PROJECT REPORT ON

RECRUITMENT AND SELECTION PROCEDURE

AT DIXON TECHNOLOGIES LIMITED

FOR THE PARTIAL FULLFILLMENT FOR THE AWARD OF DEGREE

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

MANJARI RASTOGI

M.B.A-IIIrd SEM

UNDER GUIDANCE OF
SUBMITTED TO

MR ATIN AHUWALIA
Mr. Sanjay
Prohit

H.R Department H.R Department

 PREFACE

People are a company’s most important assets. They can make or break the fortunes of a
business. In today’s highly competitive business environment placing the right people in

the right position is very critical for the success of any organization.

The recruitment and selection decision is of prime importance as it is the vehicle for
obtaining the best possible person-to-job fit that will, contribute significantly towards the
Company's effectiveness. It is also becoming increasingly important, as the Company
evolves and changes, that new recruits show a willingness to learn, adaptability and

ability to work as part of a team. The Recruitment & Selection procedure

ensures that these criteria are addressed

In this project I have studied Recruitment and Selection process of DIXON

TECHNOLOGIES pvt. Limited, and attempted to provide some ways so as to make

recruitment more effective and to reduce the cost of hiring an employee.

I am privileged to be one of the students who got an opportunity to do my training with

DIXON TECHNOLOGIES LIMITED. My involvement in the project has been very
challenging and has provided me a platform to leverage my potential in the most
constructive way.

This project however is an attempt to share as best as possible my experience in

corporate world with all my colleagues and my faculty.

• I would be delighted to receive reader’s comments which maybe valuable lessons

for my future projects . STUDENT DECLARATION

I hereby declare that the project report entitled, “TO STUDY THE RECRUITMENT &
SELECTION PROCEDURE AT DIXON TECHNOLOGIES LIMITED” submitted to
Dixon technologies limited,dehradun for the partial fulfillment of the requirement for the
degree of MASTER OF BUSINESS ADMINISTRATION is my original work.

acknowledgement

I have great pleasure in presenting this PROJECT REPORT on my Summer training in

Recruitment and Selection procedure at DIXON TECHNOLOGIES ltd

Dehradun(, I would like to acknowledge with a deep sense of gratitude and indebt ness to

Mr. ATIN AHUWALIA ( HR Dept. ) who trusted me and gave me the opportunity to
work as a trainee in an organization of repute.

My special thanks to MR. AMIT Pandey (HR ASSISTANT) and all the staff members,
who helped me in every possible way throughout the summer training. They provided the
easiest possible solution to my problems, which were helpful for me in development of the
project.

Last but not least I am thankful for my parents, friends, colleagues and

Relatives for being with me during the summer training.

 HISTORY OF ORGANIZATION

Company Profile

Basic Information

Company Name: Dixon Technologies( India) Pvt Ltd.

Business Type: Manufacturer
Product/Service
Ctv, DVD Player, LCD TV, Home Appliance
(We Sell):
Number of Employees: 101 - 500 People
AliExpress.com Store:
Trade & Market NORTH AMERICA

SOUTH AMERICA

EASTERN EUROPE

Main Markets: Africa

Oceania
Mid East
Eastern Asia
Western Europe
Factory Information

Number of R&D Staff: 21 - 30 People

Management Certification:ISO 9001:2000 ISO 14001:2004
OEM Service Offered Design Service Offered Buyer Label
Contract Manufacturing:
Offered
Headquartered in Noida, Dixon is a leading Electronics Manufacturing Services (EMS) provider
focused on delivering high quality, Cost Effective Solutions for Consumer Electronics and
appliances for the Domestic (India) and International markets. With fiscal year 2005 revenues of
USD$150 million, Dixon provides its customers with world-class electronics products through a
network of manufacturing facilities spread across India. Dixon is also ISO 9000 certified and is
on the path to achieving ISO 14001 certification. All our facilities are audited and approved by
our Multinational Customers, as per their global standards. This ensures that customers are able
to optimize their operations by lowering their costs, provide reliable and safe products to their
customers and reducing their time to market

Dixon Technologies India Pvt. Ltd.

B 14&15, Phase II,

Noida - 201305.Uttar Pradesh, INDIA

http://www.dixoninfo.com/
sunilvachani(at)dixoninfo.com
rajivduggal(at)dixoninfo.com

Mr. Sunil Vachani

CMD

Tel.: +91-120-2562639, 2562820

Mobil: +91-9811151206/9818838832
Fax: +91-120-2562681

Product range & area

of specialisation: PCB assembly, Power supply, MPEG cards

No. of Employees: 270

Quality Certification:
ISO 9001, ISO 14001, UAT 534 and UAT 520

Major export markets

(countries): Europe (EU countries)

Export to EU
Countries in US$
France, Germany, UK; USD 25 million
Million:

Dixon Technologies India (P) Ltd. is a leading Electronics Manufacturing

Services (EMS) provider focused on delivering high quality, cost effective
solutions in Consumer Electronic products, appliances, telecom, medical,
automobile and information technology across domestic and International
markets. With a strong network of manufacturing facilities spread across
India, they provide world-class products and services to their customers.
They are an ISO 9001:2000 & 14001:2004 Certified Company, promising
optimum product quality and care for the environment. At Dixon facilities
are duly audited and approved by their customer globally. This encourage
a benchmark of optimizing operations for their clients to lower their costs,
Company Profile: provide reliable and safe products to their customers and reducing their
time for product reliable and safe products to their customers and reducing
their time for product launches.

