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A PROJECT REPORT

ON

RECRUITMENT & SELECTION

AT

(HDFC)

SUBMITTED TO:

UP TECHNICAL UNIVERSITY, LUCKNOW

IN THE PARTIAL FULFILLMENT FOR THE AWARD OF THE

DEGREE OF

Master of Business Administration

( Session 2008-10 )

SUBMITTED BY:

ANAMIKA SHARMA

MBA 3rd Sem

Roll No - 0811970405

INSTITUTE OF PROFESSIONAL EXCELLENCE AND

MANAGEMENT ,GHAZIABAD.

(A -13/1,S.S.G.T. Road, Industrial Area , NH -24, Ghaziabad -201010 )


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PREFACE

There are number forces that make marketing an endlessly changing activity. The constantly

activity sociological, psychological and political environment may represent the uncontrollable

marketing factors. To understanding these factors in better way marketing research is of almost

importance.

This Project Report has been completed in Partial fulfillment of my Management Program, Post

Graduate Diploma in Business Management (MBA) in the company HDFC STANDARD LIFE

INSURANCE. The objective of my project was RECRUITMENT AND SELECTION AT

HDFC BANK

HDFC STANDARD LIFE is the name which is working as one of the best private insurance

company in insurance sector.

With such large population and the untapped market of populations insurance happens to be very

big opportunity in India. Today it stands as a business growing at the rate of 15-20 percent

annually. Together with banking services, It adds about 7 percent to the countrys GDP. In spite

of all this growth the statistics of the penetration of the insurance in the country is very poor.

Nearly 80% of Indian populations are without Life Insurance cover and the Health Insurance.

This is an indicator that growth potential for the insurance sector is immense in India.


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ACKNOWLEDGEMENT

Progress in life, business or any projects comes through taking initiatives & continuing to

progress on new concepts & ideas. The original momentum is not enough to keep you moving

forward. Your progress will grit to halt unless you refill your engine for inspiration with fuel of

fresh ideas with enthusiasm & proper guidance. Accomplishment requires the effort of many

people and this work is no different. I would like to thank all those who helped me directly or

indirectly and whose diligent efforts made this project possible.

I am grateful to Prof. Satish Gupta (DG) of Institute of Management Education for creating aconducive environment in the institute for a purposeful education.

I express my profound gratitude to Dr. D.P. Goyal (Director), Dr. Taruna Gautam (Assistant

Director) & Mr. Gurpreet Singh Sachdeva (Project Co-ordinator) of Institute of Management

Education for their encouragement.

I would like to thank most to Ms. Aarti Singh (HR Manager) whose initiative and guidance

enabled me to conceptualize and construct the project Recruitment & Selection. It has been

great to work under their guidance.

I also take this opportunity to express my profound gratitude to all those respondents who made

this project successful by cooperating with me.

Last but not the least; I would like to thank my parents and colleagues for their kind support.

Beenu Kumari


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DECLARATION

I hereby declare that the project report entitled Recruitment & Selection at Payal Petropack

submitted for the Bachelor of Business Administration is my original work and the Project

Report has not formed the basis for the award of any degree, diploma, associated, or other

similar title.

Date

Place Signature


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CONTENTS

Page No.

1. Abstract 1

2. Introduction 2

3. Company Profile 5

4. Objective of the Project 9

5. Research Methodology 10

Sample

Sample Size

Instrument Used

6. Data Analysis & Data Interpretation 50

7. Conclusions 58

8. Bibliography 69

9. Annexure 71


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PART - I


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BRIEF HISTORY OF THE ORGANIZATION

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to

receive an in principle approval from the Reserve Bank of India (RBI) to set up a bank in the

private sector, as part of the RBI's liberalization of the Indian Banking Industry. The bank was

incorporated in August 1994 in the name of HDFC Bank Limited, with its registered office in

Mumbai, India. The bank commenced operations as a Scheduled Commercial Bank in January

1995.

Promoter

HDFC is India's premier housing finance company and enjoys an impeccable track record in

India as well as in international markets. Since its inception in 1977, the Corporation has

maintained a consistent and healthy growth in its operations to remain the clear market leader in

mortgages and banking services in India. Its outstanding loan portfolio covers over a million

dwelling units. HDFC has developed significant expertise in retail mortgage loans to different

market segments and also has a large corporate client base for its housing related credit facilities.

With its experience in the financial markets, a strong market reputation, large shareholder base

and unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian

environment.

Business FocusHDFC Bank's mission is to be a World Class Indian Bank. The Bank's aim is to build a sound

customer franchise across distinct businesses so as to be the preferred provider of banking

services in the niche segments that the bank operates in and to achieve healthy growth in

profitability, consistent with the bank's risk appetite. The bank aims to ensure the highest level of

ethical standards, professional integrity and regulatory compliance. HDFC Bank's business

philosophy is based on four core values: Operational Excellence, Customer Focus, Product

Leadership and People. The Bank signed a strategic business collaboration agreement with

Chase Manhattan Bank in February 1999.


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Capital StructureThe authorized capital of HDFC Bank is Rs.450 crores. The paid-up capital is Rs.281.2 crores.

The HDFC Group holds 24.5% of the bank's equity while about 13.3% of the equity is held by

the depository in respect of the bank's issue of American Depository Shares (ADS/ADR Issue).

The Indian Private Equity Fund, Mauritius (IPEF) and Indocean Financial Holdings Ltd.,

Mauritius (IFHL) (both funds advised by J P Morgan Partners, formerly Chase Capital Partners)

together hold about 11.6% of the bank's equity. Roughly 18% of the equity is held by FIIs,

NRIs/OCBs while the balance is widely held by about 300,000 shareholders. The shares are

listed on the The Stock Exchange, Mumbai and the National Stock Exchange. The bank's

American Depository Shares are listed on the New York Stock Exchange under the symbol

"HDB".

TimesBank Amalgamation

In a milestone transaction in the Indian banking industry, Times Bank Limited (another new

private sector bank promoted by Bennett, Coleman & Co. /Times Group) was merged with

HDFC Bank Ltd., effective February 26, 2000. As per the scheme of amalgamation approved by

the shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank

received 1 share of HDFC Bank for every 5.75 shares of Times Bank. The amalgamation added

significant value to HDFC Bank in terms of increased branch network, expanded geographic

reach, enhanced customer base, skilled manpower and the opportunity to cross-sell and leverage

alternative delivery channels.

Distribution Network

HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of over

branches spread over cities all across the country. All branches are linked on an online real-time

basis. Customers in 39 locations are also serviced through Telephone Banking. The Bank's

expansion plans take into account the need to have a presence in all major industrial and

commercial centres where its corporate customers are located as well as the need to build a

strong retail customer base. Being a clearing/settlement bank to various leading stock exchanges,

the Bank has branches in the centres where the NSE/BSE have a strong and active member base.


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The Bank also has a network of almost over networked ATMs across these cities. Moreover,

HDFC Bank's ATM network can be accessed by all domestic and international Visa/MasterCard,

Visa Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders. It is the

only bank in India which provides access to all the 3 major International Card Networks on its

ATM network.

