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REPORT
ON
RECRUITMENT&SELECTION
AT BPL DISPLAY DEVICES LTD
Submitted to
Submitted by
INSTITUTE OF PROFESSIONAL
EXCELLENCE AND MANAGEMENT
PREFACE
Performance Appraisal procedure at different levels of Bokaro steel plant is given more
and more emphasis and importance these days. Human resource is the foundation of any
employee’s appraised.
This project- report shares insight gained after going summer training in Bokaro steel
plant. It Highlights:
2. It also incorporates the vision (future aspiration ),mission and basic philosophy
2
ACKNOWLEDGEMENT
cordial support during my training period without which I couldn’t have completed my
report.
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4
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TABLE OF CONTENT
PART-I
COMPANY PROFILE……………………………………………1-11
ORGANISATION STUCTURE……………………………………12-13
MISSION…………………………………………………………….14
PERFORMANCE……………………………………………………1 5
PRODUCTS/SERVICES OF ORGANISATION…………………..16-17
PROBLEMS OF ORGANISATION…………………………………18
FUTURE OF ORGANISATION……………………………………..19
PART-II
INTRODUCTION (RECRUITMENT&SELECTION)………………20-76
OBJECTIVE ………………………………………………………………..77
RESEARCH METHODOLOGY…………………………………………..78-82
ANALYSIS…………………………………………………………………83-91
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FINDINGS…………………………………………………………………...92
RECOMMENDATION/SUGGESTION……………………………………93
LIMITATION…………………………………………………………………94
CONCLUSION………………………………………………………….95
ANNEXURE…………………………………………………………….96-103
BIBLIOGRAPHY………………………………………………………….104
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PART-I
8
COMPANY
PROFILE
9
COMPANY PROFILE
BPL Display Devices Ltd (BDDL) is the 80 per cent subsidiary of BPL. With 1400
employees, the capacity of the plant is 1.4 million color picture tubes per annum.
Formerly known as Uptron CPT, it became BPL forms alliance with Toshiba for flat
picture tubes Bangalore-BPL has entered into a strategic alliance with Toshiba
Corporation of Japan to manufacture pure flat picture tubes at its manufacturing unit in
India.
BPL Display Devices Ltd (BDDL), the 80 per cent subsidiary of BPL, will execute this
project. Toshiba’s relationship with BDDL began in 1986 as a technical collaboration for
the manufacture of 20-inch colour per month.BPL was start the production of pure flat
pictures tubes in early 2002 and the production volume targeted in the Ist year is 50000
This will be the first time pure flat tubes will be manufactured in
10
The plant was overhauled, trial production commenced in September 1997, and the name
was changed to BDDL. Subsequently, the capacity was upgraded” said Ajit Nambiar
To begin with, BDDL was selling about 80 per cent of the CPTs to its holding company
BPL while trying to expand its customer base. The plant is further upgradeable to 1.55
“Both partners will bring in their core competencies in display devices. Toshiba is the
BPL is perhaps the first company to have taken the initiative to manufacture flat tubes in
the country.
The manufacture of pure flat picture tubes will provide BPL with greater speed and
flexibility, as well as aggressive pricing to accelerate its growth and market position in
the fast growing flat screen television segment, said Ajit Nambiar, BPL chairman and
managing director.
BPL Display Devices Ltd, (BDDL), a fully owned subsidiary of consumer electronics
giant BPL Ltd, has bagged the Rajiv Gandhi National Quality Award 2001 in the field
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BPL HISTORY .
...............................................................................................................................................
In 1963, our Founder and Group Chairman TPG Nambiar began manufacturing
hermetically sealed precision panel meters in Palakkad, Kerala, under the name of British
Physical Laboratories. Having worked in UK and USA, when he came back to India
Over the years, BPL's growth has been subject to constant challenges. The
company was started at a time when the government had reserved many areas of business
for the public sector. It had also virtually barred most entrepreneurs from entering other
From 1980 onwards, when the industrial licensing was relaxed, BPL began
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manufacturing televisions, telecom equipment, demonstrating its potential and future
business area. In the early 1990s, after globalization and liberalization of the Indian
economy, competition entered the market. BPL retained its strong presence and growth
rate. Strategic alliances with international companies provided the technology for us
electronic products that enhanced the quality of life. After 37 years, BPL has
electronics company
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ORGANISATION STRUCTURE OF BPL.
C.E.O.
Board of Directors
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BPL MISSION
Dedication to manufacturing.
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PERFORMANCE
Our consolidated group revenues exceed Rs.24125.6 million or US$ 502.60 million
(Excluding power and BPL Innovision companies) for (March 2001-2002).
We are the first brand to sell one million colour televisions for three consecutive years
(1999, 2000, and 2001).
We provide superior returns to our 32,801 shareholders, the stated objective of our
company being, deliver superior value to investors and customers in the long-term.
We are market leaders in Home Entertainment, Home Appliances and
Telecommunications. We are No.1 in Colour Televisions, No.1 in Frost-Free Refrigerators,
No.1 in Alkaline Battery exports, No.1 in Cardiology Products, No.1 in Component and
Manufacturing and No.1 in Mobile Phone Services.
Our business areas include Home Entertainment, Home Appliances, Soft Energy, Health
Care, Components, Multimedia Products, Networking and Information Technology,
Wireless, Internet, Broadband and Technology Solutions and Power.
More than 18 million homes in India experience the convenience and joy that our brands
bring. In addition, more than 3 million customers are added every year to our ever-
expanding consumer base.
We employ more than 14,000 people including managers and skilled labour.
Our international collaborators include Sanyo, Toshiba, France Telecom, Siemens and
Media One.
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We have committed Rs.240 million towards Oracle Financials, Data Warehousing, Call
Centers and e-business initiatives.
Our products are sold in many countries including UK, USA, Japan, Australia and the
Middle East.
We have a range of over 230 Products and Services to make your life more exciting. And
enrich your lifestyle
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PRODUCTS/SERVICES OF ORGANISATION
receivers,black & white television video cassettes recorders etc.The products are
-The company was embarked on the export oriented project for manufacture of eco
-BPL Automatics Ltd and Uptron colour picture tubes Ltd are the subsidiary
companies of company.
company also introduced two new models of ultrasound scanners embodying the
technology.
