A PROJECT REPORT

ON

RECRUITMENT AND SELECTION PROCEDURE

AT
ABHI INDUSTRIES, ROHTAK

Submitted in partial fulfillment of requirements for

the award of the degree of Bachelors in Business Administration

Session : 2019-2020

Under Supervision of: Submitted by:

Mrs. Jyoti Girdhar Sant Kumar
BBA (5th Sem)
Roll NO.

SH. L.N. HINDU COLLEGE, ROHTAK

MAHARSHI DAYANAND UNIVERSITY, ROHTAK
 DECLARATION

I, Sant Kumar, Roll No. …….. of BBA of Sh. L.N. Hindu College, Rohtak, hereby
declare that the project entitled Recruitment & Selection Procedure in Name of company
is an original work and the same has not been submitted to any other institute for award
of any other degree. The interim report was presented to the supervisor on
……………….and the pre-submission presentation was made on……………….. The
feasible suggestions have been duly incorporated in consultation with the supervisor.

Counter signed Signature of the Candidate

Mrs. Jyoti Girdhar Sant Kumar
BBA Deptt.
 Director of the Institute

ACKNOWLEDGEMENT

"Gratitude is not a thing of expression; it is more a matter of feeling."

There is always a sense of gratitude which one express for others for their help and
supervision in achieving the goals. We too express my deep gratitude to each and
everyone who has been helpful to us in completing the project report successfully.

We would like to thank almighty God for blessing showered on us during the completion
of Dissertation Report.

We give our regards and sincere thanks to Mrs. Jyoti Girdhar who has devoted her
precious time in guiding us & helping us complete it within time.

We feel self-short of words to thanks our parents and friends who had directly or
indirectly instrumental in the completion of the project. We are indebted to all
respondents for their time passion during the long conversations.

SANT KUMAR
 PREFACE

This project is about the Recruitment & Selection at ABHI INDUSTRIES

It basically includes the study of various Recruitment programme at ABHI
INDUSTRIES, their procedure and policies for these Recruitment.
Selection Programme involves study of various HR operations conducted on
a day to day basis. These operations include leave maintenance, Attendance,
Maintaining employee files etc.
During this two month training, I tried to study the operations and various
reward programs by getting involved in them and also working with the
relevant persons. This gave a great knowledge about the subject.
 CONTENTS

Chapter 1 COMPANY PROFILE

Chapter 2 INTRODUCTION

Chapter 3 LITERATURE REVIEW

Chapter 4 RESEARCH METHODOLOGY

Chapter 5 DATA ANALYSIS & INTERPRETATIONS

Chapter 6 FINDINGS,SUGGESTIONS & CONCLUSIONS

ANNEXURE

BIBILOGRAPHY
 CHAPTER -1
COMPANY PROFLILE
 COMPANY PROFILE

ABHI INDUSTRIES has been established in year 1994 and started the manufacturing of
PRECISION TURNED COMPONENTS. Because of consumer acceptance of our quality
we kept adding on our components range year by year. We provide the right part, at the
right price, on time-every time. Our Components are manufactured with the perfection
under in house production setup and tough checking process with ISO 9001:2008
certification. Under the dynamic leadership of Mr. Sanjay Mittal, the man whose
unparalleled vision and straight thinking has been the driving force, the company has
grown by leaps and bounds challenging new boundaries and setting up new standards for
itself year after year. ABHI INDUSTRIES is a leading company with PRODUCTION
CAPACITY of 50 Ton per month from it's production Units at Rohtak, India. The
production infrastructure of the co. includes CNC Machines, Traub Machines, Capstans,
CLGs, Drilling & Milling machines along with testing facilities like Profile Projectors,
Hardness Testers, Verniers etc. ABHI INDUSTRIES has a team of highly qualified and
technically competent professionals who can develop any type of components to national
and international standard's highest quality. Our development procedure with dure is
always based upon the customer requirements, as per their sample/specification or
drawing. In order to upkeep the industries with the modern development, Dedicated
people with high intentions, sincere efforts, intelligent direction and successful execution
by adhering to stringent quality control system and quality management system are key to
our success .
 CERTIFICATES
A2LA

NABL

ISO 9002

QS9000

ISO/TS 16949

ISO 14001

BUSINESS OF THE ORGANIZATION

Here the organization in a manufacturing concern. It deals in domestic & international

market. The company produces high quality products, which are well accepted in both
domestic & international market. The main market of L.P.S. comprises of

Domestic

Automotive

Aviation

Heavy & light machinery

Railways

Machine tools, jags & fixture

Refrigerator & air conditioning

International

Australia

Germany

Hong Kong

Japan

Singapore

Sweden

U.K.

South Africa

MAJOR CLIENTS:-

Bremick PTY Ltd. (Australia)

Muller & Wilde (Austria)

Hussaini Brothers (Austria)

Bossard France (South Africa)

Berner France Sarl (France)

Nestinox B.V (Holland)

China Crystal Metalware Limited (Hong Kong)

Nuova Ferro and Acciaio SRI (Italy)

 National Socket Screw Company (South Africa)

L & W fasteners Co. (USA)

Heads and Threads Company (USA)

Lindstrom Metric. Inc (USA)

It enlists of customer include Telco, Eicher, Escorts, Bajaj Tempo, Voltas, HMT, Hero
Honda, BHEL, Hindustan Motors, Majestic auto etc.

Departments of ABHI INDUSTRIES :

Marketing Department:

ABHI INDUSTRIES is marketing high tensile strength fasteners both standard & special
products as per customer specification. Marketing is done through dealer network
spanning all over the country and directly through company's branch offices &
representatives.

Research & Development & Quality Assurance:

This department undertakes the research work for continuously upgrading process &
technology & to develop new products for improving company's product profile. It
follows the system as per ISO/OS-9008.

Finance Department:

The finance department manages the economics of the company. It also direct &
facilitates smooth flow of required funds in the company.

T he ABHI INDUSTRIES in determining requirements of funds & providing

them as & when desired.

It ensures supply of fund to all part of organization as when required.

 It evaluates different investment proposals & selects the best among them.

The ABHI INDUSTRIES in exact cost calculation at all the centers.

Human Resource Development Department:

This department undertakes recruitment, selection, training & development of employees.

It is also responsible for wages & salary determination, disciplinary action & grievance
handling, maintaining human relations, employee welfare activities & general
administration.

Production Department:

Production department is responsible

For producing the production of schedule

For producing product with zero defects

For coordinating with planning department for efficient utilization of resources

For avoiding wastage

For strictly enforcing

For maintaining shop floor cleanliness

Purchase Department:

Purchase department is responsible for raw material planning, release of purchase order,
vendor follow up of material, delivery at factories, and acceptance of material after QC
Report Acceptance from works & approval of the bills, payment of materials purchased.

Personnel Department:
Men, materials, machine & money are regarded as the four important factors of
production. But the main factor is man power. Therefore, an effort is made by personnel
depts.. to co-ordinate human & material resources in such a manner that organizational
objectives are achieved efficiently. Personnel Deptt. Is the part of management which is
concerned with people at work & their inter personal relations.

