EFFECTIVENESS OF RECRUITMENT

AND
SELECTION PROCESS
 OBJECTIVE

I have undertaken the research “effectiveness of recruitment

and selection process” in order to study the: -
1) Recruitment and selection practice at Bhushan Steel and
Strips Ltd. to assess the effectiveness and suggest ways
to improve it.
2) Also comparative study of Bhushan Steel & Strips Ltd.
with some companies with similar profiles was done to
discuss their hiring system.
The main objective is to select-right candidates to the right
jobs to reduce the cost of employment and losses occurred
due to errors made by the employees which are not
appropriate to the corresponding job. To know whether
according to their predetermined duties and responsibilities.
Also the work done by the personnel manager is every
critical because it may cause harm or profit to the company,
as it is very delicate job to select & recruit an employee and
further give him training and develop him.
 SELECTION PROCESS

The selection procedure consists of a series o steps. At each stage

facts may come to light which may to the rejection of the applicant. It
is a series of successive hurdles or barriers which an applicant must
cross, the arrangement, of these hurdles may differ from organization
to organization. These is not standard selection procedure to be used
in all organizations or fall jobs. The complexity of selection procedure
increases with the level and responsibility of the position to be filled.
The strategy and method used from selecting employees various from
firm to firm and from one job to another.

Steps involved in employee selection may be described as under:

1. Preliminary Interview: First of all, initial screening is done to
weed out totally unsersirable/unqualified candidates at the
outlet. Preliminary interview is essentially information about the
nature of the job and the organization. Necessary information is
also elicited from the candidates about their education, skills
experience, salary expected, etc. if the candidate is found
suitable, he is selected for further screening. Preliminary
interview saves time and efforts of both the company and the
candidate.
2. Application Blank: Application form is traditional and widely
used device for collecting information from candidates. The
application form should provide all the information relevant to
selection. But reference to caste, birth, religion, birth place may
be avoided as it is regards an evidence of discrimination.
Generally, a an application form contain the following
information.
 (a) Identifying information- Name, address, telephone No.,
etc.
(b) Personal Information- Age, sex, place of birth, marital status,
dependents etc.
(c) Physical characteristics- height, weight, eye sight, etc.
(d) Family background
(e) Education- academic, technical and professional.
(f) Experience – jobs Held, employers, duties preferred,
salary drawn, etc.
(g) References
(h) Miscellaneous – extra curricular activities, hobbies,
games and sports, membership of professional bodies, etc.
Application form helps to serve objectives. First scrutiny of
the form helps to weed out candidates who are lacking in
education, experience, or some other eligibility taints.
Secondary, it helps in formulating questions to be asked in the
interview. Thirdly, data contained in application forms can be
stored for future reference. Application form duly filled in is also
called bio-data or curriculum vitae.

3. Selection Test: Psychological tests are being increasingly used

in employee selection. A test is a sample of some aspect of an
individual’s attitude, behaviour and performance. It also
provides a systematic basis for comparing the behaviour,
performance and attitudes of two more persons. Tests are based
on the assumption that individuals differ in their job related
traints which can be measured. Tests help to reduce bias in
selection by servicing as a supplementary screening device.
Tests are helpful in better matching of candidate and the job.
 Tests may also reveal qualifications which remain covered in
application form and interview. Tests are useful when the
number of applicants is large. Further, tests will be useful only
when they are properly designed and administrated.

4. Employment Interview: An interview is a conversation

between two persons. In selection it involves a personal,
observational and face to face appraisal of candidates for
employment. Interview is an essential element of selection and
no selection procedure is complete without one or more personal
interviews. The information collected through application and
test can be cross-checked in the interview.
A selection interview serves three purposes: (a) obtaining
information about eh background, education, training, work
history and interests of the candidate; (b) giving information to
candidates about the company, the specific job and personnel
policies; and (c) establishing a friendly relationship between the
employer and the candidate so as to motive the successful
applicant to work for the organization.
5. Medical Examination : Applicants who have crossed the
above stages are sent for a physical examination either to the
company’s physician or to a medical officer approved for the
purpose. Such examination serves the following purpose.
(a) It determines wheather the candidate is physically fit to
perform the job. Those who are physically unfit are
rejected.
(b)It reveals existing disabilities and provides a record of the
employee’s health at the time of selection. This record will
help in settling company’s liability under the workmen
compensation Act for the claim for an injury
(c) It prevents the employment of people suffering from
contagious diseases.
(d)It identifies candidates who are otherwise suitable but
require specific jobs due to physical handicaps and
allergies.

6. References Check: The opinion of referees can be useful in

judging the future behavioral and performance of a candidate.

7. Final Approval: In most of organization, selection process is

carried out by the human resource department. The decisions of
this department are recommendatory. The candidates short-
listed by the department are finally approved by the executives
of the concerned department/units. Employment is offered in the
form of an appointment letter mentioning the post, the rank, the
salary grade, the date by which the candidate should join and
other terms and conditions in brief. In some organization a
contact of service on judicial paper is signed by both the
candidate and the representative of the organization.
Appointment is generally made on a probation of one or two
years. After satisfactory performance during this period the
candidate is finally confirmed in the job on permanent basis or
regularized.
 ABOUT THE GROUP

In order to meet challenges of the future and to leave an

indelible mark on the industrial scenario, Bhushan Group has
structured along three business lines. The business groups are
as follows:

 BHUSHAN STEEL AND STRIPS LTD.

 BHUSHAN INDUSTRIAL LTD, CHANDIGARH.
 BHUSHAN METALLICS LTD. DERABASSI (PUNJAB).
 BHUSHAN INDUSTRIES LTD. CALCUTTA.
 BHUSHAN METAALLICS LTD, CHANDIGARH.
 AARTI STRIPS LTD. VIRAT NAGAR-NEPAL
 BHUSHAN STEEL AND STRIPS LTD.

BOARD OF DIRECTORS
Shri Brij Bhushan Singal Chairman cum Managing Director
Shri Sanjay Singal Vice Chairman
Shri Neeraj Singal Managing Director
Shri Sandeep Bakshi Nominee Director of ICICI
Shri N.K. Gard Nominee Director of UTI
Shri Mohan Lal Director
Shri Shankar Lal Mittal Director
Shri R.P. Goyal

BANKERS
Punjab National Bank
Canara Bank
Federal Bank Ltd.
ING Bank
Bank of India

AUDITORS
Mehra Goel & company.
Charted Accountants

COMPANY SECRETARY
Mr. O.P. Davra.
REGISTERED AND CORPORATE OFFICE
F-Block, Ist Floor,
International Trade Tower,
Nehru Place, New Delhi-110019

WORKSHOP
23, Site IV Sahibabad Industrial Area,
Sahibabad, District Ghaziabad.
Uttar Pradesh-201010

BRANCHES
Ahemdabad, Bangalore, Bhopal, Bombay, Calcutta, Chandigarh,
Chennai, Coimbatore, Delhi, Derabassi, Guwahati, Hyderabad,
Kanpur, Ludhiana, Puen, Parwanoo, Rishikesh, Varanasi.
 COMPANY PROFILE

Bhushan Steel & Strips Limited, an ISO 9002 certified and the
flagship company of Rs. 2000 crores BHUSHAN GROUP, is leading
the technological Revolution in Indian Cold Rolled steel industry &
defining new frontiers of customer satisfaction. It is India’s largest
(in the secondary sector) and the only CR Steel Plant with a line
to manufacture Cold Rolled Coils & Sheets up to width of
1610mm, as well as Galvanized Steel Coils & Sheets up to width
of 1250 mm. The company currently has a capacity to produce
500000 MT/Annum of Cold rolled Steel & out of that 250000 MT/
Annum of galvanized Steel.

PRIDE OF PLACE
Company’s Products continue to be a favorite with all quality
conscious users of automobiles & white Goods/Domestic
appliances & General Engineering Industries. It is no wonder that
eminent corporates like Telco, Daewoo Motor, Hindustan Motors,
Maruti Udyog, Mahindra & Mahindra, Ashok Leyland, Ford Motors,
Krupp JBM, Honda SICL cars, Eicher Tractors, Hongo India, Piaggio
Greaves, JBML, Bajaj Tempo, Scooter India, Bajaj Auto, Yamaha
Escorts, Hero Honda, Lucas-TVS, Brakes India, TI Group, LML,
Kinetic Engineering, Amalgamation Group,Whirlpool
Godrej, IFB, LG Electronics,Intercool Western Electrolux Group,
Videocon Hitachi Aircon, National Matshushita, Hindustan Aircon,
Onida, L&T, ALSTOM, BHEL, Indian railways, ETA, Tecumseh, JCT
Electronics continue their unbounded trust in BSSL and regularly
sourcing company’s products.
 GLOBAL PLAYER

Bhushan Steel & Strips Limited acquired the export house status
in the very First year (1995-96) of their export operations with a
turnover of 13.2 million U.S. dollars. Company attained the status
of trading house in the year 1997-98 by Ministry of Commerce,
Government of India.

BSSL is committed to Strengthen the prowess for foreign

exchange Earning for the country and is focusing on expanding
the coverage to most distant shores. The company is poised to
achieve an export turnover of 50 million US Dollars in the year
2000-2001. The foreign markets include: China, Ethiopia, Europe,
Iran, Kenya, Myanmar, Singapore, Taiwan, Tanzania, Uganda,
UAE, and USA etc.
 LEADERSHIP THROUGH TECHNOLOGY

Cold Rolled Steel

Company’s cold rolling mill Complex is a towering citadel, the
first of its kinds in the steel sector of the country having
equipments supplied by Global Leaders such as:
1. Hitachi, Japan, for Universal Cold Rolling Mill.
2. Nippon Denro, Japan to remove surface contaminants.
3. Ebner, Austria for high convection annealing furnaces.
4. Clecim, France for electrostatic oilup for uniform spray of
rust preventive oil.
5. Waldrich Siegen, Germany for uniform mirror finish
material.
6. Fimi, Italy and Daehyun, Korea, for 3M tension roll and
computerized shim-less tooling.
7. Heinrich George, Germany for cut to length lines.
8. Proeco, Canada for push-pull pickling line with technology
backup.
 GALVANIZED STEEL

The galvanized sheets & coils manufactured by the company

have excellent Zinc adhesion and corrosion resistance achieved
by applying a special chemical treatment on the Zinc-coated
surface to prevent the formation of white rust.

The company has three Galvanizing lines consisting of most

modern continuous annealing furnaces based on the design of
Stein Heurty, France.

The online coating thickness control equipments from Valmet,

Canada and Radiometric,German attached to the galvanizing
lines ensures uniform zinc coating mass.

The Galvanzized sheets, coils and corrugated sheets

manufactured by the company are globally accepted especially in
important international markets of Bangladesh, Canada, China,
Ethiopia, Europe, Kenya, Myanmar, Nepal, Oman, Qatar,
Singapore, South Africa, Taiwan, Tanzania, UAE, Uganda, USA,
Vietnam.
 RESEARCH AND DEVELOPMENT

The company has a full fledged R&D center and has many firsts
to its credit including development of High Tensile steel for
passenger car skin panel grade material for Visi coolers & Chest
coolers of Coco Cola & Pepsi, ultra-thin CR steel for picture tube
& battery application etc. A Fully equipped Quality Control
Laboratory has test equipments of unmatched standards.

The effort of the Company’s Human Resource Department is

focused on obtaining the best talent and further enhancing the
skills of the workforce. Industrial relations remains cordial
throughout the year and the Board records its appreciation for
the contribution of all the employees towards the growth of the
company.

With constant stress on innovation, product quality and product

range supported by an extensive Network of branch offices,
dynamic dealers and distribution network, BHUSHAN is today a
familiar name in the country.

STRATEGIC ALLIANCE
In order to acquire the latest know-how to establish the quality
requirements of all customers in Automobile, White Goods
appliances & General engineering Industry, the company has
entered into a technical collaboration with the world’s one of the
largest steel producer Sumitomo Metal Industries, Japan.
 DEPARTMENT AT BSSL

BSSL

CHAIRMAN

VICE CHAIRMAN

MANAGING DIRECTOR

PRESIDENT

PLANT OFFICE

INFO MKTG P&A EXCISE DISPATCH

SHARE MATERIAL
TECH &
SALES

TRANSPORT PURCHASE

EXPORT STORE
OEM HRD
TRADE PERSONNEL
ADMINISTRATION
SECURITY
Bhushan Group has increased its capacity of cold rolled steel by
installing a new plant at Khapoli, near Mumbai. This plant
produces CRCA coils and sheets Galvanized coils and sheets,
precision tubes, ERW/CEW (cold drawn) for automobile
applications.

