ACKNOWLEDGEMENT

It was a great opportunity for me in the research of H.R. I am extremely grateful to those who have shared their expertise and knowledge with me and without whom the completion of this project would have been virtually impossible. Firstly I would like to thank my project guide Mr. Vikas Kumar, H.R. Manager Hero motors, who has been a constant source of inspiration for me during the completion of this project. He gave me invaluable inputs during our endeavor to complete this project. I am also extremely grateful to __________________________________ to have given me this opportunity to work with him and gain valuable insights into the enticing world of online share trading. I am indebted to all staff members of Hero motors for their valuable support and cooperation during the entire tenure of this project. ot to forget, all those who have kept my spirits surging and helped me in delivering my best.

SWATI CHANDELA !"#. III $em.

DECLARATION
I SWATI CHANDELA hereby declare that the project titled

RECR!ITMENT AND SELECTION "ROCESS IN HERO MOTORS# is my own work and efforts which is completed under the supervision of _________________________, R.& ' (I ''RI ( )*++'(', &uhai. ,he Research report has been submitted to MT!, N$i%a for the purpose of the compliance of any re-uirement of any examination or any degree earlier.

SWATI CHANDELA !"#. III $em.

CONTENTS
/R'F#)' '1')2,I3' $2!!#R4 I ,R*&2),I* )*!/# 4 /R*FI+' R')R2I,!' , $'+'),I* H2!# R'$*2R)' !# #('!' , I H'R* !*,*R$ *"9'),I3' *F $,2&4 R'$'#R)H !',H*&*+*(4 # #+4$I$ ; FI &I ($ )* )+2$I* R')*!!' &#,I* $ +I!I,#,I* $ "I"+I*(R#/H4 # '12R' 0 5 6 %7 76 08 80 56 :% :5 <: 6= 60 65 66

"RE&ACE

"RE&ACE

,he purpose of my research report was to learn the practical application of Recruitment and $election /rocess and its importance in Hero motors along with the HR policies of Hero motors which prides itself to be the market leader. >hile carrying out the study I have gained a good amount of knowledge and insights of how HR department works but I have touched the tip of iceberg. ,here was more to learn but due to constraint of time it was not possible. ,he HR& manager has to work with the missionary spirit. 2nlike many roles in an organi?ation where tangible short@ term benefits can be obtained, it is difficult for HR& functionary to demonstrate any tangible short@ term accomplishment. 4et HR& managers are tempted to show to the top management, line manager and themselves that they are making things happen through training program, recruitment; selection. In Hero motors a meticulously natural team stands at the very heart of the group. 0,=== /ersonnel evince perfect camaraderie. # steadfast dedication to -ualify an attainment of maximum team potential is the touchstones of the company. ,he company is engaged in constant learning process through intensive selection and training program. Indeed, the aspiration is to shape a winning team of self motivated, empowered, professionals with knowledge and confidence to take independent decision. Hero motors recogni?es each employeeAs individuality, ability and efforts and also applauds for their contribution to the success of the group.
8

E'EC!TIVE S!MMAR(

E'EC!TIVE S!MMAR(
,he recruitment and selection procedure of the company determines the level of achieving organi?ational goals in the long run. #s per definition it is stated that which is all about selecting right person for the right job at the right time at the best possible position. #lthough it sounds -uite simple but it is also not an easier job to evaluate a person with his ability and skills that may satisfy the core competency for the job so that his degree of willingness to pursue a job becomes positive. From job seekerAs prospective it is the core competencies, which matter much for a job. $o it is the effective recruitment and selection procedure, which determines not only the right candidature for a job but also a long@term accomplishment of organi?ational goals. I have chosen Hero motors for studying their methods of recruitment and selection function. In the course of study I came to know that, it has the probability of achieving more than 8=B of the people to be placed for the right job, which reflects some of the uni-ue ways for recruiting the candidates to fill up various vacancies. ,he aim of the company is to achieve overall organi?ational goal not only by way of fulfilling the targeted top@line but also employee satisfaction towards various position of job to the maximum level. ,his I will see as I proceed subse-uently in my Research. "asically recruiting is the discovering of potential candidates for actual or anticipated organi?ational vacancies. It also can be said in another way that bringing together those with jobs to fill and those seeking jobs.
:

It is important to study Recruitment and $election because through it I can identify our human resource needs. I can know what kind of people must be select to fill up the specified vacancies. ,he ideal recruitment effort will attract a large number of -ualified applicants who will take the job if it is offered. It should also provide information so that un-ualified applicants can self select themselves out of job candidacy, that is, a good recruiting program should attract the -ualified and not attract the un-ualified. Recruiting people is done by various ways, for the study first I have to know the recruiting sources. ,here are internal and external sources as well as employee referralsCrecommendation. In this Research I am studying recruitment and selection process of Hero motors. ,o find out actual recruitment and selection process of )ompany is my main objective of study. ,hrough this kind of surveys I will be able to achieve real recruitment program of the company where for all kinds of operational level technical -ualification is needed. I also have the picture of $election cost of the company. It is very interesting to study recruitment and selection process as it will give me clearer picture of the process.

<

INTROD!CTION

INTROD!CTION
Recruitment is the discovering of potential applicants for actual or anticipated organi?ational vacancies. )ertain influences constrain managers in determining recruiting sources such as image of the organisation, internal policies, attractiveness of the job, union re-uirements, government re-uirements and recruiting budgets.

Popular

sources

of

recruiting

employees

include

internal

search,

advertisements, employee referrals, employment agencies, schools, colleges and universitiesD professional organi?ations and casual or unsolicited applicants. In practice, recruitment methods appear to vary according to job level and skill.

Proper selection can minimi?e the costs of replacement and training, reduce legal challenges, and result in more productive workforce. ,he primary purpose of selection activities is to predict which job applicant will be successful if hired. &uring the selection process, candidates are also informed about the job and the organisation.

,he discrete selection process would include the followingE initial screening interview, completion of the application form, employment tests, comprehensive interview, background investigations, physical examination and final

employment decision. In the discrete selection process, an unsuccessful performance at any stage results in the rejection of the applicant.
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#n alternative to the discrete selection process is the comprehensive approach, where all applicants go through every step in the selection process and the final decision is based on a comprehensive evaluation of the results of each stage. ,o be an effective predictor, a selection device should be reliable, valid and predict a relevant criterion. $election devices provide managers with information that will help them predict whether an applicant will prove to be a successful job performer. ,he application blank is effective for ac-uiring hard biographical data, while the weighted application can provide information for predicting job success. ,raditional tests that assess intelligence, abilities and personality traits can predict job proficiency but suffer from being non@job related. *n the other hand, interviews consistently achieve low marks for reliability and validity. "ackground investigations are valuable when they verify hard data from the application, although they offer little practical value as selection devices. /hysical examinations are valid when certain physical characteristics are re-uired to be able to perform a job effectively.

%%

SCO"E O& ST!D(

,he scope of study is to observe the degree of satisfaction levels of the employer as well as the employees towards the process of recruitment and selection techni-ues adopted by the company. It will also show the deviations if any, towards this affect that will be experienced in research. #part from getting an idea of the techni-ues and methods in the recruitment procedures it will also give a close look at the insight of corporate culture prevailing out there in the organi?ation. ,his would not only help to a-uanaut with the corporate environment but it would also enable to get a close look at the various levels authority responsibility relationship prevailing in the organi?ation. #lso the stipulated time for the research is insufficient to undergo an exhaustive study about the topic assigned and moreover the scope of the topic Frecruitment and selectionG is wide enough, so it is difficult to cover all the topic within the stipulated time.

%.

COM"AN( "RO&ILE

%7

COM"AN( "RO&ILE
,he success of the Hero (roup lies in the determination and foresight of the !unjal brothers, who shared their vision with their workers and led the (roup to a position where its name has become synonymous with top@-uality two wheelers. ,he flame kindled by the !unjal brothers in %685 with the flagship company Hero )yclesD !r. $atyanand !unjal, !r. "rijmohan +all !unjal and !r. *. /. !unjal continue to carry the torch and are actively involved in the day@to@day operations of the Hero (roup. ,he saga is being continued with the same ?eal by the second and third generations of the family and by the large working force of the Hero (roup. ,he spirit of enterprise which dominates the progress of the (roup is characteristic of the land where it all began @ the )ity of +udhiana, in /unjab @ home to some of lndiaHs finest workers and entrepreneurs. ,he Hero (roup is a thriving example of three generations of a family working and striving together to ensure -uality, satisfaction and extensive growth.

