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A PROJECT REPORT ON ANALYSIS OF RECRUITMENT AND SELECTION SUBMITTED TO AUREOLE INSTITUTE OF BUSSINESS MANAGEMENT BY (KRATI BHATT) 2011-2013 IN PARTIAL

FULFILLMENT OF PGDM

MONTH, 2011-113

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Table of CONTENTS Chapter No. Title Declaration from student Certificate from organization Certificate from Guide Acknowledgement List of Tables List of Graphs List of Charts List if Abbreviations, if any Executive Summary Introduction Background of the study Background of the topic Company profile Statement of the problem Need of the study Scope of the study Objectives of the study Research Methodology Research design Primary data Secondary data Sample design Population Sample size Sampling method Method of data collection Instrument for data collection Drafting of a questionnaire Testing of Questionnaire / Pilot survey Field work Data- analysis techniques Limitations
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Page No. 1v V V1 V11 V111 1X X Xi Xii Approx No. of Pages. 20-21

I 1.1 1.2 1.3 1.4 1.6 1.5 1.6 II 2.1 2.2 2.2 2.3 2.3.1 2.3.2 2.3.3 2.4 2.4.2 2.4.3 2.4.4 2.5 2.6 2.7

Approx No. of Pages. 18-19

III IV V VI

Data Processing and Analysis Findings Conclusions Recommendations Bibliography Appendices / Annexure Questionnaire/(s), if any List of contacts, If any The technical details of sampling plan, if any. Technical literature related to the study, if any. Others, if any

Approx No. of Pages. 56 Approx No. of Pages. 02-03 Approx No. of Pages. 01-02 Approx No. of Pages. 01-02

A B C D E

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DECLARATION

Ms. KRATI BHATT hereby declare that this project report is the record of authentic work carried out by me during the period from 08.05.2012 to 04.07.2012 and has not been submitted to any other University or Institute for the award of any degree / diploma etc.

Krati Bhatt

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CERTIFICATE

This is to certify that Ms.KRATI BHATT of JIMS has successfully completed the project work titled ANALYSIS OF RECRUITMENT AND SELECTION in partial fulfillment of requirement for the completion of PGDM course as prescribed by the JIMS. This project report is the record of authentic work carried out by him/her during the period from 08.05.12 to 04.07.12. She has worked under my guidance. Signature Name Project Guide (Internal) Date: Counter signed by Signature Name Director Date:

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ACKNOWLEDGEMENT

I would like to take this opportunity to extend my sincere gratitude to Mr. SURAJ PRAKASH SHARMA, AM OF RMG, for providing me the opportunity to conduct a project in his esteemed organization. He provided me with his valuable guidance as a company guide throughout the project. I would like to express my sincere gratitude to Ms.NEHA INTERNAL GUIDE who guided and encouraged me during my project and with whom I learnt how to implement intricacies of human resource in real life situations.

I also extend my gratitude to my friends, parents, team-mates, other employees well-wishers and all those who have helped me in some way or the other in the completion of this project.

(KRATI BHATT)

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Executive Summary This report gives us the overview of human resource development in . The title of this project is TECH MAHINDRA ANALYSIS OF RECRUITMENT AND SELECTION IN tch Mahindra.

This report includes company profile there product range, information about their organization structure & what the procedure are being used for recruitment and selection which going on executive level & non executive level. Recruitment & selection are very important for placing the right candidate on right place for maximum utilization of resources & maximum productivity.

It is a practical study that helps in understanding the various theories of human resource better. For any professional study practical knowledge of the subject is essential for better understanding of the concept.

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COMPANY PROFILE INFORMATION ABOUT THE COMPANY Tech Mahindra was incorporated in 1986, as the result of a joint venture between Mahindra & Mahindra and BT Plc, under the name of "Mahindra-British Telecom" and later (in 2006) rechristened to its current name. This was done in order to reflect the diversification and growth of the firm's client base and the increased breadth of service offerings to become a global systems integrator and business transformationconsulting firm. Since its inception Tech Mahindra has maintained a strong focus on the communication industry, while continuing to extend its service and support offerings, as well as geographic presence. This has helped the service provider evolve from an exclusive BT partner to an independent systems integrator. However, approximately 60% of Tech Mahindra's global revenue continues to be attributed to its engagement with BT. Currently the service provider has 25,000 professionals servicing 110 clients globally through 11 delivery centers. The service provider garnered US$984.9 million in revenue (2007 and 2008); for details, see Table 1. Focusing on quality, Tech Mahindra is ISO 9001:2000 certified and is assessed at SEI-CMMI Level 5. Tech Mahindra is also certified under ISO 20000-1 (IT service management standard) and ISO 27001 (security management standard). Its development centers are across India and the United Kingdom. In addition, the service provider is People Capability Maturity Model (P-CMM) Level 5 certified for its people-care practices has been appraised for Systems Security Engineering Capability Maturity Model (SSE-CMM) Level 3.

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Tech Mahindra Company Overview:Category Year incorporated Current CEO Annual revenue Revenue from APEJ B/OSS Managed services Global head count APEJ head count Details 1986 Vineet Nayyar US$ 984.9 million 8% of global revenue (including India, where India accounts for 2%) 77% of APEJ revenue 23% of APEJ revenue 25,000 More than 1,300

Number of sales offices in 5 APEJ Major acquisitions Source: IDC, 2009 Satyam, policy Networks, and Axes Technologies

In the APEJ region, Tech Mahindra is present in Australia, New Zealand, Singapore, Hong Kong, China, India, Thailand, Singapore, Malaysia, Indonesia, and the Philippines. Across the region, Tech Mahindra has been working with Telco operators and has gained success with tier 1 regional operators in Indonesia, New Zealand, Singapore, and Australia. In addition, Tech Mahindra is also working with equipment providers like Alcatel and Cisco in the region. In 2009, the service Tech Mahindra has initiated focuses on the North Asia market and it is looking to setup a software delivery center in China.

