RESEARCH REPORT

ON
“RECRUITMENT AND SELECTION
PROCESS”

SUBMITTED TO:- SUBMITTED BY:-

Mrs. Himani Goswami Shrangesh Nigam

Faculty &

Shiva Shankar Gupta

I.T.S ENGINEERING COLLEGE

GREATER NOIDA

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 CONTENTS
• DECLARATION

• PREFACE

• EXECUTIVE SUMMARY

• HISTORY

• INTRODUCTION

SCOPE OF STUDY

• COMPANY PROFILE

RECRUITMENT

SELECTION

• HUMAN RESOURCE MANAGEMENT IN HERO MOTORS

• OBJECTIVE OF STUDY

• RESEARCH METHODOLOGY

• ANALYSIS & FINDINGS

CONCLUSION

• RECOMMENDATIONS

LIMITATIONS

• BIBLIOGRAPHY

• ANNEXURE

2
 DECLARATION
I SHRANGESH NIGAM AND SHIVA SHANKAR GUPTA hereby

declare that the project titled “RECRUITMENT AND SELECTION

PROCESS IN HERO MOTORS” is my own work and efforts which is

completed under the supervision of Mrs .HIMANI GOSWAMI ,

Faculty Management,.I.T.S .Engg. college ,GR. Noida

The Research report has been submitted to , I.T.S .Engg. college ,GR.

Noida for the purpose of the compliance of any requirement of any

examination or any degree earlier.

SHRANGESH NIGAM

&

SHIVA SHANKAR

M.B.A 2nd Sem

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 PREFACE

The purpose of my research report was to learn the practical application of

Recruitment and Selection Process and its importance in Hero motors

along with the HR policies of Hero motors which prides itself to be the

market leader.

While carrying out the study I have gained a good amount of knowledge

and insights of how HR department works but I have touched the tip of

iceberg. There was more to learn but due to constraint of time it was not

possible. The HRD manager has to work with the missionary spirit. Unlike

many roles in an organization where tangible short- term benefits can be

obtained, it is difficult for HRD functionary to demonstrate any tangible

short- term accomplishment. Yet HRD managers are tempted to show to

the top management, line manager and themselves that they are making

things happen through training program, recruitment& selection.

In Hero motors a meticulously natural team stands at the very heart of the

group. 4,000 Personnel evince perfect camaraderie. A steadfast dedication

to qualify an attainment of maximum team potential is the touchstones of

the company.

The company is engaged in constant learning process through intensive

selection and training program. Indeed, the aspiration is to shape a winning

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team of self motivated, empowered, professionals with knowledge and

confidence to take independent decision. Hero motors recognizes each

employee’s individuality, ability and efforts and also applauds for their

contribution to the success of the group.

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 EXECUTIVE SUMMARY

The recruitment and selection procedure of the company determines the

level of achieving organizational goals in the long run. As per definition it

is stated that which is all about selecting right person for the right job at

the right time at the best possible position. Although it sounds quite simple

but it is also not an easier job to evaluate a person with his ability and

skills that may satisfy the core competency for the job so that his degree of

willingness to pursue a job becomes positive. From job seeker’s

prospective it is the core competencies, which matter much for a job. So it

is the effective recruitment and selection procedure, which determines not

only the right candidature for a job but also a long-term accomplishment of

organizational goals.

I have chosen Hero motors for studying their methods of

recruitment and selection function. In the course of study I came to know

that, it has the probability of achieving more than 50% of the people to be

placed for the right job, which reflects some of the unique ways for

recruiting the candidates to fill up various vacancies.

The aim of the company is to achieve overall organizational goal not

only by way of fulfilling the targeted top-line but also employee

satisfaction towards various position of job to the maximum level. This I

will see as I proceed subsequently in my Research.

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Basically recruiting is the discovering of potential candidates for actual or

anticipated organizational vacancies. It also can be said in another way that

bringing together those with jobs to fill and those seeking jobs.

It is important to study Recruitment and Selection because through it I can

identify our human resource needs. I can know what kind of people must

be select to fill up the specified vacancies.

The ideal recruitment effort will attract a large number of qualified

applicants who will take the job if it is offered. It should also provide

information so that unqualified applicants can self select themselves out of

job candidacy, that is, a good recruiting program should attract the

qualified and not attract the unqualified.

Recruiting people is done by various ways, for the study first I have to

know the recruiting sources. There are internal and external sources as well

as employee referrals/recommendation.

In this Research I am studying recruitment and selection process of Hero

motors. To find out actual recruitment and selection process of Company is

my main objective of study.

Through this kind of surveys I will be able to achieve real recruitment

program of the company where for all kinds of operational level technical

qualification is needed. I also have the picture of Selection cost of the

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company. It is very interesting to study recruitment and selection process

as it will give me clearer picture of the process.

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 HISTORY

The success of the Hero Group lies in the determination and foresight of

the Munjal brothers, who shared their vision with their workers and led the

Group to a position where its name has become synonymous with top-

quality two wheelers.

The flame kindled by the Munjal brothers in 1956 with the flagship

company Hero Cycles; Mr. Satyanand Munjal, Mr. Brijmohan Lall Munjal

and Mr. O. P. Munjal continue to carry the torch and are actively involved

in the day-to-day operations of the Hero Group.

The saga is being continued with the same zeal by the second and third

generations of the family and by the large working force of the Hero

Group. The spirit of enterprise which dominates the progress of the Group

is characteristic of the land where it all began - the City of Ludhiana, in

Punjab - home to some of lndia's finest workers and entrepreneurs.

The Hero Group is a thriving example of three generations of a family

working and striving together to ensure quality, satisfaction and extensive

growth.

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MILESTONES

Hero's success saga contains an element of spirit and enterprise; of

achievement through grit and determination, coupled with vision and

meticulous planning.

1956 Hero Cycles Limited is established.

1961 Rockman Cycles Industries Limited established, which is today

the largest manufacturer of bicycle chains and hubs.

1963 It pioneered bicycle exports from India - a foray into the

international market.

1971 Highway Cycles was set up to meet the demands of Hero

Cycles. It is today the largest manufacturer of single speed and multi-speed

freewheels.

1975 Hero Cycles Limited became the largest manufacturer of

bicycles in India.

1978 Majestic Auto Limited was formed and the Hero Majestic

Moped was introduced.

1981 Munjal Castings established.

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1984 Hero Honda Motors Limited established in joint venture with

Honda Motors of Japan, to manufacture motorcycles.

1985 Munjal Showa Limited established to manufacture shock

absorbers and struts and is today among the top two shock absorber

manufacturing companies in India.

1985 The 100 cc Hero Honda Motorcycle arrived and by 1988 was

the No. 1 among all motorcycles in India.

1986 Hero Cycles Limited entered the Guinness Book of Records as

the largest bicycle manufacturer in the World.

1987 Hero Motors, a division of Majestic Auto Limited set up in

collaboration with Steyr Daimler Puch of Austria.

1987 Gujarat Cycles Limited, now known as Munjal Auto Industries

Limited was established to manufacture and export state-of-the-art bicycles

and allied products in its fully automated plant at Waghodia.

