CHAPTER – I

INTRODUCTION

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 INTRODUCTION
Human Resource Management is rather difficult to say spontaneously what t t t t t t t t t

t management means though we have studied a course in management. But it is t t t t t t t t t t t t

t necessary to recall what management is before studying of human resource t t t t t t t t t t

t management. Management has been the art of getting things done through people. t t t t t t t t t t t

t The term human resource is quite popular in India with the institution of ministry of
t t t t t t t t t t t t t t

t human resources development in the union cabinet. But most people may not know
t t t t t t t t t t t t

t what exactly the term human resources mean.

t t t t t t

In startup companies, HR duties may be performed by trained professionals.

t t t t t t t t t t

t In larger companies, an entire functional group is typically dedicated to the

t t t t t t t t t t t

t discipline, with staff specializing in various HR tasks and functional leadership

t t t t t t t t t t

t engaging in strategic decision-making across the business. To train practitioners for

t t t t t t t t t t

t the profession, institutions of higher education, professional associations, and

t t t t t t t t

t companies themselves have created programs of study dedicated explicitly to the t t t t t t t t t t

t duties of the function. Academic and practitioner organizations likewise seek to

t t t t t t t t t t

t engage and further the field of HR, as evidenced by several field-specific

t t t t t t t t t t t

t publications. HR is also a field of research study that is popular within the fields of t t t t t t t t t t t t t t t

t management and organizational psychology, with research articles appearing in a t t t t t t t t t t

t number of academic journals, including those mentioned later in this article.

t t t t t t t t t t

In the current global work environment, most companies focus on lowering

t t t t t t t t t t

t employee turnover and on retaining the talent and knowledge held by their t t t t t t t t t t t

t workforce. New hiring not only entails a high cost but also increases the risk of a t t t t t t t t t t t t t t t

t newcomer not being able to replace the person who was working in that positiont t t t t t t t t t t t t

t before. HR departments also strive to offer benefits that will appeal to workers, thus
t t t t t t t t t t t t t

t reducing the risk of losing corporate knowledge. t t t t t t

The term Human Resource Management can be thought of as the knowledge,

t t t t t t t t t t t

t skills, creative abilities, talents and aptitudes of an organization workforce, as well

t t t t t t t t t t t

t as the value, attitudes and beliefs of the individuals involved it can also be explained
t t t t t t t t t t t t t t

2
t in the sense that is resource like any natural resources. It does mean that the
t t t t t t t t t t t t t t

t management can get and use the skills, tapping and utilizing them again and again.
t t t t t t t t t t t t t

t Thus, it is long- term perspective where as personnel is a short- term perspective.

t t t t t t t t t t t t t

t Human Resources are also regarded as human factor, human asset, human capital
t t t t t t t t t t t

t and the like. The terms labor and manpower had been used widely denoting mostly
t t t t t t t t t t t t t

t the physical abilities and capabilities of employees. The term personnel had been
t t t t t t t t t t t

t used widely in the employee as a whole but it does not clearly denote various
t t t t t t t t t t t t t t

t components of Human Resources like skill, knowledge, values....etc.

t t t t t t t

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

Objectives are pre-determined goals to which individual or group
activity in an organization is directed. Objectives of personnel management are
influenced by organizational objectives and individual and social goals. Institutions
are instituted to attain certain specific objectives.
The objectives of the economic institutions are mostly to earn profits,
and of the educational institutions are mostly impact education and or conduct
research so on and forth. However, the fundamental objectives of any organization are
survival. Organizations are not just satisfied with this goal
Institutions procure and manage various resources including human to attain
the specific objectives. Thus, human resource are managed to divert and utilize their
resources towards and for the accomplishment of organizational objectives.
The other objectives of human resource management are to meet the needs,
aspirations, values and dignity of individual employees and having due concern for
the socio-economic problems of the community and the country.
 To create and utilize an able and motivated work force, to accomplish the best

organizational goals.

 To establish and maintain sound organizational structure and desirable work in

relationships among all the members of the organization.

3
 To secure the integration of individual and groups with in the organization by to

create facilities and opportunities for individual or group development so as to

match it with the growth of the organization.

FUNCTIONS OF HRM
The function of HRM can be broadly classified into two categories.
a. Managerial functions.
b. Operative functions.

a. MANAGERIAL FUNCTIONS
Managerial functions of Personnel Management involve
1. Planning.
2. Organizing.
3. Directing.
4. Controlling.

b. OPERATIVE FUNCTIONS
The operative functions of personnel management are related to specific
activities of personnel management. It involves the following function.
1. Employment.
2. Human Resources Development.
3. Compensation.

1. EMPLOYMENT
It is the operative function of Human resource management (HRM).
Employment is concerned with securing and employing the people possessing
required kind and level of human resources necessary to achieve the organizational
objectives. It covers the following functions.

4
a) Job Analysis. b) Human Resource planning.
c) Recruitment. d) Selection.
e) Placement. f) Induction and Orientation.

2. HUMAN RESOURCES DEVELOPMENT

It is the process of improving, moulding and changing the skills, knowledge,
creative ability, aptitude, attitude, values, commitment etc., based on present and
future job and organizational requirements.
a) Performance Appraisal. d) Career Planning and Development.
b) Training e) Organization Development
c) Management Development.

3. COMPENSATION
It is the process of providing adequate, equitable, and fair remuneration to the
employees. It includes the following functions.
a) Job Evaluation. d) Bonus.
b) Wages and Salary Administration e) Fringe Benefits.
c) Incentives f) Social security

ROLE AND RESPONSIBILITY OF HR

The individual roles listed below have been identified as key to the recruitment and
selection process:
Hiring Manager (HM)
 Identifies hiring need, develops the position description, Recruitment Plan,
organizational chart and other recruitment related documents
 May serve as Search Committee Chair and identifies Search Committee
members
 Conducts recruitments showing good faith efforts to broaden diversity
 Ensures understanding of collective bargaining agreements’ specific provisions
with respect to filling of bargaining unit positions

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Departmental Human Resources/Service Center Coordinator (HRC or SCC)
 Works with the (HM) to prepare the job description and ensures proper
procedures for review and approval are met at the department level
 Initiates recruitment via the ATS
 Posts recruitment on selected job boards
 Routes recruitment to (OHRC/OSCC) for review and routing
 Processes final offer and finalizes the recruitment in the ATS
 Notifies interviewees not selected

Organizational Human Resources/Service Center Coordinator (OHRC/SCC)

 Reviews recruitments and provides oversight of the recruitment process
 Routes online recruitment requests to Human Resources for job classification
and posting to ATS

Human Resources Classification Analyst (HRCA)

 Reviews position description and assigns the Job Classification
 Conducts Job Analysis upon request

Human Resources Recruitment Analyst (HRRA)

 Reviews recruitment and posts to UCR Job Board (Jobs@UCR)
 Ensures accurate and complete recruitment and selection guidelines and
procedures

Search Committee (SC)

 Selected by the Hiring Manager and assigned to each recruitment
 Reviews applications, participates in the interview process and recommends
final applicant
Affirmative Action and Compliance Liaison – Search Committee (AACL-SC)
 Assigned by the Search Committee with the status and authority to ensure all
aspects of the recruitment process are fair and unbiased and in compliance with
Affirmative Action and Equal Opportunity laws

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  Direct access to the (OFSAA) for assistance as needed

Office of Faculty and Staff Affirmative Action (OFSSA)

 Provides consultation and assistance during the recruitment process
 Works with the AACO to ensure a diverse applicant pool exists
 Provides diversity profile data, availability and placement goals
 Reviews and approves interview short lists

Affirmative Action and Compliance Officer - (AACO)

 Assigned by the organizational unit
 Monitors staff recruitment activity and ensures affirmative action/diversity
guidelines are followed for searches within the organization
 Coordinates short list review
 Works with the OFSAA to ensure a diverse applicant pool exists

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 NEED FOR THE STUDY t t t

t t t t t t t t t Manpower requirement are to be estimated beyond the actual requirements.

t t t t t t t t t

t Recruitment and selection plays a vital role in attracting people with

t t t t t t t t t t

t multidimensional skills and experiences that suit the present organization

t t t t t t t t

t strategies. Large corporations everywhere are realizing the advantage of choosing

t t t t t t t t t

t an effective employee. Under this requirement, this study has been undertaken to
t t t t t t t t t t t

t understand the recruitment and selection at HCL Infosystem Ltd.

t t t t t t

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 OBJECTIVES OF THE STUDY t t t

 To study the recruitment and selection process followed by HCL Infosystem

t t t t t t t t t

Ltd.
 To know various recruitment and selection methods.
t t t t t t

 To know the opinion of the employees regarding recruitment and selection

t t t t t t t t t t

process in HCL Infosystem Ltd.

t t t

 To know drawbacks existing in the recruitment policy of the HCL

t t t t t t t t t t

Infosystem Ltd. t

 To present the theoretical framework on recruitment and selection.

t t t t t t t t t

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 SCOPE OF THE STUDY t t t

In this project, I have tried to present details about Recruitment and selection
t t t t t t t t t t t t

t procedures followed at HCL Infosystem Ltd and feedback I collected for different
t t t t t t t t t

t employees during my interaction with them.

t t t t t t

With the help of the study we can get potential and effective employees and
t t t t t t t t t t t t t

t know the effectiveness of recruitment and selection process. This study helps us to
t t t t t t t t t t t t

t know the internal feelings of employees regarding the recruitment and selection of
t t t t t t t t t t t

t the company.
t t

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 RESEARCH METHODOLOGY t

Methodology is scientific and systematic search for pertinent information on t t t t t t t t t

t specific topic. The reliability of management decision depends upon the quality of
t t t t t t t t t t t

t data. Basically we have two types of data:

t t t t t t t

 Primary data. t

 Secondary data t

PRIMARY DATA: t

t Primary data was collected through survey method by distributing

t t t t t t t t

t questionnaires to branch manager and other sales manager. The questionnaire was
t t t t t t t t t t

t carefully designed by taking into account the parameters of this study.

t t t t t t t t t t

SECONDARY DATA: t t

Secondary data was collected from books, magazines, websites, going

t t t t t t t t

t through the records of the organization etc. It is the data which has been collected by
t t t t t t t t t t t t t t t

t the individual or someone else for the purpose of other than those of our particular
t t t t t t t t t t t t t t

t research study. Or in other words we can say that secondary data is the data used
t t t t t t t t t t t t t t t

t previously for the analysis and the result are undertaken for the next process
t t t t t t t t t t t t

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RESEARCH DESIGN: t

The design for this study is descriptive in nature. Research design is the
t t t t t t t t t t t t

t specification of methods and procedures for acquiring the needs. t t t t t t t t

It basically consists of three elements like. Plane, structure, strategy, the

t t t t t t t t t t

t plane is an outline of research scheme on which the research is to work. The

t t t t t t t t t t t t t t

t structure of research is a more specific outline or the scheme. Strategy shows how
t t t t t t t t t t t t t

t the method is carried out, specifying the methods to be used in the collection and
t t t t t t t t t t t t t t

t analysis of dada. t t

Sampling:

Sampling Size: Taking into account the nature and the extent of study, along with
t t t t t t t t t t t t t

t the constraint of time, a sample of 100 employees were taken.

t t t t t t t t t t

Sampling Technique: The technique used was the convinces sampling.

t t t t t t t t t

ttttttt Graphs were used to represent the data for better and accurate interpretation of the
t t t t t t t t t t t t t

t results. t

Analysis:

ttttttttt Tools and techniques used for the data analysis are:
t t t t t t t t

 Questionnaires

 Tables

 Charts t

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 LIMITATIONS OF THE STUDY t t t

 Sampling size is restricted to only certain limited employees.

t t t t t t t t

 The survey may not reflect the opinion of the entire employees.
t t t t t t t t t t

 These may be a chance of personnel bias.

t t t t t t t

 Data analysis is done totally based on the information i.e., collected from the
t t t t t t t t t t t t

questionnaire.
t

 Information provided is mostly of secondary data. So accuracy of the study is

t t t t t t t t t t t t

limited.
t

 Duration of the project study was limited which is not sufficient for detailed
t t t t t t t t t t t t

study, hence time is limiting factor.

t t t t t t t

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 CHAPTER – II

INDUSTRY
&
COMPANY PROFILE

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 INDUSTRY PROFILE
India's software exporting industry is one of the world's successful
information technology industries. Begun in 1974, it employed 345,000 persons
in 2004 and earned revenue of $12.2 bn, equal to 3.3% of global software
services spending. This paper's object is to explain the industry's origins, growth
and sustainability.
As we shall show, the industry originated under untypical conditions.
Local markets were absent and government policy toward private enterprise was
hostile. These conditions influenced the industry's origins. The industry was
begun by Bombay-based conglomerates which entered the business by
supplying global IT firms located overseas with programmers. Their success
owed to the innovative exploitation of a new global market opportunity and
protection from transnational corporations and startups by policy.
The explanation on origins is the same as used to explain industry origin
in countries such as Korea and Japan with the difference that while government
policy favored large domestic firms and and small firms in those countries, in
India, government policy disfavored all types but was least hostile to large,
domestic firms. In economic terms, the effect was the same as the more typical
protectionist policy. The protected environment restricted the growth of project
management and domain skills so that, despite access to a large pool of
programmers, the industry could not grow in value-addition.
A decade later, mainframe-based programming and manufacturer-specific
operating systems and languages gave way to workstation-based programming
and standard operating systems and high-level languages. These changes
modularized the programming function, i.e., programming could henceforth be
done independently of the hardware platform and from the other functions of
creating software, such as system design. This, along with policy reforms that
reduced costs of imported hardware and software, caused the Indian software
industry to shift from supplying programmers to supplying software programs.

