GUIDE CERTIFICATE

This is to certify that the project entitled RECRUITMENT &

SELECTION PROCESS is submitted by Anil Kumar Roll no. BB507 is
authenticated piece of work conducted under my supervision and
guidance. No part of this work has been submitted for any another
University. It may be considered for evaluation in the partial fulfillment of
the degree of Bachelor of Business Administration.

Date:31-7-2015

GUIDE:

Place: Abohar
(G.M)

Mr. Pardeep Kumar Lahoti

STUDENT DECLARATION
Rayat Institute of Management Ropar
I hereby declare that the project titled Recruitment and Selection Process is an original
piece of research work carried out by me under the guidance and supervision of Mr.Rohit
Mahajan. The information has been collected from genuine & authentic sources. The
work has been submitted in partial fulfillment of BACHELOR OF BUSINESS
ADMINISTRATION of Punjab Technical University, Jalandhar.

Anil Kumar
Roll No:507

ACKNOWLEDGEMENT
From the day I joined till the very last day; it was a great learning experience. It is said
that life is a mixture of achievements, failures, experiences, exposure and efforts to make
your dreams come true. I express my sincere thanks to HYUNDAI for giving me an
opportunity to work with them through this summer project. There are people around you
who help you realize those dreams. Acknowledgement is not merely a formality, rather an
expression of deep gratitude to those people.
.My special thanks to Pardeep Kumar Lahoti for their unsolicited and selfless help. I feel
immense pleasure to thank all the employees at DP HYUNDAI whose encouraging
attitude towards work has had a positive influence on me as a trainee.
It would be incomplete without expressing whole hearted thanks to my family members
who have been constant resource of encouragement and support throughout the project
work. Bringing the project to completion requires the combined talent of persons in and
out. Not quite that many helped me with the project, but I certainly could not have done
it alone. Any bouquets for the merit in the project should go to their door. Any brickbats
should come to me.
Last but not the least it is the grace of Almighty which has lead and guided me all the
way in my life to make this work a fruitful one.

Anil Kumar

TABLE OF CONTENT

iii

CERTIFICATE

DECLARATION

ii

ACKNOWLEDGEMENT
ABSTRACT

iv
Page.no
CHAPTER- I
01-28

1.1 INTRODUCTION TO COMPANY

CHAPTER- II

29-70

2.1 REVIEW OF LITERATURE

29-31

2.2 RECRUITMENT & SELECTION

32-67

2.3 BENEFITS

68

2.4 LIMITATIONS

69-70
CHAPTER-III

71-86

01-28

71-89

3.1 RESEARCH METHODOLOGY

3.2 SCOPE OF THE STUDY
87
3.3 OBJECTIVES OF THE STUDY

88

3.4 LIMITATIONS OF THE STUDY

89

CHAPTER- IV

90-111

4.1 ANALYSIS AND INTERPRETATION

90-111

4.2 FINDINGS OF THE STUDY

112-113

4.3 SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
ANNEXURE

114
115
116
117-128

CHAPTER -1
An OVERVIEW
1.1 AN OVERVIEW

Information science is the science that investigates the properties and behaviors of
information, the forces governing the flow of information, and the means of processing
information for optimum accessibility and usability. The field is derived from those
related to mathematics, logic, linguistic, psychology, computer technology, graphic arts,
management and other fields.
A nations development potential depends upon its ability to continuously educate its
population and its ability to create armies if skilled manpower. In particular, use of
Information Technology (IT) in acquiring knowledge and skill has become an essential
element in education and training. These IT elements in the educational process have
magical effects.
Higher education without the support of IT makes the lives of learner and teachers
equally difficult. A nations intellectual strength depends upon IT support. The use of
computing and communication technology to enhance the efficacy of transaction and
productivity is the driving force in this new era of social and economic transformation in
the new society called Information Society.
A strong IT structure can give an institution a competitive advantage for the best students
and faculty and an advantage in competition for absorbing external research and grants to
execute studies, research etc. in a short time and with great resolution.
Education forms the backbone of a nation and is one of the most important key indicators
of a countrys growth and development. In fact the rise of knowledge economy at a global
level has once again reinforced education, in all its forms (elementary, secondary, higher,
vocational, and adult), as the key economic and business driver.
In the past, government was the sole education provider as it was primarily considered a
social service. However, with liberalization and globalization of economy, it has become
evident in the last decade or so that the government cannot alone can bear the cost of the
education sector. The private sector has stepped in to fill the gap and has increasingly
enhanced its profile in education over the last decade. This had led to a growing debate in

recent times on Indias Educational Policy and the changes required making the education
sector more vibrant and flexible to meet the rapidly diversifying needs of our growing
economy.
India entered the computer scene at a time when the world was switching over from
mainframe computers to personal computers. In 1990 India caught up swiftly with the
technologically advanced countries to emerge as a key player on the world software map.
The presence of hardware giants like the IBM, HYUNDAI and Hewlett Packard ensured
instant transfer of hardware technology and we witnessed the launch of new products
simultaneously in India and the west. In a decade India had been acclaimed for having the
best software professionals.. At the turn of this millennium the industry got a steady
impetus with convergence technologies initiating jobs in the service sector. Indias IT
industry is worth Rs. 16, 000 or 1.2 billion dollar share in the world market.

1.2

COMPANY PROFILE-HYUNDAI

COMPANY PROFILE & FACTS:

HYUNDAI Motor India Ltd. is a wholly owned subsidiary of the Hyundai Motor
Company in India.It is 2nd largest automobile manufracture in India..

HYUNDAI MOTOR INDIA LTD. was formed in 6th may 1996 by the Hyundai Motor
Company of South Korea.When Hyundai Motor Company entered the Indian automobile
market in 1996 the Hyundai brand was almost unknown throughout India.During the
entry Hyundai in 1996,there were only five major automobile manufractures in India,i.e
Maruti,Hindustan,Premier,Tata and Mahindra.Daewoo had entered the Indian automobile
market with Cilo just three years back while Ford,Opel and Honda had entered less than a
year back..

HMIL'S first car, the Hyundai Santro was launched in 23th september 1998 and was a
runaway success.Within a few months of its inception HMIL became the second largest
automobile manufracturer and the largest automobile exporter in India.HMIT is a wholly
owned subsdiary of Hyundai Motor Company(HMC), South korea and is the largest
passenger car exporter and the 2nd largest car manufracturer in India.HMIL presently
markets 10 models-Eon,i10,Grand i10,Xcent,Elite i20,Verna Fludic 4S,Neo Elentra,Creta

and

santa

Fe.

Today, to support its growth and expension plans,HMIL currently has 388 strong dealer
network and more than 1000 strong service points across India,which will further
expensions in 2014 in july 2012,Arvind Saxena,the director of marketing and sales
stepped down from the position after serving the company for seven year.

MANAGEMENT BODY

Chairman and chief Strategy officer

Shiv Nadar

Chairman and CEO

Ajay Choudhry

CEO

Vineet Nayar

Head

Koushik Chatterjee

VISION:
"Together we create the enterprises of tomorrow".

MISSION:
"To provide world-class information technology solutions and services in order to
enable our customers to serve their customers better".

OUR OBJECTIVE:
"To fuel initiative and foster activity by allowing individuals freedom of action and
innovation in attaining defined objectives."

CORE VALUES:

1. We shall uphold the dignity of the individual.

2. We shall honor all commitments.

1.2(2)

HIERARCHY OF HYUNDAI CDC:

HYUNDAI CDC has divided its hierarchy into 3 levels of management. These are as
follow:
TOP LEVEL MANAGEMENT:
It comprises head of the office, managers.
MIDDLE LEVEL MANAGEMENT:
It includes staff, trainers.
LOWER LEVEL MANAGEMENT:
It consists of trainees, non training staff (peons, receptionist).

1.2(3)

HYUNDAI ENTERPRISES

1.2(4)

HYUNDAI TECHNOLOGIES

HYUNDAI Technologies is one of Indias leading global IT Services companies,

providing Software led IT Solutions, remote infrastructure management services and
BPO. The company leverages an extensive global offshore infrastructure and its
global network of offices in 16 countries to deliver solutions across select verticals
including Financial Services, Retail and Consumer, Life Sciences Aerospace,
Automotive, Semiconductors, Telecom and MPE (Media Publishing and
Entertainment). For the ending 31st March 2008, HYUNDAI Technologies, along
with its subsidiaries had revenue of US $ 1.7 billion and employed 48, 802
professionals.