ManagementMr. Jagdish Capoor took over as the bank's Chairman in July 2001. Prior to this, Mr.Capoor was

a Deputy Governor of the Reserve Bank of India.

The Managing Director, Mr. Aditya Puri, has been a professional banker for over 20 years, and

before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals with a wealth of experience

in public policy & administration and commercial banking. Senior executives representing

HDFC and J P Morgan Partners (formerly Chase Capital Partners) are also on the Board.

Senior banking professionals with substantial experience in India and abroad head various

businesses and functions and report to the Managing Director. Given the professional expertise

of the management team and the overall focus on recruiting and retaining the best talent in the

industry, the bank believes that its people are a significant competitive strength.

TechnologyHDFC Bank operates in a highly automated environment in terms of information technology and

communication systems. All the bank's branches have connectivity which enables the bank to

offer speedy funds transfer facilities to its customers. Multi-branch access is also provided to

retail customers through the branch network and Automated Teller Machines (ATMs).

The Bank has made substantial efforts and investments in acquiring the best technology available

internationally, to build the infrastructure for a world class bank. In terms of software the


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Corporate Banking business is supported by Flexcube, while the Retail Banking business by

Finware, both from I-flex Solutions Ltd. (formerly Citicorp Information Technology India Ltd.).

The systems are open, scaleable and web-enabled.

The Bank has prioritized its engagement in technology and the internet as one of its key goals

and has already made significant progress in web-enabling its core businesses. In each of its

businesses, the Bank has succeeded in leveraging its market position, expertise and technology to

create a competitive advantage and build market share.


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ORGANIZATION STRUCTURE


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MISSION & VISION


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PERFORMANCE

HDFC Bank caters to a wide range of banking services covering both commercial and

investment banking on the wholesale side and transactional / branch banking on the retail side.

The bank has three key business areas:-

a) Wholesale Banking Services

The Bank's target market is primarily large, blue-chip manufacturing companies in the Indian

corporate sector and to a small extent, emerging mid-sized corporates. For these corporates, the

Bank provides a wide range of banking services, including working capital finance, trade

services, transactional services, cash management, etc. Based on its superior product delivery /

service levels and strong customer orientation, the Bank has made significant inroads into the

banking consortia of a number of leading Indian corporate including multinationals, companies

from the domestic business houses and prime Public Sector companies. It is recognized as a

leading provider of cash management and transactional banking solutions to corporate

customers, mutual funds, stock exchange members and banks.

b) Retail Banking Services

The objective of the Retail Bank is to provide a full range of financial products and banking

services, giving the customer a one-stop window for all his banking requirements. The products

are backed by world class service and delivered to the customers through various delivery

channels including the branch network, as well as alternative delivery channels like ATMs,

Phone Banking, Net Banking and Mobile Banking.

The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank Plus and the

Investment Advisory Services programs have been designed keeping in mind needs of customers

who seek distinct financial solutions, information and advice on various investment avenues. The

Bank also has a wide array of retail loan products including Loans against shares, Auto Loans,


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Personal Loans and Loans for Consumer Durables and Two-wheelers. It is also a leading

provider of Depository Participant (DP) services for retail customers.

HDFC Bank was the first bank in India to launch an International Debit Card in association with

VISA (VISA Electron) and issues the MasterCard Maestro debit card as well. The debit card

allows the user to directly debit his account at the point of purchase at a merchant establishment,

in India and overseas. The Bank launched its credit card in association with VISA in November

2001. The Bank is well positioned as a leader in various net based B2C opportunities including a

wide range of internet banking services for Fixed Deposits, Loans, Bill Payments, etc.

c) Treasury Operations

Within this business, the bank has three main product areas - Foreign Exchange and Derivatives,Local Currency Money Market & Debt Securities, and Equities. With the liberalization of the

financial markets in India, corporate need more sophisticated risk management information,advice and product structures. These and fine pricing on various treasury products are provided

through the bank's Treasury team.

Rating

HDFC Bank's programme for Certificates of Deposits has been rated by the Indian rating agency

Credit Analysis & Research Ltd. (CARE). The CDs are rated PR 1+ is the highest rating for

short term instruments indicating superior capacity for repayment.

Financial Strength

Year End - Mar 2008

Credit/Deposit : 46.39 %Investment/Deposit : 63.43 %

Cash/Deposit : 8.23 %


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Share Information

21/07/2008

Recent Price (Rs) : 277.85

Volume : 50277

Year To Date High (Rs) : 303

Year To Date Low (Rs) : 187

Face Value (Rs) : 10

Market Capitalization (Rs Crore) : 7876.49

Shares Outstanding (Lakhs) : 2820.5

Market Lot : 1

Valuation Ratios

Year End - Mar 2008

Price/Earnings : 20.8

Price/Book : 3.49

Price/Sales : 3.87Dividend Yield (%) : 1.08

Per-Share Data

Year End - Mar 2008

Book Value (Rs) : 79.59

Credit/Deposit39%

Investment/Deposit54%

Cash/Deposit7%


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Cash (Rs) : 112.36

Dividend (Rs) : 3

Total Income (Rs) : 71.72

Earnings (Rs) : 13.36

Income Statement

Year End - Mar 2008 (Rs Crore)

Total Income : 2022.97

Other Income : 473.1

Operating Profit : 387.6

Interest : 1191.96

Depreciation : 106.14

Net Profit : 387.6


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BOARD OF DIRECTOR

Chairman : Jagdesh Capoor

Managing director : Aditya puri

Director : Venkat Rao Gadwal

Director : Anil Ahuja

Additional Director : Vineet Jain

Additional Director : Arvind pande

Additional Director : Renu S Kamad

Additional Director : K.M.Mistry

Vice President & CS : Sanjay Domgre


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PRODUCT AND SERVICE


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Problem of the Organization and future of the Organization


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PART -II


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OBJECTIVE

To study the Recruitment & Selection Practices at HDFC BANK LIMITED

To identify the various factors companies undertake prior to the recruitment process.

To study how the companies establish a fit between their business strategy and

recruitment strategy.

To study how the companies have coped with change in the market vis a vis its

recruitment process.


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RESEARCH MYTHOLOGY

The purpose of the methodology is to describe the research procedure. This includes

overall research design, the sampling procedure, the data collection method, and the fried

methods and analysis procedure.

Out of total universe 30 respondents from company have been taken for convenience. The

sample procedure chosen for this are statistical sampling method. Here randomly employees are

selected and interviewed. An in depth interview is conducted with the Human Resource Head.

Information, which I collected, was based on the questionnaires filled up by the sample

employees.

Under secondary method I took the help of various reference books which I have mentioned in

bibliography and also by way of surfing through the company website.

Primary Data

Questionnaire: Corresponding to the nature of the study direct, structured questionnaires

with a mixture of close and open-ended questions will be administered to the relevant

respondents within the Personnel and other Departments of the organisation.

In-depth interviews will be conducted with the top level management personnel involved as

panel members of the recruitment & selection committees of the organisation to substantiate

the questionnaire administered.


