1.

INTRODUCTION

Recruitment and selection forms a core part of the central activities underlying human
resource management: namely, the acquisition, development and reward of workers. It
frequently forms an important part of the work of human resource managers or designated
specialists within work organisations. However, and importantly, recruitment and selection
decisions are often for good reason taken by non-specialists, by the line managers. There is,
therefore, an important sense in which it is the responsibility of all managers, and where
human resource departments exist, it may be that HR managers play more of a supporting
advisory role to those people who will supervise or in other ways work with the new
employee.
As Mullins notes: If the HRM function is to remain effective, there must be consistently good
levels of teamwork, plus ongoing co-operation and consultation between line managers and
the HR manager. This is most definitely the case in recruitment and selection as specialist HR
managers (or even external consultants) can be an important repository of up-to-date
knowledge and skills, for example on the important legal dimensions of this area. Recruitment
and selection is often presented as a planned rational activity, comprising certain sequentiallylinked phases within a process of employee resourcing, which itself may be located within a
wider HR management strategy. Bratton and Gold differentiate the two terms while
establishing a clear link between them in the following way: Recruitment is the process of
generating a pool of capable people to apply for employment to an organisation. Selection is
the process by which managers and others use specific instruments to choose from a pool of
applicants a person or persons more likely to succeed in the job(s), given management goals
and legal requirements.
Recruitment and selection is a topical area. While it has always had the capacity to form a key
part of the process of managing and leading people as a routine part of organisational life, it is
suggested here that recruitment and selection has become ever more important as
organisations increasingly regard their workforce as a source of competitive advantage. Of
course, not all employers engage with this proposition even at the rhetorical level. However,
there is evidence of increased interest in the utilisation of employee selection methods which

are valid, reliable and fair. For example, it has been noted that over several decades, work
psychology has had a significant influence on the way people are recruited into jobs, through
rigorous development and evaluation of personnel selection procedures (Arnold et al, 2005, p
135). In this chapter we will examine several contemporary themes in recruitment and
selection including what is human as the competency approach and online recruitment.
Recruitment and selection does not operate in a vacuum, insulated from wider social trends, so
it is very important to keep abreast of current research.
A CIPD annual survey report, Recruitment, Retention and Turnover (2009d), showed how the
financial crisis was biting in the field of HRM. The survey concluded that half of the
companies surveyed claimed that the recession was having a negative impact on their
employee resourcing budgets and activities. 56 per cent of organisations were focusing more
on retaining than recruiting talent, while four out of ten said that they would recruit fewer
people in the forthcoming year. Interestingly, 72 per cent of respondents thought that
employers would use the downturn as an opportunity to get rid of poor performers and bring
about culture change. These specific findings epitomise the very close link between
recruitment and selection and the wider social and economic context.
This project was carried out in VOLTAS ltd (Tata Enterprise) Mumbai. The area of project was
Recruitment, selection and employee orientation of employee. The duration of my project was
60 days. In which I came to know the various recruitment as well as selection process which
refers in Voltas along with also studied on new employee orientation policies of Voltas ltd.
Voltas definition of Recruitment and Selection
Process of identifying and hiring best-qualified candidates (from within or outside of an
organization) for a job vacancy, in most timely and cost effective manner. The activity for
employing workers to fill vacancies or enrolling new member.

4. ORGANIZATIONAL PROFILE

Voltas profile
4

In the year 1954, Voltas limited was promoted by Tata sons and Volkart brothers, a Swiss firm
operating in India 1851.voltas is one of the worlds premium engineering solutions providers
and specialists and part of USD 70.8 billion Tata group which is Indias largest and best
known conglomerate. Voltas limited is Indias premier air conditioning solution and
engineering services provider. It offers engineering solution for a wide spectrum of industries
in area such as heating ,ventilation and air conditioning refrigeration ,climate control ,electromechanical project ,textile machinery ,machine tools ,mining and construction ,material
handling ,water management , building management systems,, pollution control and
chemicals.The companys strength lie principally in the design and manufacture of industrial
equipment; management and execution of air conditioning and public work project; sourcing
installation and services of technology-based systems ; and representation of global
technology leaders, serving diverse industrial sectors and applications.

Voltas product and services

Voltas operations have been organized into four independent businesses specific clusters,
namely the Electro-Mechanical projects and services, Unitary for comfort and commercial use
engineering Agency and services and others. Each of these has its own facilities for market
coverage and service to customers.
1. Electro-Mechanical projects and services
Air conditioning & Refrigeration
Electrical, Mechanical & HVAC solutions.
Water Management & Treatment.
2. Unitary cooling product for comfort and commercial use.
Cooling Appliances
Commercial Refrigeration & Contract Manufacturing
3. Engineering Agency & Services.
Machine tools
Mining and Construction Equipments
Textile Machinery
4. Other
Material Handling Solutions
Chemicals Trading
Engineering products trading
Civil construction

MANUFACTURING
Voltas possesses total capability in the manufacture of room/ split air conditioners, Industrial
air conditioning and refrigeration equipment, water coolers, refrigerators, freezers, visicoolers,
fork-lift truck and large water supply pumps. All these products bear the stamps of state -of the
-art automated manufacturing plants resulting in consistently high quality and reduced costs.
Furthermore, the company is partnered with faders International Inc. Of USA for manufacture
only alliances producing low cost, high quality room air conditioner.

