SUMMER INTERNSHIP REPORT ON

“RECRUITMENT AND SELECTION PROCESS”

Submitted in partial fulfillment of requirement of

Bachelor of Business Administration

SESSION 2024-25

Submitted to: Submitted by:

Controller of Examination AMIT
Gurugram University,Gurugram Registration No.
221270250066
University Roll No.
221270250066

DRONACHARYA GOVERNMENT COLLEGE

GURUGRAM, HARYANA
 DECLARATION

The project on “RECRUITMENT AND SELECTION PROCESS is completed

under the guidance of my guide and is the original work done by me
and it has never been submitted elsewhere.

Student Name: AMIT

Enrollment Number: 221270250066
 ACKNOWLEDGEMENT

Completion of any project is not complete without thanking the people behind
the project is no exception. Racing against the time and fast approaching
deadlines, the fact that we are able to successfully complete the project just in time
would not have been possible without the help and support of many people. Their
constant guidance and encouragement coupled with my commitment were the
cornerstones for the successful completion of the project. I have great pleasure in
expressing my sincere gratitude and hearty thanks to my beloved Faculty,
the teachers there for consenting to be my guide. She had been a great sou
rce of motivation for me.

AMIT
University Roll No- 221270250066
DGC Gurugram
 INDEX

TOPICS AND CONTENTS Page No.

Table of content
Certificate of completion
Executive Summary
Introduction to topic
Objectives
Literature review
Company Profile
Research Methodology
Analysis & Interpretation
Findings & Inferences
Limitations
Recommendations and Conclusion
Bibliography

4
5
 CERTIFICATE OF COMPLETION

This is to certify that Mr. AMIT (221270250066) BBA 5th semester

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

Signature of guide

6
 EXECUTIVE SUMMARY

Human resource is the most important part of the organisation . The success is also
or failure of an organization is the largely dependent on the calibre of the people
working therein. Without positive and creative contributions from the people,
organization cannot progress and prosper. In order to achieve the goals or the
activities of an organization, therefore, they need to recruit people with requisite skills,
qualification and experience. while doing so, they have to keep the present as well as
the future requirements of the organization in mind.
Recruitment is defined as, “a process to discover the sources of manpower to meet
the requirement of the staffing schedule and to facilities effective selection of an
efficient workforce “.
In order to attract people for the jobs, the organization must communicate the position
in such a way that job seekers respond. To be cost effective, the recruitment process
should attract qualified applicant and provide enough information for unqualified
person to self-select themselves out

7
Chapter -1

INTRODUCTION

8
It is not easy for an organisation to keep the good talent with them always . So
as the job market becomes increasingly competitive and the available skills grow
more diverse, recruiters need to be more selective in their choices, since poor
recruiting decisions can produce long-term negative effects, among them high
training and development costs to minimize the incidence of poor performance and
high turnover which, in turn, impact staff morale, the production of high quality
goods and services and the retention of organizational memory.

HR department plays a crucial role in this process. The backbone

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

Human resource is most valuable assets in the organization. Profitability of the

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

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

What distinguishes a successful company from unsuccessful one is the quality of

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

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

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

Recruitment is a process which provides the organization with a pool of

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

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

‘Right person for the right job’ is the basic principle in recruitment and
selection. Every organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally
important and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable
candidates is essential. Human resource management in an organization will not
be possible if unsuitable persons are selected and employment in a business unit.

10
 SCOPE OF THE STUDY

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

2. Meeting some of the top management associates in the senior cadre was
difficult.

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

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

11
CHAPTER 2

OBJECTIVES

12
To get right person at right place and in right time, the organization should have
the specific and clear policies and recruitment and selection methods which are
essential for the growth of the organization.

• To analyze the actual recruitment process in NFCL.

• To find whether the existing processes of recruitment and selection

are taking place scientifically or not.

• To review the importance and needs of recruitment and selection process.

• State, explain and evaluate various methods of recruitment.

13
 CHAPTER 3

LITERATURE REVIEW

14
1. Best Practice Recruitment and Selection
The State Services Authority (the Authority) undertook a project in 2007 to
evaluate the effectiveness of recruitment selection techniques in the
Victorian Government.