A colour coated sheets manufacturing line will be commissioned

shortly.

Bhushan Steel is also planning to set up or integrated steel plant

of 2.40 million tonne/year capacity in the state of Orissa, East
Coast to produce Hot Rolled Coils. The project will be in two
phases of 1.20 million tonne each. The first phase will cater to the
capacity requirements of Bhushan Steel which is ready 1.20
million tonne/year.

The strategic alliance between Bhushan Steel and Sumitomo

metals Industries has been established, under which sumitomo
shall extend process know how for manufacturing automobile
steel sheets and give top priority for supply of hot-rolled coils for
producing CRCA of automotive industry.

A product development and QC tie-up with sumitomo metals, has

been established and meeting the quality requirement of all the
customers in the automobile, white goods and general
engineering industry.
 COMPANY POLICY OF BSSL

“TOTAL CUSTOMER SATISFACTION THROUGH

QUALITY MANAGEMENT AND CONTINUOUS
IMPROVEMENT”

We at BSSL are committed to produce CR Steel sheets and

Galvanized Steel Sheets of World class quality.

Our Aim is to maximize the customer’s Satisfaction and this is

achieved through Quality product, continuous improvement and
motivated employees.

BUSINESS PRINCIPLES
1. Organization, which is sensitive to the needs of the
Customers.
2. Continuous up gradation of Quality and Process to meet
changing needs of Customers.
3. Optimization of returns on Investment by.
 Continuous Improvement.
 Leadership Through Technology.
 Organization and Personal Development.
 Cost Reduction efforts.
 Effective use of all resources.
 Harmonious and Safe working conditions.
  Following JIT theory in Practice.

4. Working to meet International Norms of Quality through the

best of available Equipment & to sustain the Standard.
IR POLICY OF THE COMPANY

 To develop the concept of ‘MY OWN

ORGANIZATION’ amongst the employees.
 To be firm & fair in disciplinary matters.
 Patient listening to the employees problems and
prompt disposal there of.
 To provide them Harmonious & safe working
conditions, in time salary, canteen & chilled dirking water
facilities, interest free loan & timely overtime payment.
 No organized trade union. Workers grievances are
taken care of properly. All facilities are available to workers
e.g. Medical, Canteen, Loan etc. management has in regular
interaction with employees & due to this outside
interference is minimized and workers are not getting
carried away with outside issues. Thus Union activities have
no scope to develop.
 Take care for its employees in their Hardships at work
and family level. A feeling of togetherness is developed
which has alleviated various problems of workers.
 Educate & Train employees to make them feel a part
of the organization. The regular training activities are a
permanent feature of Training and Development activities.
 INTRODUCTION

In any organization there is a need of three resources i.e. men,

money and material. Man is a very essential part of any
organization.

Recruitment and Selection of employees in any organization hold

an important place because it is process determining man power
requirements in order to carry out the integrated plan of the
organization.

According to Geisler “Recruitment and selection are the part of

man power planning the process including forecasting,
developing, implementing and controlling, by which a firm
ensures that it has the right type of people at the right place at
the right time doing things for which they are commonly most
useful.
 IMPORTANCE OF SELECTION

The term selection denotes a choice of one or some form

amongst many. The vital importance of making the right
selection of staff for any enterprise cannot be overemphasized.
While selecting employees it should be born in mind that they are
the greatest source of an organization. Building and money are
always secondary. The critical element is always the spirit team
work and the skill of the organization’s personnel.

Everything can be brought or reproduced except skilled and

dedicated service.

Essentials of Selection Procedure

The selection produced adopted by an organization is mostly
tailor made to meet its particular needs. The thoroughness of the
of the procedure depends upon three factors:

First, the nature of selection, whether faulty or safe, because a

faulty selection affects not only the training period that may be
needed, but also results in heavy expenditure on the new
employee and the loss that may be incurred by the organization
in case the job-occupant fails on his job.

Second, the policy of the company and the attitude of the

management. As a practice some companies usually hire more
than the actual number needed with a view to removing the unfit
persons from the jobs.

Third, the length of the probationary or the trial period. The

longer the period the greater the uncertainty in the minds of the
selected candidate about his future.

The hiring process can be successful, if the following preliminary

requirements are satisfied:
(a) Some one should have the authority to hire. This authority
comes form the employment requisition, as developed by
an analysis of the workload work force.
(b) There must be some standard or personnel with which a
prospective employee may be compared, i.e. there should
be available, beforehand, a comprehensive job description
and job specifications as developed by a job analysis.
(c) There must be a sufficient number of applicants from which
the required number of employees may be selected.

How the Selection is done

There is no shortcut to an accurate evaluation of a candidate. The
hiring procedures are, therefore, generally long and complicated.
Many employers make use of such techniques and pseudo-
sciences as phrenology, physiognomy, astrology, graphology,
etc., while coming to hiring decision. However, in modern times,
these are considered to be unreliable measures.
The selection procedure consists of a series o steps. At each stage facts may come
to light which may to the rejection of the applicant. It is a series of successive
hurdles or barriers which an applicant must cross, the arrangement, of these
hurdles may differ from organization to organization. These is not standard
selection procedure to be used in all organizations or fall jobs. The complexity of
selection procedure increases with the level and responsibility of the position to be
filled. The strategy and method used from selecting employees various from firm
to firm and from one job to another.

Steps involved in employee selection may be described as under:

8. Preliminary Interview: First of all, initial screening is done to weed out
totally unsersirable/unqualified candidates at the outlet. Preliminary
interview is essentially information about the nature of the job and the
organization. Necessary information is also elicited from the candidates
about their education, skills experience, salary expected, etc. if the
candidate is found suitable, he is selected for further screening. Preliminary
interview saves time and efforts of both the company and the candidate.
9. Application Blank : Application form is traditional and widely used device
for collecting information from candidates. The application form should
provide all the information relevant to selection. But reference to caste,
birth, religion, birth place may be avoided as it is regards an evidence of
discrimination. Generally, a an application form contain the following
information.
(a) Identifying information- Name, address, telephone No., etc.
(b) Personal Information- Age, sex, place of birth, marital status, dependents etc.
(c) Physical characteristics- height, weight, eye sight, etc.
(d) Family background
(e) Education- academic, technical and professional.
 (f) Experience – jobs Held, employers, duties preferred, salary drawn,
etc.
(g) References
(h) Miscellaneous – extra curricular activities, hobbies, games and
sports, membership of professional bodies, etc.
Application form helps to serve objectives. First scrutiny of the form
helps to weed out candidates who are lacking in education, experience, or
some other eligibility taints. Secondary, it helps in formulating questions to
be asked in the interview. Thirdly, data contained in application forms can
be stored for future reference. Application form duly filled in is also called
bio-data or curriculum vitae.

10. Selection Test: Psychological tests are being increasingly used in employee
selection. A test is a sample of some aspect of an individual’s attitude,
behaviour and performance. It also provides a systematic basis for
comparing the behaviour, performance and attitudes of two more persons.
Tests are based on the assumption that individuals differ in their job related
traints which can be measured. Tests help to reduce bias in selection by
servicing as a supplementary screening device. Tests are helpful in better
matching of candidate and the job. Tests may also reveal qualifications
which remain covered in application form and interview. Tests are useful
when the number of applicants is large. Further, tests will be useful only
when they are properly designed and administrated.

11. Employment Interview: An interview is a conversation between two

persons. In selection it involves a personal, observational and face to face
appraisal of candidates for employment. Interview is an essential element of
selection and no selection procedure is complete without one or more
 personal interviews. The information collected through application and test
can be cross-checked in the interview.
A selection interview serves three purposes: (a) obtaining information about
eh background, education, training, work history and interests of the
candidate; (b) giving information to candidates about the company, the
specific job and personnel policies; and (c) establishing a friendly
relationship between the employer and the candidate so as to motive the
successful applicant to work for the organization.

12. References Check : The opinion of referees can be useful in judging the
future behavioral and performance of a candidate.

13. Final Approval: In most of organization, selection process is carried out

by the human resource department. The decisions of this department are
recommendatory. The candidates short listed by the department are finally
approved by the executives of the concerned department/units. Employment
is offered in the form of an appointment letter mentioning the post, the
rank, the salary grade, the date by which the candidate should join and other
terms and conditions in brief. In some organization a contact of service on
judicial paper is signed by both the candidate and the representative of the
organization. Appointment is generally made on a probation of one or two
years. After satisfactory performance during this period the candidate is
finally confirmed in the job on permanent basis or regularized.
 ASSESSMENT OF THE RECRUITMENT
PROGRAMME

Sources for recruiting should be periodically evaluated. For this

purpose, the criteria be the cost per applicant, the
applicant/hiring ration, tenure, performance appraisals, etc. The
organization should first identify how an applicant was attracted
to the firm. A simple way of securing this information is to include
in the application blank a question: “How did you learn of the job
vacancy for which you have applied? The next step is to
determine whether any one method consistently attracts better
applicants. The last step is to use this information to improve the
recruiting process. Recruiting should take into consideration
ethical practices, such as use of “truth hiring”, i.e., telling an
applicant all about the firm and its position, both good and bad,
to enable him to decide whether or not to joint the firm, if
selected.

A successful and effective recruitment programme necessitates a

well-defined recruitment policy, a proper organization structure,
procedures for locating sources of manpower resources, suitable
methods and techniques for utilizing these and a constant
assessment and consequent improvement.

According to Adverting tactics and Strategy in Personnel

Recruitment, three points need to be born before in a
advertisement in inserted. First to visualize the type of applicant.
Trying to recruit. Second, to write out as a list of advantages a
company offers; in other words, why the reader should work for
the company. Third to which news paper having a local, state or
nation wide circulation.

The following is a popular procedure though it may be modified to

suit individual situation.

(a) Reception or preliminary interview or screening:

(b) Application blank- a fact-finder which helps one in
learning about an applicant’s background and life history:
(c)A well conducted interview of explore the facts and get at
the attitudes of the applicant and his family to the job.
(d) A physical examination- health and stamina are vital
factors in success:
(e) Physiological testing to explore the surface area and
get an objective look at a candidate’s suitability for a job.
(f) A reference check:
(g) Final selection approval by manager: and
communication of the decision to the candidate.
 RECRUITMENT

“Recruitment is process to discover the source of

manpower in adequate numbers of facilitate effective
deletion of an efficient work force”.
-Yodder

Recruitment is said to be the initial in the process which

continues with selection and ceases with the placement of the
candidate. Recruitment is the next step in the procurement
function, the first being the manpower planning. Recruitment
makes is possible to acquire the number and types of people
necessary to ensure the continued operation of the organization.

Recruitment is the discovering of potential applications for actual

or anticipated organizational vacancies.

The purpose of recruitment is to locate source of manpower

function of personnel administration, because unless the right
type of people are hired, even the best plan, organization charts
and control systems would not do much good. It is a process in
which a comprehensive and brainstorming search is done for the
right selection of employees and stimulating and encouraging
them to think about joining an organization who will meet their
desires towards, working and other aspects related to it.
The process of recruitment is said to be of positive nature which
stimulates to every person to apply for a particular job to
increase the hiring ratio that means a lot of applicants for a job.
Selection on the other hand tends to be negative because it
rejects a number of persons as they became unfit for the applied
post and the best is hired.
KEY POINTS OF RECRUITMENT

All organization whether large or small, do engage in recruiting

activity although not in the same number. It can be differentiated
with:
 The size of the organization.
 The employment conditions in the community where the
organization is located;
 The effects of past recruiting efforts which throw show the
organization’s ability to locate and keep good performing
people;
 Working conditions and salary and other perks offered by
the organization which may influence turn over and
necessitate future recruiting;
 The rate of growth of the organization;
 The level of seasonality of operations and future
expansion and production programmes and
 Cultural, economic and legal factors.
 BOTTLENECKS IN THE PROCESS OF
RECRUITMENT

No employer could ever freely choose always the right candidate

because various forces impinge upon such selection. Such
hurdles are

 The Organization’s Place

The candidate who’s recruitment is to be made may not be
interested to join the organization because either its
reputation or goodwill in not good in the society, corporate
sector or because the conditions of work are hazardous to
work that is to say it is involve in the production of such
procedures of which manufacturing creates panic health
condition for any employee. All such factors minimize its
ability to pull the super brains from employment market.
 The Unattractive Job
If the job is regarded as boring, hazardous, anxiety
creating or to such an organization.
 The policy of the Organization towards its Employer
If the policy and aims at providing promotion to its
employees from within, people would be attracted to it,
because such a policy enjoys several advantage such as
that of creating good public relations, building high morale,
encouraging good people who are ambitious and improving
the probability of a good selection.
 Boundation to Recruit Union Members
Some unions emphasis on recruitment to members of the
unions only when situation occurs, management has to
recruitment from a restricted supply.
 Influence of the Government
An employer cannot distinguish any individual on the basis
of physical appearance, sex or religious background, for
purpose of recruitment.
 STEPS TO BE TAKEN A RECRUITMENT
PROCEDURE

Famularo states that personnel recruitment process involves five

elements viz., a recruitment and different techniques used for
utilizing these source and a method of assessing the recruitment
programme.