%0

MILESTONES HeroHs success saga contains an element of spirit and enterpriseD of achievement through grit and determination, coupled with vision and meticulous planning. )*+, )*,) Hero )ycles +imited is established. Rockman )ycles Industries +imited established, which is today the

largest manufacturer of bicycle chains and hubs. )*,It pioneered bicycle exports from India @ a foray into the

international market. )*.) Highway )ycles was set up to meet the demands of Hero )ycles. It

is today the largest manufacturer of single speed and multi@speed freewheels. )*.+ India. )*./ !ajestic #uto +imited was formed and the Hero !ajestic !oped Hero )ycles +imited became the largest manufacturer of bicycles in

was introduced. )*/) )*/0 !unjal )astings established. Hero Honda !otors +imited established in joint venture with Honda

!otors of 9apan, to manufacture motorcycles.

%8

)*/+

!unjal $howa +imited established to manufacture shock absorbers

and struts and is today among the top two shock absorber manufacturing companies in India. )*/+ ,he %== cc Hero Honda !otorcycle arrived and by %6<< was the

o. % among all motorcycles in India. )*/, Hero )ycles +imited entered the (uinness "ook of Records as the

largest bicycle manufacturer in the >orld. )*/. Hero !otors, a division of !ajestic #uto +imited set up in

collaboration with $teyr &aimler /uch of #ustria. )*/. (ujarat )ycles +imited, now known as !unjal #uto Industries

+imited was established to manufacture and export state@of@the@art bicycles and allied products in its fully automated plant at >aghodia. )*/. $unbeam #uto +imited, earlier a unit of Highway )ycles +imited,

established as an ancillary to Hero Honda. It is the largest die casting plant in India. )*// Introduced IHero /uchI from Hero !otors +imited. ,his

revolutionary machine immediately set new records of petrol efficiency and usable power in 8= @ 58 cc machines. )**1 Hero )old Rolling &ivision established and is one of the most

modern steel cold rolling plants.

%5

)**) )**)

Hero Honda receives ational /roductivity )ouncilHs #ward. Hero Honda receives the 'conomic ,imes @ Harvard "usiness

$chool #ssociation #ward against .== contenders. )**2 )**!unjal $howa +imited receives ational $afety #ward. Hero 'xports established as the International ,rading &ivision for

(roup and non@(roup products. )**)**+ Hero !otors becomes Indias largest exporter of two wheelers Hero )orporate $ervices +imited as the service segment for the

Hero (roup )ompanies, ancillaries, suppliers, dealers and other associates. )**, @ Hero >inner, a large@wheeled scooter was introduced by Hero

!otors +imited with a choice of 8= cc and :8 cc engines. )**, #ward. )**/ @ Hero "riggs and $tratton #uto /rivate +imited was set up to !unjal $howa +imited receives "ritish )ouncilHs ational $afety

produce 0@stroke two@wheeler engines in various cubic capacities. )**/ !unjal #uto )omponents established to manufacture gear shafts

and gear blanks for motorcycles. 2111 ,he Hero (roup diversifies into I, and I, enabled services through

its service segment @ Hero )orporate $ervices +imited.

%:

21113211) Hero Honda emerges as the market leader in motorcycles with sales of over a million motorcycles and a strong market share of 0:B. 211) Hero (lobal &esign established to offer engineering services in

)#&C)#!C)#' related to ew /roduct &evelopment, &esign, 'ngineering and !anufacturing. 2112 Hero )ycles ties up with ational "icycle Industries, part of

!atsushita (roup to manufacture high@end bicycles. 2112 2112 2112110 2110 2110 Fastener >orld 'stablished. 'asy "ill 'stablished to offer utility bill collection ; retail services. ,ie up with +ive bridge Inc., 2$#. ,ie up with "ombardier @ Rotax (mbH for scooter engines. ,ie up with #prilia $cooters, Italy. Hero Honda continues as the >orldHs largest manufacturer of two@

wheelers with annual sales volume of ..=: million motorcycles and a market share of 0<B. 2110 Retail Insurance business established.

%<

2110 Hero I,'$, a division of Hero )orporate $ervice +imited hived off as a division of new company Hero !anagement $ervice +imited. 211+ Hero I,'$ strengthens its relationship with #)$,2$#,2$& 8.= billion market cap and Fortune 8== company. 211, Hero Honda enters the scooter segment, launches %==cc I/leasureI 211, Hero Honda crosses a unit sales threshold of 7.= million motorcycles 211, Hero (roup celebrates (olden 9ubilee year since inception. It was commemorated by sales of over %8 million motorcycles ; over %== million bicycles.

%6

Her$ M$4$rs "Integrated Engineering Services Provider" Hero !otors of Hero group provides relevant engineering solutions to the world at a competitive price. It originally focussed on manufacturing two stroke mini motorcycles, two stroke scooters and four@stroke step thru motorcycles under the brands Hero /uch, Hero >inner and Hero $mart@Hero $ting respectively. &$un%er !unjal "rothersE !r. $atyanand !unjal, !r. "rijmohan +all !unjal and !r. *. /. !unjal Fthe Hero (roupG. C$un4r5 India (ear $6 Es4a78is9men4 %6<< In%us4r5 #utomobile and #utomobile )omponent

.=

C$r:$ra4e O66i;e 5=%, International ,rade ,owers ehru /lace, ew &elhi, India @ %%= =%6 ,el.E JF6%G@F%%G@.5.%5555 F%= linesG FaxE JF6%G@F%%G@.50:%.7=, .50:8%60

.%

DIVISION O& HERO MOTORS $heet !etal 3erticalE It produces parts for Hero Honda. 'ngine 3erticalE /roduces range of two and four stroke two wheeler engines for thir own consumption.

#ssembly 3erticalE /roduces two wheelers for Hero !otors. Ferrous )astingE *n the process of setting up a ferrous )asting Foundry.

COM"AN( &LASH<ACK Hero !otors is a part of a multi billion dollar group, the Hero (roup. It has a diverse interests, manufacturing,, engineering design, corporate services, and value added engineering. ,he company is an integrated engineering services provider that has high -uality processes and a world class technical team in place to deliver the best solutions in engineering. ,he main mover for Hero !otors has been engineering satisfaction, which is a way of life and part of the work@culture of the (roup. ,he company leverages a strength of the (roup such as engineering design expertise, though many decades old but a culture that promotes delivering the best value to the customers. Hero !otors aims to provide relevant engineering solutions globally at competitive prices through its team and skills that have been developed after years of creative work in the international arena. IHeroI, the brand name symboli?ing the steely ambition of the !unjal brothers, came into being in the year %685. From a modest manufacturer of bicycle
..

components in the early %60=Hs to the worldHs largest bicycle manufacturer today, the odyssey was fueled by one vision @ to build long@lasting relationships with everyone, including workers, dealers and vendors. ,his philosophy has paid rich dividends through the years. Hero, a name synonymous with two wheelers in India is today a multi@unit, multi@product, geographically diversified (roup of companies. ,hrough fully integrated operations, the !unjals roll their own steel, make critical components such as free wheels for their bicycles, and have the foresight to simultaneously diversify into myriad ventures, like product designing, I, enabled services, finance and insurance, just to name a few. +ike every success story, HeroHs saga contains an element of spirit and enterpriseD of achievement through grit and determination, coupled with vision and meticulous planning. ,hroughout its success trail, the Hero (roup and its members have displayed unwavering passion of setting higher standards for themselves and delivering simply the best to their customers. ,he Hero (roup philosophy isE =T$ :r$>i%e e?;e88en4 4rans:$r4a4i$n 4$ 49e ;$mm$n man a4 easi85 a66$r%a78e :ri;es an% 4$ :r$>i%e 4$4a8 sa4is6a;4i$n in a88 i4s s:9eres $6 a;4i>i45.= ,hus apart from being customer@centric, the Hero (roup also provides its employees with a fine -uality of life and its business associates with a total sense of Hero !otorsonging.