Projects
Over the years, Voltas has built up a substantial reputation and is actively engaged in turnkey
projects in field such as- electro mechanical works comprising Electrical Building Services,
HVAC ,Plumbing, Public health , Fire Fighting , ELV and Specialized system; Electrical
power project; Environmental and water pollution control ; Plumping station and Water
Supply; Water and waste Water Treatment Project .The company has ISO 9001-2000 Standard
certification in this Business, and has successfully undertaken and executed projects work in
the middle East , Far East and south East Asia.CIS countries and Africa

Marketing
Voltas sourcing and Marketing operations cover air conditioners ,textile machinery, machine
tools ,mining tools, mining and construction equipment and industrial chemicals. In this
sector, the company demonstrates its specialized engineering expertise, as well as its extensive
network of global sourcing.

Voltas management

Board of Directors
Chairman

: Ishaat Hussain

Managing Director

: Sanjay Johri

Director

: Nasser Munjee
: Ravi Kant
: N D Khurody
: N N Tata
: Jimmy Bilimoria
: S N Menon
: Nani Javeri

3. OBJECTIVES

OBJECTIVES AND SCOPE OF STUDY

To study the process recruitment, selection and Employee orientation in Voltas

To study the internal and external sources of recruitment in Voltas.

To study the purpose of employee orientation program & identifying the various inputs
that should go into any such program

To study the Nature & Importance of employee orientation programs

To know the employees opinion about the recruitment, selection as well as employee
orientation program

10

4. HYPOTHESIS

11

We are assuming here companies are keener on Recruitment process. They are more investing
recruitment and selection process and always trying to make it cost effective.

Hypothesis
Voltas recruitment process is cost competitive and selection process is rigid which is also as
per the standards of Voltas

We have to prove the above statement true through the data analysis.

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5. THEOROTICAL PERSPECTIVE

13

What is Recruitment?
To define the recruitment and selection process for regular staff positions, which involves
identifying vacancies or new positions, posting these positions, recruiting for them, and
selecting, hiring, promoting, and transferring staff employees.
Policy:
The University is committed to filling positions with the best qualified individuals. Recruiting
and selecting candidates are the mutual responsibilities of Human Resources (HR) and the
departments/units where positions exist. The University encourages promoting qualified
University staff employees.
Definitions:
A regular position is a job that is expected to last at least twelve (12) consecutive months. A
regular staff employee who works twenty (20) hours per week or more is eligible for benefits.
An applicant is an individual who requests to be considered for employment, completes a
profile/application via the online employment site (Chicago Jobs), submits all required
materials (such as a resume and other required documents and information), identifies a
specific job opening, expresses interest in a timely manner, and is basically qualified for a
specific job opening. Basically qualified is defined as possessing the knowledge, skills,
education, and experience listed as required on a job posting.

14

Guidelines:
1. All recruitment and selection efforts must be coordinated through HR. HR provides
guidance and assistance throughout the process.
2. The hiring manager may collaborate with the Human Resource Administrator (HRA) and
HR but has primary responsibility for overseeing the recruitment and selection process to
ensure the development of a comprehensive position description, completion and retention of
information and documentation. The hiring manager has primary responsibility for ensuring
employment decisions are in compliance with University and department policies and
procedures. HR will review the selection process and employment decisions for compliance
with University policy and applicable law.
3. The HRA and hiring manager should attend training regarding staffing and recruitment and
affirmative action/equal employment opportunity and are encouraged to participate in job fairs
and other outreach efforts.
Recruitment
4. The HRA, hiring manager, and HR collaborate in developing and documenting objective
nondiscriminatory criteria for a job posting. The criteria used to screen job seekers include
education, experience, essential skills, abilities, and competencies.
5. To post and fill a position, the HRA or hiring manager must complete a requisition that
identifies the job classification, duties, specific qualifications, working conditions, and
physical and mental requirements through the online employment site (UChicago Jobs).
6. Each position must be posted for at least seven (7) calendar days. Any position posted
for six (6) months will be removed from the online employment site.
7. HR notifies units whether additional Affirmative Action (AA) efforts may be needed to
recruit for posted jobs or job groups. Prior to commencing recruitment efforts, the hiring
manager or HRA must submit specific plans for expanded outreach efforts to HR-Staffing and
Recruitment. HR-Staffing and Recruitment will assist HRAs and hiring managers, in

15

expanding outreach efforts and recruiting applicants if the availability of women or minorities
is significantly greater than their incumbency in a job or group.
8. A job opening must first be posted on the Chicago Jobs Web site before advertising through
other avenues, including print ads or other Web sites. To ensure compliance with regulations,
all recruitment advertising must be approved by HR.
9. Advertising and other notification of a vacancy or new position must be nondiscriminatory
and must include reference to the Universitys commitment to affirmative action through equal
opportunity using the following tagline: The University of Chicago is an Affirmative
Action/Equal Opportunity Employer. Advertisements must list the same qualifications and
job requirements as listed in the Chicago Jobs postings.
10. A position posted via the Chicago Jobs Web site will also automatically appear on the
Americas Job Exchange (AJE) Web site and/or other required sites.
11. The HRA or hiring manager should direct an interested job seeker to complete the online
application process. To be considered, a job seeker (including any University staff employee)
must complete the online application process.
12. Unsolicited resumes should not be considered. Unsolicited resumes should be directed to
the HRA or HR-Staffing and Recruitment, which will direct individuals to the online
application process.
13. HR will provide reasonable accommodations to complete the application process upon
request by any applicant with a disability.
14. To comply with affirmative action requirements, certain data is requested as part of the
online application and new hire process. This voluntary information is provided at the
individuals discretion. However, such information will be required as part of the employment
process when an applicant is hired.