Today, within a short span of 8 years, Dixon has experienced an

exponential growth with last year turn over of USD 200 Million. They run
several state-of-art manufacturing plants, where over 2 million CTVs, 2.5
million PCB/MPEG cards, 1.2 million Set Top Boxes, 0.5 million
Microwave Ovens and Air conditioners. 3 million DVDs are
manufactured which bears the hallmark of their quality and reliability.
Dixon is one of the largest OE manufacturers in the country, and has over
the years emerged as a leading name in the global Consumer Electronics
and appliances industry
Dixon Technologies (India) Private Limited. provides electronics
manufacturing services for consumer electronics and appliances for Indian and international
markets. Its products include color televisions, air conditioners, microwaves, and DVD players.
The company also engages in the manufacture and marketing of color televisions, VCDs, and
DVDs under its own brand name. It sells its products through distributors in Jammu and
Kashmir, Himachal Pradesh, Punjab, Chandigarh, Uttaranchal, Har yana, Rajasthan, Uttar
Pradesh, Madhya Pradesh, Bihar, Jharkhand, Chattisgarh, Andhra Pradesh, Kerala, Tamil Nadu,
Assam, West Bengal, Tripura, Manipur, and Gujarat. The company serves the Middle East,
Afric...

KEY DEVELOPMENTS FOR DIXON TECHNOLOGIES (INDIA) PRIVATE LIMITED.

Dixon Technologies (India) Private Limited. Ties Up with Bharti Wal-Mart Pvt. Ltd. for
Selling Colour TVs

05/31/2009

Dixon Technologies (India) Private Limited. has announced it has tied up with Bharti Wal-Mart
Pvt. Ltd. to sell its products through the retailer's first cash-and-carry store in the country at
Amritsar. As per the tie-up Dixon range of products, including colour TVs and DVD players will
be sold through Bharati Wal-Mart's cash-and-carry store. Initially, the tie-up would only be for
the Amritsar store but it would be extended for other stores as they come up.

MANUFACTURING FACILITY
Dixon has one of the largest and most advanced
manufacturing
facilities in the country today. Its manufacturing centers
are spread across the following locations:

Noida: Located on the left bank of the river and is

equidistant from Ghaziabad and Delhi. It was developed
near delhi, across river Yamuna, in the 1970's as a modern
industrial city.

Capacity:

Auto insertion 170,000 PCBs per month

Manual insertion 100,000 PCBs per month
SMT 130,000 PCBs per month
Final Assembly of CTV 30,000 Sets per month
Final Assembly of DVD 10,000 Sets per month

DEHRADUN: Nestled in the mountain ranges of the Himalaya,dehradun is one of the oldest cities of
india. It is a favoured tourist destination as it attracts tourists, piligrims and enthusiasts from various walks
of life to its serene environs.

Capacity:

Air Conditioners 20,000 sets per month

Microwave 20,000 sets per month
CTVs 60,000 sets per month
DVDs 100,000 sets per month

JAMMU: Strategically located Jammu and Kashmir state constitutes the northern most extremity of india.
The State is bunded
by Pakistan, Afganistan and China from the west to the East.

Capacity:
CTV 40,000 sets per month

MOHALI: City of multi cultural peoples, languages and the city with full of artistic monuments and
artistic people.
Capacity:

CTV 25,000 sets per month

DVD 5,000 sets per month
Washing Machine 5,000 sets per month

Dixon Manufacturing Unit (Photo Gallery) »

Our Capacity
Dixon has one of the largest and most advanced
manufacturing facilities in the country today.

Capacity

Colour Television 2 Million per annum

LCD 50,000 per annum

DVD 2 Million per annum

CFL Lamps 60 Million per annum

CFL Circuits 60 Million per annum

Electronic Ballast 6 Million per annum

Washing Machine/Washer 2,50,000 per annum

Set Top Boxes 1 Million per annum

Our manufacturing centers are spreads across the

following locations

NOIDA
Located on the left bank of the river and is equidistant
from Ghaziabad and Delhi. It was developed near delhi,
across river Yamuna, in the 1970's as a modern industrial
city.

NOIDA 1
.
Capacity

CTV PCB 3.6 Million per annum

DVD 2 Million per annum

Set Top Box 1 Million per annum

CFL 16 Million per annum

NOIDA 2
.

Capacity

Set Top Box 1 Million per annum

Electronic Ballast 6 Million per annum

CFL PCB Capacity 36 Million Pcs. per annum

DEHRADUN 1
Nestled in the mountain ranges of the Himalaya,dehradun
is one of the oldest cities of india. It is a favoured tourist
destination as it attracts tourists, piligrims and enthusiasts
from various walks of life to its serene environs.

Capacity
CTVs 1.5 Million per annum

DVDs 20 Million per annum

DEHRADUN 2

Capacity

Sheet Metal 2.5 Million Componant per annum

Plastic Moulding 1 Million Component per annum

JAMMU
Strategically located Jammu and Kashmir state constitutes
the northern most extremity of india. The State is bunded
by Pakistan, Afganistan and China from the west to the
East.

Capacity

CTV 100,000 / Annum

MOHALI
City of multi cultural peoples, languages and the city with full of artistic monuments and
artistic people.

Capacity

CTV 25,000 sets per month

DVD 5,000 sets per month

CFL 30 Million per annum

THE COMPANY THAT’S MAKING TV’S FOR TAMILNADU

GOVERNMENT

The excitement at Dixon Technologies' factory in Noida, on the outskirts of Delhi [ Images ], is
palpable. The employees of the Rs 500-crore (Rs 5 billion) consumer electronics contract
manufacturer are on a high as they have managed to ship the first lot of a bulk order for colour
televisions in record time.

Last November, Dixon turned out to be the lowest bidder for the Tamil Nadu state government's
tender for 14-inch televisions (to be distributed free to the electorate in the state) and won a
contract for making 900,000 TV sets. Dixon's bid was 5 per cent lower than its nearest
competitor, Videocon [ Get Quote ], which also won part of the order.

That's precisely been Dixon's single biggest achievement in the contract manufacturing sector --
to offer quality at a very low price. "Our vision was to be the cost leader -- and we have
succeeded in our goal through our strategies," says Atul B Lall, CEO, Dixon Technologies.

Last week, the company also won the best quality vendor award from LG Electronics India. The
company is a major supplier of air conditioners -- window and split -- to LG and also makes
CTVs and microwaves for the Korean consumer durables giant. Philips, however, is its biggest
customer (35,000 units a month) for CTVs.

