INTRODUCTION

Human Resource is a basic need of any work to be done. According to ARTHUR LEWIS:

There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviors The project report is all about recruitment and selection process thats an important part of any organization. Recruitment highlights each applicants skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate.

It is said if right person is appointed at right place the half work has been done. In this project I have tried to cover all the important point that should be kept in mind while recruitment and selection process and have conducted a research study through a questionnaire that I got it filled with all the Hr managers of the Sanklecha

Construction Pvt Ltd and tried to find out which methods and various other information related to recruitment and selection and tries to come to a conclusion at what time mostly the manpower planning is dont , what the various method used for recruiting the candidates and on what basic the selections is done.

OBJECTIVE OF THE STUDY

Every task is undertaken with an objective. Without any objective a task is rendered meaningless. The main objectives for undertaking this project are:

To understand the internal Recruitment process at Sanklecha Construction Pvt Ltd.

To focus on major elements of Recruitment and Selection process.

To identify various sources of recruitment

To identify areas where there can be scope for improvement .

To study the how efficient the existing recruitment process is in terms of cost, time, and quantity.

To give suitable recommendation to streamline the hiring process

Try to find out simplest method of recruitment and selection.

RESEARCH METHODOLOGY :
Research is a careful investigation or inquiry especially through search for new facts in any branch of knowledge. The project is a systematic presentation consisting of the enunciated problem, formulated hypothesis, collected facts or data, analyzed facts and proposed conclusions in form of recommendations.

Kind of Research Exploratory research

This kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action.

SAMPLE SIZE A complete interaction and enumeration of all the employees of Sanklecha

Construction pvt ltd. was not possible so a sample was chosen that consisted of 30 employees.

Data Collection
The data for the survey will be conducted from both Primaries as well as Secondary sources.

Primary Data: Using personal interview technique the survey the data will collect by using questionnaire. The primary data collection for his purpose is supposed to be done by judgment sampling conversation sampling. Questionnaire has been formatted with both open and close structure questions.

Secondary Data: By going through the Site of the Sanklecha Construction pvt Management Books of HRM. & through NET.
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RESEARCH DESIGN
A research design is the specification of methods and procedure for acquiring the information needed to structure or to solve problems. It is the overall operation pattern or frame work of the project that stipulates what information is to be collected from which source, and be what procedures.

A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine Relevance to the research purpose with economy in procedure.

1.4.1 PROBLEMS STATEMENT

Recruiting new talent from outside the organization. Attract people with multi-dimensional experiences and skills

Keeping employees motivated and engaged at all times on the business growth Journey.

Creating a culture of 'personal ownership' and 'high performance work-in Locate people whose personalities fit the companys values

Procedural challenges (How we proceed).

Dealing with the challenges of diversity. Faking of experience / qualifications The Challenges:

1.4.2 COLLECTION OF DATA Primary Data :

QUESTIONNAIRE

Secondary Data:
Secondary data was gathered from academic texts and company profile from companys webs

Site of the Sanklecha Construction pvt. www.sanklecha construction.in Management Books of HRM www.citehr.com

1.4.3 RESEARCH INSTRUMENT QUESTIONNAIRE

SURVEY ON THE MANAGERIAL SATISFACTION LEVEL FOR

RECRUITMENT AND SELECTION

MANPOWER PLANNING:
1). When you prefer to go for manpower planning? (a). yearly (b). Quarterly (c). no fixed time

RECRUITMENT POLICY:
2). Do you have a documented recruitment policy? (a). Yes (b). No

3): What form of interview did you prefer? A) Personal Interview Other Means
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B) Telephonic Interview

C) Video Interview

4). Do you think the present recruitment policy is helpful in achieving the goals of the company? ( a). Yes (b) . No (c). To some extent

5). Do you think the present recruitment policy fulfill the manpower requirement of the company in accordance with the manpower plan? a) Excellent b) Very good c) Good d) Average

SOURCES OF RECRUITMENT
6). what are the sources for recruitment and selections? (a). Internally 7). Which of (b). Externally the (c). Both you choose for the recruitment of

following sources

theemployees? (a). Data Bank (b). Private Employee Agencies (c). Campus Requirements (d). Casual Applicant (f) . Any others

LATEST TECHNIQUES OF RECRUITMENT

8). Does your organization recruit employees through latest method of recruitment through Internet: (a). Yes ( b). No

9). If yes then the company use own web site or this purpose.