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As work moved to India, infrastructural costs increased as a proportion of total
costs. This caused the industry to relocate from Bombay to Bangalore. During
the early years of the industry's third decade, beginning in the mid-1990s,
theestablishment of the Internet facilitated the separation of services, such as
software maintenance and email management, from the site where the software
was located. Following telecommunications policy reforms in 1999, this opened
new opportunities for domestic [Link] 2000, reforms in foreign ownership
rules, intellectual property protection and venture capital policy induced TNC,
diaspora and foreign venture capital entry. The traditional software services
industry, dominated by large local firms, has subsequently competed with firms
with superior domain skills and access to finance. In consequence, the industry
as a whole is seeing new leadership, more product development and higher
value-addition
ORIGIN AND GROWTH
Independent software vendor (ISV) industry was created by IBM's
decision in1969 to un bundle its mainframe operating system, applications
software and hardware by creating open standards. Subsequently, some client-
firms set up in house software development and maintenance operations while
others outsourced the work The independent software vendor (ISV) industry
was created by IBM's decision in1969 to un bundle its mainframe operating
system, applications software and hardware by creating open standards.
Subsequently, some client-firms set up in house software development and
maintenance operations while others outsourced
In the 1980s, the PC was invented. The Wintel standard became
established by themid-1980s, leading to a decline in hardware prices and rising
demand for applications. Unlike mainframes, the PC was for retail users, who
were reliant on product software. The PC of the 1980s lacked both the
programming capacity and performance needed by enterprises. Hence, it had no
impact on the custom software business. The workstation, introduced in the

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mid-1980s, had the capacity for stand-alone programming for mainframes. The
widespread adoption of Unix and C as the operating system and programming
language for all computers, jointly with the workstation, revolutionized the ISV
industry. An ISV could now own a workstation made by any manufacturer, yet
write programs for a client whose installed hardware might be of a different
brand (even a mainframe). In another words, programming became platform
independent or modularized from the hardware component. In the 1990s, the
success of database software packages further simplified the creation of
applications software.
The workstation also had sophisticated graphics and the computational
capacity needed by small enterprises. Such firms shifted from outsourcing data
processing services to running their own workstations.
The platform independence that arose from the U-W standard, combined
with the risen demand for custom software by small firms, resulted in a large
custom software industry. In the 1990s, the rising computing power and
declining cost of the PC improved its capacity to program in Unix/C. The PC,
therefore, replaced the workstation as the hardware platform for programming.
Later in the decade, the success of PC-based networks increased the
accessibility of applications to many more users within the enterprise. The first
four columns in the table below summarize the main changes in the software
services industry in the U.S. and the driving forces reviewed
The growth of India's IT industry
Managed services, time-sharing, integration and mainte2nance were the
earliest software services to be outsourced. Custom software did not, as noted
above, become important till the late 1970s. In the early 1970s, American firms
looked offshore for cheaper ways to develop software products. India, Ireland
and Israel were obvious choices given the widespread knowledge of English and
relatively low costs of programmers. The implantation of a technically
sophisticated industry like software into a less-developed host country has

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typically been explained by the access of transnational corporations to local
resources facilitated by policy reform (often after efforts to create industry
through protectionist policies have failed). For example, Dunning(1992) argues
that reform effectively enables cheap labor pools and other host country
resources to be matched with the financial, managerial, technical, domain and
marketing skills of TNCs.
Software might be considered a particularly difficult type of service to
offshore, because the labor needs to be skilled, relative to what is required for
the off shoring of, say, routine call-center work or voice transcription
Even within software, one would expect that work to support product
software, done by TNCs, would be the point of origination. The developing
country's engineers could initially provide just technical support and
maintenance.
Indeed, product development (including R&D) rose from 8% of software
exports in1999 (the year from which key changes in foreign ownership rules,
and telecommunications, intellectual property protection and venture capital
policy reforms began to 25% in 2003 and revenue per employee rose by 14% It
appears that the Indian software industry is acquiring domain skills. Some of
this is undoubtedly due to the leveling of the playing field for TNCs and
startups since1999. Some has to do with a strategy of overseas alliances being
pursued by the larger domestic firms. The industry, therefore, appears to have
the capability to move up the value-chain. As a result, industry leadership,
currently with large domestically-owned software services firms offering
custom programming services, will have to be shared with startups diaspora-
linked or funded with foreign venture capital and TNCs offering innovative
products and services
The last 20 years of the 20th century was most significant period for
Indian economy. During this period the nation has identified its economic
destiny with great clarity. The most precious achievements of this period were

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the development of Information Technology. Indian Software industry has made
significant contributions to the world of IT by gifting some of the leaders of the
industry from Indian soil. Infosys and Wipro are already within the top ten
leaders of the list, and many others are occupying significant places in the list.
The industry has been performing at a staggering rate of growth of about
50 per cent every year and has sustained global competition.
The government of India has been helping the development of domestic
IT industry with a view to tap the maximum potential of the sector. It has
created a ministry for the purpose, and the other steps include removing license
rule, creating industry friendly government departments, offering tax holidays,
allowing foreign investment in the sector, and promoting NRIs to set up
business in India and by creating special economic zones.
The government of India has been helping the development of domestic IT
industry with a view to tap the maximum potential of the sector. It has created a
ministry for the purpose, and the other steps include removing license rule,
creating industry friendly government departments, offering tax holidays,
allowing foreign investment in the sector, and promoting NRIs to set up
business in India and by creating special economic zones.
SCOPE OF IT INDUSTRY IN INDIA
The IT industry has great scope for people as it provides employment to
technical and non-technical graduates and has the capability to generate huge
foreign exchange inflow for India. India exports software’s and services to
approximately 95 countries in the world. By outsourcing to India, many
countries get benefits in terms of labour costs and business processes. Also, the
Indian companies are broadening the range of services being provided to the
customers, which is resulting in more off shoring. Talent acquisition,
development and retention initiatives taken by the companies have brought
down the employee attrition rates, thereby providing more stability to the
employees and increasing their job commitment

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  .The Govt. has provided incentives including tax holiday up to 2010 and
competitive duty structures.
2. The Govt. is trying to reduce the international communication cost.
3. It is providing infrastructure support through organizations such as
software technology parks.
All these factors collectively create a number of opportunities in the IT
sector.
ITSECTORANOVERVIEW
The Indian IT sector is growing rapidly and it has already made its presence felt
in all parts of the world. IT has a major role in strengthening the economic and
technical foundations of India. Indian professionals are setting up examples of
their proficiency in IT, in India as well as abro
IT SERVICES
Software support can further be categorized into Information Services (IS)
outsourcing, packaged and installation, systems integration, processing services,
hardware support and installation and IT training and education.
ENGINEERING SERVICES
Include Industrial Design, Mechanical Design, Electronic System Design
(including Chip/Board and Embedded Software Design), Design Validation
Testing, Industrialization and Prototyping.
IT ENABLED SERVICES
are services that use telecom networks or the Internet. For example, Remote
Maintenance, Back Office Operations, Data Processing, Call Centers, Business
Process Outsourcing, etc.
E BUSINESS
Electronic business is carrying out business on the Internet; it includes buying
and selling, serving customers and collaborating with business partners.
IT- SUCCESS FACTORS
Increasing number of skilled professionals in IT. The demographic factor.

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Approximately 60% of the population of India lies in the age group of 15-65.
More than half of the population of India is below the age of 25. So in the
future, the number of working people is going to be more than the number of
dependants.
· The vast academic infrastructure of India. In the year 2006, Total Enrollment
in colleges was 9.3 million and India produced 441,000 Technical graduates.
FUTURE OF INFORMATION TECHNOLOGY
IT will continue to gain momentum; telecom and wireless will follow the trend.
The immense expansion in networking technologies is expected to continue into
the next decade also. IT will bring about a drastic improvement in the quality of
life as it impacts application domains and global competitiveness. Technologies
that are emerging are Data Warehousing and Data Mining. They involve
collecting data to find patterns and testing hypothesis in normal research.
Software services that are being used in outsourcing will go a long way.
FUTURE ESTIMATES (For 2011)
1 Annual revenue estimated for the industry is US$87 billion.d
2 Software and Services will contribute over 7.5% of the overall GDP
growth of India.d
3 IT exports will constitute 35% of the total exports of India’d
4 There will be 2.2 million jobs in IT sector.d
5 IT industry will attract FDI of US$ 4-5 billion.d
6 Market capitalization of IT shares will be approximately US$225 billion.
RECENT DEVELOPMENTS IN IT-ITeS SECTOR
Indian IT-ITES sector is growing rapidly. It has a lot of scope for people who
are aspiring to work in this sector. This sector offers job seekers a lot of
opportunities. There will be 2.2 million jobs in IT sector. IT exports will
constitute 35% of the total exports of India.

New developments take place every now and then, which results in the overall

21
development of the sector. Let us have a look at all the recent developments in
this sector.
MODERN INFORMATION TECHNOLOGY DEPARTMENT
In order to perform the complex functions required of information technology
departments today, the modern Information Technology Department would use
computers, servers, database management systems, and cryptography. The
department would be made up of several System Administrators, Database
Administrators and at least one Information Technology Manager. The group
usually reports to the Chief Information Officer (CIO).
WHY INFORMATION TECHNOLOGY IS IMPORTANT
In businesses, information technology plays a major role in the management and
upkeep of huge amounts of information. It helps in creating information as well
as aids in information exchange. Due to this, businesses can work with their
clients in any part of the world, as though they were in the same building.
In the field of medicine, information technology plays a major role in various
diagnostic procedures such as Magnetic Resonance Imaging (MRI), scans, and
other tools used to diagnose major conditions. These days, there are computer-
aided surgeries that are being performed as well.
I. In the fields of science and engineering, information technology plays an
important role in the collection and exchange of demographic data,
weather reports, behavioral sciences and numerous other areas where
automation and quick work is needed.
II. Information technology has contributed to various security systems for
homes as well as businesses, to a large extent. More complex security
systems are being used in the cases of government agencies and military
bases.
III. Public databases and secret identification of people is now maintained
with the help of information technology. In fact, a large number of
criminals are traced with the aid of modern technology, since the exact

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 location of people can be traced by tracking out the computer that they
had used.
IV. GPS or Global Positioning System is one facet of information technology
that is fast catching up with more and more people these days. Using this
technology, people can not only track out travel routes, but can also
recover stolen items, such as cars, mobile phones, etc.
V. Information technology is extremely important to the entertainment
sector. Numerous special effects, graphical additions and
innovative multimedia applications are being used these days in movies.
All this has been made possible because of information technology.
INFORMATION TECHNOLOGYAND STRATEGIC
1 The success or failure of an organization in today's highly competitive
and technological business world depends on how they manage to
streamline the flow of information between their departments and
outside world. This is where IT comes into action. It deals with the
application of technology to automate the flow of information in an
organization's information system.

