A SUMMER TRAINING REPORT ON

COMPERATIVE STUDY OF MUTUAL FUND IN INDIA Submitted in

Partial fulfillment of requirement for the award of degree of
MASTER OF BUSINESS ADMNISTRATION

Session (2011-2012)

SUBMITTED TO: KURUKSHETRA UNIVERSITY KURUKSHETRA

SUBMITTED BY: SUMIT BANSAL ROLL NO 1210021 UNIVERSITY ROLL NO. . M.B.A. 3RD SEM.

NIVE

DOON VALLEY INSTITUTE OF COMPUTER APPLICATION, KARNAL (APPROVED BY KURUKSHETRA UNIVERSITY, KURUKSHETRA)

ACKNOWLEDGMENT

ACKNOWLEDGEMENT
I take this opportunity to express my appreciation to all those, with whom I worked, interacted and whose insides and thoughts help me in furthering my knowledge and completion of my project report. After having completed this Training, I'd been a bit perplexed as to how to convey my gratitude to all those who have helped me in reaching this stage, especially my guides. I am extremely thankful to MR. NITIN SAXENA (Branch Manager, gurgaon)

MR. RAVINDER KUMAR (Team Leader, Gurgaon Branch), MR.BISHNU PRASAD (personal finance executive) Dr. G.S Sharma (Director sir), Mrs. Monika
Sharma(HOD-MBA) all faculty of MBA Department for the guidance and informal discussion, which were a beacon light for me in the entire duration of this work and which helped me overcoming the barrier in reaching this stage.

SUMIT BANSAL

DECLARATION
I,SUMIT BANSAL here declarer that the project entitled COMPERATIVE STUDY OF MUTUAL FUND IN INDIA assigned to me by KARVY STOCK BROKING PVT. LTD. GURGAON during my summer training for the fulfillment of M.B.A. degree from the Doon Valley Institute of Computer Application, Karnal ,Kurukshetra University, Kurukshetra . This work done by me and the information provided in the study is authentic to the best of my knowledge. This study has not been submitted to any other instruction or university for the award of any other degree.

SUMIT BANSAL

PREFACE

PREFACE
Practical training constitutes an integral part of the management studies. Training gives an opportunity to the students to expose themselves to the industrial environment which is quite different from the classroom technique. The practical knowledge is an important suffix to the theoretical knowledge. One cannot rely merely upon theoretical knowledge. It has to be coupled with practical for it to be fruitful. Classroom lectures make the fundamental concepts of management clear but not their application in actual practice. The classroom learning needs realities of practical situations. The training also enables the management students to see the working conditions under which they have to work in future. It thus enables the students to undergo those experiences which will help them later when they join any organization. In order to achieve the whole hearted cooperation of the employees, it is important to raise their moral and make then self sufficient, effective and efficient. skills while, side by side, improving their personalities. As a part of curriculum of MBA, I was assigned to study & prepare a report on COMPERATIVE STUDY OF MUTUAL FUND IN INDIA assigned to me by KARVY STOCK BROKING PVT. LTD. GURGAO while undergoing practical training in the factory. During the training, I understood how KARVY GROUP increases the efficiency & effectiveness of its workers by imparting safety, health and good working environment to them and developing them in all respects. So, the organization needs to provide its workers with basic and extra knowledge to improve their

Table of Contents

S. No. 1

Chapters Name Introduction of the project

Page No.

2 3 4 5

Objectives of study Industrial profile Company profile Study of the recruitment and selection

Research Methodology

Data analysis & Interpretation

8 9 10 11 12 13

Findings Conclusion Limitations Suggestions Bibliography Questioner

INTRODUCTION

INTRODUCTION
The recruitment and selection process aims to appoint the most suitable person for the job. This procedure will apply to all non-medical staffing appointments (permanent, temporary and should be read in conjunction with the Equal Opportunities Policy and Job Share Policy. South Tees Hospitals NHS Trust reaffirms its commitment to providing equal opportunities in employment practice. The implementation of this policy will not discriminate directly or indirectly on the grounds of gender, ethnic or national origin, disability, age, religion, culture, sexual orientation, marital status or caring responsibility or trade union membership. This procedure should be read in conjunction with the recruitment guide to good practice.
1. VACANCY

REVIEW

When a vacancy arises, the work of the Division/Directorate should be examined to determine whether it is necessary to fill the vacancy. If a decision is taken to fill the vacancy, each Division/Directorate should ensure compliance with its respective recruitment protocol. The authority to fill the post to ensure funding is available should be granted by Chief of Service/Divisional Manager for the post. If it is a new post, or change to establishment, the source of funding must be identified.
2.

RECRUITMENT AND SELECTION- RECRUITMENT PREPARATION

The appointing manager will have to complete the Recruitment Preparation Questions and send the advert, job description and person specification to the Recruitment Department electronically.

2.1 Job Description (Outline of Tasks and Responsibility)

If the job description is redrafted it must be re-evaluated before being advertised. All recruitment decisions will be made using job descriptions and person specifications based on objective job related criteria.Policies&Procedures Policy No. October 2000.

2.2 Person specification (Skills, Experience, Behaviors, Knowledge Required to

Undertake the Post) A person specification should be drafted, with assistance from the HR Department if necessary. Guidance notes are available in the Recruitment Guide to Good Practice.

