Vous êtes sur la page 1sur 77

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 1




1. INTRODUCTION
Recruitment and a Selection has been strongly influenced by the legislation passed from
the 1960s 1990s. Many legal issues need to be taken into consideration from the
proper wording on a job description for asking appropriate questions in the interview.
Selection procedures for the purpose of placement were first utilized in World War- I.
Army recruits were given general IQ tests and were placed in or given specified tasks
based on their scores. The 1930s saw significant advances in the field of I/O psychology
for example in measurement with the development of Likert Scale & in experimentation
with the Kurt Lewins empirical studies of leadership style and management techniques
(1939). World War II benefited from these advances and utilized selection and
assessment tests for fighter pilots and developed classification tests for army.
In this system, the candidates are evaluated on the basis of their bio data, personal
information, personal attributes, performance in cognitive tests, and even be placed in a
stimulated work environment to gauge their abilities. Other predictors such as phone
interviews are also widely used. Hiring the perfect candidate, the Right-fit for your
organization in a highly involved, complex, and time consuming process.
Finding the right man for the right job and developing him into a valuable resource
is an indispensable requirement for every organization. Proper requirement helps the line
managers to work efficiently in achieving the the primary objectives of the enterprise. In
order to harness the human energies in the service or organizational goals, every HR
manager is expected to pay proper attention to recruitment and selection activities in an
organization. Thus personnel functions, recruitment and selection, when carried out
properly, would enable the organization to hire and retain the services of the best brains
in the market. The worlds best companies have established their strengths with their
people.


Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 2


The recruitment and selection are key processes. Assessing the employee for integration
and retention influence the existing employees and the organizations performance. There
are different perspective aspects of recruitment and selection, such as psychometric,
social , and person organization fit (POF).
The social perspective deals to focus attention on the social interaction between the
two central parties, the applicant and the recruiting organization. In addition to the quality
measures of a candidates mutual trust is built through assessment process which involves
exchange of views & perceptions of both parties.
Person organization fit (POF) perspective has recently emerged with the intention to
know the applicants knowledge regarding his surroundings.
Finally better recruitment and selection strategies result in improved organizational
outcomes. The more effectively organization recruits and selects candidates, the more
likely they are to hire and retain satisfied employees. The effectiveness of an
organizations system can influence bottom-line business outcomes, such as productivity
and financial performance. Therefore organizations should invest on the development of
comprehensive and valid selection system.

1.1 REASONS FOR SELECTING THIS TOPIC
To learn about the tasks to be performed by an employee.
To know the prospect of recruitment and selection procedure.
To know about the employee and managerial level of recruitment & selection
process.
To study about the structure of manpower in an organization.
To participate in the complete process of recruitment and selection process.
To learn to interact with candidates at the time of calling up and interview.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 3


2. COMPANY PROFILE


2.1 COMPANY NAME:
MAHLE FILTER SYSTEMS (INDIA) PVT. LTD.


Fig.no. 2.1



Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 4


2.2 Anand Group
Anand Automotive Limited is a leading manufacturer of automotive components and
systems in India, supplying to virtually every vehicle and engine manufacturer in the
country.
With the large range of automotive components, the
Group has a sales turnover of USD 700 million, targeting to
achieve $ 1 billion by 2012.
In 1961, the Group started its operations with the
establishment of Gabriel India, the Groups Company in
Mumbai for manufacturing Shock Absorbers. Today, the
Group comprises 19 companies with 44 business units spread
in eight states across the country.
Its export, which currently accounts for 14% of the total
sales, is targeted to reach 30% in next few years. The Group
firmly believes that business is 90% people and proudly
asserts its key asset to be its dedicated workforce of 7500
people.
Overall, the strength of Anand Companies lies in their
strong brand image, widespread distribution network,
product range, excellent quality, extensive Original
Equipment coverage, Export markets, its Cellular
manufacturing and JIT Systems, Technology up-gradation
and International tie-ups. Additionally, the Group's
capability to set up the state-of-the-art and highly productive
plants with in-house expertise, gives it a competitive edge.


Mr. Deep C Anand
Chairman
Anand Automotive
Limited

Mr. Deepak Chopra
Group CEO
Anand Automotive
Limited
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 5


2.3 Group Companies of Anand Group
Anand Automotive Limited
Behr India Limited
Chang Yun India Limited
CY Myutec Automotive India Private Limited
Faurecia Emission Control Technologies
Federal-Mogul Bearings India Limited
Gabriel India Limited
Haldex India Limited
Henkel Teroson India Limited
MAHLE Filter Systems India Limited
Mando India Limited
Perfect Circle India Limited
Spicer India Limited
Takata India Pvt Limited
Valeo Friction Materials India Limited
Victor Gaskets India Limited
Camfil Farr Air Filtration India Limited (Industrial)
Degrmont Limited
SUJAN Luxury Hotels(Services)

2.4 Recent performance Anand Group:
Anands company, Gabriel India has received the Golden Peacock
Innovation Award for unique innovation that helps to detect presence of
nodular chrome formed during hard chrome electro plating on shock absorbers
piston rods.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 6


MAHLE Filter System India Best Zone Award MAHLE Filter Systems
India, aftermarket team has been consistently delivering on its growth targets
and the high performers were recognized and rewarded at the recent sales
conference.
Gabriel India-Nashik also received the Bajaj Quality award for achieving
Zero PPM and Zero KM, within a period of six months.

2.5 BACKGROUND INFORMATION:
The filter brands MAHLE Original (former MAHLE Filter), Knecht and
Metal Leve are also part of MAHLE and provide a range of products that Our
MAHLE sales companies or our sales
partners can tell you which brands are
available in the respective countries.
In order to cover the numerous
applications, we offer a complex product
range. It encompasses air, oil and fuel
filters for passenger cars and commercial
vehicles, agricultural and building
machinery as well as motorcycles and filters for vehicle interiors to air-drying
cartridges for commercial vehicles
Fig2.5
All of our filters have one thing in common. They are highly effective in
protecting people, engines and the environment. We continuously expand our
filter program with innovative products that are high in demand. This includes
our eco filters that can be completely incinerated or our cabin air filters. All of
our filters are produced in original equipment quality.
The MAHLE Group is one of the 30 largest companies in the automotive
supply industry worldwide.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 7


In addition to the automotive industry, MAHLE also supplies the small and
large engine areas as well as the market for industrial filtration.

2.6 About the Owner
In 1964, the Company founders Hermann and Dr. Ernst MAHLE transferred
ownership of the Group to the non-profit MAHLE Foundation, which has held and
administered almost all company shares since then in a fiduciary capacity. The MAHLE
Foundation serves charitable causesby supporting healthcare, youth welfare, schooling,
general adult and vocational education, and organic farming. For many years, one of the
MAHLE Foundations primary beneficiaries has been the Filderklinik near Stuttgart,
Germany. It combines modern, scientific conventional medicine with holistic,
anthroposophical medicine.
















Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 8



2.7 MAHLE FILTER SYSTEMS (INDIA) PVT. LTD.
PUNE PLANT


Fig 2.7




















Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 9


KIRLOSKAR Filter Systems India located at Pune, was set up in 1969. In 2005, the
company changed its name to MAHLE Filter Systems Pvt. Ltd. MAHLE Filter Systems
India was formed in 2005 as a result of the merger of the operations of Purolator India
and MAHLE Filter Systems India
It is a joint venture between Anand Automotive Systems - a leading manufacturer of
automotive components and systems in India, supplying to virtually every vehicle and
engine manufacturer in the country - and MAHLE Group, Germany - a leader in Engine
components world-wide.
Owing to its product range and quality, MAHLE Filter Systems India is the principal
supplier to all segments of the market - OE and Aftermarket with a sizeable presence in
the overseas markets. MAHLE also participates in the industrial range of filters. In the
Aftermarket, its products are marketed under the brands - MAHLE and Purolator.
MAHLE Filter Systems has been consistently investing in R&D activities to develop
media, new filter geometries, constructions and systems. It also markets STP, the worlds
largest brand for automotive care products. MAHLE Filter Systems India has three filter
plants, one at Parwanoo (Himachal Pradesh), Pune (Maharashtra) and the other at
Khandsa (Haryana). All plants are TS / OSHAS certified and have significant exports.
2.8 MANUFACTURING AND TESTING FACILITIES
To cater to stringent quality requirement of customer from different market sectors,
MAHLE has complete manufacturing and testing facilities to ensure that quality is built
in at every stage of manufacturing. For HEPA filters, the total manufacturing and
operations are done in a special clear environment.
Naturally, we enjoy high quality rating from out customers. We take extra precautions
in selecting the correct grade material and ensure that all the processes are properly
controlled to achieve the desired results.
We also design filters for specific requirements.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 10


MAHLE FILTER SYSTEMS (INDIA) LTD.
2.9 TECHNICAL DETAILS
Established: In 1969
Location: Gat no-410, Mauje Urawde, Tal-Mulshi, Pune.
Registered Office &Head Office:-Mahle Group Headquartered,
Stuttgart, Germany

Pune (Factory):-Mahle Filter Systems (India) Pvt.ltd
Gat no- 410, Mauje Urawade,
Tal-mulshi, Pune-411042.

2.10 Quality Certification
MAHLE Filter Systems India has three filter plants, one at Parwanoo (Himachal
Pradesh), Pune (Maharashtra) and the other at Khandsa (Haryana). All plants are
TS16949 / OSHAS,ISO 14001 certified and have significant exports.

Areas:
Estate area:- 51965 sqm
Production area: - 3888 sqm.

Total Operating Engineers 162
Workers 47
Staff 48
Total 257

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 11



2.11 MISSION, VISION AND QUALITY POLICY
MISSION
Customer Delight -by providing
superior product on time and every time.
Share holder Delight By providing
better than market return on investment
Employee Delight By providing
opportunities to learn, contribute
and enjoying working in MAHLE,
filter systems India

VISION
Be the leading supplier of filters
Systems in india n a global supplier
Automotive and industrial filters
for for both OE and
Aftermarket applications.

QUALITY POLICY
To ensure Customer,Share Holder and Employee
Satisfaction By Building and Sustaining
a culture of Continual improvement at
MAHLE Filters Systems india and Suppliers.




Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 12


2.12 COMPANY POLICY:
Some policies are in our Company like:
Quality Policy
Health & Safety Policy
Environment Policy
Environment Policy
MAHLE Filters Systems India is committed
to prevent the generation pollutant or
wastes We will comply with all Legal and
other related requirements
on environment and ensures that have
the least known impact on the environment.
We shall Strive to use the best of
practices and
technologies for continual improvement
of our environment.

HEALTH AND SAFTY
MAHLE Filters Systems India is committed to prevent
the injuries and ill Health by maintaining world
class health and safety Standards for all its employee and
associates . we shall comply with all appreciable legal,
regulatory health , Safety and other requirements
on a continual bases
We will develop, improve and sustain processes
and deploy
them through APS to systematically eliminate
Health and safety Hazards.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 13


COMPANY SLOGAN:
CONNECTING PEOPLE NEAR OR FAR,
MAKE MORE FILTERS, RUN MORE CARS

.
2.13 JV Partners: MAHLE Group, GERMANY
Headquarters- Stuttgart, Germany.
Globally amount the 30 largest independent industrial groups in Germany.
110 production plants in four continents.
47,000 employees
Sales 4.3 million Euros (2006).

2.14 JV Partners: Anand Automotive systems, India.
One of Indias largest manufacturer of automotive components.
Turnover of over 488 million USD.
Chairman- Deep C. Anand.
17 group companies.
44 manufacturing locations
6300 employees within India.









Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 14


2.15 COMPANYS PRODUCT PROFILE


Products:-

1. Oil filters
2. Air filters
3. Fuel filter
OIL FILTERS
a. Cartridges( metal)
b. Cartridges (metal-free)]
c. Spin-ons
d. Housing/ adaptors.

AIR FILTERS
a. Metal(round)
b. Panel(PU)
c. Round(PU)
d. Panel(plastic injection moulded)
e. Round (plastic injection moulded)
f. Housing (plastic/metal)
g. Air intake manifolds

FUEL FILTERS
a. Catridges (metal)
b. Catridges(metal- free)
c. Spin-ons
d. Plastic injection moulded
e. Plastic-welded
f. Water separator

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 15


2.16 Customers:
Table no. 2.16
Ashok Leyland Mitsubishi
Bajaj Autos New Holland
Caterpillar Punjab Tractors
Escorts Swaraj Mazda
Ford TAFE
Force Motors TATA Motors
General Motors Tatra
Honda Toyota
Ingersoll Rand Yamaha
Kirloskar Oil Engines Ltd. Nano
Mahindra & Mahindra Nissan
Maruti Suzuki


2.17 MAIN MARKETS :
North America
South America
Western Europe
Eastern Europe
Eastern Asia
South East Asia
Mid East Asia
Mid East
Africa
Oceania


Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 16


2.18 DEPARTMENTWISE MANPOWER STATUS OF MAHLE
FILTER SYSTEMS (INDIA) PVT. LIMITED
Table no. 2.18

COUNT OF DEPARTMENT
DEPARTMENT TOTAL
Finished goods systems (FGS)
Finance
Human resources
Information technology
Maintenance engg.
Marketing (MKT AM)
Operating engg.(MKT OE)
Pool
PD
Plant head
Production planning control (PPC)
Process engg.
PROD (production)
PUR (purchase)
QA( Quality)
RND
SCM (supply chain mgt)
3
4
3
1
2
3
3
1
5
1
1
0
3
4
3
8
3
Staff 48
Workers 209
Grand total 257




Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 17


2.19 ORGANISATION STRUCTURE

Fig no. 2.19



Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 18


2.20 HR PROCEDURES :
Fig.no. 2.20.1 (a)

Fig .no.2.20.2 (b)


Recruitment
Training
Trade Union
Handling
PMS A-HPS
Employee
Engagement
OE model
Manpower
Deployment
Payroll
Leave Mgmt
Administrati
on
Safety
Compliance
Statutory
Compliance
Grievence
Mgmt
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 19


2.21 EMPLOYEE ENGAGEMENT ACTIVITIES AT MAHLE
Annual Day
Sports Day
Trips
Dandiya Night
Hostel Party
Cultural Show
Special Lunch (ERM)
Women Grievance Committee
Safety Week
Birthday Bash
Quiz Competition
Festival Celebration

2.21.1 MAHLE ASPIRES TO EXCEL AS WORLD-CLASS
ORGANISATION
Indigo on time (starting work ontime)
Surf Challenge (Abnormality dhundo Challenge)
Spoorti (Best Desk Award)
MIC (MAHLE Image Changer)
Koffee with Karan (Hum jane apka karan kaun)
SHADI MUBARAK (Celebrate wedding Anniversary)

2.21.2 MAHLE ENCOURAGES INNOVATION
IMPACT (Improvement Projects Recognition Scheme)
NAYA KADAM (KAIZEN recognition scheme)

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 20


2.21.3 MAHLE PRACTICE OPEN AND HONEST
COMMUNICATION
SPANDAN (Multi tier Communication Meeting)
Sunrise Meeting (Loss Analysis Meeting)
Sunset Meeting (Plant Head Review Meeting)