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Search Firms
15. A unit considering the use of a search firm or employment agency must consult with HR
and use the standard University search firm agreement template before making any
arrangements with an outside firm or agency. Any search conducted by an outside agency or
search firm must meet the same federal, state, local, and University guidelines as searches
conducted directly through HR. Departments/Units must consult with HR and, if appropriate,
the Office of Legal Counsel before agreeing to any substantive changes to the search firm
agreement template.
16. The search firm works on behalf of the University and is responsible for the same
applicant tracking HR would otherwise do, including keeping records of Affirmative Action
outreach efforts, and the recruitment and selection process. The department/unit that contracts
with a firm or agency is responsible for ensuring that any firm or agency is fully informed
regarding its responsibilities for meeting the Universitys (AA/EEO) search documentation
responsibilities.
17. The search firm must submit a copy of all search records to the hiring department/unit
before the University processes payment of the final invoice or expense reimbursement.
Internal Applicants
18. The University encourages the consideration of current employees of the University for
open positions through promotions and transfers. Departments/Units and managers are
encouraged to allow staff employees to take reasonable time off for interviews.
19. A regular University staff employee in good standing who has successfully completed
his/her probationary period may apply for a posted position by completing the online process.
The probationary period lasts six (6) months for staff employees paid monthly and three (3)
months for staff employees paid biweekly but may be extended upon the written approval of
HR. The job performance of staff employees who apply and are hired into new positions will
be closely reviewed (similar to a probationary period) during the first six (6) months for staff
employees paid monthly and three (3) months for staff employees paid biweekly.

17

20. A regular University staff employee who has not completed the probationary period, but
who meets the stated basic requirements, may apply for a posted position only with permission
from the current supervisor and from HR.
21. A regular University staff employee who has progressed beyond the verbal counseling or
verbal warning corrective action step within the previous six months may not apply for a
posted position, unless permission is obtained from HR-Employee/Labor Relations
22. Pursuing a job opportunity within the University should not in any way jeopardize a staff
employees present position. The hiring manager should regard an application as confidential
until the employee is a finalist and references are to be checked.
23. The University also encourages the consideration of individuals associated with the
University (e.g., alumni, spouses/partners of faculty, staff, and students) when appropriate and
consistent with University policy and applicable law.
Selection
24. The HRA or hiring manager may consider candidates immediately upon receipt of all
application materials, including reviewing resumes for basic qualifications. A job seeker who
does not meet all the required qualifications as provided in the job posting is not an applicant
and should not be considered.
25. Selection must be based on job-related qualifications including, but not limited to:
required and preferred education; experience; knowledge, skills, and abilities as identified in
the job description; and references. Qualifications including mental and physical demands
must be bona fide occupational qualifications. An applicant who is hired must meet the
required qualifications listed in the job description, and may not, directly or indirectly, provide
the University with funding to support the position.
26. The applicant pool should be sufficient to enable selection of qualified applicants for
interviews. If not, the HRA or hiring manager should contact HR to discuss further recruitment
efforts. If there are no well qualified candidates for a position and qualifications are modified

18

to increase the applicant pool, the position must be re-posted for at least seven (7) calendar
days, and all applicants for the re-posted position must be considered.
27. The HRA or hiring manager must ensure consistent administration of the interview
process. Consistent administration includes equal treatment of applicants, avoidance of
discriminatory questions, and uniform interview content.
28. Upon request by an applicant with a disability, the HRA or hiring manager must provide
reasonable accommodations, as determined by HR or the Provosts Office during the interview
and testing processes.
29. An applicant may be tested for job-related competencies using a properly validated test or
other selection procedure. Prior to administering a test or other selection procedure, it must be
disclosed to HR by the hiring department/unit. To ensure compliance with federal guidelines
for employee selection procedures, HR in conjunction with departments/units will partner with
third parties such as industrial psychologists or other appropriate experts to review and
validate tests. The hiring departments/units shall be responsible for the cost of review and
validation by third party vendors.
30. When used, approved tests and selection procedures must be given to applicants under
equivalent conditions, must be scored, evaluated, and used as a selection factor equally for
applicants, and must be maintained with other application and selection materials. Such
information must be retained with the search files for three (3) years following the date of the
last action on the position (e.g., start date, date candidates were notified of the position being
filled).
Reference and Background Checking
31. for guidance regarding reference and background checks

19

Post Selection
32. Prior to making a verbal or written offer of employment, the HRA or hiring manager must
consult with HR regarding the starting salary of a new hire to ensure nondiscrimination and
equity. HR will collaborate with the HRA or hiring manager to identify whether there are
similarly situated staff employees in the department/unit, to evaluate pay equity, and to
determine the starting salary based on authorized and legal factors.
33. A staff employee may not be offered or start in a position until the required seven-day
posting period has been completed and a proper search has been conducted. In addition, HR
verifies that a proposed hire is eligible for University employment (e.g., meets the basic
qualifications, completion of the job profile, and if applicable, completion of the testing,
completion of the probationary period, not on corrective action, completion of the background
check, and not terminated for cause if previously employed by the University).
34. The HRA or hiring manager should use a standard offer letter approved by HR.
35. The hire must complete documents listed on the new hire checklist to be entered into the
payroll system.
36. After accepting a position, a University staff employee is responsible for giving sufficient
notice to his/her former unit; notification is as follows:
o For a staff employee paid monthly, provide at least one (1) month advance
notice.
o For a staff employee paid biweekly, provide at least two (2) weeks advance
notice.
37. Upon beginning a new position in another unit or department, a current employee will
maintain accrued but unused sick, vacation, and personal holiday time, which will be
transferred to the new unit.

