Recruitmentation and Selection

8/12/2019 Recruitmentation and Selection

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A STUDY ON THE RECRUITMENTAND SELECTION

IN SELDOM TECHNOLOGIES, CHENNAI.

A PROJECT REPORT

Submitted by

M.SARANYA

(Reg.No. 11308631040

In partial fulfillment for the award of the degree

Of

MASTER O! "USINESS ADMINISTRATION

IN

DEPARTMENT O! MANAGEMENT STUDIES

R.M.#. ENGINEERING COLLEGE

ANNA UNI$ERSITY% CHENNAI 6000&'

AUGUST &00


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"ONA!IDE CERTI!ICATE

Certified that this project report on title)A STUDY ON RECRUITEMNT AND

SELECTION IN SELDOM TECHNOLOGIES, CHENNAI* is the bonafide

work of Ms. M.SARANYA +11308631040 who carried out his Project Work

under my guidance and supervision

SIGNATURE SIGNATURE

HEAD O! THE DEPARTMENT SUPER$ISOR

R.M.K. !"#!R#!" C$%%" M&'

R.(.M.!agar) kavaraipettai*+,- ,+ R.(.M.!agar) kavaraipettai*+,-,+

"ummidipoondi /aluk) /iruvallur 0ist. "ummidipoondi /aluk) /iruvallur 0ist.


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AC#NO-LEDGEMENT

1irst and foremost) # thank almighty for keeping me hale and healthy

for successful completion of the project.

# e2press my respectful and sincere thanks to our honorable Chairman

/hiruR.S M/2/25who provided a wonderful atmosphere which enable me

to do not only this project work but also the academic activities.

# e2press my deepest gratitude to $ur Principal

D.M.R.J22ee2 R2o had given this opportunity to do this project.

# profoundly thank our 3ead of the 0epartmentD.S.S2/722/

M.Co5, MP, P.Dfor providing a great opportunity to do this project.

# sincerely thank to my guide) M9.S.U52) M.".A, M.P%ecturer)

for her kind words and continuous encouragement which has inspired me in

completion of this project.

# would like to thank M.C2722:2, ego/2 HR.M2/2ge,

M.7e2 $/2, Ae2 HR.M2/2ge, ee72 !o;e9) for giving me the

opportunity to e2ecute the project successfully in their esteemed organi4ation.

# am also taking the pleasure to e2press my sincere thanks to all other

staff members of /he 0epartment of Management (tudies, R.M.#.E/g/ee/g

Coegefor their kind co*operation. %ast but not least) # would like to convey my

sincere gratitude to my parents and friends) who have always been a source of

inspiration towards the completion of this project.


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C3'P/R !$ /#/% P'" !$

A"STRACT

LIST O! TA"LES


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A"STRACT

/he study is mainly carried out


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LIST O! TA"LE

LIST O! CHARTS

T2;e

/o

Te P2ge

/o

.-.- asiest recruitment stage. 7

.-. Recruiters briefing during interview process. +.-.5 (atisfaction with the company>s career policy and goals. ?.-.6 Major issues for colleagues leaving the job. :.-.7 /he content of the offer letter. 9.-.+ (atisfaction with the payment. 5,.-.? 0oes the company motivated by rewards@ 5-.-.: What are the ways of rewards@ 5

.-.9 3ave you undergone training to learn a job@ 55.-.-, (atisfaction with the training program. 56

.-.-- 3ow did you receive information about recruitment@ 57.-.- What were given to you during recruitment process@ 5+.-.-5 Was complete information about job given during screening@ 5?.-.-6 What attracted you to apply for the job@ 5:.-.-7 Recruitment from e2ternal sources for higher level jobs) affects

the motivation and loyalty of e2isting staff@.

59

.-.-+ What made you to enter in to this field@ 6,.-.-? 0id you had the skills necessary at the time of joining@ 6-.-.-: 0oes company provides you an enough opportunity to interact

with other employees at normal level@

6

.-.-9 Management understands the problems you face on your jobs@ 65.-., 'ny contract signed by employees while joining@ 66.-.- (atisfaction with the e2isting job. 67.-. #s the current job related to area of interest@ 6+.-.5 0o you get stressed work@ 6?.-.6 # there career growth and opportunities in your current job@ 6:

.-.7 /he areas the company needs to improve with the current job. 7,


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T2;e

/o

Te P2ge

/o

.-.- asiest recruitment stage. 7

.-. Recruiters briefing during interview process. +.-.5 (atisfaction with the company>s career policy and goals. ?

.-.6 Major issues for colleagues leaving the job. :.-.7 /he content of the offer letter. 9.-.+ (atisfaction with the payment. 5,.-.? 0oes the company motivated by rewards@ 5-.-.: What are the ways of rewards@ 5

.-.9 3ave you undergone training to learn a job@ 55.-.-, (atisfaction with the training program. 56.-.-- 3ow did you receive information about recruitment@ 57

.-.- What were given to you during recruitment process@ 5+.-.-5 Was complete information about job given during screening@ 5?.-.-6 What attracted you to apply for the job@ 5:.-.-7 Recruitment from e2ternal sources for higher level jobs) affects

the motivation and loyalty of e2isting staff@.