2.3 Advertisement

An advertisement should be submitted to the Recruitment Department electronically. The advertising budget is held by the HR Manager and the decision where to place the advertisement rests with the HR Department in consultation with the manager. Advertisements cannot be accepted without a job description and person specification .Copy adverts, job descriptions, preparation questions Available in the Recruitment Guide to Good Practice, person specifications and application forms will be issued and returned to the Recruitment Department to be held until the closing date. The Recruitment Department will also undertake Equal Opportunities monitoring. Informal enquiries from applicants will be directed to the appropriate manager. All vacancies will be advertised widely to ensure open competition and not in such a way as to exclude minority or disadvantaged groups through the use of discriminatory. Language, age limits or listing non-essential selection criteria.

2.4 Short listing

The recruitment and preparation questions will have established the date for completion of short listing, which should be drawn up according to the person specification and should be undertaken by all panel members. Unless the advertisement stated that only shortlisted candidates would be notified, candidates who have not been shortlisted should now be notified and reasons for not short listing should be made. All panel members should be fully aware of Equal Opportunities legislation and have undertaken relevant Equal Opportunities training. Prospective employees will not be required to have a standard of English language higher than is necessary to do the job safely and effectively. Policies Procedures Policy No. 24 October 2000.

2.5 Interviews
All managers involved in Recruitment and Selection must have received appropriate Equal Opportunities training. The panel will meet as necessary before the interview to decide upon the range and format of the interview. Interviews will be organized by the HR Department including informing candidates, booking medicals, obtaining references, arranging testing, assessors, etc. The HR Department will provide details of key conditions of service (salary, leave entitlement etc.) and interview expense claim forms for distribution at interview. The post should be offered

within one day of the interview to the successful candidate. All offers should be made subject to a satisfactory medical, reference, police and DoH clearance. Unsuccessful candidates after interview should be notified after the post has been accepted, within one day of the interview. The Recruitment Department must receive the Post Interview Form and pink copy of the A form for the successful candidate one day after the interview. Copies of interview documents should be kept for 4 months and then destroyed. The documents should include reasons for short listing, interview decisions, reason for selection/rejection and selection criteria used.

2.6 Contract
As soon as a satisfactory medical result are received, the Recruitment Department will issue an appointment letter, giving details, written terms and conditions of employment, code of conduct, an information pack and details of the Trust induction programmed. A personal file will be established by the Recruitment Department and sent to the appropriate manager once the signed contract is received.

2.7 Commencement of Employment

The appointing manager will complete the remainder of the A form (New Starter details)with the new starter (including all relevant financial codes).

THE OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY ARE

1. Knowledge enhancement about the recruitment & selection process 2. To do competence mapping. 3. To analyze the need of HR personnel in the development of organization. 4. How to give specification for the job. 5. To search proper candidate for proper job requirement. 6. To satisfy the need of both candidate and organization.

COMPANY PROFILE

RECRUITMENT & SELECTION

RECRUITMENT & SELECTION

The human resource is the most important assets of an 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, organizations cannot progress and prosper. In order to achieve the goals of an organization, therefore organization needs employees with requisite skills, qualifications and experience. While doing so, we have to keep the present as well as the future requirements of the organization in mind. Most employees recognize the fact that their staff is their greatest asset, and the right recruitment and selection process are vital in ensuring that the new employee becomes effective in shortest time. The success of an organization depends on having the right number of staff, with right skills and abilities. Organizations may have a dedicated personnel/human resource function overseeing the process, or they may develop these responsibilities to line managers and supervisors. Many people may be involved, and all should be aware of the responsibilities of good practice. Even in large organizations with a specialist personnel department it is essential to involve others in the task of recruitment & selection.

RECRUITMENT
Recruitment is the process of locating and encouraging potential applicants to apply for existing or anticipated job openings. It is actually a linking function, joining together those with jobs to fill and those seeking jobs. Recruitment, logically, aims at 1)Attracting a large number of qualified applicants who are ready to take up the job if its offered and 2)Offering enough information for unqualified persons to self-select themselves out (For Example -: The recruitment ad of a foreign bank may invite applications from chartered accountants who have cleared the CA examination in the first attempt only)

Edwin B Flippo defined recruitment as process of searching for prospective employees and stimulating them to apply for jobs in the organization.

Objectives of Recruitment
1. To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies. 2. To induct outsiders with a new perspective to lead the company. 3. To infuse fresh blood at all levels of the organization. 4. To develop an organizational culture that attracts competent people to the company. 5. To search or head hunt people whose skills fit the companys values. 6. To devise methodologies for assessing psychological traits, 7. To seek out non-conventional development grounds of talent, 8. To search for talent globally and not just within the company. 9. To design entry pay that competes on quality but not on quantum, 10. To anticipate and find people for positions that does not exist yet.

RECRUITMENT: Matching the Need of Applicants and Organizations

Potential needs for employee Organization need for high Quality employees internal application suitable job

Sub-systems of Recruitment

The recruitment consists of the following sub-functions: 1. Finding out and developing the sources where the required number and kind of employees will be available.

2. Developing suitable techniques to attract the desirable candidates.

3. Employing the techniques to attract candidates.

4. Stimulating as many candidates as possible and asking them to apply for jobs irrespective of number of candidates required.

Management is responsible for producing the human resource plan, senior management for supporting it. Implementation is likely to be most effective if it carries the support of the workforce, normally achieved through consultation with trade union or other employee representatives. Producing a human resource plan involves:

forecasting staffing requirements against business objectives assessing the available supply of people to meet those requirements Matching available supply against forecast demand .

