RecruitA RESEARCH REPORT ON “BENCHMARKING ON RECRUITMENT AND SELECTION” ment - Samsung

A RESEARCH REPORTON

“BENCHMARKING ON

RECRUITMENT AND SELECTION”Project submitted for the partial fulfillment of

MASTER OF BUSINESS ADMINISTRATION (HR)With special reference to

(SAMSUNG ELECTRONICS PVT LTD)

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION(UNDER MAHAMAYA TECHNICAL UNIVERSITY,NOIDA)

(2011-12)

SUBMITTED TO: - SUBMITTED BY:-Mr. Amit Kumar Sundar Lal (H.O.D) Roll No.- 1015870107

MBA

JANHIT INSTITUTE OF EDUCATION AND INFORMATIONGreater Noida-201306 (U.P)

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http://en.wikipedia.org/wiki/Image:Samsung_Logo.svg

ACKNOWLEDGEMENT

The project title Benchmarking on Recruitment & Selection at Samsung

Electronics PVT LTD. I have completed this project, based on the, under the guidance of

Ms. Sameena

I owe enormous intellectual depth towards my faculty guides Mr. Amit Kumar,

who have augmented my knowledge in the field of “Benchmarking on Recruitment and

Selection”. They have helped me learn about the process and gave me valuable insight into

the subject matter.

I am obliged to Mr. Sarfraz Nakai (Manager-Corporate HR, Samsung

Electronics PVT LTD) for corporation du`ring the internship. My increased spectrum of

knowledge in this field is the result of his constant supervision and direction that has helped

me to absorb relevant and high quality information.

I would like to thank all the respondents without whose cooperation my study/project

would not have been completed.

Last but not the least I feel indebted to all those persons and organizations

whose/which have provided help directly or indirectly in successful completion of this

study.

Sundar Lal Roll No.- 1015870107

MBA

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INDEX

Page No.Cover PageAcknowledgement

Table of ContentExecutive Summary

Chapter1. Introduction 7 - 9 Benchmarking 9 - 12Manpower Planning 12 -19Recruitment and Selection

.Chapter 2 Company Profile

Introduction 20-28Recruitment and Selection Procedure of Samsung 28 - 37

Chapter 3 Objective and Rational of Study 38

Chapter 4 Review of Literature 39 - 44

Chapter 5 Research Methodology Research Design. 45

Sample size 45- 46 Research Tools. 46 Action Plan for Data Collection 46 - 47

Chapter 6 Data Analysis 48 – 64

Chapter 7 Interpretations / Findings 65 - 66 Chapter 8 Suggestions and Recommendations 67 - 68 Chapter 9 Conclusion 69 - 70

Bibliography 71 - 73References 74Annexure

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EXECUTIVE SUMMARY

Samsung Electronics PVT LTD. started its operation in India in 1969 and since it is

marching towards glory and has many laurels to its name. My training period in this

company has given me a lot of confidence and exposure to what corporate world is. The

project given to me is “Benchmarking on Recruitment and Selection”. The Aim of the

project is to determine the effectiveness of Recruitment and Selection Policy in Samsung in

comparative with other companies (Path Infotech, EXL, Peridot Consultancy, Alcatel,

Sony, and Videocon).

As we know that in order to run any company we search “right candidate for the right

job”. It is the initial step to run any organization because employees are the most important

asset of any organization. The success or failure of an organization is largely dependent on

the caliber of the people working therein. That’s the reason I have chosen this topic and

secondly it is major part of HR which is my subject of interest.

This project reflects the working culture of Samsung as to how the company uses various

methods in recruiting and selecting the applicants in comparative with other companies and

in which areas it needs some improvement.

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CHAPTER-1

INTRODUCTION=================================================================================

As we know that the human resources are the most important asset of an organization. The

success or failure of an organization is largely dependent on the caliber of the people

working therein. Without positive and creative contributions from people, organizations

cannot progress and prosper. In order to achieve the goal or perform the activities of an

organization, therefore, firstly we need to plan proper manpower planning because it is the

essential process of getting the right number of qualified people into the right job at the

right time so that an organization can meet its objectives. It is a system of matching the

supply of people with openings the organization expects over a given time frame. After the

manpower planning we need to recruit people with requisite skills, qualifications and

experience to perform the activities of an organization. Therefore,

“Recruitment is a true sales function. A recruiter should uncover the needs of the

applicants and understand why they have those needs and the recruiter can then show

how the organization can specifically satisfy such needs”.

Recruitment provides a pool of applicants for selection. Selection is much more than just

choosing the best candidate. It is an attempt to strike a happy balance between what the

applicant can and wants to do and what the organization requires. Various selection tools

and techniques are used to find people with relevant qualifications who are willing to

accept the job offer and give satisfactory service and performance in the long run.

What is Benchmarking?

Benchmarking is the process of seeking out and studying the best internal practices that

produce superior performance. We supplement the traditional metrics-focused approach

with an analysis of why and how practices produce exceptional results. Best Practices, LLC

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does more than help our clients understand their strengths and weaknesses--we give them a

road map for improvement.

Benchmarking can yield great benefits in the education of executives and the realized

performance improvements of operations. In addition, benchmarking can be used to

determine strategic areas of opportunity. In general, it is the application of what is learned

in benchmarking that delivers the marked and impressive results so often noted. The

determination of benchmarks allows one to make a direct comparison. Any identified gaps

are improvement areas.

Benchmarking can take several forms. Internal benchmarking studies the practices and

performance within the client organization. External benchmarking determines the

performance of other, preferably world-class, companies.

The best kind of benchmarking not only makes comparisons with a company’s competitors

in its own industry, but also seeks to make comparisons with best practice in other

industries.

Advantage of the benchmarking for a company

1. A better understanding of the waits (expectations) of the customer because it is:

based on the reality of the market estimated in a objectivity way.

2. A better economic planning of the purposes and the objectives to achieve in the

company because they are: centered on what takes place outside controlled and

mastered.

3. A better increase of the productivity: resolution of the real problems understanding

of the processes and what they produce.

4. Better current practices search for the change many decisions practices of break

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5. A better competitiveness thanks to: a solid knowledge of the competition a strong

implication of the staff new ideas on practices and tried techniques.

Benchmarking has consequences which are beyond the process itself: it reforms all

the levels of the company; modifies the process of manufacture of the product

leads(driver); also reforms the hierarchical organization of the company, the

product itself, and the state of mind of the employees.

MANPOWER PLANNING

“Manpower” or “Human Resource” may be thought of as “the total knowledge”, skills,

creative abilities, talents and aptitudes of an organization’s work force, as well as the

values, attitudes and benefits of an individual involved……… It is the sum total of inherent

abilities, acquired knowledge and skills represented by the talent and aptitudes of the

employed persons.” Of all the “Ms” in management (i.e., the management of materials,

machines, methods, money, motive power), the most important is “M” for men or human

resources. It is the most valuable asset of an organization, and not the money or physical

equipment.

Human resources are utilized to the maximum possible extent in order to achieve individual

an organizational goals. An organization’s performance and resulting productivity are

directly proportional to the quantity and quality of its human resources.

Human resource or manpower planning is “the process by which a management determines

how an organization should move from its current manpower position to its desired

manpower position. ‘Through planning, a management strives to have the right number and

the right kind of people at the right places, at the right time, to do things which result in

both the organization and the individual receiving the maximum long-range benefit.

Human resource planning consists of a series of activities, viz.

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A. Forecasting future manpower requirements, either in terms of mathematical

projections of trends in the economic environment an development in industry, or in

terms of judgmental estimates based upon the specific future plans of a company;

B. Making an inventory of present manpower resources and assessing the extent to

which these resources are employed optimally;

C. Anticipating manpower problems by projecting present resources in the future and

comparing them with the forecast of requirements to determine their adequacy, both

quantitatively and qualitatively; and

D. Planning the necessary programme of requirement, selection, training,

development, utilization, transfer, promotion, motivation and compensation to

ensure that future manpower requirements are properly met.

Manpower Planning Process

Manpower planning fulfills individual, organizational and national goals. The main

purpose is one of matching or fitting employee’s abilities to enterprise requirements, with

an emphasis on future instead of present arrangements.

Thus, manpower planning involves forecasting manpower requirement, preparing

manpower inventory to assess the internal supply of manpower, identification of manpower

gap which may be in the form of either surplus or shortage of manpower, and designing

action plans for bridging this gap. Organizational objectives and plans provide base for

manpower planning so that it is linked with the former.

Organizational Objectives and Plans:

The starting point of any activity in an organization is its objectives which generate

various plans and policies which provide direction for future course of action. Out

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of this direction, various subsystems of the organization devise their own plans and

programmes. Thus, each subsystems plans and programmes are linked to

organizational plans and policies. To the extent, this linkage is not proper, a

subsystem’s contribution to the achievement organizational objectives is adversely

affected. This is true with manpower planning too. While going through its process,

therefore, organizational policies with regard to effective utilization of human

resources should be identified and incorporated in planning process.