59

.-.-+ What made you to enter in to this field@ 6,.-.-? 0id you had the skills necessary at the time of joining@ 6-.-.-: 0oes company provides you an enough opportunity to interact

with other employees at normal level@

6

.-.-9 Management understands the problems you face on your jobs@ 65.-., 'ny contract signed by employees while joining@ 66.-.- (atisfaction with the e2isting job. 67.-. #s the current job related to area of interest@ 6+.-.5 0o you get stressed work@ 6?.-.6 # there career growth and opportunities in your current job@ 6:

.-.7 /he areas the company needs to improve with the current job. 7,


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C3'P/R A #

CHAPTER I

1.1INTRODUCTION TO THE STUDY

%iving in a world of organi4ational changes) companies are facing severe

competitive pressures and rapidly changing markets. Most of these changesinvolve new trends and technologies) among other factors that make organi4ations

seek ways to become more fle2ible) adaptive) and competitive recruitment

process.


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Recruitment refers to the process of sourcing) screening) and selecting people for

a job or vacancy within an organi4ation. /hough individuals can undertake

individual components of the recruitment process) mid* and large*si4e

organi4ations generally retain professional recruiters. Recruitment involves

process of attracting and obtaining as many applications as possible.

Recruitment begins when new recruits are sought and ends when their

applications are submitted. /he result is a pool of applicants from which new

employees are selected. /hough) theoretically) Recruitment process is said to end

with the receipt of applications) in practice the activity e2tends to screening of

applications so as to eliminate those who are not 8ualified for the job.

(election might be defined as careful screening of recruited candidates through

testing and interviewing themB with a view to discovering best*fits> from among

them for assignment to various jobs in the organi4ation.

/he process of selection is a process of elimination of unsuitable candidates A at

various stages) comprised in the selection procedure. /he selection*procedure

might be compare to a hurdle*raceB and those who clear through all the hurdles

and emerge victorious A are the ones) who get finally selected.

1.1.1 NEED !OR THE STUDY

&asically this study is done to understand the recruitment and selection process

that is being carried out in the organi4ation.

Recruitment and selection is re8uired to enrich the organi4ation>s human

resources by filling vacancies with the best 8ualified people) attitudes towards


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recruiting handicaps) minority groups) women) friends and relatives of present

employees) promotion from within.

#t involvesD

/o find and employ the best 8ualified persons for each job.

/o retain the most promising of those hired.

/o offer promising opportunities for life time working careers.

/o provide facilities and opportunities for personal growth on the job.

1.1.& SCOPE O! THE STUDY

Recruiting people who are wrong for the organi4ation can lead to increased labourturnover) increased costs for the organi4ation) and lowering of morale in thee2isting workforce. (uch people are likely to be discontented) unlikely to give oftheir best) and end up leaving voluntarily or involuntarily when their unsuitabilitybecomes evident. /hey will not offer the fle2ibility and commitment that manyorgani4ations seek.

While in the past) companies were able to offer security of employment)promotion prospects in return for loyalty) commitment and conformity) themodern organi4ations instead e2change high pay) rewards and a job for longhours) broader skills and tolerance of change and ambiguity. mployers now andin the future are looking for people who can hit the ground runningE and producemore or less instant results. /echnological changes) societal and market changesare all factors that impact on how companies will be searching for) selecting andassessing their employees in the future.

/he main features of recruitment and selection are D


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e@@>e/* cost effective in methods and sources

e@@e>:e* producing enough suitable candidates without e2cess and

ensuring the identification of the best fitted for the job and the organisation

@2 * ensuring that right through the process decisions are made on merit

alone.

1.1.3 O"JECTI$ES O! THE STUDY

P52 O;e>:e

/o study the recruitment and selection process in (eldom /echnologies.

Se>o/=2 O;e>:e9

/o analy4e the effectiveness of recruitment and selection.

/o analy4e sources of recruitment process

/o analy4e the job description of selection

/o analy4e cost of selection

(uggestions to improve the current job.


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1.1.4 RESEARCH METHODOLOGY

/he term research describes an entire collection of informationabout a particular

subject.


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De9>B:e Re9e2>A

0escriptive research includes surveys and fact finding en8uiries of different kinds.

/he major purpose of descriptive research is description of the state of affairs as it

e2ist at present. /he main characteristic of this method is that the researcher has

no control over the variables. 3e can only report what is happened or what is

happening.

1.1.4.& SOURCES O! DATA%

/he task of data collection begins after a research problem has been defined and

research design out. While deciding about the method of data collection to be used

for the study) the researcher should keep in mind two types of data namely

primary and secondary. /he primary data are those which are collected a fresh and

for the first time) and thus happened to be original in character.

/he secondary data) on the other hand) are those which have already beencollected by some one else and which have already been passed through the

statistical process.

/here are several methods of collecting primary data) particularly in surveys and

descriptive researchers. #mportant ones are

$bservation methods

#nterview method

/hrough 8uestionnaire

/hrough schedules

#n this study primary data is mainly collected through 8uestionnaires. /he

8uestionnaire is collected through the referred candidates. Collection of data

through 8uestionnaires seems to be more popular particularly in case of big

en8uiries ./his is being done to collect data from the candidates.


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P52 D22

/he Primary data used in our research is the 8uestionnaire.

Se>o/=2 =22%

(econdary data are based on the reports of the company .#t also concerns the data

available in the maga4ines) journal and other sources.

1.1.4.3 POPULATION AND SAMPLE:

PoB2o/ =e@/o/%

'll items in any field of in8uiry constitute a universe> or population>. /he

population in (%0$M /C3!$%$"#( is 7, employees.