PRESENT SCENARIO
The Indian information technology (IT) industry has played a key role in putting
India on the global map. Thanks to the success of the IT industry, India is now a
power to reckon with. According to the National Association of Software and
Service Companies (NASSCOM), the apex body for software services in India,
the revenue of the information technology sector has risen from 1.2 per cent of
the gross domestic product (GDP) in FY 1997-98 to an estimated 5.8 per cent in
FY 2008-09.
Further, the industry body expects the sector to grow between 4 per cent and 7
per cent during 2009-10 and return to over 10 per cent growth next year.
India's IT growth in the world is primarily dominated by IT software and

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services such as Custom Application Development and Maintenance (CADM),
System Integration, IT Consulting, Application Management, Software testing,
and Web services.
As per NASSCOM's latest findings:
1 Indian IT-BPO sector grew by 12 per cent in FY 2009 to reach US$
71.7 billion in aggregate revenue (including hardware). Of this, the
software and services segment accounted for US$ 59.6 billion.
2 IT-BPO exports (including hardware exports) grew by 16 per cent from
US$ 40.9 billion in FY 2007-08 to US$ 47.3 billion in FY 2008-09.
At present, there are 60 million Internet users in the country. According to the
Manufacturer’s Association of IT (MAIT), the number of active Internet entities
rose to 8.6 million by March 2009 from 7.2 million units in March 2008.
MAIT has outlined 'Goal 511', an ambitious target that talks about 500 million
Internet users, 100 million broadband connections and 100 million connected
devices by 2012.
A study by MAIT estimated that the total PC sale in India is likely to grow by 7
per cent in 2009-10, with total sales expected to cross 7.3 million units.
Moreover, software companies continued to constitute the fastest growing firms
in the Deloitte Technology Fast 50 India 2009 programme. In 2009, the
composition of software companies amounted to as much as 80 per cent.
Despite the slowdown and challenges for growth, the report stated that the
average growth rate of the top ten winners increased significantly to 1,003 per
cent, compared with 845 per cent in the previous year.
Outsourcing
According to NASSCOM, software and services exports (including exports of
IT services, business process outsourcing (BPO), engineering services and
research and development (R&D) and software products) reached US$ 47
billion in FY 2008-09, contributing nearly 78 per cent to the total software and
services revenue of US$ 59.6 billion.

24
India continues to be the most preferred destination for companies looking to
offshore their IT and back-office functions. It also retains its low-cost advantage
and is among the most financially attractive locations when viewed in
combination with the business environment it offers and the availability of
skilled people, according to global management consultancy, AT Kearney.
Global IT giant, IBM, plans to scale up its business process outsourcing (BPO)
operations in the country and looks to recruit 5,000 people to support the
expansion.
Some big deals in the outsourcing space include:
1. HCL Technologies has entered into a five-year deal with media
conglomerate News Corp for managing its data centers and IT across
British newspapers. The deal is pegged to be in the range of US$ 200-
US$ 250 million, according to industry experts.
2. HCL Technologies has also received a contract worth US$ 50 million
from UK-based defence equipment maker Meggitt for providing
engineering services.
3. Wal-Mart has selected three IT vendors in India — Infosys Technologies,
Cognizant Technology Solutions and UST Global — for multi-year
contracts worth over US$ 600 million.

25
 COMPANY PROFILE
HCL Infosystems (HCLI) is one of the leading ICT system integrator and
distribution company. It originated in 1976, It developed the first indigenous
micro-computer at the same time as Apple and 3 years before IBM's PC – in
1978. This micro-computer virtually gave birth to the Indian computer industry.
HCL's in-depth knowledge of Unix led to the development of a fine grained
multi-processor Unix in 1988, three years ahead of Sun and HP.
Today, HCL sells more PCs in India than any other brand, runs Northern
Ireland's largest BPO operation, and manages the network for Asia's largest
stock exchange network apart from designing zero visibility landing systems to
land the world's most popular airplane. And this it does across 23 countries and
across 360 service locations in India.
HCLI has wide range of products and services such as IT products,
solutions and related services, which include PCs, servers, imaging, voice and
video solutions, networking products, TV and FM broadcasting solutions,
communication solutions, system integration, ICT education and training,
digital lifestyle solutions and peripherals.
The company has strategic alliance with leading companies like Intel,
AMD, Microsoft, Bull, Toshiba, Nokia, Sun Microsystems, Ericsson, NVIDIA,
SAP, Scansoft, SCO, EMC, Veritas, Citrix, CISCO, Oracle, Computer
Associates, RedHat, Infocus, Duplo, Samsung and Novell.
It has four hardware manufacturing facilities -- two in Pondicherry, one in
Chennai and one in Uttaranchal
HCL INFOSYSTEMS LTD.
HCL began an exciting journey more than three decades ago with a
dream to give India its very own microcomputer. The sheer clarity of vision and
hard work led to a revolution and laid a foundation for the Indian IT industry,
which has today acquired a distinct position amongst major economies in the
world. Today HCL is a USD 6.2 billion global enterprise and Ajai Chowdhry

26
one of the founder members has been the key force in driving the growth of
HCL and today leads, HCL Infosystems the flagship company.
HCL Infosystems, the flagship company of the HCL enterprise, had a
turnover of Rs. 400.6 crores (USD 85 million) in 1994 which underwent
tremendous growth to become Rs. 10,901 crores (USD$ 2.4 billion) today.
Employing - 7762 people, the company has today emerged not only as the
country’s information-enabling powerhouse but a great place to work with
industry accolades and awards received year after year.
HCL Infosystems has a long standing history of being involved ever since
the inception of the IT Industry in the country. When government was seeking
collaboration, HCL Infosystems were one of the first to partner in laying down
the IT infrastructure in India from something as basic as introducing a computer
in the remotest part of the country. In a developing country like ours where we
are leapfrogging to match the pace of developed global economies, ICT is
rapidly becoming the core of any intelligent infrastructure and HCL Infosystems
has developed customised & efficient system integration solutions designed to
fuel the Indian growth engine. With relentless efforts to fuel the PC market,
HCL Infosystems has been acting as a catalyst for affordable & economical
computing.
Today HCL Infosystems has become one of the leading System
Integration Company in the country, implementing several turnkey Systems and
Networking Integration projects nationwide and across most of the vertical
business segments. HCL Infosystems is uniquely poised today in the market
making it the only company with India as its primary focus, offering state of the
art technology solutions to empower a host of Defence, Homeland Security
frameworks, social sectors and government schemes for Nation building. HCL
Infosystems has being powering numerous projects across sectors like Defence,
Homeland Security, Airport & Railways Intelligent Infrastructure, Telecom,
Banking, Public Distribution System, E-governance, Education, NREGA etc.

27
With global expansion and sharing best practices with the world and in
particular developing markets, the company is today strategically expanding in
markets like Middle East, Southeast Asia and Africa. The company has
developed more than 30 IP products to serve different segments of the markets
backed by various hardware and software services.
HCL today has India's largest vertically integrated computer
manufacturing facility with over three decades of electronic manufacturing
experience & HCL desktops is the largest selling brand into the enterprise
space. With India’s largest ICT services network that reaches to every corner of
India, HCL’s award winning Support Services makes it the preferred choice of
enterprise and consumers alike. HCL Infosystems has a 100% subsidiary that
addresses the physical security technology system integration market. The
subsidiary leverages technology to build a security framework called ‘Safe
State’ that safe guard’s life, infrastructure & society.
Company Logo

Products
HCL Infosystems portfolio of products covers the entire spectrum of the
information technology needs of its customers. By virtue of the immense
diversity of markets and customers that it address, HCL Infosystems products
offerings include everything from high end enterprise level servers for mission
critical applications to multimedia home computers.
Computing products -HCLI manufactures wide range of computer such as
home PCs, notebooks, business PCs, business workstations and servers.
Storage solutions - The company manufactures wide range of storage solutions
such as standalone drivers, HBA cards, EMC storage solutions etc catering wide
range of consumers.

28
Office Imaging and telecom solutions - It has partnered with the best in the
industry like Toshiba, Infocus, Duplo, etc to provide imaging solutions like
projectors, plasma, visual presenter and interactive presentation systems. It has
partnered with major players for providing voice, videoconferencing, audio
conferencing and broadcast solutions according to the business needs.

The company develops POS, kiosk and customer service counter

products. HCLI offers a complete range of digital lifestyle products and
solutions through its various distribution channels and vast warehousing and
logistics operations.
Recognition
The company’s manufacturing facilities have received various
certifications such as ISO 9001:2000 and ISO 14001, ISO 13485:2003, TS
16949-2002 TUV.
It was awarded MAIT Level 2 - by European Foundation for Quality
Management in the year 2001.
Relationship Programme
HCL strongly believes in the power of relationships and partnership No
matter the size of your business, partnering with HCL Infosystems will help you
succeed. Leveraging over three decades of experience in total technology
solutions, it’s our commitment to help you be as successful as possible.
We provide you access to HCL’s innovative technologies, marketing
strategies and value added services. By working on every aspect of the ICT
industry, we have the experience to create world class products and services to
help you give the best to your customers.
Advantage HCL
 HCL's labs - Pioneers in design, development and building ICT products
 India's largest Hardware, System Integration, Networking Solutions &
Distribution Company

29
  3 decades of expertise in technology solutions
 Partners with leading global players to provide the best of solutions to
end users
 The largest manufacturer of PCs and Laptops in India
 Largest direct sales, digital lifestyle product distribution and retail
network
 Extensive service network that reach out to 4,000 towns
 Benefits from a Proven Commitment from HCL Infosystems
At HCL Infosystems, partnerships are lifelong relationships that mutually
benefit each other. We can help to enhance your business and reap the rewards
of our mutual success.
We offer differentiated technology and dedicated service support
infrastructure as per the needs and requirements of your customers. We provide
technology specializations that map to areas of significant business growth for
your business and your customers.
Reliable IT Backbone
In a world where the right technology infrastructure is a prerequisite, we
offer a reliable IT backbone to our partners. HCL combines technical innovation
with built-in reliability to keep your business running. We provide a one stop
shop for meeting end-to-end IT requirements, thus offering a smooth ICT
management.
Additionally, we offer industry leading technology, designed to deliver a
price to performance advantage to help you provide increased benefits to your
customers. Our high-quality products and services give you means to work in a
smarter way and be more productive and competitive.
Differentiated Product Access
At HCL we understand that different customers have different needs. We
have constantly innovated to offer a range of products to cater to different

30
requirements of the customers.
We have pioneered the home PC market of India - we designed India’s
first Multimedia-enabled Beanstalk Media Centre PC for home users; we have
developed Ezeebee and Busybee PCs and ME Laptops for personal
productivity. Whether gaming, enjoying music or movies or connecting to the
Internet, these systems offer ease of use that transcends to greater performance
and more satisfaction for the individual user be for work or home.
We bring this exciting range of Desktops and Laptops through our vast
network of neighborhood partner outlets for buying convenience of the
customers. Further these products are backed by HCL’s 24X7 Consumer
Support Helpline.
Enterprises have unique needs for their computing platforms and HCL’s
range of business Desktops and Laptops come with unique features that enhance
productivity while reducing TCO. For our Enterprise & SMB customers who
buy directly from us, or through Enterprise Rate Contracts or through our vast
network of Strategic Business Partners we offer customized built to order range
of ME Business Laptops and Infiniti Desktops. Leveraging on three decades of
expertise in total technology solutions, HCL business Desktops and Laptops
offers increased security, ultra-efficient manageability and maximum
productivity for a smart business landscape.
HCL's manufacturing facilities are ISO 9001 - 2000 & ISO 14001
certified and adhere to stringent quality standards and global processes. HCL
Desktops and Laptops are manufactured and marketed specially to withstand
unique Indian terrain and conditions. HCL commits to manufacture “Green”
PCs and Laptops that are RoHS compliant and adhere to stringent environment
management standards. As market leaders in ICT arena we offer our partners
the best of options.
Unparallel Support
When the situation calls for it, we can help you with our dedicated 24X7

31
HCL Touch service network. You can benefit from services offered through our
offices in 170 cities, 505 points of presence, reaching 4,000 towns.
Pre- and post-sales support from HCL specialists makes identifying the
best solution for each sales opportunity even more predictable. This allows for
our shared quest for excellence and commitment to serve customers better.
Extensive Marketing Support
HCL has closely seen the IT industry rise from scratch, and has actively
participated in its progress. We have picked up valuable marketing lessons in
serving the IT needs of the Indian customers. You can combine your individual
strengths and reputation with the power of a global brand.
We can help you to focus on some of the most critical marketing needs
facing your business. Additionally, we can provide you a set of proven sales and
marketing tools designed to help you generate new leads, increased demands for
products and services and help you reach your business goals.
Structured for Ease and Value
Each element of HCL business partnership solutions are designed to
reduce the costs of deployment, support and management. So whether it’s for
you or your customers, we provide complete ICT solutions - all at a great value
Alliance & Partnership
To provide world-class solutions and services to all our customers, we
have formed Alliances and Partnerships with leading IT companies worldwide.
HCL Infosystems has alliances with global technology leaders like Intel,
AMD, Microsoft, IBM, Bull, Toshiba, Nokia, Sun Microsystems, Ericsson,
NVIDIA, SAP, Scansoft, SCO, EMC, Veritas, Citrix, CISCO, Oracle, CA,
RedHat, Infocus, Duplo, Samsung and Novell.
These alliances on one hand give us access to best technology & products
as well enhancing our understanding of the latest in technology. On the other
hand they enhance our product portfolio, and enable us to be one stop shop for
our customers.