(a). Yes

( b). No

10). Is Internet recruitment is effective in your opinion? (a). Yes (b). No

SELECTION POLICY
11). Which type of technique is used for interview? (a). Structured (b). Unstructured (c). Both

12). which step you prefer to selection process? a) Written test b) oral/personal interview c) medical testing

13). Does the procedure adopted for recruitment and selection of employees enables to give right person at the right job? (a). Yes (b). No (c). To some extent.

14). How well the organization affirmative action needs clarified and support in the selection process? a) Poor b) Adequate c) Excellent

15). Does HR train hiring employees to make the best hiring decisions? a) Yes b) No

16). How would you rate the HR practices of the company? a) Very good b) Good c) Average d) Ba

1.4.4

RESEARCH LIMITATION
Time limitation in the study 60 days

Financial factor are not considered

The number of respondents covered only 30

The information gathered was based only on recruitment and selection method in Sanklecha Construction Pvt Ltd.

The accuracy of the study is based on the information given by the respondents.

CHAPTER NO. I INTRODUCTION & RESEARCH METHODOLOGY

1.1 Company Profile:

Founded in 1978 as a family conglomerate, Sanklecha entered the real estate business with a solitary project. Since then the firm has moved from strength to strength over the years. Within a span of almost 3 decades the Group has undertaken more than 75 prestigious projects spread across Nasik, Pune & Shirdi. Over the past three decades, Sanklecha has firmly established itself as a leading name in the real estate industry.

With over 75 prestigious projects, the Group has moved from strength to strength in this span. What has enabled Sanklechas enviable presence in the world of lifestyle construction is the Groups firm belief in changing and reinventing to stay ahead of the times.

Through state-of-the-art innovations, we ensure that only the latest designs and equipment are utilized to deliver offerings that cater to our customers ever-changing
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needs. We make sure that the Sanklecha lifestyle is an experience to savor by constantly adapting and evolving ourselves. We believe in the motto, Unity in Diversity! We owe our success story to our efficient and committed team members. Their abilities and capabilities have enabled us to adapt innovation and continue our journey to the pinnacle of success. We identify, train and hire the right people, people with the specific experience, skill sets and attitudes that our clients require.

We believe in enriching and motivating our workforce, so as to create future leaders and entrepreneurs. While looking at our eventful past with pride, we Endeavour to challenge our accomplishments, so as to redefine our goals and surpass excellence itself in our venture to accomplish them. Sanklecha is only going to get bigger and better in the days to come.

MISSION-:
To revolutionize industry practices and standards to set ourselves apart from the rest and create a satisfied customer base across diverse verticals of the industry by providing complete value of money

Visions1.To bring about change on a grand scale through innovation 2. To introduce innovation with every venture we undertake, and forge a strong bond with all our customers 3. To scale new heights and reach new horizons with each project we create 4. To establish ourselves as the' most dynamic and respected real estate developer 'in the country

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OUR TEAM We believe in the motto, Unit y in Diversit y! We owe our success story to Our efficient and committed team members. Their abilities and

capabilities have enabled us to adapt innovation and continue our journey to the Pinnacle of success. We identify, train and hire the right people, people with The specific experience, skill sets and attitudes that our clients require. We believe in enriching and motivating our workforce, so as to create future leaders and entrepren eurs. When patterns are broken, new worlds emerge!

FUTURE OUTLOOK
While looking at our eventful past with pride, we endeavor to challenge our accomplishments, so as to redefine our goals and surpass excellence itself in our venture to accomplish them. Sanklecha is only going to get bigger and better in the days to come nobody can go back and start a new beginning, but we can start today and forge a new path of success!

OUR CLIENTELE
We strongly believe that our clients are focal points of all endeavors.Our approach is customers centric and excellence in quality is clearly reflected through these of our clientele. Central Railways, Big-bazaar, Pwd, Spencers, Glaxo,retail concepts, Unilever, Tristarretail, ,Mico-bosh, Glenmark, security press, Wns, Samsung.

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SAGA OF EXCELLENCE Over the past three decades, Sanklecha has firml y established itself as a leading name in the real estate industry. With over 75 prestigious projects, the Group has moved from strength to strength in this span. What has enabled Sanklechas enviable presence in the world of lifest yle construction is the Groups firm belief in changing and reinventing to stay ahead of the times. Throu gh state-of-the-art innovations,we ensure that onl y the latest designs and equipment are utilised t o deliver offerings that cater to our customers ever -changing needs. We make sure that the Sanklecha life st yle is an experience to savor b y constantl y adapting and evolving ourselves. Nothing endures but change!