1987 Sunbeam Auto Limited, earlier a unit of Highway Cycles

Limited, established as an ancillary to Hero Honda. It is the largest die

casting plant in India.

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1988 Introduced "Hero Puch" from Hero Motors Limited. This

revolutionary machine immediately set new records of petrol efficiency

and usable power in 50 - 65 cc machines.

1990 Hero Cold Rolling Division established and is one of the most

modern steel cold rolling plants.

1991 Hero Honda receives National Productivity Council's Award.

1991 Hero Honda receives the Economic Times - Harvard Business

School Association Award against 200 contenders.

1992 Munjal Showa Limited receives National Safety Award.

1993 Hero Exports established as the International Trading Division

for Group and non-Group products.

1993 Hero Motors becomes Indias largest exporter of two wheelers

1995 Hero Corporate Services Limited as the service segment for the

Hero Group Companies, ancillaries, suppliers, dealers and other associates.

1996 - Hero Winner, a large-wheeled scooter was introduced by

Hero Motors Limited with a choice of 50 cc and 75 cc engines.

1996 Munjal Showa Limited receives British Council's National

Safety Award.

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1998 - Hero Briggs and Stratton Auto Private Limited was set up to

produce 4-stroke two-wheeler engines in various cubic capacities.

1998 Munjal Auto Components established to manufacture gear

shafts and gear blanks for motorcycles.

2000 The Hero Group diversifies into IT and IT enabled services

through its service segment - Hero Corporate Services Limited.

2000-2001 Hero Honda emerges as the market leader in motorcycles with

sales of over a million motorcycles and a strong market share of 47%.

2001 Hero Global Design established to offer engineering services in

CAD/CAM/CAE related to New Product Development, Design,

Engineering and Manufacturing.

2002 Hero Cycles ties up with National Bicycle Industries, part of

Matsushita Group to manufacture high-end bicycles.

2002 Fastener World Established.

2002 Easy Bill Established to offer utility bill collection & retail

services.

2003 Tie up with Live bridge Inc., USA.

2004 Tie up with Bombardier - Rotax GmbH for scooter engines.

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2004 Tie up with Aprilia Scooters, Italy.

2004 Hero Honda continues as the World's largest manufacturer of

two-wheelers with annual sales volume of 2.07 million motorcycles and a

market share of 48%.

2004

Retail Insurance business established.

2004

Hero ITES, a division of Hero Corporate Service Limited hived off as a

division of new company Hero Management Service Limited.

2005

Hero ITES strengthens its relationship with ACS,USA,USD 5.0 billion

market cap and Fortune 500 company.

2006

Hero Honda enters the scooter segment, launches 100cc "Pleasure"

2006

Hero Honda crosses a unit sales threshold of 3.0 million motorcycles

2006

Hero Group celebrates Golden Jubilee year since inception. It was

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commemorated by sales of over 15 million motorcycles & over 100

million bicycles.

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 INTRODUCTION

Recruitment is the discovering of potential applicants for actual or

anticipated organizational vacancies. Certain influences constrain

managers in determining recruiting sources such as image of the

organisation, internal policies, attractiveness of the job, union

requirements, government requirements and recruiting budgets.

Popular sources of recruiting employees include internal search,

advertisements, employee referrals, employment agencies, schools,

colleges and universities; professional organizations and casual or

unsolicited applicants. In practice, recruitment methods appear to vary

according to job level and skill.

Proper selection can minimize the costs of replacement and training,

reduce legal challenges, and result in more productive workforce. The

primary purpose of selection activities is to predict which job applicant

will be successful if hired. During the selection process, candidates are

also informed about the job and the organisation.

The discrete selection process would include the following: initial

screening interview, completion of the application form, employment tests,

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comprehensive interview, background investigations, physical examination

and final employment decision. In the discrete selection process, an

unsuccessful performance at any stage results in the rejection of the

applicant.

An alternative to the discrete selection process is the comprehensive

approach, where all applicants go through every step in the selection

process and the final decision is based on a comprehensive evaluation of

the results of each stage. To be an effective predictor, a selection device

should be reliable, valid and predict a relevant criterion.

Selection devices provide managers with information that will help them

predict whether an applicant will prove to be a successful job performer.

The application blank is effective for acquiring hard biographical data,

while the weighted application can provide information for predicting job

success.

Traditional tests that assess intelligence, abilities and personality traits

can predict job proficiency but suffer from being non-job related. On the

other hand, interviews consistently achieve low marks for reliability and

validity. Background investigations are valuable when they verify hard

data from the application, although they offer little practical value as

selection devices. Physical examinations are valid when certain physical

characteristics are required to be able to perform a job effectively.

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 SCOPE OF STUDY

The scope of study is to observe the degree of satisfaction levels of the

employer as well as the employees towards the process of recruitment and

selection techniques adopted by the company. It will also show the

deviations if any, towards this affect that will be experienced in research.

Apart from getting an idea of the techniques and methods in the

recruitment procedures it will also give a close look at the insight of

corporate culture prevailing out there in the organization. This would not

only help to aquanaut with the corporate environment but it would also

enable to get a close look at the various levels authority responsibility

relationship prevailing in the organization. Also the stipulated time for the

research is insufficient to undergo an exhaustive study about the topic

assigned and moreover the scope of the topic (recruitment and selection) is

wide enough, so it is difficult to cover all the topic within the stipulated

time.

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COMPANY PROFILE

Hero Motors

"Integrated Engineering Services Provider"

Hero Motors of Hero group provides relevant engineering solutions to the

world at a competitive price. It originally focussed on manufacturing two

stroke mini motorcycles, two stroke scooters and four-stroke step thru

motorcycles under the brands Hero Puch, Hero Winner and Hero Smart-

Hero Sting respectively.

Founder

Munjal Brothers: Mr. Satyanand Munjal, Mr. Brijmohan Lall Munjal and

Mr. O. P. Munjal (the Hero Group).

Country

India

Year of Establishment

1988

Industry

Automobile and Automobile Component

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Corporate Office

601, International Trade Towers

Nehru Place, New Delhi, India - 110 019

Tel.: +(91)-(11)-26216666 (10 lines)

Fax: +(91)-(11)-26471230, 26475194

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DIVISION OF HERO MOTORS

• Sheet Metal Vertical: It produces parts for Hero Honda.

• Engine Vertical: Produces range of two and four stroke two

wheeler engines for thir own consumption.

• Assembly Vertical: Produces two wheelers for Hero Motors.

• Ferrous Casting: On the process of setting up a ferrous

Casting Foundry.

COMPANY FLASHBACK

Hero Motors is a part of a multi billion dollar group, the Hero Group. It

has a diverse interests, manufacturing,, engineering design, corporate

services, and value added engineering. The company is an integrated

engineering services provider that has high quality processes and a world

class technical team in place to deliver the best solutions in engineering.

The main mover for Hero Motors has been engineering satisfaction, which

is a way of life and part of the work-culture of the Group. The company

leverages a strength of the Group such as engineering design expertise,

though many decades old but a culture that promotes delivering the best

value to the customers.

