INTRODUCTION:

In 1938, Lee Byung-chull (19101987) of the large landowning family in the Uiryeong county came to the nearby Daegu city and founded Samsung a small trading company with forty employees located in Su-dong (now Ingyo-dong). It dealt in green-grocery and dried fish produced in and around the city, and the noodles, Byeolpyo Guksu produced itself. The company prospered and Lee moved its head office to Seoul in 1947. When the Korean War broke out, however, he was forced to leave Seoul and started a sugar refinery in Busanas a name of Cheil Jedang. It was the first South Korean sugar manufacturing facility. After the war, in 1954, Lee founded Cheil Mojik and built the plant in Chimsan-dong, Daegu. It was the largest woolen mill ever in the country and the company took on an aspect of a major company. Samsung's diversified into many areas and Lee sought to establish Samsung as an industry leader in a wide range of enterprises. The company started moving into businesses such as insurance, securities, and retail. South Korean President Park Chung-hees regime during the 1960s and 1970s would prove a boon for Samsung. Park placed great importance on industrialization, and focused his economic development strategy on a handful of large domestic conglomerates, protecting them from competition and assisting them financially. Samsung was one of these companies. Park banned several foreign companies from selling consumer electronics in South Korea in order to protect Samsung from foreign competition and nurture an electronics manufacturing sector that was in its infancy. In the late 1960s, Samsung Group began the electronics industry. It formed several electronics-related divisions, such as Samsung Electronics Devices Co., Samsung ElectroMechanics Co., Samsung Corning Co., and Samsung Semiconductor & Telecommunications Co., and made the facility in Suwon. Its first product was a blackand-white television set. In 1980, the company acquired Hanguk Jeonja Tongsin in Gumi, and started to build telecommunication devices. Its early products were switchboards. The facility were developed into the telephone and fax manufacturing systems and became the as we know that the human resources are the most important asset of an organization. The 1

Success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goal or perform the activities of an organization, therefore, firstly we need to plan proper manpower planning because it is the essential process of getting the right number of qualified people into the right job at the right time so that an organization can meet its objectives. It is a system of matching the supply of people with openings the organization expects over a given time frame. After the manpower planning we need to recruit people with requisite skills, qualifications and experience to perform the activities of an organization. Therefore, Recruitment is a true sales function. A recruiter should uncover the needs of the applicants and understand why they have those needs and the recruiter can then show how the organization can specifically satisfy such needs. Recruitment provides a pool of applicants for selection. Selection is much more than just choosing the best candidate. It is an attempt to strike a happy balance between what the applicant can and wants to do and what the organization requires. Various selection tools and techniques are used to find people with relevant qualifications who are willing to accept the job offer and give satisfactory service and performance in the long run.

WHAT IS BENCHMARKING?
Benchmarking is the process of seeking out and studying the best internal practices that produce superior performance. We supplement the traditional metrics-focused approach with an analysis of why and how practices produce exceptional results. Best Practices, LLC does more than help our clients understand their strengths and weaknesses--we give them a road map for improvement. Benchmarking can yield great benefits in the education of executives and the realized performance improvements of operations. In addition, benchmarking can be used to determine strategic areas of opportunity. In general, it is the application of what is learned in benchmarking that delivers the marked and impressive results so often noted. The determination of benchmarks allows one to make a direct comparison. Any identified gaps

are improvement areas. Benchmarking can take several forms. Internal benchmarking studies the practices and performance within the client organization. External benchmarking determines the performance of other, preferably world-class, companies. The best kind of benchmarking not only makes comparisons with a companys competitors in its own industry, but also seeks to make comparisons with best practice in other industries.

ADVANTAGE OF THE BENCHMARKING IN COMPANY

A better understanding of the waits (expectations) of the customer because it is: based on the reality of the market estimated in a objectivity way. A better economic planning of the purposes and the objectives to achieve in the company because they are: centered on what takes place outside controlled and mastered. A better increase of the productivity: resolution of the real problems understanding of the processes and what they produce. Better current practices search for the change many decisions practices of break A better competitiveness thanks to: a solid knowledge of the competition a strong implication of the staff new ideas on practices and tried techniques. Benchmarking has consequences which are beyond the process itself: it reforms all the levels of the company; modifies the process of manufacture of the product leads(driver); also reforms the hierarchical organization of the company, the product itself, and the state of mind of the employees.

MANPOWER PLANNING
Manpower or Human Resource may be thought of as the total knowledge, skills, creative abilities, talents and aptitudes of an organizations work force, as well as the values, attitudes and benefits of an individual involved It is the sum total of inherent abilities, acquired knowledge and skills represented by the talent and aptitudes of the employed persons. Of all the Ms in management (i.e., the management of materials, machines, methods, money, motive power), the most important is M for men or human 3

resources. It is the most valuable asset of an organization, and not the money or physical equipment. Human resources are utilized to the maximum possible extent in order to achieve individual an organizational goals. An organizations performance and resulting productivity are directly proportional to the quantity and quality of its human resources. Human resource or manpower planning is the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. Through planning, a management strives to have the right number and the right kind of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long-range benefit. Human resource planning consists of a series of activities, viz. Forecasting future manpower requirements, either in terms of mathematical projections of trends in the economic environment an development in industry, or in terms of judgmental estimates based upon the specific future plans of a company; Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally; Anticipating manpower problems by projecting present resources in the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and Planning the necessary programme of requirement, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met.

MANPOWER PLANNING PROCESS

Manpower planning fulfills individual, organizational and national goals. The main purpose is one of matching or fitting employees abilities to enterprise requirements, with an emphasis on future instead of present arrangements. Thus, manpower planning involves forecasting manpower requirement, preparing manpower inventory to assess the internal supply of manpower, identification of manpower gap which may be in the form of either surplus or shortage of manpower, and designing

action plans for bridging this gap. Organizational objectives and plans provide base for manpower planning so that it is linked with the former.

ORGANIZATION OBJECTIVES AND PLANS

The starting point of any activity in an organization is its objectives which generate various plans and policies which provide direction for future course of action. Out of this direction, various subsystems of the organization devise their own plans and programmes. Thus, each subsystems plans and programmes are linked to organizational plans and policies. To the extent, this linkage is not proper; a subsystems contribution to the achievement organizational objectives is adversely affected. This is true with manpower planning too. While going through its process, therefore, organizational policies with regard to effective utilization of human resources should be identified and incorporated in planning process.

FORGECACTING MANPOWER REQUIREMENT

The first essential ingredient of manpower planning is the forecasting needs for human resources in an organization over a period of time. Forecasting of human resource requirements serves the following purposes: To quantify the jobs necessary for producing a given number of goods; or offering a given amount of service; To determine what staff-mix is desirable in the future; To assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary cost; To prevent shortages of people where and when they are needed most; and To monitor compliance with legal requirements with regard to reservation of jobs.

PREPARING MANPOWER INVENTORY

Inventory is a term which is normally used to counting of tangible objects like raw materials and finished goods, etc. In the same way, inventory of human resources can also be prepared. The basic purpose of preparing manpower inventory is to find out the size and 5

quality of personnel available within the organization to man various positions. Every organization will have two major sources of supply of manpower: internal and external.

Internal labour supply: A profile of employees in terms of age, sex, education, training, experience, job level, past performance and future potentials should be kept ready for use whenever required. Requirements in terms of growth/diversification, internal movement of employees must also be assessed in advance.

External labour supply: When the organization grows rapidly, diversifies into newer areas of operations (merchant banking, capital market operations, mutual funds, etc. in case of a bank) or when it is not able to find the people internally to fill the vacancies, it has to look into outside sources.

