ANALYSIS OF RECRUITEMENT PROCESS IN JCB INDIA

A report submitted to

Asian Business School, Noida

As a partial fulfillment of Full time

Post Graduate Diploma in Management (PGDM)

(Approved by AICTE, Ministry of HRD)

Submitted to: Submitted by:

Veenu Arora Hirshika Bajaj

Asian Business School ABS/PGDM/JULY16/063

Noida 2016-2018

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 CERTIFICATE

(To be issued on letter head of organization provided training)

This is to certify that the Hirshika Bajaj student of Asian Business School (ABS),

Noida has undergone Summer Internship in our company on ANALYSIS OF

RECRUITEMENT PROCESS IN JCB INDIA

The project work done by the candidate is original and has worked under my
guidance. The candidate has undergone training from 1st May to 30th June at our
JCB Ballbgarh, Faridabad office.

Date: Name of the guide: Darush Khan

Designation: senior HR Manager

Address: Address: 23/7, Mathura Road,

Ballabgarh, Faridabad, Haryana 121004

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 ACKNOWLEDGEMENT

The completion of any project is not complete without thanking the people behind the

venture & this project is no exception. Racing against the time & fast approaching

deadlines, the fact that I am able to successfully complete the project just in time would

not have been possible without the help and support of many people. Their constant

guidance & encouragement coupled with my commitment were the cornerstones for the

successful completion of the project.

I have great pleasure in expressing my sincere gratitude and hearty thanks to my beloved

Faculty, Ms.Veenu Arora, Asian Business School for consenting to be my guide. He

had been a great source of encouragement and inspired me throughout my project. I am

greatly thankful to him for everything he has done for me.

My deepest gratitude goes to my project guide and mentor, Mr. Darush Khan, (Sr.

Human Resources Manager), JCB for giving constant encouragement that provided

valuable guidance throughout the project in his busy schedule. The entire HR-

infrastructure department has been a great help to make these two months highly

memorable. I would also like to express my deepest gratitude to my Mr. Naveen Kumar

and Mr. Vishal Singh for their support.

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 DECLARATION

It is certified that the Research Project Report entitled “ANALYSIS OF

RECRUITMENT PROCESS IN JCB INDIA” submitted in the partial fulfillment of

the requirement for the degree of Post-Graduation Diploma in Management of Asian

Business School; Noida is a record of bonafide research project work conducted by me.

I have collected the data personally; the data given in the Research Project Report is

genuine and original. I declare that this Dissertation Report is my own work and it does

not contravene any academic offence as specified in the College’s regulations.

I confirm that this Dissertation Report does not contain information of a commercial or

confidential nature or include personal information other than that which would normally

be in the public domain unless the relevant permissions have been obtained.

Further, I also declare that it is not submitted to any other Colleges/Universities for the

award of Degree and Diploma.

Hirshika Bajaj

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 EXECUTIVE SUMMARY

Employees are the Human Capital that makes the organization what it is. The quality of

human capital determines the kind of business the company is able to garner and this

quality is dependent upon the process of recruitment followed by the company.

Successful human resource should identify human resource needs in the organization.

Once the needs are identified, the process of recruitment or acquisition function starts.

Recruitment is the discovering of potential candidates for actual or anticipated

organizational vacancies. Or, from another prospective, it is a linking activity bringing

together those with jobs to fill and those seeking job. The ideal recruitment effort will

attract a large number of qualified applicants who will take the job if it is offered. It

should also provide information so that unqualified applicants can self-select themselves

out of job candidacy; this is, a good recruiting program should attract the qualified and

not attract the unqualified. This dual objective will minimize the cost of processing

unqualified candidates.

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 CONTENTS

 Certificate
 Acknowledgement
 Declaration
 Executive summary

Chapter-1

1.1 Introduction………………………………………………………………………..
1.2 Objective of the study……………………………………………………………...
1.3 Research methodology……………………………………………………………..
1.4 Company Profile…………………………………………………………………...
 JCB India…………………………………………………………………………..
 Background & history of JCB…………………………………………………….
 Global structure……………………………………………………………………
 SWOT Analysis…………………………………………………………………….
 Vision & Mission of JCB………………………………………………………….
 Competitor Analysis……………………………………………………………….

Chapter-2

 Literature Review………………………………………………………………….

Chapter-3

 My Learning……………………………………………………………………….

Chapter-4

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 Findings, Suggestions & Recommendations……………………………………..
 Conclusion

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CHAPTER-1

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 INTRODUCTION

According to Edwin BFlippo

Recruitment is nothing but the process of searching the candidates for employment and

then stimulating them for jobs in the organization. It is the activity that links the

employees and the job seekers. It is also defined vas the process of finding and attracting

capable applicants for employment. It is the pool applicants from which the new

employees are selected. It can also be defied as the process to discover sources of

manpower to meet the requirement of staffing schedule and to employ effective measures

for attracting the manpower in adequate numbers in order to facilitate the effective

selection of an effective working force.

According to David A De Cenzo

The recruitment needs are of three types which are as follows:

a) First one is Planned Needs: these are the needs that arise from the changes in the

organization and retirement policy creating vacancy for new jobs.

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b) Second one is Anticipated Needs: these are those movements in personnel which an

organization can predict by studying the trends both in external as well as internal

environment.

c) Last one is Unexpected Needs: these needs arise due to various reasons like deaths,

resignations, accidents, illness, relocation etc.

