PROJECT REPORT ON

RECRUITMENT AND SELECTION

OF
ASAHI INDIA GLASS LIMITED

SUBMITTED IN PARTIAL FULFILLMENT OF

THE REQUIREMENT FOR THE AWARD

OF THE DEGREE OF MBA

SUBMITTED BY
ABHISHEK KUMAR SHARMA

SUBMITTED TO: SUBMITTED BY:

MR. AMAR JOHRI ABHISHEK

KUMAR SHARMA

LECTURER MBA 3RD SEM.

GRAPHIC ERA UNIVERSITY GRAPHIC ERA
UNIVERSITY
 GRAPHIC ERA UNIVERSITY 566/6 BELL ROAD,
CLEMENT TOWN DEHRADUN-248002,

INTRODUCTION
when the theoretical is opted with practical then its process more
beneficial and fruitful.

In the present dynamic scenario, it has become quite challenging

trend of business

As a management student we learn different theories and

methods applied within an

organization. But all these aspects remains theoretical imbibed

in the mind .unless and until due adequate practical training is
also undergone. This opportunity of summer training provide a
student with the much required training in practical aspect of
management and organizational functioning with this motive I
have undergone summer training at AIS (Asahi India glass
limited)

AIS is one of the largest enterprises in the country with very

significant contribution in its industrial and economic growth

It is located in roorkee, in lush green serene and pollution free

environment.

AIS has developed as a “centre of excellence” imparting

training in all the practices and perspectives linking oil industry to
the overall development AIS is fully responsible for training AIS
executives in India and Abroad. The company has been
accredited with internationally acclaimed I.S.O -9002,14000,Q.S
-9000,T.S-16949 CERTIFICATE.

ACKNOWLEGEMENT

The accomplishment of my project has been dependent upon the

coporation, coordination and united efforts of several sources of
material, knowledge and time. Hence, this opportunity is taken
to that and express my sincere gratitude to the entire staff and
employees of A.I.S for providing me ample opportunity to learn a
lot about the organization and complete my summer training
project.

I gratefully acknowledge my deep sence of gratitude to Mr.

Dalip Maini H.O.D H.R. and administration , Mr. SATYAJEET SINGH
AND Mr.A.M.P SINHA MANAGER H.R and administration. I am
very thankful for the inspiration, keen interest and positive
guidance given by whole staff of H.R. section of A.I.S who rushed
their services for me. I would also like to say my special thanks to
Mr. MANISH KUMAR H.O.D P.G.D.M department who helped me a
lot throught the completion of this project. I am also thankfull to
Mr. ASHU KHANNA my faculty advisor who guided and helped me
a lot in clarifying the problems.

PREFACE

OLD SAYING SUGGEST -----------

“NECESSITY IS THE MOTHER OF INVENTION”

Apart from it the eagerness of manufacture producers and

various other who deeply feel and want to assert their devotion
to mankind has valued the concept of revolution. The modern
age of industry is been considered as the age of technology
development and development as a whole.

The AIS is one of the among many existing organization

which sinifies its own importance .It understands the dynamic
scenario and more along with it. The report prepated, bases on
the summer training field work, It has been designed to make
detailed study of the organization.
CANDIDATE’S DECLARATION

I SHARMA a bonafide student of P.G.D.M (FULL TIME)

programme at the GRAPHIC ERA UNIVERSITY, DEHRADUN,
hereby declare that I have undergone the summer training at
ASAHI INDIA GLASS LTD.under the supervision of Mr.SATYAJEET
SINGH

I also declare that the present project is based on the above

summer training and is my project report has not been submitted
to any other university or institute.
Place: Roorkee Name: SHARMA

Date: Roll no.

 AIS Auto Glass - Product Range

AIS Auto Glass is India's largest manufacturer of

automotive safety glass. The unit manufactures the full
range of automotive safety glass, which includes:
• Laminated Windshield
• Tempered Glass for Side and Backlites
• Silver Printed Defogger Glass
• Antenna Printed Backlites
• Black Ceramic Printed Flush Fitting Glass
• Encapsulated Fixed Glass
• Solar Control Glass
• IR Cut Glass
• UV Cut Glass
• Reflective (PET) Windshield
• Water Repellant Glass
• Glass Antenna
• Extruded Windshield
Laminated windshield
Laminated windshield comprises two sheets of glass
bonded together with one layer of PVB under heat and
pressure to form a single piece.

Benefits:
• Safety and Security: Laminated glass
cracks under impact, but typically remains
integral, unlike annealed glass which
typically produces long, sharp-edged
splinters on breakage.
• Blocking UV rays: Prevents deterioration in
the appearance of interior trims.
Tempered glass
Float glass is heated to a temperature near its softening
point and forced to cool rapidly under controlled
conditions, creating tempered glass.

Benefits:
• Strength: The breaking stress of tempered
glass is approximately three to four times
that of annealed glass.
• Safety: Fully tempered glass is used in
many applications because of its safety
characteristics. Safety comes from strength
and from a fine fracture pattern.
Value-added glass
Over the years, the Company has evolved a number of
value-added glass products like zone-tempered glass for
windshields, silver printed defogger glass, black ceramic
printed flush fitting glass and PVC-encapsulated fixed
glass
Defogger glass
A glass that uses electrical heat to remove fog from the
inside and outside.

Benefits:
• Safety and security : Defogger glass
gives a clear and undistorted vision in all-
weather conditions.
Encapsulated glass
Glass encapsulation involves the moulding of flexible
PVC around the glass perimeter to provide an aesthetic
integrated trim for the product.

Benefits:
• Integrated trim to glass.
• Cost reduction through one supplier
integration.
• Lower number of components to handle at
the customer end.
• Overall program timing reduction.
Sub-assembled products
AIS manufactures a wide range of automotive safety
glass with the option of sub-assembly like :
• Laminated windshield with mirror button
(for rear view mirror fitment) Garnish
assembly
• Garnish assembly
• Locater pin and velcro
• Channel
• Rubber moulding
• Glass with holder assembly
• Glass with carrier plate assembly.

AIS Float Glass - Service & Support

The Company improved its customer service through the following
initiatives:

• Cross-functional project teams that catered to the float glass

requirement of processors and institutional buyers.
• Creation of a Technical Service Cell to facilitate product
selection, designing and installation.
• A 24-hour helpline to support the distribution network with
information on stock position, dispatch status and billing,
among others.
• A toll-free telephone line inviting customer response.
• A system-linked SMS intimating customers about product
dispatch.

• Further increase in the distribution network.

Our Supply Contacts

Sales & Marketing Head C - 203/B, Fortune 2000

Office Bandra - Kurla Complex
Bandra (E), Mumbai - 400 051
Tel : 91 - 22 - 3062 0101 / 07 / 13
Fax: 91 - 22 - 3062 0119

Plant Plot No. T-7, MIDC Industrial Area,

AIS (Float) Taloja, District Raigad - 410 208.
Maharashtra
Tel : 91 - 22 - 39256000

Integrated Glass Plant

Village- Latherdeva Hoon,
Mangalaur Jhabrera Road,
PO: Jhabrera, Tehsil Roorkee
District - Haridwar,
Uttarakhand - 247 667
Tel : 91- 1332 - 224 010 / 14 / 15 / 16 / 19
Fax: 91 - 1332 - 224 114

Zonal Office
 West
C - 203/B, Fortune 2000
Bandra - Kurla Complex
Bandra (E), Mumbai - 400 051
Tel : 91 - 22 - 3062 0101/ 07 / 13
Fax: 91 - 22 - 3062 0119

North Asahi India Glass Ltd.

17, Okhla Industrial Area
Phase IV
New Delhi 110020
Tel: (011) 011 40548151/ 52/ 53/ 54

South & East No. 2-C, 1st Floor,

Ruby Regency "Dinrose Estate"
New No. 69, Anna Salai,
Chennai - 600 002
Tel: 91 – 44 – 28586881
Fax: 91 – 44 – 28542 494

Export Dept Contact person: Mr. B.D.Gandhi

(Head Export & Customer Service Dept)

Tel: +91 22 39256345

Fax: +91 22 27410450 / +91 22 27410449
Mobile : +91 9820084322
Email: behram.gandhi@aisglass.com

Projects division Asahi India Glass Ltd. – (Institutional Glass

Group Division)
17, Okhla Industrial Area
Phase IV
New Delhi 110020

Tel: 011 41020670/ 71/ 72

AIS Auto Glass - Market Position

 • Sole supplier to almost the entire Indian
passenger car industry, with a current market
share in excess of 80 %.
• Significant presence in the after-market with a
market share of over 43%.
Exporting auto glass to after-market in Europe
and Pakistan.
AIS Float Glass – Overview

AIS began its float glass operations in 2001,

when it took over the erstwhile Floatglass
India Ltd., with its operations in Taloja,
Maharashtra (West India). What was a
separate company before the merger is now
the Float Glass SBU of AIS.
With the commissioning of its second float
glass plant in Roorkee, Uttarakhand (North
India), AIS Float Glass has the capacity of
producing various forms and value-added
varieties of glass such as heat reflective
glass, coloured glass & mirror for various
architectural and automotive applications. AIS
Float Glass commands nearly 34% share in
the Indian float glass market. In addition, AIS
Float Glass also sells the entire range of AGC
products in India, which cater mainly to the
realty sector.
AIS Float Glass has the distinct advantage of
superior technology from AGC and ready
customer in the form of AIS Auto Glass.

