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PROJECT REPORT

ON
RECRUITMENT AND SELECTION
AT
SEL MANUFACTURING COMPANY LIMITED
Submitted for the fulfillment for award of degree of
MASTERS OF BUSINESS ADMINISTRATION
Affiliated to

Submitted to:

Submitted by:

Sikkim Manipal University

Bhavna Arora
MBA (4th Sem)
Univ Roll No.1405006368

SESSION: 2015-16

A
Final Project Report
On
RECRUITMENT & SELECTION
AT
SEL MANUFACTURING LTD.

Submitted to
SIKKIM MANIPAL UNIVERSITY
In partial fulfillment of the requirement for
the Award of degree of

Master of Business Administration (MBA)

Submitted By

Project Guide

Bhavna Arora

Ms. Leena Madan

1405006368

Area specialization
MBA-Marketing

Session (2015-2016)
SIKKIM MANIPAL UNIVERSITY

ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and this work is not
different behind this successful undertaking is the blessing and guidance of
many. This formal piece of acknowledgement may not be sufficient to
express my feeling of gratitude and deep respect that have been experienced
during my learning process at Recruitment and Selection. This endeavour
would not have been successful without the help and encouragement of lot
of people with whom I had good fortunate of interacting during course of
journey.

I am thankful to Ms. Leena Madan (Marketing) without her immaculate


and intellectual guidance, sustained efforts and friendly approach it would
have been difficult to achieve the result in short span of period. Not leaving
behind the contribution of all the staff members for sharing with us the
wealth of their experience and knowledge.

Bhavna Arora

PREFACE
MBA is a stepping stone to management career. In order to achieve
practical, positive and concrete results, the classroom learning needs to
be effectively fed to realities of situation existing outside classroom.
This is practical time for management.
To develop healthy managerial and administrative skills in the
potential managers it is necessary that theoretical knowledge must be
supplemented with exposure of real environment. Actually it is very
vital for the management and it is practical training that the measuring
of management it itself realized.
I took guidance under Ms. Leena Madan and was too fortunate to get
a good exposure in this project report an attempt has been to cover
aspects.

Bhavna Arora

STUDENT DECLARATION
I hereby declare that the Project entitled Recruitment and Selection
at SEL Manufacturing Company Limited submitted for the
practical fulfillment of degree of Masters of Business Administration
affiliated to Sikkim Manipal University is original work and not
submitted for award of any other degree, fellowship or other similar
titled or Prize.

BHAVNA ARORA

CERTIFICATE OF ORIGINALITY

This is to certify that Bhavna Arora, MBA student of Sikkim Manipal


University successfully undertaken her final project and has
successfully completed her final project titled Recruitment and
Selection at SEL Manufacturing Company Limited under my
supervision. This report is compilation and analysis of information by
the student on the subject and useful inferences have been drawn with
regard to objective of the study. It further certified that this project has
not been submitted to any other university for any other purpose.

____________________
Leena Madan
Project Guide

CONTENTS
Ch. No.
1.
2.

COMPANY PROFILE
INTRODUCTION TO RECRUITMENT AND

Page No.
1-26
27-55

3.

SELECTION
RECRUITMENT AND SELECTION IN SEL

57-72

MANUFACTURING COMPANY LIMITED


OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
DATA ANALYSIS AND INTERPRETATION
FINDINGS
LIMITATIONS
SUGGESTIONS
CONCLUSIONS
BIBLIOGRAPHY
QUESTIONNAIRE

73-74
75-79
80-90
91-93
94-95
96-97
98-99
100-101
102-104

4.
5.
6.
7.
8.
9.
10.

Topics

CHAPTER-1
COMPANY PROFILE

SEL MANUFACTURING COMPANY LIMITED


SEL is a leading vertically integrated textile conglomerate, operating in
various textile sub-segments having facilities right from spinning, knitting,
processing of yarns and fabric, to the value added products viz. terry towels
and ready-made garments.
SEL traces its origin to 1969, when it was established as a small garment
manufacturing unit by the founder Chairman, Shri R.S. Saluja. Under the
leadership of Mr. Neeraj Saluja, Managing Director, and Mr. Dhiraj Saluja,
Joint Managing Director, the process of backward and forward integration
started. SEL forayed into spinning in the year 2005 and thereafter, into terry
towels in November, 2008. The Group achieved exponential growth within
a short span and its present capacities include 8,59,152 spindles in spinning,
13,440 rotors, 43,050 tonnes per annum in knitting and processing, 4,500
tonnes per annum in yarn processing, 27,000 tonnes per annum in terry
towel manufacturing and 8.5 million pieces per annum in ready-made
garments. Setting up of Indias largest spinning unit of 4,00,000 spindles at
a single location at Village Mehatwara in District Sehore of Madhya
Pradesh and its commissioning in a record time marks one of the landmark
achievements of the group. The Company has a captive power generation
capacity of 22 MW.
Today, the groups manufacturing plants enjoy an advantageous geographic
spread across various locations in Punjab, Himachal Pradesh, Rajasthan,
Haryana and Madhya Pradesh. SELs manufacturing plants have ultramodern machinery, state-of-the-art technology, sound operating systems and
vibrant workforce.

SEL Manufacturing Company Limited has been ranked as the 10th largest
in analysis of the Europes top 100 Yarn & Thread Suppliers. The Company
has been ranked 8th as per Total Income in the textiles sector in Dun &
Bradstreets Indias Top 500 Companies 2014. The Company is also ranked
amongst the top 400 mid-cap companies in India by Dalal Street Limited.
The Company has been ranked 249 in Fortune Indias top 500 companies in
December, 2014.
SEL is driven by the vision of building a sustainable, profitable, growth
oriented and socially responsible corporate through strong and effective
systems, committed teams and satisfied stakeholders. Today SEL group is
recognised as a System Oriented Management Supported corporate.

Mr.
Neeraj
Mr. R. S. Saluja Saluja
Chairman
Managing
Industry
Director
Experience:
Industry
49 years
Experience:
25 years

Mr.
Dhiraj Mr.V.K. Goyal
Saluja
Executive
Joint Managing Director
&
Director
C.E.O
Industry
Industry
Experience:
Experience:
21 years
35 years

Mr.
Navneet
Gupta
Executive
Director
&
C.F.O
Industry
Experience:
25 years

The top management consists of The Chairman Mr. R.S. Saluja, Managing
Director Mr. Neeraj Saluja, Joint MD Mr. Dhiraj Saluja, Executive Director
& CEO Mr. V.K. Goyal and Executive Director & CFO Mr. Navneet Gupta
The top management through its functions provides strong leadership;
visible and active support; and demonstrated commitment which is
fundamental to the success of the business. It creates and articulates a vision
of what the organization could achieve in the long run. It tends to move the
organization in new directions and empowers people at all levels to utilize
their full potential to achieve the objectives. It stresses relationships with
peers, values and commitment the emotional and spiritual aspects of the
organization.

With a strong infrastructure and


a sound financial base SEL is
poised for a quantum growth,
seeking to achieve a larger market
share.

To Build a sustainable, profitable and growth


oriented,
through

socially
strong

responsible
and

effective

corporate
systems,

committed team and satisfied customer base

To create a System Driven Management

Supported corporate
VISION AND MISSION

GROWTH JOURNEY/ MILESTONES

2013
SEL commissions Greenfield Mega Integrated Textile Park located at
village Panjava, Distt. Muktsar, Punjab.

2012
Setting-up of the second bio-mass based captive power generation plant at
Rahon, District Nawanshahr, Punjab.
Doubling of capacities of the spinning units at Neemrana, Rajasthan and
Hansi, Haryana.
SEL ranked 16th as per total income in the textiles sector in the Dun &

Bradstreets Indias Top 500 Companies 2011.


SEL conferred the status of a Trading House by the Office of the Joint
Director General of Foreign Trade, Ministry of Commerce & Industry,
Government of India.
SEL ranked as the 10th largest in analysis of the Europes top 100 Yarn &
Thread Suppliers conducted by Plimsoll.
SEL ranked 14th in Textiles & Garments segment and overall ranked at
366th in Fortune India 500 List.
2011
Setting-up of Indias largest spinning unit at a single location, located at
Mehatwara, District Sehore, Madhya Pradesh.
Acquired another Garment manufacturing unit in Ludhiana.
Went live with one of the fastest ERP implementations in the industry.
SEL ranked amongst the top 400 mid-cap companies in India by Dalal
Street Limited.
Laid the foundation stone for state-of-the-art Greenfield Mega Integrated
Textile Park at Village Panjava, Tehsil Malout, District Muktsar in Punjab.
2010
Open-End yarns added in the yarn spinning portfolio.
Setting-up of first bio-mass based captive power generation plant at
Rahon, District Nawanshahr, Punjab.
Setting-up of second Terry Towel unit at Rahon, thereby increasing the
capacity levels to 45 TPD.
2009

Acquisition of two spinning units located at Neemrana, District Alwar,


Rajasthan and Hansi, District Hisar, Haryana.
SEL Manufacturing Company Limited issued GDRs which were listed at
Luxembourg Stock Exchange.
2008
Step towards forward integration with the establishment of first Terry
Towel unit at Rahon, District Nawanshahr, Punjab.
Acquired one Yarn and Fabric Dyeing unit and one Garment
manufacturing unit, both located in Ludhiana.
2007
Setting-up of second yarn spinning facility at Rahon, District
Nawanshahr, Punjab.
2006
Acquired a Garment manufacturing unit located in Ludhiana.
SEL Manufacturing Company Limited went public and its shares were
listed on the National Stock Exchange of India Ltd. and BSE Limited.
Started the Groups first Girls Hostel in July, 2007, giving impetus to
employment of women workforce
2005
Beginning of vertical integration with the setting up of first yarn spinning
unit at Neelon, District Ludhiana, Punjab.
CORPORATE SOCIAL RESPONSIBILITY
At SEL we believe Corporate Social Responsibility is about how we

manage the business processes to produce an overall positive impact on


society and environment. It is the continuing commitment by us to act
ethically and contribute to economic development while improving the
quality of life of the workforce and their families as well as of the local
community and society at large.
Social responsibility can be broadly divided into two parts: human
responsibility and environmental responsibility.
We perform our Human responsibilities towards the various
stakeholders. We respect the rights of employees, shareholders, the
government, customers, investors, suppliers, competitors and the society
at large.
Environmental responsibility refers to the organizations responsibility
towards environment protection.
We ensure that we continuously achieve pollution control standards set
by various regulatory bodies. We follow an efficient system for the
disposal of waste.
We strive for optimum utilization of energy, materials and all natural
resources. We ensure effective steps to achieve recycling of waste as
much as possible and responsible discharge of any inevitable waste. Our
bio massed co-generation power plants would lessen the greenhouse gas
emission. We provide training to our employees on environmental
issues and encourage our buyers and suppliers to be environmentally
responsible. We are encouraging adoption of Go Green policies. We
are constantly striving to make the product and the process of
production as environment-friendly as possible.