.7

=Engineering Sa4is6a;4i$n= is the prime motive of the Hero (roup and it has become a way of life and a part of the work culture of the (roup. ,his is what drives the (roup to seek newer vistas, adopt faster technology and create -uality driven products to the utmost satisfaction of customers, partners, dealers and vendors. ,oday the Hero (roup has a number of accolades and achievements to its credit K yet consumer re-uirements and newer technologies provide fresh challenges every day, and at Hero the wheels of progress continue to turn.

.0

CAREER Hero has continuously strived for synergy between technology, systems and human resources, to provide products and services that meet the -uality, performance and price aspirations of its customers. >hile doing so, it has maintained the highest standards of ethics and social responsibility, has constantly innovated products and processes and developed teams that keep the momentum in order to take the (roup to new heights. In the forefront of the two@wheeler and auto@components industry in India, the Hero (roup is driven by the vision of providing technologically advanced and affordable transport solutions. In doing so its employs and scouts for state@of@ the@art technology and systems. #t Hero, new management strategies, techni-ues and manufacturing processes are constantly adapted. ,he work culture at the Hero (roup revolves around building relationships @ be it with workers, vendors or dealers. #ll those who come to work within the fold of the Hero (roup are offered job security and growth opportunities, both personally and professionally.

.8

VISION I>e, at the Hero (roup are continuously striving for synergy between technology, systems and human resources to provide products and services that meet the -uality, performance, and price aspirations of the customers. >hile doing so, we maintain the highest standards of ethics and societal responsibilities, constantly innovate products and processes, and develop teams that keeps the momentum going to take the group to excellence in everything we do.I

.5

AWARDS AND ACHIEVEMENTS &r. "rijmohan +all !unjal, patriarch of the 2$L 7.%6 billion Hero (roup was born in %6.7, in what is now /akistan. #fter partition, the !unjal brothers started a small business of manufacturing bicycle components in +udhiana in orth India in the face of the bottlenecks of industrial infrastructure and investments. &r +all led a small time manufacturer of 5= cycles a day to become a manufacturing giant, which churns out not only over %:,=== cycles per day but is also diversified into various domains. 2ndoubtedly, &r.+all is a first generation business entrepreneur of the %68=sH. &r. +all has enriched the Hero (roup with his vision of sound business governance and value driven management practices. His foresight has made the Hero (roup a leader in its business. &r "rijmohan +all is a role model for Indian Industry in corporate governance and ethical and value@driven management practices. His principle@based leadership has led the (roup companies to receive the best industrial governance and safety awards and ac-uire stringent value certifications. &r. +all was amongst the first Indian industrialists to effectively implement backward integration and he is acknowledged as the trend setter in the area. #part from the promotion of the Indian industry, he is the actively involved in many national associations such as )II, $I#!, #$$*)H#! and /H& and is a

.:

member of the Regional "oard of the Reserve "ank of India. He is Honorary Fellow of the Indian Institute of Industrial 'ngineering. &r. +all has received various accolades and awards for his immense contribution to the Indian industry. He was adjudged <usinessman $6 49e (ear in )**0 by a leading business maga?ine @ "usiness India. In %668, &r. +all received the Na4i$na8 A@ar% 6$r $u4s4an%ing ;$n4ri7u4i$n 4$ 49e De>e8$:men4 $6 In%ian Sma88 S;a8e In%us4r5. F $I) award @ presented by the /resident of IndiaG In %666, the "usiness "aron recogni?ed him as the IM$s4 A%mire% CEO.I ,he /H& )hamber of )ommerce and Industry presented him with the Dis4inguis9e% En4re:reneurs9i: A@ar% in )**., in recognition of his outstanding exemplary entrepreneurship. 1avier +abour Relations Institute F1+RIG, a premier institution has conferred on him the honor of Sir Ae9angir G9an%5 Me%a8 6$r In%us4ria8 "ea;e in 2111. 'rnst and 4oung has recogni?ed him as the IEn4re:reneur $6 49e 5ear 211).I #ll India !anagement #ssociation conferred him with the Li6e4ime A;9ie>emen4 a@ar% 6$r IManagmen4IF211-G "anaras Hindu 2niversity, 3aranasi one of the most prestigious 2niversities of India conferred him with a &octrateD degree of I D$;4$rs $6 8e44ersI H$n$ris Causa in *ctober .==0
.<

T9e G$>ernmen4 O6 In%ia honoured him with the prestigious I "a%ma <9us9anIin !arch .==8 for his contribution to ,rade and Industry Hero (roup ranks amongst 49e T$: )1 In%ian <usiness H$uses comprising .= companies, with an estimated turnover of 2$L 7.. billion during the fiscal year .==8@.==5. ,he (roup and its management have ac-uired a number of accolades and achievements over the yearsE Her$ Gr$u: Managemen4 s458e has been acclaimed internationally by W$r8% <ank an% <<C, !K.Hero (roup is discussed as a case study at L$n%$n <usiness S;9$$8, !K an% INSEAD, &ran;e. >orld "ank has acclaimed Hero )ycles as a r$8e m$%e8 in >en%$r %e>e8$:men4 7ase% $n a @$r8%3@i%e s4u%5. ,he +ondon "usiness $chool, 2M, has done a case study on the Gr$u: as m$%e8 $6 en4re:reneurs9i:. "oston )onsulting (roup has ranked Hero (roup as $ne $6 49e 4$: 4en <usiness H$uses $n E;$n$mi; >a8ue, in In%ia. ,he Hero (roup is recogni?ed as a 8$ng 4erm :ar4ner an% an i%ea8 em:8$5erB @@ Hero (roupHs partnership with Honda !otors, 9apan is over .% years old @@ Hero (roupHs /artnership with $howa !anufacturing )orporation, 9apan is over %6 years old. (roup )hairman, Mr <riCm$9an La88 MunCa8 received the coveted =Erns4 D ($ung En4re:reneur $6 49e (ear= a@ar% 6$r 211).

.6

Her$ H$n%a M$4$rs @as ranke% -r% amongst top Indian companies Review .=== @ #siaHs leading companies award F.==0G by Far 'astern 'conomic Review. Hero Honda !otors is the W$r8%Es 8arges4 manu6a;4urer $6 4@$3@9ee8ers with annual sales volume of over 7.= million motorcycles. Hero Honda !otors has been awarded the highest rating for )orporate (overnance F.==7G by )RI$I+ @ IndiaHs +eading Ratings, Risk ; #dvisory )ompany and as the "est (overned )ompany in private sectorF&ec .==0G. Hero Honda ranked umber *ne in the two@wheeler category on

En>ir$nmen4a8 "er6$rman;e by the )entre for $cience and 'nvironment. Hero )ycles +imited is a Guinness <$$k Re;$r% 9$8%er sin;e )*/, as 49e @$r8%Es 8arges4 manu6a;4urer $6 7i;5;8es, with annual sales volume of 8 million bicycles in F4 .==5. 'ngineering 'xports /romotion )ouncil has awarded Hero )ycles with the <es4 E?:$r4er A@ar% 6$r 49e 8as4 2/ 5ears in su;;essi$n.

7=

&ACILITIES >ithin the Hero (roup, -uality is a passion @ thus skill@improvement of the workforce, technical upgradation of the machines and evaluation of the manufacturing processes is a routine procedure @ all aimed at the -uality enhancement of the product. $pecialisation is the hallmark of the manufacturing process at Hero (roup. 'xperts are involved right from choosing the highest -uality raw material to applying various techni-ues, like robotic@welding, bra?ing, electroplating, shot@ blasting and electrostatic painting. ,he R;& departments at the various manufacturing units are committed to the ?ero@defect approach, which drives the (roup as a whole to constantly upgrade its manufacturing systems. ,he marketing and management teams are always on the look out for modern management techni-ues. Hero, the brand name synonymous with two@wheelers in India, is a multi@unit, multi@product, geographically diversified, (roup of )ompanies @ the reflection of the steely ambition and indomitable grit of the !unjal Family ,race the saga of the IHeroI @ through more than 8= years of 'nterprise and #chievements, of 3ision and /lanning. #lways bla?ing through the trails of success ...N

7%

HERO MOTORS
Hero, a name synonymous with two wheelers in India, began its journey around four decades ago. $tarting as a manufacturer of bicycle components, Hero has today grown into a multi@unit, multi@product, geographically diversified group of companies. +ike every success story, HeroHs saga contains an element of spirit and enterpriseD of achievement through grit and determination, coupled with vision and meticulous planning. ,he Hero (roup began with a simple philosophyE to provide excellent transportation to the common man, at a price he could easily afford. It is this spirit which drives Hero even todayD the dream of providing total satisfaction in all its spheres of activity. ,o consumers, in excellent products at an affordable priceD to employees, in a fine -uality of life and to business associates, in a total sense of Hero !otorsonging. # thorough understanding of fast@changing consumer behavior, new market segments and product opportunities, and a marketing mix sensitive to changing customer needs, form the core of HeroHs marketing strategy and philosophy. ,he prime mover for Hero has been engineering satisfaction that is a way of life and part of the work@culture of the (roup. ,his has driven Hero to seek newer avenues and technologies, to transform them into products that have fulfilled the Hero dream, and catapulted the (roup into the (uiness "ook of >orld Records as the largest makers of bicycles in the world. Hero is also the largest manufacturer of %==cc motorcycles in India, and has a substantial presence in mopeds and auto@ancillaries.
7.

