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INTRODUCTION:

Defining Management education:


Management education deals with the art and science of directing and controlling or
handling any organization, especially under resource constraint situations, be it business,
industry, public system or government. Such education not only covers a through
understanding of behavioral science. Human Resource Development, Finance, Marketing,
Operations and Information systems, but also calls for an adequate grasp of the National and
Global economics, politics, Sociology. Legal Framework, Technology trends and natural
environment in which the organization has to function and proper the formulation of effective
strategies. All organizations need to have a vision and mission with a milestone to achieve a
common goal.
Experience of successful organizations has proved beyond doubt the personality factory
plays a key role in day-to-day interactions. In today's competitive environment, organizations
are becoming more and more personality conscious and are making efforts to develop the
facets of personality of their employees. The focus is on developing a pleasing personality
that insures success and happiness emphasizing on motivational as well as behavioral aspects
of personality. Institutions offering management programmes cannot afford to ignore this
vital component. In fact, planned efforts are required to be made to evolve comprehensive
programmes for personality development in management education.
Definition:
The conscious and specific direction of effort towards the quality of the workforce in the
shortly and long term. It involves all quality of the workforce in the short and long term. It
involves all processes and activities aimed at managing the human resource of an
organization i.e. manpower, planning, recruitment, training and development, career
management and human performance. It also involves the productive use of people in
achieving the organizations strategic business objectives and the satisfaction of the individual
employees needs. In other words it is a formal system for the management of people within
the organization. It is mainly divided in to three major areas, staffing, rewarding and
designing work.

Scope:
To define and describe the scope of human resource management requires an
understanding of the influences that the changing environment in which human resource
management is situated have on human resource management systems and roles. For this

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reason, a brief survey is given of aspects of the environment that were taken into account
when compiling the definition and scope of human resource management.
The organizational context in which HRM finds itself at present is one of rapid change
and considerable uncertainty. As various views of HRM were discussed, it became apparent
that this sub-field of management is, in a phase of transition. In the context of traditional
organizational structures, HRM was placed as a function within a 'silo', as were other
organizational functions like finance, production and marketing. However, a turbulent
environment has brought a concurrent change in organizational structures and the nature of
HRM and its functions are in the process of change. Many organizations are now structured
around multi-disciplinary project teams with the HRM professional as one member of the
team or as consultants to team, and where line managers take on various HRM roles.
Nature of HR:
Human resource management is also in the process of change with regard to the nature
of the role performed. In the past, many functions were performed by HRM professional
themselves, the role they are taking on, is one of consultants to line management, where line
mangers perform many of the functions traditionally handled by HRM professional. Similarly
there is a trend in which businesses are shedding all functions that are not directly related to
core business. In the process many HRM functions are being outsource. Hence the change in
the nature of services provided. The activity of generating unit standards and designing
qualifications can be used as an opportunity to catapult HRM Practices into the future. To do
this, those issues that are going to shape the future for HRM practices need to be identified
and analyzed especially in relation to current roles that will still be required of HRM
practitioners. These issues are central to the activity of generating unit standards (e.g.
outsourcing, societal responsibility) and their impact on HRM roles (e.g. stating, performance
management). In addition, supportive roles or functions required by HRM practitioners will
also have to be identified in order to complete the HRM practitioners qualifications design
packages.
Future of HR:
When people maintain HR( human resource ) these days, a few buy words such as talent
management and human capital evidence that human resource as a discipline is changing to
keep up with the demands of business in the 21st century can be heard. With new
opportunities opening up for HR professional, what will the future hold, and will this future
be right?

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Five steps to help HR professional prepare for the future:
 RETHINK THE ROLE: HR professionals need to think of themselves as managers
who are part of a company management team.

 INVEST IN BUSINESS TRAINING: Having an HR diploma is no longer enough.


Financial and business training is also required, in addition to well-developed
leadership skills.
 CREATIVITY: Those in HR should know how to advise leaders on subjects as
emotional intelligence, creating a fun but not trivial work environment and inspiring
commitment.
 MOVE AROUND A GREAT DEAL: As an HR professional, work for an HR
outsourcing firm. Work as an HR executive within a firm. Work as a consultant not to
HR, but to business managers who have talent management challenges to address.

 RECOGNIZE THE CHALLENGE: HR professional needs to be proactive in


changing the role of human resources and in building a better future for HR.
Human resources planning means deciding the number and type of the human resources
required for each job, unit and the total capacity for a particular future date in order to carry
out organizational activities. Human resources planning as "a process by which an
organization should move from its current man power position to its desired manpower
position. Though planning management strives to have the right number and right kind of
people at the right place at the right time, doing things, which result in both the organization
and the individual receiving maximum long run benefit.
Once the required number and the kind of human resources are determined, the management
has to find places where required human resources are/will be available and also work out
strategies for attracting them towards the organization before selecting suitable candidates for
jobs. This process is generally known as recruitment. Technically speaking the function
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
The Objectives of the Personal Dept. of LAKSHMI HYUNDAI:
 To prepare the employees to meet the present and changing future job requirements.
 To prevent employee obsolescence.

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 To develop creative abilities and talents.
 To prepare the employees to move higher in their jobs.
 To impart new entrants with basic HRD skills and knowledge.
 To develop the potentialities of the employees for the next level job.
 To aid total quality management.
 To promote individual and collective morale, a sense of responsibility, co-operative
attitudes and good relationships.
 To ensure smooth and efficient working of the organization and enhance
organizational capabilities.
 To create a climate that enables every employee to discover, develop and use his/her
capabilities to a fuller extent in order to goal.
The Major functions of the HR department are:
 Recruitment and selection of new employees
 Performance and potential appraisal
 Placement, promotion, demotion etc., activities
 Employee training
 Executive development
 Career planning and development
 Involvement in social activities
 Organization change and organizational development
 Involvement of workers participation in management.
 Employee benefits and grievance mechanism.
 Recreational activities
 Communication policies and practices
 Team work
 Employee counseling
 Monetary and non-monetary rewards.

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NEED OF THE STUDY

Recruitment procedure helps to reduce the cost and time of the client companies, and
also can be able to maintain long term relation with the employer and employee. By using job
portals we can be able to get better responses and also to learn different methodologies of
getting response from various sources and also able to study the requirements of the power
industry.

Human Resource Management is not, only the responsibilities of the HRM


department but also the duty of every employee in the organization. Recruitment involves
calling for applications, when there is a need for employees. While selecting the best among
the applicants it is necessary need to see that the applicant would previously fulfill the need
of the organization and then he should be placed at the right job. The present report is
basically made to analyze the Recruitment process at this company by studying the Human
Resource practices followed by the organization. It also hopes that the suggestion at the end,
if implemented, might help to better the process and contribute to the development of the
personnel as well as the organization.

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SCOPE OF THE STUDY

• The present study covers all the employees of LAXMI HYUNDAI.

• The scope is to study about the recruitment and selection in LAXMI HYUNDAI

• The information collected from all the departments.

• The present study covers the recruitment process of LAXMI HYUNDAI subjected to
available data only in HYDERABAD.

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OBJECTIVES OF THE STUDY:

The purpose of the study is to learn the practical applicability of the theoretical knowledge
gained about recruitment and selection process.
 To gain knowledge about the process of recruitment and selection
 To know the effectiveness or ineffectiveness of the process of recruitment and
selection
 To provide suggestions if any, for having an effective recruitment and selection
process

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METHODOLOGY:

DATA COLLECTION METHODS:


The data for the study was collected through primary and secondary METHODS

Primary Methods;
Primary methods are those methods that provide first hand information. The methods
followed were interview methods and questionnaire method

(a) Interview method:


By this method the employees and managers of the LAKSHMI HYUNDAI were asked
questions regarding the recruitment and selection process, its effectiveness and the relevant or
required changes they intended to have in the present recruitment and selection process of the
company. The managers of different departments were the majority to be interviewed in the
entire sample taken.