Management has to attract more candidates in order to increase selection ratio(i.e. number of applications per one job vacancy)in order to select the most suitable candidates out of the total candidates. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process the unsuitable are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.

Economic Environment Social Environment Technological Environment Political Environment Legal Environment

Factors Affecting Recruitment

Economic Environment:
Economic conditions quietly influence the recruitment process in all

organisations.Liberalisation, Privatisation and Globalization (LPG era) have contributed to the growing demand for management graduates possessing fund-raising, risk management, and marketing skills initially. Companies have to resort to extensive advertising (newspaper ad, campus hiring, search firms, employee referrals etc) for recruiting people with requisite skills. However by late 90s, the rules of the game changed dramatically. Recession in sectors such as software, automobiles, and pharmaceuticals etc.Has forced companies to cut down recruitment costs drastically by resorting to less expensive media advertising only. In early 2000, once again, created great demand for people having engineering, research &design skills.Recruiters, not surprisingly, are back in the arena in a big way, exploiting the opportunities through various means.

Social Environment:
Major social changes in the past two decades have caused organizations to place increased emphasis on recruitment. Modern employees look for a satisfying carrier in place of just a job. If the opportunities for carrier growth are missing in an organisation, they dont hesitate to leave and go in search of greener pastures outside. If the organization is not aware of-and is insensitive to prevailing social values and norms, the recruitment efforts could go back off the track.

Technological Environment:
New technologies create new jobs. The existing jobs undergo a rapid change. As a result, sometimes applicants with unusual combinations of skills and knowledge must be found. After liberalization program several old jobs have disappeared. At the same time, there is chronic shortage of people with requisite skills and knowledge especially in the fields of software,telecommunication,insurance,etc.In such a scenario, companies have to step up their recruitment efforts to compete successfully for the small number of suitable candidates available in the market.

Political Environment:
In the late 80s,equal employment opportunity had become a major slogan in corporate circles. Companies realized that employment needs must be defined in terms of ability to perform the job, not in terms of race, colour, sex or national origin. Phrases such as only men need apply; and age 25-35 group preferred no longer appeared in the advertisement for job vacancies. Factors such as influence of unions, recommendations of friends and relatives of management also play an important role in influencing recruitment policies followed by a firm.

Legal Environment:
The different legislative policies governing child labour,night shift work, bonded labour,contract labour,reservation, sons of soil have brought the legal environment to be a major item to be looked into carefully by all companies intending to recruit people for various positions.

SOURCES OF RECRUITMENT :

Sources of Recruitment

Internal

External

Internal Sources:
Persons who are already working in an organization constitute the internal sources Retrenched employees, retired employees, and dependent of deceased employees.

External Sources:
External sources lie outside an organisation.Ex Employees working in another organisation,Job aspirants registered with employment exchanges, Students from educational institutions,Reffered candidates, Unsolicited applicants/walk ins.

METHODS OF RECRUITMENT:

Methods of Recruitment

In internal methods memeMethod s

Direct

Indirect

Third Party

INTERNAL METHODS

Promotions Internal Methods Job Posting Employee Referrals

1) Promotion & Transfer :

Promotion involves movement of an employee from a lower level position to a higher level accompanied by changes in duties, responsibilities, status and value. Transfer involves lateral movement within the same grade, from one job to another by change in duties and working conditions, etc but not unnecessarily salary. This method certainly allows people

greater scope to experiment with their careers, kindly ambitions and motivating them to take a shot at something they might otherwise never has considered. This system works best for young executives who are willing to take risks.

2) Job posting:
In this method, the organization publicizes job openings on bulletin boards, electronic media and similar outlates.The advantage of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company without looking for greener pastures outside.

3) Employee Referrals:
Employee Referrals means using personal contact to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind this is that it takes one to know one.

DIRECT METHODS

Direct Methods

Campus Recruitment

Campus Recruitment:
It is a method of recruiting by visiting and participating in college campuses and their placement centres.Advantage of this method include :the placement centers helps locate applicants and provides resumes to organizations; applicants can be prescreened; applicants will not have to be lured away from a current job and lower salary expectations. On the negative front, this method means hiring people with little or no work experience. The organizations will have to offer some kinds of training to the applicants, almost immediately after hiring.

INDIRECT METHOD
Indirect Methods Advertising

Advertising:
These include advertisement in newspaper; trade, professional and technical journals; radio and television; etc.This method is appropriate when a) the organization intends to reach a large target group and b) the organization wants a fairly good number of talented people who are geographically spread out. The variety of advertisement available to a company is Newspapers ads, television and radio ads.

THIRD PARTY METHODS

Private Search Firms

Third Party Methods

Internet Recruiting

Unsolicited Applicant/Walk-in

1) Private Employment Search Firms:

A Search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list of a fee. Private search firms have much plus point to their credit. They have many contacts and are especially good at contacting qualified, currently employed candidates who are not actively looking to change jobs. They can keep the firms name confidential till the deal is struck. They can advertise vacancies on their own,pre-screen hundreds of applicants

and identify the right candidates in a highly professional way. On the negative side, the fees charged by search firms could be very high.

2) Employment Exchanges:
As a statutory requirement, companies are also expected to notify(wherever the Employment Exchanges Act,1959,applies) their vacancies through the respective Employment Exchanges, created all over India for helping unemployed youth, displaced persons,ex- military personnel, physically handicapped,etc.As per the Act, all employers are supposed to notify the vacancies arising in their establishments from time to time with certain exemptions to the prescribed employment exchanges before they are filled.