We believe the realm of social responsibility extends beyond the legal


responsibilities of an organization and the advantages of Corporate
Social Responsibility are far beyond the myopic view of gaining
goodwill to harness business. Its a belief that a business which takes all
its factors of production from the society must give back to the society,
for sustainable progress and happiness of one and all.

We believe in the potential and abilities of our people.

We work with passion and integrity.

We are open in our communication.

We change in consonance with the environment.

We give the best to our customers.

We work as an interlinked team.

We encourage quick and intelligent decision making.

We are committed to our societies.

We stand by our values irrespective of the circumstances.

We work to make the world a better and happier place to live in.
SEL outlook

What they say

Certification

Infrastructure

Infrastructure Facilities
Spinning
1.

Village Lal Kalan, Near Neelon Canal Bridge, Chandigarh


Road, Ludhiana, Punjab
Village

2.

Shekhan

Majara,

P.O.

Rahon,

Rahon

Machhiwara Road, District Nawanshahr (Shaheed Bhagat


Singh Nagar), Punjab

3.

115- BCD & 20- BCD, RIICO Industrial Area, Tehsil

Neemrana, District Alwar, Rajasthan


4.

5.

6.

23rd Milestone, Delhi Hisar Highway, Tehsil Hansi,


District Hisar, Haryana
Village Mehatwara, Tehsil Jawar, District Sehore, Madhya
Pradesh
Village Panjawa, Tehsil Malout, District Sri Muktsar
Sahib, Punjab

Dyeing
Village
1.

Shekhan

Majara,

P.O.

Rahon,

Rahon

Machhiwara Road, District Nawanshahr (Shaheed Bhagat


Singh Nagar), Punjab

Knitted Fabrics
1.

Village

Shekhan

Majara,

P.O.

Rahon,

Rahon

Machhiwara Road, District Nawanshahr (Shaheed Bhagat


Singh Nagar), Punjab

Terry Towel
Village
1.

Shekhan

Majara,

P.O.

Rahon,

Rahon

Machhiwara Road, District Nawanshahr (Shaheed Bhagat


Singh Nagar), Punjab

2.

Village Hussainpura, District Nawanshahr (Shaheed

Bhagat Singh Nagar), Punjab


3.

Village Udhowal, District Nawanshahr (Shaheed Bhagat


Singh Nagar), Punjab

Ready-Made Garments
1.

C-256/257, Phase-VIII, Focal Point, Ludhiana, Punjab

2.

Village Bajra, Rahon Road, Ludhiana, Punjab

3.

Opposite McDonalds, G.T Road, Doraha, Ludhiana,


Punjab

4.

106, HPSIDC, Baddi, District Solan, Himachal Pradesh

5.

90, HPSIDC, Baddi, District Solan, Himachal Pradesh

6.

46, HPSIDC, Baddi, District Solan, Himachal Pradesh

7.

A-15, Phase-VII, Focal Point, Ludhiana, Punjab

Power Plant
1.

Village

Shekhan

Majara,

P.O.

Rahon,

Rahon

Machhiwara Road, District Nawanshahr (Shaheed Bhagat


Singh Nagar), Punjab
2.

Village Hussainpura, District Nawanshahr (Shaheed


Bhagat Singh Nagar), Punjab

CAREER
At SEL, our core focus is to give a sense of belongingness to the
employees, since we believe that involvement leads to initiatives and hence
success of the employees and the organization.
At the bottom of our cultural pyramid is the vision and ethos of the
management. We work to tag all human behavior and activities with the
objective of the management which is sustainable success and happiness of
the organization and its people who are its kernel

As is any sphere of life or office, culture flows from top to bottom. Giving
life and boundaries to this abstract idea is furthered by our deep and long
sighted human resource policy which puts human resources/people at the
top of strategic assets. Right recruitment, introduction to work culture,
training & development, retention, recognition, sustainable development
and cohabitation are the primal functions towards which all our human
resource policies are geared.
Recruitment
Central to the success of any organization, is the recruitment, training &
development and retention of quality talent pool. Considering its
importance,

the

recruitment

process

assumes

significance.

Recruitment Schemes
SEL group recruits people in different verticals like production, planning,
procurement, Engineering, Marketing, Finance & Accounts, R & D, IT ,

HR and Legal from institutes of repute under various schemes described


below.
Campus Schemes offered:
Various recruitment schemes which the group is offering in collaboration
with professional institutes include:

MT

ET

- Management Trainee for MBA pass outs.


-

TG T

TD T

DE T

Executive Trainee Throughout first class Graduate/Post


Graduate in Humanities, Science, commerce, IT and Law etc.
Textile Graduate Trainee to B Tech in Textile Technology &
Textile Chemistry
Textile Diploma Trainee to Diploma holders in Textile
Technology/Chemistry
Diploma Engineer Trainee to Diploma Holders in NonTextile Engineering trades

Training and Development


We understand the importance of acquiring a talent pool with the desired
skill sets to keep us at the vanguard of our industry. In the ever changing
textile industry, expertise and aptitudes must necessarily be in a state of flux
to stay at the cutting edge. To this end, SEL Training and Development
Centre constantly develops the broad skills and talents through various
development programs.
To optimize our management resources, we run multiple programs for
executive level cadres. Exceptional qualities and skills that match our
demanding criteria are nurtured for grooming of future leaders.
Internal Training programs
We conduct various internal training programs for our employees, which
include both technical and skill based training programs. Examples of few
of these programs are:

Leadership and motivation development

Time management

Soft skill development

Daily work management

Technical training programs

Newly recruited TDTs and TGTs are put on the training program, during
this period they are exposed to practical work culture, functioning of the
organization, departmental workings and objectives and organization goals.
PRODUCT
Yarn:
Product Range

NE 10/1 to NE 60/1, 100% Cotton Combed/ Carded Knitting Yarns

Slub Yarn In Count Range NE 10/1 NE 40/1 Amsler Certified

Organic Cotton Yarn, GOTS/OE Certification From Control Union.

Poly/ Cotton Blends In Above Count Range With Wide Blend


Flexibility.

TFO Double Yarns In Cotton, Poly/cotton, NE 10/2 To NE 30/2.

Elitwist Yarns For Weaving In Counts NE 20/2 To NE 40/2 In 100%


Cotton And P/C Blends

Autocoro Spinning In Count Range NE 6/1 To NE 30/1

Compact Yarn Made On Latest Reiter K45 Machines

Global Recycle Standards (GRS) Certified Yarn In 100% Cotton,


Organic Cotton

P/V Blends (Polyester/Viscose Blended Yarn)

Cotton / Modal Blends

Cotton Bamboo Blends * Zero Twist Yarn * Melange Yarns

Terry Towels
Our new venture into towel manufacturing caters to the need of a wide
range of customers. In a span of two years, our towel product has gained
significant foothold globally.

We strive to provide the style and comfort to all kinds of toweling needs.
Towels are made from varied range of cottons from basic to super fine
like Bamboo, Soya, Supima and Egyptian. India Gold range, our
patented specialty towel is made from long staple Indian cotton which is
remarkably soft and absorbent. Towels made from special technique
yarns like Zero twist and Air rich cater to varied high end needs.
Recognizing the need of environmental sustainability, we encourage the
use of towels from organic and other such eco friendly fibers. We are one
of the first Carbon Credit Companies in India.
Manufacturing set up for Terry Towels
We have one of the most modern units based in South East Asia
equipped with the best of machines.
We started with 30 looms giving a production of 10 tons a day. Within a
span of 2 years, our current production stands at 40 tons a day on 136
looms, which is further slated to increase to 100 tons a day by the year
2011.
In South East Asia, we are the first to have Soft flow dyeing machine
named Sclavos from Greece which gives one of the best pile orientation
with improved hand feel ,bulk and better shelf appeal on the towels. Our
finishing section is totally automatic which is backed by cutting and
stitching machines from Texpa and Barudan.
Factory has been in compliance with various independent agencies, to
name a few, Omega, Intertek, Bureau veritas. We have been certified by
Oekotex and Gots. We are also a member of Sedex. The whole

workforce is highly trained, skilled and motivated. This ensures quality


assurance

at

every

stage

of

towel

manufacturing.

Our design range encompasses a wide range in both Piece dyed and Yarn
dyed qualities across Dobbies and Jacquards:
BEACH TOWELS:
Our designer beach towels are the true paradigm of genuine work and
elegance.
BATH TOWELS
A stunning range of Bath towels that we manufacture is available in an
assortment of trendy styles. In addition, bath towels offered by us are
simply unique and generous in size.