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Company Strategy:Tech Mahindra has a focused strategy to become a transformation and consulting organization to telecom service providers and equipment manufacturers, with a vision "to be the global leader in outsourcing services in the telecom industry." The service provider has grown from strength to strength and has continued to build a strong brand image for itself. In the APEJ region, it is Tech Mahindra's goal to be the number 1 partner to telecom service providers and have clientele consisting of the top 3 leading operators in every APEJ country over the next two to three years. Already, the service provider has key engagements in Singapore, Australia, New Zealand, and Indonesia, which lend the service provider a strong reference base. Approximately 77% of Tech Mahindra's revenue in APEJ comes from its IT services practice, mainly, business support systems (BSS) and operational support systems (OSS). Going forward, Tech Mahindra is looking to strengthen its revenue share from its managed service practice and where it can leverage its IT outsourcing (ITO) and business process outsourcing (BPO) capabilities. Given the regional diversity of the APEJ region, Tech Mahindra is looking to ramp up its local presence and further strengthen its in-country delivery capabilities. This is a positive move for the service provider, as it is comparatively difficult to leverage labor cost arbitrage in the APEJ region. Tech Mahindra has done well to extend it service portfolio to encompass the entire telecom value-chain; this includes equipment (engineering), systems integration, consultancy services, and joint go-to-market programs. It continues to be the service provider's focus to build depth and scale across service elements while taking a solution-driven approach towards undertaking client engagements. From a growth perspective, Tech Mahindra has done well to undertake initiatives both organic (e.g., by growing head count and looking to setup center in China) and inorganic (e.g., by acquiring a stake in Axe sand policy). It is expected that the service provider will look for inorganic growth opportunities in
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the APEJ region for extending delivery capabilities and acquiring customers as well.

Service Strategy:Tech Mahindra's service strategy is to build end-to-end capabilities across telecom hardware, software, and services. In order to achieve this, the service provider has partnered with a wide host of OEMs and ISVs to adopt best-of breed platforms into its delivery and support services. Table 2 lists Tech Mahindra's service offerings. Table 2 Classification/Service Lines Offerings Network services Application services VoIP IMS IPTV CTI IN Mobility VAS User interface design Product engineering Switching Signaling EMS Product life-cycle management Embedded services Services Network design and planning
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Network roll out Network integration and testing Network operations and maintenance IT services BSS CRM Mediation Customer billing Revenue assurance Fraud management Settlement MIS OSS Operational support and readiness Service fulfillment Service assurance ITO/BPO Network operations Remote infrastructure management Customer care Billing operations Technical helpdesk Platform support Program management Source: IDC, 2009 Managed Services:Tech Mahindra's managed services offerings are designed with objective to help telecom service providers gain flexibility on IT projects while lowering the overall cost of operations and driving efficiencies for endcustomer interactions, as well as internal infrastructure management.

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The operational framework designed by Tech Mahindra can be leveraged towards the end user (subscriber), as well as internal (telecom) operations and reporting. From a client-management perspective, Tech Mahindra helps telecom service providers monitor and manage end-client metrics, such as escalation issues and resolution, commercials, contractual workflow, and service reporting. From a service delivery perspective, the service provider works with telecom players to build an internal service desk to monitor daily reports, change management, service provisioning, problem management, and service-level-agreement (SLA) governance. Tech Mahindra's managed services offerings cover a wide array of IT outsourcing services, including networks, IT infrastructure, applications, and business processes. Key offerings from Tech Mahindra in the APEJ region include: Application management: - Tech Mahindra's application management services are divided into two layers: application operations and application maintenance and support (AMS). Under AMS, Tech Mahindra leverages best practices under IT Infrastructure Library (ITIL) framework for problem, change, SLA, and vendor management and layers this with an integrated helpdesk. As part of its application operations services, the service provider looks into five key areas technology: BSS, OSS, enterprise applications, value-added services (VAS) and next-generation networks (NGN). Under its BSS application management services Tech Mahindra has strong capabilities for billing mediation and customer relationship management (CRM) systems. This enables the service provider to help telecom service providers to have an integrated view of customer and tariff metrics and, therefore, the ability to better manage customer expectations and satisfaction levels. For its OSS offerings, Tech Mahindra focuses on the three key elements: service fulfillment (i.e., configuration, activation, provisioning), service assurance (i.e., trouble-ticket and customer impact analysis), and operational support (i.e., workflow and inventory management). Here, it is favorable for Tech Mahindra to have both elements of OSS and BSS applications together under its management because then Tech Mahindra can better showcase the benefits of its end-to-end delivery capabilities. Bureau services. Tech Mahindra's bureau services offer telecom service providers a single point of contact for infrastructure management and customer management processes. Given Tech
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Mahindra's long-term support of BT operations in the United Kingdom, the service provider has a sound level of expertise and capabilities to extend the same to customers in the APEJ region. Already, Tech Mahindra has experienced success with this model in the Indonesia market for a Greenfield service rollout and was able to benefit the client with lower cost of operations and faster acquisition time for new subscribers. Key elements of Tech Mahindra's bureau services include: o Network and datacenter: IT infrastructure, configuration, and operations management o Subscriber management: Invoicing, collection, settlement, and reconciliation o Operational support: Helpdesk support, MIS, and reporting Datacenter operations. The datacenter operations managed services form a key part of Tech Mahindra's offerings. The key benefit that Tech Mahindra looks to drive for its clients, over and above reduced operational costs, is to help drive efficiency levels and sustain datacenter resilience. o Alarm monitoring: Proactive monitoring of server hardware, OS, and databases through customer-provided/COTS tools o System administration: Day-to-day tasks such as user management, access management, backup and restoration, patch management o Backup and recovery: Scheduling and monitoring backups o Performance management: Optimization and enhancing system performance o Database administration: Create, upgrade, migrate, and manage relational database management system (RDBMS) table spaces, and modify database structures Network operations. Managed network operations is a key growth area for Tech Mahindra as the service provider looks to gain further traction in the remote infrastructure management space. The service provider has competitive capabilities for network tools and platforms and has worked extensively on element management. Going forward, Tech Mahindra should aggressively take this solution to market; especially for any non-telecom clients it may consider targeting. o Alarm management: Remote alarm management, with the help of COTS network management tools, connected to the networks with the help of communication links. Detection, localization, escalation, and resolution in case of faults
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o Configuration management: Configuration changes, route changes, duplicate IP addresses, duplicate probes for FR, ATM, IP, MPLS, and legacy networks. o Element management: Management of network elements, with the help of the EMS and NMS. Management of specific devices, such as routers, switches o Application management: Network-related applications, IOS, software patches, version management, version upgrades, IP telephony soft switch management, and gateway management o Network optimization: Optimization of existing, networks, routing design, and policy formulation