/ypically) we seek to take action on some population) for e2ample when a batch

of material from production must be released to the customer or sentenced forscrap or rework.

S25B/g Se %

(ample si4e taken for study is 7,.

S25B/g 5eo=%

(ampling is a procedure to draw conclusion about the whole population by

studying small part of universe.

(ampling method can be classified in to two types A

2 Po;2; o 2/=o5 925B/g

-. (imple random sampling

. (tratified random sampling


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5. (ystematic random sampling

6. Cluster sampling

; No/FBo;2; o No/F2/=o5 925B/g F

-. Convenience or accidental sampling

. Purposive or Gudgment sampling

5. Iuota sampling

#n this study) )Po;2; o R2/=o5 925B/g 5eo= is used. ach and

every item in the population has an e8ual chance of being selected in the sample.

$nce an item is selected for the sample) it cannot appear in the sample again.

/he sampling techni8ue used in this study is )Co5Be< 2/=o5 925B/g.

Probability sampling under restricted sampling techni8ues may result in comple2

random sampling design. Jnder Comple2 random sampling)

925B/g e>/eis used.

S9e52> 925B/g e>/eA

/he most practical way of selecting every nth item on a list. (ampling of

this type is known as systematic sampling. 'n element of randomness is

introduced in to this kind of sampling by using random numbers to pick up the

unit with which to start. #n this study) the first item would be selected randomly

from the first five and thereafter every 7 thitem would be automatically included in

the sample. /hus) in systematic sampling only the first unit is selected randomlyand the remaining units of the sample are selected at fi2ed intervals.


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1.1.4.4STATISTICAL TOOLS USED%

/he 'nalysis was done with the help of the following statistical tool.

-. $ne*way analysis of variance.

. Chi*s8uare

5. Percentage analysis

Pe>e/2ge A/299%

Percentage method is used to make significant comparisons between

various sets of data. ach item in the table is e2pressed as a percentage of the totalin such way as to facilities comparison of data and to describe the relationship

between the variable under study.

/he formula used here is given below

!o of RespondentsPercentage of Respondent

/otal Respondents

1.1.' L52o/9 o@ e 9=

/ime constraint is the major limitation.

/he time to meet the employees was only during their break timings.

(ome of them are unwilling and disinterested in the survey because of the

perception that this survey will not benefit them.


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mployees are busy with their work schedule and organi4ation commitment.

/here were also shifts problem for workers and staff.

(ince it is a 8uestionnaire the answers given by the respondents cannot be

completely relied.

/he study is limited only to eureka 1orbes. #nterview cannot be carried out with all the employee of the organi4ation.

1.1.6 C2Be92o/

CHAPTER I

/he first chapter deals with outline of the project) need) scope) objectives of the

study) research methodology) limitations of the study and Chapteri4ation) review

of literature) profile seldom technologies.

CHAPTER II

/he second chapter deals with the) data analysis and interpretation various

techni8ues and statistical tools have been adopted in this chapter. /he analytical

study been done in this chapter.

CHAPTER III

1inally the last chapter comprises the summary) 1inding) suggestions and

recommendations) conclusion) and the 8uestionnaire used in the survey.


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1.& Re:e? o@ Le2e

1.&.1 Teoe>2 Re:e? o@ e >o/>eB

Recruitment is a continuous process whereby the firm attempts to develop a pool

of 8ualified applicants for the future human resources needs even though specific

vacancies do not e2ist. Jsually) the recruitment process starts when a manger

initiates an employee re8uisition for a specific vacancy or an anticipated vacancy.

' few definitions of recruitment areD


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+. 'rrange interviews

?. Conducting interview and decision making

STEPS IN SELECTION PROCESS

-. Preliminary interview

. 'pplication blank

5. (election test

6. mployment interview

7. Medical e2amination

+. Reference checks

?. 1inal approval

SOURCES O! RECRUITMENTF

very organi4ation has the option of choosing the candidates for its recruitment

processes from two kinds of sourcesD internal and e2ternal sources. /he sources

within the organi4ation itself Llike transfer of employees from one department to

other) promotionsH to fill a position are known as the internal sources of

recruitment. Recruitment candidates from all the other sources Llike outsourcing

agencies etc.H are known as the e2ternal sources of recruitment.

arious sources of recruitment may be classified in to two broad categoriesD

I/e/2 9o>e9A /ransfers) Promotions) Jpgrading) demotion) etc.


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Ee9A Press 'dvertisements) ducational and #nstitutions)

Placement 'gencies) mployment 2changes) %abour Contractors)

Jnsolicited 'pplicants) Recommendations) Recruitment at factory gate.

SOURCES

I/e/2 9o>e9


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1. T2/9@e

/he employees are transferred from one department to another according to their

efficiency and e2perience

&.Po5oo/9

/he employees are promoted from one department to another with more benefits

and greater responsibility based on efficiency and e2perience.

5. $thers are Jpgrading and 0emotion of present employees according to their

performance.

6. Retired and Retrenched employees may also be recruited once again in case of

shortage of 8ualified personnel or increase in load of work. Recruitment such

people save time and costs of the organi4ations as the people are already aware of

the organi4ational culture and the policies and procedures.

7. /he dependents and relatives of 0eceased employees and 0isabled employees

are also done by many companies so that the members of the family do not

become dependent on the mercy of others.

Ee9

1. Pe99 2=:e9e5e/9

'dvertisements of the vacancy in newspapers and journals are a widely used

source of recruitment. /he main advantage of this method is that it has a wide

reach.