The activities of personnel department are:

1. Recruitment
2. Training/Placement
3. Welfare Activities
4. Welfare Action
5. Industrial Relation

RECRUITMENT:-
It is based upon the work load for a predetermined target and with the consent of the
Managing Director. The qualification standard for each job is laid down as approved by
the M.D. of the company.

GENERAL POLICY :-

According to the company all the promotion vacancies are fulfilled through internal
recruitment. Usually recruitment from outside is for workmen grade category
administration department and trainee in the technical department.

TRAINING/PLACEMENT:-
The company has different types of training programs. Trainees are trained to improve
the basic skill and work knowledge on the basic machine. After completion of the two
Years training, Specialists trainees, Engineer trainees, Technician trainees and Trade
trainees are posted as Forman with two increments.

WELFARE ACTIVITIES:-
As per factories act following are the welfare activities for worker and staff:

A) STATUTORY ACTIVITIES
1. Provision of toilets
2. Provision of drinking water
3. Separate washing facilities
4. Sitting facilities inside the factory
5. First-Aid and Medical facilities
6. Subsidized Canteen facilities
7. Rest room and lunch rooms
8. Apartment of welfare officer
For every 200 employees there will be one welfare officer. For every additional 500,
one additional officer is posted.

b) NON-STATUTORY ACTIVITIES
1. Transport facility
2. Quarters/Housing
3. House building allowance scheme
4. Uniform
5. Recreation activities
6. Death Relief

In ABHI INDUSTRIES the Personnel Department is headed by A.V.P. (P&A). The

important functions performed are:

Formulation of personnel policies with regard to relation of employees, job

evaluation & merit rating etc.

Managing of human resources with emphasis on efficient utilization &

conservation of these resources.
So far proper management of human resources or people at work, Personnel Department,
sis considered to be an essential. In ABHI INDUSTRIES Ltd Personnel Department
performs different tasks related to people working in organization.

OBJECTIVE OF PERSONNEL DEPARTMENT OF ABHI

INDUSTRIES:-

Human resources are important factor of an organization as success to failure of any

organization depends on people who are serving in an organization. Therefore, the
primary concern of any organization is to satisfy the need of people. The main objective
of Personnel Deptt. Of ABHI INDUSTRIES

General understanding, acceptance of need, right, enlighten awareness of

social responsibility.

To provide fair wages, job security, opportunities for promotion &

development & in time redressed of grievances.

Creating in sense of belongingness & team spirit

Promoting feeling of trust & loyalty through awareness of their needs.

WELFARE FACILITIES PROVIDED IN ABHI INDUSTRIES

It is well known fact that if an organization looks after the welfare of people who are
serving in an organization, then these people contribute with their full efficiency & as a
result the organization should run profitable. Certain welfare activities are:

Canteen: - Tea, snacks & some other eatable are available here at subsidized rates.

Rest Places: - Attached with canteen is rest room where workers can take up their
lunch & tea etc.

Uniform: - All workers are given two set of uniform every year.
 Medical: - The Company has first aid room where first aid are available for the
employees.

OTHER FACILITIES

Apart from welfare facilities some other facilities are provided by the company
according to factory act. These are:-

Provident Fund (P.F.):- A 12% of employees pay is deducted per month &
at time of retirement whole amount is given to employees & workers in
the form of provident fund.

Gratuity Fund:- At time of retirement, a gratuity fund is also provided.

Bonus:- One in a year 20% bonus is provided.

Diwali Gift:- On Diwali company give gift to their employees.

SWOT ANALYSIS OF ABHI INDUSTRIES

STRENGTHS
Focus on lean manufacturing WEAKNESS & Scrap reduction through six Sigma
initiatives.

Brand image of company

International market

Ability to produce widest range of fasteners & of various standards India

Received regional export from EEPC India

Well established in northern India

Competitive cost

Participation in different trade fairs.

WEAKNESS
 Delay in delivery

Less wide network in south Compared to northern India.

Odd location (as compared to well established cities like Noida. Gurgaon, Delhi
Etc Company is not fully committed to its Employees.

OPPORTUNITIES

New Markets in South

Demand generation in OEM'S

Walking as per plans

THREATS

From its competitors- SUNDRAM, PUZA, CAPARV, STERLINS.

Cost reduction of its product

 CHAPTER-2
INTRODUCTION

INTRODUCTION OF PROJECT

The Human Resources (HR) are the most important assets of an

organization .The success or failure of an organization is largely dependent
on the caliber of the people working therein. Without positive and creative
contributions from people, organizations cannot progress and prosper. In
order to achieve goals or activities of an organization, therefore, we need to
recruit people with requisite skills, qualification and experience, while doing
so, we have to keep the present as well as the future requirement of the
organization in mind.

Definition

Recruitment is a ‘linking function’ – joining together those with jobs to feel

and those seeking jobs. It is a ‘joining process’ in that it tries to bring
together jobs seeker and employers with a view to encourage the former to
apply for a job to the latter.

It is a process to discover the sources of manpower to meet the requirements

of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an
efficient working force it is the corner stone of the whole personnel
structure.

Recruitment or manpower selection process is the first step in the

employment of labor and the method through which labor is brought into
industries has much to do with the ultimate success or failure of such
employment.

Purpose:

The basic purpose of recruiting is to develop a group of potentially qualified

people. To this end, organization must communicate the position in such a
way that job seeker respond. To be cost effective, the recruitment process
should attract qualified applicants and provide enough information for
unqualified persons to self –select themselves out.

Recruitment provides employees, the most productive of all resources, to an

organization. This has two important aspects:

To find out the number of vacancies to be notified and the type of applicants
needed to feel them.

To appeal to potential applicants through novels advertising, to apply for

such vacancies.

Sources of recruitment: The sources of employees can be classified

into two types, internal and external. Filling a job opening from
within the firm has the advantages of stimulating preparation for
possible transfer of promotion, increasing the general level of
morale, and providing more information about job candidates
through analysis of work histories within the organization.

There are two types of sources of recruitment:

Internal sources- persons who are already working in an Aorganization

constitute the ‘internal sources’. Retrenched employees, retired employees,
dependents of deceased employees may also constitute the internal sources,
Whenever any vacancy arises, someone from within the organization is
upgraded, transferred, promoted are even demoted

External Sources- External sources lie outside an organization. Here the

organization can have the services of: (a) Employees working in other
organizations; (b) Job aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (e)
Candidates forwarded by search firms and contractors (f) Candidates
responding to the advertisements, issued by the organization; and
(g) Unsolicited applications/walk-ins

INTRODUCTION OF SELECTION

The size of the labor market, the image of a company, the place of posting,
the nature of job, the compensation package and a host of other factors
influence the manner the job aspirants are likely to respond to the recruiting
efforts of a company. Through the process of recruitment a company tries to
locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting, thus, provides a pool of applicants for selection.