3) Gate Hiring and Contractors:

Gate Hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis),hiring through contractors, recruiting through word - of mouth publicity are still in use despite the many possibilities for their misuse in the small scale sector in India.

4) Unsolicited Applicants/Walk-ins:
Companies generally receive unsolicited applications from job seekers at various points of time. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the would intimate the candidate to apply through a formal channel. One important problem with this method is that the job seekers generally apply to a number of organizations and when they are actually needed by the organisation,either they are already employed in other organizations or simply not interested in the position.

5) Internet Recruiting:
In recent years most companies has developed their own website a list job openings on it. The website offers a fast, convenient and cost effective means for job applicants to submit their resumes through the Internet. There are a variety of websites available where applicants can submit their resumes and potential employers can check for qualified applicants. Some websites are -: www.jobsahead.com, www. Assessment centres,Role plays & Team exercises Assessment centers are often used by large organizations making senior management or 'fast-stream' graduate appointments. Exercises, sole and

Group, may take place over a few days, normally in a residential setting. The individual may also be required to make presentations and to take part in role-plays or team events.

Making Decision
Decide whom to employ as soon as possible after the interview/test/assessment. Use of a structured scoring system helps here, particularly one that is based on the applicants' competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and 'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself in the candidate). Structured scoring allows the organization to weight some elements or competencies if desired, and to compare a candidate's score with the job specification 'ideal' score - although care must be taken when considering the results that a high overall score doesn't mask a low score in a crucial area. Write up notes immediately after the interview - recording relevant answers and detail. This is not only for the decision-making process but also to provide feedback to the candidate if requested. Bear in mind the provisions of the Data Protection Act 1998, which will enable the candidate to ask to see interview notes where they form part of a 'set' of information about the candidate - for instance, the application form, references received and so on, or the full personnel file if the candidate is already working for the organization. Be aware also that your reasons for appointing or not appointing a particular candidate may be challenged under discrimination legislation. Inform all the applicants of the outcome as soon as possible, whether successful or unsuccessful. Keep in touch if the decision is delayed. Try to give positive feedback to unsuccessful candidates on any aspects they could reasonably improve for future success. It is sensible to maintain a favorable view of the organization among the applicants - there may be future job vacancies for which they would be suitable and for which you would wish them to apply. Failure to get one job does not necessarily mean unsuitability for other jobs with the organization. You may want to keep CVs or applications on file for future matching. Also bear in mind that applicants and their families may be your customers as well as potential employees, so it makes business sense to treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information or for conjecture about the applicant. Remember too that completing a reference takes time and proper consideration, so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory. The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file. The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding.

RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND SELECTION

Once the required number and kind of human resources are determined, the management has to find the places where required human resources are or will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These two terms are not one and the same either. Technically speaking the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the Job out of the candidates attracted. Formal definition of recruitment would give clear cut idea about the function of recruitment.

Recruitment vs. employment : Building Employer Brand Equity

In these days of a full-blown talent war, building your companys brand image as an employer is extremely crucial. But companies often give very little importance to what seem to be inconsequential issues to their top managers who are usually completely focused only on the top line and the bottom line at the exclusion of other crucial issues. This article takes a look at some common mistakes. A joke despite being a joke can help us focus on a very significant issue that can make or mar a companys brand equity in the talent market. Provided by a management friend, let me share it with you: Once upon a time a highly successful Human Resources manager met with an accident and died. Her soul arrived in heaven where she was received at the gates by St Peters.

Welcome to Heaven, he said. Before you get settled in though, we have a small problem. You see, strangely enough, weve never once had a Human Resources Manager make it this far and were not really sure what to do with you. No problem, just let me in, said the woman. Well, Id like to, but I have higher orders. What were going to do

is let you have a day in Hell and a day in Heaven and then you can choose whichever one you want to spend an eternity in. Actually, I think Ive made up my mind, I prefer to stay in Heaven, said the woman. Sorry, we have rules And with that St Peters put the executive in an elevator and it went down-down-down to hell. The doors opened and she found herself stepping out onto the putting green of a beautiful golf course. In the distance was a country club and standing in front of her were all her friends fellow executives that she had worked with and they were well dressed in evening gowns and cheering for her. They ran up and kissed her on both cheeks and they talked about old times. They played an excellent round of golf and at night went to the country club where she enjoyed an excellent steak and lobster dinner. She met the Devil who was actually a really nice guy (kind of cute) and she had a great time telling jokes and dancing. She was having such a good time that before she knew it, it was time to leave. Everybody shook her hand and waved goodbye as she got on the elevator. The elevator went up-up-up and opened back up at the gates of heaven and found St Peters waiting for her. Now its time to spend a day in heaven, he said. So she spent the next 24 hours lounging around on clouds and playing the harp and singing. She had a great time and before she knew it her 24 hours were up and St Peters came and got her. So, youve spent a day in hell and youve spent a day in heaven. Now you must choose your eternity. The woman paused for a second and then replied, Well, I never thought Id say this, I mean, Heaven has been really great and all, but I think I