&. E=>2o/2 /9o/9


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arious management institutes) engineering colleges) medical Colleges etc. are a

good source of recruiting well 8ualified e2ecutives) engineers) medical staff etc.

/hey provide facilities for campus interviews and placements.

3.P2>e5e/ 2ge/>e9

(everal private consultancy firms perform recruitment functions on behalf of

client companies by charging a fee. /hese agencies are particularly suitable for

recruitment of e2ecutives and specialists. #t is also known as RP$ LRecruitment

Process $utsourcingH

4.E5Boe5e/ e2/ge9

"overnment establishes public employment e2changes throughout the country.

/hese e2changes provide job information to job seekers and help employers in

identifying suitable candidates.

'. U/9o>e= 2BB>2/9

Many job seekers visit the office of well*known companies on their own. (uch

callers are considered nuisance to the daily work routine of the enterprise. &ut can

help in creating the talent pool or the database of the probable candidates for the

organi4ation.

6. E5Boee e@e29 e>o55e/=2o/9

Many organi4ations have structured system where the current employees of the

organi4ation can refer their friends and relatives for some position in their

organi4ation. 'lso) the office bearers of trade unions are often aware of the

suitability of candidates. Management can in8uire these leaders for suitable jobs.


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#n some organi4ations these are formal agreements to give priority in recruitment

to the candidates recommended by the trade union.

$ther major (ources of RecruitmentD

-. Campus

. 'dvertisement5. Reference

6. Consultancy

7. Gob Portals

+. Promotions N /ransfer

C25B9

Many employers visit colleges and universities every year and interview students

who are in their final year of study. /he faculty may also be involved in the

process. /hose students who are found to deserving may be given placement by

the employers in their concerns. /he students will be absorbed on completion of

their degree course. (tudents studying such courses as M'.3RM) M&') M(W

etc usually have the benefit of campus interviews.

A=:e9e5e/

'dvertising is paid communication through a non*personal medium in which the

sponsor is identified and the message is controlled. ariations include publicity)

public relations) product placement) sponsorship) underwriting) and sales

promotion. very major medium is used to deliver these messagesD television)radio) movies) maga4ines) newspapers) and billboards.

'dvertisements can also be seen on the seats of grocery carts) on the walls of an

airport walkway) and on the sides of buses) or heard in telephone hold messages


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or in*store P' systems nearly anywhere a visual or audible communication can be

placed. /he advantages of !ews paper advertisements are that it has a wider

coverage. !ewspapers reach every nook and corner and therefore the employer is

sure to get a number of applications from all eligible candidates. &ut the drawback

of this approach is that sometimes the employer may get innumerable applications

of which many may be from unsuitable candidates. /herefore a lot of time may be

wasted on scrutini4ing the applications.

Re@ee/>e

'pplicants introduced by e2isting employees or business friends can be a good

source of recruitment. Many employers prefer such candidates because somescreening takes place when a candidate is recommended. (ome concerns have

agreements with labour unions to give preference to relatives of e2isting and

retired employeeEs subject to prescribed 8ualifications and e2perience.

Co/92/>

Many consulting firms perform recruitment and selection services for different

companies. /hese private agencies are speciali4ed concerns and serve as

intermediary between the enterprise and the applicants. 'fter receiving re8uisition

from a client company) the agency advertises the vacancy and receives

applications. #t may pass on the applications to the client company. /he recruiting

company gets the benefit of e2pertise. (uch agencies are well staffed with e2perts

and maintain high standards of ethical practices. Ma 1oi) People $ne) K -,) Mind

/ree are some of the well known placement consultancies in #ndia

Jo; Po2


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/he employers register annually with these web sites to have access on the

different kind of profiles available with them. /hese web portals advertise and

make candidates to upload their resumes. /hese resumes are categori4ed

according to their 8ualification) e2perience) and their skills. /hen the employers

have access to those profiles and contact those candidates in person who meet

their re8uirement. (ome of the popular job portals are Monsters) !aukri) Gobs

ahead) and /imes job.

Po5oo/ T2/9@e

#f the employer believes in the proverb a known devil is better than an unknown

angel> he will rely on the promotions and transfer. Jsually when the vacancy

arises at a higher level in an organi4ation) it is filled up by elevating a person who

comes ne2t in the organi4ational hierarchy. 1or e2ample) if the post of sales*

manager is vacant) the senior most sales officer with proven records can be

appointed for that post. /he process of elevating a person to a higher level job is

what is known as promotion. Promotion gives the individual concerned greater

authority and emoluments as well

/ransfer is the easiest way to filling up a vacancy. #f a particular department

has a couple of surplus staff and another department is short staffed. /he surplusstaff may be transferred to that other department. (uch an approach avoids the

need to dispense with surplus staff Lcalled retrenchmentH in one place and make

fresh recruitment in another place of the organi4ation. /he nature of work of the

employee in the new job) however) cannot be totally different from the one he was

doing earlier. /ransfer of an employee may be either from one section to another

or from one department to another or from one branch to another../he purpose of the interview is to obtain and assess information about a candidate

which will enable a valid prediction to be made of his or her future performance in

the job in comparison with the predictions made for any other candidates.


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#nterviewing therefore involves processing and evaluating evidence about the

capabilities of a candidate in relation to the job specifications.

