PROJECT REPORT

ON
RECRUITMENT & SELECTION PROCESS AT
GENERAL MOTORS INDIA PVT LTD.

SUBMITTED BY:
HASHEEN ARORA
ENROLLMENT NO. 1121001491

SUBMITTED TO:

INSTITUTE OF MANAGEMENT TECHNOLOGY

CENTRE FOR DISTANCE LEARNING
GHAZIABAD

TABLE OF CONTENTS
Page No.
PREFACE

ACKNOWLEDGMENT

CHAPTER-1 INTRODUCTION

CHAPTER-2 REVIEW OF LITERATURE

CHAPTER-3 SAMPLING, DATA COLLECTION

AND TOOLS OF ANALYSIS

21

CHAPTER-4 RESULTS AND DISCUSSION

30

CHAPTER-5 BIBLIOGRAPHY

35

CHAPTER-6 LIMITATIONS OF STUDY

37

ANNEXURE

61

PROFORMA

67

1. Photocopy Of approved synopsis.

68

2. Photocopy of identity card issued by IMT CDL.

72

3. Acknowledgement letter and resume from Project Guide

73

PREFACE
The purpose of my research report was to learn the practical application of Recruitment and Selection
Process and its importance in General motors along with the HR policies of General motors which
prides itself to be the market leader.
While carrying out the study I have gained a good amount of knowledge and insights of how HR
department works but I have touched the tip of iceberg. There was more to learn but due to constraint
of time it was not possible. The HRD manager has to work with the missionary spirit. Unlike many
roles in an organization where tangible short- term benefits can be obtained, it is difficult for HRD
functionary to demonstrate any tangible short- term accomplishment. Yet HRD managers are tempted
to show to the top management, line manager and themselves that they are making things happen
through training program, recruitment& selection
.
In General motors a meticulously natural team stands at the very heart of the group. 4,000 Personnel
evince perfect camaraderie. A steadfast dedication to qualify an attainment of maximum team
potential is the touchstones of the company.
The company is engaged in constant learning process through intensive selection and training
program. Indeed, the aspiration is to shape a winning team of self motivated, empowered,
professionals with knowledge and confidence to take independent decision. General motors
recognizes each employees individuality, ability and efforts and also applauds for their contribution
to the success of the group.

ACKNOWLEDGEMENT LETTER FROM GUIDE

This is to acknowledge that project report entitled Recruitment & Selection At General Motors
Pvt Ltd has been successfully completed by HASHEER ARORA for the award of degree in
PGDBM from IMTCDL, Ghaziabad under my supervision & guidance. This report has not been
submitted earlier either to this University or to any other University/Institution for the fulfillment of
the requirement of a course of study.

Signature by Guide:

_________________________

Name of the Project Guide:

_________________________

Dated:

_________________________

CHAPTER-1 INTRODUCTION

The recruitment and selection procedure of the company determines the level of achieving
organizational goals in the long run. As per definition it is stated that which is all about selecting right
person for the right job at the right time at the best possible position. Although it sounds quite simple
but it is also not an easier job to evaluate a person with his ability and skills that may satisfy the core
competency for the job so that his degree of willingness to pursue a job becomes positive. From job
seekers prospective it is the core competencies, which matter much for a job. So it is the effective
recruitment and selection procedure, which determines not only the right candidature for a job but
also a long-term accomplishment of organizational goals.
I have chosen General motors for studying their methods of recruitment and selection function.
In the course of study I came to know that, it has the probability of achieving more than 50% of the
people to be placed for the right job, which reflects some of the unique ways for recruiting the
candidates to fill up various vacancies.
The aim of the company is to achieve overall organizational goal not only by way of fulfilling the
targeted top-line but also employee satisfaction towards various position of job to the maximum
level. This I will see as I proceed subsequently in my Research.
Basically recruiting is the discovering of potential candidates for actual or anticipated organizational
vacancies. It also can be said in another way that bringing together those with jobs to fill and those
seeking jobs.
It is important to study Recruitment and Selection because through it I can identify our human
resource needs. I can know what kind of people must be select to fill up the specified vacancies.
The ideal recruitment effort will attract a large number of qualified applicants who will take the job if
it is offered. It should also provide information so that unqualified applicants can self select
themselves out of job candidacy, that is, a good recruiting program should attract the qualified and
not attract the unqualified.
Recruiting people is done by various ways, for the study first I have to know the recruiting sources.
There are internal and external sources as well as employee referrals/recommendation.

In this Research I am studying recruitment and selection process of General motors. To find out
actual recruitment and selection process of Company is my main objective of study.
Through this kind of surveys I will be able to achieve real recruitment program of the company where
for all kinds of operational level technical qualification is needed. I also have the picture of Selection
cost of the company. It is very interesting to study recruitment and selection process as it will give me
clearer picture of the process.

SCOPE OF STUDY
The scope of study is to observe the degree of satisfaction levels of the employer as well as the
employees towards the process of recruitment and selection techniques adopted by the company. It
will also show the deviations if any, towards this affect that will be experienced in research. Apart
from getting an idea of the techniques and methods in the recruitment procedures it will also give a
close look at the insight of corporate culture prevailing out there in the organization. This would not
only help to aquanaut with the corporate environment but it would also enable to get a close look at
the various levels authority responsibility relationship prevailing in the organization. Also the
stipulated time for the research is insufficient to undergo an exhaustive study about the topic assigned
and moreover the scope of the topic (recruitment and selection) is wide enough, so it is difficult to
cover all the topic within the stipulated time.

OBJECTIVE OF THE STUDY

To do an in-depth analysis of General Motors India with special emphasis on:

To study the Recruitment and Selection process for employees at General Motors.

To know the managerial satisfaction level about recruitment and selection procedure.

To identify the improvement areas of the Human Resources Policies implemented at General
Motors and their effectiveness.

To study the work environment and select the pattern of interview, which can help out to select
the suitable employee for the organization

To give suitable recommendation to streamline the hiring process

CHAPTER - 2
REVIEW OF LITERATURE
REVIEW OF RECRUITMENT AND SELECTION
Most employers recognise the fact that their staff are their greatest asset, and the right recruitment
and induction processes are vital in ensuring that the new employee becomes effective in the shortest
time. The success of an organisation depends on having the right number of staff, with the right
skills and abilities. Organisations may have a dedicated personnel/human resource function
overseeing this process or they may devolve these responsibilities to line managers and supervisors.
Many people may be involved, and all should be aware of the principles of good practice. Even it is
essential to involve others in the task of recruitment and induction.
2.1

MANPOWER PLANNING

Manpower planning means different things to different organizations. To some companys manpower
planning means management development to others. It means estimating manpower needs, while
some other may define manpower planning as organization planning. Although the term, manpower
planning can be defined, as the process by which an organization ensures that it has the right
number of people and the right kind of people at the right places, at the time doing things for which
they are economically most useful.
Manpower Planning Involves: Manpower planning is a continuous process. In operational terms it involves the analysis of the
current and future manpower resources terms and requirement to ensure that such needs and
resources are always kept in proper balance, both in terms of quantity.

2.1.1

Need for Manpower Planning:-

All said and done, it cannot be define that the quality of manpower can be responsible for significant
difference in the short and long run performance among companies. As Ralph Besse once said,
There is nothing we can do about performance of past management or the qualification of todays
management but tomorrows management can be as good as todays manager care to make it.
Herber H Mayer has emphasized the importance of human assets and their utilization as under:
The efficient utilization of human resources may very well be the most important determiner of
success in the business world in the coming decade. I think that the companies that prosper in the
future will be those that do the best job in fully utilizing their human resources.
All organizations are basically human organizations. They need people to carry out the organizational
mission, goals and objectives. Every organization needs to recruit people .The recruitment policy
should, therefore, address itself to the key question; what are the personnel/human resource
requirement of the organization in terms of number, skills, levels etc to meet present and future needs
of production and technical and other changes planned or anticipated in the next years.
2.1.2

MEANING OF MANPOWER PLANNING

Higher education is a human resource intensive enterprise. It is not surprising, then, that recruitment
and selection of staff should be a very high priority in most if not all units and divisions of student
affairs. Recruitment and selection should include procedures directed to analyze the need and purpose
of a position, the culture of the institution, and ultimately to select and hire the person that best fits
the position.

Recruitment and selection policy should, then, be directed toward the following objectives:
Hire the right person.
Conduct a wide and extensive search of the potential position candidates.
Recruit staff members who are compatible with the college or university
environment and culture.
Hire individuals by using a model that focuses on student learning and education of the whole person.
Place individuals in positions with responsibilities that will enhance their personal development
2.2 Recruitment
Recruiters need to keep abreast of changes in the labour market to ensure that their recruitment
efforts are not wasted or directed at too small a pool of labour. Skill shortages may occur

unexpectedly and recruitment and training processes need to be kept flexible. It is a good idea for any
organisation to plan its labour force requirements, matching available supply against forecast
demand. A skills audit of existing staff will increase knowledge of the skills the organisation has
available and those which are lacking, and thus help pinpoint areas for future development. A human
resource plan need not be highly complicated. A straightforward plan will help organisations to:
assess future recruitment needs
formulate training programmes
develop promotion and career development policies
anticipate and, where possible, avoid redundancies
develop a flexible workforce to meet changing requirements
control staff costs whilst ensuring salaries remain competitive
assess future requirements for capital equipment, technology and premises.
Management is responsible for producing the human resource plan, senior management for
supporting it. Implementation is likely to be most effective if it carries the support of the workforce,
normally achieved through consultation with trade union or other employee representatives.
2.2.1

Factors Affecting Recruitment

In recruting new employees management must consider the nature of labor market, what sort of
potential labor are available and how do look for works.
The factor affecting can be summed up under the following heads:

Labor Market Boundaries:- The knowledge of the boundaries help management in

estimating the available supply of qualified personnel form, which it might recruit. A labor market
consists of a geographical area in which the forces of demand and supply interact and thus affect the
price of labor.