ON GOING PRJECTS

The metro zone Water ways Mango Woods (Pune) Mango one (Pune)

Garden County I & II Comfort Zone V-Tech G-Mall

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UNDER CONSTRUCTION APARTMENTS:

Sanklecha Green Meadow

Sanklecha Urban Nirvana

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INTRODUCTION OF HRM 2.1 History

The History of Human Resource Management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Human resource management has

it roots in the late and early

1900's. When there are less labor then there are more working with machinery. The scientific management movement began. This movement was started by Frederick Taylor when he wrote about it a book titled The Principles of Scientific Management. The book stated, "The principal object of management should be to secure the maximum for each employee. Taylor

prosperity for the employer, coupled with the maximum

believed that the management should use the techniques used by scientist to research and test work skills to improve the efficiency of the workforce. Also around the same time came the industrial welfare movement. This was usually a voluntary effort by employers to improve the conditions in their factories. The effort also extended into the employees life outside of the work place. The employer would try to provide assistance to employees to purchase a home, medical care, or assistance for education. The human relations movement is the major influence of the modern human resource management. The movement focused on how employees group behavior and how employee feelings. This movement was influenced by the Hawthorne Studies.

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2.2 Functional area of HRM

Human resource auditing Human resource strategic planning Human resource planning Manpower panning Recruitment / selection Induction Orientation Training Succession planning Staff communication Reward

Talent management Safety management Management development Compensation development Performance management Career planning / development Coaching Counselings Staff amenities planning Event management

Responsibility of HR department in large organization Position

HR Manager, recruitment & employment Manager , compensation & benefits

Job Responsibilities
Executive committee, organization planning, HR planning & policy, Organization development

Manager, Training & Development

Recruiting, Interviewing, Testing, Placement & Termination Job analysis and evaluation, surveys, Performance appraisal, compensation administration, bonus, Profit sharing plans, Employee benefits. Orientation, Training, Management development, Career Planning & development EEO relations, contract compliance, staff assistance programs, Employee counseling.

Manager, Employee relations

Importance of Human Resource Management

1: Attract highly qualified and competent people 2: Ensure thats the selected candidate stays longer with the company.

3: Make sure that there is match between cost and benefit.

4: Helps the organization to create more culturally diverse workforce

Whereas, the poor quality of selection means extra cost on training and supervision. Further in more , when recruitment fails to meet organizational needs for talent, a typically

response is to raise entry level pay scales . This can distort traditional wages and salary relationship in organization, resulting in unavoidable consequences. Thus the effectiveness of the recruitment process can play a major role in determining the resources that must be expended on other HR activates and their ultimate success.

SCOPE OF THE STUDY

The study will useful for management of Sanklecha construction Pvt Ltd.

Knowing the present recruitment and selection procedure and rectify if necessary.

The finding of the study will be helpful for the employees of company regarding the recruitment and selection policies.

The study will be useful management student for understanding recruitment and selection policies and procedures

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Human resource development

This department looks after the needs and Requirement the present employees. This Department includes number of function which are as Follows: 1. Training and Development it includes technical, soft skills and process related to training 2. Process and policies it contains all the rule and regulations that need to be followed by the employees.

3: Appraisal and increment- it is in the formal feedback to the employees about their performance and the conduct of work.

4: Induction-involves the information to the new employees about the company, job, departments etc

5: Motivational activities and entertainment- involves motivating the employees to improve their productivity.

6: Roles and responsibilities-that every individual employee needs to fulfill. 7: Key Result Area (KRA) it is the measurement quantifiable of output for the roles of responsibilities.

8: Employee separation-includes resignation and dismissal.

9: Joining formalities- take place when a new employee joins the company. 10: Computerization 12: Helpdesk

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13: Employee verification-take place at the time of joining of the new employee.

14: Surveys

15: Project trainees

16: Counseling and grievance handling-both are different as counseling is basically helping out in personal problems whereas, grievances Handling involves the handling of complains that the employees has towards the management.

All the above head are included in the human resource development and involves the over all development of individual employees which in turn increases the over all profit of the company.

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RECRUITMENT 3.1 Meaning & Definition

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. It is undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees

DEFINITION: According to EDWIN FLIPPO ,Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

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3.2 NEED FOR RECRUITMENT:

The need for recruitment may be due to the following reasons / situation: Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.

3.3 PURPOSE AND IMPORTANCE OF RECRUITMENT : Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities.

Increase the pool of job candidates at minimum cost

Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its work force. Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organizational and individual effectiveness in the short term and long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants they wish to work for it

A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones.