IDENTIFICATION OF MANPOWER GAP

Manpower gap is the difference between manpower required at a particular time and the personnel being available at that particular time. This gap can be identified on the basis of forecasts for human resource needs and supply. This gap should be measured in respect of various types of personnel because mere aggregate quantitative gap would not serve much purpose. This gap may be of two types: surplus human resources and shortage of human resources. Based on the analysis of this gap, action plans must be developed to overcome this gap.

ACTION PLANS
Various action plans are devised to bridge human resource gap. If there is surplus of human resources either because of improper manpower planning in the past or because of change in organizational plan, such as divestment of business or closing down some businesses because of various reasons, action plans may be devised to prune their size through layoff, voluntary retirement, etc. If there is shortage of human resources, action plan may be devised to recruit additional personnel. 6

RECRUITMENT AND SELECTION PROCES

The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success of the organization. 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.

RECRUITMENT
Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement junction, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organization. Recruiting is the discovering of potential applicants for actual or anticipated organizational vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs.

FACTORS AFFECTING RECRUIMENT

Factors governing recruitment may broadly be divided as internal and external factors. The internal factors are: Recruiting policy of the organization; Human resource planning strategy of the company; Size of the organization and number of employees employed; Cost involved in recruiting employees, and finally; Growth and expansion plans of the organization.

The external factors are:

Supply and demand of specific skills in the labour market; Political and legal consideration such as reservation of jobs for SCs, STss and so on; Companys image-perception of the job seekers about the company

.SOURCES OF RECRUIMENT Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employee it needs. Some companies try to develop new sources, while most only try to tackle the existing sources they have. These sources, accordingly, may be termed as internal and external.

INTERNAL SOURCES
Recruiting may be hiring to mind employment agencies and classified ads, but current employees are often the best source of candidates. These include personnel already on the pay-roll of an organization, i.e., its present working force, whenever any vacancy occurs; somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who where once of the pay-roll of the company but who plan to return or whom the company would like to rehire, such as those on leave of absence, those who quit voluntarily, or those on production lay-offs.

EXTERNAL SOURCES
Firms can not always get all the employees they need from their current staff, and sometimes they just dont want to. . We will look at the sources firms use to find outside candidates next. Normally, following outside sources are utilized for different positions.

Advertisement: Everyone is familiar with employment ads, and most of us have probably responded to one or more. It is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspapers, bulletins, etc., is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these jobs. 8

Employment Agencies: Many organizations get the information about the prospective candidates through employment agencies. In our country, two types of employment agencies are operating. These are: Public agencies operated by federal, state or local governments; Private employment agencies

Public employment agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these exchanges. Normally, such exchanges provide candidates for lower positions.

Private employment agencies: Private employment agencies are important sources on clerical, white-collar, and managerial personnel. They charge fees (set by state law and posted in their offices) for each applicant they place.

On Campus Recruitment: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities, and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organization hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called further interviews at specified places.

Referrals and Walk- INS: Employee referrals campaigns are another option. The firm posts announcements of openings and requests for referrals in its bulletin and on its wallboards and intranet; prizes or cash rewards that culminate in hiring. Employee referrals have been the source of almost half of all hires at America Credit since the firm kicked off its youve got friends, we want to meet them employee referrals program. Employees making a referral receive $10 awards, with the payments spread over a year. As the head of recruiting says, Quality people know quality people. If you give employees the opportunity to make referrals, they automatically suggest high caliber people because they are stakeholders.. 9

Internet Recruiting: A large and fast-growing proportion of employers use the Internet as a recruiting jumped from 10% in 1997 to 75% in 2000. Infosys Technologies Ltd., for example, gets over 1000 resumes a day from prospective candidates through the Net. The HR manager has to key in his or her requirement and profiles of candidates from the companys database get generated. There are a variety of websites available- in addition to a companys own website- where applicants can submit their resumes and potential employers can check for qualified applicants. (Such as (i) www.jobsahead.com (ii) www.headhunters.com (iii) www.naukri.com (iv) www.monsterindia.com (v) www.timesjob.com etc.)

SELECTION
The size of the labor market, the image of a company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner in which job aspirants are likely to respond to the recruiting efforts of a company. Through the process of recruitment, a company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting thus, provides a pool of applicants for selection. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates. Selection Procedure: The selection procedure is concerned with securing relevant information about an applicant. This information is secured in a number of steps or stages. The objective of selection process is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is most likely to perform well in that job. The hiring procedure is not a single act but it is essentially a series of methods or steps or stages by which additional information is secured about the applicant.

STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is, therefore, generally long and complicated. Many employers make use of such techniques 10

and pseudo-sciences as phrenology, physiognomy, astrology, graphology, etc., while coming to hire decision. However, in modern times, these are considered to be unreliable measures. The following is a popular though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening; 2. Application blank- a fact-finder which helps one in learning about an applicants background and life history; 3. Different types of test used to look at a candidates suitability for a job; 4. A well conducted interview to explore the facts and get at the attitudes of the applicant and his family job and the 5. A physical examination-health and staminas are vital factors in success; 6. A reference check; 7. Final selection approval by Manager and communication of the decision to the candidate.

1. Reception or Preliminary Interview or Screening: The initial screening is usually conducted by a special interviewer to a high caliber receptionist in the employment office. This interview is essentially a sorting process in which prospective applicants are given the necessary information about the nature of the jobs in the organization. The necessary information, then, elicited from the candidates relating to their education, experience, skill, salary demanded, the reasons for leaving their present jobs, their job interests and whether they are available for the job, their physical appearance, age, drive and facility in speech. If a candidate meets with the requirements of the organizational structure he is eliminated at the preliminary stage . 2. Application Blank or Application Form: An application blank is a traditional, widely accepted device for getting information. Corn a prospective applicant which will enable a management to make a proper 11

selection. It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic historical data from the candidate. The information required to be given in the applicants own hand writing is needed to identify him properly and to draw tentative inferences about his suitability for employment. Many types of application forms- some times very long and comprehensive and sometimes brief- are used. Information is generally called on the following items. Biographical Data Education Attainment Work Experience Salary Personal Items Other Items: Names and addresses of previous employers, reference etc.

3. Selection Test: Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms.

4. Interview: Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step, the interviewer tries to obtain and synthesise information about the abilities of the interviewee and the requirements of the job. Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization. These are Structured Interview, Non-

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Structured Interview, Situational Interview, Behavioral Interview, Panel Interview, Stress Interview, etc.

5. Medical Examination: Medical examination is carried out to ascertain the physical standards and fitness of prospective employees. Medical Examination can give the following information: Whether the applicant is medically suitable for the specific job or not; Whether the applicants physical measurements are in accordance with job requirements or not. But some organizations use this type of test . 6. Reference Checks: The use of references is common in most selection procedures, for it involves only a little time and money and minimum of effort. The procedure places reliance on the evaluation of former employers, friends and professional personnel. Checks on references are made by mail or by telephone, and occasionally or by using reference form.

7. Hiring Decision: The Line Manager concerned has to make the final decision now- whether to select or reject a candidate after soliciting the required information through different techniques. After taking the final decision, the organization has to intimate this decision to successful as well as unsuccessful candidates. The organization sends the appointment order to the successful candidates either immediately or after some time, depending upon its time schedule.