Had a better time in Hell. So St Peters escorted her to the elevator and again she went

down-down-down back to Hell. When the doors of the elevator opened she found herself standing in a desolate wasteland covered in garbage and filth. She saw her friends were dressed it in sacks. The Devil came up to her and put his arm around her. I dont understand, stammered the woman, yesterday I was here and there was a golf course and a country club and we ate lobster and we danced and had a great time. Now all there is a wasteland of garbage and all my friends look miserable. The Devil looked at her smiled and said Yesterday we were recruiting you, today youre an employee. The moral of the story: never make the mistake of giving a bloated and rosy picture of your company while recruiting. Let the prospective new recruit know exactly what is in store for him or her in terms of working conditions, leave rules, any fine print in the compensation package or employee contract document, canteen and refreshment facilities, appearance policies if any, any other standard rules or procedures that may be specific to your particular industry especially in case the new recruit is coming from another industry, etc. In short, try to give the new recruit as much of a complete idea as possible about the new organization that she/he is joining. It is also often a good idea to take the new recruit around the office to show her/him the exact workplace where she will be assigned the particular cubicle or office area where she will sit and the colleagues she will have around her. in rags and were picking up the garbage and putting

Many companies abroad do this as a standard policy to ensure that the employee can feel comfortable and be productive right from the day she/he joins. You will be surprised to find out how much of an impact that such an approach can have on both the attrition and retention rates as well as on your companys brand equity as an employer.

Ultimately, HR is all about human relations. Never neglect that in all your work, especially when recruiting usually a time when you as a HR manager will get the best opportunity to make the first impression as an employer on a new employee.

Importance of Good Recruitment & Selection

Recruiting people who are wrong for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience. This booklet describes the main features of such systems, and other related issues. Systems should be:

efficient - cost effective in methods and sources effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization Fair - ensuring that right through the process decisions are made on merit alone.

headhunters.com, www.naukri.com, www.monsterindia.com, www.timesjobs.com.

The Recruitment Process

A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as:

Has the function changed?

Have work patterns, new technology or new products altered the job? Are there any changes anticipated which will require different, more flexible skills from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes. Writing a good job description or job specification helps in the process of analyzing the needs of the job.

Job Description /Job Specification :

This should detail the purpose, tasks and responsibilities of the job. A good job description should include:

Main purpose of the job - try to describe this in one sentence Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of'

Scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used.

A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements.

Persons Specification
Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other. Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees. Factors to consider when drawing up the specification include:

skills, knowledge, aptitudes directly related to the job the type of experience necessary

the competencies necessary education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified

any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, age, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory

Application forms
Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills . The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages:
Comparing like with like is easier. CVs can be time-consuming and may not

provide the information required.

they provide the basis for an initial sift(filter), and then for the interview

the standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, be aware of the possibility of disability discrimination They provide a record of qualifications, abilities and experience as stated by the applicant.

Care also needs to be taken over some less positive aspects of application forms:

There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job .

Some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form

Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly

Application forms may inadvertently be discriminatory. For instance, to require a form to be filled out 'in your own handwriting', where written English is not relevant to the job, may discriminate against those for whom English is not their first language, or who may not have well-developed literacy skills.

Any information such as title (marital status), ethnic origin or date of birth requested for monitoring purposes (e.g. for compliance with the legal requirements and codes of practice on race, sex, disability and age discrimination) should be clearly shown to be for this purpose only, and should be on a separate sheet or tear-off section. Such information need only be provided on a voluntary basis. Medical information should also be obtained separately and kept separate from the application form.

Complexity of the Function of Recruitment

Performing the function of recruitment i.e. increasing the selection ratio is not as easy as it seems to be. This is because of the hurdles created by the internal factors and external factors which influence an organization. The first activity of recruitment i.e. searching for prospective employees is affected by many factors like 1. Organizational policy regarding filling up of certain percentage of vacancies by internal candidates. 2. Local candidates (sons of soil). 3. Influence of trade unions; 4. Government regulations regarding reservations of certain number of vacancies to candidates based on community/region/ caste/ sex.

The other activity of recruitment is consequently affected by the internal factors such as:
1. Working conditions; 2. Promotional opportunities; 3. Salary levels, type and extent of benefits; 4. Other personnel policies and practices; 5. Image of the organization; 6. Ability and skill of the management to stimulate the candidates.

It is also affected by External factors like:

1. Personnel policies working conditions, salary, benefits, employee relations etc., 2. Career opportunities in other organizations; 3. Government regulations.

SELECTION
To select means to choose. 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.

Steps in Selection Process

Hiring Decision Step 8 Reference Checks Step 7 Medical Examination Step 6 Selection Interview Step 5 Selection Tests Step 4 Application Blank Step 3 Screening Interview Step 2 Reception Step 1

Selecting the best candidate

Whatever form the applications take, there may be a need to sift them before moving on to the interview stage. Such a sift serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such sifting should be undertaken by two or more people, and it should involve the direct line manager/supervisor as well as personnel. The sifting stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant. If your organization believes that pre-employment health screening is necessary, you must make sure it is carried out in a non-discriminatory way: for instance, do not single out disabled people for medical assessment. If a report from any individual's doctor is sought, then permission must be given by the individual, and they have the right to see the report (Access to Medical Reports Act 1988). The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organization will pay the candidate's reasonable travel expenses for the interview.

Who Makes The Decision?

In some companies there will be a personnel or human resource specialist who will undertake most of the sifting and short listing. It is very important that the line manager/supervisor for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff. Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate. There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment.

Selection Techniques

Interview:
Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of them, to demonstrate their suitability and to ask questions of the interviewer. A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview.

