A PROJECT REPORT ON

RECRUITMENT AND SELECTION

SUBMITTED TO UNIVERSITY OF PUNE IN PARTIAL FULLFILLMENT OF 2 YEARS FULL TIME COURSE MASTERS IN PERSONNEL MANAGEMENT

SUBMITTED BY ROBIN UPADHYAY BATCH(2011-13)

UNDER THE GUIDANCE OF

SINHGAD INSTITUTE OF MANAGEMENT,VADGAON,PUNE-411 041

DECLARATION

I, ROBIN UPADHYAY, a student of Masters of personnel managment from SIOM PUNE, affiliated to University of Pune hereby declare thaT this Project Report titled RECRUITMENT AND SELECTION of Central is original and is the result of my own work at central Mall.

This

Project

Report

has

not

been

submitted

to

any

other

institute/University for the award of any degree or diploma.

Signature : Place Date : :

ACKNOWLEDGEMENT
I take this opportunity to thank CENTRAL. For giving me the privilege to work on such an interesting project related with RECRUITMENT AND SELCTION Process at CENTRAL RAIPUR. First and foremost I would like to express my gratitude to Mr. Kumar Sourabh, the Human Resource Manager of RAIPUR CENTRAL, for giving me liberal obligation to work under the tutelage in the ambience of Central, which has helped me in grooming adroit professional. My special thanks to my mentor Mr. Kumar Sourabh for assigning me the appropriate project work and providing me constant encouraging guidance which eased me to get the assigned project done in the desired manner. His invaluable assistance and guidance is appreciable. My heartiest thanks to the staff of CENTRAL MALL, Raipur, for being cooperative, friendly and helpful. I sincerely acknowledge the insights provided from time-to-time and the exposure given to me throughout my training. I want to extend my thanks to my faculties of MPM, SIOM for their help, operation and encouragement. Last but not the list I would like to thank all my friends and relatives whose assistance and support directly or indirectly went into the making of my project work. co-

Recruitment and selection process

ABSTRACT

A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS in CENTRAL was used to study the existing recruitment and selection process and various factor involved in it. Both primary and secondary sources were used to collect data. The primary data is collected from both employers and employees of SPi technologies through a well constructed questionnaire. The secondary data was collected from various journals, magazines, articles, various sites and company records. From the analysis it was inferred that the organization gave preference to internal sources rather than external sources. Some of the employees felt that the company would still fasten the process. From the study it was found that the employers and employees are satisfied with their present recruitment and selection process

TABLE OF CONTENTS

LIST OF TABLES LIST OF CHARTS CHAPTER

1 2 3 4 5 6

TITLE INTRODUCTION REVIEW OF LITERATURE OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS, SUGGESTIONS AND RECOMMENDATIONS OF THE STUDY CONCLUSION LIMITATION OF THE STUDY AND SCOPE FOR FURTHER STUDY

PAGE NO. 1 6 13 14 17 43 45 46

7 8

ANNEXURES 1. QUESTIONNAIRE 2. BIBLIOGRAPHY

LIST OF TABLES
TABLE NO TITLE PAGE NO.

5.1.1 5.1.2

Respondents based on years of experience Classification based on sources organization rely heavily

17 18

5.1.3 5.1.4 5.1.5 5.1.6

Employees channel preference to post the resume Employees preference of sources that reaches soon Employees opinion about response after recruitment Employers opinion about the process for identifying job vacancies

19 20 21 22

5.1.7 5.1.8 5.1.9 5.1.10 5.1.11 5.2.1

Employers opinion about job analysis Classification about sources organization use mostly Classification regarding screening of candidates Employees opinion about final satisfaction Employers rating about the process Table regarding panel member as referee and rating about recruitment & selection process[observed count]

23 24 25 26 27 28

5.2.2

Table regarding panel member as referee and rating about recruitment & selection process[expected count]

28

5.2.3

Table regarding panel member as referee and rating about recruitment & selection process[Chi-square calculation]

29

5.2.4

Table regarding recruitment cost and rating about recruitment & selection process[observed count]

30

5.2.5

Table regarding recruitment cost and rating about recruitment & selection process[expected count]

30

5.2.6

Table regarding recruitment cost and rating about recruitment & selection process[chi-square calculation]

31

5.2.7

Table regarding medical examination and rating about recruitment & selection process[observed count]

32

5.2.8

Table regarding medical examination and rating about recruitment & selection process[expected count]

32

5.2.9

Table regarding medical examination and rating about recruitment & selection process[chi-square calculation]

33

5.2.10

Table regarding recruitment sources organization use and final decision about appointment[observed count]

34

5.2.11

Table regarding recruitment sources organization use and final decision about appointment [expected count]

34

5.2.12

Table regarding recruitment sources organization use and final decision about appointment [chi-square calculation]

35

5.3.1

Table regarding recruitment sources organization use and source preferred effective by the employer[rank correlation calculation]

36

5.3.2

Table regarding test & interview process and satisfaction about selection technique used[rank correlation calculation]

38

5.3.3

Table regarding questions given prior to the interview and comfortableness with the interviewer[rank correlation calculation]

40

5.4.1

Table regarding employers and employees final opinion about recruitment & selection process[F-test calculation]

42

LIST OF CHARTS

CHARTNO

TITLE

PAGE NO.