The project aims to:

• Promote the systematic review of current recruitment selection techniques in

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

2. Recruitment and Selection

The literature states about the problems faced by the organizations at the time
of selecting the right candidate for a particular position and the various ways the
organizations can overcome these problems.
15
• Train those recruiting- It is necessary for the organizations to train those
people who are involved in the process of recruitment and selection, so
that they take right decisions. They should be provided with sufficient
training so that they are confident about their decisions.
• Be clear on what you are looking for- If you are going to get the right
person for the job, you need to be clear on the skills, qualifications,
experience, personal attributes and qualities that the right candidate will
have.
• Select The Most Appropriate Source for Securing Applicants- The key
point here is to be sure you are choosing the right place to advertise.
Sometimes a local newspaper will work. At other times, you may need
to go to specialist publication or a recruitment consultant.
• Establish A Clear Framework For Short listing- The framework for short
listing the candidate should be clear to the recruiters and also to the
candidates.
• Consider the Best Option for Selecting Candidates- In some cases you
might just go for a traditional interview and possibly add in a
presentation. Otherwise the organization can adopt any other method
of which they are more confident.
• Remain Open Minded- Often people jump to conclusions about
candidates within minutes. Remember some of the best candidates
might take a few minutes to get warmed up so don't discount people too
quickly.
• Be Professional- When interviewing you are representing your
organization, its values, and beliefs. Today's candidate if they don't get
the job could be a customer or supplier in the future so give the best
impression you can.
• Give Feedback- Candidates takes good time in preparing themselves
for the interviews therefore the recruiters should also take out the time
for giving them feedback whether they are successful or unsuccessful
candidates.

16
3. . Recruitment and Selection – Reasons for its
Importance

The literature states about the importance of the recruitment and selection
procedure and how even a small mistake at the time of selecting the candidate
can harm the organization. Any successful business will have at its core efficient
and caring employees who have complete job satisfaction and a perfect fit for the
jobs they are entrusted with. This is not an easy task to accomplish and full credit
goes to the selection and recruitment processes that the company has in place.
On the contrary, if these processes are not handled efficiently, the wrong sort of
lethargic employee appointments can prove fatal even to a well established
business. It is of utmost importance for an employer to be absolutely clear on
what they expect an employee to be. The skills required for the job should be
enumerated as precisely as possible. Transferable skills which the company
could use also deserve a mention. So the chances of zeroing in on the right
candidate increase greatly if the vacancy advertised is very specific as to the
requirements. If recruitment agency service is opted for by the employer, the
agency or the consultant should get very precise instructions from the employer.
It is necessary that an exact framework for short listing applicants for a vacancy
is formulated in advance. This is the first step of the selection and recruitment
process. This entails that the employers are very clear as to what sort of
qualifications and experience they expect to see on the CV of the potential
employee. The process of selection and recruitment needs to spell out very
clearly the absolute requirements vis-à-vis qualifications and qualities necessary
to fill the vacancy. Based on this one can shortlist the candidate. The next step
is to take a decision on the number of interviews and/or presentation needed to
finally select the employee. If the employers give very concise and accurate
description of what they expect the employees to be, the recruitment consultant
or the agency can choose a candidate very easily. The recruitment consultant or
the agency also needs to have knowledge of the employer’s in-built processes of
selection of the right candidates. Finally, it is in the fitness of things that a
feedback is provided on the interview by the 17
interviewer either to the applicant or
the agency through which he has come. Before proceeding with the interview
which may or may not be followed by a presentation, the interviewer on behalf of
the company should have reached a decision as to what package of
remuneration he is
willing to offer to the right person. This is a very vital but easily overlooked point
in the process of selection and recruitment. The employers would do well to
remember that the potential candidate would most definitely be sizing up the
prospective employer as well during the selection and recruitment process.

