Recruitment & Selection

RECRUITMENT & SELECTION PROCESS
BUSINESS PROFILE
Lanco industries Ltd (LIL) was incorporated in the year 1991. The company’s
product consists of pig iron and slag cement. LIL started commercial production at the pig
iron pant in Tirupathi in 1994. Capacity utilization is 95.4% of rated capacity for 1996-97.
The company’s captive power pant was commissioned in Feb 1995. It also has a downstream
70000 TPA slag cement plant, 50% f input coming from the pig iron plant. LIL pants are
located near Tirupathi in Andhra Pradesh with a capacity of 900000 tones each of pig iron
and ductile iron and ductile iron spun pipes, respectively.
The 50% of LIL’s pig iron production is used as raw material y LKCL, remaining
supplied t the cast iron unit of Electro steel castings located at Elavur in Tamil Nadu. The
present capacity however is not sufficient to meet the demand of both the units.
Recent Developments
Lanco Industries Ltd has appointed Sri Gowri Shankar Tekriwal as the new managing
Director in place of Shri L madhusudhan Rao. Electro steel castings Ltd, is to put in funds
worth Rs 22 crore into the equity f Lanco Industries Ltd (LIL), the Tirupathi-based ailing
pig-iron manufacturer. This would make the Electro steel-Lanco combine to emerge as the
largest player in the cast iron and ductile iron spun pipes market with captive pig iron plant
and revive promoters would get reduced t 15.12 percent on the expanded equity base of Rs
51.91 crore from the current level of 37.87 per cent on the paid-up equity base of Rs 29.91
crore. The Electro steel group, which currently holds 3.34 percent in LIL, would end with a
majority holding of 51 percent. On the expand equity base, the holdings financial institutions
and banks would get reduced to 14.98 percent from 25.99 percent and of others to 18.9
percent from 32.8 percent.
Future Plans
These two companies want to increase their capacities as per plans for domestic and
export markets supply.
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INDUSTRY PROFILE
One cannot simply think f economic development without the growth of the cement
Industry. Cement one of the basic element for setting up storage and heath infrastructure
plays a crucial role in economic development of a country.
Having more then a hundred and fifty years of history it had been used extensively
construction may e considered as one of the yard sticks in scaling economy It is core sector
industry and a rise in the price of cement is bound t have inflationary effects on other
industries with in the economy.
India is the second largest cement producing country after china. The industry is
characterized by a high degree of fragmentation that has creator intense competitive pressure
on price realizations. Spread across length and breath of the country there are 120 large
plants belonging to 56 companies of around 135 Million Tones (MT) as March 2002.
The industry was totally decontrolled in March 1989 and deli censed in July 1991
leading to a rapid increase in installed capacity from 61.55 Million Tones per annum in 1989-
90 to 105.25 Million Tones per annum in 1996-97. Today cement ranks among the to five
industries in terms of their contribution to the union excise duty.
Cement manufacturing involves hating a mixture of limestone and clay Partial fusion
occurs and umps called clinker are formed. The clinker is mixed with little amount of
gypsum to give ordinary Portland cement (OPC), mixing this with blast furnace slag or husk
yields. Portland slag cement (PSC) and Portland pozzolonna cement (PPC). The producing
capacities of are PPC and PFS are 70 18 and 11 percent respectively The manufacturing
process has also changed from the inefficient wet process to the more efficient dry process
87% to the total capacity is of dry process and 13% is not.
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Cement consumption growth is highly correlated to the GDP growth and serves and a
leading indicator. More industrial activities and greater purchasing power means more asset
formation and thus more consumption of cement.
INDUSTRY STRUCTURE
The total world production of cement if to be around 1400MT. Asia is the largest
consumer followed by Europe & the America. India’s installed capacity and production for
1996-97 was 105.25 Million Tones per annum & 76.22 including mini and white sector.
With 3.8 MT more already becoming operational this year and another 3 MT to be added,
there will be 57 large cement companies with 114 plants and an installed capacity of 109
Million Tones per annum.
Before 1991 the Government uses to the biggest consumer of cement accounting for
almost 4%-45%. Since then its share has been coming down and now stands at about 30%.
About 37% is estimated taken up by the retail segment.
The cement sector is relatively from international trade. Being a very bulky item,
International Trade is very limited and only between neighboring states. Although India has
been consistently exporting cement in the volume of exports took a beating after the southern
Asian crises. From a peak of 2.68MT 1998-99 cement exports from India have slid down to
2.06MT in 1998-99.
With the expected huge demand in the Asian countries the future India being a
convenient country for the export oriented and with the cheaper labour there are many
cement companies entering India.
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Cement is preferred as building material in India. It is used extensively in house hold

and industrial construction. Earlier government sector used to consume 50% of the cement
sold in India, but in the last decade it share has come down to 35% rural areas consume less
23%f the total cement. Availability of cheaper building material for the nonpermanent
structure affects the rural demand.
The budget gave substantial incentives to private sector construction companies
ongoing liberalization will lead to an increase in industrial activities and infrastructure
development so it is hoped that Indian cement industry shall boom again in near future. The
National highway Act to allow private toll collection and identified projects, bridge
expressways for private construction.
MARKETING
Cement being a commodity item has w margins and its bulky nature ensures that the
supply is determined by the economical transportation distance, this led to the formation of
regional markets, Western, Northern, Southern and eastern. And the concentration f
limestone deposits in a few states has a led t the concentration of limestone the formation of
cement pant clusters at seven locations. Having surpassed the period of shortage and
achieving high growth in capacity, implying springing up many plants, the industry is getting
competitive. Hence the necessary and need for coordination marketing efforts.
The surplus cement that emerged towards end of the 1980’s necessitated the Indian
cement industry to develop marketing strategies and look for new areas of cement usage. On
such are identified was the coast of concrete roads.
Since 1988 the cement manufacturers association has propagated the idea of concrete
roads through a series of seminars, workshops and deliberations at decision-making eves at
both state and central governments discussion with metropolitan authorities and other
involved in road building activities. As a result the Delhi- Matura road is under construction.
The city of Bombay has already competed construction of one-third f its 350km arterial roads
with concrete. More concrete roads and likely to be built in India both in the private and
government sectors including toll roads and express highways. The government has recently
asked for private participation including foreign investment for the construction of toll roads,
some which are likely to be concrete.
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The incentives offered to private builders include a guarantee f minimum reasonable

rate of return on their investments, increase debt equity ratio up to 100% foreign equity
participation development of service and rest areas along the road. Expressways between
Bombay, - Nasik, Bombay – Pune, Bangalore – Mysore and
Bombay- vododara are some of the roads identified.
LANCO INDUSTRIES LIMITED is one of the beat mini- blast furnace pig iron
manufacturing units in our country and it is the 5th plant under TATA-KRE technology. The
company was incorporated on November 1st 1991 under the company’s act -1956, in the
name of LANCO FERROLTD. The company started construction work in august 1993. The
entire construction work was competed in a record time of 12 months. This was achieved
best efforts of the contractors. With this achievement, the company started commercial
productions from September 1994 onwards. The name LANC FERRRO LIMITED was
changed to LANCO INDUSTRIES LIMITED on July 6th 1994.
LANCO INDUSTRIES LIMITED is located in between Tirupathi and srikalahasti.

The reasons for localization of Lanco industries at Rachagunneri village, srikalahasti Mandal
of chitoor district, Andhra Pradesh is as follows
1. Cheap availability of required land.
2. There is more water resource.
3. The distance between the harbor and present work spot is less.
4. Proximity to the raw material
5. Proximity to the marketing.
6. To have financial subsidy.
7. Nearer to the railway sidings.
8. Well connected to the road, rail and port.
9. Availability of labour at cheaper rate.
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COMPANY PROFILE
ESTABLISHMENT
Lanco group is a fast growing and leading Indian Industrial group, which has blazed a
trial of success in civil Engineering, pig iron, cement, surface transport, shipping services and
other areas of industrial activity. S.v.contractors seaways shipping services limited.
Kalahasthi castings limited and Lanco steels limited. Are all frontline companies in their
respective field of activity
M/s Lanco Ferro Limited, producing pig iron, was established in the year 1993 on
June 9th at Rachagunneri (vill), Srikalahasti (mandal), chitoor (district), AP. It was renamed
as M/s Lanco Industries Limited. N the 1st September 1994, when the Management started
the production of cement. The cement unit with state of the art vertical shaft kin well
qualified personnel producing Portland slag cement. The annual capacity of the cement plant
is 90.000 tones.
Lanco Industries limited is presently at internal assessment stage of ISO 9002
certification for its manufacturing process.
LOCATION OF THE PLANT
Lanco Industries limited is located in between Tirupati and srikalahasti with 30km
and 10km distance respectively.
Location of the pant at this place i.e., at Rachagunneri village of chitoor district, A.P.
having the following advances
• Cheap availability of required land
• There is more water resource.
• The distance between the harbor and present work spot is less.
• Proximity to the raw materials.
• Proximity to the marketing.
• To have financial subsidy.
• Nearer to the railway sidings.
• Well connected to the road rail and port.
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• Availability of labour at cheaper rate.
CURRENT OPERATIONS
Presently company is manufacturing 53 grades, ordinary Portland, Portland cement
(OPC) with brand “LANCO”. The different varieties of cement that are being manufactured
at the factory are
• Ordinary Portland cement (OPC)

• Portland slag cement (PSC)
• Rtand pozzolonna cement (PPC)
At present company is manufacturing Lanco cement 53 grade.
At present abut 8000 tones of various grades of cement is having daily manufactured at the
factory.
SAILENT FEAUTURES OF LANCO CEMENT
• High strength & high quality and great durability.

• A very perceptible saving in cost (20%-25%) due to low setting time.
• Superior quality of the cement resulting in a better overall finish.
• Stronger bonding with aggregates.
• Full strength had given to any construction (pig iron)
A Lanco industry is importing coke from china. Japan and Australia because there
is scarcity of prime cooking coal, which is the raw material for producing coke.
The coke, which is imported, comes to Chennai port, which is approximately
100km away from the site. And from there it is brought to the site. And also fluxes, which
are required to produce pig iron like Limestone, Dolomic, Quartzite and Manganese, are
available in near by districts.
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PLANTS UNDER THE GROUP
The general administration of the company is carried out by the managing Director,
and General Managers of finance, commercial, Operational, materials, purchase, Human
Resource and Administration.
The chairman and managing Directors are holding overall control on administration
in the aspects, with the help of vice-president and other General Managers. The board
consists of five members as Directors, vice-chairman, a managing Directors and a company
secretary.
The name LANCO has been derived from the promoter of the Group Sri.
Lagadapathi Amarappa Naidu. The Lanco group is a diversified multi faced conglomerate
with the business interests in Pig-iron, cement, power, graded castings, spun pipes,
information Technology and infrastructure development.
The Lanco group is promoted by young Technology with exceptional entrepreneur

skills with a mission and great vision and the top agenda to put the group on the Global
corporate may be during the next 10 years.
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LANCO INDUSTRIES LIMITED
Established in the year 1993. An ISO 9002 company, it had set up a state of the art,
integrated facility for pig-iron through mini- blast furnace route conforming to the latest
international technology with initial capacity of 100000 TPA. Its quality products of S g-
Grade pig-iron are being supplied to foundries in the south. As a forward integration, it has
utilized the slag produced in the pig-iron manufacturing process to install the cement plant
with a capacity of 90000 TPA. The uninterrupted power requirement for the energy intensive
plant is being met through a 2.5 MW co-generation power plant. Due to serve competition
and survival, company has increased the production capacity from 90000 TPA to 150000
TPA from 2003.
LOCATION
A Lanco Industry Limited is a rural based factory sprawling over many areas of
land with deep resources and congenial soil. It is located in Rachagunneri village near
tirupathi. Nearly 50% of the consumption of electrical power is supplied by APSEB,
government of Andhra Pradesh and other 50% of power is maintained by the company
owned DG sets and power plants. Since it is rural area labour potential is available and also
company is enjoying the subsides from state government. The Lanco group is a diversified
multifaced onglo merale, with business interests in pig-iron, cement, power graded castings,
spun pipes, real estate development, information technology a past from infrastructure us
development promoted by entrepreneurial skills and the agenda to put the group on the global
corporate map during the next 10 years.
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LANCO KALAHASTI CASTINGS (merged with Lanco Industries