Recruitment refers to overall process of attracting, selecting and appointing suitable

candidates for jobs (either permanent or temporary) within an organization.

Recruitment can also refer to as processes involved in choosing individuals for unpaid

positions, such as voluntary roles or unpaid trainee roles. Managers, human resource

generalists and recruitment specialists may be tasked with carrying out recruitment, but in

some cases public-sector employment agencies, or the specialist search consultancies are

used to undertake parts of the process. Internet based technologies to support all aspects

of recruitment have become widespread.

An organization is nothing without its human resources. What is IBM without its

employees? Same is in hotel industry. It is totally based on managing people or

manpower in an efficient way.

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 OBJECTIVE OF STUDY

The main objective of the present study is to accomplish the following objectives:

1) To find out recruitment process, used in JCB India.

2) Proper analysis of recruitment and selection process and designing of recruitment and

selection program.

3) Proper analysis of facilities provide to the employee and recruiter for their personal

growth and satisfaction.

4) To know and understand the importance and benefits of recruitment process.

5) And the most important objective is to bridge the gap between theoretical and practical

knowledge.

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 RESEARCH METHODOLOGY

In the research, I have used secondary research.

METHODS OF DATA COLLECTION

THERE ARE TWO TYPES OF DATA

1. Primary data

2. Secondary data

Primary data collection: Primary data can be collected by three methods.

a) Observation

b) Experiment

c) Surveys

Secondary data collection: Secondary data is collected through observations,

learning’s, website of JCB and etc.

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 COMPANY PROFILE

 J.C. Bamford Excavators Limited, universally known as JCB, is

a British multinational corporation, with headquarters in Rochester, Staffordshire,
and manufacturing equipment for construction, agriculture, waste handling
and demolition. It is the world's third-largest construction equipment
manufacturer. It produces over 300 types of machine, including diggers
(backhoes), excavators, tractors and diesel engines. It has 22 factories across Asia,
Europe, North America, and South America; its products are sold in over 150
countries.

 JCB was founded in 1945 by Joseph Cyril Bamford, after whom it is named; it
continues to be owned by the Bamford family. In the UK and India, JCB is often
used colloy as a generic description for mechanical diggers and excavators and
now appears in the Oxford English Dictionary, although it is still held as
a trademark.

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 Worldwide Operations

JCB has 18 factories in the UK, Germany, North and South America, Australia, India,
and China. The company employs some 12,000 people on four continents and sells its
products in 150 countries through 1500 dealer depot locations. The company has a range
of more than 300 products.
JCB is headquartered in Rochester, United Kingdom, which is also the production site for
backhoe loaders and telescopic 'Load all' handlers. It has a further three factories in
nearby Cheadle, Staffordshire (JCB Earthmovers, JCB Landpower and JCB Compact
Products), one in Rugeley (JCB Cab Systems), three in Uttoxeter (JCB Attachments, JCB
Heavy Products and JCB World Parts Centre), one in Foston in Derbyshire (JCB Power
Systems) and one in Wrexham in North Wales (JCB Drivetrain Systems). In July 2013
the company opened a dedicated logistics hub in Newcastle-Under-Lyme. This facility is
the central hub for component distribution to production facilities, as distinct from the
World Parts Centre in Uttoxeter which distributes spare parts to dealers and customers.
In December 2013 it was announced that the Rugeley Cab Systems plant would move to
a new facility in Uttoxeter which would allow the in-sourcing of cab assembly currently
contracted to third parties. This investment is to be accompanied by the expansion of the
Rocester and Cheadle production sites by 2018.
Its Indian factories are based in Faridabad, Jaipur and Pune, its US factory is in Pooler,
Georgia, its Brazilian factory in Sorocaba, and its Chinese factory was completed in 2005
in Pudong near Shanghai. JCB also owns Vibromax, a German compaction equipment
company based in Gatersleben.
JCB has also licensed its name and image to a line of consumer power tools,
manufactured by Alba PLC.
The products are sold through franchised dealerships, many of which are often exclusive
and cover whole countries.
JCB dominates the Indian construction equipment market with every three out of every
four construction equipment sold in India being a JCB. JCB India's revenue rose more
than 12 times to $1 billion in 2012-13 from $75 million in 2001. The Indian operations of
the UK Company account for 17.5% of its total revenue.

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Company Flashback

JCB was founded by Joseph Cyril Bamford in October 1945

in Uttoxeter, Staffordshire, England. He rented a lock-up garage 3.7 by 4.6 m (12 by
15 ft). In it, using a welding set which he bought second-hand for £1 from English
Electric, he made his first vehicle, a tipping trailer from war-surplus materials. The
trailer's sides and floor were made from steel sheet that had been part of air-raid shelters.
On the same day as his son Anthony was born, he sold the trailer at a nearby market for
£45 (plus a part-exchanged farm cart) and at once made another trailer. At one time he
made vehicles in Eckersley's coal yard in Uttoxeter. The first trailer and the welding set
have been preserved.