Behind every attrition there is recruitment! Whenever an employee leaves an

organization without informing and without giving notice or leaves the
organization in the middle of the project it should be known that he or she is
joining some other organization. Many times the employees of the recruitment
consultants are hired by their own clients and are asked to join at a very short
notice period. They are been told that “relieving letter” is not required and some
even offer incentives for early joining. There must be some guidelines and ethics
for recruitment so that there can be fair recruitment policies. There must be some
ethical guidelines such as
a) Notice period must be served and nobody must be hired without relieving
letter or providing proof of serving the notice period.
b) Corporate should not hire anyone who has spent less than one year in his
current organization. The logic is obvious. Employees six months to begin
their contribution and at least one year is required to recover recruitment
process. More importantly if somebody is hired who has worked less than
a year with the current organization, that individual will ditch in even shorter
period.
c) Corporate should not head hunting from competition. They should
advertise and encourage employees seeking change to voluntarily respond
to this advertisement.
d) Corporate should not bail out the prospective employee commitments such
as employment bond etc. the corporate should realize that employee
signed the bond and if he wants to break it, he should do at his own cost
and the corporate should not reimburse
18or compensate him for violating the
employment contracts says Mr. T. MURALIDHARAN who is the chairman
 of TMI NETWORK one of the India’s leading recruitment consultancies.

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

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

In another study on recruitment and selection in DW PRACTICE LLC which is a

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

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

19
 Chapter - 4
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22
 Chapter-5

RESEARCH METHODOLOGY

23
Introduction
The research was conducted in order to understand the Recruitment and Selection
Process followed at NFCL and the perception of the employees from all the
cadres regarding it. To know how an organization performs in terms of
productivity and this should be directly proportional to quality and quantity of its
human resource. In order to get the right kind of people in right place in the right
time the organization should have the specific and clear personnel, policies and
recruitment methods which are essential for the growth of the organization.
Hence it was necessary to conduct a research on the process.

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

Tools and Methods of Data Collection

The primary method of data collection was the questionnaire method which was
circulated to the sample undertaken and the information was collected with its
help. Also a general discussion with the employees helped to gain information
regarding the study. The secondary source used to collect data was the
company’s policy manual which contains the policy related to the topic.
24
Limitations of the Study: Although attempt was made to gather all relevant
information in connection to the study there were many shortcomings and
difficulties, which could not overcome.
• The research sample was limited to one tenth of the total employees hence
the information gathered could be limited.
• The conclusions are derived from the response of the employees which
are expected to be unbiased.

RECRUITMENT

Recruitment is an important part of an organization’s human resource planning

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

Recruitment and selection are two of the most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right
candidate .Right person at the right job s the basic principle in recruitment
and selection. Every organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally
important and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable
candidates is essential. Human resource management in an organization will not
be possible if unsuitable persons are selected and employment in a business
unit.

Meaning of recruitment
“It is the process of finding and attracting capable applicants for the employment.
The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are
selected”. In this, the available vacancies are given wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool
25
of eligible candidates for scientific selection. Recruitment refers
 to the process of attracting, screening, and selecting qualified people for a job at
an organization or firm.

Recruitment process involves a systematic procedure from sourcing the

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

A general recruitment process is as follows:

1) Identifying the vacancy:

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

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

2) Preparing the job description and person specification.

3) Locating and developing the sources of required number and type of

employees (Advertising etc).

4) Short-listing and identifying the prospective employee with required

characteristics.

5) Arranging the interviews with the selected candidates.

6) Conducting the interview and decision making

26
 1. Identify vacancy
2. Prepare job description
and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview
and decision making

Recruitment is a continuous process because of:

a) Staff departures (e.g. retirements, resignation )
b) Changes in business requirements (e.g. new products,
markets, expended operations)
c) Changes in business location (are relocation often
triggers the need for substantial recruitment)
d) Promotions
e) Transfers

Objectives of the recruitment process

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

• It helps to create a pool of prospective employees for the

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

• To induct the outsiders with new perspectives to lead the company.

• To recruit people whose skill fit the company values?

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

27
• To device methodology for assessing psychological traits.
 • To anticipate and find people for positions that does not exist yet.