Available Skills:- Companies must locate the areas where they can find employees who fit
the jobs according to their skills.

Economic Condition: Economic conditions also affect recruitment. Unemployment worker

may swamp a new plan located in a depressed labor market whereas a firm trying to establish it or to
expand in an area where a few qualified workers are out of wok has quite a different recruitment
problem.

Attractiveness of the Company: The attractiveness of the company in terms of higher

wages, clean work, better fringe benefits and rapid promotions serves as influencing factor in
recruitment.

10

2.2.2

Importance of Recruitment

Recruiting people who are wrong for the organisation can lead to increased labour turnover, increased
costs for the organisation, and lowering of morale in the existing workforce. Such people are likely to
be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when
their unsuitability becomes evident. They will not offer the flexibility and commitment that many
organisations seek. Managers and supervisors will have to spend extra time on further recruitment
exercises, when what is needed in the first place is a systematic process to assess the role to be filled,
and the type of skills and Most recruitment systems will be simple, with stages that can be followed
as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the
light of experience.
This booklet describes the main features of such systems, and other related issues.
Systems should be:

efficient - cost effective in methods and sources

effective - producing enough suitable candidates without excess and ensuring the

identification of the best fitted for the job and the organisation

fair - ensuring that right through the process decisions are made on merit.

2.2.3

PROCESS OF RECRUITMENT

11

Figure # 1 Recruitment process

Recruitment Process
A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the
job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as:

has the function changed?

have work patterns, new technology or new products altered the job?

12

are there any changes anticipated which will require different, more flexible skills from the
jobholder ?

Answers to these questions should help to clarify the actual requirements of the job and how it fits
into the rest of the organisation or department. Exit interviews, or consultation with the current jobholder and colleagues may well produce good ideas about useful changes.
Recruitment begins by specifying the human resource recruitment, initiating activities and action to
identify the possible sources form where they can be met, communicating the information about the
jobs, terms and conditions and prospects they offer, and enthuse the people who meet the recruitment
to respond to the invitation by applying for jobs. Thereafter the selection process begins. The process
is as follows:
Decide on how many people you really need:If everything is being done to improve performance and still there is a gap between what the current
performance is and the goals set, then the best way is to recruit more people.

Analyzing the job:Analyzing the job is the process of assembling and studying information relating to all
a particular post. Analysis is done to find possible details about:

aspects of

Purpose: Identify the aims and objectives of job and what the employee is expected to achieve
within department and company.

Position: The job title, its position in the hierarchy and for whom it is responsible ought to be
recorded. A sample organization chart may be useful for this purpose.

Main Duties: A list of key tasks may be written out; standards that need to be reached and
maintained must also be maintained. Methods of recording, assessing and recording the key tasks
must be determined.

The work Environment: Study the physical and social environment in which the work is out
because the work environment influences the quantity and quality of work
Drafting a job description:After job analysis is done, job description is made. Job description describes the job. The job
description decides upon the exact knowledge, skill and experience needed to do the job.
Job description must be drafted around these heading:
Job title

13

 Responsible to
Responsible for
Purpose of job
Duties
Responsibility
Signature and date

Evaluation future needs

For Evaluation future needs manpower is drafting. A manpower plan evolves studying the make-up
of present work force, assessing forthcoming changes and calculating future workforce, which is
required. Manpower planning helps in devising long-term recruitment plans
2.2.4

Finding sources of recruitment:

The human resource requirement can be met from internal or external source:
Internal Sources
These refer to persons already employed in the organization. Promoting persons from lower levels
may fill up vacancies at higher levels. Shortage of manpower in one branch \ factory may be met by
transferring surplus staff from another branch \ factory. Promotion means shifting of an employee to
higher post caring greater salary, status and responsibility. On the other hand transfer refer to the
shifting an employee with salary, status and responsibility. Some time ex-employee of the
organization may be re-employed.
Advantages of Internal Sources:
1.

Filling vacancies for higher job by promoting employees from with in the organization helps
to motivate and improved the morale of the employees. This induces loyalty among them.

2.

Internal requirement has to minimize labor turnover and absenteeism. People wait for
promotion and the work force is more satisfied.

3.

Candidates working in organization do not require induction training. They are already
familiar with organization and with the people working in it.
Disadvantages of Internal Sources:

1.

There may be inbreeding, as fresh talent from outside is not obtained. Internal candidates may
not be given a new outlook and fresh ideas to business.

2.

Unsuitable candidates may not be promoted to positions of higher responsibility because the
choice is limited.

14

3.

The employees may become lethargic if they are sure of time bound promotion. There may be
infighting among those who aspires for promotion with in the organization.

4.

Internal recruitment cannot be complete method in itself. The enterprise has to resort to
external recruitment at some stage because all vacancies cannot be filled from with in organization.
External Sources
It refers to recruitment of employees from outside the organization. External sources provide wide
choice of the required number of the employees having the desired qualification. It also provides the
people with new ideas and specialized skills required to cope with new challenge and to ensure
growth of the organization. Internal competitors have to compete with the outsiders. However,
existing employees resent the policy of filling higher-level vacancies from outsiders. Moreover it is
time consuming and expensive to recruit peoples from outside. Recruitment from the outside may
create frustration among the existing employees that aspires for promotions. There is no guarantee
that the organizations will attract sufficient number of suitable candidates.
Advantages of External Sources:

1.
2.
3.

The entry of fresh talent in to the organization is encouraged. New employees bring new
ideas to the organization.
External sources provide wider sources of personnel to choose from.
Requisite type of personnel having the required qualifications, training and skill are
available from the external sources.
Disadvantages of External Sources:

1.

The enterprise can make the best selection since selection is made from among a large number
of applicants.

2.

There is a greater decoration in employer- employee relationship, resulting in industrial

strikes, unrest, and lockouts.

3.

The personnels selected from outside may suffer from the danger of adjustment to the new
work environment.

15

2.2.5

Monitoring effectiveness of recruitment

As with any work activity it is recommended that the recruitment and induction process be
reviewed for its effectiveness. If any stage of the recruitment process failed to produce the
expected result, eg if the advertising method has produced too many candidates, you may
want to examine what happened and why in order to make it more efficient in the future.
Future recruitment exercises may require modifications to the methods used - a successful
recruitment for one job does not automatically mean the same method will be as successful
again. This is particularly true if the labour market changes, with, for instance, fewer
school leavers but more mature workers being available. Recruitment and induction may
be a continuous process in your organisation, necessitating more or less constant
monitoring.Monitoring regularly will also ensure equal opportunity policies are being
actively pursued, and that internal candidates are receiving the same consideration as
external candidates.
2.2.6

Application forms

Application forms can help the recruitment process by providing necessary and relevant information
about the applicant and their skills . The design of the form needs to be realistic and straightforward,
appropriate to the level of the job. Using application forms has the following advantages:

comparing like with like is easier. CVs can be time-consuming and may not provide the
information required
they provide the basis for an initial sift(filter), and then for the interview
the standard of completion can be a guide to the candidate's suitability, if writing and presentation
skills are essential to the job; however, be aware of possibility of disability discrimination
they provide a record of qualifications, abilities and experience as stated by the applicant.
Care also needs to be taken over some less positive aspects of application forms:

there is a temptation to use application forms to try to extract too much information, eg motives,
values and personality characteristics. The form shouldconcentrate on the experience, knowledge and
competencies needed for the job .
some people may dislike filling in forms and so be put off applying for the job. Some very
experienced people may find the form inadequate, whilst those with little in the way of qualifications
or experience may be intimidated by large empty spaces on the form.
application forms add another stage, and therefore more time, to the recruitment process. Some
candidates may be lost if they can obtain work elsewhere more quickly
Application forms may inadvertently be discriminatory. For instance, to require a form to be filled
out 'in your own handwriting', where written English is not relevant to the job, may discriminate
against those for whom English is not their first language, or who may not have well-developed
literacy skills.

16

Any information such as title (marital status), ethnic origin or date of birth requested for monitoring
purposes (eg for compliance with the legal requirements and codes of practice on race, sex, disability
and age discrimination) should be clearly shown to be for this purpose only, and should be on a
separate sheet or tear-off section. Such information need only be provided on a voluntary basis.
Medical information should also be obtained separately and kept separate from the application form.
2.2.7

METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

(a) Direct method
(b) Indirect method
(c) Third-party method
a) Direct Method:
These include the campus interview and keeping a live register of job seekers. Usually under this
method, information about jobs and profile of persons available for jobs is exchanged and
preliminary screening is done. The short listed candidates are then subjected to the remainder of the
selection process. Some organization maintains live registers or record of applicants and refers to
them as and when the need arises.
b) Indirect Method:
They cover advertising in newspapers, on the radio, in trade and professional journals, technical
journals and brochures.
When qualified and experienced persons are not available through other sources, advertising in
newspapers and professional and technical journals in made. Whereas all types of advertisements can
be made in newspapers and magazines, only particular types of posts should be advertised in the
professional and technical journals.
A well thought-out and planned advertisement for appointments reduces the possibility of unqualified
people applying. If the advertisement is clear and to the point, candidates can assess their abilities and
suitability for the position and only those who possess the requisite qualifications will apply
c) Third Party Method:
Various agencies are used for recruitment under these methods. These include commercial and
private employment agencies, state agencies, and placement offices of schools, colleges and
professional associations, recruiting firms, management consulting firms, indoctrination seminars for
college professors, friends and relatives.
Employment Agencies: They are specializing in specific occupation like general office help,
salesman,technical workers, accountants, computer staff, engineers and executives and suitable
persons available for a job. Because of their specialization, they can interpret the needs of their
clients and seek out particular types of persons.

