Escolar Documentos
Profissional Documentos
Cultura Documentos
On:
Recruitment and
Selection procedure at
Prepared
By:
New Delhi.
ACKNOWLEDGEMENT
The making of a report does not involve efforts of one
single person. It is possible only because of co-operation
and contribution of many minds. Several eminent people
at Flextronics. have made valuable contributions to this
report through their inputs. I am thankful to each one of
them.
TABLE OF CONTENTS
1. Executive summary
2
2. Objective of the study
• Managerial usefulness of the study
• Scope & limitations of the study
• Research methodology
3. Introduction
• Corporate functions at Flextronics
• Finance and accounts
• Human resource department
• Legal and administration
4. Review of literature
• Need for manpower planning:
• Manpower planning:
• Forecasting the manpower requirements:
• Auditing human resource
• Job analysis
• Developing a human resource plan
5. Hr functions at Flextronics
3
• Recruitment and selection
• Designing compensation package
• Training and development
• Performance appraisal
• Innovative forum
• Recruitment and selection
• Disadvantages of internal sources
• Employment exchanges
• Management consultants
• Recommendations
• Advantages of external sources
• Disadvantages of external sources
• Recruitment procedure
• Role of personnel department in selection
• Purpose of selection and recruitment
• Final selection and appointment letter
6. Data analysis
7. Finding and recommendation
8. Bibliography
9. Questionnaire
4
Abstract
The project was initiated to identify the perception of the recruiters
on the recruitment and selection procedure followed at
Flextronics. The research was initiated taking in to consideration
the need fro continuous enhancement or betterment of the
recruitment strategies followed at Flextronics. In today's rapidly
changing business environment, organizations have to respond
quickly to requirements for people. Hence, it is important to have a
well-defined recruitment policy in place, which can be executed
effectively to get the best fits for the vacant positions. Selecting the
wrong candidate or rejecting the right candidate could turn out to
be costly mistakes for the organization. Selection is one area where
the interference of external factors is minimal. Hence the HR
department can use its discretion in framing its selection policy and
using various selection tools for the best results. These caselets
discuss the importance of having an effective recruitment and
selection policy.
5
Preface
6
The fourth and final section of this report consists of
extra information that is related to the main contents of
the report. The annexures include some forms and
documents relating to the company, also relating to the
report and important documents upon which the project
is based.
7
Because recruiting right person for the right job is the
most important decision by any company, I chose this
topic and was also involved in this process partially.
8
The suggestions from the employees will help
management to make changes in the desired field
9
SCOPE & LIMITATIONS OF THE STUDY:
SCOPE:-
LIMITATION:-
10
RESEARCH METHODOLOGY
SELECTION OF SAMPLES:-
Sample size is 10
STATISTICAL TOOLS:-
It is very difficult to have detailed knowledge of
employees working in the company. So the surveyor
has taken 10 samples due to limited resources and
time factor. The management ranks are working in
different categories of different department. Thus it
becomes equally justified to plan in such a way that
it covers all departments.
TOOLS:-
11
Pie chart
Bar diagram
Text and statements
DATA COLLECTION:-
12
INTRODUCTION
COMPANY PROFILE:-
Chief Officers
13
finance for Flextronics worldwide operations. His strong
financial management and operations background
includes increasingly important Flextronics positions
where he has led many critical initiatives that include
serving as the lead executive responsible for the
integration of the Solectron acquisition. Prior to joining
Flextronics in 1995, he held various financial positions
with Allied Steel and Wire, STI Telecommunications and
Associated British Foods. Mr. Read graduated from the
University of Wales, Newport with a degree in business
and finance and is a qualified member of the Chartered
Institute of Management Accountants.
14
Flextronics operates in 30 countries with a world-class
work force and well-diversified customer market
segments and business units. Flextronics’ global
presence and resources provide enhanced design and
engineering solutions that are vertically integrated with
manufacturing, logistics, and component technologies to
optimize customer operations by lowering costs and
reducing time to market. Flextronics successful market
strategy is based on several key competitive
differentiators, which include:
15
across a flexible, scalable global system that delivers
superior operational performance and optimal results for
our customers.