32
Quality at HCL Infosystems Ltd
The history of structured quality implementation in HCL Infosystems
began in the late 1980s with the focus on improving quality of its products by
using basis QC tools and Failure Reporting and Corrective Active Systems
(FRACAS). We also employed concurrent engineering practices including
design reviews, and rigorous reliability tests to uncover latent design defects.
In the early 90s, the focus was not merely on the quality of products but
also the process quality systems. Our manufacturing unit at NOIDA was
certified initially to ISO 9002:1994 by Bureau Veritas Certification in 1994 and
later on to ISO 9001:1994 in 1997. As of now, all our manufacturing units are
certified by Bureau Veritas Certification as per ISO 9001:2000 and ISO 14001:
2004
In early 1995, a major quality initiative was launched across the company
based on Philip B. Crosby's methodology of QIPM (Quality Improvement
Process Management). This model was selected to because it considered the
need and commitment by an organization to improve but more importantly, the
individual's need towards better quality in his personal life.
Under our Quality Education System program, we train our employees on
the basic concepts and tools of quality. A number of improvement projects have
been undertaken by our employees, whereby process deficiencies and
bottlenecks are identified, and Corrective Action Projects (CAPs) are
undertaken. This reduces defect rates and improves cycle times in various
processes, including personal quality.
We have received MAIT's 'Level II recognition for Business Excellence'
for our initiatives in the Information Technology Industry, adding another
commendation to our fold. MAIT's Level II recognition is based on the
'European Foundation for Quality Management' (EFQM), for gaining quality

33
leadership and business competitiveness.
Our certifications / awards in 2003 include ISO 9001-2000 by Bureau
Veritas Certification for our InfoStructure Services and award of First Prize by
ELCINA (Electronic Component Industries Association) for Quality, 2002-03.
The ELCINA award criteria considers two aspects. (1) Enablers (Leadership &
Management commitment, Resource Management, Product Realisation,
Measurement Analysis & Improvement) and Results (Product Quality,
Customer / Stake holder satisfaction , Business results).
The tryst for continuous quality improvement is never-ending in HCL
Infosystems. We always strive to maintain high quality standards, which help us
fulfill our mission to provide world-class information technology solutions and
services, to enable our customers to serve their customers better.

34
Board of directors
[Link] Name Designation
1 Sushil Kumar Jain Company Secretary
2 Nikhil Sinha Non Executive Director
3 Dhirendra Singh Additional Director
4 D S Puri Promoter & Non-Executive Director
6 Pradeep K Khosla Independent Non-Executive Director
7 V N Koura Independent Non-Executive Director
8 E A Kshirsagar Independent Non-Executive Director
5 Anita Ramachandran Independent Non-Executive Director
9 Ajay Vohra Independent Non-Executive Director
10 Harsh Chitale Chief Executive & Whole Time Director
Chief Operating Officer & Whole-time
11 J V Ramamurthy
Director
12 [Link] Kumar HR Manager
13 [Link] Raju [Link] Manager

Vision
A global corporation enriching lives and enabling business transformation
for our customers, with leadership in chosen technologies and markets. Be the
first choice for employees and partners, with commitment to sustainability.
Mission
We enable business transformation and enrichment of lives by delivering
sustainable world class technology Products, Solutions & Services in our chosen
markets thereby creating superior shareholder value.

35
 CHAPTER-III
THEORETICAL FRAMEWORK

36
 THEORETICAL FRAME WORK T T

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

t management has to find the places where required human resources are or will be t t t t t t t t t t t t t

t available and also find the means of attracting them towards the organization before
t t t t t t t t t t t t

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

t recruitment. Some people use the term recruitment for employment. These two are
t t t t t t t t t t t

t not one and the same either. Technically speaking the function of recruitment
t t t t t t t t t t t

t precedes the selection function and it includes only finding, developing, the sources
t t t t t t t t t t t

t of prospective employees and attracting them to apply for jobs in an organization,

t t t t t t t t t t t t

t where as the selection in the process of finding out the most suitable candidate to the
t t t t t t t t t t t t t t t

t job out of the candidate attracted.

t t t t t

A process of discover the source of manpower to meet the requirements of the

t t t t t t t t t t t t t

t staffing and to employ effective measures for attracting that manpower in adequate
t t t t t t t t t t t

t numbers to facilitate effective selection of an efficient work force.

t t t t t t t t t

MEANING TO THE RECRUITMENT: t t t

The aim of an effective recruitment program is to attract the best people for,
t t t t t t t t t t t t t

t the job and aid the recruiter by making a wide choice available. A good job
t t t t t t t t t t t t t t

t description helps in attracting the right kind of candidates for the job. The
t t t t t t t t t t t t

t recruitment efforts and the costs involved are generally in proportion to the
t t t t t t t t t t t

t criticality of the vacant position and the urgency of the need.

t t t t t t t t t t

37
DEFINITIONS:
"The process of seeking and attracting a pool of people from which qualified
t t t t t t t t t t t t

t candidates for job vacancies can be chosen."

t t t t t t

"Recruitment is the process of searching for prospective employees and t t t t t t t t t

t stimulating them to apply for jobs in the organizations."

t t t t t t t t t

Objectives of recruitment: t t

The objectives of recruitment are:

t t t t

 To attract the people with multi-dimensional skills and experiences that suits
t t t t t t t t t t

the present and future organizational strategies.

t t t t t t

 To induct outsiders with a new perspective to lead the company

t t t t t t t t t t

 To infuse fresh blood at all levels of the organization

t t t t t t t t t t

 To develop an organizational culture that attracts competent people to

t t t t t t t t t t

the company
t t

 To search or head hunt/head pouch people whose skills fit the

t t t t t t t t t t

company's values
t t

 To devise methodologies for assessing psychological traits

t t t t t t

 To seek out non- conventional development grounds of talent

t t t t t t t t

 To search for talent globally and not just within the company
t t t t t t t t t t

38
 PROCESS OF RECRUITMENT t t

Human Resource Planning t t

Identify the Human Resource

t t t

Requirements
t t

Demand t Surplus

Retrench

Determine the number, levels and

t t t t

critically of vacancies
t t t

Organizational
Recruitment policy
t t t

Choose the resources & methods of

t t t t t

Recruitment t t

No efficient
t t

Analyze the cost & time involved

t t t t t

Job Analysis
t t

ttttttttttttttttt tttttttttttttttttttttttttttttt tttttttt Efficient

Start implementing the recruitment

tt t t

programs t

Select and hire the candidates

t t t t t

Evaluate the program t t

39
FACTORS EFFECTING RECRUITMENT: t t

Both internal and external factors affect recruitment. The external factors
t t t t t t t t t

t include supply of and demand for human resources employment opportunities

t t t t t t t t t

t and/or unemployment rate, labor market conditions, political, legal requirement

t t t t t t t t

t and governmental policies. sec is factors, information systems etc.

t tt t t t t t t

The internal factors include the company's pay package including salary,
t t t t t t t t t

t fringe benefits and incentives, quality of work life, organization culture, career
t t t t t t t t t t

t planning and growth opportunities, size of the company, company's product,

t t t t t t t t t

t services, geographical spread of the company's operations via local, national or

t t t t t t t t t t

t global company's growth rate, role of trade unions and cost of recruitment.
t t t t t t t t t t t

RECRUITMENT POLICY: t

Recruitment policy of any organizations is derived from the personnel policy t t t t t t t t t t

t of the same organization. In other words the former is a part of the latter. However,
t t t t t t t t t t t t t t t

t recruitment policy by itself should take into consideration the governments

t t t t t t t t t

t reservation policy, policy regarding sons of soil etc. personnel policies of other
t t t t t t t t t t t

t organizations regarding merit, internal sources, social responsibility in absorbing

t t t t t t t t

t minority sections, women etc. Recruitment policy should commit itself to the
t t t t t t t t t t

t organization's personnel policy like enriching the organization's human resources t t t t t t t t

t or serving the community by absorbing the weaker sections and disadvantaged

t t t t t t t t t t

t people of the society, motivating the employees through internal promotions,

t t t t t t t t t

t improving the employee loyalty to the organization by absorbing the retrenched or

t t t t t t t t t t t

t laid-off employees or casual/temporary employees or dependents of

t t t t t t t

t present/former employees etc. t t

The following factors should be taken into consideration in formulating

t t t t t t t t t

t recruitment policy. They are: t t t

• Government policies
t t

• Personnel policies of other competing organizations

t t t t t t

40
 • Recruitment sources
t tt

• Recruitment needs
t t

t • Recruitment cost
t t

t • Selection criteria and performance etc

t t t t t

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES:

t t t t t t

Recruitment policies are mostly drawn from personnel policies of the

t t t t t t t t t

t organization. General personnel policies provide a variety of guidelines to be spelt

t t t t t t t t t t t

t out in recruitment policy. After formulation of the recruitment policies, the

t t t t t t t t t t

t management has to decide whether the centralize or decentralize the recruitment

t t t t t t t t t t

t function.

Centralized Vs Decentralized Recruitment: t t t

Recruitment process vary from one organization to another some t t t t t t t t

organizations like commercial banks resort to centralized recruitment while

t t t t t t t t t

some organizations like the Indian railway resort to decentralized recruitment

t t t t t t t t t t

practices. Personnel department at the central office performs all the functions of
t t t t t t t t t t t t

recruitment in case of centralized recruitment and personnel departments at unit

t t t t t t t t t t t

level/ zonal level perform all the functions of recruitment concerning to the jobs
t t t t t t t t t t t t t

of the respective unit or zone.

t t t t t t t

41
SOURCES OF RECRUITMENT: t t

The sources of recruitment are broadly divided into internal source and
t t t t t t t t t t

t external sources. Internal sources are the sources within organizational pursuits.
t t t t t t t t t

t External sources are sources outside organizational pursuits.

t t t t t t

INTERNAL SOURCES: t

Present Permanent Employees: t t

Organizations consider the candidates from this source for higher level jobs t t t t t t t t t t

t due to external Availability of most suitable candidates for jobs relatively or equally
t t t t t t t t t t t t

t to the sources.
t t

Present temporary/causal Employees:

t t

Organizations find this source to fill the vacancies relatively at the lower level t t t t t t t t t t t t

t owing to the availability of suitable candidates or trade and pressures of or in order

t t t t t t t t t t t t t t

t to motivate them on the present job.

t t t t t t

Retrenched or Retired employees: t t t

Generally a particular organization retrenches the employees due to lay-off.

t t t t t t t t t

t The organization takes the candidates for employment for employment from the
t t t t t t t t t t

t retrenched employees due to obligations prefer to reemploy these retired

t t t t t t t t t

t employees as a token of their organization or to post pone some inter- personnel

t t t t t t t t t t t t t

t conflicts for promotion etc. t t t

42
 Dependents of Deceased, Disable, Retire and Present Employees:
t t t t t t t t

Some organizations with a view to developing he commitment and loyalty of not

t t t t t t t t t t t t

t only the employee but also this family members and to build up image provide
t t t t t t t t t t t t t

t employment to the dependent (S) of deceased, disabled and present employees. Such
t t t t t t t t t t t

t organizations find this source as effective source o f recruitment.

t t t t t t t t t

Why do organizations prefer internal sources:

t t t t t

Organizations prefer internal source to external source to some extent for t t t t t t t t t t

t the following reasons:

t t

 Internal recruitment can be used as a technique of motivation. Morale of the

t t t t t t t t t t t t t

employees can be improved

t t t t

 Suitability of the internal candidates can be judged better than the external t t t t t t t t t t t t

candidates as "known devils are better than unknown angles"

t t t t t t t t t t

 Employees psychological needs can be met be providing an opportunity for t t t t t t t t t t t

advancement.
t

 Cost of selection can be minimized

t t t t t

 Cost of training, induction, orientation, period of adaptability to the

t t t t t t t t t t

organization can reduce.

t t t

 Trade unions can be satisfied t t t t

 Social responsibility towards employees may be discharged

t t t t t t t

 Stability of employment can be ensured. t t t t t

Hence, organizations depend on internal sources to the extent of motivating

t t t t t t t t t t

t and then depend on external source

t t t t t

43
EXTERNAL SOURCES: t

External sources are those sources which are outside the organizational
t t t t t t t t t

pursuits.
t

Organizations search for the require candidates from these sources for the
t t t t t t t t t t

t following reasons:
t

• The suitable candidates with skill, knowledge , talent etc. are generally
t t t t t t t t t t t

t available.