HYUNDAI TECHNOLOGIES:

HYUNDAI TOUCH
HYUNDAI COMNET
BPOs
KPOs

1.2(5)

HUNDAI INFOSYSTEMS

HYUNDAI Infosystems, with revenues of US $ 3.1 billion, is India's premier

information enabling company. Leveraging its 27 years of expertise in total technology
solutions, HUNDAI Infosystems offers value-added services in key areas such as system
integration, networking consultancy and a wide range of support services.
HYUNDAI Infosystems is among the leading players in all the segments comprising the
domestic IT products, solutions and related services business, which includes PCs,
servers, networking products, imaging & communication products.
Continuously meeting the ever increasing customer expectations and applications, its
focus on integrated enterprise solutions has strengthened the HYUNDAI Infosystems
SSO's (System Support Organization) capabilities in supporting installation types ranging
from single to large, multi-location, multi-vendor & multi-platform spread across India.
The SSO, comprising a direct support force of over 1600+ members, is operational at
170+ locations across the country and is the largest such human resource of its kind in the
IT business.
HYUNDAI Infosystems offeres value-added services in key areas such as system
integration, networking consultancy and a wide range of support services. HYUNDAI
Infosystem manufacturing facilities are ISO 9001-2000 and ISO 14001 certified and
adhere to stringent quality standards and global processes.. HYUNDAI Infosystems owns
the brand of ingeniously developed and manufactured, most popular PC-Ezeebee,
Busybee, Beanstalk and Infinity- and iys robust manufacturing facilities.
HYUNDAI Infosystems has a long standing relationships with world technology leaders

1.2(7)

ACHEIVEMENTS

HYUNDAI Technologies has been ranked among top 20 IT Firms by

DATAQUEST, leading IT magazine

HYUNDAI Infosystems also climbed two ranks in the Employee Satisfaction

rankings thus making it to the top spot. The only hardware manufacturer in the
survey, HUNDAI ranked among the top three companies in almost all the
parameters followed by iGate, Rolta and RMSI

HYUNDAI Infosystems also emerged as the dream company to work for with
one-third of those surveyed expressing desire to work for HUNDAI Infosystems.

HYUNDAI Infosystems has emerged as the best employer in the information

technology industry, according to a survey conducted by Dataquest-IDC
(International Data Corporation), followed by iGATE, Rolta, RMSI and SAS
Institute.

1.2(13)

HYUNDAI CAREER DEVELOPMENT CENTER

HYUNDAI IN TRAINING:

The company has ventured into the field of IT training with an objective to meet
the increasing demand for skilled professionals from organizations across the
country.

HYUNDAI Infosystems provide specially designed programs in high-end

Software, Hardware and Networking solutions. There are more than 130 fully
operational HYUNDAI training centers in all the major locations across the
country.

As the fountainhead of the most significant pursuit of human mind (IT),

HYUNDAI strongly believes, "Only a Leader can transform you into a
Leader". HYUNDAI Career Development Centre (CDC) is a formalization of
this experience and credo which has been perfected over three decades.

It is an initiative that enables aspiring individuals to benefit from

HYUNDAIs longstanding expertise in the space and become Industry ready IT
professionals.

. 1.2(18)

FINANCIAL STATUS OF HYUNDAI

SALES:
HYUNDAI Infosystems spread its wings last fiscal by adding more products to its
existing basket.
It managed a 30% profit, despite stiff competition from unorganized and MNC players.

Chart 1: Sales of HYUNDAI (Financial Status of HYUNDAI)

CHAPTER 2
REVIEW OF LITERATURE
2.1

REVIEW OF LITERATURE

The traditional philosophy of recruiting has been to get as many people to

apply for a job as possible. A large number of jobseekers waiting in queues
would make the final selection difficult, often resulting in wrong selection. Job
dissatisfaction and employee turnover are the consequence of this. A persuasive
agreement can be made that matching the needs of the organization to the needs of the
applicants will enhance the effectiveness of the recruitment process. The result will be
a workforce which is likely to stay with the organization longer and performs at a
higher level of effectiveness. Two approaches are available to bring about match.
They are:-

Realistic Job Preview (RJP)

Job Compatibility Questionnaire (JCQ)

Realistic Job Previews:

Realistic job preview provides complete job related information , both positive and
negative, to the applicants. The information provided will help job seekers to

evaluate the compatibility among the jobs and their personal ends before hiring
decisions are made. RJPs can result in self selection process- job applicant can
decide where to attend the interviews and tests for final selection or withdraw
them the initial stage. Research on realistic recruiting shows a lower rate of
employee turnover incase of employee recruited through RJPs, particularly for more
complex jobs and higher level of job satisfaction and performance, at the initial
stage of employment. RJPs are more beneficial for organization hiring at entry
level, when there are unemployment. Otherwise the approach may increase the cost
of recruiting by increase the average time it takes to fill each job.

Job Compatibility Questionnaire:

The job compatibility questionnaire was developed to determine whether applicant
preferences for work match the characteristics of the job. The JCQ is designed to
collect the information on aspect of a job, which has bearing on employee
performance, absenteeism, and turnover and job satisfaction. The underlying
assumption of the JQC is that greater the compatibility between an the jobseeker,
the greater the profitability of employee effectiveness and longer the tenure. The
JCQ is a 400- item instrument that measure job factors, which are related to
performance, satisfaction, turnover and absenteeism. Items cover the following job
factors: task requirement, physical environment, customer characteristics, peer
characteristics, leader characteristics, compensation preference, task variety, job
autonomy, physical demands, and work schedule.

Theories Regarding Recruitment:

Recruitment is two way street: it takes a recruiter has a choice whom to recruit, same way
the prospective employee also has taken the decision whether or not to apply for the
given job vacancy. The individual take the decision usually on three different basic:
1: The objective factors
2: The critical contact
3: The subjective factor
The objectives theory views that the process of organizational choice as being one of
weighing and evaluating set of measurable characteristic of employment offers, such pay,
benefits , location, opportunity for advancement, the nature of job to performed, and

education opportunities.

2.2
2.2(1)

RECRUITMENT & SELECTION

INTRODUCTION - RECRUITMENT

MEANING:
The word recruitment has many meaning and plays an important role. Employees leave
the organization in search of greener pastures- some retire some die in saddle. The most
important thing is that enterprise grows, diversifies, and takes over other units-all
necessitating hiring of new men and women. In fact recruitment functions stop only when
the organization ceases to exist. To understand recruitment in simple terms it is
understood as process of searching for obtaining applications of job from among from
whom the right people can be selected. To define recruitment we can define it formally
as it is a process of finding and attracting capable applicants for employment. The process
begins when new recruit are sought and ends when their application are submitted. The
result is a pool of applicants from which new employees are selected. Theoretically,
recruitment process is said to end with receipt of application in practice the activity
extends to the screening applicants as to eliminate those who are not qualified for job.

DEFINITION:
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient
workforce.
Edwin B. Flippo defined recruitment as the process of searching for prospective
employees
and stimulating them to apply for jobs in the organization.

2.2(2)

FACTORS AFFECTING RECRUITMENT

There are a number of factors that affect recruitment. These are broadly classified into
two categories:

Internal factors
External factors

INTERNAL FACTORS:

The internal factors also called as endogenous factors are the factors within the
organization that affect recruiting personnel in the organization.
Some of these are:Size of the Organization:
The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.
Recruiting Policy:
The recruitment policy of the organization i.e. recruiting from internal sources and
external sources also affect the recruitment process. Generally, recruitment through
internal sources is preferred, because own employees know the organization and they can
well fit in to the organization culture.
Image of the Organization:
Image of the organization is another factor having its influence on the recruitment process
of the organization. Good image of the organization earned by the number of overt and
covert action by management helps attract potential and complete candidates. Managerial
actions like good public relations, rendering public service like building roads, public
parks, hospitals and schools help earn image or goodwill for organization. That is why
chip companies attract the larger numbers of application.
Image of the Job:
Better remuneration and working conditions are considered the characteristics of good
image of a job. Besides, promotion and carrier development policies of organization also
attract potential candidates.

EXTERNAL FACTORS:

Like internal factors, there are some factors external to organization, which have their
influence on recruitment process. Some of these are given below:Demographic Factors:
As demographics factors are intimately related to human beings, i.e. employees, these
have profound influence on recruitment process. Demographic factors include age, sex,
Literacy, economics status etc.
Labor Market:
Labor market condition I.e. supply and demand of labor is of particular importance in
affecting recruitment process. E.g. if the demand for specific skill is high relative to its
supply is more than for particular skill, recruitment will be relatively easier.
Unemployment Situation:
The rate of unemployment is yet another external factor its influence on the recruitment
process. When the employment rate in an area is high, the recruitment process tends to
simpler. The reason is not difficult to seek. The number of application is expectedly very
high which makes easier to attract the best-qualified applications. The reserve is also true.
With low rate of unemployment, recruiting process tend to become difficult.
Labor Laws:
There are several labor laws and regulations passed by the central and state governments
that govern different type of employment. These cover working condition, compensation,
retirement benefits, safety and health of employee in industrial undertakings.
The child Labour Act,1986; for example prohibits employment of children in certain
employments.
Similarly several other acts such as the Employment Exchange Act,1958; The Apprentice
Act, 1961; the Factory Act,1948; and The Mines Act, 1952 deal with recruitment.
Legal Consideration:
Another external factor is legal consideration with regard to employment reservation of

jobs for schedule tribes, and other backward class (OBC) is the popular examples of such
legal consideration. The supreme court of India has given its verdict in favor of 50 per
cent of jobs and seats. This is so in case admission in the educational institutions also.