Definition

To select means to choose. Selection is the process of picking individuals

who have relevant qualifications to fill jobs in an organization. The basic
purpose is to choose the individual who can most successfully perform the
job from the pool of qualified candidates.

Purpose

The purpose of selection is to pick up the most suitable candidate who

would meet the requirements of the job and the organization best, to find out
which job applicant will be successful, if hired. To meet this goal, the
company obtains and assesses information about the applicants in terms of
age, qualifications, skills, experience, etc. The needs of job are matched with
the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable candidates through successive stage of selection
process. How well an employee is matched to a job is very important
because it directly affects the amount and quality of employee’s work. Any
mismatch in this regard can cost an organization a great deal of money, time
and trouble, especially in terms of training and operating costs. In course of
time the employee may find the job distasteful and leave in frustration. He
may even circulate ‘hot news’ and juicy bits of negative information about
the company, causing incalculable harm in the long run. Effective selection
therefore demands constant monitoring of the ‘fit’ between people the job.
 SIGNIFICANCE OF THE PROBLEM

In the changed economic scenario, the prospects of gaining and

maintaining a competitive advantage is extremely essential for
organizations to survive. This can only be achieved if the
organization works as an integrated unit and has a sound recruitment
and selection procedure.

The employees are the most valuable asset of any organisation so

utmost care should be taken to develop a sound recruitment and
selection process in orders to attract, engage, satisfy and retain
employees.

Thus the study of recruitment and selection is of extreme importance

as it aims at gaining meaningful insights into the organisations
policies and identifying the gaps that may exist in the current system.

As it has been rightly said “Today’s Recruit is Tomorrows Industrial

Relation Problem”.

FOCUS OF STUDY
An organisation willing as owing to legacy, might adopt one of the
two enumerated approaches to employee retention.

Short term focus

Companies with a “short term” focus are, usually more performance
oriented. The pay is linked to the contribution of each employee.
They need to pay competitively so as to attract the right talent, thus
market is more important as compared to internal equity in taking
the pay decisions. Ideally these companies would like a high
turnover of employees so that there is a continuous infusion of fresh
talent, and the pyramidal structure, that is typical of any
organisation is maintained. However a low turnover is no cause for
alarm, as the best are retained through higher pay as it is linked to
performance.

Long Term Focus

Companies with a “long term” focus usually have a culture of

entitlement rather than of performance. These companies usually
provide job security to the employees who are looked upon as long
term assets of the firm. Thus internal equity is more important than
competitive market in determining pay scales. Retention of
employees is ensured by giving primacy importance to job
satisfaction. A high turnover is not desired in companies like these,
thus remedial action needs to be taken immediately to rectify the
situation.

OBJECTIVES OF THE STUDY

To study the policies & procedures followed by ABHI

INDUSTRIESS PVT. LTD. . for recruitment & selection.

To study the challenges faced by the employees during

recruitment and selection process at ABHI INDUSTRIESS PVT.

LTD. . .
To determine the retention strategies adopted by ABHI

INDUSTRIESS PVT. LTD. . .

To suggest some strategies for the ABHI INDUSTRIESS PVT.

LTD. . employees.
 CHAPTER-3
REVIEW OF LITERATURE

METHODS OF RECRUITMENT:

The following are most commonly used methods of recruiting

people:

Internal Method:
Promotion & Transfers

This is a method of filling vacancies from within through transfer

and promotions. A transfer is a lateral movement within the same
grade, from one job to another. It may lead to changes in duties and
responsibilities, working conditions, e.t.c. but not necessarily
salary. Promotion, on the other hand, involves movement of
employee from a lower level position to a higher level position
accompanied by changes in duties, responsibilities, status & value.
Organization generally prepares badli lists or central pool of
persons from which vacancies can be filled for manual jobs. Such
persons are usually passed on to Various departments, depending
on internal requirements. If a person remains on such rolls for 240
days or more, he gets the status of a permanent employee as per the
industrial Disputes Act and is therefore entitled to all relevant
benefits, including provident fund, gratuity, retrenchment
compensation.

Job posting

Job posting is another way of hiring people from within, in this

method, the organization publicists job openings on bulletin
boards, electronic media and similar outlets. One of the important
advantages of this method is that it offers a chance to highly
qualified applicants working the company to look for growth
opportunities within the company without looking for greener
pastures outside.
 Employee Referrals

Employee referral means using contacts to locate job opportunities.

It is a recommendation from a current employee regarding a job
applicant. The logic behind employee referral is that “it takes one
to know one”. Employees working in the organization, in this case,
are encouraged to recommend the names of their friends working
in other organizations for a possible vacancy in the near future; In
fact, this has become a popular way of recruiting people in the near
future.

Direct Method:

Campus recruitment

It is a method of recruiting by visiting and participating in

college campuses and their placement centre. Here the recruiters visit
reputed educational institutions such as IIT’s, IIM’s, colleges and
universities with a view to pick up job aspirants about the jobs and the
recruiters , in turn, get a snapshot of job seekers through constant
interchange of information with respective institutions. A preliminary
screening is done within the campus and the shortlisted students are then
subjected to the remainder of the selection process. In view of the growing
demand for young managers , most reputed organization visit IIT’s, IIM’s,
regularly and even sponsor certain popular campus activities with a view to
earn goodwill in the job market. Advantage of this method includes:

The placement centre heABHI INDUSTRIES locate the applicants and

provides resumes to the organizations

Applicants can be prescreened.

Applicants will not have to be lured away from a current job and lower
salary expectation.

If campus recruitment is used, steps should be taken by the Human

Resource Department to ensure that recruiters are knowledgeable
concerning the jobs that are to be filled and that the organization and
understand and employ effective interviewing skills.

HYPOTHESIS
FACTORS OF RECRUITMENT
TYPES OF RECRUITMENT
METHODS OF RECRUITMENT
SELECTION PROCESS

Internal Factor Affecting Recruitment:

1. Company’s pay package

Quality of work-life.
Organizational culture.
Career planning and growth.
Size of the organization
Organization’s product/ service.
Geographical spread of the company’s operations.
Company’s growth rate.
Role of trade unions.
Cost of recruitment.
Company’s name and fame.

External Factors Affecting Recruitment:

Socio-economic factors.
Supply and demand factors.
Employment rate.
Labor market conditions.
Political, legal and governmental factors like reservations for SC, ST,
and OBC & Sons-of-soils.
 Information system like employment exchanges, tele-recruitment &
internet.

Factors Affecting Recruitment Policy:

Government policies.
Personnel policies of other competing retailers.
Retailer’s HR policy.
Recruitment sources.
Recruitment needs.
Recruitment costs.
Selection criteria and preference etc.