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38. The HRA or hiring manager must notify an unsuccessful applicant who was interviewed
by indicating the applicants status in Chicago Jobs and also may send a letter or call the
applicant. The HRA or hiring manager must update the status of applicants in Chicago Jobs,
review the list of not hired reasons, and identify the reasons why the applicants were not
selected such as did not have preferred qualifications or less effective phone screen or
interview than applicant hired.
Document Retention
39. Recruitment and selection records must be maintained with the search files for three (3)
years following the date of last action on the position (e.g., employees start date, or the date
candidates were notified of the position being filled). These include all materials sent to and
received from individuals who qualify as applicants as well as all job seekers who request to
be considered for the position. These records are listed below, along with the assumed location
where they are stored.
o Search firm contracts (unit and Procurement Services)
o Search firm records (unit and HR)
o Affirmative Action outreach efforts (unit and HR)
o Selection tests or other skills assessment activities (unit or HR, depending on
who conducts them)
o Reference checks and notes (unit or HR, depending on who conducts them)
o Verification of degrees, licensure, other credentials (unit or HR, depending on
who conducts them)
o Background checks (HR)
o Resume (Chicago Jobs)

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o Cover letter (Chicago Jobs)

o Profile (Chicago Jobs)
o Reasons why one candidate was selected over another candidate (unit and
Chicago Jobs)
40. The following recruitment and selection information and documentation also must be
maintained by the department/unit that handled the recruitment process for a minimum of 3
years:
o any search plan for the position;
o copies of any external ads or position announcements (both print and
electronic);
o a copy of the Equal Employment Opportunity (EEO) report used to review the
applicant pool;
o a list of any affirmative action and outreach efforts such as job fairs and
postings;
o documentation of any screening or other criteria used to narrow the applicant
pool;
o a list of applicants phone screened for the position;
o a list of questions, notes, and results of the phone screens;
o a list of applicants interviewed in person;
o a list of interview questions, notes, and results of the interviews;

22

o a list of any tests administered to applicants and what these tests evaluated;
o reference check questions;
o the names of references contacted and their responses;
o criteria used to develop the hiring salary offer; and
o A copy of the offer letter sent to the new hire.

HR POLICY ON RECRUITMENT (Management staff)

1. Voltas is an equal opportunity employer. It is the policy of Voltas that all decisions regarding
selection and hiring of employees are made solely on the basis of job-related criteria and
merits and to recruit applicants who are suitably qualified or trainable for employment, in
accordance with pre-determined job-related criteria. Every effort will be made to place new
employees in positions that best utilize their competencies and in which they will be able to
achieve both success on the job as well as personal satisfaction and opportunities for
growth.
Voltas will have an annual headcount plan for each division/function which will be
approved by the CMG. The draft annual headcount plan for each division/department
should be prepared and submitted to the CMG by February 15 each year by the Business
Group Head and the Division Head, and for each department by the head of the function.
This headcount plan should be in consonance with the Strategic Business Plan of the
division/function. Vacancies should be filled up only as per the approved annual Headcount
Plan for the division/function. Since the organization structure and manpower plans with

23

numbers are approved during the budgeting process,

out-of-plan recruitment should be

kept at the bare minimum and will require the MDs approval.
3. The minimum age for employment at Voltas is 18 years.
4. Graduation in Engineering, Science, Commerce or Arts is the minimum education
qualification requirement for selection and appointment at Voltas in the Management cadre.
Depending on the requirements of a position, post-graduate qualifications may also be a
necessary criterion. Diploma holders in engineering or air-conditioning and refrigeration
(with requisite nature and length of experience) may be acceptable qualification for the
M3,M4,M5 and M6 cadre and this will be based on the requirements of each division.
5. Employment of all personnel is subject to receipt of satisfactory references including those
from previous employers for candidates having previous work experience (except in case of
campus recruitment).
6. All staff selected for employment at Voltas is required to undergo a pre-employment
medical examination before commencing employment. The objective would be to obtain
information on the health status of the prospective employee in order to ensure that the
prospective employee is medically fit for performing the required job functions. The HR
department will issue an offer letter to the selected employee only after receiving
confirmation of medical fitness from the Company Doctor. Details of the pre-employment
medical examination are given in the procedure.
7. Applicants previously employed with Voltas and who have re-applied will be given
favorable consideration, subject to their past work history and performance being
satisfactory. However, they will normally not be re-hired unless approved by the concerned
division/function head and the Vice President Human Resources. In such cases, wherever
feasible, the candidate's earlier division/function head will be asked for a reference
regarding his/her performance and other aspects of employment, before the re-hiring