-BPL mobile has introduced three new models with hand free kits in mobile on the
spot package.The three models include Motorola Amio A 180, Siemens S6 power
-BPL announced the launch of BPL bye india .com a youth portal which will provide
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PROBLEMS OF ORGANISATION
Many people working in BPL has been recruited for the wrong job and as a result
Tradition of hiring people based on personal connections when the person is not
Poor recruitment and misprofiling of individuals who will in turn become part the
problem in the system.Managers involved in the recruitment should not hire the
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In the years ahead, BPL Display Devices Limited is looking to consolidate its position in
Colour Picture Tube manufacturing and leadership. Future plans include increasing the
21" Pure Flat sales and production. A percentage of the overall sales targets are expected
to be met with the export of picture tubes and coincide with a further increase of plant
capacity to 1.8 million per annum. By developing in-house equipment building and Tube
design capabilities, BDDL is aiming to be the best CPT manufacturer in India with a
BDDL is confident of ISO 14001 certification by the end of March 2002 and the TPM
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PART-II
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INTRODUCTION
THEORETICAL CONCEPTS
RECRUITMENT
Before an organization can fill a job vacancy, it must find people who not only are
employment.The process begins when new recruits are sought and ends when their
applications are submitted.The result is a pool of applicants from which new employees
are selected.
Theoretically, recruitment process is said to end with the receipt of application in practice
the activity extends to the screening of applications to eliminate those who are not
Although it can be quite expensive, organizations have not always viewed recruitment as
however the importance of recruitment will increase for many organizations for at least
two reasons:
A majority of companies think that they will face shortage of employees who
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The downsizing and cost saving measures undertaken by many companies in recent
Thus, recruiters should be acquainted with new and more cost-effective ways of
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A DIAGNOSTIC APPROACH TO RECRUITMENT
The process:
Various factors in the environment affect the recruitment process. The recruitment
process begins with an attempt to find employee with the abilities and attitudes desired by
the organization and to match them with the tasks to be performed. Whether potential
employee will respond to the recruiting efforts will depend on the attitudes they have
developed towards those tasks and the organization on the basis of their past social and
working experiences. Their perception of the task will also be affected by the work
External influences such as government and union restrictions and the labor market,
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External influences:
direct impact on recruiting practices. Although there is no guaranteed way to avoid legal
c) Use recruiting sources that will reach the greatest number of potential applicants in
e) Be sure the job qualifications are applied to every applicant in a consistent manner.
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speed and flexibility, as well as aggressive pricing to accelerate its growth and market
position in the fast growing flat screen television segment, said Ajit Nambiar, BPL
BPL Display Devices Ltd, (BDDL), a fully owned subsidiary of consumer The plant was
overhauled, trial production commenced in September 1997, and the name was changed
to BDDL. Subsequently, the capacity was upgraded” said Ajit Nambiar (BPL chairman
To begin with, BDDL was selling about 80 per cent of the CPTs to its holding company
BPL while trying to expand its customer base. The plant is further upgradeable to 1.55
“Both partners will bring in their core competencies in display devices. Toshiba is the
acknowledged world leader in visual display products,” BPL is perhaps the first company
The manufacture of pure flat picture tubes will provide BPL with greater electronics giant
BPL Ltd, has bagged the Rajiv Gandhi National Quality Award 2001 in the field of
BDDL formally started its TPM activity in April 2002. The unit manufactures colour
picture tubes (CPTs) in 20 and 21-inch sizes and the capacity has been upgraded to 1.86
times the installed capacity. BDDL turned around in March 2002 to start pursuing various
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.DIAGNOSTIC MODEL
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Composition of labor force and location of organization
As the number of legal requirements has increased, it has become more important for an
determine whether the firm's employment practices are discriminatory. The location of
the organization and the relevant market will play a major role in the composition of the
work force.
Therefore, government and union restrictions labor market conditions, the make up of the
work force and the location of the organization are external forces that affect each other.
None of these forces are necessarily more important than any other force. Each of them
functioning organization.
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The nature of the organization and the goals of the manager are highlighted in the above
diagram, as is the nature of the task. The techniques used and the sources of recruits vary
with the job. As far as the applicants are concerned, their abilities and past work
requirements set, organization policies and procedures, and the organizational image.
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Recruitment requirements
The recruiting process necessarily begins with a detailed job description and job
specification. Without these, it is impossible for recruiters to determine how well any
particular applicant's fits the job. It should be made clear to the recruiter which
requirements are absolutely essential and which ones are merely desirable. This can help
employer might expect applicants who stand first in their class, are president of all extra
curricular activities, have worked their way through school, have 10 years of experience
Contrasted with this unrealistic approach, the effective organization examines the
specifications that are absolutely necessary for the job. Then it uses these as its
Finding applicants who possess the needed skills for a job is the "science" of recruiting.
Beyond determining whether an applicant has the skills needed for the job, recruitment in
the coming years will also have to determine whether the applicant will function well
within the culture and value system of the organization. An interview performance in
terms of interpersonal styles is one of the most critical factors used by recruiters to
In some organization's, HRy70-=M policies and practices affect recruiting and who is
recruited. One of the most significant of these is promotion from within. This policy
means that organization's recruit from outside the organization only at the initial hiring
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level. They feel this is fair to present loyal employees and assures them a secure future
and a fair chance of promotion, and most employees favor this approach. Some
Organizational image
The image of the employer generally held by the public can also affect the recruitment.
All else being equal it is easier for the organization with a positive corporate image to
The good or bad, well-known or unknown images of these organizations will affect how
they are viewed by the job recruits. The organizations image is complex, but it is
probably based on what the organization does and whether it is perceived as providing a
good place of work. The larger the organization, the more likely it is to have a well-
developed image. A firm that produces a product or service the potential employee
knows about or uses is also more likely to have an image for the applicant.
The organization's image is also affected by its industry. These images change. Job
applicants can seldom have interviews with all the organizations that have job openings
of interest to them. Because there are time and energy limits to the job search, they do
some preliminary screening. One of these screens is the image the applicants have of the
In sum, the ideal job specifications preferred by an organization may have to be adjusted
to meet the realities of the labor market, government or union restrictions, the limitations
of its policies and practices and its image. If an adequate number of quality people apply,
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the organization may have to adjust the job to fit the best applicant or increase its
recruiting efforts.