Factors affecting Recruitment:

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

However these factors may be divided specifically as:

• Internal factors
• External factors

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

External Factors:
28
• Supply and demand of specific skills in the labor market.
 • Political and legal factors like reservations of jobs for specific sections of
society etc
• The job seekers image perception of the company.
• Information system like employment exchange/ tele recruitment like
internet.
• Labor market conditions.

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

Recruitment policy:
In today’s rapidly changing business environment, a well defined recruitment
policy is necessary for organizations to respond to its human resource
requirements in time. Therefore, it is important to have a clear and concise
recruitment policy in place, which can be executed effectively to recruit the best
talent pool for the selection of the right candidate at the right place quickly.
Creating a suitable recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy helps ensure a sound recruitment
process. 29

Most of the companies are having personnel policies for the organization.
Recruitment policy is a part of the perssonel policy. But before making the
recruitment policy the organization must consider the government policies,
personnel policies of other organization, social responsibility of the organization
etc.

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

2) Notice Boards
This is the convenient and simple method of passing on important messages
to the existing staff. A job advertisement pinned to a notice board will probably
be seen and read by a sufficient number of appropriate employees at little or
no cost. However many of the staff will probably not learn of the vacancy in
this way either because the notice board poorly located or is full of out dated
notices that they don’t bother to look at it, as they assume there is nothing
new to find out. A notice board must be ensured that it is well sited. Wherever
it is been placed it should be certain that it is seen by every one. It means
there must be equal opportunity to see to 30
it and this happens when they know
that just important topical notices are on display. Attention must be paid to the
 design and contents of the notice if it is to catch the eye and make the
employee read on and then want to apply for the job.

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

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

EXTERNAL SOURCES

There are many sources to choose from if you are seeking to recruit from outside
the company.
1. Word of mouth
2. Notices
3. Job centers
4. Private agencies and consultants
5. Education institutions
6. The press
7. Radio 31

8. Television
1) Word of Mouth

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

Displaying notices in and around business premises is a simple and often

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

3) Job Centers

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

4) Private Agencies and Consultants

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

Search consultants, also known as Headhunters, specialize in finding

candidates for senior positions. They normally head hunt people currently at
work in similar posts, possibly at rival companies. Discrete approaches, by
telephone, are made direct to the persons involved. Such a process is time
consuming and requires considerable tact and diplomacy if it is to be
successful. Charges may be in excess of 30% of the annual salary. Before
opting for this source attention must be paid about those agencies who
brashly promise to give a lengthy list of candidates very quickly. It may sound
impressive but suggests that they are simply pulling names from a register
perhaps of dubious quality and are not actively searching for and screening
applicants properly. A good shortlist will take time to compile. It must be
ensured that the agency with which the organizations contracting must follow
a good refund system in case the new recruit resigns or needs to be dismissed
shortly after joining. Also a free replacement warranty up to six months must
be provided by the recruiting agency. When employing an agency or
consultant, make sure that they know exactly what they are expected to do. A
33
clear job description and employee specification, must be provided so that
 they could screen by referring to the employee specification and so on. Full
up to date information about the job and person required. Supply all details
and all instructions in writing to avoid subsequent misunderstandings and
disagreements.

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

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

6) The Press

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

National newspapers, with their mass circulations and differing attitudes to

news coverage appealing to various tastes, could be better when looking out
to fill the senior position.

Trade Magazines often under estimated as useful source of recruitment might

34
be worth considering if looking out to recruit someone for a specialized job
 which possibly requires previous experience of the particular industry.
Naturally there are some drawbacks to newspaper advertising. It is expensive
in relation to other, often equally good source such as job and careers centers,
which advertise free. Other drawbacks of newspaper advertising include a
high level of wastage (the vast majority of readers will not be job hunting) and
a short life span. The daily or evening newspaper is invariably discarded at
the end of the day. A short series of advertisement incurring extra expenses
may sometimes be required and multiplying one advert by three or four starts
to make this source prohibitively costly. Trade magazines could be a better
way of recruiting staff depending upon the circumstances. Most will include
employment advertisements within a classified section which will be read by
a small but select and interested number of people. There some
disadvantages, however the financial outlay is still considerable. If the
magazine is published bi-monthly or quarterly, may have to wait sometime
before the advertisement is seen. It may be intended to fill the vacancy as
soon as possible.

