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RECRUITMENT & SELECTION PROCESS
CHAPTER-I
INTRODUCTION
S.D.G.S. Degree College, Hindupur Page

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INDUSTRY PROFILE
One cannot simply think of economic development without the growth of the
cement Industry. Cement one of the basic element for se ng up storage and heath
infrastructure plays a crucial role in economic development of a country.
Having more then a hundred and fi y years of history it had been used extensively
construc on may e considered as one of the yard s cks in scaling economy It is core sector
industry and a rise in the price of cement is bound t have infla onary effects on other
industries with in the economy.
India is the second largest cement producing country a er china. The industry is
characterized by a high degree of fragmenta on that has creator intense compe ve
pressure on price realiza ons. Spread across length and breath of the country there are 120
large plants belonging to 56 companies of around 135 Million Tones (MT) as March 2002.
The industry was totally decontrolled in March 1989 and deli censed in July 1991
leading to a rapid increase in installed capacity from 61.55 Million Tones per annum in
1989-90 to 105.25 Million Tones per annum in 1996-97. Today cement ranks among the to
five industries in terms of their contribu on to the union excise duty.
Cement manufacturing involves ha ng a mixture of limestone and clay Par al fusion

occurs and umps called clinker are formed. The clinker is mixed with li le amount of gypsum
to give ordinary Portland cement (OPC), mixing this with blast furnace slag or husk yields.
Portland slag cement (PSC) and Portland pozzolonna cement (PPC). The producing capaci es
of are PPC and PFS are 70 18 and 11 percent respec vely The manufacturing process has also
changed from the inefficient wet process to the more efficient dry process 87% to the total
capacity is of dry process and 13% is not.
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Cement consump on growth is highly correlated to the GDP growth and serves and a
leading indicator. More industrial ac vi es and greater purchasing power means more asset
forma on and thus more consump on of cement.
INDUSTRY STRUCTURE
The total world produc on of cement if to be around 1400MT. Asia is the largest
consumer followed by Europe & the America. India’s installed capacity and produc on for
1996-97 was 105.25 Million Tones per annum & 76.22 including mini and white sector. With
3.8 MT more already becoming opera onal this year and another 3 MT to be added, there
will be 57 large cement companies with 114 plants and an installed capacity of 109 Million
Tones per annum.
Before 1991 the Government uses to the biggest consumer of cement accoun ng for
almost 4%-45%. Since then its share has been coming down and now stands at about 30%.
About 37% is es mated taken up by the retail segment.
The cement sector is rela vely from interna onal trade. Being a very bulky item,
Interna onal Trade is very limited and only between neighboring states. Although India has
been consistently expor ng cement in the volume of exports took a bea ng a er the
southern Asian crises. From a peak of 2.68MT 1998-99 cement exports from India have slid
down to 2.06MT in 1998-99.
With the expected huge demand in the Asian countries the future India being a
convenient country for the export oriented and with the cheaper labour there are many
cement companies entering India.
Cement is preferred as building material in India. It is used extensively in house hold

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and industrial construc on. Earlier government sector used to consume 50% of the cement
sold in India, but in the last decade it share has come down to 35% rural areas consume less
23%f the total cement. Availability of cheaper building material for the nonpermanent
structure affects the rural demand.
The budget gave substan al incen ves to private sector construc on companies
ongoing liberaliza on will lead to an increase in industrial ac vi es and infrastructure
development so it is hoped that Indian cement industry shall boom again in near future. The
Na onal highway Act to allow private toll collec on and iden fied projects, bridge
expressways for private construc on.
MARKETING
Cement being a commodity item has w margins and its bulky nature ensures that the
supply is determined by the economical transporta on distance, this led to the forma on of
regional markets, Western, Northern, Southern and eastern. And the concentra on f
limestone deposits in a few states has a led t the concentra on of limestone the forma on
of cement pant clusters at seven loca ons. Having surpassed the period of shortage and
achieving high growth in capacity, implying springing up many plants, the industry is ge ng
compe ve. Hence the necessary and need for coordina on marke ng efforts.
The surplus cement that emerged towards end of the 1980’s necessitated the Indian
cement industry to develop marke ng strategies and look for new areas of cement usage.
On such are iden fied was the coast of concrete roads.
Since 1988 the cement manufacturers associa on has propagated the idea of
concrete roads through a series of seminars, workshops and delibera ons at
decision-making eves at both state and central governments discussion with metropolitan
authori es and other involved in road building ac vi es. As a result the Delhi- Matura road is
under construc on. The city of Bombay has already competed construc on of one-third f its
350km arterial roads with concrete. More concrete roads and likely to be built in India both
in the private and government sectors including toll roads and express highways. The
government has recently
asked for private par cipa on including foreign investment for the construc on of toll roads,
some which are likely to be concrete.

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The incen ves offered to private builders include a guarantee f minimum reasonable
rate of return on their investments, increase debt equity ra o up to 100% foreign equity
par cipa on development of service and rest areas along the road. Expressways between
Bombay, - Nasik, Bombay – Pune, Bangalore – Mysore and
Bombay- vododara are some of the roads iden fied.
LANCO INDUSTRIES LIMITED is one of the beat mini- blast furnace big iron
manufacturing units in our country and it is the 5th plant under TATA-KRE technology. The
company was incorporated on November 1st 1991 under the company’s act -1956, in the
name of LANCO FERROLTD. The company started construc on work in august 1993. The
en re construc on work was competed in a record me of 12 months. This was achieved
best efforts of the contractors. With this achievement, the company started commercial
produc ons from September 1994 onwards. The name LANC FERRRO LIMITED was changed
to LANCO INDUSTRIES LIMITED on July 6th 1994.
LANCO INDUSTRIES LIMITED is located in between Tirupathi and srikalahas . The

reasons for localiza on of Lanco industries at Rachagunneri village, srikalahas Mandal of
chitoor district, Andhra Pradesh is as follows
1. Cheap availability of required land.
2. There is more water resource.
3. The distance between the harbor and present work spot is less.
4. Proximity to the raw material
5. Proximity to the marke ng.
6. To have financial subsidy.
7. Nearer to the railway sidings.
8. Well connected to the road, rail and port.
9. Availability of labour at cheaper rate.

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COMPANY PROFILE
ESTABLISHMENT
Lanco group is a fast growing and leading Indian Industrial group, which has blazed a
trial of success in civil Engineering, big iron, cement, surface transport, shipping services and
other areas of industrial ac vity. S.v.contractors seaways shipping services limited. Kalahasthi
cas ngs limited and Lanco steels limited. Are all frontline companies in their respec ve field
of ac vity
M/s Lanco Ferro Limited, producing big iron, was established in the year 1993 on
June 9th at Rachagunneri (vill), Srikalahas (mandal), chitoor (district), AP. It was renamed as
M/s Lanco Industries Limited. N the 1st September 1994, when the Management started the
produc on of cement. The cement unit with state of the art ver cal sha kin well qualified
personnel producing Portland slag cement. The annual capacity of the cement plant is
90.000 tones.
Lanco Industries limited is presently at internal assessment stage of ISO 9002
cer fica on for its manufacturing process.
LOCATION OF THE PLANT
Lanco Industries limited is located in between Tirupa and srikalahas with 30km
and 10km distance respec vely.
Loca on of the pant at this place i.e., at Rachagunneri village of chitoor district, A.P.
having the following advances
⦁ Cheap availability of required land
⦁ There is more water resource.
⦁ The distance between the harbor and present work spot is less.
⦁ Proximity to the raw materials.
⦁ Proximity to the marke ng.