Secondary methods:
Secondary methods are those methods that provide already existing information of the past,
also called as second hand information. The information was obtained from the different HR
journals published by the organization for various purposes like HR 'department personal use,
reference by any other department about the performance of various activities that have been
started by the HR department, to know about the performance appraisal system or the bonus
system etc.

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LIMITATIONS OF THE STUDY:

 The entire staff would not be taken for the purpose of the study.
 The information provided was not totally accurate.
 Biased answers were given.

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INDUSTRY PROFILE

Introduction:

The automobile industry is one of India’s most vibrant and growing industries. This
industry accounts for 22 per cent of the country's manufacturing gross domestic product
(GDP). The auto sector is one of the biggest job creators, both directly and indirectly. It is
estimated that every job created in an auto company leads to three to five indirect ancillary
jobs.

India's domestic market and its growth potential have been a big attraction for many
global automakers. India is presently the world's third largest exporter of two-wheelers after
China and Japan. According to a report by Standard Chartered Bank, India is likely to
overtake Thailand in global auto-export market share by the year 2020.

The next few years are projected to show solid but cautious growth due to improved
affordability, rising incomes and untapped markets. With the government’s backing, and
trends in the international scenario such as the decline in prices of natural rubber, the Indian
automobile industry is slated to witness some major growth.

Market size

The cumulative foreign direct investment (FDI) inflows into the Indian automobile
industry during the period April 2000 – August 2014 was recorded at US$ 10,119.68 million,
as per data by Department of Industrial Policy and Promotion (DIPP).

Data from industry body Society of Indian Automobile Manufacturers (SIAM)


showed that 137,873 passenger cars were sold in July 2014 compared to 131,257 units during
the corresponding month of 2013. Among the auto makers, Maruti Suzuki, Hyundai Motor
India and Honda Cars India emerged the top three gainers with sales growth of 15.45 per
cent, 12 per cent and 11 per cent, respectively.

The three-wheeler segment posted a 24 per cent growth to 51,461 units on the back of
increased demands from the urban market. Total sales across different vehicle segments grew
12 per cent year on year (y-o-y) to 1,586,123 units.

Scooter sales have jumped by 29 per cent in the ongoing fiscal, and now form 27 per
cent of the total two-wheeler market from just 8 per cent a decade back. The ever-rising

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demand for scooters, which has far outstripped supply has prompted Honda to set up its first
dedicated scooter plant in Ahmedabad.

Tractor sales in the country is expected to grow at a compound annual growth rate (CAGR)
of 8–9 per cent in the next five years making India a high-potential market for many
international brands.

Investments

To match production with demand, many auto makers have started to invest heavily in
various segments in the industry in the last few months. Some of the major investments and
developments in the automobile sector in India are as follows:

 Ashok Leyland plans to invest Rs 450–500 crore (US$ 73.54–81.71 million) in India,
by way of capital expenditure (capex) and investment during FY15. The company is
required to manage Rs 6,000 crore (US$ 980.56 million) of assets in seven locations
across the world, for which maintenance capex is needed.
 Honda Motors plans to set up the world's largest scooter plant in Gujarat to roll out
1.2 million units annually and achieve leadership position in the Indian two-wheeler
market. The company plans to spend around Rs 1,100 crore (US$ 179.76 million) on
the new plant in Ahmedabad, and expand its range with a few more offerings.
 Yamaha Motor Co has restructured its business in India. Now, Yamaha Motor India
(YMI) will take care of its India operations. “The restructuring is part of Yamaha’s
mid-term plan aimed at improving organizational efficiency,” as per Mr Hiroyuki
Suzuki, Chief Executive and Managing Director. YMI would be responsible for
corporate planning and strategy, business planning and business expansion, quality
control, and regional control of Yamaha India Business.
 Tata Motors plans to use the 'hub-and-spoke' model in which India will be the key
manufacturing base while it will have mini-hubs in overseas markets. The company
also plans to set up mini hubs in potential markets like Africa, Middle-East and South
East Asia.
 Hero Cycles through its unit OPM Global has acquired a majority stake in German
bicycle company Mitteldeutsche Fahrradwerke AG (MIFA) for €15 million (US$
19.11 million). The company plans to invest an additional €4 million (US$ 5.09
million) as capital expenses in restructuring the acquired company.

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Government Initiatives

The Government of India encourages foreign investment in the automobile sector and
allows 100 per cent FDI under the automatic route. To boost manufacturing, the government
had lowered excise duty on small cars, motorcycles, scooters and commercial vehicles to
eight per cent from 12 per cent, on sports utility vehicles to 24 per cent from 30 per cent, on
mid-segment cars to 20 per cent from 24 per cent and on large-segment cars to 24 per cent
from 27 per cent.

The government’s decision to resolve VAT disputes has also resulted in the top Indian
auto makers namely, Volkswagen, Bajaj Auto, Mahindra & Mahindra and Tata Motors
announcing an investment of around Rs 11,500 crore (US$ 1.87 billion) in Maharashtra.

The Automobile Mission Plan for the period 2006–2016, designed by the government
is aimed at accelerating and sustaining growth in this sector. Also, the well-established
Regulatory Framework under the Ministry of Shipping, Road Transport and Highways, plays
a part in providing a boost to this sector.

The Government of India-appointed SIAM and Automotive Components


Manufacturers Association (ACMA) are responsible in working for the development of the
Indian automobile industry.

Road Ahead

The future of the auto industry depends on the positive sentiments and the demand for
vehicles in the market. With the festival season coming up, the Indian auto sector will see a
rise in demand which is expected to bring in major growth. An auto dealer survey by firm
UBS suggested that the Indian auto industry, riding on trends like the upcoming festival
season and decline in fuel price, will observe a 12 per cent y-o-y growth in FY15. Also,
keeping up with international trends, there is expected to be a surge in the number of hybrid
vehicles in the Indian auto sector in the years to come.

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The growth story for the Indian automobile industry in 2014 rode on the two-wheeler
segment and not on passenger cars or commercial vehicles, as high interest rates and a
stuttering manufacturing industry kept a check on demand.

The year also saw Competition Commission of India (CCI) levying a penalty of Rs.2,544.65
crore ($415) on 14 car makers for their restrictive trade practices by preventing independent
repairers coming into the market. Some of the leading car makers also had to recall some
models over defective components.

When other segments like passenger cars and commercial vehicles logged negative growth,
the two-wheeler makers registered around 13 percent growth between January and October.
Riding on the two-wheeler sector's growth, the automotive industry grew 9.8 percent by
volume year-on-year (YoY) between January and October.

"The two-wheeler segment is the only one that has clocked positive growth at 12.9 percent
YoY (year-on-year) to reach sales of nearly 13.5 million units by October. This can be
attributed to the low cost of two wheelers in India," Vijay Kakade, vice president for
automotive and transportation practice at Frost & Sullivan, told IANS. He said the light
commercial vehicle (LCV) segment has been the worst hit, with sales reducing to
approximately 330,000 units -- an 18.9 percent YoY fall over 2013.

"The passenger car, medium and heavy commercial vehicle segments contracted by 0.8 and
6.5 percent respectively during the period, compared to 2013. The reduction in sales can be

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attributed to the slowdown and the high interest rates set by the RBI (Reserve Bank of India)
reducing the availability of finance options to the public," Kakade added.

"These segments have shown positive signs over the past few months, which is expected to
lead to growth in the next year."

"The year 2014 has been a year of stagnation, which is a positive sign as the decline has
stopped. The industry has shown signs of growth, albeit slower than expected, over the past
few months," Kakade remarked.

P. Balendran, vice president, General Motors India, had similar views to share with IANS:
"Of late, we have seen some movements in new entries driven by novelty factors and some
select manufacturers have been getting the benefits too." He said the market has not shown
any movement forward, despite the excise duty reduction, while the customer sentiment has
not picked up due to sticky interest rates, which remain at high levels.