The applicants have abilities, attitudes and preferences based on past work experiences
and influences by parents, teachers and others. These factors affect recruits in two ways:
how they set their job preferences and how they go about seeking a job.
Recruits have a set of preferences for a job. The recruit also faces the limitation of labor
market, government and union restrictions and the limits of organizational policies and
practices. The recruit must anticipate the compromises just as the organization does.
What factors affect the organization decision? A more educated set knows the labor
market better, have higher expectations of work and find organization's that pay more and
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Job search and finding a job: the recruit
It is not always enough to be simply in the right place at the right time. The effective job
searcher creates opportunities in a systematic way. Effective job search involves several
The job search process begins with self-assessment. The purpose of self-assessment is
for job searchers to recognize their career goals, their strength's and weaknesses,
interests’ values and preferred life styles. This information is later used in the search
process to help the applicant assess whether there is a fit with a particular job offer. The
assessment is similar to what organizational recruiters will be doing, only from the
Information gathering and networking are methods for generating lists of potential
employers and jobs, information sources include newspapers, trade publications, college
METHODS OF RECRUITING
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Most job openings are filled with people from within the organization and entry-level
positions are the most likely to be filled by external sources. Methods for internal
recruiting include job posting, skill inventories, job bidding and referrals. Methods of
external recruiting include school and college recruiting, advertising, and using
Internal recruiting methods include posting position openings, distributing memos within
the organization and searching organizational databases for a match between the skills
required to perform the job and the skills held by the current employees. This method of
recruiting looks to internal sources to fill positions and encourages promotions from
organization's strategy encourages promotions and transfers from within the organization.
Recruiting from within can lead to job satisfaction and motivation if employees see new
ensures to large ext6ent that these employees are socialized as to the organization's
culture and personality. However problems can arise if the internal promotion system is
The best way to avoid negative backlash when hiring or promoting from within is to
install fair practices and procedures. If steps are taken to ensure a fair internal
promotional process, most people will accept their loss and remain productive and useful
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organizational citizen. External recruiting method helps bring new ideas and approaches
to the organization.
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Internal recruiting methods
Job positing
Many positions can be filled as a result of posting the job opening on the bulletin boards,
companies intranet. A job posting procedure enables employees to strive for a better
position within the company. Notices of important openings should include all-important
Some firms have turned to computers to make their job posting more fruitful. All
include items concerning relocation willingness and preferences as well as training and
educational backgrounds. A few skills are selected out of the total that best represent
their functional skills. When a position needs to be filled the requirements are matched
have been associated. Example it can lead to personal bias and stiff competition.
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Skills inventory
Another recruiting method is the use of skill inventories. Essentially a skills inventory
includes a list of employee names, their education, training, present position, work
experience, relevant job skills and abilities and other qualifications. The organization can
search through the company skill inventory to identify potential candidates for the
position opening.
Job bidding
These procedures typically specify that qualified applicants from within the bargaining
unit must fit all jobs covered by the agreement. Those interested in the vacancy bid for
the job by applying if they are qualified. The individual fills the position with the highest
seniority from among the qualified applicants. In some cases applicants take competitive
Using a job bidding system is normally very easy. However it can present some
difficulties.
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Referrals
An excellent source of information is current employees who may know someone who
would be qualified and interested in the open position. To entice employees to make job
referrals, some companies offer a referral bonus. People tend to associate with people
like themselves, if the employee fits the organization, chances are his or her referrals will
be good. Employees, whose referrals are hired, are often willing to serve as a mentor to
organizations with position openings at the entry level or internal training programs.
Recruiting at the college level serves as a major source for acquiring managerial,
The gap that exists between the skills those organizations will need over the next several
years and those currently possessed by potential employees is growing. The number of
jobs requiring a college degree is on the increase. Unfortunately for the organization it is
a very time consuming and expensive exercise. But pressures from the external
environment will continue to force organizations to be highly visible and active in this
kind of recruiting.
campus interview candidates and describes the organization to them. Coinciding with the
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visit, brochures and other literature about the organization are often distributed. The
In the typical procedure, those seeking employment register at the college placement
service. This placement service is a labor market exchange providing opportunities for
students and employers to meet and discuss potential hiring. Preliminary interview with
employers is done. Students are given detailed influence about the job and the profile.
Salaries are negotiated. The expenses are borne by the organization. Many of the
changes are designed to reduce overall recruiting costs while maintaining a strong
applicant's flow into the organization. The trend seems to be for an organization to
Advertising
Advertising job openings in newspapers, magazines, newsletters and other media sources
position quickly. Advertising usually does not target a specific audience. Specified
defined advertisements will attract qualified applicants, dissuade unqualified ones from
Private employment agencies vary considerably in size and effectiveness as good sources
of employee and must be chosen carefully by employers and job seeking alike. A
preliminary interview is conducted for the applicants. Unfortunately some agencies are
more concerned with placing employees quickly than in effecting a good match between
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the employee and the organization. The discrepancy can be reduced if the HR managers
One of the fastest growing recruitment methods is the internet and the WWW.
Companies who do use the internet as a recruiting source appear to be happy with the
process and the results. It allows access to broader set of people and hence broader set of
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UTILIZING RECRUITING RESOURCES
Companies frequently use a variety of internal and external recruiting strategies to locate
and hire their workers. Although one technique may work well for some organizations,
the same technique may prove ineffective for others. Some technique may mesh well
By integrating both internal and external recruiting techniques, a company can develop
an overall recruiting plan that is specifically tailored to support its overall strategy and
Exactly how many recruits are needed can be determined from past recruitment efforts.
Specifically a yield ratio can be developed for each position to be filled. A yield ratio is
the number of candidates who pass a particular recruitment hurdle divided by the number
It is important to keep in mind that the plan should support the companies overall
strategic approach.
Re-Recruitment strategy is a series of steps a company can take and retain key
employees. Re-Recruitment strategies are a good idea, but essential in turbulent times
defined as employees whose loss would have a most detrimental effect on the
organization.
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Once the key employers have been located, the next step is to determine what can be
done to motivate them to remain with the organization. A flexible work arrangement will
key employees want and need with respect to flexibility. Flexibility can also be offered
by introducing compressed work weeks, flexible starting times and comp time where
workers can leave work for an hour or two to deal with family matters. An increase in
the compensation can also help retain a key employee. Retention bonuses have also been
College graduates entering work force for the first time are clear about their expectations
and are less willing to adapt their values and work styles to accommodate to their
employers.
