Training Report

On
“Recruitment and Selection Process”
At
KOHINOOR CARPETS

Submitted in partial fulfillment of the requirement for

the award of degree of
Master of Business Administration
(Session 2022-2024)

SUBMITTED TO: SUBMITTED BY:-

Kurukshetra University, Mansi Aggarwal
Kurukshetra MBA- 3rd Sem
University Roll No. 220163413

Shri Krishan Institute of Engineering and Technology (Kurukshetra)

(Approved by AICTE, Affiliated to Kurukshetra University)

i
 DECLARATION

This is to certify that I Mansi Aggarwal, the student of Shri Krishan Institute of Engineering
and Technology (Kurukshetra) studying in MBA 3rd Semester, Roll No – 220163413 has
undergone Summer Training Report at “Recruitment and Selection Process” for 45 days and
prepared a project report entitled for the partial fulfillment of degree of Master of Business
Administration.

I hereby declare that the project work entitled “Recruitment and Selection Process at
Kohinoor Carpets” submitted to the Kurukshetra University, is a record of an original work
done by me under the guidance of Kurushetra University, Kurushetra and this project work
has not performed the basis for the award of any Degree or diploma/ associate
ship/fellowship and similar project if any.

Mansi Aggarwal

ii
 ACKNOWLEDGMENT

Gratitude of highest order is expressed to Ms. Suman (Head of Department) for

encouragement and support during my project. Her care, endless support and trust motivate
me for opportunity to achieve. This project could not be completed without his insight and
achieve.

I am neither expert nor a trend spotter. I am a management student with foundations of

management principles and theories who is keen in different industries, it's happening mainly
in Kohinoor Carpets.

I am highly obliged to Mr. Parminder Singh, my prime internal guide for his invaluable
support; guidance and knowledge that he has shared with me thereby aiding me in making
this project a success along with other employees who provided their utmost working
knowledge, which has broaden my area of interest and benefited mostly in completing the
project.

I am highly grateful to my project guide ______________ (Assistant Professor MBA,

S.K.I.E.T.) for her inspiring guidance and blessings for fulfilling the project report. I am very
grateful for her research advice, knowledge and many insightful discussion and suggestions.

Lastly, I thank faculty and staff members of Shri Krishan Institute of Engineering and
Technology (Kurukshetra) which gave me an opportunity regarding training purpose and
helped me in building some experience in my career.

Mansi Aggarwal

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 EXECUTIVE SUMMARY

For every organization it is important to have a right person on a right job. Recruitment and
Selection plays a vital role in this situation. Shortage of skills and the use of new technology
are putting considerable pressure on how employers go about Recruiting and Selecting staff.
It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project has been prepared to put a light on Recruitment
and Selection process. This project includes Meaning and Definition of Recruitment and
Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process,
Recruitment Tips, Sources of Recruitment through which an Organization gets suitable
application. Next is Selection process, which includes steps of Selection, Types of Test,
Types of Interview, Common Interview Problems and their Solutions, Approaches to
Selection, Selection in India and problems.

Recruitment and Selection are simultaneous process and are incomplete without each other.
They are important components of the organization and are different from each other. Since
all the aspect needs practical example and explanation, this project was done to know the
practical application of the employees hiring process, the analysis of Kohinoor Carpets was
undertaken and its Recruitment and selection Process was studied

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 INDEX

Chapter number Topic Pages No.

CHAPTER 1 INTRODUCTION
1.1) Industry Profile

1.2) Company Profile 1-23

1.3) Introduction to the Topic

CHAPTER 2 LITERATURE REVIEW 24-27

CHAPTER 3 RESEARCH METHODOLOGY 28-33

CHAPTER 4 ANALYSIS & INTERPRETATION 34-54

CHAPTER 5 FINDINGS, SUGGESTION & CONCLUSION

5.1) Findings
5.2) Conclusion 55-58
5.3) Suggestion

BIBLIOGRAPHY/ REFERENCES

(ONLY SINGLE FORMAT APA OR 59-61

HARVARD

ANNEXURE (IF-ANY) 62-68

 CHAPTER 1
INTRODUCTION
 CHAPTER: 1 INTRODUCTION
1.1) INDUSTRY PROFILE
1.1.1 ABOUT INDUSTRY
The present carpet industry in India took birth because of the Mughal Dynasty. They
introduced Persian and Turkish weavers in the country for the production of carpets for
their palaces. On the downfall of this dynasty, the practice of carpet weaving shook
badly. However, it picked up the momentum in the form of independent units during
post-British period. Now the industry is glowing with its utmost glory from the states of
Rajasthan, Kashmir, Punjab, Uttar Pradesh, Andhra Pradesh, andxHimachalxPradesh.
Today, carpet exports have continued to show a steep rise. According to an article by
Indian Brand Equity Foundation, India accounts for 61 per cent of the global loom age,
22 per cent of the global spindle age, 12 per cent of the world's production of textile
fibers & yarn and 25 per cent share in the total world trade of cotton yarn. Exports of
carpets have increased from US$ 654.32 million in 2004-05 to US$ 930.69 million in
2006-07, showing a growth rate of 42.23 per cent. During April-October 2007, carpet
exports totalled US$ 404.74 million. This makes India the world leader in carpet exports.
Indian carpets are famous and known worldwide for its magnificent designs and heart-
winning workmanship. Hand-knotted woollen carpets, tufted woollen carpets, chain stitch
rugs, pure silk carpets, staple/synthetic carpets, handmade woollen durries are some of
the floor covering types for which there is a huge market demand in the European and
American market. The Indian carpet industry is very vibrant and has considerable
potential for growth. However, lesser innovation techniques, outdated technology, labor
law issues and lack of infrastructural facilities in some make this industry less competent.

Owing to these factors, the Indian government has established Carpet Export Promotion
Council of India (CEPC) to promote the exports of hand knotted carpets and other floor
coverings. It provides the necessary assistance to the Indian exporters, identifies markets,
provides financial and marketing assistance, sponsors participation in fairs and
exhibitions and also conducts publicity abroad.

1
1.1.2 MAIN TYPES OF CARPETS MANUFACTURED IN INDIA

 Chainstich Rugs

 xTufted Woolen Carpets

 xHand-knotted Woolen Carpets

 xGABBE Woolen Carpets

 xPure Silk Carpets

 xHandmade Woolen Dhurries

 xStaple or Synthetic Carpets

Each type has its own individuality in terms of design, look and the wool used in its
manufacturing. The variety in carpets caters to various needs of the customers.

1.1.3 SWOT ANALYSIS OF CARPET INDUSTRY

Indian Carpet Industry is a unique industry which is highly unorganized but lacks proper
channels. Somehow, it had managed to perform impressively in the past years. The
industry had made significant contribution in Indian exports till 1990s. What was there
behind the industry that drives the export? SWOT analysis brings forth the value drivers
and tentative blocks this industry has experienced and experiencing even today;

Strengths- Over the years, carpet industry has flourished in India due to availability of
artistic skills, cheap labour and low cost raw material, innovations in selling carpets and
flexibility in manufacturing all kinds of carpets.

Weaknesses- The industry's greatest weakness is that it is highly being unorganized. The
carpet exporters and manufacturers lack marketing channels for them. Indian suppliers

2
suffer due to poor infrastructure and internal competition, and lack professional approach
and Intellectual Property Rights.

Opportunities- Home furnishing market is towards Carpet industry, which results in

evolution of new carpet designs. It is used as marketing tool, and gives opportunity to
provide stocking and warehousing services to various players in the market.

Threats- Industry is suffering a lot due to unhealthy competition exiting in it. If not
handled properly, the current rebound in the industry may not be sustainable. Social evil
such as Child labor have strong bonding with the industry. Hence, the industry invites
risk of possible backlash on itself.

