`

ACKNOWLEDGEMENT
Department towards the organization project of such nature for this successful completion needs cooperation and support of people. I have been fortunate to get constant guidance & encouragement from many which helped me a lot to be successful in any efforts. This formal acknowledgement will hardly be sufficient to express one deep sense or gratitude to all of them.

I am also thankful to Mr. Y.K.Malik (Sr.Manager P & A) for his guidance. I am also thankful to Mr. R.P.Sharma (manager P & A) for his continuous guidance and help through out the project. I would like to thank Mr. D.S.Adhikari (Sr.Executive HRD) for sparing his valuable time as and when need arose. I am also thankful to Mr. Satish Kapasia, Mr.Balwan Singh, Mr.Gaurav (Executives HRD) for their help throughout the project. I would like to thank our teacher for her guidance. I would also like to acknowledge those persons who have directly and indirectly helped me in completing the project.

INDEX
COMPANY PROFILE Objective Of The Study Various departments of the organization Introduction of project study Data Analysis Suggestions Annexure Bibliography Appendices

HEENA INDUSTRIES PVT. LTD. AN INTRODUCTION

Henna Industries Pvt. Ltd. was incorporated in the year 1997. The Henna Industries Pvt. Ltd. aspires of achieving long term business relationship with its clients based on strong corporate ethic. The well equipped lab assisted by strong R&D team has enabled the company to produce high quality products for the clients. The Company maintains high quality products and strict delivery schedule so as to successfully cater to the clients' requirements. The company's ability to meet all customer requirements expedite and at very competitive prices, has been its major strength and has helped it to gain loyal and growing customer base in international market. We have a very diversified and distinguished clientele. The company exports its products to clients in Taiwan, Switzerland, Indonesia, Nepal, Westendies, South-East Asia, Brazil, Japan, Hong Kong and a number of other countries. Henna Industries Pvt. Ltd. manufactures products which are safe, trustworthy and of very high quality in cognizance with the international market. A team of technically qualified personnel performs in-house quality control checks at every stage of production to produce flawless products. The henna products are made using natural henna while herbal powder are manufactured with rare herbs collected in the valleys of Himalayas. Henna Industries Pvt. Ltd. we very much give importance and emphasis to the packaging of our product. Therefore, we use the best packing possible. So, all our products are packed in such a manner that they remain durable, far more attractive and impressive.

` Henna Industries Pvt. Ltd. has a wide variety of products dedicated to hair and skin care. These products are being exported to U.K., Japan, Westendise, South-East Asia and a number of other countries. 1. Color Mate Hair Colors (Natural Black, Natural Brown, Burgundy, Golden Brown, Mahogany & Light Brown): All these are henna based hair colors for coloring gray hair in different colors. These hair colors have very small content of chemical, which is less then 3% after dilution. Their color stays on hair for 20 25 days. 2. Color Mate Herbal Henna: It is a mixture of henna and many other rare Indian herbs. It is used for the conditioning of hair. A regular use of this product gives natural strength, shine and luster to hair. It gives reddish / brownish color on gray hair. Its color stays on hair for about two weeks. 3. Color Mate Active Plus- Natural Black: It is shampoo based hair color, which gives color to the hair within 10 minutes. It is completely ammonia free and its formulation is such that the concentration of dye contents is not more than 3 % after dilution. It is also very easy to use since it provides the convenience of self-spreading. 4. Color Mate Hair Color Creams (Natural Black, Dark Brown, Medium Brown, Golden Brown, Burgundy, & Mahogany) : Color Mate Hair Color Creams are cream based hair colors enriched with natural oils and hair nourishing ingredients for vibrant shine with perfect long lasting natural looking colors. Its rich creamy mixture does not drip and evenly penetrates each strand from root to tip to ensure perfect coverage of grey hair. Its advanced conditioning formula maintains pH balance and makes the hair silky and incredibly soft with complete protection.

OBJECTIVE OF THE STUDY

THE OBJECTIVE OF THE STUDY IS:

To understand The Effectiveness of Recruitment and Selection Process of

Henna Industries Pvt. Ltd. To find the Various Sources and Techniques of Recruitment and Selection

Process at Henna Industries Pvt. Ltd. To focus on Importance of Recruitment and Selection. How it helps to achieve

organizational objectives.

RECRUITMENT AND SELECTION AN INTRODUCTION

RECRUITMENT
Recruitment is the process of discovering potential applicants for actual or anticipated Organizational vacancies. It is a linking activity bringing together those with jobs and seeking jobs. It is a process to discover sources of manpower to meet the requirements of staffing schedule and to employ effective selection of efficient working force. Once the required number and kind of human resource are determined, the management has to find the places where required human resource are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs

The Recruitment Process Has Following Objectives: To attract people with multi-dimensional skills and experience that suits the present and future organizational strategies, To induct outsiders with a new perspective to lead the company, To infuse fresh blood at all levels of the organization, To develop an organizational culture that attracts competent people to the company, To search or head hunt/head pouch people whose skills fit the companys values, To devise methodologies for assessing psychological traits, To seek out non-conventional development grounds of talent, To search for talent globally and not just within the company, To anticipate and find people for positions that does not exist yet, Generate a large pool of applicants.

` Providing enough information for individual to self-select out of the process.

RECRUITMENT PROCESS
Process of Recruitment
Recruitment Begins with specifying the human resource requirements, initiated activities and actions to identify the possible sources from where they can be met, communicating the information about the jobs, terms and conditions and prospects they offer, and enthuse people who meet the requirements to respond to the invitation by applying for jobs. Thereafter, the selection process begins.

Recruitment In The Organization Takes Place At Three Levels.