KITCHEN TOWELS
Our range of kitchen towels is characterized by its soft texture and high
absorbing quality. This premium range of towels is manufactured from
high quality raw material.

CHRISTMAS TOWELS
Christmas towel range is a blend of festive colors, art work, designs and
embellished to provide an evergreen combination of timeless tradition
and panache.

EMROIDERED/EMBELLISHED TOWELS
To give an attractive look and cater to specific details, we make
embroidered and embellished towels which are available in varied colors
and are also easy to wash and handle. We have in-house embroidery
facility, which allows us to not only produce high quality but also
enhances our capability to match the best speed in the industry.
TERRY MADE UPS
Bathrobes, Slippers, Hair Wrap, Terry Beach Bags. Terry beach chair
cover, Infants and Kids hooded towels, etc. comprise of the other terry
made ups.

One of the most modern units based in South East Asia equipped
with the best of machines.

First to have Soft flow dyeing machines named Sclavos from


Greece which give one of the best pile orientation with improved
hand feel ,bulk and better shelf appeal on the towels.

Fully automatic finishing section backed by cutting and stitching


machines from Texpa and Barudan.

Oekotex and Gots certified.

Compliant with various independent agencies like Omega,Intertek,

Bureau veritas etc.

Recognizing the need of environmental sustainability, use of


towels from organic and other such eco friendly fibers is
encouraged.

READYMADE GARMENT
SEL GROUP started its journey in the year 1969 as a Garment
Manufacturing unit with few hundred pieces a day. The group expanded
into Garment Exports significantly in the 1990's. The current in-house
capacity is 60,000 pieces of garments a day. Our manufacturing units are
located in the industrial cities of Ludhiana (Punjab) and Baddi (Himachal
Pradesh). Ludhiana, which is also known as Manchester of India, produces
90 % of woolen products for the country. Baddi, a special economic zone, is
an industrial hub with excellent infrastructure for manufacturing. Both the
cities are located in the Northern India.
Our products include T-shirts, Tops, Inner wears, Night suits, Boxers and
Sweaters etc. Our specific range of knitted garments includes Polo, Crew
Neck, Henley, Raglan, Hoody, V-Neck, Fleece Jacket, Track Suit, boxers for
men and boys. For women and girls, the range offers Tee, Camisole,
Embellished Top, Cap Sleeve Top, Strap Tank Top, Vest, Skirts. We also
cater to infants, toddlers and kids segments.
Our buyers include clients like Auchan, Brooklyn Express, , Synergies
International, Max to name a few. Our brands are Lyon, No Problem, His
180, Her, Too Good, His.

The Garment division has successfully created a market niche in the knitted
garment segment. We craft the finest knit garments supported by state of the
art sewing facilities. Our production functions are further actively supported
by Product Development & Design department. The Representative offices
are based in Dubai, Russia & USA which comprehensively understands the
markets' tastes and ever changing requirements.
The entire fabric requirement for Garment manufacturing is sourced inhouse. The group has state of the art yarn and fabric manufacturing
technology. Since the basic raw material for Garment manufacturing is
produced in-house, it enables us to apply strict quality controls and
flexibility, thereby being a decisive factor in our success and our endeavor
for sustainable quality.
To achieve best quality, advanced washing and finishing processes are
involved thereby facilitating high quality washing. The in-house washing
capacity is one million pieces per month. The laundry division is well
equipped with automatic washers, extractors, PERK and dryers. It features
state of the art facilities like Enzyme, Stone, Sandblasting, Pigment Dying,
Over Dying and Vertical Garment Processing with Auto Tilting etc. Pressing
machines and heat transferring machines ensure improvement in high
functional performance of the garment through specialty finishing.
Different washings like Enzyme wash, Acid wash, Potassium permanganate
wash, Aged wash, Vintage wash, Rubber ball wash, Tea stain wash are
available for fabric and garment form. The process also features varied
Garment dyeing such as, Garment pigment dying, Sulpher dying, Garment
dyed over print, Tie & Dye and Dip Dye.

Sample making, being an important factor in Garment manufacturing, has


been consolidated into an important function. It turns around significant
number of samples every month with a short lead-time. It features a huge
library for knits which absorbs and reflects the latest trends in the market
Added to it is a huge library of trims/accessories to support the sampling.

KNITTED FABRICS

We are having brands like Mayer & Cie Knitting Machines covering the
fine spectrum of knits - jersey, interlock, auto striper, lycra, rib & collar
knitting. SEL GROUP is investing in high-end fabric manufacture in
knitted fabrics. The company has hundreds of knitting machines & is
augmenting its knitting capacity by procuring more latest machines to
meet the future requirements of garment capacity in-house. We are having
worlds best available circular knitting machines which can knit the finest
and most intricate of designs.
All Cotton & Cotton Blended Fabrics Will Be Manufactured Inhouse. We Also Import Various Blended Fabrics Suiting To Our Buyer
Requirements.

Single Jersey

Pique

Sheer Jersey

Interlock

Waffle

Ottoman

Flat Back Rib

Yarn Dyed Striper

Mini-Jacquard

Electronic Jacquard

Velour

Pointel

Suede

Rib 1x1, 2x2

Variegated Rib

Cotton Fleece

Polyester Fleece

Machinery

CHAPTER-2
INTRODUCTION TO
RECRUITMENT AND
SELECTION

INTRODUCTION TO RECRUITMENT AND


SELECTION
Acquiring and retaining high-quality talent is critical to an organizations
success. As the job market becomes increasingly competitive and the
available skills grow more diverse, recruiters need to be more selective in
their choices, since poor recruiting decisions can produce long-term
negative effects, among them high training and development costs to
minimize the incidence of poor performance and high turnover which, in
turn, impact staff morale, the production of high quality goods and services
and the retention of organizational memory. At worst, the organization can
fail to achieve its objectives thereby losing its competitive edge and its
share of the market.
Human resource department plays a crucial role in this process. The
backbone of any successful company is the HR department, and without a
talented group of people to hire, culture, and inform employees, the
company is doomed for failure.
Human resource is most valuable assets in the organization. Profitability of
the organization depends on its utilization. If there utilization is done
properly will make profit otherwise it will make loss. To procure right man
at right place in right time, some information regarding job and job doer is
highly essential. This information is obtained through job analysis, job
description and job specification. Without these recruitment will be
unsuccessful.

A well planned and well managed recruitment will result in high quality
applicants for the company. The recruitment process should inform
qualified individuals about employment opportunities, create a positive
image of the company, provide enough information of the jobs so that
applicants can make comparison with their qualifications and interests and
generate enthusiasm among the best candidates so that they will apply for
vacant positions.
What distinguishes a successful company from unsuccessful one is the
quality of manpower. The role of management is to optimize the use of
resource available to it. The role of HR is to incorporate the planning and
control of manpower resource into the corporate level plans so that all
resources are used together in the best possible combination.
Managing people at work and control of human activities in employment is
a function that must be performed in all societies. It is essential in every
type of employment for every occupation and every type of employed
manpower. Manpower management is essential in government as well as
private employment under socialism or communication in small business
and in large.
Recruitment, as a human resource management function, is one of the
activities that impact most critically on the performance of an organization.
While it is understood and accepted that poor recruitment decisions
continue to affect organizational performance and limit goal achievement, it
is taking a long time for public service agencies in many jurisdictions to
identify and implement new, effective hiring strategies.

Recruitment is a process which provides the organization with a pool of


potentially qualified job candidates from which judicious selection can be
made to fill vacancies. Successful recruitment begins with proper
employment planning and forecasting. In this phase of the staffing process,
an organization formulates plans to fill or eliminate future job openings
based on an analysis of future needs, the talent available within and outside
of the organization, and the current and anticipated resources that can be
expended to attract and retain such talent.
Selection is a process of hiring the best among the pool of candidates
available.
Right person for the right job is the basic principle in recruitment and
selection. Every organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally
important and essential for the orderly working of an enterprise. Every
business organization/unit needs manpower for carrying different business
activities smoothly and efficiently and for this recruitment and selection of
suitable candidates is essential. Human resource management in an
organization will not be possible if unsuitable persons are selected and
employment in a business unit.

2.1 RECRUITMENT
Recruitment is an important part of an organizations human resource
planning and their competitive strength. Competent human resources at the
right positions in the organization are a vital resource and can be a core
competency or a strategic advantage for it. Recruiting the top talent for a

job takes time and attracting the quality candidates who have the knowledge
and skills needed to help the companys growth.
Recruitment and selection are two of the most important functions of
personnel management. Recruitment precedes selection and helps in
selecting a right candidate. Right person for the right job is the basic
principle in recruitment and selection. Every organization should give
attention to the selection of its manpower, especially its managers. The
operative manpower is equally important and essential for the orderly
working of an enterprise. Every business organization/unit needs manpower
for carrying different business activities smoothly and efficiently and for
this recruitment and selection of suitable candidates is essential. Human
resource management in an organization will not be possible if unsuitable
persons are selected and employment in a business unit.

2.1.1 Meaning of recruitment


It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends
when their applicants are submitted. The result is a pool of applicants from
which new employees are selected. In this, the available vacancies are
given wide publicity and suitable candidates are encouraged to submit
applications so as to have a pool of eligible candidates for scientific
selection.
Recruitment refers to the process of attracting, screening, and selecting
qualified people for a job at an organization or firm.

Recruitment process involves a systematic procedure from sourcing the


candidates to arranging and conducting the interviews and requires many
resources and time.