"Although fuel prices have started coming down significantly, the enquiry levels at
showrooms have come down and conversions are not taking place at all. The sales of diesel
vehicles are also tapering off because of the narrowing price gap vis-a-vis petrol," Balendran
added. Expecting the government to continue with a lower excise duty regime for small/mid-
sized/big cars and sports utility vehicles (SUV) till March 2015, Balendran said the rates
should be continued till the Goods and Services Tax ( GST) is introduced -- aiding the
turnaround of the auto sector.

Terming 2014 a mixed bag for the automobile industry, Sumit Sawhney, chief executive and
managing director of Renault India, told that while there has been a sea change in the
consumer sentiment with a gradually improving economic climate in the country, the
optimism has still to translate into sustained sales growth.

"The industry is looking forward to the budget for pro-business policies to reignite the
automobile industry in India."

Highlights of India's automobile industry 2014:

* Overall growth was 9.8 percent by volume year-on-year (YoY) between January and
October.
* Two-wheeler sector grew 12.9 percent
* Passenger car, medium and heavy commercial vehicle segments contracted by 0.8 and 6.5

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till October
* LCV segment worst hit, with sales falling 18.9 percent YoY fall over 2013 till October
* Excise duty reduction on automobiles
* Competition Commission of India (CCI) fines 14 car-makers Rs.2,544.65 crore for
restrictive trade practices.

Auto manufacturers have been trying to cope with economical rough patch in last two years.
Trying to boost sales and implementing cost effective schemes just wasn’t enough. They also
had to cut many of their employees loose to stay somewhat balanced, in some cases. On a
fashionable note, senior employees were asked to take voluntary retirement (not sure what
‘voluntary’ is doing in that sentence).

Tata Motors apart from giving customers attractive offers, gave 600 of their employees early
retirement offers, last month. Ashok Leyland too offered 500 of their employees with
irresistible retirement schemes, last year (pun intended).

Sales of Cars, SUVs, Vans, pick-ups, and entire commercial vehicle segment went south, with
passenger vehicle market encountering first decline in the decade. But what saved the overall
scenario was the two-wheeler market. It took 7.31% hike with motorcycle sales going 3.91%
up and scooter sales riding 23% north. Export sales figures also contributed to somewhat
saving the year with rise of 7.21%.

The downtrend left auto manufacturers with piled up inventory and stagnation. The interim
budget announced in February, gave a minor boost as all vehicles prices were reduced
marginally, but it hasn’t exactly helped boost sales yet. Automakers are expecting aid from
the government’s new budget by way of further tax cuts.

Sales figures of March 2014 shows 12.83% overall growth also by means of increased two-
wheeler sales. Commercial Vehicles have further dipped compared to March 2013 and
passenger cars stagnating below the graph. However, overall production has increased by
9.95% comparing March figures of both years, suggesting auto makers’ confidence in
ongoing fiscal to make better.

Launch of new A segment compact cars by various auto majors seems to be helpful in this
economy, for customers as well as value chain entities. Maruti Suzuki finished top on podium
with 42% share in overall car sales, followed by Hyundai with 15% share.

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Society of Indian Automobile Manufacturers (SIAM) expects a 6% growth over in the fiscal
2014-15, with boost in manufacturing sector, new investment and fresh capacities in the
industry. Vikram Kirloskar, president of SIAM says, “Whichever government comes in…I
am looking for stability in excise duty and some reduction in taxes. We are an over-taxed

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industry.”

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COMPANY PROFILE

HISTORY:

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai


Motor Company (HMC). HMIL is the largest passenger car exporter and the second largest
car manufacturer in India. It currently markets nine car models across segments - in the A2
segment it has the Eon, Santro, i10, Grand i10 and the i20, in the A3 segment the Verna, in
the A4 segment the Elantra, in the A5 segment Sonata and in the SUV segment the Santa Fe.

HMIL's fully integrated state-of-the-art manufacturing plant near Chennai boasts of


advanced production, quality and testing capabilities. HMIL forms a critical part of HMC's
global export hub, it touched 1.5 million in exports in March 2012. It currently exports to
more than 120 countries across EU, Africa, Middle East, Latin America and the Asia Pacific.
HMIL has been India's number one exporter for seven years in a row. To cater to rising
demand the company commissioned its second plant in February 2008 having an installed
capacity of 330,000 units per annum. To support its growth and expansion plans HMIL
currently has 346 dealers and around 800 service points across India. In its commitment to
provide customers with cutting-edge global technology, HMIL set up a modern multi-million
dollar R&D facility in Hyderabad. The R&D centre endeavors to be a center of excellence in
automobile engineering.

The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for
sale of its entire range of motor vehicles. It is also authorized to service & repair of all
Hyundai cars and also deals in spare parts of Hyundai cars.

Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the launch
of Hyundai’s first car in India- the evergreen SANTRO. The entire business is managed under
the able leadership and guidance of the managing Director Shri K.Rama Mohana Rao.

Soon after the Himayathnagar showroom, came up the ‘state-of-art service facilities at
Kukatpally, Banjarahills and L.B.Nagar. These service centers are well equipped to cater to
the needs of valued customers. The management left no stone unturned to review, research
and implement the latest of technologies and methodologies to improve on the sales, service
on the customer satisfaction. Continuous up gradation of the facilities at the sales and service
outlets and adding to the service agenda each time, add been sales graph go high by the year.

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Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company (HMC), South Korea and is the largest passenger car exporter and the second
largest car manufacturer in India. HMIL presently markets 6 models of passenger cars across
segments. The A2 segment includes the Santro, i10 and the i20, the A3 segment includes the
Accent and the Verna, the A5 segment includes the Sonata Transform and the SUV segment
includes the Santa Fe.

HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most
advanced production, quality and testing capabilities in the country. To cater to rising
demand, HMIL commissioned its second plant in February 2008, which produces an
additional 300,000 units per annum, raising HMIL’s total production capacity to 600,000
units per annum.

In continuation with its commitment to providing Indian customers with cutting-edge global
technology, HMIL has set up a modern multi-million dollar research and development facility
in the cyber city of Hyderabad. It aims to become a centre of excellence for automobile
engineering and ensure quick turnaround time to changing consumer needs.

As HMC’s global export hub for compact cars, HMIL is the first automotive company in
India to achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars
to more than 110 countries across EU, Africa, Middle East, Latin America, Asia and
Australia. It has been the number one exporter of passenger car of the country for the sixth
year in a row.

To support its growth and expansion plans, HMIL currently has a 315 strong dealer network
and 640 strong service points across India, which will see further expansion in 2010.

Mr. Han Woo Park joined Hyundai Motor Company in Seoul, South Korea, in 1982 in the
finance department and ever since he has been involved with costing, auditing and the
financial operations of the company.

He joined Hyundai Motor India Limited in 2003 as the Chief Financial Officer and since then
he has played a pivotal role in HMIL as he was involved in all aspects of the company in his
capacity as a CFO.

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Mr. Park has a vast experience and understanding of Hyundai Motor India Ltd and the Indian
culture and has successfully led his team for the last seven years. Mr. Park holds a degree in
Business Administration from the University of Dankook in Seoul, South Korea.

Prior to his becoming the Managing Director of HMIL he held the position of CFO and
Senior Executive Director. Mr Park lives in Chennai with his wife. He has two children, a son
and a daughter. The son is studying at University of Texas, Austin and the daughter is
studying at SUNY Buffalo. Mr Park was born in South Korea on January 29, 1958.

Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor
Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a centre
with one of the most advanced research and development facilities which focuses on state of
the art product and design engineering and rigorous quality enhancement. The new R&D
Centre at Hyderabad in India is Hyundai Motor Company’s fourth overseas R&D centre.

Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D
Centre, is aimed at further accelerating local content development and enable Hyundai to
respond even more quickly to changing customer needs across the world. The R&D Centre
will further facilitate the development of India as Hyundai’s global hub for manufacturing
and engineering of small cars. The new R&D Centre in Hyderabad will support all back-end
operations like computer aided engineering (CAE), computer aided design (CAD) and help
the R & D work taking place across Hyundai’s car line-up. The R&D Centre will help in
developing vehicles which includes their styling, design engineering and vehicle test &
evaluation. The R&D Centre will play a pivotal role for cars manufactured in India inorder to
satisfy the specific needs of the Indian customers.

Hyundai Motor Company’s other overseas R&D centres are located in the United States,
Germany, Japan & Korea.

Management Philosophy With the spirit of creative challenge, we will strive to create a
more affluent lifestyle for humanity, and contribute to the harmony and co-prosperity with
shareholders, customers, employees and other stakeholders in the automobile industry.

The spirit of creative challenge has been a driving force in leading HMC to where it is today.
It is the permanent key factor for HMC to actively respond to change in the management
system and seek creative and self–innovative system. With the spirit of creative challenge, we
create profits, the primary objective of a private enterprise. Furthermore, we take

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responsibility for the environment and society we belong to, and offer sustainable mobility in
order to implement our corporate philosophy and provide benefits to all stakeholders
including shareholders, customers, executives, employees, suppliers, and communities.

Vision

We announced "Innovation for Customers" as our mid–to long–term vision with five core
strategies: global orientation, respect for human values, customer satisfaction, technology
innovation, and cultural creation. We desire to create an automobile culture of putting
customer first via developing human–centered and environment–friendly technological
innovation.

Management Policy

Based on a respect for human dignity, we make efforts to meet the expectations of all
stakeholders including customers and business partners by building a constructive
relationship amongst management, labor, executives and employees. Also, we focus on

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communicating our corporate values both internally and externally, and gaining confidence
from all stakeholders.

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Mid-and Long-term Strategies:

We developed five mid–and long–term strategies: global management, higher brand


values, business innovation, environmental management, and strengthening product
competitiveness. Especially, we selected environmental management as one of our strategies
to meet the needs of our stakeholders and the society we belong to. We also intend to promote
sustainability development and preservation of the environment.

Board of Directors
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BOD Composition (Registered)

Chairman of the Board - Mong Koo Chung / BOD - 9 Members

Title Appointment Liability


Classification Name Term Division
(Employment Status) Date Insurance

Mong Koo
Chairman (Standing) 2014-03-14 3 years Management O
Chung

Vice Chairman
Internal Eui Sun Chung 2016-03-11 3 years Management O
(Standing)
Director
President
Won Hee Lee 2016-03-11 3 years Management O
(Standing)

President
Gap Han Yoon 2015-03-13 3 years Management O
(Standing)

Director (Non-
Sung Il Nam 2016-03-11 3 years Strategy O
Outside Standing)
Director
Director (Non-
Se Bin Oh 2014-03-14 3 years Law O
Standing)

Director (Non-
You Jae Yi 2016-03-11 3 years Marketing O
Standing)

Director (Non- Dong Kyu Lee 2015-03-13 3 years Law O


Standing)

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Director (Non- O
Byung Kook Lee 2015-03-13 3 years Finance
Standing)

INSIDE DIRECTOR
HYUNDAI MOTOR

Mong Koo Chung


Chairman & CEO

Eui Sun Chung


Vice Chairma
Hyundai Motor Company, 12 Heolleung-ro, Seocho-Gu, Seoul, 06797, Korea

Won Hee Lee

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President & CEO
Hyundai Motor Company, 12 Heolleung-ro, Seocho-Gu, Seoul, 06797, Korea

Gap Han Yoon


President & CEO
Hyundai Motor Company Ulsan Plant, 700 Yeompo-ro, Buk-Gu, Ulsan, 44259, Korea

OUTSIDE DIRECTOR
HYUNDAI MOTOR

Se Bin Oh
Lawyer, Dongin Law

Sung Il Nam
Professor of Economics, Sogang University

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You Jae Yi
Professor of Business Administration, Seoul National University

Byung Kook Lee


Chairmen of e-Chon Tax Accounting Corp

Dong Kyu Lee


Advisor of Kim and Chang Law Group

Hyundai Cars in India

Hyundai Car Models in Sale

Find all Hyundai cars in India, filter Hyundai cars by body types, price range, and features at
Autoportal.com

 Hyundai Eon

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Overall rating: 3.50 146 reviews

3.39 – 4.70 Lakh

Get On Road Price

 Hyundai i10

Overall rating: 3.75 124 reviews

4.50 – 5.36 Lakh

Get On Road Price

 Hyundai Grand i10

Overall rating: 3.50 144 reviews

5.08 – 7.32 Lakh

Get On Road Price

 Hyundai Xcent

Overall rating: 3.75 162 reviews

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5.61 – 8.42 Lakh

Get On Road Price

 Hyundai Elite i20

Overall rating: 3.75 182 reviews

5.81 – 9.43 Lakh

Get On Road Price

 Hyundai i20 Active

Overall rating: 3.50 83 reviews

6.99 – 9.99 Lakh

Get On Road Price

 Hyundai Verna

Overall rating: 3.75 145 reviews, 8.25 Lakh – 13.72 Lakh

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 Hyundai Creta

Overall rating: 3.50 65 reviews

9.61 Lakh – 15.22 Lakh

Get On Road Price

 Hyundai Elantra

Overall rating: 3.75 97 reviews

13.61 – 19.94 Lakh

Get On Road Price

 Hyundai Tucson

Overall rating: 0 reviews

19.84 – 26.11 Lakh

Get On Road Price

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 Hyundai Santa Fe

Overall rating: 3.50 93 reviews, 29.67 – 33.26 Lakh

Get On Road Price

Upcoming Hyundai Cars

 Hyundai Santa Fe Facelift

Expected Dec 2016 - Feb 2017

27.00 – 32.00 Lakh

 Hyundai I30

Expected Dec 2016 - Mar 2017

10.00 – 16.00 Lakh

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 Hyundai Grand i10 facelift

Expected Dec 2016 - Mar 2017, 5 – 7.50 Lakh

Hyundai Sonata Facelife

Expected Jan 2017 - Apr 2017, 20.00 – 25.00 Lakh

AWARDS:

Mr. J.S Shin, Sr Director and Plant Head, HMIL and Mr. Rakesh Srivastava, Sr VP, Sales and
Marketing, HMIL at ICOTY 2014 event.

Mr. J.S Shin, Sr Director and Plant Head, HMIL and Mr. Rakesh Srivastava, Sr VP,Sales and
Marketing, HMIL with the ICOTY Jury

Mr. J.S Shin, Sr Director and Plant Head, HMIL and Mr. Rakesh Srivastava, Sr VP, Sales and
Marketing, HMIL with the Grand

Hyundai Grand wins NDTV Car and Bike 2014 Car of the Year Award

The awards received for “Best in sales” in south region, “Best in finance”, “Top
performer ” in 2005 and their technicians being awarded with a Gold Medal for standing
No.1 in the world at World skill Olympics held at Korea-stand testimony to the recognition
that received at the global level.

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According to the popular belief, a customer walking into LAKSHMI HYUNDAI is
treated like an asset. His/her needs are assessed in the first stage and the customer is educated
subsequently about the product line, service range, allied services, etc., ample information
and time is given to the prospective buyer to make up his/her mind on which car to buy.

Totally focused customer centric approach, unparalleled service motto, top-end facilities,
bouquet of allied services, solid after sales backup, quality assurance, unconditional warranty
promise and desire to excel through service are some of the threads which blend in effectively
to give birth to the fabric called LAKSHMI HYUNDAI LAKSHMI HYUNDAI’s success is
just beginning and more to expect spectacular chapters in the preamble “Winning Edges”.

