reimburs1e8or compensate him for violating the employment
contracts says Mr. T. MURALIDHARAN who is the chairman
of TMI NETWORK one of the India’s leading recruitment consultancies.

In one of the study conducted on recruitment and selection process at

BIOLOGICAL-E LTD conducted by Manik Rao in the year 2005. It was
found that company has used internal search for recruiting the
employees into more higher or the positions in different departments
who can
fit into the job. It was found that the company has done it by considering
it as the most cost effective way of filling the vacancies. It has also
been found that the company opted for external sources such as
advertisement agencies to fill vacancies. Employee referrals were also
one of the internal sources of recruitment.

In another study on recruitment and selection in DW PRACTICE LLC

which is a HR consultancy, it was found that most of the employees
felt that the telephonic interview is not effective and instead direct
interviews are more feasible.

These are some of the studies conducted earlier on the recruitment and
selections.

1
9
 Chapter - 4

Company profile

2
0
Our Agency is committed to your success Hey!! What bring youhere at
Fewlogics? Certainly there is a reason behind finding us. We are the
leader of our domain – We offer result oriented,real world digital
marketing solutions. We are complete Marketing Agency dealing in vivid
conventional print media to pure digital solutions.
People admire and endorse organizations with the consumer
experiences that best meet their requirements. At Fewlogics wecreate
all these experiences by blending creative and strategic though process
with in-depth knowledge of emerging technologies and expert data
analysis.

Engaging Global Resources – ISOBAR

Being an active partner of Isobar Network, we have advantageof global

resources and competence to offer best in service.
Isobar is a global pioneer digital marketing agency with 6000 people
associated in more than 90 locations across 45 markets

21
Vision
.
Appreciating the full prospective of the connected era -- world-wide
access to explore and edification, full contribution in values -- to
energizea new age of growth, improvement, and efficiency.

Mission
Few logics mission is to improve a crescendos of digital revolution
that balances financial performance and human development.
Working at thejunction between expertise, corporate, arts and social
change we will make sure that no client.

Values

Think- Positive, Creative,

Innovative Explore-The Infinite
Potentials Implement-The Great
Ideas

22
 Chapter-5

RESEARCH

METHODOLOGY

23
Introduction

The research was done in order to understand the Recruitment and

Selection Process followed at NFCL and the perception of the
employees from all the cadres regarding it. To know how an
organization performs in terms of productivity and this should be
directly proportional to quality and quantity of its human resource. In
order to get the right kind of people in right place in the right time the
organization should have the specific and clear personnel, policies
and recruitment methods which are essential for the growth of the
organization. Hence it was necessary to conduct a research on the
process.

Sample Size
The sample undertaken to conduct research study consist of fifty
people which is approximately one tenth of the total strength working
in the organization. The sample covered the employees from all the
cadres, encompassing the senior most officers to the workers. The
sample was collected from all the departments of the organization.

Tools and Methods of Data Collection

The primary method of data collection was the questionnaire method
which was circulated to the sample undertaken and the information
was collected with its help. Also a general discussion with the
employees helped to gain information regarding the study. The
secondary source used to collect data was the company’s policy
manual which contains the policy related to the topic.

24
Limitations of the Study : Although attempts was made together all
relevant
information in connection to the study there were many shortcomings
anddifficulties, which could not overcome.
• The research sample was limited to one tenth of the total
employees hence the information gathered could be limited.
• The conclusions are derived from the response of the employees
which are expected to be unbiased.

RECRUITMENT
Recruitment is an important part of an organization’s human resource
planning and their competitive strength. Competent human resources
at the right positions in the organization are a vital resource and can
be a core competency or a strategic advantage for it. Recruiting the
top talent for a job takes time and attracting the quality candidates
who have the knowledge and skills needed to help the company’s
growth.

Recruitment and selection are two of the most important functions of

personnel management. Recruitment precedes selection and helps in
selecting a right candidate. ‘Right person for the right job’ is the basic
principle in recruitment and selection. Every 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 is essential. Human resource management in an
organization will not be possible if unsuitable persons are selected
and employment in a business unit.

Meaning of recruitment
“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. Recruitment refers

25
to the process of attracting, screening, and selecting qualified people for
a job at an organization or firm.

Recruitment process involves a systematic procedure from sourcing

the candidates to arranging and conducting the interviews and
requires many resources and time.

A general recruitment process is as follows:

1) Identifying the vacancy:

The recruitment process begins with the human resource
department receiving requisitions for recruitment from any
department of the company. These contain:

• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required

2) Preparing the job description and person specification.

3) Locating and developing the sources of required number

and type of employees (Advertising etc).

4) Short-listing and identifying the prospective employee

with required characteristics.

5) Arranging the interviews with the selected candidates.