JCB's first welding set

The first vehicle JCB made (a farm trailer)

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In 1948, six people were working for the company, and it made the first hydraulic tipping
trailer in Europe. In 1950, it moved to an old cheese factory in Rocester, still employing
six. A year later, he began painting his products yellow. In 1953, his first backhoe loader
was launched, and the JCB logo appeared for the first time. It was designed by Derby
Media and advertising designer Leslie Smith. In 1957, the firm launched the "hydra-
digga", incorporating the excavator and the major loader as a single all-purpose tool
useful for the agricultural and construction industries.
In 1960, JCB's hydraulic tractors entered the North American market, proving a long-
lasting success. JCB became, and still is, the brand leader in the world. By 1964, JCB had
sold over 3,000 3C backhoe loaders. The next year, the first 360-degree excavator was
introduced, the JCB 7.
In 1978, the Loadall machine was introduced. The next year, JCB started its operation
in India. In 1991, the firm entered a joint venture with Sumitomo of Japan to produce
excavators, which ended in 1998. Two years later, a JCB factory was completed
in Pooler near Savannah, Georgia in the USA, and the next year a factory was opened
in Brazil.

21st century
Production of the first engine designed and manufactured by JCB, the JCB444 diesel
engine, started in 2004. In 2005, for the first time in nearly forty years, JCB bought a
company, purchasing the German equipment firm Vibromax. In the same year, the firm
opened a new factory in Pudong, China. By 2006, the firm had 4000 employees, twice
what it had in 1975.
Planning of a new £40 million pound JCB Heavy Products site began following the
launch of an architectural design competition in 2007 managed by RIBA
Competitions, and by the next year, the firm began to move from its old site in Pinfold
Street in Uttoxeter to the new site beside the A50; the Pinfold Street site was demolished
in 2009. During that year, JCB announced plans to make India its largest manufacturing
hub. Its factory at Ballabgarh in Haryana, was to become the world’s largest backhoe
loader manufacturing facility.
JCB shed 2,000 jobs during the recession, but in 2010 it announced it was recruiting up to
200 new workers.
The Company was a member of the business lobby group CBI until on the 11th of
October 2016 it emerged on BBC news that JCB had left the group in the summer of
2016 following the Brexit vote.

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Products of JCB India
Many of the vehicles produced by JCB are variants of the backhoe loader,
including tracked or wheeled variants, mini and large versions and other variations for
carrying and moving items, for example fork lift vehicles and telescopic handlers for
moving materials to the upper floors of a building site. Wheeled loading shovels and
articulated dump trucks are also produced.

The Soil Compactor VM 115 of JCB

Excavators
Tracked 360° excavators ranging from the JZ70 (7 tonne zero tail swing excavator) to the
JS460 (46 tonne tracked excavator). In 2008 at Con expo JCB revealed a new top range
JS520 which included the new style paintjob with rams painted black.
Wheeled 360° excavators ranging from the JS130W to the JS200W.
Machines can be produced with either monoboom or a triple articulated boom.

Wheeled loaders
Industrial and agricultural wheeled loaders from compact 6 tonne hydrostatic machines to
larger 25 tonne quarrying machines using a mix of 4 and 6 cylinder diesel engines.

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Tractors

JCB has also made its name in the tractor world by producing one of the first such
machines that features proper suspension and is capable of travelling at speed on roads.
The JCB Fastrac entered production in 1990. Prior to this design, the suspension was
difficult because of the fixed-height connections required to farm machinery, and tractors
were notoriously slow on the roads. Dependent on the model, the Fastrac can travel at
50 km/h, 65 km/h or 75 km/h (40 mph). At launch the Fastrac was featured on the BBC
television programme Tomorrow's World, and years later as Jeremy Clarkson's tractor of
choice in Top Gear. From 2006 the company also produces a range of compact tractors
designed for grounds-care, horticultural, and light agricultural duties.

Military vehicles
JCB also makes a range of military vehicles, which also concentrate on load-handling and
excavation.These include the JCB HMEE.

JCB Dieselmax

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In April 2006, JCB announced that they were developing a Diesel-powered Land Speed
Record vehicle known as the JCB Dieselmax. The car is powered by two modified JCB
444 diesel powerplants using a two-stage turbocharger to generate 750 bhp, one engine
driving the front wheels and the other the rear wheels.

On 22 August 2006 the Dieselmax, driven by Andy Green broke the diesel engine land
speed record, attaining a speed of 328.767 mph (529 km/h). The following day, the
record was again broken, this time with a speed of 350.092 mph (563.418 km/h).

JCB Vibromax
JCB acquired the German company Vibromax, which manufactures compaction
equipment.

JCB Phones
JCB licenses its brand for a series of rugged feature phones and smartphones targeted at
construction personnel. The design and marketing contract was awarded to Data Select in
2010.

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 SWOT ANALYSIS OF JCB

JCB

Parent Company JCB, U.K

Category Heavy Equipment

Sector Heavy equipment and engineering

Tagline/ Slogan A truly world-class company

USP Strong and high performance products and solutions to meet global customers' needs

STP

Segment People and businesses who want products and services for Construction Equipment

Target Group People or Business expecting high performance products and unrivalled customer service

Providing the best equipments in the industry through focus on both process innovation as
Positioning well as product innovation based on customers’ needs

SWOT Analysis

1. Wide range of products for every Construction need

2. Geographic diversification, Presence in many countries both developed and developing
3. Has a huge dealer network and availability
4. Has a high brand recall value amongst construction equipments
5. Has a famous unrivalled customer service
Strengths 6. Factories in UK, Brazil, North America, India or Germany

1. Hasn’t yet diversified into related businesses

2. The current Eurozone crisis has affected its operational efficiency
Weaknesses 3. Still competition means limited market share

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 1. Growing residential sector in Asia
2. The recent launch of Backhoe loaders could bolster its sales
Opportunities 3. Warehouse expansion at different places will enhance their customer service

1. Stiff competition from various players like CAT, Ingersoll Rand, ACE etc..
2. The Real Estate sector in Europe has weakened and might lead to stagnant business in the
Threats Eurozone

Competition

1. Caterpillar
2. Komatsu
Competitors 3. Ingersoll-Rand

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MISSION, VISION AND VALUES OF JCB

MISSION:

We make sure JCB customers have access to state of the art finance options anywhere in
the UK, with high speed, efficiency &fairness. Making us a valued sales aid partner to
JCB and its dealers.