AIS's Vision is to "SEE MORE"

This byline captures AIS's culture:
• It describes AIS's products & services
which delight its customers by helping
them see more in comfort, safety &
security.
• It expresses AIS's corporate culture of
merit and transparency.
• It defines the quality of AIS's people to
want to see, learn, and do more, in depth
and detail
To transcend the ordinary.

MISSION
AIS's Mission is "JIKKO" - Execution for
Excellence

With major investments in place, the time is

now to reap the benefits by execution for
excellence

GUIDING PRINCIPLES

All actions of AIS are driven by the following

guiding principles:
• Creation of value for Shareholders
• Customer Satisfaction
• Respect for Environment
• Use of Facts
• Continuous Improvement
• Strengthening of Systems
• Upgradation of Human Potential through
education and training
• Social Consciousness

AIS Auto Glass – Overview

What started as a Company in 1987, is now the
Auto Glass SBU of AIS having the distinct identity
of being conferred the ‘DEMING APPLICATION
PRIZE’. The Deming Prize certifies the outstanding
performance improvements achieved through
application of Total Quality Management (TQM).
AIS Auto Glass continues to be India’s largest
manufacturer of automotive safety glass in India
supplying high quality auto glass to almost the
entire passenger vehicles industry in India. AIS
Auto Glass commands almost 80% share of auto
glass requirement of the passenger car industry. In
addition, AIS Auto Glass also exports its products
in the after-markets of Europe, South East Asian
and other neighbouring countries.
Having been awarded the Deming Prize, AIS Auto
Glass is committed to take forward its legacy of
TQM and to continue to meet the higher
aspirations and demands of its esteemed
customers. AIS Auto Glass today, is the ‘first
choice’ vendor for nearly all the Indian passenger
car manufacturers. AIS Auto Glass has 3 plants
located in Bawal, Haryana & Roorkee, Uttarakhand
(North India) and Chennai, Tamil Nadu (South
India) and 3 sub-assembly units / warehouses at
Halol, Gujarat & Pune, Maharashtra (West India),
Bangalore, Karnataka (South India).
 In 1987, AIS Auto Glass started operations with
manufacturing toughened glass for automobiles.
Today, it produces a complete range of automotive
safety glass, engineered to the highest global
quality standards.

AIS Float Glass – Clients

The diversified product portfolio of AIS Float Glass

includes float glass in varying sizes, shapes and
thickness.

• Automotive Safety Glass Manufacturers

• Processors
• Dealers and Retailers
• Architects
• Interior Decorators
• Builders
• Aluminium Fabricators
• Carpenters
• Furniture Manufacturers

• Household Consumers

With glass finding applications in an array of arenas, the client base of AIS Float
Glass is an ever-expanding one.
 Awards and Recognitions

AWARDS

CUSTOMER TYPE OF AWARD PERIOD

Outstanding Overall
Maruti Suzuki Year
Performance Incoming
India Ltd. 2008-09
Quality Improvement

Mahindra & Best Performance in Year

Mahindra Ltd. Quality 2008-09

Tata Motors Year

Excellence in Quality
Ltd. 2008-09

Deming Application Year

Prize, 2007 2007-08

Hyundai “5 Star Award” and

Year
Motors India Award for “Best Quality
2007-08
Ltd. Performance”

Toyota Awards for “Achieving Year

Kirloskar Targets of Quality” and
 for“Achieving Targets of
Motors Ltd. 2007-08
Delivery”

“Overall Excellence
Year
Maruti Udyog Award” and “Trophy for
2006-07
Kaizen”.

Hyundai “Best Contribution Year

Motors Award”. 2006-07

“Award for achieving

Targets in the category Year
Toyota
of Cost” and “Award for 2006-07
Best Cost Performance”.

“Award for Best Quality

Mahindra & Year
Supplier in the Body
Mahindra 2006-07
System Category”

Year
Ford India “Q 1 Award”.
2006-07

Year
Maruti Overall Commendation
2005-06

Supplier Performance
Year
M&M Award for Best
2005-06
Performance in Quality

Toyota Best Supplier of The Year 2004

 INNOVA Project

Outstanding Overall
Maruti Year 2004
Performance

Achieving the target for

Hyundai Year 2004
Quality

Awarded to AIGL in
TML- appreciation of attaining
-
LUCKNOW the TS16949 System
Certification

Achieving Target for

Toyota Year 2003
Quality

Achieving Target for

Toyota Year 2003
Delivery

FORD Q1 Award -

Maruti Overall Performance 2002-03

Valid
TUV
TS 16949 upto May
Certificate
2005

Toyota In appreciation of Year 2002

Achieving the ISO-14001
certification and their
commitment to work
 together in Preserving
our Environment

Appreciation for
Toyota achieving the ISO-14001 Year 2002
certification

Achieving Target for

Toyota Year 2002
Quality & Delivery

Toyota Best Quality Supplier Year 2002

The Economic Times

The Economic
awards for Emerging 2001-2002
Times
Company

Valid
TUV
ISO 14001 upto
Certificate
May 2005

Valid
TUV
QS 9000 upto
Certificate
May 2005

Achieving Target for

Toyota Year 2001
Delivery

Toyota Best Quality Award Year 2001

Ford Achieving Target for 2000-

Delivery, Quality and
 Cost 2001

Excellent Overall
Maruti 2000-2001
Performance

Localisation Award -
Hyundai Highest localisation Year 2001
value

Supplier Awards- 2000

Out standing
HSCIL Year 2000
performance in the
category of COST

Board Committees

The Audit Committee of the Board of Directors has

been constituted in conformity with the
requirements of Section 292 A of the Companies
Act, 1956 and Clause 49 of the Listing Agreement.
The composition of the Audit Committee is as
follows :

Name of the Position held in the

Director Committee

Dr. Surinder Kapur Chairman

Mr. Gautam Thapar Member

Mr. Rahul Rana Member

Shareholders' / Investors' Grievance Committee

The Shareholders' / Investors' Grievance

Committee of the Company oversees redressal of
shareholders' grievances and approves transfer,
transmission, split, consolidation of securities,
issuance of duplicate share certificates, etc.
The composition of Shareholders' / Investors'
Grievance Committee is as follows :

Name of the Position held in the

Director Committee

Mr. B. M. Labroo Chairman

Mr. Sanjay Labroo Member

Mr. Arvind Singh Member

Remuneration Committee

The Remuneration Committee comprises of three

Non Executive Directors and one Executive
Director. The Committee determines the
Company's Policy on specific remuneration
package for executive directors. The composition
of the Committee is as follows:
 Name of the Position held in the
Director Committee

Mr.Gautam Thapar Chairman

Dr. Surinder Kapur Member

Mr. B. M. Labroo Member

Mr. Keizaburo Kojima Member

Mr. Rahul Rana Member

Board of Directors

The company is managed by the Managing Director &

C.E.O and two Executive Directors. The Board of Directors
approves and reviews strategy and oversees the actions and
results of management to ensure that the long term
objectives of maximising profit and enhancing shareholder
value are achieved. The Board of Directors is comprised
of :

Name of the
Designation
Director

Mr. B. M. Labroo Chairman

Mr. Sanjay Managing Director & C. E.

Labroo O.

Mr. Keizaburo Dy. Managing Director & C.

Kojima T. O. (Auto)

Mr. Masayuki
Director
Kamiya

Dr. Surinder
Director
Kapur

Mr Shinzo
Director
Nakanishi

Mr. Keiichi
Director
Nakagaki

Mr. Rahul Rana Director

Mr. Gautam
Director
Thapar

Mr. Arvind Singh President (Glass)