A general recruitment process is as follows:


1) Identifying the vacancy:
The recruitment process begins with the human resource department
receiving requisitions for recruitment from any department of the company.
These contain:
Posts to be filled
Number of persons
Duties to be performed
Qualifications required
2) Preparing the job description and person specification.
3) Locating and developing the sources of required number and type of
employees (Advertising etc).
4) Short-listing and identifying the prospective employee with required
characteristics.
5) Arranging the interviews with the selected candidates.
6) Conducting the interview and decision making

1. Identify vacancy
2. Prepare job description and
person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
interview and
Recruitment 7.isConducting
a continuous
decision making

process because of:

a) Staff departures (e.g.


retirements, resignation )
b) Changes in business requirements (e.g. new products, markets,
expended operations)
c) Changes in business location (are relocation often triggers the
need for substantial recruitment)
d) Promotions
e) Transfers

2.1.2 Objectives of the recruitment process


To obtain the number and quality of employees that can be
selected in order to help the organization to achieve its goals
and objectives.
It helps to create a pool of prospective employees for the
organization so that the management can select the right
candidate for the right job from this pool.
To induct the outsiders with new perspectives to lead the
company.
To recruit people whose skill fit the company values?
To search for talent globally not just within the company.
To device methodology for assessing psychological traits.

To anticipate and find people for positions that does not exist
yet.

2.1.3 Factors affecting Recruitment:


The size of the organization.
The employment conditions in the community where the
organization is located.
The effects of past recruiting efforts which show the
organizations ability to locate and retain the good performing
people.
Working conditions, salary and benefit packages offered by the
organization.
Rate of growth of the organization.
The future expansion and production programs.
Cultural, economic and legal factors.
However these factors may be divided specifically as:
Internal factors
External factors

Internal Factors:
Recruitment policy of the organization
Human resource planning strategy of the company
Size of the organization and number of people employed
Cost involved in recruiting employees
Growth and expansion plans of the organization
Company pay package
Career planning and growth
Quality of work life

Role of trade union

External Factors:
Supply and demand of specific skills in the labor market.
Political and legal factors like reservations of jobs for specific sections
of society etc
The job seekers image perception of the company.

Information system like employment exchange/ tele recruitment like


internet.
Labor market conditions.

2.1.4 Recruitment checklist:


Before going to actual recruitment a checklist to be made which helps
the recruiter till the end of the process.
Whether the vacancy has been agreed by the responsible manager
Availability of the job description
What are the conditions of employment for the vacant position
Whether the candidate specification been prepared
Whether the notice of vacancy been submitted earlier
Whether the job advertisement been agreed
What arrangement have been made for drawing a shortlist of
candidates
Whether the interview arrangement have been made
Whether offers letters been agreed and dispatched
Whether rejection letters sent to the unsuccessful candidates

Whether confirmation letter received from the selected candidate to


whom offer letter has been sent.

2.1.5 Recruitment Policy:


In todays rapidly changing business environment, a well defined
recruitment policy is necessary for organizations to respond to its human
resource requirements in time. Therefore, it is important to have a clear and
concise recruitment policy in place, which can be executed effectively to
recruit the best talent pool for the selection of the right candidate at the right
place quickly. Creating a suitable recruitment policy is the first step in the
efficient hiring process. A clear and concise recruitment policy helps ensure
a sound recruitment process.
Most of the companies are having personnel policies for the organization.
Recruitment policy is a part of the personnel policy. But before making the
recruitment policy the organization must consider the government policies,
personnel policies of other organization, social responsibility of the
organization etc.

2.2 SOURCES OF RECRUITMENT


INTERNAL SOURCES: The most common internal sources of internal
recruitment are
1. Personal recommendations
2. Notice boards
3. Newsletters
4. Memoranda
1) Personal References

The existing employees will probably know their friends or relatives or


colleagues who could successfully fill the vacancy. Approaching them
may be highly efficient method of recruitment but will almost certainly
offend other workers who would have wished to have been considered
for the job. To keep employees satisfied make sure that potentially
suitable employees are informed of the vacancy so that they can apply.
Also anyone else who is likely to be interested is told about it as well so
that they can apply for the job.
2) Notice Boards
This is the convenient and simple method of passing on important
messages to the existing staff. A job advertisement pinned to a notice
board will probably be seen and read by a sufficient number of
appropriate employees at little or no cost. However many of the staff
will probably not learn of the vacancy in this way either because the
notice board poorly located or is full of out dated notices that they dont
bother to look at it, as they assume there is nothing new to find out. A
notice board must be ensured that it is well sited. Wherever it is been
placed it should be certain that it is seen by everyone. It means there
must be equal opportunity to see to it and this happens when they know
that just important topical notices are on display. Attention must be paid
to the design and contents of the notice if it is to catch the eye and make
the employee read on and then want to apply for the job.
3) Newsletters
Many companies regularly produce in-house newsletters, magazines or
journals for their staff to read. It is hoped that latest company news sheet

is read avidly by all staff thus ensuring that everyone is aware of the job
opportunity advertised in it. Unfortunately this is not always so, because
it is sometimes not circulated widely enough and employees may find it
boring and choose not to read it. Newsletter can be utilized as the source
of recruitment if it is convinced that everybody will see a copy.
4) Memoranda
Possibly the best way of circulating news of the job vacancy is to send
memoranda to department managers to read out to the teams or to write
all employees perhaps enclosing memoranda in wage packets if
appropriate. However it can be a time consuming process to contact staff
individually, especially if there is a large work force. It should also be
kept in mind as to in which way the memorandum is phrased out so that
the job appeals to likely applicants.

2.2.1 EXTERNAL SOURCES


There are many sources to choose from if you are seeking to recruit from
outside the company.
1. Word of mouth
2. Notices
3. Job centers
4. Private agencies and consultants
5. Education institutions
6. The press
7. Radio

8. Television
1) Word of Mouth
Existing employees may have friends and relatives who would like to
apply for this job. Recruiting in this way appears to be simple,
inexpensive and convenient. Never use word of mouth as a sole or initial
source of recruitment if the work force is wholly or predominantly of
one sex or racial group. Also employing friends and relatives of present
employees may be imprudent because it is not certain that they are as
competent as the current staff.
2) Notices
Displaying notices in and around business premises is a simple and often
overlooked method of advertising a job vacancy. They should be seen by
a large number of passerby, some actively looking for work. It can also
be inexpensive with a notice varying from a carefully hand written post
card up to a professionally produced poster. Pay attention to the
appearance and contents of the notice if it is intended that it is applied by
the right people.
3) Job Centers
Most large towns have a job center which offers employers a free
recruitment service, trying to match their vacancies to job seekers. Staff
will note information about a post and the types of person sought and
then advertise the vacancy o notice boards within their premises. Job
center employees can further help if requested to do so by issuing and
assessing application forms and thus weeding out those applicants who

are obviously unsuitable for the position. Short listed candidates are then
sent out for the employer to interview on his business premises.

4) Private Agencies and Consultants


There are various types of private organization that can help to find the
right person for a particular job. Employment agencies exist in many
town and cities. Some handle all general vacancies from junior unto
supervisory level while others specialize in various occupations such as
accountancy, clerical or computer personnel and marketing or sales.
Since they maintain a register of job seekers, they initially attempt to
find applicants from this list. A short list will be drawn up by reading
through applications and conducting interviews on client organizations
behalf. Although fees vary, it is expected to pay around 10 to 15% of the
annual salary offered if a suitable person is found for the job. This will
be partly refundable if he leaves within a certain period of time. For
temporary staff, it is normally charged on hourly, daily or weekly rate by
the agency. They will then pay the employee. Recruitment agencies are
similar to employment agencies in the services that they offer. The main
difference is that recruitment agencies tend to operate at a higher level,
concentrating on technical, managerial and executive appointment.
Accordingly, increased time, effort and expertise are needed to compile a
quality short list. This will be reflected in the fees charged, often
between 18 and 22% of the annual salary of the staff recruited. Again a
proportion of this may be refundable if the employees proves to be
unsatisfactory and subsequently departs.
Search consultants, also known as Headhunters, specialize in finding
candidates for senior positions. They normally head hunt people

currently at work in similar posts, possibly at rival companies. Discrete


approaches, by telephone, are made direct to the persons involved. Such
a process is time consuming and requires considerable tact and
diplomacy if it is to be successful. Charges may be in excess of 30% of
the annual salary. Before opting for this source attention must be paid
about those agencies who brashly promise to give a lengthy list of
candidates very quickly. It may sound impressive but suggests that they
are simply pulling names from a register perhaps of dubious quality and
are not actively searching for and screening applicants properly. A good
shortlist will take time to compile. It must be ensured that the agency
with which the organizations contracting must follow a good refund
system in case the new recruit resigns or needs to be dismissed shortly
after joining. Also a free replacement warranty up to six months must be
provided by the recruiting agency. When employing an agency or
consultant, make sure that they know exactly what they are expected to
do. A clear job description and employee specification, must be provided
so that they could screen by referring to the employee specification and
so on. Full up to date information about the job and person required.
Supply all details and all instructions in writing to avoid subsequent
misunderstandings and disagreements.
The recruiting agency or consultant must be in touch with the client
company throughout the recruitment process to ensure that the agency is
following the instructions and doing its job well. Also it must be ensured
that they are maintaining equality of opportunity and avoiding unlawful
discrimination against applicants of a particular sex, marital status or any

racial group. All applicants should be judged solely on their ability to do


the job.

5) Educational Institutions Or Campus Recruitment


Those companies which require a steady intake of young persons for
new Youth Training to trainee management positions ought establish and
maintain close contact with colleges and universities. The advantage of
campus recruitment is, it is known that who the audience to be addressed
are. Promotional literature in the form of posters, broachers, catalogues;
press releases and so on can be issued to the audience so that the
companys name remains prominent and their students minds all the
time.

6) The Press
Advertising for the new staff through the press has proved successful for
many

companies.

Choose

between

local

newspapers,

national

newspapers and the magazines. All will put in touch with different
audience. Local newspapers, read by a large cross-section of the
immediate population, may be most suitable if there is sufficient talent in
the area.
National newspapers, with their mass circulations and differing attitudes
to news coverage appealing to various tastes, could be better when
looking out to fill the senior position.
Trade Magazines often under estimated as useful source of recruitment
might be worth considering if looking out to recruit someone for a
specialized job which possibly requires previous experience of the
particular industry.

