Babita Project

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DECLARATION

I Babita singh, a student of PGDM, IIMT PROFESSIONAL COLLEGE, MEERUT that the research

project report titled Study of Recruitment and Selection Process of HERO HONDA

Pvt. Ltd is my original work.

Place: Meerut

Date: Babita singh


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ACKNOWLEDGEMENT

One of the most pleasant aspects of writing an acknowledgement is the

opportunity to thank all those who have contributed to it. Unfortunately, the list of

expression of gratitude- no matter how extensive is always incomplete and inadequate.

This acknowledgement is no exception.First of all, I wish to express my sincere gratitude

to Faculty Guide, IIMT Professional College, Meerut, for giving me opportunity to do

research under her profound guidance. Because of her inspiring guidance, motivation,

positive criticism, continuous encouragement and untiring supervision this work could be

brought to its present shape.

I would like to thank all of them who in one way or the other have helped me.

Babita singh


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PREFACE

This research Project was started with making to meet with the customers and seek

information through questionnaire and in formal interview, finally converting that leads

into potential business. In the process I used to face a lot of queries and arguments

regarding the quality and brand image of the chocolates. This conclusion drawn is based

on the observations and facts collected from the respondents and from the various sources

of primary data as well as secondary data. As a whole, my efforts were to give a

consolidated picture for the study. I expect my work would at least act as a source further

scope to the company, with this I whole heartily hand over my project hours to you.


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TABLE OF CONTENT

S.no Conten ts

1 . Declara t ion i

2 . Acknowledgement ii

3 . Preface i i i

4 . In t roduct ion of the Topic

5 . Objec t ives o f the p ro jec t

6. History of the Hero Honda

7 . Company profi le

8 . Recru i tment and se lec t ion process o f the company

9. Research methodology

10 . Data analys i s and in terpre ta t ions

11 . Findings

12 . Suggest ions

13 . Limi ta t ions

14 . Conclusion

15 . Bibl iography

16 . Annexure


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INTRODUCTION

OF THE TOPIC


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INTRODUCTION OF THE TOPIC

INTRODUCTION OF THE RECRUITMENT

Recruitment is a process to discover the sources of manpower to meet the requirement of

the staffing schedule and to employ effective measures for attracting that manpower in

adequate numbers to facilitate effective selection of efficient personnel. Right person for

the right job is the basic principle in recruitment and selection. Ever organization should

give attention to the selection of its manpower. Recruitment means to estimate the

available vacancies and to make suitable arrangements for their selection and

appointment. Recruitment is understood as the process of searching for and obtaining

applicants for the jobs, from among whom the right people can be selected. In

recruitment, information is collected from interested candidates. For this different source

such as newspaper advertisement, employment exchanges, internal promotion, etc. are

used. In the recruitment, a pool of eligible and interested candidates is created for

selection of most suitable candidates. Recruitment represents the first contact that a

company makes with potential employees.

Need for recruitment:

The need for recruitment may be due to the following reasons / situation:

Vacancies due to promotions, transfer, retirement, termination, permanent

disability, death and labor turnover.

Creation of new vacancies due to the growth, expansion and diversification of

business activities of an enterprise. In addition, new vacancies are possible due to

job specification.

The purpose of it is to provide an Organization with a pool of qualified candidates. Its

specific purposes are as follows:

To assist augment the success rate of selection process by reducing the numbers

of obviously under-qualified and over-qualified applicants.

Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job analysis activities.

Increases the pool of job candidates at minimum cost.


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Help reduce the probability that job applicants, once recruited and selected, will

leave the organization only after a short period of time.

Meet the organization s legal and social obligations regarding the composition of

its workplace.

INTRODUCTION OF SELECTION

Selection is the process of picking individuals (out of the pool of job applicants ) with

requisites qualifications and competence to fill in the organization.

Selection is defined as the process of differentiating between applicants in order to

identify (and hire) those with a greater likelihood of success in a job.

SELECTION PROCESS

Selection is along process, commencing from the preliminary interview of the applicants

and ending with the contract of employment. Effective selection process which ensures

that only the best candidates are presented to clients on a short list of two or three. These

candidates will be fully briefed by us, interviewed and immediately available. Our

selection process yields candidates who fit our clients' requirements so well that a large

proportion of our enquiries result in a successfully staffed project. Clients often are so

satisfied they ask candidates to stay longer than the originally estimated time.

STEPS IN SELECTION PROCESS:

Preliminary Interview Selection Test Interview Reference Check Selection Decision Physical Examination Job Offer


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OBJECTIVES OF THE RESEARCH

1. To study the importance of recruitment and selection policy for the organization..

2. To study that which rule is being followed by the management for selecting the best

candidate.

3. To find out the best source for recruitment and selection process in HERO HONDA.

4. To know the best method for recruitment and selection process in HERO HONDA.


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SCOPE OF THE STUDY

The project will help the organization to know the preference of the people about

products & companies. The study is designed & focused primarily on identification of its

core competitors & enhancing efforts brand towards brand repositioning in present & in

future. Competition is the basic element of a free enterprise system. The interest of boththe organization & the customers are better served when there are choices available in the

market. Competition encourages progress & product development. It forces organization

to be more innovative & productive. A researcher or scientific researcher is someone who

is professionally engaged in scientific research, technological research or research. A

questionnaire was prepared for the responses of the respondent. The questionnaire was

designed on the primary objections were of both ended & close ended type. Recruitment

is understood as the process of searching for and obtaining applicants for the jobs, from

among whom the right people can be selected. In recruitment, information is collected

from interested candidates. For this different source such as newspaper advertisement,

employment exchanges, internal promotion, etc. are used. In the recruitment, a pool of

eligible and interested candidates is created for selection of most suitable candidates.

Recruitment represents the first contact that a company makes with potential employees.


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HISTORY of HERO

HONDA


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History of HERO HONDA

Hero Honda Motors Limited is a two wheeler manufacturer based in India. Hero Honda

is a joint venture between the Hero Group of India and Honda of Japan. The company is

the largest two wheeler manufacturer in India. The 2006 Forbes 200 Most Respected

companies list has Hero Honda Motors ranked at 108. In 2010, it was reported thatHonda planned to sell its stake in the venture to the Munjal family.Hero is the brand

name used by the Munjal brothers for their flagship company Hero Cycles Ltd. A joint

venture between the Hero Group and Honda Motor Company was established in 1984 as

the Hero Honda Motors Limited At Dharuhera India. Munjal family and Honda group

both own 26% stake in the Company. In 2010, it was reported that Honda planned to sell

its stake in the venture to the Munjal family.

During the 1980s, the company introduced motorcycles that were popular in India fortheir fuel economy and low cost. A popular advertising campaign based on the slogan

'Fill it - Shut it - Forget it' that emphasised the motorcycle's fuel efficiency helped the

company grow at a double-digit pace since inception. The technology in the bikes of

Hero Honda for almost 26 years (1984 2010) has come from the Japanese

counterpart Honda Hero Honda has three manufacturing facilities based

at Dharuhera, Gurgaon in Haryana and at Haridwar in Uttarakhand. These plants together

are capable of churning out 3 million bikes per year. Hero Honda has a large sales and

service network with over 3,000 dealerships and service points across India. Hero Honda

has a customer loyalty program since 2000, called the Hero Honda Passport Program.