The interviewer should prepare by:

reading the application form, job and person specifications to identify areas which need further exploration or clarification Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g. job

Knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?'

Being ready for the candidates' questions, and trying to anticipate what additional information they may seek.

Conducting the interview

Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may

also prove valuable in offering an additional opportunity to assess the candidate's interaction with possible colleagues. Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make:

candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage

Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability?

It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking. Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview.

Practical Tests
If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such a method.

Psychometric and psychological tests including biodata

There are numerous tests commercially available which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely Used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary. Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an applicant may require, under the Data Protection Act 1998, that the organization reconsiders any rejection or make a new decision on another basis. Biodata (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general biodata is successfully used only by really large employers, who have a large throughput of applicants . Use of biodata, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy. Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained in accordance with the Data Protection legislation.

Assessment centres,Role plays & Team exercises

Assessment centers are often used by large organizations making senior management or 'fast-stream' graduate appointments. Exercises, sole and Group, may take place over a few days, normally in a residential setting. The individual may also be required to make presentations and to take part in role-plays or team events.

Making Decision
Decide whom to employ as soon as possible after the interview/test/assessment. Use of a structured scoring system helps here, particularly one that is based on the applicants' competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and 'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself in the candidate). Structured scoring allows the organization to weight some elements or competencies if desired, and to compare a candidate's score with the job specification 'ideal' score - although care must be taken when considering the results that a high overall score doesn't mask a low score in a crucial area. Write up notes immediately after the interview - recording relevant answers and detail. This is not only for the decision-making process but also to provide feedback to the candidate if requested. Bear in mind the provisions of the Data Protection Act 1998, which will enable the candidate to ask to see interview notes where they form part of a 'set' of information about the candidate - for instance, the application form, references received and so on, or the full personnel file if the candidate is already working for the organization. Be aware also that your reasons for appointing or not appointing a particular candidate may be challenged under discrimination legislation. Inform all the applicants of the outcome as soon as possible, whether successful or unsuccessful. Keep in touch if the decision is delayed. Try to give positive feedback to unsuccessful candidates on any aspects they could reasonably improve for future success. It is sensible to maintain a favorable view of the organization among the applicants - there may be future job vacancies for which they would be suitable and for which you would wish them to apply. Failure to get one job does not necessarily mean unsuitability for other jobs with the organization. You may want to keep CVs or applications on file for future matching. Also bear in mind that applicants and their families may be your customers as well as potential employees, so it makes business sense to treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information or for conjecture about the applicant. Remember too that completing a reference takes time and proper consideration, so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory. The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file. The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding.

RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND SELECTION

Once the required number and kind of human resources are determined, the management has to find the places where required human resources are or will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These two terms are not one and the same either. Technically speaking the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the Job out of the candidates attracted. Formal definition of recruitment would give clear cut idea about the function of recruitment.

Recruitment vs. employment: Building Employer Brand Equity

In these days of a full-blown talent war, building your companys brand image as an employer is extremely crucial. But companies often give very little importance to what seem to be inconsequential issues to their top managers who are usually completely focused only on the top line and the bottom line at the exclusion of other crucial issues. This article takes a look at some common mistakes. A joke despite being a joke can help us focus on a very significant issue that can make or mar a companys brand equity in the talent market. Provided by a management friend, let me share it with you: Once upon a time a highly successful Human Resources manager met with an accident and died. Her soul arrived in heaven where she was received at the gates by St Peters. Welcome to Heaven, he said. Before you get settled in though, we have a small problem. You see, strangely enough, weve never once had a Human Resources Manager make it this far and were not really sure what to do with you.

No problem, just let me in, said the woman. Well, Id like to, but I have higher orders. What were going to do

is let you have a day in Hell and a day in Heaven and then you can choose whichever one you want to spend an eternity in. Actually, I think Ive made up my mind, I prefer to stay in Heaven, said the woman. Sorry, we have rules And with that St Peters put the executive in an elevator and it went down-down-down to hell. The doors opened and she found herself stepping out onto the putting green of a beautiful golf course. In the distance was a country club and standing in front of her were all her friends fellow executives that she had worked with and they were well dressed in evening gowns and cheering for her. They ran up and kissed her on both cheeks and they talked about old times. They played an excellent round of golf and at night went to the country club where she enjoyed an excellent steak and lobster dinner. She met the Devil who was actually a really nice guy (kind of cute) and she had a great time telling jokes and dancing. She was having such a good time that before she knew it, it was time to leave. Everybody shook her hand and waved goodbye as she got on the elevator. The elevator went up-up-up and opened back up at the gates of heaven and found St Peters waiting for her. Now its time to spend a day in heaven, he said. So she spent the next 24 hours lounging around on clouds and playing the harp and singing. She had a great time and before she knew it her 24 hours were up and St Peters came and got her. So, youve spent a day in hell and youve spent a day in heaven. Now you must choose your eternity. The woman paused for a second and then replied, Well, I never thought Id say this, I mean, Heaven has been really great and all, but I think I Had a better time in Hell. So St Peters escorted her to the elevator and again she went

down-down-down back to Hell. When the doors of the elevator opened she found herself standing in a desolate wasteland covered in garbage and filth. She saw her friends were

dressed it in sacks.

in

rags

and

were

picking

up

the

garbage

and

putting

The Devil came up to her and put his arm around her. I dont understand, stammered the woman, yesterday I was here and there was a golf course and a country club and we ate lobster and we danced and had a great time. Now all there is a wasteland of garbage and all my friends look miserable. The Devil looked at her smiled and said Yesterday we were recruiting you, today youre an employee. The moral of the story: never make the mistake of giving a bloated and rosy picture of your company while recruiting. Let the prospective new recruit know exactly what is in store for him or her in terms of working conditions, leave rules, any fine print in the compensation package or employee contract document, canteen and refreshment facilities, appearance policies if any, any other standard rules or procedures that may be specific to your particular industry especially in case the new recruit is coming from another industry, etc. In short, try to give the new recruit as much of a complete idea as possible about the new organization that she/he is joining. It is also often a good idea to take the new recruit around the office to show her/him the exact workplace where she will be assigned the particular cubicle or office area where she will sit and the colleagues she will have around her.