17

State or Public Employment Agencies: They also knew as Employment or Labor Exchanges, are
the main agencies for public employment. They also provide a wide range of services, like
counseling, assistance in getting jobs, information about the labor market, labor and wage rates, etc.
Executive Research Agencies: They maintain a complete information records about employed
executives and recommend persons of high caliber for managerial, marketing and production
engineers posts. These agencies are looked upon as head hunters, raiders, and pirates.
Trade Unions: The employers to supply whatever additional employees may be needed often call on
Trade Unions. Unions may be asked for recommendations largely as a matter of courtesy and an
evidence of goodwill and cooperation
Professional Societies: They may provide leads and clues in providing promising candidates for
engineering, technical and management positions. Some of these maintain mail order placement
services.
2.3

SELECTION

Whatever form the applications take, there may be a need to sift them before moving on to the
interview stage. Such a sift serves to match the applicants as closely as possible to the job and person
specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such
sifting should be undertaken by two or more people, and it should involve the direct line
manager/supervisor as well as personnel. The sifting stage can also help the organisation by
providing feedback on the advertising process and the suitability of the application form. It can also
identify people who might be useful elsewhere in the organisation. If references or medicals are to be
taken up before the invitation to interview stage, it should be made clear on the application
form/information pack sent to the applicant.
If your organisation believes that pre-employment health screening is necessary, you must make sure
it is carried out in a non-discriminatory way: for instance, do not single out disabled people for
medical assessment. If a report from any individual's doctor is sought, then permission must be given
by the individual, and they have the right to see the report (Access to Medical Reports Act 1988).The
candidates who best match the specifications may then be invited for interview. The invitation letter
should tell candidates that they should advise the organisation in advance if any particular
arrangements need to be made to accommodate them on arrival or during the interview; for instance,
ramp access or lighting levels. The invitation letter should also clearly state whether the organisation
will pay the candidate's reasonable travel expenses for the interview.
A formal definition of selection is as following:
It is the process of differentiating between applicants in order to identify (and hire)those with a
greater likelihood of success in a job
Selection process assumes and rightly so, that there are more number of candidate actually selected
candidates are made available through recruitment process.
2.3.1

BARRIERS TO EFFECTIVE SELECTION

18

The main objectives of selection are to hire people having competence and commitment. This
objective is often defeated because of certain barriers. The impediments, which check effectiveness
of selection, are perception, fairness, validity, reliability and pressure.
Fairness: Fairness is selection requires that no individual should be discriminated against on the
basis of religion, region, race or gender. But the low numbers of women and other less-privileged
sections of the society in middle and senior management positions and open discrimination on the
basis of age in job advertisements and in the selection process would suggest that all the efforts to
minimize inequity have not been very effective.
Reliability: A reliable method is one that will produce consistent results when repeated in similar
situations. Like a validated test, a reliable test may fail to predict job performance with precision.
Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and
peers to select particular candidates. Candidates selected because of compulsions are obviously not
the rights ones. Appointments to public sector undertakings generally take place under such
pressures.
2.3.2

SELECTION PROCEDURE

The selection procedure is concerned with securing relevant information about an applicant. This
information is secured in a number of steps and stages. The objective of selection process is to
determine whether an applicant needs the qualification for a specific job and to choose the applicant
who is most likely to perform in that job.
The hiring procedures not a single acts but it is essentially a series of methods or steps or stages by
which additional information is secured about the applicant. At each stage, facts may come to light,
which lead to the rejection of the applicant. A procedure may be considered to a series of successive
hurdles or barriers, which an applicant must cross. These are indented as screens and they are
designed to eliminate an unqualified applicant at any point in this process. That technique is known
as the successive hurdle technique. Not all selection process includes all these hurdles. The
complexity of process usually increases with the level and responsibility of the position to be
fulfilled.
A well-organized selection procedure should be designed to select sustainable candidates for various
jobs. Each step in the selection process should help in getting more and more information about the
candidate. There is no idle selection procedure appropriate for all case.
Steps in the selection process:

Preliminary Screening

Application Blank

Employment Tests

Selection Interview

Medical or Physical Examination

Checking Reference

19

Final Approval
Preliminary Screening:
This is essentially to check whether the candidate fulfills the minimum qualification. The preliminary
interview is generally quite brief. Its aim is to eliminate the unsuitable candidate. The job seekers are
received at the reception counter of the company. The receptionists or other official interviews the
candidates to determine whether he is worthwhile or the candidate to fill up the application blank.
Candidates processing theminimum qualification and having some chances of being selected are
given the prescribed application form known as application blank.
Application Blank:
The candidates are required to give full information about their age, qualification, experience, family
background, aptitude and interests act in the application blank. The application blank provides a
written record about the candidate. The application form should be designed to obtain all relevant
information about the candidates. All applications received from the candidates are carefully
scrutinized. After the scrutiny more suitable candidates among the applicants are short-listed for
written tests and others are rejected.
Employment Tests:
Candidates are asked to appear for written or other tests. Tests have become popular screening
devices. These tests are based on the assumption that human traits and work behaviors can be
predicted by sampling, however tests are not fully reliable and they also involve time and money.
Test is more useful in identifying and eliminating unsuitable candidates therefore should be used only
as supplements rather than an independent technique of selection. The main types of tests are:

Intelligence tests

Aptitude Test

Interest Test

Personality Test
Selection Interview:
It involves a face-to-face conversation between the employer and the candidate; the selector asks a
job related and general questions. The way in which a candidate responds to the question is
evaluated. The objectives of the interview are as following:

To find out the candidates overall suitability for the job.

To cross-check the information obtained through application blank and tests, and

To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview suffers from
several drawbacks:

20

Firstly, it is a time consuming and expensive device. Secondly, it can test only the personality of the
candidate and not his skill for the job. Thirdly, the interviewer may not be an expert and may fill to
extract all relevant information from the candidate. Fourthly, the personal judgment or bias of the
interviewer may make the result of the interviews inaccurate.
Interview should be properly conducted in a proper physical environment. The interview room should
be free from noise and interruptions. The environment should be confident and quite. People
generally talk freely and frankly when there is privacy and comfort. Therefore, candidates should be
put at ease. The interviewer should pay full attention to what the candidates have to say.
Medical or Physical Examination:
Candidates who are found suitable after interview are called for physical examination. A Panel of
doctors to insure that they are healthy and physically fit for the job does a medical check-up of such
candidates. A proper medical examination will also ensure that the candidates selected do not suffer
from any serious desirous which may create problems in future.
Checking Reference:
Generally, every candidate if required to state in the application form, the name and address of at
least two responsible persons who know him. The reference may not give their Frank opinion unless
promises made that in all information will be kept strictly confidential. Moreover the information
given by them may be biased in the form of candidate.
Final Approval:
The candidates who are found suitable after the medical check-up and background investigation are
formally appointed by issuing appointment letter to them. They are asked to join duty by the specified
date. No selection procedure is foolproof and the best way judge a person is by observing him
working on the job. Candidate who gives satisfactory during the probationary period are made
permanent.

21

SUCCESSIVE HURDLES IN THE SELECTION PROCESS

Figure # 2 Selection process

2.4

Issues in Recruitment and Selection

Do not discard applicants who stopped out to provide care for a child,or for maternity leave.
Consider the dynamics of the interview is the candidate being
that is representative of the office environment.

22

interviewed in an environment

 Understand questions that cannot be asked regarding family,children, pregnancy, etc.

Provide medical insurance that covers the full range of medical needs of women employees,
including reproductive health care.
Provide paid sick-leave policies for employees illness and illness of spouses, lifetime partners,
dependent children, and elderly parents.
Provide life insurance, disability and pension programs that are Non discriminatory on the basis of
gender .
Have clear and vigorously enforced sex, race and sexual orientation discrimination and sexual
harassment policies and include a statement about these policies in the advertisement of the position.
Before attempting to diversify a staff and make it more gender equitable, you must tackle
issues such as, gender stereotyping; discrimination in hiring, pay, and promotions; family
issues; and sexual orientation discrimination. There are five areas critical to this process.

Open communication.

A commitment to creating an inclusive Environmen

Clear preconceived expectations based on gender.

A neutral supervisor who can observe different styles

when a conflict arises.

Training sexual harassment as well as gender issues training (It is thought that 7580% of sexual harassment complaints could be prevented by understanding gender
differences

23

and facilitate communication

CHAPTER-2 COMPANY PROFILE

HISTORY
The relation between Chevrolet and India goes back a long time. The story began at the dawn of the
Indian auto industry. It was in 1928 that General Motors set up the first car assembly plant in the
country at Sewree, Bombay, to produce automobiles. Thus began the romance of Chevrolet with
India.