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3.4 Factors Affecting Recruitment: In recruiting new employees management must consider the nature of labor market, what sort of potential labor are available and how do look for works. The factor affecting can be summed up under the following heads:

Labor Market Boundaries:The knowledge of the boundaries help management in estimating the available supply of qualified personnel form, which it might recruit. A labor market consists of a geographical area in which the forces of demand and supply interact and thus affect the price of labor.

Available Skills:Companies must locate the areas where they can find employees who fit the jobs according to their skills.

Economic Condition:Economic conditions also affect recruitment. Unemployment worker may swamp a new plan located in a depressed labor market whereas a firm trying to establish it or to expand in an area where a few qualified workers are out of work has quite a different recruitment problem.

Attractiveness of the Company:The attractiveness of the company in terms of higher wages, clean work, better fringe benefits and rapid promotions serves as influencing factor in recruitment.

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3.5 PROCESS OF RECRUITMENT

A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as:

1) Has the function changed? 2) Have work patterns, new technology or new products altered the job? 3) Are there any changes anticipated which will require different, more flexible skills from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes.

Recruitment begins by specifying the human resource recruitment, initiating activities and action to identify the possible sources form where they can be met, communicating the information about the jobs, terms and conditions and prospects they offer, and enthuse the people who meet the recruitment to respond to the invitation by applying for jobs. Thereafter the selection process begins. The process is as follows.

Decide on how many people you really need

If everything is being done to improve performance and still there is a gap between what the current performance is and the goals set, then the best way is to recruit more people.

Analyzing the job:Analyzing the job is the process of assembling and studying information relating to all aspects of a particular post. Analysis is done to find possible details about: Purpose: Identify the aims and objectives of job and what the employee is expected
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to achieve within department and company. Position: The job title, its position in the hierarchy and for whom it is responsible ought to be recorded. A sample organization chart may be useful for this purpose. Main Duties: A list of key tasks may be written out; standards that need to be reached and maintained must also be maintained. Methods of recording, assessing and recording the key tasks must be determined. The work Environment: Study the physical and social environment in which the work is out because the work environment influences the quantity and quality of Work.

Drafting a job description:After job analysis is done, job description is made. Job description describes the job. The job description decides upon the exact knowledge, skill and experience needed to do the job.

Job description must be drafted around these heading: 1) Job title. 2) Responsible to. 3) Responsible for. 4) Purpose of job. 5) Duties. 6) Responsibility. 7) Signature and date

Evaluation future needs

For Evaluation future needs manpower is drafting. A manpower plan evolves studying the make-up of present work force, assessing forthcoming changes and calculating future workforce, which is required. Manpower planning helps in devising long-term recruitment plans.

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CHAPTERNO.IV SOURCES OF RECRUITMENT

4.1 SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES

EXTERNAL SOURCES

1) Promotion 2) Transfers
3) Internal notification service (Advertisement)

1) Campus recruitment 2) Press advertisement

3)Management consultancy

& private employment exchanges

4) Retirement transfer 5) Recall 6) Former employees 7) Miscellaneous external sources

4) Deputation of personnel or from one enterprise to another 5) Management training schemes 6) Walk-ins, write-ins, talk-ins

4.2 Internal Sources

These refer to persons already employed in the organization. Promoting persons from lower levels may fill up vacancies at higher levels. Shortage of manpower in one branch/factory may be met by transferring surplus staff from another branch/ factory. Promotion means shifting of an employee to higher post caring greater salary status and responsibility. On the other hand transfer refer to the shifting an employee with salary, status and responsibility. Sometime ex-employee of the organization may be re-employed.
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Advantages of Internal Sources:

1) Filling vacancies for higher job by promoting employees from within the organization helps to motivate and improved the morale of the employees. This induces loyalty among them. 2) Internal requirement has to minimize labor turnover and absenteeism. People wait for promotion and the work force is more satisfied. 3) Candidates working in organization do not require induction training. They are already familiar with organization and with the people working in it.

Disadvantages of Internal Sources:

1) There may be inbreeding, as fresh talent from outside is not obtained. Internal candidates may not be given a new outlook and fresh ideas to business. 2) Unsuitable candidates may not be promoted to positions of higher responsibility because the choice is limited. 3) The employees may become lethargic if they are sure of time bound promotion. There may be infighting among those who aspires for promotion within the Organization. 4) Internal recruitment cannot be complete method in itself. The enterprise has to resort to external recruitment at some stage because all vacancies cannot be filled from within organization.