5.1.1 5.1.2

Respondents based on years of experience Classification based on sources organization rely heavily

17 18

5.1.3 5.1.4 5.1.5 5.1.6

Employees channel preference to post the resume Employees preference of sources that reaches soon Employees opinion about response after recruitment Employers opinion about the process for identifying job vacancies

19 20 21 22

5.1.7 5.1.8 5.1.9 5.1.10 5.1.11

Employers opinion about job analysis Classification about sources organization use mostly Classification regarding screening of candidates Employees opinion about final satisfaction Employers rating about the process

23 24 25 26 27

CHAPTER-I INTRODUCTION

COMPANY PROFILE:Vision:Future group shall deliver everything, everywhere, every time for every Indian consumer in the most profitable manner.

Mission: We share the vision and belief that are customers and stack holders shall be served only by creating and executing future scenarios in the consumption, space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments for classes and for masses. We shall infuse Indian brands with confidence & renewed ambition. We shall efficient, cost conscious & committed to quality in whatever we do.

Structure:Central philosophy Offering Store design Identity Target audience Positioning Personality Brand pillars Competitive advantage Campaigns & key properties communication & in store Weekends at Central Value added services

Central today Central growth plans

Central philosophy: To give consumers an unobstructed experience to shop, eat, celebrate under one roof & to be seen as a community space by the consumers in every city To build & grow the brand through collaborative partnership with brand partners and create a win-win business relationship Seamless shopping that provides the ease of not having to step in & out of different outlets, whether it is to shop or eat or celebrate Central is a community space for activating community level initiatives like run for road safety, free sapling distribution for green environment, rallies & more that engage the local community at large & helps build a long term emotional connect with the consumers

Snap shot of the offerings at Central: Shop Over 500 national & international brands Product categories include apparel, footwear, eye wear, watches, cosmetics, fragrances, sportswear, hand bags, jewelry, accessories, toys / infant accessories & more Partners like Food Bazaar, e zone, Home Town, Planet Sports, Liberation Zone etc complete the offering for consumers Eat Food court & fine dining Celebrate Live DJ/ music, fashion shows, sweepstakes, weekend celebrations, value added services & more. In bigger stores multiplex offering is key to celebrations from a customer point of view

Central store design: A seamless space (no boundaries)

Very city centric (all stores are prefixed with city name and integrate with the local community at large with community initiatives) Warm & welcoming in store experience Predominance of red house color A place for wholesome shoppetainment Central Square, Central flag point A vibrant faade Maximizing productivity bring alive the EBO experience of the brand in store for a complete brand experience and maximum through puts

Central identity: Central is synonymous with the heart, the hub, the nerve centre where people from all walks of life are drawn naturally to shop, eat, celebrate. A play full logo with a base line that captures the essence of the offering (the 3 pillars)

Target audience: Central is a melting pot of people from all walks of life across all age groups Central is about being a part of everyones celebrations no matter how big or small The communication TG however is the trend aware, fashion conscious consumer who seek a lot more from life in the 18 to 35 years age group

Positioning:Central makes shopping a celebration You dont just shop at Central, you enjoy the ambience, the live DJ, the complimentary makeovers, the music, and the value added services, the food, the buzz . And all this makes shopping an enjoyable and memorable experience at Central.

Personality:Youthful, warm & vibrant

Brand pillars: Brand pillars give Central a competitive edge Product Store design Communication Experience People

Brand pillars product

the place is the product:What we are Vibrant Energizing Youthful Novel

What we are not

Fuddy-duddy Predictable

Brand pillars store design

What we are Red Vibrant Welcoming Youthful

What we are not Bland/ black & white

Brand pillars communication

What we are People (group) Happy Welcoming & approachable Active

What we are not Individual Passive

Competitive advantage: Larger wallet share due to larger offering in a seamless environment product categories, group partners like Pan foods, e zone, Food bazaar, Home Town, Star & Sitara, Depot & more that maximizes wallet share of the consumer Brand relationship based on collaborative partnership Wholesome brand experience in store that reflects the brand personality as in an EBO Youth full place Central is very youthful, buzzing and alive. Whereas Shoppers is seen as a fuddy-duddy brand and Lifestyle is seen as a brand largely for the indulgent shopper

Negative working capital model Always in the heart of the city and therefore a landmark destination in every city Value added services

Theme campaign for the brand:Theme campaign on categories Key properties & tactical campaigns: Happiness Sale Mens festival Womens festival Summer promotion Youth festival Shop & get gifted The Great Indian Shopping Festival French festival City specific properties Additional properties

Happiness Sale:-

In store celebrations:-

Shop & get gifted:-

In store experience:-

Weekends at Central:Key highlights of weekends at Central Since weekends contribute to 50% of the store sales, weekends offer a lot of value additions to consumers. These include
Weekend flea market Kids weekend initiatives Buzzer rounds Highest shopper wins instant gifts Movie weekends Live DJ on weekends Tarot card reading, mehendi artist, pottery artist & more

Tarot card reading

Mehendi artist at work

Value added services:ObjectiveTo provide value addition to the shopping experience at Central thereby creating a differentiation for the brand. Services include:-

Beauty Central Objective:Create an opportunity for consumers to experience beauty products first hand with complimentary makeover services and thereby promote wellness brands.

Gift Central Objective:Create enhanced shopping experience for consumers by providing complimentary gift wrapping services leading to greater connect with the customers.

Wi-Fi Central Objective:Provide complimentary Wi-Fi connectivity service to help consumers stay connected even while shopping.

DJ Central Objective: Make the shopping experience entertaining with live performance, highlight weekend initiatives/ promotions & play consumer requests.