2.2(3)

SOURCES OF RECRUITMENT

Sources of recruitment are as follow:1. INTERNAL SOURCES

2. EXTERNAL SOURCES

Fig. 4: Different sources of Recruitment

INTERNAL SOURCES:
Present Employees or Promotions & Transfers:
Promotions and transfer from among the present employees can be good sources of
recruitment. Promotion implies upgrading of an employee to a higher position carrying
higher status, pay and responsibilities. Promotion from among the present employees is
advantageous because the employees promoted are well acquainted with the organization

culture, they get motivated and it is cheaper also. Promotion from among the person
employees also reduces the requirement of job training. However, the disadvantage lies in
limiting the choice of the few people and denying hiring of outsiders who may be better
qualified and skilled. Furthermore, promotion from among present employees also results
in inbreeding, which creates frustration among those not promoted. Transfer refers to
shifting an employee from one job to another without any change in the position/post,
status and responsibilities. The need for transfer is felt to provide employees a broader
and carried base, which is considered necessary for promotion. Job rotation involves
transfer of employees from one job to another job on the lateral basis.
Former Employees:
Former employees are another source of applicant for vacancies to be filled up in the
organization. Retired or retrenched employees may be interested to e come back the
company to work on the part time basis. Similarly, some former employees who had left
the organization for any reason, any come back to work. This source has the advantages
of hiring people whose performance is already known to the organization.
Employee Referrals:
This is yet another internal source of recruitment. The existing employees refer to the
family members, friends and relatives to the company potential candidates for the
vacancies to be filled up in the organization. This source serves as the most effective
methods of recruiting people in the organizations because refer to those potential
candidates who meet the company requirement known to them from their own
experience. The referred individuals are expected to be similar in type in the of race and
sex, for example, to those who are already working in the organization
Previous Applicant:
This is considered as internal source in the sense that applications from the potential
candidates are already lying with organization. Sometimes the organization contacts
though mail or messengers these applicants to fill up the vacancies particularly for
unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of

its advantage and disadvantage the same are spelled out as follows:ADVANTAGES:
The advantages of the internal source of recruitment include the following:Familiarity with Own Employees:
The organization has more knowledge and familiarity with the strengths and weaknesses
of
its own employees than of strange on unknown outsiders.
Better Use of the Talent:
The policy of internal recruitment also provides an opportunity to the organization to
make a better use of talents internally available and to develop them further and further.
Economical Recruitment:
In case of internal recruitment, the organization does not need to spend much money,
time and effort to locate and attract the potential candidates. Thus, internal recruitment
proves to be economical, or say, inexpensive.

DISADVANTAGES:
The main drawback associated with the internal recruitment is as follows:
Limited Choice:
Internal recruitment limits its choice to the talents available within the organization.
Thus, it denies the tapping of talents available in the vast labor market outside the
organization. Moreover, internal recruitment serves as a means for inbreeding, which is
never healthy for the future organizations.
Discourage Competition:
In this system, the internal candidates are protected from competition by not giving
opportunity to otherwise competent candidates from outside the organization. This in
turn, develops a tendency among the employees to take the promotion without showing
extra performance.
Stagnation of Skills:

With the feeling that internal candidates will surely get promoted, their skill in the
long run may become stagnant or obsolete. If so, productivity and sufficiency of the
organization, in turn, decreases.
Creates Conflicts:
Conflicts and controversies surface among the internal candidates, whether or not they
deserve promotion.

EXTERNAL SOURCES:

External sources of recruitment lie outside the organization. These outnumber internal
sources. The main ones are listed as follows:Employment Exchanges:
The national commission labor (1969) observed in its report that in the pre-independence
era, the main source of labor war rural areas surrounding the industries. Immediately after
independence, national employment services were established to bring employer and job
seeker together. In response to it, the compulsory notification of vacancies act of 1959
(Commonly called employment exchange act) was instituted which become operative in
1960.the main functions of these employment exchanges with the branches in most cities
are registration of job seeker and tier placement in the notified vacancies. It is obligatory
for employer to inform about the outcome of selection within 15 days to the employment
exchange. Employment exchange is particularly useful in recruiting blue-collar, whitecollar and technical workers.
Employment Agencies:
In addition to the government agencies, there are number of private agencies that register
candidates for employment and furnish a list of suitable candidates from the data bank as

and when sought by the prospective employer. Generally, these agencies select personnel
for supervisory and the higher levels. The main function of these agencies is to invite
application and short-list the suitable candidates for the organization. Of course, the
representative of the organization takes the final decision on selection. The employer
organizations derive several advantages through this source. The time saved in this
method can be better utilized elsewhere by the organization. As the organizational
identity remains unknown to the job speakers, it, thus, avoid receiving letters and
attempts to influence.

Advertisement:
This method of recruitment can be used for jobs like clerical, technical, and managerial.
The higher the position in the organization, the more specialized the skills or the shorter
the supply of that resources in the labour market, the more widely dispersed the
advertisement are likely to be. For instance, the search for a top executive might include
advertisements in a national daily like the Hindu. Some employers/companies advertise
their post by giving them post box number of the name of some recruiting agency. This is
done to particular keep own identity secret to avoid unnecessary correspondence with the
applicants. However the disadvantage of these blind advertisement, i.e., post box number
is that the potential job seekers are the hesitant without unknowing the image of the
organization, on the one hand, and the bad image/ reputation that the blind advertisement
have received because of the organizations that placed such advertisements without
position lying vacant just to know supply of labor/ workers in the labor market, on the
other. While preparing advertisement, a lot of care has to be taken to make it clear and to
the point. It must ensure that some self-selection among applicant take place and only
qualified applicant responds the advertisement copy should be prepared by using a fourpoint guide called AIDA . The letters in the acronym denote that advertisement should
attract Attention, gain Interest, arouse a Desire and result in action.
However, not many organizations mention complete detail about job positions in
there advertisement. What happened is that ambiguously worded and broad-based
advertisements may generate a lot irrelevant application, which would, by necessity,
increasing the cost of processing them.

Professional Associations:
Very often, recruitment for certain professional and technical positions is made
through professionals association also called Headhunters. Institute of
Engineers, All India Management Association, etc., provide placement service to
the members. The professional associations prepare either list of jobseekers or
publish or sponsor journal or magazines containing advertisements for their
member. It is particularly useful for attracting highly skilled and professional
personnel. However, in India, this is not a very common practice and those few
provide such kind service have not been able to generating a large number of
application.
Campus Recruitment:
This is another source of recruitment. Though campus recruitment is a common
phenomenon particularly in the American organizations, it has made rather
recently. Of late, some organizations such as HLL, HUNDAI, L&T, Citibank,
Cadbury ANZ Grind lays, etc., in India have started visiting educational and
training institute/ campuses for recruitment purposes. Many Institutes have regular
placement cells / offices to serve liaison between the employer and the students. Tezpur
Central University has one Deputy Director (Training and Placement) for purpose
of campus recruitment and placement.
The method of campus recruitment offers certain advantages to the employer
organizations. First, the most of the candidates are available at one place; second,
the interviews are arranged at short notice; third, the teaching is also met;
fourth, it gives them opportunity to sell the organization to a large students body
who would be graduating subsequently. The disadvantages of this of recruitment
are that organizations have to limit their selection to only entry positions and
they interview the candidates who have similar education and experience, if at all.
Deputation:
Another source of recruitment is deputation I.e., sending an employees to another
organization for the short duration of two to three years. This method of
recruitment is practice in a pretty manner, in the Government department and public
sector organization does not have to incurred the initial cast of induction and
training. However, the disadvantages of this of deputation is that deputation

period of two/three year is not enough for the deputed employee to provide
employee to prove his/her mettle, on the one hand, and develop commitment with
organization to become part of it, on the other.

Word-of-mouth:
Some organizations in India also practice the word-of-mouth method of recruitment.
In this method , the word is passed around the vacancies or opening in the
organization. Another from of word-of-mouth method of employee-pinching i.e., the
employee working.
In another organization is offered by the rival organization. This method is economic,
in terms of both time and money. Some of the organization maintain a file applications
and sent a bio-data by a job seeker. These serve as a very handy as when there is
vacancy in the organization. The advantage of this method is no cost involved in
recruitment. However, the disadvantages of this method of recruitment are nonavailability of the candidates when needed choice of candidates is restricted to a too
small number.
Raiding or Poaching:
This is another sources of recruitment whereby the rival firm by offering terms and
conditions, try to attract qualified employees to join the. This raiding is a common
feature in the Indian organizations. For instance, service executive of HMT left to join
Titan Watch Company, so also exodus of pilot from Indian Airlines to join the private air
taxi operator. In fact, raiding has become challenge for the human resource manager.
Besides these, walk - ins, contractors, radio and television, acquisitions and merger,
etc., art some other sources of recruitment used by organization.

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and
disadvantages.
ADVANTAGES:
Open Process:
Being a more open process, it is likely to attract a large number of applicants/application.
The, in turn, widens it option of selection.
Availability of Talented Candidates:
With the large pool of applicants, it becomes possible for organization to have talented
candidates from the outside. Thus, it introduces new blood in the organization.
Opportunity to Select the Best Candidate:
With the large pool of applicants, selection process becomes competitive. This increases
prospects for selection the best candidates.
Provides Healthy Competition:
As the external members are supposed to be more trained and efficient. With such a
background, they work with the positive attitude and greater vigor. This helps create
healthy competition and conductive work environment in the organization.
DISADVANTAGES:
However, the external sources of recruitment suffer from certain disadvantages too, these
are:

Expensive and Time Consuming:

This method of recruitment is both expensive and time consuming. There is no guarantee
that organization will get good and suitable candidates.

Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks, job
nature and the international scenario of the organization.
Discourage the Existing Employee:
Existing employees are not sure to get promotion. This discourages them to do the hard
work. This, in turn, boils down to decreasing productivity of the organization.