,he search for excellence led to the creation of several companies by the Hero (roup. )ompanies that maintained the ethos of perfect -uality, which helped the (roup attain its global stature and self@reliance in the entire manufacturing process. Meeping the wheels of progress turning are the individual companies of the Hero (roup. 'ach an independent profit center. 'ach a success story in its own right. "esides this, the Hero (roup has also helped promote more than 7== ancillaries which meet the needs of smaller components, and more than 7,8== dealer outlets, each with its complement of trained mechanics and workers.

77

>ith a modest start in %685 as a small manufacturer of cycle parts, Hero (roup steadily evolved into an integrated manufacturing engineering solutions provider, with a family of more than 7=,=== employees, as many as :,8== outlets and a total number of .7 companies around the globe. /rogressing by leaps and bounds, the company went on adding more and more feathers to its cap. $oon after starting as a manufacturer of cycle parts, the company started producing complete cycles. )urrently, Hero )ycles is the worldA leading cycle producer, with more than %== million bicycles running on Indian roads alone. In %6:<, the company forayed into the moped market. Hero !otors was set up in %6<<, when the company joined hands with $teyr &aimler /uch of #ustria. In the subse-uent years, Hero started a joint venture with acclaimed automaker Honda to produce Hero Honda motorcycles. ,he saga of success, whose foundation was laid by +ate !r. &ayanand !unjal, !r. $atyanand !unjal, !r. "rijmohan +all !unjal and !r. *. /. !unjal, is being continued with the same ?eal ; passion by the second and third generations of the family that is internationally acclaimed for its business acumen and entrepreneurial spirit. International financial body @ >orld "ank has applauded Hero )ycles, describing the company as a role model in vendor development. ,he huge Hero (roup now boasts of a number of companies that rule the roost in their respective fields. It proudly stands among the top %= "usiness Houses in India. ,he strength and massiveness of the (roup can be determined from the fact that it has annual revenue of around 2$L8.. billion.

70

,he Her$ Gr$u: has been evolving with the passage of time. ,he best -uality and competitive prices of the products have empowered the group to have an edge over its competitors and win the trust of the customes. >ith local stocking and logistical hubs in all the main markets, the (roup is in a position to cater to the needs of the customers from around the world. )ustomi?ed service part as well as customi?ed documentation has enabled it to efficiently meet the diverse needs of the customers. 'ffective use of skilled labor, and cutting@edge technologies has resulted in the unprecedented growth of the (roup. Meeping abreast of the trends in the automotive industry and the changing needs of the customers, Hero (roup is continuously launching innovative products in the market. ,he (roup is advancing, building long@term relationship with the clients and expanding its business empire.

78

'mpowered by strategic corporate policy and business acumen of the founders, the Hero !otors group has grown at an accelerated pace and marked its remarkable presence with a diverse product portfolio. ,oday, Hero (roup has displayed impeccable credentials with a turnover of .7== )r. ,hrough a distinctive "." and ".) model, the company is progressing in the path of progress. Hero )ycles is the flagship company of the (roup that has entered its name in the (uinness "ook of >orld Records for manufacturing the maximum number of bicycles. )urrently, the company is producing as many as %6,=== bicycles per day and exporting them to more than :8 countries worldwide. ,he company is e-uipped with state@of@the@art infrastructure and the most modern machinery. $trictly adhering to the best industrial practices, it is supplying the products to the customers on time with commitments. Hero )ycles recently introduced premium range of 2rban ,rail bicycles which are available at Future (roup stores across India. Hero !otors is manufacturing top@notch gears and transmission systems in its world@class plants with the most modern machinery. ,he company has been successfully catering to the needs of its esteemed customers like Rotax, "!> etc.

75

Hero !otors +imited and Miriu )orporation, a )ompany from $umitomo (roup of 9apan formed a 9oint 3enture )ompany, !unjal Miriu Industries F/G +td. to manufacture "rakes &iscs, "rakes &rums, )ylinder block, /ressure plate, "rake plate and $teering Mnuckles for automotive original e-uipment manufacturers in the Indian and overseas market.

OF Hero )hassis $ystems is a joint venture company of Hero !otors +imited with OF +emfPrder of (ermany. ,he company secures 'uropean technology and expertise in chassis technology for small car segment in India. It is a full service supplier for car chassis technology to car makers in the high growth Indian market.

Hero (roup offers a multi project environment enriched with the expertise and experience of its skilled professionals. #n excellent HR practices are followed in order to promote a productive work@culture. $#/ driven I, environment automates all processes and procedures. >ith global exposure, the (roup has been meeting the needs of its customers from all over the world.

7:

Hero (roupAs philosophy is laid on foundations of responsibility, transparency, accountability, professionalism and code of ethics, which are the indispensable principles of corporate governance. *ur philosophy is to strive to be a (roup that society wants to exist by. ,he (roup focuses on building mutually beneficial relationships with customers, suppliers, partners and employees. )ustomers are at the center of everything the (roup plans. Hence, the (roup strives to offer cost@effective solutions to customers without compromising on highest degree of professionalism, -uality, accountability and relevance. $uppliers who work with Hero (roup are greatly benefited from its professionalism. ,he group believes in maintaining long@term partnerships based on trust and values. Hero (roupAs joint ventures are running smoothly and reporting unprecedented success and profitability. ,he (roup ensures transparency and collaborative approach to grow mutually and promises to maintain a productive and progressive work environment. In short, Hero (roup believes that only an ethical business can contribute towards the development of society. #nd the company leaves no stone unturned to uphold ethical values.

7<

RECR!ITMENT

76

RECR!ITMENT
Recruitment and selection are the most important functions in an organi?ation because with the help of these functions the management selects the best available candidate from a batch of them. ,he organi?ations, in this growing competitive world, need to have the best of the manpower so as to have an edge over its competitive. #ccording to Flippo, "Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization." In the words of 4oder, "Recrutiment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measured for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force."

0=

T9e re;rui4men4 nee%s ;an 7e ;8assi6ie% in4$3

/lanned. #nticipated. 2nexpected.

/lanned need arise from changes in the organi?ation and retirement policy. ,hese occur due the expected changes in the organi?ation so the management can make a proper policy for it. #nticipated need refer to the movements in personnel which an organisation can predict by studying the trends in the internal and external environments.

Resignations, deaths, accidents and illness result in to the unexpected needs.

0%

&EAT!RESB

Recruitment is a process or a series of activities rather than a single event. It is a linking activity as it brings together the employers and employees. It is positive process because in this activity the employers want to have the maximum number of job seekers so as to have a wider scope for choice ultimately leading in spotting right persons for job.

It is an important function as it makes it possible to ac-uire the number and type of persons re-uired for the effective functioning of the organi?ation.

It is an on going function in all the organi?ations, but the volume and nature of recruitment varies with the si?e, nature and environment of the organi?ation.

It is a complex process because a number of factors affect it @@the nature of the job offered, image of the organi?ation, organi?ational policies, working conditions etc.

0.

SO!RCES O& RECR!ITMENTB T9e >ari$us s$ur;es $6 re;rui4men4 are 3

In4erna8 S$ur;esB In;8u%e3

/resent 'mployees who can be transferred or given promotions. ,he retired and retrenched employees who want to return to the company. &ependents and relatives of the deceased and disabled employees.