Business and Operational Support Systems


Tech Mahindra has been in the B/OSS arena for over two decades now and boasts of one of the largest B/OSS practices available in the region with an exhaustive list of technical skills and capabilities. Over the years, Tech Mahindra has been able to build out its project repository, develop pre-integrated solutions and formalize standard operating procedures, which enable the service provider to deliver faster project implementation times. In addition, the service provider has invested in developing solution methodologies and built in-house labs and tools that have helped Tech Mahindra occupy a niche position in the market. Tech Mahindra works with its clients across the OSS stack, facilitating COTS integration across multi-service multi-vendors networks, thereby reducing vendor dependence for its clients. In the OSS space services offered by Tech Mahindra include: service provisioning and activation, inventory management, workflow and order management, fault and performance management, as well as quality of service and SLA management. The underlying objectives behind these offerings is to enable its customer offer better customer experience, faster launch of new services, while supporting initiatives towards network transformation and migration to NGN technologies. Here, Tech Mahindra has the capabilities to undertake a consultative role for customers, as well as systems integration and end-to-end managed services. For BSS services, Tech Mahindra's has experienced success with 20 new clients added in 2008, nine Greenfield wireless implementations, and three end-to-end business transformation projects undertaken globally. Of
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these projects, Tech Mahindra was able to implement an end-to-end green-field B/OSS project in under six months for its client in Southeast Asia. Currently, the service provider supports and manages operations totaling 40 million subscribers, with over 210 million usage records per day and 99% SLAs being met for large operations. The service provider has done well to build in-house business process frameworks through which it can offer pre-integrated solutions. As part of its BSS offering, Tech Mahindra also has a shared services platform through which it can offer Bureau Services, white-label billing, and prepaid/ postpaid convergent B/OSS platform. The following are key capabilities for Tech Mahindra across billing and CRM:

Billing o Rating and billing: usage rating, content charging, interconnect billing, bill presentment, financial interfaces, collections, and payables o Mediation and revenue assurance: network and active mediation, revenue audits, problem diagnosis and resolution, and fraud management o Product management and settlement: content charging, wholesale and roaming settlements, products and services definition, and product catalogue management CRM o Services: Fault management (registering and routing), schedule and task management, SLA management, and escalation and notification o Sales and marketing support: campaign management, sales force automation scripting, sales compensation management, sales forecasting and reporting, and contact center integration o Order management and provisioning: Pre-order enquiry handling, order creation and fulfillment, and workflow creation, as well as management

From a skills and capabilities standpoint, Tech Mahindra is an active participant at industry forums, such as TeleManagement and OSS/J forums. Tech Mahindra's global B/OSS alliances include:

Rating, billing and CRM: Oracle, Comverse, Rate Integration, LHS, SAP, Metratech, and Convergys
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Provisioning/Assurance: Oracle, MetaSolv, Clarity, Amdocs, Cramer, IBM, and Axiom Mediation and fault management: Intec, Comptel, Ericsson, Openet, SubexAzure, and BroadHoper

Key Differentiators

The key differentiator in favor of Tech Mahindra is its uniqueness in focus on the telecom vertical. This has helped the service provider emerge as the largest telecom-focused system integrator and managed services provider in India. Tech Mahindra's service portfolio is extensive and its skills and capabilities are rather strong, as the service provider has worked over the years with single-minded focus to excel in the telecom vertical. Starting from a single client company BT was the key stakeholder in the company in 1986, the service provider has done well to extend its business geographically and by service line to reach its current market position. Currently, Tech Mahindra is in a strong position to offer end-to-end solutions and services in an advisory and operational role to enable telecom service providers achieve their goals and objectives in these challenging times. While outsourcing remains as a key element of Tech Mahindra's offering, the service provider has equivalent capabilities of delivering services from an onsite or nearshore delivery model.

Go to Market

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It is Tech Mahindra's goal to be the most preferred (in thought leadership and project execution) telecom solution provider in the region. It is Tech Mahindra's ambition to be a "transformation partner" to top 3 operators in every APEJ country over a two-to-threeyear time frame. Tech Mahindra chooses to directly engage with telecoms operators and network equipment providers to grow its footprint in the APEJ region. For most of its business (approximately 90%), Tech Mahindra has engaged directly, while its key partners have been beneficial, especially in the Southeast Asia region. From a segment perspective, Tech Mahindra is focusing on tier 1 and 2 wire line, wireless, and WiMAX operators, and looking to extend its relationships with ISPs, IPTV players, and software vendors. In addition, the service provider is looking to leverage its BSSbased CRM experience and capabilities to work with telecom service providers on VAS. From a sales perspective, Tech Mahindra has approximately 17 sales personnel in the region who operate through five sales offices across Singapore, Indonesia, Malaysia, Australia, and New Zealand. While the service provider has near-shore delivery capabilities in Indonesia, it is looking to build a software development center in China to further strengthen its presence in the region. Tech Mahindra has over 700 technical consultants available (mainly through India) for in-region operations, which is a sizeable resource base, in order to undertake largescale engagements. Most (approximately 70%) of the number of deals won by Tech Mahindra in APEJ have been on a fixed-price model, while 20% have been based on SLA outcomes and approximately 10% of the deals were based on time and materialsbased pricing. For Tech Mahindra, key country markets in the region include, Australia (accounting for nearly 50% of its APEJ revenue), Indonesia, Singapore, and Indonesia, where the service provider has a significant revenue base. Based on the success Tech Mahindra has had in Indonesia and the positive traction in Singapore and the Philippines market, the Association of Southeast Asian Nations (ASEAN) region is a strong growth market for the company. In comparison, the company is in start-up mode for building its presence in the North Asia region. Here, Japan and Korea remain two challenging markets for Tech Mahindra to enter. In the APEJ region, in addition to its B/OSS and managed services offerings, the service provider is looking to gain traction for content
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delivery solutions and remote infrastructure management/outsourcing services. Future Outlook Opportunities