1. 2. 3. Managerial Level Staff Level Operating Level

Sources Of Recruitment
These are the sources for recruitment for all the levels, but these are not same for all the levels. These sources are as follows: Employee Recommendation Recruitment Advertisements Placement/Recruitment Agencies Campus Recruitment Internet

1. Employee Recommendation:
One of the best sources for individuals who will perform effectively on the job is a recommendation from a current employee. An employee will rarely recommend someone unless he or she believes that the individual can perform adequately. The recommended often gives the applicant more realistic information about the job than could be conveyed through employment agencies or newspaper advertisement. This information reduces unrealistic expectations and increases job survival. As a result of these selection factors, employee referrals tends to be more acceptable applicants, to be more likely to accept an offer if one is made, and, once employed, to have a higher job survival rate. There are of course negatives attached also, recommenders may confuse friendship with job performance competence. Individual often like to have their friends join them at their place of employment for social or even economic reasons. As a result, a current employee may recommend a friend for a position without giving unbiased considered to the friends job related competence. Employee referrals may also lead to nepotism, that is, hiring individuals who are related to persons already employed by the organization. The hiring of relatives is particularly in family owned organizations.

2. RECRUITMENT ADVERTISEMENT:
Scanning job vacancy advertisements will inevitably reveal wide ranges of style, opinion and skill in recruitment advertising. The better recruitment advertising are: Recruitment advertising should be genuine in that either a vacant job actually exists or recruiters seriously intend to consider applicants for employment. A person specification should be the basis for outlining the job requirements. The description of the employing organization should be realistic, factual and clear. Job location, pay and allowances should normally be specified. 99Advertisement s should not discriminate on the grounds of sex, race, disability and membership or non-membership of a trade union, except in specific statutory

` circumstances, and although age discrimination is not unlawful, this should be avoided too. Effective in recruitment advertising involves considering the following elements: -The budget freedom or constraint -Media choice -The compilation of advertising copy. -The opportunity to give a realistic job preview. -Equality of opportunity or diversity objectives. Most of these elements can be applied to other recruitment methods as well as press advertising. The recruiting organization may elect to undertake these activities independently or with the advice and support of an advertising agency.

3. Placement/Recruitment Agencies:
Employment agencies and recruitment agencies and recruitment consultancies have a profit motive and provide a wide range of services in returns for fees. The services include: Supplying temporary workers (agency staff) to accommodate peaks and troughs in work or to cover employee absence. Attracting, pre-selecting and referring candidates for permanent positions. Seeking out candidates (head hunting) and maintaining a register for specialist, professional, management, executive or technical positions. Providing training and development opportunities for individuals to make them more attractive to employers. The use of employment agencies is the externalization of elements of the recruitment and selection system, including some administrative tasks, candidates attraction and preselection criteria. Success depends on a precise specification of requirements by the employer and the ability of agency.

Certain categories of employment, for e.g. executive secretaries or information technology specialists, have a traditional of being recruited through agencies or consultants through the network of contacts. Employee agencies and recruitment consultancies, by having greater access to persons in employment, certain advantages over job centers.

4. Campus Recruitment:
Campus recruiting serves as a major source of management/professional/technical talent for organizations. But college recruiting also serves other functions. Many companies recruits at colleges even when they have very few positions to fill. There are many reasons for doing this. For that is recruiting at prestigious colleges may be the part of companys image, or the employer may wish to remain a familiar name to people who may be potential employees/customers. Also, information exchanged by recruiters and college placement officers keeps the company information as to competitors, and so on.

Campus Recruiting Is Multistage:

1. The first stage is choosing colleges at which to recruit. Smaller organizations are more likely to recruit only at regional or local colleges, but the positions to be filled also make a difference in selecting schools. For e.g. professionals like engineers, accountants etc. are usually recruited nationally and most intensively at the specialized and the most reputable colleges, while sales personnels may be recruited nationally or regionally; depending on the needs and resources of the enterprise. 2. The second stage of college recruiting is attracting students to sign up (apply) for

interviews with the organizations recruiter. It is said that the nature of the work done by the organization is an important factor in students decision to signup for an interview. 3. The third stage in college recruiting is inviting candidates to the enterprise site, to

be evaluated by the department in which the position exists and to receive further job information. This visit is followed by the decision by the enterprise to extend job offers.

CAMPUS RECRUITMENT PROCESS

STUDENT
STUDENTS SIGN FOR INTERVIEW

RECRUITER

OPERATING EXECUTIVE

RECRUITER CONTECTS STUDENTS

INTERVIEWS STUDENT

RANKS STUDENTS

RANKS STUDENTS

RECOMMENDS SITE VISIT

STUDENT VISIT SITE

INVITES STUDENTS TO SITE VISIT INTERVIEW, ENTERTAIN

STUDENT WAITS

ENTERTAINS

CONFERS STUDENT COMPARE OFFERS AND ACCEPTS OFFERS

DESIDES TO MAKE OFFER STUDENT GOES TO WORK

END

5. Internet:
The Internet is dramatically changing the world in which we live. The very definition of community now includes those individuals that maintain common interests and are linked to one another via this endless web of wires, modems, and hard disks.

World Wide Web. The World Wide Web (WWW) covers the same wires and hardware. What has made the WWW so popular is that it allows for the data found on the internet to be presented and linked in a more attractive and user friendly fashion.

Searching for candidates using WWW Search Engines. The difficulty in finding potential candidates using the World Wide Web is not because there is too little information found on the web but, rather, because there is too much. The recruiter must sort through a great deal of chaff prior to finding any wheat. The broadest sweep of the information on WWW can be achieved using one of the Webs search engines. Search engines index the information on the web either by performing periodic automated search documenting what is found at the end of each strand of the Web or by indexing information that has been submitted for inclusion in their database. By choosing the appropriate words, the search engine will point the recruiter to potential links related to those words. Clearly, until the recruiter has become quite adept at using the various search engines this would not be the best place to spend your time in your applicant sourcing. Searching for applicants by placing the posting on WWW career sites. Job hunters that are Internet savvy but are not necessarily seeking an opportunity at your company will perform regular searches at one or more of the Internets career search sites. These companies, as well as other similar ones, will assist you in advertising vacancies on the web, for a fee. Many are professional advertising firms that can assist you with the development of your entire advertising campaign.

Many e-mail packages now allow the reader to click on the URL within an e-mail message and automatically be taken to that site via their WWW.browser. Can technology and specifically the Internet assist you in finding the right candidate? The answer is clearly yes. Internet technology should be used in conjunction with more common methods of sourcing for qualified applicants. Gaining a comfort level utilizing this technology will be critical for your organizations success.