2.21.4 MAHLE NURTURES TALENT
Dhyanodaya (Learning Centre)
Pulse Polio (100% training to all)
EDGE (Employee development for growth and education)
JOSH (Books for all)
FLAG (Focused Learning Activity Group)
KHAJANA (Library)
Dil Mange More (Birthday Wish Fulfilled)

2.21.5 MAHLE BUILDS TRUST AND EMPOWER PEOPLE
Hamare Sitare (Empowering Team Leader)
Chamakte Sitare (Best OE Award)
Trimurti (3 Faces of Plant Head)
Customer
Shopfloor & Supplier
People Orientation

2.21.6 MAHLE RECOGNIZE REWARD AND ACHIEVEMENT
Bazigar
Step-Up
Arogya (Shift Start Exercise)
Family Day (15
th
Aug, 2
nd
Oct, 26
th
Jan
Rasoi Magic (Monthly Cooking Initiative- Men & Women)
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 21


2.22 FUNCTIONAL DEPARTMENT OF THE ORGANISATION

HUMAN RESOURCES DEPARTMENT
Human resource department is one, which provides services that are used by all the
departments. It is a department, which looks after all the activity of the organization and
acts as the head of all departments. It is department, which sets out the objectives of each
department and gives orders to perform the individual activities..
FUNCTIONS:
Recruiting of employees and workers.
Replacement / Transfer / Promotion of employees.
Induction of employees.
Probation / Training of the workers
Increment / bonus to employees.
Information management & Labor management.
Safety & Welfare management.
Canteen and Transport management.

MAINTENANCE DEPARTMENT
The maintenance department is responsible and accountable for maintenance. It is
responsible for the way equipment runs and looks and for the costs to achieve the
required level of performance. This is not to say that the operator has no responsibility
for the use of equipment when in his hands - he does. The point is that responsibility and
accountability must be assigned to a single function or person whether it be a mechanic
or operator. To split responsibility between maintenance or any other department where
overlapping responsibility occurs is to establish an operation where no one is
accountable. Alumax of SC considers this a fundamental principle for effective operation
of maintenance.
The maintenance function is responsible for the frequency and level of maintenance.
They are responsible for the costs to maintain, which requires development of detailed
budgets and control of costs to these budgets.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 22


FINANCE DEPARTMENT
Main activity of the finance department is to keep all the up to date accounts of the
financial matters. The various activities are allocated to different sections.
The costing section determines the cost incurred on various items of management,
information system is adopted in this section, which is clearly financed by the various
banks.

Excise section files periodic returns under various acts like PF. Act, Employee state,
insurance Act, sales tax, central tax etc. It issues sales tax. This section carries out all the
activities concerned with the excise.

Pay roll section prepares the pay sheet. They keep account of the raise in pay, bonus,
deductions in salary, if any etc of each employee. The net salary of each employee is
tabulated in this section.
Cash in bank section regulates the day bank and cash transactions. This section
issues cheques to suppliers after the instruction frauds the bill payable section. It prepares
the bank reconciliation statement and also reconciles the suppliers and customer
accounts. It also provides all records to the auditor, internal and external.

Bills payable sections, this section verify the purchases bills and receive the debit
notes and credit notes as per the instruction of the purchase department.

ACCOUNTS DEPARTMENT

The functions of this department are:
Preparation of Balance Sheet, costing product wise,makings payments for the
suppliers, contractors and employees.
Maintaining cash and bank balances invoicing for products sold formulating
regarding sales tax etc are completed.
It is concerned mainly with the profit ability.
Planning about tax that is saving cost tax is done.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 23


Frequent meetings are held and any suggestions regarding cutting down of tax and
cost is welcomed.
Verification of items is done once or twice in a year depending upon the items.
In normal circumstances they can take decisions.

STORES ACCOUNT
Stores accounts maintain are update accounts of various items received and issued. It
gives the detail of maximum level, minimum level and re-ordering level of the stock. The
stores accounts maintain the bill cards for several bill items. Several items financial
activities concerned with the stock are also carried out by the stores accounts.
2.23 RESEARCH AND DEVELOPMENT (R&D) AT MAHLE
Since the establishment of the MAHLE companyalmost 90 years agoresearch and
development into new products for combustion engines has enjoyed a high priority.
During that early stage, in a workshop for engine tests, MAHLE engineers developed
numerous product innovations over the decades, which have enabled the modern
combustion engine of today to become reality. From the first wear-resistant lightweight
pistons for gasoline engines, and later also for diesel engines, to centrifugal casting
cylinder liners, composite camshafts, and ecofilter systems, through to today's current
complex systems for the entire media supply, power cell units, complete cylinder head
assemblies,and even, in recent years the assembly of complete engines.
Pioneer in technological innovation
MAHLE is and always has been a pioneer when it comes to technological
innovations for the combustion engine. Around 3,000 engineers currently work in the
Group's R&D centers: in Stuttgart, Northampton, Detroit (Farmington Hills, Novi),
Tokyo( Kawagoe, Okegawa), Shanghai und So Paulo (Jundia). The development
centers function as competence centers and work together on new global projects so that
we can continually offer our customers worldwide new solutions to increasingly difficult
problems relating to the reduction of fuel consumption and exhaust gas emissions as well
as extended engine lives.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 24


Functions of the department at MAHLE filters:
1. New product development
2. Improvement in productivity
3. Improvement in quality
4. Energy saving
5. Technology absorption
6. Cost reduction
7. Improvement in environment, occupational and safety standards.

SYSTEMS DEPARTMENT
Management information systems are regarded to be a subset of the overall internal
controls procedures in a business, which cover the application of people, documents,
technologies, and procedures by management accountants to solve business problems
such as costing a product, service or a business-wide strategy. Management information
systems are distinct from regular information systems in that they are used to analyze
other information systems applied in operational activities in the organization.

PURCHASE DEPARTMENT
PROCEDURES INVOLVED IN PURCHASE
Getting purchase requisition order.
Selection of sub contractors.
Vendor rating and performance evaluation.
Purchase order.
Follow up.
Purchase local or cash purchase.
Scrap scale sale.
Bearing procurement.
Verification of purchase of product.


Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 25


Functions of purchase department:
This material are received by purchase department is a paper taken from the
purchase department is delivered to stores. The departments material receiving receipt
(MRR) is sent to the bill section where they will arrange for the payments accept once the
material. The purchase department will load into the market for new, drapery, better and
latest products. The material is machinery spare parts, chemicals, computers and new
invented chemicals.

STORES DEPARTMENT
The stores department will be responsible for stocking all the necessary tools, spares, raw
materials and equipment required to service the manufacturing process. Where sourcing
is unreliable, buffer stocks will need to be kept and the use of computerized stock control
systems helps keep stocks at a minimal but necessary level for production to continue
unhindered.

Functions:
They store spares and other material other than raw materials. The raw materials are
stored in the material in the production department. The main goal of this department is
to receive the material and store them as and where the department demands the materials
where received first are inspected. After the materials are issued the material receiving
receipt goes for closing only after they physical checks in the stock is valued. The
department directly takes by receiving material receipts codes are given alphabetically
and numerically.







Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 26


3.1 INDUSTRY PROFILE
The global automotive industry is a highly diversified sector that comprises of
manufacturers, suppliers, dealers, retailers, original equipment manufacturers or OEMs,
aftermarket parts manufacturers, automotive engineers, motor mechanics, auto
electricians, spray painters or body repairers, fuel producers, environmental and transport
safety groups, and trade unions.
The automobile and automotive parts & components manufacturers constitute a
major chunk of automotive industry throughout the world. The automotive manufacturing
sector consists of automobile and light truck manufacturers, motor vehicle body
manufacturers, and motor vehicle parts and supplies manufacturers. This sector is
engaged in manufacturing of automotives and light duty motor vehicles, motor vehicle
bodies, chassis, cabs, trucks, automobile and utility trailers, buses, military vehicles, and
motor vehicle gasoline engines.
In the recent past, the auto parts manufacturing industry of Midwest lost 12.7% of
its employment. The various factors behind this decline are unemployment recession,
domestic relocation and foreign competition. This loss in employment has badly affected
this industry.
Fig. no.3.1


Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 27


Offers support to other industries such as iron, steel, rubber, glass, plastic,
petroleum, textiles, oil & gas, paints & coatings, transportation industries.
Rising foreign investments have led to the rapid growth in terms of automobile
production and exports. Overseas companies are making huge investments and
are installing extensive production capacities in developing countries.
Continuous investment in research & development has resulted in increased
productivity and better quality automobiles, automotive accessories and parts.
Increase in standards of living and purchasing power parity have resulted in the
increase demand of automobiles especially four-wheelers in developing nations,
mostly in South Asian region.
This sector provides employment to major chunk of human population in the
world i.e. 25 million. This industry not only provides millions of jobs to the
people, but also produces billions of dollars in terms of worldwide revenues.
Adequate infrastructural facilities in form of power supply, machinery, capital,
ready availability of raw materials and labor help in the tremendous growth of this
industry.


3.2 Major Segments Of Automotive Industry:

Engine Parts segment in the automotive component industry comprises
of different parts like engine parts, fuel delivery system and products
such as pistons, piston rings, engine valves, carburetors, and diesel-based
fuel delivery systems.





Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 28



Electrical Parts segment comprises of generators, starter motors and
spark plugs. An important and relatively larger product segment - engine
parts are gaining popularity at a faster pace in the global automotive parts
& components industry. Electric start mechanism in different scooter and
motorcycles is the latest concept in the automobile industry.

Drive Transmission and Steering Parts segment has sub segments like
gears, wheels, steering systems, axles, and clutches. Having 19% share,
this segment is considered the largest product segment after engine parts
segment. The emergence of different leading automotive manufacturers is
intensifying the competition in the sector especially for products like gears
and clutches.

Suspension and Braking Parts segment comprises of automobile
components like brakes, brake assemblies, leaf springs, shock absorbers,
brake linings. Suspension and braking parts segment has around 12%
share in the global auto component industry.


Body and Chassis Parts segment comprises of body and chassis, sheet
metal components, and plastic-molded parts. The global sourcing of
automotive components comprise of chassis, frames, brakes, steering and
much more has reached to US $ 185 billion in 2008-09. This product
segment has 12% share in the global automotive component and parts in
Industry.




Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 29


3.3 GROWTH RATE
Market Forecasts-with the upcoming marketing strategies of the manufacturers, the auto
parts industry is expected to have reached a value of USD 586 billion by year 2009.
According to reports, the compound annual growth rate of this industry is 2.6% for the
period of 2004 - 2009.
Table. No. 3.3
Global Auto Components Forecast Value - USD billion 2004 2009
Year USD billion % Growth
2004 515.5 2.30
2005 526.2 2.10
2006 538.9 2.40
2007 553.4 2.70
2008 569.1 2.80
2009 585.9 3.00
CAGR 2004 - 2009 : 2.6%

It is believed that by 2015, the global auto component industry would reach US$ 1.9
trillion. With different low cost countries emerging at a fast pace in this industry, it is also
expected that around 40% of the money will be sourced from such countries. India is one
of such low cost countries. At present, it has only 0.4% of the global auto components
trade of US$ 185 billion. By the year 2025, it is expected that India might be among the
top five auto component economies.

3.4 MAJOR PLAYERS:
Major Industry Players-the worldwide automobile industry is largely dominated by five
leading automobile manufacturing corporations namely Toyota, General Motors, Ford
Motor Company, Volkswagen AG, and Daimler Chrysler. These corporations have their
presence in almost every country and they continue to invest into production facilities in
emerging markets namely Latin America, Middle East, Eastern Europe, China, Malaysia
and other markets in Southeast Asia with the main aim of reducing their production costs.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 30


NATIONAL LEVEL
Maruti Udyog Ltd,General Motors India,Ford India Ltd.Eicher Motors, Bajaj Auto,
Daewoo Motors India, Hero Motors, Hindustan Motors , Hyundai Motor India Ltd, Royal
Enfield Motors, Telco, TVS Motors, DC Designs, Swaraj Mazda Ltd

3.5 Destination India
According to the Investment Commission of India, India is among the most competitive
manufacturers of auto components in the world. India is also becoming a global hub for
research and development (R&D). Companies like Daimler Chrysler, Bosch, Suzuki and
Johnson Controls have set up development centers in India. Many international auto-
component majors including Delphi, Visteon, Bosch and Meritor have set up operations
in India. Auto manufacturers including GM, Ford, Toyota, etc. as well as auto component
manufacturers have set up International Purchasing Offices (IPOs) in India to source their
global operations.

3.6 Contribution to Economy
Automotive Industry comprises of automobile and auto component sectors and is one of
the key drivers of the national economy as it provides large-scale employment, having a
strong multiplier effect. Being one of the largest industries in India, this industry has been
witnessing impressive growth during the last two decades. It has been able to restructure
itself, absorb newer technology, align itself to the global developments and realize its
potential. This has significantly
increased automotive industry's contribution to overall industrial growth in the country.
The automotive industry (including components & tyres) has already attained a turnover
of US$ 48.86 billion. The industry provides direct and indirect employment to 13.1
million people. The contribution of the automotive industry to GDP has risen from 2.77%
in 1992-93 to 4.14% in 2008-09.The industry is also making a contribution of 17% to the
kitty of indirect taxes of the Government.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 31


4. RECRUITMENT AND SELECTION
4.1 RECRUITMENT:
Recruitment is the process of searching for prospective employees and stimulating
them to apply for jobs in the organization. Recruitment is the linkage activity
bringing together those with jobs and those seeking jobs. Therefore, recruitment is
the process of searching for prospective employees and stimulating them to apply for
jobs in the organization.
According to Flippo,
Recruitment is the process of searching for prospective employees and stimulating
and encouraging them to apply for jobs in an organization.
According to Dale.S. Beach,
Recruitment is the development and maintenance of adequate manpower resources.
It involves the creation of a pool of available labour whom the organization can
depend when it needs additional employees.
Recruitment is the discovering of potential applicant for actual or anticipated
organizational vacancies. Accordingly the purpose of recruitment is to locate sources
of manpower to meet the job requirements and job specifications.
Recruiters need to keep abreast of changes in the labour market to ensure that
their recruitment efforts are not wasted 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 organization to plan its labour force requirements,
matching available supply against forecast demand.
A skill audit of existing staff will increase knowledge of the skills, the
organization has available and those which are lacking and thus help pinpoint areas
for future development.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 32


4.2 Factors affecting Recruitment

There are two types of factors that affect the Recruitment of candidates for the company.

1. Internal factors: These includes
Companys Pay Package
Quality Of work life
Organizational Culture
Companys Size
Growth rate of the company
Role of trade unions
Cost of recruitment

2. External factors: These include
Supply and demand factors
Employment Rate
Labour Market Condition
Political Legal and Government factors
Information System

4.3 Methods of Recruitment
Dunn and Stephens summaries the possible recruiting methods into three categories,
namely
1: Direct method
2: Indirect method
3: Third party method

DIRECT METHOD
The direct method includes sending of the recruiters to different educational and
professional institutions, employees contact with public, and mannered exhibits. One of
the widely used methods is sending the recruiters to different colleges and technical
schools. This is mainly done with the cooperation of the placement office of the college.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 33


Sometimes, firms directly solicit information form the concerned professors about
student with an outstanding records.
Other direct methods include sending recruiters to conventions and seminars, setting up
exhibits at fairs, and using mobile offices to go the desired centers.