E?4erna8 S$ur;esB C$nsis4 $63

/ress advertisements. )ampus Interviews. /lacement #gencies. Recommendations. Recruitment at factory gate. 'mployment 'xchanges.

&uring my short stint at &I+, it was observed that the recruitment need of &I+ is diversified. It needs persons who have knowledge of use, processing of natural ingredients of number of varied products, technical know@how of latest industrial technical knowledge, and computer applications to pharmaceutical industry to manual workers. ,he importance of the process could be understood that the present work force of &I+ is .,8== employees.
07

Hence, the recruitment and selection procedure should match the complexities of the need and at the same should commensurate with the complex need of the organi?ation.

00

SELECTION

08

SELECTION
$election is the process of choosing the best candidate out of the all the applicants. In this process, relevant information about the applicants is collected through a series of steps so as to evaluate their suitability for the job to be filled.

It is the process of matching the -ualifications with those re-uired for the job so that the candidate can be entrusted with the task that matches with his credibility. It is a process of weeding out unsuitable candidates and finally identifying the most suitable candidates. ,his process divides the candidates into two categories@the suitable ones and the unsuitable ones. ,he suitable people prove to be the asset for the organi?ation. $election is a negative process because in this process the management tries to minimi?e the number of people at each step so that the final decision can be in the light of all the factors and at the end of it best candidate is selected. $elected candidate the has to pass through the following stages@

/reliminary Interview. #pplication Form. $election ,est. $election Interview. /hysical 'xamination. Reference )heck.
05

Final #pproval. 'mployment. Preliminary Interview is the initial screening done to weed out the

undesirable candidates. ,his is mainly a sorting process in which the prospective candidates are given the necessary information about the nature of the job and the organi?ation. ecessary information about the candidate is

also taken. If the candidate is found suitable then he is selected for further screening else he is dropped. ,his stage saves the time and effort of both the company and the candidate. It avoids unnecessary waiting for the candidate and waste of money for further processing of an unsuitable candidate. pplication !orm is a traditional and widely used device for collecting information from candidates. ,his form asks the candidates to fill up the necessary information regarding their basic information like name, address, references, date of birth, marital status, educational -ualifications, experience, salary structure in previous organi?ation and other such information. ,his form is of great help because the scrutiny of this form helps to weed out candidate who are lacking in education, experience or any other criterion provided by the organi?ation. It also helps in formulation of -uestions, which will be asked in the interview. ,hese forms can also be stored for future references thus maintaining a databank of the applicants. "election #ests are being increasingly used in employee selection. ,ests are sample of some aspect of an individualHs attitudes, behavior and performance. It also provides a systematic basis for comparing two or more persons. ,he
0:

tests help to reduce bias in selection by serving as a supplementary screening device. ,hese are also helpful in better matching of candidate and the job. ,hese reveal the -ualifications, which remain covered in application form and interview. "election Interview involves the interaction of the employer and the employee. $election involves a personal, observational and face@to@face

appraisal of candidates for employment. It is an essential element of the selection procedure. ,he information obtained through application form and test can be crosschecked in the interview.

,he applicants who have crossed the above stages have to go through Physical $%amination either by the companyHs physician or the medical officer approved for the purpose. ,he main aim is to ensure that the candidate is physically fit to perform the job. ,hose who are found physically unfit are rejected.

,he next stage marks of checking the references. ,he applicant is asked to mention in his application form the names and addresses of two or three person who know him well. ,he organi?ation contacts them by mail or telephone. ,hey are re-uested to provide their frank opinion about the candidate without incurring a liability. ,he opinion of the references can be useful in judging the future behaviour and performance of a candidate.

0<

,he executives of the concerned departments then finally approve the candidates short@listed by the human resource department. 'mployment is offered in the form of an appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should join and other terms and conditions in brief. #ppointment is generally made on probation of one or two years. #fter satisfactory performance during this period the candidate is finally confirmed in the job on permanent basis or regulari?ed.

$election is an important function as no organi?ation can achieve its goals without selecting right persons for the re-uired job. Faulty selection leads to wastage of time and money and spoils the environment of an organisation. $cientific selection and placement of personnel can go a long way in building up a stable workforce. It helps to reduce absenteeism and labour turnover. /roper selection is helpful in increasing the efficiency and productivity of the enterprise.

06

Hero motors India +td. selects the future employees keeping everything in mind right from the -ualification of the employees to the future prospects@both of the organisation and the employees.

,he first step involves the filling up of !anpower Indent Form. ,his form is filled up by the department, which is having the vacancy. ,he form consists of various -uestions which are to be answered like if the current vacancy is a replacement vacancy, its reason is to be specified @the factors which resulted it like death, retirement etc.

,he department is re-uired to give the -ualifications that the future candidate should possess.

In the next step, this form is given to the Human Resource FHRG departmentD this department sees if the position can be filled through internal sources. ,he internal sources can be transfers, promotion etc. In the case of internal sources, the recommendations of the employees are not taken into consideration. If the HR department does not find suitable candidate within the organisation then this department has to give reasons for it. ,he form then goes to the )orporate HR for its approval.

>hen the suitable candidate is not available within the organisation, the organisation then moves to the outside world for filling up the vacancies.

8=

If the number of employees re-uired is large then the company has in its consideration three ways@

,he &ata bank of the organisation. #dvertisements. )ontacting large consultants.

,he company maintains a databank of the candidates, which is used when the number of vacancies to be filled up is large. ,he sources of databank can be the -ualified candidates who had applied in the organisation earlier but due to some reasons could not join the organisation.

#dvertisements are the second big source to attract the candidates. ,hese are having much larger scope and reach to a number of people. ,he -ualifications re-uired by the organisation and the criteria could be described in detail.

+arge number of consultants also constitutes a big source. !any people register themselves with these consultants and they act as a bridge between the organisation and the candidates. ,he consultants provide the company re-uired details about all criteria. ,hese consultants are fixed for the organisation, which are chosen on the basis of their performance. In case of overseas recruitment it is checked whether their Indian counterparts can perform the job efficiently or not. If need arises then they are also taken through consultants.

8%

"ut if the number of vacancies is very small then the organisation takes the help of the local consultants.

,he candidates are then re-uired to fill up the #pplication Form. ,his form re-uires the candidate to fill the details regarding the previous employment, if any and his personal data. ,he form is having details regarding like the marital status, organisation structure, the position held by the candidate, his salary structure, the top three deliveries to the organisation that proved to be beneficial to the organisation, career goals, his strengths and weaknesses etc.

#fter the application form has been duly filled and submitted, the selection process starts wherein the candidate has to pass through various stages and interview. ,he interview panel consists of the persons from )orporate FHRG, and other persons including the executives from the department for which the vacancy is to be filled.

,he selected candidates are then short@listed. ,he short listed candidates are then given priority numbersD this is due to the reason that sometimes the candidate who is having first priority is unable to join the organisation due to some reasons then in that case the candidate next in the priority list is given preference. ,he candidate has to under go medical examination and his credentials are verified.

8.

#fter -ualifying these stages, the candidate is then absorbed in the organisation and explained hisCher duties. ,his phase marks the end of the selection procedure.

Hero motors India +td.also performs )ampus interviews as and when the need arises. ,he esteemed organisation also provides apprentice training@wherein the organisation trains the people in the working of the organisation and gives then stipend. If these trainees are found useful to the organisation then they are absorbed in the organisation else they are given certificate so that they can show this as an experience and get a job elsewhere.

87

RECR!ITMENT AND SELECTION IN HERO MOTORS

80

RECR!ITMENT AND SELECTION IN HERO MOTORS

HIERARCHY OF HERO O!ORS

!rs. 3andana "hargava &eputy d&irector !r. 2.M. "ose )'* !r. $amir "hargave )ontroller

!r. Mapil Maul ).(.!. F!;$G

)apt. $./.$. $andhu ).(.!. F*perationsG

!anager /ersonal

!r. !anchanda (.! F orthG

!r. Roshan owroj (.!. F$outhG

!r. $anjay Mumar )ommercial !rg.

R.$.!. &elhi !anager $ales

&eputy !anager $ales

!anager FF/ &epartment

!anager International !R,(.