16
• Global Services, focusing on logistics, reverse
logistics and repair operations;
• FlexPower, offering world-class design and
manufacturing of semi-custom and custom power
supplies and battery chargers for OEMs, with
expertise that spans from high efficiency chargers
and adapters for the mobile device market to high
performance, high power solutions for rack-
mounted telecommunications systems, as well as
technology in the greater-than 500- watt area;
• Retail Technical Services, providing competitive
and flexible field services for customer operations.
17
Flextronics offers a comprehensive range of worldwide
supply-chain services that simplify the global product
development process and provide meaningful time and
cost savings to our OEM customers. Our vertically-
integrated services provide customers with a total
design, manufacturing, and logistics solution that moves
a product from its initial design through volume
production, test, distribution and into post-sales service
and support. These integrated services allow us to
design, build, and ship a complete packaged product to
our customers’ end users.
Industrial Parks
18
Low Volume, High Mix Services
Design Capabilities
19
engineering services include all aspects of product
design.
20
enhancing the visibility of the extended supply chain,
and enabling rapid response to knowledge gained from
advanced ERP applications and business analytic tools.
Not only does Flextronics invest in IT, but its team of
global managers leverages the Company’s global IT
expertise, so customers can build powerful business
benefits by utilizing a complete set of IT capabilities.
Social Responsibility
21
environment for our employees. Flextronics also strives
for excellence in our corporate governance practices
and we continually evaluate our processes and
implement procedures designed to maintain ethical
governance and operations standards. Our goal at
Flextronics is to meet the highest principles of corporate
responsibility and integrity.
22
design manufacturing. With design engineers located
worldwide, Flextronics provides:
23
platforms in consumer, mobile, computing, automotive,
and industrial platform products. Our components are
fully tested and optimized for integration in a variety of
platforms and are ready for customization as required.
24
printed circuit board fabrication service capabilities on
three continents, South America, Europe, and Asia.
25
volume procurement capabilities, which contribute to
cost reductions and reduce total cycle time. Through a
manufacturing resources planning system, Flextronics
enjoys real-time visibility on material availability and
real-time tracking of work in process. Flextronics utilizes
electronic data interchange with customers and
suppliers to implement a variety of supply chain
management programs. Electronic data interchange
allows customers to share demand and product
forecasts and deliver purchase orders while also
assisting suppliers with just-in-time delivery and
supplier-managed inventory.
Industrial Parks
26
lowering transportation costs and reducing turnaround
times. Industrial Parks enhance the Company’s total
supply chain management, while providing a low-cost
solution for customers. Flextronics has strategically
established large Industrial Parks in Brazil, China,
Hungary, Mexico, and Poland.
Logistics
27
After-Market Services
28
to our OEM customers. Our vertically-integrated services
provide customers with a total design, manufacturing,
and logistics solution that moves a product from its
initial design through volume production, test,
distribution and into post-sales service and support.
These integrated services allow us to design, build, and
ship a complete packaged product to our customers'
end users.
Technology at Flextronics
29
Automotive
30
• Global Footprint. Customers can utilize
global presence in Americas, Asia and Europe as
well as services from low-cost regions for cost-
effective alternatives and competitive pricing.
• Full Vertical Integration. Service offering
includes design, tooling, plastics, metals, PCB,
assembly, test, logistics, service and repair.
• Customized Services. From high-volume to
special business solutions.
• ODM Solution Offering. Complete product
offering portfolio with high degree of customization.
• Expertise. Continuously growing and
broadening world-class expertise in automotive for
lighting and interior, motion controls wireless and
connectivity, driver information modules.
• Experience. Over 10 years experience in TS
16949 compliant manufacturing.
• Faster Time-to-Market. Fast time-to-market
approach by taking advantage of the synergies
between the fast and highly efficient EMS
environment and robust automotive processes.
31
competitive results to customers.
Lighting
32
services - we know what is important to our customers.
33
Flextronics is the name of the future for the automobile
industry. We are working to achieve better comfort and
safety in cars. Innovation isn't just an idea - we create it!