INDIRECT METHOD:
Indirect method involves mainly advertising in newspapers, on the radios, in trade and
professional journals, technical magazines and brochures. Advertisements in newspapers and
or trade journals and magazines are the most frequently used methods. Senior post is largely
filled with such methods. Advertising is a very useful for recruiting blue color and hourly
worker, as well as scientific, professional, and technical employees.
Local newspaper can be good sources of blue collar workers, clerical employees, and
lower level administrative employees.
The main point is that the higher the position in the organization the more dispersed
advertisement is likely to be. The search for the top executive might include advertisement in
a national periodical, whereas the advertisement of the blue color jobs usually confine to the
daily newspaper.

THIRD PARTY METHOD:
These include the use of commercial or private employment agencies, state
agencies, and placement offices of schools colleges and professional associations
recruiting firms, management consulting firms, indoctrination seminars for college
professors, and friends and relatives.
Private employment agencies are the most widely used sources. They charge a
small fee from the applicant. They specialize in specific occupation; general office help,
salesmen, technical workers, accountant, computer staff, engineers and executives.
State or public employment agencies are also known as the employment or labour
exchanges, are the main agencies for the public employment. Employers inform them of
their personnel requirement, while job seekers get information for them about the type of
job are referred by the employer.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 34


Schools and colleges offer opportunities for recruiting their student. They operate
placement services where complete biodata and other particular of the student are
available.
Professional organization or recruiting firms maintain complete information records
about employed executive. These firms maintain complete information records about
employed executives. These firms are looked upon as the head hunters , raiders, and
pirates by organization which loose their personnel through their efforts.

4.4 Evaluation of the recruitment method
The following are the evaluation of the recruitment method:
1: Number of initial enquires received which resulted in completed application forms
2: Number of candidates recruited.
3: Number of candidates retained in the organization after six months.
4: Number of candidates at various stages of the recruitment and selection process,
especially those short listed.



















Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 35


4.5 Recruitment Process:

Recruitment process begins when the personnel department receives requisitions
for recruitment from any department from any department of the company. The
personnel requisitions contain details about the position to be filled, number of
persons to be recruited, the duties to be performed, qualifications expected from
the candidates.
Locating and developing the sources of required number and type of employees.
Identifying the prospective employees with required characteristics.
Developing the techniques to attract the desired candidates. The goodwill of the
organization in the market may not be one technique. The publicity about the
company being a good employer may also help in stimulating candidates to apply.
Employing of techniques to attract candidates.
The next stage in the process is to stimulate as many candidates as possible and
ask them to apply for jobs. In order to increase the selection ratio, there is a need
to attract more candidates.
Evaluating the effectiveness of recruitment process.

















Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 36


4.6 SELECTION

Selection is a process of picking up the individuals with the requisite
qualifications and competence to fill in the organizations. Selection is a tool in the hands
of management to differentiate between the qualified and unqualified applicants by
applying various techniques such as interviews, tests, etc. A sound selection ensures the
selection of suitable candidates.
According to Dale Yoder:
Selection is the process in which candidates for employment are divided into two
classes-those who are to be offered employment and those who are not.
According to Thomas Stone:
Selection is the process of differentiating between applicants in order to identify and
hire those with a greater likelihood of success in a job.
Selection is a negative process and involves the elimination of candidates who do
not have the required skills and qualification for the job proposed. Also it is a process of
differentiating between applicants in order to identify and hire those with grater
likelihood of success in job.

The objective of selection decision is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. It is the system of
function and devise adopted in a given company to ascertain whether the candidates
specifications are matched with the job specifications and recruitment or not.

Selection process or activities typically follow a standard patter, beginning with an
initial screening interview and concluding with final employment decision. The
traditional selection process includes: preliminary screening interview, completion of
application form, employment test, comprehensive interview, background investigation,
physical examination and final employment decision to hire.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 37


Selection process assumes and rightly so, that there are more number of candidates,
actually selected candidates, are made available through recruitment process.
The candidates who best match the specifications may be invited for the interview.
The invitation letter should tell the candidates that they should advice the organization in
advance if any particular arrangements need to be made to accommodate them on arrival
and during the interview.
The information given in the interview letter should be true as per the company
guidelines.

4.7 FACTORS EFFECTING SELECTION DECISION

Following are the factors which affect the Selection decision while selecting a candidate for
an organisation:

Profile matching:
The candidate which is to be selected should match the requirements of the company
and the post which is vacant. Unnecessarily the post should not be filled up in a hurry
if the company does not finds a suitable candidate for that particular post. Therefore
profile matching is a very important factor while selecting the candidate.

Organization and social environment :
The organizational and social environment is very important for a candidate to
join a new organization. He should know all the policies of that organization and
should be comfortable working in that particular environment.

Multi correlations :
This is also an important factor of a selecting decision of a organization.




Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 38


4.8 ESSENTIALS OF SELECTION:
The procedure will be successful if it satisfies the following requirements:
1. There should be sufficient number of applicants from whome the required number
of candidates may be selected.
2. There should be some person who is assigned the authority to select.
3. There should be some standard of personnel with which a prospective employee
may be compared.
4.9 SIGNIFICANCE OF SELECTION PROCEDURE:
The importance of selection can be judged from the following factors:
1. Procurement of skilled workers.
2. Reduction in the cost of training.
3. Solution to personnel problems.
4.10 SELECTION PROCESS:
The selection procedure is concerned with securing relevant information about the
applicant. The information is secured in the 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 mostly likely to perform in that job, and is
willing to do that job sincerely.
The hiring procedures not a single act but it is essentially a series of methods or
steps or stages by which additional information is secured about the applicant. A
procedure may be considered to a series of successive hurdles or barriers which an
applicant must cross.



Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 39


Following are the steps which come under the selection process:
Preliminary screening.
Application Blank
Employment Tests
Selection Interview
Medical / Physical Examination
Checking reference
Final Approval

PRELIMINARY SCREENING:
This is essentially to check whether the candidate fulfills the minimum
qualification. The preliminary interview is generally a brief. Its aim is to eliminate the
unsuitable candidate. The job seekers are received at the reception counter of the
company. The receptionist or other official interviews the candidates to determine
whether he is worthwhile or the candidate to fill up the application blank. Candidates
processing the minimum 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 baxckground, aptitude and interests act, in the application blank. The
application blank provides a written record about the candidate. The application should
be designed to obtain all relevant information about the candidates. All applications
received from the candidates are carefully scrutinized. After the scrutinitymore suitable
candidates among the applicants are shortlisted for the written tests ad others are rejected.




Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 40


EMPLOYMENT TESTS:
The candidates are asked to appear for the written tests or other tests. Tests have
become the more 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. Tests is more useful in identifying
and eliminating unsuitable candidates therefore should be used a only as supplements
rather than an independent technique of selection. The main type of tests are-
Intelligent tests
Aptitude tests
Interest tests
Personality tests

SELECTION INTERVIEW:
It involves a face to face conversation between the employer and the candidate ,the
selector asks the job related and general questions. The way in which a candidate
responds to the questions is evaluated. The objective of the interview are as follows:
1. To find out the candidates overall suitability for job.
2. To cross check the information obtained through application blank and tests.
3. To give an accurate picture of the job and the company.
The interview is most widely used step in employee selection. However, interview
suffers from several drawbacks.
Firstly it is a time consuming and expensive device. Secondly it can test only he
personality of a 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 judgement orbias of the interviewer may meke the result of the interviews
inaccurate.

The 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 quiet. People generally talk and freely and frankly when there is privacy

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 41


and comfort. Therefore candidates should be put at ease. The interviewer should pay full
attention to what the candidates have to say.

