A SUMMER TRAINING PROJECT ON

RECRUITMENT & SELECTION OF BHARTIYA INTERNATIONAL LIMITED

Report submitted for the partial fulfillment of the degree of MASTER OF BUSINESS ADMINISTRATION (Affiliated to U.P.T.U., Lucknow)

SUBMITTED TO MR. SUNIL V. DESHPANDEY Faculty Guide

SUBMITTED BY AVNINDRA GANGWAR MBA (HR) Roll No. 0815270024

DECLARATION

I Avnindra Gangwar, has done summer training project report entitled Recruitment & Selection of Bhartiya International Ltd., under the guidance of Mr. Yogesh Kumar, VP HR, Bhartiya International Ltd., is the original work done by me. This is the property of the institute and use of this report without prior permission of the institute will be considered illegal and actionable.

Avnindra Gangwar MBA (III Sem)

ACKNOWLEDGEMENT

Not a single gram can be breaking the whole vessel. This is a common saying and it is correct. Any project is not an out come of a single participation but it is a team work. So, I take a great opportunity to thank those entire people who helped me throughout my project. I take an opportunity to acknowledge our heartiest thanks to

Mr. Yogesh Kumar VP HR Bhatiya International Ltd. & Mr. Sunil V. Deshpandey, and all the faculty members of the MBA department for their valuable guidance and support at all time in fulfilling the requirement for the reasonable work. Last but not least, I also very much thankful to my parents, sister, my seniors, my batch mates and friends especially for their continuous encouragement and moral support in preparing this project.

AVNINDRA GANGWAR
MBA (3RD SEM)

TABLE OF CONTENTS
CHAPTER 1 INTRODUCTION CHAPTER 2

COMPANY PROFILE
CHAPTER 3 RESEARCH METHODOLOGEY CHAPTER 4

RECRUITMENT & SELECTION

Complexity of the Function of Recruitment Recruitment Process Determining Requirement/ Manpower Planning Sourcing Resumes Short-listing/Screening Scrutinizing / Filtering Candidates Interviewing Tips for Successful Interview Evaluation and Selection Bad Recruitment Selection Selection Procedure Psychological Tests Types Tests

CHAPTER 5 DATA ANALYSIS

CHAPTER 6 FINDINGS CHAPTER 7 SUGGESTIONS CHAPTER 8 LIMITATIONS OF THE STUDY CHAPTER 9

CONCLUSION BIBLIOGRAPHY QUESTIONNAIRE

PREFACE
Human resources of an organization make or break an organization; they are the most important resource leading to the doom or boom of it. The pace of the development of a country is based upon its ability to develop and utilize the innate capacity and capabilities of its people. The most important economic resource of a nation is its manpower that is human resources. Being charged with establishing the human resources department in a small business can be both a challenge and a dilemma. The first of these is how to get started. The key to success, as with most things, is to being by listening, observing and learning about the organization. Finding out what the expectations are for your new job and the human resource function as a whole is critical. What was the purpose for creating new function? Whose idea was is to create your position, and who will be making the decision that will affect your work? What is the culture of the company, by whom, and how was human resource activities handled before you arrived? Answer of these questions can be gathered by conducting a need assessment through informal interviews with key staff members and management, along with your own assessment of the human resource function currently in place. This project on Recruitment and Selection in BIL, deals with the study of HR department in BIL. The project covers the detail related to recruitment and selection, the entire process in setting up the recruitment and selection, the various steps in the complete process of recruitment and selection.

OBJECTIVE OF THE STUDY

To have detailed understanding of the concept of recruitment & Selection, what it is, how it takes place, what it involves, what are the various tools and sources and the like.
To understand the Recruitment & Selection followed at BIL, different

tools or sources used by the organization to have pool of qualified candidates and the related activities.
Finally, to understand and learn the practical implementation of

Recruitment & Selection of BIL, how it takes place, what manner the process is followed, how sourcing, screening are done and the like.

CHAPTER 1
INTRODUCTION

INTRODUCTION
Recruitment is the process concerned with the identification of sources from where the personnel can be employed and motivation them to offer themselves for employment. According to Weather and Davis Recruitment is the process of findings and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. Thus, recruitment process is concerned with the identification of possible sources of human resource supply and tapping that source .In the total process of acquiring and placing human resource in the organization. Recruitment is a form of competition. Just as corporations compete to develop, manufacture, and market the best product and services, so they must also compete to identify, attract and hire the most qualified people. Recruitment is a business, and it is a big business. Recruitment is important because: Recruitment determines the present and future human resource requirements of the organization in conjunctions with human resource planning activities and job analysis activities. It helps to increase the pool of potential personnel and the organization has a number of options to choose from.
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 It helps in increasing the success rate of the selection process by filtering the number of under qualified or overqualified job applicants. It reduces the probability that applicants, once selected and made available to the organization, leave it after a short period of time It helps in. evaluating the effectiveness of various recruitment techniques and source of recruitment. It helps to meet the organizations legal and social obligations regarding composition of its workforce. Recruitment is a process consisting of various activities, through which search of prospective personnel- both in quantity and quality-as indicated by human resource planning and job description and job specification is made. Recruitment Planning-Recruitment process starts with planning which involves the determination of number of applicants and type of applicants to be contacted. Sources of recruitment- After the finalization of recruitment plan indicating the number and type of prospective candidates, they must be attracted to offer themselves for consideration to their employment.

Contacting sources-Recruitment is a two way street; it involves recruiter and recruit .A recruit has the choice of whom to recruit based on the various

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Information about the candidates in the way a recruit must have information about the organization to decide whether to join it or not. Application pool-When the sources of recruitment are contacted, the organization receives applications from prospective candidates. The number of applications depends on the type of organization, the type of job, and the conditions in specific human resource market. For examples, in the case of Indian Civil Services, the number of applicants runs into many thousands, In the corporate sector, an organization can expect more number of applications when it advertises for the positions of management/ executive trainees as compared to when it advertises for experienced personnel. To selection process- A selection process involves a number of steps- screening of application forms, selection tests, selection interviews, checking of references, physical examination, approval by appropriate authority and handing over the selected candidates to orientations and placement section.

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CHAPTER 2
COMPANY PROFILE

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COMPANY PROFILE
BHARTIYA INTERNATIONAL LTD. "Bhartiya" is one of India's largest Fashion Houses. Bhartiya International is India's largest manufacturerexporter of Leather Apparel for men, women and children. Bhartiya is a market leader in product innovation, design, quality and delivery execution. Bhartiya has achieved an annualized growth rate of over 30 in the last ten years, acquired/took over companies in Switzerland and Italy and established its own base in Europe and America for Design and Operations. The company is looking for Manager in Fashion Industry. Manufacturers and Exporters of All Type of Garments. Manufacturers and Exporters of Woollen Carpets, Handicrafts Items Etc. One of the largest fashion houses in India, Bhartiya International Ltd. is the largest manufacturer-exporter of leather apparel for men, women and... CLASSIFICATION: Handicrafts, Handmades, Gifts & Decoratives Carpets & Rugs Handicrafts, Handmades, Gifts & Decoratives - Upholstery, Quilting, Pintuck & Other Home Furnishing Fabrics

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Bhartiya International Limited E-52, New Mangla Puri, Mehrauli, Mandi Road, New Delhi - 110 030, India Call: +(91)-(11)-26803201 26803202 26803203 Fax: +(91)-(11)-26803485

Bharatiya International Ltd. E 52, New Mangla Puri, Mehrauli, New Delhi, Delhi 110030 T. T.F. 011 26803201. 011 26803202. 011 26803203 011 26808142 / 011 26808177

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MISSION

MISSION & VALUES

MISSION To create sustainable shareholder value by using design as a tool for innovation. To create lifestyle products, be it fashion or housing, which impire our clients and consumers, which influence emotions and behaviour to bring happiness. To provide differentiated product through innovation and design. To compete an irrelevant because the rules of the game are yet to be set. To create a new value for buyers, opening up new and uncontested market share. To align, innovation with utility, price and cost positions. To drive the costs down while simultaneously driving value up for the buyers. VALUES Our values are fundamental to our success. They are the foundation of our company, define who we are and set us apart from the competition. They underlie our vision of the future, our business strategies and our decisions, actions and behaviours. We live by them. They endure. Four core values are at the heart of Bhartiya: Empathy, Originality, Integrity and Courage. Empathy Originality Integrity Courage Working in other peoples shoes. Being Authentic and Innovative. Doing the Right Thing. Standing up for what we believe.

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LITERATURE REVIEW
FOUNDER
I started the fashion business in 1987 I was driven by a simple passion to create something unique. My only differentiation in the industry was design and how I applied it to innovate and this been with me throughout my life. In fact the starting with great design as a foundation, there is a snowball effect on the quality and execution of a product from start to finish. A product or service isnt good enough when it just works it needs to also work elegantly to be considered of a sufficient quality that makes it presentable. This belief is embedded deeply into Bhartiyas Corporate culture and permeates everyones values from management to the workers on the factory floor. I have a very simple philosophy that good design gives you pleasure and improves the quality of all our lives, be it a product, building or interior that work well, are affordable and look beautiful. Over time we have become specialist in creating design led lifestyle products; our Milan based design studio has always pursued an innovative approach in all of its endeavours. In fact, to this day, we continue to devise lifestyle products for top global brands like Hugo Boss, Zara, Massimo Dutti, Marks and Spencer, Trussardi, Replay, G-Star and many others. It is this expertise in creating lifestyle products, together with an innovative spirit and a sense of design, which we are now translating to develop living solutions at our Bhartiya City in Bangalore. Imagine a place where any walk to work, with open public spaces and event plazas for entertainment, pedestrian friendly streets with high street retail and more, all with international standard of international standard standard of infrastructure. This is a unique challenges.

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Creating an urban lifespace is as much about space management as it is about talking into account peoples aspirations and lifestyles. Bhartiya City takes modern urbanization several steps further and higher, by providing space not only to live, work, play and dream, but also to inspire ideas and desires. After all, a real estate development is much more than just bricks, mortar and cutting edge building technology, it is the building of a dream into reality.

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QUALITY POLICY

TO DELIVER STATE-OF-THE ART, SCALEABLE, MAINTAINABLE, HIGH QUALITY SOFTWARE SOLUTIONS THROUGH CONSISTENT ADHERENCE TO WELL ESTABLISHED QUALITY SYSTEM WITH FOCUS ON IMPROVED RETURNS TO OUR CLIENTS.