Forecasting Manpower Requirement:

The first essential ingredient of manpower planning is the forecasting needs for

human resources in an organization over a period of time. Forecasting of human

resource requirements serves the following purposes:

1. To quantify the jobs necessary for producing a given number of goods; or

offering a given amount of service;

2. To determine what staff-mix is desirable in the future;

3. To assess appropriate staffing levels in different parts of the organization so

as to avoid unnecessary cost;

4. To prevent shortages of people where and when they are needed most; and

5. To monitor compliance with legal requirements with regard to reservation

of jobs.

Preparing Manpower Inventory:

Inventory is a term which is normally used to counting of tangible objects like raw

materials and finished goods, etc. In the same way, inventory of human resources can also

be prepared. The basic purpose of preparing manpower inventory is to find out the size and

quality of personnel available within the organization to man various positions. Every

organization will have two major sources of supply of manpower: internal and external.

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a) Internal labour supply: A profile of employees in terms of age, sex,

education, training, experience, job level, past performance and future

potentials should be kept ready for use whenever required. Requirements in

terms of growth/diversification, internal movement of employees must also

be assessed in advance.

b) External labour supply: When the organization grows rapidly, diversifies

into newer areas of operations (merchant banking, capital market operations,

mutual funds, etc. in case of a bank) or when it is not able to find the people

internally to fill the vacancies, it has to look into outside sources.

Identification of Manpower Gap:

Manpower gap is the difference between manpower required at a particular time and the

personnel being available at that particular time. This gap can be identified on the basis of

forecasts for human resource needs and supply. This gap should be measured in respect of

various types of personnel because mere aggregate quantitative gap would not serve much

purpose. This gap may be of two types: surplus human resources and shortage of human

resources. Based on the analysis of this gap, action plans must be developed to overcome

this gap.

Action Plans:

Various action plans are devised to bridge human resource gap. If there is surplus of human

resources either because of improper manpower planning in the past or because of change

in organizational plan, such as divestment of business or closing down some businesses

because of various reasons, action plans may be devised to prune their size through layoff,

voluntary retirement, etc. If there is shortage of human resources, action plan may be

devised to recruit additional personnel.

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RECRUITMENT & SELECTION

The Recruitment and Selection process promotes successful hiring decisions that can truly

impact the success of the organization.

The selection of a candidate with the right combination of education, work experience,

attitude, and creativity will not only increase the quality and stability of the workforce, it

will also play a large role in bringing management strategies and planning to fruition.

Recruitment

Recruitment forms the first stage in the process which continues with selection and ceases

with the placement of the candidate. It is the next step in the procurement junction, the first

being the manpower planning. Recruitment makes it possible to acquire the number and

types of people necessary to ensure the continued operation of the organization.

“Recruiting is the discovering of potential applicants for actual or anticipated

organizational vacancies. In other words, it is a ‘linking activity’ bringing together

those with jobs and those seeking jobs.”

Factors affecting recruitment

Factors governing recruitment may broadly be divided as internal and external factors.

The internal factors are:

i. Recruiting policy of the organization;

ii. Human resource planning strategy of the company;

iii. Size of the organization and number of employees employed;

iv. Cost involved in recruiting employees, and finally;

v. Growth and expansion plans of the organization.

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The external factors are:

i. Supply and demand of specific skills in the labour market;

ii. Political and legal consideration such as reservation of jobs for SCs, STs and so

on;

iii. Company’s image-perception of the job seekers about the company.

Sources of recruitment

Before an organization activity begins recruiting applicants, it should consider the most

likely source of the type of employee it needs. Some companies try to develop new sources,

while most only try to tackle the existing sources they have. These sources, accordingly,

may be termed as internal and external.

Internal Sources:

Recruiting may be hiring to mind employment agencies and classified ads, but current

employees are often the best source of candidates. These include personnel already on the

pay-roll of an organization, i.e., its present working force, whenever any vacancy occurs,

somebody from within the organization is upgraded, transferred, promoted or sometimes

demoted. This source also includes personnel who where once of the pay-roll of the

company but who plan to return or whom the company would like to rehire, such as those

on leave of absence, those who quit voluntarily, or those on production lay-offs.

External Sources:

Firms can not always get all the employees they need from their current staff, and

sometimes they just don’t want to. . We will look at the sources firms use to find outside

candidates next. Normally, following outside sources are utilized for different positions.

Advertisement: Everyone is familiar with employment ads, and most of us have probably

responded to one or more. It is the most effective means to search potential employees

from outside the organization. Employment advertisement in journals, newspapers,

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bulletins, etc., is quite common in our country. An advertisement contains brief statement

of the nature of jobs, the type of people required, and procedure for applying for these jobs.

Employment Agencies: Many organizations get the information about the prospective

candidates through employment agencies. In our country, two types of employment

agencies are operating. These are:

A. Public agencies operated by federal, state or local governments;

B. Private employment agencies

A. Public employment agencies: There are employment exchanges run by the

government almost in all districts. The employment seekers get themselves

registered with these exchanges. Normally, such exchanges provide candidates

for lower positions.

B. Private employment agencies: Private employment agencies are important

sources on clerical, white-collar, and managerial personnel. They charge fees

(set by state law and posted in their offices) for each applicant they place.

On Campus Recruitment: Many organizations conduct preliminary search of prospective

employees by conducting interviews at the campuses of various institutes, universities, and

colleges. This source is quite useful for selecting people to the posts of management

trainees, technical supervisor, scientist, and technicians. The organization hold preliminary

interviews on the campus on the predetermined date and candidates found suitable are

called further interviews at specified places.

Referrals and Walk- Ins: “Employee referrals” campaigns are another option. The firm

posts announcements of openings and requests for referrals in its bulletin and on its

wallboards and intranet; prizes or cash rewards that culminate in hiring. Employee referrals

have been the source of almost half of all hires at America Credit since the firm kicked off

its “you’ve got friends, we want to meet them” employee referrals program. Employees

making a referral receive $10 awards, with the payments spread over a year. As the head of

recruiting says, “Quality people know quality people. If you give employees the

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opportunity to make referrals, they automatically suggest high caliber people because they

are stakeholders…..”

Internet Recruiting: A large and fast-growing proportion of employers use the Internet as a

recruiting jumped from 10% in 1997 to 75% in 2000. Infosys Technologies Ltd., for

example, gets over 1000 resumes a day from prospective candidates through the Net. The

HR manager has to key in his or her requirement and ‘profiles’ of candidates from the

company’s database get generated. There are a variety of websites available- in addition to

a company’s own website- where applicants can submit their resumes and potential

employers can check for qualified applicants. (such as (i) www.jobsahead.com (ii)

www.headhunters.com (iii) www.naukri.com (iv) www.monsterindia.com (v)

www.timesjob.com etc.)

Selection

The size of the labor market, the image of a company, the place of posting, the nature of

job, the compensation package and a host of other factors influence the manner in which

job aspirants are likely to respond to the recruiting efforts of a company. Through the

process of recruitment, a company tries to locate prospective employees and encourages

them to apply for vacancies at various levels. Recruiting thus, provides a pool of applicants

for selection.

“Selection is the process of picking individuals who have relevant qualifications to

fill jobs in an organization. The basic purpose is to choose the individual who can

most successfully perform the job, from the pool of qualified candidates”.

Selection Procedure

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps or stages. The objective of

selection process is to determine whether an applicant meets the qualifications for a

specific job and to choose the applicant who is most likely to perform well in that job. The

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http://www.timesjob.com/

http://www.monsterindia.com/

http://www.naukri.com/

http://www.headhunters.com/

http://www.jobsahead.com/

hiring procedure is not a single act but it is essentially a series of methods or steps or stages

by which additional information is secured about the applicant.

Steps in Selection Procedure

There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is,

therefore, generally long and complicated. Many employers make use of such techniques

and pseudo-sciences as phrenology, physiognomy, astrology, graphology, etc., while

coming to hire decision. However, in modern times, these are considered to be unreliable

measures.

The following is a popular though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening;

2. Application blank- a fact-finder which helps one in learning about an applicant’s

background and life history;

3. Different types of test used to look at a candidate’s suitability for a job;

4. A well conducted interview to explore the facts and get at the attitudes of the applicant

and his family job and the

5. A physical examination-health and stamina’s are vital factors in success;

6. A reference check;

7. Final selection approval by Manager and communication of the decision to the

candidate.

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1. Reception, Initial or Preliminary Interview Or Screening

The initial screening is usually conducted by a special interviewer to a high caliber

receptionist in the employment office. This interview is essentially a sorting process in

which prospective applicants are given the necessary information about the nature of the

jobs in the organization. The necessary information, then, elicited from the candidates

relating to their education, experience, skill, salary demanded, the reasons for leaving their

present jobs, their job interests and whether they are available for the job, their physical

appearance, age, “drive” and facility in speech. If a candidate meets with the requirements

of the organizational structure he is eliminated at the preliminary stage.

2. Application Blank or Application Form

An application blank is a traditional, widely accepted device for getting information. Corn

a prospective applicant which will enable a management to make a proper selection.

It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic

historical data from the candidate. The information required to be given in the applicant’s

own hand writing is needed to identify him properly and to draw tentative inferences about

his suitability for employment. Many types of application forms- some times very long and

comprehensive and sometimes brief- are used. Information is generally called on the

following items.

a. Biographical Data

b. Education Attainment

c. Work Experience

d. Salary

e. Personal Items

f. Other Items: Names and addresses of previous employers, reference etc.