24

decision. An ex-employee's re-employment will be considered as a fresh appointment

commencing as of the new date of employment. All re-hired employees, irrespective of the
period of separation, will be required to undergo a pre-employment medical examination.
8. All recruitment must be initiated by the requisitioning division/function through a formal
request to the concerned HR Manager to hire an employee. This request should include
specifications. (Details are mentioned in the procedure). The process of recruitment and
selection should be completed and the selected candidate given a written offer within two
months of notification of vacancy.
9. All vacancies will be advertised internally within all divisions and at all locations to invite
applications from within. Applications should be forwarded to the concerned HR Manager
through the head of that division/function to which the applying employee belongs.
(Please refer Annexure 'B' for signing authorities for offer letters and appointment letters).
11. All campus recruitment at Voltas will be centrally co-ordinate by the DGM Talent
Acquisition to present one common interface between the company and various
engineering colleges and management institutes and to avoid duplication of efforts and
costs. Each year, DGM Talent Acquisition will seek requirements from divisions/functions
and form panels of interviewers from divisions. Campuses to be visited for placements
shall be decided by DGM Talent Acquisition in consultation with the Divisional heads.
Campus recruitment will be carried out as per the plan developed and shared by DGM
Talent Acquisition. Each Business Group Head, in consultation with the VP-HR, will
decide and announce each year for his/her Business Group, the stipends to be paid and the
entry-level salary for Management Trainees and Management probationers.
12. Outstation candidates will be reimbursed three-tier A/C rail fare (non-Rajdhani) if they
have applied for vacancies in M3 to M6 grades. Candidates who have applied for M2,
M1, and SM grades and above would be reimbursed Check-fares/Apex fares air travel.

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RECRUIMENT PROCESS

PERSONAL
PLANNING

IDENTIFY
JOB
VACCANCY

JOB ANALYSIS

EMPLOYEE
REQUISITION

RECRUITMEN
T PLANNING
-Number
-Types

STRATEGY
DEVELOPMENT.
-Where
-How
-When

APPLICANT
POOL

POOLPOOLP

26

SOURCING
APPLICATIO

POTENTIAL
HIRE

APPROVED
HEADCAUNTT

SEARCHIN
G
-consultancy
-Campus

TO
SELECTION
PROCESS

EVALUTIO
N AND
CONTROL

IDENTYFY VACCANCY
Identify the vacancy the word explains itself in which identify or find out the vacancy in the
organization for required position. Identify vacancy its one of the important managerial as well
as human resource department function. Ultimately we can say that its first step towards the
recruitment, selection and further processes identify vacancy in the organization place
potential candidate to fill that vacant position in organization with the help of internal and
external sources of recruitment.
PERSONAL PLANNING
Personal planning its process which helps to determine personal needs in the future. Personal
planning is the processes by which an organization ensures that it has right number and kind of
people at right place, at right time, capable of effectively and efficiently completing that task
that will help the organization achieve its overall objective. Personal planning translates the
organizations objectives and plans in to the number of workers needed to meet those
objectives. And its not possible without a clear cut planning of the human resources.

JOB ANALYSIS
Job analysis its help determine the essential characteristics of a job in order to produce a job
specification. A job specification is a written statement of the essential characteristics of a job

27

including necessary qualifications, duties, responsibilities and degree of authority of the job
holder.
The purposes for which a job analysis is required in Voltas. To establish criteria for
Recruitment and selection process

APROVED HEADCAUNT
Vacancies should be filled up only as per the approved organization structure and annual
headcount plan (which specific designation/grade/location for each position) of division/
department.
EMPLOYEE REQUISITION
All recruitment must be initiated by requisitioning division/department through a formal
request to the human resource department to hire an employee. This communication must
incorporate the following information required to precede recruitment and selection process.

Designation
Location
Grade
Reporting Relationship
Position supervised by the incumbent
Major responsibilities and Duties
Extent of travel that the job entails

SEARCHING
The searching method generally follows in Voltas through the consultancies; they contact with
consultancies and search the potential applicant as per the job requirement in the organization.

28

And if fresher requirement is needed in Voltas then generally they prefer the campus
recruitment process. Because through campus recruitment process organization get new talent.

STRATEGY DEVELOPMENT

This is also one of the essential function in recruitment process in this step its help to get
answer of how to where to find like location vise and the second important question is how to
find? Which is the important question for recruitment? How to look refer two sources of
recruitment internal recruitment and external recruitment. In Voltas also there are two sources
of the recruitment.

SOURCING OF APPLICATION
In Voltas refer the internal and external source of recruitment.
Internal source
An internal advertisement for vacancy must be displayed on the notice board of all location
and also trough Voltas board by email through. The internal advertisement should mention a
brief job summary. And also desire experience with Voltas. Skills and Qualification. Internal
advertisements are to encourage growth from within and also to encourage job rotation and
location transfer. It also a boost to word of mouth publicity to get external application directly.
The HR Department and/ or divisional Manager will evaluate the suitability of potential
internal candidates.

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Internal source of recruitment

Promotion- The employees are promoted from one department to another with more benefits
and greater responsibility based on efficiency and experience.
Transfer- The employees are transferred from one department to another according to their
efficiency and experience.
Demotion.- demotion will according to performance of the employee.
The advantage of internal sources
-

The time saving and economically too. No advertiertiement is required to be

Given for the job in external media. Cost of selection is reduced.