Power contro
Key Advantages
34
• Single Functional Power Controllers
o Cooling Fan Controllers
o Other PWM Controllers
• Multi Functional Controllers
o Body Controllers
• Fuse Boxes
• Relays
• System Design
• Mechanical Engineering
• System Integration
• Build to Order and Configure to Order
Industry
35
By combining a global footprint with highly responsive
manufacturing operations, Flextronics delivers a
complete, vertically integrated product solution that
accelerates time to market, enhances customer
satisfaction, and provides a highly flexible global supply
chain for the lowest total cost solution.
36
• Aerospace & Defense
• Automotive
• Capital Equipment
• Household Appliances
• Meters & Controls
• Natural Resources
• Security
• Navigation & Telematics
• Self Service Solutions
• Solar
Aerospace
37
Limited, Inc., coordinates all of these resources and
service offerings into one complete aerospace and
defense solution.
Key Benefits
38
certified
Solar
39
• A complete, vertically integrated solution
offering services in design, metal, plastics, PCBA,
assembly and test
• Extensive global operations footprint with
scalable regional manufacturing and logistics
solutions
• Best-In-Class quality systems and clean rooms
• Operational excellence leveraging Lean Six
Sigma and Flextronics best practices
• Innovation driven through technology
investments
Solar Solutions
• Solar Modules
• Solar Process Equipment
40
• Power Inverters
o Commercial Inverters
o Micro-Inverters
• Power optimizers
• Complex Machining
o Large Form Factor
o Small Form Factor
• Cabling/Harnesses
• Custom Enclosures
• Custom PCBA
Medical
41
production, all performed in QSR-compliant
factories
• Worldwide logistics solutions to deliver product
to patients efficiently
• All activities overseen by a world-class quality
and regulatory team, ensuring compliance with
13485, 14971, 60601, and other state, federal and
international medical standards and practices
42
technologies and services required to manufacture and
deliver OEM products to the OEM’s end-market. The
Mobile Consumer Segment is fully engaged in offering
advanced design and electronics manufacturing services
for a variety of products within these industries.
43
Flextronics services for consumer products allow OEM
and retail brand customers to focus on their end users
while extending the breadth and depth of their brands.
Logistics Solutions
Freight Forwarding
44
functional groups and tactics within Flextronics and
across the companies within the supply chain, for the
purposes of improving the total flow of materials from
suppliers to end users.
• Strategic planning
• Effective time management
• Anticipation of the next move
• Weighing the risks
• Evaluating and knowing the alternatives
Direct Fulfillment
45
Flextronics’ Logistics group can implement a customized
solution because of our unique integration of all the
necessary resources, processes and facilities.
Built-To-Order/Configure-To-Order
Mass Customization
46
Customers are now demanding highly customized
products and services. The niche markets are becoming
the markets. Mass customization requires rethinking and
integrating:
47
Reverse Logistics
48
• PDAs
• Mobile phones
• Consumer medical devices
• Notebooks
• PCs
• Set top boxes
• Highly complex infrastructure products
49
internal controls in order to preserve and maximize
the company’s net worth.
• MATERIAL:
50
quantity of materials and services at optimum cost
and within the desired timeframe. This is achieved
through the effective utilization of available skills/
resources, systematic inventory control and
harmonious relationship with vendors and customers.
ESTIMATION:
51
as the company as a whole. These goals are derived
from the vision & mission statement. The quality
commitment serves as a means to achieve these goals
in the best possible manner, which is acceptable to
the customer.
52
53
REVIEW OF LITERATURE:
54
at the right time, to do things which result in both the
organization and the individual receiving the maximum
long-range benefit.
55
C. Anticipating manpower problems by projecting
present resources in0 the future and comparing them
with the forecast of requirements to deter5mint their
adequacy, both quantitatively and qualitatively; and
56
such as seasonal and cyclical fluctuations in business
which cause constant ebb and flow in the workforce in
many organizations.