 Chairman's Message
Dear Stakeholders,
2008-09 was a year of two phases. While, the first
half of the year witnessed sharp increases in the
prices of all commodity classes, with inflation reaching
new highs (11%) and crude oil touching US$145 per
barrel, the second half of the year witnessed a
financial turmoil in the western world leaving its scars
on the Indian economy. What started as a housing
crisis and the sub-prime crisis in the US has
unexpectedly been contagious to all economies of the
world, sucking out liquidity and severely restricting
credit. Although Central Banks across the world
intervened in an unprecedented manner hitherto, the
crisis is yet to abate fully.
The Indian economy has also been negatively
impacted with the global mayhem. From an average
GDP growth of over 9% during the last three fiscals,
India is estimated to grow around 6.5% in 2008-09
and forecast is that it will be around the same in 2009-
10 also. Manufacturing growth touched an all time low
at 2.4% during the above period. The automobile and
the construction sectors of India – major customer
sectors of your Company’s products – have been
severely affected by the economic slowdown.
Your Company has not been immune to the economic
effects of 2008-09. During the first half, when demand
was relatively buoyant, AIS faced soaring prices of
key inputs and during the second half, when
commodity prices stabilised, demand stagnated.
During 2008-09, the consolidated figures of AIS
reflected gross sales growth at 17% to reach Rs.
1,38,387 lakhs, while net sales, at Rs. 1,23,831 lakhs,
reflected a year-on-year growth of 24%. Earning
before interest, depreciation and taxes (EBIDTA)
declined by 27% to Rs. 14,583 lakhs, mainly due to
increase in material costs and power & fuel costs
compared to the previous year and impact of foreign
exchange fluctation. Profit after tax (PAT) went into
negative territory with a loss for the year amounting to
Rs. 4,270 lakhs (profit after tax of Rs. 807 lakhs in
2007-08). The significant contributors to this were an
increase in depreciation of 15% (Rs. 11,706 lakhs in
2008-09; Rs. 10,183 lakhs in 2007-08) and 50%
increase in interest costs (Rs. 12,698 lakhs vis-à-vis
Rs. 8,492 lakhs). AIS has also been negatively
impacted by 30% depreciation of Indian rupee against
US Dollar in 2008-09. The Company reported losses
of Rs. 3,833 lakhs on account of foreign exchange
fluctuation in 2008-09 vis-à-vis foreign exchange
gains of Rs. 5,269 lakhs in 2007-08. In spite of the
above financials, there are quite a few things of which
your Company can be proud of. AIS’s Auto Glass
SBU continued its dominance as the premier supplier
of auto glass products.
Nearly, every automobile manufacturer in India
considers AIS to be a ‘vendor of choice’ not only for
its existing models but also for the new models that
are developed or brought into India. During the year,
your Company gained new customers and deepened
its relationship with existing ones. AIS Auto Glass has
also been appreciated by its customers for its quality
and delivery. Maruti Suzuki India Ltd. awarded AIS for
‘Outstanding Overall Performance’ and Mahindra &
Mahindra Ltd. and Tata Motors Ltd. have separately
certified your Company’s quality excellence. Toyota
Kirloskar Motors Ltd. has selected your Company as
one of the seven Original Equipment (OE) vendors to
set up a sub – assembly unit in their proposed
supplier park for their upcoming small car project.
Size, scale and presence across the entire value
chain – from float glass to value-added glass and
overall glass solutions – are some of the
fundamentals of AIS that is unmatched by any other
player in India. The skills and knowledge base that
your Company has developed over the years,
especially for engineered glass products, is second to
none. And, most importantly, it continues to deliver on
the trust and confidence reposed by its customers.
2008-09 was a tough year – no doubts on that. But
great companies use tough times to learn and
improve themselves and, in this, your Company is no
exception. We have, therefore, embarked on a special
program of ‘Look Within’. Through the ‘Look Within’
initiative, AIS is focussing on several stiffer internal
targets in productivity, inventory management,
receivables management, product mix and cash flow
management to optimise efficiencies. Thereby, the
Company is examining and adopting all possible
internal measures that will enhance productivity, save
costs, reduce all overheads wherever feasible and
maximise working capital utilisation and cash flow.
This is not a mere cost-cutting exercise – every
process and activity within the organisation is being
re-examined and re-worked with the ultimate objective
of getting the best return from every rupee of capital
employed.
With the advent of 2009-10 there are some signs of
revival in the Indian economy. There is a stable
government and the fiscal & monetary policy
measures initiated during the past few months are
starting to show results. There is hope that the
economy and demand will grow stronger, probably by
the third quarter of the current financial year. With its
inherent advantages and the efficiency measures
being brought about through the ‘Look Within’
program, I feel confident that your Company can
‘Look Beyond’ – to a better and brighter future. ‘Look
Beyond’ shall ensure that in this temporary-difficult
phase, AIS does not lose sight to continue to position
itself as “concept-to-completion” player in the entire
glass value chain and thereby tread its focussed
growth path set before the global mayhem. The ‘Look
Within’ concept shall ensure that AIS emerges as a
stronger and leaner Company. The focus therefore is:
Look Within - Look Beyond.
During the year, Mr, P. L. Safaya, aged 62 years,
resigned from the Company as Director & C.O.O.
(Float) w.e.f. 17th November, 2008 after a stellar
career of 23 years with AIS. On behalf of the Board of
Directors of AIS, I thank Mr. Safaya for his valued
contribution in the success and growth of AIS.
In conclusion, I would like to express my most
heartfelt thanks to all our business partners,
customers and bankers for their faith in us. My special
thanks to the entire AIS team for all their valued
sacrifices and unitedly facing an incredibly difficult
year. I believe that, together, we will succeed in our
efforts to sail through this rough tide.
B.M. Labroo

Company Profile

AIS is the largest integrated glass company in India

manufacturing a wide range of automotive safety
glass, float glass, architectural processed glass
and glass products spanning across the entire
glass value chain. AIS has the distinct advantage
of being the dominant supplier in the auto glass
industry with back-to-back support from indigenous
manufacturing of high quality float glass. From
basic raw glass to the highly complex and
engineered value added glass, AIS has world-class
in-house manufacturing capabilities.
Jointly promoted by Labroo family, Asahi Glass Co.
Ltd. (AGC), Japan and Maruti Suzuki India Ltd.
(MSIL), AIS has emerged from a single-plant
single-customer company in 1987 to a world class
integrated glass company having 11 plants
spanning across India.
AIS is a widely-held public limited Company listed
on the National Stock Exchange and Bombay
Stock Exchange with around 60,000 shareholders
and stands committed to maintain highest
standards of corporate governance and
shareholder accountability.
AIS has 3 Strategic Business Units (SBUs):
 GLASS SOLUTIONS

AIS Glass Solutions was set up in 2004 as a

subsidiary of AIS, with the objective of
growing the group’s presence in architectural
glass solutions and value added glass
products and services. Over the last 5 years,
AIS Glass Solutions has emerged as India’s
biggest organised player in the architectural
glass segment – manufacturing branded,
value-added glass products and offering end
users a complete solution for all their glass
needs. AIS Glass Solutions supplies the
following products:
• AIS StronglasTM - impact resistant
glass
• AIS SecurityglasTM - burglar resistant
glass
• AIS AcousticglasTM - sound resistant
glass
• Glass products like AIS Shower
Enclosure, AIS Tabletops,
• AIS Shelves etc.
• Solar-low-fe glasses
 AIS Glass Solutions has 4 state-of-the-art
glass processing facilities located at Bawal,
Haryana & Roorkee, Uttarakhand (North
India), Taloja, Maharashtra (West India) and
Chennai, Tamil Nadu (South India). The
unit’s distribution chain spread and initiatives
ensure that the right glass and its most
appropriate application are made available
to the customer in the shortest possible time.
To that effect, the sales people of AIS Glass
Solutions are not only sellers of products;
they also educate, suggest and partner with
the customer for maximum value addition.