6) Conducting the interview and decision making

26
 1. Identify vacancy
2. Prepare job
description and
person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting
interview and
Recruitment is a continuous process because of:
a) Staff departures (e.g. retirements, resignation )
b) Changes in business requirements (e.g. new
products, markets, expended operations)
c) Changes in business location (are
relocation often triggers the need for
substantial recruitment)
d) Promotions
e) Transfers

Objectives of the recruitment process

• To obtain the number and quality of employees that
can be selected in order to help the organization to
achieve its goals and objectives.

• It helps to create a pool of prospective employees

for the organization so that the management can
select the right candidate for the right job from
this pool.

• To induct the outsiders with new perspectives to lead the

company.

• To recruit people whose skill fit the company values?

• To search for talent globally not just within the company.

• To device methodology form assessing psychological traits.

2
7
 Factors affecting Recruitment:
• The size of the organization.
• The employment conditions in the community where the
organization is located.
• The effects of past recruiting efforts which show the
organization’s ability to locate and retain the good
performing people.
• Working conditions, salary and benefit packages
offered by the organization.
• Rate of growth of the organization.
• The future expansion and production programs.
• Cultural, economic and legal factors.

However these factors may be divided specifically as:

• Internal factors
• External factors

Internal Factors:
• Recruitment policy of the organization
• Human resource planning strategy of the company
• Size of the organization and number of people employed
• Cost involved in recruiting employees
• Growth and expansion plans of the organization
• Company pay package
• Career planning and growth
• Quality of work life
• Role of trade union

External Factors:
• Supply and demand of specific skills in the labor market.

2
8
 • Political and legal factors like reservations of jobs for specific
sections of society etc
• The job seekers image perception of the company.
• Information system like employment exchange/ tele
recruitment like internet.
• Labor market conditions.

Recruitment checklist:
• Before going to actual recruitment a checklist to be made
which helps the recruiter till the end of the process.
• Whether the vacancy has been agreed by the responsible manager
• Availability of the job description
• What are the conditions of employment for the vacant position
• Whether the candidate specification been prepared
• Whether the notice of vacancy been submitted earlier
• Whether the job advertisement been agreed
• What arrangement have been made for drawing a shortlist of
candidates
• Whether the interview arrangement have been made
• Whether offers letters been agreed and dispatched
• Whether rejection letters sent to the unsuccessful candidates
• Whether confirmation letter received from the selected
candidate to whom offer letter has been sent.

Recruitment policy:
In today’s rapidly changing business environment, a well defined
recruitment policy is necessary for organizations to respond to its
human resource requirements in time. Therefore, it is important to
have a clear and concise recruitment policy in place, which can be
executed effectively to recruit the best talent pool for the selection of
the right candidate at the right place quickly. Creating a suitable
recruitment policy is the first step in the efficient hiring process. A
clear and concise recruitment policy helps ensure a sound
recruitment process.

Most of the companies are having personnel policies for the organization.

2
9
Recruitment policy is a part of the perssonel policy. But before
making the recruitment policy the organization must consider the
government policies, personnel policies of other organization, social
responsibility of the organization etc.

Sources of recruitment:
INTERNAL SOURCES: The most common internal sources of internal
recruitment are
1. Personal recommendations
2. Notice boards
3. Newsletters
4. Memoranda
1) Personal References
The existing employees will probably know their friends or relatives
or colleagues who could successfully fill the vacancy. Approaching
them may be highly efficient method of recruitment but will almost
certainly offend other workers who would have wished to have
been considered for the job. To keep employees satisfied make
sure that potentially suitable employees are informed of the
vacancy so that they can apply. Also anyone else who is likely to
be interested is told about it as well so that they can apply for the
job.

2) Notice Boards
This is the convenient and simple method of passing on important
messages to the existing staff. A job advertisement pinned to a
notice board will probably be seen and read by a sufficient number
of appropriate employees at little or no cost. However many of the
staff will probably not learn of the vacancy in this way either
because the notice board poorly located or is full of out dated
notices that they don’t bother to look at it, as they assume there is
nothing new to find out. A notice board must be ensured that it is

3
0
well sited. Wherever it is been placed it should be certain that it
is seen by everyone. It means
there must be equal opportunity to see to it and this happens
when they know that just important topical notices are on display.
Attention must be paid to the

3
0
 design and contents of the notice if it is to catch the eye and make
the employee read on and then want to apply for the job.

3) Newsletters
Many companies regularly produce in-house newsletters,
magazines or journals for their staff to read. It is hoped that latest
company news sheet is read avidly by all staff thus ensuring that
everyone is aware of the job opportunity advertised in it.
Unfortunately this is not always so, because it is sometimes not
circulated widely enough and employees may find it boring and
choose not to read it. Newsletter can be utilized as the source of
recruitment if it is convinced that everybody will see a copy.