!anager )$) ; #utomation

/roduct !anater

"rand !anater

#sst. !anager $ales

#.$.!. &elhi

#.$.!. &elhi

$enior *fficer $ales

$enior *fficer

$enior *fficer

*fficer $ales

*fficer

*fficer

88

HRM in 49e >e9i;8e In%us4r5 >hen we talk of human resource management, we have in our mind a variety of things. ,hese includeE ,raining $kill development and up@gradation of knowledge and skills of the employees. !otivating the employees, 'ffective utili?ation of the employees skills and capabilities #ttracting the personnel and their retention >ages, salaries and rewards and !onitoring and controlling the employees performance ,hese aspects of human resource management and development are essential for every sector but in the case of tourism, they have a special significance. ,his is because tourism is a service industry and here the customer is not only buying a service or a product but he is also experiencing and consuming the -uality of service which is reflected in the performance of the person involved in the production and delivery of the service. $ince what is marketed here is a relationship between the customer and the producer of services, the importance of human resources becomes vital for the success of the business. (enerally, in such service operations the emphasis has been on courtesy and efficiency and it is assumed that the service in tourism is all smiles and effective communication.
85

However, with the changing nature of tourism and growing special sation only smiles, communications skills and courtesy will not serve the purpose. For example, a guide may be very good in communication but unless he or she is e-uipped with knowledge and information related to the monument or the city, he or she will not be able to perform -uality service. $imilarly, a driver may be very good at driving but unless he knows the roads and addresses of the city, only his driving capabilities will be of no help in providing -uality service. #nd we must remember here that tourists, whether foreign or domestic, are increasingly becoming more demanding as regards -uality of service. (enerally, human resource management, planning and development in tourism have to be taken at both macro as well as micro levels. #t the macro level, one takes into account the educational and training infrastructure available in a country and the efforts initiated by the I)#*. ,his also includes the efforts initiated by the private sector. #t the micro level, one takes into account how best individual organi?ations plan and manage their human resources 3 $ !ahesh, formerly 3ice /resident FHuman ResourcesG with the ,aj (roup of Hotels, is of the opinion that two central features common to all sectors of the tourism industry must be considered in this regardE %G ,he concept of !oments of ,ruth F!*,G, and .G !*,As relationship to the attainment of service excellence in an organi?ation.

8:

9an )arl?on has defined !*, Qas an intention between a customer and an organi?ation, which leads to a judgement by the customer about the -uality of service received by her or himR. In tourism industry, 68B of the !*,s take place between customers and the front line staff and most of the time they are not visible to the management. For example, how a hotel receptionist is

handling the customers or how an escort is conducting the tour is not visible to the management. 4et, the touristAs experience of the holiday is dependent on how the staff manning such services has treated him or her. !ahesh has pointed out that in case of negative experiences, only less than five percent cases get reported to the management by the customers and hence according to him the crucial -uestions is Qare human beings capable of doing their job correctly, willingly and with a smile, when they know that their management is most unlikely to be able to see or hear them, let alone bear of their failure to do soRS ,his puts additional on the human resources management factor in the tourism industry. )ertain organi?ations, companies and even destinations are known for their hospitality and are even termed as service leaders in their areas of operations. Researches conducted by various scholars in this area show that they have achieved this, status, through effective human resource management in their organi?ations. #ccording to (ail )ook 9ohnson these companies have applied the principal of empowerment to all employees. ,his empowerment is manifested in the way that companiesE #re highly focused and consistent in everything they do and say in relation to employees,
8<

 Have manager who communicate with employees Facilitate, rather that regulate, their employees response to customers $olicit employee feedback about how they can do things better $tress the importance of team work at each level of the organi?ation and /lan carefully the organi?ationAs recruitment and training needs. ,hese companies give less emphasis on hierarchy and formal relationship ratherD they adopt flat organi?ational structure in terms of span of control. 9ohnson further states that these service leaders can be recognised forE ,heir unfailing commitment to service principles, ,heir investments in people to ensure staffing competence, # management philosophy which stresses communication a proactive orientation and employee feedback and # dedication to teamwork In fact, human resource management and customerAs careCexpectations management are inter related area in the area of tourism. $arah !ansfield has identified four key principles in the development of customer care within companies. ,hese according to her are %G )ustomer care Tstarts at the topA was meaning that commitment to the principle of customer care must emanate from senior management levels within an organi?ation. $uccessful managementA is not only about the
86

right management style but also an attitude, ethos or culture

of the

organi?ation which overrides the management techni-ues used, such that in the absence of other instructions these values will dictate how an employee will behave. .G T)ustomer care involves everyoneA within the organi?ation. It is not just about front@line staff. ,he contrary view Tonly services to reinforce the electriciansA or administrators, opinion that the standard of service they give in support of the front@line staff is not important. How can cleaners do the right job unless they fully appreciate their customerA needs and the importance of their roleS High standards of customer care cannot be achieved by ignoring seasonal, part time or voluntary staff that represents the face of the business to many customers. 7G T)are for your staff and they will care for your customers. ,oo often organi?ations look first to the customer, whereas the emphasis should be placed on the staff. Improving the experience of the staff encourages a better service and a better experience for customers. !ore customers are obtained thereby improving the climate in which management and staff work. Investment and greater professionalism follow success and the cycle of achievement is reinforced.A 0G TItAs a continuousA, meaning that Tcustomer care is not a -uick fix Research but it long term planA. #ccording to 3 $ !ahesh Q,he nature, determinates and problem areas of service -uality within tourism points clearly to the central role of personnel, at
5=

all levels, in attaining levels, of excellence in this respect. &evelopment the service culture, within a company, and within tourism industry, cans he seen as crucial to the success of tourism.R Hence, the activities of an HR& manager in tourism can be categorised asE Human resource planing and Human resource development #spect like forecasting, recruiting and induction in the human resource area are taken care of through human resource planning. ,he identification of specific developmental needs for the manpower aimed at developing and exploiting the competencies of the human resources are taken care of through human resource development.

5%

H!MAN RESO!RCE "LANNING In this $ection, we will deal with certain aspects which are relevant for managers or entrepreneurs at an organi?ationAs level in the area of human resource planning. Human resource planing can be termed as a process for preparing a plan for the future personnel needs of an organi?ation. It takes into account the internal activities of the organi?ation and the external environmental factors. In a service industry like tourism, such planning also aims at improving the -uality of manpower resources. Human resource planning involvesE

#nalysis of existing manpower resources, /lanning for future needs taking into account how many people with what skills and at what levels the organi?ation will need, and /lanning for the development of the employees by adopting in@house training and continuing education methods to upgrade the knowledge and skills of the employees.

5.

RECR!ITMENT AND SELECTION "ROCED!RES IN HR Recruitment and selection procedure is a vital factor of an organi?ation. If it is not done properly the production procedure will be hampered. Hence productivity will fall down. $o the organi?ation will be in trouble and it will affect the employer@ employee relationship. $o recruitment and selection procedure should be done in proper and correct manner. ,he new candidates should replace the vacant post so that the production of the company does not hamper. "y this the productivity will increase and the organi?ation will gain profit. $o the employer will be happy and will not hesitate to distribute bonus and increments to the workers. ,he workers will also be more motivated to work. Hence there will be harmonious relationship in the organi?ation. It will also stabili?e the organi?ation in the long run.

57

H!MAN RESO!RCE MANAGEMENT IN HERO MOTORS

Organisation structure" ,he whole organisation behaves as a /arivar, with one legal guardian. #ll directors and shareholders are from among workers and the entire have taken an oath through affidavit. In the court of law that neither their family members shall have claim or share in the assets or profits of the company. #ll workers of company are the proud owners of the organisation. ,he workers believe in the concept that Qmanpower is superior to money powerR.

50

RECR!ITMENT AND SELECTION

Recruitment is the process of seeking out and attempting to attract individuals in external labour markets, who are capable of and interested in filling available vacancies. Recruitment is an intermediate activity whose primary function is to server as a linked between Human Resource /lanning on the one hand and selection on the other. $ources of recruitment are through internal and external channels. Hero motors recruits itAs employees both externally as well as internally. Recruitment for the airline is done through interviews of selected applicants and people who pass the interviews of selected applicants and people who pass the interview are re-uired to undergo a medical test before heCshe is finally placed in the Hero motors. 'mployees are also recruited through internal mobility. ,his is done on the basis of merit and seniority. #fter passing the examination the candidates are called for an interview along with the employees who have become eligible for promotion on the basis of seniority.