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Hero Motors aims to provide relevant engineering solutions globally at

competitive prices through its team and skills that have been developed

after years of creative work in the international arena.

"Hero", the brand name symbolizing the steely ambition of the Munjal

brothers, came into being in the year 1956. From a modest manufacturer of

bicycle components in the early 1940's to the world's largest bicycle

manufacturer today, the odyssey was fueled by one vision - to build long-

lasting relationships with everyone, including workers, dealers and

vendors. This philosophy has paid rich dividends through the years.

Hero, a name synonymous with two wheelers in India is today a multi-unit,

multi-product, geographically diversified Group of companies. Through

fully integrated operations, the Munjals roll their own steel, make critical

components such as free wheels for their bicycles, and have the foresight

to simultaneously diversify into myriad ventures, like product designing,

IT enabled services, finance and insurance, just to name a few.

Like every success story, Hero's saga contains an element of spirit and

enterprise; of achievement through grit and determination, coupled with

vision and meticulous planning. Throughout its success trail, the Hero

Group and its members have displayed unwavering passion of setting

22
higher standards for themselves and delivering simply the best to their

customers.

The Hero Group philosophy is: "To provide excellent transportation to

the common man at easily affordable prices and to provide total

satisfaction in all its spheres of activity." Thus apart from being

customer-centric, the Hero Group also provides its employees with a fine

quality of life and its business associates with a total sense of Hero

Motorsonging.

"Engineering Satisfaction" is the prime motive of the Hero Group and it

has become a way of life and a part of the work culture of the Group. This

is what drives the Group to seek newer vistas, adopt faster technology and

create quality driven products to the utmost satisfaction of customers,

partners, dealers and vendors.

Today the Hero Group has a number of accolades and achievements to its

credit … yet consumer requirements and newer technologies provide fresh

challenges every day, and at Hero the wheels of progress continue to turn.

CAREER

Hero has continuously strived for synergy between technology, systems

and human resources, to provide products and services that meet the

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quality, performance and price aspirations of its customers. While doing

so, it has maintained the highest standards of ethics and social

responsibility, has constantly innovated products and processes and

developed teams that keep the momentum in order to take the Group to

new heights.

In the forefront of the two-wheeler and auto-components industry in India,

the Hero Group is driven by the vision of providing technologically

advanced and affordable transport solutions. In doing so its employs and

scouts for state-of-the-art technology and systems.

At Hero, new management strategies, techniques and manufacturing

processes are constantly adapted. The work culture at the Hero Group

revolves around building relationships - be it with workers, vendors or

dealers. All those who come to work within the fold of the Hero Group are

offered job security and growth opportunities, both personally and

professionally.

VISION

"We, at the Hero Group are continuously striving for synergy between

technology, systems and human resources to provide products and services

that meet the quality, performance, and price aspirations of the customers.

While doing so, we maintain the highest standards of ethics and societal

24
responsibilities, constantly innovate products and processes, and develop

teams that keeps the momentum going to take the group to excellence in

everything we do."

AWARDS AND ACHIEVEMENTS

Dr. Brijmohan Lall Munjal, patriarch of the US$ 3.19 billion Hero Group

was born in 1923, in what is now Pakistan. After partition, the Munjal

brothers started a small business of manufacturing bicycle components in

Ludhiana in North India in the face of the bottlenecks of industrial

infrastructure and investments. Dr Lall led a small time manufacturer of 60

cycles a day to become a manufacturing giant, which churns out not only

over 17,000 cycles per day but is also diversified into various domains.

Undoubtedly, Dr.Lall is a first generation business entrepreneur of the

1950s'.

Dr. Lall has enriched the Hero Group with his vision of sound business

governance and value driven management practices. His foresight has

made the Hero Group a leader in its business. Dr Brijmohan Lall is a role

model for Indian Industry in corporate governance and ethical and value-

driven management practices. His principle-based leadership has led the

Group companies to receive the best industrial governance and safety

awards and acquire stringent value certifications.

25
Dr. Lall was amongst the first Indian industrialists to effectively

implement backward integration and he is acknowledged as the trend setter

in the area. Apart from the promotion of the Indian industry, he is the

actively involved in many national associations such as CII, SIAM,

ASSOCHAM and PHD and is a member of the Regional Board of the

Reserve Bank of India. He is Honorary Fellow of the Indian Institute of

Industrial Engineering.

Dr. Lall has received various accolades and awards for his immense

contribution to the Indian industry. He was adjudged Businessman of the

Year in 1994 by a leading business magazine - Business India.

In 1995, Dr. Lall received the National Award for outstanding

contribution to the Development of Indian Small Scale Industry.

(NSIC award - presented by the President of India)

In 1999, the Business Baron recognized him as the "Most Admired

CEO."

The PHD Chamber of Commerce and Industry presented him with the

Distinguished Entrepreneurship Award in 1997, in recognition of his

outstanding exemplary entrepreneurship.

26
Xavier Labour Relations Institute (XLRI), a premier institution has

conferred on him the honor of Sir Jehangir Ghandy Medal for

Industrial Peace in 2000.

Ernst and Young has recognized him as the "Entrepreneur of the year

2001."

All India Management Association conferred him with the Lifetime

Achievement award for "Managment"(2003)

Banaras Hindu University, Varanasi one of the most prestigious

Universities of India conferred him with a Doctrate; degree of " Doctors of

letters" Honoris Causa in October 2004

The Government Of India honoured him with the prestigious " Padma

Bhushan"in March 2005 for his contribution to Trade and Industry

Hero Group ranks amongst the Top 10 Indian Business Houses

comprising 20 companies, with an estimated turnover of US$ 3.2 billion

during the fiscal year 2005-2006. The Group and its management have

acquired a number of accolades and achievements over the years:

Hero Group Management style has been acclaimed internationally by

World Bank and BBC, UK.Hero Group is discussed as a case study at

London Business School, UK and INSEAD, France. World Bank has

27
acclaimed Hero Cycles as a role model in vendor development based on

a world-wide study. The London Business School, UK, has done a case

study on the Group as model of entrepreneurship.

Boston Consulting Group has ranked Hero Group as one of the top ten

Business Houses on Economic value, in India.

The Hero Group is recognized as a long term partner and an ideal

employer:

-- Hero Group's partnership with Honda Motors, Japan is over 21 years old

-- Hero Group's Partnership with Showa Manufacturing Corporation, Japan

is over 19 years old.

Group Chairman, Mr Brijmohan Lall Munjal received the coveted

"Ernst & Young Entrepreneur of the Year" award for 2001.

Hero Honda Motors was ranked 3rd amongst top Indian companies

Review 2000 - Asia's leading companies award (2004) by Far Eastern

Economic Review.

Hero Honda Motors is the World's largest manufacturer of two-

wheelers with annual sales volume of over 3.0 million motorcycles.

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Hero Honda Motors has been awarded the highest rating for Corporate

Governance (2003) by CRISIL - India's Leading Ratings, Risk & Advisory

Company and as the Best Governed Company in private sector(Dec 2004).