4) Memoranda
Possibly the best way of circulating news of the job vacancy is to
send memoranda to department managers to read out to the
teams or to write all employees perhaps enclosing memoranda in
wage packets if appropriate. However it can be a time consuming
process to contact staff individually, especially if there is a large
work force. It should also be kept in mind as to in which way the
memorandum is phrased out so that the job appeals to likely
applicants.

EXTERNAL SOURCES

There are many sources to choose from if you are seeking to recruit
from outside the company.
1. Word of mouth
2. Notices
3. Job centers
4. Private agencies and consultants
5. Education institutions
6. The press
7. Radio
3
1
8. Television

3
1
 Word of Mouth

Existing employees may have friends and relatives who would like to
apply for he job. Recruiting in this way appears to be simple,
inexpensive and convenient. Never use word of mouth as a sole or
initial source of recruitment if the work force is wholly or
predominantly of one sex or racial group. Also employing friends
and relatives of present employees may be imprudent because it is
not certain that they are as competent as the current staff.
1) Notices

Displaying notices in and around business premises is a simple and

often overlooked method of advertising a job vacancy. They should
be seen by a large number of passerby, some actively looking for
work. It can also be inexpensive with a notice varying from a
carefully hand written post card up to a professionally produced
poster. Pay attention to the appearance and contents of the notice
if it is intended that it is applied by the right people.

2) Job Centers

Most large towns have a job center which offers employers a free
recruitment service, trying to match their vacancies to job seekers.
Staff will note information about a post and the types of person
sought and then advertise the vacancy o notice boards within their
premises. Job center employees can further help if requested to do
so by issuing and assessing application forms and thus weeding
out those applicants who are obviously unsuitable for the position.
Short listed candidates are then sent out for the employer to
interview on his business premises.

3) Private Agencies and Consultants

There are various types of private organization that can help to find the
right
person for a particular job. Employment agencies exist in many town
and cities. Some handle all general vacancies from junior unto
supervisory level
32
while others specialize in various occupatio ns such as accountancy,
clerical
or computer personnel and marketing or sales. Since they maintain
a register of job seekers, they initially attempt to find applicants
from this list. A short list will be drawn up by reading through
applications and conducting interviews on client organization’s
behalf. Although fees vary, it is expected to pay around 10 to 15%
of the annual salary offered if a suitable person is found for the job.
This will be partly refundable if he leaves within a certain period of
time. For temporary staff, it is normally charged on hourly, daily or
weekly rate by the agency. They will then pay the employee.
Recruitment agencies are similar to employment agencies in the
services that they offer. The main difference is that recruitment
agencies tend to operate at a higher level, concentrating on
technical, managerial and executive appointment. Accordingly,
increased time, effort and
expertise are needed to compile a quality short list. This will be
reflected in the fees charged, often between 18 and 22% of the
annual salary of the staff recruited. Again a proportion of this may
be refundable if the employees proves to be unsatisfactory and
subsequently departs.

Search consultants, also known as Headhunters, specialize in

finding candidates for senior positions. They normally head hunt
people currently at work in similar posts, possibly at rival
companies. Discrete approaches, by telephone, are made direct to
the persons involved. Such a process is time consuming and
requires considerable tact and diplomacy if it is to be successful.
Charges may be in excess of 30% of the annual salary. Before
opting for this source attention must be paid about those agencies
who brashly promise to give a lengthy list of candidates very
quickly. It may sound impressive but suggests that they are simply
pulling names from a register perhaps of dubious quality and are
not actively searching for and screening applicants properly. A
good shortlist will take time to compile. It must be ensured that the
agency with which the organizations contracting must follow a

33
good refund system in case the new recruit resigns or needs to be
dismissed shortly after joining. Also a free replacement warranty
up to six months must be provided by the recruiting agency.
When employing an agency or
consultant, make sure that they know exactly what they are expected to
do. A
clear job description and employee specification, must be provided so
that

34
 they could screen by referring to the employee specification and
so on. Full up to date information about the job and person
required. Supply all details and all instructions in writing to avoid
subsequent misunderstandings and disagreements.

The recruiting agency or consultant must be in touch with the

client company throughout the recruitment process to ensure that
the agency is following the instructions and doing its job well. Also
it must be ensured that they are maintaining equality of
opportunity and avoiding unlawful discrimination against
applicants of a particular sex, marital status or any racial group. All
applicants should be judged solely on their ability to do the job.
4) Educational Institutions Or Campus Recruitment

Those companies which require a steady intake of young person’s

for new Youth Training to trainee management positions ought
establish and maintain close contact with colleges and universities.
The advantage of campus recruitment is, it is known that who the
audience to be addressed are. Promotional literature in the form of
posters, broachers, catalogues; press releases and so on can be
issued to the audience so that the company’s name remains
prominent and their student’s minds all the time.