• Candidates can be selected without any preconceived notion or reservations.

t t t t t t t t t t

• Cost of employees can be minimized because employee selected from the

t t t t t t t t t t t

sources is generally placed in minimum pay scale.

t t t t t t t t

• Expertise, excellence and experience in other organizations can be

t t t t t t t t

t easily broth into the organization.

t t t t

• Candidates can be selected without any preconceived notion or reservations.

t t t t t t t t t t

44
EXTERNAL SOURCES
t

Campus recruitment
t

Private employment agencies

t t

Public employment exchanges

t t

Professional associations t

External sources include

tt t Data Bankst

Casual applications
t

Similar organization
t t

Trade Unions t t

45
Campus recruitment: t

Different types of organizations like industries, business firms, service t t t t t t t t

t organizations, Social or religious organization can get candidates of different types t t t t t t t t t t

t from various educational institutions like colleges and universities imparting

t t t t t t t t

t education science, commerce, arts, engineering and technology, management

t t t t t t t

t studies etc. most of the organizations using this source, perform the function of
t t t t t t t t t t t t

t selection after completion of recruitment in the campus of the institute. Itself with a
t t t t t t t t t t t t t

t view to minimizing time laps and to securing the cream before it is attracted by some
t t t t t t t t t t t t t t t

t other organizations.
t

Private employment agencies/consultants: t t

Public employment agencies or consultants like ABC. Consultants in India

t t t t t t t t t

t perform the recruitment functions on behalf of a recruitment functions are entrusted

t t t t t t t t t t t

t to a private agency or consultants. But due to limitations of high cost,

t t t t t t t t t t t t

t ineffectiveness in performance confidential nature of this function, managements t t t t t t t t

t sometimes do not depend on this source. However, these agencies function

t t t t t t t t t t

t effectively in the recruitment of executives. Hence they are called executive search
t t t t t t t t t t t

t agencies. Most of the organizations depend on this source for highly specialized
t t t t t t t t t t t

t positions and executive positions. t t t

Public employment exchanges:

t t

The government set-up public employment exchanges in the country to

t t t t t t t t t

t provide information about vacancies to the candidates and to help the organizations
t t t t t t t t t t t

t in finding out suitable candidates. The employment exchange act 1959 makes it
t t t t t t t t t t t

t obligatory for public sector and private sector enterprises in India to fill certain
t t t t t t t t t t t t

t types of vacancies through public employment exchanges.

t t t t t t t

46
Professional Organizations: t

Professional organizations or associations maintain complete bio-data of t t t t t t t

t their members and provide the same to various organizations on requisition. They
t t t t t t t t t t t

t also act as an exchange, educational training institutes, candidates etc.; and feel
t t t t t t t t t t t

t them in the computer.

t t t

Data Banks: t t

The management can collect the bio- data of the candidates from different
t t t t t t t t t t t

t sources like employment exchange; educational training institutes, candidates etc;

t t t t t t t t

t and feed them in the computer.

t t t t t t

Causal Applicants: t

Depending upon the image of the organization, its prompt response, t t t t t t t t t

t participations of the organization in the local activities, level of unemployment,

t t t t t t t t t t

t candidates apply casually for jobs through mail or temporary and lower in personnel
t t t t t t t t t t t t

t department. This would be a suitable source for temporary and lower level jobs.
t t t t t t t t t t t t

Similar organizations: t

Generally, experienced candidates are available in organizations producing t t t t t t t

t similar products or are engaged in similar business. The management can get most
t t t t t t t t t t t t

t suitable candidates from this source. This would be the most effective source for
t t t t t t t t t t t t

t executive positions and for newly established organization or diversified or

t t t t t t t t t

t expanded organizations. t

Trade unions: t

Generally, unemployed or underemployed persons or employees seeking t t t t t t t

change in employment put a word to the trade union leaders eith a view to getting
t t t t t t t t t t t t t t t t

suitable employment due to latter's intimacy with management. As such the trade
t t t t t t t t t t t t

union leaders are aware of the availability or candidates.

t t t t t t t t t

47
RECRUITMENT TECHNIQUES: t

Recruitment techniques are the means or media by which managementt t t t t t t t t

t contract prospective employees or provides necessary information or exchanges

t t t t t t t t

t ideas or stimulates them to apply for jobs. Management uses different types of
t t t t t t t t t t t t

t techniques to stimulate and external candidates. Techniques useful internal

t t t t t t t t

t candidates are: t

[Link] Transfers t t

[Link] employees t t

[Link]

[Link]

MODERN SOURCES AND TECHNIQUES OF RECRUITMENT:

t t t t t t

A number of modern recruitment sources and techniques are being used by

t t t t t t t t t t t

t the corporate sector in addition to traditional sources and techniques. These sources
t t t t t t t t t t t

t and techniques. These sources and techniques include walk in and consult in, head -
t t t t t t t t t t t t t

hunting, body shopping, business alliances, and tele- recruitment.

t t t t t t t

Modern techniques are as follows:

t t t t t

• Walk-In
t

• Consult-In
t

• Head-Hunting
t t

• Body-shopping
t t

• Business alliances
t t t

• Tele recruitment
t t

48
Use of recruitment sources:
t t t

Though there are several sources of recruitment, employers use these sources
t t t t t t t t t t

t selectively depending upon the type of the skills needed and the level of the job.
t t t t t t t t t t t t t t

Recruiting sources used by skill and level

t t t t t t

tttt ttttttt ttttttttt Skill/Level Recruiting sources

tttttttttttttt t

Informal contacts t

Walk-in
 . Unskilled and semiskilled
t t t

Public employment agencies

t t

Want ads t

Informal contacts t

Walk-in
 . Semiskilled
t Public employment t

Agencies
Want ads t

Internal search t

Informal contacts t

 . Professional employees
t t Walk-in
Agencies
Private employment t

Internal search t

Informal contacts t

Walk-in
 Managerial level t

Private employment t

Agencies
Want adds t

49
 SELECTION
Introduction:
After identifying the sources of human resources, searching for prospective
t t t t t t t t t

employees and stimulating them to apply for jobs in an organization, the management
t t t t t t t t t t t t t

has to perform the function of selecting the right employees at the right time. The
t t t t t t t t t t t t t t t

obvious guiding policy in selection is the intention to choose the best qualified and
t t t t t t t t t t t t t t

suitable job candidate for each unfilled hob. The objective of the selection decision is
t t t t t t t t t t t t t t

to choose the individual who can most successfully perform the job from the pool of
t t t t t t t t t t t t t t t

qualified candidates. The selection and requirements or not. The selection procedure
t t t t t t t t t t t

cannot be effective until and unless.

t t t t t t

• Requirements of the job to be filled, have been clearly specified

t t t t t t t t t t t

• Employee specifications have been clearly specified

t t t t t t t

• Candidates for screening have been attracted

t t t t t t

The selection process can be successful if the following requirements are

t t t t t t t t t t

satisfied:
t

• Someone should have the authority to select. This authority comes from the
t t t t t t t t t t t t

employment requisition, as developed by an analysis of the work-load and

t t t t t t t t t t t

work-force.
t

• There must be some standard of personnel with prospective employee may

t t t t t t t t t t t

compared i.e. A comprehensive job description and job specification should

t t t t t t t t t t t

available before hand.

t t t

• There must be a sufficient number of applicants from shorn the required number of
t t t t t t t t t t t t t t

t employees may be selected. t t t

50
Significance of selection process: t t t

Selection of personnel to man to organization is a crucial, complex and t t t t t t t t t t t

t continuing function. The ability of an organization to attain its goals effectively and
t t t t t t t t t t t t

t to develop in a dynamic environment largely depends upon the effectiveness of its

t t t t t t t t t t t t

t selection programme. It right personnel are selected, the remaining functions of

t t t t t t t t t t

t personnel management become easier, the employee contribution and commitment

t t t t t t t t

t will not be effective. If the right person is selected, he is a valuable asset to the
t t t t t t t t t t t t t t t t

t organization and it faulty selection is made, the employee will become a liability to
t t t t t t t t t t t t t

t the organization.
t

Organizational relationships: t

Before designing a selection procedure, the manner in which tasks and

t t t t t t t t t t

t responsibility for accepting or rejecting candidates should be shared by line and t t t t t t t t t t t

t staff executives, must be laid down. The personnel department, should eliminate all
t t t t t t t t t t t

t unsuccessful candidates, so that the time of the line executives need not be spent on
t t t t t t t t t t t t t t

t such people. Secondly, candidates who can meet job requirements should be made
t t t t t t t t t t t

t availability promptly. t

Using selection agencies/ consultants:

t t t

Some private agencies or consultants in India perform the function of

t t t t t t t t t t

t recruitment and selection so as to enable the organizations to concentrate on their

t t t t t t t t t t t t

t main functions. They advertises, conduct tests and interview and provide a short
t t t t t t t t t t t

t list. Some companies have started using the services of these agencies as they
t t t t t t t t t t t t

t provide expertise and reduce work load.

t t t t t

The organization has to take these following factors into consideration in

t t t t t t t t t t

t selecting an agency or has to take these following factors into consideration in

t t t t t t t t t t t t

t selecting an agency or a consultant: t t t t t

• Reputation, effectiveness, sincerity and punctually of the organization

t t t t t t t t t

• Advertisement copy, design and media plans of various agencies.

t t t t t t t t t

51
• Amount of fee, payment period and mode.
t t t t t t t t

• Objectively, fair and justice in selection.

t t t t t t

• Selection techniques to be adopted, particularly psychological, interview.

t t t t t t t t

Factor affecting selection decisions:

t t t

The goal of selection is to sort out or eliminate those judge unqualified to meet
t t t t t t t t t t t t t t

the job and organizational requirements, where as the goal of recruitment is to create
t t t t t t t t t t t t t t

a large to be positive while selection tends to be somewhat negative. A number of

t t t t t t t t t t t t t t t

factors affect the selection decision of candidates. The important among them are:
t t t t t t t t t t t t

 Profile matching t

 Organizational and social environment t t t t

 Successive hurdles, Multiple correlation t t t

52
Profile matching: t t

Tentative decision regarding the selection of candidates is taken in advance.

t t t t t t t t t t

t The scores secured by these known candidates in various tests are taken as a
t t t t t t t t t t t t t

t standard to decide the success or failure of other candidates at interview stage.

t t t t t t t t t t t t

Possible care is also taken to match the candidate’s bio-data with the job
t t t t t t t t t t t t

t specifications.

1. Employment
t t

2. Line manager
t t t

3. Reference
t

4. Medical examination
t t t

5. Final interview
t t

6. Tests t

7. Group discussion
t t

8. Preliminary interview
t t

9. Written examination
t t

10. Application form

t t

Organizational and social Environment : t t t t

Some candidates who are eminently suitable for the job, may fail as
t t t t t t t t t t t

t successful employees due to varying organizational and social environment. hence,

t t t t t t t t t

t candidate’s specifications must match with not only job specification but also with
t t t t t t t t t t t

t organizational and social environments requirements. t t t t

53
SELECTION PROCESS t

Job Analysis
t Development base for search t t t

Application / resume /CV/bio-

t t t

Human Resources t data

plan t

Written Examination
t

Recruitment

Preliminary interview t

Assess the fit t t Business Gems t

tbetween the job t t

t and the candidate

t t

Test

Final Interview t

Medical Examination
t t

Line manager’s decisions

t t t

Employment t

tttttt ttttt

54
Job Analysis :
t t

Job analysis is basis for the selecting the right candidate. Every organization
t t t t t t t t t t t

t should finalize the job, job specification, job description, and employee
t t t t t t t t t

t specifications before proceeding to the next step of selection. t t t t t t t t

Recruitment: t

Recruitment refers to the process of searching for prospective employees and t t t t t t t t t t

t stimulating them to apply for jobs in an organization. It is the basis of the remaining
t t t t t t t t t t t t t t t

t techniques of the selection and the latter varies depending upon the former.
t t t t t t t t t t t

Many companies formulate their own style of application forms depending

t t t t t t t t t

t upon the requirements of information based. On the size of the company, nature of
t t t t t t t t t t t t t

t business activities, type and level of the job etc.

t t t t t t t t

They also formulate different application forms for different application

t t t t t t t t

t forms for different jobs at different levels so as to solicit the required information for
t t t t t t t t t t t t t t

t each job. t

This is particularly for the clerical positions. information is generally

t t t t t t t t t

t required on the following items in the application forms:

t t t t t t t t

 Personal background information t t t

 Educational attainments
t t

 Work experiences t t

Personal Background: t

It includes name, present and permanent address, sex, date of birth, marital
t t t t t t t t t t t

t status, health, height and weight, nationality number of dependents, annual income
t t t t t t t t t t

55
t of applicant's parents etc. This information can be used by the management to know
t t t t t t t t t t t t t

t the suitability of the candidate regarding his social- economic background,

t t t t t t t t t

t neighborhood, family status and background, family status and background , t t t t t t t t t

t sociological outlook, impact of these factors on employee behavior etc t t t t t t t t t

Educational Attainment: t

These include list of schools, college, institutions, attended period of study,

t t t t t t t t t t

t major subjects, class, percentage of marks, rank secured, extracurricular activities,

t t t t t t t t t

t positions and membership held during educational career, hobbies, and interest,
t t t t t t t t t

t study either through regular course, or correspondence course or through private

t t t t t t t t t t

t study etc. This is the major area of information gathered by the organization through
t t t t t t t t t t t t t

t application forms. t

Work Experience: t

It covers experience in all previous jobs with greater particulars about the
t t t t t t t t t t t

t nature and quantum of work handled, period of experience in each job, reasons for
t t t t t t t t t t t t t

t leaving the past employers, duties and responsibilities involved name of the
t t t t t t t t t t

t immediate supervisor, salary drawn etc. This information enables the organization
t t t t t t t t t

t to know the stability of the employee aptitude for the nature of work, nature of
t t t t t t t t t t t t t t

t relationship he maintained with the past employers etc. t t t t t t t

Salary: t

Salary drawn in the employment and salary and benefits expected.