COMPANY PROFILE

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The Samsung Group is a South Korean conglomerate composed of numerous businesses, including Samsung Electronics, as one of the worlds largest electronics companies. Samsung Group is South Koreas largest exporter and is helmed by Chairman Lee Kunhee, the third son of the founder Lee Byung-chul. Samsung Electronics is a South Korean Multinational Corporation and one of the worlds largest Electronics and IT companies. In August 2005, Business Week rated Samsung as the Number 1 consumer electronics brand in the world. Headquartered in Seoul, South Korea, it is part of the Korean Samsung Group operating in approximately over 100 countries. The name Samsung literally means three stars or tristar in Korean. Samsung Electronics is viewed by many Koreans as a symbol of national pride and can do spirit. Samsung Electronics announced at the start of the 21st century its intention to become the worlds largest electronics company in just 5 years. The company began reporting record profits from the start of the 21st century, especially in 2003 when it displayed 33% growth in brand value in the Interbrand global brand rankings. In 2004, the company was one ranking behind Sony and in 2005 overtook Sony as the top consumer electronic brand. In 2006 and 2007, Samsung was rated one of the top global electronics brands in various reports, with the January 2007 Brand Finance report ranking the company number 1 in electronics and 32nd overall and Business Week rating Samsung is ranking 20th of global brands. Samsung Electronics owes much of its success to being the worlds largest manufacturer of memory chips and liquid crystal displays, which are crucial to all modern electronic devices. The semiconductor division of Samsung Electronics is the worlds largest manufacturer of many semiconductor technologies such as DRAM, SRAM, Flash Memory and Display Driver IC. Samsung is also the worlds largest LCD manufacturer selling over 62 million LCD TVs in 2006. It is also the number three mobile phone manufacturer in the world. Samsung Electronics is a leading provider of high tech Consumer Electronics, Home Appliances and IT and Telecom Products in the country. It is the worlds largest producer of color monitors, color TVs, memory chips and TFT-LCDs.

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SAMSUNG IN INDIA
Samsung India is the hub for Samsungs South West Asia Regional Operations. The South West Asia Regional Headquarters looks after the Samsung business in Nepal, Sri Lanka, Bangladesh, Maldives and Bhutan besides India. Samsung India Electronics Limited (SIEL), the Indian subsidiary of the US $ 55.2 billion Samsung Electronics Corporation (SEC) headquartered in Seoul, Korea, started operations in India in 1995. Today enjoys a sales turnover of over US $ I Ban in just a decade of operations in the country. Initially, it was a player only in the color televisions segment when it undertook contract manufacturing for Videocon. However, later it diversified into color monitors (1999) and refrigerators (2003). Today, it is recognized as one of the fastest growing brands in the sphere of digital technology. In its tenure of over 10 years in the country, Samsung India has set up manufacturing facilities for Color Televisions, Washing Machines, Color Monitors and more recently, Refrigerators in the country. All the facilities are located at its Manufacturing Complex at Noida, Uttar Pradesh. The company set up a Software Technology Park for Digital Visual Display Products at Noida in the year 2002. In the year 2004, Samsung India has been made the Regional Head quarters for Samsung Operations in South West Asia.

HISTORY OF SAMSUNG
B.C. Lee founded Samsung (1938) now one of the biggest companies in the world in consumer electronics, communication- a information technology and semiconductors 1938-----------------1969 Samsung Electronics established In 1972 Production of TV sets began In 1974 Samsung started producing silicon chips

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K.H. Lee became chairman Declaration of The Second Foundation (1988) 1938-----------------1969-----------------------------------------1987 Samsung CI redefined< Chairman Lee declared New Management 1938----------------1969------------------------1987--------------------------------1993

HISTORY OF CHALLENGES AND EXPLORATION

1950s advancing into manufacturing and financial sector 1960s advancing into electronics and business diversification 1970s advancing into heavy and chemical industries and systematization of electronic companies 1980s advancing into high value-added and capital-intensive industry 1990s declaration of the new management and joining the ranks of first-class companies 2000s global competitiveness, first-class status 1938--------------1969-------------------1987----------------------------1993

B.C.Lee Founded Samsung

Samsung Electronics established

K.H.Lee became chairman

Samsung CI redefined

HISTORY OF SAMSUNG ELECTRONICS

1969 1972 Company Established Production of B/W TV sets started 16

1974 1980 1988 1992 1994 1996

Water fabrication started Korea Telecommunications Corp. acquired Samsung Semiconductor and Telecommunications merged with SEC Company ranked worlds top DRAM Supplier cellular telephone system developed 256M DRAM developed 1G DRAM develop CDMA cellular services commercialized

1997 1998 1999

Worldwide Olympic partner contract signed Worlds 1st digital TV developed 1GB flash memory chip developed worlds 1st 1MT-2000 handset, system and core semiconductor chips developed

2002 2003

90 nanometer memory processing technology commercialized Worlds Ist 70 nanometer technology 4 giga-bit NAND flash developed worlds Ist 57-inch TFT LCD developed

2004

Established S-LCD Inc., LCD joint 1st 60-Nano 8GB NAND flash memory chip, released worlds 1st 5-Megapixd camera phone

2005 Worlds first 50nm NAND flash memory developed worlds first 102PDP TV, 82 LCD TV, and 71 DLPTM TV 5 years Chelsea Football Club Sponsorship deal announced 2006 Samsung launches the worlds First 82 Full HDTV TFT-LCD the Company Launches the worlds First: 10M-pixel Camera phone 8GB HHD Phone Samsung launches the QI- the worlds first ultra portable PC

OUR LOGO
Samsung, which literally means three stars in Korean, initially had three stars as its logo. In 1993, Samsung introduced a new corporate identity program is honour of its 55th 17

anniversary and 5th anniversary of the introduction of the second foundation. It was aimed to strengthen competitiveness by bringing Samsungs desired perception by the public. Samsungs corporate logo was redefined to project Samsungs firm determination to become a world leader. The Samsung name is now written in English, expanding its global presence throughout the world. The name is superimposed over a dynamic, new logo design, giving an overall image of dynamic enterprise. The elliptical logo shape symbolizes the world moving through space, conveying a distinctive image of innovation and change. The first letter, S, and the last letter,G, partially break out of the oval to connect the interior with the exterior, showing Samsungs desire to be one with the world and to serve society as a whole.

VISION
Growing To Be The Best Samsung India aims to be the Best Company in India by the year 2006. Best Company in terms of both the internal workplace environment as well as the external context in which the company operates- Samsung aims to grow in India by contributing to the Indian economy and making the lives of its consumer simpler, easier and richer through its superior quality products Our aim to gain technological leadership in the Indian marketplace even as our goal is to earn the love and respect of more and more of our Indian consumers

THE SAMSUNG GROUP

Electronic Industries Total No. Companies: 7 Samsung Electronics, Samsung SDI, Samsung Electro-Mechanics, Samsung Coring, Samsung SDS, Samsung Networks, Samsung Corning Precision Glass 18

Chemical Industries Total No. Companies: 5 Samsung General Chemicals, Samsung Petrochemicals, Samsung Fine Chemicals, Samsung BP Chemicals, Samsung Tool Petrochemicals Machinery and Heavy Industries Total No. Companies: 2 Samsung Heavy Industries, Samsung Techwin Financial Services Total No. Companies: Samsung Life Insurance, Samsung Fire and Marine Insurance, Samsung Card, Samsung Securities, Samsung Capital, Samsung Investment Trust Mgmt, Samsung Venture Investment Other Affiliated Companies Total No. Companies: 42 Samsung Medical Centre, Samsung Foundation of Culture, Samsung Welfare Foundation, The HO-Am foundation, Samsung Press Foundation, Samsung Economics Research Inst., Samsung Human Resources Dev. Inst., Samsung Engineering, Chiel Industries, Samsung Everland, Shilla Hotel and Resorts, Chiel Communications, S1 Corporation, Samsung Lions.