2014

 Mr. B.S Seo- MD & CEO, HMIL, Mr. Rakesh Srivastava- Sr. VP, Sales &
Marketing, HMIL receiving the coveted ICOTY 2015 for Elite i20
 Mr. B.S Seo- MD & CEO, HMIL, Mr. Rakesh Srivastava- Sr. VP, Sales &
Marketing, HMIL with ICOTY 2015 Jury
 Mr. J.S Shin, Sr Director and Plant Head, HMIL and Mr. Rakesh Srivastava, Sr
VP, Sales and Marketing, HMIL at ICOTY 2014 event.
 Mr. J.S Shin, Sr Director and Plant Head, HMIL and Mr. Rakesh Srivastava, Sr
VP,Sales and Marketing, HMIL with the ICOTY Jury
 Mr. J.S Shin, Sr Director and Plant Head, HMIL and Mr. Rakesh Srivastava, Sr
VP, Sales and Marketing, HMIL with the Grand

2013
 January 8, 2013: Elantra has been awarded the 'Car of the year', 'Design of the year'
and 'Executive car of the year' by Car India and Bike India Awards.
 January 9, 2013: Elantra has been awarded the 'Saloon car of the year and Best deign
& styling by Bloomberg UTV Autocar India Awards.
 January 11, 2013: Elantra has been awarded the 'Car of the year' and 'Executive
Sedan of the year' by CNBC TV18 Overdrive Awards.
 January 24, 2013: Elantra has been awarded the Premium Sedan and Automotive
design of year by ET Zigwheels Awards 2012.
 March 05, 2013: Hyundai Introduces Special Edition iTech i10.

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 March 20, 2013: Elantra won the 'Sedan of the year 2012' by Autobild India and
Carwale Awards - The Golden Steering Wheel Award.
 August 12, 2013: Hyundai introduces Santro 'Celebration Edition'.
 September 03, 2013: Launch of Hyundai Grand.
 October 17, 2013: Hyundai rolls out the 5th Millionth car.
 December 18, 2013: Hyundai Grand won the prestigious award 'Indian car of the year
2014'.

2012
 January 5, 2012: The All New Sonata Launched at the New Delhi Auto Expo 2012
 January 5, 2012: Eon has been awarded the prestigious 'Entry-Level Hatchback Of
The Year' by ET Zigwheels Awards 2011
 January 5, 2012: Verna has been awarded the prestigious 'Best Midsize Car 2012'
and 'Best Car Manufacturer 2012' by Motor Vikatan'.
 January 6, 2012: Verna has been awarded the prestigious 'Sedan Of The Year' and
HMIL has been awarded the 'Automotive Company Of The Year 2011' by Auto Bild Carwale.
 January 13, 2012: Verna has been awarded the prestigious 'Best Design and Styling'
by Bloomberg UTV Autocar Awards 2012.
 January 24, 2012: Eon has been awarded the prestigious 'Micro Car Of The Year' and
'Reader's Choice Award' by Car India and Bike India Awards 2012.
 March 28, 2012: Launch of i-Gen i20.
 April 17, 2012: Hyundai Motor India Ltd wins the Auto India Best Brand Awards
2012- 'Best Customer Service' and 'Best Resale Value'.
 August 13, 2012:Launch of the neo fluidic Elantra.
 December 10, 2012:Elantra has been awarded the prestigious 'Saloon Car Of The
Year 2012' by BBC Top Gear Magazine Awards 2012.

LAKSHMI HYUNDAI MAN POWER:

Department Own Contract Total

Sales 57 0 57

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Service 126 49 175

Spaces 15 0 15

Finance & HR/Administration 98 0 98

Total 296 49 345

SWOT analysis of Hyundai Motors


Strengths in the SWOT analysis of Hyundai
 Hyundai India has such a brand equity that it is almost assumed to be an Indian brand,
with lot of good accolades for being India’s second most selling brand next to MUL in
market share.

 Hyundai Motor India limited is the largest car exporter from Asian Market which showed
a 10% growth compared to last FY

 The domestic sales is increasing at an average rate of 19.1%

 HMIL is known for its quality products which has better performance and it has
constantly been ahead in the race with Maruti Udyog limited in many parameters

 The product length includes around 8 cars, starting from new Eon in small car segment to
SUV segment Santa Fe

 Among the automobile players only HMIL is known for its CSR activities

 Hyundai products never fail to win laurels in each segment from various automobile
ratings ever since its operations in India

 Hyundai , has the largest network of showrooms and service station next to Maruti in
India

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 An article in Economic times quoted that “Hyundai Eon launched , treads on Alto
territory” indicated that Eon will act as a threat to reduction in Alto’s market share.

Weaknesses

 IN HMIL took a long time to gain the market share as its not the first mover in India

 In terms of most reliable and trusted brand; Maruti is more strong in Indian subcontinent

 Spare parts of Hyundai vehicles are comparatively priced higher and spare parts do not
have PAN India presence

 In SUV segment both Tucson and its next model Santa Fe didn’t make a major impact

 Increase in commodity prices such as steel, aluminium and ancillary parts has affected
margins

 Since HMIL concentrates on both domestic and International sales there are higher risks
of exchange rate fluctuations

 As Hyundai majorly concentrates on quality, most of its product are in premium category
in each segment. Hyundai is still struggling to make a better impact in small car segment
in terms of cost efficiency like other manufactures

 Hyundai doesn’t have any product match to compete in Corporate orders like Tata Indica
V2, Tata Sumo, Tata Indigo, Chevy Tavera, Ford Fiesta etc.

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 The vehicles are most preferred in both cab segment and government booking for bulk
orders

Opportunities in the SWOT analysis of Hyundai

 SIAM – Society of Indian automobile Manufacturers, have stated that there is steady
increase in Car sales both Domestic and Indian contributing a valuable share in India’s
Gdp

 The export markets growth rate is 22.30% compared to last fiscal year

 The saving consumption pattern of India is an added advantage for any segment doing
business in India. This was one of the major reason for Indian market to survive amidst
global recession

 There is more scope of HMIL to enter into small car segment as its has dedicated R&D
plant in Hyderabad, India. Hyundai is one of the very few companies that has widest
R&D network across the world located in Korea, Europe, India, US, Japan

 Hyundai has very good opportunity in entering into commercial vehicles and
Recreational vehicles as they are already doing well outside India. Currently HMIL has
its focus only on Passenger car segment

Threats in the SWOT analysis of Hyundai

 Though Hyundai claims itself to have no direct competitors other than MUL, there are
Indian players like Tata, Mahindra imposing a strong threat for Hyundai Motors India to
expand its product category

 Foreign Direct Investments flowing in Indian automobile space are not good signs for
already existing Giants like MUL and Hyundai.

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 Almost all major automobile players have started invading India to open up their market
and their manufacturing plant in India.”Chennai” is referred to as the Detroit of Asia!

 Hyundai faced a slight decline in market share due to tough competition from Ford’s
Figo and Volkswagen- Polo

 Many manufacturers have started to concentrate on small car segment as an alternative to


Nano. These will slowdown the expected sales of Eon.

MOST LIKED SMALL CAR IS SANTROXING

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UNDERSTANDING RECRUITMENT PROCESS:
Recruitment is the phase, which immediately precedes selection. Its purpose is to pave the
-way for the selection procedures by producing, ideally, the smallest number of candidates
who appear to be capable either of performing the required tasks of the job from the outset, or
of developing the ability to do so within a-period of time acceptable to the employing
organization. The smallest number of potentially suitable candidates can in theory, of course,
be any number. The main point that needs to be made about the recruitment task is that the
employing organization should not waste time and money examining the. credentials
of people whose qualifications do not match the requirements of the job.
Apart from the methods used and the general administration of task, the achievement of the
objective will depend very much in the end on how efficiently the basic tasks of manpower
planning and job analysis have been carried out and applied. In short, efficient recruitment of
staff may be described as knowing what resources you want, what resources are available,
where and how they may be found.
The Objectives of Recruitment are:
 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 develop an organizational culture that attracts competent people to the Company
 To search or head hunt/ head pouch people whose skills fit the . company's values.
 To devise methodologies for assessing psychological traits
 To seek out non-conventional development grounds of talent
 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.
Merits of Centralized Recruitment:
 Average cost of recruitment per candidate/unit should be relatively less due to
economies of scale
 It would have more expertise available to use
 It can ensure board unifonnity among human resources of various units/zones in
respect of education, skill, knowledge, talent etc.,
 It would generally be above malpractices, abuse of powers, favoritism, bias etc.,

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Merits of Decentralized Recruitment:
 The unit concerned concentrates only on those sources/places where it normally gets
the suitable candidates. As such, the cost of recruitment would be relatively less.
 The unit gets the most suitable candidates as it is well aware of the requirements of
the jobs regarding cultural, traditional, family background aspects, local factors, social
factors etc.,
 Units can recruit candidates as and when they are required without any delay.