5) The Press

Advertising for the new staff through the press has proved
successful for many companies. Choose between local
newspapers, national newspapers and the magazines. All will put
in touch with different audience. Local newspapers, read by a large
cross-section of the immediate population, may be most suitable if
there is sufficient talent in the area.

National newspapers, with their mass circulations and differing

attitudes to news coverage appealing to various tastes, could be
better when looking out to fill the senior position.
35
Trade Magazines often under estimated as useful source of
recruitment might be worth considering if looking out recruit
someone for a specialized job

36
 which possibly requires previous experience of the particular
industry. Naturally there are some drawbacks to newspaper
advertising. It is expensive in relation to other, often equally good
source such as job and careers centers, which advertise free. Other
drawbacks of newspaper advertising include a high level of
wastage (the vast majority of readers will not be job hunting) and a
short life span. The daily or evening newspaper is invariably
discarded at the end of the day. A short series of advertisement
incurring extra expenses may sometimes be required and
multiplying one advert by three or four starts to make this source
prohibitively costly. Trade magazines could be a better way of
recruiting staff depending upon the circumstances. Most will
include employment advertisements within a classified section
which will be read by a small but select and
interested number of people. There some
disadvantages, however the financial outlay is still
considerable. If the magazine is published bi-monthly or
quarterly, may have to wait sometime before the advertisement is
seen. It may be intended to fill the vacancy as soon as possible.
6) Radio

Many radio stations broadcast special job finders advertisements

throughout the day for companies looking for new recruits.
Advertising through the radio has got many advantages as it will
be transmitted to over a wide geographical area to potentially
large audience. Variety of age groups listens thus making it a
suitable medium for different types and levels of jobs.
Advertisements can be broadcast very quickly sometimes within
hours. Nevertheless there are some disadvantages that must be
considered carefully. As few have tune in to hear advertisements
and their thoughts invariably wander when they are on, or they
may start station hopping to find more music. The radio is also
transient medium. An advertisement lasts for perhaps 30 seconds,
which is a very short period in which to put across all the important
points, and is then finished. It is usually difficult to remember
(What was the company’s name? what was its phone number?)
most listeners will not have a pen and pad.
 7) Television

You can advertise on a regional or national basis. Recruiting staff

through the Television is still widely regarded as a new and
innovative approach.
Companies which use this medium may therefore be seen as go-
ahead and dynamic. Thus, this medium may not be an immediate
choice if there is only just one vacancy to be filled, although shorter
and expensive one month contracts could be negotiable and worth
considering.

SELECTION

The selection procedure is concerned with securing relevant

information about the applicant. This information is secured in number
of steps. The objective of selection process is to determine whether an
applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job.

The hiring procedure is not a single act but it is essentially a series of

methods by which additional information is secured about the
applicant. At each stage facts, which came to light, make the
acceptance or rejections of the candidate clear. Some selection
processes are quite easy and some with many hurdles this increases
with the level and responsibility of the positions to be filled.

Essentials of Selection Procedure

The selection process can be successful if the following requirements are

satisfied:
1. Someone should have the authority to select. This authority
comes from the employment requisition as developed by an
analysis of the work-load and work force.
2. There must be some standard of personnel with which a
prospective employee may be compared i.e., a comprehensive
job description and job specification should be available
beforehand.
3. There must be sufficient number of applicants from whom the
required
number of employees may be selected.
 PROCESS OF SELECTION

Selection

Preliminary screening interview

Completion of application or form if not done

previously

Employment
tests

Comprehensive interview

Back ground investigation

Final employment decision

Preliminary Interview or Screening

The initial screening is usually conducted by a special interviewer a

high caliber receptionist in the employment office. These interviews
are short and are known as stand-up interviews. The main objective
of such interviews is to screen out
undesirable/unqualified candidates at very outset. Such interviews
conducted by
37
whose judgment in the “sizing up” of the applicant is fairly reliable.

Basic criteria that must be met for an application to be eligible for

consideration. If these criteria are not met, there is no obligation on
the employer to consider such applications. The screening process
therefore seeks to identify those applications that meet the basic
entry-level requirements applications that are therefore incomplete or
do not meet the basic appointment criteria are considered
unsuccessful applications. In order to be fair and objective in the
screening of candidates, it is essential that a fixed set of valid criteria
be applied in terms of each and every candidate that applies for a
position.

Certain conditions should be met in relation to the format and content of -

a) Application forms
b) Curricula Vitae (CV’s) and
c) All other relevant documentation.

What is the purpose of short-listing?