58

H2!# R'$*2R)' F2 ),I* $

Re;rui4men4 an% se8e;4i$n. "er6$rman;e A::raisa8. Training an% De>e8$:men4. "r$m$4i$n, Trans6er, Se:ara4i$n. Genera8 a%minis4ra4i$n D We86are. Se;uri45. "u78i; Re8a4i$ns. In%us4ria8 Re8a4i$ns.

55

H2!# R'$*2R)' /R*)'$$ I *R(# I$#,I*

Human Resource

,raining ; &evelopment

Socialization

/erformance #ppraisal

/romotions, ,ransfers, &emotions ; $eparations.

5:

H!MAN RESO!RCE DE"ARTMENT

2nit Head
#dditional (eneral !anager@)orporate HR ; IR

Deputy ManagerHR

Senior ExecutiveH

#ssistant HR *fficer

$upervisor@ #dministratio n

'xecutive #ssistant@HR

Housekeep ing
(eneral #dministration

5<

O<AECTIVE O& ST!D(

56

O<AECTIVE O& ST!D(

,he basic objective of this report is to Re;rui4men4 an% se8e;4i$n :r$;ess In Her$ m$4$rs#. Following fundamental objectives have been identified as the sub@objectives of the studyE@

%. ,o study the identity of the recruitment ; selection process in the organi?ation as a whole. .. ,o find out the employees as per companyAs vacancies. 7. ,o find out the various sources of advertisement of vacancies like@ media Felectronic or paper or bothG, schools, posters etc. 0. ,o study the work environment and select the pattern of interview, which can help out to select the suitable employee for the organi?ation. 8. ,o study the interpersonal relationship.

:=

RESEARCH METHODOLOG(

:%

RESEARCH METHODOLOG(
,he purpose of the methodology is to describe the research procedure. ,his includes overall research design, the sampling procedure, the data collection method, and analysis procedure. *ut of total universe %8 respondents from Hero motors have been taken for convenience. ,he sample procedure chosen for this are statistical sampling method. Here randomly employees are selected and interviewed. Information, which I collected, was based on the -uestionnaires filled up by the sample employees. 2nder secondary method I took the help of various reference books which I have mentioned in bibliography and also by way of surfing through the company website. "rimar5 Da4a Fues4i$nnaireB )orresponding to the nature of the study direct, structured -uestionnaires with a mixture of close and open@ended -uestions will be administered to the relevant respondents within the /ersonnel and other &epartments of the organisation. Se;$n%ar5 Da4a OrganiGa4i$na8 8i4era4ureB #ny relevant literature available from the organisation on the )ompany profile, recruitment ; selection procedures, 9ob specifications FHer$ m$4$rs#, department@wise break up of manpower strength and the organisational structure.

:.

 O49er S$ur;esB #ppropriate journals, maga?ines such as Human Capital, relevant newspaper articles, company brochures and articles on www sites will also be used to substantiate the identified objectives. Sam:8ing "8an an% Design A Hues4i$nnaire @i88 7e use% 6$r 49e :ur:$se $6 resear;9B Fues4i$nnaireB ,o test the validity and effectiveness of the recruitment and selection procedures within the organisation and to test the validity and effectiveness of the policies and procedures within the organisation$ ,he basic rationale of Uuestionnaire is to ascertain the perception of the non@ HR departments in terms of the validity and effectiveness of the policies and procedures used by the organisation. It is also in line with the assessment of any suggestionsCrecommendations that the respondents from these

&epartments might have in terms of the use of an alternative sourceCdevice of recruitment and selection, than what already forms the current practice of the HR &epartment$

%uestionnaire would be administered to %8 respondents, holding a senior designation within the /ersonnel &epartment of the organisation. It will also be administered to at least %8 respondents belonging to typical &epartments within the organisation and holding senior designations within their respective &epartments. Sam:8ing E8emen4

:7

 For the purpose of administering the %uestionnaire, the respondents would comprise of personnel holding senior designations within the /ersonnel &epartment of the organisation. ,he respondents for the %uestionnaire will also be preferably being panel members of the Recruitment ; $election "oard of the organisation. ,he respondents would comprise of personnel holding senior designations within certain typical &epartments identified namelyE S4$res &inan;e O:era4i$ns E8e;4r$ni;s Engineering within the organisation,

Sam:8e E?4en4B ,he extent of the sample is confined to the $ahibabad operations of the Hero motors& specifically to the Administration$

Sam:8ing Te;9niHue 9udgement $ampling would be used for the purpose of choosing the sample for the purpose of administering %uestionnaire. ,he identified expert would have a thorough knowledge about all the respondents within the /ersonnel &epartment of the organisation. ,hus hisCher expertise would be incorporated in locating, identifying and contacting the re-uired respondents.

:0

#gain 9udgement sampling would be effectively used in identifying the typical non @ HR &epartments within the organisation and subse-uently for the location and identification of suitable respondents for %uestionnaire$

:8

ANAL(SIS D &INDINGS

:5

ANAL(SIS D &INDINGS
,he analysis of the various sources of recruitment and selection devices is presented on the following pages. ,he response entailed from the HR &epartment &as analysed from %uestionnaire# represents current practice within the organisation in terms of the sources of recruitment and selection devices used. ,he analysis of the response entailed from all the other departments &as analysed from %uestionnaire# forming the sample, represents the perception of the respondents from these &epartments in terms of the validity and effectiveness of the various sourcesCdevices of recruitmentCselection &specific to t'ese (epartments# ,he analysis further entails any suggestionsCrecommendations given by these non@HR &epartments &forming t'e sample for administering

%uestionnaire#, in terms of any recruitment source andCor selection device that should be deployed by the organisation apart from what already constitutes current practice &specific to t'ese (epartments#

::

T9e :r$;e%ure $6 Re;rui4men4 an% Se8e;4i$n

120 100 80 No. of 60 employers 40 20 0 Hero motors Company

Yes No

)21 $u4 $6 )21 em:8$5erIs a;;e:4e% 49e 6a;4 49a4 Her$ m$4$rs 6$88$@s re;rui4men4 an% se8e;4i$n :r$;e%ure.

:<

E?4erna8 re;rui4men4 49e ;$m:an5 ;$m:ensa4es 49e em:8$5ees 6$r 49e e?:enses ma%e 75 49em

70 60 50 40 No. of employers 30 20 10 0 Hero motors

Company

Yes No

I4 7asi;a885 %e:en%s $n 49e :$s4 49e ;an%i%a4e is a::85ing 6$r, in m$s4 $6 49e ;ases 49e ;$m:an5 %$es ;$m:ensa4e 49e em:8$5ees 6$r 49e e?:enses in;urre% 75 49em.

.1 $u4 $6 )21 em:8$5ers sai% 49a4 49e ;$m:an5 ;$m:ensa4es 49e em:8$5ees 6$r 49e e?:enses ma%e 75 49em, @9i8e +1 em:8$5ers sai% n$.

:6

C$m:an5 9ires ;$nsu84an;5 6irms $r re;rui4men4 agen;5 6$r 9iring ;an%i%a4es

120 100 80
No. of employers

60 40 20 0 Hero motors
Company

Yes No

A88 )21 em:8$5ers sai% 49a4 49e ;$m:an5 9ires ;$nsu84an;5 6irms $r re;rui4men4 agen;5 6$r 9iring ;an%i%a4es.

<=

T9e >eri6i;a4i$n $6 49e ;an%i%a4es 4$ 49e gi>en re6eren;e

80 70 60 50 No. of 40 employers 30 20 10 0

Yes No

Hero motors
Company

/1 $u4 $6 )21 em:8$5ers sai% 49a4 49e re6eren;es :r$>i%e% 75 49e ;an%i%a4es is >eri6ie% @9i8e 01 em:8$5ers sai% N$.

<%

T9e 4$4a8 m$ni4$r5 e?:en%i4ure 49e ;$m:an5 s:en%s $n re;rui4men4 an% se8e;4i$n :r$;e%ure

70 60 50
No. of employers

40 30 20 10 0 below 10% 10%-20% 20%-30% 30% abo e &ab#r

!ro"#$t%$%ty

.= out of %.= employers said that the company spends about %=B@.=B of its total expenditure on recruitment and selection.