AREAS OF BUSINESS
Samsung Electronics Co., Ltd is a global leader in semi-conductor, telecommunication, digital media and digital convergence technologies. Employing approximately 123,000 people in 930 offices in 48 countries, the company consists of five main business units. These are: Digital Appliances Business Digital Media Business LCD Business Semi-conductor Business Telecommunication Network Business Samsung Indias areas of business are broadly classified into the following 3 categories: Consumer Electronics (CE)/Audio Visual (AV) Business: 19

TVs Home Audio Players Digital Audio Players CD/DVD Players

Home Theater Systems Digital Still Cameras Camcorders

Home Appliances (HA) Business: Refrigerators Air Conditioners Washing Machines Microwave Ovens Information Technology (IT) Business: Note PCs Hard Disk Drives CD/DVD ROMS CD/DVD Writers Monitors Laser Printers and Laser-based Multi-function Printers Fax.

KEY FACTS
Founded President and CEO Head Office And Software Center Number of Employees: 1600 Samsung India has a network of 19 Branch Offices located all over the country. The Samsung manufacturing complex housing manufacturing facilities for Color Televisions, Color Monitors, Refrigerators and Washing Machines is located at Noida near Delhi. Samsung Made in India products like Color Televisions, Color Monitors and Refrigerators are being exported to Middle East, CIS and SAARC countries from its Noida 20 : : : 1995 HB LEE IFCI- Nehru Place, Delhi NOIDA

Manufacturing Facility:

Manufacturing Complex. Samsung India currently employs over 1600 employees, with around 18% of its employees working in Research and Development. The 19 branches of SIEL are located in the following cities: NORTH New Delhi Chandigarh Luckhnow (Eastern U.P.) Ghaziabad (Western U.P.) Jaipur Gurgaon SOUTH Chennai Hyderabad Bangalore Cochin

WEST Mumbai Pune Ahmadabad Raipur Indore

EAST Kolkata Ranchi Guwahati Bhubhaneshwar

The area sales offices are located in the following cities/towns: Vijaywada, Coimbatore, Calicut, Hubli, Patna, Nagpur, Goa, Bhopal, Rajkot, Surat, Baroda, Jodhpur, Dehradun, Varanasi, Ludhiana, and Jammu.

RECRUITMENT AND SELECTION PROCEDURE OF SAMSUNG

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Samsung translates its business strategy into a manpower plan and develop a recruitment program accordingly, which will enable it to attract and select people with the appropriate combination of experience, skills and knowledge.

OBJECTIVES
The main objectives of the Recruitment Policy are outlined as follows: Build the Samsung brand in the job market Ensure availability of the right talent at the right time Evaluate through a scientific process that ensures the right fit between the organization and the candidate.

RECRUITMENT PROCEDURE
A. Manpower process Manpower Forecasting The overall annual business plan for the company breaks down into plans and targets for each individual department. Each department calculates their grade wise manpower requirements based on the staffing norms, and provide quarterly and monthly manpower requirements to corporate HR. Based on the attrition trends and manpower requirements, all the respective Head of Departments arrive on the manpower numbers along with Head-HR and obtain on MDS approval. The projected requirements for the year must reach Head-HR, latest by the first week of January every year.

MANPOWER INVENTORY
HR prepares the current manpower status of each department, including an analysis of the current manpower at each location, grade and skill summary.

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IDENTIFYING MANPOWER GAPS

The existing number of employees and their skill levels compared with the forecasted requirements to identify qualitative and quantitative gaps. Options for the redeployment through retaining, transfers, promotions are considered. Where these options do not exist, options for recruiting from external sources are taken into account.

MANPOWER PLANS
On the basis of identified gaps, HR prepares on overall manpower plan which provides adequate lead time for transfers, retaining, promotions and external hiring. The plan contains details on: Department wise numbers for transfers, retaining and promotions. Department wise numbers for external recruitment. The final manpower plan prepares. Once completed, it will be put up for approval by all the department heads and Managing Director. Preparing Job Description and Person Specification Each position in the organization has detailed job description including the following: Description of profile to be handled Department/Location/Region Reporting relationship-Designation Whether the position is budgeted in case of a new vacancy or replacementmention details of last incumbent

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Qualifications- Essential/Desired Position in the hierarchy/Organization Structure

Raising Manpower Request: The hiring managers raise the manpower request using the following format and to HODs for their approval using MR form.

Particulars Date of initiation JD Code Position Reporting Relationship (Designation) Location Region Date of closing the position

Details __________ __________ __________ __________ __________ __________ __________

The manpower request rises through My Single by the hiring managers. Regional HR managers notify HO-HR and Head-HR while seeking HOD approval. Once the vacancy is filled, My Single MRF approval in hard copy along with the signatures of Head-HR documented in the personnel file for selected candidates. Head-HR signs the manpower request form once the vacancy is filled. All requests for a new position must be sent to HR in a Manpower Requisition Form after approval from the HOD, Human Resource manages the process of recruitment and selection with inputs from the line function. Sources of recruitment: Generally the sources of recruitment are categorized into two parts: Internal Recruitment External Recruitment

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Internal Recruitment: The company believes in offering opportunities for growth and carrier progression to its employees; thus each time a requirement arises, internal recruitment is a preferred mode. For every vacancy arises below level, an option of filling the post initially is considered. HR places an advertisement on the intranet. The advertisement contains the following details: Job Profile Education qualifications, Skills, Experience Last date of receiving Applications Contact person in HR All applications are screened for the eligibility against pre-determined criteria for the vacancy. HR prepares a list of eligible applicants and seeks approval from the respective Reporting Manager and Departmental Head. If approval is given, HR sends notification to the eligible candidates via email. Applicants who are not found eligible are also be notified as via email.

ELIGIBLE CANDIDATES UNDERGO A PANEL INTERVIEW

If no suitable applicants apply within one week from the date of posting the advertisement, external recruitment is initiated.

External Recruitment: The vacancies can be filled through the following channels: Candidates walking in/ sending their CVs directly Job Portals Samsung Site (thru [email protected]) Consultants Campus Recruitment Hiring team work on each position as per the following:

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S.No. 1. 2. 3. 4. other than consultants.

Position Up to Asst. Manager Managers Sr. Manager& DGM GM& above

Lead time for closure 30 calendar days 45 calendar days 45 calendar days 60 calendar day

The team spend at least 1 week in searching for the right candidate through sources Lead time calculated as follows: Date of receiving come regarding the vacancy- Date of candidate signing the LOI & committing a joining date after serving the notice period. The lead time is communicated to the HODs/Regional Managers by Head-HR at the time of communication of the opening to HR. Direct CVs/Job Portals/ Samsung Site/Consultants: The CVs received through consultants, directly received CVs, job portals& Samsung site is stored in the CV database.

Campus Recruitments: Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive Trainees and Management Trainees or for individuals joining at entry-level positions in the company. If candidate possess less than one year of work experience, he/she treats as a fresh hire (entry level recruitment).

Trainee Schemes Management Trainees 26

Depending upon the requirements projected in the manpower plan, the company recruits Management Trainees from Management Institutes in the country.

Sourcing of Trainees Management trainees are sourced from Management Institutes across the country. The selection criteria for institutes are described below: Campus rating through publications: HR refers to the Campus ratings published in the Business Magazines, available in the country and arrive at average campus ratings. For the current year the company will target institutes that are ranked between 15th and 20th ranks according to the ranking developed. It is further recommended that by the year 2006-2007. Recruitment days given: The company gives preference to the Institutes who are willing to give either day 0, 1 or 2 Campus Specialization: Relevance of courses offered to the companys business. Campus Relationship: The Company develops close relationships with targeted campus by hiring large numbers, conducting events, taking summer trainees, sending senior managers for lectures etc.