2.2(4)

RECRUIMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting

capable applications for jobs available in an organization. Accordingly, the
recruitment process comprises the following five steps:-

Fig. 5: Steps in the Recruitment Process

Recruitment Planning:
The first involved in the recruitment process is planning. Hire, planning involves to draft
a comprehensive job specification for the vacant position, outline its major and minor
responsibilities; the skills, experience and qualifications needed; grade and level of
pay; starting date; whether temporary or permanent; and mention of special
condition, if any, attached to the job to be filled.
Strategy Development:
Once it is known how many with what qualification of candidates are required,
the next step involved in this regard is to device a suitable strategy for
recruitment the candidates in the organization. The strategic considerations to be
considered may include issues like whether to prepare the required candidates
themselves or hire it from outside, what type of recruitment method to be used,
what geographical area be considered, for searching the candidates, which source
of recruitment to be practiced, and what sequence of activities to be followed in
recruiting candidates in the organization.
Searching:
This step involves attracting job seeders to the organization. There are broadly two
sources used to attract candidates. These are: Internal Sources
External Sources.
Screening:
Through some view screening as the starting point of selection, we have
considered it as an integral part of recruitment. The reason being the selection
process starts only after the application have been screened and short listed. Let it
be exemplified with an example. In the Universities, application is invited for filling the
post of Professors. Application received in respond to invitation, i.e. advertisement are
screened and short listed on the basis of eligibility and suitability. Then, only the
screened applicant are invited for seminar presentation and personal interview. The
selection process starts from here, i.e., seminar presentation or interview. Job

specification is invaluable n screening. Applications are screened against the

qualification, knowledge, skills, abilities, interest and experience mentioned in the job
specification. Those who do not qualify are straightway eliminated from the selection
process. The techniques used for screening candidates are vary depending on the source
of supply and method used for recruiting. Preliminary applications, de-selections tests
and screening interviews are common techniques used for screening the candidates.
Evaluation and Control:
Given the considerable involved in the recruitment process, its evaluation and control is,
therefore, imperative. The costs generally incurred in a recruitment process include:

Salary of recruiters;
Cost of time spent for preparing job analysis, advertisement, etc;
Administrative expenses;
Cost of outsourcing or overtime while vacancies remain unfilled;
Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain

questions like:

Whether the recruitment methods are appropriate and valid?

Whether the recruitment process followed in the organization is effective at all or
not?

2.2(6)
EFFECTIVENESS OF RECRUIITMENT
PROGRAMME

Though there has so far not been evolved any formula such that makes recruitment
programme necessitates having certain attributes such as:

A well defined recruitment policy.

A proper organizational structure.

A well - laid down procedure for locating potential jobseekers.

A suitable method and technique for tapping and utilizing these candidates.

A continuous assessment of effectiveness of recruitment programme and

incorporation of suitable modifications from time to improve the effectiveness of
the programme.

2.2(7)

INTRODUCTION - SELECTION

DEFINATION:
It is the process of differentiating between applicants in order to identify
(and here) those with a greater likelihood of success in a job.

According to Dale Yoder, Selection is the process in which candidates for the
employment are divided into two classes those who are to be offered employment
and those who are not. Selection means a process by which qualified personnel may
be chosen from the applicants offering their services to the organization for
employment.

2.2(8)

PURPOSE

The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information
about the applicants in terms of age, qualifications, skills, experience, etc. the needs of
the job are matched with the profile of candidates. The most suitable person is then
picked up after eliminating the unsuitable applicants through successive stages of
selection process. How well an employee is matched to a job is very important because it
is directly affects the amount and quality of employees work. Any mismatch in this
regard can cost an organization a great deal of money, time and trouble, especially, in
terms of training and operating costs. In course of time, the employee may find the job
distasteful and leave in frustration. He may even circulate negative information about the
company, causing incalculable harm to the company in the long run. Effective election,
therefore, demands constant monitoring of the fit between people the job.

2.2(10)

STEPS IN SELECTION PROCESS

Selection is usually a series of hurdles or steps. Each one must be successfully cleared
before the applicant proceeds to the next one. The time and emphasis place on each step
will definitely vary from one organization to another and indeed, from job to job within
the same organization. The sequence of steps may also vary from job to job and
organization to organization. For example some organizations may give more importance
to testing while others give more emphasis to interviews and reference checks. Similarly
a single brief selection interview might be enough for applicants for lower level positions,
while applicants for managerial jobs might be interviewed by a number of people.

Fig. 7: Steps in the Selection Process

RECEPTION:

A company is known by the people it employs. In order to attract people with talents,
skills and
experience a company has to create a favourable impression on the applicants right from

the stage of reception. Whoever meets the applicant initially should be tactful and able to
extend help in a friendly and courteous way. Employment possibilities must be presented
honestly and
clearly. If no jobs are available at that point of time, the applicant may be asked to call
back the personnel department after some time.

SCREENING INTERVIEW:

A preliminary interview is generally planned by large organizations to cut the cost of

selection by allowing only eligible candidates to go through the further stages in
selection. A junior executive from the Personnel Department may elicit responses from
the applicants on important items determining the suitability of an applicant for a job
such as age, education, experience, pay expectations, aptitude, location, choice etc. this
courtesy interview as it is often called helps the department screen out obvious misfits.
If the department finds the candidate suitable, a prescribed application form is given to
the applicants to fill and submit.

APPLICATION BLANK:

Application blank or form is one of the most common methods used to collect
information on the various aspects of the applicants academic, social, demographic,
work related background and references. It is a brief history sheet of employees
background.
Usefulness of Application Blank or Form:
Application blank is highly useful selection tool, in that way it serves three important
purposes:1. It introduces the candidate to the company in a formal way.
2. It helps the company to have a cross-comparison of the applicants; the company can
screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.

SELECTION TESTING:

Selection tests or the employment tests are conducted to assess intelligence, abilities, and
personality trait. A test is a standardized, objective measure of a persons behavior,
performance or attitude. It is standardized because the way the tests is carried out, the

environment in which the test is administered and the way the individual scores are
calculated- are uniformly applied. It is objective in that it tries to measure individual
differences in a scientific way giving very little room for individual bias and
interpretation. Some of them are:

Intelligence Tests:

These are mental ability tests. They measure the incumbents learning ability and the
ability to understand instructions and make judgements. The basic objective of such test
is to pick up employees who are alert and quick at learning things so that they can be
offered adequate training to improve their skills for the benefit of the organization.

Aptitude Test:

Aptitude test measure an individuals potential to learn certain skills- clerical,

mechanical, mathematical, etc. These tests indicate whether or not an individual has the
capabilities to learn a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary.

Personality Test:

The definition of personality, methods of measuring personality factors and the

relationship between personality factors and actual job criteria has been the subject of
much discussion.
Researchers have also questioned whether applicants answer all the items truthfully or
whether they try to respond in a socially desirable manner. Regardless of these
objections, many people still consider personality as an important component of job
success.

4. Simulation Tests:
Simulation exercise is a tests which duplicate many of the activities and problems an
employee faces while at work.

Graphology Test:

Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes,
curves and flourishes in a persons handwriting to assess the persons personality and
emotional make-up.
6. Polygraph (Lie-Detector) Tests:
The polygraph records physical changes in the body as the tests subject answers a series
of questions. It records fluctuations in respiration, blood pressure and perspiration on a
moving roll of graph paper. The polygraph operator forms a judgment as to whether the
subjects response was truthful or deceptive by examining the biological movements
recorded on the paper.

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 unstandardised achievement tests given in industries, such as typing or dictation
tests for an applicant for a stenographic position.

8. 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.
9. 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.
10. 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.
11. Perception Test:
At times perception tests can be conducted to find out beliefs, attitudes, and mental
sharpness etc.
12. 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.

TEST AS SELECTION TOOL:

Tests are useful selection devices in that they uncover qualifications and talents that cant
be detected otherwise. They can be used to predict how well one would perform if one is
hired, why one behaves the way one does, what situational factors influence employee
productivity, etc. Tests also provide unbiased information that can be put to scientific and
statistical analysis. However, tests suffer from sizeable errors of estimate. Most
psychological tests also have one common weakness, that is, we cant use scales which
have a known zero point and equal intervals. An intelligence test, for example starts at an
arbitrary point, where a person may not be
able to answer question properly. This does not mean that the person is totally lacking in

intelligence. Likewise, a person who is able to answer all the 10 questions correctly
cannot be called twice as intelligent as the one who was able to answer only 5.

SELECTION INTERVIEW:

Interview is the oral examination of candidates for employment. This is the most essential
step in the selection process. In this step the interviewer matches the information obtained
about the candidates through various means to the job requirements and to the
information obtained through his own observations during the interview. Interview gives
the recruiter an opportunity
To size up the candidate personally;
To ask question that are not covered in the tests;
To make judgments on candidates enthusiasm and intelligence;
To assess subjective aspects of the candidate facial expressions, appearance,
nervousness and so forth;
To give facts to the candidates regarding the company, its policies, etc. and
promote goodwill towards the company.
Types of interviews:
Several types of interviews are commonly used depending on the nature and importance
of the position to be filled within an organization.
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 id not planned and nobody prepares for it. This
is used widely when the labour market is tight and when you need workers badly.
2) Formal Interview:
Formal interviews may be held in the employment office by he 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) Non-directive Interview:
Non-directive interview or unstructured interview is designed to let the interviewee speak
his mind freely. The interviewer has no formal or directive questions, but his all attention
is to the candidate. He encourages the candidate to talk by a little prodding whenever he
is silent e.g. Mr. Ray, please tell us about yourself after your graduated from high
school. The idea is o give the candidate complete freedom to sell himself, without the
encumbrances of the interviewers question. But the interviewer must be of higher caliber
and must guide and relate the information given by the applicant to the objective of the
interview.
4) 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.
5) 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 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
organisation and this is very useful to test behavior of individuals when they are faced
with disagreeable and trying situations.
6) 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.
7) 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.
8) 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.
9) Structured 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.
10) 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.
11) Mixed Interview:
In practice, the interviewer while interviewing the job seekers uses a blend of structured
and structured and unstructured questions. This approach is called the Mixed Interview.
The structured questions provide a base of interview more conventional and permit
greater insights into the unique differences between applicants.