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⦁ To have financial subsidy.

⦁ Nearer to the railway sidings.
⦁ Well connected to the road rail and port.
⦁ Availability of labour at cheaper rate.
CURRENT OPERATIONS
Presently company is manufacturing 53 grades, ordinary Portland, Portland cement
(OPC) with brand “LANCO”. The different varie es of cement that are being manufactured at
the factory are
⦁ Ordinary Portland cement (OPC)

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

⦁ A very percep ble saving in cost (20%-25%) due to low se ng me.
⦁ Superior quality of the cement resul ng in a be er overall finish.
⦁ Stronger bonding with aggregates.
⦁ Full strength had given to any construc on (pig iron)
A Lanco industry is impor ng coke from china. Japan and Australia because there is
scarcity of prime cooking coal, which is the raw material for producing coke.

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The coke, which is imported, comes to Chennai port, which is approximately 100km
away from the site. And from there it is brought to the site. And also fluxes, which are
required to produce pig iron like Limestone, Dolomic, Quartzite and Manganese, are
available in near by districts.
PLANTS UNDER THE GROUP
The general administra on of the company is carried out by the managing Director,
and General Managers of finance, commercial, Opera onal, materials, purchase, Human
Resource and Administra on.
The chairman and managing Directors are holding overall control on administra on
in the aspects, with the help of vice-president and other General Managers. The board
consists of five members as Directors, vice-chairman, a managing Directors and a company
secretary.
The name LANCO has been derived from the promoter of the Group Sri.
Lagadapathi Amarappa Naidu. The Lanco group is a diversified mul faced conglomerate
with the business interests in Pig-iron, cement, power, graded cas ngs, spun pipes,
informa on Technology and infrastructure development.
The Lanco group is promoted by young Technology with excep onal entrepreneur
skills with a mission and great vision and the top agenda to put the group on the Global
corporate may be during the next 10 years.
LANCO INDUSTRIES LIMITED
Established in the year 1993. An ISO 9002 company, it had set up a state of the art,
integrated facility for pig-iron through mini- blast furnace route conforming to the latest

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interna onal technology with ini al capacity of 100000 TPA. Its quality products of S g-
Grade pig-iron are being supplied to foundries in the south. As a forward integra on, it has
u lized the slag produced in the pig-iron manufacturing process to install the cement plant
with a capacity of 90000 TPA. The uninterrupted power requirement for the energy intensive
plant is being met through a 2.5 MW co-genera on power plant. Due to serve compe on
and survival, company has increased the produc on capacity from 90000 TPA to 150000 TPA
from 2003.
LOCATION
A Lanco Industry Limited is a rural based factory sprawling over many areas of
land with deep resources and congenial soil. It is located in Rachagunneri village near
rupathi. Nearly 50% of the consump on of electrical power is supplied by APSEB,
government of Andhra Pradesh and other 50% of power is maintained by the company
owned DG sets and power plants. Since it is rural area labour poten al is available and also
company is enjoying the subsides from state government. The Lanco group is a diversified
mul faced onglo merale, with business interests in pig-iron, cement, power graded cas ngs,
spun pipes, real estate development, informa on technology a past from infrastructure us
development promoted by entrepreneurial skills and the agenda to put the group on the
global corporate map during the next 10 years.
LANCO KALAHASTI CASTINGS (merged with Lanco Industries limited)
Established in 1997 and strategically located in close proximity to the mini blast
furnace of the pig-iron plant, it has a clear economic mileage over other cas ngs sites. The
molten from the blast furnace is directly used as a basic raw material to produce graded
cas ngs, cast iron pipes and duc le iron-pipes with a capacity of 60000 TPA, which will be
gradually expanded to meet through 10 MW cap ve power plants. To emerge to meet the
necessi es and the self-sufficiency, it was decided to enhance the produc on capacity from
60000 TPA from 2003.
INTRODUCTION OF HR POLICY:
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The Lanco group is a diversified mul faced conglomerate with the business
interests in pig-iron, cement, spun pipes, coke oven and 12MW power plant. Plant located
Rachagunneri village near sriklalahasthi.
PIG-IRON DIVISION:
“Blossoming of a fiery bud!” exclaimed Dr. Shankar Dayal sharma, the then
president of India while inaugura ng the pig-iron plant of Lanco industries limited in
September 1994.And the bud has indeed blossomed!
Commissioned in a record me of 11 months, Lanco industries limited and 90000
tones per annum pig-iron plant surpassed its rated capacity just a er two years of
commissioning. Later it transformed the slag-a waste by-product, into produc ve slag
cement with se ng-up of cement plant. The pig-iron plant capacity was upgraded to 150000
tones per annum in the year 2003.
CEMENT DIVISION
Established in the year of 1996 the basic raw material is slag, produced in the
pig-iron manufacturing process to install the cement plant with a capacity of 90000 TPA.
Lanco cement is the result of a unique blend of slag and clinker with the following
destruc ve characteris cs.
SPUN PIPE DIVISION
Established in 1997 and strategically located in close proximity to the mini blast
furnace of the pig-iron plant, it has a clear economic mileage over other cas ngs sites. The
molten metal from the blast furnace is directly used as basic raw material to produce graded
cas ngs, cast iron pipes and duc le iron pipes with a capacity of 90000 TPA. pre- analyzed
liquid metal from blast furnace is taken in to induc on furnace. The metal is superheated to
a temperature of about 1520 c and adjusted for chemical composi on by addi on of
addi on of steel scrap and ferro silicon.
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COKE OVEN PLANT
Established in 2005.the basic raw materials for the mini blast furnace, the coke
oven plant capacity of 90000 TPM. Lanco industries limited is engaged in engaged in
manufacturing of the duc le iron pipes manufacturing through a spinning process from
1999, with a capacity of 100000 tones/ year. To meet the pipes plant requirement of hot
metal Lanco operates a mini blast furnace with a capacity of 165000 tones/ year. The plant
was commissioned in many 2005 and is producing to the rated capacity of 125000 tones/
year.
POWER PLANT
Lanco industries limited has installed a 12MW cap ve power plant whose input
would be hot waste gases from non-recovery type coke oven as source of energy to generate
electricity of 79.2 MU annually. Steam produced in the above process will be u lized to run
on T.G set for genera ng power.
IDENTITY CARD
All the employees are issued with an iden ty card, which has a photograph, name
& employee no. duly signed both by the employee and the competent authority.
Every employee has a display the iden ty card while he/she in on duty. Their
admission into the premises can be denied by the security, if they are found not wearing the
iden ty card.
UNIFORM, SHOES & PROTECTIVE EQUIPMENT:
All the employees who are on the regular rolls of the company are issued two pairs
of uniform and one pair of shoes. All the employees are expected to come to their du es in

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uniform.
The employees working in the plant opera ons are provided with helmets and
safety shoes. Depending on the nature of work, it is obligatory on the part of employee to
draw the required safety appliances like gloves, goggles, respirators, and earplugs etc. from
the stores through safety department and use them. Failure to do so shall a ract
appropriate ac on.
WORKING DAYS & TIMINGS:
Since ours is a con nuous process industry the factory shall run con nuously for 24
hrs on all the days through out the years. Therefore, three shi s are run with dura on of 8
hrs and the weekly holiday shall be on staggered manner. Sunday is a normal weekly holiday
for non-technical personnel. The other employees are specifically informed about their
weekly off days.
TIMINGS
The shi s and general shi mings are as stated below:
S.NO SHIFT TIMINGS

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

All the employees are expected to come for duty regularly and well in me to
maintain the punctuality.