Recruitment of Workers -The Need For Competency Mapping At The Shop floor
Workmen recruitment continues to be low profile, despite its acknowledged importance. It is time now to revisit the same and employ competency mapping as a tool for all workmen recruitment decisions as well.

Many organizations have begun calling their workers as team technicians, first line executives with a view to pull to pull down this ever existence perceptible manager worker divide. Many organizations employ written test as a mandatory tool for selection. But the reality is that many of the test, much to an organizations dismay are not tested for their content (what the job requires) or context (the situation or environment in which a job is done) validity. Written tests as a tool for selection will be a misnomer unless it tests the requisite knowledge and skill of the job. Skills for a job say that of a mechanic can be tested only when a candidate is asked to operate a lathe machine or design job. Therefore written tests and interviews, in it are not foolproof methods of selection for all kind of jobs.

Questions raised at this level:

Why should we go for competency mapping for workmen recruitment decisions? Is the competency mapping or profiling required for all types of workmen recruitment? Is it cost effective? Is it just yet another old wine in new bottle?

The answer lies in ascertaining the quality of human resource acquired through the current recruitment systems, which you need to do yourself and decide on what would you ideally like your workmen to possess. The recruitment managers are looking for recruitment model, which is efficacious, yet scientific, which shall fulfill the current and future competencies required qualitatively and yet effectively. The recruitment manager should, therefore, first identify those skilled jobs, which are technical in nature and which can be easily filled up with employment of traditional tools like simple generic IQ tests or interviews only. These jobs would necessarily encompass that of machine operators, machines, fitters, electricians and turners etc., which call for a competency profiling. Workmen recruiters should develop a matrix with the aid of internal resources like the line managers, engineers, machine manufacturers, and technical institutes. Polytechnics and it is while developing competency matrix, sufficient care should be taken to update competencies to cater to the future demands of the industry and the organization in particular.

` Apart from securing top management commitment and support, a genuine attempt needs to be made to seek concurrence of concerned functional managers before flagging off. Once the line managers agree upon the competencies, the next task would be to design an appropriate battery of tools to measure the identified competencies. Written test-with an intent and validity check measure a candidates knowledge required for a job. Testing required skills in a simulated environment. Personal interview checking for behavior competencies and the culture match of candidate. The recruitment framework appears to be simple, but whether an organization is prepared for such an event grade model will depend on how much it values human potential and the competitive advantages they provide to the organization.

Different level competencies

Managerial level
Result orientation Customer focus Decision-making Leadership Managing change Strategic thinking Entrepreneurial thinking Conflict management

Staff level
Communication Team Work Problem solving Planning & organizing Decision-making Networking & relationship building

Worker level
General ability Intelligence and memory Overall personality

Constraints on Recruitment
Recruitment does not proceed precisely according to need. There are important environmental constraints, both internal and external to the organization that must be considered. These constraints may be roughly categorized as social systems constraints, financial constraints and legal constraints.

1. Social System Constraints

Organizations being made of people are really social systems that have values, attitude, and norms: prevailing ideas with respect to appropriate behavior, and expectations that most people will behave accordingly. They identify all special systems, making each one distinguishable from the others. Focusing on sources that embody the organizational value system significantly restricts recruitment freedom but better ensures that the organization will get the right organization from people who are recruited.

Another factor is the organizations self concept. Particularly relevant is the idea of elitism. Organizations that feel that they are the best recruit only those who are best. While such restrictive recruitment practices accomplish approximately what is indented, they also foreclose the opportunity of hiring excellent people, sometimes better for the organization, who have not had the opportunity to matriculate at the elite universities. Furthermore, by forecasting the opportunity to infuse new values and attitude by way of new and different sources of recruits, the organization is in jeopardy of becoming sterile and inbred.

2.Financial Constraints
Recruiting like so many other activities is not blessed with infinite financial resource. As important for the organizations future as the recruiting function may be, it still has to operate within a limited budget. As a consequence, organizations may limit themselves to narrow geographical areas, few on site visitations of recruits, recruiter visitation to relatively few college campuses, and so forth. One of the biggest constraints is the limitation placed on the recruiting staff itself.

3. Legal Constraints:
Laws have become increasingly restrictive with respect to an organizations ability to recruit. The laws all have been intended to protect various segments of the population from capricious, arbitrary, and pre judicious hiring practices. This they have done. Indeed they have opened many doors for groups subject to unfair discrimination, such as women and minorities. Laws, however, being themselves restrictive by definition, limit the organizations recruitment behavior in both intended and unintended ways. For most part, compliance means establishing new recruitment networks and seeking out new sources of potential employees. Furthermore, in the pursuit of the affirmative action goals and timetables, two things happen. First, recruitment must be concerned in the protected groups, and more of these people are sought out to redress past imbalances.

` This practice is called selective recruitment and may lead to perceptions of reverse discrimination even when such discrimination does not exist. Second, sometimes less qualified people are hired solely to meet the goals and timetables of affirmative action plans. Indeed the affirmative action plans are established to increase the representation of any given protected group, which means that some people will be hired solely on the basis of belonging to a protected group and they may not have the necessary skills for the job. Each of these unintended effects has a significant impact on the recruiting decision.

SELECTION
Selection is the procedure to assess applicants against the criteria established in the job description in order to predict which job applicant will be successful when hired. The main aim of selection process is to match the employed with the job. Thus, an effective and efficient selection aim is to touch the ideal mark in person role match. After identifying the source of human resources, searching for perspective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at the right time. The obvious guiding policy in selection is the intention to choose the best qualified and suitable job candidate for each unfilled job.

Objective Of Selection Process:

An efficient selection process aims to achieve the following: To predict which job applicant would be successful if hired. To informs and sells the candidate on the job and organization. To find the most suitable human resource for the organization, it ultimately helps the organization to achieve the objectives of the organization.