limited)
Established in 1997 and strategically located in close proximity to the mini blast
furnace of the pig-iron plant, it has a clear economic mileage over other castings sites. The
molten from the blast furnace is directly used as a basic raw material to produce graded
castings, cast iron pipes and ductile iron-pipes with a capacity of 60000 TPA, which will be
gradually expanded to meet through 10 MW captive power plants. To emerge to meet the
necessities and the self-sufficiency, it was decided to enhance the production capacity from
60000 TPA from 2003.
INTRODUCTION OF HR POLICY:
The Lanco group is a diversified multi faced conglomerate with the business
interests in pig-iron, cement, spun pipes, coke oven and 12MW power plant. Plant located
Rachagunneri village near sriklalahasthi.
PIG-IRON DIVISION:
“Blossoming of a fiery bud!” exclaimed Dr. Shankar Dayal sharma, the then
president of India while inaugurating the pig-iron plant of Lanco industries limited in
September 1994.And the bud has indeed blossomed!
Commissioned in a record time of 11 months, Lanco industries limited and 90000
tones per annum pig-iron plant surpassed its rated capacity just after two years of
commissioning. Later it transformed the slag-a waste by-product, into productive slag cement
with setting-up of cement plant. The pig-iron plant capacity was upgraded to 150000 tones
per annum in the year 2003.
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CEMENT DIVISION
Established in the year of 1996 the basic raw material is slag, produced in the pig-
iron manufacturing process to install the cement plant with a capacity of 90000 TPA. Lanco
cement is the result of a unique blend of slag and clinker with the following destructive
characteristics.
SPUN PIPE DIVISION
Established in 1997 and strategically located in close proximity to the mini blast
furnace of the pig-iron plant, it has a clear economic mileage over other castings sites. The
molten metal from the blast furnace is directly used as basic raw material to produce graded
castings, cast iron pipes and ductile iron pipes with a capacity of 90000 TPA. pre- analyzed
liquid metal from blast furnace is taken in to induction furnace. The metal is superheated to a
temperature of about 1520 c and adjusted for chemical composition by addition of addition of
steel scrap and ferro silicon.
COKE OVEN PLANT
Established in 2005.the basic raw materials for the mini blast furnace, the coke oven
plant capacity of 90000 TPM. Lanco industries limited is engaged in engaged in
manufacturing of the ductile iron pipes manufacturing through a spinning process from 1999,
with a capacity of 100000 tones/ year. To meet the pipes plant requirement of hot metal
Lanco operates a mini blast furnace with a capacity of 165000 tones/ year. The plant was
commissioned in many 2005 and is producing to the rated capacity of 125000 tones/ year.
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POWER PLANT
Lanco industries limited has installed a 12MW captive power plant whose input
would be hot waste gases from non-recovery type coke oven as source of energy to generate
electricity of 79.2 MU annually. Steam produced in the above process will be utilized to run
on T.G set for generating power.
IDENTITY CARD
All the employees are issued with an identity card, which has a photograph, name &
employee no. duly signed both by the employee and the competent authority.
Every employee has a display the identity card while he/she in on duty. Their
admission into the premises can be denied by the security, if they are found not wearing the
identity card.
UNIFORM, SHOES & PROTECTIVE EQUIPMENT:
All the employees who are on the regular rolls of the company are issued two pairs
of uniform and one pair of shoes. All the employees are expected to come to their duties in
uniform.
The employees working in the plant operations are provided with helmets and
safety shoes. Depending on the nature of work, it is obligatory on the part of employee to
draw the required safety appliances like gloves, goggles, respirators, and earplugs etc. from
the stores through safety department and use them. Failure to do so shall attract appropriate
action.
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WORKING DAYS & TIMINGS:
Since ours is a continuous process industry the factory shall run continuously for 24
hrs on all the days through out the years. Therefore, three shifts are run with duration of 8 hrs
and the weekly holiday shall be on staggered manner. Sunday is a normal weekly holiday for
non-technical personnel. The other employees are specifically informed about their weekly
off days.
TIMINGS
The shifts and general shift timings are as stated below:
S.NO SHIFT TIMINGS

01 A 6.00 TO 14.00
02 B 14.00TO 22.00
03 C 22.00 TO 06.00
04 GENERAL -1 8.00 TO 16.30
05 GENERAL -2 9.00 TO 17.30
ATTENCENCE & PUNCTUALITY:

All the employees are expected to come for duty regularly and well in time to
maintain the punctuality.
The employee at the time of entry and exit has to punch the card or sign in the
register that is kept at the office.
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ABSENTEEISM:
All the employees are expected to be punctual and regular for the duty. The leave
rules give enough provision to avail them on a planned manner and also for exigencies. In
case if the employee does not report for work and absents him/her without permission of
intimation, then the management shall initiate appropriate disciplinary action against the
employee. This will ultimately, affect his performance and in the evaluation systems.
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2. REVIEW OF LITERATURE
RECRUITMENT PROCESS:
The recruitment and selection is the major function of the human resource
department and recruitment process is the first step towards creating the competitive strength
and the strategic advances for the organizations. Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the interviews and
requires many resources many resource and time. A general recruitment process is as
follows:
IDENTIFYING THE VACANCY:
The recruitment process begins 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
• Preparing the job description and person specification.
• Locating and developing the resources of required number and type of employees.
• Short-listing and identifying the prospective employee with required characteristics.
• Arranging the interviews with the selected candidates.
• Conducting the interview and decision making.
The recruitment process is immediately followed by the selection process i.e. the
final interviews and the decision making, conveying the decision and the appointment
formalities.
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MEANING OF RECRUITMENT:
According to Edwin B. Flippo, “Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the organization”.
Recruitment is the activity that links the employers and the job seekers. A few definitions of
recruitment are:
A process of findings and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of a applications from which new employees are selected.
It is the process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilities effective selection of an efficient working force which helps create a
pool of prospective employees for the organization so that the management can select the
right candidate the selection process.
Recruitment of candidates is the function preceding the selection, recruitment is a
continuous process whereby the firm attempts to develop a pool of qualified applicants for
the future human resources needs even through specific vacancies do not exit. Usually, the
recruitment process starts when a manger initiates an employee requisition for a specific
vacancy or an anticipated vacancy.
RECRUITMENT NEEDS ARE OF THREE TYPES:

PLANNED
The needs arising from changes in organization and retirement policy.
ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
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UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs. Attract and
encourage more and more candidates to apply in the organization. Create a talent pool of
candidates to enable the selection of best candidates for the organization. Determine present
and future requirement of the organization in conjunction with its personnel planning and job
analysis activities. Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants. Help reduce the probability that job
applicants once recruited and selection will leave the organization only after a short period of
time. Meet the organization legal and social obligations regarding the composition of its
workforce. Begin identifying and preparing potential job applicants who will be appropriate
candidates. Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants.
PURPOSE & IMPORTANCE OF RECRUITMENT

SOURCES OF RECRUITMENT
INTERNAL EXTERNAL
• Transfers • Press advertisements

• Promotions • Educational institutes
• Up grading • Placements agencies/
• Demotion outsourcing
• Retired employees • Employment
• Retrenched employees exchanges
• Dependents and relatives • Labour contractors
of deceased employees. • Recruitment at factory
gate
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INTERNAL SOURCES
TRANSFERS: The employees are transferred from one department to another according to
their efficiency and experience
 PROMOTIONS: The employees are promoted from one department to another with
more benefits and greater responsibility based on efficiency and experience.
 Others are upgrading and demotion of present employees according to their
performance.
 Retired and retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such people
save time and costs of the organizational culture and the policies and procedures.
 The depends and relatives of deceased employees and disabled employees are also
done by many companies so that the members of the family do not become dependent
on the mercy of others.
EXTERNAL SOURCES
1. PRESS ADVERTISMENTS:
Advertisements of the vacancy in newspapers and journals are a widely used
source of recruitment. The main advantage of this method is that it has a wide reach.
2. EDUCATIONAL INSTITUTES:
Various management institutes, engineering colleges, medical colleges etc. are
a good source of recruiting well qualified executives, engineers, medical staff etc. They
provide facilities for campus interviews and placements. This source is known as Campus
Recruitment.
3. PLACEMENT AGENCIES:
Several private consultancy firms perform recruitment functions on behalf of
client companies by charging a fee. These agencies are particularly suitable for recruitment
of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)
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4. EMPLOYMENT EXCHANGES:
Government establishes public employment exchanges throughout the
country. These exchanges provide job information to job seekers and help employers in
identifying suitable candidates.
5. LABOUR CONTRACTORS:
Manual workers can be recruited through contractors who maintain close
contracts with the sources of such workers. This source is used to recruit labour for
construction jobs.
6. PRESS ADVERTISMENTS:
Advertisements of the vacancy in newspapers and journals are a widely used
source of recruitment. The main advantage of this method is this method is that it has a wide
reach.
7. EDUCATIONAL INSTITUTES:
Various management institutes, engineering colleges, medical colleges etc.
Are good sources of recruiting well qualified executives, engineers, medical staff etc. They
provide facilities for campus interviews and placements. This source is known as Campus
Recruitment.
8. PLACEMENT GENCIES:
Several private consultancy firms perform recruitment functions on behalf of
client companies by charging a fee. These agencies are particularly suitable for recruitment
of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)
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9. EMPLOYMENT EXCHANGES:
Government establishes public employment exchanges throughout the
country. These exchanges provide job information to job seekers and help employers in
identifying suitable candidates.
10. LABOUR CONTRACTORS:

Manual workers can be recruited through contractors who maintain close
contacts with the sources of such workers. This source is used to recruit labour for
construction jobs.
11. UNSOLICITED APPLICANTS:

Many job seekers visit the office of well-known companies on their own.
Such callers are considered nuisance to the daily work routine of the enterprise. But can help
in creating the talent pool for the database of the probable candidates for the organization.
12. EMPLOYEE REFERRALS/ RECOMMENDATIONS:

Many organizations have structured system where the current employees of
the organization can refer their friends and relatives for some position in their organization.
Also, the office bearers of trade unions are often aware of the suitability of candidates.
Management can inquire these leaders for suitable jobs. In some organizations these are
formal agreements to give priority in recruitment to the candidates recommended by the trade
union.
13. RECRUITMENT AT FACTORY GATE:

Unskilled workers may be recruited at the factory gate these may be employed
whenever a permanent worker is absent. More efficient among these may be recruited to fill
permanent vacancies.
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FACTORS AFFECTING RECRUITMENT
The recruitment function of the organizations is affected and governed by a mix of

various internal and external forces. The internal forces or factors are the factors which
cannot be controlled by the organization. And the external factors are those factors affecting
recruitment function of an organization are:
FACTORS AFFECTING RECRUITMENT
EXTERNAL FACTORS
INTERNAL FACTORS
Supply and demand
Labour Market Recruitment policy
Image/Goodwill Human resource planning
Political-social-legal Size of the firm
Environment Cost of recruitment
Unemployment rate Growth and expansion
Competitors
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The internal forces i.e. the factors which can be controlled by the
organization are:
INTERNAL FACTORS:
1. RECRUITMENT POLICY:
The recruitment policy of an organization specifies the objectives of
recruitment and provides a framework for implementation of recruitment programme. It may
involve organizational system to be developed for implementing recruitment programmes
and procedures by filling up vacancies with best qualified people.
FACTORS AFFECTING RECRUITMENT POLICY

• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.
2. HUMAN RESORCE PLANNING

Effective human resource planning helps in determining the gaps present in
the existing manpower of the organization. It also helps in determining the number of
employees to be recruited and what qualification they must possess.
3. SIZE OF THE FIRM:

The size of the firm is an important factor in recruitment process. If the
organization is planning to increase its operations and expand its business, it will think of
hiring more personnel, which will handle its operations.
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4. COST
Recruitment incur cost to the employer, therefore, organizations try to employ
that source of recruitment which will bear a lower cost of recruitment to the organization for
each candidate.
5. GROWTH ANDEXPANSION:
Organization will employ or think of employing more personnel if it is
expanding its operations.
EXTERNAL FACTORS:
The external forces are the forces which cannot be controlled by the organization.
The major external forces are:
1. SUPPLY AND DEMAND

The availability of manpower both within and outside the organization is an
important determinant in the recruitment process. If the company has a demand for more
professionals and there is limited supply in the market for the professionals demanded by
them special training and development programs.
2. LABOUR MARKET
Employment conditions in the community where the organization is located will
influence the recruiting efforts of the organization. If there is surplus of manpower at the time
of recruitment, even informal attempts at the time of recruiting like notice boards display of
the requisition or announcement in the meeting etc will attract more than enough applicants.
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3. IMAGE/ GOODWILL
Image of the employer can work as a potential constraint for recruitment. An
organization with positive image and goodwill as an employer finds it easier to attract and
retain employees than an organization with negative image. Image of a company is based on
what organization does and affected by industry. For example finance was taken up by
fresher MBA’s when many finance companies were coming up.
4. POLITICAL-SOCIAL-LEGAL ENVIRONMENT
Various government regulations prohibiting discrimination in hiring and
employment have direct impact on recruitment practices. For example, government of India
has introduced legislation for reservation in employment for scheduled castes, scheduled
tribes, physically handicapped etc. also, trade unions play important role in recruitment. This
restricts management freedom to select those individuals who it believes would be the best
performers. If the candidate can’t meet criteria stipulated by the union but union regulations
can restrict recruitment sources.
RECRUITMENT POLICY OF A COMPANY

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 places, 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.
It specifies the objectives of recruitment and provides a framework for
implementation of recruitment programme. It may involve organizational system to be
developed for implementing recruitment programmes and procedures by filling up vacancies
with best qualified people.
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COMPONENTS OF THE RECRUITMENT POLICY
• The general recruitment policies and terms of the organization

• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment
A recruitment policy of an organization should be such that:
• It should focus on recruiting the best potential people.
• To ensure that every applicant and employee is treated equally with dignity
and respect.
• Unbiased policy
• To aid and encourage employees in realizing their full potential.
• Transparent, task oriented and merit based selection.
• Weight age during selection given to factors that suit organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant public policy and legislation on hiring and employment
relationship.
• Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
• Organizational objectives
• Personnel policies of the organization and its competitors
• Government policies on reservations
• Preferred sources of recruitment
JBIPGC 25
• Need of the organization.

• Recruitment costs and financial implications.
RECENT TRENDS IN RECRUITMENT

The following trends are being seen in recruitment:
OUTSOURCING
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. The outsourcing firms help
the organization by the initial screening of the candidates according to the needs of the
organization and creating a suitable pool of talent for the final selection by the organization.
Outsourcing firms develop their human resource pool by employing people for them and
make available personnel to various companies as per their need. In turn, the outsourcing
firms or the intermediaries charge the organizations for their services.
Advantages of outsourcing are:

 Company need not plan for human resource much in advance.
 Valve creation, operational flexibility and competitive advantage.
 Turning the management’s focus to strategic level processes of HRM
 Company is free from salary negotiations, weeding the unsuitable resumes/
candidates.
 Company can save a lot of its resource and time.
POACHING/RAIDING
“Buying talent” (rather than developing it) is the latest mantra being followed by
the organizations today. Poaching means employing a competent and experienced persons
already working with another reputed company in the same or different industry; the
organization might be a competitor in the industry. A company can attract talent from
another firm by offering attractive pay packages and other terms and conditions, better
JBIPGC 26
openly talked about. Indian software and the retail sector are the sectors facing the most serve
burnt of poaching today. It has become a challenge for human resource managers to face and
tackle poaching, as it weakens the competitive strength of the firm.
E- RECRUITMENT
Many big organizations use internet as a source of recruitment. E-Recruitment is the
use of technology to assist the recruitment process. They advertise job vacancies through
worldwide web. The job seekers send their applications or curriculum vitae i.e., worldwide
web, which can be drawn by prospective employees depending upon their requirements.
Advantages of E-Recruitment are:

• Low cost
• No intermediaries
• Reduction in time for recruitment
• Recruitment of right type of people
• Efficiency of recruitment process.
E- RECRUITMENT
The internet penetration in India is increasing and has tremendous potential.
According to a study by NASSCOM – “jobs is among the top reasons why new users will
come on to the internet, besides e-mail.” Therefore are more than 18 million résumé’s
floating online across the world.
The buzzword and the latest in recruitment is the “E-Recruitment”. Also known as
“online recruitment”, it is the use of technology or the web based tools to assist the
recruitment process. The tool can be either a job website like naukri.com, the organization’s
corporate web site or its own internet. Many big and small organizations are using internet as
a source of recruitment. They advertise job vacancies through worldwide web. The job
JBIPGC 27
seekers send their applicants or curriculum vitae (CV) through an e-mail using the internet.
Alternatively job seekers place their CV’s in worldwide web, which can be drawn by
prospective employees depending upon their requirements.
The two kinds of e- recruitment that an organization can use is

Job portals- i.e. posting the position with the job description and the job
specification on the job portal and also searching resumes posted on the site corresponding to
the opening in their organization.
Creating a complete online recruitment/application section in the companies own
website- companies have added an application system to its website, where the ‘passive’ job
seekers can submit their resumes into the database of the organization for consideration in
future, as and when the roles become available.
Resume scanners: Resume scanner is one major benefit provided by the job portals
to the organizations. It enables the employees to screen and filter the resumes through pre-
defined criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the job.
Job sites provide a 24* 7 access to the resumes to the employees facilitating the just-
in-time hiring by the organizations. Also, the jobs can be posted on the site almost
immediately and is also cheaper than advertising in the employment newspapers. Sometimes
companies can get valuable references through the “passers-by” applicants. Online
recruitment helps the organizations to automate the recruitment process, save their time and
costs on recruitments.
Online recruitment techniques

 Giving a detailed job description and job specifications in the job postings to attract
candidates with the right skill sets and qualifications at the first stage.
 E-Recruitment should be incorporated into the overall recruitment strategy of the
organization.
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 A well defined and structured applicant tracking system should be integrated and the
system should have a back-end support.
 Along with the back-office support a comprehensive website to receive and process
job applications (through direct or online advertising) should be developed.
Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of

recruitment.”
ADVANTAGES & DISADVANTAGES OF E-RECRUITMENT
There are many benefits – both to the employers and the job seekers but the e-
recruitment is not free from a few shortcomings. Some of the advantages and the
disadvantages of e- recruitment are as follows:
Advantages of E-Recruitment are:

• Lower costs to the organization. Also, posting jobs online is cheaper than advertising
in the newspapers.
• No intermediaries.
• Reduction in the time for recruitment (over 65 percent of the hiring time).
• Facilitates the recruitment of right type of people with the required skills.
• Improved efficiency of recruitment process.
• Gives a 24*7 access to an online collection of resumes.
• Online recruitment helps the organizations to weed out the unqualified candidates in
an automated way.
Recruitment websites also provide valuable data and information regarding the
compensation offered by the competitors etc. which helps the HR managers to take various
HR decisions like promotions, salary trends in industry etc.
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Disadvantage of E-Recruitment
A part from the various benefits, e-recruitment has its own share of shortcomings
and disadvantages. Some of them are:
• Screening and checking the skill mapping and authenticity of million of resumes is a
problem and time consuming exercise for organizations.
• There is low internet penetration and no access and lack of awareness of internet in
many locations across India.
• Organizations cannot be dependent solely and totally on the online recruitment
methods.
In India, the employers and the employees still prefer a face-to-face Interaction rather
than sending e-mails.
Recruitment Vs selection
Both recruitment and selection are the two phases of the employment process. The
differences between the two are:
• Recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization WHEREAS selection involves
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the series of steps by which the candidates are screened for choosing the most suitable
persons for vacant posts.
• The basic purpose of recruitment is to create a talent pool of candidates to enable the
selection of best candidates for the organization, by attracting more and more
employees to apply in the organization WHEREAS the basic purpose of selection
process is to choose the right candidate to fill the various positions in the organization
• Recruitment is a positive process i.e. encouraging more and more employees to apply
WHEREAS selection is a negative process as it involves rejection of the unsuitable
candidates.
• Recruitment is concerned with tapping the source of human resources WHEREAS
selection is concerned with selecting the most suitable candidate through various
interviews and tests.
• There is no contract of recruitment established in recruitment WHEREAS selection
results in a contract of service between the employer and the selected employee.
Types of job seekers

1. QUID PRO QUE
These are the people who say that “I can do this for you, what can you give me”.
These people value high responsibilities, higher risks, and expect higher rewards, personal
development and company profiles doesn’t matter to them.
I will be with you these people like to be with big brands. Importance is given to
brands. They are not bothered about work ethic, culture mission etc.
I will do you what you want these people are concerned about how meaning the job is
and they definite meaning parameters criteria known by previous job.
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Where do you want me to come these people observe things like where is your office,
what atmosphere do you offer. Career prospects and exciting projects don’t entice them as
much. It is the responsibility of the recruiter to decide what the employee might face in given
job and thus take decision. A good decision will help cut down employee retention costs and
future recruitment costs.
RECRUITMENT MANAGEMENT SYSTEM

Recruitment management system is the comprehensive tool to manage the entire
recruitment processes of an organization. It is one of the technological tools facilitated by the
information management, payroll and other systems, Recruitment management system helps
to contour the recruitment processes and effectively managing the ROI on recruitment.
The features, functions and major benefits of the recruitment management system are
explained below:
• Structure and systematically organize the entire recruitment processes.