12) Impromptu Interviews:

This interview commonly occurs when employers are approached directly and tends to be
very informal and unstructured. Applicants should be prepared at all times for on-the-spot
interviews, especially in situations such as a job fair or a cold call. It is an ideal time for
employers to ask the candidate some basic questions to determine whether he/she may be
interested in formally interviewing the candidate.
13) Dinner Interviews:
These interviews may be structured, informal, or socially situated, such as in a restaurant.
Decide what to eat quickly, some interviewers will ask you to order first (do not appear
indecisive). Avoid potentially messy foods, such as spaghetti. Be prepared for the
conversation to abruptly change from friendly chat to direct interview questions,
however, do not underestimate the value of casual discussion, some employers place a
great value on it. Be prepared to switch gears rapidly, from fun talk to business talk.
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:
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.
STEPS IN INTERVIEW PROCESS:

Interview is an art. It demands a positive frame of mind on part of the interviewers.

Interviewers must be treated properly so as to leave a good impression about the
company in their minds. HR experts have identified certain steps to be followed while
conducting interviews:
Preparation:
Establishing the objective of the interview
Receiving the candidates application and resume
Keeping tests score ready, along with interview assessment forms
Selecting the interview method to be followed
Choosing the panel of experts who would interview the candidates
Identifying proper room for environment
Reception:
The candidate should be properly received and led into the interview room. Start the
interview on time.
Information Exchange:
State the purpose of the interview, how the qualifications are going to be matched
with skills needed to handle the job.
Begin with open-ended questions where the candidate gets enough freedom to
express himself.
Focus on the applicants education, training, work experience, etc. Find
unexplained gaps in applicants past work or college record and elicit facts that are
not mentioned in the resume.
Evaluation:
Evaluation is done on basis of answers and justification given by the applicant in the
interview.

PHYSICAL AND MEDICAL 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.

REFERENCE CHECKS:

Once the interview and medical examination of the candidate is over, the personnel
department will engage in check in references. Candidates are required to give the names

of 2 or 3 references
in their application forms. These references may be from the individuals who are familiar
with the candidates academic achievements or from the applicants previous employer,
who is well versed with the applicants job performance and sometimes from the coworkers.

8) HIRING DECISION:
The line manager has to make the final decision now whether to select or reject a
candidate after soliciting the required information through different techniques discussed
earlier. The line manager has to take adequate care in taking the final decision because of
economic, behavioral
and social implications of the selection decisions. A careless decision of rejecting a
candidate would impair the morale of the people and they suspect the selection procedure
and the very basis of selection in a particular organization. A true understanding between
line managers and personnel managers should be established so as to facilitate good
selection decisions. After taking the final decision, the organization has to intimate this
decision to the successful as well as unsuccessful candidates. The organization sends the
appointment order to the successful candidates either immediately or after sometime
depending upon its time schedule.

2.3

BENEFITS

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates.
Specifically, the purposes are to:1. Determine the present and future requirement of the organization in conjunction with
its personnel planning and job analysis activities;
2. Increase the job pool of job candidates at minimum cost;
3. Help increase the success rate of the selection process by reducing the number visibly
under qualified or job application;
4. Help reduce the probability that job applicants, once recruited selected, will leave the
organization only after a short period of time;
5. Meet the organizations legal and social obligation regarding the composition of its
workforce;
6. Being identifying and preparing potential job applicants who will be appropriate
candidates;
7. Increase organization individual effectiveness in the short term and long term;
8. Evaluate the effectiveness of various recruiting technique and sources for all types of
job applicants.

2.4
2.4(1)

LIMITATIONS
CONSTRAINTS TO RECRUITMENT

Poor image:
If the image of the firm is perceived to be low( due to factors like operation in the
declining industry, poor quality products, nepotism etc), the likelihood of attracting
large number of qualified applicants is reduced.

Unattractive jobs:
If the job to be filled is not very attractive, most prospective candidates may turn
indifferent and may not even apply. This is specially true of job that is boring, anxiety
producing, devoid of career growth opportunities and generally not reward
performance in a proper way( eg jobs in post office and railways).
Government policy:
Government policies often come in the way of recruitment as per the rules of
company or on the basis of merit and seniority. Policies like reservations (scheduled
castes, scheduled tribe etc) have to be observed.
Conservative internal policies:
Firms which go for internal recruitments or where labour unions are very active, face
hindrances in recruitment and selection planning.

2.4(2)

BARRIARS TO SELECTION PROCESS

1: Perception or the Halo Effect:

Many a times the interviewer selects a candidate according to the perception he has or he
made up while talking or looking at the individual. This way he does not see through the
caliber or the efficiency of the individual and many times it leads to the selection of the
wrong candidates.
2: Fairness:
During the selection process the interviewer does not select the individual on the basis of
his knowledge and hence the right type of the candidates is not selected.
3: Pressure:
The people from the HR department and also have a lot of pressure from the top

management and from other top class people for selecting the candidates they want. This
ways the purpose of effective selection process of effective selection process is defeated
as they have to select that individual whether or not he is capable of the job that is being
offered.

CHAPTER-3
RESEARCH METHODOLOGY
3.1

RESEARCH METHODOLOGY OF THE STUDY

Research is defined as human activity based on intellectual application in the

investigation of the matter. The primary purpose for applied research is discovering,
interpreting and the development of the methods and systems for the advancement of
human knowledge on a wide variety of scientific matters of our world and the universe.
The research methodology is a science that studying how research is done scientifically.
It is the way to systematically solve the research problem by logically adopting the
various steps. Also it defines the way in which the data are collected in a research project.
Research can also fall into two distinct types:

Primary Research

Secondary Research

SOURCES OF DATA COLLECTION:

Primary sources:These are the data, which are collected afresh and for the 1st time. This type of data is not
available earlier so have to collect by the researcher himself/herself.
Various ways of collecting primary data:

Observation Method
Interviews
Through Questionnaires
Through Schedules etc

Secondary sources:These are the data, which have already been collected by someone else, and they have
been used for the different study. This type of data can be taken from various sources
according to the researchers choice and motive. The main issue is that validity and
authenticity of the data is in a big question so the data should be used carefully for the
better result.
Various ways of collecting secondary data:

Books

Websites

Magazines

Newspapers

journals etc

Mode of research used in this project are both PRIMARY RESEARCH &
SECONDARY RESEARCH.

RESEARCH INSTRUMENT:
Research Instrument here was the Questionnaire.
A questionnaire is a formalized set of questions for eliciting information. Its function is
measurement and it represents the most common form of measurement in research.
The questionnaire can be administered in various ways. It can be administered by means
of a personal interviewer as well as by the telephone, Mail, etc.

RESEARCH PERIOD:
Research work is only carried for 6 to 8 weeks.

RESEARCH DESIGN:
A research design is an arrangement of condition for collection and analysis of data in a
manner that aims to combine the relevance to the research purpose with economy in
procedure. A good research design has a characteristic viz problem definition, specific
methods of data collection and data analysis, a research design is purely and simply the
framework to deal with the problem and finding the proper solution for the same.
Literature Review research design was adopted for the study.

SAMPLING PLAN:
A sample design was constructed for the purpose of study including population, sampling
unit and sample size etc.
Population: All the employees of HUNDAI CDC from assistant to managerial level.
Sampling unit: All the employees of HUNDAI CDC present at office.
Sample size: The sample size was 50 respondents.
All the items consideration in any field of inquiry constitutes a universe of population. In
this research only a few items can be selected from the population for our study purpose.
The items selected constitute what is technically called a sample. Here out sample size is
50 employees from the total population. The samples are selected on the basis of

convenience.

SAMPLE TECHNIQUES:
In order to take the sample for the study sample technique selected is Convenience
sampling technique.

FIELD WORK:
Maximum fieldwork is to get the questionnaire filled and get the various information
from the websites, Newspapers, Journals, and Magazines etc.

PLAN OF ANALYSIS:
The analysis for this project will be done with the help of simple percentage
techniques and the pie chart.

SOURCES OF RECRUITMENT IN HUNDAI INFOSYSTEMS:

Fig.8: Sources of Recruitment in HUNDAI

ADVERTISEMENTS:

It is popular method in HUNDAI CDC for seeking recruits; as many recruiters prefer
advertisement because of their wide reach. Advertisement describes the job benefits,
identify the employer and tell interested candidates how to apply. Newspaper is the most
common medium and it can also be placed in business journals.
Advertisement must contain proper information like the job content, working conditions,
location of the job, job specification and growth aspect. The advertisement has to sell the
idea that the company and job are perfect for the candidates. It allows the employer to
reach a wide audience. The choice of advertising media (e.g; national newspaper,
internet, specialist magazine) depends on the recruitment for the advert to reach a
particular audience.