7) Radio

Many radio stations broadcast special job finders advertisements throughout

the day for companies looking for new recruits. Advertising through the radio
has got many advantages as it will be transmitted to over a wide geographical
area to potentially large audience. Variety of age groups listens thus making
it a suitable medium for different types and levels of jobs. Advertisements can
be broadcast very quickly sometimes within hours. Nevertheless there are
some disadvantages that must be considered carefully. As few have tune in
to hear advertisements and their thoughts invariably wander when they are
on, or they may start station hopping to find more music. The radio is also
transient medium. An advertisement lasts for perhaps 30 seconds, which is a
very short period in which to put across all the important points, and is then
finished. It is usually difficult to remember (What was the company’s name?
what was its phone number?) most listeners will not have a pen and pad
handy to make notes. 35
 8) Television

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

The selection procedure is concerned with securing relevant information about

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

The hiring procedure is not a single act but it is essentially a series of methods by
which additional information is secured about the applicant. At each stage facts,
which came to light, make the acceptance or rejections of the candidate clear.
Some selection processes are quite easy and some with many hurdles this
increases with the level and responsibility of the positions to be filled.

Essentials of Selection Procedure

The selection process can be successful if the following requirements are satisfied:
1. Someone should have the authority to select. This authority comes from
the employment requisition as developed by an analysis of the work-load
and work force.
2. There must be some standard of personnel with which a prospective
employee may be compared i.e., a comprehensive job description and
job specification should be available beforehand.
3. There must be sufficient number of applicants from whom the required
number of employees may be selected.
36
 PROCESS OF SELECTION

Selection

Preliminary screening interview

Completion of application or form if not done

previously

Employment
tests

Comprehensive interview

Back ground investigation

Final employment decision

Preliminary Interview or Screening

The initial screening is usually conducted by a special interviewer a high caliber

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

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

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

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

What is the purpose of short-listing?

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

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

manageable size. As stated, the primary objective of the short-listing process is
to reduce the number of qualifying applicants to a manageable size for purposes
of selecting the most suitable candidate. A further
objective with short-listing is to rank candidates, and to determine a cut-off point
below which candidates will not be interviewed. The criteria utilized for short-
listing purposes should therefore be in sufficient detail to allow for this and should
be applied consistently. 38
Application Form

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

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

Psychological Testing

Test is defined as a systematic procedure for sampling

human behavior Tests are used in business for three primary

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

Classification of Tests on the Basis Of Human Behavior

A. Aptitude or potential ability test

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

B. Achievement test

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

C. Personality tests

These tests aim at measuring those basic make up or characteristics of an

individual which are non-intellectual in their nature. In other words they
probe deeply to discover clues to an individual’s value system, his
emotional reactions and maturity and motivation interest his ability to
adjust himself to the illness of the everyday life and his capacity for
interpersonal relations and self image.
a) Objective tests – it measures neurotic tendencies self-sufficiency
dominance submission and self-confidence. These are scored objectively.
They are paper and pencil tests or personality inventors.
b) Projective tests – it is a test in which a candidate is asked to project his
40
own interpretation into certain standard stimulus situation. The way in
which he/she responds to these stimuli depends on his own values,
 motives and personality.
c) Situation tests – these tests measures an applicant’s reaction when he is
placed in a peculiar situation his ability to undergo stress and his
demonstration of ingenuinity under pressure. Such tests usually relate to
leaderless group situations, in which some problem is posed to a group and
its members are asked to reach some conclusion without the help of a
leader.
d) Interest tests – these tests aim at finding out the types of work in which a
candidate is interested. They are inventories of the likes and dislikes of the
people of some occupation hobbies and recreational activities. They are
useful in vocational guidance and are assessed in the form of answers to
a well prepared questionnaire.