The TN government contract has boosted employee morale at Dixon for two reasons. One, the
company beat multinationals such as LG and Sanyo as well as a host of Chinese manufacturers
to win the order. "Besides, the contract will help us double our production from 1.2 million
CTVs a year to 2. 3 million," adds Lall.

Dixon has already added a couple of new assembly lines in its Noida factory and hired 200 more
workers. The order will push Dixon's turnover up from Rs 500 crore to Rs 800 crore in this
financial year. And with the TN government slated to float another tender in July, the future
looks especially bright.
Vision and will
Life was not always so hectic for India's largest contract manufacturer of DVD players and
CTVs (some branded players like Videocon make more CTVs than Dixon but Lall claims they
are not OEMs -- original equipment manufacturers).

The consumer durables industry was in the throes of a churn when Dixon Technologies was born
14 years ago -- rising from the remains of Weston Electroniks.

Rewind to 1993. Armed with a management degree from London [ Images ], Sunil Vachani, 22,
son of Weston Electroniks' promoter Sundar Vachani, returned to Delhi to see his father's
electronics business disintegrate. Vachani Senior's popular Weston TV brand had crumbled
under competition from new players like Onida, BPL, Videocon and others. The company's
export business, too, crashed with the collapse of the USSR.

The younger Vachani trained briefly at the ailing Weston TV factory and its music cassettes unit
before the businesses shut down. And despite the grey picture all around, he wanted to make --
surprise -- televisions.

"I was determined to be on my own," recalls Vachani, now 35, and the company's CMD. "If you
have the vision, things fall in place." However, before they fell in place, things were not easy.
Although his father supported the idea of setting up a new contract manufacturing unit for
televisions, banks and financial institutions were wary of funding the venture.

Eventually, with a Rs 40-lakh (Rs 4 million) loan from Vachani Senior, Dixon Technologies set
up a small unit in Noida with the goal to become the cost leader in the OEM space. "The diktat --
to be the lowest-cost manufacturer -- was clear. It was the only way multinational companies
would come to us for work," says Lall.

To keep its manufacturing tabs low, Dixon chose the location of its units with care. It set up its
factories in tax-free zones. While Parwanu, Jammu and Dehradun are excise-free, Mohali is
VAT-exempt. "In the highly competitive OEM industry, tax exemptions help," says Lall.

VAT-exempt locations contributed in saving about 8 per cent on cost, while excise-free zones
turned in a benefit of about 5 per cent.
Second, the company acquired scale to become a low-cost leader. In the past 10 years, the
company has increased its production capacity from 100,000 television sets a year to 1.2 million
sets. It now has an over-10 per cent share of the 13-million units CTV market.

This year, it will also make 1.6 million DVD players, which accounts for almost 27 per cent of
the 6 million DVD players manufactured in India. Dixon-made DVD players are also sold under
the Onida, Philips, Bajaj [ Images ] and TCL brands.

Lall claims that creating a common infrastructure for different product categories helped
generate volumes. "It helps that we are able to assemble the DVD players, recorders and CTVs at
the one unit." In addition, the company's facility is such that with little investment it can even
manufacture personal computers and hand-held phones from the same unit.

There is one more angle to being a low-cost manufacturer. Dixon bought most of its equipment
from closed factories, getting the used machinery at a fraction of the original price. For instance,
a single new assembly line costs $500,000 -- it picked one up for just $120,000. "This cut down
on the project size and, therefore, interest rates are also low," says Lall.

Process perfect
However, the biggest contribution in making Dixon a cost-leader came from the loss elimination
processes (read: enhanced productivity) the company followed. "Our low cost comes with great
quality. You cannot have drastic improvement in productivity without improvement in quality,"
says Vachani.

There can be many reasons behind loss in production such as "rework" (where production does
not happen right the first time), idle time, inefficient energy consumption and higher scrap
generation, among others. Dixon, therefore, created separate groups of workers within the
organisation that focus on each of these areas.

Minor innovations also helped improve productivity. For instance, when the company discovered
that production during the first hour of the morning shift is 20 to 30 per cent lower than the
average, it set about making corrections. It ensured that the buses carrying the workers reach on
time, that the line machines are full and switched on. "We even gave ownership of the machines
to the worker under a "My Machine" concept," says Lall.
Productivity clearly improved and if, say, one assembly line was making 250 Printed Circuit
Boards (PCBs) in an hour, the number moved up to 300 within a few months. A strict scrap
generation and rejections process has ensured that the company's rejection rate is also down
considerably: from 3 per cent three years ago to 0.02 per cent at present, which is a best in class
figure.

And while international practices such as Six Sigma are being practiced at the company, Dixon
has also roped in its principal customers LG and Philip to share their expertise with its workers.
Joint teams that focus on productivity and quality issues have been created, says Lall.

What's on
Dixon is among the country's best consumer electronics vendors and grew at 30 per cent last
year. It hopes to scale up production to make 4 million CTVs a year, for which it will invest Rs
20 crore (Rs 200 million) sourced from internal accruals. This will fund a new, fully-integrated
plant at Chennai, new PCB lines in Noida and assembling lines in Dehradun.

Dixon is thinking ahead. Other than tying up with retail chains for supplying private labels, it
aims to become what Vachani calls the "EMS to the world". With an eye on tapping the export
market (West Asia, Jordon, Kuwait and Europe), the company is creating a manufacturing hub in
Chennai, closer to the port. Soon it will start making decoders or set top boxes for DTH and
cable. Getting into the customer service centres business is also not ruled out.

What does the competition think? Dixon has two main weaknesses, says Kishore Khanna,
managing director, Evershine Group, which makes CTVs, air-conditioners and kitchen
appliances for various brands, including Philips and LG.

One, it may face logistical issues since PCBs are assembled in Noida and then transported to the
TV assembly unit is in Uttaranchal. Then, it is not fully vertically integrated, only till the PCB
assembly. "But the company's strength lies in its attitude to quality and in not being totally
dependent on the OEM business. It is creating its own design," Khanna adds.