The Selection Instruments:

1. RESUME/ BIO-DATA/ APPLICATION FORMS

(OWNS) has defined bio-data as: Scored biographical data which are objective or scorable items of information provided by an individual or previous experience (demographic, experimental, attitudinal,) which can be presumed or demonstrated to be related to personality structure, personal adjustment, or success in social, educational or occupational pursuits. Bio data are most useful when a large number of applicants are received for a limited number of posts. Cut off scores can then be determined, based on previous experience. The scores would indicate who should be accepted for the next stage of the selection process and who should be rejected, but they would allow for some possible candidates to be held until the final cut off score can be fixed, after the first batch of applicants have been screened. Bio-data criteria and predictors are selected by job analysis, which produces a list of competencies. The validity of these items as predictors and the waiting to be given them are established by analyzing the bio-data of existing employees who are grouped into high or low performers. The weighting could be decided by establishing the percentage in each group whose bio-data relate to a level of achievement for a particular item. Bio-data questionnaire and scoring keys are usually developed for specific jobs in an organization. Their validity compares well with the other selection instruments, but they need to be developed and validated with great care and they are only applicable when large groups of applicants have to be screened.

2.

REFERANCE CHECKING

Reference information is another input to the selection process, which supplements the impression gained from interview applicants and test results. The more we can learn about a prospective employee, the better we can ascertain his compatibility with a new job and a new company. The reports we receive may alert us to incompetence, personality difficulties, and undesirable personal habits and a host of other reasons for disqualifying an applicant.

The Field Investigation

The field investigation is the most thorough and time consuming of the reference checking techniques, and therefore it is costly. Because of the expenses, some companies limit its use to execute positions. Other firms however, are so convinced of its merits that they employ this approach for all perspective employees. it is the technique of choice for highly sensitive positions.

The field investigation can develop information that is virtually unobtainable by any of the other techniques. It can garner information from neighbors and coworkers that would normally be unreported. It permits the exploration of what is known as collateral sources that is friends of the friends whom the applicant gives as references.

The Mailed Enquiry

The mailed reference checks, possibly because it takes little of the prospective employers time (although previous employers are often laggard about replying, is the traditional, and most frequently employed technique. The mailed inquiry is relatively inexpensive, but it has several disadvantages. The most important of these is peoples reluctance to put derogatory information in writing. Further, the mailed inquiry is a slow medium when employment decisions must be made rapidly and, as is all too frequently

` the case, the request for information is not even answered, which entails additional follow up.

The Reference Training Check

Represents the optimum combination of the techniques. In speed, it betters the fax, in accuracy, it exceeds the mailing enquiry; in depth, it approaches the field approach. In the final analysis, reference checks is an interpretive skills which requires the personnel manager to bring forth his best talents in determining the authenticity of the information received, as the weight this information shall bring to bear in the overall selection process.

3.

STRUCTURED INTERVIEW

In structured interview, the interviewer establishes the purposes of the interview at the very beginning and then, through a series of specific questions, guides the interview along towards its conclusion. The interviewer should be in control of the process from start to finish and should make sure all of the topics on agenda are covered to his or her satisfaction. To expedite the process, the interviewer that has been filled out in detail, so that he/she can ask questions with respect to any issue on that applicant blank (or CV) and at the same time not to be the repetitive. It is wasteful to duplicate substantially information contained in documents the interviewer already has. The framework of a structures interview is provided by a competency analysis, which will produce data on what is needed in terms of knowledge, skills and behaviors. Questions are then framed to elicit on the extent to which the candidate meets the specified requirements. The answer provided by interviewees is then assessed by means of specially developed scales. A behavioral approach will include focused questioned on how the candidate would behave I situations, which have been identified as critical to effective job performance. A typical interview may include about ten pre-prepared situational questions. It was noted that the interviews using this technique produced reasonably reliable and consistent assessments.

4.

Unstructured Interview

The unstructured interview, though organized around an agenda is much freer flowing and allows both the interviewer and the interviewee an opportunity to pursue promising avenues. The interviewer may begin the interview in a general way to set the stage and put the interview at ease. Then the interviewer would ask a question designed to allow the interviewee to explore in an as much depth is possible. The unstructured interview provides the flexibility and richness, and it gives the interview real opportunity to open up and explain things in his own words. It also gives the interviewee a chance to express himself. While the unstructured interview offers flexibility and richness, it may become rambling and unfocused. In the hands of an unskilled interviewer, it may miss many essential many essential points and then run out of time before those points can be captured. The structured interview, in contrast, has a definite focus and progressions from point to point. What it lacks in richness and flexibility, it makes up for comprehensiveness and efficiency. Normally, with a skilled interviewer some combination of the structured and unstructured is used according to explicit purpose of the interview.

5. PSYCHOMETRIC TESTING
Psychological tests are carefully chosen, systematic and standardized procedures for evoking a sample of responses from a candidate, which can be used to assess one or more of their psychological characteristics by comparing the results with those of a representative sample of an appropriate population. Psychometric testing is generally used as a term, which encompasses all forms of physiological assessment. There are five broad categories:

1. Attainment tests: measure current levels of knowledge or skill. 2. General intelligence tests: Measure overall intellectual capacity for thinking and reasoning. 3. Specific cognitive ability tests: measure verbal reasoning or numerical reasoning or manual special ability. 4. Trainability tests: Measure responsiveness to instruction or training and seek to assess learning potential and rate of response in relation to specific tasks or activities. 5. Personality questionnaire: Aim to infer relatively enduring individual characteristics and traits. In the case of properly validated attainment, general intelligence, cognitive ability and trainability tests there is a general acceptance that the measurement outputs can be related to specific jobs, and a appropriately chosen and used, there is little contention that they are able to provide useful information for selection decisions. The assessment of personality provides much more fertile ground for controversy.

VARIOUS DEPARTMENTS OF THE HENNA INDUSTRIES PVT. LTD.

The Whole Organization Is Composed of Six Departments: Production Department. Quality Assurance Department. Purchase Department. Materials Department. Human Resource Department. Export

` Finance Department. Marketing.