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Secondary Data

Organisational literature: Any relevant literature available from the organisation on the

Company profile, recruitment & selection procedures, Job specifications (KSAs),

department-wise break up of manpower strength and the orgnaisational structure.

Other Sources: Appropriate journals, magazines such as Human Capital, relevant

newspaper articles, company brochures and articles on www sites will also be used to

substantiate the identified objectives.

Sampling Plan and Design

A questionnaire will be used for the purpose of research:

Questionnaire: To test the validity and effectiveness of the recruitment and selection

procedures within the organisation and to test the validity and effectiveness of the policies

and procedures within the organisation.

The basic rationale of Questionnaire is to ascertain the perception of the non-HR

departments in terms of the validity and effectiveness of the policies and procedures used by

the organisation. It is also in line with the assessment of any suggestions/recommendations

that the respondents from these Departments might have in terms of the use of an alternative

source/device of recruitment and selection, than what already forms the current practice of

the HR Department.


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Questionnairewould be administered to 15 respondents, holding a senior designation within

the Personnel Department of the organisation. It will also be administered to at least 15

respondents belonging to typical Departments within the organisation and holding senior

designations within their respective Departments.

In depth interviews would also be conducted with these respondents with the aim of

substantiating their views entailed from the Questionnaire.

The total number of employees covered in the questionnaires are 30, 20 Business Executives

and 10 Non-Business Executives.

Sampling Element

For the purpose of administering the Questionnaire, the respondents would comprise of

personnel holding senior designations within the Personnel Department of the organisation.

The respondents for the Questionnaire will also be preferably be panel members of the

Recruitment & Selection Board of the organisation.


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The respondents would comprise of personnel holding senior designations within certain

typical Departments identified within the organisation, namely:

- Stores

- Finance

- Operations

- Electronics

- Engineering

Sampling Technique

Judgement Sampling would be used for the purpose of choosing the sample for the purpose

of administering Questionnaire. The identified expert would have a thorough knowledge

about all the respondents within the Personnel Department of the organisation. Thus his/her

expertise would be incorporated in locating, identifying and contacting the required

respondents.

Again Judgement sampling would be effectively used in identifying the typical non - HR

Departments within the organisation and subsequently for the location and identification of

suitable respondents forQuestionnaire.


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Desirable End Results

Socially responsible & Competitive, high quality Competitive,

high

Ethical practices products quality services

DIAGNOSTIC MODEL

External Environmental

Influences

Govt.Regulations &Laws

The Union

Economic Conditions:domestic &

International

Composition Of laborforce

Internal Environmental

Influences

Strategy

Goals

Organizational Culture

Nature Of the task

Work group

Leaders style &

experience

Rewarding

Humanresources

Performance Evaluation

Compensation

Benefits &Services

DevelopingHuman

Resources

Orientation& Training

Development

CareerPlanning

AcquiringHuman

Resources

HRplanning

JobAnalysis &

design Recruitment

Protecting and

Evaluating

Safety,health &

wellness

Evaluation

HUMAN RESOURCE PROCESSES


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Organization policies and practices

In some organization's, HRM policies and practices affect recruiting and who is recruited. One

of the most significant of these is promotion from within. This policy means that organization's

recruit from outside the organization only at the initial hiring level. They feel this is fair to

present loyal employees and assures them a secure future and a fair chance of promotion, and

most employees favor this approach. Some employers also feel this practice helps protect trade

secrets.

Organizational image

The image of the employer generally held by the public can also affect the recruitment. all else

being equal it is easier for the organization with a positive corporate image to attract and retain

employees than an organization with a negative image.

The good or bad, well-known or unknown images of these organization's will affect how they are

viewed by the job recruits. The organizations image is complex, but it is probably based on what

the organization does and whether it is perceived as providing a good place of work. The larger

the organization, the more likely it is to have a well-developed image. A firm that produces a

product or service the potential employee knows about or uses is also more likely to have an

image for the applicant.

The organization's image is also affected by its industry. These images change. Job applicants

can seldom have interviews with all the organizations that have job openings of interest to them.

Because there are time and energy limits to the job search, they do some preliminary screening.


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One of these screens is the image the applicants have of the organization, which can attract or

repel them.

In sum, the ideal job specifications preferred by an organization may have to be adjusted to meet

the realities of the labor market, government or union restrictions, the limitations of its policies

and practices and its image. If an adequate number of quality people apply, the organization may

have to adjust the job to fit the best applicant or increase its recruiting efforts.

The potential employees view of recruiting

The applicants have abilities, attitudes and preferences based on past work experiences and

influences by parents, teachers and others. These factors affect recruits in two ways: how they

set their job preferences and how they go about seeking a job.

Preferences of recruits for organization and jobs

Recruits have a set of preferences for a job. The recruit also faces the limitation of labor market,

government and union restrictions and the limits og organizational policies and practices. The

recruit must anticipate the compromises just as the organization does.

What factors affect the organization decision? A more educated set knows the labor market

better, have higher expectations of work and find organization's that pay more and provide and

more stable employment.


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Job search and finding a job: the recruit

It is not always enough to be simply in the right place at the right time. The effective job

searcher creates opportunities in a systematic way. Effective job search involves several steps

including self-assessment, information gathering and networking, targeting specific jobs and

successful presentation.

The job search process begins with self-assessment. The purpose of self-assessment is for job

searchers to recognize their career goals, their strength's and weaknesses, interests values and

preferred life styles. This information is later used in the search process to help the applicant

assess whether there is a fit with a particular job offer. The assessment is similar to what

organizational recruiters will be doing, only from the perspective of the applicant.

Information gathering and networking are methods for generating lists of potential employers

and jobs, information sources include newspapers, trade publications, college recruitment offices

and organizational insiders.

METHODS OF RECRUITING

Most job openings are filled with people from within the organization and entry-level positions

are the most likely to be filled by external sources. Methods for internal recruiting include job

posting, skill inventories, job bidding and referrals. Methods of external recruiting include

school and college recruiting, advertising, and using employment agencies and executive

research firms and the internet.


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Skills inventory

Another recruiting method is the use of skill inventories. Essentially a skills inventory includes a

list of employee names, their education, training, present position, work experience, relevant job

skills and abilities and other qualifications. The organization can search through the company

skill inventory to identify potential candidates for the position opening.

Job bidding

These procedures typically specify that qualified applicants from within the bargaining unit must

fit all jobs covered by the agreement. Those interested in the vacancy bid for the job by applying

if they are qualified. The individual fills the position with the highest seniority from among the

qualified applicants. In some cases applicants take competitive examinations. However only

current employees are eligible.

Using a job bidding system is normally very easy. However it can present some difficulties.

Referrals

An excellent source of information is current employees who may know someone who would be

qualified and interested in the open position. To entice employees to make job referrals, some

companies offer a referral bonus. People tend to associate with people like themselves, if the

employee fits the organization, chances are his or her referrals will be good. Employees, whose

referrals are hired, are often willing to serve as a mentor to ensure their referrals succeed in the

company.