He is referring to the relaunch of the Weston brand, begun quietly three years ago in Punjab [
Images ] and Uttar Pradesh [ Images ]. Having gained a 9 per cent share of the market there,
Dixon is now planning to take the television brand national on the value-for-money platform.
But that plan has its detractors, especially from biggest customer LG.
Says LG marketing head Girish Rao, "Re-launching Weston will be tough as the consumer
electronics market is both fragmented and cluttered." Adds vice president, manufacturing, Sanjay
Arora, "Reviving Weston requires hefty investments in brand building, setting up infrastructure
for sales, service and logistics. Today, people are looking up more to the multinational brands."

Lall does not agree. "The nature of the durables industry is such that slots get vacated very fast.
Older brands make way for newer ones. Weston and Crown were replaced by BPL and Onida,
which made way for LG and Samsung."

There is also product vacancy, he adds. For instance, companies are vacating the 14-inch TV
slot, while some are exiting the 20-inch model. "But there is still demand for these and Weston
can fit there," says Lall.

If doubts are being raised about the own-brand venture, there may be trouble ahead even within
the OEM segment once India signs more Free Trade Agreements with other countries. "OEMs
will have to become more competitive when more FTAs are signed," agrees Prasun Banerjee,
Sharp India's [ Get Quote ] vice president, sales and marketing.

Vachani, however, believes the bigger challenges coming up relate to cost leadership, quality
and innovation. But he is confident of riding the tide. "We are as cost competitive as any Chinese
manufacturer," he declares

SWOT ANALYSIS
SWOT is an abbreviation for Strength Weaknesses,Opportunities, and Threats. It provides

information ‘s that is helpful in matching in matching the firm recourses and capabilities to the

competitive environment in which it operates

SWOT ANALYSIS FRAMEWORK :-

Environmental
Scan
 Internal External analysis
1. STRENGTHS: - Strengths of the
analysis firm are its resources and capabilities that can be used as a
basis for developing advantage .The main strengths of the company are given as :
I. Strong brand name.
II. Good reputation among customer.
STRENGTH
III. High product quality WEAKNESSES OPPORTUNITIES THERAT

IV. Sound financial support

V. Favorable access to distribution network.

1. WEAKNESSES:- the absence of certain strengths may be viewed as a weakness.

Main Weaknesses for the company are :
I. Host cost structure.
II. Lake of access to key distribution channels.

1. OPPORTUNITIES:- the external environmental analysis may revel certain new

opportunities for profit and growth. Main opportunities for the company are:

I. An fulfilled customer need.

II. Strong market demand
III. Increasing quality conscious end-users
IV. Arrival of new technologies.

1. THREATS :- change in the external environment also may present threats to the firm.
Main threats for the company are

I. Shifts in consumer tastes away from the firm’s products.

II. Emergence of substitute products.
III. Price war among local supplier
 SYNOPSIS

Project Title :- “To study the Recruitment & Selection procedure At Dixon technologies
Limited”

OBJECTIVE OF THE RESEARCH

 To study the Recruitment & Selection Practices at Dixon technologiesLIMITED
 To identify the various factors companies undertake prior to the recruitment process.

 To study how the companies establish a fit between their business strategy and
recruitment strategy.

 To study how the companies have coped with change in the market vis a vis its
recruitment process.
 THEORETICAL CONCEPT
RECRUITMENT
Before an organization can fill a job vacancy, it must find people who not only are qualified for
the position but also who want a job. Recruitment refers to organizational activities that
influence the number and type of applicants who apply for a job and whether the applicants
accept the jobs if offered. Thus recruitment is directly related to both human resource planning
and selection.

Although it can be quite expensive, organizations have not always viewed recruitment as
systematically as other HR functions such as selection. During the coming years, however the
importance of recruitment will increase for many organizations for at least two reasons:

➢ A majority of companies think that they will face shortage of employees who posses the
necessary skills for the jobs.

➢ The downsizing and cost saving measures undertaken by many companies in recent years have
left recruitment budgets much smaller than before.

Thus recruiters will have to become acquainted with new and more cost-effective ways of
attracting qualified applicants.
 A DIAGNOSTIC APPROACH TO RECRUITMENT - the process

Various factors in the environment affect the recruitment process. The recruitment process
begins with an attempt to find employee with the abilities and attitudes desired by the
organization and to match them with the tasks to be performed. Whether potential employee
will respond to the recruiting efforts will depend on the attitudes they have developed towards
those tasks and the organization on the basis of their past social and working experiences.
Their perception of the task will also be affected by the work climate in the organization.

How difficult the recruiting job is depends on a number of factors: external influences such as
government and union restrictions and the labor market, plus the employer's requirements and
candidates preferences.

External influences

Government and union restrictions

Government regulations prohibiting discrimination in employment and hiring have a direct
impact on recruiting practices. Although there is no guaranteed way to avoid legal
entanglements associated with recruiting, some basic principles of sound recruiting practices
can be followed.

a) Post notices regarding the availability of a job.

b) Publish a list of qualifications necessary to fill the job. Distinguish between essential
qualifications and desirable ones.

c) Use recruiting sources that will reach the greatest number of potential applicants in the job
market.

d) Be wary of establishing qualifications that might directly or indirectly exclude members of

protected groups.

e) Be sure the job qualifications are applied to every applicant in a consistent manner.

Factors effect Recruitment:

 Internal Factors:

1. Size of the organization

2. Recruiting policy

3. Image of the organization

4. Image of job.

External Factors:

1. Dematographic factor

2. Labour market

3. Unemployment situation

4. Labours law

5. Legal consideration.

SOURCES OF RECRUITMENT:
Internal Sources:

1. Present Employees.

2. Employee Referrals.

3. Former Employees.

4. Previous Applicants.

External Sources:

1. Employment Exchange

2. Advertisement

3. Employment Agencies.

4. Professional associations

RECRUITMENT PROCESS:

1. Recruitment Planning.

2. Strategy Development.
3. Searching

4. Screening

5. Evaluation and Control.

METHOD OF RECRUITMENT
1. Direct 2. Indirect.

2. Third party methods

SELECTION: - Selection is the process of choosing from among the candidates from within
the organization or from the outside , the most suitable person for the current position or for
the position. Selection is the process of as managerial decisions –making process as to predict
which job applicants will be successful if hired.