• Recruitment management system facilitates faster, unbiased, accurate and reliable
processing of applications from various applications.
• Helps to reduce the time-per-hire and cost-per=hire.
• Recruitment management system helps to incorporate and integrate the various links
like the application system on the official website of the company, the unsolicited
applications, outsourcing recruitment, final decision making to the main recruitment
process.
• Recruitment management system maintains an automated active database of the
applicants facilitating the talent management and increasing the efficiency of the
recruitment processes.
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• Recruitment management system provides and a flexible, automated and interactive

interface between the online application system, the recruitment department of the
company and the job seeker.
• Offers tolls and support to enhance productivity, solutions and optimizing the
recruitment processes to ensure improved ROI.
• Recruitment management system helps to communicate and create healthy
relationships with the candidates through the entire recruitment process.
The Recruitment Management System (RMS) is an innovative information system

tool which helps to sane the time and costs of the recruiters and improving the recruitment
processes.
ROI ON RECRUITMENT
Before making any investment, every organization would want to evaluate the
investment by answering the following questions in quantifiable terms:
 What are the costs and the corresponding and related risks on the investment?
 What are the expected returns of the investment?
 What is the expected pay-back period of the investment?
An organization makes a tremendous amount of investment in its recruitment processes.
A lot of resource like time and money are spent on recruitment processes of an
organization. But assessing or quantifying the returns on the recruitment process, or,
calculating the returns on investment (ROI) on recruitment is a complicated. Task for an
organization. Indeed, it is difficult to judge the success of their recruitment processes.
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Instead, recruitment is one activity that continuous in an organization without anyone ever
realizing its worth or measuring its impact on the organizations business.
According to a survey, 38% of organizations do not prepare or produce any kind of

documents or reports on their recruitment processes, and there is no accountability of the HR
department for the costs incurred and the opportunities missed.
With the increasing strategic focus on the human resources, more and more
organizations are adopting one or the other way for calculating the ROI on its recruitments.
Many organizations are examining their HR functions and processes and are trying to
quantity their results and returns.
A recruitment professional or manager can calculate and maximize the returns on

investments on its organization’s recruitment by
• Clear definition of the results to be achieved from recruitment.

• Developing methods and ways measuring the results like the time- to- hire, cost-per-
hire and effectiveness of the recruitment source etc.
• Estimating the costs associated with the recruitment project.
• Estimating the tangible and intangible benefits to the organization including the
payback period of the recruitments.
• Providing and ensuring proper training and development of the recruitment
professionals.
Assessing the ROI on recruitments can assist an organization to strengthen its HR

processes, improving its recruitment function and to build a strategic human resource
advantage for the organization.
Outsourcing Recruitment
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Outsourcing the human resource (HR) processes is the latest practice being followed
by middle and large sized organizations. It is being witnessed across all the industries. In
India, the HR processes are being outsourced from nearly a decade now. Outsourcing
industry is growing at a high rate.
Human Resource Outsourcing refers to the process in which an organization uses the
expert services of a third party (generally professional consultants) to take care of its HR
function. The functions that are typically outsourced are the functions that need expertise,
relevant experience, knowledge and best methods and practices. This has given rise to
outsourcing the various HR functions of an organization.
HR consultancies such as Ma Foi and plan man consulting provide such services
through expert professional consultants. Human resources business process outsourcing (HR
BPO) is a major component of the worldwide BPO market. Performance management
outsourcing involves all the performance monitoring, measurement, management being
outsourced from a third party or an external organization.
Many organizations have started outsourcing its recruitment process i.e. transferring
all or some part of its recruitment process to an external consultant providing the recruitment
services. It is commonly known as RPO i.e. recruitment process outsourcing. More and more
medium and large sized organizations are outsourcing their recruitment process right from
the entry level jobs to the C- level jobs.
The present value of the recruitment process outsourcing industry (RPO) in India is
estimated to be $2.5 billion and it is expected to grow at the annual rate of 30-40 percent for
the next couple of years. According to a recent survey, only 8-10 percent of the Indian
companies are complete recruitment processes. However, the very fast rate and so is the
percentage of their total recruitment processes being outsourced.
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Outsourcing organizations strive for providing cost saving benefits to their clients.
One of the major advantages to organizations, who outsource their recruitment process, is
that it helps to save up to as much as 40 percent of their recruitment costs. With the
experience, expertise and the economies of scale of the third party, organizations are able to
improve the quality of the recruits and the speed of the whole process. Also, outsourcing
enables the human resource professionals of organizations to focus on the core and other HR
and strategic issues. Outsourcing also gives a structured range from preparing job
descriptions to arranging interviews, the activities that consume almost 70 percent of the time
of the whole recruitment process.
Outsourcing the recruitment processes for a sector like BPO, which faces an attrition
of almost 50-60 percent, can help the companies in BPO sector to save costs tremendously
and focus on other issues like retention. The job seekers are also availing the services of the
third parties (consultants) for accessing the latest job opportunities.
In India, the trend of outsourcing recruitment is also catching up fast.
For example: Vodafone out source its recruitment activities to Alexander Mann
solutions (RPO service provider). Wipro has outsourced its recruitment process to Merit
Trac. Yes bank is also known to outsource 50 percent of its recruitment processes.
Advantage of Outsourcing Recruitment
Traditionally, recruitment is seen as the cost incurring process in an organization. HR

outsourcing helps the HR professionals of the organizations to concentrate on the strategic
functions and processes of human resource management rather than wasting their efforts,
time and money on the routine work.
JBIPGC 36
Outsourcing the recruitment process helps to cut the recruitment costs to 20% and
also provide economies of scale to the large sized organizations.
The major advantages of outsourcing performance management are:
Cost
Reduction
Results Focused
Recruitment
qualitative/ management
outsourcing
quantitativ efforts
e
Optimal
Resource
utilization
Outsourcing is beneficial for both the corporate organizations that use the outsourcing
services as well as the consultancies that provide the service to the corporates. Apart from
JBIPGC 37
increasing their revenues, outsourcing provides business opportunities to the service

providers, enhancing the skill set of the service providers and exposure to the different
corporate experiences thereby increasing their expertise.
The advantage accruing to the corporate are:
• Turing the management’s focus to strategic level processes of HRM
• Accessibility to the expertise of the service providers
• Freedom from red tape and adhering to strict rules and regulations
• Optimal resource utilization
• Structured and fair performance management
• A satisfied and, hence, highly productive employees
• Value creation, operational flexibility and competitive advantage
Therefore outsourcing helps both the organizations and the consultancies to grow and
perform better.
Changing Role of Recruitment Intermediaries

Recruitment consultancies, agencies or intermediaries are witnessing a boom in the
demand of their services, both by the employers and the job seekers. With an already
saturated job market, the recruitment intermediaries have gained a vital position acting as a
link between the job seekers and the employers.
But at the same time, one of the major threats faced by this industry is the growing
popularity of e- recruitment. With the changing demand, technologies and the penetration
and increasing use of internet, the recruitment consultancies or the intermediaries market, the
recruitment intermediaries or consultants (as they are commonly known) are witnessing and
incorporating various changes in terms of their role, functions and the services.
According to a survey amongst top employers, most of them agree with the growing
influence of technology and the internet on the recruitment processes. 70 percent of
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employers reported the use of application portal on their company’s official website. Apart
from that, the emerging popularity of the job portals is also growing.
But the face that the intermediaries or the consultants are able to provide their expert
services, economies of scale, up to 40 percent savings in the recruitment costs, knowledge of
the assess to the suitable and talented candidates and the structured tedious of weeding out
unsuitable resumes, co-coordinating interviews, postings vacancies etc. give an edge over the
other source of recruitment.
To retain their position as the service providers in the recruitment market, the
recruitment intermediaries are providing vale added services to the organizations. They are
incorporating the use of internet and job portals, making their services more efficient.
Despite of the growing use of the internet, the recruitment intermediaries are
predicted to continue dominating the recruitment market in the anticipated future.
JBIPGC 39
SHORTLIST THE GOOD CV’S RECEIVED FROM CONSULTANT
CONSULTANTS CO-ORDINATE THE INTERVIEW
INTERVIE
W AT
LOOK FOR SOME
COMPANY
OTHER PERSON
(profile
match)
CALL HIM FOR FINAL NEGOTIATION AND OFFER
OFFER
ACCEPTE LOOK FOR SOME OTHER
D PERSON
BRIEF ABOUT PROFILE TO CONSULTANT
ASK THE PERSON TO JOIN.
JBIPGC 40
How to select a Recruitment Consultant

If an organization decides to outsource its recruitment processes or activities, it is
very important to find and select a suitable recruitment consultant or consultancies, which
can deliver results according to the needs of the organization. Today, there are thousands of
consulting firms (consultancies) as well as freelance consultants working independently. An
organization looks for various considerations and qualities before selecting the suitable
recruitment consultant. The reputation of the consulting firm in the job market (based on
expertise and experience).
Who are the consultant’s or firm’s past and present clients?

• Consultant’s expertise and experience (from how long has he/firm been in the business)
• Does the recruitment consultant have the requisite resource to complete the targets on
time?
• Get the idea of the effectiveness and the services of the recruitment consultants from its
current and past clients.
Qualities of an independent recruitment consultant:
Some of the qualities or characteristics looked in recruitment consultants are:
• Marketing skills
• Flexibility and adaptability
• Wisdom
• Exuberance
• Ability to prioritize
• Ambition
• Resourcefulness
• Diplomacy/ delicacy.
Selecting the right recruitment consultant is essential for the effective recruitment
processes. A successful Recruitment consultant is someone who is determinative, focused,
and able to create opportunities for him, works harder and smarter than competitors and
continually set and achieve higher standards.
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Recruitment Trends in KPO

Knowledge process outsourcing (KPO) is the next big thing in the outsourcing sector.
By 2010, Indian KPO sector is established to have 71 percent share of the global KPO sector.
The KPO industry in India is growing at a tremendous rate. KPO sector is growing and so are
the job opportunities in this sector. The industry currently employees more than 26000
employees and are expected to grow to 250000 employees by 2010 (as estimated by
NASSCOM).
The qualities looked for in candidates are:

• Business acumen
• Strong analytical and quantitative skills
• Flair for research, eye for detail
• Understanding of various sectors
• Communication skills
• Leadership capabilities
The final recruitment process in KPOs generally consists of the following

rounds:
• Aptitude tests
• Case study rounds
• 2 or 3 interview rounds
Depending upon the qualifications, the package for the fresher range from 2 lacks p.a
to lacks. The KPOs are recruiting post graduates in bulk. MBA’s and post graduates are in
great demand in KPOs. A from the management related positions like HR, finance etc.,
KPOs are recruiting from B-schools for various positions in research like research analysts in
various domains like market research, financial services etc. the opportunities range from
primary to secondary research. The industry also provides lucrative career options to
graduates with excellent academic records to start career in research.
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Recruitment strategies
Recruitment is of the most crucial roles of the human resource professionals. The
level of performance of and organization depends on the effectiveness of its recruitment
function. Organizations have developed and follow recruitment strategies to hire the best
talent for their organization and to utilize their resource optimally. A successful recruitment
strategy should be well planned and practical to attract more and good talent to apply in the
organization. For formulating an effective and successful recruitment strategy, the strategy
should cover the following elements
1. Identifying and prioritizing jobs:

Recruitment keeps arising at various levels in every organization; it is almost a never-
ending process. It is impossible to fill all the positions immediately. Therefore, there is a
need to identify the positions requiring immediate attention and action. To maintain the
quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on
all vacancies equally or focusing on key jobs first.
2. Candidates to target:
The recruitment process can be effective only if the organization completely
understands the requirements of the type of candidates that are required and will be beneficial
for the organization. This cover s the following parameters as well:
 Performance level required: Different strategies are required for focusing

on hiring high performers and average performers.
 Experience level required: the strategy should be clear as to what is the
experience level required by the organization. The candidate’s experience
can range from being a fresher to experienced senior professionals.
 Category of the candidate: the strategy should clearly define the target
candidate. He/she can be from the same industry, different industry,
unemployed, top performers of the industry etc.
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3. Source of recruitment:
The strategy should define various source (external and internal) of recruitment.
Which are the sources to be used and focused for the recruitment purposes for various
positions? Employee referral is one of the most effective sources or recruitment.
4. Trained recruiters:
The recruitment professionals conducting the interviews and the other recruitment
activities should be well-trained and experienced to conduct the activities. They should also
be aware of the major parameters and skills (e.g. Behavioral, technical etc.) to focus while
interviewing and selecting a candidate.
5. How to evaluate the candidates:

The various parameters and the ways to judge them i.e. the entire recruitment process
should be planned in advance. Like the rounds of technical interviews, HR interviews.
Written tests, Psychometric tests etc.
HR Challenges In Recruitment:
Recruitment is a function that requires business perspective, experts, ability to find
and match the best potential candidate for the organization, diplomacy, marketing skills (as
to sell position to the candidate) and wisdom to align the recruitment processes for the
benefit of the organization. The HR professionals – handling the recruitment function of the
organization-are constantly facing new challenges. The biggest challenge for such
professionals is to source or recruit the best people or potential candidate for the
organization.
In the last few years, the job market has undergone some fundamental changes in
terms of technologies, source s of recruitment, competition in the market etc. In an already
saturated job market, where the practices like poaching and raiding are gaining momentum
HR professionals are constantly facing new challenges in one of their most important
function-recruitment. They have to face and conquer various challenges to find the best
candidates for their organizations.
JBIPGC 44
The major challenges faced by the HR in recruitment are:

• Adaptability to globalization- The HR professionals are expected and required to
keep in tune with the changing times, i.e., the changes taking place across the globe.
HR should maintain the timeliness of the process.
• Lack of motivation- Recruitment is considered to be a thankless job. Even if the
organization is achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers.
• Process –analysis- The immediately and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible, adaptive and
responsive to the immediate requirements. The recruitment process should also be
cost effective.
• Strategic prioritization- The emerging new systems are both an opportunity as well as
a challenge for the HR professionals. Therefore, reviewing staffing needs and
prioritizing the tasks to meet the changes in the market has become a challenge for
the recruitment professionals
Recruiting Expatriates
Expatriate is a person who leaves his country to work and live in a foreign country.
Generally, expatriates are the nationals from the other countries than the host and the MNC’s
parent countries, i.e., expatriates are third country nationals.
The unavailability of the required skills and talents takes the organization to source
talent from other countries. The procedures and processes of recruiting and selecting the
human resources are never uniform even within a single organization. The procedures vary
according to the post, the skill set required; the nature of work etc. more of it is seen in the
case of recruitment of expatriates. The recruitment and selection procedures and
considerations are drastically different for expatriates than that of the domestic employees.
Recruitment of expatriates involves greater time, monetary resource and other indirect costs.
Improper recruitment and selection can cause the expatriates to return hastily or a decline in
their performance.
JBIPGC 45
A mismatch between job (its requirements) and people can reduce the effectiveness of
other human resource activities and can affect the performance of the employees as well as
the organization.
Recruiting expatriates require special considerations and skills to select the best
person for the job. Except for a few expatriate selection policies, the expatriate selection
criterion is generally organization and nation specific.
The recruiters for recruiting the expatriates should be carefully selected and trained.
The recruitment strategies for expatriates should be aligned with requirements of the job. The
interviews of expatriates are designed in a manner to judge their:
 Adoptability to the new culture

 Intercultural interaction
 Flexibility
 Professional expertise
 Past international work experience
 Tolerance and open-mindedness
 Family situation
 Language ability
 Attitude and motivation
 Empathy towards local culture
A few researches in this field also suggest that women are morel likely to be
successful in certain positions as expatriates as they are more sensitive towards new culture
and people. Recruitment of expatriates should be followed by cultural and sensitivity
training, and language training.
Head Hunting:
Headhunting refers to the approach of finding and attracting the best experienced
person with the required skill set. Headhunting involves convincing the person to join your
JBIPGC 46
JBIPGC 47
Organization.
IDENTIFY THE PROSPECTIVE EMPLOYEE
HOLD A TALK WITH THE CANDIDATE
CANDIDAT
E LOOK FOR SOME
INTERESTE OTHER CANDIDATE
D
CALL FOR A FORMAL DISCUSSION
JOB LOOK FOR SOME OTHER

OFFER CANDIDATE
JBIPGC 48
ASK THE PERSON TO JOIN AND SUBMIT VARIOUS
IDENTIFY THE PROSPECTIVE EMPLOYEE
HOLD A TALK WITH THE CANDIDATE
CANDIDAT
E LOOK FOR SOME
INTERESTE OTHER CANDIDATE
D
CALL FOR A FORMAL DISCUSSION
JOB LOOK FOR SOME OTHER

OFFER CANDIDATE
ASK THE PERSON TO JOIN AND SUBMIT VARIOUS

NECESSARY DOCUMENTS.
FORMS OR RECRUITMENT:
JBIPGC 49
The organizations differ in terms of their size, business, processes and practices. A
few decisions by the recruitment professionals can affect the productivity and efficiency of
the organization. Organizations adopt different forms of recruitment practices according to
the specific needs of the organization.
The organizations can choose from the centralized or decentralized forms of

recruitment, explained below:
CENTRALIZED RECRUITMENT:
The recruitment practices of an organization are centralized when the HR/

recruitment department at the head office performs all functions of recruitment. Recruitment
decisions for all the business verticals and departments of an organization are carried out by
the one central HR (or recruitment) department. Centralized forms of recruitment are
commonly seen in government organizations.
Benefits of the centralized form of recruitment are:
• Reduces administration costs.

• Better utilization of specialists
• Uniform in recruitment
• Interchangeability of staff.
• Reduces favoritism
• Every department sends requisitions for requirement to their central office.
DECENTRALIZED RECRUITMENT
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Decentralized recruitment practices are most commonly seen in the case of

conglomerates operating in different and diverse business areas. With diverse and
geographically spread business areas and offices, it becomes important to understand the
needs of each department and frame the recruitment policies and procedures accordingly.
Each department carries out its own recruitment. Choice between the two will depend upon
management philosophy and needs of particular organization. In some cases combination of
both is used. Lower level staffs as well as top level executives are recruited in a decentralized
manner.
Equal Employment Opportunity
Equal opportunity employment refers to the approach of the employers to ensure the
practice of being fair and impartial in the employment process. The term “equal Opportunity
Employment” was first given by President Lyndon B. Johnson when he signed Executive
order 11246 which was created to prohibit federal contractors from discriminating against
employees on the basis of race, sex, creed, religion, colour, or national origin. The scope of
the order also covered the discrimination on the basis of the minority status.
DISCRIMINATION IN EMPLOYMENT
Discrimination refers to the any kind of prejudice or favoritism on the basis of
• Disability
• Race
• Age
• Sex
• Sexuality
• Pregnancy
• Marital status
JBIPGC 51
In employment. No person should be treated less favorably than any other on the
basis of the specified issues above. Many countries (like SA) have already implemented
Equal Opportunity Act, making it against the law to treat anybody unfairly.
Diversity in workforce
With the globalization and the increasing size of the organizations, the diversity in the
workforce is increasing i.e. people from diverse backgrounds, educational background, age
groups, race, gender, abilities etc come together to work for one organization and common
objectives. Therefore, it is the responsibility of the employer to create an equality-based and
discrimination-free working environment and practices.
Equal opportunity means treating people equally and fairly irrespective of their race,
religion, sex, age, disability etc. Giving women an equal treatment and access to
opportunities at the workforce. Any employee should be ill-treated or harassed by the
employer or other employees.
Equal opportunity principles help to realize and respect the actual worth of the
individual on the basis of his knowledge, skills, abilities and merit. And the policy should
cover all the employees of an organization whether permanent or temporary, contractual etc.
Equal employment opportunity is necessary to ensure:

• To give fair access to the people of all development opportunities
• To create a fair organization, industry and society
• To encourage and give disadvantaged or disabled people a fair chance to grow with
the society
JBIPGC 52
3.1 NEED FOR THE STUDY
In today’s competitive world especially recruitment and selection process is used for
to select a right candidate for the right job in right time in the right place. This study makes
the organization aware of recruitment process.
JBIPGC 53
3.2 SCOPE OF THE SYSTEM
• This system deals with whole process of recruitment. It contains different methods
followed by the company.
• This system is confined to recruitment system only but not selection.
• It carries out the whole process of recruitment.
• It is confined to campus selection, consultants and internal sources campus selections

are done only from Agri-Business Schools.
• There is no walk ins.
• It carries out the Tele-recritment very effectively.
JBIPGC 54
3.3 OBJECTIVES OF THE STUDY
• To understand the policies and procedures of recruitment and selection in the

company.
• To find out the effectiveness of existing recruitment and selection procedure.
• To find out the satisfaction level of the employees about recruitment and selection
procedure.
JBIPGC 55
3.4 LIMITATIONS
 The sample size for survey is limited to 120
 Getting accurate responses from the employees is difficult due to their busy schedule
 Time constraint.
JBIPGC 56
3.5 RESEARCH DESIGN
Research methods: The required data has been collected through primary data and secondary
data.
Primary Data & Secondary Data: Questionnaire Internet, Magazines and Textbooks,
company records, websites
Type of sampling: Convenience sampling
Sample Size: 120
Research Instrument: Questionnaire
Data Analysis: Simple percentage, Chi-square test
JBIPGC 57
4. DATA ANALYSIS & INTERPRETATIONS
In your opinion, selection is made in this company based on your?
1. Qualification 2. Previous Experience 3. Multi skills
4.1.1 TABLE SHOWING THE BASIS FOR THE SELECTION IN THE

ORGANIZATION
No. of
Grade Percentage %
Respondents
Qualification 32 27
previous experience 43 36
multi skills 45 38
Total 120 100
INTERPRETATION:
36% of the employees are joined because of previous experience. And 38% of the
employees were multi skilled people.
4.2.1 GRAPH
Opinion on selection process in the company
50
45
45 43 No. of Respondents
38 Percentage
40 36
35 32
Percentage
30 27
25
20
15
10
5
0
Qualification previous experience multi skills
Particulars
JBIPGC 58
Which of the following made you to apply for this company?
1. Salary 2. Image 3. Management Efficiency.
4.1.2 TABLE SHOWING WHAT MADE THE EMPLOYEES TO APPLY
No. of
Grade Percentage
Respondents
Salary 29 24
Image 63 53
Management
28 23
efficiency
Total 120 100
INTERPRETATION:
53% of people joined this company because Image of company.
4.2.2 GRAPH
Opinion for applying the job
70
63
No. of Respondents
60
53 Percentage
50
Percentage
40
29 28
30
24 23
20
10
0
Salary Image Management
Particulars efficiency
JBIPGC 59
Which type of interview did you face at the time of your selection?
1. Formal 2. Informal 3.Mixed
4.1.3 TABLE SHOWING WHAT KIND OF INTERVIEW HAD DONE WHILE

SELECTION
Grade No. of Respondents Percentage

Formal 49 41
Informal 38 32
Mixed 33 28
Total 120 100
INTERPRETATION:
41% of employees were joined through formal interview. And 32% of employees were
joined through informal interview.
4.2.3 GRAPH
Opinion on type of interview faced at time of selection
60
No. of Respondents
49
50
Percentage
41
40 38
Percentage
32 33
30 28
20
10
0
Formal Informal Mixed
Particulars
JBIPGC 60
Do you feel that recruiting candidates through internal source is beneficial to the
organization?
1. Agree 2. Moderate 3. Disagree
4.1.4 TABLE SHOWING OPINION ON RECRUITING CANDIDATES

THROUGH INTERNAL SOURCE IS BENEFICIAL
No. of
Grade Percentage
Respondents
Agree 33 28
Moderate 60 50
Disagree 27 23
Total 120 100
INTERPRETATION:
50% of employees were feeling moderate about recruitment through internal source is
beneficial.
4.2.4 GRAPH
Opinion on recruiting the candidates through internal source is
beneficial
70
60 No. of Respondents
60
Percentage
50
50
Percentage
40
33
30 28 27
23
20
10
0
Agree Moderate Disagree
Particulars
JBIPGC 61
4.3.1 RECRUITING CANDIDATES THROUGH INTERNAL SOURCE IS BENEFICIAL