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The different kinds of internal sources are:
(a) Present permanent employees:
Organizations consider the candidates from this source for higher-level jobs due to
availability of most suitable candidates for jobs relatively or equally to the external source, to
meet the trade union demands and due to the policy of the organization to motivate the
present employees.
(b) Present temporary/casual employees:
Organizations find this source to fill the vacancies relatively at the lower level owning to the
availability of suitable candidates or trade union pressures or in order to motivate them on the
present job.
(c) Retired employees:
., Generally, particular organizations retrench the employees due to lack of work. The
organization takes the candidates for employment from the retrenched employees due to
obligation, trade union pressure and so on. Sometimes, the organizations prefer to re-employ
their retired employees as a token of their loyalty to the organization or to postpone some
internal conflicts for promotion.
External sources:
External sources are sources outside organizational pursuits. Organizations
search for the required candidates from these sources for the following
reasons:
 The suitable candidates with skill, knowledge, talent etc., are generally available.
 Candidates can be selected without any pre-conceived notion or reservations.
 Cost of employees can be minimized because employees selected from this source are
generally organization.
 Human resources mix can be balanced with different background, experience, skills
etc.,
 Latest knowledge, skill, innovative or creative talent can also be flowed into the
organization.
 Existing sources will also broaden their personality
 Long run benefit to the organization in the sense that qualitative human resources can
be brought. Placed in the minimum pay scale.

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Different kinds of External sources are:
(a) Campus recruitment:
Different types of organizations like industries, business firms, service organizations, social
or religious organizations can get fresh candidates for different types of jobs from various
educational institutions like collages and universities imparting education in science,
commerce, arts, engineering and technology, agriculture, medicine, management studies etc.,
(b) Private employment agencies/consultants:
Public employment agencies or consultants like ABC consultants in India perform
recruitment functions on behalf of a client company by charging fees. Line managers are
relieved from recruitment functions so that they can concentrate on their operational activities
and recruitment functions are entrusted to a private agency or consultants.
(C) Professional associates;
Professional organizations or associates maintain complete bio-data of their members and
provide the same to various organizations on requisition. They also act as exchange between
their members and recruiting firms in exchanging information, clarifying doubts etc.
organizations find this source more useful to recruit the experienced and professional
employees like executives, managers, engineers.
MODERN METHODS OF RECRUITMENT:
A number of modem recruitment sources are being used by the corporate sector in addition to
traditional sources. The sources are divided into internal and external sources.
Internal sources:
(a) Employee referrals:
Present employees are well aware of the qualifications, attitudes, experience and emotions of
their friends and relatives. They are also aware of the job requirements and organizational
culture of their company. As such, they can make preliminary judgments regarding the match
between the job and their friends or relatives. Hence, the HR Managers of the company
depend on the present employees for reference of the candidates for various jobs. This source
reduces the cost and the time required for recruitment. Further this source enhances the
effectiveness of recruitment.

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External sources:
(a) Walk in interviews and tests:
The busy and rapidly changing organizations do not find time to perform various functions of
recruitment. Therefore, they advice the potential candidates to attend for an interview directly
and without a prior application on specified date, time and at a specified place.
(b) Consult in:
The busy and dynamic companies encourage the potential job seekers to approach them
personally and consult them regarding the jobs. The companies select the suitable candidates
from among such candidates through the selection process.

(c) E-Recruitment:
The technological revolution in telecommunications helped the organizations to use Internet
as a source of recruitment. Organizations advertise the job vacancies through the world wide
web (www). The job seekers send their applications through e-mail using Internet.
Alternatively job seekers place their CV's in the worldwide web/ Internet, which can be
drawn by the prospective employers depending upon their requirements. For eg:
Monsterindia.com, timesjobs.com, naukri.com, Chckjobs.com

(d) Outsourcing:
Some organizations recently started developing human resources pool by employing the
candidates for them. These organizations do not utilize the human resources instead they
supply HRs to various companies based on their needs on temporary or ad-hoc basis. Various
companies, rather than employing HRs draw HRs from these organizations on commission
basis.
UNDERSTANDING SELECTION PROCESS:
Recruitment function helps the organization to develop a pool of prospective human
resources. It is difficult for the HR manager to employ the suitable people out of the pool.
Infact, many organizations face critical problems in choosing the people. Selection techniques
and methods reduce the complexities in choosing the right candidates for the job.
After identifying the sources of human resources, searching for prospective employees and
stimulating them to apply for jobs in an Organization, the management has to perform the
function of selecting the right employees at the right time. The obvious guiding policy in

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selection is the intention to choose the best qualifies and suitable job candidate for each
unfilled job.
The objective of the selection decision is to choose the individual who can most successfully
perform the job from the pool of qualified candidates. The selection procedure is the system
of functions and devices adopted in a given company to ascertain whether the candidate's
specifications are matched with the job specifications and requirements or not.
The selection process can be successful if the following requirements are satisfied:
 Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis to the workload and work force.
 There must be some standard of personnel with which a prospective employee may be
compared, i.e. a comprehensive job description and job specification should be
available before hand.
 There must be a sufficient number of applicants from whom the '' required number of
employees may be selected.
Selection of personnel to man the organization is a crucial, complex and continuing function.
The ability of an organization to attain its goal effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection programmer. If the right
person is selected, he is valuable asset to the organization.

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SELECTION PROCEDURE:
Selection procedure employs several methods of collecting information about the candidate's
qualifications, experience, physical and mental ability, nature and behavior, knowledge and
aptitude for judging whether a given applicant is suitable or not for the job. Therefore the
selection procedure is not a single act but is essentially a series of methods or stages by which
different types of information can be secured through various selection techniques. At each
step facts may come to light, which are useful for comparison with the job requirement and
employee specifications.
Steps in Scientific Selection Procedure:
 Job analysis
 Recruitment
 Application form
 Written examination

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 Preliminary interview
 Business games
 Tests
 Final interview
 Medical examination
 Reference checks
INDETAIL EXPLANATION:
(A) JOB ANALYSIS:
Job analysis is the basis for selecting the right candidates. Every organization should finalize
the job analysis, job. Description, job specification and employee specifications before
proceeding to the next step of selection.