Types of Recruitment Appeal:

Opportunity for growth and advancement.
Identification with the company.
Decent salary.
Working conditions.
Status and recognition.
Employee benefits.
Job security.
Friendliness and cooperation of the colleagues.
 CHAPTER-4
RESEARCH METHODOLOGY

RESEARCH METHADOLOGY

Recruitment & Selection

 Objectives
This section aims to promote and maintain high standards of professional
recruitment practices. Its purposes are:
Recruitment to support overall business strategy,
Ensure and explain uniform practice for all types of recruitment.

Introduction
Recruitment and Selection aims to search and hire suitable candidate to
fill vacancies
In “Unicon” with the goal of to satisfying human resources need . The
search may be internal or external.
Internal Sources are Internal Job Postings, Transfers, Promotions, Employee
Referrals
External Sources are Job Portals, Placement Agencies, Campus Placement,
Walk Ins, Job Postings in Newspapers
The Company recommends ‘Referral Policy’ especially for executives and
managerial level employees. Any new scheme will be intimated from time to
time. Consultant’s services may be taken as per need basis.
All employees may refer candidates. Employees of the HR department and
managerial level employees’ level shall not be eligible for referral rewards.
HR dept. will have a list of approved consultants after vetting their contract
and market credibility. Candidates should be hired through them.
In case of any other consultants, terms and conditions should be mailed to
HR Officer for centralized checkup. Consultants who will provide good
service with the most economic charges will be included in the approved list
after consultation with Head-HR & Training.
Recruitment Authorization Procedure
Authorization
All authorization procedure detailed below must be completed prior to
the Appointment of any selected candidate.
To approve any candidate for a particular profile the following chain is to be
followed :
Business Heads/Branch Managers (Initiating authority) →Zonal
Heads/Regional Heads→HODs→CEO/CO-FOUNDER for sales profile
only. The Initiating Officer should send the list of recommended candidate
with recommended designation/role and salary to their respective Reporting
Head.
Approvals of dealers (Equity & Commodity) will be as applicable for sales
profile and hence final approval will be from CEO/CO-FOUNDER.
Final mails for Distribution will be approved by Mr. Vikas Mallan.
Final mails for Non – Sales profiles will be approved by the COO, CFO, VP
–Legal & Compliance & Head – HR & Training only.

The “Approval of employment” of all individuals must be communicated

to the HR Manager.
(c) The Human Resource Manager shall ensure that resume is being
vetted as per knowledge, experience and educational details for the
recommended candidates and Letter of Intent is issued with approved
designation and salary only after thoroughly checking all the essential
parameters.

Joining Formalities:
Joining/ Induction days will be only on Monday & Wednesdays.
Joining kit needs to be provided to the new joinees and the same should be
completely filled by the employees, signed by the employee, Branch
Manager/ HOD and sent back to HR within 7 days of joining of the
employee with the e-mail of joining confirmation details on the day of
joining to inewjoinee@unicondindia.in (for insurance) at
newjoinee@uniconindia.in (for others).
Mail is sent to I.T. Department for creation of email-id ,admin for visiting
cards and
Employee code generation is within 48 hours only after new joinee
confirmation is received at to
inewjoinee@unicondindia.in/newjoinee@uniconindia.in
Employees’ code will be issue only once complete joining kit is received by
HR and salary will be processed only after Employees code is generated.
Welcome letter is mailed to all the new joinees after email-id is generated.
Research Design

In the completion of my Project I followed Descriptive research.

Descriptive studies are those studies which are concerned with describing
the characteristics of a particular individual, or of a group. In descriptive
studies the researcher must be able to define clearly.

Sample: A sample size of 40 was used which consisted of 14

employees who were of the level of senior manager and above and 26
employees who were of the level senior offices to assistant manager.
Primary Data Collection

This was done by means of a questionnaire which was designed and

administered to two levels of employees i.e. senior officer to
assistant managers and senior managers and above.

Personal Interview was also conducted on a one to one basis to find

out the policies and procedures regarding recruitment and selection at
unicon.

Secondary Data Collection

This involved extensive research of ABHI INDUSTRIESdatabases. I

also went through HRD manuals, company reports, house journals
and rewards to get a proper insight on ABHI INDUSTRIES
functioning. Finally collected information from the latest books and
journals on HR available in the library.
 CHAPTER-5
DATA ANALYSIS & INTERPRETATIONS

Advertisement:
There is a trend toward more selective recruitment in
advertising. Advertisements placed in media read only by particular
groups. By using this source lot of walk-ins appeared in the interview at
Unicon. The maximum number of applicants appeared through this
medium. There are 1844 walk-ins came for the interview through this
medium at ABHI INDUSTRIESin four months.
 Newspaper Ads- These ads are more likely to reach individuals who
are actively seeking employment. At ABHI INDUSTRIESmost of the
candidates appeared by reading the Times of India.
Consultancy:
ABHI INDUSTRIEShas tie up with many consultancies like Akons,
SBM, and Multiedge etc. The recruitment team in ABHI
INDUSTRIESnegotiates with the consultancies. Recruitment team like
Ankur Mathur, Sonia Dalal, Pallavi Tiwari negotiate with the
consultancies. The consultancies charge maximum Rs. 2000 per
candidate and minimum Rs. 500. According to the performance of the
consultancy the recruitment team at ABHI INDUSTRIESdeals with
them. There are 255 candidates appeared in interview through
consultancies at ABHI INDUSTRIESfrom November to March.
Campus Recruitment:
It is a method of recruiting by visiting and participating in college
campuses and their placement centre. The recruiters at ABHI
INDUSTRIESvisit reputed educational institutions such as IIMs,
ICFAI, IILM pick up job aspirants having requisite technical and
professional skills. Job seekers are provided information about the
jobs and the HR recruiter of ABHI INDUSTRIESget a snapshot of job
seekers through constant interchange of information with respective
institutions.

Internal Sources
 These are various internal sources used by HR department at Unicon:-
Employee Referrals:

Friends and relatives of present employees are also a good source

from which employees may be drawn. The recruiters at ABHI
INDUSTRIESfrequently offer their employees bonus or prizes for any
referral who are hired and stay with the company for a specific length of
time.

Now a days there is a bulk requirement of candidates for TSO position at

Unicon. So, Employee referral scheme is going on at Unicon, the employee
who refers any of their friend or relative, will get Rs. 500 per referral. In
four month there are 544 candidates appeared in interview at Unicon.

Promotion & Transfer:

This is a method of filling vacancies from within the organization through

promotion and transfer.

A transfer is a lateral movement within the same grade, from one job to
another. Employees transferred from one branch to another branch.
Wherever required the suitable employee at Unicon. Promotion is also an
internal source of recruitment. A capable employee got promotion from a
lower level position to higher level position.

Naukri Portal:
This method is also an internal source of recruitment. By searching the
resume of the applicable candidates recruiter at the ABHI
INDUSTRIESlined up the candidates for the interview.

Telecalling:

Telecalling is an internal source of recruitment. The recruiters call up the

applicants for the interview. The management trainees at ABHI
INDUSTRIEScalled up the applicants for the interview. There are 15
candidates lined up by me and out of 15, 7 candidates are selected as TSO.

