A

SUMMER TRAINING REPORT ON

HR IN RECRUITMENT AND SELECTION PROCESS AT

TEC INDIA

Submitted In Partial Fulfilment of the requirement for

Bachelors of Commerce (Honours) Programme of

Guru Gobind Singh Indraprastha University, Delhi

Session - 2016-2019

Submitted By

Rishab Rana

B.com(H), Semester V

Enrol. No.: 41019288816

Lingaya’s Lalita Devi Institute Of Management & Sciences

Mandi Road, Mandi

Delhi-110047

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CERTIFICATE

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 ACKNOWLEDGEMENT

I take this opportunity to extend my sincere thanks to Lingaya’s Lalita Devi Institute of
Management and Sciences and Tec India for offering a unique platform to earn exposure
and garner knowledge in the field of HR Recruitment and Selection.

First of all, I extend my heartfelt gratitude to my project guide Mr. Vikram Singh, head of
the HR department at Tec India, New Delhi for having made my summer training a great
learning experience by giving me his guidance, insights and encouragement which acted as a
continuous source of support for me during this entire period.

I would also like to express my profound gratitude to my faculty guide Dr. Barun Kumar
Jha for his constructive support during the summer internship period, which leads to
successful completion of my internship.

(DR. Barun Kumar Jha) (CANDIDATE’S SIGNATURE)

(RISHAB RANA)

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PREFACE

Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential to
recruit people with requisite skills, qualification and experience. While doing so we need to
keep present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour market
conditions. Recruitment is almost central to any management process and failure in
recruitment can create difficulties for any company including an adverse effect on its
profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to
labour shortages, or problems in management decision making.

Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower. Competition
among business organisations for recruiting the best potential has increased focus on
innovation, and management decision making and the selectors aim to recruit only the best
candidates who would suit the corporate culture, ethics and climate specific to the
organisation.

The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well drawn
plan on recruitment and selection and involvement of qualified management team,
recruitment processes followed by companies can face significant obstacles in
implementation. Theories of HRM may provide insights on the best approaches to
recruitment although companies will have to use their in house management skills to apply
generic theories within specific organizational contexts.

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EXECUTIVE SUMMARY

This project focuses on “Procedure adopted for Recruitment and Selection at TEC INDIA,
NEW DELHI”. The organization has to be more responsive to the changing scenario and
latest trends in, recruitments and then of selection process. Organizational capabilities need
improvement through continuous updating of latest technique, involving latest trends and
methodologies used for Recruitment and Selection of candidates, formulating recruitment
policy and in designing an effective HR Plan as any failure in HR Planning will be a limiting
factor in achieving the objectives of the organization. Objectives in the present day of stiff
challenge from competitive market, it is ongoing process which requires proper identification
of organizational manpower requirement and also ways of hiring the efficient and right
person at the right time. The scope of the project was to collect data from the selected
employees of company, analyze the significance of the data and the conclusion.

The project starts with the general introduction to what Recruitment and Selection is all
about. Then comes the Company Profile. It consists of an introduction about the organization.
Here I have stated the history of the organization, its objectives, products and capabilities of
the organization. The project provides me excellent opportunity to correlate my theoretical
learning with the ground realities of the industry and the market.

To accomplish the above, around 40 employees were surveyed and interviewed. The core
purpose of the survey was to find out employees perspective towards the Recruitment and
Selection process in the organization. In conclusion, this project will enable one to understand
the concept of Recruitment and Selection process among the employees and simultaneously it
will help the employer in practicing them. This report will also help to understand benefits
and drawbacks of present process of the same.

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TABLE OF CONTENT

Sn No. Topics Page No.

1. Introduction
 Project overview 08
 Introduction to the company 31

2. Literature review 39

Research Objective 42
Research Methodology 42
Types of research 43
3. Data collection method 43
Sampling technique 45
Sample Area 45
Sample size 45
4. Data Analysis & Interpretation 46
Findings 58
Conclusion 59
5.
Bibliography 60
Questionnaire 61

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CHAPTER 1
INTRODUCTION

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PROJECT OVERVIEW

Rigorous sourcing was undertaken to understand the recruitment process. Candidates were
interviewed and then potential candidates were shortlisted. During the tenure of the project I
learnt to put the candidates under assessment tests and took the initial rounds of interview.
Job Portals used by me for the recruitment of candidates through MONSTER and
NAUKRI.COM

The whole process of recruitment from a recruitment firm like Avian is a very exhausting
one. It is detail oriented in nature. The reason why every employee gets motivated to do the
job is because of the knowledge that at that particular moment that particular recruiter was
responsible for giving job to these candidates. To generate employment is one thing but to
recruit the right kind of workforce for a job is another thing. It not only needs the basic
understanding of the client company’s need to fill the position in a period of time but it also
requires the recruiter to be sensitive of the needs of the candidate to find the right job for
himself. All this needs a great profundity of intellect.

During my tenure at Tec India, I learnt to work as professional. The one thing that got
profoundly clear is that text books do not help in the actual corporate world. There are
unwritten policies and standard operating procedures that each employee has to abide to. No
matter what, profit maximization is the core purpose of the existence of every business.
Meeting targets on your level dedicatedly is your contribution to the revenue generation of
the company.

Functional area of HRM

 Human resource auditing

 Human resource strategic planning

 Human resource planning

 Manpower panning

 Recruitment / selection

 Induction
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  Orientation

 Training

 Management development

 Compensation development

 Performance appraisals

 Performance management

 Career planning / development

 Coaching

 Counseling’s

 Staff amenities planning

 Event management

 Succession planning

 Talent management

 Safety management

 Staff communication

 Reward

Responsibility of HR department in large organization

Position Job Responsibilities

HR Executive committee, organization planning, HR planning & policy, Organization

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

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RECRUITMENT
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.” In simple words recruitment can
be defined as a ‘linking function’-joining together those with jobs to fill and those seeking
jobs.