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The employee at the me of entry and exit has to punch the card or sign in the
register that is kept at the office.
ABSENTEEISM:
All the employees are expected to be punctual and regular for the duty. The leave
rules give enough provision to avail them on a planned manner and also for exigencies. In
case if the employee does not report for work and absents him/her without permission of
in ma on, then the management shall ini ate appropriate disciplinary ac on against the
employee. This will ul mately, affect his performance and in the evalua on systems.

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CHAPTER-II
REVIEW OF
LITERATURE
RECRUITMENT PROCESS:
The recruitment and selec on is the major func on of the human resource
department and recruitment process is the first step towards crea ng the compe ve
strength and the strategic advances for the organiza ons. Recruitment process involves a
systema c procedure from sourcing the candidates to arranging and conduc ng the
interviews and requires many resources many resource and me. A general recruitment
process is as follows:
IDENTIFYING THE VACANCY:

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The recruitment process begins begins with the human resource department
receiving requisi ons for recruitment from any department of the company. These contain:
⦁ Posts to be filled
⦁ Number of persons
⦁ Du es to be performed
⦁ Qualifica ons required
⦁ Preparing the job descrip on and person specifica on.
⦁ Loca ng and developing the resources of required number and type of employees.
⦁ Short-lis ng and iden fying the prospec ve employee with required
characteris cs.
⦁ Arranging the interviews with the selected candidates.
⦁ Conduc ng the interview and decision making.
The recruitment process is immediately followed by the selec on process i.e. the
final interviews and the decision making, conveying the decision and the appointment
formali es.
MEANING OF RECRUITMENT:
According to Edwin B. Flippo, “Recruitment is the process of searching the
candidates for employment and s mula ng them to apply for jobs in the organiza on”.
Recruitment is the ac vity that links the employers and the job seekers. A few defini ons of
recruitment are:
A process of findings and a rac ng capable applicants for employment. The

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process begins when new recruits are sought and ends when their applica ons are
submi ed. The result is a pool of a applica ons from which new employees are selected.
It is the process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effec ve measures for a rac ng that manpower in
adequate numbers to facili es effec ve selec on of an efficient working force which helps
create a pool of prospec ve employees for the organiza on so that the management can
select the right candidate the selec on process.
Recruitment of candidates is the func on preceding the selec on, recruitment is a
con nuous process whereby the firm a empts to develop a pool of qualified applicants for
the future human resources needs even through specific vacancies do not exit. Usually, the
recruitment process starts when a manger ini ates an employee requisi on for a specific
vacancy or an an cipated vacancy.
RECRUITMENT NEEDS ARE OF THREE TYPES:

PLANNED
The needs arising from changes in organiza on and re rement policy.
ANTICIPATED
An cipated needs are those movements in personnel, which an organiza on can
predict by studying trends in internal and external environment.
UNEXPECTED
Resigna on, deaths, accidents, illness give rise to unexpected needs. A ract and
encourage more and more candidates to apply in the organiza on. Create a talent pool of
candidates to enable the selec on of best candidates for the organiza on. Determine
present and future requirement of the organiza on in conjunc on with its personnel
planning and job analysis ac vi es. Recruitment is the process which links the employers
with the employees. Increase the pool of job candidates at minimum cost.
Help increase the success rate of selec on process by decreasing number of visibly
under qualified or overqualified job applicants. Help reduce the probability that job
applicants once recruited and selec on will leave the organiza on only a er a short period

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of me. Meet the organiza on legal and social obliga ons regarding the composi on of its
workforce. Begin iden fying and preparing poten al job applicants who will be appropriate
candidates. Increase organiza on and individual effec veness of various recrui ng
techniques and sources for all types of job applicants.
PURPOSE & IMPORTANCE OF RECRUITMENT

SOURCES OF RECRUITMENT
INTERNAL EXTERNAL
⦁ Transfers ⦁ Press adver sements

⦁ Promo ons ⦁ Educa onal ins tutes
⦁ Up grading ⦁ Placements agencies/
⦁ Demo on outsourcing
⦁ Re red employees ⦁ Employment
⦁ Retrenched employees exchanges
⦁ Dependents and rela ves ⦁ Labour contractors
of deceased employees. ⦁ Recruitment at
factory gate
INTERNAL SOURCES
TRANSFERS: The employees are transferred from one department to another according to
their efficiency and experience
❖ PROMOTIONS: The employees are promoted from one department to another
with more benefits and greater responsibility based on efficiency and experience.
❖ Others are upgrading and demo on of present employees according to their
performance.
❖ Re red and retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such people save
me and costs of the organiza onal culture and the policies and procedures.
❖ The depends and rela ves of deceased employees and disabled employees are also

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done by many companies so that the members of the family do not become dependent on
the mercy of others.
EXTERNAL SOURCES
1. PRESS ADVERTISMENTS:
Adver sements of the vacancy in newspapers and journals are a widely used
source of recruitment. The main advantage of this method is that it has a wide reach.
2. EDUCATIONAL INSTITUTES:
Various management ins tutes, engineering colleges, medical colleges etc.
are a good source of recrui ng well qualified execu ves, engineers, medical staff etc. They
provide facili es for campus interviews and placements. This source is known as Campus
Recruitment.
3. PLACEMENT AGENCIES:
Several private consultancy firms perform recruitment func ons on behalf of
client companies by charging a fee. These agencies are par cularly suitable for recruitment
of execu ves and specialists. It is also known as RPO (Recruitment Process Outsourcing)
4. EMPLOYMENT EXCHANGES:
Government establishes public employment exchanges throughout the
country. These exchanges provide job informa on to job seekers and help employers in
iden fying suitable candidates.
5. LABOUR CONTRACTORS:
Manual workers can be recruited through contractors who maintain close
contracts with the sources of such workers. This source is used to recruit labour for
construc on jobs.
6. PRESS ADVERTISMENTS:
Adver sements of the vacancy in newspapers and journals are a widely used

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source of recruitment. The main advantage of this method is this method is that it has a
wide reach.
7. EDUCATIONAL INSTITUTES:
Various management ins tutes, engineering colleges, medical colleges etc.
Are good sources of recrui ng well qualified execu ves, engineers, medical staff etc. They
provide facili es for campus interviews and placements. This source is known as Campus
Recruitment.
8. PLACEMENT GENCIES:
Several private consultancy firms perform recruitment func ons on behalf of
client companies by charging a fee. These agencies are par cularly suitable for recruitment
of execu ves and specialists. It is also known as RPO (Recruitment Process Outsourcing)
9. EMPLOYMENT EXCHANGES:
Government establishes public employment exchanges throughout the
country. These exchanges provide job informa on to job seekers and help employers in
iden fying suitable candidates.
10. LABOUR CONTRACTORS:
Manual workers can be recruited through contractors who maintain close
contacts with the sources of such workers. This source is used to recruit labour for
construc on jobs.
11. UNSOLICITED APPLICANTS:
Many job seekers visit the office of well-known companies on their own. Such
callers are considered nuisance to the daily work rou ne of the enterprise. But can help in
crea ng the talent pool for the database of the probable candidates for the organiza on.
12. EMPLOYEE REFERRALS/ RECOMMENDATIONS:
Many organiza ons have structured system where the current employees of
the organiza on can refer their friends and rela ves for some posi on in their organiza on.
Also, the office bearers of trade unions are o en aware of the suitability of candidates.
Management can inquire these leaders for suitable jobs. In some organiza ons these are

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formal agreements to give priority in recruitment to the candidates recommended by the

trade union.
13. RECRUITMENT AT FACTORY GATE:

Unskilled workers may be recruited at the factory gate these may be
employed whenever a permanent worker is absent. More efficient among these may be
recruited to fill permanent vacancies.
FACTORS AFFECTING RECRUITMENT
The recruitment func on of the organiza ons is affected and governed by a mix of
various internal and external forces. The internal forces or factors are the factors which
cannot be controlled by the organiza on. And the external factors are those factors affec ng
recruitment func on of an organiza on are:
FACTORS AFFECTING RECRUITMENT
EXTERNAL FACTORS INTERNAL FACTORS
■ Supply and demand ■ Recruitment policy

■ Labour Market ■ Human resource
■ Image/Goodwill planning
■ Poli cal-social-legal ■ Size of the firm
Environment ■ Cost of recruitment
■ Unemployment rate ■ Growth and expansion
■ Compe tors

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The internal forces i.e. the factors which can be controlled by the organiza on
are:
INTERNAL FACTORS:
1. RECRUITMENT POLICY:
The recruitment policy of an organiza on specifies the objec ves of
recruitment and provides a framework for implementa on of recruitment programme. It
may involve organiza onal system to be developed for implemen ng recruitment
programmes and procedures by filling up vacancies with best qualified people.
FACTORS AFFECTING RECRUITMENT POLICY
⦁ Organiza onal objec ves
⦁ Personnel policies of the organiza on and its compe tors.
⦁ Government policies on reserva ons.
⦁ Preferred sources of recruitment.
⦁ Need of the organiza on.
⦁ Recruitment costs and financial implica ons.
2. HUMAN RESORCE PLANNING

Effec ve human resource planning helps in determining the gaps present in
the exis ng manpower of the organiza on. It also helps in determining the number of
employees to be recruited and what qualifica on they must possess.
3. SIZE OF THE FIRM:
The size of the firm is an important factor in recruitment process. If the
organiza on is planning to increase its opera ons and expand its business, it will think of
hiring more personnel, which will handle its opera ons.
4. COST
Recruitment incur cost to the employer, therefore, organiza ons try to
employ that source of recruitment which will bear a lower cost of recruitment to the
organiza on for each candidate.

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5. GROWTH ANDEXPANSION:
Organiza on will employ or think of employing more personnel if it is
expanding its opera ons.
EXTERNAL FACTORS:
The external forces are the forces which cannot be controlled by the organiza on.
The major external forces are:
1. SUPPLY AND DEMAND

The availability of manpower both within and outside the organiza on is an
important determinant in the recruitment process. If the company has a demand for more
professionals and there is limited supply in the market for the professionals demanded by
them special training and development programs.
2. LABOUR MARKET
Employment condi ons in the community where the organiza on is located will
influence the recrui ng efforts of the organiza on. If there is surplus of manpower at the
me of recruitment, even informal a empts at the me of recrui ng like no ce boards
display of the requisi on or announcement in the mee ng etc will a ract more than enough
applicants.
3. IMAGE/ GOODWILL
Image of the employer can work as a poten al constraint for recruitment. An
organiza on with posi ve image and goodwill as an employer finds it easier to a ract and
retain employees than an organiza on with nega ve image. Image of a company is based on
what organiza on does and affected by industry. For example finance was taken up by
fresher MBA’s when many finance companies were coming up.
4. POLITICAL-SOCIAL-LEGAL ENVIRONMENT

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Various government regula ons prohibi ng discrimina on in hiring and

employment have direct impact on recruitment prac ces. For example, government of India
has introduced legisla on for reserva on in employment for scheduled castes, scheduled
tribes, physically handicapped etc. also, trade unions play important role in recruitment. This
restricts management freedom to select those individuals who it believes would be the best
E- RECRUITMENT
The internet penetra on in India is increasing and has tremendous poten al.
According to a study by NASSCOM – “jobs is among the top reasons why new users will
come on to the internet, besides e-mail.” Therefore are more than 18 million résumé’s
floa ng online across the world.
The buzzword and the latest in recruitment is the “E-Recruitment”. Also known as
“online recruitment”, it is the use of technology or the web based tools to assist the
recruitment process. The tool can be either a job website like naukri.com, the organiza on’s
corporate web site or its own internet. Many big and small organiza ons are using internet
as a source of recruitment. They adver se job vacancies through worldwide web. The job
seekers send their applicants or curriculum vitae (CV) through an e-mail using the internet.
Alterna vely job seekers place their CV’s in worldwide web, which can be drawn by
prospec ve employees depending upon their requirements.
The two kinds of e- recruitment that an organiza on can use is
Job portals- i.e. pos ng the posi on with the job descrip on and the job
specifica on on the job portal and also searching resumes posted on the site corresponding
to the opening in their organiza on.
Crea ng a complete online recruitment/applica on sec on in the companies own
website- companies have added an applica on system to its website, where the ‘passive’ job
seekers can submit their resumes into the database of the organiza on for considera on in
future, as and when the roles become available.
Resume scanners: Resume scanner is one major benefit provided by the job portals
to the organiza ons. It enables the employees to screen and filter the resumes through
pre-defined criteria’s and requirements (skills, qualifica ons, experience, payroll etc.) of the
job.

23
Job sites provide a 24* 7 access to the resumes to the employees facilita ng the
just-in- me hiring by the organiza ons. Also, the jobs can be posted on the site almost
immediately and is also cheaper than adver sing in the employment newspapers.
Some mes companies can get valuable references through the “passers-by” applicants.
Online recruitment helps the organiza ons to automate the recruitment process, save their
me and costs on recruitments.
Online recruitment techniques
✓ Giving a detailed job descrip on and job specifica ons in the job pos ngs to a ract
candidates with the right skill sets and qualifica ons at the first stage.
✓ E-Recruitment should be incorporated into the overall recruitment strategy of the
organiza on.
✓ A well defined and structured applicant tracking system should be integrated and the
system should have a back-end support.
✓ Along with the back-office support a comprehensive website to receive and process
job applica ons (through direct or online adver sing) should be developed
Therefore, to conclude, it can be said that e-recruitment is the “Evolving face
of recruitment.”
Types of job seekers
1. QUID PRO QUE
These are the people who say that “I can do this for you, what can you give me”.
These people value high responsibili es, higher risks, and expect higher rewards, personal
development and company profiles doesn’t ma er to them.
I will be with you these people like to be with big brands. Importance is given to
brands. They are not bothered about work ethic, culture mission etc.
I will do you what you want these people are concerned about how meaning the job
is and they definite meaning parameters criteria known by previous job.

24
Where do you want me to come these people observe things like where is your
office, what atmosphere do you offer. Career prospects and exci ng projects don’t en ce
them as much. It is the responsibility of the recruiter to decide what the employee might
face in given job and thus take decision. A good decision will help cut down employee
reten on costs and future recruitment costs.
RECRUITMENT MANAGEMENT SYSTEM

Recruitment management system is the comprehensive tool to manage the en re
recruitment processes of an organiza on. It is one of the technological tools facilitated by
the informa on management, payroll and other systems, Recruitment management system
helps to contour the recruitment processes and effec vely managing the ROI on
recruitment.
The features, func ons and major benefits of the recruitment management system are
explained below:
⦁ Structure and systema cally organize the en re recruitment processes.