According to IDC estimates on worldwide network consulting and integration services (NCIS) spend towards B/OSS systems in Asia/Pacific (including Japan) are pegged at US$494 million for 2009. Over the next three years this is expected to grow to US$696 million. While this represents (approximately) 16% of the worldwide market, it is an opportunity that Tech Mahindra can exploit, as there are fewer numbers of competitors as compared with the U.S. and European markets. Tech Mahindra has strong prospects in the APEJ region, with telecom service providers looking to prioritize investments towards services enablement (such as IMS), where the service provider has substantial experience. There is a high level of interest moving towards deployment in the emerging markets across APEJ. Already, Tech Mahindra has experienced success with a Southeast Asia operator undertaking a Greenfield WiMAX deployment. IDC believes managed services provided to telecom service providers will be a key growth segment. Already, there has been adoption of managed services in the APEJ region and the current economic environment will force tier 1 providers in both the wireless and wire line segments to re-evaluate the use of managed services as a means of driving operational efficiencies and increased business agility. Operators are carefully evaluating ways and means of driving competitive advantage. While lowering cost is an ongoing exercise for the telecom service providers, the prevalent economic environment has made it increasingly important over the past six months. However, there is evidence to suggest, some operators are looking to "invest to save money" and evaluating strategies to improve customer satisfaction and, thereby, lower customer churn. This is being done through three key directions: o Build/strengthen service portfolio to retain existing subscribers and look to gain new connections as well. In order to do so, operators are looking to invest in
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incorporating software features within their B/OSS systems in order to drive customer services. o Reduce operating expenses by trimming costs for datacenter and network operations. Here, there is marked potential for Tech Mahindra's managed services portfolio. IDC expects that operators in the region (especially in emerging markets and startup operators) will look to adopt managed services in a big way. o Reduce customer support costs and build better customer analytics. Here, Tech Mahindra will find a favorable ear for its bureau services and CRM capabilities. For Tech Mahindra, logical extensions in target markets outside of telecom service providers are the ISPs and Direct-To-Home (DTH) service providers. This is essentially because from an operational perspective, ISPs and DTH players face similar challenges and issues, such as customer management, service provisioning, and fault resolution, as their telecom counterparts. In addition, several telecom service providers have business units or sister companies that are in the ISP and/or DTH space. Therefore, given its level of engagement with telecom service providers, it will be a good strategic move from Tech Mahindra to extend its offerings into the ISP and DTH space in the near-term.

Challenges

Evidently, B/OSS projects for telecom service providers are a relatively complex and require a significant amount of capital and management resources. This, coupled with a challenging economic environment, is expected to be subject to delays in contracts and service providers returning to the negotiation table for price reduction. Another impact of the global economic slowdown is that the typical sales cycle will lengthen and, therefore, there will be delays in the signing of contracts, which is expected to directly impact growth opportunities for Tech Mahindra. However, this is applicable globally and not centric to APEJ region. Therefore, Tech Mahindra will face an increase level of cost of sales, which could directly impact profitability. As the lines between IT domain and network domain continue to blur, Tech Mahindra will face a stronger challenge from major
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global players such as IBM, Accenture and HP-EDS. There have been moves undertaken by telecom service providers to consolidate not only the demand for network and ITcentric operations, but also to lower the number of partners (e.g. Telstra). This trend will prove favorable for service providers that have experience in managing multiple facets of IT environment, including enterprise applications. Essential Guidance Advice for Tech Mahindra

Tech Mahindra should continue to leverage its reference-based marketing in the APEJ region. Already, the service provider has successful traction with tier 1 and 2 service providers in Australia, New Zealand, Singapore, Indonesia, and India. These references give the service provider strong credentials and differentiate it from others when it comes to executing projects within the region. Given the service providers ability for undertaking consulting engagements, Tech Mahindra should consider its business consulting capabilities beyond CRM and go-to-market strategies. Tech Mahindra needs to build a strong proposition set wherein it can consult telecom service providers on long-term, technology adoption roadmaps, as well as the alignment of IT and network process to business benefits. From the perspective of extending its target segment, Tech Mahindra should consider engaging with ISPs and DTH players in the region. Not only are the functional requirements similar to telecom service providers, but also in many cases the ISPs and DTH companies are either business units or group companies of a larger telecom service provider. Tech Mahindra should also consider building its capabilities for unified communication and collaboration tools. Several service providers in the region offer or are gearing up to offer such services in the near-term. Here, there are challenges from integration and support perspective, as well as a customer management perspective for large business clients. In addition, Tech Mahindra can leverage its partnership with Cisco to build technical skills and capabilities.

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Back ground of study

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Simply, Human resource is management function that helps manager recruit, select, train and develops members for an organization. Obviously, HRM is concerned with peoples dimension in organization. Organization is not mere bricks, mortars, machineries or inventories. They are people who staff and manage organizations. HRM involves the application of management functions and principles. The functions and principles are applied to acquisitioning, developing and maintaining, and remunerating employees in organizations. Decisions relating to employees must be integrated. Decisions on different aspects of employees must be consistent with other human resource decisions. Human resources management is also a management maintaining people in an organization. It focuses people in an organization. Scope of HRM: The scope of HRM is indeed vast. all major activities in the working life of a worker from the time of his or her entry into an organization until he or she leaves-come under the purview of HRM, specifically, the activities included are-HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development, performance evaluation, employee and executive

remuneration, motivation, motivation and communication, welfare, safety and health, industrials relations and the like.