PASSION FOR DESIGN

I have a very simple philosophy that good design gives you pleasure and improves the quality of all our lives, be it a product, building or interior that work well, are affordable and look beautiful.
. Snehdeep Aggarwal

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PHILOSOPHY

No matter the type of business, our underlying elements remain the same. At the core is a thoughtful, methodical approach that centres on design as a tool for innovation. Design has been central to every economic activity we perform. We believe design is a simple yet powerful tool but not always well applied. This thought process has been static since we started back in 1987. Design is our conscious effort to impose a meaningful order. Design is our culture. Culture shapes values. Values determine the future. Over the last 25 year, we have created lifestyle products which has given our clients and consumers inspirations, and shown how design can influence emotions and behaviours to create human possibilities. Good design is timeless, and if you want something timeless you cant pander to the limitations of some hypothetical average user. Its too value a target. Le Corbusier said good design is intelligence made visible. I think design covers so much more than the aesthetic. Design is fundamentally more. Design is usability. It is Happiness. It is Accessibility. This is all design.

. Snehdeep Aggarwal

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BOARD OF DIRECTORS

Mr. Snehdeep Aggarwal - Founder & Chairman EXECUTIVE TEAM Mr. Peter Selvarajan Group President Mr. Arjun Aggarwal Group Executive Director Mr. Jatin Patel Managing Director, Sage Modern Capital Mr. Manoj Khattar Director Mr. Vijay Lulla CFO, Bhartiya Urban Mr. Nikhil Aggarwal Director Ultima Italia, Milan Mr. Chandrashekar VP Projects Mr. Sanjay Govil VP Finance Ms. Jaspal Sethi Director

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MILESTONES
1987 Bhartiya Galecha Industries established with its headquarters in Delhi. 1989 Started leather garment manufacturing 1992 Awarded the status of a recognized export house by Government of India 1993 Name changed to Bhartiya International 1994 Opens its first leather tranning factory in Bangalore 1995 Bhartiya International public listing on Bombay Stock Exchange, since then it has held an uninterrupted track record of profits and dividends. 1996 The company has acquired 10 acres of land near Madras for setting up a world class tannery. 1997 Became the Largest Leather garments company in India 1998 The company is all set to launch its brand MONKS ITALIA is Europe & America and has already set up a trading branch in Italy. 1998 Acquire tannery unit in Chennai (Capacity : 15 million sq.ft. finished leather per year) 1998 Set up own office in Switzerland 1998 Set up a Design Studio in Florence / Milan, Italy. 1998 Set up first foreign marketing office in Florence / Milan, Italy. 1998 Because the first Indian company to have product lines deigned exclusively by Italian designers. 2000 Listed on National Stock Exchange. Because the first Indian company to launch its own leather garments brand outside India. 2002 Diversified to textile and accessories manufacturing 2003 Acquired Ompel, a well established fashion furs and accessories business in Italy. Became the first Indian company in the industry to acquire a foreign company. 2003 Forms Bhartiya Urban Bhartiya Urban Infrastructure and Land Development Company.
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2004 Commences acquiring 125 acres in North Bangalore. 2005 Made its first diversification into Real Estate and Infrastructure business by acquiring premium land parcels in Bangalore. 2005 Bhartiya International opens marketing office in NYC. 2006 IL&FS, India leading infrastructure finance company forms strategic alliance in Bhartiya Urban. 2006 Bhartiya launches 325 unit residential project in Patiala, Punjab. 2006 Bhartiya International opens securing office in Hangzhow (China) to manage take care of sourcing & commercial operations. 2007 Signs, MOU with Lotte Group of Korea. 2007 Commences acquiring 250 acres in South Bangalore. 2007 Signs a MOU with the Andhra Pradesh Government to set up a Leather & Leather Products SEZ on 250 Acres. 2007 Signs MOU with Lotte Group of Korea 2007 Commences acquiring 250 acres in South Bangalore 2007 Sign MOU with the Andhra Pradesh Government to set up a Leather & Leather SEZ on 250 Acres. 2007 Establishes Sage Modern Capital, its financial advisory and fund management business, in London 2008 Sage Modern forms a strategic partnership with ICT, a leading infrastructure consultancy 2009 Finalised the masterplan for the Bhartiya City in Bangalore.

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BHARTIYA FOUNDATION

A fundamental challenge facing every society is to create political, economic and social systems that promote peace, human welfare and the sustainability of the environment on which life depends. We believe that the best way to meet this challenge is to encourage initiatives by those living and working closeset to where problems are located; to promote collaboration among the nonprofit, government and business sectors and to ensure participation by men and women from diverse communities and all levels of society. In our experience, such activities help build common understanding, enhance excellence, enable people to improve their lives and reinforce their commitment to society. Instigated by Mr. Snehdeep Aggarwal, the Foundation is active in numerous philanthropic activities ranging from education, health care and housing projects. Currently instigating the development of full services medical institution near Chennai and an international school in Bangalore.

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GROUP OF COMPANIES

BHARTIYA FASHION BHARTIYA URBAN BHARTIA CITY SAGE / MODERN

BHARTIYA FASHION
Bhartiya International Ltd. is Indias largest manufacturer and exporter of leather apparel. Investments and acquisitions over the years have made Bhartiya diversify into manufacturing and export of textile apparel, leather bags and accessories and for garments. Established in 1989, Bhartiya International is amongst the top 25 leather apparel manufacturers in the world. In appreciation of innovation, growth and performance, it has consistently won many awards and recognition from the Government of India. In the fiscal year 2006-2007, the company recorded a retail turnover of more than $80 million USD. The company is listed on National Stock Exchange of India and Bombay Stock Exchange.

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We are an established group with a global network of infrastructure and human resources. Our marketing and Merchandising officers in Milan New York Neuchatel - New Delhi, our production bases in Indian Subcontinent China Italy with our team of over 2500 associations around the work is committed to servicing some of the leading names in Fashion Apparel Industry. Bhartiyas manufacturing is complemented by strong product development capabilities. Bhartiya has established its subsidiary near Milan, Italy. The subsidiary houses a Design Studio which serves as Fashion research and product development centre. Creative teams designers, pattern makes and stitches develop seasonal collections based on fashion trends. Our well traveled design team keeps abreast of global fashion scene through dynamic association with our customers.

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BHARITAYA URBAN

Bhartiya Urban is the Real Estate & Infrastructure holding company of the Bhartiya Group. Not just building homes, Bhartiya Urban will develop valueadded, master planned communities that meet the homebuyers full spectrum of lifestyle needs. A pioneer of innovative community living concepts, it will be the prime developer of a truly iconic development not just in Bangalore but India.

Replicating its successful business model from its lifestyle and fashion business, it is extended its expertise in creating master planned communities for local markets. Simultaneously, it is developing new competencies in hospitality & leisure, malls, education, healthcare and financial services, which have evolved from its integrated approach to customer service and property development. From concept of finish out, throughout every stage of planning and development, everything, we do is geared towards the active lifestyles of the families who live in our communities. You see, we believe that a home should extend for beyond mere walls and property lines into the surrounding neighbourhood.

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An ambitious growth strategy has enabled Bhartiya Urban over five years, to acquired three large projects totaling 625 acres with a buildable floor area of circa 50 million square ft. In the intricacies of urban development, we specialize in large scale projects that involve multiple land uses, long construction lead times and multiple capital structures. Our focus on urban markets enables us to assess market potential where other may see more, while our development experience helps us execute complex transaction and shepherd projects through to completion. We also are accustomed to working with our development partners and local agencies to overcome the regulatory, land assembly environmental and capital issues that urban project typically encounter.

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MAJOR CLIENTS
The following is the list of major clients from whom we have long-term and recurring businesses going on: M/s Bhartiya International Ltd

L&T Infotech

Jalaja technologies Private Limited.

M/s J&J Leather Enterprises Limited. BUSINESS PARTNERS Zillion has marketing tie-ups with following business partners:

M/s Helios & Matheson

M/s System Logic Solutions M/s Coalesce Technologies Private Limited.

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OUR LIST OF SOFTWARE SERVICES CLIENTS INCLUDE:

M/s SAMSUNG India Software Operations, Bangalore

M/s Infineon Technologies India Pvt Ltd, ITPL, Bangalore

M/s Socrates India Pvt Ltd, Bangalore

M/s Satyam Computer Services Ltd, Bangalore

M/s IQS Software Services Pvt Ltd, Bangalore

M/s LogicaCMG India Pvt Ltd, Bangalore

M/s ISoft Solutions Pvt Ltd, Chennai M/s HCL Technologies Ltd, Chennai aM/s India Cements Information Ltd, Chennai M/s Infocomm Solutions Pvt Ltd, Bangalore

FINANCIAL POSITION OF BHARTIYA INTERNATIONAL LTD.

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BUSINESS SCENARIO GLOBAL

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BANGALORE PROJECT NORTH

Bangalore is the capital of the Indian state of Karnataka. Located on the Deccan Plateau in the south-eastern part of Karnataka, It is India's third most populous city and fifthmost populous urban agglomeration. Known as the Silicon Valley of India. Bangalore owes its pre-eminent position as the leading contributor to India's IT industry, and has developed into one of India's major economic hubs.

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Since independence in 1947, Bangalore grew to become the capital of Karnataka state. Today, as a large and growing metropolitan in the developing world, Bangalore is home to some of the most well-recognized colleges and research institutions in India, and has the second-highest literacy rate in the nation. Located in the northern section of the city of Bangalore, a short distance from the new International airport, we are building a new Destination. It will be a vibrant new; walk able and sustainable Urban District for Bangalore, master planned over 125 acres. Comprising of dwelling units, office space, retail hospitality and community and social elements, It will be an innovative and special Place, where residents, workers, visitors and transients alike will live and work, learned play. Bangalore North will be Distinctive; in the way it will be planned and developed, the new district will capitalize on local specificity and identity to build economic opportunity. This development is one of the single biggest development opportunities in Bangalore. Its close proximity to the new International Airport, straddling the new road linking Bangalore to the airport, the site offers unprecedented visibility and access.

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GARDEN HEIGHTS

Garden Heights is a first of its kind, luxurious condominium complex being brought to Patiala by Buildco, a Bharatiya Group Company. Located in the heart of the city, Garden Heights offers the best features of community living in a luxurious condominium complex. It is the perfect blend of the old world charm and contemporary lifestyle - a reflection of Patiala's nature. The complex offers spacious multi storied homes, surrounded by large, green areas. The impressive facade and the plush, spacious interiors make it an address that one aspires to own. In fact, Garden Heights is set to become the symbol of style and status in the city, enhancing the class and position of its surroundings too. Garden Heights is spread over 6.2 acres of land with less than a third being used for construction. The condominiums are located amongst rich green surroundings. The DCW green belt across the road and the limit less farmlands around the comples add to the lush green of Garden Heights. Intelligent thought has been given not just to the external environment, but also the location, layout, internal planning and amenities at Garden Heights. To retain the experience of independent homes, special care has been taken to

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provide privacy, naturallight and ventilation for each home. Garden Heights is a 324 condominium complex, comprising of 5 towers, each with a set of 4 buildings. Every building will be fitted with high speed elevators. While each tower will have 72 flats, you will find only 3 flats on one floor of every building. The condominum blocks are elegantly designed to reflect a rich taste. 3 B/R 3 Toilets - 1740 sq. fts. (108 Nos.) 3 B/R 2 Toilets - 1649 sq. fts. (60 Nos.) 2 B/R 2 Toilets - 1389 sq. fts. (48 Nos.) 2 B/R 2 Toilets - 1365 sq. fts. (108 NQs.) The 2 and 3 bedroom, homes with a covered area of 1350 to 1800 sq ft, are an ideal choice for those used to living in big homes. Spacious balconies and large windows ensure adequate light and ventilation. High quality white marble flooring in the living room and the bedrooms, the vitrified, anti skid tiles in the bathrooms and the granite counters in the kitchen enhance the grandeur of the homes. The wall finishes bring in the kind of sophistication that befits the taste of the residents of imperial Patiala.