Interviews

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

The recruitment process ƒor most organizations ƒollows a common theme:

Applications/CVs are received, either online or by post; and candidates are short-
listed and invited for interview. The interview format can vary considerably and
may include an assessment centre and/or tests. The number of interviews also
varies. Some companies are satisfied after one interview, whereas others will
want to recall a further shortlist of candidates for more. If successful at the final
interview stage, an official job offer is sent to the candidate. Interview format is
determined by the nature of the organization, but there are various standard
formats.
Chronological Interviews -These work chronologically through the candidate’s
life to date and are usually based on the CV or a completed application form.
41
Competency-Based Interviews -These are structured to reflect the
competencies that an employer is seeking for a particular job (often detailed in
the recruitment information). This is the most common type of interview for
graduate positions today.

Technical Interviews - If a candidate has applied for a job or course that requires
technical knowledge (e.g. positions in engineering or IT) it is likely, at some stage
in the selection process, that the candidate will be asked technical questions or
have a separate technical interview to test his/her knowledge. Questions may
focus on the final year project and his/her choice of approach to it or on
real/hypothetical technical problems. It seen that the candidate proves
himself/herself but also they admit to what they don’t know.

Kinds of Interviews:
1. One to one interview: in this type of interview one selector interviews one
candidate alone.
2. Informal interview: in this type there are discussions between the
candidate and two or more interviewers.
3. Panel of interviews: in these pre planned standard questions ranging
overall aspects of the job are asked. They focus directly on elements of
person specification.
4. Direct planned interview: this interview is straight forward, face to face,
question and answer situation intended to measure the candidate’s
knowledge and background.
5. Indirect and direct interview: in this type of interview the interviewer
refrains from asking direct and specific questions but creates an
atmosphere in which the interviewee feels free to talk and go into any
subject he considers important. The object of the interview is to determine
what individual himself considers of immediate concern, what he thinks
about these problems, and how he conceives of his job and his
organization.
6. Patterned interview: in this interview a series of questions which
illuminates validated against the record of employees who have succeeded
or failed on the job.
42 interviewer deliberately creates
7. Stress interview: in this interview the
stress to see how an applicant operates in stress situation. To induce
 stress, the interviewer responds to the
applicant’s answers with anger, silence and criticism. This interview aims
attesting the candidate’s job behavior and level of withstanding during the
period of stress and strain.
8. Depth interview: in this type of interview, the candidate would be
examined extensively in core areas of knowledge and skills of the job.

Background Checks and Enquiries

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

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

Final Selection Decision

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

43
 CHAPTER 6

ANALYSIS AND INTERPRETATION

44
 DATA ANALYSIS

Observation made during the study and analysis of the

company policy

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

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

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

4%
4% 19%
14%
Strongly Agree
Agree
no opinion
disagree
59%
strongly disagree

Response Pattern Remark Percentag

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

Interpretation:

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

Observation:

46 is followed by the company is

The process of recruitment & selection which
helpful to meet the company’s manpower requirement.
 2. Recruitment & Selection Policy of company is clearly stated.

4% 2%

10% 25%
Str gly gree
gree
pi i

59% disagree
str gly disagree

Response Pattern Remark Percentag

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

Interpretation:

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

Observation:

So the recruitment & selection policy of company is clearly stated but it requires
little bit change. But the company policy should be updated time to time.
47
 3. Internal source is better for company

4% 2%

22% 35% Strongly Agree

Agree
no opinion
disagree
37%
strongly disagree

Response Pattern Remark Percentage

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

Interpretation:

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

Observation:

After analysis it is better to get the manpower by internal source as they are aware
48
about that candidate skill and behavior but sometimes company will not get right
candidate.
 4. External source is better for company.

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

Response Pattern Remark Percentag

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

Interpretation:

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

Observation:

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

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

12% 10%
10% Strongly Agree
Agree

43% 25% no opinion

disagree
strongly disagree

Response Pattern Remark Percentage

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

Interpretation:

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

Observation:

This shows that HR department fulfills all the requirements of human resource in
the organization as soon as required. But as some are disagree with this
statement means the recruitment process needs change.

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

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

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

Interpretation:

It is very important for any organization to recruit skilled manpower, to achieve its
business target. The question was raised to know the opinion that right job is
performed by right person. So 60 % are agree and near about 20% are disagree.