Its help to improve the moral and motivation of employees of the organization and to

develop loyalty towards the organization and sense of responsibility.

To encourage the employee to work hard, sincerely and put sincere efforts to get

promotion.
As the management has the better knowledge of the strength and weakness of the
employee, proper decisions can taken to promote or to transfer or to demote, the
chance of making wrong decision are considerably reduced.

External source of Recruitment

External sources of recruitment have to be solicited from outside the organization
In Voltas , the Human resource Department will maintain an application databank of all
application that is received from time to time. If suitable candidate are not identified from
either of above sources, The HR manger will initiated appropriate steps to sources candidates
externally. Word of mouth publicity will be initiated. The search process , whether through
headhunters, consultants and web based advertisement ,or news papers advertisements etc.

30

Will be decided by the HR Manager after doing a cost-benefit analysis. The HR Manger will
finalize the Advertisement or the position write-up.

The external sources of recruitment

-Placement agencies (Consultancy)
Several private consultancy firms perform recruitment functions on behalf of client companies
by charging a fee. These 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
-Campus Recruitment
various management institutes, engineering colleges,etc. are a good source of external
recruiting well qualified executives, engineers, they provide facilities for campus interviews
and placements. This source is known as Campus Recruitment.

Advantage of external source of recruitment

-

Its help to attract and introduced the new blood in the organization. Makes the

organization more dynamic through the inflow of innovative ideas, fresh thinking, etc
Best candidates can be selected. It offers wider scope for selection employee as there is
possibilities that large number of candidates. with the requisite, qualification, and

experiences may apply for the job

This source proves to be more economical if experiences, well trained candidates are
required.

31

SELECTION PROCESS SELECTION PROCESS IN VOLTAS

32

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

33

SCREENING OF APPLICATION

The human resource department will normally assist in initial screening of applications to
determine if the applicant meets the requirement for the said position. The HR department will
forward all screened application to the respective division/ function head for review and
assessment.

Interview
The interview is used to eliminate those candidates who do not meet the minimum eligibility
criteria laid down by the organization. The skills, academic and family background,
competencies and interests of the candidate are examined during preliminary interview.
Preliminary interviews are less

REFERANCE CHECK

Successful applicants should be informed in advance that their appointment would be subject
to satisfactory reports being received from their referees and previous employer/s if any
It is imperative that at least two reference checks are conducted on a particular selected
candidate. In the case of recruitment of senior management position(SM & above), at least
three reference check should be conducted, of which one must be perfectly be a reference not
given by the candidate himself.
Reference check from a very important part of the recruitment process as they provide
pertinent information about a selected employee.

34

WRITEN TEST

Various written tests conducted during selection procedure are aptitude test, intelligence test,
reasoning test, personality test, etc. These tests are used to objectively assess the potential
candidate. They should not be biased.

MEDICAL AND FITNESSOF SELECTED CANDIDAATES

Following a decision to hire the applicant, a medical examination should be arranged. This
should be done as soon as possible after his selection is finalized and telephonic reference
checks have been conducted and cleared.

OFFER LETTER

The HR manger in consultation with requisitioning department will formulate a salary and
benefit package in line with the companys policy and grade and compensation structure. An
offer letter must be given to selected candidates as soon as possible, after he/she has cleared
the pre-employment medical examination.

APPOINMENT LETTER-

After offer letter accepted by the applicant then he is appointed by giving a formal
appointment letter

EMPLOYEE ORIENTATION

35

Induction is a process meant to help the new employee to settle down quickly in to the job by
becoming familiar with the people, the surrounding, the job, the firm and the industry.
Employee orientation is the process of acquainting the new employee with the existing culture
and practices of the new organization.
Induction means introduction to the company as in the overall preview of company its more
in the form of presentatations while orientation is the practical overview of the company that
is it includes introducing employee do different people of the organization making him more
familiar with every one so that he get the idea that what kind of company he will be working
for generating a level of comfort within the organization.

EMPLOYEE ORIENATOIN PROCESS IN VOLTAS

The process of employee orientation at Voltas will be as per the following induction checklist
MANAGERS CHECLIST OR NEW EMPLOYEE INDUCTION

The concerned HR manger or the location HR manger will be responsible for inducting new
entrants in to the company. Every new employee will be inducted in to organization as per the
comprehensive procedure outlined in this induction check-list;

Before the employee arrives: Pre-arrival- before the date of joining:

36

The new employee orientation process begins before the employee comes to work on
the first day. Planning ahead for your new employees arrival will allow you to spend
productive time on the first day and also create good first impression. So before the

employee arrives,
Have the seating place organized, i.e. the table(with empty drawers) , chair, stationary,
diary, calendar, reminder board and telephone. Make sure the employees work-space is

clean and organized, Arrange for PC with a LAN connection , if required.

Prepare an induction folder containing: a copy of the description, the companys
organization chart ,the induction manual (only till such times as the multi-media
induction not develop) brochures on our company its business, activates , its product
and services, annual reports, marketing material and newsletters that can give our new

team member an insight in to our company

Also include a writing pad, pens and other items of stationary, necessary forms,

department procedure manual and important telephone numbers.