H0: There is no significant difference between Age, Experience, Qualification, Designation,
Salary and recruiting candidates through internal source is beneficial to the organization.
Particulars
Age
Satisfied Moderate Dissatisfied
Total Ψ2 Result
25 – 35 12 31 10 53 Cal. Value =
35 – 45 11 16 9 36 2.78
46 & above 10 13 8 31 Tab. Value NS
at (0.05, 4) =
Total 33 60 27 120 9.488
Particular
Experience s Total Ψ2 Result
1 - 7 Years 11 24 10 45 Cal. Value =
8 - 15 Years 10 21 9 40 1.34
16 - 22 Years 12 15 8 35 Tab. Value NS
at (0.05, 4) =
Total 33 60 27 120 9.488
Particular
s
Qualification
Satisfie Dissatisfie
Total Ψ2 Result
Moderate
d d
I.T.I 9 20 6 35 Cal. Value =
B.com 10 12 6 28 5.26
B.E. (E.C.E.) 8 20 7 35 Tab. Value NS
M.Com. 6 8 8 22 at (0.05, 6) =
Total 33 60 27 120 12.592
Particular
s
Designation
Total Ψ2 Result
Moderate
d d
Prod. Workers 9 25 6 40 Cal. Value =
Supervisors 8 9 6 23 5.25
Engineers 9 16 7 32 Tab. Value NS
Asst. Manager 7 10 8 25 at (0.05, 6) =
Total 33 60 27 120 12.592
Particular
s
Salary
Total Ψ2 Result
Moderate
d d
JBIPGC 62
3000 – 7000 13 27 10 50 Cal. Value =

7000 - 11000 10 23 9 42 3.05
11000 - 16000 10 10 8 28 Tab. Value NS
at (0.05, 4) =
Total 33 60 27 120 9.488
Do you feel that the different selection process is required while selecting different
positions?
4.1.5 TABLE SHOWING OPINION ON DIFFERENT SELECTION PROCESSES

IS NEEDED FOR DIFFERENT POSITIONS

Agree 54 45
Moderate 39 33
Disagree 27 23
Total 120 100
INTERPRETATION:
45% of the employees agreed that different selection processes are required for
different positions. And 33% of employees are moderate.
4.2.5 GRAPH
JBIPGC 63
Opinion on different selection process is required while selecting different

positions
60
54
No. of Respondents
50
45 Percentage
39
40
Percentage
33
30 27
23
20
10
0
Particulars
4.3.2 DIFFERENT SELECTION PROCESSEES IS NEEDED FOR DIFFERENT

POSITIONS
Salary and different selection process is required while selecting different positions.
Particulars
Age
Total Ψ2 Result
25 - 35 20 20 13 53 Cal. Value =
35 - 45 22 6 8 36 7.28
at (0.05, 4) =
54 39 27 120
Total 9.488
Particulars
Experience
Total Ψ2 Result
1 - 7 Years 25 12 8 45 Cal. Value =
8 - 15 Years 17 12 11 40 4.66
at (0.05, 4) =
54 39 27 120
Total 9.488
Particulars
Qualification
Total Ψ2 Result
I.T.I 14 12 9 35 Cal. Value =
B.com 12 9 7 28 2.54
M.Com. 9 7 6 22 at (0.05, 6) =
Total 54 39 27 120 12.592
JBIPGC 64
Particulars
Designation
Total Ψ2 Result
Prod. Workers 20 12 8 40 Cal. Value
Supervisors 10 7 6 23 = 5.09
Asst. Manager 7 12 6 25 at (0.05, 6)
Total 54 39 27 120 = 12.592
Particular
Salary s Total Ψ2 Result
3000 - 7000 25 15 10 50 cal.
7000 - 11000 19 14 9 42 Valve=1.63
11000 - 16000 10 10 8 28 Tab. Value NS
at (0.05, 4)
Total 54 39 27 120 = 9.488
In your opinion training is essential after selection?
4.1.6 TABLE SHOWING OPINION ON TRAINING IS ESSENTIAL AFTER

SELECTION

Agree 41 34
Moderate 45 38
Disagree 34 28
Total 120 100
INTERPRETATION:
38% of employees agreed and 34% of employees moderate about training is needed after
selection.
4.2.6 GRAPH
JBIPGC 65
Opinion on training is essential after selection
50
45
41
40 38 Percentage
34 34
35
Percentage
30 28
25
20
15
10
0
Particulars
4.3.3 OPINION REGARDING TRAINING IS ESSENTIAL AFTER SELECTION

Salary and opinion regarding training is essential after selection.
Particular
Age s Total Ψ2 Result
25 – 35 19 20 14 53 Cal. Value =
35 – 45 12 13 11 36 0.25
at (0.05, 4) =
Total 41 45 34 120 9.488
Particular
1 – 7 Years 16 16 13 45 Cal. Value =
8 – 15 Years 14 15 11 40 0.23
at (0.05, 4) =
Total 41 45 34 120 9.488
JBIPGC 66
Particular
Qualification s Total Ψ2 Result
I.T.I 12 13 10 35 Cal. Value =
B.com 10 11 7 28 0.61
M.Com. 8 7 7 22 at (0.05, 6) =
Total 41 45 34 120 12.592
Particular
Designation s Total Ψ2 Result
Asst. Manager 9 8 8 25 at (0.05, 6) =
Total 41 45 34 120 12.592
Particular
3000 - 7000 18 17 15 50 Cal. Value =
7000 - 11000 14 19 9 42 2.43
11000 - 16000 9 9 10 28 Tab. Value NS
at (0.05, 4) =
41 45 34 120
Total 9.488
Do you Believe that organizations has a very transparent, clear recruitment

policy & procedure?
4.1.7 TABLE SHOWING OPINION ON ORGANIZATION HAS A VERY

TRAPARENT, CLEAR RECRUITMENT POLICY & PROCEDURE
No. of
Grade Percentage
Respondents
Agree 41 34
Moderate 45 38
Disagree 34 28
Total 120 100
JBIPGC 67
INTERPRETATION:
38% of employees are moderate and 34% of employees are agreed regarding the
organization has very transparent, clear recruitment policy & procedure.
4.2.7 GRAPH
Opinion on organization has a very transparent, clear recruitment policy &
procedures
50
45
41
40 38 Percentage
34 34
35
Percentage
30 28
25
20
15
10
0
Particulars
4.3.4 RECRUITMENT POLICY & PROCEDURES ARE TRANSPARENT

Salary and organization has a very transparent, clear recruitment policy & procedure.
Particular
25 – 35 19 20 14 53 Cal. Value =
35 – 45 12 13 11 36 0.25
at (0.05, 4) =
41 45 34 120
Total 9.488
JBIPGC 68
Particular
2
Qualification
Experience Particular
s
s
Total Ψ2 Result
1 - 7 Years Satisfied
16 Moderate
16 Dissatisfied
13 45 Cal. Value =
I.T.I
8 - 15 Years 12
14 13
15 10
11 35
40 Cal. 0.23
Value = NS
B.com
16 - 22 Years 10
11 11
14 7
10 28
35 0.61
Tab. Value NS
B.E. (E.C.E.) 11 14 10 35 atTab.
(0.05, 4) =
Value
41 45 34 120
Total
M.Com. 8 7 7 22 9.4886) =
at (0.05,
Total 41 45 34 120 12.592
Particulars
Designation
Total Ψ2 Result
Asst. Manager 9 8 8 25 at (0.05, 6) =
Total 41 45 34 120 12.592
The selection process being adopted ensures selection of right candidate for the
Particulars
Salary
Total Ψ2 Result
3000 - 7000 18 17 15 50 Cal. Value =
7000 - 11000 14 19 9 42 2.43
11000 - 16000 9 9 10 28 Tab. Value NS
at (0.05, 4) =
41 45 34 120
Total 9.488
right job?
4.1.8 TABLE SHOWING OPINION ON SELECTION PROCESS BEING

ADOPTED ENSURES SELECTION OF RIGHT CANDIDATE FOR THE
RIGHT JOB

Agree 45 38
Moderate 52 43
Disagree 23 19
Total 120 100
INTERPRETATION:
JBIPGC 69
43% of employees moderate, 38% of employees are agreed about selection process
being adopted ensure selection of right candidate for the right job
4.2.8 GRAPH
Opinion on selection of right candidate for right job

60
No. of Respondents
52
Percentage
50
45 43
Percentage
40 38
30
23
19
20
10
0
Particulars
4.3.5 SELECTION PROCESS BEING ADOPTED ENSURES SELECTION OF

RIGHT CANDIDATE FOR THE RIGHT JOB
H0: There is no significant difference between Age, Experience, Qualification, Designation, Salary
and the selection process being adopted ensures selection of right candidate for the right job.
Particulars
Age Total Ψ2 Result
25 - 35 21 24 8 53 Cal. Value =
35 - 45 13 15 8 36 1.02
Tab. Value NS
46 & above 11 13 7 31
at (0.05, 4) =
Total 45 52 23 120 9.488
Particulars
Experience Total Ψ2 Result
1 - 7 Years 15 21 9 45
Cal. Value = 0.78
8 - 15 Years 17 16 7 40
NS
16 - 22 Years 13 15 7 35 Tab. Value
Total 45 52 23 120 at (0.05, 4) = 9.488
Qualification Particulars Total Ψ2 Result
JBIPGC 70

I.T.I 14 15 6 35
Cal. Value = 1.07
B.com 9 13 6 28
M.Com. 9 8 5 22 at (0.05, 6) =
45 52 23 120 12.592
Total
Particulars
Designation Total Ψ2 Result
Prod. Workers 15 19 6 40
Cal. Value = 2.35
Supervisors 7 10 6 23
Asst. Manager 10 9 6 25 at (0.05, 6) =
45 52 23 120 12.592
Total
Particulars
Salary Total Ψ2 Result
3000 - 7000 20 23 7 50 Cal. Value =
7000 - 11000 15 18 9 42 1.64
Tab. Value NS
11000 - 16000 10 11 7 28
at (0.05, 4) =
Total 45 52 23 120 9.488
The selection process involves the following methodology in your company?
1. Written test 2. Group discussions 3. Personnel interview
4.1.9 TABLE SHOWING SELECTION PROCESS INVOLVES DIFFERENT

METHODS IN THE ORGANIZATION

Written test 31 26
Group discussion 32 27
Personal interview 57 48
Total 120 100
INTERPRETATION:
JBIPGC 71
48% of employees are opined that Personal Interview is involved in their organizations
selection process.
4.2.9 GRAPH
Opinion on selection process followed by the organization
60 57
No. of Respondents
Percentage
50 48
Percentage
40
31 32
30 26 27
20
10
0
Writtentest Group discussion Personal interview
Particulars
In my opinion, the best method of improving Data Bank is?
1. Advertisement 2. Consultancy 3. Reference
4.1.10 TABLE SHOWING BEST METHOD TO IMPROVE DATA BANK

Advertisement 33 28
Consultancy 64 53
Reference 23 19
Total 120 100
INTERPRETATION:
53% of employees are opined that Consultancy is the best method of improving Data Bank.
JBIPGC 72
4.2.10 GRAPH
Opinion to improve best method in databank is
70
Percentage
60
53
Percentage
50
40
33
30 28
23
19
20
10
0
Advertisment Consultancy Reference
Particulars
Do you feel that there is a scope for improvement of the selection procedure?
4.1.11 ABLE SHOWING OPINION OF THERE IS A SCOPE FOR