VISION:

We aim to provide non-stop finance via the best people and IT systems, which we
continuously develop , in order to delight JCB customers and be recognised as the
unassailable choice for asset finance in the sectors we serve growing our business
strongly as a result.

VALUES:

We’re Enthusiastic, hardwording and honest.

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Competitors

Caterpillar Inc.

Caterpillar Inc. (NYSE: CAT) is an American corporation which designs, develops,

engineers, manufactures, markets and sells machinery, engines, financial products and

insurance to customers via a worldwide dealer network. Caterpillar is a leading

manufacturer of construction and mining equipment, diesel and natural gas engines,

industrial gas turbines and diesel-electric locomotives. With more than US$89 billion

in assets, Caterpillar was ranked number 1 in its industry and number 44 overall in the

2009 Fortune 500. In 2016 Caterpillar was ranked #59 on the Fortune 500 list and #194

on the Global Fortune 500 list. Caterpillar stock is a component of the Dow Jones

Industrial Average.

Caterpillar Inc. traces its origins to the 1925 merger of the Holt Manufacturing

Company and the C. L. Best Tractor Company, creating a new entity, the California-

based Caterpillar Tractor Company. In 1986, the company re-organized itself as a

Delaware corporation under the current name, Caterpillar Inc. Caterpillar's headquarters

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are located in Peoria, Illinois; it announced in January 2017 that over the course of that

year it would relocate its headquarters to Chicago, scrapping plans from 2015 of building

a $800 million new headquarters complex at downtown Peoria.

Komatsu Limited

Komatsu Ltd is a multinational Japanese corporation that

manufactures construction, mining, and military equipment, as well as industrial
equipment like press machines, lasers and thermoelectric generators. Its headquarters are
in Minato, Tokyo, Japan. The corporation was named after the city of Komatsu,
Ishikawa, where the company was founded in 1921. Worldwide, the Komatsu Group
consists of Komatsu Ltd. and 182 other companies (146 consolidated subsidiaries and 35
companies accounted for by the equity method).

Komatsu is the world's second largest manufacturer of construction

equipment and mining equipment after Caterpillar. However, in some areas (Japan,
China), Komatsu has a larger share than Caterpillar. It has manufacturing operations in
Japan, Asia, Americas and Europe.

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CHAPTER-2

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LITERATURE
REVIEW

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 RECRUITMENT PROCESS AT JCB INDIA

Recruitment refers to the overall process of attracting, selecting and appointing suitable

candidates for jobs (either permanent or temporary) within an organization. Recruitment

can also refer to processes involved in choosing individuals for unpaid positions, such as

voluntary roles or unpaid trainees roles. Managers, human resources generalists and

recruitment specialists may be tasked with carrying out recruitment agencies, or

specialists search consultancies are used to undertake parts of the process. Internet-

based technologies to support all aspects of recruitment have become widespread.

Difference between Recruitment and Selection

Basis Recruitment Selection

Meaning It is an activity of establishing contact It is a process of picking up more

between employers and applicants. competent and suitable employees.

Objective It encourages large number of Candidates It attempts at rejecting unsuitable

for a job. candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross over many Many hurdles have to be crossed.
hurdles.

Approach It is a positive approach. It is a negative approach.

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Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Less time is required. More time is required.

Consuming

Need for recruitment:

The need for recruitment may be due to the following reasons / situation:

Vacancies due to promotions, transfer, retirement, termination, permanent disability,

death and labour turnover.

Creation of new vacancies due to the growth, expansion and diversification of business

activities of an enterprise. In addition, new vacancies are possible due to job

specification.

Purpose and importance of Recruitment:

Determine the present and future requirements of the organization on conjunction with its

personnel-planning and job analysis activities.

Increase the pool of job candidates at minimum cost.

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Help increase the success rate of the selection process by reducing the number of visibly

under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will leave the

organization only after a short period of time.

Meet the organization’s legal and social obligations regarding the composition of its work

force.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Increase organizational and individual effectiveness in the short term and long term.

Evaluate the effectiveness of various recruiting techniques and sources for all types of job

applicants.