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EXTERNAL RECRUITING METHOD

School and college recruiting

Recruiting at high school or vocational schools is often a strategic approach adopted by

organizations with position openings at the entry level or internal training programs. Recruiting

at the college level serves as a major source for acquiring managerial, professional and technical

skills.

The gap that exists between the skills that organizations will need over the next several years

and those currently possessed by potential employees is growing. The number of jobs requiring

a college degree is on the increase. Unfortunately for the organization it is a very time

consuming and expensive exercise. But pressures from the external environment will continue to

force organizations to be highly visible and active in this kind of recruiting.

In college recruiting the organization sends an employee usually called a recruiter, to a campus

interview candidates and describes the organization to them. Coinciding with the visit,

brochures and other literature about the organization are often distributed. The organization also

runs ads to attract the candidates.

In the typical procedure, those seeking employment register at the college placement service.

This placement service is a labor market exchange providing opportunities for students and

employers to meet and discuss potential hiring. Preliminary interview with employers is done.

Students are given detailed influence about the job and the profile. Salaries are negotiated. The

expenses are borne by the organization. Many of the changes are designed to reduce overall

recruiting costs while maintaining a strong applicant's flow into the organization. The trend


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UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting strategies to locate and

hire their workers. Although one technique may work well for some organizations, the same

technique may prove ineffective for others. Some technique may mesh well with the

organization's competitive strategy, but others do not.

By integrating both internal and external recruiting techniques, a company can develop an

overall recruiting plan that is specifically tailored to support its overall strategy and result in

selection of highly qualified applicants.

Exactly how many recruits are needed can be determined from past recruitment efforts.

Specifically a yield ratio can be developed for each position to be filled. A yield ratio is the

number of candidates who pass a particular recruitment hurdle divided by the number who

attempted the hurdle.

It is important to keep in mind that the plan should support the companies overall strategic

approach.

Re- Recruitment strategies

Re-Recruitment strategy is a series of steps a company can take and retain key employees. Re-

Recruitment strategies are a good idea, but essential in turbulent times such as after downsizing

or a major organizational restructuring. Key employees are defined as employees whose loss

would have a most detrimental effect on the organization.

Once the key employers have been located, the next step is to determine what can be done to

motivate them to remain with the organization. A flexible work arrangement will mean

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want and need with respect to flexibility. Flexibility can also be offered by introducing

compressed work weeks, flexible starting times and comp time where workers can leave work

for an hour or two to deal with family matters. An increase in the compensation can also help

retain a key employee. Retention bonuses have also been used successfully as a means of getting

technical staffers. Without a salary adjustment key employees may be stolen away by

competitors,

Career development opportunities

College graduates entering work force for the first time are clear about their expectations and are

less willing to adapt their values and work styles to accommodate to their employers.

The following factors entice first careerist to stay with the job and the company:

1. Immediate involvement in the essential work of the firm.

2. The ability to apply newly learned knowledge and skills.

3. The opportunity to understand the big picture of the firm.

4. Rapid career development.

5. Rapid salary advancement.

6. The opportunity to learn new skills.

Companies are responding to these needs by offering a variety of programs for new employees.

One factor that should be considered prior to selection is the "fit" between the individual career

objectives and the career path that can be realistically offered by the firm. Career plateauing

which refers to the point in a career where future hierarchical movement is unlikely, has become


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a real problem in organization's today. Downsizing and restructuring has severely restricted the

potential for vertical movement in many managerial career paths.


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ALTERNATIVES TO RECRUITMENT

Another strategic business decision can be made is not to recruit. Instead they can rely on

alternative staffing options.

Common alternative staffing options

Traditional temporary help

A potential employee is recruited, tested, screened and employed by a temporary staffing

agency. They assign qualified individuals to work at a clients site, generally to support or

supplement the current work force.

Long term temporary assignments

It is becoming increasing popular for an organization to staff part of its work force with

temporary workers on an ongoing basis. These individuals are not considered short-term

replacements, but more a part of the regular work force.

Part time employees

Workers who work less than 40 hours a week are considered part time employees. They

can be organization's pay roll or assigned via a temporary agency.

Employee leasing

A Company will transfer some of its employees to a leasing firm. The leasing firm then

leases back the workers to perform the same job they did for the Client Company.

However the leasing firm is now responsible for cost and work associated with the typical

HR functions such as Payroll, benefits and record keeping.

Independent contractors


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Independent contractors are self-employed individuals who market a specific skill they

posses to a variety of companies. A Company will hire them for a specific project or

contract. Payment is usually based on the time and effort the individuals put forth on the

project and expenses are frequently reimbursed.

Outsourcing services

An independent company with expertise area will contract with a firm to take full

responsibility for that specific function in the organization.


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EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in recruiting should be

evaluated periodically. One of the most important reasons to evaluate recruiting method is to

determine the cost versus benefits of various methods. When recruiting method do not attract

enough applicants many organizations respond by raising the salaries. Although some job

applicants may be enticed by money, this may not be a cost-effective method of recruiting.

Further employees within the organization may perceive inequity if new employees are brought

in at a similar or even higher salary.

Recruiting costs include factors such as the cost of advertising, the salaries and travel expenses

of recruiters, travel expenses of potential job applicants and recruiting agencies. These costs

must be weighed against factors such as the potion of acceptance offers. At a minimum,

organizations should compare the length of time applicants from each recruiting source stay with

the organization with the cost of hiring from a particular source. The effectiveness of recruiting

method varies among organizations and even jobs within the same organization.


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THE SELECTION PROCESS

Selection is the process of choosing individuals who have the qualifications to perform a

particular job well. Organization differs as to the complexity of their selection systems. Some

organization's make a strategic decision to fill positions quickly and inexpensively by scanning

application forms and hiring individuals based on this information alone. Other organization's

however makes a strategic decision to choose the best person possible by having an elaborate

and sometimes costly selection system. These systems may require potential employees to fill

out application forms and provide information for a background check, take a number of job

related tests, and perform well through a series of interviews. Most organization's have. more

than one selection process.

Application blanks and resumes

The initial screening of potential employees is usually done by examining resumes and 1 or

having applicants fill out an application blank. Items that should be requested on an application

include general biographical information. Much of information gathered on application blanks is

objective so that the human resources manager can verify it. Verification of information on an

application is becoming increasingly important to avoid claims of negligent hiring. An employer

is guilty ofnegligent hiring if he or she failed to perform a thorough background check on an

employee whose infliction of harm could have been predicted.

Once the application has been verified, it can be numerically scored to make it comparable to

others. The process of qualifying an application is called weighting an application. The use of a

weighted application blank involves placing a value or score for the items on the application


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that have been found to predict successful job performance. Applicants receive points according

to the information they report on the form and can then be ranked based on their total points.

Although weighted applicants blanks have been found to be predictive of future performance, the

time and cost of developing an effective are often prohibitive.

Resumes are often instead of application blanks. Job applicants develop their own resumes,

which should include essentially standard information.

TYPES OF SELECTION TESTS

A number of selection tests have been developed to aid the human resources manager in hiring

employees. The following section covers mental ability test, work sample tests, trainability tests,

personality and interest inventories and honesty tests as selection devices.