PURPOSE AND IMPORTANCE

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

candidates. Specifically, the purposes and needs are:

 Determine the present and future requirements of the organization in conjunction with
its personnel-planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will leave
the organization only after a short period of time.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Induct outsiders with a new perspective to lead the company.
 Infuse fresh blood at all levels of the organization.
 Develop an organizational culture that attracts competent people to the company.
 Search for talent globally and not just within the company.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

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 1. INTERNAL FACTORS

 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion

2) EXTERNAL FACTORS

 Supply and Demand factors

 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

THEORIES AND POLICIES OF RECRUITMENT AND SELECTION

Theories:

1. Objective theory

1) Assumes applicants use a very rational method for making decisions

2) Thus, the more information you can give them (e.g. salaries, benefits, working condition,
etc), the better applicants weight these factors to arrive at a relative “desirability” index

2. Subjective theory

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1) Assumes applicants are not rational, but respond to social or psychological needs (e.g.
security, achievement, affiliation)

2) Thus, play to these needs by highlighting job security or opportunities for promotion or
collegiality of work group, etc.

3. Critical Contact theory

1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.
(promptness, warmth, follow-up calls, sincerity, etc.)

2) Research indicates that more recruiter contact enhances acceptance of offer, also
experienced recruiter (e.g. middle-aged) more successful than young or inexperienced
recruiter - may be especially important when recruiting ethnic minorities, women, etc.

Policies:

Recruitment policy of any organization is derived from the personnel policy of the same
organization. However, recruitment policy by itself should take into consideration the
government’s reservation policy, policy regarding sons of soil, etc., personnel policies of
other organizations regarding merit, internal sources, social responsibility in absorbing
minority sections, women, etc.

Specific issues which may be addressed in Recruitment Policy:

1) Statement : Nondiscrimination (EEO employer) or particular protected class members

that may be sought for different positions (see also Affirmative Action guidelines)

2) Position description: Adherence to job description (& qualifications) in recruitment &

selection -BFOQ’s -bonafide occupational qualifications

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3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism)
veterans (any special advancement toward retirement for military experience?), rehires
(special consideration? vacation days or other prior benefits?), part-time or temporary
personnel (special consideration? benefits?)

4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel to

recruit, relocation, expenses, etc.

Others:

a. Residency requirement in district?

b. Favors, special considerations related to recruitment? - e.g. get spouse a job?

INDUCEMENTS TO RECRUITMENT

Organisational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organisation. Three inducements need
specific mention here, they are:-

 Compensation: Starting salaries, frequency of pay increases, incentives and fringe

benefits can all serve as inducements to potential employees.

 Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful inducements
to potential employees.

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  Image or Reputation: Factors that affect an organisation’s reputation include its
general treatment of employees, the nature and quality of its products and services and
its participation in worthwhile social endeavors.

CONSTRAINTS

 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 especially 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.

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RECRUITMENT- Relationship with other activities

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the Indian
Railway resort to decentralized recruitment practices. Personnel department at the central
office performs all the functions of recruitment in case of centralised recruitment and
personnel departments at unit level/zonal level perform all the functions of recruitment
concerning to the jobs of the respective unit or zone.

SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits.

Internal Sources:-

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Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.

External Sources

External sources lie outside an organization. Here the organization can have the services of:
(a) Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by
unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms
and contractors; (f) Candidates responding to the advertisements, issued by the organization;
and (g) Unsolicited applications/ walk-ins.

Merits and Demerits of ‘Recruiting people from ‘within’

Merits Demerits

1) Economical: The cost of recruiting internal 1) Limited Choice: The organization is

candidates is minimal. No expenses are forced to select candidates from a limited
incurred on advertising. pool. It may have to sacrifice quality and
settle down for less qualified candidates.
2) Suitable: The organization can pick the
right candidates having the requisite skills. 2) Inbreeding: It discourages entry for
The candidate can choose a right vacancy talented people, available outside an
where their talents can be fully utilized. organization. Existing employees may fail
to behave in innovative ways and inject
3) Reliable: The organization has the
necessary dynamism to enterprise
knowledge about suitability of a candidate

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 for a position. ‘Known devils are better than activities.
unknown angels!’ 3) Inefficiency: Promotions based on length
4) Satisfying: A policy of preferring people of service rather than merit, may prove to
from within offers regular promotional be a blessing for inefficient candidate.
avenues for employees. It motivates them to They do not work hard and prove their
work hard and earn promotions. They will worth.
work with loyalty commitment and
enthusiasm.
4) Bone of contention: Recruitment from
within may lead to infighting among
employees aspiring for limited, higher level
positions in an organization. As years roll
by, the race for premium positions may end
up in a bitter race.

The merits and demerits of recruiting candidates from outside an organization may be stated
thus:

MERITS AND DEMERITS OF EXTERNAL SOURCES OF RECRUITMENT

Merits Demerits

Wide Choice: The organization has the Expenses: Hiring costs could go up
freedom to select candidates from a large pool. substantially. Tapping multifarious sources of
Persons with requisite qualifications could be recruitment is not an easy task either.
picked up.

Time consuming: It takes time to advertise,

Infection of fresh blood: People with special screen, to test and test and to select suitable
skills and knowledge could be hired to stir up employees. Where suitable ones are not
the existing employees and pave the way for available, the process has to be repeated.
innovative ways of working.
De-motivating: Existing employees who have
Motivational force: It helps in motivating put in considerable service may resist the

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internal employees to work hard and compete process of filling up vacancies from outside.
with external candidates while seeking career The feeling that their services have not been
growth. Such a competitive atmosphere would recognized by the organization, forces then to
help an employee to work to the best of his work with less enthusiasm and motivation.
abilities.
Uncertainty: There is no guarantee that the
Long term benefits: Talented people could organization, ultimately will be able to hire the
join the ranks, new ideas could find meaningful services of suitable candidates. It may end up
expression, a competitive atmosphere would hiring someone who does not fit and who may
compel people to give out their best and earn not be able to adjust in the new setup.
rewards, etc.

METHODS OF RECRUITMENT
Internal Methods
1. Promotions and Transfers
This is a method of filling vacancies from internal resources of the company to achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral
movement of an employee from one position to another position in the same or another job
class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job class
of increased responsibility or complexity of duties and in a higher salary range.

Job Posting:
Job Posting is an arrangement in which a firm internally posts a list of open positions (with
their descriptions and requirements) so that the existing employees who wish to move to
different functional areas may apply. It is also known as Job bidding. It helps the qualified
employees working in the organization to scale new heights, instead of looking for better
perspectives outside. It also helps organization to retain its experienced and promising
employees
Employee Referral:

It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that “it takes one to know one”. Benefits of this method are as follows:

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  Quality Candidates
 Cost savings
 Faster recruitment cycles
 Incentives to current employees
On the other hand it is important for an organization to ensure that nepotism or favoritism
does not happen, and that such aspects do not make inroads into the recruitment process.