(A)MANPOWER PLANNING:
57
matching or fitting employee’s abilities to enterprise
requirements, with an emphasis on future instead of
present arrangements. The objectives may be laid
down for a short-term (i.e., for one year). For
example, the short-term objective may be to hire 25
persons from Scheduled tribes or Backward Class for
purposes of purposes of training. The long-term
objective may be to start a new industry, to expand
the market, to produce a new product, to develop its
own sales force rather than depend on distributors, or
to have minority group members eventually in
position of middle and upper management cadres.
58
After estimating what the future organization
structure should be, the next step is to draw up the
requirements of human resources, both for the
existing departments and for new vacancies.
59
(iii) Age distribution of the employees, available in
the present departments, says in the age-groups
20-29 years; 30-45 years; 46 years and above.
60
Once the present manpower resources are determined,
the personnel department can estimate what changes
will occur in the present labour force in the next few
years, say, 5 years.
HR FUNCTIONS AT FLEXTRONICS:
61
The HRD department of Flextronics is a relatively young
department. Since then it has grown by leaps and
bounds. The essence of HRD department is to make the
individuals a part of its vision and objectives. The
different functions performed by the HRD Department in
this company are as follows:
• MANPOWER PLANNING:
62
assessed through the manpower inventory. Whenever
there is any vacancy in any SBU, the skill inventory
chart is referred to and efforts are made to fill up the
vacancies through internal transfers.
The company also goes for campus placements. For
the vacancies at the lower level candidates are
selected on the basis of written test, group discussion
and interviews.
63
regulations and policies, along with an induction
booklet.
• PERFORMANCE APPRAISAL
64
appraisals, self-appraisal and normal. Where the
former is for only top management the latter is for the
lower cadre people.
• EXIT INTERVIEWS
• INNOVATIVE FORUM
65
66
RECRUITMENT AND SELECTION:
67
iv) Invites applications from the prospective candidates
for the vacant jobs.
SOURCES OF RECRUITMENT:
INTERNAL SOURCES:
TRANSFERS:
68
employee to be transferred to another job is capable of
performing it. In fact, transfer does not involve any
drastic change in the responsibilities, pay & status of the
employee. Transfers or job rotations are also used for
training of employees in learning different jobs.
PROMOTIONS:
69
3. RELIABLE: The organization has knowledge about the
suitability of a candidate for a position. It is said that “
known devils are better than unknown angles ”
70
positions in an organization. As years roll by, the race
for premium position may end up on a bitter note.
EXTERNAL SOURCES:
Every enterprise has to tap external sources for various
positions. Running enterprises have to recruit employees
from outside for filling the positions whose applications
cannot be met by the present employees, & for meeting
the additional requirements of manpower. The following
external sources of recruitment are commonly used by
the big enterprises:
ADVERTISEMENT
Advertisement is the best method of recruiting people
for higher & experienced jobs. The advertisements are
given in local or national press, trade or professional
journals, newspapers & magazines. The requirements of
jobs are given in the advertisement. The prospective
candidates evaluate themselves against the
requirements of jobs before sending their applications.
Management gets a wider range of candidates for
selection.
EMPLOYMENT EXCHANGES:
71
vacancies may be notified with the exchanges, whenever
there is a need. The exchange supplies a list of
candidates fulfilling required qualifications. Exchanges
are a suitable source of recruitment for filling unskilled,
semi-skilled and operative posts. The job seekers and job
givers are brought into contact by the employment
exchanges.
MANAGEMENT CONSULTANTS:
CAMPUS RECRUITMENT:
72
the course of their studies. Junior level executives or
managerial trainees may be recruited in this way.
UNSOLICITED APPLICATIONS:
CASUALCALLERS:
LABOUR CONTRACTORS:
73
It is quite common to engage contractors for the supply
of labor, when labours are required for short periods &
are hired without going through the full procedure of
selection etc. Contractors or jobbers are the best source
of getting them. The contractors maintain regular
contracts with workers at their places & also bring them
to the cities at their own expense.
RECOMMENDATIONS:
74
3. QUALIFIED PERSONNEL: By using external sources
of recruitment, the management can make qualified &
trained people to apply for vacant jobs in the
organization.