Naturally there are some drawbacks to newspaper advertising. It is


expensive in relation to other, often equally good source such as job and
careers centers, which advertise free. Other drawbacks of newspaper
advertising include a high level of wastage (the vast majority of readers
will not be job hunting) and a short life span. The daily or evening
newspaper is invariably discarded at the end of the day. A short series of
advertisement incurring extra expenses may sometimes be required and
multiplying one advert by three or four starts to make this source
prohibitively costly. Trade magazines could be a better way of recruiting
staff depending upon the circumstances. Most will include employment
advertisements within a classified section which will be read by a small
but select and interested number of people. There some disadvantages,
however the financial outlay is still considerable. If the magazine is
published bi-monthly or quarterly, may have to wait sometime before the
advertisement is seen. It may be intended to fill the vacancy as soon as
possible.

7) Radio
Many radio stations broadcast special job finders advertisements
throughout the day for companies looking for new recruits. Advertising
through the radio has got many advantages as it will be transmitted to
over a wide geographical area to potentially large audience. Variety of
age groups listens thus making it a suitable medium for different types
and levels of jobs. Advertisements can be broadcast very quickly

sometimes within hours. Nevertheless there are some disadvantages that


must be considered carefully. As few have tune in to hear advertisements
and their thoughts invariably wander when they are on, or they may start
station hopping to find more music. The radio is also transient medium.
An advertisement lasts for perhaps 30 seconds, which is a very short
period in which to put across all the important points, and is then
finished. It is usually difficult to remember (What was the companys
name? what was its phone number?) most listeners will not have a pen
and pad handy to make notes.

8) Television
You can advertise on a regional or national basis. Recruiting staff
through the Television is still widely regarded as a new and innovative
approach. Companies which use this medium may therefore be seen as
go-ahead and dynamic. Thus, this medium may not be an immediate
choice if there is only just one vacancy to be filled, although shorter and
expensive one month contracts could be negotiable and worth
considering.

2.3 SELECTION
The selection procedure is concerned with securing relevant information
about the applicant. This information is secured in number of steps. The
objective of selection process is to determine whether an applicant meets
the qualifications for a specific job and to choose the applicant who is most
likely to perform well in that job.

The hiring procedure is not a single act but it is essentially a series of


methods by which additional information is secured about the applicant. At
each stage facts, which came to light, make the acceptance or rejections of
the candidate clear. Some selection processes are quite easy and some with
many hurdles this increases with the level and responsibility of the positions
to be filled.

2.3.1 Essentials of Selection Procedure


The selection process can be successful if the following requirements are
satisfied:
1. Someone should have the authority to select. This authority comes
from the employment requisition as developed by an analysis of the
work-load and work force.
2. There must be some standard of personnel with which a prospective
employee may be compared i.e., a comprehensive job description
and job specification should be available beforehand.
3. There must be sufficient number of applicants from whom the
required number of employees may be selected.

PROCESS OF SELECTION
Selection

Preliminary screening interview

Completion of application or form if not done previously

Employment tests

Comprehensive interview

Back ground investigation

Final employment decision

2.3.2 Preliminary Interview or Screening


The initial screening is usually conducted by a special interviewer a high
caliber receptionist in the employment office. These interviews are short
and are known as stand-up interviews. The main objective of such
interviews is to screen out undesirable/unqualified candidates at very outset.
Such interviews conducted by someone who inspires confidence, who
genuinely interested in people, and whose judgment in the sizing up of
the applicant is fairly reliable.

Basic criteria that must be met for an application to be eligible for


consideration. If these criteria are not met, there is no obligation on the
employer to consider such applications. The screening process therefore
seeks to identify those applications that meet the basic entry-level
requirements applications that are therefore incomplete or do not meet the
basic appointment criteria are considered unsuccessful applications. In order
to be fair and objective in the screening of candidates, it is essential that a
fixed set of valid criteria be applied in terms of each and every candidate
that applies for a position.
Certain conditions should be met in relation to the format and content of a) Application forms
b) Curricula Vitae (CVs) and
c) All other relevant documentation.
What is the purpose of short-listing?
After having completed the screening process and eliminated those
applicants that do not meet the basic requirements, the next objective should
be to identify a manageable size (pool) of applicants (a short-list) who are
best suited to fill the position successfully and from whose ranks the most
suitable candidate(s) is/are to be selected. It is about identifying a
manageable pool of best suited candidates for a specific position, in the
interest of the State, taking into account Affirmative Action and
Employment Equity objectives.
May short-listing be used to reduce a vast number of applications to a
manageable size. As stated, the primary objective of the short-listing process
is to reduce the number of qualifying applicants to a manageable size for
purposes of selecting the most suitable candidate. A further objective with

short-listing is to rank candidates, and to determine a cut-off point below


which candidates will not be interviewed. The criteria utilized for shortlisting purposes should therefore be in sufficient detail to allow for this and
should be applied consistently.

2.3.3 Application Form


Application form is also known as application blank. The technique of
application blank is traditional and widely accepted for securing information
from the prospective candidates. It can also be used as a device to screen the
candidate at the preliminary level. Many companies formulate their own
style of application forms depending upon the requirement of information
based on the size of the company, nature of business activities, type and
level of job etc. they also formulate different application forms for different
jobs, at different levels, so as to solicit the required information for each job.
But few companies in our companies in our country do not have prescribed
application forms.

2.3.4 Psychological Testing


Test is defined as a systematic procedure for sampling human behavior
Tests are used in business for three primary purposes.
1) For the selection and placement of new employees
2) For appraising employees for promotion potentials and
3) For counseling employees if properly used psychological tests can be
of paramount importance for each of these purposes.

Classification of Tests on the Basis Of Human Behavior


A. Aptitude or potential ability test
Such tests are widely used to measure the latent ability of a candidate
to learn new jobs or skills. They will enable us to know whether a
candidate if selected, would be suitable for a job, which may be
clerical or mechanical. These tests may take one of the following
forms.
a) Mental or Intelligence Test - measures and enables to know whether
he or she has mental capacity to deal with new problems.
b) Mechanical Aptitude Test - measures the capacity of a person to learn
a particular type of mechanical wok. This could help in knowing a
persons capability for spatial visualization, perceptual speed manual
dexterity, visual motor coordination or integration, visual insights etc.
c) Psychometric tests these tests measures a persons ability to do a
specific job

B. Achievement test
Also known as proficiency tests they measure the skill, knowledge
which is acquired as a result of a training program and on the job
experience they determine the admission feasibility of a candidate
and measure what he/she is capable of doing.
a) Tests for measuring job knowledge this type of test may be oral or
written. These tests are administered to determine proficiency in

shorthand and in operating calculators adding machines dictating and


transcribing machines and simple mechanical equipment.
b) Work sample tests demand the administration of the actual job as a test.
A typing test provides the material to be typed and notes the time taken
and mistakes committed.

C. Personality tests
These tests aim at measuring those basic make up or characteristics of
an individual which are non-intellectual in their nature. In other
words they probe deeply to discover clues to an individuals value
system, his emotional reactions and maturity and motivation interest
his ability to adjust himself to the illness of the everyday life and his
capacity for interpersonal relations and self image.
a) Objective tests it measures neurotic tendencies self-sufficiency
dominance submission and self-confidence. These are scored objectively.
They are paper and pencil tests or personality inventors.
b) Projective tests it is a test in which a candidate is asked to project his
own interpretation into certain standard stimulus situation. The way in
which he/she responds to these stimuli depends on his own values,
motives and personality.
c) Situation tests these tests measures an applicants reaction when he is
placed in a peculiar situation his ability to undergo stress and his
demonstration of ingenuinity under pressure. Such tests usually relate to
leaderless group situations, in which some problem is posed to a group
and its members are asked to reach some conclusion without the help of a
leader.

d) Interest tests these tests aim at finding out the types of work in which a
candidate is interested. They are inventories of the likes and dislikes of
the people of some occupation hobbies and recreational activities. They
are useful in vocational guidance and are assessed in the form of answers
to a well prepared questionnaire.

Interviews
Interviews are a crucial part of the recruitment process for most
organizations. Their purpose is to give the selector a chance to assess the
candidate and to demonstrate their abilities and personality. Its also an
opportunity for an employer to assess them and to make sure the
organization and position are right for the candidate. An interview is an
attempt to secure maximum amount of information from candidate
concerning his suitability for the job under consideration.
The recruitment process for most organizations follows a common theme:
Applications/CVs are received, either online or by post; and candidates are
short-listed and invited for interview. The interview format can vary
considerably and may include an assessment centre and/or tests. The
number of interviews also varies. Some companies are satisfied after one
interview, whereas others will want to recall a further shortlist of candidates
for more. If successful at the final interview stage, an official job offer is
sent to the candidate. Interview format is determined by the nature of the
organization, but there are various standard formats.
Chronological Interviews -These work chronologically through the
candidates life to date and are usually based on the CV or a completed
application form.

Competency-Based Interviews -These are structured to reflect the


competencies that an employer is seeking for a particular job (often detailed
in the recruitment information). This is the most common type of interview
for graduate positions today.
Technical Interviews - If a candidate has applied for a job or course that
requires technical knowledge (e.g. positions in engineering or IT) it is
likely, at some stage in the selection process, that the candidate will be
asked technical questions or have a separate technical interview to test
his/her knowledge. Questions may focus on the final year project and
his/her choice of approach to it or on real/hypothetical technical problems.
It seen that the candidate proves himself/herself but also they admit to what
they dont know.