SELECTION METHODS:
1. Preliminary Interview.

2. Application blank.

3. Selection Testes

4. Selection interview.

5. Reference checks

6. Physical examination

7. Final selection

SELECTION TESTS:

1. ABILITY TESTS
• Aptitudes tests

• Achievement tests

• Intelligence tests

• Judgment test
2. PERSONALITY TESTS
• Interest tests

• Personality tests

• Projective tests

• Attitude tests.

DISTINGUISH B/W RECRUITMENT AND SELECTION

Recruitment technically precedes selection whereas selection follows recruitment.

Recruitment refers to the process of identifying and encouraging potential candidates to apply
for jobs in the organization whereas selection involves choosing the best out of these recruited.

Recruitment is positive it aims at increasing the number of jobs seekers for wider choice or
increasing the selection ratio where as selection the other hand is said to be negative in its
applicants in as much as it rejects a large number of unqualified applicants in order to identify
those who are suitable for the jobs.

In sum recruitment involves searching where as selection involves comparing those already
searched.

INTERACTIONS OF THE RECRUITAND THE ORGANIZATION

The nature of the organization and the goals of the manager are highlighted in the above
diagram, as is the nature of the task. The techniques used and the sources of recruits vary with
the job. As afar as the applicants are concerned, their abilities and past work experience affect
how they go about seeking a job.

The organization's view of recruiting

Several aspects affect recruiting from organization's view point : the recruiting requirements
set, organization policies and procedures, and the organizational image.

Recruiting requirements
The recruiting process necessarily begins with a detailed job description and job specification.
Without these, it is impossible for recruiters to determine how well any particular applicant's
fits the job. It should be made clear to the recruiter which requirements are absolutely
essential and which ones are merely desirable. This can help the organization avoid having
unrealistic expectations of potential employees : an employer might expect applicants who
stand first in their class, are president of all extra curricular activities, have worked their way
through school, have 10 years of experience and are willing to work for long hours.

Contrasted with this unrealistic approach, the effective organization examines the
specifications that are absolutely necessary for the job. Then it uses these as its beginning
expectations for recruits.

Finding applicants who possess the needed skills for a job is the "science" of recruiting.
Beyond determining whether an applicant has the skills needed for the job, recruitment in the
coming years will also have to determine whether the applicant will function well within the
culture and value system of the organization.
Organization policies and practices
In some organization's, HRM policies and practices affect recruiting and who is recruited. One
of the most significant of these is promotion from within. This policy means that
organization's recruit from outside the organization only at the initial hiring level. They feel
this is fair to present loyal employees and assures them a secure future and a fair chance of
promotion, and most employees favor this approach. Some employers also feel this practice
helps protect trade secrets.

Organizational image
The image of the employer generally held by the public can also affect the recruitment. all else
being equal it is easier for the organization with a positive corporate image to attract and retain
employees than an organization with a negative image.

The good or bad, well-known or unknown images of these organization's will affect how they
are viewed by the job recruits. The organizations image is complex, but it is probably based on
what the organization does and whether it is perceived as providing a good place of work. The
larger the organization, the more likely it is to have a well-developed image. A firm that
produces a product or service the potential employee knows about or uses is also more likely to
have an image for the applicant.

The potential employees view of recruiting

The applicants have abilities, attitudes and preferences based on past work experiences and
influences by parents, teachers and others. These factors affect recruits in two ways: how they
set their job preferences and how they go about seeking a job.

Preferences of recruits for organization and jobs

Recruits have a set of preferences for a job. The recruit also faces the limitation of labor
market, government and union restrictions and the limits og organizational policies and
practices. The recruit must anticipate the compromises just as the organization does.

Job search and finding a job: the recruit

It is not always enough to be simply in the right place at the right time. The effective job
searcher creates opportunities in a systematic way. Effective job search involves several steps
including self-assessment, information gathering and networking, targeting specific jobs and
successful presentation.

The job search process begins with self-assessment. The purpose of self-assessment is for job
searchers to recognize their career goals, their strength's and weaknesses, interests values and
preferred life styles. This information is later used in the search process to help the applicant
assess whether there is a fit with a particular job offer. The assessment is similar to what
organizational recruiters will be doing, only from the perspective of the applicant.

METHODS OF RECRUITING
Most job openings are filled with people from within the organization and entry-level positions
are the most likely to be filled by external sources. Methods for internal recruiting include job
posting, skill inventories, job bidding and referrals. Methods of external recruiting include
school and college recruiting, advertising, and using employment agencies and executive
research firms and the internet.

Internal versus external recruiting methods

Internal recruiting methods include posting position openings, distributing memos within the
organization and searching organizational databases for a match between the skills required to
perform the job and the skills held by the current employees. This method of recruiting looks
to internal sources to fill positions and encourages promotions from within. External recruiting
methods include advertising position. Whether managers choose internal or external-recruiting
methods depends on the degree to which organization's strategy encourages promotions and
transfers from within the organization.

Job positioning
Many position can be filled as a result of posting the job opening on the bulletin boards,
announcing the opening in a company newsletter or posting announcement on the companies
intranet. A job posting procedure enables employees to strive for a better position within the
company. Notices of important openings should include all-important information about the
job.Some firms have turned to computers to make their job posting more fruitful. All
employees who wish to participate complete questionnaires about themselves, which include
items concerning relocation willingness and preferences as well as training and educational
backgrounds. A few skills are selected out of the total that best represent their functional
skills. When a position needs to be filled the requirements are matched and candidates
selected.Although positing jobs can be an efficient method of recruiting, number of problems
have been associated. Example it can lead to personal bias and stiff competition.
Skills inventory
Another recruiting method is the use of skill inventories. Essentially a skills inventory
includes a list of employee names, their education, training, present position, work experience,
relevant job skills and abilities and other qualifications. The organization can search through
the company skill inventory to identify potential candidates for the position opening.