Many companies abroad do this as a standard policy to ensure that the employee can feel comfortable and be productive right from the day she/he joins. You will be surprised to find out how much of an impact that such an approach can have on both the attrition and retention rates as well as on your companys brand equity as an employer. Ultimately, HR is all about human relations. Never neglect that in all your work, especially when recruiting usually a time when you as a HR manager will get the best opportunity to make the first impression as an employer on a new employee.

Importance of Good Recruitment & Selection

Recruiting people who are wrong for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience. This booklet describes the main features of such systems, and other related issues. Systems should be:

efficient - cost effective in methods and sources effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization Fair - ensuring that right through the process decisions are made on merit alone.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research is common refers to search for knowledge. It is the pursuit of truth with the help of study, observation, composition and experiment. Research methodology is a systematic way to solve the research problems. It helps in studying the various steps that are adopted by the researcher to study the research problems along with the logic behind the It describe mail what must be done, how will be done. What data will be needed and how the data will be analyzed. Definition of research Research is defined as a scientific and systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. research is a systemized effort to gain new knowledge. Objective of the study: 1. To gain insights regarding one of the responsibility of HR manager towards its employee and organization to achieve the desire goals. 2. To study the various strategy adopted by HR manager to recruit the candidate.

Research design: In a stratified random sample, the population is first divided into relatively internally homogeneous groups, or strata, from which random samples are drawn .This stratification results in a greater representativeness. Research Design used was: Exploratory Descriptive

(1) Explorative Research Design:

Population size: Sampling unit: Sample size:

population size taken was 400. sampling unit was Karnal. sample size was 100.

Sampling Method: Sampling method used for study was simple random

sampling

Sampling Unit: The unit refers to the definitions of the particular person who is to be survey. In this study the unit is a large shoes manufactured company that is liberty shoes ltd.

Data Collection
Data Sources: (I) Secondary Data through Internet (ii) Primary Data through Questionnaire (iii) Contact Method (iv) Personal Interaction

Data collection

Primary

Second ary

Primary data Primary data collection

Questionnair e

Questionnaire consists of a number of questions printed in a definite order on a form. It is free from the bias of the interviewer.

Questionnaire: This device is appropriate for this project as this project emphasizes on the working procedure of the people in the organization, more over it is free from the bias of the interviewer as answers are in respondents own words.

Respondents have adequate time to give well thought answers. Respondents, who are not easily approachable, can also be reaching conveniently. Large samples can be made use of and thus the results can be made more reliable and dependable. Secondary data collection-

Reference books, Internet, journals, reports, records statistics and other sources of published information.

Books Secondary data Brochures Newspap er DATA PRESENTATION AND ANALYSIS: 1. Bar graphs 2. Pie Diagrams 3. Doughnuts

DATA ANALYSIS & INTERPRETATION

Data analysis and interpretation

Q1.What is the main sources of recruitment? Responses Internal sources External Sources Total No. of Respondents (%) 33.33 66.67 100%

70 60 50 40 30 20 10 0 No. of Respondents (%) Internal sources External Sources Total

Interpretation
According to the survey major source of recruitment in organizations is External Sources. Recruitment from internal sources33.33% & from external sources66.7%.

Q2 Importance is given to succession planning recruiting & selecting employees?

Responses Strongly agree Agree Undecided Disagree Strongly disagree Total

40 35 30 25 20 15 10 5 0 No. of Respondents (%)

No. of Respondents (%) 29.17 39.16 10 16.67 5 100%

Strongly agree Agree Undecided Disagree Strongly disagree Total

Interpretation
Majority of the employees agrees that succession planning is given due importance. The outcomes are strongly agree29.17%, agree39.16%, undecided10%, disagree16.67%, strongly disagree5.

3. Proper recruitment and selection (Right person at right place) has an impact on employee performance. Responses Strongly agree Agree Undecided Disagree Strongly disagree Total
50 45 40 35 30 25 20 15 10 5 0

No. of Respondents (%) 48.34 13.33 13.33 12.5 12.5 100%

Strongly agree Agree Undecided Disagree Strongly disagree Total

No. of Respondents (% )

Interpretation:
The outcomes are strongly agree48.33%, agree13.33%, undecided13.33%, disagree 12.25%, strongly disagree12.25%.

Q4 Techniques used for recruiting employees. Responses Promotions Transfers Present Employees Total
50 45 40 35 30 25 20 15 10 5 0

No. of Respondents (%) 50 8.33 41.67 100%

Promotions Transfers Present Employees Total

No. of Respondents (%)

Interpretation:
The techniques are used for recruiting are promotions50%, transfers41.67%, present employees8.33. .

5) The recruitment through employee referrals method is right?