The following factors entice first careerist to stay with the job and the company:
Companies are responding to these needs by offering a variety of programs for new
employees. One factor that should be considered prior to selection is the "fit" between
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the individual career objectives and the career path that can be realistically offered by the
firm. Career plateau which refers to the point in a career where future hierarchical
and restructuring has severely restricted the potential for vertical movement in many
managerial carriers.
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ALTERNATIVES TO RECRUITMENT
Another strategic business decision can be made is not to recruit. Instead they can rely
It is becoming increasing popular for an organization to staff part of its work force
with temporary workers on an ongoing basis. These individuals are not considered
Workers who work less than 40 hours a week are considered part time employees.
Employee leasing
A Company will transfer some of its employees to a leasing firm. The leasing firm
then leases back the workers to perform the same job they did for the Client
Company. However the leasing firm is now responsible for cost and work
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associated with the typical HR functions such as Payroll, benefits and record
keeping.
Independent contractors
they posses to a variety of companies. A Company will hire them for a specific
project or contract. Payment is usually based on the time and effort the individuals
Outsourcing services
An independent company with expertise area will contract with a firm to take full
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EVALUATING THE RECRUITING METHODS
Given the importance of recruiting to the organization the method used in recruiting
recruiting method is to determine the cost versus benefits of various methods. When
raising the salaries. Although some job applicants may be enticed by money, this may
may perceive inequity if new employees are brought in at a similar or even higher salary.
Recruiting costs include factors such as the cost of advertising, the salaries and travel
expenses of recruiters, travel expenses of potential job applicants and recruiting agencies.
These costs must be weighed against factors such as the potion of acceptance offers. At a
minimum, organizations should compare the length of time applicants from each
recruiting source stay with the organization with the cost of hiring from a particular
source. The effectiveness of recruiting method varies among organizations and even jobs
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THE SELECTION PROCESS
Selection is the process of choosing individuals who have the qualifications to perform a
particular job well. Organizations differ as to the complexity of their selection systems.
Some organizations make a strategic decision to fill positions quickly and inexpensively
by scanning application forms and hiring individuals based on this information alone.
Other organizations however make a strategic decision to choose the best person possible
by having an elaborate and sometimes costly selection system. These systems may
require potential employees to fill out application forms and provide information for a
background check, take a number of job related tests, and perform well through a series
The initial screening of potential employees is usually done by examining resumes and 1
or having applicants fill out an application blank. Items that should be requested on an
application blanks is objective so that the human resources manager can verify it.
background check on an employee whose infliction of harm could have been predicted.
Once the application has been verified, it can be numerically scored to make it
application. The use of a weighted application blank involves placing a value or score
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for the items on the application that have been found to predict successful job
performance. Applicants receive points according to the information they report on the
performance, the time and cost of developing an effective are often prohibitive.
Resumes are often instead of application blanks. Job applicants develop their own
A number of selection tests have been developed to aid the human resources manager in
hiring employees. The following section covers mental ability test, work sample tests,
trainability tests, personality and interest inventories and honesty tests as selection
devices.
Paper and pencil tests have been developed by psychologists and are used by
organization's to measure mental ability and aptitude. Ability and aptitude tests examine
Work samples
Also called performance tests, work sample tests measure the ability to do something
rather than the ability to know something. These tests may measure motor skills or
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verbal skills. Work sample tests should test the important aspects of the job. Since job
applicants are actually performing a small portion of the job, it is difficult to "fake" ones
One of the most effective ways to design work sample tests is by using the results of a job
analysis, because the results of a job analysis indicate which tasks are most critical and
which are required for successful competition of the task. It is easy to determine which
Trainability tests
Essentially the goal is to determine the trainability of the candidate. In the first step of
the process, the trainer demonstrates how to perform a particular task. Then the job
applicants are asked to perform the task while the trainer helps to coach him or her
through the process several t8mes. Finally the candidate monitors the performance,
recording any errors, to determine the overall trainability of the job applicant.
But work sample tests and trainability test have shown to have high to moderate success
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Personality and general interest inventories are tests that have no "correct" or "incorrect"
answers. Interest tests are used to measure an individual's work and career orientations.
Personality tests focus on identifying traits or typical behaviors of individuals and are
used to measure a variety of traits including aggression, self-esteem and type A behavior.
Although personality and general interest inventories are tests that have no "correct" or
"incorrect" answers. Interest tests are used to measure an individual's work and career
individuals and are used to measure a variety of traits including aggression, self-esteem
and type A behavior. Although personality tests can be costly, they can help human
thus increasing the likelihood of finding a go "fit" between the job position and the
employee.
seek to "uncover” revealing data about a person's psyche. Companies that use this type
of pre employment tests must therefore ensure that the information they seek and the way
they use this information are relevant to the job in order to prevent lawsuits by rejected
applicants.
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THE INTERVIEW
Interestingly, interviews have been criticized for being unreliable sources of information
due to perceptual and judgment errors on the part of the interviewer. Example
interviewers often form a first impression of the job applicant based on the influence
obtained on the application blank or the first two minutes of the interview.
Another type of perceptual error is called the Halo effect. In this case, one characteristic
Contrast effects have also been found to distort interviewer judgments about job
applicants. Contrast effects occur when the interviewer evaluates a job applicant by
Establishing a system for conducting an interview can improve the reliability and validity
of interview assessments.
Types of interviews
Interviews can be classified into three general categories: structured, semi structured
and unstructured.
• Structured
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When conducting a structured interview, the interviewer asks questions from a
prepared list and does not deviate from it except for some follow up questions.
During the interview, the interviewer records his or her thoughts and reactions on
Two most common types of structured interviews are the behavioral description
information about what candidates have done in the past to predict how they will
act in the future. A thorough job analysis of the job is done for which the
interview is being developed. The specific KSA0s are uncovered, required by the
incumbents. Next questions will have to be designed which elicit the behaviors.