1.1.4 MAJOR CARPET MANUFACTURERS IN INDIA

•DomotexInternational,NewaDelhi
•JaipuraRugsaCompanyaPrivateaLtd,aJaipur
•VimlaaInternational,aJaipur
•aKKaOverseas,aDelhi
•aDeepigaaTax,aTamilaNadu
•aD-RajaInternational,aNewaDelhi
•aUnitedaOverseas,aPanipat
•aVinaayakaFab,aTamilaNadu
•aOasisaAgencies,aKolkatta
•aVaibhavaInternational,aJaipur
•aAnjaniaCarpets,aBhadohi
•aBansalaCarpets,aAgra
•aOrientalaCarpetaCenter,aNewaDelhi
•aKashyapaCarpets,aKashmir
•aPKJaExports,aMumbai
•aCraftaIndiaaInternational,aKanpur
•aDhingraaExports,aPanipat
•aVersatileaTrade,aDelhi

3
•aMonarchaExportsaInternational,aGurgaon
• Buoyant Export, Agra

1.2) COMPANY PROFILE

INTRODUCTION TO KOHINOOR CARPETS

(A house of floor covering)

The company is a leading manufacturer and exporter of hand tufted and hand woven
carpets for the last 15 years based in Panipat, well known for home furnishing goods
from India. In these fifteen years of operations they have continuously moved ahead with
desire to learn and excel in field of carpet production. It is a house of floor covering.

1.2.1 PRODUCT RANGE OF ORGANISATION

 Hand Tufted Woollen Carpets

 Hand Woven Woollen Carpets
 Sea Grass Carpets
 Jute Carpets
 Persian Tufted carpets
 Bath Mats
 Rugs
 and Durries

Apart from quality, their focus on prompt and on-schedule deliveries has led to their
rapid growth and progress which in turn further enabled them to develop a strong
customer loyalty in Indian and global markets.

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1.2.2 INFRASTRUCTURE

We have an extremely efficient production infrastructure equipped with all the facilities
under one roof which is capable of performing in the most competitive environments.

Kohinoor Carpets has the infrastructural set up to undertake complete carpet production
process within its factory premises at Panipat, India. They possess state-of-the-art
production unit equipped with state-of-the-art looms and hi-tech machines that enables
them to carry out production indigenously. Their looms for gun tufting, handlooms,
finishing unit, washing unit, latex section and drying chamber enables them to deliver
products with unmatched quality and finish.

1.2.3 COMMITMENTS OF ORGANISATION

 Competitive market price.

 Quality products.
 On time deliveries.
 They use safe, eco friendly dyes for healthy environment.
 No Child Labour
 Clean and healthy working environment!
 Progressive company policy for workers!

1.2.4 PRODUCTS OF ORGANISATION

RUGS

Rugs and carpets usually have no difference except difference in

size and usage. Rugs usually have multiple uses. Rugs may be used as
central flooring furnishing, foot rug, wall decor, sofa throws and
other decorative utilities. They usually have an artistic or stylish
touch in terms of patterns, shape or color.

5
Whether traditional hand knotted, hand-tufted or the modern machine
made variety, a rug will set off any interior with their finer finish and
intricate patterns. Main types of rugs are:

 Hand Tufted Rugs

 Handloom Rugs
 Bathmats
 Shaggy

CARPETS

Carpets are usually larger in size than Rugs and are mainly used
as floor coverings. Carpets may be used as wall to wall floorings or
wide centerpieces. Carpets can be hand-knotted, tufted, bonded or machine made.

1.2.5 QUALITY AT ORGANISATION

At Kohinoor Carpets, Quality is corporate mantra at every level of production and

administration that ensures maximum customer satisfaction. The in-house quality checks
done under professional personnel make sure that the carpets meet all international
standards.

They have a team of highly talented designers who are continuously coming out with
exquisite designs, magnificent cuts and fabulous colors to appeal the clients all over the
globe. They are engrossed in bringing forth a collection of products which is a fusion of
modernity and tradition.

Kohinoor’s real strength lies in the weavers working on their state-of- the-art looms.
These master craftsmen have woven pieces that have enabled them deliver quality
products to their clients for one and half decades now. The company understands each
rug needs specific attention and it is because of this emphasis on quality that they have
successfully achieved customer appreciation resulting in long term relations.

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1.2.6 EQUIPMENTS AVAILABLE WITHIN PLANT

The organization has various carpets and rugs manufacturing equipments these include
Tufting Machinery, Latexing Plant and Machine Made Carpet. These machineries help
the organization for smooth production.

LOOMS AND MACHINES:

 60 Handlooms
 40 Hand Tufted Looms. (With manual & electric gun machines)
 90 Pit looms
 35 Eight needles bathmat machines
 80 Single needle bathmat machines
 3 Carpet drying chambers
 Cobble tufting machine with Multi Needles

1.2.7 NUMBER OF EMPLOYEES IN ORGANISATION

Total number of employees in the organization including all levels ranges between 101-
300 people.

1.2.8 TRADE AND MARKET OF ORGANISATION

The organization mainly exports its products. Its main researched markets are Europe,
USA, Japan, Middle-east, Hong Kong, South Africa, New Zealand and Australia, etc.

1.2.9 PRODUCTION CAPACITY

 Hand tufted 10000sq mtr per month

 Hand Wovenx25000sq mtr per month
 Bath Mats 20000sq mtr per month

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1.2.10 SOME PRODUCTS AND INFRASTRUCTURE PICTURES OF
ORGANISATION

Fig No.1.1 INFRASTRUCTURE OF ORGANISATION

1.3) INTRODUCTION TO THE TOPIC

RECRUITMENT AND SELECTION
People are integral part of any organization today. No organization can run without its
human resources. In today’s highly complex and competitive situation, choice of right
person at the right place has far reaching implications for an organization’s functioning.
Employee well selected and well placed would not only contribute to the efficient
running of the organization but offer significant potential for future replacement. This
hiring is an important function. The process of hiring begins with human resource
planning (HRP) which helps to determine the number and type of people on organization
needs. Job analysis and job design enables to specify the task and duties of hobs and
qualification expected from prospective job HRP, job analysis, hob design helps to

8
identify the kind of people required in an organization and hence hiring. It should be
noted that hiring is an ongoing process and not confined to formative stages of an
organization. Employees leave the organization in search of greener pastures, some retire
and some die in the saddle. More importantly an enterprises grows, diversifies, take over
the other units all necessitating hiring of new men and women. In fact the hiring function
stops only when the organization ceases to exist.

Fig No.1.2 RECRUITMENT OF EMPLOYEES

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

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1.3.2 PURPOSE AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates.
Specifically, the purposes are to:

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

1.3.3 FACTORS AFFECTING RECRUITMENT

There are a number of factors that affect recruitment. These are broadly classified into
two categories:
1. Internal factors
2. External factors
INTERNAL FACTORS
The internal factors also called as “endogenous factors” are the factors within the
organization that affect recruiting personnel in the organization.
Some of these are:-

 Size of the organization

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The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.

 Recruiting policy
The recruitment policy of the organization i.e. recruiting from internal sources and
external sources also affect the recruitment process. Generally, recruitment through
internal sources is preferred, because own employees know the organization and they can
well fit in to the organization culture.

 Image of the organization

Image of the organization is another factor having its influence on the recruitment
process of the organization. Good image of the organization earned by the number of
overt and covert action by management helps attract potential and complete candidates.
Managerial actions like good public relations, rendering public service like building
roads, public parks, hospitals and schools help earn image or goodwill for organization.
That is why chip companies attract the larger numbers of application.

 Image of the job

Better remuneration and working conditions are considered the characteristics of good
image of a job. Besides, promotion and carrier development policies of organization also
attract potential candidates.

EXTERNAL FACTORS
Like internal factors, there are also some factors external to organization, which have
their influence on recruitment process. Some of these are given below:-

 Demographic factors
As demographics factors are intimately related to human beings, i.e. employees, they
have profound influence on recruitment process. Demographic factors include age, sex,
Literacy, economics status etc
.

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 Labor market
Labor market condition i.e. supply and demand of labour is of particular importance in
affecting recruitment process. E.g. if the demand for a specific skill is high relative to its
supply is more than for particular skill, recruitment will be relatively easier.