Central Today:16 stores Bangalore Central (2 stores) Hyderabad Central Pune Central (2 stores) Vadodara Central Mumbai (4 stores) Goregaon Central, Vashi Central , Sobo Central & Thane Central Gurgaon Central Indore Central Ahmedabad Central Visakhapatnam Central Jaipur Central Raipur Central

CHAPTER - II REVIEW OF RELATED LITERATURE

Recruitment Definition Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using

advertisements placed in windows, through a job center, through campus interviews, etc.

Recruitment Meaning Employing the right staff is an important human resource challenge faced by all employers. Recruitment is an expensive business, which includes the cost of advertising and the cost of current employees time interviewing and selecting the right candidate. Good recruitment and selection can result in: a] reduced labour turnover

b] reduced absence c] reduced stress levels A recruitment process should be: a] efficient - cost effective in method and sources b] effective - producing enough suitable candidates c] fair - ensuring that decisions are made on merit without discrimination.

Recruitment and Selection Definition Recruitment is the process of identifying and attracting a group of potential candidates from within and outside the organization to evaluate for employment. Once these candidates are identified, the process of selecting appropriate employees for employment can begin.

Recruitment and Selection Practices Better recruitment and selection strategies result in improve organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees.

Purpose The objectives of this study were to: 1. Identify general practices that organizations use to recruit and select employees. 2. Determine which recruitment and selection practices are most effective. 3. Determine how the recruitment and selection practices affect organizational outcomes. Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selection process. This includes collecting, measuring, and evaluating information about candidates qualifications for specified positions.

The study, based on survey results from 162 members of the DDI HR Benchmark Group,

addresses the following issues. A. General recruitment and selection profiles. B. Recruitment strategies. C. Organizational offerings and their impact on prospective employees. D. Current and future selection practices. E. Outsourcing recruitment and selection activities. F. Barriers to effective recruitment and selection.

General Profile Findings Overview Although internal candidates typically stay in positions and are more successful than external candidates, organizations fill positions with external candidates, on average, 13 percent more often than internal candidates. In the next two years: A. 75 percent of the organizations surveyed plan to increase spending on recruiting. B. 68 percent of the organizations plan to increase their spending on selection. C. Almost half of the organizations plan to significantly change their current approach to both recruitment (47 percent) and selection (41 percent) within the next two years.

Recruitment Strategies Findings Overview Organizations were asked what strategies they use to recruit both managerial/professional and non management candidates. A. For recruiting managerial/professional candidates, the Internet is the most popular advertising medium, used by 76 percent of the organizations surveyed. B. Organizations regularly utilize internal resources (e.g., internal job postings and employee referrals) when recruiting both internal and external candidates. C. Different kinds of agencies are used to recruit for positions at different levels. i. Temporary and government agencies are used mainly to recruit non management candidates. ii. Employment agencies, colleges, and professional organizations are used more

often to recruit managerial/professional candidates.

Organizational Offerings The quality of an organizations offerings affects its ability to attract job candidates. A. Organizations believe they offer candidates a strong company reputation (69 percent) and high-quality benefits packages (65 percent) and learning opportunities (55 percent). B. Many organizations do not offer stock options (37 percent) or child care options (36 percent). Best Practices Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to offer candidates high-quality options such as: Potential for advancement, Company reputation, Stocks, Benefits package etc. Current and Future Selection Practices Findings Overview Organizations were asked to indicate how extensively they use several selection practices and how much they anticipate using them in the future. A. Most organizations make extensive use of applications (89 percent), manual resume screening (80 percent), and reference checks (75 percent) in their selection systems. B. Less than 20 percent of organizations currently use testing or assessment methods extensively in their selection process

Barriers to Effective Recruitment and Selection Findings Overview The surveyed organizations report that the top barriers to effective recruitment and selection of candidates are: A. Shortage of qualified applicants (62 percent). B. Competition for the same applicants (62 percent). C. Difficulty finding and identifying applicants (48 percent).

By Sheila M. Rioux, Ph.D., and Paul Bernthal, Ph.D.

Search & Selection Introduction The search and selection process is the foundation for all future employee relations activities. As such, a considerable amount of employee resources is rightfully spent on working on screening committees and in hiring employees. This document has been developed to assist hiring supervisors, committee members and others in defining effective search and selection processes, thereby maximizing the efforts to identifying and attracting the best candidates.

Planning As will become evident in further review of this document, planning is an essential component to nearly every step of the search and selection process. We must plan the way the position can meet the needs of the department while appropriately using available resources, plan a recruitment strategy, and plan a screening strategy and, finally, a selection strategy. Needs assessment The first step in any process is to determine the goals that you would like to accomplish. In Search and Selection, this process usually takes one of two forms:

1. An addition to staff In the event that the job is new and has not been graded before, it will be necessary for the supervisor to complete the Position Analysis Questionnaire, which will identify the job responsibilities and competencies required, as well as aid in establishing the appropriate salary grade for the position. 2. A replacement of staff. The time when a current employee vacates an existing position can be an optimal time to review the organization and determine if a reallocation of position responsibilities is appropriate. Often, a juggling of responsibilities within a unit can create promotional opportunities, new skills, job enrichment and could better match the remaining incumbents skills with the skills required for the position.

Identification of minimum requirements and preferred qualities During the posting and recruitment process, the college identifies and announces minimum requirements for fulfilling the responsibilities of the position as well as those qualities which the supervisor believes will lead to further success in the position.