Milestones

1984-86
• Joint venture agreement executed
among promoters – the Labroo family,
Asahi Glass Co., Ltd., Japan, Indo-
Asahi Glass Company Ltd. (its equity
stake subsequently transferred to
Asahi Glass Co. Ltd., Japan) and
Maruti Udyog Ltd.
• Incorporated as public limited
company.
• Commenced construction activities at
plant site at Bawal, District Rewari
(Haryana).
1986-88
• Started commercial production of
toughened (tempered) automotive
glass with installed capacity of
2,60,000 square metres.
• Commenced supplies to sole customer
– Maruti Udyog Ltd.
• Made initial public offer of equity
shares. Issue oversubscribed by 6.89
times.
• Recorded a maiden sales turnover of
Rs. 11.5 crores in the first year of
operation.
1988-90
• Completed expansion of toughened
glass capacity by 70% ( to 4,42,000
square metres).
• Installed first printing line to produce
automotive glass with black ceramic
and heat-lite printing – the first in
India.
• Obtained ECE’s ‘E’ mark certification
for automotive glass to facilitate its
use in vehicles for the export market.
• Reported maiden profit and paid first
dividend to shareholders.
1991-93
• Made first export sales to Europe.
• Extended customer base with
commencement of supplies to new
customers – TELCO, Mahindra &
Mahindra and DCM Toyota.
1993-94
• Set up plant to produce laminated
safety glass with installed capacity to
produce 70,000 windshields to meet
requirements of Maruti Udyog Ltd. for
its cars for the export market.
1994-95
• Completed expansion of automotive
toughened glass capacity by 67% to
produce 7,37,000 square metres to
meet growing demand.
1995-96
• Completed major capacity expansion
for laminated windshields so as to
produce 7,50,000 laminated
windshields. This was done
anticipating an increase in demand of
 laminated windshields pursuant to
changes in the Central Motor Vehicle
Rules, making the use of laminated
windshields mandatory for passenger
vehicles starting 26th March 1996.
• Commenced supplies of automotive
safety glass to car majors, General
Motors and Daewoo Motors.
• Became the first Indian glass company
to get ISO 9002 certification from TUV
Bayern Sachsen, Germany.
1996-97
• Sales turnover crossed the Rs.100
crore mark.
• Installed state-of-the-art tempering
furnace to bridge the gaps in terms of
capacity and level of technology.
Toughened glass capacity increased to
11,37,000 square metres with
technological capabilities to produce
complex glass models.
1997-98
• Maiden issue of bonus equity shares
to shareholders in the ratio of 1:1 with
45% dividend.
• Became the first Indian glass company
to get QS 9000 certification from TUV
Bayern Sachsen, Germany.
1998-99
• Further expanded customer base with
commencement of supplies to
Hyundai, Ford, Toyota and Hindustan
Motors (Lancer Project).
1999-00
• Sales turnover crossed the Rs. 200
crore mark.
• Installed new tempering furnace with
enhanced flexibility and ability as a
major technology upgradation
measure. With this, toughened glass
capacity enhanced to 20,90,000
square metres.
• Set up MAW plant as a step towards
building capacities for manufacture of
encapsulated fixed glass that fixes
directly on to the car body.
2000-01
• Installed new laminated bending
furnace, allowing greater capability
for production of complex laminated
windshields. Consequently, laminated
windshield capacity enhanced to
12,00,000 windshields.
• Installed CAD station, coupled with
fully automatic coordinate machine to
 aid in the process of new model
development and tooling design,
manufacture and calibration.
• Started in-house design and
manufacture of key process
equipment to enhance productivity in
a cost-effective manner.
• Started print marking on glass to
improve brand visibility.
2001-02
• Made second bonus issue of equity
shares to shareholders in the ratio of
1:1 with 55% dividend.
• As a strategic consolidation move,
Asahi Glass Co., Ltd., Japan
transferred Floatglass India Ltd. (FGI)
to AIS, effectively passing on control
of FGI to AIS. After subsequent ‘open
offer’, FGI became a subsidiary of AIS
with 79.6% equity stake.
• Established Environment Management
Systems and received ISO14001
certification from TUV Bayern
Sachsen, Germany.
• Installed CNC drilling machine.
2002-03
• Changed name to Asahi India Glass
Ltd. to reflect expanded business
profile.
• Unveiled Corporate Brand ‘AIS’ and
started focussed activities towards
brand building.
• Sub-divided each equity share of Rs.
10/- face value into 10 equity shares
of Re. 1/- face value to increase
liquidity on the stock exchanges.
• Emerged as the largest glass company
in India, with the merger of Floatglass
India Ltd. becoming effective from
01.04.2002.
• Total sales came close to the Rs. 500
crore mark (at Rs. 498 crores).
2003-04
• AIS's expansion plan of setting up a
third plant finalised. New plant, to be
set up at Chennai, to manufacture
automotive safety glass.
2004-05
• AIS unveils its new umbrella brand AIS
& positions itself as an integrated
glass player.
• Declared 3rd bonus issue of equity
shares in the ratio of 1:1.
• Declared and paid 250% dividend
including interim dividend 100%.
• Completed scheduled expansion and
commenced commercial production at
the Automotive Glass Plant at
Chennai.
• Enhanced capacity for tempered glass
at Automotive Glass Plant in Rewari.
• Completed scheduled expansion and
commenced commercial production at
the Architectural Processing Unit at
Taloja (Mumbai).
• Commenced setting up of Integrated
Glass Plant (IGP) at Roorkee in
Uttaranchal.
• Set up AIS Glass Solutions Ltd. to
capture the value chain in
architectural glass.
2005-06
• Re-started exports of auto glass in the
after-market to Europe and Pakistan;
• Completed Phase II and III expansions
at the Auto Glass Plant at Chennai,
adding capacities of 1-1.2 million
tempered back door glass and another
500,000 laminated windshields
respectively; and
• Set up two architectural processing
facilities at the Auto Glass Plants at
 Chennai and Rewari, significantly
increasing architectural glass
processing capacity.
2006-07
• The second float glass plant at
Roorkee was commissioned this year;
• AIS rated the “Best Indian Company in
Glass and Ceramics Category” by Dun
& Bradstreet.
• The Corporate Brand “AIS” was
chosen as a “Superbrand” during the
year.
2007-08
• AIS Auto Glass was conferred the
prestigious Deming Application Prize
2007 by the Union of Japanese
Scientists and Engineers (JUSE).

Our Collaborators

ASAHI GLASS CO., LTD., JAPAN

Asahi Glass Co. Ltd, Japan, was established in 1907.
Today, it is one of the leading glass producers of the
world. AGC has a global network of over 350
subsidiaries and affiliates in Japan and 20 and above
other countries. The group’s operations comprise of
flat glass, automotive glass, and have recently
diversified into display glass, chemicals, electronics
and energy.
AGC has evolved as a top multinational glass
manufacturer with a leading share of the global
market in most key glass products. AGC group is the
largest glass manufacturer of the world with 12%
global market share in the flat glass segment and
30% global market share in the automotive glass
segment. It has further captured the top share in CRT
glass, TFT display glass and PDP glass in the display
field as well.

Philosophy(CORPORATE GOVERANCE)
AIS's Philosophy on Code of Corporate
Governance

AIS’s philosophy on Corporate Governance envisages

achieving highest standards of accountability,
transparency and equity in all its spheres and in all its
dealings with its stakeholders. AIS is committed to
establish and diligently follow the highest standards of
Corporate Governance practices in its pursuit of profitable
growth and enhancement of shareholder value.

AIS's Corporate Governance practices are driven by

strong board oversight, timely diclosures, transparent
accounting policies and high levels of integrity in
decision-making.

AIS continues to follow procedures and practices in

conformity with the Code of Corporate Governance as
stipulated by SEBI.

Quality Policy

To achieve its avowed objectives, AIS’s policy is

“to provide stakeholder satisfaction through
QCDV”. The customers, shareholders, suppliers,
employees and society are the stakeholders of the
company. AIS is committed to their satisfaction.

AIS must provide VALUE in its activities through

world class QUALITY, COST competitiveness and
on time DELIVERY. AIS must achieve QCD
through team work, discipline, respect for
humanity, respect for environment and by strict
adherence to procedure and systems. AIS must
constantly upgrade its QCD targets through,
KAIZEN and KAIRYO.

Deming Application Prize

 TS 16949
QS 9000 and ISO 9002 Certification
ISO 14000 Certification

CERTIFICATION

S CATEGOR CERTIFICATIO
SCOPE
NO. Y N

QUALITY BVQI
1 ISO 14001
SYSTEM CERTIFICATION

BVQI
2 JIS Q 14001
CERTIFICATION

QUALITY SYSTEM
STANDARD FOR
PRODUCTION
3 ISO 9002 FROM TUV
BAYERN,
GERMANY IN
SEPTEMBER,1995

4 QS 9000 QUALITY SYSTEM

STANDARD FOR
PRODUCTION
 FROM TUV
BAYERN,
GERMANY IN
DECEMBER.
1998.

QUALITY SYSTEM
STANDARD FOR
ENVIRONMENT
5 ISO 14000
FROM BVQI
(UKAS) IN MAY
2004.

QUALITY SYSTEM
STANDARD FOR
PRODUCTION
6 TS 16949 FROM TUV
BAYERN,
GERMANY IN
DECEMBER. 2003

7 PRODUCT E'MARK (ECE PRODUCT

43) STANDARD FOR
ALL
THICKNESSES
OF TEMPERED
AND LAMINATED
GLASS AS PER
 ECE
REGULATION.

PRODUCT
STANDARD FOR
ALL
DOT MARK
THICKNESSES
(AMERICAN
8 OF TEMPERED
NATIONAL
AND LAMINATED
STANDARD)
GLASS AS PER
AMERICAN
STANDARDS

AIS IS IDENTIFIED
AS A TEST
FACILITY BY
FEDERAL OFFICE
ADR
OF ROAD
9 (AUSTRALIAN
SAFETY,
STANDARD)
AUSTRALIA
THROUGH
IDENTIFICATION
NO. S561.

10 ISI (INDIAN PRODUCT

STANDARD STANDARD FOR
IS:2553 PART 2 ALL
1992) THICKNESSES
 OF TEMPERED
AND LAMINATED
AUTOMOTIV
SAFETY GLASS.

REFERENCE
JIS/JASO STANDARD FOR
11 (JAPANESE FULL RANGE OF
STANDARD) PRODUCT
QUALITY.

Recruitment methods

 Selection through referral panel

Following are on internal vacancy referral

panel.

1.MD & CEO

2.Director : COO Float
3.Director & COO Auto
4.Director & COO Glass Solution
5.COO Windshield Experts
6.Executive director
7.Executive director Commercial
8.Plant Head
9.Corporate Head HR & Admn

 Transfer from other SBU’s

 Employee Referral Scheme
 Relatives (Father, Mother, Spouse,
Brother etc) of existing employee
will not be offered employment
without the specific approval of
MD & CEO.

 Employment from competitors

 Prior permission from MD & COO.

 Extension

 To rehire or grant extension to

grant extension to an
employment after
superannuation (age of 58
years).Approval from MD and
CEO will be taken 6 months
before the date of
 superannuation of the concerned
employee.
 Time

 The recruitment procedure will

be completed with 12 weeks of
occurrence /approval of vacancy.

 Salary negotiation base

 Qualification & experience,

present drawing salary, salary
structure & salary given to other
in same grade with the same
qualification & experience.
 10.
Corporate Head HR & Admin

Recruitment policy for worker

Minimum Qualification-ITI
Process --Test paper—Interview
Selection Panel –Respective dept head & HR
Person

Recruitment policy for staff & Above

Minimum qualification –Graduate & above

depends on the requirements, experience etc.

Process –Test paper--Interview

Recruitment Process

The recruitment and selection is the major

function of the human resource department
and recruitment process is the first step
towards creating the competitive strength
and the recruitment strategic advantage
for the organisations. Recruitment
process involves a systematic procedure
from sourcing the candidates to arranging
and conducting the interviews and requires
many resources and time. A general
recruitment process is as follows:

Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required

• Preparing the job description and

person specification.

• Locating and developing the sources of

required number and type of employees
(Advertising etc).