After having completed the screening process and eliminated those

applicants that do not meet the basic requirements, the next
objective should be to identify a manageable size (pool) of applicants
(a short-list) who are best suited to fill the position successfully and
from whose ranks the most suitable candidate(s) is/are to be selected.
It is about identifying a manageable pool of best suited candidates for
a specific position, in the interest of the State, taking into account
Affirmative Action and Employment Equity objectives.

May short-listing be used to reduce a vast number of applications to a

manageable size. As stated, the primary objective of the short-listing
process is to reduce the number of qualifying applicants to a
manageable size for purposes of selecting the most suitable
candidate. A further
objective with short-listing is to rank candidates, and to determine a
cut-off point below which candidates will not be interviewed. The
criteria utilized for short- listing purposes should therefore be in
sufficient detail to allow for this and should
Application Form

Application form is also known as application blank. The technique of

application blank is traditional and widely accepted for securing
information from the prospective candidates. It can also be used as a
device to screen the candidate at the preliminary level. Many
companies formulate their own style of application forms depending
upon the requirement of information based on the size of the
company, nature of business activities, type and level of job etc. they
also formulate different application forms for different jobs, at
different levels, so as to solicit the required information for each job.
But few companies in our companies in our country do not have
prescribed application forms.

Psychological Testing

Test is defined as a systematic procedure for

sampling human behavior Tests are used in business

for three primary purposes.

1) For the selection and placement of new employees
2) For appraising employees for promotion potentials and
3) For counseling employees if properly used psychological tests
can be of paramount importance for each of these purposes.

Classification of Tests on the Basis Of Human Behavior

A. Aptitude or potential ability test

Such tests are widely used to measure the latent ability of a

candidate to learn new jobs or skills. They will enable us to
know whether a candidate if selected, would be suitable
for a job, which may be clerical or mechanical. These tests
may take one of the following forms.
a) Mental or Intelligence Test - measures39and enables to know
whether he or she has mental capacity to deal with new
problems.
b) Mechanical Aptitude Test - measures the capacity of a person to
learn
aparticular type of mechanical wok. This could help in knowing a
person’scapability for spatial visualization, perceptual speed
manual dexterity, visual motor coordination or integration, visual
insights etc.
c) Psychometric tests – these tests measures a person’s ability to do
a specific job

B. Achievement test

Also known as proficiency tests they measure the skill,

knowledge which is acquired as a result of a training program
and on the job experience they determine the admission
feasibility of a candidate and measure what he/she is capable of
doing.
a) Tests for measuring job knowledge – this type of test may
be oral or written. These tests are administered to
determine proficiency in shorthand and in operating
calculators adding machines dictating and transcribing
machines and simple mechanical equipment.
b) Work sample tests – demand the administration of the actual
job as a test. A typing test provides the material to be typed
and notes the time taken and mistakes committed.

C. Personality tests

These tests aim at measuring those basic make up or

characteristics of an individual which are non-intellectual in
their nature. In other words they probe deeply to discover clues
to an individual’s value system, his emotional reactions and
maturity and motivation interest his ability to adjust himself to
the illness of the everyday life and his capacity for interpersonal
relations and self image.
a) Objective tests – it measures neurotic tendencies self-sufficiency
dominance submission and self-confidence. These are scored
objectively.
They are paper and pencil tests or personality inventors.
b) Projective tests – it is a test in which a candidate is asked to project
his own interpretation into certain s tand and stimulus situation. The
way in which he/she responds to these stimuli depends on his own
values, motives and personality.
c) Situation tests – these tests measures an applicant’s reaction
when he is placed in a peculiar situation his ability to undergo
stress and his demonstration of ingenuinity under pressure.
Such tests usually relate to leaderless group situations, in which
some problem is posed to a group and its members are asked to
reach some conclusion without the help of a leader.
d) Interest tests – these tests aim at finding out the types of work in
which a candidate is interested. They are inventories of the likes
and dislikes of the people of some occupation hobbies and
recreational activities. They are useful in vocational guidance
and are assessed in the form of answers to a well prepared
questionnaire.
Interviews

Interviews are a crucial part of the recruitment process for most

organizations. Their purpose is to give the selector a chance to assess
the candidate and to demonstrate their abilities and personality. It’s
also an opportunity for an employer to assess them and to make sure
the organization and position are right for the candidate. An interview
is an attempt to secure maximum amount of information from
candidate concerning his suitability for the job under consideration.

The recruitment process ƒor most organizations ƒollows a common theme:

Applications/CVs are received, either online or by post; and
candidates are short- listed and invited for interview. The interview
format can vary considerably and may include an assessment centre
and/or tests. The number of interviews also varies. Some companies
are satisfied after one interview, whereas others will want to recall a
further shortlist of candidates for more. If successful at the final
interview stage, an official job offer is sent to the candidate. Interview
format is determined by the nature of the organization, but there are
various standard formats.
Chronological Interviews -These work chronologically through the
candidate’s life to date and are usually based on the CV or a
completed application form.

competencies that an employer is seeking for a particular job (often

detailed in the recruitment information). This is the most common
type of interview for graduate positions today.