Observation:

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

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

2%

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

Response Pattern Remar Percentag

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

Interpretation:

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

Observation:

This interpret ate that company’s recruitment process is helpful in getting right
candidate for right job but as per of the some respondent dissatisfaction the
recruitment should be more filter.

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

2%
7%
9%
33%
Strongly Agree
Agree
no opinion
disagree
49%
strongly disagree

Response Pattern Remark percentag

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

Interpretation:

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

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

14% 20%

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

Response pattern Remark percentage

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

Interpretation:

60% of respondent are in favor of the statement that they are satisfied with the
employee’s referral, this helps in getting known candidates as company knows
the skill and behavior of the recruitee. But near about 35% are disagree with the
statement so, recruitment process need good external sources for recruitment
process.

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

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

40% strongly disagree

Response pattern Remark percentage

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

Interpretation:

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

55
 CHAPTER -7

LEARNINGS AND INFERENCES

56
LEARNINGS AND INTERPRETATION

After a thorough study and discussion on the companies recruitment

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

The questionnaire contains 10 questions related to recruitment &

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

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

These are the findings:

1. The process of recruitment & selection which is followed by

the company is helpful to meet the company’s manpower

requirement to some extent.

2. The recruitment & selection policy of company is clearly stated

but no updation according to the company’s objective.

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

higher position and for lower posts company prefers job

portals and outsourcing.

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

respondent are disagree so selection process needs

57 of recruitee.
improvement and proper verification
5. Candidates are not timely informed for their selection and also
for their rejection.

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

urgent posts.

7. Some respondent are satisfied with the external source of

recruitment ,It is observed that most of the candidates are

recruited through “Reference” or other internal source and
about 50% have no opinion the external sources like job portals,
consultancies.
8. After analysis it is better to get the manpower by internal source

as they are aware about that candidate skill and behavior but
sometimes company will not get right candidate.

58
CHAPTER -8

LIMITATIONS

59
 LIMITATION OF THE STUDY

This study also include some limitation which have been

discussed as follows:
1. The employees and candidate proves a limitation because
of difficulty in generalization
2. To collect the data from various companies been quite
difficult due to non-cooperation of some companies. This
proved to be major limitation of the study
3. To access such a large number of employee were difficult
because of non-cooperation attitude of respondents
4. There was limitations in this research study. The
maximum efforts were made to overcome these limitation
in the study

60
 CHAPTER -9

RECOMMENDATION AND CONCLUSION

61
CONCLUSION
Recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization.
And selection is selecting the right candidate at the right time in the right
person.
Employees of Adamant are satisfied with the current/existing
recruitment and selection process. Adamant is recruiting their
employees mainly through consultancies are the mediator between the
organisation and the candidates as it serves the requirements of
employees as well as the organization. Adamant recruits their
employees in a decentralised way
Also Adamant has to consider internet sources for recruitment of
employees so that it could motivate the employees. Employees are also
well aware about the various sources and methods of recruitment and
selection. Adamant has to implement innovative techniques in
selection process like group discussion, stress interview, etc

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

1. The organization should not majorly Clear job description is

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

disappointment after joining.

2. The candidate should be informed in time whether they have

been selected or not. There should not be any delay in

informing the candidate.

3. There should be reliability on external sources.

4. Recruitment feedback should be taken by the candidates to

improve the recruitment process.

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

checking their educational qualifications and job experience in a

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

recruitment process.

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

details of the candidate for recruitment purpose. It should also

consider other sources which could provide them better options.

63
7. Follow up to be done to the newly engaged employees to
 ensure that they have settled in and to check on how well they

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

at an early stage rather than allowing them to fester.

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

9. Organization should use social networking sites for creating pool

of good candidates.

64
 Bibliography

Name of the Book Author

Personnel/Human Resource David A. DeCenzo

Management (Third
Edition)

Personnel/Human Resourc Stephen P. Robbins

e
Management (Third
Edition)

Personnel and Human P. Subba Rao

Resource Management

Organizational Behavior Dr.Varma & Agarwal

Research Methodology C.R. Kothari

WEB SITE:
❖ www.management.org
❖ www.citrhr.com

65