BHARTIYA INTERNATIONAL SEZ LIMITED

Bhartiya International SEZ Ltd. (BISEZL), a public company, registered under the Indian Companies Act, 1956, and listed in the National and Bombay Stock Exchanges, is

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establishing a Special Economic Zone at Tada, Andhra Pradesh, for: Creating world class infrastructure for facilitating establishment of global scale manufacturing facilities for producing a variety of leather based products for the fashion capitals of the world. Enabling all support services within the SEZ to ensure manufacture of products at globally competitive prices. Engendering work atmosphere enthusing the workers to deliver their best. Establishing congenial living environment by providing unique off site facilities for those working and living in the zone. Offering global companies in the leather and allied sectors a unique and extraordinary opportunity to participate in the India Growth Story.

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BUSINESS INTERESTS

Diversified Business Group, with interests in Fashion, Real Estate and Infrastructure.

FASHION
o

A leading fashion company from India Largest market share in leather apparel exports from India Manufacturer, producer & marketing of finished leather and

garments, textiles, toys and accessories

o

Core strength lies in product innovation and design capabilities State of the art design studios in Milan, Italy Leather through fully integrated supply chain for production of

leather in its captive tanneries

Production facilities in low-cost locations, including India and China

o o

Sales offices in Europe, USA and Hong Kong Employs over 3000 people in various group companies. IPO in 1994, the company is currently listed on the NSE and BSE Track record of consistently rewarding its shareholders through an

un-interrupted track record of profits and dividends

o

Integrated capabilities : The only company in India that has captured the entire value chain : tannery production design brand - collection sale - marketing.

REAL ESTATE: Patiala, the first company to set up 325 residential apartment complex in

Patiala
o

BANGALORE (NORTH) - BANGALORE (SOUTH

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CAREER OPPORTUNITIES
CURRENT OPENINGS

Manager Coordination DGM Business Development

CONTACT US GURGAON 5th Floor, Master Piece Building, Golf Course Road, Sec-54 Gurgaon-122001 Ph.: 95124-4240400/401/402 Email: gurgaon.info@bhartiya.com DELHI E-52, New Manglapuri, Mandi Road (Mehrauli), New Delhi-110030, India Ph.: 0091-11-26808177, 26803201-02, Fax: 0091-11-26803485 Email: bhartiya@bhartiyainternational.com BANGALORE Factory (Leather Garments) NO. 27/2, Village Gottigere, Uttarahalli Hobli, (Bannerghata Road), Bangalore, India

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CHENNAI 330, EVR Periyar High Road, 3RD, Rakhi Plaza, Aminji Karai, Chennai-600029, INDIA ITALY Branch: VIA G. Amendola, 2, 50058, Singa (FI) Italy, Ultima Italia SRL VIA DEI Tigli, 4, 26010 Casaletto Vaprio (CR), Italy SWITZERLAND Ultima S.A., Rochettes 42, 2012 Auvernier, Switzerland U.S.A. Bil Group LLC, 209 West 38th Street (Suite 1010) New York 10018, USA

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Sage Modern Capital is a private investment firm, headquartered in New Delhi, with offices in London, specialising in infrastructure assets in India. An enormous opportunity exists for infrastructure investments in India resulting from favourable factors including robust macro economic trends, a regulatory environment conducive to business, multiple exit opportunities and an increased awareness of this asset class as a source of capital. A focused investment strategy that if successfully executed is likely to result in significant value creation for investors. Established in February 2007, its Directors and Managers bring a combined 145 years of infrastructure experience in India- originating over US$5bn of infrastructure projects as principals with a multiple exceeding 4 times, and over US$3bn as consultants. The experience and high level contacts of its investment team and principal shareholders give Sage a central position in the Indian Infrastructure sector. The Sage investment team comprises over 10 professionals with backgrounds in the private sector and government, giving an in depth understanding of the Indian business environment. Previous roles range from senior positions in fund management, banking, government and private business to pure infrastructure experience, as principals and as strategic advisers, conceiving, structuring and procuring the delivery of infrastructure projects.

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Crucial to the business and a real barrier to entry is deal origination, which at Sage is based on deep relationships and detailed industry knowledge. This enables the investment team to access good quality, strategic projects from its own extensive range of industry and public sector contacts and from that of its key strategic partners - industry leaders: IL&FS, Voyants Solutions and BUILDco. IL&FS is considered as Indias leading infrastructure development and finance company, with shareholders that include State Bank of India, HSBC Group, ADIA, IFC Washington and Government of Singapore. Sage commits its own capital to its funds and works with Operators who demonstrate commitment by taking a majority investment position in each project that Sages funds invest in. The team is experienced selecting best in class Operators, in agreeing detailed business plans, monitoring performance and realising value for investors when exiting the company. Sage professionals are proactive board members who understand the development process. Sages investment strategy is to leverage its on the ground expertise to identify good infrastructure projects, normally with title and planning consents in place, to identify and partner appropriate Operators, to work with the Operator through the construction and revenue growth phase and then exit once the project has been fully or partially stabilised. It seeks to acquire a portfolio of projects in different sectors to diversify risk, and by careful project selection methodology to provide attractive risk adjusted returns for investors, with relatively low volatility and correlation to traditional assets. Infrastructure investments typically display the following characteristics: significant underlying asset base, whether through ownership of, or contractual or concession-based rights to the economic benefits of, the asset base; relatively low volatility return, given that, in general, the main risks to cash flows can be quantified and mitigated through contractual arrangements and other means; primary value creation through optimisation of capital structure with less of a focus on planned transformational and operational change than would typically be seen

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with a private equity asset; low correlation of returns to macro-economic cycles, given the essential nature of assets and services; provided by the businesses, which leads to high barriers to entry and relative price inelasticity; partial correlation of returns to inflation; and potential for material capital growth including gains from refinancings.

Examples of infrastructure asset classes are shown below: TRANSPORT INFRASTRUCTURE Toll roads, bridges, tunnels and road maintenance Ports Airports and air traffic control Rail Ferries Bus and light rail franchises

Utilities Water treatment and distribution Electricity distribution Power generation Oil and gas distribution and storage Waste processing Communications infrastructure

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SOCIAL/URBAN INFRASTRUCTURE Healthcare facilities Education facilities Special Economic Zones Business Parks Integrated Townships

Sage is committed to a corporate governance process that ensures adherence to global "Best Practice" standards and transparency in its operations. The Firm remains committed to being at the forefront of product innovation and development and to providing investors with ongoing support, and liaison. Thank you for taking the time to visit our website. We encourage you to contact us directly if you would like to learn more about Sage and its services.

India Delhi Sage Modern Capital E-52, New Manglapuri Mandi Road, Mehrauli New Delhi Pin - 110030 Tel: +91 11 2680 3201/3 Fax: +91 11 2680 3485

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JOIN - BHARTIYA INTERNATIONAL LIMITED

Each BHARTIYA COMPANY depends on the quality of their staff for their success. Those who work with us are knowledgeable, friendly and all have the ambition to succeed. Our professionals bring to bear extensive experience and numerous complementary skills, from design to investment banking, principal investing, to fund investing, marketing to legal and financial accounting. No mater what your background at BHARTIYA we execute as one team bringing to bear all our resources for our clients. If you would like to be part of such an organization, we request you to kindly contact us. Use the form below to get in touch with us. Alternatively you can call us or email us at bhartiya@bhartiya.com

Your Name (Required)

Your email address (Required)

Question/Comments

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CHAPTER 3
RESEARCH METHODOLOGY

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RESEARCH METHODOLOGEY
Research is a common language refers to a search of knowledge. Research is scientific & systematic search for pertinent information on a specific topic, infect research is an art of scientific investigation. Research Methodology is a scientific way to solve research problem. It may be understood as a science of studying how research is dont scientifically. In it we study various steps that are generally adopted by researchers in studying their research problem. It is necessary for researchers to know not only know research method techniques but also technology. The scope of Research Methodology is wider than that of research methods. The research problem consists of series of closely related activities. At times, the first step determines the native of the last step to be undertaken. Why a research has been defined, what data has been collected and what a particular methods have been adopted and a host of similar other questions are usually answered when we talk of research methodology concerning a research problem or study. The project is a study where focus is on the following points: RESEARCH DESIGN A research design is defined, as the specification of methods and procedures for acquiring the Information needed. It is a plant or organizing framework for doing the study and collecting the data. Designing a research plan requires decisions all the data sources, research approaches, Research instruments, sampling plan and contact methods. Research design is mainly of following types: 1. Exploratory research. 2. Descriptive studies 3. Casual studies

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EXPLORATORY RESEARCH

The major purposes of exploratory studies are the identification of problems, the more precise Formulation of problems and the formulations of new alternative courses of action. The design of exploratory studies is characterized by a great amount of flexibility and ad-hoc veracity. DESCRIPTIVE STUDIES Descriptive research in contrast to exploratory research is marked by the prior formulation of specific research Questions. The investigator already knows a substantial amount about the research problem. Perhaps as a Result of an exploratory study, before the project is initiated. Descriptive research is also characterized by a Preplanned and structured design. CASUAL OR EXPERIMENTAL DESIGN A casual design investigates the cause and effect relationships between two or more variables. The hypothesis is tested and the experiment is done. There are following types of casual designs: I. II. III. IV. V. VI. VII. After only design Before after design Before after with control group design Four groups, six studies design After only with control group design. Consumer panel design Exposit facto design

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B)

DATA COLLECTION METHOD

PRIMARY

SECONDARY

Direct personal Interview Indirect personal Interview Information from correspondents Mailed questionnaire Question filled by enumerators.
Published Sources Unpublished Sources

Govt.Publication Report Committees & Commissions Private Publication Research Institute

PRIMARY DATA These data are collected first time as original data. The data is recorded as observed or encountered. Essentially they are raw materials. They may be combined, totaled but they have not extensively been statistically processed. For example, data obtained by the peoples. SECONDARY DATA Sources of Secondary Data Following are the main sources of secondary data: 1. Official Publications: Publications of the BHARTIYA INTERNATIONAL LIMITED and by the corporate office of BHARTIYA INTERNATIONAL LIMITED.