Technical Interviews - If a candidate has applied for a job or course that

requires technical knowledge (e.g. positions in engineering or IT) it is
likely, at some stage in the selection process, that the candidate will
be asked technical questions or have a separate technical interview to
test his/her knowledge. Questions may focus on the final year project
and his/her choice of approach to it or on real/hypothetical technical
problems. It seen that the candidate proves himself/herself but also
they admit to what they don’t know.
Kinds of Interviews:
1. One to one interview: in this type of interview one selector
interviews one candidate alone.
2. Informal interview: in this type there are discussions between the
candidate and two or more interviewers.
3. Panel of interviews: in these pre planned standard questions
ranging overall aspects of the job are asked. They focus directly
on elements of person specification.
4. Direct planned interview: this interview is straight forward, face to
face, question and answer situation intended to measure the
candidate’s knowledge and background.
5. Indirect and direct interview: in this type of interview the
interviewer refrains from asking direct and specific questions but
creates an atmosphere in which the interviewee feels free to talk
and go into any subject he considers important. The object of
the interview is to determine what individual himself considers
of immediate concern, what he thinks about these problems,
and how he conceives of his job and his organization.
6. Patterned interview: in this interview a series of questions which
illuminates validated against the record of employees who have
succeeded or failed on the job.

7. Stress interview: in this interview t4h2e interviewer deliberately

creates
stress to see how an applicant operates in stress situation. To
induce
stress, the interviewer responds to the applicant’s answers with
anger, silence and criticism. This interview aims attesting the
candidate’s job behavior and level of withstanding during theperiod
of stress and strain.

8. Depth interview: in this type of interview, the candidate

would be examined extensively in core areas of knowledge
and skills of the job.
 Background Checks and Enquiries

Offers of appointment are subject to references and security checks. The

references given in the candidate’s application will be taken up and a
security check will be conducted. Security checks can take a while if
the candidate has lived abroad for any period of time.

Final Selection Decision

Those individuals who perform successfully on the employment tests and

the interviews, and are not eliminated by development of negative
information on either the background investigation or physical
examination are now considered to be eligible to receive an offer of
employment. Who makes that employment offer? For administrative
purposes the personnel department should make the offer. But their
role should be only administrative. The actual hiring decision should
be made by the manager in the department that had the position
open.

43
 CHAPTER 6

ANALYSIS AND INTERPRETATION

44
 DATA ANALYSIS

Observation made during the study and analysis of the

company policy

• The company is having all over India branches/area offices.

Initial interviews will be conducted at the area office by the
concerned area manager. As the HR Department is located in
the corporate office so all the final interviews & selection will be
done at its corporate office i.e. in Hyderabad.
• Sometimes screening will be done by telephonic interview
which is conducted by the HR department in corporate office.
• The candidate will be filtered based on merit and experience.
• The company is recruiting its manpower through consultancy
also. The consultancy will be selected based on the process
used by them before sending the candidate to the company.
• The company is tie up with job portal – [Link] also. This is
helpful for the process of recruitment in collection of resumes.
• The candidate will be selected based on the communication and
their presentation at the time of interview. Subject knowledge is
also essential based on type of the vacancy.
• The time lag between recruitment and placing will be done within one
month.
• The company will pay the applicants expenses for attending the
interview, based on the grade.
• Rejected candidates will be intimated and their profile will be
kept in data bank for a period of 6 month.

45
 1. The recruitment and selection process of company meets the
current legal requirements.

4%
4% 19%
14%
Strongly Agree
Agree
no opinion

59% disagree
strongly disagree

Response Pattern Remark Percentag

e
Strongly Agree 10 19%
Agree 30 59%
no opinion 7 14%
disagree 2 4%
2 4%
strongly disagree

Interpretation:

Near about 20% of the respondents are strongly agree with the
statement that recruitment and selection process of company meets
the current legal requirements, and 60% are agree only so, total 80%
of the respondent are in favor that the process of recruitment &
selection meets the current legal requirement.

Observation:

The process of recruitment & selection wh 4ic6h is followed by the

company is helpful to meet the company’s manpower requirement.
 2. Recruitment & Selection Policy of company is clearly stated.

4% 2%

10% 25%
Str gly gree
gree
pi i
disagree
59%
str gly disagree

Response Pattern Remark Percentag

e
Strongly Agree 13 25%
Agree 30 59%
no opinion 5 10%
disagree 2 4%
strongly disagree 1 2%

Interpretation:

The question was raised to know that employees are aware about the
company’s recruitment & selection policy or not. Near about 85% are
agreed that the recruitment & selection policy is clearly stated and
only 8% are disagree.