Development of Screening Materials Once the position requirements and preferred qualities are identified, it should be easy for the supervisor to identify the screening questions. Since the committee should only be asking questions which related to the decision of who to forward to the supervisor in the next step of the process, the only topics the committee needs to address are those which have been identified by the supervisor as being either preferred or necessary qualities (as defined in the Notice of Vacancy). The three parts to the screening process a) Paper review b) Interviews with the candidates c) Interviews with each, respective candidates references

The interviews with the candidates As addressed previously, the interview questions should cover specific areas of concern. In the previous section, sample interview questions are offered for the hiring supervisor in developing the interview questionnaire. Similar to developing the rating scale in the paper review process, the supervisor will assign maximum point values to each question, based on their relative importance to other criteria being reviewed. Qualities that could fall into this category include: ability to adapt to change ability to display a positive outlook ability to follow instructions

Development of Recruitment strategy Even though s/he is not part of the screening process, the hiring supervisor steers the search by developing the recruitment criteria, the position requirements and preferred qualities, the rating scales and interview questions. The recruitment strategy is the stage where the hiring supervisor determines, with assistance from Human Resources, the timing for the search as well as the way that the position vacancy will be communicated. Recruitment Metrics Recruitment can be an expensive and time-consuming endeavor, and understanding the value of the

results means knowing whether or not the time and money are being used effectively. A few common recruitment metrics: 1. New Hire Quality: Three to six months after hire, the hiring manager should complete an

evaluation of the new employee that compares expectations prior to recruiting with the actual performance of the employee. Facets of quality to be evaluated include knowledge and skills, performance, experience, motivation, multitasking abilities, learning curve, customer compatibility, and organization compatibility. 2. Recruiting Cost Ratio: The RCR is used to determine average HR spending on recruiting activities in relation to the starting compensation of new hires (positions filled) that result from staffing activities.This metric calculates the Total Recruiting Costs (both internal and external) and divides it by the Total Compensation Recruited (the sum of the base annual compensation of the positions filled through recruitment). 3. Recruiting Efficiency: Closely related to RCR is the metric for Recruiting Efficiency. Recruiting Efficiency gives a percentage in relation to complete efficiency, which is considered to be 100%.

CHAPTER- III OBJECTIVES

To study the existing recruitment and selection process the organization is using. To study various factors involved in recruitment and selection process. To study the methods and techniques used in recruitment and selection process. To study and identify how the present process affect organizational outcomes. To find employers and employees opinion about present process and provide a suggestion for improvement.

CHAPTER - IV RESEARCH METHODOLOGY

DATA COLLECTION: Sources of data collection:

Primary data Primary data are collected afresh and for the first time. It is the data originated by the researcher specifically to address the research problem. In this study, primary data is collected primarily to understand the existing recruitment and selection process the organization is using. Secondary Data Secondary data is collected from internet, registers, records, journals, articles, magazines and annual reports of the organization Data collection Instrument: Questionnaire Design begins with an understanding of the capabilities of a questionnaire and how they can help in research. If it is determined that a questionnaire is to be used, the greatest care goes into the planning of the objectives.

DATA SAMPLING: Data sampling process includes the following steps that are sequentially shown Define the Target Population

Define the Sampling frame Determine the sample size Execute the sampling process

Sample Size Design It refers to the number of elements to be included in the study. A sample design is a definite

plan for obtaining a sample from a definite population. It refers to the technique or the procedure the researchers would adopt in selecting items for the sample. It is determined before data is collected. In this study 50 samples is collected from the employers. 50 samples is collected from employees.

Sampling Process Convenience Sampling: A convenience is obtained by selecting convenient population units. The method of convenience sampling is also called the chunk. A chunk refers to that fraction of the population being investigated which is neither by probability nor by judgement but by convenience. TOOLS FOR ANALYSIS: Percentage Analysis Chi-square analysis Correlation F-test

Percentage Analysis: In percentage analysis, charts like bar chart and pie charts are used to graphically represent the results from percentage analysis of the questionnaire

Chi-Square Analysis The chi-square is one of the most widely used non-parametric tests in statistical work. The ChiSquare was first used by Karl Pearson in the year 1900. It is defined as x2= [O-E] 2/E Chi-square test is applicable to a very large number of problems in practice. With the help of this test we can find out whether two or more attributes are associated or not.

Correlation: Correlation analysis deals with the association between two or more variables. Correlation does not necessarily imply causation or functional relationship though the existence of causation always implies correlation. By itself it establishes only co variation. In this research rank correlation was used.The formula used to finn rank correlation is R= 1- 6 D2 / N3 -N F-Test F-test is used to find out whether the two independent estimates of population differ significantly or whether the two samples may be regarded as drawn from the normal populations having the same variance. F is defined as

F= S12 / S22

CHAPTER V DATA ANALYSIS AND INTERPRETATION

ANALYSIS USING PERCENTAGE METHOD

RESPONDENTS BASED ON YEARS OF EXPERIENCE Sl.no Years Respondents Percentage%

1 2 3

0-2 years 3-5 years 6-8 years Total

34 14 2 50

68 28 4 100

Inference 34 respondents belong to 0-2 years of experience, 14 respondents belong to 3-5 years of experience and 2 respondents belong to 6-8 years of experience.

CHART 5.1.1 RESPONDENTS BASED ON YEARS OF EXPERIENCE

80 70

P e r c e n t a g e

60 50 40 30 20 10 0

0-2 years 3-5 years 6-8 years

Years of experience

CLASSIFICATION BASED ON THE SOURCES ORGANIZATION RELY HEAVILY Sl.no Sources Respondents Percentage%

1 2

Internal External Total

30 20 50

60 40 100

Inference 30 respondents said that organization rely heavily on internal sources and20 respondents said that organization rely heavily on external sources.