24

In the present times, the classic Chevrolets produced in the Golden Era are lovingly kept and driven
by collectors across the country. They stand testimony to the Chevrolet design and engineering that
these classic motors stood for and continue to delight the motorists even to this day
GM continued with tie-ups with Hindustan Motors to build Bedford trucks, Vauxhall cars, Allison
Transmissions and off-road equipment.
In 1994 GMIPL was formed as a joint venture, owned 50 percent by Hindustan Motors and 50
percent by General Motors, to produce and sell Opel branded vehicles. GM bought out the Hindustan
Motors interest in 1999.[3][4] GMIPL continued to produce Opel cars at the Halol facility until 2003,
when it started production of Chevrolet vehicles at that location.
In 2000, GMIPL moved its headquarters to Gurgaon. In 2003, the company opened its technical
center operations in Bangalore, which included research and development and vehicle engineering
activities. The technical center operations were expanded to include purchasing and financial support
services for General Motors operations located outside of India (2006), vehicle engine and
transmission design and engineering (2007) and a vehicle design studio (2007).
GMIPL began construction of a second vehicle assembly plant in Talegaon in 2006, which began
production of Chevrolet vehicles in September 2008.
In late 2009, General Motors announced that it would put its India operation into a 50-50 venture
with Shanghai Automotive Industry Corporation of China, which is the partner of GM's main venture
in China.[5]
In October 2012, General Motors announced that it has increased stake in its Indian subsidiary to
93% by buying 43% from its Chinese partner SAIC for an undisclosed sum.
Manufacturing Facilities
GMIPL operates vehicle manufacturing plants in Halol, Gujarat and Talegaon Dabhade, Maharastra,
It maintains headquarters in Haloland Gurgaon and a large technical center in Bangalore. Its Halol
and Talegaon Dabhade Manufacturing Plants have a combined Production Capacity of 385,000
vehicles annually.[7]

25

Gurgaon

Halol
Talegaon
Bangalore

26

Vehicle sales, service and marketing business

Like most other automotive companies in India, GMIPL appoints independently owned dealers to
sell, service and market vehicles that it produces. As of August 2008, managed the Chevrolet
dealership network (including export dealers located in Nepal, Bangladesh,
Sri Lanka and Bhutan) from its headquarters in Gurgaon, and regional zone offices
in Mumbai, Kolkata and Chennai. GMIPL currently has 203 dealerships in 178 cities across India
which will be increased to 250 by 2009.
GMIPL also sells parts and services to independent vehicle maintenance providers under the AC
Delco brand. GM India's sales declined to 6079 units in May 2012, while the figure last year same
month was 8329 units.[8]
General Motors

General Motors India Private Limited is a partnership between General Motors andSAIC that is
engaged in the automobile business in India. General Motors has 93% stake in this partnership and
the remaining 7% is held by SAIC.[1] It is the 5th largest automobile manufacturing company in India
after Maruti Suzuki, Hyundai, Tata Motors andMahindra.General Motors India started its journey in
1996 in India and has completed 16 years of operation in India.[2
.

Key Person

Mr. Lowell Paddock, Presidentand MD

Country

India

Year of Establishment

1995

Industry

Automotive

Corporate Office

Chevrolet Sales India Pvt. Ltd., 1st Floor, Plot

27

Number 15, Sector-32, Gurgaon-122001

Haryana, India
Marketing Office: Tel: +91-124-3080000
Fax: +91-124-4213334
Subsidiaries Of General Motors

Chevrolet Sales India Private Limited

Chevrolet Sales India Private Limited is a division of General Motors India Private Limited which
in turn is a joint venture of General Motors of the United States. It is the 5th largest car maker
in India after Maruti Suzuki, Hyundai, Tata and Mahindra. Chevrolet Sales India Private Limited is
one of the most admired and well known car makers in the country. the company has quite a number
of formidable and magnificent vehicles in their stable. Chevrolet India is the fully owned ancillary of
the transnational automobile giant, General Motors, which is based in the United States of America.
Chevrolet India has their manufacturing facilities in Halol, which is in Gujarat and also in Talegaon
Dabhade that is located in the state of Maharashtra. These massive

Opel India Private Limited

Opel India Private Limited (OIPL) is the division of the General Motors India Private
Limited which in turn is a joint venture of General Motors of the United States. The Opel brand has
been discontinued from India since 2006 and was replaced by Chevrolet. As of 2010 OIPL only
provides vehicle servicing and spare parts to existing Opel vehicle owners

General Motors Cars In INDIA

Many of CSIPL's vehicles sold in India are imported from GMDAT either as completely built units,
or assembled with varying degree of localized manufacturing. CSIPL currently sells
three hatchbacks, three sedans, one MUV and One SUV.
Models
Current
City Car:
1.

Chevrolet Spark (Upgraded in 2012)

28

2.

Chevrolet Beat (Launched 2010)

3.

Chevrolet Beat Diesel (Launched 2011)

4.

Chevrolet Sail U-VA (Launched 2012)

5.

Chevrolet Sail (Launched 2013)

Compact Car:

1.

Chevrolet Cruze (Launched 2009)

2.

Chevrolet Cruze (Upgraded in 2012)

SUV:

1.

Chevrolet Tavera (Launched 2004)

2.

Chevrolet Captiva (Launched 2008)

3.

Chevrolet Captiva (Upgraded in 2012)

MPV:

1.

Chevrolet Enjoy (Launched 2013)

Discontinued

1.

Chevrolet Forester (20032005)

2.

Chevrolet Optra (2003-2012)

3.

Chevrolet Optra SRV (20062009)

4.

Chevrolet Aveo (2006-2012)

5.

Chevrolet Aveo U-VA (2006-2012)

General Motors Mission Statement and/or Vision Statement

Mission Statements and Vision Statements are written for customers and employees of corporations.
A Mission Statement can be defined as a sentence or short paragraph written by a company or
business which reflects its core purpose, identity, values and principle business aims. The definition
for a Vision Statement is a sentence or short paragraph providing a broad, aspirational image of the
future.
General Motors Mission Statement:
"G.M. is a multinational corporation engaged in socially responsible operations, worldwide. It is
dedicated to provide products and services of such quality that our customers will receive superior

29

value while our employees and business partners will share in our success and our stock-holders will
receive a sustained superior return on their investment."
General Motors Vision Statement:
"Over the past 100 years, GM has been a leader in the global automotive industry. And the next 100
years will be no different. GM is committed to leading the industry in alternative fuel propulsion."
"GMs vision is to be the world leader in transportation products and related services. We will earn
our customers enthusiasm through continuous improvement driven by the integrity, teamwork, and
innovation
of GM people."
"Over the past 100 years, GM has been a leader in the global automotive industry. And the next 100
years will be no different. GM is committed to leading the industry in alternative fuel propulsion."

AWARDS AND RECOGNITION

2013
Compact car of the year -2013 Autocar India
The Chevrolet SAIL U-VA has grabbed the most prestigious and coveted award in the Indian
automobile industry. It has been awarded the Compact Car of the Year for 2013 by Autocar India.
With unmatched and class leading space, paired with powerful performance and elegant style, the
SAIL U-VA cant stop winning over admirers.
Hatchback of the year-2013 Car India & Bike India
The all new Chevrolet SAIL U-VA has been crowned Hatchback of the Year by Car India, one of
the best auto enthusiast magazines in the country. The SAIL U-VA has certainly been well received
by everyone. Its uncompromised space, sporty look and excellent mileage have placed it at the top of
its class.

30

Best Variant of the Year 2013 - Autocar India

The Cruze has been awarded the 'Best Variant of the Year at the  Autocar Indias Awards.
With a mind boggling 166 PS Horsepower, the powerful Cruze has once again proved that it is way
ahead of its competition.
Chevrolet Beat wins India Design Mark 2013
The awards keep rolling in! The outstanding Chevrolet Beat, touted as one of the most stylish
hatchbacks in the country, has bagged another trophy: The 'India Design Mark 2013'. Granted by the
India Design Council - an autonomous body established by the Government of India, the award aims
to identify designs that exceed the prescribed criteria of evaluation

2012
Premium hatchback of the year- 2012 ET Zigwheels awards
The all new Chevrolet SAIL U-VA after its global exploits, is winning accolades in India too. In the
recently concluded ET Zigwheels Car and Bike Awards, this stylish car was awarded the Premium
Hatchback of the yearaward for 2012.
The renowned jury, that comprised some of the leading luminaries from and around the automotive
industry, applauded Chevrolet Sail U-VA for its Fresh looks, lots of space and a phenomenal ride
quality.
Chevrolet, with this coveted award in its bag, is all set to end the year on a high note. With its
commitment to unmatched style, quality and reliability, Chevrolet promises to bring more delight to
its customers in the coming year.
Compact car of the year 2012 Vicky.in
The SAIL U-VA has been awarded the Compact Car of the Year at the Vicky.in Peoples Choice
Car and Bike Awards. This hatchback, has come out with flying colors with its true aspects of
providing class-leading space and value-for-money in its category.

31

Vicky.in Peoples Choice Car and Bike Awards

With unmatched 166 PS horsepower, the Cruze has stayed true to its laurels by being awarded the
Performance Car of the Year at the Vicky.in Peoples Choice Car and Bike Award. The Cruze once
again proved that it is the most powerful car in its class.
Top Gear Awards
Chevrolet Cruze has been awarded Saloon Car of the Year Top Gear Award

2011
GM India gets the popular NDTV Profit Car & Bike India Awards 2011
GM India had a twin win at the recently concluded glittering ceremony of NDTV Profit Car and Bike
India Awards 2011 as it swept away with the Best Communication and PR Campaign for the Beat
and also the Car Manufacturer of the year Award.
Vicky.in announces winners of 2011 Peoples Choice Car and Bike Awards
Chevrolet Beat diesel wins the Vicky.in People's Choice Awards 2011 by a thumping margin of over
3000 votes compared to other contenders. Beat fans across India rallied for their car and made it a
winner.
NDTV Profit Car & Bike India Awards 2011: Best Communication and PR Campaign for the
Chevrolet Beat
Fresh from the Best Design award for the Chevrolet Beat, we have bagged the Best Communication
and PR Campaign for the Beat from NDTV Profit Car India and Bike India at a glittering ceremony
held in Mumbai.
Twin WIN for Chevrolet BEAT
It was a clean sweep for Chevrolet at the NDTV Car & Bike Awards 2011. Chevrolet India also won
two more awards. While Chevrolet Beat SMARTECH Diesel Engine won the "Best Automotive
Technology of the year award", Chevrolet Beat Diesel bagged the "India Green award" for 2011.