RECRUITMENT POLICY

Such a policy may involve a commitment to broad

principles such as filling vacancies with the best qualifier
individuals. It may embrace many issues such as extent of
promotion from within, attitudes of enterprise in
recruiting its old employees. It may also involve the
organization of present employees. It may also involve
the organization system to be developed for
implementing recruitment programme and procedures to
the employed.

Yodder

Recruitment policy assets the objectives of the recruitment policy

and provided a framework of implementation of the recruitment
programme form of procedure.
Therefore a well considered and pre-planned recruitment policy
based on corporate goals study of environment and the corporate
needs. Many avoid hasty or ill considered decision and may go a
long way to man the organization with the right type of
personnel.
OBJECTIVES OF THE ORGANIZATION

Organization’s objective-both in short term and long term must

be taken into consideration as a basic parameter for recruitment
decisions and needs of the personnel area wise, job family wise.

IDENTIFICATION OF THE RECRUITMENT

It needs to take decision regarding the balance of the qualitative
dimensions would be recruits i.e. the recruiters should prepare
profiles for each category of workers and accordingly workout the
man specifications, decide the sections, departments or branches
where they should be placed and identify the particular,
responsibilities of recruitment’s which would be tapped by the
organization e.g. fro skilled or semi skilled manual workers
internal sources and employment exchange may be preferred; for
highly specialized categories and managerial personnel, other
sources besides the former may be utilized.
 CRITERIA OF SELECTION AND PREFERENCES
These should be based on conscious thought and serious
deliberations. In some cases trade unions may be consulted.

THE COST OF RECRUITMENT AND FINANCIAL

IMPLICATIONS OF THE SAME
A recruitment policy “in the best sense” involves a commitment
by the employer to such general principles as:
1) To find and employ the best qualified persons for each job.
2) To retain the best and most promising of those hired;
3) To offer promising opportunities for life time working
careers.
4) To provide programmes and facilities for personal growth on
the job.

The recruitment policy is concerned with quality and

qualifications of manpower. It established broad guidelines for
staffing process. Generally the following factors are involved in
recruitment policy:

 To carefully observe the letter and spirit of the

relevant public policy on hiring and on the whole
employment relationship.
 To provide individual employees with the maximum of
employment security, avoiding frequent lay off or lost
time;
 To provide each employee with an open road and
encouragement in the continuing development of their
talents and skills;
 To assure each employee of the organization intersect
in their personal goals and employment objectives;
 To avoid cliques which may develop when several
members of the same household or community are
employed in the organization;
 To provide employment in jobs which are engineered
to meet the qualifications of handicapped workers and
minority sections;
 To encourage one or more strong, effective
responsible trade unions among the employees.
PERQUISITES OF A GOOD RECRUITMENT POLICY
The recruitment policy of an organization must satisfy the
following conditions:
 It should be flexible enough to meet the changing needs
of an organization.
 It should be in conformity with its general personnel
policies.
 It should be so designed as to ensure employment
opportunities for its employees on along term basis so
that the goals of the organization should be achievable;
and it should develop the potentialities of employees.
 It should match the qualities of the employees with the
requirement of the work for which they are employed.
 It should highlight the necessity of establishing job
analysis.

The nature and extent of the recruitment programme depends on

a number of factors including the skills required, the state of the
labour market, general economic conditions and image of the
employer. A company which has reputation of paying fair wages,
providing good employee benefits and taking interest in
employee welfare activities would attract a large number of
application than it needs without making any extra recruiting
efforts. Small companies which hire only a few persons each year
not need to do more than spread the world around the plant of
office that a vacancy exists. However as a result of regulations
and pressures form the society and the government, the
recruitment programme now requires the employers to go out
and actively seek job applications from groups of those who may
not otherwise apply for employment.
RECRUITMENT ORGANIZATION
There is no general procedure for hiring new personnel, which is
applicable to all business enterprises. Each enterprise has its
‘tailor made’ programme which brings it the desired quantity and
quality of manpower at the minimum possible cost. The most
commonly adopted practice is to centralize the recruitment and
selection function in a single office. All employment activity
should be centralized if the policies of the top management are to
be implemented consistently and effectively. Only when
personnel requisitions so through one central source and all
employment records are kept up to date is there a possibility of
maximum efficiency and success in hiring.
The advantage of centralization of recruitment and selection are
as under:

 It makes the more opportunity for placing the candidate in

several departments of the company.
 It reduces the administrative cost by consolidating all
activities in a single office which are normally huge in
decentralize recruitment.
 It relieves line officers of the details involved in hiring
workers, which is common under a decentralized plan.
 It tends to make the selection of workers scientific.
 It makes possible the development of a centralized
manpower-pool in the organization.
This centralized department is generally known as the employee
office or the recruitment section. The staff personnel is attached
to it. This enables specialists to concentrate upon the recruitment
function; and soon they become very efficient in the sue of
various recruitment techniques.

This office should be properly equipped with furniture. Its waiting

room should be roomy, clean and well ventilated; it should have
lighting facilities and drinking water, and it should be
comfortable. This room should also have a table or counter so
that candidate may fill in their application blanks conveniently. It
is desirable that personnel records be filed in a room accessible
to the interviewer.
This office mainly carry outs the following important functions:
1. Establishing employment standards.
2. Making initial contracts with perspective employees.
3. Conducting physical examination.
4. Testing.
5. Conducting interviews.
6. Filing out necessary forms and record keeping.
7. Introducing the employee to his superiors.
8. Following up the employee.

It may be noted that in small organization, recruiting procedure is

merely informal and generally the “line official” may be
responsible to handle this function. But in large organizations, it
is entrusted to a staff unit with personnel or industrial relations
department. However, recruitment remains the line responsibility
as far as the personnel requisition forms are originated by the
line personnel.
 FORECAST OF MANPOWER REQUIREMENTS

It is only to be state that a ‘requisition’ or indent for requirement

has to be submitted by the line officials. Such indents usually
specify.

1) The jobs or operations or positions for which the person

should be available;
2) Duration of their employment;
3) Salary to be offered and any other conditions and terms of
employment which indicated offer feels necessary.

The indents are then checked against the posts allotted to the
department branch and also against authorization for expansion.
If already granted. Financial implications of the proposed
appointments and additional expenditure are worked out of
course these would be within the budgetary sanctions of the
department concerned. It the indents are found correct, the
proposed requirements are authorized and the initial pay, the
scale and other admissible allowances are determined.

Finally, job specifications and man specifications are determined,

in consolation with the line managers.

SOURCES OF RECRUITMENT
Before an organization activity begins recruiting applications it
should consider the most likely source of the type of employee it
needs. Some companies try to develop new resources while most
only try to tackle the existing source they have. These sources,
accordingly, may be termed as internal and external.

Internal sources

Internal sources are the most obvious sources. These include

personnel already on the pay roll of an organization, i.e. its
present working force. Whenever any vacancy occurs , somebody
from within the organization is upgraded, transferred, promoted
or sometimes demoted. This source also includes personnel who
were once on the payroll of the company but who plan to return
or whom the company would like to re- hire, such as those on
leave of absence , those who quit voluntarily or those on
production lay-offs.
 HOW GOOD IS RECRUITMENT FORM INTERNAL
SOURCE

The use of internal source has some merits:

It improves the morale of employees for they are assured of the
fact that would be preferred over outsider when vacancies
occur.
The employer is in a better position to evaluate those presently
employed then out side candidates. This is because the
company maintains a record of the progress, experience and
service of its employers.
It promotes loyalty among the employers, for it gives them a
sense of job security and opportunity for advancement.
 As the process in the employment of the company are fully
and know its operating procedures, they require little
training and the changes are that they would stay longer in
the employment of the organization than a new outsider
would.
 They are tried people can, therefore, be relied upon
 Its less costly than going outside to recruit.

THIS METHOD HAS SOME NEGATIVE POINTS TOO

 It often leads to in breading, and discourages young blood
from entering an organization.
 There are possibilities that internal sources may ‘dry-up’
and it may be difficult to find the requisite personnel form
with in an organization.
 Since the leaner does not know more than the lecturer, no
information wroth the name can be made. Therefore on jobs
which require original thinking (such as advertising, style,
designing and basic research), this practice is not followed.
  As promotion is based on seniority, the danger is that really
capable hands may not be chosen. The likes and dislikes of
the management may also play an important role in the
selection of personnel.

Internal source is used by many organizations; but surprisingly

large number of organization source is used by many
organizations; but surprisingly large number of organizations
ignore this source, specially for middle management jobs. In
other words this source is the load that is rarely mined. It is not
only reasonable but wise to use this source, if the vacancies to be
filled are within the capacity of the present employers’ if
adequate employee records have been maintained, and if
opportunities are provided in advance for them to prepare
themselves for promotion from ‘Blue Collar’ to “White Collar”
jobs.
 EXTERNAL SOURCES

There sources lie outside the organization. They usually include

the following:
 New entrants to the labour force i.e. young mostly in-
experienced potential employees-the college students.
 They employed with the wide range of skills and abilities.
 Retired experienced persons such as mechanics, chemists,
welders and accountants etc.
 Others not in the labour force such as married women and
person from minority groups.

These sources provide the requisite types of personnel for an

organization, having skill, training and education up to the
required standard. Since persons are required from large market
the best selection can be made without any distinctions of cast,
sex or colour. In the long run this source proves economical
because potential employees do not need extra training for their
jobs.

On the other hand the process of recruitment in this type suffers

from what is called ‘brain-drain’. Especially when experienced
persons are raided or hunted by sister concerns.
 METHODS OF TECHNIQUES OF RECRUITMENT

The process of recruitment can be divided into simply three

categories:
 Direct method
 Indirect method
 Third party method

DIRECT METHOD
This method comprises of sending traveling recruitment to
educational institutions, employees’ contacts with public and
manned exhibits. One of the widely used direct method is that of
sending of recruiters to colleges and technical schools. Most
college recruiting is done in co-operation with the placement
office of a college. The placement office usually provides help in
attracting students, arranging interviews, furnishing space and
providing campus recruiting is an extensive operation. Persons
reading for MBA or other technical diploma are picked up in this
manner. For this purpose, carefully prepared brochures,
describing the organization and the jobs it offers, are distributed
among students, before the interviewer arrives. The TATA,
RELIANCE, WIPRO, INFOSYS, DR REDDY’S LAB, NESTLE, DABUR,
LARSON & TOUBRO, BIRLA, HINDUSTAN LIVER LIMITED and other
enlightened firms maintain continuing with institutions
‘placement officials with a view to recruiting staff regularly for
different responsible positions.
Sometimes, firms directly solicit information from the concerned
professors about students with an outstanding record. Many
companies have found employees’ contract with the public a very
effective method.

Other direct methods include sending recruitment to

conversation and seminars, setting up exhibits at fairs and mobile
office to go to the desired centers.
INDIRECT METHOD

Indirect methods involve mostly advertising in newspapers, on

the radio, in trade and professional journals, technical magazines
and brochures.
Advertising is very useful for recruiting blue-collar and hourly
workers as well as scientific, professional and technical
employees. Local newspapers can be a good source of blue-collar
workers, clerical employees and lower level administrative
employees.