External Methods:

External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.

DIRECT EXTERNAL RECRUITMENT METHOD

Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical
and Professional Institutes in an attempt to hire young intelligent and smart students at
source. It is common practice for Institutes today to hire a Placement Officer who coordinates
with small, medium and large sized Companies and helps in streamlining the entire Campus
Recruitment procedure.

Benefits of Campus Recruitment

 Companies get the opportunity to choose from and select the best talent in a short
span of time.
1. Companies end up saving a lot of time and efforts that go in advertising vacancies,
2. screening and eventually selecting applicants for employment
3. College students who are just passing out get the opportunity to present
themselves to some of the best companies within their industry of interest.
Landing a job offer while still in college and joining just after graduating is
definitely what all students dream of.
4. On the negative front, campus recruiting means hiring people with little or no
work experience.

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INDIRECT EXTERNAL RECRUITMENT METHOD

Advertisement

Advertisements are the most common form of external recruitment. They can be found in
many places (local and national newspapers, notice boards, recruitment fairs) and should
include some important information relating to the job (job title, pay package, location, job
description, how to apply-either by CV or application form, etc). Where a business chooses to
advertise will depend on the cost of advertising and the coverage needed i.e. how far away
people will consider applying for the job.

Third Party Methods

 Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and

processed whenever vacancies occur. Walk-ins provide an excellent public relations
opportunity because well-treated applicants are likely to Sinform others. On the other
hand, walk-ins show up randomly, and there may be no match with available
openings. This is particularly true for jobs requiring specialized skills.

 Public and private employment agencies: Public and private employment agencies
are established to match job openings with listings of job applicants. These agencies
also classify and screen applicants. Most agencies administer work-sample tests, such
as typing exams, to applicants.
 E-Recruiting: There are many methods used for e-recruitment, some of the important
methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer websites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not general in
nature.

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  Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly in
the case of unskilled and semi-skilled workers. Gate hiring is quite useful and
convenient method at the initial stage of the organization when large number of such
people may be required by the organization

DEVELOP AN EFFECTIVE RECRUITMENT STRATEGY EVALUATION OF

SOURCES OF RECRUITMENT

Time-lapse data: They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that department. For
example, a company's past experience may indicate that the average number of days from
application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and
from acceptance to report for work is 15. Therefore, if the company starts the recruitment and
selection process now, it would require 42 days before the new employee joins its ranks.
Armed with this information, the length of the time needed for alternative sources of
recruitment can be ascertained - before pinning hopes on a particular source that meets the
recruitment objectives of the company.

Yield ratios: These ratios indicate the number of leads/ contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10 management trainees
in the next six months, it has to monitor past yield ratios in order to find out the number of
candidates to be contacted for this purpose. On the basis of past experience, to continue the
same example, the company finds that to hire 10 trainees, it has to extend 20 offers. If the
interview-to-offer ratio is 3:2, then 30 interviews must be conducted. If the invitees to
interview ratio is 4:3 then, as many as 40 candidates must be invited. Lastly, if contacts or
leads needed to identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.

Surveys and studies: Surveys may also be conducted to find out the suitability of a particular
source for certain positions. For example', as pointed out previously, employee referral has
emerged as a popular way of hiring people in the Information Technology industry in recent

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times in India. Correlation studies could also be carried out to find out the relationship
between different sources of recruitment and factors of success on the job. In addition to
these, data on employee turnover, grievances, and disciplinary action would also throw light
on the relative strengths of a particular source of recruitment for different organizational
positions. Before finally identifying the sources of recruitment, the human resource managers
must also look into the cost or hiring a candidate. The cost per hire can be found out by
dividing the recruitment cost by the number of candidates hired.

DIFFICULTIES IN RECRUIT PROCOCESS

 Talent Acquisition
 Retention of Employees
 Expensive
 Time Constraint
 Budget
 Managing Low attrition rate

CHALLENGES IN RECRUITMENT AND SELECTION

 Talent Shortage
 Attrition rate
 Remoteness of job
 Reservations and govt.policies

STEPS OF RECRUITMENT PROCESS CAN BE DONE BY TWO WAYS

 Recruitment for Fresher:

1. Written/aptitude
2. Group Discussion
3. Technical Interviews
4. HR Interviews

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  Recruitment process for higher post:
1. Psychometric Test
2. Business Game
3. HR interviews

SELECTION:
Selection is the process of choosing the most suitable person out of all the applicants. It is the
process of matching qualifications of applicants with the job requirement.
The selection of a candidate with the right combination of education, work experience,
attitude, and creativity will not only increase the quality and stability of the workforce, it will
also play a large role in bringing management strategies and planning to fruition.

Features of selection
 Selection is choosing the best out of the recruited persons.
 It is a negative process
 It reduces absenteeism and labour turnover
 It helps in increasing the efficiency and productivity
 It helps in building up of a stable workforce

FACTORS AFFECTING SELECTION

• External environment
 Supply and demand of specific skill
 Unemployment rate
 Legal and political considerations
 Company’s Image
• Internal environment
 Company’s policy
 HRP

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SELECTION PROCESS

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 External Environment

Internal Environment

Preliminary Interview

Selection Tests
s
ant
plic Employment Interview
Ap
Reference and Background
ed
Analysis
ect
Rej

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

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 RECRUITMENT POLICY AT TEC INDIA INDIA PVT LTD

RECRUITMENT POLICY

Recruitment Policy asserts the objectives of the recruitment and provides a framework of
implementation of the recruitment program in the form of procedures.
Recruitment and selection Policy of TEC INDIA is such that:
 It focuses on recruiting the best potential people.
 It ensures that every applicant and employee is treated equally with dignity and respect.
 It aid and encourage employees in realizing their full potential.
 It’s transparent, task oriented and merit based selection.
 It gives weightage, during selection, to factors that suit organization needs.
 It Optimize manpower at the time of selection process.
 It defines the competent authority to approve each selection.
 It abides by relevant public policy and legislation on hiring and employment relationship.
 It integrates employee needs with the organizational needs.