1. Production Department
The production department is designed in the following manner: At level 1, there is a DEPUTY GENERAL MANAGER (Manufacturing) At level 2, there is a DEPUTY MANAGER (Manufacturing) who is under the deputy general manager (mfg) At level 3, there are two ASSISTANT MANAGER (manufacturing) who is under the deputy general manager (mfg) At level 4, there are ten ENGINEERS (Manufacturing) who is under the deputy general manager (mfg) At level 5, there are eight STAFF (Manufacturing), which are under the deputy general manager (mfg) At level 6, there are seventeen WORKERS (Manufacturing), which are under the deputy general manager (mfg)

2. Quality Assurance Department

At level 1, there is a DEPUTY GENERAL MANAGER (Q.A.) At level 2, there is a GENERAL MANAGER (Q.A.) At level 3, there are six EXECUTIVES (Q.A.) At level 4, there are eight INSPECTORS (Q.A.)

` At level 5, there are three CHECKERS (Q.A.)

3. Purchase Department
At Level 1, There Is A MANAGER. At Level 2, There Are Two ASSISTANT MANAGERS. At Level 3, There Are Two EXECUTIVES 4. MATERIAL DEPARTMENT At level 1 there is an ASSISTANT MANAGER. At level 2 there are two EXECUTIVES. At level 3 there are three ASSISTANTS.

5. HUMAN RESOURCE DEPARTMENT

At level 1 there is a SENIOR MANAGER. At level 2 there is a MANAGER. At level 3 there are three EXECUTIVES.

6. EXPORT DEPARTMENT
At level 1 there is a SENIOR MANAGER (EXPORT). At level 2 there is a ASSISTEMENT MANAGER (EXPORT). At level 3 there are three EXECUTIVES (EXPORT).

7. FINANCE DEPARTMENT
At level 1 there is a COMPANY SECRETARY. At level 2 there are three EXECUTIVES. At level 3 there is one SECRETARY.

At level 4 there is an ASSISTANT. 8. MARKETING DEPARTMENT At level 1, there is a DY.MANAGER. At level 2, there is ASSISTANT MANAGER. At level 3, there are three EXECUTIVES.

SYSTEMATIC RECRUITMENT AND SELECTION MODEL

DECIDE TO USE ACQUIRE THE RECRUITMENT RECRUTIMENT AND SELECTION RESOURCES AND SELECTION

ANALYSE THE JOB TO BE FILLED

CHOOSE THE RECRUITMENT METHOD

USE RECRUITMENT METHOD

VALIDATION OF RECRUITMENT
PRESELECT IF NECESSARY

VALIDATION OF SELECTION CHOOSE

SELECTION METHOD

USE SELECTION METHOD

MONITER JOB PERFORMANCE

MATCH ACCEPTENCE TO VACENCIES

MAKE DECISION (OFFER)

Research Methodology
Research is the manipulation of things, concepts or symbols of generalizing to extend, correct, or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art.

- D.Slesinger & M.Stephension.

Research Design:
The research design adopted by me was descriptive research or study, the main purpose of this research is description of the state of affairs as it exists at present i.e. report can only be made on what has happened or what is happening.

Methods Of Data Collection Primary Data

Primary data source is that information which is collected for the first hand and afresh. Personal interviews, observations, survey, questionnaire were the main tool for the collection of primary data in my project.

Secondary Data
Secondary data are those which have already been collected by someone else and which have already been passed through statistical process. Records, reports and manual of the organization were the main tool of secondary data.

Research Statement
To study the recruitment and selection process taken under by JBM Auto components limited. The research methodology adopted by me consist of survey of various employees and result is shown in the bar diagram. The research methodology also represents the interference of each and every diagram at the end of its page. The interference provides with aggregate results along with individual interface.

Analysis
A)Views Of The Top Management
The organization JBM Auto components limited. Has strong adherence to its Business Framework, which is reviewed on an annual basis. Its focus on key people oriented process is deep rooted in its quest for acquiring the world-class people. GOAL: World-class people Attract, develop and maintain a diverse team of motivated and talented individuals working in an environment that fosters accomplishment, ownership, creativity and mutual respect and which results in JBMA being the employer of choice in each market. Key Result Areas (with respect to recruitment and staffing) Attract retain and motivate high performing people while maximizing training/development to ensure our people have the competencies and skills necessary to achieve business goals. The discussion with the members of top management gave the picture of its true commitment to the total process of recruitment and pursuit to acquire best people and best competencies. Employee talent as defined by the top management was evidently seen in the competence of employees and constituted by knowledge, skills and abilities. The organization in pursuit of talent would make the candidates aware of existing culture where involvement, empowerment and ownership speak loud and clear. The top management rates the importance of recruitment of 6.5-7.5 on a scale of 10 just

` emphasizing the fact that how critical it is to have the best people with the best competencies in order to run your business in the best possible manner. The competencies generally sought after in an prospective employee are not only his core competencies but also his job specific competencies. It is generally looks for people whose competencies are constantly being upgraded in the rapidly changing industrial scenario where the competition is not only fierce but also endangers the very survival of your business.

B) Customer Supplier Agreement

This agreement is between the organizations different functional departments to satisfy each others requirements in terms of human resources. The agreement depicts below is between Manufacturing and human resource department.

The Element of Agreement Services from HR to Manufacturing

OBJECTIVE

KEY ACTIVITES

AGREED LEVELS OF PERFORMANCE

STAFFING: Attract, retain and motivate Provide complete selection High performing people in all areas of services for pay roll employee Our Business to achieve organizational/ and temporary Workmen. Unit goals Provide initial induction and Awareness of mission and values 100% of and training programs employees within one week of joining Develop & administer the Mfg. Facilitate identification Of low performers and Manage Maintain competency based Maintain/improve batch strength index Separation to be managed without creating employee relations issue. update records regularly.