IMPROVEMENT OF THE SELECTION PROCEDURE

Agree 39 33
Moderate 41 34
Disagree 40 33
Total 120 100
INTERPRETATION:
JBIPGC 73
34% of employees are moderate, 33% of employees are agreed and 33% of
employees are disagreed about that there is scope for improvement of the selection
procedure.
4.2.11 GRAPH
Opinion on improvement of selection procedure
45
39 40
40 Percentage
34 33
35 33
Percentage
30
25
20
15
10
0
Particulars
4.3.6 THERE IS A SCOPE FOR IMPROVEMENT OF THE SELECTION PROCEDURE

and there is a scope for improvement of selection procedure.
Particulars
Age
Total Ψ2 Result
25 - 35 15 19 19 53 Cal. Value =
35 - 45 13 12 11 36 0.80
at (0.05, 4) =
Total 39 41 40 120 9.488
Particular
s
Experience
Dissatisfie
Total Ψ2 Result
Satisfied Moderate
d
1 - 7 Years 14 16 15 45 Cal. Value = NS
8 - 15 Years 17 11 12 40 3.44
16 - 22 Years 8 14 13 35 Tab. Value
Total 39 41 40 120 at (0.05, 4) =
JBIPGC 74
9.488
Particular
s
Qualification
Dissatisfie
Total Ψ2 Result
Satisfied Moderate
d
I.T.I 15 11 9 35 Cal. Value =
B.com 9 10 9 28 3.88
M.Com. 7 8 7 22 at (0.05, 6) =
Total 39 41 40 120 12.592
Particular
s
Designation
Dissatisfie
Total Ψ2 Result
Satisfied Moderate
d
Cal. Value = 2.25
Asst. Manager 10 9 6 25 at (0.05, 6) =
Total 39 41 40 120 12.592
Particulars
Salary
Total Ψ2 Result
3000 - 7000 18 19 13 50 Cal. Value =
7000 - 11000 13 14 15 42 2.47
11000 - 16000 8 8 12 28 Tab. Value NS
at (0.05, 4) =
39 41 40 120
Total 9.488
Are you able to see your self in a desired position in your company?
4.1.12 TABLE SHOWING OPINION ON ABILITY TO SEE THEM IN DESIRED

POSITIONS

Agree 37 31
Moderate 40 33
Disagree 43 36
JBIPGC 75
Total 120 100
INTERPRETATION:
36% of employees are disagreed, 33% of employees are moderate and 31% of employees are
agreed about that they are able to have in desired position.
4.2.12 GRAPH
Opinion of employee to be seen in disired position in there

department
50
No. of Respondents
45 43 Percentage
40
40 37 36
Percentage
35 33
31
30
25
20
15
10
5
0
Particulars
4.3.7 OPINION ON ABILITY TO SEE THEM IN DESIRED POSITIONS

and opinion on ability to see themselves in desired positions.
Particulars
Age Total Ψ2 Result
25 - 35 20 16 17 53 Cal. Value =
35 - 45 9 14 13 36 2.50
Tab. Value NS
46 & above 8 10 13 31
at (0.05, 4) =
Total 37 40 43 120 9.488
Particulars
Experience Total Ψ2 Result
JBIPGC 76
1 - 7 Years 13 14 18 45
Cal. Value = 0.72
8 - 15 Years 12 14 14 40
NS
16 - 22 Years 12 12 11 35 Tab. Value
Total 37 40 43 120 at (0.05, 4) = 9.488
Particulars
Qualification Total Ψ2 Result
I.T.I 11 13 11 35
Cal. Value = 1.67
B.com 10 9 9 28
M.Com. 6 6 10 22 at (0.05, 6) =
37 40 43 120 12.592
Total
Particulars
Designation Total Ψ2 Result
Cal. Value = 4.19
Asst. Manager 11 6 8 25 at (0.05, 6) =
37 40 43 120 12.592
Total
Particulars
Salary Total Ψ2 Result
3000 - 7000 18 15 17 50
Cal. Value = 1.17
7000 - 11000 11 15 16 42
NS
11000 - 16000 8 10 10 28 Tab. Value
Total 37 40 43 120 at (0.05, 4) = 9.488
Does your job provide opportunity to utilize your skills at full?
4.1.13 TABLE SHOWING OPINION ON PROVISION OF JOB OPPORTUNITY TO

UTILIZE THEIR SKILLS AT FULL

Agree 48 40
Moderate 42 35
Disagree 30 25
JBIPGC 77
Total 120 100
INTERPRETATION:
40% of the employees are agreed and 35% of employees are opined moderate about that their
job provides opportunities to utilize their skills at full.
4.2.13 GRAPH
Opinion on utilization of employee skills at the time of work
60
No. of Respondents
Percentage
50 48
42
Percentage
40
40
35
30
30
25
20
10
0
Particulars
4.3.8 OPINION ON UTILIZATION OF EMPLOYEE SKILLS AT THE TIME OF WORK

and opinion on utilization of their skills at the time of work.
Particular
25 – 35 21 19 13 53 Cal. Value =
35 – 45 14 13 9 36 0.15
Tab. Value NS
46 & above 13 10 8 31
at (0.05, 4) =
Total 48 42 30 120 9.488
Particular
JBIPGC 78
1 - 7 Years 17 16 12 45 Cal. Value =

8 - 15 Years 18 14 8 40 1.01
at (0.05, 4) =
Total 48 42 30 120 9.488
Particular
I.T.I 14 12 9 35 Cal. Value =
B.com 13 9 6 28 1.08
M.Com. 9 8 5 22 at (0.05, 6) =
Total 48 42 30 120 12.592
Particular
Asst. Manager 9 9 7 25 at (0.05, 6) =
Total 48 42 30 120 12.592
Particular
3000 – 7000 23 17 10 50 Cal. Value =
7000 – 11000 15 16 11 42 2.06
11000 – 16000 10 9 9 28 Tab. Value NS
at (0.05, 4) =
48 42 30 120
Total 9.488
Competition plays an important role at the time of selection?
4.1.14 TABLE SHOWING OPINION ON COMPETITION PLAYS AN

IMPORTANT ROLE AT THE TIME OF SELECTION

Agree 43 36
JBIPGC 79
Moderate 47 39
Disagree 30 25
Total 120 100
INTERPRETATION:
39% of the employees are moderate and 36% of employees are agreed regarding
Competition plays an important role at the time of selection.
4.2.14 GRAPH
Opinion on competition plays at the time of selection

50 47
No. of Respondents
45 43 Percentage
39
40
36
35
Percentage
30
30
25
25
20
15
10
5
0
Particulars
4.3.9 OPINION ON COMPETITION PLAYS AN IMPORTANT ROLE AT THE TIME OF

SELECTION
and opinion on competition plays an important role at the time of work.
Particulars
Age
Total Ψ2 Result
25 – 35 20 21 12 53 Cal. Value =
35 – 45 11 16 9 36 1.36
at (0.05, 4) =
43 47 30 120
Total 9.488
JBIPGC 80
Particulars
Experience
Total Ψ2 Result
1 - 7 Years 17 18 10 45 Cal. Value =
8 - 15 Years 14 15 11 40 0.37
at (0.05, 4) =
43 47 30 120
Total 9.488
Particulars
Qualification
Total Ψ2 Result
I.T.I 13 12 10 35 Cal. Value =

B.com 10 11 7 28 0.68
M.Com. 8 9 5 22 at (0.05, 6) =
Total 43 47 30 120 12.592
Particulars
Designation
Total Ψ2 Result
Asst. Manager 9 9 7 25 at (0.05, 6) =
Total 43 47 30 120 12.592
Particulars
Salary
Total Ψ2 Result
3000 - 7000 20 18 12 50 Cal. Value =
7000 - 11000 14 17 11 42 0.71
11000 - 16000 9 12 7 28 Tab. Value NS
at (0.05, 4) =
43 47 30 120
Total 9.488
Does you feel Human resource Department play vital role in recruitment
process?
4.1.15 TABLE SHOWING OPINION ON HR DEPARTMENT PLAY VITAL

ROLE IN RECRUITMENT PROCESS
No. of
Grade Percentage
Respondents
JBIPGC 81
Agree 47 39
Moderate 38 32
Disagree 35 29
Total 120 100
INTERPRETATION:
39% of employees opined agreed and 32% of employees are moderate regarding Human
resource Department play vital role in recruitment process.
4.2.15 GRAPH
OpiniononHRDplayvital roleinrecruitment process

50 47 No. of Respondents
45 Percentage
39 38
40
Percentage
35
35 32
29
30
25
20
15
10
5
0
Particulars
4.3.10 HR DEPARTMENT PLAYS VITAL ROLE IN RECRUITMENT PROCESS

and opinion on HR department plays vital role in recruitment process.
Particular
25 - 35 20 21 12 53 Cal. Value =
35 - 45 15 9 12 36 3.40
at (0.05, 4) =
47 38 35 120
Total 9.488
JBIPGC 82
Particular
1 - 7 Years 18 13 14 45 Cal. Value =
8 - 15 Years 17 10 13 40 3.08
at (0.05, 4) =
Total 47 38 35 120 9.488
Particular
I.T.I 15 9 11 35 Cal. Value =
B.com 12 10 6 28 2.36
M.Com. 9 7 6 22 at (0.05, 6) =
Total 47 38 35 120 12.592
Particular
Asst. Manager 9 7 9 25 at (0.05, 6) =
Total 47 38 35 120 12.592
Particular
3000 - 7000 19 16 15 50 Cal. Value =
7000 - 11000 16 15 11 42 0.96
11000 - 16000 12 7 9 28 Tab. Value NS
at (0.05, 4) =
Total 47 38 35 120 9.488
Procedures in Lanco is highly appreciable and satisfactory?
4.1.16 TABLE SHOWING OPINION ON SATISFACTION TOWARDS

ORGANIZATION
JBIPGC 83

Agree 52 43
Moderate 38 32
Disagree 30 25
Total 120 100
INTERPRETATION:
43% of employees are opined agreed and 32% of employees are moderate about
procedures in Lanco are highly appreciable and satisfactory.
4.2.16 GRAPH
Opiniononlancoproceduresarehighlyapplicableand
satisfactory
60
No. of Respondents
52
Percentage
50
Percentage
43
40 38
32
30
30
25
20
10
0
Particulars
4.3.11 OPINION ON SATISFACTION TOWARDS ORGANIZATION

and opinion on satisfaction towards organization.
Particular
s
Age
Total Ψ2 Result
Moderate
d d
25 - 35 25 16 12 53 Cal. Value = NS
35 - 45 16 10 10 36 1.56
JBIPGC 84
46 & above 11 12 8 31 Tab. Value

at (0.05, 4) =
Total 52 38 30 120 9.488
Particular
s
Experience
Total Ψ2 Result
Moderate
d d
1 - 7 Years 20 14 11 45 Cal. Value =
8 - 15 Years 18 13 9 40 0.43
at (0.05, 4) =
Total 52 38 30 120 9.488
Particulars
Qualification
Total Ψ2 Result
I.T.I 14 12 9 35 Cal. Value =

B.com 13 9 6 28 1.51
M.Com. 10 5 7 22 at (0.05, 6) =
Total 52 38 30 120 12.592
Particulars
Designation
Total Ψ2 Result

Asst. Manager 12 7 6 25 at (0.05, 6) =
Total 52 38 30 120 12.592
Particular
3000 - 7000 21 17 12 50 Cal. Value =
7000 - 11000 19 14 9 42 1.38
11000 - 16000 12 7 9 28 Tab. Value NS
at (0.05, 4) =
Total 52 38 30 120 9.488
Is there any bias in the selection of employees in your company?
4.1.17 TABLE SHOWING OPINION ON BIAS IN SELECTION OF EMPLOYEES
JBIPGC 85
IN THE ORGANIZATION