RECRUITMENT AT TEC INDIA INDIA PVT LTD

TEC INDIA INDIA PVT LTD is India’s leading staffing company and provides a range of
manpower solutions to over 1000 clients. The workers who are deputed to various companies
who prefer to outsource their HR operations. The work for the company they are assigned to
but are on the payroll of the staffing

 Recruit as per Client requirement and assign them to Client or Transfer candidate identified
by client on to TEC INDIA INDIA PVT LTD.

 Co-employment relationship between the Client, Associate and Tec India India pvt ltd.
Manage HR Administration, Payroll and Regulatory activities.

Benefit for Client

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 As business these days grow on a confounding rate, outsourcing the basic functions like
recruiting becomes a common thing. The need for flexi staffing is on demand and in such a
scenario Tec India India pvt ltd renders these services to its Clients.

A much defined process spans into four distinct stages,

 Initialization

 Transition

 Operations

 Relationship Management.

Methods or Techniques of Recruitment

Direct Method

These include sending recruiters to educational and professional institutions, employees’

contacts with public and manned exhibits. Most college recruiting is done in co-operation
with the placement office of the college. The placement office usually provides help in
attracting students, arranging interviews, furnishing space and providing student résumés. For
managerial, professional and sales personnel, campus recruiting is an extensive exercise. For
this purpose, carefully prepared brochures describing the organizing and the job it offers are
distributed among the students, before the interviewer arrives.

Indirect Method

These methods involve mostly advertising in newspapers, websITES, radio, in trade and
professional journals, technical magazines and brochures. Companies advertise when
qualified or experienced personnel are not available from other sources.

Third Party Method

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These include the use of commercial or private employment agencies, state agencies and
placement offices of colleges, recruiting firms, management consulting firms, friends and
relatives.

Professional Organizations:

These organizations maintain a pool of human resource for possible employment. These firms
are also called ‘head hunters’, ‘raiders’ and pirates by organizations who lose personnel
thought their efforts. Fundamentally there are two distinct steps of recruitment and each is a
comprehensive process in itself.

Preparation

Know your client

Learning about companies is valuable because knowing what a company values will help an
agent to assess the candidates better. Pertinent information about the processes of the
company would also help you analyze CVs and find the right candidate. This can be done by
reading the corporate website or calling the company for further information or using your
own network and find out the ‘work culture’.

This will help one to know about the history of the company, their core values, their clients
and processes, the benefits employees can enjoy and the career growth chart. When one has
knowledge about these vital parameters, it becomes easier to assess a resume based on these
parameters. Moreover, when one is equipped with such vital information about the company
and the job profile, it helps to motivate and mould the suitable but reluctant candidates to
attend the interview.

Analyze the Job Description (JD)

A job description is a written record of the duties, responsibilities and requirements of a

particular job. It is concerned with the job itself and not the work. It is a statement describing
the job in such terms as “Title, location, duties, working condition and hazards”. An updated
job description is essential for a good selection interview. It helps one to explain the nature of
work to the prospective candidate properly without any over or under commitment. This also
helps to put the candidate, the client company and the agent on the same platform.

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Prepare a Job Specification (JS)

It is a written record of the requirements sought in an individual worker for a given job. In
other words, it refers to a summary of the personal characteristics required for a job. Once the
agent knows what the job is, then he can decide what kind of person he/she would need to do
it. Sometimes the job specification is already prepared and given by the client along with the
job description. In such a case, the job of the agent becomes easier. The job specification is
for the benefit of the employees working in Tec India. It is ready reference to check on the
requirements that one needs to keep in mind while sourcing for the different clients. It makes
the whole task easier and more convenient.

Implementation

Sourcing: Sourcing is the most of all recruitment activities. It is also difficult being
monotonous in nature. A recruiter needs to be self-motivated to do the job. The sourcing takes
place in different levels and in all the verticals of the industry. The procedures involved are
discussed below. Even before sourcing is started, it is very important to have a clear
understanding of the requirement of the client company. The recruiter must have all
knowledge about the company he/she is about to source for. It makes sure that all the
questions that a candidate has regarding the profile or the credibility of the company are
satisfactorily answered. Sourcing is defined as the process wherein the recruiter creates a
pool of potential candidates to fill up a position. It is the first step of recruitment. Sourcing
involves logging on to a job-portal and doing a search for the potential candidates. After the
search is generated, the most critical part of sourcing starts. Mainly four steps are involved in
Sourcing. They are discussed below:

Analyze the Curriculum Vitae (CV):

Now is the time to scrutinize the candidate’s resume. It is human nature to generally omit the
negative points while creating a resume or to exaggerate the achievements. Though most of
the time people are truthful while forming their resumes, others can hide or not mention
things that can portrait a negative picture of them. A good CV is one which is precise and
presentable. It should contain all details of education and work experience should be arranged

29
in reversed chronological method so as to emphasize on the most recent one. Analyzing a CV
helps in short- listing a candidate.

Match the JD and JS:

When a CV has been analyzed and is considered as a good one, the next step is to match it
with the job description. It is necessary to match it with the profile given by the company.
Matching it with the JD gives an idea if the person will be able to serve well in the position or
not. Next it is important to match it with the job specification. The JS gives the details of the
desired skills and the mandatory skills. These are the criteria for selection.

Shortlist the candidate:

Once the CV has been matched with the job description and matched with the job
specification, CV can shortlisted. Such a candidate is then called in for a face-to-face
interview. There is an individual interview of the recruiter and the candidate. In this interview
the candidate answers the questions the recruiter asks to be sure that the candidate would suit
the profile of the job.

Handling the rejected candidates:

It is very important how a recruiter manages the rejected candidates. It is important to make
the candidate where his lacunas are and what can he do about it. In this way not only the
recruiter helps the candidate to correct itself but also helps in creating an association with
them which is so very vital in the service industry.

Interview

Interviews determine if a potential candidate will be a finalist and if he shall suit the job. A lot
of things get clear during an interview. A face to face talk with the candidate ensures that the
recruiter evaluates the candidate on terms of attitude, confidence and communication. The
gaps that seem in the resume are also questioned. The candidate may have an explanation for

30
it. On the other hand if he is lying, then he can be cross-questioned about this. Some of the
objectives of interview are:

 To get an opportunity to judge an applicant’s qualifications and characteristics as a

basic for sound selection and placement.

 To give an applicant essential facts about the job and the company you are recruiting
for.

 To establish a rapport.