 Unemployment situation
The rate of unemployment is yet another external factor its influence on the recruitment
process. When the employment rate in an area is high, the recruitment process tends to
simpler. The reason is not difficult to seek. The number of application is expectedly very
high which makes easier to attract the best-qualified applications. The reserve is also true.
With low rate of unemployment, recruiting process tend to become difficult.
.
 Labor laws
There are several labor laws and regulations passed by the central and state governments
that govern different type of employment. These cover working condition, compensation,
retirement benefits, safety and health of employee in industrial undertakings. The child
Labour Act, 1986; example prohibits employment of children in certain employments.
1.3.4 SOURCES OF RECRUITMENT

 INTERNAL SOURCES
 Present employees:
Promotions and transfer from among the present employees can be good sources of
recruitment. Promotion implies upgrading of an employee to a higher position
carrying higher status, pay and responsibilities. Promotion from among the present
employees is advantageous because the employees promoted are well acquainted with
the organization culture, they get motivated and it is cheaper also. Promotion from
among the person employees also reduces the requirement of job training. However,
the disadvantage lies in limiting the choice of the few people and denying hiring of
outsiders who may be better qualified and skilled. Furthermore, promotion from
among present employees also results in inbreeding, which creates frustration among
those not promoted. Transfer refers to shifting an employee from one job to another

12
without any change in the position/post, status and responsibilities. The need for
transfer is felt to provide employees a broader and carried base, which is considered
necessary for promotion. Job rotation involves transfer of employees from one job to
another job on the lateral basis.

 Former employees:
Former employees are another source of applicant for vacancies to be filled up in the
organization. Retired or retrenched employees may be interested to come back to the
company to work on the part time basis. Similarly, some former employees who had
left the organization for any reason, any come back to work. This source has
advantages of hiring people whose performance is already known to the organization.

 Employee referrals:
These are are yet another internal source of recruitment. The existing employees refer
to the family members, friends and relatives to the company potential candidates for
the vacancies to be filled up in the organization. The source serves as the most
effective methods of recruiting people in the organizations because refer to those
potential candidates who meet the company requirement known to them from their
own experience. The referred individuals are expected to be the similar in type in the
of race and sex, for example, to those who are already working in the organization.

 Previous applicant:
This is considered as internal source in the sense that applications from the potential
candidates are already lying with organization. Sometimes organization contacts
though mail or messengers these applicants to fill up the vacancies particularly for
unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES:

Now, evaluate the internal source of recruitment. Obviously, it can be done in terms
of its advantages and disadvantages the same are spelled out as follows:

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ADVANTAGES:
The advantages of the internal source of recruitment include the following:

 Familiarity with own employees:

The organizations have more knowledge and familiarity with the strengths and
weaknesses of its own employees than of strange on unknown outsiders.

 Better use of talent:

The policy of internal recruitment also provides an opportunity to the organization to
make a better use of talents internally available and to develop them further and
further.

DISADVANTAGES:
The main drawback associated with internal recruitment is as follows:

 Limited choice:
Internal recruitment limits its choice to the talents available within the organization.
Thus, it denies tapping of talents available in the vast labor market outside the
organization. Moreover, the internal recruitment serves as a means for “inbreeding”,
which is never healthy for the future organizations.

 Discourage competition:
In the system, the internal candidates are protected from competition by not given
opportunity to otherwise competent candidates from outside the organization. This in
turn, develops a tendency among the employees to take the promotion without
showing extra performance.

 Stagnation of skills:
With the feeling that the internal candidates will surely get promoted, their skill in the
long run may become stagnant or obsolete. If so, the productivity and sufficiency of
the organization, in turn, decreases.

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  EXTERNAL SOURCES
External sources of recruitment lie outside the organization.These out numbersinternal
sources. The main ones are listed as follows:

 Employment exchanges:
The national commission labor (1969) observed in its report that in the pre-
independence era, the main source of labor war rural areas surrounding the
industries. Immediately after independence, national employment services were
established to bring employer and job seeker together. In response to it, the
compulsory notification of vacancies act of 1959 (Commonly called employment
exchange act) was instituted which become operative in 1960.the main functions of
these employment exchanges with the branches in most cities are registration of job
seeker and tier placement in the notified vacancies. It is obligatory for employer to
inform about the outcome of selection within 15 days to the employment exchange.
Employment exchange is particularly useful in recruiting blue-collar, white- collar
and technical workers.
 Advertisement:
This method of the recruitment can be used for jobs like clerical, technical, and
managerial. The higher the position in organization, the more specialized the skills or
the shorter the supply of that resources in the labour market, the more widely
dispersed the advertisement are likely to be. For instance, search for a top executive
might include advertisements in a national daily like the Hindu. Some employers
advertise their post by giving them post box number of name of some recruiting
agency. This is done particularly keep own identity secret to avoid unnecessary
correspondence with the applicants. However the disadvantage of these blind
advertisement, i.e., post box number is that the potential job seekers are hesitant
without unknowing the image of the organization, on the one hand, and the bad
image/ reputation that the blind advertisement have received because of the
organizations that placed such advertisements without position lying vacant just to
know supply of labor/ workers in the labor market, on the other. While preparing

15
advertisement, a lot of care has to be taken to make it clear and to the point. It must
ensure that some self-selection among applicant take place and only qualified
applicant responds the advertisement copy should be prepared by using a four-point
guide called AIDA . The letters in the acronym denote that advertisement should
attract Attention, gain Interest, arouse a Desire and result in action.
However, not many organizations mention complete detail about job positions in
there advertisement. What happened is that ambiguously worded and broad-based
advertisements may generate a lot irrelevant application, which would, by necessity,
increasing the cost of processing them.

 Campus Recruitment:
This is other source of recruitment. Though campus recruitment is common
phenomenon particularly in the American organizations, it have made rather recently.
Of late, some organizations such as HCL, L&T, Citibank, Cadbury ANZ Grind
lays, etc., in India have started visiting educational and training institute/ campuses
for recruitment purposes. Many Institutes has regular placement cells / offices to
serve liaison between the employer and the students.

 Deputation:
Another source of recruitment is deputation i.e., sending employees to another
organization for the short duration of two to three years. This method of recruitment is
practice in pretty manner, in the Government department and public sector
organization does not have to incurred the initial cast of induction and training.
However, the disadvantages of the of deputation is that deputation period of two/three
year is not enough for the deputed employee to provide employee to prove his/her
mettle, on the one hand, and develop commitment with organization to become part of
it, on the other.

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EVALUATION OF EXTERNAL SOURCES:
Like internal sources of recruitment, external sources are mixed of advantages and
disadvantages.

ADVANTAGES:

 Open process:
Being a more open process, it is likely to attract a large number of applicants. The, in
turn, widen it option of selection.

 Availability of Talented Candidates:

With a large pool of applicants, it becomes possible for organization to have talented
candidates from the outside. Thus, it introduces new blood in the organization.
DISADVANTAGES:
However, the external sources of recruitment suffers from certain disadvantages too,
these are:

 Expensive and time consuming:

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

 Unfamiliarity with Organization:

As candidates some outside the organization, they are not familiar with tasks, job
nature and the international scenario of the organization.

 Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the
hard work. This, in turn, boils down to decreasing productivity of the organization.

17
1.3.6 RECRUIMENT PROCESS
As stated earlier, recruitment is the process of location, identifying, and attracting
capable applications for jobs available in an organization. Accordingly, the
recruitment process comprises the following five steps:

 Recruitment planning;

 Strategy Development;

 Searching;

 Screening;

 Evaluation and Control.

Recruitment Planning:
The first involved in the recruitment process is planning. Hire, planning involves to
draft a comprehensive job specification for the vacant position, outline its major and
minor responsibilities; the skills, experience and qualifications needed; grade and
level of pay; starting date; whether temporary or permanent; and mention of any
special condition, if any, attached to the job to be filled.

Strategy Development:
Once it is known how many with what qualification of candidates are required, the
next step involved in this regard is to device a suitable strategy for recruitment the
candidates in the organization. The strategic considerations to be considered may
include issues like whether to prepare the required candidates themselves or hire it
from outside, what type of recruitment method to be used, what geographical area be
considered, for searching the candidates, which source of recruitment to be practiced,
and what sequence of activities to be followed in recruiting candidates in the
organization.

18
 Searching:
This step involves attracting job seekers to the organization.
There are broadly two source used to attract candidates. These are:

 Internal Sources

 External Sources.