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3. Selection Test:

Many organizations hold different kinds of selection tests to know more about the

candidates or to reject the candidates who cannot be called for interview, etc. Selection

tests normally supplement the information provided in the application forms. Such forms

may contain factual information about candidates. Selection tests may give information

about their aptitude, interest, personality, etc., which cannot be known by application

forms.

4. Interview:

Interview is the oral examination of candidates for employment. This is the most essential

step in the selection process. In this step, the interviewer tries to obtain and synthesise

information about the abilities of the interviewee and the requirements of the job. Several

types of interviews are commonly used depending on the nature and importance of the

position to be filled within an organization. These are Structured Interview, Non-

Structured Interview, Situational Interview, Behavioural Interview, Panel Interview, Stress

Interview, etc.

5. Medical Examination:

Medical examination is carried out to ascertain the physical standards and fitness of

prospective employees. Medical Examination can give the following information:

Whether the applicant is medically suitable for the specific job or not;

Whether the applicant’s physical measurements are in accordance with job

requirements or not.

But some organizations use this type of test.

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6. Reference Checks:

The use of references is common in most selection procedures, for it involves only a little

time and money and minimum of effort. The procedure places reliance on the evaluation of

former employers, friends and professional personnel. Checks on references are made by

mail or by telephone, and occasionally or by using reference form.

7. Hiring Decision:

The Line Manager concerned has to make the final decision now- whether to select or

reject a candidate after soliciting the required information through different techniques.

After taking the final decision, the organization has to intimate this decision to successful

as well as unsuccessful candidates. The organization sends the appointment order to the

successful candidates either immediately or after some time, depending upon its time

schedule.

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CHAPTER-2

COMPANY PROFILE

=======================================================

The Samsung Group is a South Korean conglomerate

composed of numerous businesses, including Samsung Electronics, as one of the world’s

largest electronics companies. Samsung Group is South Korea’s largest exporter and is

helmed by Chairman Lee Kun-hee , the third son of the founder Lee Byung-chul.

Samsung Electronics is a South Korean Multinational Corporation and one of the world’s

largest Electronics and IT companies. In August 2005, Business Week rated Samsung as

the Number 1 consumer electronics brand in the world. Headquartered in Seoul, South

Korea, it is part of the Korean Samsung Group operating in approximately over 100

countries. The name Samsung literally means “three stars” or “tristar” in Korean.

Samsung Electronics is viewed by many Koreans as a symbol of national pride and ‘can

do’ spirit. Samsung Electronics announced at the start of the 21st century its intention to

“become the world’s largest electronics company in just 5 years”.

The company began reporting record profits from the start of the 21 st century, especially in

2003 when it displayed 33% growth in brand value in the Interbrand global brand rankings.

In 2004, the company was one ranking behind Sony and in 2005 overtook Sony as the top

consumer electronic brand.

In 2006 and 2007, Samsung was rated one of the top global electronics brands in various

reports, with the January 2007 Brand Finance report ranking the company number 1 in

electronics and 32nd overall and Business Week rating Samsung is ranking 20th of global

brands.

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http://en.wikipedia.org/wiki/Image:Samsung_Logo.svg

Samsung Electronics owes much of its success to being the world’s largest manufacturer of

memory chips and liquid crystal displays, which are crucial to all modern electronic

devices.

The semiconductor division of Samsung Electronics is the world’s largest manufacturer of

many semiconductor technologies such as DRAM, SRAM, Flash Memory and Display

Driver IC. Samsung is also the world’s largest LCD manufacturer selling over 62 million

LCD TVs in 2006. It is also the number three mobile phone manufacturer in the world.

Samsung Electronics is a leading provider of high tech Consumer

Electronics, Home Appliances and IT and Telecom Products in the country. It is the

world’s largest producer of colour monitors, colour TVs, memory chips and TFT-LCDs.

Samsung in India

Samsung India is the hub for Samsung’s South West Asia

Regional Operations. The South West Asia Regional Headquarters looks after the Samsung

business in Nepal, Sri Lanka, Bangladesh, Maldives and Bhutan besides India. Samsung

India Electronics Limited (SIEL), the Indian subsidiary of the US $ 55.2 billion Samsung

Electronics Corporation (SEC) headquartered in Seoul, Korea, started operations in India in

1995. Today enjoys a sales turnover of over US $ I Bn in just a decade of operations in the

country. Initially, it was a player only in the colour televisions segment when it undertook

contract manufacturing for videocon. However, later it diversified into colour monitors

(1999) and refrigerators (2003). Today, it is recognized as one of the fastest growing

brands in the sphere of digital technology.

In its tenure of over 10 years in the country, Samsung India has set

up manufacturing facilities for Colour Televisions, Washing Machines, Colour Monitors

and more recently, Refrigerators in the country. All the facilities are located at its

Manufacturing Complex at Noida, Uttar Pradesh. The company set up a Software

Technology Park for Digital Visual Display Products at Noida in the year 2002. In the year

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2004, Samsung India has been made the Regional Head quarters for Samsung Operations

in South West Asia.

History of Samsung B.C. Lee founded Samsung<

(1938) Now one of the biggest companies in the world in consumer electronics,

communication- a information technology and semiconductors

1938-----------------1969

Samsung Electronics established<

In 1972 Production of TV sets began

In 1974 Samsung started producing silicon chips

K.H. Lee became chairman<

Declaration of

‘the Second Foundation’(1988)

1938-----------------1969-----------------------------------------1987

Samsung CI redefined<

Chairman Lee declared

New Management

1938----------------1969------------------------1987--------------------------------1993

History of Challenges and Exploration

1950s advancing into manufacturing and financial sector

1960s advancing into electronics and business diversification

1970s advancing into heavy and chemical industries and systematization of electronic

companies

1980s advancing into high value-added and capital-intensive industry

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1990s declaration of the new management and joining the ranks of first-class companies

2000s global competitiveness, first-class status

1938--------------1969-------------------1987----------------------------1993

B.C.Lee Samsung K.H.Lee Samsung

founded Electronics became CI

Samsung established chairman redefined

History of Samsung Electronics

1969 Company Established

1972 Production of B/W TV sets started

1974 Water fabrication started

1980 Korea Telecommunications Corp. acquired

1988 Samsung Semiconductor and Telecommunications merged with SEC

1992 Company ranked world’s top DRAM Supplier cellular telephone system

developed

1994 256M DRAM developed

1996 1G DRAM developed

CDMA cellular services commercialized

1997 Worldwide Olympic partner contract signed

1998 World’s 1st digital TV developed

1999 1GB flash memory chip developed world’s 1st 1MT-2000 handset, system and

core semiconductor chips developed

2002 90 nanometer memory processing technology commercialized

2003 World’s Ist 70 nanometer technology 4 giga-bit NAND flash developed

world’s Ist 57-inch TFT LCD developed

2004 Established S-LCD Inc., LCD joint 1st 60-Nano 8GB NAND flash memory

chip, released world’s 1st 5-Megapixd camera phone

2005 World’s first 50nm NAND flash memory developed world’s first 102”PDP

TV, 82” LCD TV, and 71” DLPTM TV 5 years Chelsea Football Club

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Sponsorship deal announced

2006 Samsung launches the world’s First 82” Full HDTV TFT-LCD The company

launches the world’s First: 10M-pixel Camera phone 8GB HHD Phone

Samsung launches the QI- the world’s first ultra portable PC

Our LogoSamsung, which literally means “three stars” in Korean, initially had three stars as its logo.

In 1993, Samsung introduced a new corporate identity program is honour of its 55th

anniversary and 5th anniversary of the introduction of the “second foundation”. It was

aimed to strengthen competitiveness by bringing Samsung’s desired perception by the

public. Samsung’s corporate logo was redefined to project Samsung’s firm determination

to become a world leader. The Samsung name is now written in English, expanding its

global presence throughout the world.

The name is superimposed over a dynamic, new logo design, giving an overall image of

dynamic enterprise. The elliptical logo shape symbolizes the world moving through space,

conveying a distinctive image of innovation and change. The first letter, “S”, and the last

letter,”G”, partially break out of the oval to connect the interior with the exterior, showing

Samsung’s desire to be one with the world and to serve society as a whole.

Vision

Growing To Be The Best

Samsung India aims to be the ‘Best Company’ in India by the year 2006. ‘Best Company’

in terms of both the internal workplace environment as well as the external context in

which the company operates- Samsung aims to grow in India by contributing to the Indian

economy and making the lives of its consumer simpler, easier and richer through its

superior quality products

“Our aim to gain technological leadership in the Indian marketplace even as our goal is to

earn the love and respect of more and more of our Indian consumers”

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The Samsung Group

Electronic Industries Total No. Companies: 7

Samsung Electronics, Samsung SDI, Samsung Electro-Mechanics, Samsung Coring,

Samsung SDS, Samsung Networks, Samsung Corning Precision Glass

Chemical Industries Total No. Companies:5

Samsung General Chemicals, Samsung Petrochemicals, Samsung Fine Chemicals,

Samsung BP Chemicals, Samsung Tool Petrochemicals

Machinery and Heavy Industries Total No. Companies:2

Samsung Heavy Industries, Samsung Techwin

Financial Services Total No. Companies:

Samsung Life Insurance, Samsung Fire and Marine Insurance, Samsung Card, Samsung

Securities, Samsung Capital, Samsung Investment Trust Mgmt, Samsung Venture

Investment

Other Affiliated Companies Total No. Companies: 42 Including

Samsung Medical Centre, Samsung Foundation of Culture, Samsung Welfare Foundation,

The HO-Am foundation, Samsung Press Foundation, Samsung Economics Research Inst.,

Samsung Human Resources Dev. Inst., Samsung Engineering, Chiel Industries, Samsung

Everland, Shilla Hotel and Resorts, Chiel Communications, S1 Corporation, Samsung

Lions.