Positioning of Trainees Selected trainees are positioned at the following grades: Fresh Graduates: Student with a Masters in Business Administration is placed at the Management Trainee grades and gets confirmed in level After successful completion of the training period. Experience: Student with relevant work experience of 1-3 years give weight age but takes as Management Trainee.

RECRUITMENT PROCESS

27

The recruitment process for the Management trainees is as follows: HR initiates the campus recruitment process by sending the companys literature to the campus, one month before the proposed date of recruitment. This contains brochures of the company literature containing information about the company, the job profile and the remuneration package. SIEL representatives to the campus include: HO HR/Regional HR Regional Manager/Regional Functional Manager

Pre Placement Talks: HR coordinates with the Placement Cell of short listed Institutes and schedule Pre Placement talks (PPT) The HR head and Regional Manager inform the Pre Placement Team. The following information is carried to the Pre Placement Talks: A Pre Placement (PPT) for 30 minutes, covering Samsung Corporate Video, Position Profile and growth chart, Increments, GPMS and Company policies, Application Blanks, Number of job openings Selection Process Eligibility Criteria: The following eligibility criterion is used to short list applicants from various Institutes: A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program Projects undertaken at the summer trainee/internship level Screening of Application Blanks: The placement Coordinator/Administrative Offices short list candidates on the basis of predetermined eligibility criteria and send the list of short listed students to the company at least one week before the date of campus interviews. HR will then the application blanks that are received and short list them a second time according to the eligibility criteria. Selection Criteria: 28

The candidates qualifying the %/CGPA criteria are considered for the selection rounds. The weight age for the selection exercises are as under: S.No. 1. 2. 3. Exercise Group Discussion Psychometric Analysis Panel Interview Weight age (%) 20 30 50

LETTER OF INTENT
Selected candidates are issued a letter of intent on the spot. Appointment letters are issued upon joining. Trainee Scheme Once selected, all the trainees are provided with an HR brochure that lists the details of the trainee scheme are outlined below:

Travel: Management Trainees are provided with AC class Train Fare from home to the company. Conveyance expenses such as travel (taxi) from the Railway station to the place of posting etc. are provided.

Accommodation: Trainees are provided with shared accommodation. Guest House is provided for one month for outstation candidates.

Training Program:

29

The training period is for six months. The details are given below: A three day induction period held for all trainees by the top Management on the vision, mission and company policies. All trainees spend one week in each function for a period of .. Weeks. Trainees undertake 2 projects in 2 other functions than their specialization. A combined test for all the departments and functions it is prepared by persons nominated in HO by HODs. It is conducted and evaluated by RHR and sent to HO-HR. Detailed feedback session is conducted by HR and sent to HO-HR and handover to respective departments/branches.

PERFORMANCE EVALUATION AND PLACEMENT

Upon completion of the training period, all trainees undergo performance evaluation.

Process: Trainees are required to present a report of the projects they have undertaken to the Department Head at the end of the training period. HR schedules a performance interview for every management trainee. The panel for interview consists of one cross- functional head, Departmental head and HR Manager. The trainee is assessed on the projects completed and a number of parameters listed in the Trainee Evaluation Form. The Performance Evaluation Panel recommends a confirmation separation as per the trainees performance. Upon receiving the evaluation and recommendation, HR issues a confirmation letter to the trainee confirming him/her at level.

30

OBJECTIVES AND RATIONALE OF STUDY

OBJECTIVES
It is divided in two categories: Primary Objective: To analyze the effectiveness of recruitment and selection procedure in Samsung.

Secondary Objective: To highlight the recruitment and selection policies of the companies.

RATIONALE STUDY
Samsung is a globally known consumer electronic company. It is a world famous big company. In order to run any company we search right candidate for the right job. It is the initial step to run any company because employees are the most important asset of any organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Thats the reason I have chosen this topic and secondly it is major part of HR which is my subject of interest. With the help of this topic I want to know about the recruitment and selection policies of the companies and try to make more effective in Samsung. And it would be helpful for me for the future perspective.

31

REVIEW OF LITERATURE

INFORMATION VALUE OF RECRUITMENT AND SELECTION

In early recruitment stage, organizations have to make several important decisions concerning the characteristics of the information they provide. The medium, the level of accuracy or realism, the amount and nature of the information, might all affect both prehire outcomes (e.g., prospects willingness to apply) and post-hire outcomes (e.g. early turnover). Realistic job previews (RJPs) are undoubtedly the most well-known recruitment procedure pertaining to provision of information. Through the use of RJPs, both favorable and unfavorable information is provided to applicants in order to reduce post-hire turnover. In the first published account of a RJP experiment more than 40 years ago, (Weitz, 1956) lauded the potential usefulness of having potential employees expectations as realistic as possible. During this research, equivocal accounts of the effectiveness, rationale and related techniques devised to improve a variety of organizational outcomes (job satisfaction, performance, job tenure, commitment) have been reported. Several studies have examined the relationships between the amount of information provided in recruitment materials and job seekers willingness to apply for the job described (Barber & Roehling, 1993; Gatewood, Gowan, & Lautenschlager, 1993; Herriot & Rothwell, 1981; Mason & Belt, 1986). The results of these studies generally show that recruitment materials should be informative; that they should address a range of job and organizational attributes; and that they should provide specific information about those attributes (Barber, 1998). Based upon detailed information about job requirements less qualified prospects will lose interest. Qualified prospects, on the other hand, are more likely to respond to ads when they provide specific information on what the organization has to offer. However, before strong conclusions can be drawn, additional replication is needed. More specifically, we need more studies on the relationships between online advertisements and applicant attraction. Furthermore, Barber suggested that it may well be 32

that the positive relationships between [potential] applicant reactions and information holds only up to a point: if recruitment materials contain too much information, they may overwhelm applicants and have a less positive. Also frequently reported in the recruitment literature is the positive relationship between applicant attraction and the amount of information provided by the recruiter during the interview (Harris & Fink, 1987; Liden & Parsons, 1986; Maurer, Howe, & Lee, 1992; Powell, 1984; Rynes & Miller, 1983; Turban & Dougherty, 1992). Thus, informative recruiters are generally preferred to uninformative ones. Yet, recruiters are unlikely to present exceptionally large amounts of information about the organization, since they have to acquire information about the applicants qualifications as well within the limited time available. Many studies have been conducted to investigate the relationship between applicants perceptions of recruiter traits and behaviors and their perceptions of the organization itself. There is plenty of evidence indicating that recruiter traits (e.g., warmth, empathy, sincerity) and recruiter behaviors (e.g., informative ness, job knowledge) have a direct influence on applicant attraction (e.g., Harris & Fink, 1987; Powell, 1991). More recent research, however, suggests that this effect is fully mediated by applicants perceptions of job and organizational attributes (e.g., Turban, 2001; Turban, Forret, & Hendrickson, 1998). As with recruiters, selection procedures are believed to provide signals about the companys broader characteristics (e.g., efficiency, profitability). It is suggested that virtually all prescreening and selection methods convey some sort of information to the applicant (Anderson, 2001; Anderson & Ostroff, 1997). For instance, selection methods may inform applicants on job activities, work roles, personnel procedures, and the organizational context, including its goals values and climate (Anderson & Ostroff, 1997; Iles & Robertson, 1997). Obviously, some selection methods are more informative than others. Situational interviews, being constructed from critical job-relevant incidents, and realistic job previews in principle pose candidates with a number of highly relevant and informative scenarios. Cognitive ability tests and personality tests, on the other hand, convey less information.