C) ANALYSIS MANAGERIAL RECRUTIMENT

The Recruitment Procedure for managers is centralized and is carried out from the corporate headquarters. Starting with the allocation of manpower budget, the manpower requisition is invited from the concerned departments and the rest of the process is described in the coming page: -

PROCESS OF RECRUITMENT MANAGERS

REQUISITIONFROM THE DEPERTMENT HEAD CORPRATE HR DEPARTMENT APPOINTMENT CONSULTANTS (provided with the information like Job description, salary details, and placement, reporting relationship ) FORWARDS DATAS TO HR DEPT. SHORT LISTING BY HR DEPT. PRELIMINARY INTERVIEWS BY HR DEPT. PERSONAL DATA FORM/ INTERVIEW SHEET SELECTED CANDIDATES DEPARTMENT HEAD CONDUCTS 2ND ROUND OF INTERVIEW FINAL SCREENING (APPROVAL BY THE MD) CANDIDATE OFFERED THE OFFER LETTER

1. The analysis is based on the responses gathered from the senior managers heading the HR departments at all the factory locations by the means of questionnaire (effective Recruitment Strategy to acquire managerial Talent). The recruitment procedure for managerial level is centralized and is coordinated from the corporate headquarters and is found to be well communicated all across the organization and the levels. 2. Organization engages itself in increasing awareness about the employment opportunities in the organization in the form of (a) sponsoring work-study programs like summer internships and other apprenticeships, (b) interaction with the educational institutions like business schools, engineering colleges, ITIs and graduate colleges. 3. The organization does not make any special efforts in utilizing its existing employees/ customers/ vendors or clients as its possible recruiting media. 4. The organization also doesnt use Internet as a recruitment source for the managerial level. 5. Normal time frame involved in the recruitment process is normally 2-3 months and is dependent on the level or position sought for. 6. The job specification is clear for each vacancy created. 7. The candidates are kept informed of their progress after every stage of recruitment process.

8. The result is communicated to the selected candidate after the final selection procedure immediately. The organization does not believe in keeping the candidates waiting for long. 9. The organization believes in disclosing many details to the candidates during the recruitment process like: Companys products/areas of business operations. Job profile. Companys work environment / culture Organizational Structure / reporting relationships. Salary package (incl. Benefits.) Final placement of the selected candidates. 1. The organization primarily uses the following selection devices: Structured application blank Structured interview Resumes Reference checking 2. The organization primarily uses the following sources of recruitment. Employee Referrals Direct Applications Campus recruitment Private placement agencies 3. The organization generally looks for essential competencies like Leadership, Flexibility/Mobility, Dealing with change, problem solving/ Reasoning,

` creativity/ innovation, communication skills, interpersonal/Team skills, Business negotiation skills in addition to job specific competencies which are need based.

4. The interview panel is constituted by Representatives of op management Head of particular department Human resource manager. 5. The interviews are generally a combination of both structured and unstructured interviews. 6. The interview panel is provided with a standardized evaluation form. 7. The responsibility of maintaining the transparency of the whole recruitment process lies with the HR department where it maintains records of every stage of recruitment process. The documents maintained by are: - previous experience certificates, reference, last salary certificates, proof of past achievements, and date of birth certificates. All the above documents are maintained in the employees personal file along with the personal data form and the interview evaluation sheet. These records are available for ready reference in the future. 8. The organization provides realistic job previews (like the nature of duties to be performed) to the candidates before offering the job. 9. The appointment letter is given to the selected candidates almost immediately. 10. The selected candidate undergoes his induction program immediately within a week of joining the organization.

D) ANALYSES RECRUITMENT OF WORKMEN

The analysis is based on the responses based from senior managers, assistant managers and HR officers who are involved in the recruitment process at all locations. 1. The Recruitment Strategy followed for recruiting workmen category of employees is: The workers are recruited first on a temporary basis for duration of 6 months on recommendation from the concerned departmental head. The minimum educational qualification for the entire category of workers (unskilled, semiskilled and skilled) is matriculation. The temporary workers are given a break after six months of work at the factory. On seeing their performance, for over 36 months or so, they are confirmed. 2. The procedure for recruiting workers is centralized and is taken care of the HR department at each factory separately.
PROCEDURE FOR RECRUITNING OF WORKERS. MANPOWER REQUITION FROM THE CONCERNED DEPARTMENT IF WITHIN MANPOWER BUDGET

NO APPROVAL FROM VP-MFG

YES
INITIAL SCREENING BY HR DEPARTMENT

SHORLISTED CANDIDATES FORDARDED TO FACTORY MANAGER FOR FINAL SCREENING

3. Primarily the HR department carries out the recruitment of workers. 4. The recruitment is based on production targets. 5. The managers have expressed that the detailed job specification would be difficult for unskilled positions. 6. The primary sources of recruitment are Employee referrals/ word of mouth Direct Applications/ Gate hiring Through wanted notices at the premises Private professional manpower suppliers

7. The HR manager, factory manager, constitutes the selection panel. 8. The competencies generally looked for are: Technical skills, work orientation (attitude towards work), learning attitude/trainability, honesty, minimum educational qualification. 9. The documents asked from the candidates during the recruitment process: educational qualification certificates, certificates of special training undergone and birth certificate. 10. The responsibility of the total recruitment procedure lies with the HR department where it maintains record of every stage of recruitment. The documents maintained are: Employment form

` Application blank Reference letter DOB certificate Qualification certificate

All the above documents are maintained in the personal files, which are available for ready, reference in future. 11. There is widespread opinion in the HR department of the organization to develop a competency mapping for workman recruitment decisions. Although it is considered that the competency mapping is appropriate only skilled and permanent vacancies in the workman category. 12. There were suggestions regarding the recruitment of workers testing them on reasoning and general awareness.

Limitations
Following Limitations faced by me during the Study of the Project as: 1. Time Limitations 2. Unavailability Of Proper Material 3. Lack Of Guidance 4. Organisational Restrictions 5. Lack Of Responsiveness By The Employees Towards The Questionnaire

An Explanation of the Above:TIME LIMITATION

The time was a limitation during completion of the report. The time was not enough to cover all the points about the topic. Also it was a tough job to understand all the recruitment and selection in this short period. It brings the eagerness in completion of the report. The time raise as a big difficulty in the preparation of the report. This time limitation enables to better understanding the policies of the company.

Unavailability Of Proper Material

The lack of proper material was also a limitation when developing the report. There was not adequate availability of material in developing the report. Some of the material available was not too relevant. The material available was not sufficient. The library was not able to provide the best material.

Lack Of Guidance
There was lack of guidance at some of the stages when preparing the report. The supervisors sometimes were not able to give proper guidance because of his own job responsibilities. So it was a little lack of guidance.

Organisational Restrictions
There were restrictions on the supervisor and on the respondents to very much clear all the policy and process of the recruitment and selection process. No organization discloses all the recruitment and selection policy to the outsides. Nobody in the organization is authorized to disclose all the policies it is because of some certain principles made by the top management of the organization.