SELECTION PROCESS

(election is the process of picking individual Lout of the pool of job

applicantsH with re8uisite 8ualifications and competence to fill jobs in the

organi4ation.

' formal definition of selection is o9 2@@e>/g 9ee>o/

(election is influenced by several factors. More prominent among them are supply

and demand of specific skill in the labor market) unemployment rate) and labour*


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market conditions) legal and political considerations. /he last three constitute the

internal environment of the selection process.

PRELIMINARY INTER$IE-

/he applicants received the job seekers would be subject to scrutiny so as toeliminate un8ualified applicants. /his is usually followed by a preliminary

interview the purpose of which is more or less the same as scrutiny of applicants

that is elimination of un8ualified applications.

Preliminary interview) on the other hand reject misfits for reasons) which is notappear in the application forms. &esides preliminary interview often called

courtesy interview> is a good public relations e2ercise.

SELECTION TESTS

Gob seekers who pass the screening and the preliminary interview called for

tests. 0ifferent types of test may be administrated depending upon the job and the

company. "enerally tests are used to determine the applicant>s ability) aptitude

and personality.

A; e9% assist in determines how well and individuals can perform tasks

related to the job. 'n e2cellent illustration is the typing test given to a prospective

employee for a secretarial job.

AB=e e9% help in determine a person>s potential to learn in a given area.

Pe9o/2 e99% given to measure a prospective employee>s motivation to

function in a particular working environment. /here are various tests to assess the

candidate>s personality for e2ample self*sufficiency) neurotic tendency)

sociability) locus to control and self confidence.


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I/ee9 e99%used to measure individual>s activity preferences. /hese tests are

particularly useful for students considering many careers or employees deciding

upon career changes.

G2Boog e9%is designed to analy4e the hand writing of an individual. #t has

been said that an individual>s handwriting can suggest the degree of energy)

inhibitions and spontaneity) as well as disclose the idiosyncrasies.

Pog2B e99%are designed to ensure accuracy of the information given in the

applications.

Me=>2 e9%reveal physical fitness of a candidate. With the developmental of

technology) medical tests have become diversified. 0rug tests help measure the

presence of illegalB or performance affecting drugs. "enetic screening identifies

genetic predispositions to specific medical problems. Medical servicing helps

measure and monitor a candidate>s physical resilience upon e2posure to ha4ardous

chemicals.

EMPLOYMENT INTER$IE-

#nterview is a formal) in depth conversation conducted to evaluate the

applicant>s acceptability. #t can be adapted to unskilled) skilled) managerial and

professional employees. #t allows a two way e2change of information) the

interviews learn about the applicant) and the applicant learns about the employer.

/he employment interview can be iH one to one iiH se8uential and iiiH panel

$ne to oneD

/here are only toe participant the interview and the interviewee. /his can be

the same as the preliminary interview.

(e8uentialD

/he se8uential interview tales the one to one a step further and involves a

series of interview. Jsually utili4ing the strength and knowledge base of each


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interviewer) so that each interviewer can ask 8uestion in relation to his or her

subject area of each candidate) as the candidate move from room to room

Panel interviewD

/he panel interview consists of two or more interviewers and the figure

may go up to as many as -7. 'ny panel interview is less intimate and more formal

that the one to one) but id handled and organi4ed well it can provide the wealth of

information.

PHYSICAL EAMINATION

'fter the selection decision and before the job offer is made) the candidate is

re8uired to undergo a physical fitness test. ' job offer is often contingent upon the

candidate being declared fit after medical e2amination. /he results of the medical

fitness tests are recorded in a statement and are preserver in the personnel records.

/here are several objectives behind physical test

-. Physical test is to detect if the individuals carriers any infectious diseases.

. /he test assist in determining whether the applicant is fit to perform the

work

5. /he physical e2amination information may be used to determine if there are

certain physical capabilities which differentiate successful and less

successful employees.

6. Medical check up protects applicants with health defects from undertaking

work that could be detrimental to them selves or might otherwise endanger

the employer>s property.

7. Will protect employer from workers compensation claims that are not valid

because the injuries or illnesses were when the employee was hired.

JO" O!!ER


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/he ne2t step in the selection process is job offer to those who have crossed

the entire previous hurdle. Gob offer is made through a letter of appointment. (uch

a letter generally contains a date by which the appointee must report on duty. /he

appointee must be given reasonable time for reporting. /his is particularly

necessary when he or she is already employment) in which case the appointee is

re8uired to obtain a relieving from the previous employer. 'gain a new job may

re8uire movement to another city that means considerable preparation and

movement of property.

/he company may also want the individual to delay the date of reporting on

duty. #f the new employee>s first job upon joining the company is to go on

training) the organi4ation may re8uest that the individuals> delays joining the

company until perhaps a week before such training begins. !aturally this practice

cannot be abused) especially if the individual and does not have sufficient

finances. 0ecency demands that the rejected applicants be informed about their

non*selection. /heir application may be preserved fro*future use) if any. #t needs

no emphasis that the applications of selected candidates must also be preserved

fro*future references.

RECRUITMENT :9. SELECTION

Re>5e/ 2/= See>o/ are two interrelated function but yet different.

-. Recruitment comes first and is followed by (election.

. Recruitment is positive process while (election is a negative process.

5. Recruitment is calling large pool of candidates while (election is choosing the

suitable candidate.6.Recruitment is the process of finding potential candidates for a Gob. while

(election is the process of selecting the right person for the right job.