Company Performance

During the fiscal year 2008-09, the company sold 3.7 million bikes, a growth of 12%

over last year. In the same year, the company had a market share of 57% in the Indian

marke. Hero Honda sells more two wheelers than the second, third and fourth placed two-

wheeler companies put together. Hero Honda's bike Hero Honda Splendor, the world'slargest-selling motorcycle for the years 2001-2003, selling more than one million units

per year.
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Hero_Cycles_Ltdhttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Hero_Honda_Splithttp://en.wikipedia.org/wiki/Dharuherahttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Hero_Honda_Splithttp://en.wikipedia.org/wiki/Hero_Honda_Splithttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Dharuherahttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Haridwarhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Hero_Honda_Splendorhttp://en.wikipedia.org/wiki/Hero_Honda_Splendorhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Haridwarhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Dharuherahttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Hero_Honda_Splithttp://en.wikipedia.org/wiki/Hero_Honda_Splithttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Dharuherahttp://en.wikipedia.org/wiki/Hero_Honda_Splithttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/Hero_Cycles_Ltdhttp://en.wikipedia.org/wiki/India


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Hero Honda bike Models

Achiever

Ambition 133, Ambition 135

CBZ, CBZ Star, CBZ Xtreme

CD 100, CD 100 SS, CD Dawn, CD Deluxe, CD Deluxe (Self Start)

Glamour, Glamour F.I

Hunk

Karizma, Karizma R, Karizma ZMR FI

Passion, Passion+, Passion Pro

Pleasure

Splendor, Splendor+, Splendor+ (Limited Edition), Super Splendor, Splendor

NXG,Splendor PRO

Termination of Hero and Honda joint venture

In December 2010, the Board of Directors of the Hero Honda Group have decided to

terminate the joint venture between Hero Group of India and Honda of Japan in a phased

manner. The Hero Group of India would buy out the 26% stake of the Honda in JV Hero

Honda. Under the joint venture Hero Group could not sell into international markets and

the termination would mean that Hero Group can exploit global opportunities now. Since

last 25 years the Hero Group relied on their Japanese partner Honda for R & D for new

bike models. So there are concerns that the Hero Group might not be able to sustain the

performance of the Joint Venture alone.

CBZ

The Hero Honda CBZ (pronounced CeeBeeZee) is the latest offering from Hero Honda

for the Indian market. With a 156cc engine, the company claims that the bike has a top
http://en.wikipedia.org/wiki/Hero_Honda_Achieverhttp://en.wikipedia.org/wiki/Hero_Honda_CBZhttp://en.wikipedia.org/wiki/CBZ_Extremehttp://en.wikipedia.org/wiki/Hero_Honda_Hunkhttp://en.wikipedia.org/wiki/Hero_Honda_Karizmahttp://en.wikipedia.org/wiki/Hero_Honda_Passionhttp://en.wikipedia.org/wiki/Hero_Honda_Splendorhttp://en.wikipedia.org/wiki/Hero_Honda_Splendorhttp://en.wikipedia.org/wiki/Hero_Honda_Passionhttp://en.wikipedia.org/wiki/Hero_Honda_Karizmahttp://en.wikipedia.org/wiki/Hero_Honda_Hunkhttp://en.wikipedia.org/wiki/CBZ_Extremehttp://en.wikipedia.org/wiki/Hero_Honda_CBZhttp://en.wikipedia.org/wiki/Hero_Honda_Achiever


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speed of 100kph within 5.6 seconds. Though the bike has the largest displacement

engine, its top speed doesn t match up to many of its competitors. In all other respects, it

is a bit too early to decide whether the CBZ will sell in the same numbers as the

Splendor. Though the initial market response has been good, only time will be the final

arbiter.

Technical Specifications

Engine : Four-stroke/petrol

Transmission : Four-speed

Engine Displacement : 156cc

Tachometer : Yes

Max Power : 12.8b hp@8000 rpm

Wheel base: 1,330mm

Ground Clearance: 160mm

Ignition : Electronic CDI

Dry Weight: 140kg

Fuel tank Capacity: 12.5itres

Battery: 12V

Max Torque: 1.26kgm@6500rpm

Bore x stroke: 63.5mmx49.5mm

Max Speed: 120kph

Front Tyre size : 3.25x19"

Rear Tyre size: 3.50x19"
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Splendor

A combination of style and economy makes the Splendor is a bike worth investing in.

The latest from the Hero Honda factory offers both performance and looks. It has good

looks, excellent handling characteristics and a smooth drive over any type of terrain,

thanks to the changes in the suspension at front and near as well as the new frame design.

All these features contribute to the Splendor being one of the best selling four stroke-two-

wheelers in India. It also meets all the current pollution standards. A healthier beat,

springy ride and overall low maintenance has aided in the record-breaking sales of this

bike.




Engine Displacement : 97.2cc

Tachometer : No

Max Power : 7.2b hp@8500 rpm

Wheel base : 1,230mm

Ground Clearance : 159mm

Ignition : Electronic

Dry Weight : 100.3kg

Fuel tank Capacity : 10.5itres

Battery : 12V


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F/R suspension : Tel Hydraulic fork

R/R suspension : Swing arm and Hydraulic damper

Max Speed : 90kph


Rear Tyre size : 2.75x18"

Street 100

The Street 100 is Hero Motor's latest two-wheeler on offer in the step-through category.

The Hero Honda Street 100 is equipped with unique features like city-clutch, which is

designed specially for city driving. It has rotary gears, which allow the rider to flip

directly from the fourth gear to neutral once the bike has come to a halt, a must for the

present stop -and- go traffic. A self -starter button comes as an option. The Street can be

purchased with a variety of seat layouts and has options like a water pump, spray can,

larger luggage tray, etc. Its major competitor is the much cheaper K4 from Kinetic. Major

plus points that justify the higher price are the centrifugal clutch and the rotary gears.

However, the liberal use of plastics negates much of the feel good factor and has

hindered sales to a large extent.





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Tachometer : N/A

Max Power : N/A




Dry Weight : 101kg

Fuel tank Capacity : 11litres

Battery : 12V

F/R suspension : Telescopic

R/R suspension : Swing arm and Hydraulic dampers

Max Speed : N/A



CD100SS

The CD100SS is designed for those who live life in the fast lane, rough and tough, for

those who would love to take a bike on the stumbling village roads. It shares almost all

components with the CD100, except for the additional reinforcement. With larger,

reinforced shock absorbers, wider tyres, heavier body weight and engine guard, the Hero


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Honda CD 100 SS weights slightly more, resulting in some cut down in the fuel economy

it offers. Minor problems of the CD100 have been rectified in the SS model. If you wish

to ride into the hinterland, this is the bike for you.





Tachometer : No

Max Power : 7.0bhp@8000rpm




Dry Weight : 103kg

Fuel tank Capacity : 10.1litres

Battery : 12V

F/R suspension : Tel Hydraulic fork

R/R suspension : Swing arm and Hydraulic damper

Max Speed : 85kph


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Engine 4-stroke, single cyclinder, air-cooled

Displacement 97.2cc

Clutch type Manual

Clutch Primary -

Clutch Secondary Multi-plate wet

Transmission 4-speed constant mesh

Final Drive Roller chain

Ignition Electronic

Starting Kick starter

Frame T-Bone type

Suspension (Front) Telescopic hydraulic fork

Suspension (Rear) Swing-arm with hydraulic dampers

Dimensions (LxWxH) 1885x770x1060mm

Wheel Base 1210mm


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Ground Clearance 135 mm

Dry Weight 95 kg

Tyres:Front/Rear 2.50"x18"/2.75"x18"

Max.Power 7.0 PS @ 8000 rpm

Max.Speed 85 Kmph

Fuel Tank Capacity 10.1 ltr(1.3 ltr reserve)

Ambition 135

Features:

Engine 4 stroke

Displacement 133 cc

Maximum Power 11 BHP / 11.15 PS @ 8000 rpm

Maximum Speed 100 KMPH


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Gears 5

Frame Tubular single cradle, diamond type

Tyres: (Front) 2.75 X 18

Tyres: (Rear) 3.00 X 18

Headlight Trapezoidal 35 / 35 W

Fuel Efficiency 55 KMPL

KARIZAMA

If you look at the 223c mill of the Karizma, you can make out the familiar streak that

runs through the engines on the CBZ and the Ambition. No prizes on this count as to

the reason but the 223cc Karizma engine represents - for the moment - the maximum

capacity this modular design theme can be taken to. The crankcase is of virtually the

same size though the covers do have some detail differences and the engine mounts are

the same as in the other two bikes and completing the picture are the scaled-up barrel(with an additional fin) and head. The single overhead cam motor features slightly

undersquare cylinder dimensions with a 65.5mm bore and a 66.2mm stroke to give a

223cc swept volume. Hero Honda has designed in the latest convex-type combustion

chamber (compression ratio being 9.0 : 1) for silent running and good power delivery


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while also giving it the latest Keihin VE 3EA constant vacuum type carburettor which

also packs in the CCVI switch. The CCVI term stands for carb-controlled variable

ignition timing which as it suggests actuates - via throttle position - one of two ignition

maps, for low and high speed operation. This was one area which disappointed

appreciably in the CBZ wherein the engine sounded and felt harsh as one went past the

middle range but here this detail has eliminated such a glitch completely. Just for the

record, the 223cc engine gets the latest version of Honda's AMI (advanced

microprocessor ignition) system which incorporates a threetier, multi-stage digital

location system.

The all aluminium alloy engine (with pressed-in steel liner) features an automatic cam

chain tensioner, an air cut off valve (to prevent afterburning in the exhaust muffler) and

like on the CBZ and Ambition, an air injection valve to keep tail pipe emissions in

check. With all this and the extra cubic capacity, the Karizma engine develops 16.76bhp

at 7000rpm and 18.35Nm of torque at 6000rpm. This is about 2bhp and 5Nm more than

what the Pulsar 180 makes but the reasoning is that the engine had to be stressfree and

this fact holds true when out on the roads. Transmission is via a five-speed gearbox

which has had its final drive ratios revised from those in the CBZ. A stronger multi-

plate clutch is used to take care of the enhanced power and torque figures. This time

round Hero Honda has not faulted and equipped the engine withan electric starter even

though the kick starter to be actuated requires the front right footrest to be folded out of

the way.


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ENGINE TRANSMISSION

PASSION PLUS

Features :

Displacement 97.2 cc

Maximum Power 7.5 Ps at 8000 rpm

Gear Box 4 Speed Constant Mesh

Clutch Multi-Plate Wet Type

Max. Speed 85 Kmph.

Frame Tubular Double Cradle

Suspension

(Front) Telescopic Hydraulic Fork

Suspension (Rear

) Swing Arm with 5 step adjustable hydraulic damper.

Tyre Size (Front ) 2.75 * 18- 4 PR /42 P

Tyre Size (Rear ) 3.00*18-4/6 PR

Brakes (Front) Internal Expanding Shoes Type


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(130mm)/ Hydraulic Disc Type (Optional)

Brakes (Rear) Internal Expanding Shoes Type (130 mm)

Final Drive Roller Chain

Battery 12 V-2.5 Ah

Ignition Electronic CDI

Starting Kick Starter

Wheelbase 1235 mm

Ground Clearance 160mm

Length 1980 mm

Width 720 mm

Height 1060 mm

Kerb Weight 116 kgs.

Fuel Tank

Capacity12.8 litres (Reserve 1.1 litres)

Head light Halogen Bulb 35 W / 35 W


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Company profile


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Company profile

Hero Honda Motors Ltd. is the world's largest manufacturer of two wheelers, based in

India. The company is a joint venture between India's Hero Group and Honda Motor Company,

Japan that began in 1984. In 2001, the company achieved the coveted position of being the

largest two- wheeler manufacturing company in India and the World No.1 two -wheelercompany in terms of unit volume sales in a calendar year by a single company. Hero Honda

has retained that coveted position till date.

Today, every second motorcycle sold in the country is a Hero Honda bike. Every 30 seconds,

someone in India buys Hero Honda's top-selling motorcycle Splendor.

Vision

The Hero Honda story began with a simple vision the vision of a mobile and an empowered

India, powered by Hero Honda. This vision was driven by Hero Honda s commitment to

customer, quality and excellence, and while doing so, maintaining the highest standards of

ethics and societal responsibilities. Hero Honda believes that the fastest way to turn that dream

into a reality is by remaining focused on that vision.

Strategy

Hero Honda s key strategy has been driven by innovation in every sphere of ac tivity building

a robust product portfolio across categories, exploring new markets, aggressively expanding

the network and continuing to invest in brand building activities.

Manufacturing

Hero Honda bikes are manufactured across three globally benchmarked manufacturing

facilities. Two of these are based at Gurgaon and Dharuhera which are located in the state of

Haryana in northern India. The third and the latest manufacturing plant is based at Haridwar, in

the hill state of Uttrakhand,

Technology

In the 1980 s Hero Honda pioneered the introduction of fuel -efficient, environment friendly

four-stroke motorcycles in the country. Today, Hero Honda continues to be technology

pioneer. It became the first company to launch the Fuel Injection (FI) technology in Indian


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motorcycles, with the launch of the Glamour FI in June 2006.

Products

Hero Honda's product range includes variety of motorcycles that have set the industry

standards across all the market segments. The company also started manufacturing scooter in

2006. Hero Honda offers large no. of products and caters to wide variety of requirementsacross all the segments.

Distribution

The company's growth in the two wheeler market in India is the result of an intrinsic ability to

increase reach in new geographies and growth markets. Hero Honda's extensive sales and

service network now spans close to 4500 customer touch points. These comprise a mix of

authorized dealerships, Service & Spare Parts outlets, and dealer-appointed outlets across the

country.

Brand

The company has been continuously investing in brand building utilizing not only the new

product launch and new campaign launch opportunities but also through innovative marketing

initiatives revolving around cricket, entertainment and ground- level activation.

Hero Honda has been actively promoting various sports such as hockey, cricket and golf. Hero

Honda was the title sponsor of the Hero Honda FIH Hockey World Cup that was played inDelhi during Feb-March 2010. Hero Honda also partners the Commonwealth Games Delhi

2010.

2009-10 Performance

Total unit sales of 46,00,130 two-wheelers, growth of 23.6 per cent

Total net operating income of Rs. 15860.51 Crores, growth of 28.1 per cent

Net profit after tax at Rs. 2231.83 Crores, growth of 74.1 per centFinal dividend of 1500% or Rs. 30 per share on face value of each share of Rs. 2

EBIDTA margin for the year 17.4 per cent

Hero Honda CD-dawn


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Hero Honda CD-dawn (97.20 cc)

Hero Honda CD Dawn is a beginner's bike well tested on Indian roads and proven in city

conditions. Hero Honda CD Dawn is a no-nonsense bike that's all about price and utility. Newbikes have showroom prices of around Rs. 32,000 and on-road prices of around Rs. 37,000 at

Ahmedabad. Currently, Delhi has the lowest, and Chennai the highest on-road prices for Hero

Honda CD-dawn. Hero Honda CD-dawn bike prices vary upon the two-wheeler dealer's

location.

Hero Honda CD-Deluxe

Hero Honda CD-Deluxe (97.20 cc)

Hero Honda CD Deluxe is a good beginner's bike and convenient for city conditions. Hero

Honda CD Deluxe sales have grown by 23 per cent between January-September 2007, within

which time the industry actually declined by 14 per cent in the entry segment. New bikes in

this series have a showroom price ranging from around Rs. 36,000 to around Rs. 41,000
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDAWNCDDAWN2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDAWNCDDAWN2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDELUXECDDELUXE2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDELUXECDDELUXE2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDELUXECDDELUXE2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDAWNCDDAWN2007


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inclusive of all charges like insurance, octroi, RTO, etc. Hero Honda CD-Deluxe prices vary

with the two-wheeler dealer's location. Currently, Delhi has the lowest, and Bangalore the

highest on-road prices for Hero Honda CD-Deluxe. Hero Honda CD-Deluxe bike prices vary

upon the two-wheeler dealer's location.