Plan interesting task for the employees first day and week after induction.
Identify a staff member to act as a mentor for the first two month.
Mention about the new entrant and his/her date or joining to other team members
inform them what the persons job will be. Request your team members to welcome

the new employee and encourage their support.

The concerned HR manger will prepare an organization announcement to be circulate
the day the new recruit joins(for SM and above or a corporate function where
information to all is important.

PURPOSES OF EMPLOYEE ORIENTATION IN VOLTAS ,LTD

37

1. To Reduce Startup-Costs
Proper orientation can help the employee get "up to speed" much more quickly, thereby
reducing the costs associated with learning the job.
2. To Reduce Anxiety
Any employee, when put into a new, strange situation, will experience anxiety that can
impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that
results from entering into an unknown situation, and helps provide guidelines for behavior
and conduct, so the employee doesn't have to experience the stress of guessing.
3. To Reduce Employee Turnover
Employee turnover increases as employees feel they are not valued, or are put in positions
where they can't possibly do their jobs. Orientation shows that the organization values the
employee, and helps provide tools necessary for succeeding in the job.
4. To Save Time for Supervisor & Co-Workers
Simply put, the better the initial orientation, the less likely supervisors and co-workers will
have to spend time teaching the employee.

5. To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction

It is important that employees learn early on what is expected of them, and what to expect
from others, in addition to learning about the values and attitudes of the organization. While
people can learn from experience, they will make many mistakes that are unnecessary and
potentially damaging

38

39

5. METHODOLOGY AND PROCEDURE

OF WORK

Research Methodology
The methods used in the completion of project were questionnaire cum interview method. It is
the process in which we can interview the person on the basis of questions available. It is a
time saving process like maximum output with minimum input. The sources for collecting
data were both primary as well as secondary sources. Secondary data was sourced from

40

various staff member of Voltas ltd. Like HR executive of various department, senior HR
manger and the other management trainee.
Data is analyzed with the help of computer software EXCEL, to make graph.

I)

Data sources: Both primary & secondary data are taken into Consideration. Primary

data are data gathered from field for specific Research project.

ii)

Research approach: I have mainly collected the primary data through interview &

few cases by observations.

iii)

Research instrument: Questionnaire is used to collect most of the Primary data.

SAMPLING:
Sample is the small group taken under consideration from the total group. The small group
represents the total group, in the project the segment which was asked to study was part of
employees in Voltas ltd.

Sampling unit: project was concentrated on employees as a sampling unit

Sampling size: project consists of 15 respondents from Voltas Ltd.

o Sampling Technique: Survey, study Personal Interviews, Observation, Predetermined

set of questions

41

42

6. ANALYSIS OF DATA

1. How effective is recruitment at Voltas limited?

a. Excellent b. Good c. Average d. Below average e. Poor
SR NO
1

43

OPTIONS
Excellent

NO OF REPONSE
4

PERCENTAGE
26.66

2
3
4
5

Good
Average
bellow average
Poor
Total

60

8
3
0
0
15

53.32
20
0
0
100

53.32

50
40
26.66
NO OF REPONSE

30

PERCENTAGE
20

20
10

8
4

ANALYSISIS
The near about 54% people said that Voltas recruitment is good.

2. Which of the following sources are being used for recruitment at Voltas ltd?

SR.NO
1

44

SOURCES
INTERNAL SOURCES

NO. OF RESPONSE

2
3
4
5
6
7
8

A-Data bank
B-Promotion
C-Internal Transfer
EXTERNAL SOURCES
A-Campus
B-Consultancy
C-Advertisement

3
3
2
3
4
2
Total 15

No. of response

ANALYSIS
In Voltas almost the internal and external sources are being used near about equally.
3. In selection process are there any tests conducted for the candidates?
a. Yes b. No
Sr. No.
1
2

45

OPTIONS
Yes
No

No. OF RESPONSE
12
3

PERCENTAGE

80
20

Total

15

80
80
70
60
50

1 Yes

40

2 No
20

30
20

12
3

10
0

No.OF RESPONSE

PERCENTAGE

ANALYSIS
The maximum number of people said yes there is test conducted for the recruitment process.

4. If yes, then which tests are conducted in this organization?(with the reference no 3
a. Aptitude Test
b. Psychometric Test
c. Managerial ability
d. Technical test

46

Sr. No.
1
2
3
4

OPTIONS
Aptitude Tests
Psychometric Tests
Managerial Ability Tests
Technical test
Total

No. OF RESPONSE
10
0
3
2
15

PERCENTAGE
66.66
0
20
13.33

70
60
50
40

No. OF RESPONSE
PERCENTAGE

30
20
10
0

ANALYSIS
Out of 15 people 10 people said that generally they are conducted aptitude test.

5. Which are the main areas you think where a person should be judged?
A. creativity & imaginative skills
B. logical and critical thinking
C. strengths
D. roles for which they are most suited

47

Sr. No.
1
2
3

OPTIONS
Creativity
Logical & Critical Thinking
Strengths
Roles for which they are most

No. OF RESPONSE
4
5
4

PERCENTAGE
26
33
26

13

suited
Total

15
33

35
30

26

26

25
20

no of Response

percentage

13

15
10

ANALYSIS
We got feedback of people according to their perception.