Areas of BusinessSamsung Electronics Co., Ltd is a global leader in semi-conductor, telecommunication,

digital media and digital convergence technologies. Employing approximately 123,000

people in 930 offices in 48 countries, the company consists of five main business units.

These are:

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Digital Appliances Business

Digital Media Business

LCD Business

Semi-conductor Business

Telecommunication Network Business

Samsung India’s areas of business are broadly classified into the following 3 categories:

Consumer Electronics (CE)/Audio Visual(AV) Business:

TVs - Home Theater Systems

Home Audio Players - Digital Still Cameras

Digital Audio Players - Camcorders

CD/DVD Players

Home Appliances (HA) Business:

Refrigerators

Air Conditioners

Washing Machines

Microwave Ovens

Information Technology (IT) Business:

Note PCs

Hard Disk Drives

CD/DVD ROMS

CD/DVD Writers

Monitors

Laser Printers and Laser-based Multi-function Printers

Fax

25

Key FactsFounded : 1995

President and CEO : HB LEE

Head Office : IFCI- Nehru Place, Delhi

Manufacturing Facility: Noida

And Software Center

Number of Employees: 1600

Samsung India has a network of 19 Branch Offices located all over the country. The

Samsung manufacturing complex housing manufacturing facilities for Colour Televisions,

Colour Monitors, Refrigerators and Washing Machines is located at Noida near Delhi.

Samsung ‘Made in India’ products like Colour Televisions, Colour Monitors and

Refrigerators are being exported to Middle East, CIS and SAARC countries from its Noida

Manufacturing Complex.

Samsung India currently employs over 1600 employees, with around 18% of its employees

working in Research and Development.

The 19 branches of SIEL are located in the following cities:

NORTH SOUTH

New Delhi Chennai

Chandigarh Hyderabad

Luckhnow (Eastern U.P.) Bangalore

Ghaziabad (Western U.P.) Cochin

Jaipur

Gurgaon

WEST EAST

Mumbai Kolkata

Pune Ranchi

26

Ahmedabad Guwahati

Raipur Bhubhaneshwar

Indore

The area sales offices are located in the following cities/towns:

Vijaywada, Coimbatore, Calicut, Hubli, Patna, Nagpur, Goa, Bhopal, Rajkot, Surat,

Baroda, Jodhpur, Dehradun, Varanasi, Ludhiana, Jammu.

Recruitment And Selection Procedure Of Samsung

Samsung translates its business strategy into a manpower plan and develop a recruitment

program accordingly, which will enable it to attract and select people with the appropriate

combination of experience, skills and knowledge.

Objectives

The main objectives of the Recruitment Policy are outlined as follows:

Build the Samsung brand in the job market

Ensure availability of the “right” talent at the “right” time

Evaluate through a scientific process that ensures the right fit between the

organization and the candidate.

Recruitment Procedure

A. Manpower process

Manpower Forecasting

1. The overall annual business plan for the company breaks down into plans and

targets for each individual department. Each department calculates their grade wise

manpower requirements based on the staffing norms, and provide quarterly and

monthly manpower requirements to corporate HR.

27

2. Based on the attrition trends and manpower requirements, all the respective Head of

Departments arrive on the manpower numbers along with Head-HR and obtain on

MD’S approval.

3. The projected requirements for the year must reach Head-HR, latest by the first

week of January every year.

Manpower Inventory

HR prepares the current manpower status of each department, including an analysis of the

current manpower at each location, grade and skill summary.

Identifying Manpower Gaps

The existing number of employees and their skill levels compared with the forecasted

requirements to identify qualitative and quantitative gaps. Options for the redeployment

through retaining, transfers, promotions are considered. Where these options do not exist,

options for recruiting from external sources are taken into account.

Manpower Plans

On the basis of identified gaps, HR prepares on overall manpower plan which provides

adequate lead time for transfers, retaining, promotions and external hiring. The plan

contains details on:

Department wise numbers for transfers, retaining and promotions.

Department wise numbers for external recruitment.

The final manpower plan prepares. Once completed, it will be put up for approval

by all the department heads and Managing Director.

B. Preparing Job Description and Person Specification

Each position in the organization has detailed job description including the following:

Description of profile to be handled

28

Department/Location/Region

Reporting relationship-Designation

Whether the position is budgeted – in case of a new vacancy or replacement-

mention details of last incumbent

Qualifications- Essential/Desired

Position in the hierarchy/Organization Structure

C. Raising Manpower Request

The hiring managers raise the manpower request using the following format and to HODs

for their approval using MR form.

Particulars Details

Date of initiation __________

JD Code __________

Position __________

Reporting Relationship (Designation) __________

Location __________

Region __________

Date of closing the position __________

The manpower request rises through My Single by the hiring managers. Regional

HR managers notify HO-HR and Head-HR while seeking HOD approval.

29

Once the vacancy is filled, My Single MRF approval in hard copy along with the

signatures of Head-HR documented in the personnel file for selected candidates.

Head-HR signs the manpower request form once the vacancy is filled.

All requests for a new position must be sent to HR in a Manpower Requisition

Form after approval from the HOD, Human Resource manages the process of

recruitment and selection with inputs from the line function.

D. Sources of recruitment

Generally the sources of recruitment are categorized into two parts:

Internal Recruitment

External Recruitment

Internal Recruitment:

The company believes in offering opportunities for growth and carrier progression to its

employees; thus each time a requirement arises, internal recruitment is a preferred mode.

For every vacancy arises below level, an option of filling the post initially is considered.

HR places an advertisement on the intranet. The advertisement contains the following

details:

a. Job Profile

b. Education qualifications, Skills, Experience

c. Last date of receiving Applications

d. Contact person in HR

All applications are screened for the eligibility against pre-determined criteria for the

vacancy. HR prepares a list of eligible applicants and seeks approval from the respective

Reporting Manager and Departmental Head. If approval is given, HR sends notification to

the eligible candidates via email. Applicants who are not found eligible are also be notified

as via email.

Eligible candidates undergo a panel interview

30

If no suitable applicants apply within one week from the date of posting the advertisement,

external recruitment is initiated.

External Recruitment:

The vacancies can be filled through the following channels:

Candidates walking in/ sending their CVs directly

Job Portals

Samsung Site (thru [email protected])

Consultants

Campus Recruitment

Hiring team work on each position as per the following:

S.No. Position Lead time for closure

1. Up to Asst. Manager 30 calendar days

2. Managers 45 calendar days

3. Sr. Manager& DGM 45 calendar days

4. GM& Above 60 calendar days

The team spend at least 1 week in searching for the right candidate through sources

other than consultants.

Lead time calculated as follows: Date of receiving come regarding the vacancy-

Date of candidate signing the LOI & committing a joining date after serving the

notice period.

The lead time is communicated to the HODs/Regional Managers by Head-HR at the

time of communication of the opening to HR.

Direct CVs/Job Portals/ Samsung Site/Consultants:

31

mailto:[email protected]

The CVs received through consultants, directly received CVs, job portals& Samsung

site is stored in the CV database.

Campus Recruitments:

Campus recruitment is used for fresh graduates/postgraduates who are taken as

Executive Trainees and Management Trainees or for individuals joining at entry-level

positions in the company.

If candidate possess less than one year of work experience, he/she treats as a fresh hire

(entry level recruitment).

Trainee Schemes

Management Trainees

Depending upon the requirements projected in the manpower plan, the company recruits

Management Trainees from Management Institutes in the country.

Sourcing of Trainees

Management trainees are sourced from Management Institutes across the country.

The selection criteria for institutes are described below:

Campus rating through publications: HR refers to the Campus ratings published

in the Business Magazines, available in the country and arrive at average

campus ratings. For the current year the company will target institutes that are

ranked between 15th and 20th ranks according to the ranking developed. It is

further recommended that by the year 2006-2007.

Recruitment days given: The company gives preference to the Institutes who are

willing to give either day 0, 1 or 2

Campus Specialization: Relevance of courses offered to the company’s

business.

32

Campus Relationship: The Company develops close relationships with targeted

campus by hiring large numbers, conducting events, taking summer trainees,

sending senior managers for lectures etc.

Positioning of Trainees

Selected trainees are positioned at the following grades:

Fresh Graduates: Student with a Masters in Business Administration is placed at the

Management Trainee grades and gets confirmed in level…… After successful completion

of the training period.

Experience: Student with relevant work experience of 1-3 years give weight age but takes

as Management Trainee.