CHART 5.1.2 CLASSIFICATION BASED ON THE SOURCES ORGANIZATION RELY HEAVILY

70 60 50 40

P e r c e n t a g e

Internalsources
30 20 10 0

Externalsources

Source

EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME

Sl.no Channels

Respondents Percentage%

1 2 3 4

Job sites Company sites Consultancies Referrals Total

17 20 9 4 50

34 40 18 8 100

Inference 34% of employees prefer jobsites to post the resume, 40% of employees prefer company sites to post the resume, 18% of employees prefer consultancies to post the resume and 8% of employees

prefer employee referrals to post the resume.

CHART 5.1.3 EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME

45 P e r c e n t a g e 40 35 30 25 20 15 10 5 0 Channels Jobsites Companysites Consultancies Referrals

TABLE 5.1.4 EMPLOYEES PREFERENCE OF SOURCES THAT REACHES SOON Sl.no Sources Respondents Percentage%

1 2 3 4

Newspaper Journals/Periodicals Campus Recruitment Employee Referral Total

19 4 10 17 50

38 8 20 34 100

Inference 38% of employees said that newspaper source reaches them soon, 8% of employees said that journals/periodicals reaches them soon, 20 of employees said that campus recruitment reaches them soon and finally 34% of employees said that employee referral reaches them soon.

CHART 5.1.4 EMPLOYEES PREFERENCE OF SOURCES THAT REACHES SOON

40 35 P e r c e n t a g e 30 25 20 15 10 5 0 Sources
Newspaper Journals/Magazines Campusrecruitment Employee Referral

EMPLOYEES OPINION ABOUT RESPONSE AFTER RECRUITMENT Sl.no Response Respondents Percentage%

1 2

Satisfied Not Satisfied Total

44 6 50

88 12 100

44 respondents are satisfied with the response given after recruitment and 6 respondents are not satisfied with the response given after recruitment EMPLOYEES OPINION ABOUT RESPONSE AFTER RECRUITMENT

100

P e r c e n t a g e

90 80 70 60 50 40 30 20 10 0

Satisfied Not Satisfied

Response

EMPLOYERS OPINION ABOUT THE PROCESS FOR IDENTIFYING JOB VACANCIES Sl.no Process Respondents Percentage%

1 2

Step by step process No step by step process Total

32 16 50

64 36 100

Inference 32 respondents said that their organization follow a step by step process with certain rules and regulations in identifying job vacancies and 16 respondents said that their organization does not follow a step by step process with certain rules and regulations in identifying job vacancies. CHART 5.1.6 EMPLOYERS OPINION ABOUT THE PROCESS FOR IDENTIFYING JOB VACANCIES

70

P e r c e n t a g e

60 50 40 30 20 10 0 Step by step process No step by step process

Process

EMPLOYERS OPINION ABOUT JOB ANALYSIS

Sl.no Job analysis 1 2 Yes No Total

Respondents 35 15 50

Percentage 70 30 100

Inference 35 respondents inferred that job analysis is conducted for each position,15 respondents inferred that job analysis is not conducted for each position. EMPLOYERS OPINION ABOUT JOB ANALYSIS

80

P e r c e n t a g e

70 60 50 40 30 20 10 0

Yes No

Job analysis

CLASSIFICATION ABOUT THE RECRUITMENT SOURCES ORGANIZATION USE MOSTLY Sl.no Sources Respondents Percentage%

1 2 3 4 5

Newspaper sources Journals Campus Recruitment Employee Referral Consultancies Total

15 7 4 19 5 50

30 14 8 38 10 100

Inference

15 respondents said that their organization uses newspaper source mostly, 7 respondents said that their organization uses journals, 4 respondents said that their organization uses campus recruitment, 5 respondents said that they use consultancies and finally 19 respondents said that their organization uses employee referral mostly.

CLASSIFICATION ABOUT THE RECRUITMENT SOURCES ORGANIZATION USE MOSTLY

40

P e r c e n t a g e

35

Newspaper source
30 25 20 15 10 5 0

Journals/Periodicals Campus Recruitment Employee Referral Consultancies

Sources

EMPLOYERS OPINION ABOUT SCREENING OF CANDIDATES

Sl.no Screening of candidates 1 2 Yes No Total

Respondents Percentage%

35 15 50

70 30 100

Inference 35 respondents said that all initial screening of candidates is performed by HR department and 15 respondents said that all initial screening of candidates is not performed by HR department. EMPLOYERS OPINION ABOUT SCREENING OF CANDIDATES

80

P e r c e n t a g e

70 60 50 40 30 20 10 0

Yes No

Screening of candidates

EMPLOYEES OPINION ABOUT FINAL SATISFACTION

Sl.no 1 2 3 4 5

Opinion Satisfied Highly Satisfied Dissatisfied Highly dissatisfied No opinion Total

Respondents Percentage% 21 13 5 4 7 50 42 26 10 8 14 100

Inference: 42% of employees are satisfied with the present process, 26% of employees are highly satisfied with the present process, 10% of employees are dissatisfied with the present process, 8%

employees are highly dissatisfied with the present process, and 14% employees said that they have no opinion about the process.

CHART 5.1.10 EMPLOYEES OPINION ABOUT FINAL SATISFACTION

satisfied Highly satisfied Dissatisfied Highlydissatisfied No opinion Final opinion about the process

EMPLOYERS RATING ABOUT THE PROCESS

Sl.no 1 2 3 4

Opinion Effective Very effective Not effective No opinion Total

Respondents Percentage% 12 21 11 6 50 24 42 22 12 100

Inference: 24% employers rated that the process is effective, 42% of employers rated that the process is very effective, 22% of employers rated that the process is not effective, 12% of employers said no opinion about the process.