Mental ability tests

Paper and pencil tests have been developed by psychologists and are used by organization's to

measure mental ability and aptitude. Ability and aptitude tests examine a variety of tests such as

general intelligence, an understanding of spatial relationships, numerical skills, reasoning and

comprehension.

Work samples

Also called performance tests, work sample tests measure the ability to do something rather than

the ability to know something. These tests may measure motor skills or verbal skills. Work

sample tests should test the important aspects of the job. Since job applicants are actually

performing a small portion of the job, it is difficult to "fake" ones ability on these tests.

One of the most effective ways to design work sample tests is by using the results of a job

analysis, because the results of a job analysis indicate which tasks are most critical and which are


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personality tests can be costly, they can help human resources manager's determiner individual

characteristics opt obtained from a resume, thus increasing the likelihood of finding a go "fit"

between the job position and the employee.

A serious criticism of personality inventories is their tendency to be invasive in that they seek to

"uncover revealing data about a person's psyche. Companies that use this type of pre

employment tests must therefore ensure that the information they seek and the way they use this

information are relevant to the job in order to prevent lawsuits by rejected applicants.


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THE INTERVIEW

Most organization's, regardless of size, use interviewing as a selection method. Interestingly,

interviews have been criticized for being unreliable sources of information due to perceptual and

judgment errors on the part of the interviewer. Example interviewers often form a first

impression of the job applicant based on the influence obtained on the application blank or the

first two minutes of the interview.

Another type of perceptual error is called the Halo effect. In this case, one characteristic or

behavior of the job applicant overrides all or most other characteristics.

Contrast effects have also been found to distort interviewer judgments about job applicants.

Contrast effects occur when the interviewer evaluates a job applicant by comparing this person to

previous job applicants.

Other perceptual errors can distort an interviewers evaluation include stereotyping, leniency,

strictness and central tendency errors.

Establishing a system for conducting an interview can improve the reliability and validity of

interview assessments.

Types of interviews

Interviews can be classified into three general categories: structured, semi structured and

unstructured.

Structured

When conducting a structured interview, the interviewer asks questions from a prepared

list and does not deviate from it except for some follow up questions. During the


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interview, the interviewer records his or her thoughts and reactions on a standard

organizational form. When different interviewer reach the same or similar conclusion

about a given candidate, the interpretation reliability is high. Unfortunately this type of

interview is very restricted.

Two most common types of structured interviews are the behavioral description interview

and the situational interview.

The behavioral description interview allows you to gather and evaluate information

about what candidates have done in the past to predict how they will act in the future. A

thorough job analysis of the job is done for which the interview is being developed. The

specific KSA0s are uncovered, required by the job as well as appropriate and important

behaviors performed by the job incumbents. Next questions will have to be designed

which elicit the behaviors.

The second type of structured interview is the situational interview. In this job experts

develop questions that focus on situations that might arise in the actual job. It is conducted

with a panel of interviewers, each of them independently rate the applicants. This type of

interview is kinder to the applicant because a past example does not have to be provided.

Semi structured

Here only the major questions are prepared in advance and are recorded on a standardized

form. This type of interview involves some planning on the part of the interviewer but

allows for some flexibility regarding exactly what and how questions are asked. Although

the inter rater reliability is not so high as with structured interview, the information

obtained may be richer and possibly more relevant


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MANAGERIAL SELECTION DEVICES

Selection devices for managers can differ from non-managerial employee selection. Assessment

centers were developed to tap these numerous managerial skills by collecting work sample

information. an assessment center is not a place but a process. In this process trained

professional evaluators, called assessors, observe and record and evaluate how a candidate

performs in simulated job situations.

Although the validity of assessment center tends to be high, some problems recently have been

identified with this selection device.


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RECRUITMENT AND SELECTION - OVERVIEW

Till recently the rules of recruitment were very retrogressive. Companies simply hired fresh

graduates or MBAs - seeking out the top rankers - started them off as trainees, paternally

oversaw their vertical progress and repeated the process every year. On the rare occasions that

they had to recruit at higher levels, they advertised - the discreetness of the address matching the

stature of the company as a coveted employer - or used services of a head hunter and chose on

the basis of a track record. Job hoppers were never favored and companies hired everyone for

lifetime.

Now a recruitment revolution is beginning. And the people whom company will soon compete

for most fiercely will be those who have earned their spurs in different functions, companies,

industries- and not one company, one function specialist. Having succeeded in hiring them,

CE0s must not expect all of them to stay. Some will leave the company when the company

changes its operational focus - as it must to stay ahead of change and needs different kind of

people. Others will opt for entrepreneurial careers in favor of -,employment. Yet others will go

back to school to restrictions -educate themselves and proceed to the next phase of their portfolio

careers'

Abandoning their old policies of hiring only at the bottom, therefore companies will have to

induct new talent at every level, including those where internal promotions were once developed

rigueur. Even the search for CE0s will intensify as new competitors look for team captains and

existing companies feel the need for new qualities - not available in house - in their CE0s. lnfact

the search for the right people at every level will pick up pace.


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And while companies will have to develop innovative techniques to beat the competition at

recruitment hotspots like campuses, they must also look outside their conventional hunting

grounds. For that is where people with unorthodox Winning ideas will come from CE0s looking

for breakthrough marketers will have to recruit them from other industries since everyone

already in the sector will only offer tired ideas. Hunting for knowledge workers, company va

have to raid research laboratories, non-governmental organization's, college staff-rooms and even

sports fields. And the quest for managers with the ability to lead mega projects will have to be

global and not limited to the country.

At the organizational level, companies must tailor their manpower recruitment plan to corporate

objectives, drawing up the profiles of suitable fires accordingly. Company focusing on new

business development will have to seek entrepreneurial abilities; companies planning to

withdraw from diversification's must look for pragmatists; companies chasing growth through

alliances should hire people comfortable in different cultural backgrounds. Above all companies

must hire for the future, anticipating jobs that may not be in existence yet.

So recruitment of managers must focus not on functional expertise, but for attitudes and

approaches that fit the corporate goals and culture. Among the qualities that companies will have

to screen, therefore will be interests, disposition, attainments, general intelligence, special

aptitudes are even physical makeup. For every job that a company seeks to fill therefore the

must prepare psychological profiles of the ideal candidate. And to test candidates for a fit with

that profile, companies will increasingly have to use psychographics testing techniques such as

Thomas Profiling. Myers- Bdgg Type irdicator, or the particular preference Inventory that

draw up the complete psychological and behavioral characteristics of an individual.


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The test for personality traits will involve using unconventional tools like graphology. Also on test will be candidates result orientation analytical

ability, initiative, communication skills and innovativeness, giving employers as much information as possible with which they decide whether an

individual will be appropriate for the job. To validate the conclusions of the tests, line managers and human resources personnel who conduct

interviews will have to be trained interviewing skills. And companies will have to use multi-session depth interviews ad of one off interactions to

explore different facets of a candidate under different circumstances and varying degrees of pressure.