SOURCES OF RECRUITMENT

Sources of Managerial Recruitment

INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion 1) Campus

recruitment

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2) Transfers 2) Press

advertisement

3) Internal notification 3) Management

consultancy service

(Advertisement) & private employment exchanges

4) Retirement 4) Deputation of personnel or

transfer

5) Recall 5) Management

training schemes

6) Former employees 6) Walk-ins, write-

ins, talk-ins

7) Miscellaneous external sources

With GDP growth rate being pegged at 7. 9 percent year-on-year in the first three months

of 2017 against 7. 2 percent during the last financial year according to the mid- year

economic analysis 2016-2017, businesses across all sectors are expected to grow. In

addition, India enjoys the competitive advantage of demographic dividend which would,

together with the hiring intensity, mark a new era of recruitment in the country. We

enlist out some key trends that would define the job market:

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MATCHMAKING: With an outlook on changing needs, and characterizing manpower

as a key to business growth, increased job opportunities and a reservoir of available talent

pool, hiring would not be only about sourcing, interviewing candidates, and getting the

vacancy filled. Instead, it would be increasingly about matchmaking the requirements of

a role to a candidate’s capability and vice versa. Organizations would be increasingly

looking for a quality talent pool for their open positions and right kind of matchmaking

would definitely hold the answers to business growth and expansion.

OUTSOURCING: It has already been observed in recent times that business leaders,

including many CEOs, are driving the talent agenda. The recruitment industry and

especially the recruitment process outsourcing (RPO) specialists are increasingly making

use of social media and analytics to deliver both efficiency and experience. These two

important factors would be the new favourites while looking for quality talent and

strategizing to retain the talent. In the present socio- economic scenario, this model

would be easily adapted beyond the mass hiring sectors to the niche hiring one like core,

pharma, and public services. The RPO systems working on a strong technology platform

have the capability to perform job- candidate matchmaking and deliver world class

experience to all parties involved while simultaneously managing cost and time

efficiencies.

SOCIAL MEDIA HIRES: With 3. 17 billion internet users and 1. 59 billion active

social media users among a total population of over 7. 4 billion, the social media wave is

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yet to get into the heart of India. Talking of using social media for recruitment, this

penetration has been equally low, especially when compared to the global markets (where

more than 90 percent recruiters consider social media as one of their major tools).

However, given its numerous benefits and ease of usage, there would definitely be an

increased focus on social media channel in 2016. While the penetration might not reach

90 per cent in this half itself, according to ISR 2016, the number of recruiters accepting

social media as recruitment and sourcing channel will certainly double.

TECHNOLOGY ADAPTABILITY: As increasing number of employers reach out to

Tier II and Tier III cities to meet their hiring needs, increased usage of technology would

not be a choice but a necessity. This would increase the adaptation of innovative tools

like video interviewing, asynchronous interviewing and online assessments that not only

will increase the efficiency of the hiring process by 50-60 per cent, but at the same time

help in increasing the quality of hire.

ANALYTICS: The business now expects HR leaders to be strategic partners. As the

growth wave in business fires up the hiring engine of the organisation, talent acquisition

leaders are expected to have intuition- based decision making to data- driven decision

making. A recent study by LinkedIn on global recruitment market shows that most

organizations do not use data well in the space of talent acquisition. Though India, with

55 percent score, is well above the global average of 24 percent on how well analytics is

used for talent acquisition process, this number would grow further as analytics enters

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more into workforce planning, workforce utilization, and simultaneously into untouched

areas like sourcing.

CANDIDATE EXPERIENCE: With everyone fighting the war to attract the best

talent, it is only obvious that organizations are now focusing on delivering an

unparalleled experience to candidates. Though a year ago this intent was limited to

industries like IT/ITES, it will soon be adapted by others too. A good candidate

experience is brilliant marketing for an organization and a bad hiring experience may

cause the right applicant to turn down the job. Top talent has no desire to work in a

disrespectful organization with leaders who simply don’t care about the recruiting

process.

ONLINE ASSESSMENT: When you are operating in a country like India, which is on

the verge of reaping the demographic dividend, frontline hiring becomes an integral part

of the hiring mix. Conducting interviews in a mammoth task and dose not deliver desired

results. Online assessments are proving to be the best solution in such situations.

Claiming to bring efficiencies in the range of 40-60 per cent, assessments are the new

favorites amongst the industries like insurance, IT, BPO/ITES where frontline hiring

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forms a major pie of hiring mix. Many companies are working in a direction where

interviews would be replaced by much more reliable online assessments.

PASSIVE JOBSEEKERS: They have been attracting recruiter’s attention for quite

some time now. And as increasing focus of organization falls on “quality of talent”

rather than time to fill or hiring manager’s satisfaction, this trend would grow further.

There will be an upsurge in usage of tools like social media that encourage collaboration

and help in engaging this set of jobseekers. One can expect increasing number of

organizations to have specific strategies for both active and passive jobseekers.

EMPLOYER BRANDING: In today’s world of talent wars, attracting candidates is

considered as important as attracting customers. In such a scenario, recruiting will

increasing resembles a marketing function. Employer branding would gain more

importance than ever. The near future will see employers across industries focus on

building attractive employer brands, and using channels like social media and video

marketing to reach the workforce apart from the traditional methods.

RECRUITMENT ON MOBILE PHONES: India is home to about 350 billion unique

mobile phone users that use this medium to surf the internet. When talent spends such a

large portion of their time on mobile, it makes sense for the recruiters to be there to

attract their attention. As per a recent LinkedIn report, there has been a 90 per cent

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 increase in the number of mobile users who look out for job opportunities and 75 per cent

increase in the users who apply for jobs through this medium. This would encourage a

large number of employers to have mobile- optimized career sites and job postings.