4.3 External Sources

It refers to recruitment of employees from outside the organization. External sources provide wide choice of the required number of the employees having the desired qualification. It also provides the people with new ideas and specialized skills required to cope with new challenge and to ensure growth of the organization. Internal competitors have to compete with the outsiders. However , existing employees

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resent the policy of filling higher-level vacancies from outsiders. Moreover it is time consuming and expensive to recruit peoples from outside. Recruitment from the outside may create frustration among the existing employees that aspires for promotions. There is no guarantee that the organizations will attract sufficient number of suitable candidates.

Advantages of External Sources:

1) The entry of fresh talent in to the organization is encouraged. New employees bring new ideas to the organization. 2) External sources provide wider sources of personnel to choose from. 3) Requisite type of personnel having the required qualifications, training and skill are available from the external sources.

Disadvantages of External Sources:

1) The enterprise can make the best selection since selection is made from among a large number of applicants. 2) There is a greater decoration in employerindustrial strikes, unrest, and lockouts. 3) The personnels selected from outside may suffer from the danger of adjustment to the new work environment. 4) Monitoring effectiveness of recruitment employee relationship, resulting in

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METHODS OF RECRUITMENT
There are mostly three methods that is used recruitment process. Thats given below..

THIRD PARTY

INDIRECT

DIRECT

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4.4 METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories: a) Direct method. b) Indirect method. c) Third-party method.

a) Direct Method:
These include the campus interview and keeping a live register of job seekers. Usually under this method, information about jobs and profile of persons available for jobs is exchanged and preliminary screening is done. The short listed candidates are then subjected to the remainder of the selection process. Some organization maintains live registers or record of applicants and refers to them as and when the need arises.

b) Indirect Method:
They cover advertising in newspapers, on the radio, in trade and professional journals, technical journals and brochures. When qualified and experienced persons are not available through other sources, advertising in newspapers and professional and technical journals in made. Whereas all types of advertisements can be made in newspapers and magazines, only particular types of posts should be advertised in the professional and technical journals. A well thought-out and planned advertisement for appointments reduces the possibility of unqualified people applying. If the advertisement is clear and to the point, candidates can assess their abilities and suitability for the position and only those who possess the requisite qualifications will apply.

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c) Third Party Method:

Various agencies are used for recruitment under these methods. These include commercial and private employment agencies, state agencies, and placement offices of schools, colleges and professional associations, recruiting firms, management consulting firms, indoctrination seminars for college professors, friends and relatives.

Employment Agencies

They are specializing in specific occupation like general office help, salesman, technical workers, accountants, computer staff, engineers and executives and suitable persons available for a job. Because of their specialization, they can interpret the needs of their clients and seek out particular types of persons.

State or Public Employment Agencies:

They also knew as Employment or Labor Exchanges, are the main agencies for public employment. They also provide a wide range of services, like counseling, assistance in getting jobs, information about the labor market, labor and wage rates, etc.

Executive Research Agencies:

They maintain a complete information records about employed executives and recommend persons of high caliber for managerial, marketing and production engineers posts. These agencies are looked upon as head hunters, raiders, and pirates.

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Trade Unions:
The employers to supply whatever additional employees may be needed often call on Trade Unions. Unions may be asked for recommendations largely as a matter of courtesy and an evidence of goodwill and cooperation.

Professional Societies:
They may provide leads and clues in providing promising candidates for engineering, technical and management positions. Some of these maintain mail order placement services.

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CHAPTER NO. V SELECTION

5.1 Meaning & Definition

Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job ,the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. But selection must be differentiated from recruitment, though these are two phase of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

A Formal Definition Of Selection Is As Following:

It is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. Selection process assumes and rightly so, that there are more number of Candidate actually selected candidates
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are made available through recruitment process.

5.2 ESSENTIALS OF SELECTION PROCEDURE

The selection process can be success if the following requirements are satisfied 1. Someone should have the authority to select. This authority comes from the employment requisition as developed by an analysis of the work-load and work force.

2. There must be some standard of personnel with which a prospective employee may
be compared i.e., a comprehensive job description and job specification should be available beforehand.

3. There must be sufficient number of applicants from whom the required number of employees may be selected.

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5.3 SELECTION PROCESS

Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. The following chart gives an idea about selection process: -

External Environment

Internal Environment

Preliminary Interview Preliminary Interview Selection Tests

Application Application Rejected Rejected

Employment Interview Reference and Background Analysis

Selection Selection Decision Decision Physical Examination

Job Offer

Employment Contract
Evaluation 35

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

5.4 SELECTION TEST:

Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicants ability, aptitude and personality.

The following are the type of tests taken :

1 ).Ability

tests: -

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

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

3). Intelligence test:

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

4 ).

Interest Test :

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

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5 ).