The second type of structured interview is the situational interview. In this job
experts develop questions that focus on situations that might arise in the actual
the applicants. This type of interview is kinder to the applicant because a past
• Semi structured
Here only the major questions are prepared in advance and are recorded on a
standardized form. This type of interview involves some planning on the part
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of the interviewer but allows for some flexibility regarding exactly what and
how questions are asked. Although the inter rater reliability is not so high as
with structured interview, the information obtained may be richer and possibly
more relevant
• Unstructured interview
the interviewer. Due to lack of planning, the interviews tend to vary greatly
have low reliability and seldom yield valid and useful information.
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MANAGERIAL SELECTION DEVICES
Selection devices for managers can differ from non-managerial employee selection.
Assessment centers were developed to tap these numerous managerial skills by collecting
work sample information. an assessment center is not a place but a process. In this
process trained professional evaluators, called assessors, observe and record and evaluate
Although the validity of assessment center tends to be high, some problems recently have
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RECRUITMENT AND SELECTION - OVERVIEW
Till recently the rules of recruitment were very retrogressive. Companies simply hired
fresh graduates or MBAs - seeking out the top rankers - started them off as trainees,
paternally oversaw their vertical progress and repeated the process every year. On the
rare occasions that they had to recruit at higher levels, they advertised - the discreetness
of the address matching the stature of the company as a coveted employer - or used
services of a head hunter and chose on the basis of a track record. Job hoppers were
Now a recruitment revolution is beginning. And the people whom company will soon
compete for most fiercely will be those who have earned their spurs in different
functions, companies, industries- and not one company, one function specialist. Having
succeeded in hiring them, CE0s must not expect all of them to stay. Some will leave the
company when the company changes its operational focus - as it must to stay ahead of
change and needs different kind of people. Others will opt for entrepreneurial careers in
Abandoning their old policies of hiring only at the bottom, therefore companies will have
to induct new talent at every level, including those where internal promotions were once
developed rigueur. Even the search for CE0s will intensify as new competitors look for
team captains and existing companies feel the need for new qualities - not available in
house - in their CE0s. Infact the search for the right people at every level will pick up
pace.
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And while companies will have to develop innovative techniques to beat the competition
at recruitment hotspots like campuses, they must also look outside their conventional
hunting grounds. For that is where people with unorthodox Winning ideas will come
from CE0s looking for breakthrough marketers will have to recruit them from other
industries since everyone already in the sector will only offer tired ideas. Hunting for
organization's, college staff-rooms and even sports fields. In addition, the quest for
managers with the ability to lead mega projects will have to be global and not limited to
the country.
At the organizational level, companies must tailor their work force recruitment plan to
companies chasing growth through alliances should hire people comfortable in different
cultural backgrounds. Above all companies must hire for the future, anticipating jobs
Therefore, recruitment of managers must focus not on functional expertise, but for
attitudes and approaches that fit the corporate goals and culture. Among the qualities that
companies will have to screen, therefore will be interests, disposition, attainments, and
general intelligence, special aptitudes are even physical makeup. For every job that a
company seeks to fill therefore the must prepare psychological profiles of the ideal
candidate. And to test candidates for a fit with that profile, companies will increasingly
have to use psychographics testing techniques such as Thomas Profiling. Myers- Bdgg
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Type indicator, or the particular preference Inventory that draw up the complete
The test for personality traits will involve using unconventional tools like graphology.
possible with which they decide whether an individual will be appropriate for the job. To
validate the conclusions of the tests, line managers and human resources personnel who
conduct interviews will have to be trained interviewing skills. And companies will have
to use multi-session depth interviews ad of one off interactions to explore different facets
What are the elements which companies must use to entice top talent’? Compensation
will be crucial only till it isn't absurdly below. The competitor offer Instead recruiting
teams will have to market their company as a place where employees have fun working,
particularly to people that the company is trying to hire from old-fashioned organizations.
A corporate culture that cares for people and gives them room to grow will be a
company's strongest magnet for attracting good people. CEOs will have to ensure that
their line managers and human resources department design unconventional jobs and
daring responsibilities to create offers that their targets cannot refuse. And if pursuing
the right person and convincing him to agree takes time, the companies should be willing
for it. In the knowledge economy, the corporate quest for intellectual capital will be a
continuous process.
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Recruitment costs
Low cost per hire may affect the quality of recruiting. Companies may think that the cost
of hire may be high but if the company is able to attract the best talent, the company is
successful. Quality of hire is a useful metric. to assess the strength of the recruiting
process.
reference and credit checks, background and educational verifications. Even with all of
these techniques, companies continue to realize the same "bell curve" distribution of
employee performance. Others are smarter, they apply the technique of position,
Companies can design a brief performance evaluation process and use it on new entrants,
within 6 and 18 months of joining. The quality of performance puts the recruiting
process to test.
While filling internal positions, the recruiting manager responds to his internal customer -
the line manager. Measure of customer satisfaction proves to be a precious technique for
fine-tuning the system. Recruiting managers use post hire surveys and evaluations for
this purpose.
It is important for companies to document pre hire requirements and conduct post hire
evaluations. Managers also seek feedback from the candidates themselves. Such data
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How long before they are in?
Recruitment cycle time is measured by the time taken to fill a vacancy. Another metric is
staffing time ratio - the ratio of actual time in days to start to pre-contracted time to start.
The contracted time to start is to agree upon between the hiring manager and the recruiter
and it can be changed during the recruiting process with mutual consent.
Corporate recruiters have a dangerous bias towards hiring from an outside source.
Industry giants like HLL and Tata's believe in homegrown talent. More often than not
heavy recruitment happens at entry level and incumbents move along a structured career
path as they grow with the company. The pool of talent keeps widening and gains
richness with time. As a result, it is never a daunting task to fill roles created out of
unexpected situations.
On the other hand fast growing, innovative relatively newer firms tend to focus more on
external hires, a strategy guided partly by default and partly by design. Largely all
Some companies believe that external hiring give facts about the competitors. External
hiring brings in new ideas, perspectives, competencies and readymade skills that do away
with the need for much investment on training. On the other hand internal recruitment
works fine, sometimes better. The culture of certain companies may be such to mould
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Internal hiring cut out on downsizing
Recruiting by itself serves a single purpose filling a slot. But when a company favors
internal over external sources, it also addresses the critical issue of succession planning.
development. A greater pool of talent can be harnessed at a short notice without the
hassles of an elaborate search externally and without investing in further hiring and
training costs.
workshops, multi rater feedback processes, management games and options as simple as
Recruitment business has dropped by almost 40% lately and the situation may remain
low profile at least for the coming months. There is general reduction in intake;
recruiters are shying away from taking fresher or even people from cross-functional
reallocate jobs, add portfolios to existing positions even considering outsourcing. Jobs
are diminishing, merging or even disappearing altogether. While there are definite signs
of conventional recruitment activity having slowed down, there are strong signals that
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organizations are successfully experimenting with more innovative techniques of talent
70% of recruitment in India happens through the direct advertising route. Use of
recruitment consultants is the second most favorite technique. Head hunting is very
much in demand along with in depth interviewing. The Indian recruiter may have access
to the best of Indian recruitment consultancy firms as well as the cream of international
search firms, all fiercely competing on grounds of quality and value added service.