Hero Honda ranked Number One in the two-wheeler category on

Environmental Performance by the Centre for Science and Environment.

Hero Cycles Limited is a Guinness Book Record holder since 1986 as

the world's largest manufacturer of bicycles, with annual sales volume

of 5 million bicycles in FY 2006.

Engineering Exports Promotion Council has awarded Hero Cycles with the

Best Exporter Award for the last 28 years in succession.

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FACILITIES

Within the Hero Group, quality is a passion - thus skill-improvement of the

workforce, technical upgradation of the machines and evaluation of the

manufacturing processes is a routine procedure - all aimed at the quality

enhancement of the product.

Specialisation is the hallmark of the manufacturing process at Hero Group.

Experts are involved right from choosing the highest quality raw material

to applying various techniques, like robotic-welding, brazing,

electroplating, shot-blasting and electrostatic painting. The R&D

departments at the various manufacturing units are committed to the zero-

defect approach, which drives the Group as a whole to constantly upgrade

its manufacturing systems. The marketing and management teams are

always on the look out for modern management techniques.

Hero, the brand name synonymous with two-wheelers in India, is a multi-

unit, multi-product, geographically diversified, Group of Companies - the

reflection of the steely ambition and indomitable grit of the Munjal Family

Trace the saga of the "Hero" - through more than 50 years of Enterprise

and Achievements, of Vision and Planning.

Always blazing through the trails of success ...!

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 HERO MOTORS

Hero, a name synonymous with two wheelers in India, began its journey

around four decades ago. Starting as a manufacturer of bicycle

components, Hero has today grown into a multi-unit, multi-product,

geographically diversified group of companies. Like every success story,

Hero's saga contains an element of spirit and enterprise; of achievement

through grit and determination, coupled with vision and meticulous

planning.

The Hero Group began with a simple philosophy: to provide excellent

transportation to the common man, at a price he could easily afford. It is

this spirit which drives Hero even today; the dream of providing total

satisfaction in all its spheres of activity. To consumers, in excellent

products at an affordable price; to employees, in a fine quality of life and

to business associates, in a total sense of Hero Motorsonging. A thorough

understanding of fast-changing consumer behavior, new market segments

and product opportunities, and a marketing mix sensitive to changing

customer needs, form the core of Hero's marketing strategy and

philosophy.

The prime mover for Hero has been engineering satisfaction that is a way

of life and part of the work-culture of the Group. This has driven Hero to

seek newer avenues and technologies, to transform them into products that

31
have fulfilled the Hero dream, and catapulted the Group into the Guiness

Book of World Records as the largest makers of bicycles in the world.

Hero is also the largest manufacturer of 100cc motorcycles in India, and

has a substantial presence in mopeds and auto-ancillaries.

The search for excellence led to the creation of several companies by the

Hero Group. Companies that maintained the ethos of perfect quality, which

helped the Group attain its global stature and self-reliance in the entire

manufacturing process. Keeping the wheels of progress turning are the

individual companies of the Hero Group. Each an independent profit

center. Each a success story in its own right. Besides this, the Hero Group

has also helped promote more than 300 ancillaries which meet the needs of

smaller components, and more than 3,500 dealer outlets, each with its

complement of trained mechanics and workers.

32
 RECRUITMENT

Recruitment and selection are the most important functions in an

organization because with the help of these functions the management

selects the best available candidate from a batch of them. The

organizations, in this growing competitive world, need to have the best of

the manpower so as to have an edge over its competitive.

According to Flippo, "Recruitment is the process of searching for

prospective employees and stimulating and encouraging them to apply for

jobs in an organization."

In the words of Yoder,"Recrutiment is a process to discover the sources

of manpower to meet the requirements of the staffing schedule and to

employ effective measured for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient working force."

The recruitment needs can be classified into-

 Planned.

 Anticipated.

 Unexpected.

Planned need arise from changes in the organization and retirement

policy. These occur due the expected changes in the organization so the

management can make a proper policy for it.

33
 Anticipated need refer to the movements in personnel which an

organisation can predict by studying the trends in the internal and external

environments.

Resignations, deaths, accidents and illness result in to the unexpected

needs.

FEATURES:

 Recruitment is a process or a series of activities rather than a single

event.

 It is a linking activity as it brings together the employers and

employees.

 It is positive process because in this activity the employers want to

have the maximum number of job seekers so as to have a wider

scope for choice ultimately leading in spotting right persons for job.

 It is an important function as it makes it possible to acquire the

number and type of persons required for the effective functioning of

the organization.

34
  It is an on going function in all the organizations, but the volume

and nature of recruitment varies with the size, nature and

environment of the organization.

 It is a complex process because a number of factors affect it --the

nature of the job offered, image of the organization, organizational

policies, working conditions etc.

SOURCES OF RECRUITMENT:

The various sources of recruitment are -

• Internal Sources: Include-

 Present Employees who can be transferred or given

promotions.

 The retired and retrenched employees who want to return to

the company.

 Dependents and relatives of the deceased and disabled

employees.

• External Sources: Consist of-

 Press advertisements.

 Campus Interviews.

35
  Placement Agencies.

 Recommendations.

 Recruitment at factory gate.

 Employment Exchanges.

During my short stint at DIL, it was observed that the recruitment need

of DIL is diversified. It needs persons who have knowledge of use,

processing of natural ingredients of number of varied products,

technical know-how of latest industrial technical knowledge, and

computer applications to pharmaceutical industry to manual workers.

The importance of the process could be understood that the present

work force of DIL is 2,500 employees. Hence, the recruitment and

selection procedure should match the complexities of the need and at

the same should commensurate with the complex need of the

organization.

36
 SELECTION

Selection is the process of choosing the best candidate

out of the all the applicants. In this process,

relevant information about the applicants is

collected through a series of steps so as to

evaluate their suitability for the job to be filled.

It is the process of matching the qualifications with those required for

the job so that the candidate can be entrusted with the task that matches

with his credibility.

It is a process of weeding out unsuitable candidates and finally identifying

the most suitable candidates.

This process divides the candidates into two categories-the suitable ones

and the unsuitable ones. The suitable people prove to be the asset for the

organization. Selection is a negative process because in this process the

management tries to minimize the number of people at each step so that

the final decision can be in the light of all the factors and at the end of it

best candidate is selected. Selected candidate the has to pass through the

following stages-

 Preliminary Interview.
37
 Application Form.

 Selection Test.

 Selection Interview.

 Physical Examination.

 Reference Check.

 Final Approval.

 Employment.

Preliminary Interview is the initial screening done to weed out the

undesirable candidates. This is mainly a sorting process in which the

prospective candidates are given the necessary information about the

nature of the job and the organization. Necessary information about the

candidate is also taken. If the candidate is found suitable then he is

selected for further screening else he is dropped. This stage saves the

time and effort of both the company and the candidate. It avoids

unnecessary waiting for the candidate and waste of money for further

processing of an unsuitable candidate.