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Nature of HRM

Prospects Of HRM Human Resource Management Industrial Relations

Employee Hiring

Employee Executive Remuneratio n

Employee Maintenance

Employee Motivation

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HRM views people as an important source or asset to be used for the benefit of organization employees and the society. It is emerging as a distinct philosophy of management aiming at policies that rewards and mutual responsibility, the belief is that policies of mutuality will elicit commitment. The year 1990 was turning point in this evolution. The American society for Personnel Administration [ASPA], the largest professional association in this field of management changed its name for the society for Human Resource Management (SHRM).since then, the expression is gradually replacing the hackneyed term personnel management.PM has a limited scope and an inverted orientation. It is viewed labor as a tool, the behavior of which can be manipulated for the benefit of the organization and replaced when it was worn- out, the employees whose services could be spared with minimal damage to the organizations ongoing operations. Personnel function was treated as a routine, meant to hire new employees and to maintain personnel records. It was never considered a part of the strategic management of business. Historically PM preceded HRM. Another term used widely today is HRD. For many people HRD and HRM convey the same meaning. This may not be true. Essentially, HRD is a function more concerned with training and

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development. And the organization development. HRD is therefore a part of HRM.

Data Storage & Procedure

OD

IR Reinforcement & Advancement

Selection & Placement HRD Manpower Planning

Performance Appraisal

Career Development & Career Planning

Potential Appraisal

T&D

Feedback & Counseling

Critical Attributes & Analysis

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Objectives of HRM: the primary function of HRM is to ensure the availability of a competent and willing workforce to an organization. Beyond this, there sure other objectives, too, specifically, HRM objectives are four-foldSocietal, Organizational, Functional, personal. Societal objectives: To be ethically and socially responsible to the needs and challenges of the society while minimizing the impact of such demands upon the organization. Organizational objectives: To recognize the role of HRM in bringing about organizational effectiveness. It is only a means to assist the organization to with its primary objectives. Simply, stated the department exists to serve the rest of organization. Functional objective: To maintain the departments contribution at a level appropriate to the organizations needed.

Culture Technolog y Unions Page 28

Economic

HRM

Strategy, Task leadership

Political Legal
Professional

Organizationa l culture and conflict

Bodies

Fig. HRM and its Environment

Strategic Human Resource Management Strategys strategy is a way of doing something. It usually includes formulation of goals and set of action for accomplishment of that goal. The concept of strategy is very old it is originated from Greek word strategic which means the art or science of being a general. Strategic Management: It is understood as the process of formulating, implementing and evaluating business strategies to achieve organizational

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objectives. Analysis of the environment, formulation of strategies, and evaluation and control are the phases in strategic process.

Strategic management process; It involves four steps given below: 1. Analyze the opportunity and threats that exists in the external environment. 2. Formulate the strategies that will match the organizations strength and weaknesses. 3. Implement the strategies. 4. Evaluate and control the activities to ensure that organizations objectives are achieved.

Whenever there is any vacancy is existing in any department of the company, they call person from Concept of Recruitment and selection: employment exchange and suppose

if they are not satisfied with that person then company ask through advertisement in different newspaper .Once the candidate comes for the interview, the company provides him a Bio-data form to fill up and obtain his all the particulars. The interview is divided into two different
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segments, first is preliminary interview and then final interview. The candidate has to clear both the interview and then only he is considered as the selected

Recruitment Process Identify Vacancy from the various department Prepare Job Description and person Specification Advertise- Channels are 1.Company website 2. Local Agency 3.Through Referral 4.Data Bank 5. Advertisement (News Paper) Screening the CV- 1.check the Interest of the candidate , Either he ready to work accept our salary range or not. Short-listing Send to the Concern Request Center for their Interview Schedule
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After Interview Conduct The Interview Decision Making Convey The Decision Appointment Action

When there is a Job Opening, Step 1 - Recruitment


Publish ads to let others know of the job openings. Invite applications from various sources like consultants, referrals,

online portals etc,


Screening of resumes Filter candidates who may be suitable for that particular job.

Step 2 - Selection Conduct Interviews Reference checks


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Select the best of the best from the rest. Recruitment - defining specification Selection-selecting candidates defining specifications- job specifications and person specification Selecting candidates- interviewing, communicating and offers Before going for recruitment, the following document required. SRF-Staff Requisition Form required from the Concern Cost Center Manager which must be approved by PCSD (Project Control or Budget Control Department) Need to have Job Description & Benefit Band Details
Interviewer Must conduct both Technical & Behavioral Interview

( must have

plan for the question)

After candidate being selected Need to provide offer Letter.

Recruitment Policy: In order to attain the aim of recruitment a policy regarding recruitment is formulated. This must contain the fallowing element:
Organizations objective: Both short term and long term

objective must be taken into consideration


Identification of the recruitment need: The person desire

as per the job specification should only be considered.


Source of recruitment: The source to be tapped for the

operative level would depend upon the type of skill desired. This could be on the gate recruitment, internal source or employment exchange.
Criteria of recruitment need: On what ground should Page 33

One be preferred over the other must be taken into account.

The economic aspect: How much amounts a company can

spend to meet the expenses on advertisement, stationary, salaries etc.should also is considered.

General Principals of a Sound Recruitment Policy:


To find and employ the best qualified person for each Job. To retain the best and most promising opportunities for a lifetime career. To provide programs for personal growth.

Source of Recruitment: Internal Sources: Employees already working in the

organization are considered for any vacancy either by way of promotion, transfer, deputation or even demotion.

Advantage of internal Recruitment : Workers can be adjusted to the near work environment with in no time. It involves the moral and loyalty of existing employees. Economical and moral reliable. Disadvantage of internal Recruitment : Discourage new ideas to enter.
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The bias attitude may lead to disharmony. External Source:-Employees are outsider. Advantage of External Recruitment: Latest skill and Knowledge can be had. Better choice can be made from a large group. Proves to be economical in the long run as potential

employees do not need extra training.

Disadvantage of External Recruitment:-

Cost of Recruitment is more. A lot of time is taken by the employee to get settled. Loyalty factor has a certain amount of risk.