t t t t t t t t t t

Personal item: t

Association membership, personal likes and dislikes, hobbies etc. t t t t t t t t

References:

Organization ask candidate to send the names and addresses of persons who t t t t t t t t t t t

t can be contacted for references purpose.

t t t t t

56
 Evaluation of Application forms: t t t

There are two methods of evaluation an application form viz. Clinical and
t t t t t t t t t t t

t weighted method. t

Clinical Method: t

The clinical method takes the help of the psychology. under the clinical
t t t t t t t t t t t

t method the application forms will be analyzed in detail, drawing all possible
t t t t t t t t t t t

t inferences, projecting the applicant’s personality and forecasting future job success.
t t t t t t t t t

t A properly designed form can provide clues to a person’s leadership ability,

t t t t t t t t t t t

t emotional stability, assertiveness, writing ability, attitude towards his superiors etc.
t t t t t t t t t

Weighted Method: t

Under second method, certain points or weights are assigned to the answers
t t t t t t t t t t t

t given by the applicant in the application form. In developing a weighted application

t t t t t t t t t t t t

t form it is necessary to identify those items of the personnel history of the employees
t t t t t t t t t t t t t t

t that differentiate between groups of successful unsuccessful employees.

t t t t t t t

Assigning weights to the responses in an application gives certain amount of t t t t t t t t t t t

t objectivity to this device. But this approach requires a different application blank
t t t t t t t t t t t

t for each occupation group as it is a statistical technique.

t t t t t t t t t

Biographical Inventories: t

In some cases, management may wish to select the existing employees for the
t t t t t t t t t t t t

t higher positions. In such a case the employee is asked to submit for up- to- date bi o-
t t t t t t t t t t t t t t t t t

data which include name, address, educational qualifications, marital status, habits
t t t t t t t t t

t and attitudes, health human relations parental home, childhood, and personal
t t t t t t t t t

t attitudes, present home, spouse and children self impression, recreation hobbies,
t t t t t t t t t

57
t interests, values, openings and preferences etc.
t t t t t

Written Examination: t

The organizations have to conduct written examination for the qualified

t t t t t t t t t

t candidates after they are screened on the basis of the application blanks so as to
t t t t t t t t t t t t t t

t measure the candidate’s ability in arithmetical calculations, to know the candidates

t t t t t t t t t t

t attitude towards the job, to measure the candidates aptitude reasoning, knowledge
t t t t t t t t t t

t in various disciplines, general knowledge and English language.

t t t t t t t

Preliminary Interview: t

The preliminary interview is to solicit necessary information from the

t t t t t t t t t

t prospective applicants and to assess the applicant’s suitability to the job. This may
t t t t t t t t t t t t

t be conducted by an assistant in the personnel department. The information thus

t t t t t t t t t t t

t provided by the candidate may be related to the job or personal specifications

t t t t t t t t t t t t

t regarding education, experience, salary expected, aptitude towards the job, age,
t t t t t t t t t

t physical appearance and other physical requirements etc.

t t t t t t

Thus, preliminary interview is useful as a candidate satisfied the job

t t t t t t t t t t

t requirements regarding most of the areas, he may be selected for further process.
t t t t t t t t t t t t

Business Games: t

Business games are widely used as selection techniques for selected t t t t t t t t t

t management trainees, executive trainee, and managerial personnel at junior,

t t t t t t t t

t middle and top management positions.

t t t t

Business games help to evaluate the applicants in the areas of decision

t t t t t t t t t t t

t making, identifying the potentialities, handling the situations problem solving

t t t t t t t t

t skills human relation skills etc. participants are placed in a hypothetical work
t t t t t t t t t t t

t situation and are required to play the role situations in the game. The hypothesis is
t t t t t t t t t t t t t t

t that the most successful candidate in the game will be the successful one on the job.
t t t t t t t t t t t t t t t

58
 Group Discussion: t

The techniques of group discussion is used in order to secure further

t t t t t t t t t t t

t information regarding the suitability of the candidate for the job. Group discussion
t t t t t t t t t t t

t is a method where groups of the successful applicants are brought around a

t t t t t t t t t t t t

t conference table and are asked to discuss either a case study or subject-matter. The
t t t t t t t t t t t t t

t candidates in the group are required to analyze, discuss, find alternative solutions
t t t t t t t t t t t

t and select the sound solution. A selection panel them observes the candidates in the
t t t t t t t t t t t t t

t areas of initiating the discussion, explaining the problem, soliciting unrevealing

t t t t t t t t t

t information basing on the given information and using common sense, keenly
t t t t t t t t t t

t observing the discussion of others, clarifying controversial issue, influencing

t t t t t t t t

t others, speaking effectively, concealing and mediating arguments among the

t t t t t t t t

t participants and summarizing or concluding aptly. t t t t t

Tests:
t The next stage in the selection process is conducting different tests as given
t t t t t t t t t t t t

t below. The objective of tests is to solicit further information to assess the

t t t t t t t t t t t t

t employee’s suitability. t

Guides to Testing: t t

 Tests should be in addition to other selection techniques are entire tests can
t t t t t t t t t t t t

only provide information about a part of total behavior of a candidate.

t t t t t t t t t t t t

 Test information should be taken into consideration to find out candidates

t t t t t t t t t t

weakness rather than strengths

t t t t

 Tests are helpful in picking a most likely successful group from a larger
t t t t t t t t t t t t t

group rather than successful individuals.

t t t t t

59
  A test should be tested in one's own organization as available test in one that
t t t t t t t t t t t t t t t

t measures what is supposed to measures. t t t t ttt

 Tests can be held only in case of failure of other selection devices in providing
t t t t t t t t t t t t t t

t satisfactory information. t

 Test administration should not heavily depend upon test score in making
t t t t t t t t t t

decision regarding selection of candidates.

t t t t t

Aptitude Tests: t

These tests measure whether an individual has the capacity or talent ability to
t t t t t t t t t t t t

t learn a given job if given adequate training. Aptitudes can be divided into general
t t t t t t t t t t t t t

t and mental ability or intelligence and specific aptitudes such as mechanical,

t t t t t t t t t t

t clerical, manipulative capacity etc.

t t t

Intelligence Test: t

These tests in general measure intelligence quantity of a candidate. In detail

t t t t t t t t t t t

t these measure capacity for comprehension, reasoning world fluency, verbal

t t t t t t t t

t comprehensions, numbers, mostly and space. Other, factors such as digit spans both t t t t t t t t t t t

t forward and backward, information known, comprehension, vocabulary, and

t t t t t t t

t picture arrangement and object assembly.

t t t t

Mechanical Aptitude: t

These tests measure the capacities of spatial visualization, perceptual speed

t t t t t t t t t

t and knowledge of mechanical matter. These tests are useful for selecting
t t t t t t t t t t

t apprentices, skilled, mechanical employees, technicians etc,

t t t t t

Psycho motor Tests: t t

These tests measure abilities like manual maternity, motor ability and eye
t t t t t t t t t t

60
t hand coordination of candidates. These tests are useful to select semiskilled
t t t t t t t t t t

t workers and workers for repetitive operations like packing, watch assembly.
t t t t t t t t t

Clerical Aptitude: t

Measure specific capacities involved in office work. Items of this test include
t t t t t t t t t t t

t spelling, comprehension, copying, word measuring etc.

t t t t t

Achievement Tests: t

These tests are conducted when applicants claim to know something as these
t t t t t t t t t t t

t tests are concerned with what one has accomplished. These tests are more useful to
t t t t t t t t t t t t t

t measure the value of specific achievement when an organization wishes to employ

t t t t t t t t t t t

t experienced candidates. These tests are classified into: t t t t t t

Job knowledge:
t

tttttt Under this test a candidate is tested in the knowledge of particular job.
t t t t t t t t t t t t

Work Sample Test: t t

Under this test a portion of the actual work is given to the candidates as a test
t t t t t t t t t t t t t t t t

t and the candidates is asked to do it. If a candidate applies for a post of lecture in
t t t t t t t t t t t t t t t t t

t management he may be asked to deliver a lecture on management information

t t t t t t t t t t t

t system as work sample test. Thus the candidate’s achievement in his career is tested
t t t t t t t t t t t t t

t regarding his knowledge about the job and actual work experience.
t t t t t t t t t

Situational Test: t

This test evaluate a candidate in a similar real life situation. In this test the
t t t t t t t t t t t t t t

t candidates is asked either to cope with situation or solve critical situations of the job.
t t t t t t t t t t t t t t

61
Interest Test: t

These tests are inventories of the likes, and dislikes of candidates in relation to
t t t t t t t t t t t t t

t work, job, occupations, hobbies, and recreational activities. The purposes of this test
t t t t t t t t t t t

t is to find out whether a candidates is interested or disinterested in the job for which he
t t t t t t t t t t t t t t t t

t is a candidate and to find out in which area of the job range or occupation the
t t t t t t t t t t t t t t t t

t candidate is interested. The assumption of these tests is that there is a high correlation
t t t t t t t t t t t t t t

t between the interest of a candidate in a job and job success.

t t t t t t t t t t t

Personality Test: t

These tests prove deeply to discover clues to an individual’s value system,

t t t t t t t t t t t

t his emotional reactions and maturity and characteristic mood. They are expressed
t t t t t t t t t t

t in such traits like self- confidence, tact, emotional control, optimism, decisiveness,
t t t t t t t t t t

t sociability, conformity, objectivity, patience, fear, distrust, initiative, judgment

t t t t t t t

t dominance or submission, impulsiveness, sympathy, integrity, stability, and self-

t t t t t t t t

confidence.

Final Interview: t

Finally interview is usually followed by testing. This is the most

t t t t t t t t t t

t essential step in the process of selection. In this step the interviewer matches the
t t t t t t t t t t t t t

t information obtained about the candidates through various means to the job t t t t t t t t t t

t requirements and to the information obtained through his own observation during t t t t t t t t t t

t interview.

Types of Interview: t t

The steps of interviews are:

t t t t

62
  Informal interview t

 Formal interview t

 Planned interview t t

 Patterned interview t

 Non-Directive interview t

 Depth interview t

 Stress interview t

 Group interview t t

 Panel interview t

 Preliminary interview t

Informal Interview: t

This is the interview which can be conducted at any place by any person to
t t t t t t t t t t t t t t

t secure the basic and non job related information. The interaction between the
t t t t t t t t t t t

t candidate and the personnel manager when the former meets the latter to enquire
t t t t t t t t t t t t

t about the vacancies or additional particulars in connection with the employment

t t t t t t t t t t

t advertisement is an example of informal interview. t t t t t t

Unstructured Interview: t

In this interview the candidate is given the freedom to tell about himself by
t t t t t t t t t t t t t

t revealing his knowledge on various items or areas, his background, expectations,

t t t t t t t t t t

t interests etc. Similarly, the interviewer also provides information on various items
t t t t t t t t t t

t required by the candidates.

t t t

Core Interview:
t

It is normally the interaction between the candidate and the line executive or
t t t t t t t t t t t t

63
t experts on various areas of job knowledge, skill, talents etc. This interview may take
t t t t t t t t t t t t t

t various forms like: t t

Background Information Interview: t t

This interview is intended to collect the information which is not available

t t t t t t t t t t t

t in the application blank and to check that information provided in the application
t t t t t t t t t t t t

t blank regarding educational, place of domicile, family, health, interests, hobbies,

t t t t t t t t t

t likes, dislikes, extracurricular activities of the applicant.

t t t t t t

Job and Probing Interview:

t t t

This interview aims at testing the candidate’s job knowledge about duties,
t t t t t t t t t t

t activities, methods of doing the job, critical or problematic areas, methods of

t t t t t t t t t t t

t handling those areas etc. t t t

Stress Interview: t

This interview aims at testing the candidate’s job behavior and level of
t t t t t t t t t t t

t withstanding during the period of stress and strain. Interviews, vise, group t t t t t t t t t t

t interview method and discussion interview method. All the candidates are brought
t t t t t t t t t t

t into one room, i.e.,. interview room and are interviewed one by one under group
t t t t t t t t t t t t t

t interview. This method helps a busy executive to save valuable time and gives a fair
t t t t t t t t t t t t t t

t account of the objectivity of the interview.