⦁ Recruitment management system facilitates faster, unbiased, accurate and reliable
processing of applica ons from various applica ons.
⦁ Helps to reduce the me-per-hire and cost-per=hire.
⦁ Recruitment management system helps to incorporate and integrate the various
links like the applica on system on the official website of the company, the
unsolicited applica ons, outsourcing recruitment, final decision making to the main
recruitment process.
⦁ Recruitment management system maintains an automated ac ve database of the
applicants facilita ng the talent management and increasing the efficiency of the
recruitment processes.
⦁ Recruitment management system provides and a flexible, automated and interac ve

25
interface between the online applica on system, the recruitment department of the
company and the job seeker.
⦁ Offers tolls and support to enhance produc vity, solu ons and op mizing the
recruitment processes to ensure improved ROI.
⦁ Recruitment management system helps to communicate and create healthy
rela onships with the candidates through the en re recruitment process.
The Recruitment Management System (RMS) is an innova ve informa on system

tool which helps to sane the me and costs of the recruiters and improving the recruitment
processes.
Outsourcing Recruitment
Outsourcing the human resource (HR) processes is the latest prac ce being followed
by middle and large sized organiza ons. It is being witnessed across all the industries. In
India, the HR processes are being outsourced from nearly a decade now. Outsourcing
industry is growing at a high rate.
Human Resource Outsourcing refers to the process in which an organiza on uses the
expert services of a third party (generally professional consultants) to take care of its HR
func on. The func ons that are typically outsourced are the func ons that need exper se,
relevant experience, knowledge and best methods and prac ces. This has given rise to
outsourcing the various HR func ons of an organiza on.
HR consultancies such as Ma Foi and plan man consul ng provide such services
through expert professional consultants. Human resources business process outsourcing (HR
BPO) is a major component of the worldwide BPO market. Performance management
outsourcing involves all the performance monitoring, measurement, management being
outsourced from a third party or an external organiza on.
Many organiza ons have started outsourcing its recruitment process i.e. transferring
all or some part of its recruitment process to an external consultant providing the
recruitment services. It is commonly known as RPO i.e. recruitment process outsourcing.
More and more medium and large sized organiza ons are outsourcing their recruitment
process right from the entry level jobs to the C- level jobs.
26
The present value of the recruitment process outsourcing industry (RPO) in India is
es mated to be $2.5 billion and it is expected to grow at the annual rate of 30-40 percent for
the next couple of years. According to a recent survey, only 8-10 percent of the Indian
companies are complete recruitment processes. However, the very fast rate and so is the
percentage of their total recruitment processes being outsourced.
Outsourcing organiza ons strive for providing cost saving benefits to their clients.
One of the major advantages to organiza ons, who outsource their recruitment process, is
that it helps to save up to as much as 40 percent of their recruitment costs. With the
experience, exper se and the economies of scale of the third party, organiza ons are able to
improve the quality of the recruits and the speed of the whole process. Also, outsourcing
enables the human resource professionals of organiza ons to focus on the core and other
HR and strategic issues. Outsourcing also gives a structured range from preparing job
descrip ons to arranging interviews, the ac vi es that consume almost 70 percent of the
me of the whole recruitment process.
Outsourcing the recruitment processes for a sector like BPO, which faces an a ri on of
almost 50-60 percent, can help the companies in BPO sector to save costs tremendously and
focus on other issues like reten on. The job seekers are also availing the services of the third
par es (consultants) for accessing the latest job opportuni es.
In India, the trend of outsourcing recruitment is also catching up fast.
For example: Vodafone out source its recruitment ac vi es to Alexander Mann
solu ons (RPO service provider). Wipro has outsourced its recruitment process to Merit
Trac. Yes bank is also known to outsource 50 percent of its recruitment processes.
Advantage of Outsourcing Recruitment
Tradi onally, recruitment is seen as the cost incurring process in an organiza on. HR
outsourcing helps the HR professionals of the organiza ons to concentrate on the strategic
func ons and processes of human resource management rather than was ng their efforts,
me and money on the rou ne work.

27
Outsourcing the recruitment process helps to cut the recruitment costs to 20% and
also provide economies of scale to the large sized organiza ons.
Recruitment Trends in KPO

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

⦁ Business acumen
⦁ Strong analy cal and quan ta ve skills
⦁ Flair for research, eye for detail
⦁ Understanding of various sectors
⦁ Communica on skills
⦁ Leadership capabili es
The final recruitment process in KPOs generally consists of the following

rounds:
28
⦁ Ap tude tests
⦁ Case study rounds
⦁ 2 or 3 interview rounds
Depending upon the qualifica ons, the package for the fresher range from 2 lacks p.a
to lacks. The KPOs are recrui ng post graduates in bulk. MBA’s and post graduates are in
great demand in KPOs. A from the management related posi ons like HR, finance etc., KPOs
are recrui ng from B-schools for various posi ons in research like research analysts in
various domains like market research, financial services etc. the opportuni es range from
primary to secondary research. The industry also provides lucra ve career op ons to
graduates with excellent academic records to start career in research.
Recruitment strategies
Recruitment is of the most crucial roles of the human resource professionals. The
level of performance of and organiza on depends on the effec veness of its recruitment
func on. Organiza ons have developed and follow recruitment strategies to hire the best
talent for their organiza on and to u lize their resource op mally. A successful recruitment
strategy should be well planned and prac cal to a ract more and good talent to apply in the
organiza on. For formula ng an effec ve and successful recruitment strategy, the strategy
should cover the following elements
1. Iden fying and priori zing jobs:

Recruitment keeps arising at various levels in every organiza on; it is almost a
never-ending process. It is impossible to fill all the posi ons immediately. Therefore, there is
a need to iden fy the posi ons requiring immediate a en on and ac on. To maintain the
quality of the recruitment ac vi es, it is useful to priori ze the vacancies whether to focus
on all vacancies equally or focusing on key jobs first.
2. Candidates to target:
The recruitment process can be effec ve only if the organiza on completely

29
understands the requirements of the type of candidates that are required and will be
beneficial for the organiza on. This cover s the following parameters as well:
■ Performance level required: Different strategies are required for focusing on hiring high
performers and average performers.
■ Experience level required: the strategy should be clear as to what is the experience level
required by the organiza on. The candidate’s experience can range from being a fresher to
experienced senior professionals.
■ Category of the candidate: the strategy should clearly define the target candidate. He/she
can be from the same industry, different industry, unemployed, top performers of the
industry etc.
3. Source of recruitment:
The strategy should define various source (external and internal) of recruitment.
Which are the sources to be used and focused for the recruitment purposes for various
posi ons? Employee referral is one of the most effec ve sources or recruitment.
4. Trained recruiters:
The recruitment professionals conduc ng the interviews and the other recruitment
ac vi es should be well-trained and experienced to conduct the ac vi es. They should also
be aware of the major parameters and skills (e.g. Behavioral, technical etc.) to focus while
interviewing and selec ng a candidate.
5. How to evaluate the candidates:

The various parameters and the ways to judge them i.e. the en re recruitment
process should be planned in advance. Like the rounds of technical interviews, HR
interviews. Wri en tests, Psychometric tests etc.
HR Challenges In Recruitment:
Recruitment is a func on that requires business perspec ve, experts, ability to find
and match the best poten al candidate for the organiza on, diplomacy, marke ng skills (as
to sell posi on to the candidate) and wisdom to align the recruitment processes for the

30
benefit of the organiza on. The HR professionals – handling the recruitment func on of the
organiza on-are constantly facing new challenges. The biggest challenge for such
professionals is to source or recruit the best people or poten al candidate for the
organiza on.
In the last few years, the job market has undergone some fundamental changes in
terms of technologies, source s of recruitment, compe on in the market etc. In an already
saturated job market, where the prac ces like poaching and raiding are gaining momentum
HR professionals are constantly facing new challenges in one of their most important
func on-recruitment. They have to face and conquer various challenges to find the best
candidates for their organiza ons.
The major challenges faced by the HR in recruitment are:

⦁ Adaptability to globaliza on- The HR professionals are expected and required to keep
in tune with the changing mes, i.e., the changes taking place across the globe. HR
should maintain the meliness of the process.
⦁ Lack of mo va on- Recruitment is considered to be a thankless job. Even if the
organiza on is achieving results, HR department or professionals are not thanked for
recrui ng the right employees and performers.
⦁ Process –analysis- The immediately and speed of the recruitment process are the
main concerns of the HR in recruitment. The process should be flexible, adap ve and
responsive to the immediate requirements. The recruitment process should also be
cost effec ve.
⦁ Strategic priori za on- The emerging new systems are both an opportunity as well as
a challenge for the HR professionals. Therefore, reviewing staffing needs and
priori zing the tasks to meet the changes in the market has become a challenge for
the recruitment professionals
Recrui ng Expatriates
Expatriate is a person who leaves his country to work and live in a foreign country.
Generally, expatriates are the na onals from the other countries than the host and the

31
MNC’s parent countries, i.e., expatriates are third country na onals.

The unavailability of the required skills and talents takes the organiza on to source
talent from other countries. The procedures and processes of recrui ng and selec ng the
human resources are never uniform even within a single organiza on. The procedures vary
according to the post, the skill set required; the nature of work etc. more of it is seen in the
case of recruitment of expatriates. The recruitment and selec on procedures and
considera ons are dras cally different for expatriates than that of the domes c employees.
Recruitment of expatriates involves greater me, monetary resource and other indirect
costs. Improper recruitment and selec on can cause the expatriates to return has ly or a
decline in their performance.
A mismatch between job (its requirements) and people can reduce the effec veness
of other human resource ac vi es and can affect the performance of the employees as well
as the organiza on.
Recrui ng expatriates require special considera ons and skills to select the best
person for the job. Except for a few expatriate selec on policies, the expatriate selec on
criterion is generally organiza on and na on specific.
The recruiters for recrui ng the expatriates should be carefully selected and trained.
The recruitment strategies for expatriates should be aligned with requirements of the job.
The interviews of expatriates are designed in a manner to judge their:
❖ Adoptability to the new culture

❖ Intercultural interac on
❖ Flexibility
❖ Professional exper se
❖ Past interna onal work experience
❖ Tolerance and open-mindedness
❖ Family situa on
❖ Language ability
❖ A tude and mo va on
❖ Empathy towards local culture

32
A few researches in this field also suggest that women are morel likely to be
successful in certain posi ons as expatriates as they are more sensi ve towards new culture
and people. Recruitment of expatriates should be followed by cultural and sensi vity
training, and language training.
Head Hun ng:
Headhun ng refers to the approach of finding and a rac ng the best experienced
person with the required skill set. Headhun ng involves convincing the person to join your
Organiza on.

33
IDENTIFY THE PROSPECTIVE EMPLOYEE
HOLD A TALK WITH THE CANDIDATE
CANDIDATE LOOK FOR SOME OTHER

INTERESTED CANDIDATE
CALL FOR A FORMAL DISCUSSION
JOB OFFER LOOK FOR SOME OTHER

CANDIDATE
ASK THE PERSON TO JOIN AND SUBMIT VARIOUS

NECESSARY DOCUMENTS.
FORMS OR RECRUITMENT:

34
The organiza ons differ in terms of their size, business, processes and prac ces. A
few decisions by the recruitment professionals can affect the produc vity and efficiency of
the organiza on. Organiza ons adopt different forms of recruitment prac ces according to
the specific needs of the organiza on.
The organiza ons can choose from the centralized or decentralized forms of
recruitment, explained below:
CENTRALIZED RECRUITMENT:
The recruitment prac ces of an organiza on are centralized when the HR/
recruitment department at the head office performs all func ons of recruitment.
Recruitment decisions for all the business ver cals and departments of an organiza on are
carried out by the one central HR (or recruitment) department. Centralized forms of
recruitment are commonly seen in government organiza ons.
Benefits of the centralized form of recruitment are:
⦁ Reduces administra on costs.

⦁ Be er u liza on of specialists
⦁ Uniform in recruitment
⦁ Interchangeability of staff.
⦁ Reduces favori sm
⦁ Every department sends requisi ons for requirement to their central office.
DECENTRALIZED RECRUITMENT
Decentralized recruitment prac ces are most commonly seen in the case of
conglomerates opera ng in different and diverse business areas. With diverse and
geographically spread business areas and offices, it becomes important to understand the
needs of each department and frame the recruitment policies and procedures accordingly.

35
Each department carries out its own recruitment. Choice between the two will depend upon
management philosophy and needs of par cular organiza on. In some cases combina on of
both is used. Lower level staffs as well as top level execu ves are recruited in a decentralized
manner.
Equal Employment Opportunity
Equal opportunity employment refers to the approach of the employers to ensure
the prac ce of being fair and impar al in the employment process. The term “equal
Opportunity Employment” was first given by President Lyndon B. Johnson when he signed
Execu ve order 11246 which was created to prohibit federal contractors from discrimina ng
against employees on the basis of race, sex, creed, religion, colour, or na onal origin. The
scope of the order also covered the discrimina on on the basis of the minority status.
DISCRIMINATION IN EMPLOYMENT
Discrimina on refers to the any kind of prejudice or favori sm on the basis of
⦁ Disability
⦁ Race
⦁ Age
⦁ Sex
⦁ Sexuality
⦁ Pregnancy
⦁ Marital status
In employment. No person should be treated less favorably than any other on the
basis of the specified issues above. Many countries (like SA) have already implemented Equal
Opportunity Act, making it against the law to treat anybody unfairly.

36
CHAPTER-III
DESIGN OF THE
STUDY

37
NEED FOR THE STUDY
In today’s compe ve world especially recruitment and selec on process is used for
to select a right candidate for the right job in right me in the right place. This study makes
the organiza on aware of recruitment process. ecruitment and selec on are the most cri cal
and significant human resources func ons. Unless the organiza on has the best available
employees, it will not be able to grow and flourish in the market. The drive and mo va onal
levels of the employees need to be high to enable the company to a ain its goals. All the
steps of the recruitment and selec on processes are equally important in a rac ng and
retaining the right talent.
A major part of management's job is establishing the requirements of each posi on within
the organiza on. Managers then need to match the posi ons with employees possessing the
right skills and ap tude for the job. den fying the requirements for each posi on in the
organiza on is cri cal. Management must determine acceptable levels of qualifica on on
criteria such as educa onal a ainment, past experience and skills for each posi on. Once
the minimum acceptable levels have been determined, management can then set out to
recruit the most suitable candidates for the job.
Management and the HR department must me culously plan and list all the tasks that
would be performed by employees in each job posi on. This is essen al because job
candidates need to understand what will be required of them if they are hired for a
par cular posi on.

38
SCOPE OF THE STUDY

⦁ This system deals with whole process of recruitment. It contains different methods
followed by the company.
⦁ This system is confined to recruitment system only but not selec on.
⦁ It carries out the whole process of recruitment.
⦁ It is confined to campus selec on, consultants and internal sources campus

selec ons are done only from Agri-Business Schools.
⦁ There is no walk ins.
⦁ It carries out the Tele-recritment very effec vely.