EMPLOYERS RATING ABOUT THE PROCESS

Effective Very effective Not effective No opinion

Final rating about the process

ANALYSIS USING CHI-SQUARE

ANALYSIS OF EMPLOYERS OPINION REGARDING PANEL MEMBER AS REFEREE AND RATING ABOUT RECRUITMENT& SELECTION PROCESS

OBSERVED COUNT: TABLE 5.2.1

Rating about recruitment& selection

Panel member as referee Yes No Total 5 7 12 14 7 21 5 6 11 1 5 6 25 25 50 Effective Very Effective Not Effective No opinion Total

EXPECTED COUNT TABLE 5.2.2

Rating about recruitment & selection

Panel member as referee Effective Very Effective Not Effective No opinion Total

CHI6 6 12 10.5 10.5 21 5.5 5.5 11 3 3 6 25 25 50

SQUARE

Yes No Total

CALCULATION TABLE 5.2.3

O 5 14 5 1 7 7 6 5

E 6 10.5 5.5 3 6 10.5 5.5 3

[O-E]2 1 12.25 0.25 4 1 12.25 0.25 4

[O-E]2/E 0.17 1.17 0.05 1.33 0.17 1.17 0.05 1.33 = 5.44

Null Hypothesis Ho: There is no significant difference between the referee as a panel member and final rating about recruitment and selection process. Inference: Calculated value [O-E] 2/E = 5.44 Degrees of freedom (m-1) (n-1) = (2-1) (4-1) =3 The tabulated value for 3 degrees freedom at 5% level of significance is 12.98. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT COST AND FINAL RATING ABOUT RECRUITMENT AND SELECTION PROCESS

OBSERVED COUNT TABLE 5.2.4

Rating about recruitment & selection

Recruitme Effective nt cost Yes No Total

6 6 12

Very Effective 11 10 21

Not Effective 5 6 11

No opinion

Total

2 4 6

24 26 50

EXPECTED COUNT TABLE 5.2.5

Rating about recruitment & selection

Recruitment Effective cost Yes No Total

5.8 6.2 12

Very Effective 10 11 21

Not Effective 5.3 5.7 11

No opinion

Total

2.9 3.1 6

24 26 50

CHI-SQUARE CALCULATION

TABLE 5.2.6 O 6 11 5 2 6 10 6 4 E 5.8 10 5.3 2.9 6.2 11 5.7 3.1 [O-E]2 0.04 1 0.07 0.81 0.04 1 0.09 0.81 [O-E]2/E 0.68 0.1 0.02 0.28 0.65 0.09 0.02 0.26 = 2.11

Null Hypothesis Ho: There is no association between the measurement of recruitment cost and final satisfaction about recruitment and selection process. Inference: Calculated value [O-E] 2/E = 2.11 Degrees of freedom (m-1) (n-1) = (2-1) (4-1) =3

The tabulated value for 3 degrees freedom at 5% level of significance is 12.98. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

ANALYSIS OF EMPLOYERS OPINION REGARDING MEDICAL EXAMINATION AND FINAL RATING ABOUT RECRUITMENT AND SELECTION PROCESS

OBSERVED COUNT Table 5.2.7

Rating about recruitment& selection Medical Examination Yes No Total

5 7 12 Effective Very Effective 8 13 21 7 4 11 3 3 6 23 27 50 Not Effective No opinion Total

EXPECTED COUNT Table 5.2.8

Rating about recruitment& selection Medical Examination Yes No Total

5.52 6.48 12 Effective Very Effective 9.7 11.34 21 5.1 5.94 11 2.76 3.24 6 23 27 50 Not Effective No opinion Total

CHI-SQUARE CALCULATION TABLE 5.2.9

[O-E]2

[O-E]2/E

5 8 7 3 7 13 4 3

5.52 9.66 5.06 2.76 6.48 11.34 5.94 3.24

0.27 2.76 3.76 0.06 0.27 2.76 3.76 0.06

0.05 0.29 0.74 0.02 0.42 0.24 0.63 0.02 =2.41

Null Hypothesis Ho: There is no association between the medical examination conducted on employees and final satisfaction about recruitment and selection process. Inference: Calculated value [O-E] 2/E = 2.41 Degrees of freedom (m-1) (n-1) = (2-1) (4-1) =3 The tabulated value for 3 degrees freedom at 5% level of significance is 12.98. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

ANALYSIS OF EMPLOYEES OPINION REGARDING RECRUITMENT SOURCE

ORGANIZATION USE HEAVILY AND FINAL DECISIONS ABOUT APPOINTMENT

OBSERVED COUNT TABLE 5.2.10

Final decision about appointment Sources organization rely heavily Internal sources External sources Total 25 14 39 5 6 11 30 20 50 Yes No Total

EXPECTED COUNT TABLE 5.2.11

Sources organization rely heavily Internal sources External sources Total

Final decision about appointment Yes No

Total

23.4 15.6 39

6.6 4.4 11

30 20 50

CHI-SQUARE CALCULATION

TABLE 5.2.12 [O-E]2 2.56 2.56 2.56 2.56 [O-E]2/E 0.11 0.39 0.16 0.58 =1.24

O 25 5 14 6

E 23.4 6.6 15.6 4.4

Null Hypothesis Ho: There is no association between sources organization rely heavily and final decisions about appointment. Inference: Calculated value [O-E] 2/E = 1.24 Degrees of freedom (m-1) (n-1) = (2-1) (2-1) =1

The tabulated value for1 degrees freedom at 5% level of significance is 7.88. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

5.3 ANALYSIS USING RANK CORRELATION

ANALYSIS OF EMPLOYEES OPINION REGARDING TEST&INTERVIEW PROCESS AND SATISFACTION ABOUT SELECTION TECHNIQUE USED

TABLE 5.3.1 Sl.no X Rx Y Ry [ Rx- Ry ] D2 1 2 24 26 1 2 39 11 2 1 1 1 D2 = 2

CACULATIONS:

R= 1- 6 D2 / N3 -N

= 1- 6 * 2 23-2

= 1- 12 6

= 1-2

= -1

INFERENCE:

The test & interview process and satisfaction about selection technique used is highly negatively correlated.

ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT SOURCE ORGANIZATION USE AND SOURCE PREFERRED EFFECTIVE BY THEM TABLE 5.3.2

Sl.no

Rx

Ry

[ Rx- Ry ] D2

1 2 3 4 5

15 7 4 19 5

4 3 1 5 2

14 6 8 15 7

4 1 3 5 2

0 4 4 0 0 D2 = 8

CACULATIONS: R= 1- 6 D2 / N3 -N

1- 6 * 8 53-5

1- 48

120

= 1-0.4

R= 0.6

INFERENCE:

The recruitment source organization use and source preferred effective by them is positively correlated.

ANALYSIS OF EMPLOYEES OPINION REGARDING QUESTIONS GAVE PRIOR TO THE INTERVIEW AND COMFORTABLENESS WITH THE INTERVIEWER

TABLE 5.3.3 Sl.no X Rx Y Ry [ Rx- Ry ] D2 1 2 12 38 1 2 23 27 1 2 0 0 D2 = 0

CACULATIONS:

R= 1- 6 D2 / N3 -N

= 1- 6 * 0 23-2

= 1- 0

= 1-0

= 1

INFERENCE:

If the questions given prior to the interview means then the comfortableness with the interviewer will be increased. So it is highly positively correlated.

5.4 ANALYSIS USING F-TEST

ANALYSIS OF EMPLOYEES AND EMPLOYERS OPINION REGARDING FINAL SATISFACTION ABOUT RECRUITMENT AND SELECTION PROCESS

NULL HYPOTHESIS H0: The two populations have the same variance. Table 5.4.1 X12 X22

Samples1 X1 X1

Samples2 X2

X2

12 21 11 6

0.5 8.5 -1.5 -6.5

0.25 72.25 2.25 42.25

21 13 5 4 7

11 3 -5 -6 -3

121 9 25 36 9

X12 = 117

X22 = 200

X1 is employees opinion about the process and X2 is employers rating about the process. S12 = 50 S22 = 39 F = S12 / S22 F=1.28 F= 1.28

INFERENCE: For v1=4 and v2=5, F0.05=6.23. The calculated value is less than the tabulated value. Therefore hypothesis is accepted. It means the two different populations have the same variance.

CHAPTER - VI

6.1 FINDINGS OF THE STUDY

A majority of the respondents prefer to post their resume through company web sites and job sites. The percentage analysis shows that the organization relies heavily on internal sources. Most of the employees said that a newspaper source reaches them soon. A majority of employees inferred that they are satisfied with the response given after recruitment. Most of the employees said that the final decisions about appointment should be based only on merit. A majority of employers inferred that there organization is following a step by step process with certain rules and regulations in identifying job vacancies. The percentage analysis shows that the organization is conducting job analysis and job description for each job position. A majority of employers said that there organization using newspaper and employee referral sources mostly. Most of the employers inferred that they are measuring the cost for the recruitment sources by comparing the validated budget versus approved budget. The correlation analysis shows that the questions asked in the interview and comfortableness with the interviewer is positively correlated. Most of the employees are satisfied with the present recruitment and selection process. A majority of the employers inferred that the present recruitment and selection process is effective.

6.2 SUGGESTIONS AND RECOMMENDATIONS

From the study, it is found that majority of the employees prefer to post their resume in companies website. So the company can have exclusive career link in its website to post

resume. By using a separate link with resume screening software, the resumes can be screened and managed effectively. From the study, it is found that newspaper is the effective medium to advertise for recruitment. Since this company focus on candidates from Pondicherry, they can advertise for mass recruitment. Relocation is the main problem for a candidates rejecting an offer. So by providing a good salary and accommodation, relocation problem can be solved. Thus the recruitment process can be made effective by retaining the recruited candidate. Some of the employees said that the response given after recruitment is not satisfactory. If the recruitment feedback mechanism is not effective, there is high risk of loosing good candidates to other companies. So they can give the response for candidates immediately whether they are short listed or rejected. It is found that the company is not conducting the medical examination for employees during selection process. They can conduct medical examination in order to prevail themselves if any problem happens to the employees.

CHAPTER-VII CONCLUSION
This project A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS was helpful to know about the recruitment and selection process in EPublishing Company. This study inferred that most of the employers and employees are satisfied with the present process. This study was helpful to study the sources of recruitment and selection techniques & methods used. The study on recruitment and selection is more an ART rather than a process. HR professional is having a big responsibility to hire a best person from the available talent pool. At the same time, one needs to be cost conscious. The employer should judge on individual merits and set the same standards for all. In the present scenario, It is the biggest challenge for a HR manager to hunt for talent.

CHAPTER VIII 8.1 LIMITATIONS

The entire study applies only to the specific concern. The period for study is one month, so the detailed analysis about the process is difficult. The study was made only with limited number of samples. The respondents may give false information.