Yes 20%
40% 35% 30% 25% 20% 15% 10% 5% 0%

No 20%

Some extent 40%

Large extent 20%

Yes

No

Some extent

Large extent

Interpretation
According to survey 20% are agree and 20% are disagree with recruitment through employee referrals method, 40% are some extent and 20% are large extant with recruitment through employee referrals method.

6) What do you think to be recruited equally means to be selected?

YES 0%
100% 80% 60% 40% 20% 0%

NO 100%

YES

NO

Interpretation
According to survey 0% are agree and 100% are disagree with recruited equally means to selected.

7) The most reliable & valid tests for selection are

Attitude 10%
60% 50% 40% 30% 20% 10% 0%

Intelligence 30%

Personality 0%

Performance 60%

Attitude

Personality

Interpretation
According to survey most reliable & valid tests for selection are, 10% are agree with attitude, 30% with intelligence and 0% with personality, 60% with performance.

8) Do you think that selection of an individual through a consultants recruitment is a win-win situation for both organizations & the selected one?

YES 100%
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

NO 0%

YES

NO

Interpretation
According to survey 100% are agree , 0% are disagree with selection of an individual through a consultants recruitment is a win-win situation for both organizations & the selected one.

SUMMARY OF FINDINGS
According to the research most of the employees are happy with their working hours and only few workers Most of the respondent is not satisfied with their job related environment. The organization work towards the employee welfare and most of the employees are satisfied it. The organization gives such benefits to their employees. Majority of the employees of this organization are satisfied. With their salary. Most of the employees agreed that they are better placed. The company have an internal recruitment & selection department, then all employees were in favors of the answer, Most of the employees were in favors of the decisions taken by recruitment & selection committee. Most of the employees are in favors that their company plays fair justice to everyone. Majority of the respondents says that their company has a fair recruitment & selection policy Most of the employee says that they find recruitment & selection policy ads their expectations.

CONCLUSION

It was found that recruitment is not just to fill a position of an organization. Recruitment is very complex function. It is not as simple as people think about it. It 100% matches the needs of applicants & organizations. Recruitment helps in providing satisfying carrier in place of Just a Job. There are various methods of recruitment and employee referral is one of them but people are not satisfied from it up to large extent as it may create partiality, biasness. Recruitment is totally different from selection. It is not necessary that if any one is recruited then he is selected for that position. Selection process is series of steps. It comprises various steps. The most reliable & valid tests for selections on the basis of performance. Selection of an individual through a consultants recruitment is a win-win situation for both organizations & the selected one.

Good recruitment and selection affects the organization. Good recruitment can decrease labour turnover, decrease costs for the organization, and increase morale in the existing workforce.

LIMITATIONS OF THE STUDY

Limitations of the STUDY

Time is the real factor which affects the study i.e. the time duration of eight weeks for the project work is very short span of time to conduct effective study. Some departments are remaining untouched to this exercise. Hence it does not bring complete picture of organizations competence level. Employees need expectation and behavior very from one person to another. During survey some employees show keen interest in topic and give their views and on the other hand some employees dont show any interest and help wholeheartedly in my survey. Scarcity of needful printed documents on the topic. All the employees and officers were found very busy in their working hours. Many a times my guide and others executives were not available in their seats because they were busy in their allied work so as a researcher I have to visit many a times to meet them and discuss on my topic. The questionnaire being objective type could not have provided much opportunity for employees to give much ideas and suggestions.

RECOMENDATIONS & SUGGESTIONS

RECOMMENDATIONS & SUGGESTIONS

As we know that nothing is perfect in itself, it always needs something every time. So from the above discussion, there are some suggestions and recommendations that are to be made during recruitment & selection process. So following are the some recommendations that should be done These are:

The candidate who is recruited should be offered enough information regarding his position & his all curiosities should be cleared. If campus recruiting is used then HR Department should ensure that recruiters are knowledgeable concerning the jobs that are to be filled. The recruiter must be professionally trained. During selection interview, stress interview and time taking interviews should be used. Panel interview is the best among all selection interviewed and it should be used. Biasness should be avoided during selection

BIBLIOGRAPHY
Books Aswathappa, Human resource and Personnel Management, Tata Mc Grew. Edition Third. Memoria C.B. Human resource Management, Himalaya publication, Edition- third. Chabra.T.N Human resource Management, Sultan and Sons ,Edition forth. Journals Industry journal Websites www.hrsolutionsinc.com www.Rockman Industry.com www.managementissues,com www.google.com www.humanlinks.co

Annexure

QUESTIONNAIRE

1) Is Recruitment a mere vacancy filling function? A) Yes b) No

2) According to you what kind of function the recruitment is? A) Simple b) Little bit complex c) Complex

3) Is it true to say that recruitment matches the needs of applicants & organizations? A) Yes b) No

4) Does recruitment provides a satisfying carrier in place of Just a Job ? A) Yes b) No C) To some extent D) to large extent

5) The recruitment through employee referrals method is right? A) Yes b) No c) Some extent D) Large extent

6) What do you think to be recruited equally means to be selected? A) Yes b) No

7) According to you Selection is A) Simple & Straight method B) A series of hurdles c) A series of steps

8) The most reliable & valid tests for selection are A) Attitude test b) Intelligence test c) Personality test d) Performance test

9) Do you think that selection of an individual through a consultants recruitment is a win-win situation for both organizations & the selected one. A) Yes b) No

10) How do good Recruitment & Selection affects the organization? Ans -