Hero Honda Splendor Plus

Hero Honda Splendor Plus (97.20 cc)

Hero Honda Splendor Plus is one of the largest selling bikes in India. It sports several

improvements over the old splendor. At the showroom, this bike costs around Rs. 40,000 with

an on-road price of around Rs. 45,000. Currently, Delhi has the lowest, and Mumbai the

highest on-road prices for Hero Honda Splendor Plus. For Hero Honda Splendor Plus bike

prices vary upon the two-wheeler dealer's location.

Hero Honda Splendor NXG

Hero Honda Splendor NXG (97.20 cc) The Hero Honda Splendor NXG is a new age bike in Hero Honda's 100 cc stable. Stunning

looks, economic performance, and a multitude of features backed by Hero Honda's reliable

support network, makes this a good choice for the city commuter. The Hero Honda Splendor

NXG is now available at a showroom price of around Rs. 42,000 with an on road price of
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORNXG2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORNXG2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORNXG2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORPLUS2007


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around Rs. 48,000 including supplementary charges. Currently, Delhi has the lowest, and

Bangalore the highest on-road price for Hero Honda Splendor NXG. Currently, Delhi has the

lowest, and Chennai the highest on-road prices for Hero Honda Splendor NXG. Hero Honda

Splendor NXG bike prices vary upon the two-wheeler dealer's location.

Hero Honda Passion Plus

Hero Honda Passion Plus (97.20 cc)

The Hero Honda Passion Plus is a bike meant for the executive city commuter. This improved

version of the Hero Honda Passion comes with several improvements over its earlier versions

and gives an easy ride and easy handling. New bikes have showroom prices of around Rs.

42,700 and on road prices of around Rs. 48,200 at Ahmedabad. Currently, Delhi has the

lowest, and Mumbai the highest on-road prices for Hero Honda Passion Plus. Hero Honda

Passion Plus bike prices vary upon the two-wheeler dealer's location.

Hero Honda Super Splendor

Hero Honda Super Splendor (124.70 cc)

Hero Honda Super Splendor is not a bike to race with, but one you can depend on to get you to

your destination and back in the city safely and economically. New bikes in this series have a

showroom price ranging from around Rs. 45,000 to around Rs. 51,000 inclusive of all charges
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPASSIONPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPASSIONPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDERSUPER2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDERSUPER2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDERSUPER2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPASSIONPLUS2007


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like insurance, octroi, RTO, etc. Hero Honda CD-Deluxe prices vary with the two-wheeler

dealer's location. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for

Hero Honda Super Splendor. Hero Honda Super Splendor bike prices vary upon the two-

wheeler dealer's location.

Hero Honda Glamour

Hero Honda Glamour (125 cc)

The new Hero Honda Glamour looks all the better with enhanced graphics and other details

and continues to sell to the discerning. At the showroom, this bike costs around Rs. 48,000

with an on-road price of around Rs. 55,000. Currently, Delhi has the lowest, and Mumbai the

highest on-road prices for Hero Honda Glamour. Hero Honda Glamour bike prices vary upon

the two-wheeler dealer's location.

Hero Honda Glamour FI (125 cc.) The Hero Honda Glamour FI 125 cc, built after the existing Glamour 125 cc, is a technological

trendsetter in two wheelers. The Hero Honda Glamour FI 125 cc is now available at a

showroom price of around Rs. 52,000 with an on road price of around Rs. 58,500 including

supplementary charges. Currently, Delhi has the lowest, and Bangalore the highest on-road

prices for Hero Honda Glamour FI. Hero Honda Glamour FI bike prices vary upon the two-

wheeler dealer's location.

Hero Honda Achiever
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOUR2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOUR2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOURFI2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOURFI2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOURFI2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOUR2007


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The Hero Honda Achiever has made a comeback in a new 2007 avatar with definiteimprovements over its 2006 model. New bikes have showroom prices of around Rs. 55,000

and on road prices of around Rs. 61,500 at Ahmedabad. Currently, Delhi has the lowest, and

Mumbai the highest on-road prices for Hero Honda Achiever. Hero Honda Achiever bike

prices vary upon the two-wheeler dealer's location.

Hero Honda CBZ Xtreme

Hero Honda CBZ Xtreme (Kick Start)

The Hero Honda CBZ Xtreme has little in common with its earlier version the Hero Honda

CBZ except a similar headlamp. New bikes in this series have a showroom price ranging from

around Rs. 55,500 to around Rs. 62,000 inclusive of all charges like insurance, octroi, RTO,

etc. Hero Honda CD-Deluxe prices vary with the two-wheeler dealer's location. Currently,

Delhi has the lowest, and Mumbai the highest on-road prices for Honda CBZ Xtreme (Kick

Start). Honda CBZ Xtreme (Kick Start) bike prices vary upon the two-wheeler dealer's

location.

Hero Honda CBZ Xtreme (Self Start)

The Hero Honda CBZ Xtreme has little in common with its earlier version the Hero Honda

CBZ except a similar headlamp. At the showroom, this bike costs around Rs. 57,500 with an
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMEKICKSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMEKICKSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMESELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMESELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMESELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMEKICKSTART2007


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on-road price of around Rs. 64,300. Currently, Delhi has the lowest, and Mumbai the highest

on-road prices for Hero Honda CBZ Xtreme (Self Start). Hero Honda CBZ Xtreme (Self Start)

bike prices vary upon the two-wheeler dealer's location.

Hero Honda Hunk

Hero Honda Hunk (Kick Start)

New bikes have showroom prices of around Rs.55,000 and on road prices of around Rs.60,000

at Ahmedabad. Hero Honda Hunk (Kick Start) bike prices vary upon the two-wheeler dealer's

location.

Hero Honda Hunk (Self Start)

New bikes have showroom prices of around Rs. 57,000 and on road prices of around Rs.

60,000 at Delhi. Hero Honda Hunk(Self Start) bike prices vary upon the two-wheeler dealer's

location.

Hero Honda Karizma
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAHUNKKICKSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAHUNKKICKSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAHUNKSELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAHUNKSELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAHUNKSELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAHUNKKICKSTART2007


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Hero Honda Karizma

The Hero Honda Karizma may be the most modern bikes presently on Indian roads today. New

bikes have showroom prices of around Rs. 74,000 and on road prices of around Rs. 82,000 at

Ahmedabad. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for HeroHonda Karizma. Hero Honda Karizma bike prices vary upon the two-wheeler dealer's

location.

Hero Honda Pleasure

Hero Honda Pleasure (102 cc)

The Hero Honda Pleasure has made its name in the scooterette's market, being fitted with

features meant specifically for the modern woman. New bikes in this series have a showroom

price ranging from around Rs. 36,700 to around Rs. 41,700 inclusive of all charges like

insurance, octroi, RTO, etc. Hero Honda CD-Deluxe prices vary with the two-wheeler dealer's

location. Currently, Delhi has the lowest, and Mumbai the highest on-road prices for Hero

Honda Pleasure. Hero Honda Pleasure scooter prices vary upon the two-wheeler dealer's

location.
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAKARIZMAKARIZMA2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAKARIZMAKARIZMA2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPLEASUREPLEASURE2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPLEASUREPLEASURE2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPLEASUREPLEASURE2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAKARIZMAKARIZMA2007


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RECRUITMENT and

SELECTION

PROCEDURE IN HERO

HONDA


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RECRUITMENT AND SELECTION PROCEDURE IN HERO HONDA

Human resource is a most valuable asset in the Organization. Profitability of the Organization

depends on its utilization. If their utilization is done properly Organization will make profit

otherwise it will make loss. If a good dancer appointed as a Chief Executive Officer of a

Company, he may not run the business. So right man should be procured at right place in right

time, otherwise their proper utilization may not be done. To procure right man at right place in

right time, some information regarding job and job doer is highly essential. These information

are obtained through Job Analysis, Job Descriptions, Job Specifications. HCL procure

manpower in a very scientific manner . It gets information by use of these important

documents like Job Analysis, Job Descriptions and Job Specifications. Without these

recruitment may be unsuccessful. Before recruit a person all information regarding job,working conditions, duties and responsibilities of job doer, Skills experiences qualifications of

an employee to do the particular job is highly essential. To obtain the pertinent information

regarding job, duties, responsibilities, working conditions, skill efficiency, education and

experience of the employee, HCL, gets the help of Job analysis, job description and job

specifications.