 To promote goodwill about the company whether interview culminates in employment

or not.
 To get a real feel of the candidate.
The nature of the job determines which of these interviews would suit best. All the
interviews are not conducted for all the job profiles. The complexity of the interview
depends on the complexity of the job.

The telephonic Interview

It is said that listening intently gives a good idea of what a person want to say and what a
person does not say. The sound, intonations, the varying pressures that a prospective
candidate uses while he/she speaks tells a lot about his/her attitude. This in turn helps the
recruiter to judge that if the candidate would be suitable for the job or not. Unlike the face-to-
face interview where the recruiter can read the non-verbal languages, in a telephonic
interview he has to even sharper. Listening to the words used and their tone used gives
immense messages about the candidate.

As a recruiter, one has to be completely prepared before taking a telephonic interview. The
following steps can be kept in mind while taking a telephonic interview:

1) You must keep the CV next to you and make notes while taking the interview.

2) Must prepare a set of questions that would match the JD.

31
 3) To use a call script. This helps in being professional and saves time to in approaching
the right candidate.

4) Do not display any negative emotion during the interview. Not to over or under
commit anyone.

Devise interview questions:

Preparation in advance of an interview is essential if one is to make a successful hire. Critical

in the preparation process is the development of interview questions that elicit tangible facts
from all applicants. Basically, two rules are kept in mind when framing the questions that will
indicate whether or not an applicant meets the requirements you established for the position:

RULE 1: Ask questions that concentrate on the applicant’s past performance – to permit
reliable assumptions about future success.

RULE 2: Ask questions that relate directly to at least one of your listed requirements to
maximize the information you will gain in the time allotted.

General Questions:

 Tell me about yourself

 What do you about the company?
 What are your goals?
 What are your strengths and weakness?
 What has been your most significant contribution in your college/previous
organization?
 Why should we hire you?

Specific Questions:

 How would you resolve a conflict in a project team?

 What was experience in previous company?
 From how long you are working there?

32
 LITERATURE REVIEW
Most employers recognized the fact that there staff is there greatest asset, and the right
recruitment and induction processes are vital in ensuring that the new employee becomes
effective in the shortest time. The success of an organisation depends on having the right no.
of staff, with the right skills and abilities. Organisations may have dedicated personnel/human
resource function over seeing this process or they may devolve these responsibilities to line
manager and supervisor. Many people may be involve, and all should be aware of the
principles of good practice. Even it is essential to involve others in the task of recruitment
and selection.

Ms.Ambika Verma(2009) in their survey research on the use technologies in recruiting,

screening and selection process for job candidates conducted in dimension group found that
most organisation implemented technology based recruitment and selection tools to improve
efficiency, reduce cost and expand the applicant pool.

The meta-analysis of the research conducted by chapman, uggersler, Carroll, paisentin and
Jones (2005) concluded that timely response from HR managers was linked to greater
applicant attraction to a job with in an organization.

According to Robins, in his study revealed that, “the ideal recruitment effort will attract a
large numbers of qualified applicants who will take the job if it is offered. So recruiting is a
process of discovering the potential candidates for actual organizational vacancies”.

Robert (2005), in his study titled, “Strategic HR Review,2004,”states that successful

recruitment and selection can improve organization performance.

Bowen, et al (1991), in his study examined, “that integrated recruitment and selection process
helps recruiters to choose the candidates to fit the characteristics of an organization culture.”

Beardwell, et al (2003), in his study examined that, “selection is carried out by organization
as a means of candidate’s potential and actual performance and the intake of employees will
make the most appropriate contribution to organisation-now and in future.”

33
 RESEARCH METHODOLOGY

RESEARCH OBJECTIVES

The primary objective is to study, understand and analyze aspects related to various HR
Procedures of Recruitment and Selection at Tec India India pvt ltd, Noida.

OBJECTIVES OF STUDY

 To study the existing policy of TEC INDIA INDIA PVT LTD regarding Recruitment and
Selection process.
 To know the satisfaction level of employees towards the existing recruitment and
selection process.
 To identify the internal and external sources of recruitment and selection.

RESEARCH METHODOLOGY

The study will be conducted to achieve the aforesaid objectives including both exploratory
and descriptive in nature and involve personal interviews that will be based on the
questionnaire format. A Research Methodology defines the purpose of the research, how it
proceeds, how to measure progress and what constitute success with respect to the objectives
determined for carrying out the research study. There is a unique methodology that Tec India
adopts to render the service.

 The research methodology for the present study has been adopted to reflect these realties
and help reach the logical conclusion in an objective and scientific manner.

34
 TYPE OF RESEARCH

EXPLORATORY RESEARCH

A research design is the specification of methods and procedures for acquiring the
information needed to structure or solve the problem. It is the overall operational pattern or
framework of the project that stimulates what information is to be collected from which
source and by what procedure. On the basis of major purpose of our investigation the
EXPLORATORY RESEARCH was found to be most suitable. This kind of research has the
primary objective of development of insights into the problem. It studies the main area where
the problem lies and also tries to evaluate some appropriate courses of action.

DATA COLLECTION

The task of data collection begins after a research problem has been identified and the
research design has been chalked out. While deciding the method of data collection to be
used for the study, the researcher should keep in mind two types of data:
a. Primary data
b. Secondary data

In this research project the data being collected is as follows:

Primary Data: The survey method is used to collect the primary data in this research as it is
the Analytical research to find out the shortcomings and area of improvements according to
the skill required for recruitment team.The data that is collected first hand by someone
specifically for the purpose of facilitating the study is known as primary data. So in this
research the data is collected from respondents through QUESTIONNAIRE.

 Primary source of data :

(i). Personal interview

(ii). Questionnaire technique.

35
QUESTIONNAIRE - Survey among the officials and employees of MONARCH.
PERSONAL INTERVIEWS with the company representatives regarding recruitment and
selection practices in organization.

Secondary Data:

The secondary data is also used in a lesser proportion to find out the name and designation of
the employer who are working with this organization and the company profile. Secondary
data refer to information gathered by someone other than the researcher conducting the
current study. Such data can be internal or external to the organization and accessed through
the Internet or perusal of recorded or published information.
Secondary sources of data provide a lot of information for research and problem solving.
Such data are as we have seen mostly qualitative in nature.

 Secondary source of data :

(i). Company brochure.

(ii). Internet.

(iii). Websites

(iv). Organizational Reports & Records.