7. When there is a Gob $pening)


31/72

SeB 1* Re>5e/

O publish ads to let others know of the job openings.

O #nvite applications from various sources like consultants) referrals etc .

O (creening of resumes

SeB & See>o/

O 1ilter candidates who may be suitable for that particular job

O Conduct #nterviews

O Reference checks

O (elect the best of the best from the rest.

1.&.& Co5B2/ Po@e

SELDOM TECHNOLOGIES

(%0$M /C3!$%$"; the leading #/ (olution company) is known for its

pioneering work in the field of #/ education) /raining ) Consulting) Web) andMultimedia. $ur strong research orientation has helped us continuously innovate

and implement cutting*edge technologies.

#ts #/ services) /raining) business solutions) Projects 0elivery and outsourcing

bring you a level of integrity that no other competitor can match. ;ouEll

e2perience re8uirements that are met on*time) within budget) and with high

8ualityB greater efficiency and responsiveness to your businessB and the ability to

shift investment to strategic initiatives rather than tactical functions.

(%0$M develops ach and very #!0##0J'%s /'%!/s) ach and very

Customer>s #!1$RM'/#$! /C3!$%$";. /hat>s why


32/72

(0$M partners with its clients in achieving success in the global market with its

speciali4ed e2pertise in providing $nsite) $ffsite and $ffshore #/ services and

solutions. /he range of (%0$M services covers the entire spectrum from #/

architecture to application development and integration) maintenance)

enhancement) testing) /raining and #/ enabled services.

$ur strength relies on our determination to e2cel. We compliment this strength

with our achievements bringing real value to our customers. $ur relentless effort

in achieving this goal keeps us in*tune with the latest technologies through which

we provide ne2t generation solutions to match your re8uirements.

$ur talented development teams routinely produce award winning solutions) on

time) on budget) and on spec. We have honed our development process to

ma2imi4e productivity and minimi4e false starts and missteps. $ur proprietary

development process is rapid and iterative) generating e2cellent results in the

shortest possible timeframe.

$ISION

/o be a global #/ leader) accepting and overcoming advanced technologies) tosurpass customer e2pectations in an environment that is motivating) congenial

and fosters employee pride.Primary objective is to convert vision in to realistic and viable technology

solutions) leveraging offshore resources. We strive to serve as an e2tendedAarm

to our clients by providing 8uality solutions in a cost effective manner by using

global delivery model.

UALITY POLICY


33/72

technologies and customer needs.=

UALITY O"JECTI$ES

Meet Customer e2pectation through on*time and error*free delivery.

3ave appropriate metrics to monitor improvement on a continual basis.

C3'P/R A


34/72

&.1 PERCENTAGE ANALYSIS

T2;e 1F '//#/J0 /$W'R0( (%C/#$! PR$C((

STAGES NO. O! RESPONDENTS

PERCENTAGE O!

RESPONDENTS

'P/#/J0 /(/ -7 5,/C3!#C'% #!/R#W -- PR($!'% #!/R#W 6 6:/$/'% 7, -,,

C2 1F '//#/J0 /$W'R0( (%C/#$! PR$C((

I/@ee/>e%

1rom the above table it is inferred that 5,Q of the respondents found aptitude test

and Q of them found technical interview easy and 5,Q of them found personal

interview easy in selection process stages.


35/72

T2;e &F ('/#(1'C/#$! $1 C$MP'!;>( C'RR P$%#C; '!0 "$'%(

RESPONSES NO. O! RESPONDENTS

PERCENTAGE O!

RESPONDENTS

;( 6: 9+!$ 6

/$/'% 7, -,,

C2 &* ('/#(1'C/#$! $1 C$MP'!;>( C'RR P$%#C; '!0 "$'%(

I/@ee/>e%

1rom the above table it is inferred that 9+Q of the respondents say that they are

satisfied with the company>s career policy and goals) 6Q of the respondents say

that they are not satisfied.

4%

96%

01020

304050

6070

8090

100

yes no

opinion

Percentages

ofrespo

ndents


36/72

T2;e 3 F M'G$R #((J( 1$R C$%%'"J( %'#!" /3 G$&


PERCENTAGE O!

RESPONDENTS

('%'R; 7 -,W%1'R (C3M -7 5,"R$W/3 -: 5+G$& (CJR#/; - 6/$/'% 7, -,,

C2 3* M'G$R #((J( 1$R C$%%'"J( %'#!" /3 G$&

I/@ee/>e%

1rom the above table it is inferred that -,Q of the respondents feel that salary asmajor issue) 5,Q of the respondents feel that welfare scheme as major issue) 5+Q

of the respondents feel that growth as major issue and 6Q of respondents feel

that job security as major issue for colleagues leaving the job.


37/72

T2;e 4 F ('/#(1'C/#$! W#/3 /3 P';M!/


PERCENTAGE O!

RESPONDENTS

;( 67 9,!$ 7 -,

/$/'% 7, -,,

C2 4* ('/#(1'C/#$! W#/3 /3 P';M!/

I/@ee/>e%

1rom the above table it is inferred that 9,Q of the respondents say that they are

satisfied with the payment and -,Q of the respondents say that they are not

satisfied.

10%

90%

01020

3040

506070

8090

100

yes no

opinion

Percentages

ofrespondents


38/72

T2;e ' F MP%$;( "/ M$/#'/#$! /$ /3 C$MP'!;>(

RW'R0 1$R /3#R C$!/R#&J/#$!.