However, he has started looking for different sourcing options. Employee referrals, for
Employee referrals
recruitment and is capitalized in ways that are more sophisticated by many organizations.
BPL DISPLAY DEVICES LTD in the manufacturing sector is reported to have adopted
Recruiters have accepted the fact that recruitment advertising is an intricate process,
involving a psychic attitude change. Its not about a simple job announcement in a
newspaper. It is about attracting quality people who are not desperately looking for a job.
An international restaurant chain realizes that the candidates need to have a feel of the
company before they decide to apply for a job. The company planned a two-day event
for potential recruits to walk in and meet managers personally, see videos and slide
shows about the company. The open days also marked a change in direction as far as the
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recruiting process was concerned. Instead of screening for basic skills and experience,
the company concentrates on recruiting people for their personality, so that people could
fit in.
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A new selection aid
All India Management Association (AIMA) has taken a useful initiative by introducing
an all India level test for the employability of prospective management employees
(TEM). The test is administered to candidates who are in the final year of MBA
programs or an equivalent course or have less than 2 years of post qualification work
experience. Candidates are tested on parameters like general management skills, thinking
skills, awareness of current business and economic environment and on their functional
TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC Ltd, L&T, GEC
Alsthom Ltd, DCM, Shriram etc. the scores achieved by the candidates in this test
along with other details are sent to corporate to be short listed for 'Interviews and
from allover the country without having to visit each and every campus, thus saving time
and effort. On the other hand, the candidates get access to a host of companies without
An effective recruitment system like any other HR sub-system needs to be sync with the
recruiting strategies tailored to their business needs. These business needs may change
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Recruitment strategy varied with stage of growth of the organization
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Mismatch of organization Supportive.
resources and need Risk taker.
Lack of strategic plan for quite
some time.
Process skills are being given more importance as compared to solely technical skills.
Recruiters are keenly selecting for general attributes like ability to cope with change,
skills and communication ability. The five top skills sought in entry level candidates on
campus are communication skills, team working, listening and problem solving.
Recruiting and screening is the first line of defense when it comes to bringing the right
people into the organization. Determining who the right people are should not end with
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experience and education, but with personality, attitude, communication abilities, and
The overall aim of the recruitment and selection process should be to obtain at minimum
cost the number and quality of employees required to satisfy the human resource needs of
the company.
Hitting the hiring bull's eye is one of an executive most important and most difficult
tests, they try to infuse logic and predictability into hiring. Still, success remains elusive.
If hiring has always been a daunting task, today's economy makes it more so. The global
scope of business has increased the demand for talented senior executives in the
corporate ranks. Meanwhile supply is shrinking as more and more people-in particular
promising MBA's choose to work for start up ventures or go Into businesses for
Until the 1990s, jobs were pretty uniform. In the classic, functional organization cultures
achievement. But with the advent of new organizational forms such as joint ventures and
strategic alliances and with growing prevalence of teams, free agents and networking,
finding the right person to fill a job has become more complex.
What competencies, after all these new kinds - of companies and cultures require?
Nowadays the CEO's of two companies in the exact same industry may need entirely
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Many talented people leave their organizations because senior managers don't understand
the psychology of work satisfaction; they assume that people who excel at their work are
necessarily happy in their jobs. Strong skills do not always reflect or lead to job
out of today's MBA programs, are so well educated and achievement oriented that they
The answer is, only if the job matches their deeply embedded life interests.
Personal values have changed with workers of the new millennium. Employee/ employer
loyalty has diminished and work environment and a "work/life" balance are more
important than ever. It is clearly evident that as we move into the new millennium, only
It is clearly evident that as we move into new millennium, only companies that have a
Considering the above scenario studying the recruitment and retention strategies was the
most appropriate topic for my end term project. Since successful practices of HR begin
with an appropriate selection process and retaining the best talent within the company is
another challenge.
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ROLE OF JOB DEFINITION IN RECRUITMENT
The job definition plays a crucial role in the recruitment process since it
-managerial level. The job definition does take place prior to the
recruitment process, which involve the line manager largely judging the
job profile. This helps recruit the right person for the right place, but the
jobs profile of only technical people follow the path. Incase of general
The image concerned job. The requirements markedly differ for the managerial and non
built by BPL DISPLAY DEVICES LTD. and the reviews of the analyst are a reinforcing
factor in the minds of the prospective employees. BPL DISPLAY DEVICES LTD. is also
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Recruitment patterns – Internal and external
BPL DISPLAY DEVICES LTD. follows both internal and external recruitment processes
Procedure of Recruitment
• Employment exchange
• Internal promotion/selection
BPL DISPLAY DEVICES LTD. – The internal hiring is a common feature amongst the
PSU’s. BPL DISPLAY DEVICES LTD. indulges in internal hiring for the staff and the
fact in the managerial level the merit is the only basis of internal recruitment. In case of
the non-managerial level it may be promotion or if the employee has added some
The internal hiring definitely is dependent upon the next level vacancy. As the employee
moves higher up the ladder up the ladder the recruitment at the senior level becomes
strictly merit based. Hence the promotions are tougher. Also the success of succession
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In BPL DISPLAY DEVICES LTD. Promotion involves a movement from a post in the
higher grade along with respective promotion channels specified for the purpose.
Employees are eligible for consideration for promotion within the same cadre/discipline
• Qualification
• Seniority
Transfer
The services of all employees are transferable to any place in India in the service of the
In BPL DISPLAY DEVICES LTD., main considerations and need for transfer of officers
posts;
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• Demand at a particular location requiring specialized knowledge or experience.