The main point is that the higher the position is in the

organizations or the more specialized the skills sought, the most
widely dispersed advertisement is likely to be. The search for top
executives might include advertisement in a national periodical,
while the advertisement of blue collar job is usually confirmed to
the daily newspapers or regional trade journals.
The classified advertisement section of a daily newspaper or the
Sunday Weekly editions of The Hindustan Times, The Times of
India, the Tribune, Bharat Jyoti, The National Herald, Free Press
Journal, the Pioneer, Amrit Bazar Patrika, The Economic Times,
The Hindu, The Indian Express the Statesman etc. carry
advertisement to screen themselves in order to find out whether
they are fit for the job for which the advertisement has been
issued. In order to be successful, and advertisement should be
carefully written. It is not properly written, it may not draw the
right type of applicants or its may attract too many applicants
who are not qualified for the job. It should be so framed as to
attract attention for example by the use of different sizes and
types of print. The first line should limit the audience somewhat
and the nest few lines further seen out the readers who do not
posses the necessary qualification. It should provide specific
information for advancement.

The benefit to be enjoyed by working in the company; and it

should emphasize facts related to the dignity of the job beyond
and to professional experts. “Frilly advertisements, containing
exaggerated claims and gimmicky appeals are to be avoided”.
Advertising can be very effective if its media are properly chosen.

Organizations often place what is referred to as a blind

advertisement one in which there is no identification of the
organization. Respondents are asked to apply to a post office Box
No.’ or to a consulting firm that is acting as an intermediary
between the applicant and the organization. The large
organizations with regional or national reputation do not usually
use blind advertisement.

Other methods include advertisement in publications, such as

trade and professional journals, and radio or television
announcements, as is done by many Indian manufactures.
Professional journals are read by people with specialized
background and interest. Therefore, advertisements in these are
generally selective.

THIRD PARTY METHOD

These include the use of commercial or private employment
agencies, state agencies, placement offices of schools, colleges
and professional associations, recruiting firms, management
consulting firms, indoctrination seminars for college professors,
and friends relatives.

PRIVATE EMPLOYMENT AGENCIES

These agencies one widely used in specific occupations. A little
amount is charged towards this type of service from an
applicant. The specific occupation are general office help, sales
man, technical workers, accountants, computer staff, engineers &
executives. These private agencies are brokers who loving
employees and employees together, the specialization of there
agencies enhance their capacity to interpret the needs of their
clients, to seek out particular types of person and to develop
proficiency in recognizing the talent of specialized personnel.

STATE OF PUBLIC EMPLOYMENT AGENCIES

It is also popular as in the name of employment or labour
exchange. These are the main agencies of public employment.
They provide a clearing house for jobs & job information.
Employers inform them about the types of job that are refereed
to by employers. These agencies provide a wide range of
services-counseling assistance in getting jobs, information about
the labour market, labour and wage rates.

School Colleges & professional Institutions: Often opportunities

for recruiting their students. They operate student services where
complete bio-data and other particulars of the students are
available. The companies that need employees maintain contact
with the guidance counselors of employment lectures and
teachers of business & vocational subjects. The prospective
employers can review credentials and interview candidates for
management. Trainees or probationers. Whether the education
sought involve higher secondary certificate, specific vocational
training or as a college back ground with bachelor’s master’s or
doctoral degree, educational, institutions provide an excellent
source of potential employees for entry level positions in
organizations. These general and technical / professional
institution provide blue-collar applicants, white collar &
managerial personality.
Some times, the organizations provide work study program to the
student or summer jobs undertaking a project in the
establishment so as to get them instructed I the organization in
question and after completion of this, they may be absorbed by
the company concerned.
PROFESSIONAL ORGANIZATION OR RECRUITING
FIRMS OR EXECUTIVE RECRUITERS

Maintain complete information records about employed

executives. These firms are looked upon as a ‘head hunters’,
‘raiders’ and ‘pirates’ by organizations which loose personal
through their efforts. However these same orgnizations may
employ “executive search firms” to help them find executive
talent. These consulting firms recommend personal of high
caliber for managerial, marketing and production engineer’s
posts.

Indoctrination Seminars for Colleges professors: are arranged to

discuss the problem of companies and employees. Professors are
invited to take part in these seminars. Visits to plans and
banquets are arranged so that the participant professors may be
favorably impressed. They may later speak well of a company
and help it in getting the Required Personnel.
 EMPLOYEE REFERRALS

Friends and relatives of present employee are also a good source

from which employers may be down. When the labour market is
very tight, large employers frequently offer their employees
resources or prizes for any referrals who are hired and stay with
the company for a specific length off time. Some companies
maintain a register of former employers whose record was good
to contact them. When there are new job opening for which they
are qualified. This method of recruitment, however suffers from a
serious defect that is encourages nepotism, i.e., person of one’s
community or caste or employed who may or may not be fit for
the job.

TRADE UNIONS
They also provide manual and skilled workers is sufficient
numbers. Under agreement, they may agree as to who is to be
given preference. But in case of adverse industrial relations this
technique may create difficulties.

CASUAL LABOR OF APPLICANT AT THE GATE

Most industrial units rely to some extent on the casual labour
which presents itself daily at the factory gate or employment
office. However this source is uncertain, and the candidates cover
a wide range of abilities. Even then may of our industrial make
use of this source for the wide range of casual labourers.
UNCONSOLIDATED APPLICATIONS
For positions in which large numbers of candidates are not
available from other sources, the companies may gain in keeping
files of applications received from candidates who make direct
enquiries about possible vacancies on their own, or may send
unconsolidated applications. The information may be indexed and
filed for future use when there are openings in these jobs. If
necessary, the candidates may be requested to keep the
organization posted with any change in their qualifications,
experience or achievements made.
VOLUNTARY ORGANIZATIONS
Such as private clubs, social organizations, non governmental
organizations (NGOs) might also provide employees- handicaps,
widowed or married women, old persons, retired hands, etc. in
response to advertisement.

DATA BANKS
When a company desires a particular type of employee, job
specifications and requirements are fed in to a computer, where
they are matched against the resume data stored there in. the
out put is a set of resumes for individuals who meet the
requirements. This methods is very useful for identifying
candidates for hard-to-fill positions which call for an unusual
combination of skills.

Which particulars source is to be tapped will depend on the policy

of a firm, the position of labour supply, Government regulations
and agreements with labour organizations. However the HRD
Manager must be in close that these different sources and use
them in accordance with his needs.

The best management policy regarding recruitment is to look

with first within the organizations. If that source fails, external
recruitment must be tackled.
Internal sources are the most obvious sources. These include
personnel already on the pay roll of an organization, i.e. it
present working force, whenever any vacancy occurs, somebody
form within the organization in upgraded, transferred promoted
or sometimes demoted. This source also includes personnel who
were once on the pay roll of the company but who plan to return
or whom the company would like to re-hire, such as those on
leave of absence, those who quite voluntarily or those on
production lay-offs.
METHODS OF TECHNIQUES OF RECRUITMENT
The process of recruitment can be divided into simply three
categories:
 Direct method
 Indirect method
 Third party method

Direct Method
This method comprises of sending traveling recruiters to
educational institutions, employees’ contacts with public and
manned exhibits. One of the widely used direct method is that of
sending of recruiters to colleges and technical schools. Most
college recruiting is done in co-operation with the placement
office of a college. The placement office usually provides help in
attracting students, arranging interviews, furnishing space and
providing campus recruiting is an extensive operation. Persons
reading for MBA or other technical diploma are picked up in this
manner. For this purpose, carefully prepared brochures,
describing the organization and the jobs it offers, are distributed
among students, before the interviewer arrives. The TATA,
RELIANCE, WIPRO, INFOSYS, DR REDDY’S LAB, NESTLE, DABUR,
LARSON & TOUBRO, BIRLA, HINDUSTAN LIVER LIMITED and other
enlightened firms maintain continuing with institutions
‘placement officials with a view to recruiting staff regularly for
different responsible positions.
Sometimes, firms directly solicit information from the concerned
professors about students with an outstanding record. Many
companies have found employees’ contract with the public a very
effective method.
Other direct methods include sending recruitment to
conversation and seminars, setting up exhibits at fairs and mobile
office to go to the desired centers.
 INDIRECT METHOD
Indirect method involve mostly advertising in newspapers, on the
radio, in trade and professional journals, technical magazines and
brochures.
Advertising is very useful for recruiting blue-collar and hourly
workers as well as scientific, professional and technical
employees. Local newspapers can be a good source of blue-collar
workers, clerical employees and lower level administrative
employees.
The main point is that the higher the position is in the
organizations or the more specialized the skills sought, the most
widely dispersed advertisement is likely to be. The search for top
executives might include advertisement in a national periodical,
while the advertisement of blue collar job is usually confirmed to
the daily newspapers or regional trade journals.
The classified advertisement section of a daily newspaper or the
Sunday Weekly editions of The Hindustan Times, The Times of
India, the Tribune, Bharat Jyoti, The National Herald, Free Press
Journal, the Pioneer, Amrit Bazar Patrika, The Economic Times,
The Hindu, The Indian Express, The Statesman etc. carry
advertisement to screen themselves in order to find out whether
they are fit for the job for which the advertisement has been
issued. In order to be successful, the advertisement should be
carefully written. If it is not properly written, it may not draw the
right type of applicants or its may attract too many applicants
who are not qualified for the job. It should be so framed as to
attract attention for example by the use of different sizes and
types of print. The first line should limit the audience somewhat
and the next few lines further seen out the readers who do not
possess the necessary qualification.It should provide specific
information for advancement . the benefit to be enjoyed by
working in the company; and it should emphasize facts related to
dignity of the job beyond and to proffesional experts.”Frilly
advertisements, containing exaggerated claims and gimmicky
appeals are to be avoided”.advertising can be very effective if its
media are properly chosen.ì¥Á617
organizations often place what is reffered to as blind
advertisement one in which there is no identification of the
organization. Respondents are asked to apply to a post office Box
No.’ or to a consulting firm that is acting as an intermediary
between the applicant and the organization. The large
organizations with regional or national reputation do not usually
use blind advertisement.

Other methods include advertisement in publications, such as

trade and professional journals, and radio or television
announcements, as is done by many Indian manufacturers.
Professional journals are read by people with specialized
background and interest. Therefore, advertisements in these are
generally selective.

THIRD PARTY METHOD

These include the use of commercial or private employment
agencies, state agencies, placement offices of schools, colleges
and professional associations, recruiting firms, management
consulting firms, indoctrination seminars for college professors,
and friends relatives.

PRIVATE EMPLOYMENT AGENCIES

These agencies one widely used in specific occupations. A little
amount is charged towards this type of service from an
applicant. The specific occupation are general office help, sales
man, technical workers, accountants, computer staff, engineers &
executives. These private agencies are brokers who love
employees and employers together, the specialization of there
agencies enhance their capacity to interpret the needs of their
clients, to seek out particular types of person and to develop
proficiency in recognizing the talent of specialized personnel.

STATE OF PUBLIC EMPLOYMENT AGENCIES

It is also popular as in the name of employment or labour
exchange. These are the main agencies of public employment.
They provide a clearing house for jobs & job information.
Employers inform them about the types of job that are referred
to by employers. These agencies provide a wide range of
services-counseling assistance in getting jobs, information about
the labour market, labour and wage rates.

School Colleges & professional Institutions: Offer opportunities for

recruiting their students. They operate student services where
complete bio-data and other particulars of the students are
available. The companies that need employees maintain contact
with the guidance counselors of employment lectures and
teachers of business & vocational subjects. The prospective
employers can review credentials and interview candidates for
management. Trainees or probationers. Whether the education
sought involve higher secondary certificate, specific vocational
training or as a college back ground with bachelor’s master’s or
doctoral degree, educational, institutions provide an excellent
source of potential employees for entry level positions in
organizations. These general and technical / professional
institution provide blue-collar applicants, white collar &
managerial personality.

Some times, the organizations provide work study program to the

student or summer jobs undertaking a project in the
establishment so as to get them instructed in the organization in
question and after completion of this, they may be absorbed by
the company concerned.
PROFESSIONAL ORGANIZATION OR RECRUITING
FIRMS OR EXECUTIVE RECRUITERS

Maintain complete information records about employed

executives. These firms are looked upon as a ‘head hunters’,
‘raiders’ and ‘pirates’ by organizations which loose personnel
through their efforts. However these same organizations may
employ “executive search firms” to help them find executive
talent. These consulting firms recommend personnel of high
caliber for managerial, marketing and production engineer’s
posts.