Selection Process at Xpecto it solutions

These are the selection process used at Unicon:-

Reception

A company is known by the people it employs. The reception at ABHI

INDUSTRIESis really amazing for attracting people with talents. The
candidates who came for the interview has to fill up a form at reception and
submitted their resumes. This is the first step of selection process at Unicon.
Screening Interview

The interview consists of interaction between interviewer and applicant. If

handled properly, it can be a powerful technique in achieving accurate
information getting access to material otherwise unavailable. This is the
second step of selection process at Unicon. The screening interview of the
candidate has been taken by HR people at Unicon. Before the actual
interview begins, the critical areas in which questions asked. The second
step is to scrutinize the information given in the application form to identify
skills, incidents and experiences in the carrier of the candidate.

Reference Checks

The recruiter at ABHI INDUSTRIESalways undertakes reference checks

before making a candidate an offer. Referees will be people who have
previously supervised candidates in a professional capacity. In some
instances, they also undertake further personal checks if relevant to the
position the candidate has applied for. This is the third step of selection
process at Unicon.

Hiring Decision

This is the final step of selection process at Unicon. The hiring decision has
been taken by Business head. Business head finalize the candidate for the
specific designation at Unicon. They offer a suitable package according to
the performance of the candidate in the interview

PERSONNEL/ HUMAN RESOURCE MANAGEMENT MODEL

Economic Labor Markets Laws and Labour Unions
Forces Regulations

EXTERNAL INFLUENCES

PERSNNEL/HUMA PERSONNEL /
N RESOURCE HUMAN
ACTIVITES RESOURCE
OUTCOMES
Support Activities
Analyzing INDIVIDUALS
Ability Motivation
Individuals and jobs
Assessing Outcomes Attraction
Human Resource Performance
Planning
Functional Activities Retention
External Staffing Attendance
Internal Staffing and JOBS Requirement Rewards Satisfaction
Development
Compensation Other
Labour Relations
Work Environment
THE TWO FACE OF SEARCHING AND SCREENING

Organisation Individual

Activate search
Activate
Communicate job openings and
attributes
Applicant 600
Make inquiries
and apply
 Screen opportunities
Screen
applicants
Continued interest Continued interest Reject
Reject

Potential hires

Closed internal Recruitment System

Under a closed internal recruitment system, employees are not made

aware of job vacancies. The only people made aware of promotion or
transfer opportunities are those who oversee placement in the human
resource department, line managers with vacancies, and contacted
employees. The way a vacancy is typically filled under a closed
system is shown below.

CLOSED INTERNAL RECRUITMENT SYSTEM

Manager notifies human resources of vacancy

List of candidates given by human resources to manager

Position filled by manager

Open internal recruitment system

Under an open internal recruitment system, employees are made

aware of job vacancies. Usually this is accomplished by a job posting
and bidding system.An open system gives employees a chance to
measure their qualifications against those required for advancement.
It heABHI INDUSTRIES minimize the possibility of supervisors
selecting only their favourite employees for promotion or
transfer.Hidden talent s often uncovered.

OPEN INTERNAL RECRUITMENT SYSTEM

Manager notifies human resources of vacancy

Human resource posts job opening

Human resources receives bids from interested
applicants

Human resources screens candidates

List of candidates given by human resources to

managers

Manager interviews candidates

Manager fills position

An open system may, however, create unwanted competition among
employees for limited advancement opportunities. It is a very lengthy
and time- consuming process to screen all candidates and provide
them with feedback. Employee morale may be decreased among
those who are not advanced.

Targeted system of intern recruitment

Under a targeted system, bot open and closed steps are followed at
the same time. Jobs are posted, and the human resources department
conducts a search outside the job posting system. Both systems are
used to cast as wide a net as possible. The large applicant pool is
then narrowed down by KSAOs. Seniority eligibility, demographics,
and availability of applicants.

A targeted system has three advantages; a thorough search is conducted,

people have equal opportunity to apply for postings, and hidden talent is
uncovered.

SCREENING

In the overall process of selection, screening comes after the

recruitment is complete. Screening is a process of reducing the
number of applicants to a few who have better chances of
selection than those screened out. Screening is generally done on
two counts- eligibility and suitability.Eligibility is to see if the
applicants fulfil the minimum qualifications stipulated n the
recruitment announcement. Those who do not qualify are straight
away eliminated from the selection. It is difficult to decide on the
criteria suitability. One can choose only those with a high
percentage of marks, but that is not always a guarantee for good
performance. A judgement has to be made looking at the job
specifications. In general, those distant from job specifications are
screened out in the first round itself.Screening can be done by
using a variety of methods. Some of these method are discussed
below:

1. Preliminary applications

On the basis of minimum information in a preliminary or self-

prepared application, screening could be done. Only those who
qualify at this stage are sent a comprehensive application blank. If
this facility is not available, then the information provided in the
comprehensive application blank itself becomes the basis for
screening.

2. Tests of Deselection

Many organisations in India are now using psychological tests to

deselect a number of applicants. If the number of applicants is large,
higher cut- off scores are set to reduce the number to a manageable
size. These are generally tests of intelligence and environmental
awareness. In many academic institutions, banks, etc., this is a
common practice. The cut- off point is determined by a general
formula of a number of vacancies multiplied by four. The idea is to
get four times the number of vacancies, call them for interviews,
group discussions, or any other subsequent methods of selection.
Research has shown that 1:4 ratio for selection gives enough margin
for choice. Although this ratio is not always strictly adhered to , it is
a common practice.

3. Screening interviews
Another method of screening is to have a short duration interview
with all the candidates and then decide who should be asked for a
comprehensive interview at a late date. This is a good technique,
provided the number is not large. Many companies in campus
interviews use this technique.

SELECTION

Managing Recruitment and Selection System

ATTRACT

ENGAGE

TRANSACT

SATISFY

RETAIN
Selection is choosing a few from those who applied. Some selection
are:

1. Application Banks

This is one of the most common methods used for collecting

information from the applicants. The general purpose of
application blanks, according to Athreya (1968), is to “secure
desired factual information from an applicant in a form convenient
for evaluating the applicant’s qualifications”.

Purpose of Applications Blanks: Lipsett, Rodgers and Kenter (1964)

have identified three purposes of application blanks: preliminary
screening, aid in interview, and a selection device in its own right. A
wider application shows that the application blank serves the
following purpose.

The provide the candidates first formal introduction to the company.

Prior to receiving the application, the company knows nothing
about him/her.

They generate data in uniform formats and hence make it easy to

make cross comparison of the applicants.

They generate data that can serve as abasis to initiate a dialogue in

the interview. This may be true for both preliminary and final
interviews. Areas that need to be further explored are identified on
the basis of blank also provide leads for subsequent interviews.

Data in the application blank can be used for purpose of analysis

and research in personnel. In addition, some minimum data on
employees selected have to be stored for subsequent use.
Since the major part of the application blank is structured, the
responses could be pre-coded for computersation. This is
particularly useful when a large number of applications are
generated and there are time and resource constraints.