Application Form is a traditional and widely used device for collecting

information from candidates. This form asks the candidates to fill up

the necessary information regarding their basic information like name,

38
address, references, date of birth, marital status, educational

qualifications, experience, salary structure in previous organization and

other such information. This form is of great help because the scrutiny

of this form helps to weed out candidate who are lacking in education,

experience or any other criterion provided by the organization. It also

helps in formulation of questions, which will be asked in the interview.

These forms can also be stored for future references thus maintaining a

databank of the applicants.

Selection Tests are being increasingly used in employee selection. Tests

are sample of some aspect of an individual's attitudes, behavior and

performance. It also provides a systematic basis for comparing two or

more persons. The tests help to reduce bias in selection by serving as a

supplementary screening device. These are also helpful in better

matching of candidate and the job. These reveal the qualifications,

which remain covered in application form and interview.

Selection Interview involves the interaction of the employer and the

employee. Selection involves a personal, observational and face-to-

face appraisal of candidates for employment. It is an essential element

of the selection procedure. The information obtained through

application form and test can be crosschecked in the interview.

39
The applicants who have crossed the above stages have to go through

Physical Examination either by the company's physician or the medical

officer approved for the purpose. The main aim is to ensure that the

candidate is physically fit to perform the job. Those who are found

physically unfit are rejected.

The next stage marks of checking the references. The applicant is asked

to mention in his application form the names and addresses of two or

three person who know him well. The organization contacts them by

mail or telephone. They are requested to provide their frank opinion

about the candidate without incurring a liability. The opinion of the

references can be useful in judging the future behaviour and

performance of a candidate.

The executives of the concerned departments then finally approve the

candidates short-listed by the human resource department. Employment

is offered in the form of an appointment letter mentioning the post, the

rank, the salary grade, the date by which the candidate should join and

other terms and conditions in brief. Appointment is generally made on

probation of one or two years. After satisfactory performance during

40
this period the candidate is finally confirmed in the job on permanent

basis or regularized.

Selection is an important function as no organization can achieve its

goals without selecting right persons for the required job. Faulty

selection leads to wastage of time and money and spoils the

environment of an organisation. Scientific selection and placement of

personnel can go a long way in building up a stable workforce. It helps

to reduce absenteeism and labour turnover. Proper selection is helpful

in increasing the efficiency and productivity of the enterprise.

41
Hero motors India Ltd. selects the future employees keeping everything in

mind right from the qualification of the employees to the future prospects-

both of the organisation and the employees.

The first step involves the filling up of Manpower Indent Form. This form

is filled up by the department, which is having the vacancy. The form

consists of various questions which are to be answered like if the current

vacancy is a replacement vacancy, its reason is to be specified -the factors

which resulted it like death, retirement etc.

The department is required to give the qualifications that the future

candidate should possess.

In the next step, this form is given to the Human Resource (HR)

department; this department sees if the position can be filled through

internal sources. The internal sources can be transfers, promotion etc. In

the case of internal sources, the recommendations of the employees are not

taken into consideration. If the HR department does not find suitable

candidate within the organisation then this department has to give reasons

for it. The form then goes to the Corporate HR for its approval.

42
When the suitable candidate is not available within the organisation, the

organisation then moves to the outside world for filling up the vacancies.

If the number of employees required is large then the company has in its

consideration three ways-

 The Data bank of the organisation.

 Advertisements.

 Contacting large consultants.

The company maintains a databank of the candidates, which is used when

the number of vacancies to be filled up is large. The sources of databank

can be the qualified candidates who had applied in the organisation earlier

but due to some reasons could not join the organisation.

Advertisements are the second big source to attract the candidates. These

are having much larger scope and reach to a number of people. The

qualifications required by the organisation and the criteria could be

described in detail.

Large number of consultants also constitutes a big source. Many people

register themselves with these consultants and they act as a bridge between

the organisation and the candidates. The consultants provide the company

43
required details about all criteria. These consultants are fixed for the

organisation, which are chosen on the basis of their performance. In case

of overseas recruitment it is checked whether their Indian counterparts can

perform the job efficiently or not. If need arises then they are also taken

through consultants.

But if the number of vacancies is very small then the organisation takes the

help of the local consultants.

The candidates are then required to fill up the Application Form. This form

requires the candidate to fill the details regarding the previous

employment, if any and his personal data. The form is having details

regarding like the marital status, organisation structure, the position held

by the candidate, his salary structure, the top three deliveries to the

organisation that proved to be beneficial to the organisation, career goals,

his strengths and weaknesses etc.

After the application form has been duly filled and submitted, the selection

process starts wherein the candidate has to pass through various stages and

interview. The interview panel consists of the persons from Corporate

(HR), and other persons including the executives from the department for

which the vacancy is to be filled.

44
The selected candidates are then short-listed. The short listed candidates

are then given priority numbers; this is due to the reason that sometimes

the candidate who is having first priority is unable to join the organisation

due to some reasons then in that case the candidate next in the priority list

is given preference. The candidate has to under go medical examination

and his credentials are verified.

After qualifying these stages, the candidate is then absorbed in the

organisation and explained his/her duties. This phase marks the end of the

selection procedure.

Hero motors India Ltd.also performs Campus interviews as and when the

need arises. The esteemed organisation also provides apprentice training-

wherein the organisation trains the people in the working of the

organisation and gives then stipend. If these trainees are found useful to

the organisation then they are absorbed in the organisation else they are

given certificate so that they can show this as an experience and get a job

elsewhere.

45
 RECRUITMENT AND SELECTION IN HERO MOTORS

HIERARCHY OF HERO MOTORS

Mrs. Vandana Bhargava Deputy
dDirector

Mr. U.K. Bose CEO

Mr. Samir Bhargave Controller

Mr. Kapil Kaul C.G.M.

Capt. S.P.S. Sandhu Manager Personal
(M&S)
C.G.M. (Operations)

Mr. Manchanda Mr. Roshan Nowroj Mr. Sanjay Kumar

G.M (North) G.M. (South) Commercial Mrg.

R.S.M.
Delhi Manager Manager International Manager
FFP Department MRTG. CSC & Automation

Manager
Sales

Deputy Product Brand

Manager Sales Manater Manater

Asst. A.S.M. A.S.M.

Manager Sales Delhi Delhi

Senior Officer Senior Senior

Sales Officer Officer

Officer Officer
Officer Sales

46
HRM in the vehicle Industry

When we talk of human resource management, we have in our mind a

variety of things. These include:

• Training

• Skill development and up-gradation of knowledge and skills of the

employees.

• Motivating the employees,

• Effective utilization of the employees skills and capabilities

• Attracting the personnel and their retention

• Wages, salaries and rewards and

• Monitoring and controlling the employees performance

These aspects of human resource management and development are

essential for every sector but in the case of tourism, they have a special

significance. This is because tourism is a service industry and here the

customer is not only buying a service or a product but he is also

experiencing and consuming the quality of service which is reflected in the

performance of the person involved in the production and delivery of the

service. Since what is marketed here is a relationship between the customer

and the producer of services, the importance of human resources becomes

47
vital for the success of the business. Generally, in such service operations

the emphasis has been on courtesy and efficiency and it is assumed that the

service in tourism is all smiles and effective communication. However,

with the changing nature of tourism and growing special sation only

smiles, communications skills and courtesy will not serve the purpose. For

example, a guide may be very good in communication but unless he or she

is equipped with knowledge and information related to the monument or

the city, he or she will not be able to perform quality service. Similarly, a

driver may be very good at driving but unless he knows the roads and

addresses of the city, only his driving capabilities will be of no help in

providing quality service. And we must remember here that tourists,

whether foreign or domestic, are increasingly becoming more demanding

as regards quality of service.