33

CHOICE OF RECRUITMENT SOURCE

Research on job information sources has usually made a distinction between formal versus informal recruitment sources. Formal job information sources involve the use of formal intermediaries such as placement offices, and recruitment advertisements. In contrast, informal job information sources do not involve the use of formal intermediaries (e.g., friends and relatives). Barber (1998) gave the following overview of the various recruitment sources: Traditional sources include employee referrals, employment agencies (including campus placement offices and executive search firms), newspaper or radio advertisements, and unsolicited applications or walk-ins. More recently, organizations have turned to alternative sources, such as on-line (internet) hiring services, job fairs, and competitors layoffs/ outsourcing programs as means of identifying candidates (Glickstein & Ramer, 1988) (p. 22). The relationship between recruitment sources and post-hire outcomes is one of the most intensely researched aspects of recruitment. Interestingly, little is known about the relationship between recruitment sources and more proximal recruitment outcomes, such as the identification and attraction of applicants (Barber, 1998). Given the scope of this paper, I will concentrate on the relationship between recruitment sources and turnover. Most studies on the effectiveness of recruitment sources have found that applicants who were recruited along informal recruitment sources (e.g., rehires, referred applicants, walk-ins) tend to have lower turnover than applicants hired via formal sources (e.g., newspaper ads, employment agencies) (Blau, 1990; Breaugh, 1981; Breaugh & Mann, 1984; Decker & Cornelius, 1979; Gannon, 1971; K Granovetter, 1974; Quaglieri, 1982; Reid, 1972; Saks, 1994; Ullman, 1966; in Rynes, 1991). Other studies have provided only moderate support for this. Caldwell and Spivey (1983), for instance, found that for White employees, informal recruitment sources (e.g., employee referrals, in-store notices) were associated with longer tenure. For Black employees, on the other hand, more formal sources (e.g., employment agencies, media announcements) were associated with longer tenure. Other studies failed to find a positive relationship between referrals and employee tenure (Linnehan & Blau, 2003; Swaroff, Barclay, & Bass, 1985; Taylor & Schmidt, 1983). 34

Individual differences hypothesis According to this hypothesis, formulated by Schwab (1982), applicants drawn from alternative sources constitute samples from different applicant populations. This means that recruitment sources might differ in the kind of applicants they reach, and that these differences in applicants might result in different post-hire outcomes, such as job tenure (Barber, 1998). Differences in applicants usually bear reference to demographic characteristics (e.g., age, location, educational level), instead of psychological criteria, such as motivation, despite the theoretical importance of the latter (Buyens, De Witte, & Martens, 2001). For example (from Taylor & Schmidt, 1983, p. 345), a recruitment advertisement aired only on daytime television would be expected to reach a different group of people than would a radio advertisement broadcast during heavy commuting hours. Presumably, individuals recruited from different sources vary in abilities affecting job performance as well as in values influencing job satisfaction and related participation behaviors, e.g., attendance and tenure.

Empirical Research on Source Effects Taylor and Schmidt (1983) tested the realistic information and individual differences hypotheses on a sample of packaging plant employees. Selected individual characteristics (e.g., height, weight, shift preference) were included in the research to test the latter hypothesis. Characteristics were chosen because of their anticipated relationship to the dependent variables (attendance, performance, and organizational tenure). The results showed that recruitment sources (referrals, newspaper ads, public employment office referrals, radio ads, rehire). Breaugh and Mann (1984) also tested individual differences and realism as competing hypotheses. The sample for their study consisted of 98 social service workers. The relationships between recruitment source (newspaper ads, employee referrals, and direct applicants/ walk-ins) and two outcome variables (performance and turnover) were examined. Information on realistic job expectations and several individual difference variables (demographics, applicant quality, and perceived ease of movement) was also gathered. It was found that direct applicants had higher performance and slightly better 35

retention than applicants recruited through other sources. It was also found that employee referrals (retrospectively) reported having more realistic expectations than did the other sources, supporting the realism hypothesis. Concerning the individual differences hypothesis, applicant quality and perceived ease of movement were not found to differ across sources. Blau (1990), using a sample of bank tellers, examined the relationship between four recruitment sources (newspaper direct applicants/ walk-ins, and referrals) and employee performance. It was found that direct applicants had higher performance than applicants recruited through other sources. In addition, it was found that direct applicants had higher ability scores than applicants from other sources, supporting the individual differences hypothesis. Less support was found for the realism hypothesis, in that referrals, not walkins, had the most realistic knowledge at the time of hire. As did Breaugh and Mann (1984), Blau used a retrospective measure to assess the realism of information. Griffeth et al. (1997) used structural equations modeling (SEM) analyses to test the realism and individual differences hypotheses in a sample of 221 newly hired nurses. In addition, they used a greater variety of indicators of realism than are typically employed, assessing not only met expectations, but also role clarity, commitment to job choice, and coping skills. The results showed that recruitment sources were associated with individual differences and also with realism. Furthermore, realism was found to mediate source influence. School and walk-in sources influenced coping efficacy, commitment to job choice, and role clarity. There realism processes in turn affected most workplace outcomes (e.g., job satisfaction, withdrawal cognitions, and turnover). However, the study also found direct effects of recruiting source on post-hire outcomes. As a result of this finding, Griffeth et al. concluded that more research on mediating processes is needed. The relationship between recruitment sources and turnover has been studied intensively in the past. Overall, the accumulated evidence suggests that such relationships are quite weak (Williams, Labig, & Stone, 1993). In light of these findings, optimizing a valid predictor-based selection strategy is probably more profitable than focusing on negligible relationships between recruitment sources and turnover (Williams et al., 1993, cited in Cascio, 1998).

36

RESEARCH METHODOLOGY

RESEARCH DESIGN
Every research project conducted scientifically has a specified framework for controlling the data collected. The framework is called Research Design.

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

The objectives are specified with sufficient accuracy to ensure that data collected is relevant.

The data collection methods used is Questionnaires and Structured Interviews. While designing data collection procedure, it was ensured that the data collected is unbiased and reliable.

The questions are prepared in a clear, understandable, and relevant to the objective specified to ensure accuracy.

The sampling design used is Random Sampling.

Sample Size
37

To determine the effectiveness of Recruitment and Selection Policy of Samsung, a sample size of 8 companies was collected. The respondents were basically the HR managers, members from the recruitment and selection department.

The names of the 8 companies are listed below: Path InfoTech EXL BL International Peridot Consultancy Services Pvt Ltd Sony Videocon Alcatel Samsung

RESEARCH TOOLS AND QUESTIONNAIRE

For the accomplishment of my project I designed an open-ended questionnaire the aim of which was to understand the HR policies for recruitment and selection of various companies so that benchmark can be set for the same for the betterment of the organization. With the help of this questionnaire I conducted a number of surveys and collected the data. Interview of concerned authorities of the companies was conducted to get well versed with the recruitment and selection procedure of various companies and to determine their effectiveness.

ACTION PLAN FOR DATA COLLECTION

Accurate action plan for data collection is the most important aspect of a fair report. To accomplish my report in a accurate and in a fine way I made an action to achieve 38

the same. The data for the present research study was collected by with the help of the following two methods of data collection: The Primary Method for Data Collection The Secondary Method for Data Collection

The Primary Data Collection: A Structured questionnaire with concrete and specified question was prepared with the help of the industry guide, which covers all the aspects to know about the recruitment and selection policies of the companies to determine the effectiveness of Samsung in recruitment and selection. To collect the data firstly, I found the addresses and phone no. of the companies on the net and took appointments. The questionnaire was distributed to a sample size of 8 companies including Samsung from in this way that the overall objective of the research is achieved in a proper manner. Some of the data was collected by conducting Structured Interviews and EMails. Personal Interactions with the HR Managers, Senior Level Managers and other members of the HR team to take the feedback of recruitment and selection procedures of the company.