Method and Techniques of Recruitment:Direct Method: Campus Interview: - Many organizations send their recruitment to leading technical institutes of engineering and management and some well known colleges. Indirect Method:-This includes advertising in newspaper and other media. This perhaps the most frequently used method which normally attracts a lot of attention. Copy prepared with care and skill and placed in the right medium can produce excellent result. But one should always
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seek quality rather than quantity. The first step in recruitment media starts with the selection of media will be a: National daily Local paper A regional paper A Magazine A periodical: In making a choice of the media, three factor should be considered: How quickly do you expect a response? Where is the person you want most likely to read your

announcement? From how wide an area you want the recruitment to take place. Consulting an advertisement agency can always prove to be beneficial.
It must reflect in the advertising copy:-

What the firm is That job is


What experience is needed? What qualification is needed? What qualifications are?

Essential Required What will be the salary offered


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Third Party Method: - These include the use of commercial or private employment agencies, and method not covered under direct and indirect method. Some of these methods are: State or public employment exchange Private employment agencies Professional organization or Executive Recruiters Employee Referrals Trade Union Referrals
Casual Labors

Applicants at the gate Computer Data bank Cost of Recruitment in TECH MAHINDRADirect Cost: Call letters, envelop, stamp, postage expenses, telegrams, couriers etc. Employment consultants normally charge 10% to 12% of gross payment annually. Advertisement cost. Conveyance to and fro for outside candidates. Snacks, tea and lunch. In Direct Cost:-

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Conveyance of interviewers TA/DA of interviewers Requisition Scrutiny:All the requisitions are given a running serial number and field. On the first day of every week latest status of requisition will be given to the plant In-Charge. Correctness and completeness of requisition is checked. After scrutiny by P & A department, the requisitions are sent to the sanctioning authority for approval. This must not take more than 10 days for staff and above and 2 days for others. Screening:In the overall process of selection, screening comes once the recruitment is over, screening is a process of reducing the number of applicant to a few who have a better chance of getting selected than those screened out. This is also called as the process of short-listing. Screening is generally done by the H.R.department in two counts: Eligibility Suitability Job specification must be referred to while screening candidates on the basis of these two criteria. Preliminary application Test of De-selection Screening Interview

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While screening does help to reduce large number to manageable proportion, it also has a risk of losing those who could have performed well in subsequent selection. Selection:The selection procedure is concern with securing relevant information about an employee in a number of stages. The objective of selection process qualification for a specific job and to choose the applicant meets the applicant who is most likely to perform well in that job. Steps in the selection procedure:Application Blank: - This is one of the most common methods used for collecting information from the applicants. The information sought and the information produced. The general purpose of application blanks according to Athreya (1968) is to Secure desired factual information from an applicant in a standard from convenient for assessing the applicant suitability for the job. Purpose of Application Banks: To invite a formal introduction of the candidates. To generates data in a uniform format for easy evaluation. To provide a base for the interview. To prepare data banks. To provide a rating chart in itself Contents of application blanks: Prepare data. Name date and place of birth, address, sex. Nationality, identification marks. Marital data. Whether married, number of children and other dependents.
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Physical datas. Heights, weights, general health condition. Educational datas. Various levels of formal education, year, marks, college or school,

merit or other related awards. Employment data:


Sports, hobbies, pastimes, NSS or NCC level achieved.

Reference: Name of at least two people who can verify the candidates. Psychological Testing:It can be defined as a systematic procedure for comparing the behavior of two or more person or a systematic procedure for sampling human behavior. These tests are used for making a differential placement or assignment of a person to the job for which he is most suitable. Psychological test can be classified as:On the basis of human behavior Aptitude test. Achievement test. Personality test. Interest test. On the basis of use of test
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Selection tests Classification test. Individual or group tests

Interview:Today almost every organization uses interview as a method of selection. It is a method by which an idea about an applicants personality can be obtained by a direct face to face contact. Type of Interview:Patterned or highly organized interviews. Non directive, free or unorganized interviews Depth interviews Group discussions Stress interviews Conducting Interview:Preparation for the interview The physical setting Conduct of the interview Close of the interview Final evaluation of candidates

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Reference Check:The use of reference check plays an important role in checking the authenticity of information given by the candidates. This is normally obtained from the previous employer and others in order to get a picture of his performance in a particular job. Physical Examination:In order to keep the rate of absenteeism low and the work environment free from any infectious diseases, Physical examination from an important form an important place in the process. The two main reason of physical examination are to provide a sound hygienic environment and legally protecting liability of the organization against compensation arising out of past ailment. Placement:Once an offer of employment has been made and it is accepted, the final stage in the procurement function is concluded. It may be defined as the determination of the job to which an accepted candidate is to be assigned, and his assignment to that job. It is a stage of matching of what is imposed and what is offered. Joining formalities:On the day of joining, all the necessary documents are verified against the application blank filled by the candidates earlier .Only if the information is found to be correct, he is allotted a ticket number. Documents Verified are:Educational certificates Experience certificates

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Clearance or no objection certificates from the previous employer. Recent passport size photographs. The candidate is to fill fallowing documents:Joining report in triplicates. Nomination for company dues. Provident Fund forms. H.R. Manager has to sign to sign the joining reports. After this the candidate is asked to get signature of his department head on all three copies of the joining reports. One copy is retained by the departmental head. One copy is retained by the time office. One copy is filled in the personnel file of the candidates available in H.R.department. Punching card is made by the office for temporary Identity card which is issued after obtaining signature of the H.R.Manager. A perfect placement can lead to low labour turnover, higher productivity, and high morale, low rate of accident and absenteeism and excellent culture.

Induction:When a candidate is placed on a stranger to the existing work force, work place and work environment. He may feel out of place, insecure shy and lack in self confidence. He may also suffer from reality shock. Hence induction becomes very important and includes the introduction of new employee with the organization to get acquainted with each other. The newly joined person is informed about:-

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His designation, position and nature of work. Role, responsibilities and authority. Organizational structures of the company and the department. Superior, subordinates and colleagues. Working hours, days offs and place. Canteen and washing place. Restricted areas. On the day of joining of Manager, a circular is sent to all departments and one copy is placed on the notice board stating his name, designation, place of work, and responsibilities. Name of all those who have joined as staff in the last 15 days are also placed on the notice board. Objective of the Study:The main objective of the study may be defined as follows:To find out the detailed procedure of the H.R. and administration department of TECH MAHINDRA, regarding the supply of human resources to the company. To give a feedback to the management about the validity and reliability of techniques and selection. To suggest measure to overcome the shortcoming in any.