Observation:

So the recruitment & selection policy of company is clearly stated but it

requires
little bit change. But the company policy should be updated time to time.
47
 3. Internal source is better for company

4% 2%

22% 35%
Strongly Agree
Agree
no opinion

37% disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 18 35%
Agree 19 37%
no opinion 11 22%
disagree 2 4%
strongly disagree 1 2%

Interpretation:

As per the respondent response near about 70% are agree with the
statement that internal source is better for company, 22% having no
response and 6% are disagree with the statement.

Observation:

After analysis it is better to get the manpower by internal source as they

are aware about that candidate skill and behavior but so4m8 etimes
company will not get right candidate.
 4. External source is better for company.

18% 4%
30% Strongly Agree
Agree
no opinion
40% 8% disagree
strongly disagree

Response Pattern Remark Percentag

e
Strongly Agree 2 4%
Agree 15 30%
no opinion 4 8%
disagree 20 40%
strongly disagree 9 18%

Interpretation:

Near about 55% are disagree with the statement that external source
is better for company’s recruitment process and about 34% are in
favor of this statement.

Observation:

From this question respondent are satisfied with the internal source
but some are not satisfied and they preferred external source.

49
 5. I feel scarcity of manpower at my working place.

12% 10%
10% Strongly Agree
Agree

43% 25% no opinion

disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree
5 10%
Agree 5 10%
no opinion 13 25%
disagree 22 43%
strongly disagree 6 12%

Interpretation:

Near about 60% are disagree with this statement, means they are not
feeling scarcity of manpower and Only 20% are agree with this
statement.

Observation:

This shows that HR department fulfills all the requirements of human

resource in the organization as soon as required. But as some are
disagree with this statement means the recruitment process needs
change.

50
 6. I feel that the right job is being performed by the
deserved person at my working environment.

8% 17%
14% Strongly Agree
Agree
18%
no opinion
43% disagree
strongly disagree

Response Pattern Percentag

Remark
e
Strongly Agree 9 17%
Agree
22 43%
no opinion 9 18%
disagree 7 14%
strongly disagree 4 8%

Interpretation:

It is very important for any organization to recruit skilled manpower,

to achieve its business target. The question was raised to know the
opinion that right job is performed by right person. So 60 % are agree
and near about 20% are disagree.

Observation:

This shows company is recruiting right candidate for right job but
some respondent are disagree so selection process need
improvement and proper verification of recruitee.

51
 7. The employee’s competency matches with the job specification.

2%

8%
10%
39% Strongly Agree
Agree
no opinion
41% disagree
strongly disagree

Response Pattern Remar Percentag

k e
Strongly Agree 1 2%
Agree 20 39%
no opinion 21 41%
disagree 5 10%
4 8%
strongly disagree

Interpretation:

Nearly 45% are agree with this statement and 20% are disagree but
surprisingly 40% gave no opinion this means they are not aware about
other competencies,

Observation:

This interpret ate that company’s recruitment process is helpful in

getting right candidate for right job but as per of the some respondent
dissatisfaction the recruitment should be more filter.

52
 8. To what extent you are satisfied with the external source
(job portals) for recruitment process.

2%
7%
9%
33%
Strongly Agree
Agree
no opinion

disagree
49%
strongly disagree

Response Pattern Remark percentag

e

Strongly Agree 3 7%
Agree 4 9%
no opinion
22 49%
disagree 15 33%
strongly disagree 1 2%

Interpretation:

some respondent are satisfied with the external source of recruitment

,It is observed that most of the candidates are recruited through
“Reference” or other internal source and about 50% have no opinion
the external sources like job portals, consultancies.

53
 9. To what extent you are satisfied with the employee’s reference
for recruitment process.

14% 20%

Strongly Agree
22%
Agree
no opinion
4% 40% disagree
strongly disagree

Response pattern Remark percentage

Strongly Agree 10 20%
Agree 20 40%
2 4%
no opinion
disagree 11 22%
strongly disagree 7 14%

Interpretation:

60% of respondent are in favor of the statement that they are

satisfied with the employee’s referral, this helps in getting known
candidates as company knows the skill and behavior of the recruitee.
But near about 35% are disagree with the statement so, recruitment
process need good external sources for recruitment process.

54
 10. To what extent the selection procedure followed for
your recruitment is suitable to your job.

8%
28%
20%
Strongly Agree
Agree
4%
no opinion
disagree

40% strongly disagree

Response pattern Remark percentage

Strongly Agree 14 28%
Agree 20 40%
no opinion 2 4%
disagree 10 20%
strongly disagree 4 8%

Interpretation:

Near about 70% of the candidates are satisfied with the selection
procedure and this shows right person is in right job but near about
30 % are not satisfied so this shows that selection process also needs
some changes.