MEDICAL / PHYSICAL EXAMINATION:
Candidates who are found suitable after interview are called for physical examination.
A panel of doctors to ensure that they are healthy or physically fit for the job does a
medical checkup for such candidates. A proper medical examination will also ensure that
the candidates selected does not suffer from any serious disease in the 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 secretly kept
confidential. Moreover the information given by them may be based in the form of the
candidate.

FINAL APPROVAL:
The candidates who are found suitable after the medical checkup 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 fool proof and the best
way to judge a person is by observing him working on the job. Candidates who gives
satisfactory during the probationary period are made permanent.

4.11 THE PURPOSE OF THE INTERVIEW IS:

To provide the selection panel with relevant information beyond that already
contained in the application form and about the candidates suitability for
appointment.
To allow the candidates opportunity to demonstrate their skills, knowledge and
abilities against the person specification.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 42


To provide the candidate with more information about the job and the candidate.
To identify the areas of weakness/training and development needs.

4.12 PROCEDURE TO BE FOLLOWED AFTER INTERVIEW

HR to take up references on preferred candidates, if this has not been actioned
already.
HR to offer post to successful candidate.
HR to inform unsuccessful candidates to outcome within 4 working days of the
interview.
The chair or manager to offer feedback to unsuccessful candidates, where
requested.
The chair of the panel to complete the recruitment proformas and panel
assessment sheets and return to HR.


4.13 CONSTRAINTS ON RECRUITMENT

Logically, firms would seek to recruit in a manner that guarantees the greatest
number of qualified applicants. However there are often constraints on the recruitment
process, which prohibit some method. Some of these constraints are:

Organizational policies
Environmental conditions
Job requirements
Inducements
Costs

Organisational policies :Promote from within policies, gives present employees the first
opportunity.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 43



Environmental conditions : Need to watch economy business, industry cycles, scarcity
of skill sets, and competition from other recruiters it may also require change in HR plan.

Job requirements:Can be constrained as skilled workers are more difficult to find than
an unskilled worker, want to ensure requirements realistic if overdone, person could get
bored and leave.

Inducement :Recruiter needs to sell market, workplace. Paid holiday, flexi timing etc
may stimulate interest.

Costs :Compensation policies, adhere to establish pay ranges, is one of the major
constraints in recruitment.

4.14 IMPORTANCE OF GOOD RECRUITMENT AND SELECTION

Recruitng people who are not suitable for the organization can lead to increased
labour turnover, increased costs for the organization, and lowering of morale, in the
existing workforce.
Such people are likely to be discontented, unlikely to give their best, and end up
leaving voluntarily or unvoluntarily where their unsuitability becomes evident.

They will not the flexibility and commitment that many organizations 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 access the role to be
filled, and the type of skills and abilities needed to fill it.

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 ofexperience.

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 44


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 organization.
Fair : Ensuring that right through the process decisions are made on merit alone.
























Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 45


5. OBJECTIVES OF STUDY
1. To analyse the Recruitment & Selection process at MAHLE:
Every organization undergoes through the process of recruitment & selection, but all
have its different ways and techniques of recruiting people in an organization. As we
know manpower is the main source of success on any organization, so it is necessary to
recruit the most desired candidate for the post.
2.To critically analyse the functioning of recruitment and selection procedures:
Recruitment process of every organization differes from its style. The main objective was
to critically analyse and understand the concept of recruitment and selection, and then
finally work on it. This analysis helped to understand the proper functioning of
recruitment and selection that how the complete system takes place.
3. To observe the role palyed by all the levels in the process of recruitment:
All the levels of HR department have different responsibilities in the process of
recruitment. The final decision of the recruitment and selecting a candidate is taken by
the senior most level ie. the HR manager. The HOD will always select the most suitable
candidate for their organization. It is important from the HO point of view to take proper
care about the selection of an employee.
4. To observe the way of behavior of the recruiter towards the candidates from the
time they sort the resume of an individual:
It is necessary for the recruiters to be in proper contact with the candidates from the time
they sort resumes from the available sources.It creats a positive attitude towards the
organization in the minds of the candidate. To clear all the queries of the candidate
periodically contact, proper information, proper instructions makes the candidate feel
comfortable when they come for interview.Treatment given to them at the time of
interview also matters a lot.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 46


5. To identify the probable area of improvement, and make recruitment and
selection procedure more effective:
This is an important objective for the organization as well. Day to day new and modified
sources of recruitment are been formed and used in the organization. The main objective
after analyzing the recruitment process was to make improvements in it, so that it
becomes more effective, and becomes more convenient and comfortable to the candidate
as well as the organization.

5.1 SCOPE OF STUDY
The benefits of study of the researcher is that it helped to gain knowledge and epperience
and also provided the opportunity to understand the prevelant recruitment and selection
procedures.Hiring an employee is easy. Hiring the right employee for the job takes more
work than just saying YES to the first candidate. The chances of success are improved by
understanding the components involved in an effective recruitment and selection process.
1. Evaluation of candidates: Results from interviews, references and comparisions with
the requirement of the position will all be combined to make decisions about the job
offers. This can be accomplished with the formal checklists, a ranking system or informal
conversations.
2. Reference and background checks: Since candidates are unlikely to provide
references which will be negative, specific questions must be asked to get examples of
performance and accomplishments. Confirmation of education, credit reports, drivers,
license, and criminal background reviews can also be important parts of background
checks, depending on employer, industry and needs.
3. Interviewing: The actual interview can be the core of the process, but it involves more
than the time spent talking to the candidate. Smart interviews prepare questions after
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 47


reviewing th job description, resumes and applications. Post interview and followup
completes the phase of recruitment and selection
4. Sourcing Candidates: Effective recruiters identify candidates through multiple
sources. The internet today or any web portal is todays best way to search the candidates
suitable for a job. Employee referrals, constant networking, and staffing services create a
pipeline for candidates when openings occur.





















Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 48


6. RESEARCH METHODOLOGY

6.1 Introduction:
A research is a carefull investigation on enquiry specially through search for new facts in
any branch of knowledge. A research is a common parlance which refers to a search of
knowledge. It can be defined as a scientific and systematic search for pertinent
information on a specific topic. Research is an art of scientific information.
According to Clifford Woddy, research comprises defining and redefining problems,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
making deductions and research conclusions, and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
6.2 Research Methodology:
Research Methodology is a way to systematically solve the research problem. It may be
understood as a science of stydying how research is done scientifically.
Researchers not only need to know how to develop certain indices but should also know
which of the methods to use.
Thus when we talk of research methodlogy we not only talk of research methods but also
consider the logic behind the methods which we use in the context of our research study
and explain why we are not using others so that results are capable of being evaluated
either by researcher himself or by others.
6.3 Research Process:
The following order concerning various steps regarding research process are:
1) Formulating the research problem
2) Extensive literature Survey
3) Developing the Hypothesis
4) Preparing the research design
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 49

5) Determining Sample Design
6) Collecting the Data
7) Execution of the Project
8) Analysis of Data
9) Hypothesis Testing
10) Preparation of Data

6.4 Objectives Of the study:
To study the recruitment and selection process at MAHLE.
To know about the time consumed in recruitment and selection process.
To observe the role played by head office in recruitment and selection
process.
To observe the way of behavior by recruiter towards the candidates from the
time they sort the resume of that individual.
Methods of Data collection:
The task of data collection begins after research problem has been defined and the
research design plan chalked out.
While deciding about the method of data collection to be used for study the researcher
should keep in mind two types of data.
PRIMARY DATA:
A. The primary data are those which are collected afresh for the first time and thus it is
original in character.It is the first hand data. For this project primary data collected is
with the help of survey method by distributing questionnaires to branch manager and
other sales manager, in depth discussions with the officers of the various departments.
Observations of various process and procedures were also made.
Basic method of collecting primary data:
1. Questionaire method: The respondents is questioned directly about aspects of
interest to the research.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 50