EDUCATIONAL INSTITUTIONS OR COMPUS PLACEMENTS:

College, universities, institutes are fertile ground for recruiter; HUNDAI recruits
candidates from different campuses every year. Each college has a placement officer to
handle recruitment function. Recruiter coordinate date of interview with these officers
accordingly then visit different institutes and hire suitable candidates. It is a time
consuming process but major source of recruitment for HUNDAI INFOSYSTEMS.
Students have to go through all the stages of recruitment and if he/she gets selected then
offer is made to them. Offered candidate can join after the completion of his/her
education as per the date of joining given to them in the offer letter. In this way,
HUNDAI INFOSYSTEMS provides platform to freshers through campus placements.

EMPLOYEE REFERRALS:

Employees can develop good prospects for their families and friends by acquainting them
with the advantage of a job with the company, training them with introduction and
encouraging them to apply. This is very effective means as many qualified people can be
reached to the company.
The other advantages are that the employees would bring early those referrals that they
feel would be able to fit in the organization based on their own experience. The
organization can be assured of the reliability and character of the referral. In HUNDAI
INFOSYSTEMS an employee can refer his or her candidate and if the referral gets
selected and reaches the stage of joining the existing employee of HUNDAI who referred
the candidate gets Rs. 3500 after the completion of three months of the selected

candidates joining in the organization.

In this way, HUNDAI INFOSYSTEMS fulfills social obligation and creates goodwill.

WALK INS & TALK INS:

The most common and least expensive approach for candidates is direct application, in
which job seekers submit resumes. Direct applications can also provide a pool of
potential employees to meet future needs.
For organization, Walk-ins are preferable as they are free from the partiality associated
with other methods of recruitment. In Walk-ins candidates come to know about
interviews through different sources like friends who have already faced interviews in
HUNDAI or through Telnet Express which is the companys official website for updating
about any new vacancies.

PORTALS:

HUNDAI uses different portals like NAUKRI.COM, MONSTER.COM, etc as another

source of recruitment. Advertisements regarding the new openings in HUNDAI are
displayed on these websites. In this way the person who is searching for job on these
portals comes to know about openings in HUNDAI and can apply for the same. Such
portals have separate section where in, the job seekers can submit their resumes in this
way, these portals provides a wider reach.

JOB FAIR:

Job fair is also referred commonly as a career fair. It is a fair or exposition for employers,
recruiters and schools to meet with prospective job seekers. Fairs usually includes
organization tables or booths where resumes can be collected and business cards can be
exchanged. In the college setting, job fairs are commonly used for entry level job
recruiting. Job fairs provides a convenient location for students to meet employers and
perform first interview. It is where several companies come under one roof for seeking
eligible candidates who can join their company, after going through certain recruitment
process followed by them.

CONSULTANTS:

They are in the profession of recruiting and selecting candidates. They are useful as they
have nationwide contacts and lend professionalism to the hiring process. HUNDAI deals

with different consultancies like Telnet hunts, Midas, Mascos, Signature staff and many
more. HUNDAI recruiters visit these venues which are consultancies and hire candidates
form there through recruitment process. In considerations consultants charge certain
amount as per hiring or service provided by them.

HOMING PIGEON:

In this source calling is done to HUNDAI previous employees who left the organization
due to any reason and during call duration HUNDAI representative who is making the
call to previous employees asks them whether he/she still is willing to join organization
again. If the response is positive then HUNDAI call that employee for rejoining.

TALENT EXPRESS:

This website belongs to HUNDAI. It is the website on which any person can upload their
resume for the current opening. The resumes are filtered by HUNDAI and calls are made
to short listed candidates and date of interview is given to them so that candidate can go
through the process of recruitment.

RECRUITMENT PROCESS AT HUNDAI:

Recruitment process in HUNDAI INFOSYSTEMS consists of different stages. It
includes three stages of interview which deals with different aspects of job specification.
After passing the three interview rounds, the candidate has to give an online examination.
If a candidate gets at least passing marks in the on line examination, offer is made o
selected candidate and certain formalities are completed by the candidate which include
filling documents like declaration, application blank, pre-interview form, background
verification form. A date of joining is given to the candidate, on which they have to bring
all of their original documents for verification.

Fig.9: Recruitment Process at HUNDAI

On the date of joining, verification of all the original documents is done and submission

of photo copies is carried out.

After completing the documentation formalities, PRU (Process Resource Update) is filled
online, it includes all the details of candidates.
Next stage, by which candidate have to go through is medical checkup. After joining
formalities are completed a date of induction is given to candidate.
The explanation of the Recruitment Process at HUNDAI is as follow:-

TELEPHONIC ROUND:

Call is made to candidate from the data which is result of different sources of recruitment.
Few questions are asked on telephone like whether the candidate is interested in joining
HUNDAI CDC. If response is positive, certain questions are asked to check the
communication skills of the candidate. If it is suitable, then the date of interview is given
to them with other information like address where the interview is to be held & candidate
have to bring copy of resume on the date of interview.

INITIAL ROUND:

This is round in which face to face conversation is done between interviewee and
interviewer. Certain questions are asked to the candidate to check their knowledge.
There are certain parameters on which candidate is tested:

Pronunciation:
The way one pronounces certain words of English. This is one of the important
parameter which candidate must fulfill.

Interactive Skills:
The candidate must have good communication skills, must be able to interact easily.
Hen questions are asked to the candidate, he/she must be able to communicate easily.

Confidence:

Confidence of the candidate is also checked like how well they present their views in
front of the interviewer. When questions are asked to the candidate he must be
confident at the time of giving answers.

Attitude:
Candidate must have the positive attitude at the time of interview, must be able to
present himself in right and positive manner and also he is able to make an impact on
the interviewer.

OPERATIONS ROUND:

After the initial round the candidate has to pass the operations round. One have to appear
for a technical interview in which their technical competence is evaluated for the
recruitment and is captured by the Technical interviewer. The candidate need to give right
answers and selection depend upon the way one presents his answers which must be in
structured form. If candidate gets selected in this round, next stage which is faced by the
candidate is online exam.

ONLINE EXAMINATION:

This online exam includes 50 questions including aptitude, technical, command over
English, desktop familiarities. Each question carries 2 marks.

Candidate must have minimum score of 70 marks to pass in this round.

If a candidate score at least 70 to 100 marks in this online examination, the offer
is made to the candidate.

At the same time, if a candidate gets rejected in any of the round, he/she can
reapply after 3 months in HUNDAI INFOSYSTEMS.

SELECTION PROCESS AT HUNDAI:

Before the final selection process starts, following steps are undertaken:

Short-listing the appropriate candidates through Bio data.

Interviews with HR as well as Functional Head and Department Head to ensure

that the process is effective.

Tests are generally carried out for engineering and executive level.

The no. of factors taken into consideration before selection. That are:

Experience

Qualification

Previous salary

Once the candidate is selected, he needs to fulfill a no. of formalities that includes:

Application Form:

Selected candidates need to fulfill an application form that contain important

information like caste, religion, birthplace, address, work experience etc.

Reference Check:

Selected candidates are also asked to fill in a reference check form that demands for
information regarding the name, address, designation, organization and relationship
of the hired candidates with the reference given by him.

Joining Book:

Selected candidates are also need to fill a sixty page file that contain important terms
and conditions regarding companys policies etc.

Background Information:

HUNDAI requires names, addresses and telephone numbers of references for the
purpose of verifying information and perhaps, gaining additional background
information on an applicant.
References are not usually checked until an applicant has successfully reached stage
of selection process. Previous employers are preferable because they are already
aware of the applicants performance.
It normally seeks letters of reference or telephone references. The letter is
advantageous because of its accuracy and low cost. Previous employers, known as
public figures, university professors and friends are 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. The telephone reference also has the advantage of soliciting immediate,
relatively candidate comment 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. The reasons are obvious:

The candidate approaches only those persons who would speak well about him.

People may write favorably about the candidate in order to get rid of him or her.

People may not like to divulge the truth about a candidate, lest it might ruin his
or her career.

5. Selection Decision:
After obtaining the information through 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 had to made the
pool of individuals who pass 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.

Medical Examination:

After the selection decision, the candidate is required to undergo a physical fitness
test. The result 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 is helpful 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. 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.
After passing through the medical check-up the result are positive then PROCESS
RESOURCE UPDATE of new joiners is done.

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 day by which the appointee must report on duty. The
must be given reasonable time for reporting. This 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. Decency demands that the rejected
applicants be informed about their non-selection.

Date of Joining:

At the time when the offer made to candidate date of joining is given to candidate. On
the date of joining candidate must bring all his/her original documents as well as
photo copies with them. When the candidate visit on the date of joining, all their
original document s are checked and submission of photo copies is made to be done
for maintaining record.

Process Resource Update:

In this all the details of the candidate are filled online which is very important for the
organization to keep record of the candidate online, so whenever any information is
required it can be found out easily. It includes personal details of the candidate,
educational information, name of the person who hired the candidate, in other words
name of the recruiter, record of all the rounds with score of the candidate, passed by
him through online examination.

It also includes the process for which he/she hired for and for which profile.

It include the CTC (cost to company) with date of offer and actual date of joining.

After updating the information certain code is given by the system for every
candidate which acts as identity for candidate.

10. Final Employment Decision:

It includes:

How to take initial rounds of interview?

How to check documents filled at the time of making offer to the candidate?

Got brief knowledge about verification of documents of the candidates at the time
of joining?

How to update the Process Resource Update?

Therefore, in HUNDAI selections are made by strictly following the above procedure.