PROCESS OF RECRUITMENT:

1) Receiving the requirements:

The requirements are sent through the managers after the partner’s approval to the

sourcers. The requirements come in because of a human capital crunch in the

department. This may arise due to resignations or due to expansions in process such that

additional force is needed. The requirement are assessed and assigned to the sourcer who

is concerned for that particular department and location.

2) Sourcing of the candidates:

This is the most important phases of recruitment since not only does it affect the quality

of hires, it also has the power to cut down on additional costs and save time. There are

multiple sources of recruitment:

 Job portals: The CoE team has access to naukri. Com recruiters’ page and relies on

sourcing from it the most. To fetch candidates from therein, the sourcer needs to put up

all requirements related to their CV and the portal displays a wide list of candidates

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 accordingly. There is an option to add a comment for any candidate by the user. A

certain set of logins have a yearly cost for the recruiter’s page.

 Consultants: The requirements of experience and package are provided to the hired

consultant agencies and they asked to fetch relevant CVs accordingly. The consultants

change a certain percentage of the package offered to any candidate suggested by them.

 Referrals: Internal referrals are highly depended upon to fill a requirement mainly

because of the trust factor that comes along with. They are processed like any other CV

after reaching the recruiter and if hired, a commission goes to the employee who had

made the reference.

 Candidate Database: Most companies have an Applicant Tracking System where

candidates register themselves for on opening and their CV gets fetched from there. The

applications received from the company website are stored in this database and used

whenever an opening comes up. The ATS are developed by an external IT company

according to the requirements of the client and sold to them at a one- time cost.

 Social Networking Sites: social networking is the next big thing in the market. Social

media is where everyone looks up to these days and it is fairly important to make a mark

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 there in order to be in everyone’s minds at all the times. Sites like LinkedIn, Facebook,

Twitter, You tube, and Google+ have not yet been tapped to the fullest and hold a great

potential to recruit in a cost effective and time saving manner, more than ever before.

Currently only two LinkedIn recruiter logins are available to the CoE team which are also

not used to their fullest.

 On- premise promotions: Whenever a vacancy comes up, there is an opportunity for an

employee one level down to be promoted to fill in the vacancy. It is a very common

method of recruiting. However, the CoE team is mainly responsible for external

recruiting and suggesting promotions to fill vacancies remains an outside bounds area.

3) HR Round:

This is the first round of conversation with the candidate wherein his interests for the job

opportunity are gauged. His skills, competencies, current package, etc. are captured and

his communication skills are critically analyzed. If deemed suitable for the role, his

profile is further shared with the technical panel.

4) Technical CV approval:

The CVs shortlisted after HR round are forwarded to the technical panel which assess the

closeness of the required skill sets and experience with that in the CVs. The candidates

shortlisted by them are then called for an interview.

5) Interviews:

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 The interviews maybe be telephonic of face-to-face convenient on both the ends for the

technical round. However, the rounds ahead must be taken face to face, especially if they

are for positions of manager and above. The technical round, if cleared, is followed by

the Director’s round and the Partner round.

6) Positioning:

If the candidate receives a go-ahead from the Partner, his positioning is initiated. I this

process all his documents are asked for and sent to the business HRs along with their

salary expectations and details of any parallel offers.

7) Negotiation:

The positioning process results in a package deemed appropriate for the candidate and he

is negotiated with so that an offer can be concluded upon.

8) Offer Roll-out:

An offer is finally made to the candidate and he is asked to accept it within 24 hours.

Failure to do so leads to the rejection of his candidature and he is blacklisted by the

company for all departments. On accepting, he is given a date of joining and the list of

joining documents needed by him.

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POSITIONING NOTES

Positioning Notes are brief notes containing all the relevant information related to the

candidate. These are made after the candidate has cleared all the rounds of interview.

In this, data is prepared containing all the information related to the candidate like total

Experience, education background, past employer, Current CTC, Expected CTC, etc.

Such information is then presented before the partner so that a proper comparison can be

made among the candidates and then a right compensation is decided and an offer is

made to the candidate.

In this, the partner checks whether the candidate fits into our band or not and makes a

comparison amongst the candidates on different grounds and then a final choice is made.

Is case the candidate doesn’t fit our bands we call it as an “Apparent Misfit”

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 CHALLENGES FACED AND RECOMMENDATIONS

During the whole process of the recruitment drive, a certain number of issues could be

felt, without which the process would be much smoother and more efficient.

 Low ratio of technical round approved candidates.

 High waiting time for some candidates during the drive

 High response time for partner’s approvals

 Incomplete requirements for candidature

 Old methods of recruitment

Recommendations:

1) Low ratio of technical round approved candidates:

 Look for passive candidates:

According to LinkedIn Talent Blog, they account for 75% of the workforce and prove to

have better skills than those who are actively searching for jobs.

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 Preliminary technical round:

Since it causes a lot of time wastage to interview each candidate face-to-face in depth

while the turnout is low, it would be beneficial to have a written round first. That could

help eliminate many candidates who may not be technically as sound as needed. Else, a

telephonic round with the panel can be done.

2) High waiting time for some candidates during the drive:

 Schedule according to priorities

 Schedule by FCFS

3) High response time for partner’s approvals:

 TAT:

A turn-around time for the partners should also be set since expediting the process but

having delays in the end causes candidates to look out for other options. Generally,

candidates who are actively looking for jobs have multiple offers in hand and would

move for the organization that can give them a faster response.