E. Recruitment Process

The recruitment process for the Management trainees is as follows:

HR initiates the campus recruitment process by sending the company’s literature to

the campus, one month before the proposed date of recruitment. This contains

brochures of the company literature containing information about the company, the

job profile and the remuneration package.

SIEL representatives to the campus include:

HO HR/Regional HR

Regional Manager/Regional Functional Manager

Pre Placement Talks:

HR coordinates with the Placement Cell of short listed Institutes and schedule Pre

Placement talks (PPT)

The HR head and Regional Manager inform the Pre Placement Team. The following

information is carried to the Pre Placement Talks:

33

A Pre Placement (PPT) for 30 minutes, covering Samsung Corporate Video,

Position Profile and growth chart, Increments, GPMS and Company policies,

Application Blanks,

Number of job openings

Selection Process

A. Eligibility Criteria:

The following eligibility criterion is used to short list applicants from various Institutes:

A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program

Projects undertaken at the summer trainee/internship level

B. Screening of Application Blanks:

The placement Coordinator/Administrative Offices short list candidates on the basis of

predetermined eligibility criteria and send the list of short listed students to the company at

least one week before the date of campus interviews. HR will then the application blanks

that are received and short list them a second time according to the eligibility criteria.

C. Selection Criteria:

The candidates qualifying the %/CGPA criteria are considered for the selection rounds. The

weight age for the selection exercises are as under:

S.No. Exercise Weight age(%)

1. Group Discussion 20

2. Psychometric Analysis 30

3. Panel Interview 50

34

F. Letter Of Intent:

Selected candidates are issued a letter of intent on the spot. Appointment letters are issued

upon joining.

a) Trainee Scheme

Once selected, all the trainees are provided with an HR brochure that lists the details of the

trainee scheme are outlined below:

Travel:

Management Trainees are provided with AC class Train Fare from home to the company.

Conveyance expenses such as travel (taxi) from the Railway station to the place of posting

etc. are provided.

Accommodation:

Trainees are provided with shared accommodation. Guest House is provided for one month

for outstation candidates.

Training Program:

The training period is for six months. The details are given below:

A three day induction period held for all trainees by the top Management on the

vision, mission and company policies.

All trainees spend one week in each function for a period of ………….. Weeks.

Trainees undertake 2 projects in 2 other functions than their specialization.

A combined test for all the departments and functions it is prepared by persons

nominated in HO by HODs. It is conducted and evaluated by RHR and sent to

HO-HR.

Detailed feedback session is conducted by HR and sent to HO-HR and handover

to respective departments/branches.

35

G. Performance Evaluation and Placement:

Upon completion of the training period, all trainees undergo performance evaluation.

Process:

Trainees are required to present a report of the projects they have undertaken to the

Department Head at the end of the training period.

HR schedules a performance interview for every management trainee. The panel for

interview consists of one cross- functional head, Departmental head and HR

Manager.

The trainee is assessed on the projects completed and a number of parameters listed

in the “Trainee Evaluation Form”.

The Performance Evaluation Panel recommends a confirmation separation as per

the trainee’s performance. Upon receiving the evaluation and recommendation, HR

issues a confirmation letter to the trainee confirming him/her at level.

36

CHAPTER-3

OBJECTIVES AND RATIONALE OF STUDY=================================================================================

OBJECTIVES

It is divided in two categories:

Primary Objective: To analyze the effectiveness of recruitment and selection procedure in

Samsung.

Secondary Objective: To highlight the recruitment and selection policies of the

companies.

RATIONALE STUDY

Samsung is a globally known consumer electronic company. It is a world famous big

company. In order to run any company we search “right candidate for the right job”. It is

the initial step to run any company because employees are the most important asset of any

organization. The success or failure of an organization is largely dependent on the caliber

of the people working therein. That’s the reason I have chosen this topic and secondly it is

major part of HR which is my subject of interest.

With the help of this topic I want to know about the recruitment and selection policies of

the companies and try to make more effective in Samsung. And it would be helpful for me

for the future perspective.

37

CHAPTER-4

REVIEW OF LITERATURE================================================================================

Information Value of Recruitment and Selection

In early recruitment stage, organizations have to make several important decisions

concerning the characteristics of the information they provide. The medium, the level of

accuracy or realism, the amount and nature of the information, might all affect both pre-

hire outcomes (e.g., prospects’ willingness to apply) and post-hire outcomes (e.g. early

turnover).

Realistic job previews (RJPs) are undoubtedly the most well-known recruitment

procedure pertaining to provision of information. Through the use of RJPs, both favorable

and unfavorable information is provided to applicants in order to reduce post-hire turnover.

In the first published account of a RJP experiment more than 40 years ago, (Weitz, 1956)

lauded the potential usefulness of having potential employees’ expectations as realistic as

possible.

During this research, equivocal accounts of the effectiveness, rationale and related

techniques devised to improve a variety of organizational outcomes (job satisfaction,

performance, job tenure, commitment) have been reported.

Several studies have examined the relationships between the amount of information

provided in recruitment materials and job seekers’ willingness to apply for the job

described (Barber & Roehling, 1993; Gatewood, Gowan, & Lautenschlager, 1993; Herriot

& Rothwell, 1981; Mason & Belt, 1986). The results of these studies generally show that

recruitment materials should be informative; that they should address a range of job and

organizational attributes; and that they should provide specific information about those

attributes (Barber, 1998). Based upon detailed information about job requirements less

qualified prospects will lose interest. Qualified prospects, on the other hand, are more

likely to respond to ads when they provide specific information on what the organization

38

has to offer. However, before strong conclusions can be drawn, additional replication is

needed. More specifically, we need more studies on the relationships between online

advertisements and applicant attraction. Furthermore, Barber suggested that “it may well be

that the positive relationships between [potential] applicant reactions and information holds

only up to a point: if recruitment materials contain too much information, they may

overwhelm applicants and have a less positive (if not negative) effect” (p. 41).

Also frequently reported in the recruitment literature is the positive relationship

between applicant attraction and the amount of information provided by the recruiter

during the interview (Harris & Fink, 1987; Liden & Parsons, 1986; Maurer, Howe, & Lee,

1992; Powell, 1984; Rynes & Miller, 1983; Turban & Dougherty, 1992). Thus, informative

recruiters are generally preferred to uninformative ones. Yet, recruiters are unlikely to

present exceptionally large amounts of information about the organization, since they have

to acquire information about the applicant’s qualifications as well within the limited time

available (Schreurs et al., in press).

Many studies have been conducted to investigate the relationship between applicants’

perceptions of recruiter traits and behaviors and their perceptions of the organization itself.

There is plenty of evidence indicating that recruiter traits (e.g., warmth, empathy, sincerity)

and recruiter behaviors (e.g., informative ness, job knowledge) have a direct influence on

applicant attraction (e.g., Harris & Fink, 1987; Powell, 1991). More recent research,

however, suggests that this effect is fully mediated by applicants’ perceptions of job and

organizational attributes (e.g., Turban, 2001; Turban, Forret, & Hendrickson, 1998). As

with recruiters, selection procedures are believed to provide signals about the company’s

broader characteristics (e.g., efficiency, profitability). It is suggested that virtually all pre-

screening and selection methods convey some sort of information to the applicant

(Anderson, 2001; Anderson & Ostroff, 1997). For instance, selection methods may inform

applicants on job activities, work roles, personnel procedures, and the organizational

context, including its goals values and climate (Anderson & Ostroff, 1997; Iles &

Robertson, 1997). Obviously, some selection methods are more informative than others.

Situational interviews, being constructed from critical job-relevant incidents, and realistic

job previews in principle pose candidates with a number of highly relevant and informative

39

scenarios. Cognitive ability tests and personality tests, on the other hand, convey less

information.

Choice of Recruitment Source

Research on job information sources has usually made a distinction between formal

versus informal recruitment sources. Formal job information sources involve the use of

formal intermediaries such as placement offices, and recruitment advertisements. In

contrast, informal job information sources do not involve the use of formal intermediaries

(e.g., friends and relatives). Barber (1998) gave the following overview of the various

recruitment sources: “Traditional sources include employee referrals, employment agencies

(including campus placement offices and executive search firms), newspaper or radio

advertisements, and unsolicited applications or “walk-ins”. More recently, organizations

have turned to alternative sources, such as on-line (internet) hiring services, job fairs, and

competitors’ layoffs/ outsourcing programs as means of identifying candidates (Glickstein

& Ramer, 1988)” (p. 22).

The relationship between recruitment sources and post-hire outcomes is one of the

most intensely researched aspects of recruitment. Interestingly, little is known about the

relationship between recruitment sources and more proximal recruitment outcomes, such as

the identification and attraction of applicants (Barber, 1998). Given the scope of this paper,

I will concentrate on the relationship between recruitment sources and turnover. Most

studies on the effectiveness of recruitment sources have found that applicants who were

recruited along ‘informal’ recruitment sources (e.g., rehires, referred applicants, walk-ins)

tend to have lower turnover than applicants hired via ‘formal’ sources (e.g., newspaper ads,

employment agencies) (Blau, 1990; Breaugh, 1981; Breaugh & Mann, 1984; Decker &

Cornelius, 1979; Gannon, 1971; K Granovetter, 1974; Quaglieri, 1982; Reid, 1972; Saks,

1994; Ullman, 1966; in Rynes, 1991). Other studies have provided only moderate support

for this. Caldwell and Spivey (1983), for instance, found that for White employees,

informal recruitment sources (e.g., employee referrals, in-store notices) were associated

with longer tenure. For Black employees, on the other hand, more formal sources (e.g.,

40

employment agencies, media announcements) were associated with longer tenure. Other

studies failed to find a positive relationship between referrals and employee tenure

(Linnehan & Blau, 2003; Swaroff, Barclay, & Bass, 1985; Taylor & Schmidt, 1983).