PERCENTAGE O!

RESPONDENTS

;( 7, -,,!$ , ,/$/'% 7, -,,

C2 '* MP%$;( M$/#'/#$! /$ /3 C$MP'!;>( RW'R0

1$R /3#R C$!/R#&J/#$!.

I/@ee/>e%

1rom the above table it is inferred that -,,Q of the respondents say that they are

motivated by the company>s reward for their contribution.

,Q

100%

0

1020

3040506070

8090

100

yes no

opinion

Percenta

ges

ofrespondents


39/72

T2;e 6 F W';( $1 RW'R0


PERCENTAGE O!

RESPONDENTS

C'(3 #!C!/# 66K#!0 #!C!/# , ,PR$M$/#$! : 7+$/3R( , ,/$/'% 7, -,,

C2 6* W';( $1 RW'R0

I/@ee/>e%

1rom the above table it is inferred that 66Q of the respondents say that cash

incentives and 7+Q of the respondents say that promotion are the ways of rewards

given in the company.


40/72

T2;e K F '//#/J0 /$W'R0( /R'#!#!" /3; J!0R"$! /$

%'R! ' G$&


PERCENTAGE O!

RESPONDENTS

;( 7, -,,!$ , ,/$/'% 7, -,,

C2 K F'//#/J0 /$W'R0( /R'#!#!" /3; J!0R"$! /$

%'R! ' G$&

I/@ee/>e%

1rom the above table it is inferred that -,,Q of the respondents had undergone

training to learn a job in the organi4ation.

0%

100%

0

1020

3040506070

8090

100

yes no

opinion

Percenta

ges

ofrespondents


41/72

T2;e 8 F/!/ $1 MP%$;( ('/#(1'C/#$! W#/3 /3

/R'#!#!" PR$"R'M


PERCENTAGE O!

RESPONDENTS

/$ ' "R'/ /!/ -+ 5/$ ($M /!/ 66/$ ' %#//% /!/ + -0$!>/ K!$W + -/$/'% 7, -,,

C2 8* /!/ $1 MP%$;( ('/#(1'C/#$! W#/3 /3/R'#!#!" PR$"R'M

I/@ee/>e%

1rom the above table it is inferred that 5Q of the respondents are satisfied to a

great e2tent) 66Q are satisfied to some e2tent) -Q of the respondents feel that

they are satisfied to a little e2tent and - Q of respondents feel they don>t know

the e2tent of satisfaction with the training program given by the company.


42/72

T2;e F R(P$!(( '&$J/ RCRJ#/M!/ #!1$RM'/#$! RC#0


PERCENTAGE O!

RESPONDENTS

/3R$J"3 1R#!0( 9 7:C'MPJ( -, ,$/3R( -- /$/'% 7, -,,

C2 *R(P$!(( '&$J/ RCRJ#/M!/ #!1$RM'/#$! RC#0

I/@ee/>e%

1rom the above table it is inferred that 7:Q of the respondents received

recruitment information through friends) ,Q of the respondents through campus

and Q of the respondents through other medias.


43/72

T2;e 10 F M'/R#'%( "#! 0JR#!" RCRJ#/M!/ PR$C((


PERCENTAGE O!

RESPONDENTS

&$$K %/( -6 :&R$'C3R( 6 6:

%'1%/( - 6/$/'% 7, -,,

C2 10* M'/R#'%( "#! 0JR#!" RCRJ#/M!/ PR$C((

I/@ee/>e%

1rom the above table it is inferred that :Q of the respondents received bookletsduring recruitment process) 6:Q of the respondents received broachers and 6Qof the respondents received leaflets during recruitment process.


44/72

T2;e 11F R(P$!(( W3/3R C$MP%/ #!1$RM'/#$! '&$J/

G$& W'( "#! 0JR#!" (CR!#!"


PERCENTAGE O!

RESPONDENTS

;( 67 9,!$ 7 -,

/$/'% 7, -,,

C2 11* R(P$!(( W3/3R C$MP%/ #!1$RM'/#$! '&$J/G$& W'( "#! 0JR#!" (CR!#!"

I/@ee/>e%

1rom the above table it is inferred that 9,Q of the respondents received completeinformation about job during screening and -,Q of the respondents had notreceived complete information about the job in the company.

10%

90%

01020

3040

506070

8090

100

yes no

opinion

Percentages

ofrespondents


45/72

T2;e 1& F R(P$!(( W3/3R RCRJ#/M!/ 1R$M /R!'%

($JRC( 1$R 3#"3R %% G$&( '11C/( /3 M$/#'/#$! '!0

%$;'%/; $1 #(/#!" (/'11


PERCENTAGE O!

RESPONDENTS

;( 5+ ?!$ -6 :/$/'% 7, -,,

C2 1& F R(P$!(( W3/3R RCRJ#/M!/ 1R$M /R!'%($JRC( 1$R 3#"3R %% G$&( '11C/( /3 M$/#'/#$! '!0

%$;'%/; $1 #(/#!" (/'11

I/@ee/>e%

1rom the above table it is inferred that ?Q of the respondents say) yes and :Qof the respondents say no to the fact that recruitment from e2ternal sources forhigher level jobs affects the motivation and loyalty of the e2isting staffs.

28%

72%

01020

3040

506070

8090

100

yes no

opinion

Percentages

ofre

spondents


46/72

T2;e 13 F W3'/ M'0 /3 MP%$;( /$ !/R #! /$ /3#( 1#%0


PERCENTAGE O!