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2. Publications Relating to Trade: Publications of the trade associations, stock exchange, trade union etc. 3. Journal/ Newspapers etc.: Some newspapers/ Journals collect and publish their own data, e.g. Indian Journal of economics, economist, Economic Times. 4. Data Collected by Industry Associations: For example, data available with BHARTIYA INTERNATIONAL LIMITED.. 5. Unpublished Data: Data may be obtained from several companies, organizations, working in the same areas. For example, data on BHARTIYA INTERNATIONAL LIMITED magazines. Period of Study: This study has been carried out for a maximum period of 8 weeks. Area of study: The study is exclusively done in the area of marketing. It is a process requiring care, sophistication, experience, business judgment, and imagination for which there can be no mechanical substitutes. Sampling Design: The convenience sampling is done because any probability sampling procedure would require detailed information about the universe, which is not easily available further, it being an exploratory research. Sample Procedure: In this study judgmental sampling procedure is used. Judgmental sampling is preferred because of some limitation and the complexity of the random sampling. Area sampling is used in combination with convenience sampling so as to collect the data from different regions of the city and to increase reliability. Sampling Size: The sampling size of the study is 50 users. METHOD OF THE SAMPLING: Probability Sampling It is also known as random sampling. Here, every item of the universe has an equal chance or probability of being chosen for sample. Probability sampling may be taken inform of:

50

Simple Random Sampling A simple random sample gives each member of the population an equal chance of being chosen. It is not a haphazard sample as some people think! One way of achieving a simple random sample is to number each element in the sampling frame (e.g. give everyone on the Electoral register a number) and then use random numbers to select the required sample. Random numbers can be obtained using your calculator, a spreadsheet, printed tables of random numbers, or by the more traditional methods of drawing slips of paper from a hat, tossing coins or rolling dice. Systematic Random Sampling This is random sampling with a system! From the sampling frame, a starting point is chosen at random, and thereafter at regular intervals. Stratified Random Sampling With stratified random sampling, the population is first divided into a number of parts or 'strata' according to some characteristic, chosen to be related to the major variables being studied. For this survey, the variable of interest is the citizen's attitude to the redevelopment scheme, and the stratification factor will be the values of the respondents' homes. This factor was chosen because it seems reasonable to suppose that it will be related to people's attitudes Cluster and area Sampling Cluster sampling is a sampling technique used when "natural" groupings are evident in a statistical population. It is often used in marketing research. In this technique, the total population is divided into these groups (or clusters) and a sample of the groups is selected. Then the required information is collected from the elements within each selected group. This may be done for every element in these groups or a subsample of elements may be selected within each of these groups.

51

Non Probability Sampling It is also known as deliberate or purposive or judge mental sampling. In this type of sampling, every item in the universe does not have an equal, chance of being included in a sample. It is of following type: Convenience Sampling A convenience sample chooses the individuals that are easiest to reach or sampling that is done easy. Convenience sampling does not represent the entire population so it is considered bias. Quota Sampling In quota sampling the selection of the sample is made by the interviewer, who has been given quotas to fill from specified sub-groups of the population. Judgment Sampling The sampling technique used here in probability > Random Sampling. The total sample size is 50 profiles. Data Collection : - Data is collected from various customers through personal interaction. Specific questionnaire is prepared for colleting data. Data is collected with mere interaction and formal discussion with different respondents and we collect data in BHARTIYA INTERNATIONAL LIMITED and face to face contact with the persons from whom the information is to be obtained (known as informants). The interviewer asks them questions pertaining to the survey and collects the desired information. Thus, the we collect data about the working conditions of the workers of BHARTIYA INTERNATIONAL LIMITED; we worked at BHARTIYA INTERNATIONAL LIMITED contact the workers and obtain the information. The information obtained is first hand or original in character.

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IMPORTANCE OF THE STUDY

Without focusing the pattern of management, organization philosophy highlights on achieving a surely where all citizens(employees) can leader a richer and fuller life. Every organization, therefore, strikes for greater productivity, elimination of wastes, lower cost and higher wages, so the industry needs a stable and energetic labors force that can boast of production by increased productivity. To achieve these objectives a good recruitment process is essential. By which industry strikes right number of persons and right kind of persons at the right time and at right places through and the planning period without hampering productivity.

SCOPE OF THE STUDY

At this point we are not concerned with desirability of recruitment process since it can not be avoided. Instead our concern is focused of those questions like recruitment for what purpose. On what basis should it be written down and saved or not? If saved for ever or for a year or two? These are issue to be argued and these are the elements that make manpower planning ground or bad, effective or ineffective.

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CHAPTER 4
RECRUITMENT & SELECTION

54

RECRUITMENT & SELECTION

Edwin B Flippo defined recruitment as process of searching for prospective employees and stimulating them to apply for jobs in the organization.

Once the required number and kind of human resources are determined, the management has to find the places where required human resources are or will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Technically speaking the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Objectives of Recruitment To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies. To induct outsiders with a new perspective to lead the company. To infuse fresh blood at all levels of the organization. To search or head hunt people whose skills fit the companys values. To devise methodologies for assessing psychological traits. To search for talent globally and not just within the company. To design entry pay that competes on quality but not on quantum. To anticipate and find people for positions that does not exist yet.

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Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programs, etc. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "offhand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence. In some countries, such as the United States, it is legally mandated to provide equal opportunity in hiring. FACTORS AFFECTING RECRUITMENT Both internal and external factors affect recruitment. The external factors include supply of and demand for human resources, employment opportunities and/or unemployment rate, labor market conditions, political, legal requirement and government policies, social factors, information systems etc. The internal factors include the companys pay package including salary, fringe benefits and incentives, quality of work life, organizational culture, career planning and growth opportunities, size of the company, companys product/services, geographical spread of the companys operations viz., local,national or global, companys growth rate, Role of Trade Unions and cost of recruitment. 56

COMPLEXITY OF THE FUNCTION OF RECRUITMENT Performing the function of recruitment i.e. increasing the selection ratio is not as easy as it seems to be. This is because of the hurdles created by the internal factors and external factors which influence an organization. The first activity of recruitment i.e. searching for prospective employees is affected by many factors like: 1. Organizational policy regarding filling up of certain percentage of vacancies by internal candidates. 2. Local candidates (sons of soil). 3. Influence of trade unions. 4. Government regulations regarding reservations of certain number of candidates based on community/region/ caste/ sex. 5. Influence of recommendations, nepotism etc. As such, the management is not free to find out or develop the source of desirable candidates and alternatively it has to divert its energies for developing the sources within the limits of those factors though it cannot find suitable candidates for the jobs. The degree of complexity of recruitment function can be minimized by formulating sound policies. A few progressive companies in India like Larsen & Toubro, Hindustan Lever, Procter & Gamble and a few others have exemplary policies of recruitment which even International companies are trying to emulate. vacancies to

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RECRUITMENT PROCESS

Find requirement

Understand requirement

Follow up till to joining of candidate

Search the profile

Set schedule of interview

Validity the profile

Client satisfactory

Follow up

Send to client

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DETERMINING REQUIREMENT/ MANPOWER PLANNING

The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (i) number and (ii) type of applicants to be contacted. A human resource plan need not be highly complicated. A straightforward plan will help organizations to:

Assess future recruitment needs. Formulate training Programmers. Develop promotion and career development policies. Anticipate and, where possible, avoid redundancies. Develop a flexible workforce to meet changing requirements. Control staff costs whilst ensuring salaries remain competitive. Assess future requirements for capital equipment, technology and premises.

Management is responsible for producing the human resource plan, senior management for supporting it. Implementation is likely to be most effective if it carries the support of the workforce, normally achieved through consultation with trade union or other employee representatives. Producing a human resource plan involves:

Forecasting staffing requirements against business objectives. Assessing the available supply of people to meet those requirements. Matching available supply against forecast demand.

Information on current employees, labour turnover and the labour market will help in the formulation of the plan. SOURCING RESUMES There are several sources and they may be broadly categorized into (i) internal and (ii) external

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(i)

INTERNAL SOURCES: Many organizations try and identify employees

from within the organization to be groomed to take on higher responsibilities. Internal recruitment seeks applicants for positions from those who are currently employed. Some of the internal sources are: a) Present Employees: Promotion and transfers from among the present employees can be a good source of recruitment. Promotion to higher positions has several advantages. It builds morale, encourages competent individuals who are ambitious etc. Transfers are often important in providing employees with a broadbased view of the organization, necessary for future promotions. b) Employee Referral: Employees working with an organization recommend their friends or acquaintances for vacant positions in the organization. Referrals can be an effective way of recruiting. Many prospects can be reached at a very low cost. c) Former Employees: Former employees are also an internal source of applicants. Some retired employees may be willing to come back to work on a part-time basis or may recommend someone who would be interested in working for the company. An advantage with this source is that the performance of these people is already known. (ii) External Sources: To meet demands for talent brought by business growth to seek fresh ideas or to replace employees who leave, organizations periodically turn to the outside labor market. Managers look outside the firm for people who have not worked for the organization before. Some of the sources are: a) Advertisements: These constitute a popular method of seeking recruits as many recruiters prefer advertisements because of their wide reach. Ads describe the job and the benefits, identify the employer and tell who those are interested and how to apply. Factors influence the response rate to advertisement include : Identification of the organization. Labor-market condition. The degree to which advertisement. 60 specific requirements are included in

b) Employment Exchanges: Employment exchanges have been set up all over the country in deference to the provisions of the Employment Exchanges Act, 1959.The Act applies to all industrial establishments having 25 workers or more each. The Act requires all industrial establishments to notify vacancies before they are filled.thus employment exchange act as a link between the employers and the prospective employees. c) Walk-Ins: The most common and least expensive approach for candidates is direct applications; in which job seeker submit unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs. From employees viewpoint. Walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. While direct applications are particularly effective in filling entry- level and unskilled vacancies, some organizations compile pool of potential employees from direct applications for skilled positions. d) Specialist And Professional Journals: Less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies. e) Campus Recruitment: Maintaining contact with schools, colleges and careers advisers will ensure that the organizations needs for school/college leavers with particular skills and abilities are known. It can be particularly useful as college/institutes are fertile ground for recruiters. f) Internet: Is beginning to emerge as a recruitment medium. It is mainly used for graduate-level and technical jobs because it tends to target a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow. Various job sites like Naukri .com,Times job.com,Monster.com etc come in very handy in finding candidates with the desired skills. SHORT-LISTING/SCREENING Screening of applications can be regarded as integral part of recruiting process. The selection process will begin only after the applications have been short listed. 61

Applications receives in response to advertisements are screened and only eligible applicants are called for an interview. The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Short-listing is the transition phase between recruitment and selection. It is the stage where total number of applicants is reduced to select the group the employer wishes to carry on to the selection phase. Care must be exercised, however, to assure that potential employees are not lost. In screening, clear job specifications are invaluable. It is both a good practice and legal necessity that applicants qualifications be judged on the basis of their knowledge, skills, abilities and interests required to do te job. Short-listing should always be carried out using the person specification so that applications can be measured and assessed against criteria and be made on the basis of fact and not assumptions. Short-listing must be carried out independently by at least two people and ideally, as many of the interview panel as possible. The attributes in the person specification must be consistently applied to all candidates irrespective of their gender, ethnic origin age, socio-economic background, disability, religious or political beliefs, family circumstances, sexual orientation or other irrelevant factors. After individual assessment of each application, decision of whom to short list must be taken. SCRUTINIZING / FILTERING CANDIDATES Some methods or techniques are used to filter/scrutinize the candidates, i.e., to reduce the number of applicants and also to gather relevant information needed before conducting the interview. Techniques/methods involve: Case Studies: Job related case studies can be used during the selection process to test the depth of experience and knowledge the candidates possess on a certain topic. The case study can form the basis of a discussion and is a useful way of probing the candidates knowledge and judgment.