Individual differences hypothesis

According to this hypothesis, formulated by Schwab (1982), applicants

drawn from alternative sources constitute samples from different applicant populations.

This means that recruitment sources might differ in the kind of applicants they reach, and

that these differences in applicants might result in different post-hire outcomes, such as job

tenure (Barber, 1998). Differences in applicants usually bear reference to demographic

characteristics (e.g., age, location, educational level), instead of psychological criteria, such

as motivation, despite the theoretical importance of the latter (Buyens, De Witte, &

Martens, 2001). For example (from Taylor & Schmidt, 1983, p. 345), a recruitment

advertisement aired only on daytime television would be expected to reach a different

group of people than would a radio advertisement broadcast during heavy commuting

hours. Presumably, individuals recruited from different sources vary in abilities affecting

job performance as well as in values influencing job satisfaction and related participation

behaviors, e.g., attendance and tenure.

Empirical Research on Source Effects

Taylor and Schmidt (1983) tested the realistic information and individual

differences hypotheses on a sample of packaging plant employees. Selected individual

characteristics (e.g., height, weight, shift preference) were included in the research to test

the latter hypothesis. Characteristics were chosen because of their anticipated relationship

to the dependent variables (attendance, performance, and organizational tenure). The

results showed that recruitment sources (referrals, newspaper ads, public employment

office referrals, radio ads, rehire).

Breaugh and Mann (1984) also tested individual differences and

realism as competing hypotheses. The sample for their study consisted of 98 social service

workers. The relationships between recruitment source (newspaper ads, employee referrals,

41

and direct applicants/ walk-ins) and two outcome variables (performance and turnover)

were examined. Information on realistic job expectations and several individual difference

variables (demographics, applicant quality, and perceived ease of movement) was also

gathered. It was found that direct applicants had higher performance and slightly better

retention than applicants recruited through other sources. It was also found that employee

referrals (retrospectively) reported having more realistic expectations than did the other

sources, supporting the realism hypothesis. Concerning the individual differences

hypothesis, applicant quality and perceived ease of movement were not found to differ

across sources.

Blau (1990), using a sample of bank tellers, examined the

relationship between four recruitment sources (newspaper direct applicants/ walk-ins, and

referrals) and employee performance. It was found that direct applicants had higher

performance than applicants recruited through other sources. In addition, it was found that

direct applicants had higher ability scores than applicants from other sources, supporting

the individual differences hypothesis. Less support was found for the realism hypothesis, in

that referrals, not walk-ins, had the most realistic knowledge at the time of hire. As did

Breaugh and Mann (1984), Blau used a retrospective measure to assess the realism of

information.

Griffeth et al. (1997) used structural equations modeling (SEM) analyses to test

the realism and individual differences hypotheses in a sample of 221 newly hired nurses. In

addition, they used a greater variety of indicators of realism than are typically employed,

assessing not only met expectations, but also role clarity, commitment to job choice, and

coping skills. The results showed that recruitment sources were associated with individual

differences and also with realism. Furthermore, realism was found to mediate source

influence. School and walk-in sources influenced coping efficacy, commitment to job

choice, and role clarity. There realism processes in turn affected most workplace outcomes

(e.g., job satisfaction, withdrawal cognitions, and turnover). However, the study also found

direct effects of recruiting source on post-hire outcomes. As a result of this finding,

Griffeth et al. concluded that more research on mediating processes is needed.

42

Conclusion

The relationship between recruitment sources and turnover has been studied

intensively in the past. Overall, the accumulated evidence suggests that such relationships

are quite weak (Williams, Labig, & Stone, 1993). In light of these findings, optimizing a

valid predictor-based selection strategy is probably more profitable than focusing on

negligible relationships between recruitment sources and turnover (Williams et al., 1993,

cited in Cascio, 1998).

43

CHAPTER-5

RESEARCH METHODOLOGY================================================================================

RESEARCH DESIGN

Every research project conducted scientifically has a specified framework for controlling

the data collected. The framework is called Research Design.

A research design is the arrangement of conditions for collection and analysis of data in a

manner that aims to combine relevance to the research purpose with economy in

procedure.

1. The objectives are specified with sufficient accuracy to ensure that data collected is

relevant.

2. The data collection methods used is Questionnaires and Structured Interviews. While

designing data collection procedure, it was ensured that the data collected is unbiased

and reliable.

3. The questions are prepared in a clear, understandable, and relevant to the objective

specified to ensure accuracy.

4. The sampling design used is Random Sampling.

Sample SizeTo determine the effectiveness of Recruitment and Selection Policy of Samsung, a

sample size of 8 companies was collected. The respondents were basically the HR

managers, members from the recruitment and selection department.

The names of the 8 companies are listed below:

Path InfoTech

EXL

BL International

44

Peridot Consultancy Services Pvt Ltd

Sony

Videocon

Alcatel

Samsung

RESEARCH TOOLS AND QUESTIONNAIRE

For the accomplishment of my project I designed an open-ended questionnaire the aim of

which was to understand the HR policies for recruitment and selection of various

companies so that benchmark can be set for the same for the betterment of the

organization. With the help of this questionnaire I conducted a number of surveys and

collected the data. Interview of concerned authorities of the companies was conducted to

get well versed with the recruitment and selection procedure of various companies and to

determine their effectiveness.

ACTION PLAN FOR DATA COLLECTION

Accurate action plan for data collection is the most important aspect of a fair report.

To accomplish my report in a accurate and in a fine way I made an action to achieve the

same.

The data for the present research study was collected by with the help of the following

two methods of data collection:

The Primary Method for Data Collection

The Secondary Method for Data Collection

45

The Primary Data Collection:

1. A Structured questionnaire with concrete and specified question was prepared

with the help of the industry guide, which covers all the aspects to know about the

recruitment and selection policies of the companies to determine the effectiveness

of Samsung in recruitment and selection.

2. To collect the data firstly, I found the addresses and phone no. of the companies

on the net and took appointments.

3. The questionnaire was distributed to a sample size of 8 companies including

Samsung from in this way that the overall objective of the research is achieved in

a proper manner.

4. Some of the data was collected by conducting Structured Interviews and E-Mails.

5. Personal Interactions with the HR Managers, Senior Level Managers and other

members of the HR team to take the feedback of recruitment and selection

procedures of the company.

Secondary Data Collection:

The secondary data was collected by two sources. These are:

1. Data collected regarding with the recruitment and selection procedure of Samsung

from the Company manuals.

2. Access corporate intranet website.

46

CHAPTER-6

DATA ANALYSIS================================================================================

Data Analysis

In order to determine the effectiveness of recruitment and selection policy of Samsung I

have divided my questionnaire in eight parameters. These are listed below:

1. Experience

2. Job description and Job analysis

3. Sources of recruitment

4. Types of tests adopt for selecting candidates

5. Types of interviews

6. Final criterion for selection

7. Effectiveness of HR team

8. Effectiveness of job analysis

On the basis of these parameters I have measured the effectiveness of recruitment and

selection process of Samsung with different companies and I have found in which areas it

needs improvement.

The analysis is divided into two categories:

1. Firstly, it is shown the percentage of effectiveness of the individual companies on the

eight parameters mentioned above:

47

CHART I

Path infotech

64%82.30%

65%

100%78.57%

57%

82.70%

80.40%

Experience

Job description and job analysis


Types of test adopt for selectingcandidates.Types of interviews

Final criterion for selection

Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE

Experience 64%

Job description and job analysis 82.30%

Sources of recruitment 65%

Types of test adopt for selecting candidates. 100%

Types of interviews 78.57%

Final criterion for selection 57%

Effectiveness of HR team 82.70%

Effectiveness of job analysis 80.40%

48

CHART II

CHART III


Experience 65.70%



Types of test adopt for selecting candidates. 87.50%

Types of interviews 100%



Effectiveness of job analysis 72%

49

BL International

65%

79.40%

70%62.50%57.14%

56%

42.86%

77.40%

Experience







CHART IV


Experience 65%








50

Peridot consultant

60%70%

60%

87.50%85.71%

74%

71.43%

71.60%

Experience








Experience 60%

Job description and job analysis 70%







51

CHART V

Sony

78%

90.10%

70%

87.50%85.71%78%

82.86%

88.20%

Experience








Experience 78%








CHART VI

52

Videocon

70%70.20%

70%

87.50%78.57%62%

85.71%

74.40%

Experience








Experience 70%








53

CHART VIII

Alcatel

62%81.10%

68%

100%92.86%

70%

85.71%

82.30%

Experience








Experience 62%



Types of test adopt for selecting candidates. 100%





54

CHART IX

Samsung

85%

90%

70%

87.50%92.86%

74%

82.86%

87.20%

Experience








Experience 85%

Job description and job analysis 90%







2. Secondly, it is shown the comparative effectiveness of these companies on the eight

parameters mentioned above:

55

GRAPH I

Consideration to Experience

85%

62%70%78%60%65%65.7%64%

0102030405060708090

Company Name

Expe

rienc

e co

nsid

erat

ion

in

%

INTERPRETATION

Graph shows Samsung gives 85% consideration to experience that means that the

organization prefer experienced person more than the other candidates whereas Peridot

Consultant give a comparatively less preference to experience and give opportunities to

freshers’.