Screening:-
Through some people view screening as the starting point of selection, we have
considered it as an integral part of recruitment. The reason being that selection process
starts only after the application have been screened and short listed.
Let it be explained with an example. In the Universities, applications are invited for
filling the post of Professors. Application received in respond to invitation, i.e.
advertisement are screened and short listed on the basis of eligibility and suitability.
Then, only the screened applicant are invited for seminar presentation and personal
interview. The selection process starts from here, i.e., seminar presentation or
interview. Job specification is invaluable n screening. Applications are screened
against the qualification, knowledge, skills, abilities, interest and experience
mentioned in the job specification. Those who do not qualify are straightway
eliminated from the selection process. The techniques used for screening candidates
are varying depending on the source of supply and method used for recruiting.
Preliminary applications, de-selections tests and screening interviews are common
techniques used for screening the candidates.

Evaluation and control:

Given the considerable involved in recruitment process, its evaluation and control is,
therefore, imperative. The costs generally incurred in a recruitment process include:
 Salary of recruiters;
 Cost of time spent for preparing job analysis, advertisement, etc;
 Administrative expenses;

19
  Cost of outsourcing or overtime while vacancies remain unfilled;
 Cost incurred in recruiting unsuitable candidates.

1.3.7 SELECTION
MEANING AND DEFINITION
Selection is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is:-
“It is the process of differentiating between applicants in order to identify (and
here) those with a greater likelihood of success in a job.’’
Recruitment and selection are the two crucial in HR process and are often used
interchangeably. There, however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees to
apply for jobs, selection is concerned with picking the right candidates from the pool of
applicants. Recruitment is said to be positive in its approach as it seeks to attract as many
candidates as possible. Selection, on the other hand, is negative in its application in as it
seeks to eliminate as many unqualified applicants as possible in order to identify the right
candidates.

1.3.8 ROLE OF SELECTION

The role of selection in an organization’s effectiveness is crucial for at least, two reasons;
first, work performance depends on individuals. The best way to improve performance is
to hire people who have the competence and the willingness to work. Arguing from the
employee’s viewpoint, poor or inappropriate choice can be demoralizing to the individual
concerned (who finds himself or herself in the wrong job) and de-motivating to the rest of
the workforce. Effective selection, therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks about volumes of the
selection. Costs of wrong selection are greater.

20
1.3.9 STEPS IN SELECTION PROCESS

Fig No. 1.3 SELECTION PROCESS

1.3.10 RECRUITMENT AND SELECTION PROCESS IN

KOHINOOR CARPETS
The recruitment and selection procedure followed by Kohinoor Carpets is as follows
(Some steps may be interchanged in order, depending on the situation):
1. A Need Assessment is carried out as to how many people will be required and at
what level(s). These would normally include Management Trainees or other
recruits at middle or lower levels.
2. A Talent Acquisition Request form (TAR) is filled in case of any openings, based
on which Job Profile and other details are laid out. This is filled by the H.R head
of the respective operating division which has to be approved by the business
head.
3. On the basis of the nature of job and present employee inventory, skills, the HR
Department decides whether to go for Internal Recruitment or External
Recruitment.
4. In case of Internal Recruitment, a Job Posting is made on the notice boards of the
company for the employees to make applications.

21
5. In case of External Recruitment, the sources for applicants would include
consultants, media such as newspapers, online applications through Kohinoor’s
website.
6. After receiving applications, they are first short listed.
7. At junior level, candidate’s machine handling is checked.
8. Candidates for the senior post have to give a psychometric test which is self
designed by the company itself. This test checks on the functional knowledge,
communication skills, interpersonal skills, commercial skills of the candidates.

22
 CHAPTER-2
LITERATURE REVIEW

23
 CHAPTER: 2 LITERATURE REVIEW
2.1 LITERATURE REVIEW
In order to comprehensively answer our research questions we have reviewed literature
on recruitment & selection. To appreciate the specific nature of recruitment and selection,
it was essential that we first explored general recruitment and selection literature.

Stewart and Knowles e.t. al. (2019) studied the topic and find that the research
conducted on recruitment and selection and greater weight was placed on current trends
in recruitment and selection rather than a detailed account of the history of recruitment
and selection.

Marchington and Wilkinson (2018) studied the topic and find that the fundamental
importance of recruitment and selection is presented in the research explaining it as a way
of managing an organisation’s human resources

Barber (2016) studied the topic and find that in conduct of research recruitment is
defined as ‘[the] practices and activities carried on by the organisation with the primary
purpose of identifying and attracting potential employees.

Boudreau and Rynes (2016) studied the topic and find that the findings of a study are
that selection involves practices that allow organisations to predict future performance of
candidates and assist in the final decision-making process.

Breaugh and Starke (2015) studied the topic and find that emerging noticeable trends
have been found in recruitment and selection. Earlier the objective of recruitment was to
attract a high quantity of applicants and job fit was the sole consideration.

Robert (2015) studied the topic and concluded that there has been an increase in the
diversity of recruitment objectives he identified numerous objectives including; ‘future
work, mobility in and out of the organization, interaction with a wide range of potential

23
colleagues, fit with the current ‘social’ environment of customers, suppliers, culture and
the ‘physical’ environment, particularly technology.

Cath Hancock (2014) studied the topic and concluded that two articles addressing aspects
of the recruitment and selection process are supplied. The article concentrates on the pre-
interviews process but also looks briefly at post-interview issues.

Barber (2012) studied the topic and find that three stages of the recruitment process have
been identified;’ generating applicants, maintaining applicant status and influencing job
choice decisions.

Breaugh (2011) studied the topic and find that a more comprehensive model
incorporating earlier recruitment stages such as setting objectives to guarantee overall
effectiveness of the process and maintain attraction of the candidates, ongoing
communication should be employed have been provided in the research conducted.

Breaugh and Billings (2009) studied the topic and find to attract potential candidates,
employers have to carefully construct the message they will communicate

Breaugh and Starke (2008) studied the topic and find that the message has to be
credible, consistent and realistic in order to meet applicants’ expectations and to ensure
psychological contract is not breached.

Torrington e.t. al.. (2008) studied the topic and stated that the ‘key is to build on any
aspect, that is distinct from that offered by [competing organisations] in the same broad
applicant pool.’

Richard Lee (2007) studied the topic and stated that in conduct of a research many
factors are considered which influence staff recruitment in the current economic climate
and debates what are seen as the four main dilemmas: flexibility versus security; control
versus empowerment; “competence” versus learning and comfort versus challenge.

24
Jean M. Barclay (2006) studied the topic and find that a larger study has been performed
into organizations’ use of structured interviewing techniques. Reasons for continued
popularity of interviewing in selection, despite its shortcomings were discussed and also
consider the use of two structured interviewing techniques to improve selection:
behavioral and situational questioning. The findings of a large scale survey of UK
organizations’ use of these techniques were presented. The use of structured interviewing
is rapidly increasing and is used by all sizes of organization. Behavioral interviewing is
being used more than situational interviewing, and many respondents use both
techniques. Structured techniques are most commonly used for management posts.
Discusses links with competency based HRM and roles of line managers and HR
specialists in selection. Areas for further research are outlined.

Cheri Ostroff (2005) studied the topic and find that the multi-level perspective on
selection offered by Ployhart and Schneider; it provides an important framework for
enhancing the utility for selection procedures. By examining relationship between
predictors and criteria across multiple levels of analysis, new insights into how the
selection process contributes to group and organizational performance and effectiveness
can be gleaned.

25
 CHAPTER-3
RESEARCH METHODOLOGY

26
 CHAPTER: 3 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. It may be
understood as science of studying how research is done systematically. In fact, research is
an art of the scientific investigation.
The procedure adopted for conducting the research requires a lot of attention as it has
direct bearing on accuracy, reliability and adequacy of results obtained. Research
methodology is a way to systematically study and solve the research problems.
According to Clifford Woody, “Research Methodology comprise of defining &
redefining problems, collecting, organizing &evaluating data, making deductions
&researching to conclusions.”
Accordingly, the methodology used in this project is as follows: -

 Defining the objectives of the study

 Framing of questionnaire keeping objectives in mind (considering the objectives)
 Feedback from the employees
 Analysis of feedback
 Conclusion, findings and suggestions.