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 In-Tray exercise : It can be useful to put together a number of typical work issues into an 'in tray' exercise and ask the candidate to place them in order of priority and give suggestions as to what action should be taken on each. Group Discussions: Group discussions can be used to assess the candidates in logical formulation of argument, how they relate to other members of the group, experience and knowledge of a topic. It is normal practice to inform candidates to expect a group discussion beforehand and so consideration needs to be given as to when to introduce the topic. E.g. do you write and let them know or introduce the topic when all of the candidates are assembled ready for the group discussion. As with the case study the group discussion must be relevant to the post and the assessors must be quite clear what they are looking for to ensure standardization of marking. Aptitude Test: It helps to determine a persons potential to learn in a given area. An example of such a test is the General Management Aptitude Test (GMAT) which many business students take prior to gaining admission to a graduate business school programme. Personality Test: These tests are given to measure a prospective employees motivation to function in a particular working environment. There are various tests designed to assess a candidates personality. The Thematic Apperception Test (TAT) assesses an individuals motivation and achievement level. Other personality tests include CPI, TTS, and MMPI to assess specific personality traits. Role Play: Ina role play, you are given a particular role to assume for a certain task. The task will involve dealing with a role player in a certain way and there will be an assessor watching the play.

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 Presentation: You may be asked to make a formal presentation to a number of assessors either on a topic given in advance or in some cases to interpret and analyze given information and present a case to support a decision.

INTERVIEWING
The next step in the selection process is employment interview. Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Interview is a formal, in-depth conversation conducted to evaluate the applicants acceptability. It allows a two-way exchange of information, the interviewers learn about the applicant, and the applicant learns about the employer. Every candidate should be offered the same opportunities to give the best presentation of themselves, to demonstrate their suitability and to ask questions of the interviewer. An interview is a conversation between two or more people (The interviewer and the interviewee) where questions are asked by the interviewer to obtain information from the interviewee. Interviews can be divided into two rough types: interviews of assessment and interviews for information.

ASSESSMENT The most common type of interview for assessment is a job interview between an employer and an applicant. The goal of such an interview is to assess a potential employee to see if he/she has the social skills and intelligence suitable for the workplace. Similar interviews are also used for admissions to schools, allotment of grants, and other areas. Highly personal questions and those unrelated to the job at hand are forbidden, as are questions which invite discrimination. However some interviewers tend to ask such

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questions in order to see how the interviewee reacts and if she is able to elegantly avert the question. Another important type of interview is the psychological one that can be divided into two forms: structured and unstructured. Structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen. Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. INFORMATION The second class of interviews is those seeking to gather information about a subject. These types of interviews are central to the practices of journalism and instructional design. Such interviews are also important to any non-fiction writer or researcher. In general the quotes and information gathered in these interviews are used in a publication or edited for broadcast. These interviews are used by journalists, law enforcement and private investigators. A recent technological trend in journalism interviewing has been the rise of e-mail interviews. These interviews differ from traditional telephone and face-to-face interviews in that interviewees can have more time to formulate a written response.

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Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best. PREPARING THE INTERVIEW The interviewer should prepare by:

Reading the application form, job and person specifications to identify areas which need further exploration or clarification.

Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, eg job knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?

Being ready for the candidates' questions, and trying to anticipate what additional information they may seek.

CONDUCTING THE INTERVIEW Interview is a formal, in-depth conversation conducted to evaluate the applicants acceptability. It allows a two-way exchange of information, the interviewers learn about the applicant, and the applicant learns about the employer. Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc.

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If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidate's interaction with possible colleagues. The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down.

Give some background information about the organization and the job - this helps everyone to focus on the objective.

Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (i.e. ones that can't be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'.

Avoid leading questions. Listen, and make brief notes as necessary on salient points. Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have.

Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary - be careful to avoid inadvertent discrimination.

Tell the candidate what will happen next and when to expect to hear from the organization.

POST INTERVIEW ASSESSMENT AND DECISION

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More often than not there are more candidates than vacancies. The selectors should assess the suitability of each individual candidate instead of comparing the merits of candidates. It should: Systematically assess the evidence obtained in the light of the job requirements. In assessing evidence concentrate on solid facts of past behavior as indicators of motivation, attitudes, values, personal qualities and abilities and in sum of potential to do the job. There is a little correlation between the behavior and likely behaviour in the actual environment and conditions of work. In the assessment process take account of all available evidence. The documents are very useful when written by the authorities competent to confirm the facts of past performance. They are of much more doubtful value when they purport to assess suitability for employment because of the likelihood of bias and the writers probable lack of direct knowledge of the job requirements.

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TIPS FOR SUCCESSFUL INTERVIEW

Your business survival depends on hiring the right people. But finding the best employees can be tricky, and if you dont have the right interviewing skills, you risk losing a brilliant candidate- or worse- hiring a person thats not qualified for the job. Here are few tips: 1. Pace your interview Use your first few questions to loosen up the candidate and set the tone for the rest of the interview. Questions that deal with a person's work experience -- such as "Tell me about a typical day on your current job. What do you like about it? What don't you like?" -- can get a candidate to open up and start talking...which, after all, is the point of an interview. 2. Listen more than you speak If you're spending more than 20 percent of the interview talking, then you're not giving the candidates a chance to talk about themselves. The purpose of an interview is to help you make a decision based on how a person responds to your questions. You need to take time to listen to those responses. 3. Set a schedule Put interviews on your calendar, and treat them as you would any other business appointment. Make sure you give the candidate your undivided attention - clear your desk, put your phone on "do not disturb", close your door and let people in your office know you don't want to be interrupted. 4. Ask open-ended questions Avoid any question that can be answered with a simple yes or no. Instead, use openended questions that encourage candidates to talk about themselves. Listen to responses,

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and ask plenty of follow-up questions such as "Why do you think that's the case?" or "How did you do that?" If you need more information, ask the candidate for it. 5. Ask questions before you describe the job Avoid providing a detailed job description at the beginning of the interview. A smart person will pick up on your description, and start phrasing all responses around what he or she perceives you want to hear. By asking as many questions as possible before you review the job, you'll be encouraging more honest answers. 6. Avoid standard questions Everyone knows some of the typical interview questions - Where do you want to be five years from now? What are your strengths and weaknesses? Tell me about yourself? The problem with these questions is that many candidates have spent time preparing their responses. These scripted comments are of little use to you. Instead, try to come up with challenging questions that force interviewees to think on their feet and give an honest appraisal of their strengths and limits. For example, scenario-based questions, where you ask the candidate to react to a typical on-the-job situation, can paint a more accurate picture. 7. Consider a two-interview process Use a first interview to pare down candidates to the top two or three. Then use a second round of interviews to select the best. The second interview should be conducted by people who will interact with the candidate more closely. Their input is important. 8. Know what you can't ask The law is very strict regarding questions you can't ask during a job interview. In general, these forbidden questions are ones where the answer could be used to discriminate against a potential employee. They usually focus on non-job-related information such as age, race, marital status, or disability. For more on what you can't ask during a job interview. 70

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EVALUATION AND SELECTION

Evaluation and control is necessary as considerable costs are incurred in the recruitment process. Consideration should be given as to whether the recruitment methods used are valid and whether the recruitment process itself is effective. Stastical information on the cost of advertisement, time taken for the process, and the suitability of the candidates should be gathered and evaluated. Continual monitoring of your recruiting process will lead to better hires. When you identify an issue in your process, adjust your programs accordingly. In addition to tracking traditional metrics such as time-to-fill and cost per hire, make sure you take in account ways to measure some of the intangible metrics, such as quality of hire and retention. Keeping track of your recruiting and retention successes and challenges will help you fine tune your program into an effective and efficient hiring system that your whole company can embrace. BAD RECRUITMENT A very important concept that the recruiter should be aware of at the time of evaluation and selection is that of Bad Recruitment. While doing recruitment it should always be kept in mind that it does not turn out to be a bad recruitment. The entire effort, time, cost and resources that are spent in the recruitment process, go wastes if the recruitment turns out to be a bad recruitment. A bad recruitment is one where the hired candidate is not able to do justice to the role/job assigned to him/leaves the organization very soon/the cost of recruitment is higher than the value addition that the new employee is expected to do in the organization etc. In such scenario the entire purpose of recruitment is defeated, hence at the time of recruiting, the HR manager should all the time have at the back of his mind that his recruitment should not turn out to be a bad recruitment.

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BAD RECRUITMENT OCCURS IN 3 SITUATIONS: Cannot do: The person lacks the skills required. Will not do: The person lacks attitude. Does not know what to do: The person lacks knowledge. Cost Of Bad Recruitment Include: Direct Recruitment Cost Induction Cost De- motivation Cost Client Related Leaving Cost Why Bad Recruitment Occurs? Recruitment has acquired immense importance in todays organizations. Organization has realized the value of human capital and its role in their development. Recruitment is the first step in the process of acquiring and retaining human resources for an organization. In todays rapidly changing business environment organizations have to respond quickly to requirements for people.Bad recruitment affects the company and the individual. The wrong person doing the wrong job is harmful to the companies. Yet in all cases, the causes of the bad recruitment can be traced to one of the following reasons: Poor analysis of job function. Poor analysis of necessary personality- skill profile. Inadequate initial screening. Inadequate interview. Poor utilization of second opinions. References were not checked.

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Recruitment procedure at BHARTIYA INTERNATIONAL LIMITED.

Manpower planning is done in accordance with annual budget

START

The short-listed candidates are informed of the selection process venue & time at least 48 hrs in advance I I

The concerned requisition then goes to higher of additional In case authorities for manpower requirement, department head fills the Manpower approved manpower requisitionto be plotted by carrying form out job description

Yes

Has the candidate reached on time?

No

HR identifies the sourcing channel (Ads, Referrals, Job portals, Consultants)

Has the candidate The candidate fills up the cleared the test? interview process form Yes No

The candidate goes through Candidate goes through HR the aptitude/technical test round of interview

II

Short-listing of resume is done vis--vis J.D.In addition, age matrix is followed for short listing Yes After shortlisting, validation is done & accordingly interview is scheduled

Has the candidate qualified 1st round of interview? No

Candidate goes through technical round of interview

Has the candidate d n qualified 2 round of interview?