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build

a pool of qualified job applicants. The process comprises five interrelated stages, viz,

Planning.

Strategy development.

Searching.

Screening.

Evaluation and control.

The ideal recruitment programme is the one that attracts a relatively larger number of qualified

applicants who will survive the screening process and accept positions with the organisation,


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when offered. Recruitment programmes can miss the ideal in many ways i.e. by failing to

attract an adequate applicant pool, by under/over selling the organisation or by inadequate

screening applicants before they enter the selection process. Thus, to approach the ideal,

individuals responsible for the recruitment process must know how many and what types of

employees are needed, where and how to look for the individuals with the appropriate

qualifications and interests, what inducement to use for various types of applicants groups, how

to distinguish applicants who are qualified from those who have a reasonable chance of success

and how to evaluate their work.

STAGE 1:

RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation

of likely job vacancies and information about the nature of these jobs into set of objectives or

targets that specify the (1) Numbers and (2) Types of applicants to be contacted.

Numbers of contact:

Organization, nearly always, plan to attract more applicants than they will hire. Some of those

contacted will be uninterested, unqualified or both. Each time a recruitment Programme is

contemplated, one task is to estimate the number of applicants necessary to fill all vacancies

with the qualified people.

Types of contacts:

It is basically concerned with the types of people to be informed about job openings. The type

of people depends on the tasks and responsibilities involved and the qualifications and

experience expected. These details are available through job description and job specification.

STAGE 2:

STRATEGY DEVELOPMENT:

When it is estimated that what types of recruitment and how many are required then one has

concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment

and selection devices. (3). Geographical distribution of labour markets comprising job seekers.


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(4). Sources of recruitment. (5). Sequencing the activities in the recruitment process.

Make or Buy :

Organisation must decide whether to hire le skilled employees and invest on training andeducation programmes, or they can hire skilled labour and professional. Essentially, this is the

make or buy decision. Organizations, which hire skilled and professionals shall have to pay

more for these employees.

Technological Sophistication:

The second decision in strategy development relates to the methods used in recruitment and

selection. This decision is mainly influenced by the available technology. The advent of

computers has made it possible for employers to scan national and international applicant

qualification. Although impersonal, computers have given employers and ob seekers a wider

scope of options in the initial screening stage.

Where to look:

In order to reduce the costs, organisations look in to labour markets most likely to offer the

required job seekers. Generally, companies look in to the national market for managerial and

professional employees, regional or local markets for technical employees and local marketsfor the clerical and blue-collar employees.

When to look:

An effective recruiting strategy must determine when to look-decide on the timings of events

besides knowing where and how to look for job applicants.

STAGE 3:

SEARCHNG:

Once a recruitment plan and strategy are worked out, the search process can begin. Search

involves two steps


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A). Source activation and

B). Selling.

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the issuance of an employeerequisition. This means that no actual recruiting takes place until lone managers have verified

that vacancy does exist or will exist.

If the organisation has planned well and done a good job of developing its sources and

search methods, activation soon results in a flood of applications and/or resumes.

The application received must be screened. Those who pass have to be contacted and

invited for interview. Unsuccessful applicants must be sent letter of regret.

B). SELLING:

A second issue to be addressed in the searching process concerns communications.

Here, organisation walks tightrope. On one hand, they want to do whatever they can to attract

desirable applicants. On the other hand, they must resist the temptation of overselling their

virtues.

In selling the organisation, both the message and the media deserve attention. Message

refers to the employment advertisement. With regards to media, it may be stated that

effectiveness of any recruiting message depends on the media. Media are several-some have

low credibility, while others enjoy high credibility. Selection of medium or media needs to be

done with a lot of care.

STEP 4:

SCREENING:

Screening of applicants can be regarded as an integral part of the recruiting process, though

many view it as the first step in the selection process. Even the definition on recruitment, we

quoted in the beginning of this chapter, excludes screening from its scope. However, we have


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included screening in recruitment for valid reasons. The selection process will begin after the

applications have been scrutinized and short-listed. Hiring of professors in a university is a

typical situation. Application received in response to advertisements is screened and only

eligible applicants are called for an interview. A selection committee comprising the Vice-

chancellor, Registrar and subject experts conducts interview. Here, the recruitment process

extends up to screening the applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage, those

applicants who are visibly unqualified for the job. Effective screening can save a great deal of

time and money. Care must be exercised, however, to assure that potentially good employees

are not rejected without justification.

In screening, clear job specifications are invaluable. It is both good practice and a legal

necessity that applicant s qualification is judged on the basis of their knowledge, skills,

abilities and interest required to do the job.

The techniques used to screen applicants vary depending on the candidate sources and

recruiting methods used. Interview and application blanks may be used to screen walk-ins.

Campus recruiters and agency representatives use interviews and resumes. Reference checks

are also useful in screening.

STAGE 5:

EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitment

process. The costs generally incurred are: -

Salaries for recruiters.

Management and professional time spent on preparing job description, job

specifications, advertisements, agency liaison and so forth.

The cost of advertisements or other recruitment methods, that is, agency fees.


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Recruitment overheads and administrative expenses.

Costs of overtime and outsourcing while the vacancies remain unfilled.

Cost of recruiting unsuitable candidates for the selection process.

1.4 EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining applications for job seekers in

sufficient number and quality. Keeping this objective in the mind, the evaluation might

include:

Return rate of application sent out.

Number of suitable candidates for selection.

Retention and performance of the candidates selected.

Cost of the recruitment process

Time lapsed data

Comments on image projected.

60-Second Guide to Hiring the Right People

0:60 Define the Duties:

To find promising employees, you must first determine what you want them to do. Carefully

consider all direct and associated responsibilities and incorporate them into a written job

description. Be careful with general titles such as typist or sales clerk, as they have different

meanings to different people.

0:49 and What it Takes to do Them :

Fulfilling these responsibilities will require some level of skill and experience, even if it is an

entry-level position. Be reasonable about your expectations. Setting the bar too high may limit

your available talent pool; setting it too low risks a flood of applications from those unqualified


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for the job.

0:37 Make it Worth their While:

Likewise, you don t want to be overly generous or restrictive about compensation . State and

local chambers of commerce, employment bureaus and professional associations can help you

determine appropriate wages and benefits. Scanning descriptions of comparable jobs in the

classified ads and other employment publications will also provide clues about prevailing wage

rates.

0:38 Spread the Word:

How you advertise your job opening depends on who you want to attract. Some positions are

as easy to promote as posting a help wanted sign in your store window or placing an ad in

your local newspaper.

0:25 Talk it Over:

Because you have clearly defined the role and requirements, you should have little difficulty

identifying candidates for interviews. Make sure you schedule them when you have ample time

to review the resume, prepare your questions and give the candidate your undivided attention.

After the interview, jot down any impressions or key points while they re still fresh in your mind.

0:12 Follow-up on Interviews:

You want to believe your candidates are being honest, but never assume. Contact

references to make sure you re getting the facts or to clear up any uncertainties.