EXPERIENCE REQUIREMENT

NAME OF COMPANIES IN PERCENTAGE

Path Infotech 64%

EXL 65.7%

BL International 65%

Peridot Consultant 60%

Sony 78%

Videocon 70%

Alcatel 62%

Samsung 85%

56

GRAPH II

Job Description and Analysis Conderation

82.3%70.3% 79.4% 70% 70.2%

81.1%90.1% 90%

0102030405060708090

100

Company Name

Job

Desc

riptio

n an

d An

alys

is C

onde

ratio

n in

%

JOB DESCRIPTION AND ANALYSIS

CONSIDERATION


Path Infotech 82.3%

EXL 70.3%

BL International 79.4%


Sony 90.1%

Videocon 70.2%

Alcatel 81.1%

Samsung 90%

INTERPRETATION

Graph shows consideration of Job description and Job Analysis of Sony and Samsung is

equal i.e., 90.1% & 90%. On the other hand the least consideration of Job description and

Job analysis is 70% of Peridot Consultant.

57

GRAPH III

Consideration to Sources of Recuitment

65%80%

70%60%

70% 70% 68% 70%

0%10%20%30%40%50%60%70%80%90%

Company Name

Sour

ces

of R

ecui

tmen

t co

nsid

erat

ion

in %

INTERPRETATION

Graph shows EXL is 80% effective out of set benchmark. On the other hand ABC

Limited shows 60% effectiveness but it is very less. So, it needs some improvement in

the sources of recruitment. Samsung shows 70% effectiveness out of set benchmark. So,

it needs slight improvement to make effective recruitment and selection process

according to set benchmark.

CONSIDERATION TO SOURCES OF RECRUITMENT


Path Infotech 65%

EXL 80%



Sony 70%

Videocon 70%

Alcatel 68%

Samsung 70%

58

GRAPH IV

Consideration Given to Test

100%87.50%

62.50%87.50% 87.50% 87.50%

100%87.50%

0%20%40%60%80%

100%120%

Company Name

Test

Con

side

ratio

n in

%

CONSIDERATION GIVEN TO TEST


Path Infotech 100%

EXL 87.50%


Peridot Consultant 87.50%

Sony 87.50%

Videocon 87.50%

Alcatel 100%

Samsung 87.50%

INTERPRETATION

Graph shows Path Infotech and Alcatel are 100% effective in test series according to set

benchmark. On the other hand BL International is 62.50% effective but it needs some

improvement. And Samsung shows 87.50% effectiveness out of set benchmark but it

needs some improvement to reach out the standard.

59

GRAPH V

Consideration to Interviews

92.86%92.86%78.57%85.71%85.71%

57.14%

100.00%78.57%

0.0020.0040.0060.0080.00

100.00120.00

Company Name

Inte

rvie

w C

onsi

dera

tion

In %

INTERPRETATION

Graph shows EXL is 100% effective in conducting interviews according to set

benchmark. On the other hand BL International shows 57.14% effectiveness but it is least

effective and it needs some improvement. And Samsung is 92.8% effective in conducting

interviews that means it needs slight improvement to reach out the set benchmark.

CONSIDERATION TO INTERVIEWS


Path Infotech 78.57

EXL 100.00

BL International 57.14

Peridot Consultant 85.71

Sony 85.71

Videocon 78.57

Alcatel 92.86

Samsung 92.86

60

GRAPH VI

Consideration to Selection Criterion

57% 57% 56%

78%62%

74%70%74%

0%10%20%30%40%50%60%70%80%90%

Company Name

Sele

ctio

n Co

nsid

erat

ion

in

%

INTERPRETATION

Graph shows the selection criteria of Sony to select the candidates whether it is a

position of managerial level, Supervisory level, Associates and Staff level and others is

78% effective and the least effective is 57% of BL International. And Samsung shows

74% effectiveness.

CONSIDERATION TO SELECTION CRITERION


Path Infotech 57%

EXL 57%



Sony 78%

Videocon 62%

Alcatel 70%

Samsung 74%

61

GRAPH VII

Effectivness of HR Team

82.86%85.71%85.71%82.86%71.43%

42.86%

78.57%82.7%

0.0010.0020.0030.0040.0050.0060.0070.0080.0090.00

Company Name

Effe

ctiv

enes

s in

%

EFFECTIVENESS OF HR TEAM


Path Infotech 82.70%

EXL 78.57%



Sony 82.86%

Videocon 85.71%

Alcatel 85.71%

Samsung 82.86%

INTERPRETATION

Graph shows on the basis of recruitment and selection procedure the effectiveness of HR

Team of Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR

Team is BL International. It shows 42.86% effectiveness. And the Samsung shows

82.86%.

62

GRAPH VIII

Effectiveness of Job Analysis

87.2%82.3%74.4%88.2%

71.6%77.4%72.1%80.4%

0102030405060708090

100

Company Name

Effe

ctiv

enes

s %

EFFECTIVENESS OF JOB ANALYSIS


Path Infotech 80.4%

EXL 72.1%



Sony 88.2%

Videocon 74.4%

Alcatel 82.3%

Samsung 87.2%

INTERPRETATIONGraph shows on the basis of ‘can do’ skills and ‘will do’ needed Sony shows 88.2%

effectiveness of job analysis and ABC Limited shows 71.6% that means it needs some

improvement to identify the job description in a proper manner. And Samsung shows

63

87.2% effectiveness. Therefore, it n needs bit improvement to make more effective job

analysis.

CHAPTER-7

INTERPRETATIONS=================================================================================

INTERPRETATION

By analysis of the various parameters as stated above it can be interpreted that on the

basis of experience Samsung gives 85% consideration to experience that means the

organization prefer experienced person more than the other candidates.

Sony and Samsung gives equal and highest consideration of Job description and Job

analysis i.e., 90.1% & 90% in comparative other companies. On the other hand the least

consideration of Job description and Job analysis is 70% of Peridot Consultant.

EXL shows 80% effectiveness in the sources of recruitment. On the other hand Peridot

Consultant shows 60% effectiveness but it is very less. So, it needs some improvement in

the sources of recruitment. Samsung shows 70% effectiveness out of set benchmark. So,

it needs slight improvement to make effective recruitment and selection process

according to set benchmark

Path Infotech and Alcatel are 100% effective in test series according to set benchmark.

On the other hand BL International is 62.50% effective but it needs some improvement.

And Samsung shows 87.50% effectiveness out of set benchmark but it needs some

improvement to reach out the standard.

EXL is 100% effective in conducting interviews according to set benchmark. On the

other hand BL International shows 57.14% effectiveness but it is least effective and it

needs some improvement. And Samsung is 92.8% effective in conducting interviews that

means it needs slight improvement to reach out the set benchmark.

64

The selection criteria of Sony to select the candidates whether it is a position of

managerial level, Supervisory level, Associates and Staff level and others is 78%

effective and the least effective is 57% of BL International. And Samsung shows 74%

effectiveness.

On the basis of recruitment and selection procedure the effectiveness of HR Team of

Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR Team is

BL International. It shows 42.86% effectiveness. And the Samsung shows 82.86%.

On the basis of ‘can do’ skills and ‘will do’ needed Sony shows 88.2% effectiveness of

job analysis and Peridot Consultant shows 71.6% that means it needs some improvement

to identify the job description in a proper manner. And Samsung shows 87.2%

effectiveness. Therefore, it needs bit improvement to make more effective job analysis.

65

CHAPTER-8

RECOMMENDATIONS=================================================================================

SUGGESTIONS AND RECOMMENDATIONS

1. They should give more preference on interpersonal and communication skills of

the candidates rather than leadership quality because to become a good leader

communication is must.

2. Organization needs to improve the selection criteria for selection whether it the

post of manager, associate& staff, supervisor etc. They should fix some

parameters to select the candidates for specific position.

3. They should use assessment method and aptitude test to select the candidates in

addition to the already they are conducting.

4. They should conduct Behavioural Interviews to some extent when selecting

candidates. This type of interviews can be used to validly predict future behaviour

in dimensions (or competencies) critical to job success.

5. For recruiting managerial/professional, the Internet is the most popular

advertising medium. So, they should use them to attract more candidates.

6. There should be more growth opportunities for the employees to develop

themselves.

66

7. They need to raise the pay-scale to retain the caliber freshers.

8. They should adopt advertisements and job portals to attract the caliber candidates

because it is the best and cheap method.

9. They need to make competency in between can do skills and will do skills.

10. They should give more preference to freshers because in this way the cost will be

reduced.