32

The awards were given away at a glittering ceremony held at India's Formula1Track Venue near New
Delhi on Dec 16th
2010
Chevrolet Cruze wins BS Motoring Best Value 2010 Award
BSM's annual awards are among the oldest and most prestigious awards for automotive excellence in
India. Apart from two awards, Car of the Year and Bike of the Year, there are four titles that are
given out to respective organizations annually. Chevrolet Cruze won the BS Best Motoring Best
Value Award for 2010.
General Motors India is conferred with the Automobile Manufacturer of the year 2010 award
by The Golden Steering Wheel
General Motors India is conferred with the Automobile Manufacturer of the year 2010 award by the
Indian edition of Europes most coveted automobile awards.
Chevrolet Beat wins 2010 Car & Bike Design of the Year Award
Chevrolet Beat won the Car & Bike India Award for the Best Design at a glittering ceremony held
in Mumbai. With this award, Chevrolet Beat has made a bold statement setting new standards of
designing for the segment
GM India's Halol Plant bags Gujarat State Safety Award 2010 for the third consecutive year
Gujarat: General Motors India has won the prestigious Gujarat State Safety Awards 2010, for its
various safety initiatives and programmes undertaken by the company at its manufacturing facility at
Halol. This is the third consecutive win in a row that validates the automakers continued
commitment for implementing the highest safety standards.
General Motors India bags third prize for Energy Conservation
New Delhi: General Motors India has received the third prize for Energy Conservation at the
National Energy Conservation Awards 2010 in the Automobile Manufacturing Sector. The awards
were given away by the Union Minister of Power, Shri Sushilkumar Shinde. This recognition
validates General Motors Indias commitment towards the environment and its constant endeavour
towards energy conservation across all activities.

33

2009
NDTV Profit Car & Bike Awards
Considered the most credible of all Auto industry awards, the NDTV Car & Bike Awards have
grown not only in strength but also in recognition since inception in 2006. Chevrolet Cruze
emerged to be the winner of Viewers Choice Award & Executive Car of the Year 2009.
Bloomberg Autocar UTVi Award 2009
Autocar India and UTVi channel have come together to produce the popular Autocar Show and are
now proud to jointly host the Autocar Awards 2009 presented by HDFC Bank Ltd - Indias no. 1
Auto Financer. Chevrolet Cruze bagged the Saloon Car of the Year Autocar Award for 2009.
Chevrolet Cruze wins ET Zig-wheels Award for Midsize Sedan of the Year 2009
The ET-ZigWheels Car and Bike of the Year awards is considered as one of the most credible of all
auto industry awards. The Chevrolet Cruze walked away with top honours for Midsize Sedan of the
Year 2009 in its latest edition.
GM's key awards in 2009

National Level Quality Circle Awards for both participating QCs - Halol

National Level QC Excellence Award by GSC Team Halol

Gujarat Safety Award

Energy Conservation Award from Bureau of Energy Efficiency, Govt. of India

TNS Automotive Award

National Safety Award by Directorate General, Factory Advice Service & Labour Institute
(DGFASLI)

Business Standard Motoring Import Car of the Year 2009

34

Here is a car that has finally put the brakes on the fantastic run that the invincible Honda CR-V has
had for so long; mainly, because the Chevrolet Captiva chooses to sip the oily stuff. But that,
ofcourse, this is not the only reason why the Captiva was our Import Car of the Year 2009 ---- after
all, it had competition from the fabulous Audi R8 and TT and the cheeky Fiat 500 in this category.
The Captiva won it for several reasons. It looks good from every angle, has neatly designed and
thoughtful interiors and is well-built too. The 2000cc turbo-diesel engine is a strong, torque motor
that does a great job of powering the SUV. Besides all these, the Captiva is competitively priced
despite being imported. No wonder, it won hands down in this segment.
Best SUV
The king in this category wins the award hands down. First of all, it has a punchy diesel engine.
Secondly, it's large and spacious. And most importantly, it's got the right price tag. Chevrolet has put
together a winning package in the Captiva to emerge as the best SUV of 2009
2008
Best Value Car of the Year by BS Motoring - Chevrolet Spark (2007-08)
GM India bags the Prestigious National Energy Conservation Award 2008
General Motors India won the second prize in the Automobile Manufacturing Sector at the National
Energy Conservation Awards 2008 for energy conservation for its Halol facility in Gujarat. The
Award was conferred by the Union Minister for Power, Mr. Sushil Kumar Shinde at a function in
New Delhi.

2007
Overdrive Car Maker of the Year 2007 General Motors India
General Motors was awarded the Overdrive Car Maker of the Year 2007 in a prestigious ceremony
held recently.

35

CnB AAA Awards 2007 twin awards - Marketing Team of the Year & PR &
Communications Team of the Year General Motors India (jointly with Honda Siel
Cars India)
GM was awarded two awards at a prestigious award function held recently. CNB-AAA Awards is an
attempt to felicitate the best among the best, showcased in the NDTV Profits highly acclaimed
shows, Car and Bike and 'All About Ads'.
NDTV Profit Car India Awards 2007 Carmaker of the Year General Motors India
NDTV Profit Car India Awards 2007 awarded GM the Carmaker of the Year award.
2005
Chevrolet Tavera 'UV of the Year'
Chevrolet Tavera was voted the 'UV of the Year', New Delhi, January 2005 by Overdrive. Tavera
was rated against Ford Endeavour and Toyota Land Cruiser Prado and was declared the winner
2003
BBC World's Wheels Awards 2003
The Tavera was awarded the BBC 'Wheels' Car of the Year for 2003

36

HRM in the Vehicle Industry

When we talk of human resource management, we have in our mind a variety of things. These
include:

Training

Skill development and up-gradation of knowledge and skills of the employees.

Motivating the employees,

Effective utilization of the employees skills and capabilities

Attracting the personnel and their retention

Wages, salaries and rewards and

Monitoring and controlling the employees performance

These aspects of human resource management and development are essential for every sector but in
the case of Automobile, they have a special significance. This is because Automobile is a
Manufacturing industry and here the customer is not only buying a service or a product but he is also
experiencing and consuming the quality of service which is reflected in the performance of the person
involved in the production and delivery of the service. Since what is marketed here is a relationship
between the customer and the producer of products, the importance of human resources becomes vital
for the success of the business. Generally, in such operations the emphasis has been on quality and
efficiency and it is assumed that the service in Automobile is all smiles and effective communication.
However, with the changing nature of Automobile and growing special sation only smiles,
communications skills and courtesy will not serve the purpose. For example, a Salesman may be very
good in communication but unless he or she is equipped with knowledge and information related to
the insights of the Car, he or she will not be able to perform quality service. And we must remember
here that Automobiles, whether foreign or domestic, are increasingly becoming more demanding as
regards quality of service.

Generally, human resource management, planning and development in Automobile have to be taken
at both macro as well as micro levels. At the macro level, one takes into account the educational and
training infrastructure available in a country and the efforts initiated by the ICAO. This also includes
the efforts initiated by the private sector. At the micro level, one takes into account how best
individual organizations plan and manage their human resources Vikas Shirodkar, formerly Vice

37

President (Human Resources) with the General Motors India , is of the opinion that two central
features common to all sectors of the Automobile industry must be considered in this regard:
1)

The concept of Moments of Truth (MOT), and

2)

MOTs relationship to the attainment of service excellence in an organization.

Jan Carlzon has defined MOT as an intention between a customer and an organization, which leads
to a judgement by the customer about the quality of service received by her or him. In Automobile
industry, 95% of the MOTs take place between customers and the front line staff and most of the time
they are not visible to the management. For example, how a Sales Executive/Manager is handling the
customers. Yet, the Customers experience of the holiday is dependent on how the staff manning such
services has treated him or her. It has been pointed out that in case of negative experiences, only less
than five percent cases get reported to the management by the customers and hence according to him
the crucial questions is are human beings capable of doing their job correctly, willingly and with a
smile, when they know that their management is most unlikely to be able to see or hear them, let
alone bear of their failure to do so? This puts additional on the human resources management factor
in the Automobile industry. Certain organizations, companies and even destinations are known for
their hospitality and are even termed as service leaders in their areas of operations. Researches
conducted by various scholars in this area show that they have achieved this, status, through effective
human resource management in their organizations. According to Gail Cook Johnson these
companies have applied the principal of empowerment to all employees.

This empowerment is manifested in the way that companies:

Are highly focused and consistent in everything they do and say in relation to employees,

Have manager who communicate with employees

Facilitate, rather that regulate, their employees response to customers

Solicit employee feedback about how they can do things better

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

Plan carefully the organizations recruitment and training needs.

These companies give less emphasis on hierarchy and formal relationship rather; they adopt flat
organizational structure in terms of span of control. Johnson further states that these service leaders
can be recognised for:

38

Their unfailing commitment to service principles,

Their investments in people to ensure staffing competence,

A management philosophy which stresses communication a proactive orientation and employee

feedback and
A dedication to teamwork
In fact, human resource management and customers care/expectations management are inter related
area in the area of Automobile. Sarah Mansfield has identified four key principles in the
development of customer care within companies. These according to her are

1)

Customer care starts at the top was meaning that commitment to the principle of customer
care must emanate from senior management levels within an organization. Successful management
is not only about the right management style but also an attitude, ethos or culture of the organization
which overrides the management techniques used, such that in the absence of other instructions these
values will dictate how an employee will behave.

2)

Customer care involves everyone within the organization. It is not just about front-line staff.
The contrary view only services to reinforce the electricians or administrators, opinion that the
standard of service they give in support of the front-line staff is not important. How can cleaners do
the right job unless they fully appreciate their customer needs and the importance of their role? High
standards of customer care cannot be achieved by ignoring seasonal, part time or voluntary staff that
represents the face of the business to many customers.

3)

Care for your staff and they will care for your customers. Too often organizations look first
to the customer, whereas the emphasis should be placed on the staff. Improving the experience of the
staff encourages a better service and a better experience for customers. More customers are obtained
thereby improving the climate in which management and staff work. Investment and greater
professionalism follow success and the cycle of achievement is reinforced.