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METHODOLOGY OF STUDY:

Research can be defined as a systemized effort to gain new knowledge. It is a scientific and systematic search for pertinent information on specific topic. A research is carried out by different methodologies which have their own pros and cons. Research methodology is a way to solve research problems. Thus while talking about research methodologies we are not only talking of research methods but also consider the logic behind the methods. This study aims at tracking employees preferences and priorities towards different types of training programs conducted in and outside the organization for identifying key features of Training programs.

RESEARCH METHODOLOGY: Research has its special significance in solving various operational and planning problems of business and industry. Research methodology is a way to systematically analyze the research problem.

RESEARCH DESIGN:
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The study is descriptive in nature. It is conducted to study affairs as they exist. The open study tries to explore the system at present and report on it. The method is structured on non-discussed question. Each person was asked set of questions in a given order. The advantage of this method is that data obtained are easy to tabulate and interpret than data obtain by any other means. The study is explanatory as it does not require a formal dosing the flexibility and ingenuity characterize the study.

PRIMARY DATA: Data collected through interviewing the employees asking several questions. Collecting data by list of questions and asking them to give their opinion on different questions.

SECONDARY DATA: Data collected on training and development program of last five years in the organization. Information collected through internet on training and development.

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SAMPLE DESIGN: It is the definite plan for obtaining a sample from a given population. To conduct this study simple random sampling is used. Sampling from the population has been done randomly, such that every possible sample of equal size (n) will have an equal chance of being selected. A sample selected in this way has provided every person to be chosen called. A random sample allows chance to determine its elements.

POPULATION: The entire group of individuals that we want information about T.V.S. Logistics there are 3200 employees and it is not possible to conduct the survey of whole population.

SAMPLE SIZE: Using simple random sampling out of the population 50 employees are chosen randomly to avoid biasness for conducting survey.

SAMPLING METHOD: Simple sampling method is used to conduct the survey in T.V.S. Logistics as it was the best method for the purpose of my study.

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METHOD OF COLLECTING DATA:

1.

Studying data of training and development of last five years this was a good method to collect database regarding employees of the organization.

2. Direct approach to employees by the way of interview. Direct visits were more effective, as I got opportunity of having face to face contact with the employees. I generally visit to any employees through a questionnaire. Most of the people in organization are not aware about the modern theories of human resources. So cold calling creates awareness.

INSTRUMENT OF COLLECTING DATA: 1. Interview with the employees of the organization to know there point of view.
2. Questionnaire prepared with question related to recruitment and

selection.

EXECUTION OF PROJECT

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It is very essential in the research process to know the accuracy of the findings which depends on how systematically the study has been carried out so that it can make sense. We have executed the project after prior discussion with our guide and structured in the following steps: a. Preparation of a questionnaire b. The focal point of the designing the questionnaire was to comprehend the current environment scenario and the awareness level about the human resource theories practiced the company. c. This questionnaire was primarily aimed to respondents who belong to the potential employees of the organization. d. The questionnaires were discussed through personal interface with the respondents.

Questionnaire:Please answer the fallowing question as honesty as possible, take your own time and kindly make true and accurate response.
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Name.. Department Designation Qualification.. 1-What are the sources of recruitment and selection? 1) Internal 2) External 3) Others

2-Which methods do you mostly prefer for recruitment and selection preferred way of recruitment? 1) Direct 2) Indirect 3) Third Party

3-When do you prefer to go for manpower planning? 1) Yearly 2) Quarterly 3) No fixes Time

4-What are the sources for external recruitment are preferred? 1) Campus Interview 2) Data Bank 2) Placement Agencies 4) Casual applicants

5-What form of interview did you prefer? 1) Personal interview 2) Videoconferencing 2) Telephonic interview 4) others

6- Is there any extra activity for development and entertainment?


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1) Yes

2) No

7- For the performance appraisal which technique is applied most? 1) Promotion 2) Others. 8- Have you found any difficulties during recruitment and selection? 1) Yes 2) No 2) Reinforcement

9-Any need to train the people after recruitment? 1) Yes


2) Cant Say

2) No

10-Cost of recruitment and selection? 1) High 2) Average 11-People are satisfied with promotion and increment? 1) Yes 2) Cant say. 2) No 2) Low

12-Do you think that productivity increases with recruitment? 1) Yes


2) Cant say Page 51

2) No

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1-What are the sources of recruitment and selection? 1) Internal 2) External 3) Others

Particular Internal External Other

Particular 20% 80% 0%

percentag e
20%

0%

External Internal Others 80%

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2-Which method does you mostly prefer for recruitment and selection preferred way of recruitment? 1) Direct 2) Indirect 3) Third Party

Particular Direct Indirect Third party

Percentage 90% 0% 10%

Percentag e
0% 10% Direct Indirect Third Party 80%

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3-When do you prefer to go for manpower planning? 1) Yearly 2) Quarterly 3) No fixes Time

Particular Yearly Quarterly No Fix Time

Particular 0% 0% 100%

Percentag e
0% 0%

Yearly Quarterly No Fix Tim e 100%

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4-What are the sources for external recruitment are preferred? 1) Campus Interview 2) Data Bank 2) Placement Agencies 4) Casual applicants

Particular Campus Interview Placement Agencies Data Bank Casual Application

Percentage 0% 60% 20% 20%

Percentag e
0% 20% Cam Interview pus 20% 60% Placem Agencies ent Data Bank Casual Applicant

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5-What form of Interview did you prefer? 1) Personal interview 2) telephonic Interview 3) Videoconferencing 4) Others

Percentage Particulars Personal Interview Telephonic Interview Videoconferencing Others 100% 0% 0% 1.2%

Percentag e
0%

Personal Interview Telephonic Interview Videoconferencing 100% Others

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6- Is there any extra activity for development and entertainment? 1) Yes 2) No

Particulars Yes No

percentage 100% 0%

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7- For the performance appraisal which technique is applied most? 1) Promotion 2) Others. 2) Reinforcement

Particular Promotion Reinforcement Others

Percentage 80% 20% 0%

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8- Have you found any difficulties during recruitment and selection? 1) Yes 2) No

Particular Yes No

Percentage 80% 20%

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9-Any need to train the people after recruitment? 1) Yes


2) Cant Say

2) No

Reticular Yes No Cant say

Percentage 80% 20% 0%

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Particular 10-Cost of recruitment and selection? High 1) High 2) Average Low Average 2) Low

Percentage 70% 20% 10%

11-People are satisfied with promotion and increment?