3.2

SCOPE OF THE STUDY

The scope of this study is to observe the Recruitment and Selection Techniques adopted
by the company. Apart from getting an idea of the techniques and methods in the
recruitment procedures a close look will be taken at the insight of corporate culture

prevailing in the organization. This would not only help to be familiar with the corporate
environment but it would also enable to get a close look at the various levels authority
responsibility relationship prevailing in the organization.
The scope of the project includes:

Study of the HUNDAI Career Development Centers in India.

Study of Importance of Recruitment and Selection process for an

enterprise.

Study of Recruitment and Selection Practices at HUNDAI Infosystems.

The project does not include elaborative study of practices followed after completion of
employee benefit schemes.

3.3

OBJECTIVES OF THE STUDY

Every research has some objectives, reasons behind the study conducted. Objectives can
give us a brief idea about the project report. The objectives behind this project are as
follows:

To study the different sources of recruitment which are adopted in HUNDAI

Infosystems.

To study different stages of recruitment process which led to selection of a

candidate till an offer is made to them.

To understand what all Recruitment practices are being adopted so as to made the
organization work well.

To search people whose skill fits into the companys values.

3.4

LIMITATIONS OF THE STUDY

I didnt get the complete feed from respondents about the question as they are
busy on their work and had less time to fill questioned.
Sincerity of answering the questions cannot be judged.
The time was the major constraint for me to understand the long process of
recruitment and selection at HUNDAI Infosystems.
Limited availability of money for project.

CHAPTER-4
ANALYSIS AND INTERPRETATIONS
4.1

ANALYSIS & INTERPRETATION

(By Using PRIMARY RESEARCH:)

WITH THE HELP OF QUESTIONNAIRES & PIE-CHARTS:

Q: When are the resource needs forecasted?

Analysis: Resource needs are forecasted 40% quarterly, 20% monthly and 30% annually.
10% respondents said that forecasting for resources is not fixed.
Interpretation: Majority of respondents said that resource needs are forecasted quarterly.
Q: How do you rate the recruitment procedure?

Analysis: 50% respondents have rated the recruitment procedure average, 20% have rated
it short, 10% have rated it long & 20%respndents have rated it very long.
Interpretation: Majority of the respondents have rated the recruitment procedure
average.

Q: Which method do you mostly prefer for recruitment & selection?

Analysis: According to 50% respondents, direct method, according to 30% indirect

method & according to 20% third party methods are used for recruitment & selection.
Interpretation: Majority said that Direct Method is used for recruitment & selection.

Q: What are the sources for recruitment & selection?

Analysis: 70% respondents have given their answer in the favor of use of both internal
and external sources. 10% are in favor of internal sources & 20% are in favor of external
source.
Interpretation: Majority of respondents have given their answer in the favor of both
internal and external sources for recruitment.

Q: What are sources for internal sourcing?

Analysis: Employee referrals, companys websites, internal job posting & walk-ins are
used according to 50%, 30%, 15% & 5% respondents.
Interpretation: The main internal source of recruitment is employee referrals.

Q: What are the external sources?

Analysis: Campus interviews, placement agencies, professional associations,

advertisement, casual applicants & others are used 18%, 12%, 14%, 34%, 16% & 6%
respectively according to the respondents.
Interpretation: The main external source for recruitment is advertisement.

Q: How many rounds of interview are conducted?

Analysis: 96% respondents said that there are 1-3 rounds in the interview & 4% said that
there are 3-5 rounds in interview process.
Interpretation: Mostly 1-3 rounds of interview are conducted.

Q: What form of interview will you prefer?

Analysis: 6% prefer personal interview, 2% prefer telephonic interview, 2% prefer video

conferencing, 4% prefer any two & 86% prefer all three (personal interview, telephonic
interview & video conferencing).
Interpretation: Majority of respondents prefer all three types of interview (personal
interview, telephonic interview & video conferencing).

Q: Are the aptitude tests conducted?

Analysis: 90% respondents said yes & 10% said up to some extent.
Interpretation: Majority said that aptitude tests are conducted for the selection of

employees.

Q: For whom aptitude tests are conducted?

Analysis: 70% for executives and 30% for freshers aptitude tests are conducted according
to respondents.
Interpretation: The aptitude tests are conducted mostly for executives.

Q: Do you conduct any of medical test, reference check test & psychometric test?

Analysis: 20% medical tests, 50% reference tests, 10% psychometric tests & 20% other
tests are used according to the respondents.
Interpretation: Mainly the reference check test is conducted while recruiting and
selecting the candidates.

Q: How do you rate the HR practices in the company?

Analysis: 50% respondents have rated HR practices in the company are good. 30% have
rated very good, 20% have rated average.
Interpretation: Majority have rated HR practices in the company as good.

Q: To assist in hiring, what type of data do you usually obtain on job applications?

Analysis: Respondents have given their opinion as follow:

Type of data

Yes

No

Bio-data

70%

30%

Skill testing

96%

4%

Resume

100%

0%

Personality testing

98%

2%

Application form

100%

0%

Reference check

80%

20%

Interpretation: Majority said that above mentioned data is obtained from job applicants.

Q: Are you satisfied with interview process?

Analysis: 82% respondents said yes they are satisfied with the interview process & 18%
are not satisfied.
Interpretation: Majority of the respondents are satisfied with the interview process.

Q: Are you satisfied with the present method of being followed by the company for
recruitment & selection?

Analysis: 78% respondents said that they are satisfied & 22% respondents said that they
are not satisfied with the present method of recruitment & selection followed by the
company.
Interpretation: Most of the employees are satisfied with the present method of
recruitment & selection followed by the company.

(By Using SECONDARY RESEARCH):

USE & EFFECTIVENESS
SOURCES:

OF

VARIOUS

RECRUITMENT

(Note: 1 = Not Effective, 2 = Moderately Effective, 3 = Very Effective)

ADVERTISEMENTS

ADVERTISEMENT:

% USING PRACTICE

AVG. EFFECTIVENESS

Internet

90

2.59

Local Newspaper

64

1.77

Trade Publications and

51

1.81

Magazines
National Newspaper

29

1.43

Direct Mail

25

1.73

TV or Radio

21

1.60

Movie Screens

1.22

Table 3: Use & Effectiveness of Advertisement

Interpretation: the use of Internet is 90% & It is More than Moderate effective. The use
of Local Newspaper, Trade Publications and Magazines, national Newspapers, Direct
Mail, TV or Radio & movie Screen is respectively 64%, 51%, 29%, 25%, 21%, 7% and
average effectiveness is respectively moderate effective, moderate effective, not effective,
moderate effective, moderate effective & not effective.

AGENCIES OR SERVICES:

AGENCIES OR SERVICES

% USING PRCTICE

AVG. EFFECTIVENESS

Employment Agencies

60

2.03

Temp. Agencies

52

1.96

Govt. Employment Service

28

1.47

Table 4: Use & Effectiveness of Agencies or Services

Interpretation: The use of Employment Agencies, Temp. Agencies & Govt. Employment
Service is respectively 60%, 52% & 28% and average effectiveness is moderate effective,
moderate effective & not effective respectively.

SCHOOL/COLLEGE/COMMUNITY:

SCHOOL/COLLEGE/

%USING PRACTICE

AVG. EFFECTIVENESS

Job Fair

66

1.83

College Recruiting

59

2.16

School-to-work Partnerships

42

2.08

40

1.74

35

1.79

Military Recruiting

23

1.76

Recruit Job Banks

12

1.52

COMMUNITY

/Internships
Targeted Minority
Recruiting
Partnerships with
Community Organizations

Table 5: Use & Effectiveness of School/College/Community

Interpretation: The use of Job Fair, College Recruitment, Internship, Targeted Minority
Recruiting, Partnership with Community Organizations, Military Recruiting & Recruit

Job Banks is 66%, 59%, 42%, 40%, 35%, 23% & 12% respectively and average
effectiveness is moderate effective of all accept Recruit Job Banks. Recruit Job Banks is
not effective.

PROFESSIONAL

PROFESSIONAL ASSOCIATIONS:

% USING PRACTICE

AVG. EFFECTIVENESS

Professional Organizations

60

2.06

Professional Conferences

52

1.97

ASSOCIATIONS

Table 6: Use & Effectiveness of Professional Associations

Interpretation: Professional Organizations are used 60% & Professional Conferences are
used 52% and both are moderate effective.

INTERNAL SOURCES

INTERNAL SOURCES:

% USING PRACTICE

AVG. EFFECTIVENESS

Employee Referrals

90

2.57

Companys Website

88

2.26

Internal Job Posting

78

2.23

Walk-ins

67

1.48

Table 7: Use & Effectiveness of Internal Sources

Interpretation: Employee Referrals are used 90% and it is most effective method.
Companys Websites & Internal Job Posting is respectively used 88% & 78% and both
are moderate effective. The use of Walk-ins is 67% and it is not effective.

FINDINGS OF THE STUDY

4.2

Majority of respondents said that resource needs are forecasted quarterly.

Majority of the respondents have rated the recruitment procedure average.

Majority said that Direct Method is used for recruitment & selection.

Majority of respondents have given their answer in the favor of both internal and
external sources for recruitment.

The main internal source of recruitment is employee referrals.

The main external source for recruitment is advertisement.

Mostly 1-3 rounds of interview are conducted.

Majority of respondents prefer all three types of interview (personal interview,

telephonic interview & video conferencing).

Majority said that aptitude tests are conducted for the selection of employees.

The aptitude tests are conducted mostly for executives.

Mainly the reference check test is conducted while recruiting and selecting the
candidates.

Majority have rated HR practices in the company as good.