4)

Its a continuous, meaning that customer care is not a quick fix Research but it long term
plan.
According to V S Mahesh The nature, determinates and problem areas of service quality within
Automobile points clearly to the central role of personnel, at all levels, in attaining levels, of
excellence in this respect. Development the service culture, within a company, and within
Automobile industry, cans he seen as crucial to the success of Automobile. Hence, the activities of
an HRD manager in Automobile can be categorised as:

39

Human resource planing and

Human resource development

Aspect like forecasting, recruiting and induction in the human resource area are taken care of through
human resource planning. The identification of specific developmental needs for the manpower
aimed at developing and exploiting the competencies of the human resources are taken care of
through human resource development.

RECRUITMENT AND SELECTION PROCESS AT GENERAL MOTORS

RECRUITMENT PROCESS
Effective recruitment and selection is central and crucial to the successful functioning of the Broads
Authority. It depends on finding people with the necessary skills, expertise and qualifications to
deliver the Authoritys strategic objectives and the ability to make a positive contribution to the
values and aims of the organization
All steps of recruitment & selection that is screening to giving offer letter to candidate take place on
single day.
General Motors is a Automotive company so generally most recruitment take place for the post of
Sales, Sevice, Quality Assurance and Marketing.
Qualification for this requirement is respective subject or having an Engineering degree apart from
that company also considers work experience. Minimum experience should be 6 months.
The overall recruitment & selection process in company is classified in 12 steps which are as
follows :Step 1:-

Reference to the approved organization structure

The manpower budget is prepared at the beginning of the financial year. And this being approved, the
HR department goes about filling the requisite vacancies that arise out of attrition and vacancies
already existing. When the need for having extra hand as far as manpower is concerned then special
approvals are required from appropriate authority
Step 2:- Start sourcing activity
The sourcing activity is doing by following sources

40

1.

INTIMATE CONSULTANTSOrganization utilizes the consultant as a source of recruitment.

2.

INTERNAL SOURCINGThe internal sourcing team uses the job posting on Internet.

Finding the relevant resume on Monster, Naukri take an informal interview

through call to check basic knowledge, salary expectation & also give a brief idea about job profile, if
the candidates are interested & looks sincere then schedule the interview.
Strategically it is important to use the Internet for recruitment in a big source.

Step3: Short listing of CVs:After sourcing of resume next step is short listing of resume, which is done by HR, and head of
concerned dept. Before aptitude test the HR team is responsible for screening of resume
They have some specific criteria, on the basis of which they shortlist the CVs
1.

Educational background

2.

Age limit

3.

Location constraints

4.

Working experience

5.

Stability in job
Step4:-Sheduling & organizing interview.
After short listing of resume next step is scheduling & organizing interview according to requirement
of different department.
Step5:-

Briefing & screening

Before aptitude test the company gives a Application form for employment which include Personal
data, Education, Practical training, Details of Employment, References (if have)..

Step6:-Aptitude test

41

Aptitude test is only for trainee, associate& senior associate because the general aptitude for any
senior position is not worthy.
In 1 hour of aptitude test the candidate checked for basic fundamental knowledgeable nesss asked in
test is objective type.
When candidates are cleared the test then they have to fill JAF (job application form) in which the all
details that is employment history, educational background or any gap, the valid reason of any gap
etc. This form is to helpful for candidate details in HR round in short duration
Step7:- HR Interview
This is preliminary interview which is most frequently used as a selection instrument; the HR has an
opportunity for a face to face interaction with the candidate to check out & clarify the check points
which is mention on interview assessment sheet. In General Motors, the HR write the overall
comments about candidate. In HR assessment, candidate mainly checks for educational criteria (if
any gap & why), geographical location, relevant work experience, candidate ready to work in shifts,
communication skill.
So from these questions HR person notice the candidate in different aspects like whether candidate is
good in communication skill, is he able to work in this company .etc
When candidate get selected in HR round then another round is operation round. The HR member
scheduling the interview with operation member on the same day,
Step8:-Technical interview
In technical round candidate has to be checked for functional knowledge, to assure that candidate
have the ability to do a certain job
HR cleared candidate will undergo for operation round as per the following grades

Step9:-Offer stage
The HRD team has to be preparing the offer and recommended the salary as per grade. When
candidate call for offer letter then it must be declare that come with certain documents that is to be
marks sheet, salary proof for the confirmation .in offer letter procedure the first step is to take the
documents and check it, if any doubt for any document then must be check by original. After
collecting document the candidate got salary annexure in which a clear concepts of salary. The

42

candidate has to be go through with salary annexure for 10 minutes, after 10 minutes a small
discussion between HR & candidate for a clear understanding
If any deviation made by HR team then it must be approved by HR manager, such as if the
candidates are exceptionally good then salary must be slight high as per the salary fixed by company
policy.
Step10:-Employment letter
When candidates are satisfied with salary and accepted the offer then they has to be put acceptance
on terms & condition, employment letter. After acceptance the candidate got offer with a
confirmation of joining date and HR member has to be clarifying every detail that is to be complete
location address.
Step 11:- Negotiation
In this step HR person does negotiation with selected over various issue like salary, job profile,
working condition, working place etc therefore this is basically an agreement about different needs or
idea, which applies knowledge.
Step 12:-Induction
There is 12 days induction programmed at General Motors in which candidates are taken for visit all
different plant and on 30th day of their joining CEO of the company meets with them.

43

HUMAN RESOURCE PROCESS IN ORGANISATION

Human Resource

Training &
Development

Socialization

Performance
Appraisal

Promotions, Transfers,
Demotions & Separations.

44

CHAPTER 3 : Sampling, Data Collection and Tools of Analysis

RESEARCH METHODOLOGY
Research question arises because the concept of re-engineering Human Resources practices is very
wide. Different authors and experts have given their views on re-engineering Human Resources and
the importance of Human Resources in the organization. In order to understand how these
organizations are implementing the concept of re-engineering some research work is required. In
order to accomplish the objectives of the study, it is essential to articulate the manner in which it is to
be conducted, i.e., the research process is to be carried-out in a certain framework. The Research
Methodology, which follows, is the backbone of the study.

Sources for Data Collection:

Primary Data
For obtaining the primary data for my project, I used research instrument i.e. Questionnaire.
Questionnaire
i)

Sample Size

75

ii)

Sample composition

iii)

Sales Officers/Managers

30

iv)

Service Executives/Managers

30

v)

Engineers Technicians/Managers 15
Secondary Data
Data was collected from books, magazines, web sites, going through the records of the organisation,
etc. It is the data which has been collected by individual or someone else for the purpose of other than
those of our particular research study. Or in other words we can say that secondary data is the data
used previously for the analysis and the results are undertaken for the next process.

Biswajeet Patnayak, Human Resource Management(Third Edition ed.). Ashok K Ghosh,

Prentice Hall of India Pvt Ltd
http://www.articlesbase.com/marketing-articles/the-exuberant-age-of-automobile industry-in-india354650.html,

45

 www.chevrolet.co.in

http://www.managementstudyguide.com/employee-selection-process.htm
http://en.wikipedia.org/wiki/General_Motors
2.

Research Type Exploratory Research

This kind of research has the primary objective of development of insights into the problem. It
studies the main area where the problem lies and tries to evaluate some appropriate course of
action.

Sampling Technique
Judgement Sampling is used for the purpose of choosing the sample for the purpose of administering
Questionnaire. The identified expert would have a thorough knowledge about all the respondents
within the Various Department of the organisation. Thus his/her expertise would be incorporated in
locating, identifying and contacting the required respondents.

The information collected through above method was tabulated, analysed and interpreted. Finally an
overall assessment of the survey findings was made towards improving the effectiveness of the
production process of the organization.
The information gathered has been tabulated and presented in the final report report.
Tools and Techniques
Percentage analysis is used to study the data collected.
% of Responses = no. of responses

* 100

total no. of respondents

Graphical analysis is also used to study the data.

46

CHAPTER-6 SURVEY FINDING AND ANALYSIS

Q1. Does your organization plan the recruitment policy?

Analysis:
According to the above diagram, All the employees, that were being surveyed, says that General
Motors do plan the recruitment policy.

47

Q2. When do you prefer to go for manpower planning?

Analysis:
As per the above Pie Chart, Around 50% of the employees go for Yearly manpower planning and 30
% do not follow any pattern, they dont have any fixed time where as 20% go for Quarterly Planning.

Q3. Which method do you mostly prefer for recruitment and selection?

48

Analysis:
According to the above diagram, About 70% of the employees say that they prefer both internal as
well as external source for recruitment and selection where as only 10% go for internal source and
20% go for external sources.

Q4. What are the preferred sources for external recruitment?

49

Analysis:
In General Motors, 34% of employees go for campus interviews, 32% go for placement Agencies,
26% from Data Bank and only 8% go for Casual Applications that are received.

Q5. What form of interview do you prefer?

50

Analysis:
According to the Above diagram, Most of the employees Prefer Personal interviews, 30% prefer to
take telephonic interviews where as only 20% go for video conferencing and rest 10% adopt some
other means of interviews

Q6. How many rounds of interviews are conducted?

51

Analysis:
The above pie chart shows that, 86% employees says that 1-3 round of interview
are conducted , while 12% say that 4-6 rounds of interview are conducted and
2% say that more than 6 rounds of interview are conducted.

Q7. Are the aptitude test conducted?

52

Analysis:
According to the Above diagram, 30% of the employees say that aptitude tests are being conducted
where as 46% say that aptitude test are not conducted and 24% are not sure of it.

Q8.. If yes then it is for

Fresher
Executives
Other (specify)

Analysis:
According to the Above diagram, 62% of the employees say that aptitude tests are conducted for
fresher where as 8% say that aptitude test are conducted for executives and 30% say that aptitude test
at other levels.