Kinds of Interviews:
1. One to one interview: in this type of interview one selector
interviews one candidate alone.
2. Informal interview: in this type there are discussions between the
candidate and two or more interviewers.
3. Panel of interviews: in these pre planned standard questions ranging
overall aspects of the job are asked. They focus directly on elements
of person specification.
4. Direct planned interview: this interview is straight forward, face to
face, question and answer situation intended to measure the
candidates knowledge and background.
5. Indirect and direct interview: in this type of interview the
interviewer refrains from asking direct and specific questions but
creates an atmosphere in which the interviewee feels free to talk and

go into any subject he considers important. The object of the interview


is to determine what individual himself considers of immediate
concern, what he thinks about these problems, and how he conceives
of his job and his organization.
6. Patterned interview: in this interview a series of questions which
illuminates validated against the record of employees who have
succeeded or failed on the job.
7. Stress interview:

in this interview the interviewer deliberately

creates stress to see how an applicant operates in stress situation. To


induce stress, the interviewer responds to the applicants answers with
anger, silence and criticism. This interview aims attesting the
candidates job behavior and level of withstanding during the period
of stress and strain.
8. Depth interview: in this type of interview, the candidate would be
examined extensively in core areas of knowledge and skills of the job.

Background Checks and Enquiries


Offers of appointment are subject to references and security checks. The
references given in the candidates application will be taken up and a
security check will be conducted. Security checks can take a while if the
candidate has lived abroad for any period of time.

Final Selection Decision


Those individuals who perform successfully on the employment tests and
the interviews, and are not eliminated by development of negative
information on either the background investigation or physical examination
are now considered to be eligible to receive an offer of employment. Who

makes that employment offer? For administrative purposes the personnel


department should make the offer. But their role should be only
administrative. The actual hiring decision should be made by the manager in
the department that had the position open.

CHAPTER-3
RECRUITMENT AND SELECTION
IN
SEL MANUFACTURING
COMPANY LIMITED

CHAPTER-3
RECRUITMENT AND SELECTION IN SEL
MANUFACTURING COMPANY LIMITED
3.1

RECRUITMENT:
SEL Manufacturing Company Limited s provide in the

newspaper regarding the details of paper as per requirement of


company then we receive the bio datas of the applicants. Then sort the
deserving candidates from all the applicants. At the end, we will call
them for personal interview for selection.
3.2

SELECTION:
The selection process starts immediately, after recruitment.

Selection procedure consists of series of methods or steps or stapes by


which additional information is secured about an applicant. It includes
reception of applicants, scrutiny of applications, preliminary interview
application blank employment tests, interviews, checking references,
approval of supervisor, physical examination selection, placement and
orientation and last is induction.
3.3

TRAINING:
Training is provided to improve performance of employees on

specific job. Practical training for 3 months is provided like on the job
training, off the job-training, apprenticeship training, vestibule training
are provided.

3.4

DEVELOPMENT:
After providing the training for improving the performance next

step is the development of an employee. As per their performance of


their progress they got promotion.

THE POLICIES RELATED TO RECRUITMENT AND


SELECTION PROCESS FOLLOWED AT SEL
MANUFACTURING COMPANY LIMITED
Recruitment and selection at SEL Manufacturing Company
Limited
At SEL Manufacturing Company Limited the recruitment and selection
policy has been named Talent Engagement Policy and the company will
recruit the required human resources through policy.

Talent Engagement Policy:


The company is having a talent engagement policy which describes the
approving authority for recruitment, selection methods followed by the
company. Talent engagement form attached as Annexure-1.
For all recruitment engagement of talents in the organization, the process
shall be initiated through human potential department (HPD) only. Group
HPD is the process owner and shall be issuing the guidelines on this from
time to time.
The recruitment of new associates is based on the vacancies in the approved
organization structure of the company.

For recruitment of any position in the organization, a manpower requisition


duly filled in by the format shown in the annexure-1 has to be sent by the
department head. Based on the request, the HPD will initiate the process.

Position wise approving authority as per the policy:


Type of positions

Approving
recruitment

authorities

All replacement positions

HOD/ Business Head

All new positions with approved


organization structure

Director and CEO

All new positions outside the approved


organization structure

VC and MD

Objectives of the SEL Manufacturing Company Limited


Recruitment and selection policy:
To create sound procedure to appoint employees within the
stipulations of the approved policy.
To recruit, select and place competent and suitably skilled people who
will contribute to the achievement of the SEL Manufacturing
Company Limited strategic and operational requirements.
To attract talented and motivated people who will achieve and
contribute to the SEL Manufacturing Company Limited continued
business success while enjoying long term carrier success.
To recruit and select employees, but also to ensure the full utilization
and continued development of human resources.
To ensure that all recruitment activities are handled according to best
practice and professional guidelines.
To create positive image of the company.

for

Levels, Grades and designations at SEL Manufacturing


Company Limited :
The company is divided its human resources into:
Management ( top management, senior management, middle
management and Junior Management)
Commercial / technical cadre.
The top management has been graded as NG 8 and the Junior Management
has been graded as NG 1. The commercial and technical staffs have been
graded as E 6 to E 1.
The company is having regional and branch offices all over India.
Recruitment of its resources will be done through centralized system .i.e. all
the recruitments will be done in its Head Office only i.e. Ludhiana.

Methods followed by the company for recruiting its human


resources:
1. Internal Job Posting
2. Employee referral program
3. Recruitment agency
4. Advertising
5. Relatives of associates
6. Re-joining of ex-employees

1) Internal job posting:

Whenever there is a job opening in the organization, it would be


posted internally for the associates to apply.
The applications will be short-listed based on the competency
required for the position. The process of inviting and screening
resumes of external candidates would also be carried out parallel to
it.
The internal candidates would be screened first for the particular
opening, in case no internal candidate is found suitable for the
particular position, the screened resumes of the external candidates
would be used for the recruitment process.
There is no predefined time limit for which the internal vacancy
would be posted; the duration for which the vacancy would be
posted would depend on the nature and criticality of the job.
This policy is applicable to all the full time associates of the
company who have completed one year of service in the
organization.

2) Employee Referral Program:

This policy is applicable to all full time associates (except the recruitment
related associates of HPD/ P&A department and concerned Head of the
Department) of the company at all locations.
The aim of the program is to make the recruiting process more effective and
to create a talent pool of high potential people in the organization and to
identify and engage performing people known to the company associates
for their contribution in the industry.

Employee referral program process:


All the job opportunities with the required job and skill profile will
be posted on the notice boards.
The associates have to forward the CVs of the referral to the
recruitment in-charge in the HPD department of his perusal.
Even if there are no opportunities available, associates can send in
referrals, which will be kept in the recruitment database.
The candidate will be contacted directly if considered appropriate
for the position. HPD/P&A will however not be able to provide the
associate a status update, and will also not be able to share
information of the interview details with the refereeing associate.

Reward to employees for referring candidates:


If the referral candidate is selected (except in case of trainees), the
concerned associate referring the candidate will be eligible for a reward
money equivalent to 5% of the CTC.(excluding PF, Superannuation
&performance pay) of the referral candidate. The amount will be discussed
as mentioned below:

30% of the reward money will be paid soon after the candidate joins
the organization. In case the candidate leaves the organization before
6 months of his joining, the same will be removed from the referring
associate.
Balance 70% of the amount will be given after the 1 st performance
review of the candidate is over and on candidate getting at least
GOOD or equivalent rating in the review.

3) Recruitment agency:
The company is having written agreements with some of the
agencies for manpower recruitment.
Details of the position required, will be intimated to the agency
through email/phone by the HPD.
Based on the required, the agency will send the suitable profiles to
HPD.
The agency must guarantee the candidate for at least 3 months, if
within 3 months the candidate resigns the agency must provide
alternate source with free of cost.

4) Advertising :

Vacancy advertisement will be given in the reputed national news papers,


based on the type of the vacancy. Generally this method will be used only to
recruit the senior management cadre.

5) Relatives of associates:
Relatives of associates can work in the organization, the associate needs to
declare in case of referring a relative for a particular job position.

6) Re-joining of ex-employees:
In general the organization does not encourage joining of ex-employees
who have voluntarily left the organization left the organizations to join
back. However, in case an associate possesses exceptional skills and if the
organization feels that by joining, the associate would be adding
tremendous value to the organization, the organization may consider the
associate for the required position upon approval of the VC & MD.

Selection Process at SEL Manufacturing Company Limited .


Step 1:
The preliminary short-listing of candidates will be made by HPD/ P&
A along with concerned departmental head based on:
Minimum qualification required
Experience except (for fresher)

Step 2:
Once the short-list is completed it will be return to HPD. HPD will
intimate all the short-list candidate by phone or email advising them
of their interview date, venue, time etc.
Step 3:
The company is having a full-fledged Talent Engagement Form
which should be filled by all the candidates at the time of interview.
This form contains all the details of the candidate i.e. his/ her family
background, qualification, experience details, references, salary
particulars etc.
The short-listed candidates will go through a selection process
consists of all/ one combination of the following based on the need.
Written-test
GD (in case of campus selection)
Interview
Interview panel will consist of:
Functional experts from within/outside the organization
Department/ division head
Representative from HPD/ P & A
Step 4:
After 1st round interview, the interview panel short lists the candidates
(if the no. Of candidates attended are high compare to the available
positions) for the final round interview.

Step 5:
HPD will conduct the referral verification of the selected candidate by
consulting the references given by the candidate at the time of the
interview. If any complaints received against the candidate during
referral verification, that candidate will be deleted from the selected
list. If the candidate found good in referral verification also, offer will
be sent to the candidate.
Offer Letters will be sent to the selected candidates by HPD. After
getting the letter the candidate has to confirm his joining and
accordingly confirmation must be sent to the HPD.
Step 6 (on the day of joining)
On the day of joining the candidates will be sent for Medical checkup,
based on the cadre they have selected.
The candidate must submit the following documents to HPD. HPD
will verify these documents and will be filed in the individual fie of
the candidate.
Acceptance of the offer of the appointment duly signed.
Original education certificate along with one photocopy set for file
copy( the original certificates will be return immediately to the

associates after verification)


Relieving letter, in original from past employer- if applicable
Last pay-slip, in original from previous employer, if applicable.
Copies of service certificates of previous employers, if applicable.
4 passport size photographs.