• Short-listing and identifying the

prospective employee with required
characteristics.

• Arranging the interviews with the

selected candidates.
• Conducting the interview and decision
making

1. Identify vacancy

2. Prepare job description and person

specification
 3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision

making

The recruitment process is immediately

followed by the selection process i.e. the
final interviews and the decision making,
conveying the decision and the
appointment formalities.
 Management Team

S. Labroo Managing Director & C. E. O.

Dy. Managing Director & C. T. O.

K. Kojima
(Auto)

President (Glass)
A. Singh
Corporate Head - Planning & I.S.

Director & C. O. O. (Glass

K. Narayan
Solutions)

S. Agarwal Chief Financial Officer

S. Ganjoo Chief Operating Officer (Float)

B. S. Kanwar Chief Operating Officer (Auto)

Executive Director (Commercial) -

Auto
V. Khanna
Corporate Head - Supply Chain
Management

Joint Corporate Head -

R. Shelly
Development

Head - Legal & Company

M. Juneja
Secretary
 SELECTION

Nature and Purpose of Selection

Selection involves a series of steps by which the candidates
are screened for choosing the most suitable persons for vacant
posts. The process of selection leads to employment of persons
who possess the ability and qualifications to perform the jobs
which have fallen vacant in an organisation. It divides the
candidates for employment into two categories, namely, those
who will be offered employment and those who will not be. This
process should be called 'rejection’ since more candidates may
be turned away than employed. That is why, selection is
frequently described as a negative. Process in contrast with the
positive nature of recruitment.3

The basic purpose of the selection process is to choose right

type of candidates to man various positions in the organisation.
In order to achieve this purpose, a well-organised selection
procedure involves many steps and at. each step, unsuitable
candidates are rejected. In other words, the aim of selection
process is to reject the unsuitable candidates. But recruitment,
on the other hand, is a positive process. Its aim is to attract
applica1!ts for vacant jobs in the organisation. Various sources of
 recruitment are used for this purpose.

Thus, recruitment is a positive process because it aims at

attracting applicants for various jobs. But selection is a negative
process because it aims at rejecting applicants who are
unsuitable and offering jobs to those who are " found fully
suitable.

Distinctive Features of Recruitment and Selection

The distinction between recruitment and selection is

discussed below:

1. Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the
organisation. On the other hand, selection means employment of
workers or establishing a contractual relationship t-between the
employer and the worker.

2. Recruitment is a positive process of searching for prospective

employees, whereas selection is a negative process because it
involves rejection of unsuitable candidates.

3. The purpose of recruitment is to create a pool of applicants for

jobs in the organisation. But selection aims at eliminating
unsuitable candidates and ensuring most competent people of!
the vacant jobs.

4. Recruitment is a simple process as the candidates are required to

fill in the prescribed forms and deposit the same with the
employer. But selection is a complex process under which each
candidate is required to cross a number of hurdles before getting
the offer for a job.

Both recruitment and selection are the two phases of the employment
process. Recruitment being the first phase envisages taking decisions on the choice
of tapping the sources of labour supply. Selection is the second phase which
involves giving various types of tests to the candidates and interviewing them in
order to select the suitable candidates only.

Exhibit 3 : Recruitment Vs. Selection

Basis Recruitment Selection

1. Meaning It is the process of searching candidates It is the process of

selection of

for vacant jobs and making them apply right types of

candidates and

for the same offering them jobs.

2. Nature It is a positive process. It is a negative process.

3. Aim Its aim is to attract more and more Its aim is to reject
unsuitable

candidates for vacant jobs. Candidates and pick

up the

most suitable people for the

Signification of Selection
Selection is a critical process these days because it requires
a heavy investment of money to get right types of people.
Induction and training costs are also high. If the right types of
persons are not chosen, it will lead to huge loss of the employer
in terms of time, effort and money. therefore, it is essential to
devise a suitable selection procedure. Each step in the selection
procedure should help in getting more and more -information
about the applicants to facilitate decision-making in the area of
selection.

Absenteeism and employee turnover are the. Important

problems which are often faced by many organsiations. The
intensity of these problems can be reduced if in the future all
selections are made carefully so that there are ‘round pegs in the
round holes'. Whenever unsuitable employees are appointed, the
efficiency of the organisation will go down. Such employees will
shirk work and absent themselves from the work more often.
They may also be compelled to leave their jobs. If this happens,
all the expenses incurred on .the selection and training of such
employees will go waste.

Scientific selection and placement of personnel will go long

way towards building up a stable work-force: It will keep the rates
n. absenteeism and labour turnover low and will increase the
morale If the employees. If the employees are suitable according
to the requirements of the jobs, they will show higher efficiency
and productivity. This will also enable the. organisation to
achieve its objectives effectively.

The benefits of selecting right kinds of people for various

jobs are as follows:

(i) Proper selection and placement of personnel go a long way towards

building up a stable workforce. It will keep the rates of absenteeism and
labour turnover low.

(ii) Competent employees will show higher efficiency and enable

the organisation to achieve its objective effectively.
(iii) The rate of industrial accidents will be considerably low if
suitable employees are placed on various jobs. .

(iv) When people get jobs of their taste and choice, they get
higher job satisfaction. This will build up a contended workforce
for the organisation.

(v) The morale of the employees who are satisfied with their jobs
is often high.

Scientific Selection
Fitting the worker to the job is the first and the most 4nportant step in
promoting individual efficiency in industry. Scientific selection. of employees. is
an important function of the Personnel Department. The object of scientific
selection is .to place on each job a worker who can maintain a given output with
minimum expenditure of energy and who will be best fitted to the job.
The factors to be considered for selecting the right person for the
right job

are as under

1. Physical Characteristics. Sound body, limbs, height, weight,

sight, etc.

2. Personal Characteristics. Age, sex, marital status, number of

children, family background, etc.

3. Proficiency or Skill and Ability. Qualifications and previous

experience. .

4. Competency. Potential of an individual for learning and

becoming proficient in a job. Competency points out capacity to
acquire knowledge and skill for success on the job.
5. Temperament and character. Emotional; moral and social
qualities, honesty, loyalty, etc. A high degree of intellectual
competency can never serve as a substitute for such qualities as
honesty and trust worthiness. It is important to know about
individual’s character, his habits of work, his way of reacting in
this or that situation, his driving forces in determining his fitness
for the job.

6. Intenst. Without interest, work is colourless and monotonous.

With interest, work seems meaningful and worthwhile to the
individual and abilities are developed as well as accomplishments
are realised. If a person has skill, and competency, but he has no
interest in the job, he will be happy in his work.

Role of Personnel Department in Selection .

Personnel department plays an important role in the selection process.

However, it should be kept in mind that decision to add persons on the
payroll in a particular department of the organisation is not made by the
personnel department. The requisition for the employees must originate from
the department where it is necessary to hire some persons to man particular
jobs in the near future. For this purpose, the use of a standard requisition

form by the departmental head is preferable as it will make clear

the number of vacancies, types of jobs, pay scale and any special
characteristics or skills required. After receiving the requisition,
the personnel department will see the catalogue of job
descriptions and job specifications to obtain a picture of the job
and will tap some source or sources of recruitment according to
the circumstances of the case.

Selection process will start when some applications are

received from the candidates. The personnel department will
classify and file the applications and will screen. out the
applicants which are found unsuitable. After this, it may call the
other applicants for initial interview or employment tests.

SELECTION PROCEDURE
The procedure of selection will vary from organisation to
organisation and even from department to department within the
same organisation according to the kinds of the jobs to be filled.
The number of steps in the procedure and the sequence of steps
also varies. For instance, some organisations do not hold
preliminary hold preliminary interview, test or screening, whereas
in other organisations such as commercial banks, preliminary
tests are given to eliminate a large numbers of applicants.
Similarly, in some cases, medical examination is given before
final selection and in others, medical check up .follows final
selection. Thus, every organisation will design a selection
procedure that suits its requirements. However, the main steps or
stages that could be incorporated in the selection procedure are
as under:

1. Preliminary interview. 2. Receiving applications.

3. Screening of applications. 4. Employment test

5. Employment interview. 6. Physical examination.

7. Checking references. 8. Final selection.

Preliminary Interview

Receiving Applications
 Screening of Application

Employment Tests

Interview

Reference Checking REJECTION

If
Medical Examination
Found
FINAL SELECTION
unsuitable
Fig. 2. Steps in Selection Procedure.

As shown in Fig. 2, every candidate for a job has to clear a

number of hurdles before getting selected for the job. If he is not
found suitable at any stage, he is not considered for the further
stages. Thus, he will be rejected. For instance, if a candidate's
particulars in the application are not found suitable, he will not be
called for the tests. Similarly, if a candidate fails in the tests, he
will not be called for the interview. The successive stages in the
selection process are discussed below:

Stage 1 : Preliminary Interview

In most of the orgarusations, the selection programme begins
with preliminary interview or screening. The preliminary interview
is generally brief and does the job of eliminating the totally
unsuitable candidates. The preliminary interview offers
advantages not only to the organisation, but also to the
applicants. If an applicant is eliminated at this stage, the
organisation will be saved from the expenses of procesding him
through the remaining steps of the selection procedure and the
unsuitable candidate will be saved from the trouble of passing
through the long procedure. Preliminary interview may take
place, across the counter in the organisation's employment
office. It may consist of a short exchange of information. with
respect to organisation's interest in hiring and the candidate's
enquiry. It may serve primarily to determine whether it is
worthwhile for the applicant to fill into the application, blank.
Candidates who pass this crude screening are usually asked to fill
in the application blank available with the employment office of
the organisation.