Generally, human resource management, planning and development in

tourism have to be taken at both macro as well as micro levels. At the

macro level, one takes into account the educational and training

infrastructure available in a country and the efforts initiated by the ICAO.

This also includes the efforts initiated by the private sector. At the micro

level, one takes into account how best individual organizations plan and

manage their human resources V S Mahesh, formerly Vice President

(Human Resources) with the Taj Group of Hotels, is of the opinion that

48
two central features common to all sectors of the tourism industry must be

considered in this regard:

1) The concept of Moments of Truth (MOT), and

2) MOT’s relationship to the attainment of service excellence in an

organization.

Jan Carlzon has defined MOT “as an intention between a customer

and an organization, which leads to a judgement by the customer

about the quality of service received by her or him”. In tourism

industry, 95% of the MOTs take place between customers and the

front line staff and most of the time they are not visible to the

management. For example, how a hotel receptionist is handling the

customers or how an escort is conducting the tour is not visible to

the management. Yet, the tourist’s experience of the holiday is

dependent on how the staff manning such services has treated him

or her. Mahesh has pointed out that in case of negative

experiences, only less than five percent cases get reported to the

management by the customers and hence according to him the

crucial questions is “are human beings capable of doing their job

correctly, willingly and with a smile, when they know that their

management is most unlikely to be able to see or hear them, let

alone bear of their failure to do so”? This puts additional on the

49
human resources management factor in the tourism industry.

Certain organizations, companies and even destinations are known

for their hospitality and are even termed as service leaders in their

areas of operations. Researches conducted by various scholars in

this area show that they have achieved this, status, through

effective human resource management in their organizations.

According to Gail Cook Johnson these companies have applied the

principal of empowerment to all employees. This empowerment is

manifested in the way that companies:

• Are highly focused and consistent in everything they do and say in

relation to employees,

• Have manager who communicate with employees

• Facilitate, rather that regulate, their employees response to customers

• Solicit employee feedback about how they can do things better

• Stress the importance of team work at each level of the organization

and

• Plan carefully the organization’s recruitment and training needs.

These companies give less emphasis on hierarchy and formal relationship

rather; they adopt flat organizational structure in terms of span of control.

Johnson further states that these service leaders can be recognised for:

50
• Their unfailing commitment to service principles,

• Their investments in people to ensure staffing competence,

• A management philosophy which stresses communication a proactive

orientation and employee feedback and

• A dedication to teamwork

In fact, human resource management and customer’s care/expectations

management are inter related area in the area of tourism. Sarah Mansfield

has identified four key principles in the development of customer care

within companies. These according to her are

1) Customer care ‘starts at the top’ was meaning that commitment to

the principle of customer care must emanate from senior

management levels within an organization. Successful

management’ is not only about the right management style but also

an attitude, ethos or culture of the organization which overrides the

management techniques used, such that in the absence of other

instructions these values will dictate how an employee will behave.

2) ‘Customer care involves everyone’ within the organization. It is not

just about front-line staff. The contrary view ‘only services to

reinforce the electricians’ or administrators, opinion that the

standard of service they give in support of the front-line staff is not

51
 important. How can cleaners do the right job unless they fully

appreciate their customer’ needs and the importance of their role?

High standards of customer care cannot be achieved by ignoring

seasonal, part time or voluntary staff that represents the face of the

business to many customers.

3) ‘Care for your staff and they will care for your customers. Too often

organizations look first to the customer, whereas the emphasis

should be placed on the staff. Improving the experience of the staff

encourages a better service and a better experience for customers.

More customers are obtained thereby improving the climate in

which management and staff work. Investment and greater

professionalism follow success and the cycle of achievement is

reinforced.’

4) ‘It’s a continuous’, meaning that ‘customer care is not a quick fix

Research but it long term plan’.

According to V S Mahesh “The nature, determinates and problem areas of

service quality within tourism points clearly to the central role of

personnel, at all levels, in attaining levels, of excellence in this respect.

Development the service culture, within a company, and within tourism

industry, cans he seen as crucial to the success of tourism.” Hence, the

activities of an HRD manager in tourism can be categorised as:

52
• Human resource planing and

• Human resource development

Aspect like forecasting, recruiting and induction in the human resource

area are taken care of through human resource planning. The identification

of specific developmental needs for the manpower aimed at developing

and exploiting the competencies of the human resources are taken care of

through human resource development.

HUMAN RESOURCE PLANNING

In this Section, we will deal with certain aspects which are relevant for

managers or entrepreneurs at an organization’s level in the area of human

resource planning. Human resource planing can be termed as a process for

preparing a plan for the future personnel needs of an organization. It takes

into account the internal activities of the organization and the external

environmental factors. In a service industry like tourism, such planning

also aims at improving the quality of manpower resources. Human

resource planning involves:

• Analysis of existing manpower resources,

• Planning for future needs taking into account how many people with

what skills and at what levels the organization will need, and

53
• Planning for the development of the employees by adopting in-house

training and continuing education methods to upgrade the knowledge

and skills of the employees.

54
RECRUITMENT AND SELECTION

PROCEDURES IN HR

Recruitment and selection procedure is a vital factor of an organization. If

it is not done properly the production procedure will be hampered. Hence

productivity will fall down. So the organization will be in trouble and it

will affect the employer- employee relationship. So recruitment and

selection procedure should be done in proper and correct manner. The new

candidates should replace the vacant post so that the production of the

company does not hamper. By this the productivity will increase and the

organization will gain profit. So the employer will be happy and will not

hesitate to distribute bonus and increments to the workers. The workers

will also be more motivated to work. Hence there will be harmonious

relationship in the organization. It will also stabilize the organization in the

long run.

55
 HUMAN RESOURCE MANAGEMENT IN

HERO MOTORS

Organisation structure:

The whole organisation behaves as a Parivar, with one legal guardian. All

directors and shareholders are from among workers and the entire

have taken an oath through affidavit. In the court of law that

neither their family members shall have claim or share in the

assets or profits of the company. All workers of company are the

proud owners of the organisation. The workers believe in the

concept that “manpower is superior to money power”.

Recruitment and selection

Recruitment is the process of seeking out and attempting to attract

individuals in external labour markets, who are capable of and

interested in filling available vacancies. Recruitment is an

intermediate activity whose primary function is to server as a

linked between Human Resource Planning on the one hand and

selection on the other. Sources of recruitment are through internal

and external channels. Hero motors recruits it’s employees both

externally as well as internally. Recruitment for the airline is done

56
 through interviews of selected applicants and people who pass the

interviews of selected applicants and people who pass the

interview are required to undergo a medical test before he/she is

finally placed in the Hero motors.