Personality Test:

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

6).

Projective Test:

This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture.

7 ).

General knowledge Test:

Now days G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs

8 ).

Perception Test:

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

9 ).

Graphology Test : It is designed to analyze the handwriting of individual. It has

been said that an individuals handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination

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and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential.

10). Polygraph Test:

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

11). Medical Test:

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

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

1. RELIABILITY: - It refers to standardization of the procedure of administering

and scoring the test results. A person who takes tests one day and makes a certain score should be able to take the same test the next day or the next week and make more or less the same score. An individuals intelligence, for example, is generally a stable characteristic. So if we administer an intelligence test, a person who scores 110 in March would score close to 110 if tested in July. Tests, which produce wide variations in results, serve little purpose in selection.

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2. VALIDITY:It is a test, which helps predict whether a person will be successful in a given job. A test that has been validated can be helpful in differentiating between prospective employees who will be able to perform the job well and those who will not. Naturally, no test will be 100% accurate in predicting job success. A validated test increases possibility of success.

There are three ways of validating a test. They are as follows: -

Concurrent Validity:

This involves determining the factors that are characteristics of successful employees and then using these factors as the yardsticks.

Predictive Validity: It involves using a selection test during the selection process and then identifying the successful candidates. The characteristics of both successful and less successful candidates are then identified.

Synthetic Validity: It involves taking parts of several similar jobs rather than one complete job to validate the selection test.

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3. OBJECTIVITY:When two or more people can interpret the result of the same test and derive the same conclusion(s), the test is said to be objective. Otherwise, the test evaluators subjective opinions may render the test useless.

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

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

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

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

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

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

3) Depth Interview:
It is designed to intensely examine the candidates background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate. These probing questions must be asked with tact and through exhaustive analysis; it is possible to get a good picture of the candidate.

4) Stress Interview:
It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with Mr. Joseph, we do
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not think your qualifications and experience are adequate for this position, and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job. This type of interview is borrowed from the Military organization and this is very useful to test behavior of individuals when they are faced with disagreeable and trying situations.

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

6) Panel Interview:
A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate.

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7) Sequential Interview :
The sequential interview takes the one-to-one a step further and involves a series of interview, usually utilizing the strength and knowledgebase of each interviewer, so that each interviewer can ask questions in relation to his or her subject area of each candidate, as the candidate moves from room to room.

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

9) Unstructured Interview :
It is also known as Un-patterned interview, the interview is largely unplanned and the interviewee does most of the talking. Unguided interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the Un-patterned interview lacks uniformity and worse, this approach may overlook key areas of the applicants skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyze why they are not right for the job.

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

15) Second Interviews:

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

STEP 4: REFERENCE CHECK:Many employers request names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labor market is very tight, organizations sometimes hire applicants before checking references.

Previous employers, known as public figures, university professors, neighbors or friends can act as references. Previous employers are preferable because they are already aware of the applicants performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicants performance just to get rid of the person. Organizations normally seek letters of reference or telephone references. The

latter is advantageous because of its accuracy and low cost. The telephone reference also has the advantage of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from hesitations and inflections in speech.

It may be stated that the information gathered through references hardly influence selection decisions.

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

STEP 6: PHYSICAL EXAMINATION:

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

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

STEP 8: CONTRACT OF EMPLOYMENT : After the job offer has been mad and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings

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Job title
Duties, including a parse such as The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct 1 Date when continuous employment starts and the basis for calculating service. 2 Rate of pay, allowance, overtime and shift rates, and method of payments. 3 Hours of work including lunch break and overtime and shift arrangements. 4 Holiday arrangements: (a) Paid holidays per year (b) Calculation of holiday pay (c) Qualifying period (d) Accrual of holidays and holiday pay (e) Details of holiday year (f) Dates when holidays can be taken (g) Maximum holiday that can be take at any one time (h) Carryover of holiday entitlement (i) Public holidays (j) Length of notice due to and from employee.

(k) Grievances procedure (or reference to it). (l) Disciplinary procedure (or any reference to it). (m) Work rules (or any reference to them). (n) Arrangements for terminating employment. (o) . Arrangements for union membership (if applicable).
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Special terms relating to rights to patent s and designs, confidential information and restraints on trade after termination of employment Employers right to vary terms of the contract subject to proper notification being given.

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

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

STEP 10: EVALUATION OF SELECTION PROGRAMME :

-

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

Four Approaches to Selection: 1). Ethnocentric Selection:

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

2). Polycentric Selection:

In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country
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3). Regional centric Selection: Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion in decision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company.