Stage 2 : Receiving Applications

Whenever there is a vacancy, It is advertised or enquiries are
made from the suitable sources, and applications are received
from the candidates. Standard application forms may be drawn
up for different jobs and supplied to the candidates on request.
The application form is useful for several reasons. It gives a
preliminary idea the candidate to the interviewer and 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.

Stage 3 : Screening of Applications

After the applications are received, they are screened by a
screening committee and 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 and
qualifications. The number of candidates be called for interview
is normally five to seven times the number of posts the filled up.
The screened applications are then reviewed by the Personnel
tanager and interview letters are. dispatched by registered post
or under certificate of post.

Stage 4: Employment Tests

Individuals differ in almost all aspects one can think of. They
differ with respect to physical characteristics, capacity, level of
mental ability, their likes and dislikes and also with respect to
personality traits. The pattern of physical, mental and personal
variables gives rise to thousand and one combinations and the
particular pattern makes the individual suitable for several
classes of activities, jobs or fields of work. Matching of
individual's physical, mental and 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 and prosperity for the organisation and the society. But
instances of round pegs in square holes and 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 and
the knowledge, the pattern of his interest and aptitudes in detail.
This will require the use of employment tests which are listed
below :

(i) Intelligence tests. (ii) Aptitude tests

(iii) Trade or proficiency tests. (iv) Personality tests. (v)
Personality tests.

Employment tests are widely used for judging the applicant's

suitability for the job.They bring out the qualities and weaknesses
of individuals which could be analyzed before offering them jobs.
The tests must. be designed properly: If they are biased, they will
not be good indicators of one's knowledge and skills. Selections
based on such tests will be faulty. That is why tests should not be
relied upon fully. .

Stage 5 : Employment Interview

Although application blank and employment tests provide a
lot of valuable information about the candidate, yet they do not
provide' the complete information required of the applicant.
Interview may be used to secure more information about the
candidate. The main purposes of an employment interview are:
(a) to find 'out the suitability of the candidate, (b) to seek more
information about the candidate, and (c) t9 give him an accurate
picture of the job with details of terms and conditions and some
idea of organisation's policies. For the selection of right types of
people, employment interview is very important. The
communication skill of the candidate can be judged in the
interview. His way of thinking can also be known. Interview is
very important where the candidate has to go through
employment tests. The information contained in the application
blank can be checked during the interview.

The factual data of the applicant given in the application form

may be checked and more information may be obtained from the
candidate. This occasion is also utilised for testing the capability
and personality of the applicant. Thus, interview affords an
opportunity to develop a clear picture of the candidate. It is
customary to have an interview in several stages especially for
senior positions. There may be a preliminary interview by the
head of the department. The final interview is taken .by the
Interview or selection Committee consisting of chairman of the
organisation, head of department, human resource manager and
outside expert$. During the interview, the members of the
selection committee appraise each candidate according to merit.
At the end of interview of each candidate, the chairman

consults the members and after a brief discussion finalizes the

grading of the candidate. After all the candidates have been
interviewed, a panel is prepared. The number of persons in the
panel is generally about two to three times the number of
vacancies to be filled up.

A proper physical arrangement for the interview is of great

importance. It enhances the reputation of the organisation in the
eyes of the candidates. The interview should be conducted in a
room free from any disturbance noise and interruption so that
interview may be held confidentially and in a quiet environment.
Another important condition for successful interviewing is that
the interviewers should look ready for the meeting and the room
should look ready for a private discussion. Privacy and comfort
are recognised as aids to free talk. People generally speak more
freely and frankly when they are at ease. and do not feel
threatened.

Stage 6 : Checking References

A referee is potentially an important source of information
about a candidate's ability and personality if he holds a
responsible position in some organisation or has been the boss or
employer of-the candidate. Prior to final selection, the
prospective employer normally makes an investigation on the
references supplied by the applicant and undertakes more or less
a thorough search into the candidate's past employment,
education, personal reputation, financial condition, police record,
etc. However, it is often difficult to persuade a referee to give his
opinion frankly. The organisation may persuade him to do so by
giving an assurance that all information provided by him will be
treated as strictly confidential.

Stage 7 : Medical Examination

The pre-employment physical examination or medical test of
a candidate is an important step in the selection procedure.
Though in the suggested selection procedure, medical .test is
located near the end, but this sequence need not 'be rigid. The
organisations may place the medical examination relatively early
in process so as to avoid time and expenditure to be incurred on
the selection of medically unfit persons. Some organisations
either place the examination relatively early in the selection
procedure or they advise the candidates to get themselves
examined by a medical expert so as to avoid disappointment at
the end. .

The physical examination should disclose the physical

characteristics of the individual that are significant from the
standpoint of his efficient performance of the job he may be
assigned or of those jobs to which he may reasonably be
expected to be transferred or promoted. A proper medical
examination will ensure higher standard of health and physical
fitness of the employees and will reduce the rates of accident,
labour turnover, and absenteeism.
 The advantages of physical examination are: (i)it serves to
ascertain the applicant's physical capability to meet the job
requirements (ii) It serves to protect the organisation against the
unwarranted claims under workers' compensation laws or against
law suits for damages and (iii) it helps to prevent communicable
diseases entering the organisation.

Stage 8 : Final Selection and Appointment Letter

After a candidate has cleared all the hurdles in the selection
procedure, he is formally appointed by issuing him an
appointment letter or by concluding with him a service
agreement. Generally, the candidates are not appointed on
permanent basis because it considered better to try them for a
few months on the job itself. This is because no procedure of
selection is complete in itself to find out the whole picture of the
personality and qualities of a candidate. It is only by observing a
person at work that one can find out I how he does his work and
pehaves with fellow employees and supervisors. If duririg the
probation period, an etrlployee is found unsuitable, the
management may transfer him to some other job to which he
may be expected to do justice. But if the organisation cannot
offer him a job which he can do well, the management may either
sack him or give him time and training to improve himself.

Induction : The candidate selected is issued the appointment lettel

and is requested to join the organisation within a specified period.
The induction function follows this step and is generally considered
to be apart of the hiring procedure. Induction is concerned with
introducing or orienting a new employee to the organisation and its
procedures, rules and regulations.
EMPLOYMENT TESTS
The use of tests is, perhaps, the most controversial of all
personnel procedures. Attitudes range from those who place
complete reliance on test scores to those who refuse even to
consider their use and instead prefer to place complete reliance
on their own personal judgment of the applicants. In practice,
neither point of view is realistic. No personnel manager ever
expects to provide perfect prediction because even the most
comprehensive battery of tests gives only a small sample of an
individual behavior. Similarly interview method of selection has
its own limitations., The interviewer may have some biasness in
his mind and may not be able to take objective decisions. Thus, it
is very risky to fully depend on personal judgment. But tests can
effectively supplement other personnel procedures by improving
the. Efficiency with which job performance can be predicted.4

RECRUITMENT AND SELECTION

Introduction
After having determined the number and kinds of personnel required, the
Human Resource or Personal Manager proceeds with the identification of sources
of recruitment and finding suitable candidates for employment. Both internal and
external sources of manpower are used depending upon the types of personnel
needed.
The selection procedure starts with the receipt of applications for various
jobs from the interested candidates. Totally unsuitable candidates are rejected at
the screening stage. The personnel department administers various kinds of tests to
the candidates to determine if they would be able to do their jobs efficiently.
Those passing this stage are called for employment interview. Candidates found
suitable for employment are required to go through medical examination and
reference checking. The employment is completed when appointment letters are
issued to the candidates clearing all the stages in the selection procedure.

RECRUITMENT
Meaning and Nature of Recruitment
The process of identification of different sources of personnel is known as
recruitment. According to Edwin B. Flippo, “Recruitment is the process of
searching the candidates for employment and stimulating them to apply for jobs in
the organization”1 It is a linking activity that brings together those offering jobs
and those seeking jobs.
Dale S. Beach observed, “Recruitment in the development and maintenance
of adequate manpower resources. It involves the creation of a pool of available
labour upon whom the organization can draw when it needs additional employee”2
Recruitment refers to the attempt of getting interested applicants and creating a
pool of prospective employees so that the management can select the right person
for the right job from this pool. Recruitment precedes the selection process, i.e.,
selection of right candidates for various positions in the organization.
Recruitment is a positive as it attracts suitable applicants to apply for
available jobs. The process of recruitment : (i) identifies the different sources of
labour supply, (ii) assesses their validity, (iii) chooses the most suitable source or
sources, and (iv) invites applications from the prospective candidates for the
vacant jobs.
SOURCES OF RECRUITMENT
As shown in Fig. 1, the various sources of recruitment may be grouped into the
following two categories :
Internal sources (recruitment from within the enterprise);and
External Sources
Internal sources
External sources (recruitment from outside).