75
RECRUITMENT PROCEDURE:
76
MEANING OF SELECTION:
SIGNIFICANCE OF SELECTION:
77
Proper selection is very helpful in building up a suitable
workforce. If right people are selected for various jobs,
their productivity & efficiency will be high. Therefore, the
basic purpose of selection is choosing right type of
candidates to man various positions in the organizations.
In order to achieve this purpose, a well-organized
selection procedure is required. Each step in the
selection procedure should provide more & more
information about the candidate. Such information will
facilitate decision regarding selection.
78
sources of recruitment according to the circumstances of
the case.
SELECTION PROCEDURE:
79
,
PRELIMINARY INTERVIEW:
80
may be drawn up for different jobs & supplied to the
candidates on request. The application form / application
blank is useful for several reasons. It gives a preliminary
idea about the candidate to the interviewer & helps him in
formulating questions to have more information about the
candidate. The written information about age,
qualifications, experience etc. may prove to be of greater
value to the interviewers. It makes the processing of
applications very easy since there is uniformity of filling
the data in the application form.
SCREENING OF APPLICATIONS:
After the applications are received, a screening
committee screens them & a list is prepared of the
candidates to be interviewed. Applicants may be called
for interview on some specific criteria like sex, desired
age group, experience & qualifications. The number of
candidates to be called for interview is normally five to
seven times the number of posts to be filled up. The
personnel manager then reviews the screened
applications & interview letters are dispatched by
registered post or under certificate of post.
81
physical, mental & personal variables gives rise to
thousand & one combinations & the particular pattern
makes the individual suitable for several classes of
activities, jobs or fields of work. Matching of individual’s
physical, mental & temperamental pattern with the
requirements of job or field of training is a difficult task.
But where this matching takes place, the result is
happiness for the individual & prosperity for the
organization & the society. But instances of round pegs
in square holes & vice versa are not rare. So before
deciding upon the job or jobs suitable for a particular
individual, one should know the level of his ability & the
knowledge, the pattern of his interest & aptitudes in
detail. This will require the use of employment tests.
Employment tests are widely used for judging the
applicant’s suitability for the job. They bring out the
qualities & weaknesses of individuals, which could be
analyzed before offering those jobs. The tests must be
designed properly. If they are biased, they will not be
good indicators of one’s knowledge & skills. Selection
based on such tests will be faulty. That is why tests
should not be relied upon fully.
EMPLOYMENT INTERVIEW:
82
thorough & comprehensive than the preliminary
interview. The main purposes of employment interview
are:
organization. Personal
interview.
<,
83
candidate good at interview may prove a failure on the
job.
CHECKING REFERENCES:
MEDICAL EXAMINATION:
84
examination will ensure high standards of health &
physical fitness of the employees. It will reduce the rates
of absenteeism, accidents & labor turnover. A thorough
medical check of candidate’s fulfills three objectives:
First, it helps to ascertain the applicant’s physical
capability to meet the job requirement. Secondly, it
helps to prevent communicable diseases entering the
organization. Thirdly, it protects the organization against
unwarranted claims under the workmen’s compensation
act.
85
him a job which he can do well, the management may
either sack him or give him time & training to improve him.
INDUCTION:
86
Interpretation:
The above table shows that the majority of 50 per cent
feels that they recruit more than 30 candidates in a
month, 20 per cent feels that they recruit 20-25, 20 per
cent feels that they recruit 5-10 candidates and 10 per
cent feels that they recruit 10-15 candidates.
SOURCES OF REQUIREMENT
Figure 2.2.2
S. No. Response Categories Frequency of Response Percentage
1 Direct walk-in 0 0
2 Placement consultants 0 0
3 Job Portal 3 30
4 Employee Referral 1 10
5 All the Above 6 60
Total 10 100
87
Interpretation:
<,,
88
Interpretation:
It is inferred from the table that 40% respondents are
using HR Forms, 30% respondents are using Social
networking,20%respondents are using Head hunting and
10% respondents are using Professional networking as a
innovation recruitment practice.