Job bidding
These procedures typically specify that qualified applicants from within the bargaining unit
must fit all jobs covered by the agreement. Those interested in the vacancy bid for the job by
applying if they are qualified. The individual fills the position with the highest seniority from
among the qualified applicants. In some cases applicants take competitive examinations.
However only current employees are eligible.

Using a job bidding system is normally very easy. However it can present some difficulties.

Referrals
An excellent source of information is current employees who may know someone who would
be qualified and interested in the open position. To entice employees to make job referrals,
some companies offer a referral bonus
EXTERNAL RECRUITING METHOD

School and college recruiting

Recruiting at high school or vocational schools is often a strategic approach adopted by
organizations with position openings at the entry level or internal training programs.
Recruiting at the college level serves as a major source for acquiring managerial, professional
and technical skills.

The gap that exists between the skills that organizations will need over the next several years
and those currently possessed by potential employees is growing. The number of jobs
requiring a college degree is on the increase. Unfortunately for the organization it is a very
time consuming and expensive exercise. But pressures from the external environment will
continue to force organizations to be highly visible and active in this kind of recruiting.

Advertising
Advertising job openings in newspapers, magazines, newsletters and other media sources is a
relatively inexpensive recruiting mechanism. Advertising is useful for filling open position
quickly. Advertising usually does not target a specific audience. Private employment

agencies
Private employment agencies vary considerably in size and effectiveness as good sources of
employee and must be chosen carefully by employers and job seeking alike. A preliminary
interview is conducted for the applicants. Unfortunately some agencies are more concerned
with placing employees quickly than in effecting a good match between the employee and the
organization. The discrepancy can be reduced if the HR managers give detailed and specific
requirements.

The internet and the WWW

One of the fastest growing recruitment methods is the internet and the WWW. Companies
who do use the lnternet as a recruiting source appear to be happy with the process and the
results. It allows access to broader set of people and hence broader set of expertise and skills.
It is also faster and convenient. However it may not be accessible to all.
UTILIZING RECRUITING RESOURCES
Companies frequently use a variety of internal and external recruiting strategies to locate and
hire their workers. Although one technique may work well for some organizations, the same
technique may prove ineffective for others. Some technique may mesh well with the
organization's competitive strategy, but others do not.

By integrating both internal and external recruiting techniques, a company can develop an
overall recruiting plan that is specifically tailored to support its overall strategy and result in
selection of highly qualified applicants.

Exactly how many recruits are needed can be determined from past recruitment efforts.
Specifically a yield ratio can be developed for each position to be filled. A yield ratio is the
number of candidates who pass a particular recruitment hurdle divided by the number who
attempted the hurdle.

It is important to keep in mind that the plan should support the companies overall strategic
approach.

Re- Recruitment strategies

Re-Recruitment strategy is a series of steps a company can take and retain key employees. Re-
Recruitment strategies are a good idea, but essential in turbulent times such as after downsizing
or a major organizational restructuring. Key employees are defined as employees whose loss
would have a most detrimental effect on the organization.

bonuses have also been used successfully as a means of getting technical staffers. Without a
salary adjustment key employees may be stolen away by competitors,

Career development opportunities

College graduates entering work force for the first time are clear about their expectations and
are less willing to adapt their values and work styles to accommodate to their employers.

The following factors entice first careerist to stay with the job and the company:

1. Immediate involvement in the essential work of the firm.

2. The ability to apply newly learned knowledge and skills.

3. The opportunity to understand the big picture of

Companies are responding to these needs by offering a variety of programs for new employees.
One factor that should be considered prior to selection is the "fit" between the individual career
objectives and the career path that can be realistically offered by the firm.
 ALTERNATIVES TO RECRUITMENT
Another strategic business decision can be made is not to recruit. Instead they can rely on
alternative staffing options.

Common alternative staffing options

 Traditional temporary help

A potential employee is recruited, tested, screened and employed by a temporary staffing
agency. They assign qualified individuals to work at a clients site, generally to support or
supplement the current work force.

 Long term temporary assignments

It is becoming increasing popular for an organization to staff part of its work force with
temporary workers on an ongoing basis. These individuals are not considered short-term
replacements, but more a part of the regular work force.

 Part time employees

Workers who work less than 40 hours a week are considered part time employees. They can be
organization's pay roll or assigned via a temporary agency.

 Employee leasing
A Company will transfer some of its employees to a leasing firm. The leasing firm then leases
back the workers to perform the same job they did for the Client Company. However the
leasing firm is now responsible for cost and work associated with the typical HR functions
such as Payroll, benefits and record keeping.

 Independent contractors
Independent contractors are self-employed individuals who market a specific skill they posses
to a variety of companies. A Company will hire them for a specific project or contract.
Payment is usually based on the time and effort the individuals put forth on the project and
expenses are frequently reimbursed.

 Outsourcing services
An independent company with expertise area will contract with a firm to take full
responsibility for that specific function in the organization.
EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in recruiting should be
evaluated periodically. One of the most important reasons to evaluate recruiting method is to
determine the cost versus benefits of various methods. When recruiting method do not attract
enough applicants many organization’s respond by raising the salaries. Although some job
applicants may be enticed by money, this may not be a cost-effective method of recruiting.
Further employees within the organization may perceive inequity if new employees are
brought in at a similar or even higher salary.

Recruiting costs include factors such as the cost of advertising, the salaries and travel expenses
of recruiters, travel expenses of potential job applicants and recruiting agencies. These costs
must be weighed against factors such as the potion of acceptance offers. At a minimum,
organizations should compare the length of time applicants from each recruiting source stay
with the organization with the cost of hiring from a particular source. The effectiveness of
recruiting method varies among organizations and even jobs within the same organization.
THE SELECTION PROCESS
Selection is the process of choosing individuals who have the qualifications to perform a
particular job well. Organization differs as to the complexity of their selection systems. Some
organization's make a strategic decision to fill positions quickly and inexpensively by scanning
application forms and hiring individuals based on this information alone. Other organization's
however makes a strategic decision to choose the best person possible by having an elaborate
and sometimes costly selection system. These systems may require potential employees to fill
out application forms and provide information for a background check, take a number of job
related tests, and perform well through a series of interviews. Most organization's have. more
than one selection process.