All associates are required to open a saving bank account with


company nominated bank. Their salary and other re-imbursement
would be credited directly to their bank accounts.
Step 7:
Orientation:
To understand whos who in the organization, functions of various
departments and the work culture and induction programme will be arrange
to the new recruitee. The induction programme of the new employee will
be circulated to all the concerned departments. The main purpose of this
program is to get:
Knowledge about the organization ( history and present, vision
and values)
Knowledge about his/her job( roles and responsibility)
Knowledge about relevant people
Knowledge about policies, systems and practices of the
organization.
Step 8:
Commencement of service:
Service of an associate will start from the day he/she reports to the duty in
terms of appointment letter.
Associate who are joined below General Manager level has to be under
probationary for 6 months from the date of joining. After successful

completion of the probationary period based on the recommendation of the


concerned HOD, associates will be taken in permanent roles.

Fitment of Trainees:
The company recruits various categories of trainees from different
educational backgrounds for pre- defined training period. The company
shall have no obligation to regularize the trainee in the regular roles of the
company after completion of the training period. The performance/ progress
of the trainee will be evaluated every 3 months during his/ her training.

Other HR policies of the company:


The company is having other HR policies which are formulated for the
benefit its associates as well as the company.

Work life policy: This policy explains the associates working days, time,
attendance, dress code, personnel data, and facilities to the employees at
work place.

Working days: All days except 2nd and 4th Saturday, weekly holiday
Benefits:
Employees PF and pension schemes
Group insurance scheme in lien of EDLT
Gratuity (for employees who completed 5 years of continuous service)
Superannuation scheme for management cadres(NG1-NG8)
Long service awards on founders day (28 November)

Housing loan facilities(at 5.5% interest, E0-E3(2 lakh), E4-E6(2.75


lakh))
Two wheeler loan(for E0-E6- Rs 35000/-) 3 times in his/her service.
Furniture loan (E0-E6) Rs. 40000/ Group saving linked insurance scheme(E0-E6)
Akshara school Kakinada plant
NEWS club at Kakinada plant
Festival advance for commercial/technical staff (E0-E6)
Baggage insurance (NG1-NG8)
Fidelity guarantee insurance

Health and wellbeing policy:


Medical checkup every year
Annual health checkup for family member at Kakinada plant
Occupational health center at Kakinada plant
Hospitalization scheme for associates of grades E0-E6
Extent of reimbursement self 100%,spouse 80%, dependent 7500/p.a.

Medicare scheme for management cadres(NG1-NG8)


ESI(Employee state insurance)
Family planning incentives(Rs.1500/-)
Group personal accident policy(for unfortunate event)

Leaves policy:
Compulsory paid holidays-9 Days
Types of leaves

Days

Casual leaves

7 days

Sick leaves

11 days

Annual leaves

21 days

Birthday leaves

days

Maternity leaves

12 weeks(only for 2 children)

Paternity leaves

3 days(only for 2 children)

Family planning leaves


6 Days
Sick leave bank to avoid loss of pay

Travel policy:

This explains the procedure and guidelines to the employees while


travelling on business purpose.
General travel rules and procedures stated.
Travel program plan (visiting plan, date, time) should be clear.
Instruction have to be sent to the administration department for
approval
Copy of approval travel plan has to be sent to the finance
department
Accommodation by administration department

Travel claim: All bills enclosed with travel plan, all expense mentioned
in that enclosures, and send to respective department for further process.

Travel rules for sales field staff:


Regular tour for sales- all expenses incurred will be recovered.
Marketing operation divided into two slabs-slab1 and slab2 according
to state wise

Transfer and deputation:


All transfer of associates in the organization.
Transfer

Intradepartmental transfer
Interdepartmental transfer
From one location to other

Between group of companies

Process:
Transfer request by associates
To fill Transfer form
Relocation expenses

Deputation: Transfer from one department to another department.


Learning and development:
Associate potential development: Building individual competition i.e.
knowledge, skill, behavior/ability.
APD is a 4 step process; it gives step by step directions
NEED GENERATION

DESIGN

Competency gap analysis

Need analysis & APD plan

Business requirements

Faculty and program


identification
Content development

DELIVERY
Internal program
External
program/seminars/long term
courses
E-learning

EVALUTION
Post program
Pre and Post program
On the job
Return on investment

Separation
Resignation is a voluntary separation initiated by associate if he/she is
desirous leaving the service of the organization. All associates are required
to give a notice in writing if they wish to discontinue their employment
relationship with the organization. Process, notice period cadre wise,
retirement, termination, death benevolent assistance, final settlement.
Retirement 58 years
Post facilities after retirement are- hospitalization scheme, pension etc
Death benevolent assistance funeral expense i.e. Rs. 3500/Discrimination and harassment policy: Through grievance resolution
committee
Technology used: Applicability to information Technology infrastructure
available at work location.

Ease of work

Optimization of performance
Ease of maintenance

CHAPTER-4
OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

To get right person at right place and in right time, the organization should
have the specific and clear policies and recruitment and selection methods
which are essential for the growth of the organization.
To analyze the actual recruitment process in SEL Manufacturing
Company Limited
To review the importance and needs of recruitment and selection
process.
To analyze various sources of recruitment.
To explain the importance of recruitment.
To evaluate various tools and techniques.
To identify appropriate recruitment sources.
To analyze role and techniques of selection.
To explain outsourcing.
To discuss e-recruitment services.
To search or headhunt people whose skills fit into the companys
values.

CHAPTER-5
RESEARCH METHODOLOGY

CHAPTER-5
RESEARCH METHODOLOGY
5.1

INTRODUCTION

The research was done in order to understand the Recruitment and Selection
Process followed at SEL Manufacturing Company Limited and the
perception of the employees from all the cadres regarding it. To know how
an organization performs in terms of productivity and this should be directly
proportional to quality and quantity of its human resource. In order to get
the right kind of people in right place in the right time the organization
should have the specific and clear personnel, policies and recruitment
methods which are essential for the growth of the organization. Hence it
was necessary to conduct a research on the process.
5.2

Sample Size:

The sample undertaken to conduct research study consists of fifty one


people. The sample covered the employees from all the cadres,
encompassing the senior most officers to the workers. The sample will be
collected from all the departments of the organization.
5.3

Tools and Methods of Data Collection:

The primary method of data collection will be the questionnaire method


which got circulated to the sample undertaken and the information will be
collected with its help. Also a general discussion with the employees helps
to gain information regarding the study. The secondary source is used to
collect data from the companys policy manual which contains the policy
related to the recruitment and selection.

5.4

Research Design

A research design is a type of blueprint prepared on various types of


blueprints available for the collection, measurement and analysis of data. A
research design calls for developing the most efficient plan of gathering the
needed information.
A research design will be the specification of methods and procedures for
acquiring the information needed. It will be the overall pattern or
framework of the project that stipulates what information will be collected
from which source and by what procedures.
5.5

Sampling Design

5.5.1 Sampling
An integral component of a research design will be the sampling plan.
Specifically, it addresses three questions
Whom to survey (The Sample Unit)
How many to Survey (The Sample Size)
How to select them (The Sampling Procedure)
5.5.2 Sample Size
A Sample size of 51 employees will be considered from SEL Manufacturing
Company Limited
5.5.3 Sampling Technique
Non-probability convenience sampling technique will be used to select the
respondents.

5.5.4 Scope of study:


It will be a systematic procedure of collecting information in order to
analyze and verify a phenomenon.
The collection of information will be done through two major sources:
1. Primary Data.
2. Secondary Data.
5.6

Primary Data:

It is the information collected directly without any reference. In this


study, it is gathered through interviews with various employees, human
resource officers and other concerned people. Some of the information
will verify and supplemented through personal observation.
5.7

Secondary Data:

The Secondary data is collected from already published sources such as


pamphlets, annual reports, various journals and internal records. The data
collection includes:
Collection of required data from annual report of SEL
Manufacturing Company Limited
Reference from textbooks and journals relating to the paper
industry in India.
Annual reports of the company.
5.8

Research Methodology Adopted

Research Design:

Descriptive research

Research Instrument:

Questionnaire

Sampling Plan

i) Sample Method :

Non-Probability Sampling
(Convenience Sampling Technique)

ii) Sample Size:

51

iii) Sample Unit:

Employees of SEL Manufacturing


Company Limited.

5.9

Data Analysis Tools

The study used the following tools for data analysis:


Making Pie Diagrams
Percentages
Tables
Ranking Method

CHAPTER-6
DATA ANALYSIS
AND
INTERPRETATION

DATA ANALYSIS AND INTERPRETATION


Table No.6.1
The recruitment and selection process of company meets the
current legal requirements.
Response

No. of Respondents Percentage

Strongly Agree

10

19

Agree

30

59

No opinion

14

Disagree

Strongly disagree

51

100

Total
Fig No.6.1

Strongly Agree

strongly disagree

Agree
4% 4% 20%
14%

no opinion

disagree

59%

Interpretation:
Near about 19% of the respondents strongly agree with the statement that
recruitment and selection process of company meets the current legal
requirement and 59% are agree only so, total 78% of the respondent are in
favor that the process of recruitment & selection meets the current legal
requirement.

Table No.6.2

Recruitment & Selection Policy of company is clearly stated.