Often application blanks require the applicants to provide

information in an unstructured way (i.e. “anything else you would
like to mention” or “state in your own handwriting why you wish to
be considered for this post”, etc.). This gives a very useful clue to
the organising and presentation abilities of the applicant.

Sometimes the application blanks are designed with weightages

assigned to various items in the applicants blanks based on past
experience. These are called weighted application blanks.

Contents of application blanks: Though the information sought in

applicant blanks may vary according to the level of the position and
the organisation, most application blanks seem to contain the
following kinds of information.

Personal data- name, date and place of birth, address sex and other
identification marks.

Marital data- whether married, number of children, whether spouse

is working, education of the spouse and children, other dependents,
etc.

Physical data- height, weight, general health condition, whether

physically handicapped, etc.
Educational data- various levels of formal education, years, marks
obtained, distinctions, subjects taken, merit awards, scholarships,
etc.

Employment data- past experience, years, position, company,

salary, promotions, professional courses attended, nature of duties,
reasons for leaving previous jobs, membership of professional
bodies and associations.

Extra academic data- sports and games, NSS, NCC, level of

efficiency achieved in extra academic activities, prizes, hobbies and
interest, pastime activities etc.

References- names of two or more people who can credentials by

way of the suitability of the candidate to the announced position.

Generally, they are ex-employees or ex-teachers, and the references

consists of a free-floating letter.

2. Interview

Interview is, perhaps, one of the most widely used method of

selection. A survey by Spriegeland James (1958) conducted on 236
firms in USA in 1930 and a second survey by the same authors
conducted on 852 firms in 1957 showed that 94 per cent and 99 per
cent organisations, respectively, used interview as a method of
selection. Unfortunately we do not seem to find a similar survey in
the Indian context, but if one talks to the representatives of ten
organisations, chances are that nine out of ten would be using
interview as a method of selection.
Interview is one of the few situation where a candidate comes face-
to-face with the representatives of the organisation. It is, thus, seen
as an interaction between the interviewer and the applicant and a
situation in which both participate. Tharp (1983) explains the
rationale of the interview process when he says, “Only through the
interview process can a manager gather sufficient data to be able to
predict whether a candidate will be successful in the position for
which he or she is being considered.

A face-to-face interview has several advantages which are not

otherwise available.

To an organisation it may provide a situation to verify certain

information given in the application blank.

There are certain areas where information can be sought only

through interview. For example. How does one evaluate the
motivation and commitment. Or hopes and aspirations.

In an interview setting the applicant also gets an opportunity to

explain certain things which he may not like to put on paper.
Additionally, he can seek information on the organisation, its future
plans, his own growth prospects in the organization so as to help
him take a well informed decision.

Interview, provides an opportunity of two-way interaction

facilitating the gathering of complete information to take
meaningful decisions.

Interview provides an overall picture of the applicant which comes

as piecemeal when other methods are used. A well conducted
interview that puts the applicant at case and provides an
environment where the applicant can talk freely about himself,
heABHI INDUSTRIES generate information that would provide
useful insight into the personality of the applicant as a whole.

There are different methods of interviewing applicants. These methods

vary according to the purpose of interview and the nature of position for
which the applicants are interviewed.

3. Business Games

For positions where decision-making is the most important

components, some techniques are developed to assess the decision-
making ability of the applicants. These are called business games.
Applicants for supervisory or managerial positions are put in a
simulated exercise of actual decision- making. A problem is
provided to them along with all the necessary information and
constraints. The applicant is asked to make a decision and the
quality of this decision is judged by how well the applicant has
processed the information provided to him. One example of
business games is the “in-basket” techniques.

IN-basket technique for selecting managers was developed by Lopez

(1966). It consists of providing the applicant with background
material on the organisation such as its history, orgnaisation
structure, operating procedurs, roles, financial data, targets, and
past achievement, etc. It heABHI INDUSTRIES to set the applicant
in a more of less realistic situation. Along with this information a
set of problems are provided. In basket is like an in-treay in an
office where the incoming papers are placed. The problems
contained in the in-tray by way of memos, letters, and reports are
related to each other in some way and are also related to a master
plan. The idea is that the decision taken should be in consonance
with the overall reality of the orgnaisaition and should not be an
isolated case (Jaffee, 1971_. Once the exercise is over the applicants
judgment and performance is evaluated. The applicant explains the
decisions that he took and why he took those decisions.

It is a powerful technique for selection, particularly for the

managerial cadre and provide insight into the applicant’s abilities
and behaviour. However, the development of such an exercise is
time consuming. Often the exercise may not be taken seriously by
the participants; hence the behaviour may not be very spontaneous.

In the Indian context this excise is quite often practised but as part
of interview. Here the interviewer may provide a situation to the
applicant and ask him to indicate what he would do and why.
However, as an independent selection tool its use has been nominal.

4. Group Discussion

Another frequently used technique for the selection of supervisory

and management staff and particularly for management trainees in
India is known as leaderless group discussion or just group
discussion. Before the individual, face-to-face, interview takes place
a group of applicants ranging from six to ten are either provided a
company situation or a topic on which they are allowed some times
to discuss among themselves. The discussion is preceded by a
preparation time which provides an opportunity to the applicants to
think of the subject matter and evolve strategy of making their
contribution.

Group discussion are generally unstructured. There are no

predetermined expectations of who will perform what role seen is
how the group takes its shape, what is this shape, and who has
contributed most to this. Depending upon the job expectation a
variety of things could be examined. Generally, the quality of
content, its delivery time management, interpersonal competence,
and behaviour in the group are assessed. The assessment is done by
more than one person who are also members of the interview panel.
These assessments are done independently.

Since the assess are also members of the interview panel, it provides
them an opportunity to follow up certain points during the face-to-
face interview. This method is extremely useful as its generates
some very useful data on the behaviour, personality, and leadership
qualities in the group . It is time saving as six to ten applicants can
be observed simultaneously. However, the assessors have to be
careful because vocal applicants with better schooling may score
better because of their delivery. Hence emphasis should be placed
on content and general behaviour.

Physical Examination

This, as a method of selection, is most useful where physical

strength is most important or where physically handicapped are
employed. Other than providing a sound, hygienic environment and
legally protecting the organisation, there does not seem to be any
other reason why physical examination should be undertaken.
SELECTION DECISION

Calhoon (1967) defines selection as a two-way decision making

process in which both the organisation and the applicant match
talent with requirements of the job. While we may not be so much
concerned with the decision-making process of the applicant, a
closer look has to be taken to see how and why an organisation takes
the final selection decision.Monappa and Saiyadain (1979) have
identified four methods of taking selection decision when multiple
methods are involved.