Lack Of Responsiveness By The Employees Towards The Questionnaire

There was lack of responsiveness by the employees towards the questionnaire. Some of them were not able to provide the responses in a right way. Some of them were not able to give the best response. Some of them do not seem to be much serious about fulfilling the questionnaire.

Suggestions & Recommendations

1. The Recruitment and Selection process should not be too expensive. 2. Recruitment and Selection criteria should be clear to both: Interviewer and Interviewee. 3. Proper Measurement Techniques for measuring the skills of the candidates. 4. Recruitment sources should be increased and valuable. 5. The process of recruitment and selection should not to be too lengthy. 6. The process should work according to the objective only.

An Explanation of the above said as:The Recruitment And Selection Process Should Not Be Too Expensive.
The recruitment and the selection process is expensive it can be made less expensive. It is in favor of the organization. The expenses during the recruitment and selection process can be made less by using some specific criteria.

Recruitment And Selection Criteria Should Be Clear To Both: Interviewer And Interviewee.
The recruitment and the selection criteria should be more clear for both the interviewer and for interviewee. In some of the cases it is observed that there is lack of clarity during this process for the interviewer and for interviewee. So this type of unclear may cause difficulties in selecting the best person for the job. And this can cause difficulties in achieving the goals.

Proper Measurement Techniques For Measuring The Skills Of The Candidates.

There should be proper measurement techniques for measuring the skills of the candidates. the organization can take the candidates for testing their skills in the organization for some limited time period. If the candidates are measured well on the basis of their skills it would help the organization to achieve its goals. And if the organization would select the unskilled person it would bring negative results for the organization.

Recruitment Sources Should Be More.

The company should not be depend on some of the sources of the recruitment ,but it should increase the number of sources for recruiting and selecting the candidates. As many are the sources as more would be the pool of candidates and it would help the organization to achieve its goal and the most suitable manpower.

The Recruitment And Selection Process Should Not Be So Lengthy.

The recruitment and the selection process should not be so lengthy. Because a lengthy recruitment and the selection process results in more time consuming. And the time saving is most important in this time of globalization to survive in the competition. As much time the organization have ,more is the possibility for achieving the goals of the organization.

Conclusion
1. Talent Recruitment Strategies for high growth
Recruitment challenges for high growth companies: For high growth organizations, attracting, hiring and retaining the right talent is critical. Add the right players to your team and you have a key source of competitive advantage. Attract the wrong talent and you will have difficulty meeting your strategic goals and objectives. Your first challenge is to generate a labor pool that is large enough for you to draw on when searching for top talent. The second is to develop an effective process for screening and selecting the best candidates.

The impact of shifting population demographics on the labor pool has already been felt in some sectors of our economy. As the baby boom generation continues to age, we can acute labor shortages similar to the ones we have been experiencing with IT professionals in an increasing number of professions. The day of placing ads in the newspaper and receiving a flood of resumes from qualified applications are drawing to a close. Companies that want to ensure that they have a steady stream of applicants will have to think outside the box to broaden their repertoire of talent recruitment strategies.

2. Out of the Box Recruitment Strategies

Both long and short-term strategies will be needed to ensure effective talent recruitment.

Short term strategies will be needed to explore include:

Short auditions Job fairs Tele commuting, job sharing and part timework to tap into the female labor force. Incentives and contests for employee referrals. The use of web based resources such as job boards and job distribution services attracting media coverage and publicity by creating a unique corporate culture and environment where up and coming young professionals want to work. Increasing public exposure by making it possible for employees to participate in high profile activities even if means giving them some time off work.

Longer term strategies could might include

Giving executives and senior managers time off to become actively involved in the leadership of professionals associations or the alumni associations of universities and secondary schools from which they graduated. Giving executives and senior managers time tom broaden their network of up and coming professionals by teaching at university or community college (this can be done on a part time basis or through sabbaticals) Summer and co-op placements for high school and college students Providing scholarships for high potential high school graduates in exchange in a certain number of years of service Sponsoring tutoring and upgrading programs at elementary and secondary schools with high failure and drop out rates Partnering with local junior high and secondary schools to arrange field trips and site visit to company locations some of these strategies may seem far-fetched but the talent has to come from somewhere. If we dont the schools to grow it, it wont be there for us to buy when we need it.

Key Skills for High Growth

To be successful in high growth organizations, employees need much more than strong technical skills. They must also be able to: Embrace change Tolerate ambiguity Learn quickly Maintain constructive relationship with team members, team leaders and clients. Juggle multiple projects, tasks and priorities multi-task. It can be challenging to access how well candidates will fit your environment. We have recently emerged from long period of job shortages. Due to the intense competition that was taking place in the job market, candidates have developed strategies to present themselves favorable during traditional interviews. Many candidates receive: Assistant in designing resumes Image consulting regarding dress Coaching about how to handle typical interview questions This preparation can mask candidates deficiencies. Although interviews are the most widely used selection tool, they are not the best of on the job performance. Strategies such as assessment centers, job samples and rigorous reference checks will uncover much more reliable data. Wherever possible, these strategies should be used in conjunction with selection interviews.

The best employer fit their jobs faster than their competitors because they: Can clearly define the role they are looking to fill. Understand that they have to have a defined, workable, recruitment strategy Work hard at processing applications in the shortest possible time Communicate effectively with their candidates Understand that recruitment is a two-way process Sell the opportunities to their applicants.

AnnexureThis part of the Project Study includes the following: a) The Sample of Questionnaires being filled by the workers of the various levels of the organization. b) Sample of the List of Respondents of employees of JBM Auto Components Ltd.

Effective Recruitment Strategy for Acquiring Managerial Talent

1. What is the recruitment strategy followed for attracting best managerial talent at: a) Entry level of Managerial/Executive level b) Senior Managerial level c) At the Workmen level 2. What is the recruitment process being followed starting from HR planning, manpower requisition to the final placement of the selected candidate?