53

Q9. Do you conduct any of these test?

Psychometric test
Medical test
Reference test check
Other (specify)

54

Q10. How do you rate the HR practices of the company?

Analysis:
The above pie chart shows that, 40% of the employees feel that HR department
is good where and 30% say that its very good where as 20% says its average and
only 10% employees feel its bad.

55

Q11. Does your company post on job sites and internet searches?

Analysis:
According to the above diagram, 95% Employees thinks that Companies post on job sites and
internet searches for filling up the vacancies.

56

Q12. What is the total monitory expenditure the company spends on recruitment and selection
procedure?

Analysis:
The above diagram shows that, 6% employees said that the company spends about below 10% of its
total expenditure on recruitment and selection.
10% employees said that the company spends about 10%-20% of its total expenditure on recruitment
and selection.
60% employees said that the company spends about 20%-30% of its total expenditure on
recruitment and selection.
While 24% employees said that the company spends above 30% of its total expenditure on
recruitment and selection

57

Q13. Is there any provision for evaluation and control for recruitment and selection process?

Analysis:
The above pie chart shows that 80% of employees said that company has the provision of evaluation
& Control of recruitment and selection process.
While 20% of employees said that company has the provision of evaluation & Control of recruitment
and selection process

Q14. External recruiting brings out more desirable employees than the internal recruiting.

58

Analysis:
The above pie chart shows us the respondents views on whether external sources provide better
candidates or not. From the above chart, we can infer that only 60% of the respondents believe
strongly that the external sources are better while around 22% of the respondents believe, to a lesser
extent, that external sources are better. However, these respondents differ in their degree of
agreement. Moreover, there are 18% who do not believe that external sources are better.

Q15. Recruiting from top institutions is bringing desirable employees to organization.

59

Analysis:
The above dot graph shows that majority of the respondents (about 72%) believe that recruitment
from top institutions gives better candidates. There were also around 24% of the respondents who
partly agreed agreed to the notion that top institutions have better candidates. Moreover, there were
around 4% of the respondents who did not agree to this notion very strongly and said that not all the
students from top institutions were very good candidates.

Q16. Does your organization measure the effectiveness of recruitment sources?

60

Analysis:
This pie chart shows the responses of the target population to the above mentioned question. Majority
of the respondents said that yes, the effectiveness is measured. However, there were some
respondents who said that no to the above mentioned question.

Q17. Does the organization compare the number of job openings and workforce projections
with HR departments recruitment and selection capacity?

61

Analysis:
The above graph shows that almost all the respondents agree to the fact that the manpower planning
and the number of job openings are decided keeping in mind the capacity of the recruiters and the
recruitment policy.

62

Q18. The reference checks are properly conducted by efficient employers.

Analysis:
The above bar graph shows that majority of the respondents, i.e., 78%; very strongly agree to the fact
that efficient reference checks of the short listed candidates are done by the recruiters. But, there were
some respondents (6%) who did not agreed that adequate reference checks were done by the
recruiters and 16% were not sure if reference check were done properly..

63

Q19. All the processes related to recruitment are maintained in a single department of the
organization.

Analysis:
According to the above graph, 16% do not agree, 28% respondents are not sure and 56% the
respondents agree, that all the recruitment and post recruitment processes are consolidated into 1
department, i.e., the Corporate HR Department.

Q20. Mode of recruitment currently employed fulfills the manpower needs of the organisation.

64

Analysis:
The above pie chart shows that 68% of the respondents are satisfied with the current mode(s) of
recruitment as they are able to close the vacancies that are there in the organization. However, the
respondents level of satisfaction varies from strong agreement to agreement.

65

Q21. What is the back out percentage of candidates after being offered?

Analysis:
The above Pie Chart shows that the back out percentage in the organization is very less(1%-10%).
From this table, we can infer that majority of the respondents think that the HRP is working fine and
is in tune with the vacancies that arise in the organization.

66

Q22. In how much time does the whole process generates Results?

Analysis:
This bar graph shows that 12% employees think that it takes 1-3 days, 30% think that it takes 3-7
days, 46% employees think that it takes 7-15 days, 10% think that it takes 15-30 days while only 2%
think that it takes more than 30 days for the whole process to generate results.

67

Q23. The objectives of the recruitment are completely fulfilled through present recruitment
policy.

Analysis:
According to the graph, we can say that 94% of the respondents are satisfied with the current
Recruitment Policy.
Q24. What are the unique features that you identified in the recruitment policy of the
organisation?
Most of the respondents said that the main feature that they identified was the transparency of the
policy.
Moreover, they liked the flexibility of the policy.
Q25. Your suggestions to make the recruitment strategy more efficient.
Some of the opinions given by the respondents were:

Better HRP

Tap more campuses

68

KEY FINDING
Based on the data analysis of 50 responses to the questionnaire, the findings can be summarized as
follows:
1.

The recruitment and selection procedure goes on all year round.

2.

A formal recruitment policy is in place and is followed to a great extent.

3.

Both internal and external sources of recruitment are used in the organization to get the right person
for the right job.

5.

Proper reference checks are done by the recruiters so as to hire better people.

6.

The effectiveness of the whole recruitment procedure is measured on a regular basis.

7.

HRP is working efficiently and is carried out to forecast the new job vacancies and align them with
the capacity of the recruiters.

8.

All the recruitment and post recruitment processes are done by the corporate HR department which is
located in the corporate office.

9.

More or less, the recruiters are satisfied with the current recruitment policy.

69

CONCLUSION

Based on the analysis through the questionnaire responses the following is the conclusion
of the study.

The organization follows the rules and regulation involved in their Recruitment and
Selection Procedure of the organization. However, there is some scope for improvement
with regard to following:

1. The managers are fully satisfied with the existing Recruitment and Selection
procedure.
2. The recruitment and Selection procedure should not be lengthy.
3. To some extent a clear picture of required candidates should be made in order to
search for appropriate candidates.
4. The Recruitment and Selection procedure should be impartial.

70

RECOMMENDATIONS
The research in General motors has helped me in broadening my view. It has helped me to know that
HR is the heart of every organization. It made me aware about how policies play an important role in
the smooth functioning of any organization. But I have found that there is something that lacks in the
company and which is possible to overcome.
General motors is engaged in making maximum sales, providing satisfaction to its customers, as well
as maintaining good relations with the corporate world. But it has not thought about marinating a
health relation with its employees. This is the reason that there was an increase in the labor turnover.
Also, it has never given consideration to find the reason lying behind the same.
Employee retention is crucial to the long-term success of your business and therefore the ability to
retain employees is a primary measure of the health of your organization. Of significant concern is
the fact that unplanned employee turnover directly impacts the bottom line of a business.
SUGGESTIONS FOR THE IMPROVEMENT OF THE SYSTEM AND
PRACTICES OF RECRUITMENT AND SELECTION PROCEDURE
The following are the suggestions received from the respondents of the questionnaire.
These suggestions are based on their awareness regarding the Recruitment and Selection
procedure.
1. During the selection process not only the experienced candidates but also the fresh
candidate should be selected so as to avail the innovation and enthusiasm of new
candidates.
2. In the organization where summer training facility prevailing then such kind of
practices must be adopted so that the student can learn and again from their practical
views.
3. .Candidates should be kept on the job for some time period; if suitable they should be
recruited. During the selection process, the candidates should be made relaxed and at
ease.

71

4. Company should follow all the steps of recruitment and selection for the selection of
the candidates.
5.

Selection process should be less time consuming.

6. The interview should not be boring, monotonous. It should be made interesting. There
must be proper communication between the Interviewer and the Interviewee any the
time of interview.
7. Evaluation and control of recruitment and selection should be done fair judgment.
8. Methods used for selection of candidates should be done carefully and systematically
9. The attainment of goals and objective of any organization depend on the type and
quality of its manpower. To have right type of men at right job and at right time, the
recruitment and selection procedure should be fair and impartial.
10. This is indeed an important suggestion and authorities concerned should immediately
look into it and try to implement it.

72

LIMITATIONS
The project has inherent limitations due to its potential scope
1) Eight weeks is too short to give shape to a new idea in an old set up like
escorts.
2) Less importance to long term operational benefits.
3) Expenses for HR Departments are not viewed as investments.
Since General Motors is a large organization with its strongly set business practices, so extensive
efforts and change in organization thinking will be necessary in order HR Department. .

73

BIBLOGRAPHY
BOOKS

Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th Edition, Chapter 16, pages
636-641.

Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw Hill, 5th Edition,
Chapter 11, pages 217-245.

Decenzo A. David & Robbins P. Stephen, Personnel/HR Management, Prentice Hall, 3rd
Edition, Chapters 6,7 & 8, pages 117-209.
WEBSITES

www.gm.com

www.chevrolet.co.in

http://en.wikipedia.org/wiki/General_Motors

www.moneycontrol.com
MAGAZINES & JOURNALS

India Today
International journal of Human resource management , USA
Business Today

74

ANNEXURE
QUESTIONNAIRE ON RECRUITMENT & SELECTION

Name:
Designation:
Organization:
Age:

Q1. Does your organization plan the recruitment policy?

Yes

No

Q2. When do you prefer to go for manpower planning?