Indoctrination Seminars for Colleges professors: are arranged to

discuss the problem of companies and employees. Professors are
invited to take part in these seminars. Visits to plans and
banquets are arranged so that the participant professors may be
favourably impressed. They may later speak well of a company
and help it in getting the Required Personnel.
 EMPLOYEE REFERRALS

Friends and relatives of present employee are also a good source

from which employers may be drawn. When the labour market is
very tight, large employers frequently offer their employees
resources or prizes for any referrals who are hired and stay with
the company for a specific length off time. Some companies
maintain a register of former employers whose record was good
to contact them. When there are new job opening for which they
are qualified. This method of recruitment, however suffers from a
serious defect that it encourages nepotism, i.e., person of one’s
community or caste or employed who may or may not be fit for
the job.

TRADE UNIONS
They also provide manual and skilled workers in sufficient
numbers. Under agreement, they may agree as to who is to be
given preference. But in case of adverse industrial relations this
technique may create difficulties.

CASUAL LABOR OF APPLICANT AT THE GATE

Most industrial units rely to some extent on the casual labour
which presents itself daily at the factory gate or employment
office. However this source is uncertain, and the candidates cover
a wide range of abilities. Even then many of our industries make
use of this source for the wide range of casual labourers.
UNCONSOLIDATED APPLICATIONS
For positions in which large numbers of candidates are not
available from other sources, the companies may gain in keeping
files of applications received from candidates who make direct
enquiries about possible vacancies on their own, or may send
unconsolidated applications. The information may be indexed and
filed for future use when there are openings in these jobs. If
necessary, the candidates may be requested to keep the
organization posted with any change in their qualifications,
experience or achievements made.

VOLUNTARY ORGANIZATIONS
Such as private clubs, social organizations, non government
organizations (NGOs) might also provide employees- handicaps,
widowed or married women, old persons, retired hands, etc. in
response to advertisement.

DATA BANKS
When a company desires a particular type of employee, job
specifications and requirements are fed into a computer, where
they are matched against the resume data stored there in. the
output is a set of resumes for individuals who meet the
requirements. This methods is very useful for identifying
candidates for hard-to-fill positions which call for an unusual
combination of skills.
Which particular source is to be tapped will depend on the policy
of a firm, the position of labour supply, Government regulations
and agreements with labour organizations. However the HRD
Manager must be in close that these different sources and use
them in accordance with his needs.

The best management policy regarding recruitment is to look

with first within the organizations. If that source fails, external
recruitment must be tackled.
 DESIGNING THE JOB
Most recruitment begins with the job description. Really, this
should the second step rather than the first. The first should be
the design of the job. A job is more than a collection of tasks; it
should be a role with meaning and purpose in the context of
the organization and the part of the organization in which it is
located. It should also e do-able by a human being. There are a
number of ways to prevent a job from being do-ale. Its design
can be so poor that the individual occupying it cannot hope to
succeed; the component tasks may be disjointed and
unrelated (too many duties or too few and the job may not
make sense); it can be so unrewarding that most post holders
are just demotivated; or it can require a range of skills too
wide for any one individual to possess.

ALTERNATIVES TO TRADITIONAL JOB DESIGN

Most modern organizations are trying to move away from
traditional bureaucratic methods and rigid hierarchies based
on expertise and longevity. Moreover, the expectations of the
workforce have changed. Periods of unemployment, the
removal of trade unions as buffers against bad employment
practices and weak management and the increased availability
of performance-linked rewards mean that people are no
longer prepared to be treated as units of production. However
, the most recent recession has shown how frail money and
pay-related benefits are. Even though the threat of
unemployment is a constant reality of many, there is a
growing wish for rewards to be paid in other ways.
Opportunities to develop skills, increases employability and
transferability and to improve job satisfaction are becoming
more important.
GETTING THE RIGHT PEOPLE FOR THE JOB
Recruitment and selection are enormously costly and time
consuming for most organizations-and the higher the rate of
turnover in the company, the greater the costs. Yet, few
companies focus on how to:
• Improve the Effectiveness of the process.
• Improve the quality of the candidates selected and measure
the impact of good selection versus bad ones.

FOCUSED INTERVIEWING
The focused interview is a direct by-product of the behavioral
event interview (BEI) technique that was developed by
Hay/McBer.

The BEI technique is used by Hay/McBer specially trained

consultants when they have to explain the variation of
performance between people working in the same job, in a given
context. Samples of incumbents are interviewed and they
discuss, as precisely as possible, several recent job situations
where they have been active participants. The purpose is to find
out what high performers do that average performers do not or
what they do better or more often. The interviewer does not
know what he or she is looking for, the results are used in the
development of a competency model.

The purpose of the focused interview is not to understand what

leads to success in a job but to assess some specific
competencies of a person-and their suitability for a job. In this
case, the interviewer really knows what he or she is expecting
from the interviewer. So the interviewer asks for situations in
which there may be opportunities for the interviewee to
demonstrate the specific attitudes or behaviours. That means
that the interviewer is aware of the competency model that the
interviewee is being assessed against, and has control over the
type of job situations that are discussed. The interviewer will ask
questions like “Tell me about a time when you had to deal with a
difficult person”, if he wants to give the interviewee a chance to
relate how she demonstrated interpersonal sensitivity or
influence. The questions depending of course on the
competencies in the model and will be designed for specific
purposes.

A focused interview may last an hour and a half to allow a fair

and relevant view of a couple of personal characteristics.

In most cases focused interviews are conducted by HR

professionals, but can also be by line Managers .However, all
interviewers must have received specific training to make sure
they can use the interview technique and understand the logic
behind the competency model they are to assess people against.

PREREQUISITES
Assessment may have important consequences for a person’s
professional and personal life. Also, the results of an assessment
process have to be accepted by the people in the company. So it
is important that assessors are carefully and completely trained
and that the focused interview technique is integrated in a clear
and comprehensive HR process.

This is why, before implementing tools and techniques, however

powerful these may be, organizations must consider all aspects
of communication and implementation, i.e. find answer to
questions like: how are we going to clarify the process for
interviewees, what kind of feedback are people expecting, how
does this process integrate with other aspects of HR in the
company, do we have answers in terms of development of
competencies?

HOW TO USE COMPETENCIES IN ASSESSMENT

The assessment Centre adds value if it can find and bring in to
the job people who demonstrate that characteristics that drive
truly excellent performance. What these characteristics which
were last proven, by rigorous research, to be associated with
truly excellent corporate performance. A center, which is based
on the factors that are relevant to performance in the job, and
which is well run and properly observed, provides real support to
the organization in meeting its business objectives.

Once the competency model on which the Centre is to be based

is in place, the second challenge is to ensure that participants
have a chance to demonstrate the extent to which they possess
the competencies. This needs to be done through a range of
 activities, which, between them, provide opportunities to
demonstrate the competencies. An example of grid, showing the
desired competencies and the activities in which they will be
demonstrated is in this figure.
Cogniti Business case Group Competenc
ve Test study exercise y- based
interview
Achievement drive   
Analytical thinking   
Planning and 
organization
Team working  

It is important that each competency should be observable in

more than one activity, so that participants have several
opportunities to demonstrate their capability in that area. This
also helps to ensure a rounded view of each participant, as
effective rotation of assessors observes each participant at least
once.
 WHAT IS A ‘COMPETENCY BASED INTERVIEW?

A competency- based interview is a particular type of structured

interview in which questions relate to a number of specific
competencies needed in the job. The interviewer asks the
interviewee to give examples of situations when he or she
demonstrated the required behaviors. In this way, a picture of
their relative strengths and weakness in each area can be built
up.

The style of interviewing is different from the traditional

biographical interview, in which the interview covers the
candidate’s work experience, education, training, circumstances,
health, motivation, etc. in a more general way. Such questioning,
provides a broad overview of career history but less relevant
information in relation to competencies.

HOW DOES ONE GO ABOUT CONDUCTING THE

INTERVIEW
Introducing the session
After introducing himself to the candidate and his role in the
process make the candidate comfortable and tell him (at the
initial stage) the next stages of the process.
• Explain the idea and approach of “Competency Based”
interviewing. One should explain that:
• You will focus on specific areas, which are critical for
success in the role.
• You will ask him/her questions designed to provide you with
the information you need to make an informed decision
about their suitability.
• All candidates will be asked the same/similar questions.
• He/she can draw upon examples from previous work
experience, education, home life or social activities as
appropriate, so that you get a complete and accurate
picture of their characteristics, knowledge, skills and
abilities, which are relevant to the job.
• One will need to keep them focused and may cut their
replies short at times when you have enough information.
• You may or may not go through the educational background
in a traditional way.
• Add that there will also be time about for question before
you close.
• Ask if he/she has any question about the process or the
interview itself.
 HOW TO USE THE SPECIFIC RELATED
QUESTIONS

Next, work through the questions for each competency in turn.

For interviews conducted with people who are not currently
working, refer back to some previous experience or period of
employment.

As one uses the questions:

 Find out what opportunities the candidate has had to
gain skills related to the competency.
 Encourage the candidate to identify examples from past
or present work experience , education and leisure.
 Gain as mush specific evidence as possible.
 Aim to explore more than one example for each
competency.
 Try to explore both positive and negative information
(i.e. encourage them to discuss their strengths and
weaknesses; find out how severe their limitations are and
try to find out what they have done to overcome them.

To assist interviewers in conducting interviews relating to the

competencies relevant to a job, a competency based assessment
sheet has been designed (Annexure).
 SUMMARIZING NOTES
When writing up your summary, one should:
• List the candidate’s examples of their evidence as briefly as
possible along with each competency title on the
assessment sheet, or Make a short summary statement
about the candidate’s strengths and weakness on each
competency area.
Rating The Candidate’s Responses
Finally, ‘rate’ the candidate on each competency using the scale
below. It should be remembered to sign and date the ratings and
file them away securely, so that should any body needs to refer
to them at a later stage, the documentation gives a complete
picture of the process. In some cases, the task will involve
determining in questions whether the examples of behaviour
demonstrate the presence or absence of the competency in
question. In others, word the behaviors that the candidate
describes may be understood as being representative of both
positive and negative performance.
Use Of The Rating Scale:
The five-point scale is defined as shown below:
Rating Scale:
1. Poor : Marked weaknesses in most
areas of competency
2. Marginal : Some weakness in a number of
areas of reach an
acceptable standard.
 3. Average : Acceptable in most if not all of
the areas of competency.
Weaknesses are not critical. Some strength
evident.
4. Good : Some clear strengths in some
areas of the competency
over and above what is acceptable. N areas
of significant weakness apparent.
5. Excellent : Marked strengths in all areas of
the competency. No
development needed at this level.
Use No Evidence (N/E) where your notes indicate this.

The Decision Making

Using the ratings
The final decision about the over all suitability of the candidate
for employment should obviously rest upon the ratings given.
There are a number of different ways to use the ratings to arrive
at a decision.

One could add up all the ratings to get a sum total, which could
be used to place the candidates in order. Rank them by listing out
their names, starting with the candidate with the highest total
score and ending with the candidate with the lowest total score.
The first candidate is thus the strongest applicant at this stage.
This process may also include appropriately rated ability test
scores or other sources of information, if available at this stage.

Note that a candidate might gain an unacceptable score (below

3) on one or more competence and still achieve a higher rank
than others. To avoid this, you might wish to consider rejecting
candidates with a score of less than 3 on more then half of the
competencies and then placing the rest in rank order.
 RESEARCH METHODOLOGY

The project was conducted under the following phases:

Phase 1:
To study the AS-IS system in the organization.

 An attempt was made to understand the company, the

existing Recruitment and Selection system in order to
assess its effectiveness and suggest for further
improvement.
Phase 2:
Preparation of Questionnaire for assessing current Recruitment
and Selection System.

 Questionnaire were focused on following levels:

Utilizing the questionnaire as a tool in finding the interlineate
with Recruitment and Selection.

Middle Level: Another questionnaire was drafted in order to

analysis the effectiveness of current Recruitment and
Selection system at middle level.

Phase:3
Comparative study with other business organizations
To find out what practices are prevailing in various other
business organizations, a market survey was conducted.
The number of companies contacted were: 8
 The companies that were chosen were largely manufacturing
based business houses.
They were SAIL, BEL, GRASIM, ESCORTS, HONDASIEL,
RANBAXY, LG ELECTRONICS.
Phase 4:
To suggest the ways/ methods to make the existing system
more effective.
We have suggested and developed the competency profiling
on the basis of existing job Descriptions.
The recommendations were based on the internal and
external survey.