 Look for passive candidates:

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 The LinkedIn Talent Blog says that passive candidates would not have any parallel offers

with them since they haven’t been actively searching for jobs.

4) requirements for candidature

 Capture the exact requirements from the partners end.

 Social Recruitment

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 Introduction to Use of Social Media in Recruitment Process.

The job market is cutthroat due to an increased demand for skilled workers.

Relationships matter more than ever, forcing recruiters to engage candidates at every

touch point.

Social recruitment is concerned with sourcing candidates for jobs via social media

channels and social media networks. Social recruitment takes two different paths. The

first is increasing reach by spreading jobs and relying on the power of people’s social

networks- social currency- to spread the jobs far and wide. The second is actively

searching for potential candidates via publicly- available information on social networks.

Some people criticize the term social recruiting when used to mean using social media to

source job candidates, and say that recruitment that’s truly social needs to be conducted

within a purpose- built social network rather than what are essentially public forums.

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Social recruitment software is a growing field, allowing companies to gain access to

wider audiences for their job positions, often from a single screen or application. Social

recruitment software can be used both-in-house and by recruiters.

Social media is and will increasingly become the new job marketplace in the future. The

impact and best practices however, are not always clear to all of the players involved, the

job seekers and the recruiters.

A controversial process whereby employers browse social media profiles of applicants in

order to find positive or negative information that may help them decide if the candidate

is suitable for an open position. Media background screening may be conducted at the

initial application stage or after a short-list has been developed.

Employers should be aware that making decisions based on publicly- available

information may full foul of anti- discrimination laws and should think carefully before

looking through the social media profiles of their applicants.

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 For many recruiters LinkedIn is their go to resource for finding top talent to fill their roles

and likewise do job seekers use their LinkedIn profiles as a means of promoting

themselves as potential candidates and to make professional contacts.

But how exactly do you go about locating these individuals? There are 433 million

people on LinkedIn, so it may take a bit of rooting, but with the searching facilities, job

listings and LinkedIn groups it makes it possible to pinpoint candidates with the right

skill set and experience.

Stats:

 There are 187, 000, 000 unique monthly visitors to LinkedIn and 2 members join every

second.

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 There are LinkedIn users located in 200 countries and territories.

 2 out of 5 LinkedIn users log in at least once a day.

Recruiting Trends:

 92% of companies use social networks such as Twitter, Facebook and LinkedIn to recruit

candidates, however LinkedIn is the top platform for doing so.

 75% of professionals are open to consider a new job, however only 61% of companies

are recruiting a passive candidate which is what 3 out of 4 LinkedIn users are.

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 The social jobs partnership, with the guidance of expert researchers at the National

Association of Colleges and Employers (NACE), set out earlier this year to answer how

prevalent is the use of Facebook in the recruitment process and why do recruiters turn to

the social network.

The survey’s key findings include:

 Facebook is an important part of hiring process

Half of the employers (50 percent) are using Facebook in their hiring process. A majority

(54 percent) of those already using the social network anticipate Facebook becoming a

more important part of the talent acquisition process in the near future.

 Facebook is saving resources for recruiters

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 Nearly 90 percent of companies stated that Facebook has decreased the amount of print

advertising needed with regards to their recruiting efforts, making Facebook a cost

effective way to find new talent.

 Facebook is a resource for job seekers

Of companies using Facebook to acquire new potential employees, more than half state

the importance of networking and referrals. The number one suggestion by recruiters (87

percent) is for candidates using Facebook to ‘Like’ a desired company’s Facebook page,

followed by using Facebook as a networking tool.

When the research explored why recruiters are using Facebook, three main trends

emerged.

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As a recruiter, you can use your own twitter account or use our company’s, but it should

be clear that the purpose of your account is to share available jobs and information about

the companies that are hiring. Since twitter gives you just 140 characters to get your

message across, tweets should be crisp, precise and to the point. To make your job

posting stand out, you can also use hash tags, which are formed simply by prefixing a

word with a hash symbol (#). Hash tags are used as a way to filter and find information

on twitter. By including a hash tag with a key word in your tweet, it becomes instantly

searchable. There is also concern that candidates found through twitter aren’t as qualified

as those identified through more traditional means. The people who are on twitter are

people who are comfortable with innovation, creative and collaborative work, and new

and creative ways to get their job done. You don’t get the introverts on twitter.

Some recruiters also question the need to use twitter for recruiting when you already have

Facebook, LinkedIn and traditional job boards like monster and Naukri. Job boards do

still work- for active candidates but they are ineffective for passive candidates such as

those who may not be searching for a job, but would be open to leaving if the right

opportunity com along. Passive candidates tend to be active on twitter. Twitter is not the

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end, moreover, it is an affordable and inexpensive way for a small business trying to

make an impact to reach a larger audience, share their job offerings and build their brand.

YouTube is the third most trafficked website in the world after Google and Facebook and

the second largest search engine after Google. In 2011, it had more than 1 trillion views

on its videos. Moreover, a job posting has 200% times more chances of being viewed if

it is accompanied by a video.

A video can consist of not only words but also describe the company culture,

environment and chemistry such that a viewer can understand better.

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 Three easy ways to humanize your business with YouTube:

 Company Culture – Show how great it is to work with your company.

 Employee videos- Share employee experiences and testimonials.

 Video newsletters- Keep candidates up to date on your company.