What are the elements which companies must use to entice top talent? Compensation will be

crucial only till it isn't absurdly below. The competitor offer. Instead recruiting teams will have

to market their company as a place where employees have fun working, particularly to people

that the company is trying to hire from old-fashioned organizations.

A corporate culture that cares for people and gives them room to grow will be a company's

strongest magnet for attracting good people. CEOs will have to ensure that their line managers

and human resources department design unconventional jobs and daring responsibilities to create

offers that their targets cannot refuse. And if pursuing the right person and convincing him to

agree takes time, the companies should be willing for it. In the knowledge economy the

corporate quest for intellectual capital will be a continuous process.

Recruitment costs

Low cost per hire may affect the quality of recruiting. Companies may think that the cost of hire

may be high but if the company is able to attract the best talent, the company is successful.

Quality of hire is a useful metric. to assess the strength of the recruiting process.

Some companies evaluate candidates through multiple interviewers, assessment tests, reference

and credit checks, background and educational verifications. Even with all of these techniques

companies continue to realize the same "bell curve" distribution of employee performance.

Others are smarter, they apply the technique of position, profiling to identify top performers and

to change the bell curve.


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Companies can design a brief performance evaluation process and use it on new entrants, within

six and 18 months of joining. The quality of performance puts the recruiting process to test.

While filling internal positions, the recruiting manager responds to his internal customer - the

line manager. Measure of customer satisfaction proves to be a precious technique for fine

tuning the system. Recruiting managers use post hire surveys and evaluations for this purpose.

It is important for companies to document pre hire requirements and conduct objective post hire

evaluations. Managers also seek feedback from the candidates themselves. Such data could give

insights into further streamlining the recruiting process.

How long before they are in?

Recruitment cycle time is measured by the time taken to fill a vacancy. Another metric is

staffing time ratio - the ratio of actual time in days to start to pre-contracted time to start. The

contracted time to start is agreed upon between the hiring manager and the recruiter and it can be

changed during the recruiting process with mutual consent.

Internal hiring a more viable option

Corporate recruiters have a dangerous bias towards hiring from an outside source. Industry

giants like HLL and Tata's believe in homegrown talent. More often than not heavy recruitment

happens at entry level and incumbents move along a structured career path as they grow with the

company. The pool of talent keeps widening and gains richness with time. As a result it is never

a daunting task to fill roles created out of unexpected situations.

On the other hand fast growing, innovative relatively newer firms tend to focus more on external

hires, a strategy guided partly by default and partly by design. By and large all companies end

up using a mixed strategy.


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Some companies believe that external hiring give facts about the competitors. External hiring

brings in new ideas, perspectives, competencies and readymade skills that do away with the need

for much investment on training. On the other hand internal recruitment works fine, sometimes

better. The culture of certain companies may be such so as to mould the existing employees for

further vacancies. Such companies boast of low employee turnover rate. Internal recruitment

may have its benefits but it also demands a great deal from the HR of the company.


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Internal hiring cut out on downsizing

Building an internal talent pool works as an innovative answer to overstaffing, especially if the

company is wary of downsizing as the option.

Internal hiring: more than just filling a slot

Recruiting by itself serves a single purpose filling a slot. But when a company favors internal

over external sources, it also addresses the critical issue of succession planning. It does not cater

to executive replacement alone, it underlines a commitment to leadership development. A

greater pool of talent can be harnessed at a short notice without the hassles of an elaborate search

externally and without investing in further hiring and training costs.

The above kind of a process involves psychometric profilers, offsite interactive workshops, multi

rater feedback processes, management games and options as simple as observation and past

performance records.

Recruiting ... in spite of odds.

Recruitment business has dropped by almost 40% lately and the situation may remain low profile

at least for the coming months. There is general reduction in intake, recruiters are shying away

from taking fresher or even people from cross-functional industries so that there is less

investment in training. Organization's are trying to reallocate jobs, add portfolios to existing

positions even considering outsourcing. Jobs are diminishing, merging or even disappearing

altogether. While there are definite signs of conventional recruitment activity having slowed

down, there are strong signals that organization's are successfully experimenting with more

innovative techniques of talent scouting and sourcing of requisite skills need to be replenished.


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Innovative sourcing .... Its happening

70% of recruitment in India happens through the direct advertising route. Use of recruitment

consultants is the second most favorite technique. Head hunting is very much in demand along

with in depth interviewing. The Indian recruiter may have access to the best of Indian

recruitment consultancy firms as well as the cream of international search firms, all fiercely

competing on grounds of quality and value added service. But he has started looking for

different sourcing options. Employee referrals, for one is gaining popularity.

Employee referrals

HDFC BANK LIMITED on personal contacts is still a strong source of recruitment worldwide

and is being capitalized in more sophisticated ways by many organization's. Hewlett Packard in

the computing sector is reported to have adopted "company-opting schemes" whereby employees

are promoted to recruitment positions and rewarded for their ability to become good recruiters.

Recruiters have accepted the fact that recruitment advertising is an intricate process, involving a

psychic attitude change. Its not about a simple job announcement in a newspaper. It is about

attracting quality people who are not desperately looking for a job. An international restaurant

chain realize that the candidates need to have a feel of the company before they decide to apply

for a job. The company planned a two day event for potential recruits to walk in and meet

managers personally, see videos and slide shows about the company. The open days also

marked a change in direction as far as the recruiting process was concerned. Instead of screening

for basic skills and past experience, the company concentrates on recruiting people for their

personality, so that people could fit in.

A new selection aid


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All India Management Association (AIMA) has taken a useful initiative by introducing an all

India level test for the employability of prospective management employees (TEM). The test is

administered to candidates who are in the second 1 final year of MBA programs or an equivalent

course or have less than 2 years of post qualification work experience. Candidates are tested on

parameters like general management skills, thinking skills, awareness of current business and

economic environment and on their functional areas like marketing, finance, HRD, operations.

Etc.

TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC Ltd, Labor&T, GEC

Alsthom Ltd, DCM Shriram etc. the scores achieved by the candidates in this test along with

other details are sent to corporates to be short listed for 'Interviews and subsequent placement.

Corporate houses get access to scientifically evaluated candidates from allover the country

without having to visit each and every campus, thus saving time and effort. On the other hand,

the candidates get access to a host of companies without individually applying to them.


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A suitable recruitment strategy

An effective recruitment system like any other HR sub-system needs to be sync with the business

strategy and objectives of the organization. Organizations adopt specific recruiting strategies

tailored to their business needs. These business needs may change depending on the stage of

growth of the organization.


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Recruitment strategy varied with stage of growth of the organization

Business situation Characteristics of business

situation

Characteristics of

candidate

Starting a new business Financial risk

No systems/procedures

/ Organization

Operational experience base is

lacking.

Limited relation with

Suppliers, customers.

Vision

In-depth knowledge

Staffing

Organizing and team

Building.

Turnaround Need for rapid decision

making.

Weak competitive position.

Low esteem/morale.

Bureaucratic organization

structure.

Incompetent/inefficient

personnel.

Strong leader

Strong analytical skills

Business strategist

Good crisis management

Skills.

Credibility.