3.1. JUSTIFICATION OF THE STUDY

The study is significant as it helps to know the recruitment and selection techniques of a
manufacturing concern. HR management plays a vital role in today’s business firms. It is
a very challenging part of Business Management. Proper recruitment and selection
programs are very compulsory for every organization in today’s Competitive Business
Environment. In modern era, it is very necessary to have multi skilled employees so that
productivity can be increased. The study explains the recruitment and selection
techniques used by the organization and also helps to know its sources. The study helps
to know how the company is using recruitment and selection methods as a tool to get the
competitive advantage in the industry and to enhance the efficiency of their organization.
So the study becomes relevant to understand the process of recruiting and selecting
potential employees in the manufacturing concern.

26
3.2 SCOPE
1. This study will provide a value insight on the recruitment and selection process
being followed by Kohinoor Carpets.

2. This study will help to get the practical knowledge in employee hiring in the
organization.

3. The study will equip me for my future in H. R. M.

4. This study gives some suggestions for making the present recruitment and
selection system more effective.

5. It gives organization the direction, how to hire different level employees

differently.
The study was conducted during the eight weeks training in the HR Department on the
“STUDY OF RECRUITMENT AND SELECTION PROCESS”.

3.3 OBJECTIVE OF THE STUDY

The basic objective of the project is to study the recruitment and selection process
followed by KOHINOOR CARPETS.

Sub objectives:
1. To know about the various steps and procedures involved in recruitment.
2. To study how the actual process of recruitiment and selection is carried out in the
organization.
3. To know the new techniques of hiring people used by organizations.

27
3.4. RESEARCH DESIGN

The research design used in this project is Descriptive in nature. Descriptive research
includes surveys and fact-finding enquiries of different kinds. The main purpose of this
descriptive research is description of the state of affairs as it exists at present.

3.4.1. WHY DESCRIPTIVE TYPE RESEARCH METHODOLOGY?

As the study was conducted on the recruitment and selection process, so the practices
followed by Kohinoor Carpets have been studied and its main procedures for
RECRUITIMENT AND SELECTION are viewed. As the main characteristic of
descriptive research is that it has no control over the variables; it can only report what has
happened or what is happening so here descriptive research has been used.

3.5. SAMPLE DESIGN

The sample design used in this study is RANDOM SAMPLING.

3.5.1. UNIVERSE

In statistics, universe or population means an aggregate of items about which we obtain

information. A universe or population means the entire field under investigation about
which knowledge is sought. A population can be of two kinds (i) Finite and (ii) Infinite.
In a finite population, number of items is definite such as, numbers of students or teacher
in a college. On the other hand, an infinite population has infinite number of items e.g.
no. of stars in a sky, no. of water drops in an ocean, no. of leaves in a tree or no. of hairs
on the head.

But in this training report, only finite population is used as “ALL THE EMPLOYEES
OF KOHINOOR CARPETS PANIPAT”.

3.5.2 SAMPLE UNIT

An Employee of KOHINOOR CARPETS

28
3.5.3 SAMPLE SIZE

A part of population is called sample. In other words, selected or sorted units from the
population are known as sample. In fact, a sample is that of the population which we
select for the purpose of investigation.

In this Training report, the sample size of this study is 100 employees and 5 recruiters.

3.6. METHODS OF DATA COLLECTION

To determine the appropriate data for research mainly two kinds of data was collected
1) Primary Data
2) Secondary Data
Primary data: - Primary data are to be collected by the researcher, they are not present
in reports or journals etc. and can be collected through a number of method
Secondary data: - Secondary data are the data collected for some purpose other than the
research situation; such data are available from the sources such as books, company
reports, journals, rating organization, census department etc . The secondary data are
readily available and therefore they are less costly and less time consuming. Sources of
secondary data are
 Internet.
 Book and Journals.
 Company manual.
 Research work of others.

DATA USED FOR THE STUDY

For the study conducted both kind of data have been used, primary as well as secondary.

PRIMARY DATA- With the help of questionnaire and researcher’s own observation.

SECONDARY DATA- With the help of internet and company manuals.

29
3.7. LIMITATIONS OF THE STUDY
 Limitation is regarding the sample selection.
 Limited time for conducting the study.
 Lack of interest of respondents.
 Findings are based on the views expressed by the respondents of different
occupation, age and sex so it may suffer from biased prejudices.
 The study has not been intended on a very large scale, have the possibility of
errors, which can’t be ruled out.
 Lack of awareness and knowledge among the selected sample unit.
 Some of the workers did not respond properly as they thought HR Department
was carrying on some performance assessment on the basis of their responses.
 It was found that some workers were not really satisfied with their present job in
the organization. They were little confused.

30
 CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION

31
 CHAPTER: 4 DATA ANALYSIS AND INTERPRETATION

1. ANALYSIS OF QUESTIONNAIRE FOR EMPLOYEES

1. EMPLOYEE’S MODE OF RECRUITMENT
Table No. 4.1.1 MODE OF RECRUITMENT

OPTIONS NO. OF % OF RESPONDENTS

RESPONSES(N=100)
A: Employee referral 76 76%
B: Web portal 0 0
C: Placement agency 0 0
D: Advertisement 4 4%
E: Any other 20 20%

Source: Primary Data

MODE OF RECRUITMENT

A
D, 4%
E, 20%
C, 0% B
B, 0% C
A, 76%
D
E

Fig No. 4.1.1 MODE OF RECRUITMENT

INTERPRETATION
From above table and figure it can be seen that 76% of respondents said that their mode
of recruitment is employee referral while only 4% said advertisement and 20% said any
other so it is interpreted that employee referral is the main mode of recruitment in the
organization.

31
 2. EMPLOYEE’S METHOD OF SELECTION
Table No. 4.1.2 METHOD OF SELECTION
OPTIONS NO. OF % OF RESPONDENTS
RESPONSES(N=100)
A: Written test 0 0
B: Medical test 0 0
C: Interview 85 85%
D: Other 15 15%

Source: Primary Data

METHOD OF SELECTION

85
90
80
70
60
% OF
50
RESPONDENTS
40
30 15
20
10 0 0
0
A B C D
OPTIONS

Fig No. 4.1.2 METHOD OF SELECTION

INTERPRETATION
From above table and figure it can be seen that 85% of respondents said that their method
of selection is interview while 15% said other and no one said written test and medical
test so it is interpreted that interview is the main method of selection in the organization.

32
3. DURATION OF RECRUITMENT AND SELECTION PROCEDURE OF THE
COMPANY
Table No. 4.1.3 DURATION OF RECRUITMENT PROCEDURE
OPTIONS NO. OF % OF RESPONDENTS
RESPONSES(N=100)
A:1-2 days 81 81%
B: Up to 1 week 19 19%
C: Up to 1 month 0 0%
sD: More 0 0%
Source: Primary Data

DURATION OF RECRUITMENT PROCEDURE

C, 0% D, 0%

B, 19% A

B
A, 81%
C

Fig No. 4.1.3 DURATION OF RECRUITMENT PERIOD

Fig No. 4.1.3 DURATION OF RECRUITMENT PROCEDURE

INTERPRETATION
From above table and figure it can be seen that 81% of respondents said that duration of
recruitment procedure is 1-2 days while 19% said up to 1 week and no one said a month
or more so it can be interpreted that duration of recruitment procedure is quite short.

33
 4. TIME TAKEN FOR GIVING THE FINAL APPROVAL OF SELECTION
BY THE COMPANY

Table No. 4.1.4 TIME TAKEN TO GIVE FINAL APPROVAL

OPTIONS NO. OF % OF RESPONDENTS
RESPONSES(N=100)
A: Too much 16 16%
B: About right 64 64%
C: Too little 20 20%
Source: Primary Data

TIME TAKEN TO GIVE FINAL APPROVAL

C A
20% 16%

B
64%

Fig No. 4.1.4 TIME TAKEN TO GIVE FINAL APPROVAL

INTERPRETATION
From above table and figure it can be seen that 64% of respondents said that time taken
by the company for giving the final approval of selection is about right while 16% &20%
said too much and too little respectively so it can be interpreted that the time taken for
approval of selection by the company is satisfactory.