METHODS OF DATA COLLECTION

The questionnaire method is one of the most popular methods
to collect data, in this method a pre-designed questionnaire is
giving to the respondent, it has following advantages.
1. It is free from the basis of the interviewer; answers
are in respondent’s own words.
2. Respondents have enough time to give well thought
out answers.
3. Large samples can be made use of and thus results
can be made more dependable and reliable.
Inspire of being a popular method of data collection it has some
disadvantage or limitations, which are as follows:
1. It can be used only when respondents are educated and
cooperating.
2. There is a possibility of ambiguous replies or omission of
replies altogether to certain questions; interpretation of
omissions is difficult.
 3. It is difficult to know whether willing respondents are truly
representative.
INTERVIEW METHOD
In interview Method following two categories are found
 PERSONAL METHOD.
 FOCUSED METHOD.
PERSONAL METHOD
The major advantage of Personal interviewing is as under-
1. More information and that too in greater depth can be
obtained.
2. Interview by his own skill can overcome the resistance, if
any, of the respondent; the interview method can be made
to yield an almost perfect sample of the general population.
3. There is greater flexibility under this methods the
opportunity to restructure questions is always there,
especially in case of unstructured interviews.
4. Observation method can as well as applied to recording
verbal answers to various questions.
5. Samples can controlled more effectively as there arises no
difficulty of the missing returns, non-response generally
remains very low.
6. The interviewer may catch the informant off guard and thus
may secure the most spontaneous reactions than in case of
questionnaire.
7. The language of the interview can be adapted to the ability
educational level of the person interviewed and as must as
such misinterpretations concerning questions can be
avoided.
8. The interviewer can collect supplementary information
about the respondent’s personal characteristics and
environment, which is often of great value in interpreting
results.
 There are also certain weaknesses of the interview method.
Some of the important weaknesses are as follows:
1. There remain the possibility of the basis of the
interviewer as well as that of the respondent; there also
remain the headache of supervision and control of the
interviewers.
2. Certain types of respondents such as important officials
or executive were not available for the interview because
they are on visit and to that extent the data may prove
inadequate.
3. This method is relatively more time consuming, specially
when the sample is large and recalls upon the
respondents are necessary.
4. The presence of the interviewer on the sport may over
stimulate the respondent, sometimes even to the extent
that he may give imaginary information to make the
interview interesting.
5. Effective interviewing presupposed proper rapport with
respondents that would facilitate free and frank
responses. The is often a very difficult requirement.

FOCUSED METHOD
Another interviewing technique used was focused interview,
which is meant to focus attention on the given experience of the
respondent and its effects. In this method the interviewer has the
freedom to decide the manager and sequence in which the
questions will be asked and has also the freedom to explore
reasons and motives. The main task of the interviewer in this
method is to confine the respondent to a discussion issues.
 OBSERVATION METHOD

In this method inferences are drawn by observing the

respondent, the major advantages of observation method are as
under:
1. The main advantage of this method is that subject basis is
eliminated.
2. The information obtained under this method relates to what
is currently happening; it is not complicated by past
behavior of future intentions and attitude.
3. This method is independent of respondent’s willingness to
respond, as it is less demanding of active co-operation on
the part of respondents as happens to be the case in the
interview of questionnaire method.
However the method has several limitations:
1. The information provided by this method is very limited.
2. It is time consuming method.
 THE PRESENT RECRUITMENT AND SELECTION
SYSTEM IN BHUSHAN STEEL AND STRIP LTD.

Recruitment policy of the company is very transparent, flexible

and need based.

Recruitment policy includes the data bank, identification of

requirement (Human Resource Planning) and the actual
requirement sought by the department). Under company’s
recruitment policy following are the steps/procedures have been
practiced.

In external source there is campus recruitment, advertisement in

newspaper and the placement consultant are used where as in
internal sources personal reference and anticipated databank is
used.

During the Recruitment procedure there is identification of the

required position, requirement sought out by the department
and looking to the future expansion plan.

The above steps are being followed. Another steps which involves
Short listing the candidate, sending the letter, arranging
interview through channel of internal experts, selection and
offering the letter and finally induction.
In the present system as soon as there is a vacancy a requisition
comes from the relevant department to the personnel
department.

Personal Department finds out if the vacancy can be fulfilled

internally and so an internal notification is sent across to all the
units for the same.

In case the vacancy cannot be fulfilled internally, external

sourcing (advertisement in newspapers, jobsites, consultants and
personal references) is opted for.)

Resumes received are screened and good applicants are called

for the test.

A test in conducted (at entry level) and the candidates shortlisted

are called for interview.

Two rounds of interview are conducted and then a candidate is

short listed for the required post.
 Reference check is done and fitment is decided.
Offer is given to the candidate.

Offer is accepted then the joining formalities are done.

A candidate goes through the induction and probation before final

absorption.

BHUSHAN STEEL & STRIP LTD.

EVALUATION SHEET
Date: Post Applied for:
1. Name:
2. Age:
3. Years of Experience:
4. Motivation:
5. Attitude:
6. Transactional Analysis:
7. Technical Skill sets:
8. Analytical
9. Trouble Shooting skills:
10. Family background:
11. Present Salary:
12. Salary Expected:
13. Any other observations:
 SAMPLE SIZE DETERMINATION

Before deciding the sample size I was made aware of total

hierarchy of the company. So I have taken and chosen the more
interactive groups and interactive departments. With a view to
have real responses in Managerial Position, Asstt Manager,
Manager AGM, DGM were taken into account while deciding
Sample size. Thus a diversified core group with the guidance,
suggestions of P&A department was taken size was taken 50 and
the sample of questionnaire is distributed at random basis in
different layers (Top and Middle Level) of Hierarchy so that
majority views and be obtained. The survey was done taking the
nature of interaction with employees and day-to-day quantum of
workload assigned. The idea behind the survey was that by
adopting this process, the real outcome of majority thinking could
be revealed and also pragmatic view of all the questions were
obtained. Thus an effort has been made to make survey more
wishes of employees in general. It is heartening to know that lot
of new ideas and practical approach of getting the job done and
also a practical way of solving the complex issues were intimated
in a very definite and clear vision.
 ANALYSIS OF QUESTIONNAIRE
(ASSESSMENT OF CURRENT RECRUITMENT AND
SELECTION PRACTICE AT BSSL)

1) The source of recruitment from where existing

employees come to know about the job; responses were as
follow:
Internal Reference 53%
Advertisement 40%
Other Sources 7%
It is evident that internal Reference and Advertisement are
the prevailing source of Recruitment in BSSL.

2) In order to assess the recruitment policy, the question

was asked whether they are satisfied by the recruitment
process by which they are selected, 90% of the respondents
gave favorable response. It is evident that majority of the
respondents are satisfied with Recruitment process of BSSL.
3) Questionnaire results indicate that 83.33% of the
respondent fell that their colleagues have been selected by
the same process. It is evident that Recruitment policy of
the organization is quite visible and process is followed
impartially.
4) As it is evident that employees like to work in the
congenial environmental where culture is supportive and
healthy competition is prevalent, this way Quality OF Work
Life is very important dimension of Recruitment and
Selection effectiveness. Question was asked whether they
find their colleagues very pleasant and helping or not,
93.33% respondents gave response in favour of it. That
shows that in BSSL very cogenial environment is prevalent.

5) In order to assess Organization Commitment in

employees, question was asked on whether in a public place
they like to talk about this organization, 83.33%
respondents gave favorable response. It is evident that
Organization Commitment is very high in the employees,
that shows that Recruitment & Selection process is quite
effective in BSSL.
6) In order to assess their Organizational Commitment,
another question was asked whether they like to put their
relatives/friends for job in this company 70% respondents
gave favourable response, where 26.7% don’t’ like and
3.33% did not give any response. So it is evident that most
of the employees are committed enough to put their
relatives and friends in this organization. It also shows that
they find career growth in this organization and place to
work for as BSSL is effective enough to hire the right person
at right place at right time.
7) In order to assess the nature of the job employees are
interested to take and whether their present job meet out
 their expectations, job nature dimensions give to the
respondents, responses on every dimension is as follows:

Job Nature Dimensions Percentage

• Routine in Nature 10%
• Demand Creative Thinking
13.33%
• Demand new ideas 13.33%
• Finding new method
16.67%
• Challenging in Nature
26.67%
• Involve Participation in Decision Making 20%

So it is evident that different persons are having different

expectations and interest areas.
On asking, whether their present job meets out their stated
interest, 80% of the respondents gave favorable response. It is
one of the important dimensions of Recruitment and Selection
effectiveness. Because when employees find their job interesting
they do enjoy the their work and again they are quite effective in
performing their role.

8) On job Nature dimension, another question was asked

whether they take job comfortably while working on not,
90% of the respondents gave favorable response. That
again shows that job person fit is there.
 9) On job Nature dimension, question was asked
whether they are satisfied with their daily schedule or not,
83.33% respondents gave favorable response. It is evident
that they are clear about what is expected from them, what
are their role and responsibilities and daily schedule.

10) On Organization Commitment dimension, question

was asked fro how long will they like to continue with this
organization, responses were as follows:

• 5-10 years: 13.33%

• 10-15 years 23.33%
• 15-20 years: 20%
• Till Retirement: 43.33%

So it is evident that on an average employees want to

continue with this organization.

11) On Quality of Work Life dimension, the question was

asked whether they leave their present organization under
certain conditions, responses were as follows:
Yes 53.33%
No 16.67%
- 30%
B) With more freedom to be professionally creative.
Yes 70%
No 10%
- 20%
C) With more status.
Yes 33.33%
No 16.67%
- 50%
D) To work with people who are little friendlier.
Yes 16.67%
No 23.33%
- 60%

This clearly depicts that for better future prospects, increase in

pay and more chance to be professionally creative they can think
of leaving this organization. That provides for scope of
improvement in Recruitment And Selection Process and also to
make the recruitment and selection process more effective.

12) On Quality of work life dimension question was asked

whether they find reasonable compensation package or not,
80% of the respondents were in favor. That shows that
organization is successful enough to make employee feel
that they are getting reasonable compensation package.
13) On quality of work life dimension of recruitment and
selection effectiveness, the question was asked whether
recognition system is followed impartially or not, 86.67%
respondents gave favorable response. That depicts that
 BSSL is continuously making and effort to not to just hire
and fire the employees but hire and develop.
14) On Organization image dimension of Recruitment and
Selection effectveness, question was asked how hour
organization is considered, responses were as follows:
People oriented 13.33% yes
Task oriented 53.33% yes
Combination of both 33.33% yes
15) On Quality of work life dimension of recruitment and
selection effectiveness, question was asked whether they
are getting from their colleagues and supervisors good advice
or not 93.33% respondents gave favorable response. That
states that there is good superior-subordinate relationship.
16) On Job Nature dimension of recruitment and Selection
effectiveness, question was asked whether they know exactly
what is expected form them, 93.33% respondents response was
‘yes’. That shows that their job descriptions to them are very
clear.
17) On Quality of Work Life dimension, question was asked
whether they are getting ahead in the company or not, 93.33%
respondents gave favorable response. That shows that
organization is making effort towards their career growth and
continuous improvement.
18) Respondents did not give any suggestion in order to
improve recruitment and selection process effectiveness that
shows employees are satisfied with existing system and don’t
that it’s lacking anywhere.
Thus whole questionnaire analysis was done on following
dimensions:
• Recruitment Policy
• Job nature
• Quality of Work Life
• Organization Commitment/Image

On the basis of questionnaire analysis it can be drawn that

Recruitment and Selection is quite effective in this organization
that states that organization is making an effort to hire right
person at right place at right time.
 COMPARATIVE ANALYSIS SURVEY-
RECRUITMENT AND SELECTION PROCEDURES
OBJECTIVES
To suggest the ‘to be’ system for the organization a comparative
study was carried out. The objective was to find out the practice
in various organizations and then suggest to BSSL the best of the
practices across various business organizations.

CRITERIA
The criteria for choosing the companies was largely that they
should be manufacturing based.
The information that was collected was largely on
1. The initiation process-Need Analysis.
2. Sourcing of the right candidates.
3. The Selection Criteria adopted.
4. Data related to time spent on induction, probation etc.