OBJECTIVES OF THE STUDY
⦁ To understand the policies and procedures of recruitment and selec on in the

company.
⦁ To find out the effec veness of exis ng recruitment and selec on procedure.
⦁ To find out the sa sfac on level of the employees about recruitment and selec on
procedure.
LIMITATIONS

39
➢ The sample size for survey is limited to 120
➢ Ge ng accurate responses from the employees is difficult due to their busy schedule
➢ Time constraint.
RESEARCH DESIGN
Research methods: The required data has been collected through primary data and
secondary data.
Primary Data & Secondary Data: Ques onnaire Internet, Magazines and Textbooks, company
records, websites
Type of sampling: Convenience sampling
Sample Size: 120
Research Instrument: Ques onnaire
Data Analysis: Simple percentage, Chi-square test
SECONDARY DATA:--
Secondary data is collected from the following sources.
⦁ Discussions and personal observa ons.
⦁ Organiza on report and files.
⦁ Journals and websites.

40
CHAPTER-IV
DATA ANALYSIS
&
INTERPRETATIONS
41
4.1.1 TABLE SHOWING THE BASIS FOR THE SELECTION IN THE

ORGANIZATION
Grade No. of Respondents Percentage %

Qualifica on 32 27
previous experience 43 36
mul skills 45 38
Total 120 100
4.2.1 GRAPH

42
INTERPRETATION:
36% of the employees are joined because of previous experience. And 38% of the
employees were mul skilled people.
4.1.2 TABLE SHOWING WHAT MADE THE EMPLOYEES TO APPLY
Grade No. of Respondents Percentage

Salary 29 24
Image 63 53
Management 28 23
efficiency
Total 120 100
4.2.2 GRAPH

43
INTERPRETATION:
53% of people joined this company because Image of company.
4.1.3 TABLE SHOWING WHAT KIND OF INTERVIEW HAD DONE WHILE

SELECTION

Formal 49 41
Informal 38 32
Mixed 33 28
Total 120 100

44
4.2.3 GRAPH
INTERPRETATION:
41% of employees were joined through formal interview. And 32% of employees were
joined through informal interview.
4.1.4 TABLE SHOWING OPINION ON RECRUITING CANDIDATES

THROUGH INTERNAL SOURCE IS BENEFICIAL
Grade No. of Percentage

Respondents
Agree 33 28
Moderate 60 50
Disagree 27 23
120
Total 100
45
4.2.4 GRAPH
INTERPRETATION:
50% of employees were feeling moderate about recruitment through internal source
is beneficial.
4.1.5 TABLE SHOWING OPINION ON DIFFERENT SELECTION PROCESSES

IS NEEDED FOR DIFFERENT POSITIONS

Agree 54 45
Moderate 39 33
Disagree 27 23
Total 120 100
46
4.2.5 GRAPH
INTERPRETATION:
45% of the employees agreed that different selec on processes are required for
different posi ons. And 33% of employees are moderate.
4.1.6 TABLE SHOWING OPINION ON TRAINING IS ESSENTIAL AFTER

SELECTION

Agree 41 34
Moderate 45 38
Disagree 34 28

47
Total 120 100
4.2.6 GRAPH
INTERPRETATION:
38% of employees agreed and 34% of employees moderate about training is needed a er
selec on.
4.1.7 TABLE SHOWING OPINION ON ORGANIZATION HAS A VERY

TRAPARENT, CLEAR RECRUITMENT POLICY & PROCEDURE
Grade No. of Percentage

Respondents
Agree 41 34
Moderate 45 38
48
Disagree 34 28
Total 120 100
4.2.7 GRAPH
INTERPRETATION:
38% of employees are moderate and 34% of employees are agreed regarding the
organiza on has very transparent, clear recruitment policy & procedure.
4.1.8 TABLE SHOWING OPINION ON SELECTION PROCESS BEING

ADOPTED ENSURES SELECTION OF RIGHT CANDIDATE FOR THE
RIGHT JOB

49
Agree 45 38
Moderate 52 43
Disagree 23 19
Total 120 100
4.2.8 GRAPH
4.3.5 SELECTION PROCESS BEING ADOPTED ENSURES SELECTION OF
INTERPRETATION:
43% of employees moderate, 38% of employees are agreed about selec on process
being adopted ensure selec on of right candidate for the right job
4.1.9 TABLE SHOWING SELECTION PROCESS INVOLVES DIFFERENT

METHODS IN THE ORGANIZATION

50
Wri en test 31 26
Group discussion 32 27
Personal interview 57 48
Total 120 100
4.2.9 GRAPH
INTERPRETATION:
48% of employees are opined that Personal Interview is involved in their organiza ons
selec on process.
4.1.10 TABLE SHOWING BEST METHOD TO IMPROVE DATA BANK

51

Adver sement 33 28
Consultancy 64 53
Reference 23 19
Total 120 100
4.2.10 GRAPH
INTERPRETATION:
53% of employees are opined that Consultancy is the best method of improving Data Bank.

52
4.1.11 ABLE SHOWING OPINION OF THERE IS A SCOPE FOR

IMPROVEMENT OF THE SELECTION PROCEDURE

Agree 39 33
Moderate 41 34
Disagree 40 33
Total 120 100
4.2.11 GRAPH
INTERPRETATION:
34% of employees are moderate, 33% of employees are agreed and 33% of
employees are disagreed about that there is scope for improvement of the selec on
procedure.

53
4.1.12 TABLE SHOWING OPINION ON ABILITY TO SEE THEM IN DESIRED

POSITIONS

Agree 37 31
Moderate 40 33
Disagree 43 36
Total 120 100
4.2.12 GRAPH
INTERPRETATION:
36% of employees are disagreed, 33% of employees are moderate and 31% of employees
are agreed about that they are able to have in desired posi on.

54
4.1.13 TABLE SHOWING OPINION ON PROVISION OF JOB OPPORTUNITY TO

UTILIZE THEIR SKILLS AT FULL

Agree 48 40
Moderate 42 35
Disagree 30 25
Total 120 100
4.2.13 GRAPH
INTERPRETATION:
40% of the employees are agreed and 35% of employees are opined moderate about that
their job provides opportuni es to u lize their skills at full.

55
4.1.14 TABLE SHOWING OPINION ON COMPETITION PLAYS AN IMPORTANT ROLE AT THE

TIME OF SELECTION

Agree 43 36
Moderate 47 39
Disagree 30 25
Total 120 100
4.2.14 GRAPH
INTERPRETATION:
39% of the employees are moderate and 36% of employees are agreed regarding
Compe on plays an important role at the me of selec on.

56
4.1.15 TABLE SHOWING OPINION ON HR DEPARTMENT PLAY VITAL ROLE IN

RECRUITMENT PROCESS

Agree 47 39
Moderate 38 32
Disagree 35 29
Total 120 100
4.2.15 GRAPH
INTERPRETATION:
39% of employees opined agreed and 32% of employees are moderate regarding Human
resource Department play vital role in recruitment process.

57
4.1.16 TABLE SHOWING OPINION ON SATISFACTION TOWARDS

ORGANIZATION

Agree 52 43
Moderate 38 32
Disagree 30 25
Total 120 100
4.2.16 GRAPH
INTERPRETATION:
43% of employees are opined agreed and 32% of employees are moderate about
procedures in Lanco are highly appreciable and sa sfactory.