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CHAPTER-3

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 LEARNINGS

 Intelligence Mapping: It is a smart working process which is performed when we get a

niche requirement from the business. We as talent scouts try and exercise a mapping

from our personal end to identify the total number of people present in the industry with

the same skill set. This then further helps us to negotiate with the business in respect of

CTC and other offerings.

 Positioning Notes: Positioning Notes are brief notes containing all the relevant

information related to the candidate. These are made after the candidate has cleared all

the rounds of interview.

In this, data is prepared containing all the information related to the candidate like total

Experience, education background, past employer, Current CTC, Expected CTC, etc.

 Reference Checks: Reference checks are basically performed to interrogate more about

the candidate. Since organizational harmony has become an imperative concept these

days, therefore, the importance is recognized. In this we try to get in touch with the past

employer of the candidate and try to fetch out more information about the candidate in

terms of conduct and behavior. This helps us in identifying an appropriate candidate for

the organization.

 Hiring through social media: Apart from the commonly used hiring approaches. We

have also been introduced to the new hiring platforms like Facebook and Twitter. We

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 learnt how social media can also be a helping hand for us to stay connected with aspiring

candidates along with personal connections.

 Poaching: We also performed the task usually stated in text books, like poaching. In

this, we reached out to the employees of our competitors. We tried to fetch out as much

information as possible. So as to identify the completion level running in the industry.

 Patience: While performing my job, I also came to know that Patience is the most

important quality that a recruiter should have. Because there are times when there are no

turn ups or people don’t come for the interview even after giving confirmation. So, lots

of risk is involved in this process. Follow ups is another most important work HR has to

do at every step e. g. before interview, after interview, after giving offer letters etc.

During this project I learnt how to be persistent without crossing the line. If we come

across as aggressive, pushy or disingenuous, we will lose credibility and trust and kill our

reputation.

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 GLOSSARY

1) Intelligence Mapping: this involves delivery of a robust map of your competitors within

defined target organizations, further broken down into segmented groups or teams

identifying target pools of candidates according to your set criteria, for example by title,

seniority or location.

2) Boolean Search: A type of search allowing users to combine keywords with operators

such as AND, NOT and OR to further produce more relevant results. For example, a

Boolean search could be "hotel" AND "New York". This would limit the search results

to only those documents containing the two keywords.

3) Vanilla Skills: In information technology, vanilla (pronounced vah-NIHL-uh ) is an

adjective meaning plain or basic. The unfeatured version of a product is sometimes

referred to as the vanilla version. The term is based on the fact that vanilla is the most

popular or at least the most commonly served flavor of ice cream.

4) Onboarding: Onboarding, also known as organizational socialization, refers to the

mechanism through which new employees acquire the necessary knowledge, skills, and

behaviors to become effective organizational members and insiders. Tactics used in this

process include formal meetings, lectures, videos, printed materials, or computer-based

orientations to introduce newcomers to their new jobs and organizations.

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5) Niche Skills: Niche Skills are those skills in IT which are specialized, rare skills.

6) Apparent Misfit: When there is a mis-match between the total experience and the CTC

level, in such cases the company cannot make an offer to the candidate, then it is termed

as Apparent Misfit.

7) Head Hunting: Headhunting is the most effective method of proactively recruiting top

performers who might not willing for a sudden change.

8) In-house Recruiter: A recruitment professional that finds and places candidates in the

company they currently work for.

9) ATS: Acronym of Applicant Tracking System: software designed to help recruitment

professionals monitor candidates and applications. Also referred to as Candidate

Tracking Systems (CTS).

10) Social Recruiting: The process of acquiring candidates and sourcing talent through

social media.

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CHAPTER 4

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 FINDINGS

 92% people in the company feel that the recruitment process is effective in hiring the

right person for the right job in JCB.

 84% people in the company were aware of the average time that is taken to hire a

candidate that is more than 20 days.

 55 people in the company are satisfied with the performance of HR department in

recruitment process.

 50 people in the company agreed that there is a legal advisor under which 40 of them feel

that the Legal Advisor is internal and 10 people feel that he is External.

 92% people in the company are satisfied with the interview process and feel that it is

effective in the company.

 92% people agreed that the Recruitment process is evaluated and controlled.

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 SUGGESTIONS AND RECOMMENDATIONS

 HR being the backbone of the organization, therefore awareness about the HR policies

should be created amongst the employees of the organization.

 The method adopted to calculate the cost per recruitment should be explained to the

candidate after he joins the organization to evaluate his worth in the organization.

 Rejected candidates should be informed either by telephone or mail to maintain good

relations for future requirements if any.

 Recruitment should be done both quantitatively and qualitatively.

 The main aim of the recruitment process that is to save the cost of the organization should

be achieved.

 The HR team should aim at reducing the time span of interview process ad making it less

cumbersome.

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CONCLUSION

Recruitment is an important issue for any organization. Recruitment and selection allows

an organization to assess the vacancy and choose the best personnel who will lead the

organization in future. So the organization should give more emphasize on selecting a

person. A person who can take forward the organization in terms of development, values

and ethics. Mainly the precious resource for any organization is their knowledge based

efficient workers. The organizations should be more cautious on this issue to ensure the

quality and ethics.

The most important key source factor of JCB INDIA is its efficient human resource. A

vacancy created in an organization should be filled by a right person at right time. If

recruitment and selection goes right the goal is achieved. Also it includes cost so it

should be done at predetermined cost.

Thank you.

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