6. Are this employee orientation program helpful to quickly settle down in organization?
a. Yes b. No
Sr. No.
1
2

48

OPTIONS
Yes
No
Total

NO.OF RESPONSE
15
0
15

PERCENTAGE
100
0

100
100
90
80
70
60

1 Yes

50

2 No

40
30

15

20

10

0
No.OF RESPONSE

PERCENTAGE

ANALYSIS
The 100% positive feedback we got.

7. Do you think these induction program help to increase employees moral?

a. Yes b. No
Sr. No.
1
2

49

OPTIONS
Yes
No
Total

NO. OF RESPONSE
15
0
15

PERCENTAGE
100
0

100
100
90
80
70
60

1 Yes

50

2 No

40
30

15

20

10

0
No.OF RESPONSE

PERCENTAGE

ANALYSIS
Out of 15 all 15 said yes employee orientation program help to increase moral of employee.

8. Do u think the employee orientation programs help to reduce employee turnover ?

a. Yes
b. No

Sr. No.
1
2

50

OPTIONS
Yes
No
Total

No. OF RESPONSE
8
7
15

PERCENTAGE
53.33
46.66

53.33

60

46.66

50
40

1 Yes

30
20

2 No
8

10
0
No.OF RESPONSE

PERCENTAGE

ANALYSIS:
We got the feedback according to the persons perception regarding employee orientation.

9. Is employee orientation programs are time consuming?

a. Yes
b. No
Sr. No.
1
2

51

OPTIONS
Yes
No

No. OF RESPONSE
5
10

PERCENTAGE
33.33
66.66

Total

15

66.66
70
60
50
33.33

40

1 Yes
2 No

30
20

10
5

10
0

No.OF RESPONSE

PERCENTAGE

ANALYSIS
Out of 15 the maximum no of people said no its not time consuming.

10. Is the employee orientation programs are reduced start up cost?

a. Yes
b. b. No

Sr. No.

52

OPTIONS

No.OF RESPONSE

PERCENTAGE

1
2
3

Yes
No
No Comments
Total

8
3
1

66.66
25
8.33
12

66.66

70
60
50
40

No.OF RESPONSE

PERCENTAGE
25

30
20

8.33

8
10

ANALYSIS
Maximum no of employee says that yes its reduced start up cost.

53

7. FINDING &
RECOMMENDTION

Voltas recruitment process are effective

(With the reference Question no.1 feedback)
It is found that proper selection process is followed.

Once find out potential candidates for required job the various test are conducted during
Various selection process.( (with the reference of Question no.4,5,6)

54

The internal and external sources are used for recruitment in Voltas.
(With the Reference of question no.2)

The employee orientation programs helps to the new employee quickly settle down with
job responsibilities as well as with working environment
((With the Reference of question no.7)

Employee orientation program help to increase moral and confidence of the employee.
(With the Reference of question no.8)
Employee orientation program reduced startup cost and employee turnover.
((With the Reference of question no.10,11)

55

8. CONCLUSION

56

Employee orientation programs are time consuming as well as cost consuming,

but it also has some advantages. Those advantages help company to grow with
cost cutting

Employee orientation programs help to reduced employee turnover, which helps

organization to focus on core activities like marketing and planning. It ultimately
helps to reduce overhead cost

VOLTAS follow their commitment to ensure that every employee is treated with
dignity and respect, and in a fair, consistent and equitable manner, this shows that
VOLTAS follows proper human resource principles and practices. Thus VOLTAS
being as a reputed company in the industry

To create a stimulating, enabling work atmosphere employee orientation program

is necessary, which boost the productivity of an organization by increasing
efficiency of employees

It also helps to aid and encourage employees in realizing their full potential
which helps them to build their carrier which is in line with that of company. It
creates win win situation for both employee and for an organization

Employee orientation program are compulsory for the new employees, though it
add cost to the company in initial days but helps to reduce it in long run. It helps
employees to understand the culture of an organization little early helps to start
productive work in short span of time

57

It also helps in creating supportive environment for new employees, helps to

increase coordination between higher management and ground level employees

It helps to inline all workforce according to the companies requirement which

helps in completing companies vision and mission

58

It motivates employees to follow work culture of an organization.

9. ANNEXURE

59

Bibliography

To find out the information Follow given websites:

www.voltas.com
www.voltasproduct.com
www.google.com
www.cthr.com

Reference Books
Human resource management & Personnel management
-By Aswathapa
Managing Human Resources
-

60

Questionnaire

1. Name :
Age:
Occupation:
Post:

2. How effective is recruitment at Voltas limited?

3. Which of the following sources are being used for recruitment at Voltas ltd?
4. In selection process are there any tests conducted for the candidates?
a. Yes b. No
5. If yes, then which tests are conducted in this organization?(with the reference no 3
a. Aptitude Test
b. Psychometric Test
c. Managerial ability
d. Technical test
6. Which are the main areas you think where a person should be judged?
A. creativity & imaginative skills

61

B. logical and critical thinking

C. strengths
D. roles for which they are most suited
7. Are this employee orientation program helpful to quickly settle down in organization?
a. Yes b. No

8. Do you think these induction program help to increase employees moral?

a. Yes b. No

9. Do u think the employee orientation programs help to reduce employee turnover ?

a. Yes
b. No
10. Is employee orientation programs are time consuming?
a. Yes
b. No
11. Is the employee orientation programs are reduced start up cost?
a. Yes
b. No

62