New acquisitions New management proving

themselves

Existing management

defensive about change

Need to integrate acquired

Analytical ability

Relationship building

skills

Credibility.


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company with parent

Liquidation of business Weak competitive positions

Low returns

Low morale, deficiency of

skills

Need to cut losses and make

decisions

Determination

Highly analytical in case

of cost/benefits

Willing to do dirty jobs

Wants to be respected not

just liked

Redeployment Low short term/long term risks

Resistance to change

Mismatch of organization

resources and need

Lack of strategic plan for quite

some time.

Good manager of change.

Highly persuasive.

Supportive.

Risk taker.

What are the skill sets

Process skills are being given more importance as compared to solely technical skills. Recruiters

are keenly selecting for general attributes like ability to cope with change, leadership,

entrepreneurship, project management, tolerance of uncertainty, management skills and

communication ability. The five top skills sought in entry level candidates on campus are

communication skills, team working, listening and problem solving.


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s

ANALYSIS


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FINDING


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CONCLUSION

1. I have given various options for joining of the candidates in the organization in the

questionnaire. Also I got more options from the employees while interacting with them. Most

of the employees(28%) have mentioned the salary package as a reason for joining the

organization. 16% of the employees have mentioned or pointed it out the working

environment as the reason for joining the organization. 17% talked about the reputation of

company and 23% mentioned about career growth opportunity. So I can say salary package

and career growth opportunity are the more attractive to the employees.

2. From the analysis of recruitment and selection procedure it is clear that for recruitingemployees both the companies following government procedures that consist of mainly

written examination followed by interview. Written exam is mandatory for mainly all types

of recruitment. For selection of the technical candidates they have to go through three

mandatory interviews, out of which two are technical interviews and one is the interview

with the Human Resource head.


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7

6

9

9

6

7

9

7

8

7

Good Salary

Job Security

Promotion

Working Condition

Interesting Work

Management Loyalty

Tactful Disipline

Appreciation

Understanding

Feeling'in' on things

Rating scale

GoodSalary

JobSecur

ity

Promotion

Working

Condition

InterestingWork

Manageme

ntLoyalt

y

Tactful

Disipline

Appreciatio

n

Understandi

ng

Feeling'in'on

things

Series1 7 6 9 9 6 7 9 7 8 7

Employees satisfaction


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Other findings of the qualitative response entailed from the HR Department (based on

Questionnaire)

The organisation deploys both internal as well as external sources for the process of

recruitment.

The internal sourcesof recruitment mainly comprise of:

Promotions

Transfers.

The external sourcesof recruitment include:

Employment exchange

Advertisements

The pipeline for recruitment with reference to the internal sources of recruitment is 1

month, wherein in the case of the external sources, it is 3 months.

The detailed breakup of the process of selection is as follows:

Employment exchange Receipt of applications Screening of applications

Trait tests Written tests Interview (panel of judges) Final selection.

Walk ins/write ins are deployed by the organisation only on compassionate grounds. This is

applicable under certain special circumstances wherein, in the event of the death of an

employee of the organisation, the laid job specifications (in terms of KSAs) would be relaxed

for recruiting a family successor/son/daughter.

Background investigations are not used as a means for the verification of data furnished by

the candidate in the application blank.

Physical examinations are conducted on a very thorough basis for the selection of lower

level management. The organisation lays specificJ ob specifications in terms of specialised


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abilities, viz. height, eyesight and weight for potential candidates, applying at this level. E.g.

All selection for Lower level management employees, within the Fire

Department/Technical station, requires potential candidates to possess specific

requirements, in terms of physical dimensions.

As an indicator ofjob proficiency:

The Application form is not considered effective, as it simply furnishes the bio-

data/personal information of the applicant.

At the non-managerial level designations, involving routinised operations, traditional

paper-and-pencil testsconstitute an effective device.

Interviewsare considered as a moderately effectivedevice.

Other tests deployed as effective selection devices by the organisation are:

Aptitude tests

Trait tests

Typing tests

General communication tests

Shorthand tests

Driving tests

These tests form highly effective indicators/predictors forjob proficiency.

Summary of the recommendations given by the Non-HR departments as entailed from

the analysis


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The recommendations given by the different Departments constituting the sample for the

analysis, are in terms of additional sources of recruitment and selection devices that should be

deployed/used by the organisation in addition to current practice (specific for these

Departments)

Departme

nt

Recommendations in terms of

sources of recruitment to be

deployed in addition to current

practice


selection devices to be deployed

in addition to current practice

Stores Employee referrals

Employee Job pools

Work samples

Reference checks

Finance Employment exchange Work Samples

Reference checks

Operations Employee referrals

Consultants

-

Electronics Campus interviews (Middle Level

Management)

Work samples

Reference checks ( for

Complex managerial

operations)

Engineerin

g

Campus interviews (Top, middle

and Lower Level Management)

Work samples


Complex managerial

operations)


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Qualitative responses (COMMENTS) given by the various Department respondents (as

entailed from Questionnaire)

Departments From the point of view of the

organisation

From the point of view of the

Department

Stores Willing employees based on their

performance should be recruited,

instead of giving promotion on

seniority basis.

There is no cadre in the Stores

Department, therefore the staff

working in Stores on rotation is

incorrect. The cadre should have

been there, which gives moral

backup to existing hard working

employees for their future

prospects.

Finance Right candidate for the right job

should be selected irrespective of

constraints regarding caste, creed,

age etc.

Experience should be given

preference for middle level

managerial positions over new

candidates.

Operations There should be no reservations

for any category; the only criteria

should be competence.

In all promotions, physical fitness

should be a specific criterion.

Engineering Selection of candidates for various

posts in different cadres should be

Qualification of candidates along

with merit should be the


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strictly on the basis of

qualification and the merit of the

candidates. Management should

lay emphasis on selecting

professionally qualified

individuals.

consideration for promotion of

candidates in the Engineering

Department. Low Qualified

engineers should have promotions

only to a certain level.

Electronics As per the merit of the candidate,

selection should be done.

We must segregate good and bad

workers during

selection/promotion


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Recommendations enclosed to HDFC Bank Limitedbased on the research

The organisation should deploy a segmentation matrix for the purpose of talent sourcing.

This is in line with the identification of the talents that the organisation needs to attract for

value creation. At the same time, the matrix also serves to screen any redundant talents that

the organisation does not require within its pool of KSAs.

HIGH

Large number of best talent

is attracted from the target

profile of the applicants

LOW

Low attraction of suitable

talent from target profile of

the applicants

HIGH

Attracts talent in large

numbers

1. RETAIN

Develop strategies to attract

and retain talent at any cost

2. CONTAIN

Keep attracting talent

within specified cost limits

(not at any cost)

LOW

Attracts mediocre talent

3. ATTAIN

Focus and go after/attack to

attract talent from the target

profile

4. ABSTAIN

Do not put much energy in

talent sourcing


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The AI should endeavor to find out as to what attracts the right employees to apply to the

organisation. Thus, knowing what the potential candidates who apply expect from the

organisation and the reasons behind their desire to work for the organisation will help in

'working out' relevant recruitment policies. AI could emerge as a highly successful

organisation in recruiting and retaining desired applicants, when such applicants experience

work culture consistent with their expectations. For the same, the HR Department needs to

'learn' the patterns and develop programs that support recruitment and retention strategies.