58
4.1.17 TABLE SHOWING OPINION ON BIAS IN SELECTION OF EMPLOYEES

IN THE ORGANIZATION

Agree 37 31
Moderate 43 36
Disagree 40 33
Total 120 100
4.2.17 GRAPH:
INTERPRETATION:

59
36% of employees are moderate, 33% of employees are disagreed and 31% of
employees are agreed regarding there is bias in the selec on process.
4.1.18 TABLE SHOWING OPINION ON SUITABLE MEDIA FOR

RECRUITMENT

Newspaper 32 27
Television 46 38
Radio 42 35
Total 120 100
4.2.18 GRAPH

60
INTERPRETATION:
38% of employees are opined television is the suitable media for recruitment. And
35% of employees opined radio.
4.1.19 TABLE SHOWING OPINION ON FRIENDLINESS OF INTERVIEWER

WHILE DOING THE RECRUITMENT

Excellent 23 19
Good 62 52
Sa sfied 35 29
Total 120 100
4.2.19 GRAPH
INTERPRETATION:

61
52% of employees are opined good regarding friendliness of interviewer while doing
the recruitment.
4.1.20 TABLE SHOWING OPINION ON THE TIME GAP BETWEEN INTERVIEW AND AFTER
INTERVIEW

Days 20 17
Weeks 36 30
Months 64 53
Total 120 100
4.2.20 GRAPH
INTERPRETATION:

62
53% of employees are opined that the me gap between interview and a er
interview is months.
CHAPTER-V
Findings
Sugges ons
63
Conclusions
FINDINGS
⦁ 36% of the employees are joined because of previous experience. And 38% of the
employees were mul skilled people.
⦁ 53% of people joined this company because Image of company.
⦁ 41% of employees were joined through formal interview. And 32% of employees
were joined through informal interview.
⦁ 50% of employees were feeling moderate about recruitment through internal source
is beneficial.
⦁ 45% of the employees agreed that different selec on processes are required for
different posi ons. And 33% of employees are moderate.
⦁ 38% of employees agreed and 34% of employees moderate about training is needed
a er selec on
⦁ 36% of employees are disagreed, 33% of employees are moderate and 31% of
employees are agreed about that they are able to have in desired posi on.
⦁ 40% of the employees are agreed and 35% of employees are opined moderate about
that their job provides opportuni es to u lize their skills at full.
⦁ 39% of the employees are moderate and 36% of employees are agreed regarding
Compe on plays an important role at the me of selec on.
64
SUGGESTIONS
⦁ To improve the selec on procedure by giving value to the mul -skills.
⦁ By conduc ng ac vi es like group discussion and workshops to the employees to

u lize their knowledge and skills.
CONCLUSION
Though it is a big organiza on, but for every organiza on growth is based on its
employees. LANCO is sa sfying moderately its employees at recruitment procedures. By
modernizing the present policy the LANCO organiza on will achieve good results.

65
ANNEXURE
Bibliography

66
A STUDY ON RECRUITMENT & SELECTION PROCESS IN

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

1. Qualifica on 2. Previous Experience 3. Mul skills
2. Which of the following made you to apply for this company?
1. Salary 2. Image 3. Management Efficiency.

67
3. Which type of interview did you face at the me of your selec on?
1. Formal 2. Informal 3.Mixed
4. Do you feel that recrui ng candidates through internal source is beneficial to the
organiza on?
1. Agree 2. Moderate 3. Disagree
5. Do you feel that the different selec on process is required while selec ng different
posi ons?
6. In your opinion training is essen al a er selec on?
7. Do you Believe that organiza ons has a very transparent, clear recruitment policy &
procedure?
8. The selec on process being adopted ensures selec on of right candidate for the right
job?
9. The selec on process involves the following methodology in your company?
1. Wri en test 2. Group discussions 3. Personnel interview
10. In my opinion, the best method of improving Data Bank is?
1. Adver sement 2. Consultancy 3. Reference
11. Do you feel that there is a scope for improvement of the selec on procedure?
12. Are you able to see your self in a desired posi on in your company?
13. Does your job provide opportunity to u lize your skills at full?
14. Compe on plays an important role at the me of selec on?

68

15. Does you feel Human resource Department play vital role in recruitment process?
16. Procedures in Lanco is highly appreciable and sa sfactory?
17. Is there any bias in the selec on of employees in your company?
18. Which media is highly suitable for recruitment in your company?
1. News paper 2. Television 3. Radio
19. How did you rate the friendliness of interviewer doing the recruitment?
1. Excellent 2. Good 3. Sa sfied
20. What has the me gap between interview and a er interview?
1. Days 2. Weeks 3. Months
8. BIBLIOGRAPHY

69
➢ Human Resource & Personnel Management

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

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

70

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RECRUITMENT & SELECTION PROCESS

S.D.G.S. Degree College, Hindupur Page

Cement manufacturing involves ha ng a mixture of limestone and clay Par al fusion

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

S.D.G.S. Degree College, Hindupur Page

S.D.G.S. Degree College, Hindupur Page

LANCO INDUSTRIES LIMITED is located in between Tirupathi and srikalahas . The

S.D.G.S. Degree College, Hindupur Page

S.D.G.S. Degree College, Hindupur Page

⦁ To have ﬁnancial subsidy.

⦁ Ordinary Portland cement (OPC)

SAILENT FEAUTURES OF LANCO CEMENT

⦁ High strength & high quality and great durability.

S.D.G.S. Degree College, Hindupur Page

PLANTS UNDER THE GROUP

S.D.G.S. Degree College, Hindupur Page

SPUN PIPE DIVISION

COKE OVEN PLANT

UNIFORM, SHOES & PROTECTIVE EQUIPMENT:

S.D.G.S. Degree College, Hindupur Page

The shi s and general shi mings are as stated below:

S.NO SHIFT TIMINGS

ATTENCENCE & PUNCTUALITY:

S.D.G.S. Degree College, Hindupur Page

S.D.G.S. Degree College, Hindupur Page

IDENTIFYING THE VACANCY:

S.D.G.S. Degree College, Hindupur Page

S.D.G.S. Degree College, Hindupur Page

RECRUITMENT NEEDS ARE OF THREE TYPES:

S.D.G.S. Degree College, Hindupur Page

PURPOSE & IMPORTANCE OF RECRUITMENT

⦁ Transfers ⦁ Press adver sements

S.D.G.S. Degree College, Hindupur Page

S.D.G.S. Degree College, Hindupur Page

S.D.G.S. Degree College, Hindupur Page

formal agreements to give priority in recruitment to the candidates recommended by the

13. RECRUITMENT AT FACTORY GATE:

FACTORS AFFECTING RECRUITMENT

EXTERNAL FACTORS INTERNAL FACTORS

■ Supply and demand ■ Recruitment policy

S.D.G.S. Degree College, Hindupur Page

2. HUMAN RESORCE PLANNING

S.D.G.S. Degree College, Hindupur Page

1. SUPPLY AND DEMAND

S.D.G.S. Degree College, Hindupur Page

Various government regula ons prohibi ng discrimina on in hiring and

S.D.G.S. Degree College, Hindupur Page

S.D.G.S. Degree College, Hindupur Page

RECRUITMENT MANAGEMENT SYSTEM

⦁ Structure and systema cally organize the en re recruitment processes.

S.D.G.S. Degree College, Hindupur Page

The Recruitment Management System (RMS) is an innova ve informa on system

S.D.G.S. Degree College, Hindupur Page

Recruitment Trends in KPO

The quali es looked for in candidates are:

The ﬁnal recruitment process in KPOs generally consists of the following

1. Iden fying and priori zing jobs:

S.D.G.S. Degree College, Hindupur Page

5. How to evaluate the candidates:

S.D.G.S. Degree College, Hindupur Page

The major challenges faced by the HR in recruitment are:

S.D.G.S. Degree College, Hindupur Page