Quarterly
Yearly
No Fixed Time
Q3. Which method do you mostly prefer for recruitment and selection?
Internal
External
Both
Q4. What are the preferred sources for external recruitment?
Campus Placement
Placement Agencies/Consultancies
Data Bank
Casual Applications
Q5. What form of interview do you prefer?
75

Personal
Telephonic Interview
Video Conferencing
Other...
Q6. How many rounds of interviews are conducted?
1-3
4-6
More than 6
Q7. Are the aptitude test conducted?
Yes
No
Cant Say
Q8.. If yes then it is for
Fresher
Executives
Other (specify)
Q9. Do you conduct any of these test?
Psychometric test
Medical test
Reference test check
Other (specify)
Q10. How do you rate the HR practices of the company?
Very Good
Good
Average
Bad

76

Q11. Does your company post on job sites and internet searches?
Yes
No
At Times
Q12. What is the total monitory expenditure the company spends on recruitment and selection
procedure?
Below 10%
10-20%
20-30%
Above 30%
Q13. Is there any provision for evaluation and control for recruitment and selection process?
Yes
No
Q14. External recruiting brings out more desirable employees than the internal recruiting.
True
Partly True
Not True
Q15. Recruiting from top institutions is bringing desirable employees to organization.
True
Partly True
Not True
Q16. Does your organization measure the effectiveness of recruitment sources?
Yes
No
Q17. Does the organization compare the number of job openings and workforce projections
with HR departments recruitment and selection capacity?
Yes

77

No
Q18. The reference checks are properly conducted by efficient employers.
Yes
No
Not Sure

Q19. All the processes related to recruitment are maintained in a single department of the
organization.
Yes
No
Q20. Mode of recruitment currently employed fulfills the manpower needs of the organisation.
True
Partly True
Not True
Q21. What is the back out percentage of candidates after being offered?
1%-10%
11&-20%
21%-30%
31%-40%
41%-50%
More Than 50%
Q22. In how much time does the whole process generates Results?
1-3 days
3-7 days
7-15 days
15-30 days
More than 30 days
78

Q23. The objectives of the recruitment are completely fulfilled through present recruitment
policy.
Yes
No
Q24. What are the unique features that you identified in the recruitment policy of the
organisation?

Q25. Your suggestions to make the recruitment strategy more efficient.

79

PROJECT VIVA (IMT-52): JANUARY, 2014

Roll No:_______________________ Date: _________________
Name:_________________________ Contact No:____________________
Area of Specialization (Related to Project):_______________________
Title of Project Report : ___________________________________________________________
Choice of Venue for Viva Voce( Tick any one of the following venue)
1. IMT CDL Ghaziabad
2. IMT CDL Kolkatta
3. IMT CDL Hyderabad
80

Check List
1. Photocopy Of approved synopsis.
2. Photocopy of identity card issued by IMT CDL.
3. Acknowledgement letter and resume from Project Guide.
PROJECT VIVA (IMT-52): JANUARY, 2014
Contact no:_______________________
Name:_________________________________ Roll No:________________________
Area of specialization (related to project):_____________________________

Received By:______________ Dated:______________________

APPROVED SYNOPSIS
Enrollment No:

1121001491

Name:

HASHEEN ARORA

Area of
Specialisation:

Human Resource

Title of the Project:

Recruitment and Selection Process in General Motors

Statement of the
problem:

have chosen General motors for studying their methods of recruitment and
selection function. In the course of study I came to know that, it has the
probability of achieving more than 50% of the people to be placed for the
right job, which reflects some of the unique ways for recruiting the
candidates to fill up various vacancies.

TOPIC- Evaluation & Comments

from Faculty
CORRECT
Objectives of the

1.

To study the identity of the recruitment & selection process

81

study:

in the organization as a whole. 2. To find out the employees as per

companys vacancies. 3. To find out the various sources of advertisement
of vacancies like-media (electronic or paper or both), schools, posters etc.
4. To study the work environment and select the pattern of interview,
which can help out to select the suitable employee for the organization. 5.
To study the interpersonal relationship.

OBJECTIVE- Evaluation & Comments

from Faculty
Not defined properly
Begin each objective with an action verb. Using verbs such as
"Increase," "Reduce," "Initiate," "Develop," "Lower,"
"Improve," "Become," "Achieve," and so on helps distinguish
the action-oriented nature of objectives from the sometimes
static world of strategy. An objective that starts with an action
verb answers the crucial question of how your group's strategy
will be executed

Methodology:

Primary Data

METHODOLOGY- Evaluation & Comments

from Faculty
Conduct survey to collect data
Mention no of executives/non executives. Identify location/area
to be covered in the study departments covered. Sample size
should be minimum 75 in number. Mention the level of
management of the respondent.
Explanation of the
Method:

Out of total universe, 50 respondents from General motors have been taken
for convenience. The sample procedure chosen for this are statistical
sampling method. Here randomly employees are selected and interviewed.
Information, which I collected, was based on the questionnaires filled up
by the sample employees.

Company Name:

General Motors Ltd

Company Profile:

General Motors Company , commonly known as GM (General Motors

Corporation before 2009), is an American multinational automotive
corporation headquartered in Detroit, Michigan, and among the world's
largest automakers by vehicle unit sales, employing 202,000 people and
doing business in some 157 countries. General Motors India Private
82

Limited is a partnership between General Motors and SAIC that is engaged

in the automobile business in India. General Motors has 93% stake in this
partnership and the remaining 7% is held by SAIC. It is the 5th largest
automobile manufacturing company in India after Maruti Suzuki, Hyundai,
Tata Motors and Mahindra. General Motors India started its journey in
1996 in India and has completed 16 years of operation in India.
Questionnaire (10 to
15 questions)
1. What are the sources for recruitment and selection?
2. Which method do you mostly prefer for recruitment and selection ?
3. When do you prefer to go for manpower planning?
4. What are the preferred sources for external recruitment ?
5. What form of interview do you prefer?
6. How do you rate the HR practices of the company?
7. Does your company post on job sites and internet searches?
8. Does your Company maintains and manage candidates file including maintenance
of database to ensure comprehensive data collection of candidates?
9. What is the The total monitory expenditure the company spends on recruitment and
selection procedure ?
10. Is there any provision for evaluation and control for recruitment and selection
process?
Number of
respondents:

50

Area of study:

Delhi

Method you will use

to classify data:
Method you will use
to present data:
QUESTIONNAIRE- Evaluation & Comments
from Faculty
Use only close ended questions with a 3 or 5 point Likert
Rating Scale for the answers.
Generate statements and not questions. Create 25 multiple
choice response statements. Use 5 point Likert scale. Avoid
Yes/no statements unless avoidable. Ensure the statements
helps to meet the objectives of the study. Refer to a standard
or appropriately developed questionnaire.
References:

BOOKS Robbins P. Stephens, Organizational Behavior, Prentice Hall,

7th Edition, Chapter 16, pages 636-641. Koontz Harold & Weihrich
Heinz, Essentials of Management, Mc Graw Hill, 5th Edition, Chapter 11,
pages 217-245. Decenzo A. David & Robbins P. Stephen, Personnel/HR
83

Management, Prentice Hall, 3rd Edition, Chapters 6,7 & 8, pages 117-209.
Web sites www.gm.com www.chevrolet.co.in
http://en.wikipedia.org/wiki/General_Motors www.moneycontrol.com
Chapterization
Scheme:
1.
Introduction : Objective of the study, Scope of the Study,
Sources of data collection, research methodology, research design
2. Company Profile
3. Recruitment, Selection and Human Resource Management in General Motors
4. Analysis & Findings
5. Conclusion, Recommendation & Limitation.

CHAPTERIZATION- Evaluation & Comments

from Faculty
Delete irrelevant chapters
Not appropriate. Introduction, Company profile, Objectives,
Literature Review, Research Methodology, Analysis and
findings, Conclusion and suggestions. Read HR Project
guidelines at SIS.
Profile of Project Guide
Name:
Age:
Educational Qualification:
Years of Experience:
Current organisation:
Current designation:
Brief profile:
Address:
House No:.
Street:
City:
State:
Phone Number (Residence):
Phone Number (Office):
Mobile:
Email:

Sankalp Popli
32
MBA
8
Jobline Consultants Pvt Ltd
Managing Director

21
West Enclave
New Delhi
Delhi

7503002222
sankalp@jobline.in

84

PROJECT GUIDE- Evaluation & Comments

from Faculty
CORRECT

FINAL COMMENTS FROM FACULTY

Approved with Modification
Please implement all the suggestions shared here. Read HR
Project guidelines at SIS. Best Wishes

FACULTY DETAILS
Faculty Name: Archana Tyagi
Email: archana@imtcdl.ac.in

85

ACKNOWLEDGEMENT LETTER FROM GUIDE

This is to acknowledge that project report entitled Recruitment & Selection At General Motors
Pvt Ltd has been successfully completed by HASHEER ARORA for the award of degree in
PGDBM from IMTCDL, Ghaziabad under my supervision & guidance. This report has not been
submitted earlier either to this University or to any other University/Institution for the fulfillment of
the requirement of a course of study.

Signature by Guide:

_________________________

Name of the Project Guide:

_________________________

Dated:

_________________________

86

RESUME OF PROJECT GUIDE

LinkedIN in.linkedin.com/pub/sankalp-popli/29/ba/130
Profile Summary
o

Mr. Sankalp Popli has experience of over 8 years in recruitment with a leading & well known
brand of Human Resource service providers in the industry, Jobline. Result-driven with multi-faceted
experience and strong general management skills in strategic planning and implementing
organizational vision.

Ability to manage complex team situations, defining and allocating role and responsibilities of
various positions, and adequate experience in resource management.

Highly experienced recruitment and resourcing professional with Pan India experience.

Skilled in creating robust resourcing strategies to identify and attract top talent for blue chip
organisations.

Experienced in graduate recruitment, professional and executive recruitment, resourcing and

people management.

Significant experience in creating resourcing functions from start up and re-engineering

existing resourcing functions

Specialties :Recruitment in the BFSI, Investment Banking Technology & Telecom sector
majorly in Technical Recruiting / Resourcing from Junior to Senior Managment Recruitment with a
good flair towards Human Resources.
Financial
Insurance
Inv. Banking, Markets & Alternatives

87