67

CHAPTER-9

CONCLUSION=================================================================================

CONCLUSION

Effective Recruitment and Selection is the initial step and the most important key point to

run any organization. The success or failure of an organization is largely dependent on

the caliber of the people working therein. Without positive and creative contributions

from people, organization cannot progress and prosper. In order to achieve the goals or

perform the activities of an organization, therefore, we need to recruit people with

requisite skills, qualifications and experience. Someone says that,

“Better recruitment and selection strategies result in improved

Organizational outcomes. The more effectively organizations recruit

and select candidates, the more likely they are to hire and retain

satisfied employees”.

The study mainly focuses on what should do Samsung to make effective recruitment and

selection policy in own organization in comparison with other companies. So, here we

conclude that Samsung needs slight improvement in the procedure of Recruitment and

Selection. Firstly, company needs to concentrate on growth opportunities for the

employees because today’s tight labor market is making it more difficult for

organizations to find, recruit, and select talented people. The competition for talent is

intensifying, as there are fewer qualified applicants available. This shortage of applicants

makes it all the more important for organizations to be able to effectively attract, select,

and retain quality candidates.

Organization needs to improve the selection criteria for selection whether it the post of

manager, associate& staff, supervisor etc. They should fix some parameters to select the

candidates for specific position.

68

They should use assessment method and aptitude test to select the candidates.

They should conduct Behavioural Interviews to some extent when selecting candidates.

This type of interviews can be used to validly predict future behavior in dimensions (or

competencies) critical to job success.

69

BIBLIOGRAPHY

1. V S P Rao Second Edition: New Delhi, 2005 Human Resource Management.

2. Blau, D. M. (1990). Exploring the mediating mechanisms affecting the

relationship of recruitment source to employee performance. Journal of

Vocational Behavior, 37, 303-320.

3. Decker, P. J. & Cornelius, E. T. I. (1979). A note on recruiting sources and job

satisfaction. Journal of Applied Psychology, 64, 463-464.

4. Gannon, M. J. (1971). Sources of referral and employee turnover. Journal of

Applied Psychology, 55, 226-228.

5. Kirnan, J. P., Farley, J. A., & Geisinger, K. F. (1989). The relationship between

recruiting source, applicant quality, and hire performance: An analysis by sex,

ethnicity, and age. Personnel Psychology, 42, 293-308.

6. Saks, A. M. (1994). A psychological process investigation for the effects of

recruitment source and organization information on job survival. Journal of

Organizational Behavior, 15, 225-244.

7. Rynes, S. L. (1991). Recruitment, job choice, and post-hire consequences. In M.

D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational

psychology (2nd ed., pp. 399-444). Palo Alto

8. Taylor, M. S. & Schmidt, D. W. (1983). A process-oriented investigation of

recruitment source effectiveness. Personnel Psychology, 36, 343-354.

MAGAZINES / NEWSPAPERS Business World

Business Times

HR Practices at Org. Level

The Times of India

70

http://www.indiaonestop.com/

REFERENCES www.samsung.com

www.samsungindia.org

www.rocsearch.com

www.ksa-technopak.com

www.pwcglobal.com

www.hrorg.nic.in

www.hr.org

71

http://www.planningcommission.nic.in/

http://www.pwcglobal.com/

http://www.ksa-technopak.com/

http://www.rocsearch.com/

http://www.indiainfoline.com/

http://www.indiaonestop.com/

ANNEXURE

Recruitment and Selection Questionnaire

The objective of the questionnaire is to understand the HR policies for recruitment and selection of various companies so that benchmark can be set for the same for the betterment of the organization.

1. Is there a policy stating the organization’s philosophy on recruitment Yes/No and selection?

If yes then please give brief description (in few words)________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. Is there a formal process in place for identifying job vacancies? Yes/No

If yes please specify?________________________________________________________________________________________________________________________________________________________________________________________________________________________

3. Briefly describe the process from needs identification through final approval authorization?________________________________________________________________________________________________________________________________________________________________________________________________________________________

4. Is a job analysis conducted for each position? Yes/No

5. Does the job analysis accurately identify the essential ‘can do’ skills Yes/No needed (i.e. skills, abilities, knowledge, education and experience)?

If yes then please mention your preference.

(i) _______________ (ii) ______________ (iii) _______________

(iv)_______________ (v) ______________

6. Does the job analysis accurately identified the essential ‘will do’ skills Yes/No needed (i.e. leadership, interpersonal, entrepreneurial, communication and good attitude)? If yes then please mention your preference.

72

(i) _______________ (ii) _______________ (iii) ________________ (iv) ______________ (v) _______________7. Does the policy contain procedures to guide managers through the Yes/No recruitment and selection process?

If yes then please give brief description (in few words)________________________________________________________________________________________________________________________________________________________________________________________________________________________

8. Is consideration given to internal candidates for all or some job Yes/No openings before outside recruitment begin? If some positions are determined not to be filled from within, can you please suggest its parameters?________________________________________________________________________________________________________________________________________________________________________________________________________________________

9. Are recruitment strategies (methods to obtain qualified candidates) set Yes/No before recruitment begins?

Who participates in the strategy development?________________________________________________________________________________________________________________________________________________________________________________________________________________________

Does this strategy include affirmative action and diversity needs? Yes/No

10. Which method is generally used to recruit the employees in your organization? (a) Campus (f) Job fairs (b) Employee Referrals (h) Portals (c) Consultants (i) Internet Recruiting (d) Walk-ins (j) Employment search firms (e) Advertisements (k) Others (specify) ________

11. Rank the following according to its relevance to the company: (1- High priority, 2-next priority and so on)________________________________________________________________________________________________________________________________________________________________________________________________________________________

73

Employees are mainly recruited through:

Sl.No Source Candidates with experience of

0-1 yr 1-3 yrs 3-5 yrs 5-10 yrs10 yrs & above

1 Campus 2 Employee Referrals 3 Consultants 4 Walk-ins 6 Advertisements 7 Job Fairs 8 Portals

12. Does your organization measure the effectiveness as well as the Yes/No costs of these recruiting sources? To whom are these performance measures and recruiting costs communicated?________________________________________________________________________________________________________________________________________________________________________________________________________________________

13. Are candidates telephone interviews, teleconferencing or video screening Yes/No conducting before personal interviews?

14. How many candidates are typically interviewed before filling a position and at what levels?________________________________________________________________________________________________________________________________________________________________________________________________________________________

15. Who participates in the interview and what intervals?________________________________________________________________________________________________________________________________________________________________________________________________________________________

74

16. How many people are typically involved in the interviewing process?________________________________________________________________________________________________________________________________________________________________________________________________________________________ 17. Are panel interviews used? Yes/No

Who make the final hiring decision?________________________________________________________________________________________________________________________________________________________________________________________________________________________

18. Are hiring managers trained in objective selection (i.e. interviewing Yes/No techniques, position-related questions and legal complications)/ What type of training is provided?________________________________________________________________________________________________________________________________________________________________________________________________________________________

19. Are reference checks are conducted on all candidates? Yes/No Who perform the reference checks?________________________________________________________________________________________________________________________________________________________________________________________________________________________

20. Are tests or personality profiles used in the selection process? Yes/No Are they professionally validated? Yes/No

21. Has the organization examined or evaluated the following alternatives to satisfying workforce requirements:

(i) Project or contract outsourcing Yes/No (ii) Temporary placement Yes/No (iii) Internal temporary placement pool Yes/No (iv) Part-time employment and job sharing Yes/No

22. Are all employment costs accounted for in the organization’s budget? Yes/No

75

23. What is testing in selection? ________________________________________________________________________________________________________________________________________________ What types of tests do you adopt for selecting candidates? (a) Aptitude Test (e) Integrity Test (b) Intelligence Test (f) Achievement Test (c) Personality Test (g) Interest Test (d) Assessments (h) Others (specify) _______

24. What is the final criterion for selection? Choose all the criteria and indicate the order of important for each – 1 is most important; 10 is least important. ________________________________________________________________________________________________________________________________________________

Ranking M

A&S S O Selection Criterion

Lowest price (salary demanded) Knowledge about the local culture and

environment Functional competence Previous experience with a similar organization Best fit between the person and the job Best fit between the person and the organization

culture Ability to learn Potential of the person to take up responsible

position in future Attitude of the persons Others (please specify)

M = Managerial, S = Supervisory, A&S= Associates and staff, O = Others

25. Which type of interview is conducting in your organization? (a) Behavioural Interview (e) Structured Interview (b) Situational Interview (f) Non- Structured Interview (c) Stress Interview (g) Others (specify) _________ (d) Panel Interview 26. What are reasons for employees leaving your organization? (a) Better Pay Packets (d) Organization Culture (b) Shift Timings (e) Growth opportunities (c) Nature of work (f) Others (specify) __________

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27. What is the main barrier in your organization to recruit and select the candidate? (a) Hard to find candidates with specialized skill sets (b) Other organizations competing for the same applicants (c) Difficulty in finding and identifying applicants (d) Selection process is slow or cumbersome (e) Developing or choosing valid selection process (f) Others (specify) __________

28. On a scale of one to seven (seven being the highest and four being adequate), How do you think the HR team would rate the effectiveness of the recruitment and selection process with reason? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Company’s Name __________ Name __________

Designation __________

THANKS FOR YOUR VALUABLE RESPONSE……………….

77

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