Application blanks and resumes

The initial screening of potential employees is usually done by examining resumes and 1 or
having applicants fill out an application blank. Items that should be requested on an
application include general biographical information. Much of information gathered on
application blanks is objective so that the human resources manager can verify it. Verification
of information on an application is becoming increasingly important to avoid claims of
negligent hiring. An employer is guilty of negligent hiring if he or she failed to perform a
thorough background check on an employee whose infliction of harm could have been
predicted.

Although weighted applicants blanks have been found to be predictive of future performance,
the time and cost of developing an effective are often prohibitive.

Resumes are often instead of application blanks. Job applicants develop their own resumes,
which should include essentially standard information.
TYPES OF SELECTION TESTS
A number of selection tests have been developed to aid the human resources manager in hiring
employees. The following section covers mental ability test, work sample tests, trainability
tests, personality and interest inventories and honesty tests as selection devices.

Mental ability tests

Paper and pencil tests have been developed by psychologists and are used by organization's to
measure mental ability and aptitude. Ability and aptitude tests examine a variety of tests such
as general intelligence, an understanding of spatial relationships, numerical skills, reasoning
and comprehension.

Work samples
Also called performance tests, work sample tests measure the ability to do something rather
than the ability to know something. These tests may measure motor skills or verbal skills.
Work sample tests should test the important aspects of the job. Since job applicants are
actually performing a small portion of the job, it is difficult to "fake" ones ability on these
tests.

One of the most effective ways to design work sample tests is by using the results of a job
analysis, because the results of a job analysis indicate which tasks are most critical and which
are required for successful competition of the task. It is easy to determine which activities
need to be represented on the tests.

Trainability tests

For jobs in which training is necessary due to

1. The skills level of the job applicants

2. Changing nature of the job, trainability tests are useful.

Essentially the goal is to determine the trainability of the candidate. In the first step of the
process, the trainer demonstrates how to perform a particular task. Then the job applicants are
asked to perform the task while the trainer helps to coach him or her through the process
several t8mes. Finally the candidate monitors the performance, recording any errors, to
determine the overall trainability of the job applicant.
 But work sample tests and trainability test have shown to have high to moderate success
predicting job performance.

Personality and general interest inventories

Personality and general interest inventories are tests that have no "correct" or "incorrect"
answers. Interest tests are used to measure an individual's work and career orientations.
Personality tests focus on identifying traits or typical behaviors of individuals and are used to
measure a variety of traits including aggression, self-esteem and type A behavior. Although
personality and general interest inventories are tests that have no "correct" or "incorrect"
answers. Interest tests are used to measure an individual's work and career orientations

THE INTERVIEW
Most organization's, regardless of size, use interviewing as a selection method. Interestingly,
interviews have been criticized for being unreliable sources of information due to perceptual
and judgment errors on the part of the interviewer. Example interviewers often form a first
impression of the job applicant based on the influence obtained on the application blank or the
first two minutes of the interview.

Types of interviews
Interviews can be classified into three general categories: structured, semi structured and
unstructured.

 Structured
When conducting a structured interview, the interviewer asks questions from a prepared list
and does not deviate from it except for some follow up questions. During the interview, the
interviewer records his or her thoughts and reactions on a standard organizational form. When
different interviewer reach the same or similar conclusion about a given candidate, the
interpretation reliability is high. Unfortunately this type of interview is very restricted.

Two most common types of structured interviews are the behavioral description interview and
the situational interview.

The behavioral description interview allows you to gather and evaluate information about
what candidates have done in the past to predict how they will act in the future. A thorough
 job analysis of the job is done for which the interview is being developed. The second type of
structured interview is the situational interview. In this job experts develop questions that
focus on situations that might arise in the actual job.  Semi structured

Here only the major questions are prepared in advance and are recorded on a standardized
form. This type of interview involves some planning on the part of the interviewer but allows
for some flexibility regarding exactly what and how questions are asked

 Unstructured interview
The unstructured interview involves little planning or no planning on the part of the
interviewer. Due to lack of planning, the interviews tend to vary greatly between interviewers
and also between interviewees.

RESEARCH METHODOLOGY

The purpose of the methodology is to describe the research procedure. This includes
overall research design, the sampling procedure, the data collection method, and the fried
methods and analysis procedure.

Out of total universe 30 respondents from company have been taken for convenience. The
sample procedure chosen for this are statistical sampling method. Here randomly employee’s
are selected and interviewed. An in depth interview is conducted with the Human Resource
Head. Information, which I collected, was based on the questionnaires filled up by the sample
employees.
Under secondary method I took the help of various reference books which I have mentioned in
bibliography and also by way of surfing through the company website

Primary Data

• Questionnaire: Corresponding to the nature of the study direct, structured questionnaires with
a mixture of close and open-ended questions will be administered to the relevant respondents
within the Personnel and other Departments of the organisation.
Secondary Data
• Organizational literature: Any relevant literature available from the organization on the
Company profile, recruitment & selection procedures, Job specifications (KSAs), department-
wise break up of manpower strength and the organizational structure.
• Other Sources: Appropriate journals, magazines such as Human Capital, relevant newspaper
articles, company brochures and articles on www sites will also be used to substantiate the
identified objectives.

➢ Sampling Plan and Design

A questionnaire will be used for the purpose of research:

✔ Questionnaire: To test the validity and effectiveness of the recruitment and selection
procedures within the organization and to test the validity and effectiveness of the policies and
procedures within the organization.
♦ The basic rationale of Questionnaire is to ascertain the perception of the non-HR departments
in terms of the validity and effectiveness of the policies and procedures used by the
organization. It is also in line with the assessment of any suggestions/recommendations that
the respondents from these Departments might have in terms of the use of an alternative
source/device of recruitment and selection, than what already forms the current practice of the
HR Department.