Secondary Data Collection: The secondary data was collected by two sources. These are: Data collected regarding with the recruitment and selection procedure of Samsung from the Company manuals. Access corporate intranet website.

39

DATA ANALYSIS DATA ANALYSIS

In order to determine the effectiveness of recruitment and selection policy of Samsung I have divided my questionnaire in eight parameters. These are listed below: Experience 1. Job description and Job analysis 2. Sources of recruitment 3. Types of tests adopt for selecting candidates 4. Types of interviews 5. Final criterion for selection 6. Effectiveness of HR team 7. Effectiveness of job analysis

On the basis of these parameters I have measured the effectiveness of recruitment and selection process of Samsung with different companies and I have found in which areas it needs improvement.

THE ANALYSIS IS DIVIDED INTO TWO CATEGORIES

1. Firstly, it is shown the percentage of effectiveness of the individual companies on the eight parameters mentioned above:

40

CHART I
Experience

Path infotech

Job description and job analysis Sources of recruitment

80.40% 82.70%

64% 82.30%

Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

57% 78.57% 100%

65%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
64% 82.30% 65% 100% 78.57% 57% 82.70% 80.40%

INTERPRETATION Chart shows that Path info tech gives 64% consideration to experience that shows that organization prefer experienced person more than the other candidates

41

CHART II

EXL

Experience Job description and job analysis

72% 78.57%

65.70% 70.30%

Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

57% 100% 87.50%

80%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
65.70% 70.30% 80% 87.50% 100% 57% 78.57% 72%

INTERPRETATION Chart shows that EXL gives 65.70% consideration to experience that shows that organization prefer experienced person more than the other candidates

CHART III 42

BL International

Experience Job description and job analysis Sources of recruitment

77.40% 42.86%

65% 79.40%

Types of test adopt for selecting candidates. Types of interviews Final criterion for selection

56% 57.14% 62.50% 70%

Effectiveness of HR team Effectiveness of job analysis

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
65% 79.40% 70% 62.50% 57.14% 56% 42.86% 77.40%

INTERPRETATION Chart shows that B L international gives 65% consideration to experience that shows that organization prefer experienced person more than the other candidates

CHART IV 43

Peridot consultant

Experience Job description and job analysis

71.60% 71.43%

60% 70%

Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

74% 85.71% 87.50%

60%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
60% 70% 60% 87.50% 85.71% 74% 71.43% 71.60%

INTERPRETATION Chart shows that period consultant gives 60% consideration to experience that shows that organization prefer experienced person more than the other candidates

CHART V

44

Sony

Experience Job description and job analysis

88.20% 82.86%

78% 90.10%

Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

78% 85.71% 87.50%

70%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
78% 90.10% 70% 87.50% 85.71% 78% 82.86% 88.20%

INTERPRETATION Chart shows that Sony gives 78% consideration to experience that shows that organization prefer experienced person more than the other candidates

CHART VI

45

Videocon

Experience Job description and job analysis

74.40% 85.71%

70% 70.20%

Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

62% 78.57% 87.50%

70%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
70% 70.20% 70% 87.50% 78.57% 62% 85.71% 74.40%

INTERPRETATION Chart shows that videocon gives 70% consideration to experience that shows that organization prefer experienced person more than the other candidates

CHART VII

46

Alcatel

Experience Job description and job analysis

82.30% 85.71%

62% 81.10%

Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

70% 92.86% 100%

68%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
62% 81.10% 68% 100% 92.86% 70% 85.71% 82.30%

INTERPRETATION Chart shows that alcatel gives 62% consideration to experience that shows that organization prefer experienced person more than the other candidates

CHART VIII

47

Samsung

Experience Job description and job analysis Sources of recruitment

87.20% 82.86%

85% 90%

Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

74% 92.86% 87.50%

70%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
85% 90% 70% 87.50% 92.86% 74% 82.86% 87.20%

INTERPRETATION Chart shows that Samsung gives 85% consideration to experience that shows that organization prefer experienced person more than the other candidates

2. Secondly, it is shown the comparative effectiveness of these companies on the eight parameters mentioned above: 48

GRAPH I
Experience consideration in %

Consideration to Experience
90 80 70 60 50 40 30 20 10 0 64% 65.7% 65% 78% 60% 85% 70% 62%

XL In te rn at io P na er l id ot C on su lt a n t

In fo te ch

id eo co n

lc at el

on y

at h

Company Name

EXPERIENCE REQUIREMENT NAME OF COMPANIES

Path InfoTech EXL BL International Peridot Consultant Sony Videocon Alcatel Samsung

IN PERCENTAGE
64% 65.7% 65% 60% 78% 70% 62% 85%

INTERPRETATION Graph shows Samsung gives 85% consideration to experience that means that the organization prefer experienced person more than the other candidates whereas Peridot Consultant give a comparatively less preference to experience and give opportunities to fresher. 49

am

su

ng

GRAPH II

Job Description and Analysis Conderation

Job Description and Analysis Conderation in % 100 90 80 70 60 50 40 30 20 10 0 82.3% 70.3% 79.4% 70% 90.1% 70.2% 81.1% 90%

EX L

So ny

In fo te ch

de oc on

In te rn at io Pe na l rid ot Co ns ul ta nt

Al

Pa th

BL

Company Name

JOB DESCRIPTION AND ANALYSIS CONSIDERATION NAME OF COMPANIES IN PERCENTAGE

Path Info tech EXL BL International Peridot Consultant Sony Videocon Alcatel Samsung 82.3% 70.3% 79.4% 70% 90.1% 70.2% 81.1% 90%

INTERPRETATION Graph shows consideration of Job description and Job Analysis of Sony and Samsung is equal i.e., 90.1% & 90%. On the other hand the least consideration of Job description and Job analysis is 70% of Peridot Consultant.

Sa m

Vi

su ng

ca te l

50

GRAPH III

Consideration to Sources of Recuitment

Sources of Recuitment consideration in % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
In fo

80% 65%

70%

60%

70%

70%

68%

70%

EX L

So ny

de oc on

te ch

l Al ca te

In te rn at io Pe na l rid ot Co ns ul ta nt

Pa th

BL

Company Name

CONSIDERATION TO SOURCES OF RECRUITMENT NAME OF COMPANIES

Path Info tech EXL BL International Peridot Consultant Sony Videocon Alcatel Samsung

IN PERCENTAGE
65% 80% 70% 60% 70% 70% 68% 70%

Sa m

Vi

su ng

51

INTERPRETATION Graph shows EXL is 80% effective out of set benchmark. On the other hand ABC Limited shows 60% effectiveness but it is very less. So, it needs some improvement in the sources of recruitment. Samsung shows 70% effectiveness out of set benchmark. So, it needs slight improvement to make effective recruitment and selection process according to set benchmark.

GRAPH IV

Consideration Given to Test

Test Consideration in % 120% 100% 80% 60% 40% 20% 0% 100% 87.50% 62.50% 87.50% 87.50% 87.50% 100% 87.50%

EX L

So ny

de oc on

ca te l Al

In fo te ch

Int er na tio na Pe l rid ot Co ns u lt an t

Pa th

BL

Company Name

CONSIDERATION GIVEN TO TEST NAME OF COMPANIES

Path Info tech EXL BL International Peridot Consultant Sony Videocon Alcatel Samsung

IN PERCENTAGE
100% 87.50% 62.50% 87.50% 87.50% 87.50% 100% 87.50%

Sa m

Vi

su ng

52

INTERPRETATION Graph shows Path Info tech and Alcatel are 100% effective in test series according to set benchmark. On the other hand BL International is 62.50% effective but it needs some improvement. And Samsung shows 87.50% effectiveness out of set benchmark but it needs some improvement to reach out the standard.