2. The Observation method:
The research simple observes the subjects and records relevant aspects of his
behaviours.

B. SECONDARY DATA: The secondary data that has been collected either from
purpose other than the purpose of the present study. 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.
Sources of data can be classified as:
1. Published Sources.
2. Unpublished Sources.
Primary data:
Questionaire
Interviews
Sample size:
30 below managerial level employees and 20 managerial level.
Sampling processer- Random sampling.
Statistical tools- Percentage method.
Sample unit- It consists of managerial staff of MAHLE Filter systems pvt tld.
Quotation:
The responses may vary as some people did not want to come up with the
answers.
As different roles are played by HR employees, they are unaware about the
knowledge of the current recruitment and selection process at MAHLE.
The project is limited to the company only.
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 51


6.5 LIMITATIONS OF STUDY:
The study encountered following limitations:
1. The data collected is based on the validity of response given by sample units.
2. Due to time constraints no. of employees covered are comparatively less hence
generalization may not be true in all areas.
3. The employees hesitate to maintain actual information.
4. It was not possible to interview all the workers.




















Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 52


7. DATA ANALYSIS AND INTERPRETATION
SECTION-I
7.1 QUESTIONS ASKED TO PRESENT EMPLOYEE OF THE COMPANY
Q.1, What type of interview did you undergo?
Table no.7.1.1
Respondents % Total
STRUCTURED 100 100
UNSTRUCTURED 00 100
PANEL 25 100
HR MANAGER 100 100


Fig.7.1.1

INTERPRETATION:
A structured recruitment is carried in the company which is a very good review from all
points. Panel decisions are put forward in case of confusion.

100%
25%
100%
0%
20%
40%
60%
80%
100%
120%
S U P HR
S
U
P
HR
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 53


Q.2. Are you willing to pay the bond money?
Table no.7.1.2
Respondent Percentage
Yes 63 84
No 12 16
Total 75 100

Fig no.7.1.2


INTERPRETATION:
Most of the candidates are willing to pay the bond money, while rest are not as funds
always considered to be a blockage between any work.




Yes
84%
No
16%
Respondent
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 54


Q.3. Is the clause of payment of bond suitable for you from all sense ?
Table no. 7.1.3
Respondents Percentage
Yes 58 77
No 17 23
Total 75 100

Fig.no. 7.1.3


INTERPRETATION:
Mostly the candidates are satisfied by the clause of bond, ie 77% of the employees and
the rest 23% are not satisfied may be due to their personal problems, but still company
has solved the problem by solving an installment scheme for the payment of bond money.




Yes
77%
No
23%
Respondents
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 55


Q.4. Was the clause of bond a hurdle in your selection process?
Table no.7.1.4
Respondents Percentage
Yes 66 88
No 9 12
Total 75 100

Fig no.7.1.4


INTERPRETATION:
Employees confess that the clause of bond proves to be a hurdle because even though
they have skills and qualifications with them they may get rejected due to unavailability
of funds. Others may be satisfied due to a good financial position.




Respondents
Yes
No
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 56


Q.5. Are you satisfied by the pay package offered ?
Table no.7.1.5
Respondents Percentage
Yes 49 65
No 26 35
Total 75 100

Fig.no 7.1.5


INTERPRETATION:
Most of the employees are satisfied with the pay package offered by the company. 65%
of the employees are satisfied while the rest 35 % are not because there were few terms
mentioned in the bond before joining. Company must look forward to the terms and
conditions and try to change it as soon as possible.



Yes
65%
No
35%
Respondents
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 57


Q.6. Is the job analysis (job description and job specification) done before recruitment?
Table no.7.1.6
Respondent Percentage
Yes 65 87
No 10 13
Total 75 100

Fig.no.7.1.6


INTERPRETATION:
87% of the employees say that the job analysis is done which have mostly seem to be
come through the external sources of recruitment whereas rest were found to be through
internal sources. This type of policy must be avoided.




Yes
87%
No
13%
Respondent
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 58


Q.7. Do you think this job opportunity will prove beneficial from future point of view?
Table no.7.1.7
Respondents Percentage
Yes 64 85
No 11 15
Total 75 100

Fig.no.7.1.7


INTERPRETATION:
Some employees might have left out due to some reasons.






Yes
85%
No
15%
Respondents
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 59


Q.8. Were all the candidates judged truly and fairly ?
Table no.7.1.8
Respondents Percentage
Yes 69 92
No 6 8
Total 75 100

Fig.no.7.1.8


INTERPRETATION:
As seen above 92 % of the employees were satisfied with the interview procedure and
claimed that there were no biased decision taken by the interviewer.
As there is always a change in the views of evert person, it is not possible to get different
views from different person.



Yes
92%
No
8%
Respondents
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 60


Q.9. How did you come to know about the vacancy ?
Table no.7.1.9
Respondents Percentage
ADVERTISEMENTS 60 88
EMPLOYMENT
EXCHANGE
2 2
INTERNALLY 5 4
ANY OTHER 8 6


Fig.no. 7.1.9


INTERPRETATION:
88% people say that they got called up by advertisement and rest by web portal.




80%
3%
7%
10%
Respondents
ADVERTISEMENTS
EMPLOYMENT EXCHANGE
INTERNALLY
ANY OTHER
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 61


Q.10. Are the rejected candidates informed?
Table no.7.1.10
Respondents Percentage
Yes 00 00
No 75 100
Total 75 100


Table no. 7.1.10


INTERPRETATION:
From the above facts it is seen that the company does not have the policy of informing
the rejected candidates, as this must be avoided because this may reduce the personal
inconvenience if any among the candidates applying for the job.



0
10
20
30
40
50
60
70
80
Yes No
Respondents
Respondents
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 62


Q.11. What are the external sources of recruitment most preferred by the candidates?
Table no. 7.1.11
Respondents Percentage
INTERNET 60 88
EMPLOYEE EXCHANGE 2 2
NEWSPAPERS 5 4
EMPLOYEE REFERALS 8 6
CAMPUS
RECRUITMENT
0 0
TOTAL 75 100

Fig.no.7.1.11


INTERPRETATION:
According to the survey Internet is the most preferred source of recruitment used.



INTERNET
EMPLOYEE EXCHANGE
NEWSPAPERS
EMPLOYEE REFERALS
CAMPUS RECRUITMENT
Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 63


SECTION-II
7.2 QUESTIONS ASKED TO THE PRESENT EMPLOYER OF THE
COMPANY

Q.1. What are the post recruitment policies followed by the company?
Table no.7.2.1
Response
REFERENCE CHECKS
MEDICAL TESTS
SALARY HIKE
BACKGROUND HISTORY

INTERPRETATION:
Salary hike was not given any importance for the trainee candidates.
But the other things like medical tests and other reference checks were followed by the
company.









Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 64


Q.2. Do you have Compensation review policy?
Table no. 7.2.2
MANAGEMENT LEVEL YES NO
MANAGEMENT
TRAINEE

LOWER MANAGEMENT
MIDDLE MANAGEMENT
TOP MANAGEMENT

INTERPRETATION:
Observation policy must be offered to the trainees.














Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 65


Q.3. How often is one to one conversation done in the company?
Table no.7.2.3
MANAGEMENT
LEVEL
MOST OFTEN SOMETIMES NEVER
MANAGEMENT
TRAINEE

LOWER
MANAGEMENT

MIDDLE
MANAGEMENT

TOP
MANAGEMENT


INTERPRETATION:
The performance must be checked at all levels of employment. The one to one
converstion is done mostly in the middle management and the top management, and
sometimes with the management trainee and lower management trainee.










Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 66


Q.4. What are the joining formalities fulfilled by the selected candidates?
Table no.7.2.4
COMPONENTS RESPONSE
YES NO
CERTIFICATES
PROOF OF WORK EXPERIENCE
MEDICAL REPORT
PHOTOGRAPH
REFERENCE LETTER
PAST SALARY SLIP
RESIDENTIAL PROOF
PAN. NUMBER
BANK A/C NUMBER

INTERPRETATION:
The formalities to be filled by the candidates were quiet satisfying, but along with that the
checking process of the candidates details were lagging behind. Due to the lack of time
the company was sometimes not able to update all the above records in the systems. But
the important documents were always preferred. All the records and the documents were
kept confidential by the company.






Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 67


Q.5. What are the techniques adopted for career development of the candidate?
Table no. 7.2.5
COMPONENTS RESPONSE
YES NO
TRAINING AND DEVELOPMENT
PERSONILTY DEVELOPMENT
COURSES

ENGLISH SPEAKING COURSES
JOB ROTATION
SPONSORSHIP FOR FURTHER
STUDIES

LEAVE FOR STUDY IF ANY

INTERPRETATION:
All the above tee career development techniques help in career development of a person,
but the company usually followed the training and development part, the personality
development courses, the English speeking courses, and Job rotation. Due to the lack of
time it was not possible to run after every employee for the development of his own
personnel, but still the company made a lot of efforts so that the person learns a lot from
his daily work.





Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 68


Q.6. Which parameters are preferred in the company during the selection of candidate for
the job required?
Table no. 7.2.6
PARAMETERS RESPONSE
YES NO
EXPERIENCE
THEORETICAL KNOWLEDGE
FOCUS ON YOUNG GENERATION



INTERPRTATION:
Mostly at the time of job rotation, the company usually preferred the experienced
candidates, but the focus was also made on the young generation due to their new
evaluative skills and fresh brains. Rest the part of theoretical knowledge was also given
the importance, because that is the basic part of all knowledge and work to be performed
in the organization.









Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 69


8. FINDINGS AND SUGGESTIONS
8.1 FINDINGS:
SECTION-I

1) The Procedure of the interview was carried out in a structured manner and if any
confusion arises, the panel used to come together and take a proper decision.
2) More than 50% of the candidates were satisfied by the pay package, might be rest
were expecting to be offered more.
3) Maximum number of the candidates were willing to move to us as they found
career opportunity in that, while rest were unwilling in that.
4) Biased decisions were observed at few points in the company.
5) The recruitment and selection procedure was totally centralized according to
companys policy.
6) External sources were mostly preferred by the company for recruitment procedure
which was found to be one of the most positive attitude of the procedure.
7) Mostly all the employees were happy with the pay package offered by the
company.
8) The company solved many problems regarding the bond money.
9) The job analysis was done of those candidates only who had come from the
external sources of recruitment.
10) The company does not take the responsibility of informing each and every
candidate who was rejected, but the selected candidates was surely informed.
11) All the candidates were mostly judged truly and fairy.
12) Mostly candidates got to know through the advertisements.




Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 70


SECTION-II
1) The candidates were departed from the procedure of salary hike in the period of
training.
2) There were no negotiation possible in the salary offered to the training candidates
by the company.
3) Few compensation policies were offered to the candidates while departed from
major of the things.
4) One to one conversation were rarely done in the prospect of trainee candidates
which was found to be very depritiating process in the company.
5) Due to the lack of time the company did not had much time to update the records
of the personal information of the candidates in the systems.
6) The performance was checked and improved at all the levels.












Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 71


8.2 SUGGESTIONS:
SECTION-I
The decision taken in the panel is a very good policy adopted by the company and
it should be followed through out without biasness.
Company must give a chance to those candidates who are skilled and are not able
to fullill the clause of bond due to any reason or provided a way of concession of
instalment scheme.
The company package is quiet good enough as per the training purpose, but we
can say some people never get satisfied so cant help it.

SECTION-II
The point of salary negotiation is negligible to be taken care as per the point of
view of the trainees.
Compensation policies must be reviewed to the business.
Proper verification process must be followed to take proper care of the ill effects
of the company.
The recruitment and selection procedure should not to lengthy and time consuming.

The candidates called for interview should be allotted timings and it should not
overlap with each other.





Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 72


9. CONCLUSION
This presents the summary of the study and survey done in relation to the Recruitment and
Selection in MAHLE. The conclusion is drawn from the study and survey of the company
regarding the Recruitment and Selection process carried out there.
The recruitment process at MAHLE Filter Systems to some extent is not done objectively and
therefore lot of bias hampers the future of the employees. That is why the search or headhunt
of people should be of those whose skill fits into the companys values.
Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a fresh
blood, new idea enters in the company.
The managers are fully satisfied with the existing recruitment and selection process. The
recruitment and selection process should not be lengthy. To some extent a clear picture of the
candidates should be made in order to search for the appropriate candidates.
The recruitment and selection process should be impartial.
















Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 73


BIBLIOGRAPHY

K.Aswahthappa (2001),Human Resource and Personnel Management.
Shashi.k Gupta, Rosy Joshi, Human Resource Management, Kalyani Publications,
(2011). ( Chapter-5, page no. 5.1-5.12) and ( Chapter-6, page no. 6.1- 6.10).
Samir Rao ,Organisational Poilicies, H.M Publications, (2008), Page no. (75-110).
Ankita Jain, HR Policies and Procedures, Kalyani Publications (2010), Chapter
no.10, Chapter no.17.


WEBLIOGRAPHY

www.MAHLE.com
www.MAHLEfiltersystemsindia.com
www.anandgroupindia.com
http://www.mahle.com/MAHLE/en/MAHLE-Group/About-MAHLE
http://www.mahle.com/MAHLE/en/Products/Small-Engine-Components

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 74



ANNEXURE

SURVEY ON THE MANAGERIAL SATISFATION LEVEL FOR RECRUITMENT
AND SELECTION
Dear Respondent,
Being a student of MBA, I am conducting a survey on the managerial and employee
satisfaction level for the recruitment and selection procedure. Your free and frank opinion
would be very valuable in conducting this survey. Please answer the following questions with
an appropriate answer.

NAME:.. DEPT..
DESIGNATIONEMAIL

SECTION-I
1. What type of interview did you undergo?
O Structured O Unstructured
O Panel O HR Manager

2. Are you willing to pay the bond money?
O Yes O No

3. Is the clause of payment of bond suitable for you from all sense ?
O Yes O No

4. Was the clause of bond a hurdle in your selection process ?
O Yes O No

Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 75



5. Are you satisfied by the pay package offered ?
O Yes O No
6. Is the job analysis done before recruitment?
O Mostly O Usually O Never
7. Do you think this job opportunity will prove benefitial from future point of view ?
O Yes O No
8. Were all the candidates judged truly and fairly?
O Yes O No
9. How did you come to know about the vacancy?
O Advertisement O Employment Exchange
O Internally O Other
10. Are the rejected candidates informed?
O Yes O No
11. What are the external sources of recruitment most preferred by the candidates?
O Internet O Employment O Campus recruitment
O Newspapers O Employee referrals






Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 76



SECTION-II
1. What are the post recruitment policies followed by the company?
O Reference checks O Medical Tests
O Salary Hike O Background History
2. Do you have Compensation review policy?
O Yes O No
3. How often is one to one conversation done in the company?
O Most Often O Sometimes O Never
4. Is the theoretical knowledge, and experience preferred in the company during the
selection process?
O Yes O No












Assessment of Recruitment and Selection Process at MAHLE

Institute of Business Management and Research, Wakad, Pune 57 Page 77