Professional background checks are a wise investment for highly sensitive positions.

RECRUITMENT PROCESS FLOW CHART


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BACKGROUND CHECKS

we ask that you attach to this a photocopy of your drivers licensee. An envelope will be

provided so that you can hand in your signed consent form and photocopied licensee at the

security desk before you depart. Should you not have a photocopy of your licensee, please let

the panel know so that we can organize this for you.We will not perform these checks until you have been selected to proceed in the recruitment

process. All offers of employment are subject to satisfactory probity checks.

APTITUDE TEST

Depending on the role, you may be required to participate in a selection of aptitude tests. are

carefully chosen to further assist us in determining your suitability for the role and typically

include numeric reasoning, verbal reasoning and an occupational personality questionnaire.The results of these tests are assessed by qualified psychologists and compared against industry

norms that are relevant to the criteria being assessed.

FEEDBACK

We aim to provide feedback regarding your interview performance generally within five

working days. We offer open and honest feedback and encourage you to do the same so that

we can continue to evaluate and improve our recruitment process.

SELECTION

Selection is the process of picking individuals (out of the pool of job applicants ) with

requisites qualifications and competence to fill in the organization.

Selection is defined as the process of differentiating between applicants in order to identify

(and hire) those with a greater likelihood of success in a job.

DEFINITION It i s the process of differentiating between applicants in order to identify ( and hire) with a

greater likelihood of success in a job.


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SELECTION PROCESS

Selection is along process, commencing from the preliminary interview of the applicants and

ending with the contract of employment. Eeffective selection process which ensures that only

the very best candidates are presented to clients on a short list of two or three. Our selection

process yields candidates who fit our clients' requirements so well that a large proportion of

our enquiries result in a successfully staffed project.

STEP 1: -

PRELIMINARY INTERVIEW

The applicants received from job seekers would be subject to scrutiny so as to eliminate

unqualified applicants. This is usually followed by a preliminary interview the purpose of

which is more or less the same as scrutiny of application, that is, eliminate of unqualified

applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the

information supplied in their application forms. Preliminary interview, on the other hand, helps

reject misfits for reason, which did not appear in the application forms. Besides, preliminary

interview, often called courtesy interview , is a good public relation exercise.

STEP 2: -

SELECTION TEST:

Job seekers who pass the screening and the preliminary interview are called for tests.

Different types of tests may be administered, depending on the job and the company.

Generally, tests are used to determine the applicant s ability, aptitude and personality.

The following are the type of tests taken:

1). Ability tests: -

Assist in determining how well an individual can perform tasks related to the job. Anexcellent illustration of this is the typing tests given to a prospective employer for secretarial

ob. Also called as ACHEIVEMENT TESTS . It is concerned with wh at one has

accomplished. When applicant claims to know something, an achievement test is taken to

measure how well they know it. Trade tests are the most common type of achievement test


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given. Questions have been prepared and tested for such trades as asbestos worker, punch-press

operators, electricians and machinists. There are, of course, many unstandardised achievement

tests given in industries, such as typing or dictation tests for an applicant for a stenographic

position.

2). Aptitude test: -

Aptitude tests measure whether an individuals has the capacity or latent ability to learn a

given job if given adequate training. The use of aptitude test is advisable when an applicant has

had little or no experience along the line of the job opening. Aptitudes tests help determine a

person s potential to learn in a given area. An example of such test is the general management

aptitude tests (GMAT), which many business students take prior to gaining admission to a

graduate business school programme.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any

number of specialized activities. They cover such areas clerical aptitude, numerical aptitude,

mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests

help to detect positive negative points in a person s sensory or intellectual ability. They focus

attention on a particular type of talent such as learning or reasoning in respect of a particular

field of work.

Forms of aptitude test:

Mental or intelligence tests:

They measure the overall intellectual ability of a person and enable to know whether the

person has the mental ability to deal with certain problems.

Mechanical aptitude tests:

They measure the ability of a person to learn a particular type of mechanical work. These

tests helps to measure specialized technical knowledge and problem solving abilities if the

candidate. They are useful in selection of mechanics, maintenance workers, etc.

Psychomotor or skills tests:

They are those, which measure a person s ability to do a specific job. Such tests are


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conducted in respect of semi- skilled and repetitive jobs such as packing, testing and

inspection, etc.

3). Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness),

numerical ability, memory and such other aspects can be measured.

The intelligence is probably the most widely administered standardized test in industry. It is

taken to judge numerical, skills, reasoning, memory and such other abilities.

4). Interest Test:

This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc.such tests indicate which occupations are more in line with a person s interest. Such tests also

enable the company to provide vocational guidance to the selected candidates and even to the

existing employees.

These tests are used to measure an individual s activity preferences. These tests are particularly

useful for students considering many careers or employees deciding upon career changes.

5). Personality Test:

The importance of personality to job success is undeniable. Often an individual who possesses

the intelligence, aptitude and experience for certain has failed because of inability to get along

with and motivate other people.

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain,

etc. this test is very much essential on case of selection of sales force, public relation staff, etc.

where personality plays an important role.

Personality tests are similar to interest tests in that they, also, involve a serious problem of

obtaining an honest answer.

6). Projective Test:

This test requires interpretation of problems or situations. For example, a photograph or a


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picture can be shown to the candidates and they are asked to give their views, and opinions

about the picture.

7). General knowledge Test:

Now days G.K. Tests are very common to find general awareness of the candidates in the field

of sports, politics, world affairs, current affairs.

8). Perception Test:

At times perception tests can be conducted to find out beliefs, attitudes, and mental

sharpness.etc.

9). Graphology Test:

It is designed to analyze the handwriting of i ndividual. It has been said that an individual shandwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose

the idiosyncrasies and elements of balance and control. For example, big letters and emphasis

on capital letters indicate a tendency towards domination and competitiveness. A slant to the

right, moderate pressure and good legibility show leadership potential.

10). Polygraph Test:

Polygraph is a lie detector, which is designed to ensure accuracy of the information given in

the applications. Department store, banks, treasury offices and jewellery shops, that is, those

highly vulnerable to theft or swindling may find polygraph tests useful.

11). Medical Test:

It reveals physical fitness of a candidate. With the development of technology, medical tests

have become diversified. Medical servicing helps measure and monitor a candidate s physical

resilience upon exposure to hazardous chemicals.

CHOOSING TESTS:

The test must be chosen in the criteria of reliability, validity, objectivity and standardization.

They are: -


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1. RELIABILITY: -

It refers to standardization of the procedure of administering and scoring the test results.

A person who takes tests one day and makes a certain score should be able to take the same test

the next day or the next week and make more or less the same score. An individual s

intelligence, for example, is generally a stable characteristic. So if we administer anintelligence test, a person who scores 110 in March would score close to 110 if tested in July.

Tests, which produce wide variations in results, serve little purpose in selection.

2. VALIDITY: -

It is a test, which helps predict whether a person will be successful in a given job. A test

that has been validated can be helpful in differentiating between prospective employees who

will be able to perform the job well and those who will not. Naturally, no test will be 100%

accurate in predicting job success. A validated test increases possibility of success.

There are three ways of validating a test. They are as follows: -

1). Concurrent Validity: - this involves determining the factors that are characteristics of

successful employees and then using these factors as the yardsticks.

2). Predictive Validity: - it involves using a selection test during the selection process and

then identifying the successful candidates. The characteristics of both successful and less

successful candidates are then identified.

3). Synthetic Validity: - it involves taking parts of several similar jobs rather than one

complete job to validate the selection test.

3. OBJECTIVITY: -

When two or more people can interpret the result of the same test and derive the same

conclusion(s), the test is said to be objective. Otherwise, the test evaluators subjective

opinions may render the test useless.