:= out of %.= employers said that the company spends about .=B@7=B of its total expenditure on recruitment and selection.

>hile 7= out of %.= employers said that the company spends above 7=B of its total expenditure on recruitment and selection.

<.

)*!/# 4 /*$, /*$I,I* $ * ,H' 9*" $I,'$ # & I ,'R ', $'#R)H'$

120 100 80
No. of employers

60 40 20 0 Hero motors
Company

Yes No

)21 O!T O& )21 EM"LO(ER SAID COM"AN( "OST "OSITIONS ON THE AO< SITES
AND INTERNET SEARCHES

<7

C$m:an5 main4ains an% manage ;an%i%a4eIs 6i8e in;8u%ing main4enan;e $6 %a4a7ase 4$ ensure ;$m:re9ensi>e %a4a ;$88e;4i$n $6 ;an%i%a4es

120 100 80
No. of employers

60 40 20 0 Hero motors
Company

Yes No

)21 $u4 $6 )21 em:8$5ers sai% 49a4 ;$m:an5 main4ains an% manage ;an%i%a4eIs 6i8e in;8u%ing main4enan;e $6 %a4a7ase 4$ ensure ;$m:re9ensi>e %a4a ;$88e;4i$n $6 ;an%i%a4e.

<0

T9e :r$%u;4i>i45 $6 49e em:8$5ees ge4 9am:ere% %ue 4$ 9isJ9er mari4a8 s4a4us.

!ro"#$t% %ty of employees

50 40 30 20 10 0
'o a lar(e e)tent *om ew +at affe$ts &oes not affe$t Cant *ay

*$ale

+1 $u4 $6 )21 em:8$5ers 7e8ie>e 49a4 49e em:8$5eeIs :r$%u;4i>i45 ge4s 9am:ere% %ue 4$ 9is mari4a8 s4a4us 4$ a 8arge e?4en4, @9i8e -1 $u4 $6 )21 7e8ie>e 49a4 :r$%u;4i>i45 is s$me@9a4 a66e;4e%, -1 $u4 $6 )21 7e8ie>es 49a4 mari4a8 s4a4us %$es n$4 a66e;4 49e :r$%u;4i>i45 $6 49e em:8$5ee an% $ne em:8$5ee %i% n$4 9a% an5 ans.

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In4er>ie@ me49$%s use% 75 49e ;$m:an5

%.= %== <=

No. of 5= employees
0= .= = &%re$t stress $om p#ter%,e" ot+er

*$ale

Hero motors

211 $u4 $6 211 sai% 49e ;$m:an5 6$88$@s %ire;4 in4er>ie@ me49$%, as @e88 as $49er me49$% @9i;9 in;8u%e uns4ru;4ure% in4er>ie@ @i49 49e %e:ar4men4a8 9ea%. An% 49e )21 sai% 49e ;$m:u4eriGe% is 6$88$@e% 75 49e ;$m:an5.

<5

CONCL!SION

<:

CONCL!SION

REF!IREMENTB3 T ecessity is the mother of InventionA this is true everywhere. In the study first of all I tried to find out the cause of the process of Recruitment and selection. I got the answer from Hero motors that here in Hero motors major cause for the process is its 'xpansion program as Hero motors is growing vastly. Few other reasons are Replacement vacancy Retirement hardly takes place here.

SO!RCESB3 #n organi?ationAs excellence depends upon its employeeAs performance, which has not only to be maintained on a consistent level, but also must be improved constantly. #ll this can be achieved if suitable employees are selected, through proper Recruitment and $election procedure.

METHODSB3 For the recruitment and selection various test include for e.g. aptitude test ,personality test and group discussion. #s we all know that, in todayAs highly competitive age the biggest problem is of retention of its highly skilled employees in the organi?ation. Recruitment plays a vital role in this regard. "ut it should be seen that no system is without any flaws. 'very system has its strong and weak points and is open for change at any time.
<<

IM"ROVEMENTB3 H'R* !*,*R$ a well@developed $election $ystem for its employeeAs development. ,hus, the company provides scope for employees on future growth, career planning, training and development.

<6

RECOMMENDATIONS

6=

RECOMMENDATIONS

,he research in Hero motors has helped me in broadening my view. It has helped me to know that HR is the heart of every organi?ation. It made me aware about how policies play an important role in the smooth functioning of any organi?ation. "ut I have found that there is something that lacks in the company and which is possible to overcome.

Hero motors is engaged in making maximum sales, providing satisfaction to its customers, as well as maintaining good relations with the corporate world. "ut it has not thought about marinating a health relation with its employees. ,his is the reason that there was an increase in the labor turnover. #lso, it has never given consideration to find the reason lying behind the same.

'mployee retention is crucial to the long@term success of your business and therefore the ability to retain employees is a primary measure of the health of your organi?ation. *f significant concern is the fact that unplanned employee turnover directly impacts the bottom line of a business.

,he company can undertake the following steps to maintain long and existing relationship with its employees as well as a steady increase in salesE@

6%

%. 'mployees should know clearly what is expected of them@ )ontinually changing expectations minimi?e employeeAs sense of internal security and create unnecessary stress. It is beneficial therefore to provide a specific framework, in which people can work.

.. 'mployees should be provided with -uality management and leadership@

It is well documented that people leave their managers more often than they leave the company or the job. ,urnover issues that cause an employee to feel unvalued by their manager include lack of feedback about performance, lack of clarity regarding earning potential, failure to hold scheduled meetings, and the failure to provide a framework for the employee to succeed. 'nsure that the right people are in place to lead your teams, departments, business units and the organi?ation as a whole towards success.

7. ,he company should compensate candidates applying for any position in the organi?ation in case of external recruitmentD this will give candidates a positive impression about the company. 0. ,he references given by the candidates at the time of selection should be brought into use and should be verified in order to avoid undesired candidates.

6.

8. 9ob specifications should be disclosed at the time of recruitment and selection so that employees are well aware of the tasks to be performed by them and the expectations their seniors have from them. 5. )ompany should undergo personality test in order to judge the personality of the person applying for the job. :. )ompany should have a round of panel interview so that decision of selecting a candidate is not based on personal biasness of the interviewer, interviews should therefore be followed by group discussion.

67

LIMITATIONS

60

LIMITATIONS
,he scope of the study in terms of coverage is limited to the (el'i operations of the 'ero motors >ithin the organisation the study is limited to the top@level management of the /ersonnel &epartment of the organisation &out of )'ic' samples of t'e respondents are also mem*ers of t'e Recruitment + Selection committee#$ ,his is for the purpose of administering the -uestionnaire. In line with the purpose of conducting employee interviews, the study would be confined to personnel holding typical designations within the organisation at different levels of management. #lthough the limitations that I faced in the organi?ations is the absence of ,rade 2nions co@operation, otherwise which could have help me in understanding the industrial relations in a comprehensive manner. $econdly, the limitation that I have is the scope of collection of sample si?e which was confined to only one department, which would have other wise made my study and observations in an effective manner.

68

<I<LIOGRA"H(

65

<I<LIOGRA"H(

<OOKS Robbins /. $tephens, Organi,ational -e'avior& /rentice Hall, :th 'dition, )hapter %5, pages 575@50%. Moont? Harold ; >eihrich Hein?, Essentials of Hill, 8th 'dition, )hapter %%, pages .%:@.08. &ecen?o #. &avid ; Robbins /. $tephen, Personnel.HR /rentice Hall, 7rd 'dition, )hapters 5,: ; <, pages %%:@.=6. anagement& anagement& !c (raw

MagaGines India ,oday ,odayAs traveller #;! "usiness ,oday "usiness >orld "usiness &igest

6:

e@s "a:er ,imes of India Hindustan ,imes 'conomic ,imes ,he /ioneer ,he Hindu )atalyst 'conomicand/olitical>eekly Financial 'xpress We7 si4es www.Hero motorsindia.com www.indiatimes.com

6<

F!ESTIONNAIRE

66

ANNE'!RE
F!ESTIONNAIRE ON RECR!ITMENT D SELECTION

Name: Designation: Organization: Age: Date:

U.% &oes Hero motors follow any Recruitment and $election /rocedureS

(es

N$

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T.A. S.D.

S.A. T.D.

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