(v). Business magazines

(vi). Journals etc

SAMPLING TECHNIQUE

SIMPLE SAMPLING

Simple sampling is a sampling process that utilizes some form of random selection. In
probability sampling, each unit is drawn with known probability, or has a nonzero chance of

36
being selected in the sample. Such samples are usually selected with the help of random
numbers. With probability sampling, a measure of sampling variation can be obtained
objectively from the sample itself. Simple Random sampling has been adopted for this
research. Under which we have considered the sampling which has been done for a specific
designated population, because here a small cluster of professionals has been considered out
of the total universe which has been divided in small group like recruitment team &
employee.

SAMPLE SIZE

Sample size refers to the number of items to be selected from universe to constitute a sample.
The sample size should be optimum as it should fulfill the objective of the research.
40 Nos.- Total manpower strength is 450 and I have focused upon 10% of total employees of
TEC INDIA. (Covering each and every department).

SAMPLE AREA

The sample area refers to the universe to be studied under our research project. The area
denotes the place or the region to be studied and taken into research consideration. Thus, the
sample area chosen for this research project is Tec India.

37
CHAPTER - 2
PROFILE OF THE ORGANISATION

38
 PROFILE OF THE ORGANISATION

Tec Indiais a global sales-enablement business focussed on executing sales strategies by

leveraging technology to drive profitable revenue growth for our customers.

Our mission is to successfully execute sales programmes that optimise the return of
investment and create growth opportunities for our clients.

Our dedicated practice teams design and deploy sales activation models across diverse
markets applying domain know-how and sales expertise to ensure a positive brand
experience.

WHY TEC INDIA?

Our continued success is based on our ability to bridge the gap between strategy and
execution. Partnering with clients and business partners, we take a solution-conscious
approach to deliver sales’ best practices by leveraging people, processes and technology to
drive revenue.

Close collaboration with sales and marketing stakeholders ensure that we understand the
nature and complexity of the assignment and gauge the associated business challenges to
achieve desired business goals in cross-industry sales assignments.
 Global Delivery Models: Onshore/Offshore | Blended | Contact Centre |
FOS
 Bridge the gap between sales strategy and execution
 Deliver sales' best practices via people, process & technology
 Engage In Multi-channel, Cross-industry Sales
 Solutions Conscious Approach
 Sales Performance Improvement & Management
 Measurable Impact
 Ensure a positive brand experience for the final consumer

DEMAND GENERATION

 Lead Generation Service

Tec India helped a global leader in technology services and computing hardware to expand its
market share of their ERP solutions for the Small and Medium business segment in India. Tec
India offered its demand generation (Lead Generation Service) powered by Tele engine. End

39
 to end methodology included Database strategy, Approach Strategy, Solution pitching and
Lead Validation. The program touched >18000 SMB account and captured significant market
for the client

 Market Penetration

A global leader in mobile devices wanted to enter into enterprise segment to build
institutional revenue stream. Tec India offered its Demand Generation (Market Penetration)
service powered by On-ground sales force (FOS) and Tele engine. End to End sales
methodology included Prospecting, Profiling, and Engagement with decision makers and
strong sales pitch with value proposition and product demonstration. The program running
successfully generated revenue >$ 14 million

CHANNEL DEVELOPMENT

 Channel Partner Programme - Build

A global leader in Oil and gas segment wanted to establish its channel partners for its
Lubricant business in untapped geographies. Tec India offered its Channel Partner
Programme - Build service to develop and deliver channel partners (Distributors). End to End
partner acquisition and on boarding methodology included potential partner profiling,
stringent selection process, Training and on boarding, and partner support. The program
successfully appointed >25 distributors in focus market.

RETAIL MANAGEMENT

Footprint services

A Global leader in mobile devices wanted to aggressively expand its retail presence and
deliver best customer experience across retail Point-of-sale in India. Tec India offered its
Retail Footprint services to deploy and manage operational readiness of >2300 retail sales
promoter across North and East India. Strong process and framework were established for
recruitment, payroll, training, and reporting and supervision structure.
In Store Activation Services

A leader in consumer retailing with PAN India presence wanted to enhance shopping
experience and increase footfall in their stores. Tec India offered its Retail – In Store
Activation Services to drive footfall and visibility. Extensive merchandizing and consumer
engagement activities (emcees, coordinators etc.) were deployed across stores. The program
successfully increased Walk-ins and recorded positive impact on store sales.

TECHNOLOGY

40
 Retail partner Profiling Platform

A global leader in OS and devices wanted to expand its retail footprint for devices in
Indonesia. The objective was to develop and profile potential retail partners Database. Tec
India offered its Retail partner Profiling Platform to build partner database. The solution
captured key data points of each partners along with photographs and GPS coordinate
through proprietary mobile application and consolidated data at a central repository. The
platform helped in ranking partner across parameters like store size, turnover, product
portfolio, sales staff etc. The program successfully profiled >1500 retail partners across 8
cities in Indonesia

Sales force automation solution

A global leader in Oil and gas wanted to deploy a comprehensive sales force automation
solution for its marketing team spread across 33 cities PAN India. Tec India offered its
proprietary Mobile SFA solution. The solution captured details of various Marketing
Activities including BTL & Visual Merchandizing on field, field team performance validated
by photographs. The solution helped client to drive its marketing activity calendar and
ascertain field team productivity.

LEARNING

Remote Training

A leader in consumer durables wanted to train and educate retail promoters on its Consumer
Electronics, Home appliances and festival schemes. Pan India coverage included >2000
promoters at > 700 outlets in 46 cities across 8 regional languages. Tec India offered its
Training services – Remote Training to improve product demonstration and confidence
building. Periodic touched along with Pre and post training assessment on online portal was
carried out and completion certificates were awarded to promoters. The program delivered
>36000 training touches and >18000 online certifications.

On-The-Job training

A leader in consumer retailing in apparel and household items wanted to enhance its sales
ability of its in-store promoters. Objective was to build their confidence on product and soft

41
skills without affecting daily productivity. Tec India offered its Training Services – On-The-
Job training service to the client. On-the-Job trainer visited stores each day with Training
Tools - Pocket Guide, Ready Reckoner, Presentations, Scripts, Videos etc and trained
promoter on-site. The program delivered >1300 hours of training for >2000 trainees across 77
stores

In a span of just 15 years, Tec India has catered to several clients in the Telecom, Consumer
Electronics as well as the IT industry. And with the success of our sales strategies, our
portfolio of clients currently includes organizations that are considered world leaders in their
industry.