1. Multiple Hurdle

As the name suggests the decision is sequentially taken. Each

method of selection is sequenced as a scale of importance and in
each case a minimum performance is predetermined. All the
methods of selection are hurdles that have to be crossed till the
applicant competes the last hurdle. An applicant must score above
the minimum score in the first hurdle before he goes to the second.
Similarly, he must get the minimum score before he goes to the third
and so on till he has crossed all the hurdles.

One significant advantage of this technique is that at every stage the

number of applicants is reduced. In other worlds, there is a
progressive reduction in the number of applicants and this also
reduces the cost of selection. However, it has the danger of losing
some capable applicants on earlier hurdles because either the cut-off
on these hurdles was arbitrarily set or due to psychological factors
the applicants could not perform well.

2. Profile matching

This method has elements of multiple hurdles because first, a profile

of a successful employee has to be developed. The technique to
develop such a profile is the same as identifying the cut-off score.
Once the cut-0off score of the average successful employee is ready
this can be used against fresh applicants to see who comes closest to
the profile. The most important point in this technique of taking
selection decision is the proximity with the ideal profile. A is the
ideal profile on a variety of selection methods, B and C are the
profiles of two applicants.

The proximity in case of B and C with A is calculated by s using the

statistical technique of correlation of coefficient. If we calculate the
coefficient, we will find a higher relationship between A and B
than A and C, although the profile of C happens to be on much
higher levels than the ideal profile. In terms of decision B would
be the most suited applicant than C despite the fact B has scored
less on interview and application rating when compared to the ideal.
C scored better on all counts and yet would not be selected. The
logic is simple. A successful employee does not have to be the one
who has done exceptionally well on all the selection than another.
Hence, his contribution may be good to begin with but may not
sustain long. This is true of all high fliers in the organisation. They
soon start believing that every rule, instruction, policy, etc. is
designed to frustrate them and hence lose motivation.
 C
C
A
B
A
B

Application Group Interview

Rating Score Test Discussion Score

Score
3. Multiple cut off

The multiple cut off technique the applicant has to score above the
ideal on all the methods of selection. Unless an applicant scores
above the ideal on all the components of selection he cannot be
considered for selection.

The major problem of this technique is that a simple addition of all

the scores above the ideal does not help in ranking the applicants.
One may score better than the other on a given segment and yet it is
possible to get the same total as the other because of variations
elsewhere. Sometimes this problem is solved by giving weightages
to each segment, multiplying weightages with the raw scores for
each segment, and then adding them to get a single total. To some
extent this takes care of the intersegment variations. However,
developing weightages for each segment is a time consuming
exercise and requires a number of statistical exercises in advance.
4. Multiple Regression

An efficient way of taking care of the problem discussed in

multiple cut- off is to use multiple regression model which has a
built-in facility of taking into consideration the relative
contribution of all the segments. Readymade computer packages are
already available and all one needs to do is to feed the selection data
in the computer. This technique assumes that each score on the
selection method is linearly related to the performance score and
that selection scores have compensatory power. In other words, high
score in one makes up for the low score in the other. This technique
is mathematically very elegant but unfortunately is not practised
quite often in selection.

AN IDEAL SELECTION PROGRAM

An ideal selection program is one that effectively links people requirements

into the goals of the firm as shown below:-
People Requirements Goals of a Firm

Self Directed Reward creativity

Flexible Retain talent
Multi skilled Pay at market
Creative Internally equitable
Team oriented Manage poor performance
Encourage growth
Internal equity is a measure of how an organization values each of its
jobs in relation to one another.
Once an employee has been selected for a particular position in a
firm, he/she must be made aware of exactly what his/her job entails
and how will he/she be rewarded.
An illustration of such a process can be as follows:-

What does the job do

How much is the job

worth

Review Determine
Determine pay,
benefit bonus
eligibility salary range eligibility

Appraise
performances

Reward through
merit, bonus

These are usually based on the “going rate” for a job.

The quality of external comparison is critical.

Not all position exist in all organisation thus determining job worth
is difficult.

Pay levels can jump substantially due to labour shortages.

A job market value does not always reflect internal equity.

MICRO ANALYSIS.

Analysis of Recruitment at ABHI INDUSTRIES

( For the month april-june)

Training and Development Policy

Introduction
 ABHI INDUSTRIESstrongly believes that a well trained nod efficient
workforce is crucial for the growth and development of any institution.
As such, ABHI INDUSTRIESwill always strive to attract and retain
employees of the highest caliber.

To achieve this, the company will provide them with opportunities to

advance skills and professional expertise as well as give them adequate
training.
OBJECTIVES
The objectives of the training nod development policy are to:
Explicitly communicate the commitment of ABHI INDUSTRIESto the
training nod development of all employees, primarily customized to suit the
company business philosophy mission, vision and Future Business Plan.
Ensure that training and development are offered to the employees of
unicon.
Maintain training budget and training resource.
PROCESS AND CRITERIA
Training and development program shall be offered after a thorough need
assessment by the human resource officer in consultation with the top
management.
Financial sector places a high premium on human resource Training and
development. Hence, nominees are obliged to attend the courses
nominated for and agreed upon. Failure by a nominee to attend a course
amts to misconduct nod will be dealt with in accordance with the
disciplinary procedures.
In the event where a nominee cannot attend a particular course for one or
the other reason, and same branch o department cannot provide his or her
 suitable replacement then such nominee should inform the human resources
officer via email at least five working days before the commencement of
the course through his or her supervisor.
This is to curb the additional financial expenses on account of
Unicon’s wide spread branches across the country and also to arrange
another candidate from a different branch for the same.
The respective immediate supervisors shall nominate trainees. being in
financial sector it is proposed that branch managers should nominate
preferably one or maximum two personnel from their branches so that day to
day work is not affected.
Nominated employees will be provided with lodging and boarding and to
and from travel fare from the company.
Travel fare will be as per the company policy and will be communicated
from time to time.
Once the employees are nominated, their reporting is with HR for the next
three induction days. Absence in the training sessions without intimation or
approval is treated as indiscipline and could result in more severe
disciplinary action, up to and including removal.

Macro analysis
Data vs. Observation

Recruitment and Selection

No. Parameters Information from HR Data collected

department from employees
 1)
Sources Internal and external External

Written test followed by Written test

2) Procedure interview followed by
interview

3) Effectiveness Very effective Very effective

Right person at the Proper placement proper placement

4) right job but slight ambiguity

Any changes No changes required No changes

5) Required required

The current Recruitment and Selection procedure is satisfactory as the

system ensures that people with right skills are recruited and properly placed
in the organization. Also a continuousattempt is made to maintain
competitive and efficient work force. The employees of the organization are
satisfied with the current

system and no further changes are required in the current procedure.

SUMMARY OF MAJOR OBSERVATIONS

A Human Resource program should encourage desired employee
behaviour and fulfil promises made to employees about employment
relationship Institutionalizing a process for monitoring and
measuring the important components of a Recruitment and Selection
Program can help in the company being a successful employer.