3. Who is responsible for recruitment in the organization?

` a) At the entry level of Managerial level b) At the Senior Managerial level.. c) At the Workmen level 4. How well is your recruitment strategy communicated within the organization? Are the following involved in formulating and implementing the recruitment strategy apart from the HR department? a) Line Managers b) Heads of different departments c) Representatives of top management 5. Is your recruitment procedure; Centralized Decentralized

6. What are the methods do you adopt in increasing awareness about employment opportunities in the organization? a) b) Sponsor work0study programs (like summer training, apprenticeship etc.) Tie up with educational institutes like -Business Schools -Engineering Colleges -ITI (Industrial Training Institutes) -Graduate Colleges -Polytechnics 7. How do you utilize your existing employees/ customers/ vendors/ clients as possible recruiting media? a) Turn your bets performers as headhunters for your business. b) Create awareness among your customers about your companys employment opportunities. c) Adopt a continual recruitment in the form of -Employee Hotline -Internet career posting on the companys web site 8. Normal time frame involved in the recruitment process?

` a) Less than 1 week b) 1 week c) 2 weeks d) More than 2 weeks 9. Is the job specification clear for each vacancy created? YES NO

10. Do you keep candidates informed of their progress, after every stage of recruitment process? YES NO

11. When is the result communicated to the selected candidate after the final selection procedure? a) Immediately b) Within a week c) 2 Weeks d) More than 2 weeks 12. What information do you disclose to the candidate during the recruitment process? a) Companys products/ areas of business operations. b) Job Profile c) Companys work environment/culture d) Organizational Structure/ reporting relationships. e) Career advancement opportunities. f) Training & Development Programs g) Salary package (incl. Benefits) h) Final placement of the selected candidate.

13. What are your sources of recruitment? a) Employee Referrals b) Direct Applications c) Internet d) Campus Recruitment e) Private Placement Agencies f) Advertisements in Newspapers g) Relationship Recruiting 14. What are selection devices being used? a) Structured Application Blanks b) Structured Interviews c) Written Tests d) Assessment Centers e) Resumes f) Personality Tests g) Psychometric Tests h) Reference Checking 15. What are the competencies does the organization generally look for in candidates? a) Leadership b) Flexibility/ Mobility c) Dealing with change

` d) Problem solving/ Reasoning e) Creativity/ Innovation f) Communication skills g) Interpersonal/ Team skills h) Business Negotiation skills 16. Who all constitute the interview panel? a) Representative of top management b) Head of the Particular Department c) Human Resource Manager 17. What types of interviews are conducted? a) Structured Interviews b) Unstructured Interviews c) A combination of both 18. Is the interview panel provided with the standardized evaluation forms? YES NO

19. How explicit is your offer letter, does it give full details of salary, benefits, leaves entitled etc. of the company? YES NO

20. Does the organization provide Realistic Job Previews (like the nature of duties to be performed) to the candidates before offering the job? YES NO

21. Within how many days of joining, does the new candidate undergo his induction program? a) Within a week b) 2 Weeks

` c) More than 2 weeks

EFFECTIVE RECRUITMENT STRATEGY FOR ACQUIREING WORKMAN TALENT

1. What is the recruitment strategy followed for recruiting Workman Category of employees? . .. . 1. What is the recruitment process followed while recruiting workers starting from manpower requisition to the final placement of the workers?

2. Who is responsible for recruitment workers? a) Factory manager at each location b) Department Head c) HR department 4. Is the recruitment based on production target? YES NO

5. Normal time frame involved in the recruitment process? a) Less than 1 week

` b) 1 week c) 2 weeks d) More than 2 weeks 6. Is the job specification clear for every vacancy created? YES NO

What are the sources of recruitment? a. Employee recommendations b. Direct applications c. Government employ exchange d. Advertisement in newspapers e. Campus recruitment f. Placement/recruitment agencies g. Private labor contractors 7. What are the selection tools used? a) Structured interview b) Skill tests c) Reference checking d) Psychological testing e) Basic computer skills 8. Is the recruitment and selection process in more expensive and time consuming? YES NO

9. Is the recruitment and selection process is able to find the most suitable manpower?

` YES NO

10. What information is disclosed to the candidate during the recruitment process? a) Job profile b) Salary package c) Training initiatives d) Companys area of operation e) Reporting relationship f) Companys product/services

11. What are the documents asked for, from the candidates during the recruitment process? a) Educational qualification certificate b) Reference letters c) Certificates of special training undergone d) Diploma certificates of skilled possessed e) Birth certificate 12. How transparent is the recruitment procedure? a) Record of every stage of recruitment is maintained b) What are the documents which are kept as a record During the recruitment process?

c) Record are available for ready reference in future d) Record is maintained by

13. Are you of the opinion that it is necessary for the organization to develop a competency mapping for workman recruitment decisions? YES 1. NO

Do you think competency mapping or profiling is required for all categories of workmen? YES NO

2. If Yes, please mention which categories of workmen need competency mapping? 3. What is selection tools being used for the following category of workers? a) Skilled . b) Semi-Skilled . c) Unskilled 17. Are the workers given any induction training on joining? YES NO

18. If yes, then within how many days of joining and by whom? a) Immediately by his immediate superior b) With in a Week by the HR department c) 1 week by his superior or the concerned Head of Department

List of Respondents
NAME MR. RAJESH GUPTA MR. MONIK RANA MR. SEEMA THAPAR MR. GAURAV KUMAR MR. SATISH KAPASIA MR. KIRPAL DUTT TIWARI MR. VIKAS AGARWAL MR. RAM GOPAL SHARMA MR. RAJESH NAUTIYAL MR.DEVENDER KUMAR DESIGNATION Senior Manager (P & A) Manager (P & A) Senior Executive (HRD) Executive (HRD) Executive (P & A) Manager (M & S) Assistant Manager (MATERIALS) Assistant Manager (PLANT ENGG.) Dy. Manager (Mfg) Assistant Manager (MARKETING)

Bibliography

Books & Magazines Referred: Personnel-A diagnosis Approach (William E. Glueck) Management & Organization (J.Clifton) Human Capital (Punita Malhotra) A Handbook of Management Techniques (M.Armstrong)

Websites Referred: www. indiahenna.Com www. Google.com www. hrcite.com www. Vivasto.com