Officers having direct public dealings are also normally considered for transfer after 3-4
recruitment exercises
Agency
Release of Advertisements
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Sealing and dispatch of question booklets to various test centers (under tight security)
• Receipt of Applications through post box from Post Office. Applications are
invited from all parts of India Generally 3-4 weeks time is given so that response
is maximum. Also there are some remote areas in India where courier service is
• Screening of Application
discipline wise
• Setting of objective – type questions papers – one for General Aptitude and one
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• Nomination of various supervisors and officers by the Agency as well as TOC for
officers.
• Written test of 2 hrs. duration is conducted at all the venues in 16 different cities
(as on date) throughout India on a specified date the number of venues / cities
vary depending upon the number of candidates appearing in the test and other
related factors.
Room.
• Correction and dispatch of Answer sheets under sealed by the Agency to its
• Dispatch of results of writer test in order of merit to TOC for deciding cut-off
The certificate and other documents of the candidates are verified on the specified
interview date at the venue itself. Dispatch of letters for GD/GT and Interview
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• Dispatch of call letters to candidates for GD/GT and interview in 4 metro cities
• Simultaneous conducting
• Declaration Forms duly filled in by the candidates along with copies of relevant
documents are making over to the selection committee members before interview.
• Candidates appearing in GD/GT and Interview are reimbursed rail are limited to
Ist class/II tier AC by the shortest route at the venue on production of documentary
proof thereof.
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Selection Procedure:
The selection methodology comprises three stage process written test, GD/GT and
personal interview for judging different faults of knowledge, skills, attitude and aptitude.
Candidates will have to pass through each stage successfully before being judged suitable
written test, the cut-off percentages of marks for each deceptive and category are decided
taking into account the number of vacancies, reservation requirements and of candidates
These candidates are required to appear both GD/GT and interview respective of their
performance, since these two stages of selection are conducted independent of each other.
However, they are required to score minimum presented markets in both GD/GT and
interview acting, which they are disqualified at the tune of preparing the select panel.
• Preparation of select panel of candidates in order of merit for each discipline and
category.
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Role of Top Management
BPL DISPLAY DEVICES LTD’s top management takes a lot of initiative in the
recruitment process. In order to encash on the experience and skills of the Ex Executive
directors or retired directors, the company involves them in the recruitment process. Not
only does it save the energy and effort of the company but also allows the inputs of the
For the staff level the regional head or the line management is involved in the recruitment
Factors like organizational image do not affect the recruitment process a great deal
because as it the companies have a limited budget allotted for the recruitment process.
Relations with labor unions have little effect on the recruitment process. The cost
associated with recruitment is a very important factor. The budgets allotted at the
beginning of the recruitment process are an in depth evaluation of the financial situation
of the company. Hence, in case of recruitment through advertisements the cost incurred is
very high.
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OBJECTIVES OF THE STUDY
LTD.
process.
To study how the company establishes a fit between their business strategy and
recruitment strategy.
To study how the company has coped with changes in the market vis a vis its
recruitment process.
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RESEARCH METHODOLOGY
Primary Sources
The primary data was obtained on wide scale ranging from pre-designed formats to open
Discussions were held with some employees in order to obtain their views on the
Secondary Sources
Data was also screened from secondary sources particularly from various journals in
Company’s Websites and other news contents over internet also provided a great help in
SAMPLE DESIGN
DATA ANALYSIS
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Que 1. Are you satisfied with the recruitment process adopted by the
company?
satisfied
not satisfied
INTERPRETATION:
It was observed that 80% recruits were satisfied and 20% recruits were
Que 2. Do you want to work on a casual, part time ,or full time basis?
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Casua
Part Ti
Full Ti
INTERPRETATION
It was observed that 60% of recruits want to work full time, 20%
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Experienced
Freshers
INTERPRETATION
of fresher.
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Theoretical
knowledge
Learning Ability
Analytical Skill
Practical
Knowledge
INTERPRETATION
company?
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Strongly Agree
Agree
Neutral
Disagree
INTERPRETATION
It was observed that 50% of the recruits were strongly agree ,25% are
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SWOT
ANALYSIS
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STRENGTHS
WEAKNESSES
1. Employees are not satisfied with the training and awareness for organization
goal.
2. Employees are not satisfied with the approach with which the sccess is
measured.
OPPURTUNITY
.There is a boom in the technology so, the company can take advantage of this
Technological boom by adopting the system of recruitment like video conferencing etc.
1. More of talented people are available these days due to more and more emphasis
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THREATS
Increasing competition :Today many companies are there in the market and struggling
Tax policy:The Government can raise the tax –rates due to increasing entrants in this
company.
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FINDINGS
It is observed that 80%t of the employees are satisfied and 20% are not satisfied by the
The employees are highly laborious and dedicated towards work and it leads to very low
absenteeism.
Employees are highly satisfied with attitude of the head of department and working
It was find that 60% of recruits want to work full time, 20%
50% recruit are srongly agree ,25% are agree ,15% are neutral
,5% are disagree with the feedback taken by the non selected
candidates.
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RECRUITMENT POLICY
2. Recruitment would be planned and carried out based on the work force plan.
3. Each recruitment position should have clearly defined job specification and job
description.
4. Work force planning has to be carried out for all functions and locations.
5. There will be four sources for prospective candidates: HR Dept. Data base, web
based career Consultants, Placement Consultants, Classifieds. However,
Consultants and Classifieds should be used only if the HR Dept. database and
web based career consultants are unable to provide suitable candidates.
9. The Locations Heads would empanel 2-3 Placement Consultants for manpower
requirements at their location and keep Manager-HR at HO informed. The
credentials of placement consultants should be ascertained prior to their
empanelment with the organization.
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10. All placement consultants who are empanelled are required to sign off on ‘Terms
and conditions’. The terms and conditions are to be strictly adhered to. Normally
as per the company policy, consultants would be paid maximum one-month’s
gross salary for every selected candidate. However, in case it exceeds, Managing
Director’s approval is required before signing the agreement.
12. A selected candidate has proposed fitment and compensation will be decided
only by the Manager-HR in conjunction with the Head of the recruiting
Dept/Location.
13. Reimbursement of travel costs (for outstation candidates) will be as per the
grade/level of the position and as per the Business Travel Rules applicable
therein. However, prior approval by the Sr. G.M./Manager-HR would be
required before calling any one from outstation for interview.