Employees are also recruited through internal mobility. This is done on the

basis of merit and seniority. After passing the examination the

candidates are called for an interview along with the employees

who have become eligible for promotion on the basis of seniority.

57
HUMAN RESOURCE FUNCTIONS

 Recruitment and selection.

 Performance Appraisal.

 Training and Development.

 Promotion, Transfer, Separation.

 General administration & Welfare.

 Security.

 Public Relations.

 Industrial Relations.

58
HUMAN RESOURCE PROCESS IN

ORGANISATION

Human Resource

Training &
Socialization
Development

Performance Promotions, Transfers,

Appraisal Demotions & Separations.

59
 HUMAN RESOURCE DEPARTMENT

Unit Head
Additional General
Manager-Corporate HR &
IR
Deputy Manager-
HR

Assistant HR Supervisor-
Senior Executive- Officer Administratio
H n

Executive
Assistant-HR
Housekeep
ing

General
Administration

60
 OBJECTIVE OF STUDY

The basic objective of this report is to “Recruitment and selection

process In Hero motors”. Following fundamental objectives have

been identified as the sub-objectives of the study:-

1. To study the identity of the recruitment & selection process

in the organization as a whole.

2. To find out the employees as per company’s vacancies.

3. To find out the various sources of advertisement of

vacancies like-media (electronic or paper or both), schools,

posters etc.

4. To study the work environment and select the pattern of

interview, which can help out to select the suitable employee

for the organization.

5. To study the interpersonal relationship.

61
 RESEARCH METHODOLOGY

The purpose of the methodology is to describe the research procedure. This

includes overall research design, the sampling procedure, the data

collection method, and analysis procedure.

Out of total universe 15 respondents from Hero motors have been taken for

convenience. The sample procedure chosen for this are statistical sampling

method. Here randomly employees are selected and interviewed.

Information, which I collected, was based on the questionnaires filled up

by the sample employees.

Under secondary method I took the help of various reference books which

I have mentioned in bibliography and also by way of surfing through the

company website.

 Primary Data

• Questionnaire: Corresponding to the nature of the study direct,

structured questionnaires with a mixture of close and open-ended

questions will be administered to the relevant respondents within the

Personnel and other Departments of the organisation.

 Secondary Data

• Organizational literature: Any relevant literature available from the

organisation on the Company profile, recruitment & selection

62
 procedures, Job specifications (Hero motors), department-wise break

up of manpower strength and the organisational structure.

• Other Sources: Appropriate journals, magazines such as Human

Capital, relevant newspaper articles, company brochures and articles on

www sites will also be used to substantiate the identified objectives.

 Sampling Plan and Design

A questionnaire will be used for the purpose of research:

 Questionnaire: To test the validity and effectiveness of the recruitment

and selection procedures within the organisation and to test the validity

and effectiveness of the policies and procedures within the

organisation.

♦ The basic rationale of Questionnaire is to ascertain the perception of the

non-HR departments in terms of the validity and effectiveness of the

policies and procedures used by the organisation. It is also in line with

the assessment of any suggestions/recommendations that the

respondents from these Departments might have in terms of the use of

an alternative source/device of recruitment and selection, than what

already forms the current practice of the HR Department.

 Questionnaire would be administered to 15 respondents, holding a

senior designation within the Personnel Department of the organisation.

It will also be administered to at least 15 respondents belonging to

63
 typical Departments within the organisation and holding senior

designations within their respective Departments.

 Sampling Element

 For the purpose of administering the Questionnaire, the respondents

would comprise of personnel holding senior designations within the

Personnel Department of the organisation. The respondents for the

Questionnaire will also be preferably being panel members of the

Recruitment & Selection Board of the organisation.

 The respondents would comprise of personnel holding senior

designations within certain typical Departments identified within the

organisation, namely:

- Stores

- Finance

- Operations

- Electronics

- Engineering

 Sample Extent: The extent of the sample is confined to the Sahibabad

operations of the Hero motors, specifically to the Administration.

 Sampling Technique

64
 Judgement Sampling would be used for the purpose of choosing the

sample for the purpose of administering Questionnaire. The identified

expert would have a thorough knowledge about all the respondents

within the Personnel Department of the organisation. Thus his/her

expertise would be incorporated in locating, identifying and contacting

the required respondents.

Again Judgement sampling would be effectively used in identifying the

typical non - HR Departments within the organisation and

subsequently for the location and identification of suitable respondents

for Questionnaire.

65
 ANALYSIS & FINDINGS

The analysis of the various sources of recruitment and selection devices is

presented on the following pages.

• The response entailed from the HR Department (as analysed from

Questionnaire) represents current practice within the organisation in

terms of the sources of recruitment and selection devices used.

• The analysis of the response entailed from all the other departments (as

analysed from Questionnaire) forming the sample, represents the

perception of the respondents from these Departments in terms of the

validity and effectiveness of the various sources/devices of

recruitment/selection (specific to these Departments)

• The analysis further entails any suggestions/recommendations given by

these non-HR Departments (forming the sample for administering

Questionnaire), in terms of any recruitment source and/or selection

device that should be deployed by the organisation apart from what

already constitutes current practice (specific to these Departments)

66
 The procedure of Recruitment and Selection

120
100
80
No. of
60
employers Yes
40 No
20
0
Hero motors
Company

120 out of 120 employer’s accepted the fact that Hero motors follows

recruitment and selection procedure.

67
External recruitment the company compensates the

employees for the expenses made by them

70
60
50
No. of 40
employers 30 Yes
20 No
10
0
Hero motors
Company

It basically depends on the post the candidate is applying for, in most

of the cases the company does compensate the employees for the

expenses incurred by them.

70 out of 120 employers said that the company compensates the employees

for the expenses made by them, while 50 employers said no.

68
Company hires consultancy firms or recruitment agency for

hiring candidates

120
100
80
No. of
60
employers Yes
40 No
20
0
Hero motors
Company

All 120 employers said that the company hires consultancy firms or

recruitment agency for hiring candidates.

69
 The verification of the candidates to the given reference

80
70
60
50
No. of
40
employers Yes
30
No
20
10
0
Hero motors
Company

80 out of 120 employers said that the references provided by the candidates is

verified while 40 employers said No.

70
The total monitory expenditure the company spends on

recruitment and selection procedure

70
60
50
40
No. of em ployers
30
Dabur
20
10
0
below 10% 10%-20% 20%-30% 30% above
Producticity

20 out of 120 employers said that the company spends about 10%-20% of

its total expenditure on recruitment and selection.

70 out of 120 employers said that the company spends about 20%-30% of

its total expenditure on recruitment and selection.

While 30 out of 120 employers said that the company spends above 30%

of its total expenditure on recruitment and selection.

71
COMPANY POST POSITIONS ON THE JOB SITES AND INTERNET SEARCHES

120
100
80
No. of
60
employers Yes
40 No
20
0
Hero motors
Company

120 OUT OF 120 EMPLOYER SAID COMPANY POST POSITIONS ON THE JOB SITES AND

INTERNET SEARCHES

72
Company maintains and manage candidate’s file including

maintenance of database to ensure comprehensive data

collection of candidates

120
100
80
No. of
60
employers Yes
40 No
20
0
Hero motors
Company

120 out of 120 employers said that company maintains and manage

candidate’s file including maintenance of database to ensure

comprehensive data collection of candidate.