1. Recruitment at
1. Transfer RECRUITMENT factory gate
2. Promotion 2. Casual callers
(Searching Sources of 3. Advertisement
4. Employment
agencies
5. Management
consultants
Fig. 1 Sources of Recruitment
INTERNAL SOURCES
There are two important internal sources of recruitment, namely, transfers
and promotions which are discussed below :
(i) Transfer. It involves the the shifting of an employee from one job to
another one department to anoter or from one shift to another. Transfer is a good
source of filling vacancies with employees from overstaffed departments or shifts.
At the time of transfer, is should be ensured that the 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 and status of the employee. Transfers or
job rotations are also used for training of employment in learning different jobs.
(ii) Promotion. It leads to shifting an employee to a higher position, carrying
higher responsibilities, status and pay. Many companies follow the practice of
filling higher jobs by promoting employees who are considered fit for such
positions. Filling vacancies in higher jobs from within the organization has the
benefit of motivating the existing employees. It has a great psychological impact
over the employees because a promotion at the higher level may lead to a chain of
promotions at lower levels in the organization.
Why should Internal Sources be used ?
 Filling vacancies in higher jobs from within the organization or through
internal transfers has the following merits:
I. Employees are motivated to improve their performance.
II. Morale of the employee is increased.
III. Industrial pease prevails in the enterprise because of promotional avenues.
IV. Filling of jobs internally is cheaper as compared to getting candidates from
external sources.
V. A promotion at a higher level may lead to a chain of promotions at lower
levels in the organization. This motivates the employees to improve their
performance through learning and practice.
VI. Transfer or job rotation is a tool of training the employee to prepare them
for higher jobs.
VII. Transfer has the benefit of shifting workforce from the surplus departments
to those where there is shortage of staff.
Drawbacks of Internal Sources
Internal sources of recruitment have certain demerits also. These are listed
below.
i. When vacancies are filled through internal promotions, the scope for fresh
talent is reduced.
ii. The employee may becomes lethargic if they are sure of time bound
promotions.
iii. The spirit of competition among the employees may be hampered.
iv. Frequent transfers of employees may reduce the overall productivity of the
organization.
Some organizations completely overlook the value of recruitment from
within. It is not only reasonable but wise also to let the existing employees know
of vacancies by internal advertisement. Now it is being realized that a good source
of supply for higher posts is the personnel already in the organization. The existing
talented employees may be given adequate training to be eligible for promotion to
higher positions in the organization.
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
specifications cannot be met by the present employees, and for meeting the
additional requirements of manpower. The following external sources of
recruitment are commonly used by the big enterprises :
(i) Direct Recruitment. An important source of recruitment is direct
recruitment by placing a notice on the notice board of the enterprise specifying the
details of the jobs available. It is also known as recruitment at factory gate. The
practice of direct recruitment is generally followed for filling casual vacancies
requiring unskilled workers. Such workers are known as casual or badli workers
and they are paid remuneration on daily-wags basis.
This method of recruitment is very cheap as it does not involve any cost of
advertising vacancies. It is suitable for filling casual vacancies when there is
greater rush of work or when a number of permanent workers are absent.
(ii) Casual Callers or Unsolicited Applications. The organizations which are
regarded as good employers draw a steady stream of unsolicited applications in
their officers. This serves as a valuable sources of manpower. If adequate attention
is paid to maintain pending application folders for various jobs, the personnel
department may find the unsolicited applications useful in filling the vacancies
whenever they arise. The merit of this source of recruitment is that it avoids the
costs of recruiting workforce other sources.
(iii) Media Advertisement. Advertisement in newspapers or trade and professional
journals is generally used when qualified and experienced personnel are not
available from other sources. Most of the senior positions in the advertising is that
more information about the organization, job descriptions and job specifications
can be given in advertisement to allow self-screening by the prospective
candidates. Advertisement gives the management a wider range of candidates from
which to choose. Its disadvantage is that it may bring in a flood of response, and
many times, from quite unsuitable candidates.
(iv) Employment Agencies. Employment exchanges run by the Government are
regarded as a good source of recruitment for unskilled, semi-skilled and skilled
operative jobs. In some cases, compulsory notification of vacancies to the
employment exchange is required by law. Thus, the employment exchanges bring
the job givers in contact with the job seekers. However, in the technical and
professional area, private agencies and professional bodies appear to be doing
most of the work. Employment exchanges and selected private agencies provide a
nation-wide service in attempting to match personnel demand and supply.
(v) Management Consultants or Head Hunters. Management consultancy
firms help the organizations to recruit technical, professional and managerial
personnel. They specialise in middle level and top level executive placements.
They maintain data bank of persons with different qualifications and skills and
even advertise the jobs on behalf their clients to recruit right type of personnel. A
few examples of head hunters are A.F. Ferguson and Co., ABC Consultants,
Godman’s International, Mantec Consultants, etc. These days, professional bodies
of accountants, engineers, etc. also help their members to get suitable placements
in industrial organizations.
(iv) Educational Instructions or Campus Recruitment. Jobs in commerce and
industry have become technical and complex to the point where college degrees or
diplomas are widely required. Consequently, big organizations maintain a close
liaison with the universities, vocational jobs. Recruitment from educational
institutions is a well-established practice of thousands of business and other
organizations. It is also known as campus recruitment. Reputed industrial houses
which require management trainees send their officials to campuses of various
management institutes for picking up talented candidates doing MBA.
Organisations which seek applicants for continuing apprenticeship programme
usually recruit from technical institutions or polytechnics offering vocational
courses.
(vii) Recommendations or Referals. Applicants introduced by friends and
relatives they prove to be a good source of recruitment. In fact, many employers
prefer to take such persons because something about their background is known.
When a present employee or a business friend recommends some one for a job, a
type of preliminary screening is done and the person is placed on a job. Some
organizations have agreements within trade unions to give prefernce to blood
relations of existing or retired employees if their qualifications and experience are
suited to fill the vacant jobs.
(viii) Labour Constractors. Labour constractors are an important source of
recreuitment in some industries in India. Workers are recruited through labour
contractors who are themselves employees of the organization. The disadvantage
of this system is that if the contractor leaves the organization, all the workers
employed through him will also leave. That is why, this source of labour is not
preferred by many business, organizations. Recruitment through labour
constractors has been banned for the public sector units. However, this practice is
still common in case of construction industry.
(ix) Telecasting. The practice of telecasting of vacant posts over T.V.
(Doordarshan and other channels) is gaining important these days. Special
programmes like ‘Job Watch’ ‘Youth Pulse’, ‘Employment News’, etc. over the
T.V. have become quite popular in recruitment for various types of jobs. The
detailed requirements of the job and the qualities required to do it are published
along with the profile of the organization where vacancy exists.
T.V. as a source of recruitment is used less as compared to other sources.
The reasons for this are:
Telecasting is an expensive medium.
The advertisement for the job appears for a very short time and it is not repeated.
The candidates may not be able to understand it fully.
The candidates who don’t watch T.V. miss the information about job vacancies.
If there is a power failure in any area, the candidates living in such area miss the
vacancies telecast, during the period of power failure.
Why should External Sources be used ?
The merits of external sources of recruitment are as under :
(i) Qualified Personnel. By using external sources of recruitment, the
management can make qualified and trained people to apply for vacant jobs in the
organization.
(ii) Wider Choice. When vacancies are advertised widely, a large number of
applicants from outside the organisation apply. The management has a wider
choice while selecting the people for employment.
(iii) Fresh Talent. The insiders may have limited talents. External sources
facilitate infusion of fresh blood with new ideas into the enterprise. This will
improve the overall working of the enterprise.
(iv) Competitive Spirit. If a company can tap external sources, the existing staff
will have to compete with the outsiders. They will work harder to show better
performance.
Demerits of External Sources
The demerits of filling vacancies from external sources are as follows:
(i) Dissatisfaction among Existing Staff. External recruitment may lead to
dissatisfaction and frustration among existing employees. They may feel that their
chances of promotion are reduced.
(ii) Lerigthy Process. Recruitment from outside takes a long time. The business
has to notify the vacancies and wait for applications to initiate the selected
process.
(iii) Costly Process. It is very costly to recruit staff from external sources. A lot
of money has to be spent on advertisement and processing of applications.
(iv) Uncertain Response. The candidates from outside may not be suitable for
the enterprise. These is no guarantee that the enterprise will be able to attract right
kinds of people from external sources.
Exhibit 1 : Comparison of Internal and External Recruitment
Internal Sources External Sources
1. Internal recruitment is a quick 1. External recruitment is a lengthy
process. It involves search of process. It involves finding candidates
candidates from within the from outside the organisation.
organisation. 2. The process is costly as vacancies have
2. This process is cheaper. It does not to be notified in newspapers, etc.
involve any cost of contracting the
external sources. 3. The workers feel dissatisfied if
3. The existing staff members are external sourcesareused.
motivated to improve their performance 4. The businees can hope for talented
4. Choice of candidates is limited. The candidates from outside. This means
scope of fresh talent is diminished. infusion of new blood and new ideas
5. Internal sources help in saving time into the enterprise.
of officials responsible for recruitment. 5. External sources of recruitment are
time consuming.

RECENT TRENDS IN RECRUITMENT

Outsourcing

Under this arrangement, a company may draw the required

personnel from the outsourcing firms or agencies on commission
basis rather than offering them employment. This is also caned
leasing of human resources. The outsourcing firms develop their
human resource pools by employing people for them and make
available the personnel to various companies (called clients) as
per their needs. The outsourcing firms get payment for their
 services to their clients and give salary directly to the
personnel. The personnel deputed by the outsourcing agencies
with the clients are not the employees of- the clients. They
continue to be on the payroll of their employees; i.e., the
outsourcing agencies.