4. STANDARDRIZATION: -

A test that is standardized is administered under standard condition to a large group of

person who are representatives of the individuals for whom it is intended. The purpose of


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standardization is to obtain norms or standard, so that a specific test score can be meaningful

when compared to other score in the group.

STEP 3: -

INTERVIEW:

The next step in the selection process is an interview. Interview is formal, in-depth

conversation conducted to evaluate the applicant s acceptability. It is considered to be excellent

selection device. It is face-to-face exchange of view, ideas and opinion between the candidates

and interviewers. Basically, interview is nothing but an oral examination of candidates.

Interview can be adapted to unskilled, skilled, managerial and profession employees.

Objectives of interview: -

Interview has at least three objectives and they are a follows: -

Helps obtain additional information from the applicants

Facilitates giving general information to the applicants such as company policies, job,

products manufactured and the like

Helps build the company s image amo ng the applicants.

Types of interview: -

Interviews can be of different types. There interviews employed by the companies.

Following are the various types of interview: -

Informal Interview:

An informal interview is an oral interview and may take place anywhere. The employee or

the manager or the personnel manager may ask a few almost inconsequential questions likename, place of birth, names of relatives etc. either in their respective offices or anywhere

outside the plant of company. It id not planned and nobody prepares for it. This is used widely

when the labour market is tight and when you need workers badly.


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Formal Interview:

Formal interviews may be held in the employment office by he employment office in a

more formal atmosphere, with the help of well structured questions, the time and place of the

interview will be stipulated by the employment office.

Non-directive Interview:

Non-directive interview or unstructured interview is designed to let the interviewee speak his

mind freely. The interviewer has no formal or directive questions, but his all attention is to the

candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g.

Mr. Ray, please tell us about yourself after your graduated from high school.

The idea is o give the candidate complete freedom to sell himself, without the encumbrances

of the interviewer s question. But the interviewer must be of higher caliber and must guide andrelate the information given by the applicant to the objective of the interview.

Depth Interview:

It is designed to intensely examine the candidate s background and thinking and to go into

considerable detail on particular subjects of an important nature and of special interest to the

candidates. For example, if the candidate says that he is interested in tennis, a series of

questions may be asked to test the depth of understanding and interest of the candidate. These

probing questions must be asked with tact and through exhaustive analysis; it is possible to get

a good picture of the candidate.

Stress Interview:

It is designed to test the candidate and his conduct and behavior by him under conditions of

stress and strain. The interviewer may start with Mr. Joseph, we do not think your

qualifications and experience are adequate for this position, and watch the reaction of the

candidates. A good candidates will not yield, on the contrary he may substantiate why he is

qualified to handle the job.

This type of interview is borrowed from the Military organisation and this is very useful to test


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behaviour of individuals when they are faced with disagreeable and trying situations.

Group Interview:

It is designed to save busy executive s time and to see how the candidates may be brought

together in the employment office and they may be interviewed.

Panel Interview:

A panel or interviewing board or selection committee may interview the candidate, usually in

the case of supervisory and managerial positions. This type of interview pools the collective

udgment and wisdom of the panel in the assessment of the candidate and also in questioning

the faculties of the candidate.

Sequential Interview:

The sequential interview takes the one-to-one a step further and involves a series of interview,

usually utilizing the strength and knowledgebase of each interviewer, so that each interviewercan ask questions in relation to his or her subject area of each candidate, as the candidate

moves from room to room.


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Structures Interview:

In a structured interview, the interviewer uses preset standardized questions, which are put to

all the interviewees. This interview is also called as Guided or Patterned interview. It is

useful for valid results, especially when dealing with the large number of applicants.

Unstructured Interview:

It is also known as Unpatterned interview, the interview is largely unplanned and the

interviewee does most of the talking. Unguided interview is advantageous in as much as it

leads to a friendly conversation between the interviewer and the interviewee and in the process,

the later reveals more of his or her desire and problems. But the Unpatterned interview lacks

uniformity and worse, this approach may overlook key areas of the applicant s skills or

background. It is useful when the interviewer tries to probe personal details of the candidate it

analyse why they are not right for the job.

Mixed Interview:

In practice, the interviewer while interviewing the job seekers uses a blend of structured and

structured and unstructured questions. This approach is called the Mixed Interview. The

structured questions provide a base of interview more conventional and permit greater insights

into the unique differences between applicants.

Impromptu Interviews:

This interview commonly occurs when employers are approached directly and tends to be very

informal and unstructured. Applicants should be prepared at all times for on-the-spot

interviews, especially in situations such as a job fair or a cold call. It is an ideal time for

employers to ask the candidate some basic questions to determine whether he/she may be

interested in formally interviewing the candidate.

Dinner Interviews:

These interviews may be structured, informal, or socially situated, such as in a restaurant.

Decide what to eat quickly, some interviewers will ask you to order first (do not appear

indecisive). Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation

to abruptly change from friendly chat to direct interview questions, however, do not


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the advantage of soliciting immediate, relatively candid comments and attitude can sometimes

be inferred from hesitations and inflections in speech. It may be stated that the

information gathered through references hardly influence selection decisions.

The reasons are obvious:

The candidate approaches only those persons who would speak well about him or her.

People may write favorably about the candidate in order to get rid of him or her.

People may not like to divulge the truth about a candidate, lest it might damage or ruin his/her

career.

STEP 5: -

SELECTION DECISION:-

After obtaining information through the preceding steps, selection decision- the most critical of

all the steps- must be made. The other stages in the selection process have been used to narrow

the number of the candidates. The final decision has to be made the pool of individuals who

pas the tests, interviews and reference checks. The view of the line manager will be generally

considered in the final selection because it is he/she who is responsible for the performance of

the new employee. The HR manager plays a crucial role in the final selection.

STEP 6: -

PHYSICAL EXAMINATION: -

After the selection decision and before the job offer is made, the candidate is required to

undergo a physical fitness test. A job offer is, often, contingent upon the candidate being

declared fit after the physical examination. The results of the medical fitness test are recorded

in a statement and are preserved in the personnel records. There are several objectives behind a

physical test. Obviously, one reason for a physical test is to detect if the individual carries any

infectious disease. Secondly, the test assists in determining whether an applicant is physically

fit to perform the work. Thirdly, the physical examination information can be used to

determine if there are certain physical capabilities, which differentiate successful and less

successful employees. Fourth, medical check-up protects applicants with health defects from


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undertaking work that could be detrimental to them or might otherwise endanger the

employer s property. Finally, such an examination will protect the employer from workers

compensation claims that are not valid because the injuries or illness were present when the

employee was hired.

STEP 7: -

JOB OFFER: -

The next step in the selection process is job offer to those applicants who have crossed all the

previous hurdles. Job offer is made through a letter of appointed. Such a letter generally

contains a date by which the appointee must report on duty. The appointee must be given

reasonable time for reporting. Thos is particularly necessary when he or she is already in

employment, in which case the appointee is required to obtain a relieving certificate from the

previous employer. Again, a new job may require movement to another city, which means

considerable preparation, and movement of property.

The company may also want the individual to delay the date of reporting on duty. If the new

employee s first job upon joining the company is to go on company until perhaps a week

before such training begins. Naturally, this practice cannot be abused, especially if the

individual is unemployed and does not have sufficient finances.

Decency demands that the rejected applicants be informed about their non-selection. Their

applicants may be preserved for future use, if any. It needs no emphasis that the applications of

selected candidates must also be preserved for the future references.

STEP 8: -

CONTRACT OF EMPLOYMENT: -

After the job offer has bee mad and candidates accept the offer, certain documents need to be

executed by the employer and the candidate. One such document is the attestation form. This

form contains vital details about the candidate, which are authenticated and attested by

him/her. Attestation form will be a valid record for the future reference. There is also a need

for preparing a contract of employment. The basic information that should be included in a

written contract of employment will vary according to the level of the job, but the following


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checklist sets out the typical headings:

ob title

Duties, including a parse such as The employee will perform such duties and will be

responsible to such a person, as the company may from time to time direct.