II

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II

Yes No Candidate appears for the Candidate goes through final psychometric test before final HR round of interview round of interview

II

His/ Her candidature is not considered

Has candidate cleared all rounds? Yes II

No Are the Candidate is asked to submit documents necessary documents authentic? HR verifies the documents submitted

No
Are credentials No authentic? Yes

HR checks his credentials through referrals

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Yes Candidate undergoes a medical check-up as part of joining HR issues offer letter within 24 hrs END On joining, the candidate is formally inducted and joining formalities are completed

STEP 1: The recruitment process starts with manpower planning. Manpower planning is done in accordance with annual budget. In case of additional manpower requirement, the department head fills up the manpower requisition form. (Refer annexure) STEP 2: The concerned requisition then goes to higher authorities for the position approval. STEP 3: Manpower approved to be plotted by carrying out job description involving the skills, knowledge and the kind of candidate required. STEP 4: HR identifies the sourcing channels and begin sourcing CVs from various sources like job portals, consultants, referrals etc.

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STEP 5: The HR then short-list the resumes vis--vis job description. Age-matrix is also followed in short-listing of resumes. STEP 6: The short-listed candidates are then validated, i.e., they are informed and accordingly interview is scheduled. STEP 7: The HR intimates short-listed candidates the time and venue at least 48 hours in advance. STEP 8: Every candidate whos CV has been short-listed has to go through 3 rounds of interviews, before the final decision to hire the candidate is made. STEP 9: The candidate would be asked to fill up interview process form before the interview starts. STEP 10: Depending on the position applied for the candidate goes through the aptitude/ technical test. Once the candidate cleared test, he/she goes through the first round of interview.

STEP 11: The HR takes first round of interview; this is mainly to assess the candidates communication skills, presentation skills and how well he/she fits into the organizational culture. After qualifying the first round, the candidate goes through the second round of interview. STEP 12: Second round of interview is the technical round taken by functional manager. In the technical round mainly candidates overall knowledge and expertise are judged. STEP 13: Having being qualified the second round of interview, the candidate appears for the psychometric test before final round of interview.

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STEP 14: The psychometric test is mandatory for all employees irrespective of the level/ position applied for. After psychometric test, there is an HR round where the salary of the candidate is negotiated. STEP 15: After clearing all the rounds, the candidate is asked to submit necessary documents. Documents include salary slip, copy of appointment letter, increment letter (if applicable), form 16 and other identity proofs such as proof of residential address, copies of mark sheet from 10th onwards. The HR verifies the documents. STEP 16: Once the documents are found to be authentic, reference check is done, i.e., HR checks his/her credentials through referrals and appointment letters are generated. Step 17: Having been found credentials authentic, candidate undergoes a medical checkup as part of joining. HR issues offer letter within 24 hours. STEP 18: The candidate is formally inducted and joining formalities are completed.

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SELECTION PROCESS
Selection is the process of choosing the most suitable persons out of all the applicants. In this process the relevant information about applicants is collected through a series of steps so as to evaluate their suitability for the job to be filled. Selection is the process of matching the qualifications of the applicants with the job requirements. Selection can also be described as the process of rejection because generally more candidates are turned away than are hired. _ Selection is different from recruitment; Recruitment technically precedes selection in the following ways-: 1. Recruitment involves identifying the sources of manpower and stimulating them to apply for the job in the organization. n the other hand selection is the process of choosing the best out of those recruited. 2. Recruitment is positive as it aims on increasing the number of applications for wider choice or-- for increasing the selection ratio. Selection is negative as it rejects the large number of applicants to identify the few who are suitable for the job. 3. Recruitment involves prospecting or searching whereas selection involves comparison and choice of candidates. The purpose of selection is to pick up a right person for every job. Selection is an important function as no organization can achieve its goals without selecting the right people. Faulty selection leads to wastage of time and money and spoils the environment of an organization. Scientific selection and placement of personnel can go a long way in building up a stable work force. It helps to reduce absenteeism and labor turnover. Proper selection is helpful in increasing the efficiency and productivity of an enterprise.

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The selection process consists of series of steps. There is no standard selection procedure to be used in all organizations for all type of jobs. But still the steps involved in employee selection can be described as under 1. Preliminary interview: First of all, initial screening is done to weed out totally undesirable/unqualified candidates at the outset. Preliminary interview is essentially a sorting process in' which prospective candidates are given the essential information about the nature of the job and the organization. Preliminary interview saves time and efforts of both the company and the candidate. It avoids unnecessary waiting for the rejected candidate and waste of money on further processing of an unsuitable candidate. Preliminary interview helps to determine whether it is a worthwhile for a candidate to fill up application form. Preliminary interview is brief and generally carried out by a junior executive across the counter or at the reception office. 2. Application bank: Application form is a traditional and widely used device for collecting information firms candidates. Small firms design no application form and ask the candidates to write details about their age, marital status, education, work experience, etc. on a plain sheet of paper. But big companies use different types of application forms for different jobs. The application forn1 should provide all the information relevant to selection. Application form helps to serve several objectives a. Scrutiny of forms helps to weed out candidates who are lacking in education, experience or some other eligibility traits b. It helps in formulating questions to be asked in the interview. c. Data contained in application forms can be stored for further reference.

80

3. Selection test: Psychological tests are being increasingly used in employee selection. A test is a sample of some aspect of an individual's attitudes, behavior and performance. It also provides a systematic basis for comparing the behavior, performance and attitudes of two or more persons. Tests help to reduce bias in selection by serving as a supplementary screening device. Tests are helpful in better matching of candidate and the job. Tests are useful when the number of applicants is large. 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. A selection interview serves following purposes: a. Obtaining information about the background, education, training, work history and interests of the candidate. b. Giving information to candidates about the company, the specific job and personnel policies. c. Establishing a friendly relationship between the employer and the candidate so as to motivate the successful applicant to work for the organization. In practice, however, interview becomes a one-sided affair serving only the first purpose. 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. However, this procedure is normally not followed in practice in many organizations in India.

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6. Reference checks: The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well. These may be his previous employers, head of education institutions or public figures. The organization contacts 'them by mail or telephone. They are requested their frank opinion about the candidate without incurring any liability. They- ,Are assured that all information supplied will be kept confidential. The opinion of referees can be useful in judging the future behavior and performance of a candidate. But it is not advisable to rely exclusively on the referees because they are generally biased in favor of the candidate. 7. Final approval: In most of the organizations, 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 departments/units. Employment is offered in the form of appointment letter mentioning the post, rank., salary grade, and the date by which the candidate should join and other terms and conditions in brief. In some organizations both the candidate and the representative of the organization sign a contract of service on judicial paper. Appointment is generally made on a probation period of one or two years. After satisfactory performance during this period the candidate is finally confirmed in the job on permanent basis or regularized.

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PSYCHOLOGICAL TESTS
Non-verbal communication process like psychological tests are also being increasingly used in selecting employees. These tests are done through eye contact, attitude and behavior of an individual. After assessing the particular personality type of a person his work behavior, attitude and problem solving ability, one can work in terms f competency profiling, which in it is a whole area of study. Psychological tests are based on the assumption that no two individuals are equal in terms of intelligence, attitudes, personality and other traits. Psychological tests help to predict the success of a candidate on the job. T hey help to reduce bias and subjective judgment in the selection process. Tests help to identify talent that may otherwise be over-looked. through psychological tests large number of persons can be evaluated through one test and considerable information about a candidate can be collected within a short period of time. But tests measure only a part of the total candidate. Tests are not infallible or fully reliable. TYPES TESTS Tests APTITUDE TESTS Mental or Intelligence test Mechanical Test Psycho-motor test ACHIEVEMENT TESTS Job knowledge test Work sample test Projective test Situation test PERSONALITY TESTS Objective test INTEREST TESTS

83

APTITUDE OR POTENTIAL ABILITY TESTS : These tests measure the talent ability or potential of u candidate to learn a new job or skill. These focus attention on a particular type of talent such as reasoning, learning, mechanical bent of mind, etc. Such tests are of the following types: 1. Mental or intelligence tests: These tests measure the overall intellectual capacity (IQ) of a person. These reveal whether an individual has the capacity to deal with new problems. Intelligence tests measure the ability to understand instructions and to make decisions. These tests are useful in selecting employees for a wide variety of jobs. 2. Mechanical aptitude tests: These tests measure a person's capacity to learn a particular type of mechanical work. These are useful for selecting apprentices, mechanists, mechanics, maintenance; workers and mechanical technicians. 3. Psycho-motor or skill tests: These tests measure a person's ability to perform a specific job. These help to determine mental dexterity or motor ability, and similar attributes involving muscular movement, control and co-ordination. These are primarily used for selecting workers who have to perform semi-skilled and repetitive work like assembly work, packing, testing and inspection.

ACHIEVEMENT OR PROFICIENCY TESTS : These tests measure what a person can do. These determine the skill or knowledge already acquired through training and on the job experience. These tests are of two types: 1. Job knowledge tests. - Also known as trade tests, these are used to judge proficiency in typing, shorthand and in operating calculating, adding machines, dictating and transcribing machines or simple mechanical equipments. These can be both oral and written. Such tests are useful in the selection of stenographers, typists, office workers, mall supervisors, etc.