4.3

SUGGESTIONS AND RECOMMENDATIONS

Talent express should be modified to grab quality resources.

Techniques must be adopted in more appropriate manner in initial round.

Facility management should be improved like lockers should be given to all

employees.

Needs should be satisfied of both, the employer and employee.

Needs of the Employer: To get maximum return from each employee, recover
training and development costs, minimize cost in terms of time in training new
workforce, ensure that adequate no. of people are there to carry on the process.

Needs of the Employee: Enrich job profile, better career path, challenging work
environment, future prospects of the job.

CONCLUSION
The human element of organization is the most crucial asset of an organization. Taking a
closer perspective it is very quality of this asset that sets an organization apart from the
others, the very element that brings the organizations vision into function.
Thus, one can grasp the strategic implications that the manpower of an organization has
in shaping the fortunes of an organization. This where the complementary roles of
Recruitment Selection comes in. the role of these aspects in the organizations is a subject
on which the expert have deliberated and studied, considering the vital role that they
obviously play.
The essence of recruitment can be summarized up as the philosophy of attracting as
many applicants as possible for given jobs. The face value of this definition is what
guided recruitment activities in the past. These days, however, the emphasis is on
aligning the organizations objectives with that of the individuals. By making this is a
priority, an organization safeguards its interest and standing. After all, a satisfied
workforce is a stable workforce which also ensure that an organization has credible and

reliable performance. The project examine the various steps in recruitment process.
The end result of the recruitment process is essentially a pool of applicants. Next to
recruitment, the logical step in HR process is the selection of qualified and competent
people.
In the end, this project endeavors to present a comprehensive picture of sources &
process of Recruitment and Selection of candidates and hopes to enable the reader to
appreciate the various intricacies involved.

BIBLIOGRAPHY
Web pages:

http:// HYPERLINK "http://hclcdc.in/" HYPERLINK "http://hclcdc.in/"

HYPERLINK "http://hclcdc.in/" HYPERLINK "http://hclcdc.in/"
HYPERLINK "http://hclcdc.in/" HYPERLINK "http://hclcdc.in/"
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HYPERLINK
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"http://hclcdc.in/" HYPERLINK
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"http://hclcdc.in/" HYPERLINK
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"http://hclcdc.in/" HYPERLINK
"http://hclcdc.in/" HYPERLINK
"http://hclcdc.in/" HYPERLINK
"http://hclcdc.in/" HYPERLINK
"http://hclcdc.in/" HYPERLINK
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"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"
"http://hclcdc.in/"

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HYPERLINK "http://hcl.in/" HYPERLINK "http://hcl.in/"
"http://hcl.in/" HYPERLINK "http://hcl.in/" HYPERLINK
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HYPERLINK "http://hcl.in/" HYPERLINK "http://hcl.in/"
"http://hcl.in/" HYPERLINK "http://hcl.in/" HYPERLINK
HYPERLINK "http://hcl.in/" HYPERLINK "http://hcl.in/"
"http://hcl.in/" HYPERLINK "http://hcl.in/" HYPERLINK
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"http://hcl.in/" HYPERLINK "http://hcl.in/" HYPERLINK
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HYPERLINK
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"http://hcl.in/"
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"http://hcl.in/".in

http://managementhelp.org

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(10th Edition), London Kogan Page Limited.

C.R. Kothari, (1999) Research Methodology, Vishawa Prakashan.

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Newspapers:

Business Standard

Economics Times

Times of India

Business Times

STUDY OF RECRUITMENT & SELECTION PROCESS IN

HUNDAI CDC

(Annexure 1)
APPLICATION FORM:

Date
.

Present
&
..

of

Birth

Permanent

Address

..

..
C.

Information

About

Family

..

...

D.

Detail

Related

to

Education

....

E.

Previous

Work

Experience

F. Discloser Regarding Health

.

..

..
.
.
.
G.
Discloser
..

Regarding

Criminal

Record

..

..

(Annexure -2)

COMMON QUESTIONS ASK TO CENDIDATES WHO COME FOR

INTERVIEW:

Tell me something about yourself.

Tell me about your birthplace, your family and your personal interests.

What are your strengths and weaknesses?

What is your work objective?

In one sentence, tell me some thing about your personality.

When do you get angry?

Tell me something about your earlier company and your role in it.

Are you willing to work in night-shifts?

What does customer-satisfaction mean to you?

Give me an instance when a customer appreciated your service.

Why do you want to work in our organization?

Why should we employ you?

What do you know about our company?

What will you do if you are not selected for this job?

What do you look for in a job?

How long would you stay with us?

Why are you leaving your present job?

(Annexure 3)

JOB REQUISITION TEMPLATE:

Designation:
Number of positions:
Grade/ Cadre:
(Highlight the suitable option)
Department:
Reporting to:
Subordinate/s (If any):
Who are reporting to the job
incumbent?
Reason for requisition:
(Highlight the suitable option)
Job Description:
(Write a brief summary of the
job.)
Skills required for the job:
Leadership/ Team orientation/
team building/ presentation/
analysis and problem solving,
creative
thinking,
communication
Qualification:

Location:

Previous Experience:
(Describe
experience)

nature

of

source

of

Salary Range:
Suggested
candidates:

Any Other Remark:

Position Requisitioned by:
Position Approved by:

(Annexure - 4)
INTERVIEW RESPONSE FORM:

(To be filled for all Managerial and other key positions by the interviewer)
Kindly spare a couple of minutes to fill the information asked below. This
would help us in improving the speed as well as the quality of hiring.

1) What is the status of the candidate

a) Short-listed for the next round

b) Final selection
c) Waitlisted
d) Rejected

2)

Please list the main reasons why the candidate is short-listed/waitlisted/rejected

1)
2)

3) - Current Salary (monthly Take home):

- Expectations:

.................
.

4) Any other comments:

Name of the Interviewer:

Date:

Signature:
Thank you:

(HR Department)

(Annexure 5)
K.C. COLLEGE OF ENGG. & IT (NAWANSHAHR)
Affiliated to Punjab Technical University, Jalandhar

QUESTIONNAIRE
Subject- :
CDC

Project on RECRUITMENT & SELECTION PROCESS IN HUNDAI

Developed by-:

Kashish Kumar Patel

(BBA 6th SEM)

Please give the following information:

Name

Date of birth

Place of birth

Male/ female-

Married/ unmarried

No of children-

Academic/Professional qualification
Present residential address
Contact no.
SPECIAL INSTRUCTIONS:
The object of the study is to collected primary data from the respondents on the above
subject purely for the fulfillment of requirement of university by BBA Students of this
institution. Following pages contain no of questions on various aspects of the above
issue. Each question carries a no. of alternatives. Please read the question carefully and
indicates your attitude by marking, but true, true to great extent. A little true very true in
the cell of only alternative that is most appropriate for you. there is no right or wrong
answer and be sure to answer to all question without omitting any yours shall be treated
as strictly confidential.
=================================================
ADDRESS: KC COLLEGE OF ENGG. & IT (NAWANSHAHR)

Directions Mark a tick in the box for the most appropriate option:

1: When are the resource needs and forecasted?

Quarterly
Monthly
Annually
Not fixed
2: How do you rate the recruitment procedure?
Short
Average
Very Long
Cannt say

Long

3: Which method do you mostly prefer from the following for recruitment and selection?
Direct Method
Indirect Method
Third Party

4: What sources you prefer for recruitment and selection?

Internal sources
External sources

Both

5: What are the sources for internal sourcing among the following:
Employee Referrals
Companys Websites
Internal Job Posting
Walk-ins
6: What are the sources for external recruitment among the following:
Campus interviews
Placement agencies
Professional associations
Advertisement
Casual applicants
Other, if any please
mention

7: How many rounds of interviews are conducted?
1-3
3-5

8: What form of interview will you prefer?

Personal Interview
Telephonic Interview
Conferencing
Any two (then tick those two) All three

More than 5

Video

9: Are the aptitude test conducted?

Yes
No
Up to some extent
Cannt say
10: If yes then it is for
Fresher
Executives
Other (specify)
...
11: Do you conduct any of these test?
Psychometric test
Medical test

 Reference test check

Other (specify)
...
12: How do you rate the HR practices of the company?
Very Good
Good
Average
Bad
Directions Circle Yes or No:

To assist in hiring, what type of data do you usually obtain on job applicants?
Bio-data
Yes
No
Skills Testing
Yes
No
Resume
Yes
No
Personality Testing
Yes
No
Application Form
Yes
No
Reference Check
Yes
No
Do you use online pre-employment tests in your hiring process?
Yes
No
Are you satisfied with the interview process?
Yes
No
Are you satisfied with the rounds of interview conducted?
Yes
No
Are you satisfied with the present method being followed by the company for
recruitment & selection?
Yes
No

Open Ended Questions:

1: What is your position in the department?

2: How is the resource need forecasted?


3: What is the process you follow for recruitment and selection? People explain the same
in brief?
................................................................................................................................................
................................................................................................................................................
........................
4: Which is the most successful method for recruitment?

5: If you are not satisfied with the interview process then what is the reason? And suggest
the measures to be taken for improvement?

6: If you are not satisfied with the present method being followed by the company for
recruitment and selection, what steps would you prefer, to make improvement?

7: What did you love and hate through the selection and recruitment in this industry?

8: What would you like to change in the selection and recruitment to this sector?

9: What is/are the ability(ies) you concern most?

10: How large is the cost of recruiting? Is there any method to reduce?

11: How to avoid selection bias?