They can follow a simplified 'waterfall recruitment process' to recruit 'world class' talent.

The Waterfall Recruitment Process


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Structured interviews: Interviews conducted by the Recruitment & Selection Committeeof

AI , while hiring forsenior executive positions, should cover the following basic aspects:

Recruitment

Offer

Detailed design & plan

Cultivate resources

Integrate selection

Induct

Integrate into

Train

Deploy


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Decision making

Problem solving

Achievement

Deadline consciousness

Crisis management

Customer orientation

Leadership

Motivation

Communication

Inter-personal skills

Planning

Adjustment

Emotional Intelligence: The recruitment policy ofAI should incorporate an evaluation of

'emotional intelligence', thus entailing the assessment of self-awareness, self-regulation,

motivation, empathy and social skills, during the evaluation of the potential candidate.

Containing political pressure: Political pressure exerted by trade unions is one of the biggest

problems faced by AI. These trade unions leaning towards particular political groups hamper the

natural process of recruitment. The relevant authorities within the organisation should induce

requisite efforts in containing this emergent political influence coupled with appropriate

government assistance.


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Suggestion/Recommendation

Summary of the recommendations given by the Non-HR departments as entailed from

the analysis

The recommendations given by the different Departments constituting the sample for the

analysis, are in terms of additional sources of recruitment and selection devices that should be

deployed/used by the organisation in addition to current practice (specific for these

Departments)

Departme

nt


sources of recruitment to be

deployed in addition to current

practice


selection devices to be deployed

in addition to current practice

Stores Employee referrals

Employee Job pools

Work samples

Reference checks

Finance Employment exchange Work Samples

Reference checks

Operations Employee referrals

Consultants

-

Electronics Campus interviews (Middle Level

Management)

Work samples



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Complex managerial

operations)

Engineerin

g

Campus interviews (Top, middle

and Lower Level Management)

Work samples


Complex managerial

operations)

Qualitative responses (COMMENTS) given by the various Department respondents (as

entailed from Questionnaire)

Departments From the point of view of the

organisation

From the point of view of the

Department

Stores Willing employees based on their

performance should be recruited,

instead of giving promotion on

seniority basis.

There is no cadre in the Stores

Department, therefore the staff

working in Stores on rotation is

incorrect. The cadre should have

been there, which gives moral

backup to existing hard working

employees for their future

prospects.

Finance Right candidate for the right job

should be selected irrespective of

Experience should be given

preference for middle level


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constraints regarding caste, creed,

age etc.

managerial positions over new

candidates.

Operations There should be no reservations

for any category; the only criteria

should be competence.

In all promotions, physical fitness

should be a specific criterion.

Engineering Selection of candidates for various

posts in different cadres should be

strictly on the basis of

qualification and the merit of the

candidates. Management should

lay emphasis on selecting

professionally qualified

individuals.

Qualification of candidates along

with merit should be the

consideration for promotion of

candidates in the Engineering

Department. Low Qualified

engineers should have promotions

only to a certain level.

Electronics As per the merit of the candidate,

selection should be done.

We must segregate good and bad

workers during

selection/promotion


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Limitation

The organisation should deploy a segmentation matrix for the purpose of talent sourcing.

This is in line with the identification of the talents that the organisation needs to attract for

value creation. At the same time, the matrix also serves to screen any redundant talents that

the organisation does not require within its pool of KSAs.

HIGH

Large number of best talent

is attracted from the target

profile of the applicants

LOW

Low attraction of suitable

talent from target profile of

the applicants

HIGH

Attracts talent in large

numbers

5. RETAIN

Develop strategies to attract

and retain talent at any cost

6. CONTAIN

Keep attracting talent

within specified cost limits

(not at any cost)

LOW

Attracts mediocre talent

7. ATTAIN

Focus and go after/attack to

attract talent from the target

profile

8. ABSTAIN

Do not put much energy in

talent sourcing


112/117

112

Annexure


113/117

113


114/117

114

BIBLIOGRAPHY

1. News Paper

Times of India

Hindustan Times

Economic Times

The Pioneer

The Hindu

Catalyst

Financial Express

Economic and Political Weekly

2. Magazines

India Today

Todays traveller

A&M

Business Today

Business World

Business Digest

3. Web sites

www.hdfc.com

www.indiatimes.com

4. BOOKS

Robbins P. Stephens, Organisational Behavior, Prentice Hall, 7th

Edition, Chapter 16, pages

636-641.

Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw Hill, 5th

Edition,

Chapter 11, pages 217-245.

Decenzo A. David & Robbins P. Stephen,Personnel/HR Management, Prentice Hall, 3rd

Edition, Chapters 6,7 & 8, pages 117-209.
http://www.indiatimes.com/http://www.indiatimes.com/


115/117

115

MAGAZINE

Name of the

Magazine

Vol. No. Month &

year

Publishing

agency

Name of

the article

Name of

the writer

Pg. No.

Human Capital 3 4 Sep.'03 HR

Information

Services

'The Trick

of not losing

them'

Brahma

Gautam

12,13

Human Capital 3 4 Sep.'03 HR

Information

Services

'The Metrics

of Hiring'

- 14 - 17

Human Capital 3 7 Dec.'03 HR

Information

Services

'Ready get

set & go'

Jomon

M.G.

40 - 44

Human Capital 4 2 July'2004 HR

Information

Services

'Scaling

heights

together'

Bhatnagar

Jyotsna &

Menon

Deepti

40 - 46


116/117

116

QUESTIONNAIRE

NAME:

COMPANY:

DESIGNATION:

DEPARTMENT:

1. What is the working period of employees in the company? (Tick any one)

Within 1 year

Between 1-2 years

Between 2-3 years

Between 3-5 years

2. What are the reason of the candidate to join the company? (Tick all that apply)

Reputation of the company salary package

Working environment job prospects

Location of the company career growth opportunity

3. How candidates are recruited in the company?

Written exam written exam and interview

Written exam, GD and interview others

4. Did you get the same job specification as offered during the interview?

Yes No

5. Is there any role of Union in the organization?

Yes No

6. Is there any changes occurred in the recruitment and selection procedures of the company in

the last five years?

Yes No

7. Is there any effect of recruitment and selection procedure towards gratitude of employees?

Yes No

8. Is the organization doing anything to reduce the employee turnover ration? (Tick all that

apply)


117/117

Better salary package

More benefits

Changing / Improving working conditions

Better promotion / Career Development Opportunity

9. Are you satisfied with the salary and job security provided by the company?

Yes No

10. Is the company understanding, appreciating, providing interesting working conditions,

promotion/ career growth opportunities for an employee?

Yes No

11. In your views, do you think the way you are recruited in the company is fair. (If answer to

this question is No, Please attend next question too)

Yes No

12. If No, What all changes do you think required for fair recruitment and selection process in

your company.

______________________________________________________________________________

______________________________________________________________________________

______________________________

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