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

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5.5 PROBLEMS IN EFFECTIVE SELECTION: The main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments, which check effectiveness of selection, are perception, fairness, validity, reliability and pressure.

Perception: - Our inability to understand others accurately is probably the most

fundamental barrier to selecting the right candidate. Selection demands an individual or a group of people to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of the people

.Fairness: - Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other less privileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been effective.

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

Reliability: -A reliable method is one, which will produce consistent results when
repeated in similar situations. Like validated test, a reliable test may fail to predict job performance with precision.

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Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sectors undertakings generally take place under such pressures.

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CHAPTER VI

DATA ANALYSIS AND INTERPRETATION

DATA INTERPRETATION

A questionnaire was prepared for the purpose of getting feedback from the employees and manager regarding Recruitment & Selection Procedure of their company. 30 employees are selected from different department and were distributed the questionnaire from the purpose of the study.

Analysis of the data

Fundamental analysis requires us to perform a great deal of mathematical operations to generate an answer. Technical analysis does not. Looking at the same chart Therefore, reading charts evolves

into an art form where each analyst can provide a unique insight.

FOUR STAGES OF ANALYSIS

Stage Codes Purpose Identifying anchors that allow the key points of the data to be gathered Concepts Collections of codes of similar content that allows the data to be grouped Categories Broad groups of similar concepts that are used to generate a theory Theory A collection of explanations that explain the subject of the research

If you understand the benefits and limitations of technical analysis, it can give you a new set of tools or skills that will enable you to be a better. The analysis of the data is done as per the survey finding. The data is represented graphically in percentage.

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The percentage of the people opinion were analyzed and expressed in the form of charts and have been placed in the next few pages.

Q 1: When do you prefer to go for manpower planning?

S.NO
1 2 3

OPINION YEARLY QUARTERLY NO FIXED TIME

PERCENTAGE 20 50 30

MANPOWER PLANNING
YEARLY QUARTERLY NO FIXED TIME

Around 50% of HR goes for Quarterly manpower planning and 30 % do not follow any pattern and they dont have any fixed time where as 20% go for yearly .

Q 2: What are the sources for recruitment and selection?

A) Internal

B) External

C) Both

Sources of recruitment
INTERNAL EXTERNAL BOTH

About 75% HR prefer both internal as well as external source for recruitment and selection. Whereas only 7% go for internal source and 18% go for external sources.

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Q 3: What are the sources of recruitment you preferred?

A) Placement Agencies B) Data Bank C) Casual Applicant

SOURCES FOR RECRUIMENT

PLACEMENT AGENCIES DATA BANK CASUL APPLICANT

41% go for data bank, 34% from the casual application that are received and 25% go for any placement agencies.

Q 4: What form of interview did you prefer?

B) Personal Interview B) Telephonic Interview C) Other Means

Form of interview
PERSONAL INTERVIEW TELEPHONIC INTERVIEW OTHER MEANS

40% HR Prefer Personal interviews, 30% prefer to take telephonic interviews whereas only Rest 30% adopt some other means of interviews
NOTE :- Other means like panel interview, Depth interview, Group interview.

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Q 5: Do you have a documented recruitment policy? S.NO 1 2 OPINION YES NO PERCENTAGE 100% 0%

DOCUMENTED RECRUITMENT POLICY

YES NO

There is 100% of documented recruitment policy.

Q 6: Do you think the present recruitment policy fulfill the manpower requirement of

the company in accordance with the manpower plan? Excellent 4 Very good 3 Good 2 Average 1

MANPOWER PLANNING
Excellent Very good Good Average

40% HR Says manpower planning is Excellent.30% HR Says manpower planning is very good. 20% HR Says manpower planning is good. 10% HR Says manpower planning is average. Q 7: Does your company use your own website for recruitment?

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S.NO 1 2

OPINION YES NO

PERCENTAGE 40 60

use own web site

YES NO

40% HR Says own web site is use for recruitment. 60% HR Says use Naukri.com Portal for the purpose of recruitment. Q 8: Is Internet recruitment effective in your opinion? S.NO 1 2 3 OPINION YES NO TO SOME EXTENT PERCENTAGE 50 20 30

INTERNET RECRUITMENT
YES NO TO SOME EXTENT

50%HR Says recruitment is effective through internet. 30% HR Says effectiveness of internet is to some extent and 20%HR Says internet recruitment is not effective.