55
 CHAPTER -7

FINDINGS AND INFERENCES

56
FINDINGS AND INTERPRETATION

After a thorough study and discussion on the companies recruitment&

selection policy, to know its effectiveness in the organization a
selfdesigned questionnaire has been prepared to gather the views of
employees.

The questionnaire contains 10 questions related to recruitment &

selection topic. The questionnaire has been distributed to 50
employees from various departments (HPD, Marketing, Legal
(SCM),PNS, and Finance & Logistic) and asked them to answer the
questions by selection the given choices.

The responses of all the questions were summed up from all the
answered questionnaires. These summed up responses were
calculated to derive the percentages to make the interpretation more
meaningful, being represented in the form of pie chart.

These are the findings:

1. The process of recruitment & selection which is followed

bythe company is helpful to meet the company’s manpower
requirement to some extent.

2. The recruitment & selection policy of company is clearly

statedbut no updation according to the company’s
objective.

3. Company is highly dependent on employee’s referral for

higher position and for lower posts company prefers job
portals and outsourcing.

4. Company is recruiting right candidate for right job but some

respondent are disagree so selection process needs
improvement and proper verification of recruitee .

5. Candidates are not timely informed for their selection and also
for their rejection.

6. Too much time taken by the HPD in recruiting some important

urgent posts.
7. Candidates are not timely informed for their selection and also
for their rejection.

8. Too much time taken by the HPD in recruiting some important

urgent posts.

9. Some respondent are satisfied with the external source

ofrecruitment ,It is observed that most of the candidates are
recruited through “Reference” or other internal source and
about 50% have no opinion the external sources like job
portals,consultancies.
10. After analysis it is better to get the manpower by internal
source as they are aware about that candidate skill and
behavior but sometimes company will not get right candidate.

58
CHAPTER -8

LIMITATIONS

59
 LIMITATION OF THE STUDY

This study also include some limitation which have beendiscussed

as follows:

The employees and candidate proves a limitation becauseof difficulty in

generalization

1. To collect the data from various companies been quite difficult

due to non- cooperation of some companies. Thisproved to be
major limitation of the study
2. To access such a large number of employee were
difficultbecause of non- cooperation attitude of respondents
3. There was limitations in this research study. The maximum
efforts were made to overcome these limitationin the study

60
 CHAPTER -9

RECOMMENDATION AND CONCLUSION

61
CONCLUSION

Employees of Fewlogics are satisfied with the current/existing

recruitment and selection process. Few logics is recruiting their
employees mainly through consultancies are the mediator between
theorganisation and the candidates as it serves the requirements of
employees as well as the organization. Fewlogics recruits their
employees in a decentralised way

Recruitment is the process of searching for prospective employees

andstimulating and encouraging them to apply for jobs in an
organization. And selection is selecting the right candidate at the right
time in the rightperson.
Also Fewlogics has to consider internet sources for recruitment of
employees so that it could motivate the employees. Employees are also
well aware about the various sources and methods of recruitment and
selection. Fewlogics has to implement innovative techniques in
selection process like group discussion, stress interview, etc

62
RECOMMENDATION
After concluding the study of the companies recruitment policy,
interaction with some of the recruitment manager, company
associates and based on the responses received from the
associatesthe following suggests are made to the company for further
improvement of the policy.

1. The organization should not majorly Clear job description is

given to the candidates at the time of interview itself, to

avoiddisappointment after joining.

2. The candidate should be informed in time whether they

havebeen selected or not. There should not be any delay

in informing the candidate.

3. There should be reliability on external sources.

4. Recruitment feedback should be taken by the candidates to

improve the recruitment process.

5. The employees should be called for the interview only after

checking their educational qualifications and job experience in

aproper way so as to save the time and cost involved in the

recruitment process.

6. Depend on the application bank as the major source for the

details of the candidate for recruitment purpose. It should also

consider other sources which could provide them better options.

63
7. Follow up to be done to the newly engaged employees to

ensure that they have settled in and to check on how well

theyare doing. If they have any problems it is better to identify

them at an early stage rather than allowing them to fester.

8. Internal job posting to be preferred to reduce cost of recruitment.

9. Organization should use social networking sites for creating

poolof good candidates.

64
 Bibliography

Name of the Book Author

Personnel/Human David A. DeCenzo

Resource Management

(Third
Edition)
Personnel/Human Stephen P. Robbins

Resour
ce
Management

(Third Edition)
Personnel and P. Subba Rao
Human Resource
Management

Organizational Behavior [Link] & Agarwal

Research Methodology C.R. Kothari

WEB SITE:
❖ [Link]
❖ [Link]

65