t t t t t t

Decision-Making Interview: t

After the candidates are examined by the experts including the line
t t t t t t t t t t

t managers of the organization in the core areas of the job, the head of the department
t t t t t t t t t t t t t t t

t or section concerned interviews the candidates once again, mostly through informal
t t t t t t t t t t

t discussion. The interviewer examines the interests of the candidate in the job,
t t t t t t t t t t t

t organization, reaction to the working conditions, career planning, promotional t t t t t t t t

64
t opportunities, work adjustment and allotment etc. The head of the department and t t t t t t t t t t t

t the personnel manager exchange the views and then they jointly inform their
t t t t t t t t t t t

t decision to the chairman of the interview board, which finally makes the decision
t t t t t t t t t t t t

t about the candidate’s performance and their ranks in the interview.

t t t t t t t t t

Medical Examination: t

Certain jobs require certain physical qualities like clear vision, perfect
t t t t t t t t t

t hearing, unusual stamina, tolerance of hardworking conditions, clear tone etc.

t t t t t t t t t

t Medical examination reveals, whether or not a candidate possesses these qualities.

t t t t t t t t t t

Medical examination can give the following information:

t t t t t t

 Whether the applicants is medically suited for the specific job. t t t t t t t t t

 Whether the applicant has health problems or psychological attitudes likely t t t t t t t t t

to interfere with work efficiency or future attendance.

t t t t t t t t

 Whether the applicant suffer from bad health which should be corrected t t t t t t t t t t t t

before he can work satisfactorily

t t t t t

 It reveals the applicants physical measurements.

t t t t t

Reference Checks: t

After completion of the final interview and medical examination, the

t t t t t t t t t

t personnel department will engage in checking references. candidates are required

t t t t t t t t t

t to give the names of references in their application forms. These references may be
t t t t t t t t t t t t t

t from the individuals who are familiar with the candidate’s academic achievement
t t t t t t t t t t

t or from the applicant’s previous employer, who is well versed with the applicant’s
t t t t t t t t t t t t

t job performance and sometimes from co workers.

t t t t t t

65
 In case the references check is from the previous employer, information for
t t t t t t t t t t t

t the following areas may be obtained:

t t t t t

1. Job title t t

2. Job description t t

3. Period of employment
t t t

t 4. Pay and allowances

t t t

5. Gross emoluments
t t t

6. Benefits provided
t t t

7. Rate of absence.
t t t

Final decision by the Line Manager concerned:

t t t t t t

The line manager concerned has to make the final decision whether to select or
t t t t t t t t t t t t t

t reject a candidate after soliciting the required information through different discussed
t t t t t t t t t t

t earlier. The line manager has to lake much care in taking the final decision not only
t t t t t t t t t t t t t t t

t because of economic implications and of the decision but also because of behavioral
t t t t t t t t t t t t

t and social implications. A clearness decisions of rejecting would impairs the morale of
t t t t t t t t t t t t

t the people and they suspect the selection procedure and the basis of selection of this
t t t t t t t t t t t t t t

t organization. t

Employment: t

Thus, after taking the final decision the organizational has to intimate this
t t t t t t t t t t t

t decision to the successful as well as unsuccessful candidates. The organization

t t t t t t t t t t

t sends the appointment orders to the successful candidates either immediately or

t t t t t t t t t t

t after sometime depending upon its time schedule.

t t t t t t

EFFECTIVENESS OF SELECTION PROGRAMME: t t t

The purpose of selection progarmme and techniques is to choose the most

t t t t t t t t t t t

66
t suitable candidate for a given job from among the prospective employees. The
t t t t t t t t t t t

t selection programme would be effective, if the candidates selected or hired perform

t t t t t t t t t t t

t their jobs efficiently and sincerely with commitment. The human resource manager
t t t t t t t t t t

t should evaluate the effectiveness of the selection pro grammar periodically.

t t t t t t t t t

RECENT TRENDS IN SELECTION: t t t

New trends have been emerging in selection techniques along with other areas
t t t t t t t t t t t

t of human resources management. The recent trends in selection include:

t t t t t t t t t

Selection by innovation Leasing t t t

360 degree selection programme t t t

Selection by Innovation: t t

Management by observes the performance of key executives of competitors. t t t t t t t t t

t If the performance of key executives is excellent or the key executives are change
t t t t t t t t t t t t t

t agents, the management invites such executives to join the organization by offering
t t t t t t t t t t t

t attractive salary and benefits. t t t

Leasing:
tttttttttt Presently, the organizations needs to employ specialists to take up the highly skilled
t t t t t t t t t t t t

t jobs. In fact, the changes in technology demand highly skilled employees. It would be
t t t t t t t t t t t t t

t very difficult to small organizations to employ the skilled employees as they demand
t t t t t t t t t t t t

t high pay. This type of arrangement is beneficial to the consultants, employees on lease
t t t t t t t t t t t t t

t and the industrial organizations. The business organizations can utilize the services of
t t t t t t t t t t t

t the experts with less cost. The employees get high pay and benefits.
t t t t t t t t t t t t

360 Degree Selection Programme:

t t t

Normally superiors administer the selection tests and interviews. They judge t t t t t t t t t

67
t the fit between the job and the candidates. But the employees skills. Knowledge and
t t t t t t t t t t t t t

t performance affect not only superiors but also subordinates and the employees of the
t t t t t t t t t t t t

t same level. Hence, the organizations started involving the subordinates and the
t t t t t t t t t t

t employees of the same level in administrating the employment tests and interviews.
t t t t t t t t t t t

t This type of selection pro grammar is called 360 degree selection pro grammar.
t t t t t t t t t t t t

68
 CHAPTER – IV
DATA ANALYSIS
&
INTERPRETATION

69
 DATA ANALYSIS AND INTERPRETATION
Table-1
Do you have awareness of recruitment and selection procedure in your company

Number of Percentage of
[Link] Options
respondents respondents
1 Yes 52 52
2 No 48 48
Total 100 100

AWARE OF RECRUITMENT AND SELECTION

53
52
NO OF RESPONDENTS

52
51
50
49
48
48
47
46
Yes No
OPTIONS

INTERPRETATION:
From the above table it is observed that awareness of respondents in
recruitment and selection is 52% and unawareness of respondents is 48%.

70
 Table-2
What is the source of recruitment. :

Number of Percentage of
[Link] Options
respondents respondents
1 External 44 44
2 Internal 8 8
3 Both 48 48
Total 100 100

SOURCES OF RECRUITMENT

60
NO OF RESPONDENTS

48
50 44
40

30

20
8
10

0
External Internal Both
OPTIONS

INTERPRETATION:
From the above table it can be observed that the 44% employees felt that
the company is going for external sources only, 8% felt the company is going
for internal sources and 48% felt that the company is going for both the sources

71
 Table-3
Which kind of advertisement the employer prefers.

Number of Percentage of
[Link]. Option
respondents respondents
Adv with general info 28
1. 28
about the job.
Adv with specific info
2. 72 72
about the job.
Total 100 100

MODE OF ADVERTISEMENT

80 72
NO OF RESPONDENTS

70
60
50
40
28
30
20
10
0
Adv with general info about the job. Adv with specific info about the
job.
OPTIONS

INTERPRETATION:
From the above table it is observed that, the advertisement for general
information about the job is 28% and for specific is 72%. So, the corporation
gives advertisement for recruitment is more for specific information about
the job

72
 Table – 4
What are the attributes taken into consideration while filling up
vacancies.

Number of Percentage of
[Link]. Options
respondents respondents
1 Experience 12 12
2 Qualification 12 12
3 Both 60 60
4 Others 16 16
TOTAL 100 100

CRITRIA FOR RECRUITMENT AND SELECTION

70
60
NO OF RESPONDENTS

60
50
40
30
20 16
12 12
10
0
Experience Qualification Both Others
OPTIONS

INTERPRETATION:
From the above table, while observing the basis for corporation filling
the vacancies by the candidate’s experience and qualification i.e. Both is 60%
i.e. 60 and others is 16% i.e. 16 and only experience and qualification each is
12% i.e. 12. So, corporation takes the candidates who have experience and
qualification both.

73
 Table -5
Whether the recruiters selectively depends upon the type of skill and level
of job.

Number of Percentage of
[Link]. Options
respondents respondents
1 Yes 72 72
2 No 28 28
Total 100 100

SOURCE OF RECRUITMENT

80 72
NO OF RESPONDENTS

70
60
50
40
28
30
20
10
0
Yes No
OPTIONS

INTERPRETATION:
From the above table, it is clear that the 72% of corporation recruiters
depend upon type of skill needed by the job and 28% recruiters neglect it.

74
 Table -6
What is the frequency of recruitment-?
Number of Percentage of
[Link]. Options
respondents respondents
1 Quarterly 8 8
2 Half Yearly 8 8
3 Annually 28 28
4 Whenever required 56 56
TOTAL 100 100

TIMING OF HRP

60 56
NO OF RESPONDENTS

50
40
28
30
20
8 8
10
0
Quarterly Half Yearly Annually When ever
required
OPTIONS

INTERPRETATION:

From the above table, it can be observed that the reasons for continuing a
job at VEEDA SEEDS SCIENCE PVT LTD. Is done by taking into
consideration working conditions as said by 30% respondents 30% voted for
job security, 20% voted for salary and fringe benefits and remaining 20%
respondents voted for promotional policies.

75
 Table -7
Are you satisfied with the present recruitment policy:

Number of Percentage of
[Link]. Options
respondents respondents

1 Satisfied 28 28

Needs
2 72 72
improvements
Total 100 100

RATING THE RECRUITMENT AND SELECTION

80 72
NO OF RESPONDENTS

70
60
50
40
28
30
20
10
0
Satisfied Needs improvements
OPTIONS

INTERPRETATION:

From the above table, 28% respondents are satisfied with the
recruitment policy and 72% respondents felt that it needs improvements.

76
 Table – 8
What is the method of selection being followed in the company:
[Link] Options Number of Percentage of
respondents respondents
1 Written Tests 35 35
2 Group 15 15
Discussions
3 Interviews 50 50
TOTAL 100 100

SELECTION TEST

60
50
NO OF RESPONDENTS

50

40 35

30

20 15

10

0
Written Tests Group Discussions Interviews
OPTIONS

INTERPRETATION:
From the above table, it is clear that 35% respondents said it is written
test, 15% respondents said it is group discussion and 50% felt that it is interview
method being followed by the company for selection.

77
 Table -9
How many levels of interview are being conducted for the selection
process:

Number of Percentage of
[Link]. Options
respondents respondents
1 One 60 60
2 Two 28 28
3 More 12 12
TOTAL 100 100

LEVEL OF INTERVIEWS

70
60
NO OF RESPONDENTS

60
50
40
28
30
20 12
10
0
One Two More
OPTIONS

INTERPRETATION:
From the above table it is observed that 60% respondents said the
company follows one level of interview, 28% said it is two levels of interview
and 12% said

78
 Table – 10
What kind of interview is being preferred for the selection process:
Number of Percentage of
[Link]. Options
respondents respondents
1 Preliminary 16 16
2 Group 8 8
3 In-depth 76 76
TOTAL 100 100

KIND OF INTERVIEWS

80 76
NO OF RESPONDENTS

70
60
50
40
30
20 16
8
10
0
Preliminary Group In-depth
OPTIONS

INTERPRETATION:
From the above response table it can be observed that the corporation
prefers to conduct in-depth interviews as said by 76 respondents i.e. 76%. But,
they do conduct preliminary test was said by 16% i.e., 16 respondents and group
interview was said by 8% i.e., 8 respondents

79
 Table -11
What kind of qualities do you prefer while selecting the candidate:
Number of Percentage of
[Link]. Options
respondents respondents
1 Experience 40 40
2 Aptitude 40 40
3 Age 20 20
TOTAL 100 100

KIND OF QUALITIES

45 40 40
NO OF RESPONDENTS

40
35
30
25 20
20
15
10
5
0
Experience Aptitude Age
OPTIONS

INTERPRETATION:
From the above table it can be observed that the corporation prefers
to take experience of candidate as said by 40% respondents. But they prefer
aptitude of candidate as said by 40% respondents and age of candidate as said
by 20% respondents

80
 Table – 12
What is the mode of advertising for job vacancies while selecting the
candidate:
Number of Percentage of
Options
[Link] respondents respondents
Newspaper
1 50 50
advertisement
2 Job websites 30 30
Compassionate
3 20 20
recruitment notice
Total 100 100

SOURCE REGARDING JOB VACANCIES

60
NO OF RESPONDENTS

50
50
40
30
30
20
20
10
0
Newspaper Job websites Compassionate
advertisement recruitment notice
OPTIONS

INTERPRETATION:
From the above table, we can observe that the modes of advertising
regarding job vacancies is done through newspaper advertisement by as said by
50% respondents, done through job websites as felt by 30% respondents and
done through compassionate recruitment notices as said by 20% respondents

81
 Table -13
What are the motivating factors for applying a job at Veeda Seeds Science
Pvt Ltd:

Number of Percentage of
[Link] Options
respondents respondents
1 Image and reputation 50 50
2 Salary & fringe benefits 30 30
3 Growth of the company 20 20
total 100 100

REASONS FOR APPLYING AT PEPSI

60
NO OF RESPONDENTS

50
50
40
30
30
20
20
10
0
Image and reputation Salary & fringe Growth of the
benefits company
OPTIONS

INTERPRETATION:
From the above table, it can be observed that 50% candidates apply
for job at VEEDA SEEDS SCIENCE PVT LTD. By taking into consideration
company image and reputation, 30% respondents vote for salary and fringe
benefits and 20% vote for the growth of the company.