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Q 9: Which types of technique is used for interview? S.NO 1 2 3 OPINION STRUCTURED UNSTRUCTURED BOTH PERCENTAGE 60 10 30

Technique for selection

Structured Unstructured Both

60% HR Says used structured , 30%HR Says used both and 10%HR Says used unstructured

Q10. Does the organization clearly define the position, objectives to the candidate at the time of recruitment process? S.NO 1 2 OPINION YES NO PERCENTAGE 100 0

Define the position and objective to candidate

YES NO

100% HR clearly define the position, objectives, to the candidate at the time of recruitment process.

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Q 11: Which step you prefer to selection process? 1) Written test 2) oral/personal interview 3) medical testing

selection steps
oral/personal interview written test medical testing

50%personal interview is preferred by company. 30%written test is preferred by company and 20%medical test is preferred by company in selection process.

Q12. Does the HR Department is efficient in Selection Policy of the employees? S.NO 1 2 OPINION YES NO PERCENTAGE 80 20

HR Department selection ploicy

YES NO

80% HR Department is efficient in Selection Policy of the employees and 20% HR Department is not efficient in Selection Policy of the employees.

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Q13. How well the organizations affirmative action needs clarified and supported in the selection process? S.NO 1 2 3 OPINION POOR ADEQUATE EXCELLENT PRECENTAGE 10 60 30

Organisation needs clarification

POOR ADEQUATE EXCELLENT

60% adequate organizations affirmative action needs clarified and supported in the selection process ,30% excellent the organizations affirmative action needs clarified and supported in the selection process and 10% poor the organizations affirmative action needs clarified and supported in the selection process. Q14. Does HR train hiring employees to make the best hiring decisions? S.NO 1 2 OPINION YES NO PERCENTAGE 60 40

Hiring decision
YES NO

60% hiring employees to make the best hiring decisions and 40% hiring employees decision is not best.

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Q15. How would you rate the HR departments performance in recruitment and selection? 1 2 3 Average Good Excellent

Rate of HR department performance

Average Good

60% performance of recruitment and selection of HR department is Excellent, 30% performance of recruitment and selection of HR department is good and 10% performance of recruitment and selection in HR department is average.

16: How do you rate the HR practices of the company?

Very good 4 Good 3 Average 2 Bad 1

RATE HR PRACTICES
VERY GOOD GOOD AVERAGE BAD

50% of HR feels that HR department is good where and 30%say thats its very good where as 20% says its average and only 10% HR feel its bad.

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CHAPTER NO. VII

Conclusion:

Recruitment process at Sanklecha construction Pvt Ltd.. Is time consuming company can take telephonic interview for short listing the candidate thus the time involved in screening can be minimized.

Advertisement is an expensive source of interview therefore company should use another source like employee referred and job portal to minimize the recruitment cost.

Implementation of GD (group discussion) round in selection process can help company to identify the ability of application to work in group

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CHAPTER NO.VII RECOMMENDATIONS

SUGGESTIONS FOR THE IMPROVEMENT OF THE SYSTEM AND PRACTICES OF RECRUITMENT AND SELECTION PROCEDURE

The following are the suggestions received from the respondents of the questionnaire. These suggestions are based on their awareness regarding the Recruitment and Selection procedure.

1. During the selection process not only the experienced candidates but also the fresh candidate should be selected so as to avail the innovation and enthusiasm of new candidates. . 2. Candidates should be kept on the job for some time period; if suitable they should be recruited. During the selection process, the candidates should be made relaxed and at ease. 3. Company should follow all the steps of recruitment and selection for the selection of the candidates. 4. Selection process should be less time consuming. 5. The Telephonic interview should be necessary. It should be made interesting and candidate possibility to come face to face interview. There must be proper communication regarding job profile, salary, location etc between the Interviewer and the Interviewee at the time of interview. 6. Evaluation and control of recruitment and selection should be done fair judgment. 7. Methods used for selection of candidates should be done carefully and systematically. 8. The attainment of goals and objective of any organization depend on the type and quality of its manpower. To have right type of men at right job and at right time, the recruitment and selection procedure should be fair and impartial.

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APPENDICES / GLOSSARY

MANAGEMENT: Mr. Vijay Sanklecha Chairman SPECIALITY: Commercial Residential ASSOCIATION NAME: Builders Association of India Nashik Center CONTACT DETAILS: 11, Dehabanoo Commercial Complex, Nasik Pune Road Nasik 422001 Maharashtra

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BIBLIOGRAPHY

Website:
www.sanklecha.in www.hrindia.com www.slideshare.com www.managementparadise.com

SEARCH ENGINE
www.google.com www.yahoo.com PERSONAL HUMAN RESOURCE MANAGEMENT

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