Comparative analysis-analysis and findings

The following organizations are approached for survey
• SAIL
• BEL
• GRASIM
• ESCORTS
• HONDA SIEL
• RANBAXY
• JINDAL
 • LG ELECTRONICS

The criteria for making in the chart is as follows:

Yes – if the system is already present and practiced.
PL- the system is in the pipeline.
IP- The system is informally present but no formal documentation
and policy as such.
Blank Space- there is no such practice in the organization.
“-“ is marked for the information which was available.
The following observations can be deduced after the analysis.
a) Need Analysis
• It could be observed that manpower
budget is made in most of the organization at the
beginning of the year.
• Most of the organization are under
Expansion and Restructuring. For example, BEL, GRASIM,
HONDA SIEL, ESCORTS AND BSSL.
• In most of the organizations BEL,
GRASIM, HONDA SIEL LG ELECTRONICS, BSSL HUMAN
Resource Planning is both Projects based and vacancy
based.
• Most of the organization are having
job Descriptions. But only 5 organization Grasim, Honda
Siel, Ranbaxy, Escorts and LG Electronics are having job
Descriptions at all levels.
• Competency Profiling is not that
common to all the organization. Successful companies
like Ranbaxy, Grasim, Escorts and public sectored SAIL
have adopted this new concept for hiring the right
candidate for the job. Honda SIEL, BHUSHAN STEEL AND
STRIPS LTD. Do have competency profiling but it is not
documented and the process can still be called in
pipeline.
B) SOURCING
• Internal sourcing as a part of the recruitment system
is encouraged in most of the organizations and very
popular in BSSL, Honda, Siel, Escorts.
• Recruitment through internal promotions and transfer
are there in BEL, Honda Siel, SAIL and BSSL.
• Recruitment database in not available with most of
the organizations and those who have database are
successful groups like GRASIM, and BSSL.
• In external sources most prominent sources are
Advertisements, Consultants and E- recruitment’s.

C) SELECTION
• Structured interviewing is a very uncommon
phenomenon with most of the organization, companies
like ESCORTS, RANBAXY and BSSL have structured
interviewing where a candidate is asked questions not
only to find out his knowledge proficiency but a skill set
(Behaviour, Attitude and Aptitude) which is required on
the job.
• Psychometric testing is these days becoming an
essential tool in the selection process. Many
organizations have already introduced this system with
tem but in general the feedback is that it is usually not
much helpful. On one hand it saves time of the Senior
Management on the other hand the entire task is cost to
the company.
• All the organizations feel and practice the important
of the interview in the process of Selection and hence
encourage the interaction of the employee with the
Management as much as possible. Another hidden
motive is to understand the mindset of the employees
before he is finally selected.
 INDUCTION AND ABSORPTION

A vary important aspect in itself which can make a new candidate

stay or breakaway is the time and quality of the induction he gets
in the organization.
• Most of the organization feel that a time span of 2
months is good enough for a candidate to understand
the organization but not many of them were ready to tell
what exactly/how exactly it happens in their
organization.
• An average feedback of probation period is 6 months,
during which the employee is given appropriate training.
 RECRUITMENT AND SELECTION IN OTHER
BUSINESS ORGANIZATIONS
1. SAIL
SAIL is one of the leading public sector and largest steel
manufacturing organization of India SAIL directly employs
engineers in every discipline plus professionals in the field
of marketing, R & D, Finance, Materials, Personnel, Medicine
etc. SAIL goes for a batch recruitment at the beginning of
the year and usually promotes the entry level vacancies
only.
• Both project and vacancy based manpower planning
at the beginning of the year.
• Recruitment is done only at the lowest level-they are
put on training and finally confirmed on job.
• They are usually taken in line functions and then
trained for the higher positions.
• Succession planning is encouraged in the organization.
• Open competition- entrance tests all India basis is
conducted and at certain other positions.
• Fresh engineers-65% min. marks in engineering.
• Campus interviews are conducted.
• The weight age to entrance test-60% GD and
intervew-20% each where the attitude and aptitude is
tested.
• A prior training is given on how to conduct interview.
 • Stress is laid down in judging the aptitude and
knowledge of the candidate.
• A designed interview assessment sheet is used.
• Competency is identified outside consultants hired for
the same.
• Specific skills.
• Turnover rate-2%.
• Usual stay with SAIL-5-7years at least.
• Around two months of induction is given and a person
is put on probation of 1 year.

2. HONDA SIEL POWER PRODUCTS LTD.

A joint venture of Honda and Sriram Industrial Equipments
Limited. Honda Siel is into diverse fields. Honda Siel Power
Products Ltd., is one of its manufacturing division. Honda
Siel Promotes people development along with its business.
• On a requisition right Sourcing is done preferably through
consultants, advertisements and jobsites. The objective
is people development.
• A program is developed for internal Sourcing and
communication is sent across organization for the same.
• Pre interview notes are distributed and skill tests are
defined for each post, thus giving a fair idea to the
interviewer.
 • Generally 4 people in the interview panel-2 people from
the same field, 1 person from the related field. HR
personnel as a bystander in the interview.
• They have no softwares for selection and its is absolutely
people based selection.
• Job descriptions defining competencies available. Though
practiced but no documentation for competency profiling
and so based selection system.
• A specific assessment sheet is being used.
• Attitude as well as aptitude along with the knowledge
prifile is considered very important in the selection.
• Ability to learn, probability to stay and sharing knowledge
are few of the criteria’s kept in mind for selection at the
entry level.

3. RANBAXY
One of the world’s largest pharmaceutical company. A
multinational concern with India base the organization has a
large workfare and HR thus is a very important and
essential ingredient to the management. With a workforce
of over 1300 managers across the world recruitment and
selection in the organization has to cater to the needs of
different locations and their respective environments.
• Thomas Profiling system for Right Hiring is used for the
selection.
 • The company believes in encouraging to infuse young
blood in the organization and they go to campuses like
IIM, FMS, XLRI, MDI etc.
• They also have a panel of consultants which cater to the
regular supply of manpower for Ranbaxy.
• Internal Sourcing is also encouraged. People usually stay
for 2-3 yrs in the company and a succession in their
career plan comes and after discussion of superiors.
• A competency based recruitment and selection system
prevails but no data or criteria regarding the same has
been revealed.
• Multiple teams-supervisor assess their candidates and
define the competencies needed to do the job best.
• Both structured and unstructured interviews are
conducted which go upto 3 levels.
• Regional engineering colleges are preferred for all the
technical recruitments but still a technical test is taken.
• Normal stay with the organization is for 2-4yrs.
• An induction for 1-2 months depending on the critically of
the position is given and probation period extends upto 1
year where the candidate are taken for a training.

4. LG ELECTRONICS
The largest MNC is the field of electronics and electrical
devices today LG is a name to be associated with. They
follow the typical Korean culture in India and that may be
one of the bottleneck for their success. People, their
 development and their association with LG holds one of the
priority tasks with HR at LG.
• Recruitment through advertisement all based on net and
consultants.
• Asia wide recruitment done. Arthur Anderson and KPMG are
official consultants.
• Psychometric testing done customized for LG.
• Around 104 questions to be solved to assess the personality
type.
• And then called for interview which are 2-3 rounds.
• The final round usually with the senior level people.
• Focus is on the attitude of the candidate, commitment and
skill proficiency.
• Competency based selection system prevalent, job
descriptions define the skill set.
• Training is given tot eh panel, which is decided before the
interview for the specific job.

5. GRASIM INDUSTRIES LTD, TEXTILE DIVISION

GRASIM is the first company in India recommended for the
ISO 9001, an international certification of quality by BVQI
which is an internationally acclaimed certifying agency.

The production of quality fabrics has been a beacon light for

the company’s endeavor. Right from its inception, the
company has been assuming the foremost position among
the quality improvements through the years, today enjoy
 and excellent market regulation especially among the
fashion conscious elite. To sustain its position as the market
leader and trendsetter, the company invests in continuous
research and modernization program.
GRASIM holds one of the priority tasks with HR at GRASIM.
• Recruitment follows the manpower requisition.
• Human follows the manpower requisition.
• Human Resource Planning is both Project and Vacancy
based.
• In external source the most popular source in this
organization is Advertisements.
• Psychometric testing is not done at GRASIM.
• There are 2-3 rounds of interview.
• Focus is on the attitude of the candidate, commitment and
skill proficiency.
• Competency based selection system is prevalent at all
levels. Job descriptions define the skill set and they are at
every level.

6. BEL
Bharat Electronics Ltd is a professional electronics company
of India. it was established in 1954 to meet defense needs
of India.Since then BEL has grown to multi product,
multiunit and technology drive company. It believes in
Quality, Technology and Innovation. Its mission is to be the
Market Leader in defense and other chosen field and
products.
• At BEL Recruitment follows the manpower requisition.
• All Recruitment is through advertisement and through
Campus.
• Psychometric testing is practiced in process of selection.
• Competency based selection system prevalent is at Top
and Entry level. Job descriptions define the skill set.
• There are 1-2 rounds of interview and interview is of semi
structured type.

7. ESCORTS
Escorts a name that symbolize growth achievement,
technological strength and most of all, it signifies a
commitment to the highest standards professionalism. With
a fraternity of 22000 employees, 20 manufacturing plants,
and turnover exceeding Rs. 3400 crore, the escorts group
today ranks among the leading engineering conglomerates
of the country. Beginning as a small agency house in Lahore
in 1944, escorts, after independence moved its
headquarters to Delhi and played a pivotal role in the
execution of several major at projects.
At Escorts :
• Recruitment follows the manpower requisitions.
• Job descriptions are there at all levels. Similar Competency
Profiling is done at all levels.
• Internal References are used, and in external sources most
prevalent sources are Advertisements and consultants.
• The interview is of structured nature.
• Focus is on the attitude of the candidate, commitment and
skill proficiency.
8. Jindals Strips Ltd.
Jindal Strips is of reputed Jindal group, which is know for its
Quality products that comes from quality of people and
that is the outcome of effective recruitment and selection.

• Recruitment follows the manpower requisitions.

• Job descriptions are there at all levels, Similarly
Competency profiling isdone at all level.
• Internal References are used, and in external sources most
prevalent sources are Advertisements and consultants.
• Psychometric testing is not there.
• The interview is of structured nature.
• Focus is on the attitude of the candidate, commitment and
skill proficiency.
 CONCLUSION

“Well beginning is half done”

I am able to meet out my set objective laid down prior to the
study that is conducted at BSSL.

In first phase: I had studied their prevailing system. In order to

assess its effectiveness i adopted three different techniques viz:
Observation, Interview, and Questionnaire. My survey
Recruitment and Selection process is quite effective on various
dimensions viz: Quality of Work Life, Recruitment Policy,
Organizational Commitment/ Image, And Job Nature
Dimension.

Also comparative analysis was done in order to find out the

prevailing recruitment in manufacturing system. I did a
comparative analysis with other companies and was able to get
useful information regarding prevalent practices in manufacturing
sector.
 RECOMMENDATIONS
With this philosophy, the company has made considerable
progress since its establishment. Tough through our study on
various aspects of Recruitment and Selection process. The
effectiveness was quite high and favorable but in order to remain
competitive and maintain stability, there is scope for
improvement or enhancement to achieve organizational
excellence. As development is a progressive series of change in
an orderly way. Our recommendations on Recruitment and
Selection after deep analysis are as follow:
FOR RECRUITMENT AND SELECTION
• Job descriptions at entry level are required in order to have
role clarity. Moreover the turnover is high at entry level.
• Competency based Recruitment and Selection system is
suggested at middle and entry level and it should have
proper documentation because of the following reasons:
 Organizations should have control on employee turnover
to a great extent.
 Three is need for people who can adopt and be
successful to select the right person on the job.
 Job profiling would also help to find out the gap between
the competencies required and the competencies
possessed by people in the organization.
 Competency profiling would help gain the competitive
advantage. A company which wants to increase its
market share by getting more from its current employees
and hiring the best in the outside market will gain a great
 deal in bottom line savings from an accurately defined
model of superior performance.
 A better and more competent workforce can be
generated by right hiring.
 There should be more focus on other sources as data
support that mostly employees are recruited on personal
references.
WHY DO WE EMPHASIZE ON THE COMPETENCY BASED SYSTEM?

There is a need that the people in the management make their

employees realize their potential and understands what set of
competencies are required in them for achieving excellence in
their jobs. If company has to compete with global players, it
needs to have the workforce who is ready and adaptable to the
ever-changing market scenario.