Date when continuous employment starts and the basis for calculating service.

Rate of pay, allowance, overtime and shift rates, method of payments.

Hours of work including lunch break and overtime and shift arrangements.

Holiday arrangements:

Paid holidays per year.

Calculation of holiday pay.

Qualifying period.

Accrual of holidays and holiday pay.

Details of holiday year.

Dates when holidays can be taken.

Maximum holiday that can be take at any one time.

Carry over of holiday entitlement.

Public holidays.

7. Length of notice due to and from employee.

8. Grievances procedure (or reference to it).

9. Disciplinary procedure (or any reference to it).

10. Work rules (or any reference to them).


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11. Arrangements for terminating employment.

12. Arrangements for union membership (if applicable).

Special terms relating to rights to patent s and designs, confidential information and restraints

on trade after termination of employment.

Employer s right to vary terms of the contract subject to proper notification being

given.Alternatively called employment agreements or simply bonds, contracts of employment

serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge

and information that might be vital to a company s healthy bottom line and to prevent

competitors from poaching highly valued employees.

Great care is taken to draft the contract forms. Often, services of law firms (prominent

firms in this category include Mulla, Craigie, Blunt and Caroe, Crawford Bailey, AmarchandMangaldas Hiralal, etc.) are engag4d to get the forms drafted and finalized.Most employers

insist on agreements being signed by newly hired employees. But high turnover sectors such as

software, advertising and media are more prone to use contracts. The drawback with the

contracts is that it is almost to enforce them. A determined employee is bound to leave the

organization, contract or no contract. The employee is prepared to pay the penalty for

breaching the agreement or the new employer will provide compensations. It is the reason that

several companies have scrapped the contracts altogether.

STEP 9: -

CONCLUDING THE SELECTION PROCESS: -

Contrary to popular perception, the selection process will not end with executing the

employment contract. There is another step amore sensitive one reassuring those candidates

who have not selected, not because of any serious deficiencies in their personality, but because

their profile did not match the requirement of the organization. They must be told that thosewho were selected were done purely on relative merit.

STEP 10: -

EVALUATION OF SELECTION PROGRAMME: -


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The broad test of the effectiveness of the selection process is the quality of the personnel

hired. An organization must have competent and committed personnel. The selection process,

if properly done, will ensure availability of such employees. How to evaluate the effectiveness

of a selection programme? A periodic audit is the answer. People who work independent of HR

department must conduct audit. The table below contains an outline that highlights the areas

and questions to be covered in a systematic evaluation.

Four Approaches to Selection:

1). Ethnocentric Selection:

In this approach, staffing decisions are made at the organization s headquarters.

Subsidiaries have limited autonomy, and the employees from the headquarters at home and

abroad fill key jobs. Nationals from the parent country dominate the organisations at home and

abroad.

2). Polycentric Selection:

In polycentric selection, each subsidiary is treated as a distinct national entity with local

control key financial targets and investment decisions. Local citizens manage subsidiaries, but

the key jobs remain with staff from the parent country. This is the approach, which is largely

practiced in our country

3). Regiocentric Selection: -

Here, control within the group and the movements of staff are managed on a regional

basis, reflecting the particular disposition of business and operations within the group.

Regional managers have greater discretion in decision. Movement of staff is largely restricted

to specific geographical regions and promotions to the jobs continue to be dominated by

managers from the parents company.

4). Geocentric Staffing: -

In this case, business strategy is integrated thoroughly on global basis. Staff

development and promotion are based on ability, not nationality. The broad and other parts of

the top management structure are thoroughly international in composition. Needless to say,


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such organisations are uncommon.

PROBLEMS IN EFFECTIVE SELECTION: -

The main objective of selection is to hire people having competence and commitment. This

objective s often defeated because of certain barriers. The impediments, which check

effectiveness of selection, are fairness, validity, reliability and pressure.

Fairness: -

Fairness in selection requires that no individual should be discriminated against on the basis of

religion, region, race or gender. But the low numbers of women and other less privileged

sections of the society in middle and senior management positions and open discrimination on

the basis of age in job advertisements and in the selection process would suggest that all the


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efforts to minimize inequity have not been effective.

Validity: -

Validity, as explained earlier, is a test that helps predict job performance of an incumbent. Atest that has been validated can differentiate between the employees who perform well and

those who will not. However, a validated test does not predict job success accurately. It can

only increase possibility of success.

Reliability: -

A reliable method is one, which will produce consistent results when repeated in similar

situations. Like validated test, a reliable test may fail to predict job performance with precision.

Pressure: -

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to

select particular candidates. Candidates selected because of compulsions are obviously not the

right ones. Appointments to public sectors undertakings generally take place under such

pressures.

Environment factor affecting selection: -

Selection is influenced by several factors. More prominent among them are supply and

demand of specific skills in the labour market, unemployment rate, labour- market conditions,

legal and political considerations, company s image, company s policy, human resources

planning and cost of hiring. The last three constitute the internal environment and the

remaining form the external environment of selection process.

.


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RESEARCH

METHODOLOGY


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Research Methodology

SIGNIFICANCE OF STUDY :

Without focusing the pattern of management, organization philosophy highlights on

achieving a surely where all citizens (employees) can lead a richer and fuller life. Every

organisation, therefore, strikes for greater productivity, elimination of wastes, lower costs

and higher wages, so the industry needs a stable and energetic labours force that can

boast of production by increased productivity. To achieve these objectives a good

recruitment process is essential. By which industry strikes right number of persons and

right kind of persons at the right time and at right places through and the planning period

without hampering productivity.

PURPOSE OF THE STUDY :

The objective of the study is to analyze the actual recruitment process in HERO HONDA

and to evaluate how far this process confirm to the purposes underlying the operational

aspects of the industry. How far the process is accepted by it ? And what are the options

of the family members of the organization? The study on recruitment highlights the need

of recruitment in HERO HONDA Private Limited. Our research design is basically

Exploratory in nature which helps in developing the new ideas and insights about the

problem under study. These are flexible in nature that helps in gathering the relevant data

to the problem, and hence many different facts of problem can be considered.

SCOPE OF THE STUDY:

Scope of the study is to find out how far the existing training developments cater to the

requirement of the employees. The study will be table to throw light on the dark sports

where it needs some sort of improvement in the training developments that have been

implemented. The investigation was taken around the work place and offered an

opportunity to be with man at work. The purpose of the visit was made clear to them.

They was being, convinced and made to understand that the study was only of academic

interest. The necessary records and files were exposed the investigation to have clear

understanding of its policies and to have employees existing training and development.


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SOURCES OF DATA COLLECTION

The data for the survey have collected from two sources:

. Primary source

. Secondary source

Under the primary sources I have collected data through questionnaire and

interview method

Under the questionnaire method I have prepared a questionnaire which was based on

different attributes .

Interview Method

Apart from questionnaire method, interview method has also adopted to know some other

information to know such as :

1 . What are the expectations of the employees regarding the training from the

organization?

2. What type of changes they want in that?

3. In which matter maximum employees are satisfied or dissatisfied?

4. What suggestion they want to give to the management?

Under secondary sources data have been collected from:

1. The web site of Hero Honda.

2. Internet

3. Materials from different magazines.

4. Journals

5. Some reference projects etc.


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Sample Design:

It is a definite plan for obtaining a sample from a given sample. It refers to the techniquethe researcher would adopt in selecting an item from the sample. While developing a

sample design , the researcher must pat attention to the universe, sample size, space

boundary , and time boundary.

Research Design :

In research design I have used Random

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