(b) APPLICATION FORM;


Application form is also known as application blank. The techniques of application blank are
traditional and widely accepted for securing information from the prospective candidates. It
can also be used as a device to screen the candidates at the preliminary level. Many
companies formulate their own style of application forms depending upon the requirement of
information based on the size of the company, nature of business activities, type and level of
the job etc. Information is generally required on the following items in the application forms:

 Personal background information


 Educational qualifications
 Work experience
 Salary (drawing and expecting)
 Personal attainments including likes and dislikes

(c) WRITTEN EXAMINATION:


Organizations have to conduct written examination for the qualified candidates after they are
screened on the basis of the application blanks so as to measure the candidate's ability in
arithmetical calculations, to know the candidate's attitude towards the job, to measure the
candidate's aptitude, reasoning, knowledge in various disciplines, general knowledge and
English language
(d) PRELIMINARY INTERVIEW:

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The preliminary interview is to solicit necessary information from the prospective
applications and to assess the applicant's suitability to the job. An assistant in the personnel
department may conduct this preliminary interview. The information thus provided by the
candidate may be related to the job or personal specifications regarding education,
experience, salary expectations, attitude towards job, age, physical appearance and other
requirements etc. Thus, preliminary interview is useful as a process of eliminating the
undesirable and unsuitable candidates. If a candidate satisfies the job requirements regarding
most of the areas, he may be selected for further process. Preliminary interviews are short and
known as stand up interviews or sizing up of the applicants or screening interviews.
However, certain required amount of care is to be taken to ensure that the desirable
(H) BUSINESS GAMES:
Business games are widely used as a selection technique for selecting management trainees,
executive trainees and managerial personnel at junior, middle and top management positions.
Business games help to evaluate the applicants in the areas of decision-making, identifying
the potentialities, handling the situations, problem-solving skills, human relations skills etc.
participants are placed in a hypothetical work situation and are required to play the role
situations in the game. The hypothesis is that the most successful candidate in the game will
be most successful one on the job.
(I) TESTS: Psychological tests play a vital role in employee selection. A psychological test is
essentially an objective and standardized measure of sample of behavior from which
inferences about future behavior and performance of the candidate can be drawn.
Objectivity of tests refers to the validity and reliability of the instruments in measuring the
ability of the individuals. Objectivity provides equal opportunity to all the job seekers without
any discriminating against sex; caste etc. standardization of test refers to uniformity of
procedure in conducting the tests for all the candidates. Sample behavior refers to the sample
of the total behavior of the prospective employee on the job.

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Types of Psychological Tests
(I) Aptitude Tests:
(a) Intelligence Test (IQ)
(b) Emotional Quotient
(c) Skill Tests
(d) Mechanical Aptitude
(e) Psychometric Tests
(f) Clerical Aptitude Tests
Type of Test
(ii) Achievement Tests:
(a) Job Knowledge Test
(b) Work Sample Test
(iii) Situational Tests:
(a) Group discussions
(b) In Basket
(iv) Interest Test:
(v) Personality Tests:
(a) Objective Tests
(b) Protective Tests
(vi) Multi-Dimensional esting

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Types of test:
Tests are classified into six classes, each class is again divided into different types of tests.
They are:
APTITUDE TESTS:
These tests measure whether an individual has the capacity or latent ability to learn a given
job if given adequate training. Aptitudes can be divided into general and mental ability or
intelligence and specific aptitudes such as mechanical, clerical, manipulative capacity etc.
General aptitude test is of two types namely intelligence quotient (IQ) and emotional quotient
(EQ).
Clerical aptitude tests;
These types of tests measure specific capacities involved in office work. Items of this tests
include spelling, computation, comprehension, copying, word measuring etc.
ACHIEVEMENT TESTS:
These tests are conducted when applicants claim to know something- as these tests are
concerned with what one has accomplished. These tests are more useful to measure the
value of a specific achievement when an organization wishes to employ experienced
candidates. These tests are classified into (a) job knowledge test and (b) work sample test.
SITUATIONAL TESTS:
This test evaluates a candidate's in a similar life situation. In this test the candidate is asked
either to cope with the situation or solve clerical situations of the job
(1) Group discussion (GD) :
This test is administered through the group discussion approach to solve a problem under
which candidates are observed in the areas of initiating, leading, proposing valuable ideas,
conciliating skills, oral communicating skills, coordinating and concluding skills.
INTEREST TESTS:
These tests are inventories of the likes and dislikes of candidates in relation to work, job,
occupations, hobbies and recreational activities. The purpose of this test is to find out whether
a candidate, is interested or disinterested in the
Job for which he is a candidate and to find out in which area of the job range/occupation the
candidate is interested. The assumption of this test is that there is a high correlation between
the interest of a candidate in a job and job success. Interest inventories are less faked and they
may not fluctuate after the age of 30.

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MULTI-DIMENSIONAL TESTING:
However, the need for multi-skills is being felt be most of the companies consequent upon
globalization, competitiveness and the consequent customer-centered strategies. Organization
have to develop multidimensional testing in order to find out whether the candidates possess
a variety of skills or not, candidate's ability to integrate the multi-skills and potentiality to
apply them based on situational and functional requirement.
PRELIMINARY INTERVIEW:
(1) Informal interview:
This is the interview, which can be conducted at any place by the person to secure the basic
and non-job related information. The interaction between the candidate and the personnel
manager when the former meets the latter to enquire about the vacancies or additional
particulars in connection with the employment advertisement is an example of the informal
interview.
(2) Unstructured interview:
In this interview, the candidate is given the freedom to tell about himself by revealing his
knowledge on various items/areas, his background, expectations, interest etc. Similarly, the
interviewer also provides information on various items required by the candidate.
CORE INTERVIEW:
It is normally the interaction between the candidates and the line executive
Or experts on various areas of job knowledge, skill, talent etc. This interview
may take various forms like:
(1) Back ground information interview:
This interview is intended to collect the information, which is not available inThe application
blank and to check that information provided in theApplication blank regarding education,
place of domicile, family, health, interest, hobbies, likes, dislikes and extra curricular
activities of the applicant.
(2) Job and probing interview:
This interview aims at testing the candidate's job knowledge about duties, activities, methods
of doing the job, critical/problematic areas, methods of handling those areas etc.
(3) Stress interview
This interview aims at testing the candidate's job behavior and level of understanding during
the period of stress and strain. The interviewer tests candidate by putting him under stress and

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strain by interrupting the applicant from:areas, keeping silent for unduly long periods after he
has finished speaking etc.
(4) Group discussion interview;
There are 2 methods of conducting group discussion interviews, viz. group interview method
and discussion interview method. All the candidates are brought into one room and are
interviewed one by one under group interview. This method helps a busy executive to save
valuable time and gives a fair account of the objectivity of the interview to the candidates.
(5) Formal and structured interview:
In this type of interview, all the formalities, procedures like fixing the value, time, panel of
interviewers, opening and closing, intimating the candidates officially etc. are strictly
followed in arranging and conducting interview. The course of the interview is preplanned
and structured, in advance, depending on job requirements
(6) Panel interview:
A panel of experts interview each candidate, judges his performance individually and
prepares consolidated judgment. This type of interview is known as panel interview.
Interviewers for middle level and senior level mangers are normally conducted are the panel
of experts.
DECISION-MAKING INTERVIEW:
After the experts including the line managers of the organization in the core areas of the job
examine the candidates, the head of the department/section concerned interviews the
candidates once again, mostly through informal discussion. The interviewer examines the
interest of the candidate in the job, organization, reaction/adaptability to the working
conditions, career planning, promotional opportunities, work adjustment and allotment etc.
The personnel manger also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc..

(K) MEDICAL EXAMINATION:


Certain jobs require certain physical qualities like clear, vision, perfect hearing unusual
stamina; tolerance of hardworking conditions, clear tone etc. Medical examination reveals
whether or not a candidate possesses these qualities. Medical examination can give the
following information:
 Whether the applicant is medically suited for the specific job

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 Whether the applicant has health problems or psychological attitudes likely to
interfere with work efficiency or future attendance.

(L) REFERENCE CHECKS:


After completion of the final interview and medical examination, the personnel department
will engage in checking references. Candidates are required to give the names of references
in their application forms. These references may be from the individuals who are familiar
with the candidate's academic achievement or form the applicant's previous employer, who is
well versed with the applicant's job performance, and sometimes from co-workers.
(M) FINAL DECISION BY THE LINE MANAGER:
The line manager concerned has to make the final decision whether to select or reject a
candidate after soliciting the required information through techniques discussed earlier. The
line manager has to take much care in taking the final decision not only because of economic
implications but also because of behavioral and social implications. A careless decision of
rejecting would impair the morale of the people and they would suspect the selection
procedure and the basis of selection of this organization. A true understanding between line
managers and personnel managers should be established to take proper decisions.
(N) JOB OFFER:
Thus, after taking the final decision, the organization has to intimate this decision to the
successful as well as unsuccessful candidates. The organization offers the job to the
successful candidates either immediately or after some time depending upon its time
schedule. The candidate after receiving job offer communicates his acceptance to the offer or
requests the company to modify the terms and conditions of employment or rejects the offer.
(O) EMPLOYMENT:
The company may modify the terms and conditions of employment as requested by the
candidate. However the alteration is purely depends on the sole discretion of the Management
/ company. The company employs those candidates who accept the job offer with or without
modification of terms and conditions of employment and place them on the job.
With the employment of the candidate the recruitment and selection process is completed.