 Questionnaire would be administered to 15 respondents, holding a senior designation within

the Personnel Department of the organization. It will also be administered to at least 15
respondents belonging to typical Departments within the organization and holding senior
designations within their respective Departments.
 In depth interviews would also be conducted with these respondents with the aim of
substantiating their views entailed from the Questionnaire.
 The total number of employees covered in the questionnaires are 30, 20 Business Executives
and 10 Non-Business Executives.
 Sampling Element

 For the purpose of administering the Questionnaire, the respondents would comprise of
personnel holding senior designations within the Personnel Department of the organization.
The respondents for the Questionnaire will also be preferably be panel members of the
Recruitment & Selection Board of the organization.
 The respondents would comprise of personnel holding senior designations within certain
typical Departments identified within the organisation, namely:

– Stores
– Finance
– Operations
– Electronics
– Engineering
Sampling Technique

 Judgment Sampling would be used for the purpose of choosing the sample for the purpose of
administering Questionnaire.
 Again Judgment sampling would be effectively used in identifying the typical non - HR
Departments within the organization and subsequently for the location and identification of
suitable respondents for Questionnaire.
 DIAGNOSTIC MODEL

External Internal
Environmental Environmental

Influences Influences

• Govt.Regulations & • Strategy

Laws • Goals
• The Union • Organizational Culture
• Economic • Nature Of the task
Conditions: domestic • Work group
& International • Leader’s style &

HUMAN RESOURCE PROCESSES

Acquiring Rewarding Developing Protecting

Human Human Human and
Resources resources Resources Evaluating

• HR • Performan • Orientatio • Safety,

planning ce n& health &
• Job Evaluation Training wellness
• &Compensa
Analysis • Developm • Evaluation
design tion ent
• • Benefits &
Recruitme • Career
nt & Services Planning

Desirable End Results

Socially responsible & Competitive, high quality

Competitive, high
 .

Analysis & Findings

The analysis of the various sources of recruitment and selection devices is presented on the
following pages.

• The response entailed from the HR Department (as analysed from Questionnaire) represents
current practice within the organisation in terms of the sources of recruitment and selection
devices used.
• The analysis of the response entailed from all the other departments (as analysed from
Questionnaire) forming the sample, represents the perception of the respondents from these
Departments in terms of the validity and effectiveness of the various sources/devices of
recruitment/selection (specific to these Departments)
• The analysis further entails any suggestions/recommendations given by these non-HR
Departments (forming the sample for administering Questionnaire), in terms of any
recruitment source and/or selection device that should be deployed by the organisation apart
from what already constitutes current practice (specific to these Departments)

Candidates willingness to join the company

Most of the Indian candidate looks in for the salary package and job security before joining a company
for job. All other things such as Reputation of the company, working environment, job prospects,
location of the company, career growth opportunity, they look these things in either in isolation or in
How candidates are recruited in the company?

There are various ways of recruiting candidates in the company as depicted in the chart below :
-
From the chart it is quiet clear that the company adopts various process for recruiting the right
candidate. Actual recruitment procedure followed by the company is by conducting written
examination followed by interview which comprised 85% of my sample survey of 30
employees
Job Specification of the employees
Almost all the candidates got the specified jobs offered to them. This implies that the company
have the organized manpower planning and well organized recruitment policy as shown in the
following chart : -

Role of union in the organization

Changes occurred in Recruitment and Selection Procedure

In his question I was looking for any sort of changes at list during the preceding five years.
Every year there are not much changes take place in recruitment and selection process for
better result and production. It is such an industry where in every moment some innovation
takes place. So the company needs some new skills to achieve the required fulfillment.
For the last couple of years the company is focusing more on print media, to give more chances
to the fresher.

Effect of Changes of Recruitment and Selection procedure towards

Gratitude of Employees:
As most of the candidates comprised the group of freshers, so it is quit obvious that the degree
of commitment towards the will automatically be more from their side compared to the
experienced one.
It is also felt that unlike the experienced candidate, the freshers find it difficult to get a job
easily. As it is obvious from the fact that the experienced candidate demands high value in the
market for employment opportunity. The changes during the past few years (say five years)
will give me an idea of how they get themselves updated with the needs of the industry. It also
gives me an idea of any third party intervention in the recruitment and selection procedure of
the organization.
It depends upon the market demands of the particular industry as to how the candidates would
be available for service in the prospective sectors.

Corresponding to this data I have drawn a pie chart below:-

 So it is evident from the pie chart that majority of the respondents (14) have mentioned Better
promotion / Career Development Opportunity for the retention of employees and thereby
reducing the employee turnover ratio. Only 5 respondents have mentioned more benefits as the
reason.

Satisfaction level of employees

All the employees are satisfied with their jobs, so they don’t want to suggest any further
recommendations for recruitment and selection procedure. Only one respondent has suggested
that the organization should look more into employee referral.

Promotion/Career growth opportunities

On the basis of my interaction with the employees i came to know that most of the employees
have mentioned career growth opportunity, as the reason of joining the both the organizations.
All of them are satisfied with the career growth opportunities. So on this basis i have given 9
points for this aspect.

Working conditions
The working environment in the companies is excellent. Most of the employees are
satisfied with the working conditions in Hindustan Coca Cola Beverages Limited. On the basis
of

CONCLUSIONS

1. I have given various options for joining of the candidates in the organization in the
questionnaire. Also I got more options from the employees while interacting with them. Most
of the employees(28%) have mentioned the salary package as a reason for joining the
organization. 16% of the employees have mentioned or pointed it out the working environment
 as the reason for joining the organization. 17% talked about the reputation of company and
23% mentioned about career growth opportunity. So I can say salary package and career
growth opportunity are the more attractive to the employees.

BIBLIOGRAPHY

1. News Paper
• Times of India
• Hindustan Times
• Economic Times
• The Pioneer
• The Hindu
• Catalyst
• Financial Express
• Economic and Political Weekly
1. Magazines
• India Today
• Today’s traveller
• A&M
• Business Today
• Business World
• Business Digest
1. Web sites
• www.indiatimes.com
1. BOOKS
• Robbins P. Stephens, Organisational Behavior, Prentice Hall, 7th Edition, Chapter 16, pages
636-641.