No. of
Respondents

Response

Percentage

Strongly Agree

13

25

Agree

30

59

No opinion

10

Disagree

Strongly disagree

Total

51

100

Fig No.6.2

10%

4% 2%

25%

Strongly Agree
Agree
no opinion

59%

disagree
strongly disagree

Interpretation:
The question was raised to know that employees are aware about the
companys recruitment & selection policy or not. Near about 59% are
agreed that the recruitment & selection policy is clearly stated and only 4%
are disagree.
Table No.6.3

Internal source is better for company


No. of
Respondents

Percentage

Strongly Agree

18

35

Agree

19

37

No opinion

11

22

Disagree

Strongly disagree

51

100

Response

Total

Fig. No.6.3

4% 2%
22%

35%

Strongly Agree
Agree
no opinion

37%

disagree
strongly disagree

Interpretation:

As per the respondent response near about 37% are agree with the statement
that internal source is better for company, 22% having no response and 4%
are disagree with the statement.
Table No.6.4
External source is better for company

Response

No. of
Respondents

Percentage

15

30

20

40

18

51

100

Strongly Agree
Agree
No opinion
Disagree
Strongly disagree
Total

Fig. No.6.4

18%

4%
30%

Strongly Agree
Agree

40%

8%

no opinion
disagree
strongly disagree

Interpretation:

Near about 40% are disagree with the statement that external source is
better for companys recruitment process and about 30% are in favor of this
statement.
Table No.6.5
Scarcity of manpower at the working place.
No. of
Respondents

Response

Percentage

Strongly Agree

10

Agree

10

No opinion

13

25

Disagree

22

43

Strongly disagree

12

51

100

Total

12%

10%

10%

Strongly Agree
Agree

43%

25%

no opinion
disagree
strongly disagree

Interpretation:

Near about 43% are disagree with this statement, means they are not feeling
scarcity of manpower and Only 10% are agree with this statement.

Table No.6.6
Right person at the right job
No. of
Respondents

Response

Percentage

Strongly Agree

17

Agree

22

43

No opinion

18

Disagree

14

Strongly disagree

Total

51
Fig. No.6.6

14%
18%

8% 18%
43%

100

Strongly Agree
Agree
no opinion
disagree
strongly disagree

Interpretation:
It is very important for any organization to recruit skilled manpower, to
achieve its business target. The question was raised to know the opinion that
right job is performed by right person. So 43 % are agree and near about
14% are disagree.
Table 6.7
Employees competency match with the job specification.

No. of
Respondents

Response

Percentage

Strongly Agree

Agree

20

39

No opinion

21

41

Disagree

10

Strongly disagree

Total

51
No.6.7

10%

8% 2%
39%

Fig.

100

Strongly Agree
Agree
no opinion

41%

disagree
strongly disagree

Interpretation:
Nearly 39% are agree with this statement and 10% are disagree but
surprisingly 41% gave no opinion this means they are not aware about other
competencies.
Table No.6.8
Satisfaction with the external source (job portals) for
recruitment process.

Response

No. of Respondents

percentage

Strongly Agree

Agree

No opinion

22

49

Disagree

15

33

Strongly disagree

51

100

Total

Fig No.6.8

2% 7%

9%

33%

Strongly Agree
Agree

49%

no opinion
disagree
strongly disagree

Interpretation:
Some respondent are satisfied with the external source of recruitment ,It is
observed that most of the candidates are recruited through Reference or
other internal source and about 49% have no opinion the external sources
like job portals, consultancies.

Table No.6.9
To what extent employee satisfaction reference for recruitment process.

No. of
Respondents

Response

Percentage

Strongly Agree

10

20

Agree

20

40

No opinion

Disagree

11

22

Strongly disagree

14

51
Fig No.6.9

100

Total

14%

20%
Strongly Agree

22%

Agree
4%

40%

no opinion
disagree
strongly disagree

Interpretation:
40% of respondent are in favor of the statement that they are satisfied with
the employees referral, this helps in getting known candidates as company
knows the skill and behavior of the recruitee. But near about 22% are
disagree with the statement so, recruitment process need good external
sources for recruitment process.
Table No.6.10

To what extent the selection procedure followed for recruitment is


suitable for job.
No. of
Respondents

Response pattern

percentage

Strongly Agree

14

28

Agree

20

40

No opinion

Disagree

10

20

Strongly disagree

Total

51
Fig No.6.10

8%

100

28%

20%

Strongly Agree
Agree

4%

no opinion
40%

disagree
strongly disagree

Interpretation:
Near about 28% of the candidates are strongly satisfied with the selection
procedure and 8% strongly disagree. This shows right person in right job.

CHAPTER-7
FINDINGS

FINDINGS
It is founded that:
Near about 19% of the respondents strongly agree with the statement
that recruitment and selection process of company meets the current
legal requirements, and 59% are agree only so, total 78% of the
respondent are in favor that the process of recruitment & selection
meets the current legal requirement.
The question was raised to know that employees are aware about the
companys recruitment & selection policy or not. Near about 59% are
agreed that the recruitment & selection policy is clearly stated and
only 4% are disagree.
As per the respondent response near about 37% agree with the
statement that internal source is better for company, 22% having no
response and 4% are disagree with the statement.
Near about 40% are disagree with the statement that external source is
better for companys recruitment process and about 30% are in favor
of this statement.
Near about 43% are disagree with this statement, means they are not
feeling scarcity of manpower and Only 10% are agree with this
statement.
It is very important for any organization to recruit skilled manpower,
to achieve its business target. The question was raised to know the
opinion that right job is performed by right person. So 43 % are agree
and near about 14% are disagree.
Nearly 39% are agree with this statement and 10% are disagree but
surprisingly 41% gave no opinion this means they are not aware about
other competencies,

Some respondent are satisfied with the external source of


recruitment ,It is observed that most of the candidates are recruited
through Reference or other internal source and about 49% have no
opinion the external sources like job portals, consultancies.
40% of respondent are in favor of the statement that they are satisfied
with the employees referral, this helps in getting known candidates as
company knows the skill and behavior of the recruitee. But near about
22% are disagree with the statement so, recruitment process need
good external sources for recruitment process.
Near about 28% of the candidates are strongly satisfied with the
selection procedure and 8% strongly disagree.
person in right job.

This shows right

CHAPTER-8
LIMITATIONS

LIMITATIONS
The following are the limitations faced during the course of the study:
Chance of biased responses especially on the part of workers could
not be eliminated though necessary steps were taken for the same.
Less duration of study
The questionnaire contained mostly multiple-choice questions ;
therefore many respondents may not have given a proper thought
before answering the questions.
Sample size was quite small to come to exact conclusion.
The research sample was limited to one tenth of the total employees
hence the information gathered could be limited.
The conclusions are derived from the response of the employees
which are expected to be unbiased.

CHAPTER-9
SUGGESTIONS

CHAPTER-9
SUGGESTIONS
After concluding the study of the companies recruitment policy, interaction
with some of the recruitment manager, company associates and based on the
responses received from the associates the following suggests are made to
the company for further improvement of the policy.
1. Recruitment feedback should be taken by the candidates to improve
the recruitment process.
2. The employees should be called for the interview only after checking
their educational qualifications and job experience in a proper way so
as to save the time and cost involved in the recruitment process.
3. Internal job posting to be preferred to reduce cost of recruitment.
4. Organization should use social networking sites for creating pool of
good candidates.

CHAPTER-10
CONCLUSION

CONCLUSION
Workforce planning is vital if a business is to meet its future demands for
staff. It allows a business time to train existing staff to take on new
responsibilities and to recruit new staff to fill vacancies or to meet skill
shortages.
SEL Manufacturing Company Limited is a company with many job
opportunities, including management, graduate, school leaver and
apprentice posts. SEL Manufacturing Company Limited needs to have
people with the right skills and behaviours to support its growth and
development.
SEL Manufacturing Company Limited has clear organisational structures,
detailed job descriptions and person specifications. It provides user-friendly
ways of applying for jobs and a consistent approach to recruitment and
selection. This means it can manage its changing demand for staff.

BIBLIOGRAPHY

BIBLIOGRAPHY
H. John Bernardin Human Resource Management, Fourth
Edition, Mc Graw Hill, 2000.
Angelo S Denisi, Human Resource Management ,Second
Edition, Biztantra, 2005.
Gary Dessler, Human Resource Management Tenth Edition,
Pearson Education, 2007,pg. no.423-530.
C.R. Kothari, Research Methodology Methods and Techniques,
Second Edition, New Age International Publishers, 2004.
Information from Company Policy Manual
Recruitment

and

Selection

by

EzineArticles.com Expert Author.

Websites:

www.selindia.in/

www.management.org
http://www.ssa.vic.gov.au

Duncan

Brodie-

QUESTIONNAIRE

QUESTIONNAIRES
I, Sunil Kumar, student of ACIIT, Ludhiana, am doing project on
RECRUITMENT AND SELECTION in the field of Human Resource
Department. I would be grateful if you could spare few minutes and
answer the questions below. The answer will be kept confidential and
used for academic purpose only.
[Kindly tick ( ) the options you think are right ]
1) The recruitment and selection process of company meets the
current legal requirements?
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree

2) Recruitment & Selection Policy of company is clearly stated.


a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree

3) Internal source is better for company.


a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree

4) External source is better for company.


a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree
5) I feel scarcity of manpower at my working place.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree
6) I feel that the right job is being performed by the deserved person
at my working environment.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree
7) The employees competency matches with the job specification.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree
8) To what extent you are satisfied with the external source (job
portals) for recruitment process.
a) 0%

b) 25% c) 50%

d) 75%

e) 100%

9) To what extent you are satisfied with the employees reference


for recruitment process.
a) 0%

b) 25% c) 50%

d) 75%

e) 100%

10)

To what extent the selection procedure followed for your

recruitment is suitable to your job.


a) 0%

b) 25% c) 50%

d) 75%

e) 100%