Agree 37 31
Moderate 43 36
Disagree 40 33
Total 120 100
INTERPRETATION:
36% of employees are moderate, 33% of employees are disagreed and 31% of
employees are agreed regarding there is bias in the selection process.
4.2.17 GRAPH:
Opinionof bias inthe selectionof employees inthe

company
No. of Respondents
Percentage
50
45 43
40
40 37 36
Percentage
35 33
31
30
25
20
15
10
5
0
Particulars
4.3.12 BIAS IN SELECTION OF EMPLOYEES IN THE ORGANIZATION

and opinion on bias in selection of employees in the organization.
Age Particular Total Ψ2 Result

s
JBIPGC 86
Moderate
d d
25 - 35 17 21 15 53 Cal. Value =
35 - 45 9 13 14 36 2.03
11 9 11 31 Tab. Value NS
46 & above
at (0.05, 4) =
Total 37 43 40 120 9.488
Particular
s
Experience
Total Ψ2 Result
Moderate
d d
1 - 7 Years 15 17 13 45 Cal. Value =
8 - 15 Years 12 14 14 40 0.69
at (0.05, 4) =
Total 37 43 40 120 9.488
Particular
I.T.I 11 11 13 35 Cal. Value =
B.com 10 10 8 28 1.25
M.Com. 7 8 7 22 at (0.05, 6) =
Total 37 43 40 120 12.592
Particular
Asst. Manager 9 9 7 25 at (0.05, 6) =
Total 37 43 40 120 12.592
Particular
s
Salary
Total Ψ2 Result
Moderate
d d
3000 - 7000 18 17 15 50 Cal. Value =
7000 - 11000 10 16 16 42 1.69
11000 - 16000 9 10 9 28 Tab. Value NS
at (0.05, 4) =
37 43 40 120
Total 9.488
JBIPGC 87
Which media is highly suitable for recruitment in your company?
1. News paper 2. Television 3. Radio
4.1.18 TABLE SHOWING OPINION ON SUITABLE MEDIA FOR

RECRUITMENT

Newspaper 32 27
Television 46 38
Radio 42 35
Total 120 100
INTERPRETATION:
38% of employees are opined television is the suitable media for recruitment. And
35% of employees opined radio.
4.2.18 GRAPH
Opinion on type of media suitable for recruitment of

candidates
50
45 42
Percentage
40 38
35
Percentage
35 32
30 27
25
20
15
10
5
0
Newspaper Television Radio
Particulars
JBIPGC 88
How did you rate the friendliness of interviewer doing the recruitment?
1. Excellent 2. Good 3. Satisfied
4.1.19 TABLE SHOWING OPINION ON FRIENDLINESS OF

INTERVIEWER
WHILE DOING THE RECRUITMENT

Excellent 23 19
Good 62 52
Satisfied 35 29
Total 120 100
INTERPRETATION:
52% of employees are opined good regarding friendliness of interviewer while doing
the recruitment.
4.2.19 GRAPH
Opiniononfriendlinessof interviewer at thetimeof

recruitment
70
60 Percentage
52
Percentage
50
40 35
29
30
23
19
20
10
0
Excellent Good satisfied
Particulars
JBIPGC 89
What has the time gap between interview and after interview?
1. Days 2. Weeks 3. Months
4.1.20 TABLE SHOWING OPINION ON THE TIME GAP BETWEEN INTERVIEW

AND AFTER INTERVIEW

Days 20 17
Weeks 36 30
Months 64 53
Total 120 100
INTERPRETATION:
53% of employees are opined that the time gap between interview and after interview
is months.
4.2.20 GRAPH
opinion on time gap between interview and after interview

70
No. of Respondents 64
60 Percentage
53
Percentage
50
40 36
30
30
20
20 17
10
0
Days Weeks Months
Particulars
JBIPGC 90
5. FINDINGS
• 36% of the employees are joined because of previous experience. And 38% of the
employees were multi skilled people.
• 53% of people joined this company because Image of company.
• 41% of employees were joined through formal interview. And 32% of employees
were joined through informal interview.
• 50% of employees were feeling moderate about recruitment through internal source is
beneficial.
• 45% of the employees agreed that different selection processes are required for
different positions. And 33% of employees are moderate.
• 38% of employees agreed and 34% of employees moderate about training is needed
after selection
• 38% of employees are moderate and 34% of employees are agreed regarding the
organization has very transparent, clear recruitment policy & procedure.
• 43% of employees moderate, 38% of employees are agreed about selection process
being adopted ensure selection of right candidate for the right job
• 48% of employees are opined that Personal Interview is involved in their

organizations selection process.
JBIPGC 91
• 53% of employees are opined that Consultancy is the best method of improving Data
Bank.
• 34% of employees are moderate, 33% of employees are agreed and 33% of
employees are disagreed about that there is scope for improvement of the selection
procedure.
• 36% of employees are disagreed, 33% of employees are moderate and 31% of
employees are agreed about that they are able to have in desired position.
• 40% of the employees are agreed and 35% of employees are opined moderate about
that their job provides opportunities to utilize their skills at full.
• 39% of the employees are moderate and 36% of employees are agreed regarding
Competition plays an important role at the time of selection.
• 39% of employees opined agreed and 32% of employees are moderate regarding
Human resource Department play vital role in recruitment process.
• 43% of employees are opined agreed and 32% of employees are moderate about
procedures in Lanco are highly appreciable and satisfactory.
• 36% of employees are moderate, 33% of employees are disagreed and 31% of
employees are agreed regarding there is bias in the selection process.
• 38% of employees are opined television is the suitable media for recruitment. And
35% of employees opined radio.
• 52% of employees are opined good regarding friendliness of interviewer while doing
the recruitment
JBIPGC 92
6. SUGGESTIONS
• To improve the selection procedure by giving value to the multi-skills.
• By conducting activities like group discussion and workshops to the employees to

utilize their knowledge and skills.
JBIPGC 93
7. CONCLUSION
Though it is a big organization, but for every organization growth is based on its
employees. LANCO is satisfying moderately its employees at recruitment procedures. By
modernizing the present policy the LANCO organization will achieve good results.
JBIPGC 94
A STUDY ON RECRUITMENT & SELECTION PROCESS IN

LANCO INDUSTRIES LIMITED IN SRI KALAHASTHI
QUESTIONNAIRE
1. In your opinion, selection is made in this company based on your?

1. Qualification 2. Previous Experience 3. Multi skills
2. Which of the following made you to apply for this company?
1. Salary 2. Image 3. Management Efficiency.
3. Which type of interview did you face at the time of your selection?
1. Formal 2. Informal 3.Mixed
4. Do you feel that recruiting candidates through internal source is beneficial to the
organization?
5. Do you feel that the different selection process is required while selecting different
positions?
6. In your opinion training is essential after selection?
7. Do you Believe that organizations has a very transparent, clear recruitment policy
& procedure?
8. The selection process being adopted ensures selection of right candidate for the right
job?
9. The selection process involves the following methodology in your company?
1. Written test 2. Group discussions 3. Personnel interview
10. In my opinion, the best method of improving Data Bank is?
1. Advertisement 2. Consultancy 3. Reference
JBIPGC 95
11. Do you feel that there is a scope for improvement of the selection procedure?
12. Are you able to see your self in a desired position in your company?
13. Does your job provide opportunity to utilize your skills at full?
14. Competition plays an important role at the time of selection?
15. Does you feel Human resource Department play vital role in recruitment process?
16. Procedures in Lanco is highly appreciable and satisfactory?
17. Is there any bias in the selection of employees in your company?
18. Which media is highly suitable for recruitment in your company?
1. News paper 2. Television 3. Radio
19. How did you rate the friendliness of interviewer doing the recruitment?
1. Excellent 2. Good 3. Satisfied
20. What has the time gap between interview and after interview?
1. Days 2. Weeks 3. Months
JBIPGC 96
8. BIBLIOGRAPHY
 Human Resource & Personnel Management

Aswathappa
TATA McGraw-Hill Publishing Company Ltd.,
New Delhi
 Personnel & Human Resource Management

P. Subba Rao
Himalaya Publishing House, Mumbai
 Personnel Management
C.B.Mamoria, S.V.Gankar
Himalaya Publishing House, Mumbai
 www. lancoinfratech .com
 www. lancoindustries .com
JBIPGC 97

Recruitment &amp; Selection

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RECRUITMENT & SELECTION PROCESS

Cement is preferred as building material in India. It is used extensively in house hold

The incentives offered to private builders include a guarantee f minimum reasonable

LANCO INDUSTRIES LIMITED is located in between Tirupathi and srikalahasti.

• Availability of labour at cheaper rate.

• Ordinary Portland cement (OPC)

SAILENT FEAUTURES OF LANCO CEMENT

• High strength & high quality and great durability.

PLANTS UNDER THE GROUP

The Lanco group is promoted by young Technology with exceptional entrepreneur

LANCO INDUSTRIES LIMITED

LANCO KALAHASTI CASTINGS (merged with Lanco Industries

SPUN PIPE DIVISION

COKE OVEN PLANT

UNIFORM, SHOES & PROTECTIVE EQUIPMENT:

WORKING DAYS & TIMINGS:

The shifts and general shift timings are as stated below:

S.NO SHIFT TIMINGS

ATTENCENCE & PUNCTUALITY:

IDENTIFYING THE VACANCY:

RECRUITMENT NEEDS ARE OF THREE TYPES:

PURPOSE & IMPORTANCE OF RECRUITMENT

• Transfers • Press advertisements

10. LABOUR CONTRACTORS:

11. UNSOLICITED APPLICANTS:

12. EMPLOYEE REFERRALS/ RECOMMENDATIONS:

13. RECRUITMENT AT FACTORY GATE:

FACTORS AFFECTING RECRUITMENT

The recruitment function of the organizations is affected and governed by a mix of

FACTORS AFFECTING RECRUITMENT

FACTORS AFFECTING RECRUITMENT POLICY

2. HUMAN RESORCE PLANNING

3. SIZE OF THE FIRM:

1. SUPPLY AND DEMAND

RECRUITMENT POLICY OF A COMPANY

COMPONENTS OF THE RECRUITMENT POLICY

• The general recruitment policies and terms of the organization

• Need of the organization.

RECENT TRENDS IN RECRUITMENT

Advantages of outsourcing are:

Advantages of E-Recruitment are:

The two kinds of e- recruitment that an organization can use is

Online recruitment techniques

Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of

ADVANTAGES & DISADVANTAGES OF E-RECRUITMENT

Advantages of E-Recruitment are:

Types of job seekers

RECRUITMENT MANAGEMENT SYSTEM

• Structure and systematically organize the entire recruitment processes.

• Recruitment management system provides and a flexible, automated and interactive

The Recruitment Management System (RMS) is an innovative information system

An organization makes a tremendous amount of investment in its recruitment processes.

According to a survey, 38% of organizations do not prepare or produce any kind of

A recruitment professional or manager can calculate and maximize the returns on

• Clear definition of the results to be achieved from recruitment.

Assessing the ROI on recruitments can assist an organization to strengthen its HR

In India, the trend of outsourcing recruitment is also catching up fast.

Advantage of Outsourcing Recruitment

Traditionally, recruitment is seen as the cost incurring process in an organization. HR

The major advantages of outsourcing performance management are:

increasing their revenues, outsourcing provides business opportunities to the service

Changing Role of Recruitment Intermediaries

SHORTLIST THE GOOD CV’S RECEIVED FROM CONSULTANT

Recruitment & Selection

Recruitment & Selection