Of late, organization wishes to recruit people who fit their roles in

terms of knowledge, skills, aptitude and behavior, thus taking in
the high performing people only. The company wishes to recruit
people who should have the right aptitude as well as attitude on
the job. This led management to think of introducing a
competency based selection system, which would result in
selection of people who can not only fit into the present business
environment but also would be able to face the future needs and
roles.
Psychometric testing can be used in the selection process. As
they are measures of individuals psychological makeup and
personality and as such are extremely powerful instruments. Test
related to personality can be helpful in getting the right kind of
people and also to make Recruitment and Selection process more
effective.
 BIBLIOGRAPHY
The project required a lot of literature survey before it saw the
light of the day. The first step was to clearly understand the
concept of Recruitment and Selection and Role Efficacy and the
concept of Competency for which reference were:
 Recruitment And Selection
Dale Margaret Crest Publishing House (a JAICO Enterprise).
 Instrument for Training in HRD
Pareek Uday
 People & Competencies
Boulter Nick Murray Dalziel and Jackie Hill
 Competencies At work
Spencer M Lyle and Spencer M Singne.
 Essentials of Human Resources Management and Industrial
Relations.
Rao, P. Subba Himalaya Publishing House.
Magazines:
 HRD Newsletter, Human Capital HRD Journal and India
Management.
Web sites:
 www.lycos.com
 www.humancapitalonline.com
 www.hr.com
 BSSL Brochure, Manual, Files Records.
 QUESTIONNAIRE
Personal Information
a. Date of joining
b. Designation
c. Department
d. Age
e. Educational Qualification
f. No. of Promotion (till date)
g. Monthly Income
(i) Less than 10,000 (ii) 10,000-15,000
(iii) 15,000-20,000 (iv) 20,000 and above
1. Identify the source of from where you came to know about
the job?
Advertisement.
Consultant.
Personal Reference.
Campus.
E-Recruitment.
Others.

2. You are satisfied by the recruitment process by which you

are selected.
Yes No

3. Do you feel you colleagues have been selected by the same

process?
Yes No
4. Your colleagues are very pleasant and helping.
Yes No
5. In a public you like to talk about this organization
Yes No
6. You like to put your relatives/friends for job in this
company.
Yes No
7. (a) You are interested to take jobs that are
(i) Routine in nature. (ii) Demand creative thinking.
(iii) Demand new ideas. (iv) Finding new methods.
(v) Challenging in nature (vi) Involve Participation in
Decision-making
(b) Your job meet our your above stated interest
Yes No
8. You take job comfortably while working
Yes No
9. You are satisfied with your daily schedule:
Yes No
10. How long will you like to continue with this
organization.
(i) 5-10 years (ii) 10-15 years
(ii) 15-20 years (iv) Till Retirement

11. You leave present organization under following

conditions:
(i) With an increase in pay.
Yes No
 (ii) With more freedom to be professionally
creative Yes No
(iii) With more status.
Yes No
(iv) To work with people who are a little
friendlier. Yes No

12. Company has a reasonable compensation package.

Yes No
13. Recognition system in organization is followed
impartially. Yes No
14. Your organization is considered as:
(i) People-Oriented.
(ii) Task-Oriented.
(iii) Combination of both.

15. You get good advice from your colleagues and

supervisors to improve your performance? Yes
No
16. You know exactly what is expected form you.
Yes No
17. You are getting ahead in the company.
Yes No
18. Your suggestions for improvement in recruitment and
selection process, (if any)
……..……..……..……..……..……..……..……..……..……..……..
……………
 ……..……..……..……..……..……..……..……..……..……..……..
……………
……..……..……..……..……..……..……..……..……..……..……..
……………
……..……..……..……..……..……..……..……..……..……..……..
……………
……..……..……..……..……..……..……..……..……..……..……..
……………
……..……..……..……..……..……..……..……..……..……..……..
……………
Thank You
 QUESTIONNAIRE

Please Tick Mark ( ) where required.

Q1. Do you have Human Resource budget in your Organization?

Yes No
Q2. Human Resource Planning in your Organization is;
• Project Based Yes No
• Vacancy Based Yes No
Q3. Is your Organization under Expansion and Restructuring?
Yes No
Q4. Do you have job Description in your Organization at following
Levels;
• Top level Yes No
• Middle Level Yes No
• Entry Level Yes No
Q5. Do you have Competency based Recruitment Model in your
Organization at following levels;
• Top Level Yes No
• Middle Level Yes No
• Entry Level Yes No
 Q6. Identify which Recruitment sources are used in your
Organization.
• Internal Reference Yes No
• Data Bank Yes No
• Promotions/Transfers Yes No
• Advertisement Yes No
• E-Recruitment Yes No
• Consultant Yes No
• Campus Yes No
• Compettiors’ Employees Yes No

Q7. To what extent the following criteria are used for Selection in our organization?
Criterion To a great To a Indefinit To a T a very
extent Extent e little little extent
Extent
Knowledge
Experience
Abilities / Skills
Aptitudes
Interests

Q8. Does your organization take any written test or GD?

Yes No
Q9. Is the there are preliminary Interview taken?
Yes No
If, Yes how many rounds_____________________________________
Q10.Which approach is used for Interviewing the Candidate?
Structured Yes No
Semi-structured Yes No
Unstructured Yes No
Q11.Is there any Psychometric Test taken for selection?
Yes No

Q12. You give any Pre-placement talk?

Yes No

Q13. Does Company give any Induction to new entrants?

Yes No
Q14. What is the duration of Induction in Your Organization?
__________________________
Q15. What is the duration of Probation in Your Organization.
__________________________

Q16. What is the yearly Employees Turnover rate in your

Organization?
__________________________
 THOMAS HIRING PROFILING SETS

A variant of psychological test, the Thomas Profiling Hiring

Technique form a vital selection device as well as offers insight
into how the candidate can be developed after he sings up. If
facilities the best behavioral fit between person and the job. It
was devised by new York based Thomas International
Management System in 1945. this technique can be used to
recruit, train, and counsel employees as well as build teams. It
can be adapted to suit different companies and employees career
aspirations. It can be adapted to suit different companies and
employees career aspirations. It embodies two elements.

• The personal profile analysis (PPI), which highlights the

behavioral characteristics of the applicants.
• The Human Job Analysis (HJA), which indicates the
behavioral requirements of the job.

THE PERSONAL PROFILE ANALYSIS (PPA)

The PPA measures an individual behaviour in the work place and
indicates how the would be employees sees himself, how he is
likely to behave under pressure, and how he is likely to be
perceived by others.

It suggests behavioural differences between individuals internal

and external motivation factors. It is obtained by a 24-point
questionnaire, which can be completed within 10 minutes by the
applicant. The data is then analyzed by software devised by
Thomas international Management Systems. The analysis
provides a 3 page report behavioral profile of the applicant .
questions like:
• Where will he most productive.
• Is he good in Communication
• Is he self starter
• How is he best motivated? Could be answered.
The PPA evaluates an applicants behaviour vis a vis
dominance, influence/ inducement. Steadiness and
compliance/ competence. These characteristics are shown
as a behavioral grid. The personal manager can use the PPA
to prepare a profile of the individual on a bell shaped curve,
which will indicate his strengths and weaknesses.

THE HUMAN JOB ANALYSIS (HJA)

It compares the skill sets and behavioral patterns demanded
by the job with those of the candidate. The potential
employee is administered a battery of tests, while HJA of the
post is evolved by the HR manager through structured
discussion with his would be superior. Based on the results,
the divergence between the two is determined to ascertain
training inputs for effectuating behaviroural changes.

Combing the PPA and HJA, it is possible to prepare Thomas

International Profiling System. The customized TIPS software
cerates the behavioral profile of the candidates and the job,
which can be prepared to arrive at the best fit.
 RESEARCH METHODOLOGY

The methodology adopted for this market research is

explained below:

DEFINING THE RESEARCH PROBLEM AND OBJECTIVE

DEVELOPING THE RESEARCH PLAN FOR COLLECTING

INFORMATION

IMPLEMENTING THE RESEARCH PLAN-COLLECTING

AND ANALYZING DATA

INTERPRETING AND REPORTING THE FINDINGS

 Criteria / Company Name SAIL BEL GRASIM HONDA ESCORTS RANBAXY LG JINDAL

NEED ANALYSIS
1. Human Resource Budget Yes Yes Yes Yes Yes Yes Yes Yes
2. Human Resource Planning
a) Project Based Yes Yes Yes Yes No Yes Yes
b) Vacancy Based Yes Yes Yes Yes Yes Yes Yes Yes
3. Expansion & Restructurning Yes Yes Yes Yes
4. Job Description done or not
a) at top level Yes Yes Yes Yes Yes Yes Yes
b) at middle level No Yes Yes Yes Yes Yes Yes
c) entry level Yes Yes Yes Yes Yes Yes Yes
5. competency based model
a) At top level No Yes Yes Yes IP Yes Yes
b) At middle level No No Yes Yes IP Yes Yes
c) Entry level Yes Yes Yes Yes IP Yes Yes
SOURCING
1. Internal Sourcing
a) Internal reference No No Yes Yes
b) Promotions & Transfers Yes Yes Yes
c) Data Bank exit or not No Yes Yes Yes Yes Yes Yes
2. External Sourcing
a) Advertisement Yes Yes
b) E-Recruitment No Yes Yes Yes Yes Yes
c) Consultant Yes No Yes Yes Yes Yes Yes
d) Campus Yes Yes Yes Yes
e) Head Hunting No
TURNOVER RATE SELECTION 2% 3% 2% 5% 6% 7% 12% 15%
1. Criteria for Selection
a) Knowledge Yes Yes Yes Yes Yes Yes Yes
b) Experience Yes Yes Yes Yes Yes Yes
c) Ability / Skills Yes Yes Yes Yes Yes Yes Yes
d) Attitudes Yes Yes Yes Yes Yes Yes Yes
e) Interest Yes Yes Yes Yes Yes Yes Yes
2. Psychometric Test PL Yes No Yes Yes No
3. Any Written Test or GD? Yes Yes No Yes Yes Yes
4. Any preliminary interview Yes Yes Yes Yes Yes Yes Yes

Interview style
a) Structured PL No No IP No No Yes
b) Semi-structured Yes No No Yes Yes
c) Unstructured Yes No Yes Yes No Yes
5. Rounds of Interview 2 to 3 1 to 2 2 2 3 2 to 3 2
6. Any Preplacement Talk? Yes No Yes Yes Yes IP Yes Yes
INDUCTION & ABSORPTION
A) Induction Given Yes Yes No Yes Yes Yes
B) Time Span Of Induction (Ms) 2ms 6ms 1-2ms 1-2ms 10-15d
C)Time Span Of Probation (Ms) 1year 6 ms 6ms 6ms 6ms 1yr.
 EXECUTIVE SUMMARY

The project “effectiveness of Recruitment and Selection Process

at BSSL” is undertaken under the guidance of Mr. S.K. Gupta
(AGM, P&A). It looks deep into the effectiveness at Senior level.

It also provides a comparative study of BSSL with some national

and international companies with similar profiles to discuss their
hiring system and suggest to BSSL.
On the basis of feedback through questionnaire, interview and
observation method, we find out that Recruitment and selection
process is quite effective, Management of BSSL is constantly
making efforts to make the company the best place to work for in
truly professional way.
Our analysis is based on sample results. It was difficult to meet
personally in order to get questionnaire filled by senior level
employees, representatives of various business organizations due
to their busy schedule. There was time pressure.

Competency based Recruitment and Selection system is

suggested at middle and entry level. Psychometric testing can be
used in the selection process. As they are measures of individuals
psychological makeup and personality and as such are extremely
powerful instruments as find out from our comparative analysis
results.
In order to make them proactive., it is required to provide them
with such kind of environment, and equally have people
orientation too in order to make a company best place to work
for high performers and creating a congenial environment.
 CONTENTS

 Executive Summary
 Objective
 Company Profile
 Theoretical background
 Recruitment & Selection
 Research Methodology
 Practical Observations
 As-is system
 Findings & Analysis
 Sample Size Determination
 Evaluation of Questionnaires Results
• Effectiveness of Recruitment & Selection
Process
o Comparative analysis
 Conclusion
 Recommendations
 Bibliography
 Annexures