OFFER DECLINE RATIO IN THE ORGANIZATION
S. No. Response Categories Frequency of Response Percentage
1 1%-5% 5 50
2 5%-10% 3 30
3 10%-15% 2 20
4 20%-25% 0 0
5 30%-50% 0 0
Total 10 100
Figure 2.2.4
Pie Chart Representing Offer Decline Ratio in the Organization
89
Interpretation:
90
Interpretation:
It is inferred from the table that 50% response believe
that candidate rejecting offer for higher salary,30%
believe that candidate rejecting offer for duration of
notice period and 20% believe that candidate rejecting
offer for better role.
91
Interpretation:
50% response saying that they choose these
organization for Growth Oppotunities,40% saying that
they choose these organization for good compensation
and 10% saying that they choose these organization for
quality of the work.
92
Interpretation:
PERCENTAGE OF NO SHOWS
S. Response Frequency of Percentage
No. Categories Response
1 0%-5% 3 30
2 5%-10% 2 20
3 10%-15% 5 50
4 More 15% 0 0
5 Not at All 0 0
Total 10 100
Figure 2.2.8
Pie Chart Representing Percentage of No Shows
93
Interpretation:
It is inferred from the above table is that 50% of
response feels that percentage of no shows is around 10-
15% , 30% of response feels that percentage of no
shows is around 5% and 20% of response feels that
percentage of no shows is around 5-10%
STEP TAKEN TO AVOID NO SHOWS
S.N Response Categories Frequency of Percentag
o Response e
1 Extended Notice Period 5 50
2 Increase Gross Salary 2 20
3 Offering Higher Role 0 0
4 To Achieve Goals 3 30
5 Other Amentias 0 0
Total 10 100
Figure 2.2.9
Pie Chart Representing Step Taken To Avoid No Shows
94
Interpretation:
Out of 10 employee,5 feels that they should extended
notice period,3 feels that they should give more
opportunities for candidates to achieve goals and 2 feels
that they should increase the gross salary.
CHALLENGES INVOLVED IN RECRUITMENT
PROCESS
S.N Response Frequency of Percentag
o Categories Response e
1 Delay In Feedback 3 30
2 Notice Period 2 20
3 Salary Package 4 40
4 Higher Role 1 10
5 Any Other 0 0
Total 10 100
Figure 2.2.10
Pie Chart Representing Challenges Involved In Recruitment Process
95
Interpretation:
Out of 10 employee,40% feels that they can’t able to
negotiate with salary package what candidate is
asking,30% feels that they taking more time in giving
the feedback,20% feels that they can’t negotiate with
notice period and 10% feels that they can’t able to give
higher role
Figure 2.2.11
Pie Chart Representing
96
Interpretation:
Out of 10 employees, 5 strongly agree that company is
providing adequate training who conduct interview, 3
agree that company is providing training and 2 can’t
able to decide at this point of time.
MODE OF INTERVIEW
S.No Response Frequency of Percentag
Categories Response e
1 Telephonic 0 0
2 Face To Face 3 30
3 Video Conference 0 0
4 All The Above 7 70
Total 10 100
Figure 2.2.12
Pie Chart Representing Mode of Interview
97
Interpretation:
,
The above table shows that 70% of response use all the
mode of interview like telephonic, face to face and video
conference,30% of response saying that they using only
face to face mode of interview.
98
Interpretation:
In the above table 50% of response use phone for
communicating the not shortlisted candidates, 40% of
response use face to face method for informing the not
shortlisted candidates and 10% of response use mail to
informing the not shortlisted candidates
99
Figure 2.2.14
Pie Chart Representing Attractive Talents For Choosing Flextronics
Interpretation:
,
Figure 2.2.15
100
Pie Chart Representing Offering Second Chance for Offer Decline
Candidates
Interpretation:
,,
101
In Flextronics more than of 60% candidates are
sources through all recruitment source like Walk-in ,
Placement Consultant , Job Portal etc
102
Most of the recruiters feel that they can’t able to
negotiate with salary package what candidate is
asking
103
SUGGESTION:
104
105
SELECTED BIBLIOGRAPHY:
106