34
5. RATING OF RECRUITIMENT AND SELECTION PROCEDURE

Table No. 4.1.5 RATING OF RECRUITIMENT PROCEDURE

SCALE NO. OF % OF RESPONDENTS
RESPONSES(N=100)
A: Very short 0 0%
B: Short 23 23%
C: Average 67 67%
D: Long 7 7%
E: Very long 3 3%
Source: Primary Data

RATING OF RECRUITMENT PROCEDURE

80
% OF RESPONDENTS

67
70
60
50
40 % of Respondents
30 23
20
7
10 0 3
0
A B C D E
SCALE

Fig No. 4.1.5 RATING OF RECRUITMENT PROCEDURE

INTERPRETATION
From above table and figure it can be seen that 67% of respondents said that length of r&
s procedure is average while 23% said it is short and 7%&3% said long and very long
respectively so it can be interpreted that Recruitiment and Selection procedure of the
organization is of average length.

35
 6. SATISFACTION OF EMPLOYEES REGARDING THEIR PRESENT JOB

Table No. 4.1.6 SATISFACTION OF MALES AND FEMALES REGARDING

THEIR PARENT JOB
SCALE MALE (62) % FEMALE (38) %
A: Completely satisfied 20 32 10 26
B: Very satisfied 12 20 5 13
C: Neither satisfied nor dissatisfied 25 40 15 40
D: Somewhat dissatisfied 5 8 8 21
E: Very dissatisfied 0 0 0 0
Source: Primary Data

SATISFACTION OF MALES AND FEMALES

REGARDING THEIR PRESENT JOB

40 4040
35 32
30
26
% OF 25
20 21
RESPONDENT 20 MALE
S 15 13 FEMALE
10 8
5
0 0
0
A B C D E
SCALE

Fig No. 4.1.6 SATISFACTION OF MALES AND FEMALES REGARDING

THEIR PARENT JOB

INTERPRETATION
From above table and figure it can be seen that 32% of males & 26% females said that
they are completely satisfied while 20% males &13% females are very satisfied. 40% of
both are neither satisfied nor dissatisfied with there present job. 8% & 5% are somewhat
dissatisfied and no one is very dissatisfied so there seems that the true information might
have been hided and there is confusion regarding the conclusion.

36
 7. LIKELINESS OF EMPLOYEES TO BE ASSOCIATED WITH
ORGANISATION FOR NEXT 5 YEARS
Table No. 4.1.7 LIKELINESS TO BE ASSOCIATED WITH ORGANISATION
FOR
NEXT 5 YEARS
SCALE NO. OF % OF RESPONDENTS
RESPONSES(N=100)
A: Extremely likely 12 12
B: Likely 38 38
C: Neutral 25 25
D: Unlikely 21 21
E: Extremely unlikely 4 4
Source: Primary Data

LIKELINESS TO BE ASSOCIATED WITH

ORGANISATION FOR NEXT 5 YEARS

38
% OF RESPONDENTS

40

30 25
21
20 % of respondents
12
10 4

0
A B C D E
SCALE

Fig No. 4.1.7 LIKELINESS TO BE ASSOCIATED WITH ORGANISATION FOR

NEXT 5 YEARS
INTERPRETATION
From above table and figure it can be seen that 38% of respondents said that they would
like to be associated with the organization for next 5 years while 25% are neutral and12%
said that they extremely like to be here so it can be interpreted from this that most of the
employees are quite satisfied here so it tells there satisfaction for present job in the
organization.

37
 8. EMPLOYEE’S LEVEL OF TRUST AND CONFIDENCE IN SENIOR BOSS

Table No. 4.1.8 LEVEL OF TRUST AND CONFIDENCE IN SENIOR BOSS

SCALE NO. OF % OF RESPONDENTS
RESPONSES(N=100)
A: High 19 19%
B: Fairly well 23 23%
C: Moderate 43 43%
D: Low 15 15%
E: Not at all 0 0%
Source: Primary Data

LEVEL OF TRUST AND CONFIDENCE IN SENIOR

BOSS

50
43
RESPONDENTS

40
% OF

30
23
20 19
15 % of respondents
10
0
0
A B C D E
SCALE

Fig No. 4.1.8 LEVEL OF TRUST AND CONFIDENCE IN SENIOR BOSS

INTERPRETATION
From above table and figure it can be seen that 43% of respondents said that there is a
moderate level of trust and confidence in their senior boss while 23% said it is fairly well
and 19% as high and 15% as low so there is a situation of confusion regarding this but
more strength is at good level so trust and confidence in senior be may be quite
satisfactory.

38
 9. SATISFACTION OF EMPLOYEES REGARDING PRESENT METHOD OF
RECRUITIMENT AND SELECTION BEING FOLLOWED BY
ORGANISATION

Table No. 4.1.9 SATISFACTION REGARDING PRESENT METHOD OF R&S

BEING FOLLOWED
SCALE MALE (62) % FEMALE (38) %
A: Completely Satisfied 5 8 2 5
B: Very satisfied 37 60 22 58
C: Neither satisfied nor dissatisfied 15 24 11 29
D: Quite dissatisfied 5 8 3 8
E: Very dissatisfied 0 0 0 0
Source: Primary Data

SATISFACTION REGARDING PRESENT METHOD

OF R&S BEING FOLLOWED

60 6058

50

% OF 40
RESPONDENT 30 29
24 MALE
S 20
FEMALE
10 8 8 8
5
0 0
0
A B C D E
SCALE

Fig No. 4.1.9 SATISFACTION REGARDING PRESENT METHOD OF R&S

BEING FOLLOWED
INTERPRETATION
From above table and figure it can be seen that 60% of males & 58% of females are very
satisfied with the present method of Recruitiment and Selection being followed by the
organization while 24% of males & 29% of females are neutral regarding this. So it can
be interpreted that RECRUITIMENT AND SELECTION procedure of the organization
is quite effective and the employees are satisfied with this.

39
10. RATING OF HR PRACTICES OF COMPANY

Table No. 4.1.10 RATING OF HR PRACTICES

SCALE NO. OF % OF RESPONDENTS

RESPONSES(N=100)
A: Excellent 27 27
B: Good 44 44
C: Average 25 25
D: Bad 4 4
E: Very bad 0 0
Source: Primary Data

RATING OF HR PRACTICES

50 44
% OF RESPONDENTS

40

30 27 25
% of respondents
20

10 4
0
0
A B C D E
SCALE

Fig No. 4.1.10 RATING OF HR PRACTICES

INTERPRETATION
From above table and figure it can be seen that 44% of respondents said that hr practices
of the organization are good while 27% said these are excellent, 25% said these as
average and only 4% said as bad so it can easily be interpreted that hr pr4actices of the
organization are good and its employees are satisfied with these.

40
 2. ANALYSIS OF QUESTIONNAIRE FOR RECRUITERS
1. TIME LAG BETWEEN GETTING REQUISITION LETTER FROM
VARIOUS DEPARTMENTS AND GETTING ADEQUQTE POOL OF
CANDIDATES FOR RECRUITMENT

Table No. 4.2.1 TIME LAG BETWEEN GETTING REQUISITION LETTER AND
ADEQUATE POOL OF CANDIDATES
OPTIONS NO. OF % OF RESPONDENTS
RESPONSES(N=5)
A: Less than a month 3 60%
B: One month 2 40 %
C: Two months 0 0%
Source: Primary Data

TIME LAG BETWEEN GETTING REQUISITION

LETTER AND ADEQUATE POOL OF CANDIDATES

One month Two months

40% 0%
Less than a month
Less than a One month
month Two months
60%

Fig No. 4.2.1 TIME LAG BETWEEN GETTING REQUISITION LETTER AND
ADEQUATE POOL OF CANDIDATES
INTERPRETATION
From above table and figure it can be seen that 60% of respondents said that time lag
between getting requisition letter from various departments and getting adequate pool of
candidates is less than 1 month while 40% said it is exactly 1 month so it can be
interpreted easily that time taken to get applications is between 1 month and the recruiters
are quite time efficient.