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1) Yes 2) Cant say.

2) No

Particular Yes No Cant say

Percentage 20% 0% 80%

12- Do you think productivity increases with recruitment?


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1) Yes
2) Cant Say

2) No

Particular Yes No Cant say

Percentage 20% 0% 80%

Data Analysis: - Comparison between two year 2009-2010 Effect of recruitment on productivity 2009-2010
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Month Jan.-09 Feb. March April May June July August Sept. October November Dec.-09

Actual Mondays 381 419 459 420 396 403 411 405 446 416 407 449

Out-Put 35 46 51 38 49 59 51 46 58 44 56 61 594 49.5

Absentee 14.56 14.54 12.66 15.62 19.12 20.55 15.71 17.15 9.64 13.06 14.33 13.75 180.69 15

Month Jan.-10 Feb. March April May June July August Sept. October November Dec.-10

Actual Mondays 458 497 523 474 502 579

Out-Put 43 56 67 44 58 68

Absentee 11.39 13.29 15.42 13.74 20.89 20.66

336 56

95.39 16

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For Kanhe ProjectAnalysis of strength of employes their designation and Experience

Sr.No Designation 1 AGM 2 Manager

Employees 1 1
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3 4 5 6 7 8 9 10 11 12 13 Total

Dy.Manager Asst.Manage r Officer Dy.Officer Asst.Officer Sr.Admin Admin Jr.Admin Sr.Floor Floor Jr.Floor

1 6 3 5 12 6 4 15 16 132 150 352

Sr.No 1

Experience 1

Employees 152
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2 3 4 5 6 7 8 9 10 11 12 13 Total

2 3 4 5 6 7 8 9 10 11 12 13

167 9 8 2 1 0 2 8 0 0 4 0 353

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Analysis of strength of employees according to their age and education. Sr.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 TOTAL Age 18 19 20 21 22 23 24 25 26 27 28 29 30 31-40 41-50 Employees 0 6 16 27 54 38 30 27 28 29 22 9 5 51 10 352

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Sr.No 1 2 3 4 5 6 7 8 9 10 11 TOTAL

Education IX SSC HSC BA B.COM B.SC MA M.COM MBA ITI DME

Employees 2 76 177 44 27 1 9 2 2 10 2 352

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Observation: Maximum manpower requirement comes from that area which is

very near to the project.

The appropriate method for recruitment is through advertisement in

the news paper a for vacancies of higher level the reliable sources is through a placement agency.

70% always get the right man at the right time where as 20%

seldom get and 10% opined that they never get the right man at the right time.
60 % of data collected revealed that training is always requiring for

the newly placed, 30% seldom require and 10% never require training.
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After the interpretation of data, 70% opined that a person remain

absent from work. 20% take more time than normal on the job, 10% maintain bad relation at work.

At least 65% of candidates interviewed revealed that they came to

know about the vacancy through an advertisement in the news paper. 15% reveal the source being an employee of the company and 10% through placement agencies. Remaining 10% from other sources.

Interview for Candidates at operative level faced free and non

directive interviews. Whereas, interview in other categories of staff and managers had a patterned and some depth nature.

Rate of absenteeism is around 12% to 15% which is quite acceptable in this kind of industries.

The rate of labor turn over is around 15% to 20% as the company is

undergoing heavy expansion. As a result the rate of accession is high.


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Problem and Limitation Faced During the Project Work:a) Exit interview of every candidate leaving the company was not

possible as around 60% leave without informing the personal department. b) Linguistic barrier of not speaking Marathi limited the flow of communication with workers. c) Rating the interview could not be done as it was not possible to witness an ongoing interview.
d) Many of those interviewed were asked to fill the questionnaires but

did not co-operate and left many questions unanswered. e) Factor attributing to the effectiveness of recruitment and selection procedure indirectly were vague and could not be covered comprehensively.

Conclusion:-

After the analysis of information gathered by various means used in research such as , primary data in the form of questionnaire , various
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interaction I had with the candidates as well as with those concerned recruitment and selection , a secondary data in the form of various record referred to , such as master rolls , manpower reports etc. I could come to conclude that the recruitment and selection procedure of T.V.S.Logistics is quit effective there is some scope of improvement-

This can be stated under the fallowing points:1) Form the questionnaire it can be inferred that 70% recruitment is

met in excellent way.


2) Exit interview taken have provided with some useful information

regarding why people quit the organization. One of main reason behind this has been the level of wages fallowed by job insecurity and lack of transport facility. 3) Most effective method of recruiting manpower is by advertising the vacancy in the news paper.

4) Rate of labour turnover is quit high at the operation level as the

policy of management is to recruit workers mostly on permanent basis.

5) Absent from work has been the most common symptom prior to

resignation from services, fallowed by more time on the job and bad relation at work .So management has applied remedial measures to retain quality workers which is quite effective.

6) Employees have been kept after proper interview and medical

which is quit impressive and which increases the turnover.

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So according to me recruitment and selection procedure is quit effective in T.V.S. logistics by which productivity is increasing day by day.

Bibliography

www.techmahindra.com www.Humanresourcemanagment.com Gupta, C.V, Human Resource Management Sultan Chand & Sons Publisher, New Delhi, 1999 Kothari C.R, Research Methodology

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