84

2. Work san2ple test ,: In these tests, a candidate is given a piece of work to judge how efficiently he does it. PERSONALITY TESTS : These are pen and paper tests used to judge the psychological makeup of a person. These probe deeply or discover clues to an individual's value system, emotional reactions and maturity, and his characteristic mood. These help in assessing a person's motivation and interest, his ability to adjust himself to the stress of everyday life, has capacity for inter personal relations and for projecting an impressive image of himself. These tests are used to select supervisors and executives and for counseling people. These are widely used in industry as they provide an all round picture of a candidate's personality. These are of three types: 1. Objective tests: These test measure neurotic tendencies, self-sufficiency, dominance-submission, objectively. 2. Projective tests: In these tests, a candidate is asked to project his own interpretation on to certain stimuli like ambiguous pictures, figures, etc. The ways in which he responds to these stimuli reflects his own values, motives and personality. 3. Situation tests: These tests measure a candidate's reaction when placed in a peculiar situation, his ability to undergo stress and his demonstration of ingenuity under pressure. INTEREST TESTS : These tests are inventories of a candidate's like and dislikes in relation to work. These are used to discover a person's area of interest and to identify the kind of work that will satisfy him. A well designed questionnaire is used to assess the likes and dislikes. INTERVIEWS and self-confidence. These traits are scored

85

Interview is a face-to-face interaction between two persons for a particular purpose. It is widely used not only in employee selection but for placement, orientation, appraisal, disciplinary action, exit or separation, counseling and general problem solving. Thus, an interview is a purposeful exchange of views, the answering of questions and communication between two or more persons. In the selection process, interviews serve the following purposes: 1. To crosscheck or verify the information obtained in earlier steps i.e. application form and tests. 2. To judge the candidates qualifications and characteristics so as to decide whether or not to select him. 3. To give the candidate essential facts about the job and the company to enable him to decide intelligently whether he should or should not accept the employment. 4. To establish a rapport or mutual understanding between the company and the candidate and to promote the company's goodwill. Interviews may be classified into following categories: 1. Informal interview: Such interview may take place anywhere. It is not planned and is used when the staff is required urgently. When a candidate inquires about the vacancies after reading and advertisement, it is an example of informal interview. 2. Formal interview: This type of interview is pre-planned and is held in a formal atmosphere. A11 the formalities and procedures e.g. the venue, the time, the panel of interviewers, and the questions to be asked are decided in advance 3. Patterned or structured interview: Such interview is fully planned to a high degree of accuracy and precision. It is based on the assumption that to be most effective every pertinent detail should be worked out in advance. Therefore, a list of questions to be asked is prepared and the questions are asked in a particular cycle. The time to be allowed to each candidate and the information to be sought is pre-decided. In this a standardized pattern is adopted or the 86

structure of the interview is decided in advance. Such interview is also known as directed or guided interview. 4. Non-directed or unstructured interview: In this interview, the candidate is allowed to speak his mind freely. The interviewer carefully and patiently listens, prodding whenever the candidate is silent. In other words, the format of the interview is unplanned and the interview is not directed by questions t be asked. Non-directed interview is more flexible approach and therefore the candidate feels more at ease. The candidate is allowed to determine the time and direction of discussion. 5. Depth interview: It is a semi-structured approach wherein details concerning one key area are sought. It is designed to intensively examine the candidate's proficiency in his area of special interest. The purpose is to get a true picture of the candidate through deep probing into his mind. This type of interview requires a mature understanding of human behavior on the part of the interviewer. Depth interview is opposite of discussion interview. 6. Group interview: In this interview, groups rather than individuals are interviewed. Generally, a topic for discussion is given to the group. The candidates in the group are carefully observed as to who will lead the discussion, how well they will participate in the discussion, how each will make his presentation and how well they will react to each other's views. Such interview is based on the assumption that behavior displayed in a group discussion is related to potential success in the job. 7. Stress interview: The purpose of such interview is to find out how a candidate behaves in stressful situations i.e. whether he loses his temper, gets confused or frightened or feels frustrated. Therefore the interviewer adopts hostile behavior towards the candidate. In order to put the candidate under strain, the interviewer asks questions rapidly, criticizes his answers, interrupts him frequently, keeps silent for unduly long periods of time, asks too many questions simultaneously,

87

makes derogatorily remarks, accuses him of lying and so on. Stress interview is used for jobs wherein emotional balance or resistance to stress is required. 8. Panel or board interview: Such interview is conducted by a group of interviewers. It seeks to pool the collective wisdom and judgment of several interviewers. Questions are asked in turn or at random. Interview is a widely used method of employee selection. But it suffers from several pitfalls, some of which are Personal bias: Interviewers like other people have personal biases. Their likes and dislikes about hairstyle, dress, fluency of speech, etc. affect their judgment. Halo effect: Under this type of error, a single, prominent characteristic of the candidate affects the Judgment of the interviewer on alt other traits. Constant error: Such error arises because the interview of previous Candidate unduly influences the interviewer in favor or against the candidate Leniency: It implies the tendency to assign high scores. It is normally associated with Jack of confidence and interest in rating. The opposite of leniency is tough-ness i.e. the tendency to consistently give low scores. Projection: Error of projection arises when an interviewer expects his own knowledge, skills and values in a candidate. Therefore, he is likely to s effect candidates who resemble him in terms of appearance, manners, background, voice, etc.

88

Stereotyping: This error arises when the interviewer believes some association between a particular type of personality and a particular trait, commercial origin or cultural background.

89

CHAPTER 5
DATA ANALYSIS

90

DATA ANALYSIS
SURVEY FOR COMPANIES Q1. How frequently manpower recruitment is performed? TABLE NO. 1. (Frequency of manpower recruitment)
S. No. 1. 2. 3. 4. Intervals After every three months After every six months 1 year Not specific Number of Employees Nil Nil 2 8 % number of employees 0% 0% 20% 80%

GRAPH NO. 1.

Frequency of Manpower Recruitment 20%

1 year Not specific

80%

As such Table No.1 and Graph No. 1 shows that maximum number of companies i.e. 80% shows that the frequency of manpower recruitment is not specific whenever there is any vacancy or need for the manpower they perform their recruitment process. As such 20% of the companies show that they perform their recruitment process after 1 year. So in maximum number of companies recruitment process is performed whenever the need for manpower arises.

91

Q2. What are the methods adopted for recruiting different level of employees? TABLE NO. 2 (Methods adopted for recruiting different levels)
S No. 1. 2. 3. Methods Direct Method Indirect Method Third Party Number of employees 2 3 5 % Number of employees 20% 30% 50%

GRAPH NO. 2.

Methods adopted for Recruitment

20%

Direct Method Indirect Method

50% 30%

Third Party

Table No. 2 and Graph No.2 shows that maximum number of companies i.e 50% adopts Third Party method for recruiting employees whereas 20% of companies adopts Direct method and 30% of companies adopts Indirect method.

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Q3. How do you select the suitable candidate for the job? As such there were 80% companies who were of the view that selection of the candidate depends upon his qualification and experience + how he perform in his interview. 20% of the companies stated that qualification and experiences of a person do have a special place but other things such as skill, knowledge, aptitude as well as command of a person at his job were the main points. They said that they go through four rounds of interview. The above lines reveal that in some most of the companies the desired information is obtained through interview, qualification and experience while in some companies written tests and Group discussion round are also conducted for the selection of the candidate.

Q4. What is the minimum qualification and experience candidate is required to fulfill for: Middle Level Executive Level QUALIFICATION Middle Level Executive Level B.E (Bachelor of engineering) + M.B.A B.E (Bachelor of Engineering) EXPERIENCE Min. 5 yrs Min. 2 yrs

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Q5. Are the candidates required to appear for? Written Test Group discussion Interview TABLE NO. 5. (Candidates required appearing for different test) S. No. 1. 2. 3. Types of Test Written Test Group Discussion Interview Number of employees 1 3 10 % Number of employees 7% 21% 72%

GRAPH NO. 5.

Number of Companies conducting Test

7% 21% Written Test Group Discussion 72% Interview

Table No.5 and Graph No.5 Shows that out of 10 company all of them conduct interview for the selection of the candidate and 3 of them conduct Group discussion and interview both for selection and only 1 company conduct, Interview, G.D as well as Written test for the selection of the candidate.

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Q6. Do you conduct any Induction/Training program for the selected candidates?

TABLE NO. 6. (Induction/Training program for the selected candidates)

S. No. 1. 2.

Induction/Training Program Yes No

Number of employees 9 1

% Number of Employees 90% 10%

GRAPH NO. 6.

Induction/Training for the selected candidates

10%
Yes No

90%

As such the Table No.6 and Graph No.6 shows that maximum number of companies i.e. 90% conduct Induction/Training for the selected candidate whereas there are only 10% of the companies that do not conduct Induction/Training of the selected candidate.

Therefore Induction/Training program should be provided to candidates as it would help them in understanding the culture of the organization and become familiar with it in a short period of time.

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Q7. If yes, what are the methods adopted for training? TABLE NO. 7. (Methods adopted for training) S. No. 1. 2. Number of Employees 9 1 %Number of Employees 90% 10%

Methods
On the job Off the job

GRAPH NO. 7.

Methods adopted for Training

10% On the job Off the job 90%

The above Table No.7 and Graph No.7 show that 90% of the companies were adopting on the job training methods for the new recruits. They follow the principle of learning by doing. Only 10% of the companies were adopting off the job training methods for the new recruits. They follow the principle of learning than doing. From the above lines it could be concluded that companies should follow both the methods as per the type of training required at the particular time.

96

SURVEY FOR EMPLOYEES OF BHARTIYA INTERNATIONAL LTD.

Q1. From past how many months are you working with BHARTIYA INTERNATIONAL LIMITED? TABLE NO. 1. (Period for which employees are working with the company) S. NO. 1. 2. 3. 4. Months Less than 1 month Between 3 -5 months Between 5 -10 months Or above No. Of Employees 7 10 3 0 % Numbers of employees 35% 50% 15% 0%

GRAPH NO. 1.

Period for which employees are working in the company

15% 0% 35% 1 Less than 1 month 2 Between 3 -5 months 3 Between 5 -10 months 50% 4 Or above

The above Table and Graph shows that 45% of employees are working with the company from 3-5 months, 15% of the employees are working from 5 10 months and 35% of the employees are working for less than 1 month.

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Q2. How do you get recruited in this company? TABLE NO. 2 (Recruitment of employees) S. No. 1. 2. 3. Methods Direct Method Indirect Method Third party Number of employees 5 1 14 % age number of employees 25% 5% 70%

GRAPH NO. 2.

Recruitment of employees
25%

1 Direct Method 2 Indirect Method 3 Third party

5% 70%

Table No 2 and Graph No 2 throw light that maximum number of employees i.e. 70% is recruited through Third party method, 25% of the employees are recruited through Direct method and only 5% of the employees are recruited through Indirect method. This implies that company do not display about their vacancies in the newspapers or magazines extensively. They recruit the employees through Direct method or through consultant agencies etc.

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Q3. Are you satisfied with the recruitment policy of the company? TABLE NO. 3. (Satisfaction regarding the Recruitment policy of the company) S. No. Responses 1. Highly Satisfied 2. 3. 4. Satisfied Highly Dissatisfied Dissatisfied Number of employees % age number of employees 5 25% 9 1 5 35% 5% 35%

GRAPH NO. 3.

Satisfaction regarding the recruitment policy

25% 5% 45% 25% 1 Highly Satisfied 2 Satisfied 3 Highly Dissatisfied 4 Dissatisfied

As such the above Table No. 3 and Graph No. 3 shows that number of employees that are satisfied with the recruitment policy i.e. 45% are more than those who are not satisfied i.e.25 %. It implies that only some improvement is required to improve the recruitment procedure of the company. Q4. Please suggest some measures that can be adopted to improve the recruitment procedure of the Company? (Please be specific) As such when we talk about the recruitment policy of the company it comprises of methods adopted for recruitment, factors affecting recruitment and sources of recruitment. So if the management wants to improve its recruitment policy it has to keep all these factors in mind.