41
 2. SOURCES MAINLY USED BY ORGANISATION FOR RECRUITMENT
PURPOSE

Table No. 4.2.2 SOURCES USED BY ORGANISATION

OPTIONS NO. OF % OF RESPONDENTS
RESPONSES(N=5)
A: Internal 0 0%
B: External 0 0%
C: Both 5 100%
Source: Primary Data

SOURCES USED BY ORGANISATION

100
100
80

% OF 60
RESPONDENT
40
S % OF RESPONDENTS
20 0 0
0
Internal External Both
OPTIONS

Fig No. 4.2.2 SOURCES USED BY ORGANISATION

INTERPRETATION
From above table and figure it can be seen that 100% of respondents said that they use
both sources of recruitment. It means the organization recruits using both internal and
external sources.

42
3. SOURCES USED FOR INTERNAL RECRUITMENT

Table No. 4.2.3 INTERNAL SOURCES USED

OPTIONS NO. OF % OF RESPONDENTS
RESPONSES(N=5)
A: Present employees 0 0%
B: Former employees 1 20%
C: Employee referrals 3 60%
D: Previous applicant 1 20%
Source: Primary Data

INTERNAL SOURCES USED

Present
employees
Previous applicant Former employees
20% 0% 20%
Present employees
Former employees
Employee referrals
Previous applicant
Employee
referrals
60%

Fig No. 4.2.3 INTERNAL SOURCES USED

INTERPRETATION
From above table and figure it can be seen that 60% of respondents said that they use
employee referrals for internal recruitment while 20% said that former employees and
previous applicants are used so it can be interpreted that mostly reference of employees
are used but sometimes former employees and previous applicant can also be called.

43
4. SOURCES USED FOR EXTERNAL RECRUITMENT

Table No. 4.2.4 EXTERNAL SOURCES USED

OPTIONS NO. OF % OF RESPONDENTS

RESPONSES(N=5)
Advertisements 4 80%
Professional associations 0 0%
Web portals 1 20%
Source: Primary Data

EXTERNAL SOURCES USED

80
80
70
60
% OF 50
40
RESPONDENTS 30 20
20
10 0
0
Advertisements Professional Web portals
associations
OPTIONS

Fig No. 4.2.4 EXTERNAL SOURCES USED

INTERPRETATION
From above table and figure it can be seen that 80% of respondents said that they use
advertisements for external recruitment while 20% said web portals so it can be
interpreted that advertisements are the main source of recruitment in the organization.

44
 5. BACKGROUND CHECKS PERFORMED BY COMPANY

Table No. 4.2.5 PERFORMANCE OF BACKGROUND CHECKS BY COMPANY

SCALE NO. OF % OF RESPONDENTS
RESPONSES(N=5)
A: Almost always 0 0%
B: Mostly always 1 20%
C: Sometimes 4 80%
D: Rarely 0 0%
E: Not at all 0 0%
Source: Primary Data

PERFORMANCE OF BACKGROUND CHECKS BY

COMPANY
% OF RESPONDENTS

100
80
80
60
% OF RESPONDENTS
40
20
20
\ 0 0 0
0
A B C D E
SCALE

Fig No. 4.2.5 PERFORMANCE OF BACKGROUND CHECKS BY COMPANY

INTERPRETATION
From above table and figure it can be seen that 80% of respondents said that they perform
background checks only sometimes while 20% said mostly always so it can be
interpreted that background checks are not given much importance in the organization.

45
6. HELP OF BACKGROUND CHECK IN KNOWING THE CANDIDATE

Table No. 4.2.6 HELP OF BACKGROUND CHECKS IN KNOWING THE

CANDIDATE

OPTIONS NO. OF % OF RESPONDENTS

RESPONSES(N=5)
Yes 3 60%
No 0 0%
To some extent 2 40%
Source: Primary Data

HELP OF BACKGROUND CHECKS IN KNOWING THE CANDIDATE

To som e
extent
40% Yes
60%
No
0%

Fig No. 4.2.6 HELP OF BACKGROUND CHECKS IN KNOWING THE

CANDIDATE

INTERPRETATION
From above table and figure it can be seen that 60% of respondents said that background
checks help in knowing about the candidate while 40% said to some extent so it can be
interpreted that background checks are mostly helpful.

46
7. TURNOVER LEVEL OF EMPLOYEES IN THE ORGANISATION

Table No. 4.2.7 TURNOVER LEVEL OF EMPLOYEES

OPTIONS NO. OF % OF RESPONDENTS

RESPONSES(N=5)
Low 0 0
Medium 3 60
High 2 40
Source: Primary Data

TURNOVER LEVEL OF EMPLOYEES

Low
0%
High
40% Low
Medium
Medium High
60%

Fig No. 4.2.7 TURNOVER LEVEL OF EMPLOYEES

INTERPRETATION
From above table and figure it can be seen that 60% of respondents said that the turnover
level of employees is medium in the organization while 40% said it high so there seems
to be a weak retention policy in the organization and more of employees leaves the
organization.

47
8. RETENTION POLICY FOLLOWED BY THE ORGANISATION

Table No. 4.2.8 RETENTION POLICY FOLLOWED BY ORGANISATION

OPTIONS NO. OF % OF RESPONDENTS
RESPONSES(N=5)
Yes 5 100%
No 0 0%
Source: Primary Data

RETENTION POLICY FOLLOWED BY ORGANISATION

120
% OF RESPONDENTS

100
100
80
60 % OF RESPONDENTS
40
20
0
0
Yes No
OPTIONS

Fig No. 4.2.8 RETENTION POLICY FOLLOWED BY ORGANISATION

INTERPRETATION
From above table and figure it can be seen that 100% of respondents said that they follow
an employee retention policy in their organization but from previous question in can be
seen that their retention policy not working properly so they have to restructure it.

48
 9. IMPORTANCE GIVEN TO VARIOUS FACTORS WHILE SELECTION

Table No. 4.2.9 IMPORTANCE GIVEN TO VARIOUS FACTORS WHILE

SELECTION
FACTORS JUNIOR LEVEL MIDDLE LEVEL SENIOR LEVEL
EXPERIENCE 20% 20% 60%
QUALIFICATION 0% 40% 60%
COMMUNICATION 20% 40% 40%
Source: Primary Data

IMPORTANCE GIVEN TO VARIOUS FACTORS WHILE

SELECTION

JUNIOR LEVEL MIDDLE LEVEL SENIOR LEVEL

Fig No. 4.2.9 IMPORTANCE GIVEN TO VARIOUS FACTORS WHILE

SELECTION
INTERPRETATION
From above table it can be seen that experience is mainly required at the senior level as
60% opted for this.
For qualification, more respondents choosed the senior level but also the middle level
should be qualified as 40% have opted for this
For communication more respondents opted for middle level and senior level but it is also
required at the junior level.

49
 10. EXTENT TO WHICH THE PROCEDURE ADOPTED FOR
RECRUITIMENT AND SELECTION ENABLES TO GIVE RIGHT
PERSON AT RIGHT JOB

Table No. 4.2.10 EFFECTIVENESS OF R&S PROCEDURE

SCALE NO. OF % OF RESPONDENTS

RESPONSES(N=5)
A: To great extent 1 20%
B: To considerable extent 4 80%
C: To some extent 0 0%
D: To little extent 0 0%
E: Not at all 0 0%
Source: Primary Data

EFFECTIVENESS OF R&S PROCEDURE

100
% OF RESPONDENTS

80
80

60
% OF RESPONDENTS
40
20
20
0 0 0
0
A B C D E
SCALE

Fig No. 4.2.10 EFFECTIVENESS OF R&S PROCEDURE

INTERPRETATION
From above table and figure it can be seen that 80% of respondents said that the
procedure adopted by them for Recruitiment and Selection enables them to have right
person at the right job to a considerable extent.

50
 CHAPTER-5
FINDINGS, SUGGESTIONS AND
CONCLUSION

51
5.1 FINDINGS
 It was found that company uses both internal and external sources of recruitment
but employee referrals and internal notification is the main source of recruitment
in the organization.

 It was found that selection is mainly done through personal interviews by the
senior management and hr manager for office employees.

 It was found that different factors are given importance for different levels like
experience and qualification are given more importance for senior level.

 It was found that background checks performed by the company helps them in
knowing about the candidate.