42
 CHAPTER 3

DATA ANALYSIS AND INTERPRETATION

43
DATA ANALYSIS AND INTERPRETATTION

Q1) Is there a well-defined Recruitment Policy in your organization?

S.No. Options No. %

1. Strongly agree 20 50

2. Moderately agree 10 25

3. Strongly disagree 5 12.5

4. Moderately disagree 3 7.5

5. Can’t say 2 5

Strongly agree
Moderately
agree
Strongly
disagree
Moderately
disagree
Can't say

44
INTERPRETATION

An organization must have a well-defined recruitment policy corresponding to the company

and vacancy requirements. Existing employees can give a fair feedback on the suitability of
the policy. Responding to it 30 out of 40 employees (75%) told that there is a sound
recruitment policy in organization that can be evaluated by comparing skills and knowledge
of new recruits and existing
S.No. Options No. %
employees. 8 out of 40 employees
1. Job Posting 10 25 (20%) feel that the organization’s
recruitment policy is not properly
2. Employee Referrals 10 25 defined. And rest 2 could not say
3. Internal Promotions 20 50 about the recruitment policy.
Majority of employees felt that
4. Transfer - - policy was well defined which is
a great morale victory on the part
of management; still there are chances of its improvement as 20% employees have negative
opinion about the policy

Job Posting 25

Employee Referrals 25

Internal Promotion 50

0 10 20 30 40 50 60

45
 S.No. Options No. %

1. Campus Interview - -
INTERPRETATION
2. Advertisement 3 7.5
Internal Recruitment seeks
3. Online Job Portals 2 5
applicants for positions from
4. Walk-in Interview 35 87.5 those who are currently

5. Agencies/ Consultancies - - employed. Responding to above

asked question, 50% employees
6. Employment Exchanges - -
tell that company prefers internal
promotion as internal source of recruitments. 25% employees tell that Employee referrals are
given due priority and rest 25% say that Job posting is preferred. Majority of employees
actually thinks that internal promotion is given priority and followed by company as internal
source of recruitment.

46
Q3) Which external source of recruitment is followed by the company and given more
priority?

S.No. Options No. %

1. Internal 4 10

2. External 36 90

Agencies/ Consultancies0

Walk-in Interview 87.5

Online Job Portals 5

Advertisement 7.5

Campus Interview 0

0 10 20 30 40 50 60 70 80 90 100

INTERPRETATION

External Sources of recruitment lie inside the organization.35 out of 40 employees (87.5%)
feel that company prefer online Job Portals for hiring from outside. 5% employees (appx.)

47
think that company prefers Advertisement as external source of recruitment. 7.5 say that
Campus Interviews and Consultancies hiring from outside did not prefer by the Organization.
Analysis shows that more than 87% employees tell that preferred External Source of Hiring
and finds these recruiting cheaper, faster and potentially more effective.

Q4) which source of recruitment is replied upon when immediate requirement arises?

90%

Internal External
10%

48
INTERPRETATION

Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources.

Responding to recruitment source

S.No. Options No. %
question, almost all the employees tell
1. Patterned 20 50 that External sources are relied upon
2. Stress 5 12.5 when there is any immediate
3. Depth 10 25 manpower requirement in company.

4. Others 5 12.5 Analysis clearly represents that 36 out

of 40 employees (90%) show that
External sources are prefer for immediate opening in organization but my study suggests
thatinternal hiring would be better option for immediate opening in organization in which
company can have sufficient knowledge about the internal candidate and it is less costly

Q5) what type of interview is taken while selection?

100
90
80
70
50
60
50
40 25
30 12.5 12.5
20
10
0
Patterned Stress Depth Others

49
S.No. Options No. %

1. Agree 20 50

2. Disagree 5 12.5 INTERPRETATION

3. Moderately 10 25
The PATTERNED INTERVIEW
4. No opinion 5 12.5
format hasa structure to it. There is a
set of pre-determined questions that will be asked from each candidate for a position. The
STRESS INTERVIEW is the interview in which the interviewers try to 'discomfort'the
candidates in various ways and observe how they react to various difficult situations. An IN-
DEPTH INTERVIEW is a qualitative research technique that allows person to person
discussion. It can lead to increased insight into people's thoughts, feelings, and behaviour on
important issues. This type of interview is often unstructured.

Responding to the type of interview 20 out of 40 employees think that patterned interviews
are generally taken. 25% employees have the opinion that depth interviews are often used.
Rest believes that stress or any other type of interview is being taken.

Q6) the recruitment and selection process of company meets the current and legal
requirements?

50
 60
50
50

40

30 25 %
20
12.5 12.5
10

0
Agree Disagree Moderately No opinion

INTERPRETATION

Every organization has the option of choosing the candidates for its recruitment processes. In
this research most employees responded positively to this question. They feel that the
company follows different recruitment process for different positions.

Analysis clearly represents that 25 out of 40 employees (62.5%) show that maximum
employees are agree with this process whereas 10 out of 40 employees (25%) did not like the
current recruitment process whereas 12.5% were unable to answer.

Q7) Are you happy with the salary what you offered by the company?

51
 Sn. Options No. %

1. Yes 20 50

2. No 10 25

3. Can’t Say 10 25

60
50
50

40

30 25 25 %
20

10

0
Yes No Can’t Say

52
INTERPRETATION

The basic focus of every organization is to satisfy the employees with its own compensation
plan. In this research most employees responded positively that they are satisfied with their

Sn. Options No. % salary. They feel that the company has
good compensation plan for their
1. Direct Walk In 15 37.5
employees.
2. Existing Database 5 12.5
Analysis clearly represents that 20 out
3. Reference 10 25
of 40 employees (50%) show that
4. Internal Movement 5 12.5
maximum employees are satisfied
5. Others 5 12.5
with their Salary 10 out of 40
employees (25%) did not like their current salary whereas 12.5% were unable to answer.

Q8) what were the sources of recruiting the candidates for your current client?

53
 Others 12.5

Internal Movement 12.5

Reference 25
%

Existing Database 12.5

Direct Walk In 37.5

0 5 10 15 20 25 30 35 40

INTERPRETATION

Every organization follows various sources of recruitment to acquire a good talent for their
organization. In this research I could find the various degrees of various sources of
recruitment.