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Various steps, which are suggested by the new recruits of the company, are as follows: 1. The company should display in newspapers, technical & professional magazines regarding the vacancies to be filled by the candidates to create a pool of all suitable candidates. 2. Handsome amount of salary and good working condition should be provided. 3. The management may adopt internal sources and employment exchanges for skilled and semi-skilled manual workers. 4. Experience should not be the main constraint management should consider other things also. 5. The job should be made comfortable, anxiety free, full of promotion potential so that people would be attracted to such an organization. Q5. At the time of your selection have you gone through? Written test Group Discussion Interview TABLE NO. 5 (Type of test conducted during selection)
S. NO. 1. 2. 3. Type of test Written test Group Discussion Interview Number of Employees 0 5 20 % age number of employees 0% 20% 80%

GRAPH NO. 5.

Type of tests conducted during selection

0% 20%

1 Written test 2 Group Discussion

80%

3 Interview

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The above Table No.5 and Graph No. 5 shows that maximum number of employees i.e. 80% is selected through Interview, 20% of employees have undergone both Group discussion and interview. The above lines show that most of the employees are selected through interview so it is suggested that company should conduct written tests and Group discussion for selection of the candidate. Q6. Suggest some measures that can be taken to improve the selection procedure of the company? Selection of a right person at the right job is the most important function of the management. Management should be careful while selecting the candidates. There are some measures given by the employees that can improve the selection procedure of the company. Steps to improve selection procedure of the company: 1. Management must develop Group discussion round and written test for fresher and beginners 2. Proper focus should be given for the proper allocation of job profile. 3. The management should minimize the time for personal interview. 4. Experience of the candidate should not be the main constraint his aptitude, skill, knowledge can also be judged through written test or G.D. Q7. Is any Induction/Training program is conducted for you at the time of your appointment? TABLE NO. 7. (Induction/Training program for the candidates) S. NO. 1. 2. Responses Number of employees Yes 19 No 1 % age no. of employees 60% 40%

GRAPH NO. 7.

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Induction/Training program for the candidates

5%

1 2

Yes No

95%

On the basis of data collected and tabulated in Table No. 8 we would come to know that percentage of employees i.e. 5% for whom the Induction/Training program is not conducted are less than those for whom Induction/Training session is conducted i.e. 95%. So the above statement shows that there is hardly any employee for which Induction/Training program is not conducted. Q8. If yes, what are the methods adopted for training? TABLE NO. 8. (Methods adopted for Training) S. NO 1. 2. Methods On the job Off the job Number of employees 19 1 % age no. of employees 95% 5%

Methods adopted for Training

5%

1 On the job 2 Off the job

95%

As such the Table No. 8 and Graph No. 8 shows that maximum number of employees i.e. 95% is taking on the job training and only 5% of employees are provided off the job training.

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The employees of the company are also satisfied with the type of training provided to them and so the methods adopted by the company for training of employees are also satisfactory. Q9. What are the common measures taken by the company for Training and development of employees? The various steps taken by the company for Training and Development of employees are as follows: 1. The management is providing off the job Training to the employees to improve their skill, knowledge and aptitude on the job. 2. Interaction among the senior junior is taking place, due to this employees can bring their grievances freely to the notice of management 3. The relationship between the Industry and Regional offices is building up which is fruitful for the industry. 4. Lot of focus is given to product training. 5. Personality development classes are also conducted for the welfare of employees. 6. Induction program is taking place in the industry so that the new candidate will be familiar with the company policies as well as working environment of the company.

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Q10. How is the working environment of the company? TABLE NO. 10. (Working environment of the company) S. NO. 1. 2. Environment Formal Informal Number of employees 13 7 % age no. of employees 70% 30%

GRAPH NO. 10.

Working environment of the company

30%

1 Formal
70%

2 Informal

Regarding the working environment of the company the maximum no. of employees i.e., 70%, are of the view that the company is having a formal working environment prevailing in the office. But here are 30% employees among the total no. of employees who are of the view that the working environment is informal. The minimum number of employees i.e., only 3% thinks that the working environment is highly informal. So on the basis of available data we can say that the working environment is formal and this is good for the company.

104

Q11. Are you happy with the working environment of the company? TABLE NO. 11. (Satisfaction regarding the working environment of the company) S. NO. 1. 2.
GRAPH NO. 11.

Responses Yes No

Number of employees 19 9

% number of employees 68% 32%

Satisfaction of employees regarding the working environment of the company

32%

1 Yes
68%

2 No

As Table No. 11 and Graph no.11 is showing the percentage of employees who are satisfied with the working environment of the company is more than the no. of employees who are not satisfied. Out of total employees 68 % employees were satisfied with the working environment of the company where as 32 % of the employees were not satisfied. As the employees had responded in the last question that the working culture of the office is formal and in the answer of this very question maximum of them were saying that they are satisfied with the working environment, so this is a good situation.

105

Q12. What do you think about your future prospects in the company?

TABLE NO. 12. S. NO. 1. 2. 3. 4. Responses Excellent Good Average Bad Number of employees 4 9 7 Nil % age number of employees 20% 45% 35% 0%

GRAPH NO. 12

Future prospects of employees

0% 35% 20%

1 Excellent 2 Good 3 Average

45%

4 Bad

Above Table and Graph brings into light that maximum number of employees i.e. 45% says that their future prospects in this company are good it implies that they are quite sure regarding the opportunities they will get for growth and advancement in this company and they must be satisfied with the policies and environment of the company. 35% of the employees are of the view that their future prospects in the company are average it implies that there are some areas with which they may not be satisfied such as salaries given to them or the management may not recognize their work.

106

CHAPTER 6
FINDINGS

107

FINDINGS
As such this study is based upon the comparative analysis of the responses of the employees as well as the responses of employees of BHARTIYA INTERNATIONAL LIMITED, collected with the help of the questionnaire and by analyzing the responses various conclusions have been drawn. These conclusions are listed below:

Maximum numbers of employees are satisfied with the recruitment procedure of the company but company must adopt indirect methods for recruiting executive level. Here selection of the candidate depends upon Educational qualification, experience and interview so company should also adopt written test or G.D round for selection of the candidate. Induction/Training program has been conducted for most of the employees. There is hardly any employee for whom it was not conducted. Personality development classes are conducted for employees to make them conversant as well as efficient on their job. The working environment of the company is formal and maximum no. of employees are happy with the working environment of the company. They think its good to work in such environment and they feel comfortable while working. Maximum number of employees are of the view that their future prospects in the company are good this implies that they are quite satisfied with the company policies and programs. .

108

CHAPTER 7
SUGGESTION

109

SUGGESTIONS

On the basis of the study I have given some suggestions, which can improve the recruitment and selection procedure of the company those are: Lucrative salary and opportunities for growth and development should be offered to the employees to create a pool of candidates. Job should be made comfortable, anxiety free, full of promotion potential to attract people to such an organization. Management should include Group discussion and written test round to improve the selection procedure of the company. Management should adopt proper recruitment policy that may embrace several issues such as extent of promotion from within attitudes of enterprise in recruiting its old employees, handicaps, minority groups, and women employees. It may also involve the organization system to be developed for implementing recruitment program and procedures to the employed 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 specification as developed by job analysis. Training should be provided to the employees and a fixed part of the total payroll should be spent on providing training to the employees.

110

CHAPTER 8
LIMITATION

111

LIMITATIONS OF THE STUDY

Whenever a research work is undertaken it could not be absolutely correct, there always remain some limitations in the study; in the same manner this study also has some limitations. These limitations are listed below: -. This study is based upon the responses of the employees but due to fear of the superiors or due to any other reason the responses can be biased. The study is conducted only for the employees of Delhi division and the responses of other companies and the sample size is very small thus this cannot be applied to the whole organization. May be the information revealed by the competitors is not accurate as it can be confidential and so they manipulate the information.

112

CHAPTER 9
CONCLUSION

113

CONCLUSION

From the analysis and interpretation of data the fact which come into being regarding the satisfaction level of the employees in BHARTIYA INTERNATIONAL LIMITED is that maximum number of employees are satisfied with the recruitment and selection procedure of the company but there are some areas where the level of dissatisfaction is more than the satisfaction level and those are: Dissatisfaction in case of Recruitment Process Company should adopt External sources of recruitment for recruiting executive level of employees to create a pool of candidates and to widen the choice for selection. Dissatisfaction in case of Selection Process Experience of the candidate should not be the main constraint for selection other things such as his skill, knowledge, aptitude should be considered i.e. fresher or beginners must be given a chance to show their ability and that could be judged through written test or G.D.

114

BIBLIOGRAPHY

ORGANIZATION: BHARTIYA INTERNATIONAL LIMITED

BOOKS: 1. T.N. Chabra, Human Resource Management. 2. V.S.P. Rao, Human Resource Management. 3. C.B Memoria, S.V Gankar, Personnel Management.

WEBSITE: 1. www.bhartiya.com

2. www.bhartiyainternational.com 3. www.bil.com 4. www.googlesearchengine.com

115

ANNEXURE

116

QUESTIONNAIRE
(FOR COMPANIES) NAME OF COMPANY NAME OF RESPONDANT DESIGNATION : : :

Q1. How frequently manpower recruitment is performed? After every three months After every six months 1 year not specific

Q2. What are the methods adopted for recruiting: Executive Level Direct Method Indirect Method Third party Middle Level Direct Method Indirect Method Third party Lower Level Direct Method Indirect Method Third party

Q3. How do you select the suitable candidate for the job?

117

Q4. What is the minimum qualification & experience candidate is required To fulfill for:

Qualification
Executive Level

Experience

Middle Level

Lower Level

Q5. Are the candidates required to appear for? Written test Group Discussion Interview

Q6. Do you conduct any Induction/Training program for the selected Yes No

candidates?

Q7. If yes, what are the methods adopted for training? On the job Off the job

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QUESTIONNAIRE
(FOR EMPLOYEES)

NAME EDUCATIONAL QUALIFICATIONS DESIGNATION CURRENT GRADE

: : : :

Q1.

From

past

how

many

months

are

you working

with

BHARTIYA

INTERNATIONAL LIMITED?
Less than 1 month Between 3 5 months between 5 10 months or above

Q2. How do you get recruited in this company? Direct Method Indirect Method Third party

Q3. Are you satisfied with the recruitment policy of the company? Highly satisfied Satisfied highly dissatisfied Dissatisfied

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Q4. If not, suggest some measures that can be adopted to improve the recruitment procedure of the company? 1.

2. 3.

Q5. What is the minimum qualification & experience that is required for the job? QUALIFICATION

EXPERIENCE

Q6. At the time of your selection have you gone through Written test Group Discussion Interview

Q7. Suggest some measures that can be taken to improve the selection the Company?

procedure of

1. 2. 3. Q8. Is any training/Induction program conducted for you at the time of your appointment? Yes No

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Q9. If yes, what are the methods adopted for training? On the job off the job

Q10. What are the common measures taken by the company for Training and Development of employees? 1. 2. 3.

Q11. How is the working environment of the company? Formal Informal

Q12. Are you happy with the working environment of the company? Yes No

Q13. What do you think about your future prospects in the company? Excellent Good Average Bad

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