82
 Table -14
What are the reasons for continuing the job at Veeda Seeds Science Pvt
Ltd:
Number of Percentage of
.No Options
respondents respondents
1 Working conditions 30 30
Salary & fringe
2 20 20
benefits
3 Promotional policies 20 20
4 Job security 30 30
Total 100 100

REASONS FOR CONTINUING AT PEPSI

35
NO OF RESPONDENTS

30 30
30
25 20 20
20
15
10
5
0
Working Salary & fringe Promotional Job security
conditions benefits policies
OPTIONS

INTERPRETATION:
From the above table, it can be observed that the reasons for continuing a
job at VEEDA SEEDS SCIENCE PVT LTD .is done by taking into
consideration working conditions as said by 30% respondents 30% voted for
job security, 20% voted for salary and fringe benefits and remaining 20%
respondents voted for promotional policies.

83
 Table -15
What are the factors causing the recruitment at Veeda Seeds Science Pvt
Ltd:
[Link] Options Number of Percentage of
respondents respondents
1 Vacancy due to turn 40 40
over
2 Replacement of staff 20 20
3 Increase in production 40 40
volume and expansion
Total 100 100

FACTORS CAUSING RECRUITMENT

45 40 40
NO OF RESPONDENTS

40
35
30
25 20
20
15
10
5
0
Vacancy due to turn Replacement of staff Increase in production
over volume and expansion
OPTIONS

INTERPRETATION:
From the above table it is clear that vacancy due to turnover account for
40% or the recruitment, replacement of staff for another 20% and increase in
production and expansion lead to remaining 40% recruitment.

84
 Table -16
By whom the recruitment and selection panel is constituted:
[Link] Options Number of Percentage of
respondents respondents
1 Top officials of the 30 30
organization
2 Officials of concerned 70 70
unit
Total 100 100

RECRUITMENT AND SELECTION PANEL

80 70
70
RESPONDENTS

60
50
40 30
30
20
10
0
Top officials of the organization Officials of concerned unit
OPTIONS

INTERPRETATION:
From the above table, it is observed that 30% panel is constituted from
the top officials of the organization and remaining 70% panel is constituted
from the officials of the concerned unit...

85
 Table-17
Is improvement needed for requirement and selection :

[Link] Options Number of Percentage of

respondents respondents
1 Yes 40 40
2 No 60 60
3 Total 100 100

NEED ANY IMPROMENT

70
60
NO OF RESPONDENTS

60
50
40
40
30
20
10
0
Yes No
OPTIONS

INTERPRETATION:
From the above table, it is clear that 40 %of the employees voted for the
need for improvement and remaining 60% satisfied with the existing system.

86
 Table -18
Is the reservation policy followed during the selection process by the
employee:

[Link] Options Number of Percentage of

respondents respondents
1 Yes 20 20
2 No 80 80
Total 100 100

RESERVATION POLICY

90 80
NO OF RESPONDENTS

80
70
60
50
40
30 20
20
10
0
Yes No
OPTIONS

INTERPRETATION:
From the above table, it is clear that 20% felt that reservation policy is
being followed and remaining 80% felt it is not being followed.

87
 Table -19
How the job advertisement is made for the recruitment at VEEDA SEEDS
SCIENCE PVT LTD:

[Link] Options Number of Percentage of

respondents respondents
1 Through job description 20 20
2 Through job specification 20 20
3 Through terms & 15 15
conditions of offer
4 All the above 45 45
Total 100 100

MODE OF JOB ADVERTISEMENT

NO OF RESPONDENTS

50 45

40
30
20 20
20 15

10
0
Through job Through job Through terms & All the above
description specification conditions of
offer
OPTIONS
]
INTERPRETATION:
From the above table, it can be observed that the job advertisement for
recruitment at VEEDA SEEDS SCIENCE PVT LTD. Is done by taking into
consideration All the above (job description, job specification, terms and
conditions) as said by 45 respondents, 20% said it is through job description
only, 20% said it is through job specification only and 15% said it is through the
offer of terms and conditions.

88
 Table – 20
Do job vacancies are identified before hand in the department:

[Link] Options Number of Percentage of

respondents respondents
1 Yes 60 60
2 No 40 40
total 100 100

IDENTIFICATION OF JOB VANCIES BEFORE

HAND

70
NO OF RESPONDENTS

60
60
50 40
40
30
20
10
0
Yes No
OPTIONS

INTERPRETATION:
From the above table, it can be observed that the job vacancies are
identified before hand in the department at VEEDA SEEDS SCIENCE PVT
LTD .in 60% cases only.

89
 CHAPTER-V
FINDINGS, SUGGESTIONS
&
CONCLUSION

90
 FINDINGS
 From the study it is inferred that all the employees are fully aware of
t t t t t t t t t t t t t

recruitment and selection policy.

t t t t

 From the study the company is using both internal and external sources for the
t t t t t t t t t t t t t

recruitment.
t

 From the study the advertisement with specific information about the job is
t t t t t t t t t t t

prepared.
t

 From the study it is observed that the company gives more importance to
t t t t t t t t t t t t

experience candidates in recruitment process.

t t t t t

 From the study it is stated that the company selects the employees through
t t t t t t t t t t t t

interview.
t

 From the study it is expressed that the company recruits employees whenever
t t t t t t t t t t t

they are required.

t t t

 From the study it is inferred that all the employees are satisfied with the
t t t t t t t t t t t t t

present recruitment process.

t t t

 From the study it is observed that the company prefers preliminary interview
t t t t t t t t t t t

for the selection process.

t t t t

 From the study it is found that majority of the prospective employees’

t t t t t t t t t t t

favored good working conditions and job security for applying for a job to a
t t t t t t t t t t t t t t

particular company apart for salary and fringe benefits.

t t t t t t t t

 From the study it is found that the candidates are applying for the jobs on the
t t t t t t t t t t t t t t t

basis of job description and job specifications.

t t t t t t t

 From the study it is found that the company is needed to improve the
t t t t t t t t t t t t t

recruitment process.
t t

 From the study it is found that the recruitment process is done by the
t t t t t t t t t t t t t

concerned department only.

t t t

91
 SUGGESTIONS
 It is suggested to give more importance to fresher while recruiting for the
t t t t t t t t t t t t

reasons that they have up to latest knowledge, high energy levels and
t t t t t t t t t t t t

t motivation levels and innovative talent. t t t t t

 The company can cash such skills suitably through providing them with
t t t t t t t t t t

appropriate training and development. Fresh blood injects vitality into the
t t t t t t t t t t

organization structure.
t t tt

 It is suggested to the company to conduct recruiting of employees through in-

t t t t t t t t t t t t

depth-interview. In-depth interviews through suitable multi faceted panel t t t t t t t

t members like technical experts, H R experts, psychologists, behavioral

t t t t t t t t

scientists and so on can through much focus on the all level integrity of the
t t t t t t t t t t t t t t t

candidate for proper exploration and identification of the originality and

t t t t t t t t t t

honesty levels of the candidates from multi point view of selectors.

t t t t t t t t t t t t

 This would certainly take into account the all round suitability of the
t t t t t t t t t t t

prospective employees for selection and training and retaining an

t t t t t t t t t

appropriate placement.
t t

 It is suggested to the company that they may improve their recruitment and
t t t t t t t t t t t t

selection process further. The company may

t t t t t t t t t t interview the employees t t

through telephone, videoconference, internet etc. This may also improve the
t t t t t t t t t t

pool of applicants and better man power sources can be identified and
t t t t t t t t t t t t

attracted from wide geographical locations.

t t t t t t

 It is suggested to the company to give importance to advertisements for

t t t t t t t t t t t

recruitment process in print media. The company may advertise for

t t t t t t t t t t

recruitment through print media like brochures, newspapers (both national

t t t t t t t t t

and local).
t t t

92
 CONCLUSION
From the above study it can be concluded that the company has to make
t t t t t t t t t t t t t

t possible steps to improve the recruitment and selection practices in the company.
t t t t t t t t t t t

t The company has to give importance to advertisements for recruitment process in

t t t t t t t t t t t

t print media. The company may conduct aptitude test and group discussion to know
t t t t t t t t t t t t

t the employee capability, patience, employee technical skills. Taking the feedback
t t t t t t t t t

t on the recruitment and selection process from the candidates is preferable. It is

t t t t t t t t t t t t

t better to give time to time intimation about the commencement of the selection
t t t t t t t t t t t t

t process. The policy makers, executives, academicians & researchers have to work
t t t t t t t t t t

t together to improve the recruitment and selection procedures for better shift in the
t t t t t t t t t t t t

t context of globalization for the satisfaction of all the stake holders and better
t t t t t t t t t t t t

t organizational quality and standards. t t t

93
QUESTIONNAIRE

94
 QUESTIONNAIRE
EMPLOYEE NAME:
GENDER:
DESIGNATION:
AGE:
DEPARTMENT:

I am -------- pursuing M.B.A in ------------------. I am doing project

work on RECRUITMENT AND SELECTION relating to HUMUAN
RESOURCE MANAGEMENT at VEEDA SEEDS SCIENCE PVT LTD.
They gave me some related information to these following questions.

1. Do you have awareness of recruitment and selection procedure in your

company? [ ]
a. Yes b. No
2. What is the source of recruitment? [ ]
a. External b. Internal c. Both
3. Which kind of advertisement the employer prefers? [ ]
a. Adv with general info about the job.
b. Adv with specific info about the job.
4. What are the attributes is taken into consideration while filling up vacancies?
[ ]
a. Experience b. Qualification
[Link] the recruiters selectively depend upon the type of skill and level of
job? [ ]
a. Yes b. No

95
6. What is the frequency of recruitment of the company? [ ]
a. Quarterly b. half yearly
c. Annually d. whenever required
7. Are you satisfied with the present recruitment policy?
[ ]
A. Satisfied b. Needs improvement
8. What is the method of selection being followed in the company? [ ]

a. Written Tests b. Group Discussions c. Interviews

9. How many levels of interview are being conducted for selection process ?
[ ]
a. One b. Two c. More
10. What kind of interview is being preferred for the selection process?
[ ]
a. Preliminary b. Group c. In-depth
11. What kind of qualities do you prefer while selecting the candidate?
[ ]
a. Experience b. Aptitude c. Age
12. What is the mode of advertising for job vacancies while selecting the
candidate? [ ]

A. Newspaper Advertisement b. Job websites

c. Compassionate recruitment notice
13. What are the motivating factors for applying for a job at VEEDA SEEDS
SCIENCE PVT LTD? [ ]
a. Image and reputation b. Salary & Fringe benefits
b. Growth of the company

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14. What are the reasons for continuing the job at VEEDA SEEDS SCIENCE
PVT LTD? [ ]
a. Working conditions b. Salary & Fringe benefits
c. Promotional Policies d. Job security
15. What are the factors causing the recruitment at VEEDA SEEDS SCIENCE
PVT LTD? [ ]
a. Vacancy due to turn over b. Replacement of staff
c. Increase in production volume & expansion
16. By whom the recruitment and selection panel is constituted?
[ ]
a. Top officials of the organization b. Officials of concerned unit

17. Is improvement needed for recruitment and selection? [ ]

a. Yes b. No
18. Do the employer follow the reservation policy during the selection process?
[ ]
a. Yes b. No
19. How job advertisement is made for the recruitment at VEEDA SEEDS
SCIENCE PVT LTD? [ ]
A. Through job description B. Through job specification
c. Through terms & conditions of offer d. All the above
20. Whether the job vacancies are identified before hand in the department?
[ ]
a. Yes b. No

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 BIBLIOGRAPHY
\

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 BIBLIOGRAPHY
TEXT BOOKS:
 P. Subba Rao, “Essentials of HUMAN RESOURCE AND
MANAGEMENT RELATIONS”, Himalaya Publications, Second edition
and Revised print 2007.
 David A. Decenzo, “PERSONNEL / HUMAN RESOURCE
MANAGEMENT”
 Tina Agrell, “RECRUITMENT TECHNIQUES FOR MODERN
MANAGERS”
 [Link] and [Link], Personnel Management, Himalaya
publications, Bombay, 2007.

JOURNALS:
* Indian journal for Industrial Relations.
* HRD Review.
WEBSITES:
 [Link]
 [Link]
 [Link]

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