8.2 SCOPE FOR FURTHER STUDY

Project throws light on the need for learning about recruitment and selection process. The This study will be useful to find out the sources and techniques used in the recruitment and selection process. will be helpful for the company to know the effective sources and techniques in It recruitment and selection process.

ANNEXURE - I A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN ABC technologies

EMPLOYER PERSONAL DETAILS 1. Name 2. Designation 3. Age: a) 18 -25 b) 26 35 c) 36 -45 d) above 45 : :

4. Marital status: a) Married b) unmarried

5. Educational Qualification: a) Below Hr. Sec. b) Hr. Sec 6. Years of Experience: a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years c) ITI or others d) UG OR PG

RECRUITMENT 1. What type of process are there for identifying job vacancies in your organization? a) Follow step by step process with certain rules. b) No step by step process. c) Not aware. 2. Is job analysis conducted for each position? a) Yes b) No

3. Do you give consideration to internal candidates for all jobs before outside recruitment begins? a) Yes b) No

4. Do you accept late applications? a) Yes b) No

5. Is there any job description for each vacancy including the purpose, tasks and responsibilities?

a) Yes

b) No

6. What kind of recruitment sources does your organization use? a) Newspaper sources b) Professional journals/periodical c) Campus recruitment d) Employee referral e) Consultancies 7. Which recruitment source do you prefer very effective from the above?

8. Does your organization measure the cost of these recruiting sources? a) Yes b) No

If yes specify, 9. To whom are the performance measure and recruiting costs are usually communicated? a) Finance department b) Accounts department c) Administration department 10. Identify any one factor which affects you to recruit best candidate? a) Image of the organization b) Government influence c) Internal organizational policies d) None of the above

SELECTION 11. Do you have any standard pattern in selection process? (From initial interview to final placement) a) Yes b) No

12. Does HR department perform all initial screening of candidates? a) Yes b) No

13. How many candidates are typically interviewed before final placement? a) 10 b) Below 10 c) Above 10 d) None of the above 14. Are panel interviews are used?

a) Yes

b) No

15. Can you allow a referee as a panel member? a) Yes b) No

16. Are reference checks considered on all candidates? a) Yes b) No

17. Are candidate telephone interviews, teleconferencing or video conferencing conducted before personnel interview? a) Yes b) No

18. What type of tests are mostly used in your organization during selection process? a) Personality tests b) Psychometric tests c) Judgement tests c) Ability tests d) Not aware 19. Do you professionally validate the tests used in selection process? a) Yes b) No

20. What your organization will do if short listed applicant cannot be interviewed on the scheduled day? a) Offer another date, location. b) Will hold the applicant and used whenever needed. c) Consideration may be given to exclude that person from the process. d) No opinion. 21. Does your organization conduct medical examination for employees during selection process? a) Yes b) No

22. Finally rate the recruitment and selection process used in your organization a) Effective b) Very effective c) Not effective d) No opinion

A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN CENTRAL RAIPUR

EMPLOYEE PERSONAL DETAILS 1. Name 2. Designation 3. Age: a) 18 -25 b) 26 35 c) 36 -45 d) above 45 : :

4. Marital status: a) Married b) unmarried

5. Educational Qualification: a) Below Hr. Sec. 6. Years of Experience: a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years b) Hr. Sec c) UG or PG d) ITI or others

RECRUITMENT AND SELECTION

1. Did you visit the website of this company before coming for the interview? a) Yes b) No 2. What is your experience in this company? a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years 3. Which sources your organization rely heavily for recruitment? a) Internal sources b) External sources 4 .Which channel do you prefer easy to post your resume? a) job sites

b) company websites c) consultancy d) referrals 5. Through which source did you get recruited in this company? a) Newspaper sources b) Professional journals/periodicals c) College recruiting d) Employee referral e) Internal computerized applicant database 6. Which type of recruitment sources reaches you soon? a) Newspaper sources b) Professional journals/periodicals c) College recruiting d) Employee referral 7. Have you ever rejected an offer in any company? a) Yes b) No 8. State the reason for rejecting the offer. a) relocation b) salary c) growth d) others 9. State the reason for accepting the offer in this organization?

10. Are you satisfied with the response given after recruitment? a) Yes b) No 11. Are you satisfied with the selection techniques used in your organization? a) Yes b) No If No means give reason:

12. Do you feel that the test and the interview process is lengthy? a) Yes b) No

13. What type questions they asked you in the interview? a) Relaxing questions b) Tough questions c) Icebreaking questions 14. Did they give the questions prior to the interview? a) Yes b) No 15. Did you felt comfortable with your interviewer? a) Yes b) No 16. Do all people have to be interviewed in the same way? a) Yes b) No If No means state reason:

17. The people who are all involved in the recruitment and selection process were very supportive to you a) Yes b) No 18. The final decisions about the appointment should be based only on merit? a) Yes b) No If No means state reason:

19. Does your organization provide you induction or orientation programme after placement? a) Yes b) No If yes means mention how effective and useful,

20. Finally how much you satisfied with the present recruitment and selection process followed in your organization? a) Satisfied b) Highly satisfied c) Dissatisfied d) Highly dissatisfied e) No opinion If you are not satisfied with the present process means provide suggestion for improvement:

Annexure - II

Bibliography
Books Referred 1. Christopher Mabey, Strategic Human Resource Management Edition 1. 2. K. Aswathappa, Human Resource and Personnel Management Edition 1. 3. Donnelly , Managing Human Resource Edition 1 4. Statistical methods by S.P.Gupta Sites Visited 1. www.spi.com 2. www.citehr.com 3. www.explorehr.com