 It was found that there is a confusion regarding the satisfaction of employees

regarding their present job in the organization.

 It was found that retention policy of the organization seems to be weak as the
employee turnover level is high in the organization.

 It was found that recruiters of the organization are satisfied with getting right
person for the right place so this shows the effectiveness of the recruitment and
selection procedure followed by the organization.

51
5.2 SUGGESTIONS
 More external sources should be used. Company should take help of placement
agencies if HR department alone cannot fulfill manpower requirement.

 Candidates called for interview should be allotted timings & it should not overlap
each other.

 Formulate selection criteria which are consistent with the job specifications: (ie,
only includes skills, experiences, etc that are required on a regular basis to carry
out the duties of the position).

 Be specific – for instance, does ‘communications skills’ refer to talking on the

phone to customers, writing reports for management, instructing technical
operators, inter-cultural skills or teamwork.

 The organization should restructure its retention policy, it may apply some
employee retaining techniques that would help to retain the competitive
employees in the organization.

 Organization should organize certain programmes for employees so that they

should be able to know their satisfaction level regarding their job in the
organization.

52
5.3 CONCLUSION
Thus it is concluded from this study that the human element of organization is the most
crucial asset of an organization. Taking a closer perspective -it is the very quality of this
asset that sets an organization apart from the others, the very element that brings the
organization’s vision into fruition.

Problem is well defined that to study the efficiency of recruitment and selection
procedure so that descriptive research design is used in this project. Sample of 100
respondents who are employees in the organization has been taken and 5 recruiters are
interviewed through a questionnaire and probability random sampling used in it.
It was generally seen at time of training different employees had different views
regarding the recruitment and selection procedure of the organization. Every effort has
been made to collect the unbiased information from supervisors and workers which may
be useful in fulfillment of the objectives kept in mind. Data has been collected from both
primary and secondary sources such as direct interview, questionnaire and company
records, manuals and further books referred. From feedback of the respondents
conclusion is that most of the employees are satisfied but changes are required as the
turnover level of employees is high and it is very important to retain the talent in this
competitive environment. Fresh blood with new ideas should also enter but the existing
talent should also be retained as they are the most experienced one.

Thus the overall conclusion of this project report is that, the recruitment and selection
process of Kohinoor Carpets is effective and most of the employees and staff are satisfied
with it. The procedure adopted by the company helps in getting the right person at the
right place in the organization.

53
BIBLIOGRAPHY

54
Websites

 www.kohinoorcarpets.com

 www.emaraldinsight.com

 www.springerlink.com

 www.carpetandrugpedia.com

BOOKS
 Gupta C.B “Human Resource Management” S.CHAND, Page no.(7.1-7.32)

 RAO.V.S.P ”Human Resource Management” EXCEL, Page no.(127-135

 Kothari .C.R” Business research methodology” NEW AGE PUBLICATION,

Page no. (100-120)

JOURNALS
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compulsive disorder. Molecular psychiatry, 18(7), 788.
 Chew, J., & Chan, C. C. (2008). Human resource practices, organizational
commitment and intention to stay. International journal of manpower, 29(6), 503-
522.
 Lai, C. L., Chien, R. N., Leung, N. W., Chang, T. T., Guan, R., Tai, D. I., ... &
Stephenson, S. L. (1998). A one-year trial of lamivudine for chronic hepatitis
B. New England Journal of Medicine, 339(2), 61-68.
 Boudreau, J. W., & Rynes, S. L. (1985). Role of recruitment in staffing utility
analysis. Journal of Applied Psychology, 70(2), 354.

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 Taylor, M. S., & Collins, C. J. (2000). Organizational recruitment: Enhancing the
intersection of research and practice.
 Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So many
studies, so many remaining questions. Journal of management, 26(3), 405-434.
 Roberts, A. R., & Ottens, A. J. (2005). The seven-stage crisis intervention model:
A road map to goal attainment, problem solving, and crisis resolution. Brief
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 Lai, C. L., Chien, R. N., Leung, N. W., Chang, T. T., Guan, R., Tai, D. I., ... &
Stephenson, S. L. (1998). A one-year trial of lamivudine for chronic hepatitis
B. New England Journal of Medicine, 339(2), 61-68.
 Breaugh, J. A. (2008). Employee recruitment: Current knowledge and important
areas for future research. Human Resource Management Review, 18(3), 103-118.
 Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So many
studies, so many remaining questions. Journal of management, 26(3), 405-434.
 Loree, H. M., Grodzinsky, A. J., Park, S. Y., Gibson, L. J., & Lee, R. T. (1994).
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 Barclay, J. M. (1999). Employee selection: a question of structure. Personnel
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 Schulte, M., Ostroff, C., & Kinicki, A. J. (2006). Organizational climate systems
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645-671.

56
ANNEXURES

57
QUESTIONNAIRE FOR EMPLOYEES

Name __________ Age_______ Gender________Experience_______

Please tick on appropriate box

1. What was your mode of recruitment?

A. Employee referral ( )
B. Web portal ( )
C. Placement agency ( )
| D. Advertisement ( )
E. Any other ( )

2. What was the method of your selection?

\x
A. Written test ( )
B. Medical test ( )
C. Interview ( )
D. Other ( )

3. How long is the recruitment procedure of the company?

A. 1-2 days ( )
X B. up to 1 week ( )
C. up to 1 month ( )
X D. more ( )

58
 4. How long you have to wait for getting the final approval of your selection by the
company?

A. Too much ( )
|B. About right ( )
| C. Too little ( )

5. How do you rate the recruitment procedure?

|A. Very short ( )

|B. Short ( )
|C. Average ( )
|D. Long ( )
E. Very long ( )

6. Are you satisfied with your present job in the organization?

A. Completely satisfied ( )
B. Very satisfied ( )
C. Neither satisfied nor dissatisfied ( )
D. Somewhat dissatisfied ( )
E. Very dissatisfied ( )

7. Do you like to be associated with the organization for next 5 years?

A. Extremely likely ( )
B. Likely ( )
C. Neutral ( )
D. Unlikely ( )
E. Extremely unlikely ( )

59
8. What is your level of trust and confidence in senior boss?

A. High ( )
B. Fairly well ( )
C. Moderate ( )
D. Low ( )
E. Not at all ( )

9. Are you satisfied with the present method being followed by the organization for
RECRUITIMENT AND SELECTION?

A. Completely Satisfied ( )
B. Very satisfied ( )
C. Neither satisfied nor dissatisfied ( )
D. Quite dissatisfied ( )
E. Very dissatisfied ( )

10. How do you rate the HR practices of the company?

A. Excellent ( )
B. Good ( )
C. Average ( )
D. Bad ( )
E. Very bad ( )

60
QUESTIONNAIRE FOR RECRUITER

Name __________ Age_______ |Gender________Experience_______

Please tick on appropriate box

1. What is the time lag between getting requisition letter from various departments
and getting adequate pool of candidates for recruitment?

A. Less than a month ( )

| B. One month ( )
C. Two months ( )

2. Which sources are mainly used by the organization for recruitment process?

A. Internal ( )
B. External ( )
C. Both ( )

3. What are the sources used for internal recruitment? Rank them

A. Present employees ( )
B. Former employees ( )
C. Employee referrals ( )
D. Previous applicant ( )

61
 4. Which external sources are used?

|A. Advertisements ( )
B. Professional associations ( )
C. Web portals ( )

5. Do the company perform background checks while selection?

A. Almost always ( )
B. Mostly always ( )
C. Sometimes ( )
D. Rarely ( )
E. Not at all ( )

6. Do you find background reference check really helpful to know about the
candidates?

A. Yes ( )
B. No ( )
C. To some extent ( )

7. What is the turnover level of employees in your organization?

A. Low ( )
B. Medium ( )
C. High ( )

62
 8. Does the organization follow any employee retention policy?

A. Yes ( )
B. No ( )

9. Rank the following according to importance given while recruiting employees.x

Junior level Middle level Senior level
Experience
Qualification
Communication

10. To what extent the procedure adopted for recruitment and selection enables to give
right person at right job?
A. To great extent ( )
B. To considerable extent ( )
C. To some extent ( )
D. To little extent ( )
E. Not at all ( )

63