73
The productivity of the employees get hampered due to

his/her marital status.

Productivity of employees

50

40

30

20

10

0
To a large extent Som ew hat Doe s not affe ct Cant Say
affe cts

Scale

50 out of 120 employers believe that the employee’s productivity gets

hampered due to his marital status to a large extent, while 30 out of

120 believe that productivity is somewhat affected, 30 out of 120

believes that marital status does not affect the productivity of the

employee and one employee did not had any ans.

Interview methods used by the company

74
 120

100

80
No. of
60
employees
40

20

0
Direct stress com pute rized other

Scale

Hero motors

200 out of 200 said the company follows direct interview method, as

well as other method which include unstructured interview with the

departmental head. And the 120 said the computerized is followed by

the company.

75
 CONCLUSION

REQUIREMENT:-

‘Necessity is the mother of Invention’ this is true everywhere. In the

study first of all I tried to find out the cause of the process of

Recruitment and selection.

I got the answer from Hero motors that here in Hero motors major

cause for the process is its Expansion program as Hero motors is

growing vastly. Few other reasons are Replacement vacancy

Retirement hardly takes place here.

SOURCES:-

An organization’s excellence depends upon its employee’s

performance, which has not only to be maintained on a consistent level,

but also must be improved constantly. All this can be achieved if

suitable employees are selected, through proper Recruitment and

Selection procedure.

METHODS:-

For the recruitment and selection various test include for e.g. aptitude

test ,personality test and group discussion. As we all know that, in

76
 today’s highly competitive age the biggest problem is of retention of its

highly skilled employees in the organization. Recruitment plays a vital

role in this regard. But it should be seen that no system is without any

flaws. Every system has its strong and weak points and is open for

change at any time.

IMPROVEMENT:-

HERO MOTORS a well-developed Selection System for its employee’s

development. Thus, the company provides scope for employees on

future growth, career planning, training and development.

77
 RECOMMENDATIONS

The research in Hero motors has helped me in broadening my view. It has

helped me to know that HR is the heart of every organization. It made me

aware about how policies play an important role in the smooth functioning

of any organization. But I have found that there is something that lacks in

the company and which is possible to overcome.

Hero motors is engaged in making maximum sales, providing satisfaction

to its customers, as well as maintaining good relations with the corporate

world. But it has not thought about marinating a health relation with its

employees. This is the reason that there was an increase in the labor

turnover. Also, it has never given consideration to find the reason lying

behind the same.

Employee retention is crucial to the long-term success of your business

and therefore the ability to retain employees is a primary measure of the

health of your organization. Of significant concern is the fact that

unplanned employee turnover directly impacts the bottom line of a

business.

78
The company can undertake the following steps to maintain long and

existing relationship with its employees as well as a steady increase in

sales:-

1. Employees should know clearly what is expected of them-

Continually changing expectations minimize employee’s sense of

internal security and create unnecessary stress. It is beneficial

therefore to provide a specific framework, in which people can

work.

2. Employees should be provided with quality management and

leadership-

It is well documented that people leave their managers more often

than they leave the company or the job. Turnover issues that cause

an employee to feel unvalued by their manager include lack of

feedback about performance, lack of clarity regarding earning

potential, failure to hold scheduled meetings, and the failure to

provide a framework for the employee to succeed. Ensure that the

right people are in place to lead your teams, departments, business

units and the organization as a whole towards success.

79
3. The company should compensate candidates applying for any

position in the organization in case of external recruitment; this will

give candidates a positive impression about the company.

4. The references given by the candidates at the time of selection

should be brought into use and should be verified in order to avoid

undesired candidates.

5. Job specifications should be disclosed at the time of recruitment and

selection so that employees are well aware of the tasks to be

performed by them and the expectations their seniors have from

them.

6. Company should undergo personality test in order to judge the

personality of the person applying for the job.

7. Company should have a round of panel interview so that decision of

selecting a candidate is not based on personal biasness of the

interviewer, interviews should therefore be followed by group

discussion.

80
 LIMITATIONS

• The scope of the study in terms of coverage is limited to the Delhi

operations of the Hero motors

• Within the organisation the study is limited to the top-level

management of the Personnel Department of the organisation (out of

which samples of the respondents are also members of the

Recruitment & Selection committee). This is for the purpose of

administering the questionnaire.

• In line with the purpose of conducting employee interviews, the study

would be confined to personnel holding typical designations within the

organisation at different levels of management.

• Although the limitations that I faced in the organizations is the absence

of Trade Unions co-operation, otherwise which could have help me in

understanding the industrial relations in a comprehensive manner.

• Secondly, the limitation that I have is the scope of collection of sample

size which was confined to only one department, which would have

other wise made my study and observations in an effective manner.

81
 BIBLIOGRAPHY

BOOKS

• Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th

Edition, Chapter 16, pages 636-641.

• Koontz Harold & Weihrich Heinz, Essentials of Management, Mc

Graw Hill, 5th Edition, Chapter 11, pages 217-245.

• Decenzo A. David & Robbins P. Stephen, Personnel/HR

Management, Prentice Hall, 3rd Edition, Chapters 6,7 & 8, pages 117-

209.

Magazines

• India Today

• Today’s traveller

• A&M

• Business Today

• Business World

• Business Digest

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News Paper

• Times of India

• Hindustan Times

• Economic Times

• The Pioneer

• The Hindu

• Catalyst

• EconomicandPoliticalWeekly

• Financial Express

Web sites

• www.Hero motorsindia.com

www.indiatimes.com

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 ANNEXURE

QUESTIONNAIRE ON RECRUITMENT & SELECTION

Name:

Designation:

Organization:

Age:

Date:

Q.1 Does Hero motors follow any Recruitment and Selection Procedure?

Yes No

Q.2 Does the recruitment and selection procedure affects the

performance of the employees?

Yes No

Q.3 Does the company recruit employees internally?

Yes No

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Q.4 Is the recruitment and selection procedure followed by the

company appropriate?

T.A.(Totally Agree) S.A.(Some What Agree),

S.D.(Some What Disagree) T.D.(Totally Disagree)

T.A. S.A.

S.D. T.D.

If not, then suggest the appropriate changes required in the

recruitment and selection procedure followed by the company?

……………………………………………………………..

Q.5 Does your company disclose the job specifications at the time of

selection of a candidate?

Yes No

Q.6 Does your company ask for references at the time of selection?

Yes No

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Q.7 What percent of the selection procedure does the written test

contribute?

Below 10%

10% - 20%

20% - 30%

30% -40%

40% -50%

50% and above

Q.8 Which type of interview methods does your company usually

follow?

Direct Computerized

Group Panel

Stress

Any other …………………………………………………

Q.9 Does your company follow any of the following personality test for

the purpose of recruitment and selection?

MBTI Psychometric

FIRO_B Other

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