GRAPH V

Consideration to Interviews
Interview Consideration In % 120.00 100.00 80.00 60.00 40.00 20.00 0.00 100.00% 57.14% 85.71% 85.71% 92.86% 92.86%

78.57%

78.57%

EX L

So ny

de oc on

ca te l Al

In fo te ch

Int er na tio Pe na l rid ot Co ns u lt an t

Pa th

BL

Company Name

CONSIDERATION TO INTERVIEWS NAME OF COMPANIES IN PERCENTAGE

Path Info tech EXL BL International Peridot Consultant Sony Videocon Alcatel Samsung 78.57 100.00 57.14 85.71 85.71 78.57 92.86 92.86

Sa m

Vi

su ng

53

INTERPRETATION Graph shows EXL is 100% effective in conducting interviews according to set benchmark. On the other hand BL International shows 57.14% effectiveness but it is least effective and it needs some improvement. And Samsung is 92.8% effective in conducting interviews that means it needs slight improvement to reach out the set benchmark.

GRAPH VI

Consideration to Selection Criterion

Selection Consideration in % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 74% 78% 62% 70% 74%

57%

57%

56%

EX L

So ny

de oc on

ca te l Al

In fo te ch

Int er na tio Pe na l rid ot Co ns u lt an t

Pa th

BL

Company Name

Sa m

Vi

su ng

54

CONSIDERATION TO SELECTION CRITERION NAME OF COMPANIES IN PERCENTAGE

Path Info tech EXL BL International Peridot Consultant Sony Videocon Alcatel Samsung 57% 57% 56% 74% 78% 62% 70% 74%

INTERPRETATION Graph shows the selection criteria of Sony to select the candidates whether it is a position of managerial level, Supervisory level, Associates and Staff level and others is 78% effective and the least effective is 57% of BL International. And Samsung shows 74% effectiveness.

GRAPH VII

55

Effectivness of HR Team
Effectiveness in % 90.00 80.00 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00 82.7% 78.57% 42.86% 71.43% 82.86% 85.71% 85.71% 82.86%

EX L

So ny

de oc on

ca te l Al

In fo te ch

In te rn at io na Pe l rid ot Co ns ul ta nt

Pa th

BL

Company Name

EFFECTIVENESS OF HR TEAM NAME OF COMPANIES IN PERCENTAGE

Path Info tech EXL BL International Peridot Consultant Sony Videocon Alcatel Samsung 82.70% 78.57% 42.86% 71.43% 82.86% 85.71% 85.71% 82.86%

INTERPRETATION Graph shows on the basis of recruitment and selection procedure the effectiveness of HR Team of Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR Team is BL International. It shows 42.86% effectiveness. And the Samsung shows 82.86%.

GRAPH VIII

Sa m

Vi

su ng

56

Effectiveness of Job Analysis

100 90 80 70 60 50 40 30 20 10 0 Effectiveness % 80.4% 72.1% 77.4% 88.2% 71.6% 74.4% 82.3% 87.2%

EX L

So ny

In fo te ch

de oc on

In te rn at io na Pe l rid ot Co ns ul ta nt

Al

Pa th

BL

Company Name

EFFECTIVENESS OF JOB ANALYSIS NAME OF COMPANIES IN PERCENTAGE Path Info tech 80.4% EXL 72.1% BL International 77.4% Peridot Consultant 71.6% Sony 88.2% Videocon 74.4% Alcatel 82.3% Samsung 87.2%

INTERPRETATION Graph shows on the basis of can do skills and will do needed Sony shows 88.2% effectiveness of job analysis and ABC Limited shows 71.6% that means it needs some improvement to identify the job description in a proper manner. And Samsung shows 87.2% effectiveness. Therefore, it n needs bit improvement to make more effective job analysis.

INTERPRETATIONS
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INTERPRETATION
By analysis of the various parameters as stated above it can be interpreted that on the basis of experience Samsung gives 85% consideration to experience that means the organization prefer experienced person more than the other candidates. Sony and Samsung gives equal and highest consideration of Job description and Job analysis i.e., 90.1% & 90% in comparative other companies. On the other hand the least consideration of Job description and Job analysis is 70% of Peridot Consultant. EXL shows 80% effectiveness in the sources of recruitment. On the other hand Peridot Consultant shows 60% effectiveness but it is very less. So, it needs some improvement in the sources of recruitment. Samsung shows 70% effectiveness out of set benchmark. So, it needs slight improvement to make effective recruitment and selection process according to set benchmark Path Info tech and Alcatel are 100% effective in test series according to set benchmark. On the other hand BL International is 62.50% effective but it needs some improvement. And Samsung shows 87.50% effectiveness out of set benchmark but it needs some improvement to reach out the standard. EXL is 100% effective in conducting interviews according to set benchmark. On the other hand BL International shows 57.14% effectiveness but it is least effective and it needs some improvement. And Samsung is 92.8% effective in conducting interviews that means it needs slight improvement to reach out the set benchmark. The selection criteria of Sony to select the candidates whether it is a position of managerial level, Supervisory level, Associates and Staff level and others is 78% effective and the least effective is 57% of BL International. And Samsung shows 74% effectiveness. On the basis of recruitment and selection procedure the effectiveness of HR Team of Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR Team is BL International. It shows 42.86% effectiveness. And the Samsung shows 82.86%. On the basis of can do skills and will do needed Sony shows 88.2% effectiveness of job analysis and Peridot Consultant shows 71.6% that means it needs some improvement to identify the job description in a proper manner. And Samsung shows 58

87.2% effectiveness. Therefore, it needs bit improvement to make more effective job analysis.

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RECOMMENDATIONS & SUGGESTION

They should give more preference on interpersonal and communication skills of the candidates rather than leadership quality because to become a good leader communication is must. Organization needs to improve the selection criteria for selection whether it the post of manager, associate& staff, supervisor etc. They should fix some parameters to select the candidates for specific position. They should use assessment method and aptitude test to select the candidates in addition to the already they are conducting. They should conduct Behavioral Interviews to some extent when selecting candidates. This type of interviews can be used to validly predict future behavior in dimensions (or competencies) critical to job success. For recruiting managerial/professional, the Internet is the most popular advertising medium. So, they should use them to attract more candidates. There should be more growth opportunities for the employees to develop themselves. They need to raise the pay-scale to retain the caliber freshers. They should adopt advertisements and job portals to attract the caliber candidates because it is the best and cheap method. They need to make competency in between can do skills and will do skills. They should give more preference to freshers because in this way the cost will be reduced.

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CONCLUSION
Effective Recruitment and Selection is the initial step and the most important key point to run any organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organization cannot progress and prosper. In order to achieve the goals or perform the activities of an organization, therefore, we need to recruit people with requisite skills, qualifications and experience. Someone says that, Better recruitment and selection strategies result in improved Organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees. The study mainly focuses on what should do Samsung to make effective recruitment and selection policy in own organization in comparison with other companies. So, here we conclude that Samsung needs slight improvement in the procedure of Recruitment and Selection. Firstly, company needs to concentrate on growth opportunities for the employees because todays tight labor market is making it more difficult for organizations to find, recruit, and select talented people. The competition for talent is intensifying, as there are fewer qualified applicants available. This shortage of applicants makes it all the more important for organizations to be able to effectively attract, select, and retain quality candidates. Organization needs to improve the selection criteria for selection whether it the post of manager, associate& staff, supervisor etc. They should fix some parameters to select the candidates for specific position. They should use assessment method and aptitude test to select the candidates. They should conduct Behavioral Interviews to some extent when selecting candidates. This type of interviews can be used to validly predict future behavior in dimensions (or competencies) critical to job success.

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