Analysis clearly represents that 15 out of 40 employees(37.5%) show that recruitment is done
through Direct Walk Ins, 5 out of 40 employees(12.5%) show that recruitment is done
through Existing Database, 10 out of 40 employees (25%) show that recruitment is done
through Employee Referrals and 5 out of 40 employees(12.5%) show that recruitment is done
through Internal Movement whereas 5 employees show that recruitment is done through other
sources.

Q9) How do you think about Recruitment and selection procedure in your company?

54
 Sn. Options No. %

1. Satisfactory 25 62.5

2. Unsatisfactory 10 25

3. Can’t Say 5 12.5

Can’t Say 12.5

Unsatisfactory 25
%

Satisfactory 62.5

0 10 20 30 40 50 60 70

INTERPRETATION

55
Every organization has the option of choosing the candidates for its recruitment processes. In
this research most employees responded positively to this question. They feel that the
company follows a good recruitment and selection procedure.

Sn. Options No. % Analysis clearly represents

1. Yes 25 62.5 that25 out of 40 employees
2. No 10 25 (62.5%) shows that maximum
employees are satisfied with this
3. Can’t Say 5 12.5
procedure whereas 10 out of 40
employees (25%) are not satisfied with the current recruitment and selection procedure and
12.5% were unable to answer.

Q10) Is any training session apart from the domain training provided?

70
62.5
60
50
40
30 25 %

20
12.5
10
0
Yes No Can’t Say

56
INTERPRETATION

Every organization tries to enable their employees for their offered job position along with a
good compensation plan for which the organization provides Training. In this research most
employees agreed positively that they are provided training sessions apart from the domain
training. They feel that the company has good Training programs for their employees.

Analysis clearly represents that 25 out of 40 employees (62.5%) show that maximum
employees are satisfied with the training program offered to them. 10 out of 40 employees
(25%) did not agree on the training programs offered to them whereas 12.5% were unable to
answer.

57
 CHAPTER 4
CONCLUSIONS AND RECOMMENDATIONS

58
FINDINGS

 Present employees of Tec Indiaare satisfied with recruitment strategy of company.

 Internal Promotions, Walk-in interview and Job Portals are mostly used recruitment
source.
 Written test is not given weight age during selection process.
 To some extent company has preset-criteria for sorting the candidate’s applications.
 Concerned departmental head is given special attention while selecting a candidate of the
department.
 Employees are in the favour of reference check after selection of candidate.
 Job Analysis prior to recruitment is not done so properly.
 Succession Planning has mostly done in company.
 Orientation/Induction is given to new joiners; still employees are in favour of its
improvement.
 Present selection process in Tec India India pvt ltd and its procedure, tests and interview
type is good.

CONCLUSION
59
Every company looks for an employee, who can work effectively. They are in search of a
person who has the maximum skills required for the job. After selecting the right person, the
company’s main aim is to place that person at the right job. The main strength of any
company is its employees. Effective workers are the best route to success. For this reason,
company's strives to attract and hire the best, and to provide the best place to work.
Some of the biggest and most constant challenges that plague organization is people related
because they don’t place more emphasis on getting the recruitment process right. If they get
the right person in the right job at the right time, bottom-line and many other business
benefits are immediate, tangible and significant. If they get the wrong person in the wrong
job, then productivity, culture and retention rates can all take a hit in a big way.

TEC INDIA has competent and committed workforce, still there are scope for more
improvements. To ensure that company recruits the right people, it has to identify essential
skills and behaviours that applicants should demonstrate. For each position there should be a
job description outlining typical duties and responsibilities and a person specification
defining personal skills and competences. The emphasis should be on matching the needs of
the company to the needs of the applicants. This would minimize employee turnover and
enhance satisfaction.

It is important for the company to have a clear and concise recruitment policy in place, which
can be executed effectively to recruit the best talent pool for the selection of the right
candidate at the right place quickly. Creating a suitable recruitment policy is the first step in
the efficient hiring process. A clear and concise recruitment policy helps ensure a sound
recruitment process.

Management should structure and systematically organize the entire recruitment processes. It
should Offer tolls and supports to enhance productivity, solutions and optimizing the
recruitment processes to ensure improved ROI. The Recruitment Management System (RMS)
should be such that it helps to save the time and costs of the HR recruiters in company and
improving the recruitment processes.

BIBLOGRAPHY
60
 V.S.P.Rao, “Human Resource Management”, Excel Books publication, Second
Edition.
 Robbins, “Organizational Behavior”, Pearson Publications, Thirteenth Edition
 www.Tec India.com
 www.google.com
 Research Methodology -C.R.Kothari.
 Personnel and Human Resource Management – P. Subba Rao, Himalaya Publication

61
QUESTIONNAIRE

Kindly mark the most appropriate option, which gives the extent to which you agree or disagree with
the statement.

Q1) Is there a well-defined recruitment policy in your organization?

1. Strongly agree

2. Moderately agree

3. Strongly disagree

4. Moderately disagree

5. Can’t say

Q2) Which internal source of recruitment is followed by the company and given more priority?

1. Internal Promotion

2. Employee Referrals

3. Transfer

4. Job Posting

Q3) Which external source of recruitment is followed by the company and given more priority?

62
 1. Campus interview

2. Advertisement
S.No. Options
3. Online job portals
1. Strongly Agree
4. Walk-ins interview
2. Agree
5. Agencies/Consultancies
3. Disagree
6. Employment Exchange
4. No Opinion

Q4) Which source of recruitment is relied upon when immediate requirement arises?

1. Internal

2. External

Q5) What type of interview is taken while selection?

1. Patterned

2. Stress

3. Depth

4. Others

Q6) The recruitment and selection process of company meets the current and legal
requirement?

63
Q7) Are you happy with the salary what you offered by the company?

Sno. Options
Q8) What were the sources of recruiting the
1. Yes candidates for your current client?
2.Sn. No
Options
3.1. Can’t Say
Direct Walk In

2. Existing Database

3. Reference

4. Internal Movement

5. Others

64
 Q9) How do you think about
S.No. Options
Recruitment and selection procedure
1. Agree
in your company?
2. Moderately

3. Disagree

4. No opinion

Sn. Options
Q10) Is any training session apart from the
1. Satisfactory
domain training provided?
2. Unsatisfactory

3. Can’t Say

65