14. Antecedent verification of candidates should be carried out after the joining of
candidate (Annexure-II). However, references given by the candidate must be
contacted by phone to verify the reliability of the candidate before handing him
over the letter of intent. His last employer should be contacted immediately on
his joining or before joining in consultation with the candidate.
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PROCEDURE
Manpower Planning
1. In the beginning of each financial year, the Location Heads and the Departmental
Heads at HO shall prepare a Manpower plan based on business activity planned.
3. This manpower plan would be discussed and finalized during the annual
conference. Final approval by the Managing Director would also be taken then and
there.
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PRE-INTERVIEW
1. The Location Head or Departmental Heads as may be, will put in a written
request to the Manager-HR (only from the sanctioned manpower plan) as per
Annexure-III.
2. For each such request, the HR Department first refers to the manpower plan.
3. Once it is verified with the manpower plan approved by MD, the HR Department
will search its own data base and also put up the vacancy on the web for
prospective candidate. If unable to locate suitable candidates, the HR Department
will source from placement consultants.
4. In case of paucity of time or urgent requirement, the Location Head will skip the
above three points and directly contact the consultants, interview candidates and
finalize in consultation with their Sr. G.M. Concerned.
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PROCEDURE FOR CANDIDATES SOURCED FROM PLACEMENT
CONSULTANTS
2. The resume received from the consultant(s) need to be screened for their
compatibility with the job requirement.
4. The HR Dept and the departmental head concerned would nominate one person
each to be on the interview panel. The person so nominated should be adept in
interview skills and have relevant expertise in the said function.
INTERVIEW
1. The interview panel would meet the candidate as per the interview schedule.
2. The panel must refer to the Interview Assessment from (Annexure-IV) and record
their observations therein.
4. Once the interviewee has left, the panel must record its observations before calling
on the next candidate.
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5. The Short listed candidates should be called again for a subsequent meeting if
required.
POST INTERVIEW
1. Once the need for a placement advertisement has been ascertained by the HR
Department (Where requirement is very large and/or skill required very specialized)
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3. The HR Department will contact the official advertising agency and share the need
for an advertising release. The ad agency would be asked to give the media estimate,
4. The media estimate and artwork charges would need to be formally approved and
5. The ad agency will then present the artwork and indicate dates of release.
7. The agency will then be asked to prepare for the final launch.
9. resumes to be destroyed.
10. Function wise files must be maintained wherein applications received should be filed
city / locations wise. A serial number is to be given to each application stored in the
file.
SELECTION PROCESS
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The selection process aims to establish the ‘best fit’ between job requirements on the one
hand and the candidate qualifications on the other.
Reappointment/Extension of service
Reappointment/extension of service is granted at the discretion of the management
only in special circumstances.
Trainees are also confirmed on the successful completion of their training period
on the basis of their performance.
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This project is a sincere attempt to achieve these objectives. Now to reduce cost and to
increase profit most of the organizations are using internet as a source of recruitment. E-
recruitment has emerged as a global phenomena. So I have chosen cost reduction through
internet recruitment’ as my research topic.
The sample for this project is chosen from the newly recruited candidates in BDDL due
to unavoidable reason and time constraint.
The data for this project work is collected from both primary as well as secondary
data.
Observation by the researcher is the source of the primary data used in this project.
The sources of secondary data include:
1. Books on Human Resource Management
3. Internet
RECOMMENDATIONS / SUGGESTIONS
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2. Counseling of employees should take place so the personnel level of
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LIMITATIONS OF STUDY
LTD. involve the study of all the divisions of BPL DISPLAY DEVICES LTD.
due to time constrain the study was not extended to the recruitment..
2. Due to time constrains a discussions could not be held with other employees as to
their personnel level of satisfaction from the recruitment and selection practices
and procedures.
3. Also there is a lot of heavy bias attached with the responses because of personnel
head personnel. Hence the inputs would vary greatly amongst them due to the
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CONCLUSIONS
With the liberalization bringing in new talent and increased competition, recruitment has
taken strategic dimensions. The overall aim of the recruitment and selection process
should be to obtain at minimum cost the number and quality of employees required to
It is evident from the study that organization ‘s which have responded to the change in
the environment by reviewing its functions have attained success. BPL DISPLAY
DEVICES LTD. draw their manpower extensively. These manpower plans have close
linkages with the corporate objectives and business plans. These are drawn after a
The budget and the sanctions heavily determine the recruitment pattern in the PSU’s.
Being a PSU also limits its strategies undertaken to market the image of the company.
Also it has to meet the quotas set for SC/ST by government. Till a year back Campus
recruitment was very much there but it has been discontinued as it was felt there was
some biased ness attached to it as BPL DISPLAY DEVICES LTD. visits only Premier
Institutes.
In case of recruitment through advertisement the candidates are screened via written test,
which is outsourced to an agency. This agency is only broadly communicated about the
Internal hiring is there for managerial level, which may or may not involve the written
test .The Top management is involved in the recruitment process. The evaluation process
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involves the assessment of all factors from Education to experience, mobility etc, the
BPL DISPLAY DEVICES LTD. also has taken lead to make its recruitment and
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ANNEXURE
and selection?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
3. Briefly describe the process from needs identification through final approval
authorization?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
5. Does the job analysis accurately identify the essential ‘can do’ skills Yes/No
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(i) _______________ (ii) ______________ (iii) _______________
6. Does the job analysis accurately identified the essential ‘will do’ skills Yes/No
7. Does the policy contain procedures to guide managers through the Yes/No
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
If some positions are determined not to be filled from within, can you
_______________________________________________________________________
_______________________________________________________________________
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_______________________________________________________________________
___
Does this strategy include affirmative action and diversity needs? Yes/No
organization?
a) Campus
b) Consultants
c) Internet Recruiting
d) Walk-ins
11. Are you satisfied with the recruitment process adopted by the company?
a) yes b) no
12. Do you want to work on causal, part time,or full time basis?
a)experience b)fresher
14. The feedback of non selected company is important for the company?
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BIBLIOGRAPHY
• www.bplworld.com
• www.magindia.com/manarch/news/man2660.html
• www.financialexpress.com/fe/daily/19990628/fco28032p.html
• www.bplworld.com/group/corporatenewsandcareers/newsarchive2002.asp#1
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