56
DATA ANALYSIS AND INTERPRETATION

1 .By which method did you get recruited in to the organization?

------------------------------------------------------------------------------------------------

S. No Response ' No of Respondents Percentage

------------------------------------------------------------------------------------------------

1. Internal method 50 50%

2. External Method 50 50%

100 100

Interpretation

The above table shows that 50% of respondents were recruited by internal method and
remaining 50% by external method

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2. If by internal method, by which method were you recruited?

------------------------------------------------------------------------------------------------

S. No Response No of Respondents Percentage

------------------------------------------------------------------------------------------------

1. Referred by employees 70 70%

2. Inter department transfer 20 20%

3. Promotion 10 10%

100 100%

------------------------------------------------------------------------------------------------

Interpretation

The percentage of usage of different internal methods of recruitment like employee referrals,

interdivisional and promotion followed by the organization is 70%, 20% and 10%

respectively.

58
3.If by external method, by which method were you recruited?

------------------------------------------------------------------------------------------------

S. No Response No of Respondents Percentage

------------------------------------------------------------------------------------------------

1. HR Consultancy 25 25%

2. Newspaper 75 75%

100 100

------------------------------------------------------------------------------------------------

Interpretation

The information regarding the preference of the external methods of recruitment like HR
consultancy; Newspaper advertisements followed by the organization are 75% and 25%
respectively.

59
4. After screening of application how did the organization approach you?-

S.No Response No of Respondents Percentage

1. Direct call for an interview 55 55%

2. Call to attend the test 15 15%

3. Direct appointment 30 30%

100 100%

Interpretation

The above table shows that 55% of respondents agreed direct call for an interview and 15%

call to attend the test and the remaining 30% by direct appointment.

5. If called for test what kind of test did you appear for?

60
S.No Response No of Respondents Percentage

1. Technical Test 15 15%

2. Situation Test 15 15%

3. Subject Test 70 70

100 100%

Interpretation

The above table reveals that 15% of respondents attended technical test 15% of respondents
attended situation test and 70% of respondents appeared for subject test.

6. If called for an interview what kind of interview did you face?

61
S.No Response No of Respondents Percentage

1. Formal Interview 75 75%

2 Boar interview 25 25%

100 100%

Interpretation

The table reveals that 75% respondents faced formal interview, and the remaining 25%

stress and board interview.

7. How many rounds of interviews did you face?

62
S.No Response No of Respondents Percentage

1. HR Manager Round 20 25%

2. 3 Member Interview 20 25%

3. Head of dept 60 60%

100 100%

Interpretation

The above table reveals that 20%of respondents faced HR manager round 20% of
respondents faced 3-member committee and 60% respondents faced head of department
round

8. Is the process of recruitment and selection satisfactory or dissatisfactory? S. No

63
Response No. Of Respondents Percentage

Satisfactory 80 80%

Dissatisfactory 20 20%

100 100

Interpretation

The above table reveals that 20%of respondents faced HR manager round 20% of
respondents faced 3-member committee and 60% respondents faced head of department
round.

FINDINGS

64
Laxmi Hyundai is currently using the following training methods.
1. Introduction training
2. On-job-training
3. Off-job-training
4. Theoretical training.
5. Practical training

 The organization is conducting training programs for employees for the changing
organization needs.

 They are also training the people who fail in their actual duties, for their performance.

 Hyundai Management is giving very important of training for Marketing Executives


and Sales Executives , Technical Staff.

 50% of respondents were recruited by internal method and remaining 50% by external
methods.

 The percentage of usage of different internal methods of recruitment like employee


referrals, interdivisional and promotion followed by the organization is 70%, 20% and
10% respectively

 The information regarding the preference of the external methods of recruitment like
HR consultancy; Newspaper advertisements followed by the organization are 75%
and 25% respectively.

 55% of respondents agreed direct call for an interview and 15% call to attend the test
and the remaining 30% by direct appointment

 15% of respondents attended technical test 15% of respondents attended situation test
and 70% of respondents appeared for subject test.

65
 75% respondents faced formal interview, and the remaining 25% stress and board
interview

 20%of respondents faced HR manager round 20% of respondents faced 3-member


committee and 60% respondents faced head of department round.

 20%of respondents faced HR manager round 20% of respondents faced 3-member


committee and 60% respondents faced head of department round.

66
SUGGESTIONS

1) While it is a fact that Laxmi Hyundai is deploying a good number of recruitment


methods. What is important is that the traveling public should further explore and
install such recruitment methods, which go to improve public handling methods
especially by Marketing Executives. It is suggested a sensitivity training method
tailored to enable dealing with commuters should be evolved in consultation with
management experts and social psychologists.

2) Employees who are on ‘long sick’, ‘or long absent’ should be included in the
recruitment need analysis. They should be directed to undergo training at the training
college. This is all the more important when it is realized that Work is skill oriented
and time on and off the job has its impact on the effectiveness or otherwise of the
working performance.

3) The top management should consider giving strict instructions to the management to
relieve the employees due for refresher recruitment as per the she duke drawn up.

4) Hyundai cars are one of the important public utility vehicle, the requirements of the
customers should be taken periodically and that they are factored into the training
programmes. This is all the more important that the traveling public as a customer of
the organization can always bank up on the assistance and guidance of the consumer
protection councils.

67
BIBILOGRAPHY

Personnel Management C.B.Mamoria


Organization Behavior L.M.Prasad

Personnel/Human Resource Management P.Subba Rao & V.S.P.Rao

Human Resources Management Pearson 9th edition

Monday 2007

Web Sites Browsed

WWW.lakshmigroup.Org

WWW.Google.Com

68
QUESTIONNAIRE
Name:

Experience:

Department:

Designation:

—————————————————Please tick the appropriate box———•

Q.I. Did which method recruit you into the organization?

> Internal method [ ]

> External method [ ]

Q.2. If by internal method, by which method were you recruited?

> Referred by employees [ ]

> Referred by management [ ]

^ Inter department transfer [ ]

> Inter-company transfer [ ]

Q.3. If by external method, by which method were you recruited?

> HR consultancy [ ]

> Campus recruitment [ ]

> Paper advertisement [ ]

> Employment exchange [ ]

> Direct applicant approach [ ]

Q.4.After screening of the application how did the organization approach you?

> Direct call for an interview [ ]


69
> Call to attend the test ' [ ]

> Direct appointment [ ]

Q.5. If called for tests, what kind of test did u appear for?

> Technical test [ ]

> Aptitude test [ ]

> Psychological test [ ]

> Subject test [ ]

> Situation test [ ]

Q.6. If called for interview, what kind of interview did you face?

^ Formal and Structured interview [ ]

> Informal and Unstructured interview [ ]

> Stress interview [ ]

> Board interview [ ]

Q.7. How many rounds of interview did you face?

> HR manager [ ]

> 3-member interview committee [ ]

> Head of the dept interview [ ]

Q.8. Is the process of recruitment and selection, satisfactory or dissatisfactory?

> Satisfactory [ ]

> Dissatisfactory [ ]

70
Q.9. If dissatisfactory, state the reasons for dissatisfaction?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

_________________________________________________________________

__________________________________________________________________

Q.1O. What measures do you suggest for effective recruitment and selection process?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

_________________________________________________________________

__________________________________________________________________

71

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