An ideal situation would be, if there are optimum number of

employees at all levels, thus ruling out the possibility of being
understaffed, or incurring extra cost by being over manned. There
must be a movement up the management chain, so that there is
scope for internal growth and incentive for the employees to move
up. Any loss of employees must not be forced, that is, vacancies
are created and fresh talent is allowed to enter at a normal pace that
is automatically enforced and not deliberately created. There should
not be any stagnation of employees, as a result there must be a
continuous flow either upwards or by people moving on to other
organisations.
 Data analysis

Question 1:- -Sources used to display the vacancy at ABHI

INDUSTRIESS PVT. LTD. ?

Internet 20%

Employee Referral 70%

Data Bank 5%

Campus Placement 5%
Interpretation: -
It is found that the Sources used to display the vacancy at ABHI INDUSTRIESS PVT.
LTD. is employee referral.

Question 2:-. Which source of recruitment is preferred?

Observation:-

Internal 70%

External 30%

Interpretation:-
In the recruitment of ABHI INDUSTRIESS PVT. LTD. the major role is being
played by the internal sources for short listing the candidates.
Question 3:- In the external Sources majorly used are:

Observation:-

Press Advertisement 5%

Consultancy 75%

Data Bank 10%

Campus 5%

Similar Organization 5%

Interpretation:
From the analysis it has been found that in case of external sources. Consultancies has a
major role and after that the other important source is data bank whereas campus, similar
organization and press advertisement has a very little role.

Question 4:- Most preferred internal source?

Observation:-
Promotions 10%

Transfers 10%

Employee Referrals 80%

Interpretation:
The most preferred internal source in this organization is employee referrals and secondly
the transfers are also the source of selecting the candidates.

Question 5:- How far Reference Checks are necessary for every
Candidate?

Observation:-
Yes 80%

No 5%

Can't Say 15%

Interpretation:
According to the observation and analysis it is being judged that the reference checks are
majorly necessary for the placement of every selected Candidate.

Question 6:- Number of vacancies filled in the organization from the

Sources?

Observation:-

New vacancy 20%

Replacement 75%

Transfers 2%

Promotions 3%
Interpretation:
The number of vacancy filled in organization through replacement and after that the
percentage of the new vacancies makes it the second reason for the joining of the
employees.

Question 7:- Mostly used pattern of interviews?

Observation:-

Structured 10%

Non structured 20%

Stress Interviews 0%

Walk in interview 70%

Interpretation:
In ABHI INDUSTRIESS PVT. LTD. the structured interviews and the stress interviews
are not commonly used at all. But the pattern of Interviews in the organization is Walk in
interview where the questions are asked on the judgment of the potential of the candidate.

Question 8:- Commonly used tests during selection process?

Observation:-
Intelligence test 62%

Personality test 37%

Proficiency test 1%

Interpretation:
Basically the intelligence tests are used by the ABHI INDUSTRIESS PVT. LTD.
whereas the personality test and proficiency tests are less used for the Selection of
candidates.

Question 9:- Action taken against employees who do not work properly?

Observation:-

Counseling 70%

Transfer 0%

Termination 30%

Interpretation:
On the basis of analysis it has been found that if an employee is not working properly
then the employees are guided and make them understand their Faults and sometimes
terminate.

Question 10:-. Are you satisfied with the Recruitment & Selection?
Policies of ABHI INDUSTRIESS PVT. LTD. ?

Observation:-

1) Yes 90%
No 10%

Interpretation:
Majority of people are satisfied with the recruitment policies of ABHI INDUSTRIESS
PVT. LTD. but a small number of people are unsatisfied.

CHAPTER-6
FINDINGS & SUGGESTIONS
 RECOMMENDATIONS
To Create a high degree of satisfaction, the company should use
methods for recruitment which are objective, standard, fair and are
perceived to be unbiased.

More emphasis should be laid on recruitment through

advertisements which should provides a realistic job preview. This
will help in increasing the reach of the company as well as in
attracting the relevant applicants and thus saving their valuable
time.

References and recommendations should not be the major tool of

recruitment. These can be biased and unfair as usually those
recommendations are used who gives a positive feedback. This
increases the cost of the company in terms of evaluation of the
feedback. It is also a very time consuming process.

Interviews should be used more often as most employees suggested this

method of selection. Such a method of face to face interaction saves
 costs, leads to a two way communication and gives the candidate a
chance to clarify his/her doubles and make a well informed decision.

DIRECTIONS FOR FURTHER RESEARCH

Designing a recruitment and selection program is a part of a strategy

process. In formulating a recruitment and selection strategy, it
should be linked to the organisation’s mission and HR strategy. The
system functions as a management tool to help ensure that employees
are focused on organizational priorities and operational factors that
are critical to the organizations success.

Companies have strategize to a large extent in order to design a

scientific recruitment and selection structure. This would involve a
scientific methodology and approach to evaluating a job or a
position such that it fits in with the “bigger picture” i.e. Employee
Retention capacity. Other issues like company policy constructs and
business structure also pay significant roles not to mention
competition and competitive reaction. Complicate this further with
the industry growth facts and statistics and what you have is a mish-
mash of strategies trivin that is difficult, if at all possible to
comprehend.

This analysis has depicted what are the concern recruitment and
selection techniques adopted by firms and has provided an insight
into the recruitment and selection system followed by ABHI
INDUSTRIESsuch a study provides ABHI INDUSTRIESand huge
opportunity to capitalize on.
 ANNEXURE
QUESTIONNAIRE

Q1. Work Experience at UNICON

< 5years
5-7 years
>7 years and above

Q2. Designation

Senior Officer to Assistant Manager

Senior Manager and Above

Q3. Educational Qualification

Engg/PG
Mgt Grad
CA/ICWA
MBA
Others

Q4. Age Group

< 25 years
26-34 years
35-45 yrs
>45yrs

Q5. How were you recruited

Advertising
Word of month
Emp. Reference
Campus recruitment
Portals

Q.6 Different methods of selection

Interview
Psycho test
Questionnaire
Games
Perception test

Q.7. Satisfaction with current Recruitment selection procedure

Extremely dissatisfied
Somewhat dissatisfied
Dissatisfied
Satisfied
Somewhat satisfied
Extremely satisfied

Q.8 Was it Fair procedure

Extremely unfair
Somewhat
Unfair
Fair
Some fair
Extremely fair

Q.9 In order to retain people, which method you think is most

suitable?

Advertising
Recommendations
Consultancy firm
On the campus

BIBLIOGRAPHY
www.ril.com
www.google.com
www.HR.com
Mirza S. Saiyadain- Human Resource Maagement 2 nd Edition
Publishers – Tata McGraw-Hill.
Jame Churchouse & Chris Churchhouse – Managing People.
Neal Schmitt & David Chan – Personnel Selection (A
Theoretical Approach).
Kothari C.R., Research methodology Methods & Techniques,
Wishwa Prakasan.
Aswathappa K, Human Resource & Personnel Management,
Tata McGraw-Hill Publishing Co. Ltd.