Several outsourcing companies or agencies have come up

which supply (or lease) human resources of various categories to
their clients. A company in need of employees of certain
categories can approach an outsourcing agency and avail the
services of its human resources on lease basis against payment.

of agreed amount. The human resources so deputed will report

back to the outsourcing agency after their assignment is over.
This system facilitates the organisation to hire security personnel
from the security agency, computer professionals from a
computer firm, or accountants from an accountancy firm.

The advantages of getting human resources through the

outsourcing agencies are as follows:

(i) The companies need not plan for human resource much
in advance. They can get human resources on lease basis outsourcing
agency.

(ii) The companies are free from industrial relations

problems as human resources taken on lease are not their
employees.

(iii) The companies can dispense with this category of

employees immediately after the work is over.
Poaching or Raiding

Poaching means employing a competent and experienced

person already working with another repurted company which
might be a rival in the industry. A company' can attract talent
from another firm by offering attractive pay packages' and other
terms and conditions. For instance, several executives of HMT left
to join Titan Watches and several pilots of Indian Airlines left to
join private air taxi operators.1J1ere are several other examples
where the firms have raided the rival firms to procure their key
personnel to enhance their competitive advantage (See Exhibit
2). Whatever may be the.

means used to raid rival firms for potential candidates, it is often seen as an
unethical practice and not openly talked about. In fact, raiding has become a
challenge for the human resource managers of modern organisations because
poaching of a key executive by a rival firm will weaken the competitive strength
of the firm.
Exhibit 2 : Poaching of Executive Talent

Apparel companies poach talent from FMCG &.

Auto firms

APPAREL companies have begun talent-hunting from fast

moving consumer goods (FMCG) and automobile industries,
signalling their appetite for fresh ideas for brand promotion and
marketing initiatives in .the wake of the impending abolition of
export quotas m 2005. They have already roped some senior and
middle-level execute as from companies such as Britannia
Industries/Ford and Swatch, etc.

Arvind Brands, the subsidiary of Arvind Mills, has recruited

around 1Z executives, mainly from FMCG and automobile sectors
in the last four months. Two weeks ago, Gautam Kale joined the
company as head of retail planning from liquor major Seagram.
Alok Dubey, who was with Swatch, has joined the company
recently as national manager (key accounts). The. company has
recruited brand managers from Ford, FCB Ulka, Asian Paints and
Hindustan Lever (HLL). The head of the company’s western zone
has recently joined from Ford

Zodiac Clouting, Which Das recruited many executives from the advertising
and FMCG sectors, continues to fill up senior positions with people from those
sectors. Recent recruitment include the appointment of Rajeev P Dutta as the
regional sales manager (west). He joined the company from Johnson & Johnson.
Zodiac roped in Vinay Bajaj from HLL to head its national sales team a few
months ago.
The industry buzz is that S Kumars Nationwide is roping in a
top executive with a FMCG background as chief operating officer
for its apparel business. "We are in the process of recruiting
someone to head our apparel business. The FMCG background
comes handy for building brands," said Nitin Kasliwal, MD; S
Kumars Nationwide.

The Wadias have shifted Alok Banerjee from group company

Britannia Industries to head Its domestic textile. Business. While
leading apparel companies such as Madura Garments have been
recruiting executives at the entry level from other sectors, it is
yet to make a high-profile appointment in recent times.

The apparel companies are also looking at professionals who

can bring innovative technical applications to the business For
instance, Mumbai-based Creative Garments has recently
recruited technical managers from engineering majors such as
Larsen & Toubro. Apparel companies are also poaching a number
of experienced people from the real estate business for executing
their retail expansion plans. Mumbai based apparel majors like
Provbgue are in the process of recruiting people from real estate
companies.

The industry is divided over the efficacy of bringing in

executives with FMCG backgrounds to handle crucial operations.

Source: The Economic Times, New Delhi, 9,2003.

Web site or e-Recruitment

Many big organisations use internet as a source of recruitment. They advertise the
job vacancies through the worldwide web (www). The job seekers send their
applications or Curriculam Vitae, i.e., CV, through e-mail using the internet.
Alternatively, job seekers place their CVs in the worldwide web/ internet, which
can be drawn by the prospective employers depending upon their requirements.

The advantages of net recruitment are as follows:

(i) Low cost of recruitment per candidate.

(ii) Reciuction in time for recruitment.

(iii) Recruitment of right type$ of people.

(iv) Efficiency in the process of recruitment.

RECRUITMENT PROCEDURE

Responsibility for Recruitment.

In a small organisation, recruitment is usually done rather

informally by the owner or manager. But in a larger organisation,
the human resource department is usually responsible for
developing sources of applicants. Within the human resource
department, there is likely to be an employment office to do the
recruiting and even initial selection of candidates for a job: Big
organizations employing larger number of professional and'
managerial employees,' may have a separate department
engaged entirely in recruiting.

At the same time, individual managers and employees may be referring

promising applicants to the human resource department. Similarly, the human
resource department may be requesting recruitment assistance from the managers
as may be the case when campus recruitment IS proposed at the alma mater of one
of the mangers. Still other firms prefer to put together recruiting teams consisting
of human resource specialists and other executives. For example, one or more
engineers may accompany the team of campus recruiters for recruitment of
engineering personnel at technical institutes.

Regardless of who does the recruiting, It is Important for one

department to coordinate the recruitment function in order to
develop adequate sources, avoid duplication, and ensure. That
human resource needs for the whole organisation are met. .

Factors Affecting Recruitment

There are many factors that limit or affect the recruitment policy
of an organisation. The important factors are listed below:

( i) Size of the organisation and the kinds of human resources

required.

(ii) Effect of past recruitment efforts.

(iil) Nature of labour market of the region.

(iv) Extent and strength of unionisation Lt1 the region.

(v) Working conditions, wages and other benefits offered by other

concerns.

(vi) Social and political environment.

(vii) Legal obligations created by various statutes.

Requisition for Recruitment.

Recruitment is. an on-going process whereby the firm attempts to

develop a pool of qualified applicants for future human resource needs even

though specific vacancies do not

PERSONNEL currently exist.
REQUISITION FORM This practice is
also necessary to maintain contacts with sources of recruitment.

Inofmost
Name cases,
the Initiating recruitment
Deptt. starts when a manager initiates
Date………..
an employee requisition for a specific vacancy (or anticipated
vacancy). The requisition should contain the basic information
Date Required
describing the positionPayroll
to beclassification
filled, the' duties to Code Pay Grade
be performed,
Location of Work
and the experience and qualifications required of the candidate
for the job. The standard format of a personnel requisition form is
given below:
Cost Centre Job No. Employee Division/Deptt. Section
Supervisor Ext.

Will Report To

Name of Person Hired Effective Date Social Security No.

Other Information

Contact for interviews Ext. Travel Yes

Referred by

Required No
 QUESTIONNAIRE

Q1: Is recruitment a very important and crucial process for ASAHI INDIA GLASS LTD?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree

1
2
3
4
5
This shows that majority supports that recruitment is a important
process for company’s existence.

Q2) : At the time of recruitment is your competitor promotion portrayed

authentically ?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree

1
2
3
4
5

This also shows that majority agrees to the question.

 3) : Should the process of recruitment be transparent ?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree

1
The
2
figure
3
12 shows
4
that
5

maximum people supports that recruitment process should not be transparent and should
not be biased one.
 Q4) Is internal recruitment beneficial for the organisation ?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree

1
2
3
4
5

It shows that 17% agrees to the question while majority of 28% strongly disagree with
the internal recruitment process.
 Q5) Is direct recruitment important at higher levels to introduce new blood in the
organization ?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree

1
2
3
4
5

33% people strongly strongly agree while only 17% strongly disagrees to introduce new
blood at higher level in the organization.

Q6) Before any recruitment process is it important to develop a hiring strategy?

1) Strongly agree 2) Agree

 3) Neutral 4) disagree

5) Strongly Disagree

1
2
3
4
5

In this maximum people agrees to develop a hiring strategy before recruitment process.

Q7) Do you think that the recruitment team of AIS is better than that of other
organizations ?

1) Strongly agree 2) Agree

 3) Neutral 4) disagree

5) Strongly Disagree

1
2
3
1
4
5

25% of the recruitment team is in the favour of the question while majority are neutral.

Q8) Should AIS go for modern techniques like online recruitment etc . ?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree
 1
2
3
1
4
5

This shows that large chunk to go for modern techniques of recruitment.

Q9) To make the recruitment process more transparent is it beneficial to outsource the
recruitment process ?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree
 1
2
3
1
4
5

The pie shows neutral aspect of people.

Q10) Does the company’s recruitment process is aligned with the promotion policy ?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree
 1
2
3
4
5

Q11) ‘Right person at right job’ is this concept strictly followed in the company?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree
 1
2
3
4
5

Maximum agrees with this concept of ‘Right person at right job ‘.

Q12) Are you satisfied by the recruitment process of the company?

1) Strongly agree 2) Agree

3) Neutral 4) disagree

5) Strongly Disagree
 1
2
3
12
4
5

42% are satisfied with the recruitment process of the company.