RESPONDENTS

(K#%% (/ -7 5,/C3!$%$"; , 6,#./ 1#%0 -6 :$/3R( - /$/'% 7, -,,

C2 13* W3'/ M'0 /3 MP%$;( /$ !/R #! /$ /3#( 1#%0

I/@ee/>e%

1rom the above table it is inferred that 5,Q of the respondents entered in to thisfield due to skill set) 6,Q of the respondents due to technology) :Q of therespondents due to #./ field and Q of the respondents entered due to otherreasons.


47/72

T2;e 14 F R(P$!(( W3/3R /3 MP%$;( 3'0 /3

!C(('R; (K#%%( '/ /3 /#M $1 G$#!#!"


PERCENTAGE O!

RESPONDENTS

;( 6+ 9!$ 6 :/$/'% 7, -,,

C2 14* R(P$!(( W3/3R /3 MP%$;( 3'0 /3

!C(('R; (K#%%( '/ /3 /#M $1 G$#!#!"

I/@ee/>e%

1rom the above table it is inferred that 9Q of the respondents had necessary

skills and :Q of the respondents didn>t had the necessary skills re8uired at thetime of joining. #t includes such as communication skill) adaptability etc.

8%

92%

0

1020

3040506070

8090

100

yes no

opinion

Percenta

ges

ofrespondents


48/72

T2;e 1' F R(P$!(( W3/3R /3 C$MP'!; PR$#0( !$J"3

$PPJR/J!#/; /$ #!/R'C/ W#/3 $/3R MP%$;( $! '

!$RM'% %%


PERCENTAGE O!

RESPONDENTS

;( 65 :+!$ ? -6

/$/'% 7, -,,

C2 1'* R(P$!(( W3/3R /3 C$MP'!; PR$#0( !$J"3

$PPJR/J!#/; /$ #!/R'C/ W#/3 $/3R MP%$;( $! '

!$RM'% %%

I/@ee/>e%

14%

86%

01020

3040506070

8090

100

yes no

opinion

Percentages

ofresponden

ts


49/72

1rom the above table it is inferred that :+Q of the respondents feels that thecompany provides enough opportunity to interact with other employees on anormal level and -6Q of the respondents feels that the company doesn>t providesenough opportunity to interact with other employees on a normal level.

T2;e 16 F M'!'"M!/ J!0R(/'!0#!" /$W'R0( /3

PR$&%M( 1'C0 &; /3 MP%$;( #! /3#R G$&


PERCENTAGE O!

RESPONDENTS;( 56 +:

!$ -+ 5/$/'% 7, -,,

C2 16 FM'!'"M!/ J!0R(/'!0#!" /$W'R0( /3

PR$&%M( 1'C0 &; /3 MP%$;( #! /3#R G$&

I/@ee/>e%

32%

68%

01020

304050607080

90100

yes no

opinion

P

ercentages

ofrespondents


50/72

1rom the above table it is inferred that +:Q of the respondents feels that themanagement understands the problems faced by the employees and 5Q of therespondents feels that the management doesn>t understands the problems faced bythe employees in their job.

T2;e 1K F '!; C$!/R'C/ L&$!0H #( (#"!0 &; /3 MP%$;(

W3#% G$#!#!" /3 $R"'!#('/#$!


PERCENTAGE O!

RESPONDENTS

;( 7, -,,!$ , ,/$/'% 7, -,,

C2 1K F'!; C$!/R'C/ L&$!0H #( (#"!0 &; /3 MP%$;(

W3#% G$#!#!" /3 $R"'!#('/#$!


51/72

I/@ee/>e%

1rom the above table it is inferred that -,,Q of the respondents had signed acontract LbondH while joining the organi4ation.

T2;e 18 F ('/#(1'C/#$! %% $1 /3 MP%$;( W#/3 /3

#(/#!" G$&

RESPONSES

NO. O!

RESPONDENTS

PERCENTAGE O!

RESPONDENTS

3#"3%; ('/#(1#0 7 -,('/#(1#0 6, :,

!J/R'% 7 -,0#(('/#(1#0 , ,3#"3%; 0#(('/#(1#0 , ,/$/'% 7, -,,

0%

100%

0

1020

3040506070

8090

100

yes no

opinion

Percenta

ges

ofrespondents


52/72

C2 18* ('/#(1'C/#$! %% $1 /3 MP%$;( W#/3 /3

#(/#!" G$&

I/@ee/>e%

1rom the above table it is inferred that -,Q of the respondents are highlysatisfied) :,Q of the respondents are satisfied and -,Q of the respondents are

neutral with the e2isting job.

T2;e 1 F /3 CJRR!/ G$& R%'/0 /$ 'R' $1 #!/R(/


PERCENTAGE O!

RESPONDENTS

;( 6, :,!$ , ,P'R/#'% -, ,/$/'% 7, -,,

C2 1* /3 CJRR!/ G$& R%'/0 /$ 'R' $1 #!/R(/


53/72

I/@ee/>e%

1rom the above table it is inferred that :,Q of the respondents feels that thecurrent job is related to the area of their interest and ,Q of the respondents feelsthat the current job is partially related to the area of their interest.

T2;e &0 F '//#/J0 /$W'R0( MP%$;( (/R(( '/ W$RK


PERCENTAGE O!

RESPONDENTS

;( 7 -,!$ 9 -:P'R/#'% 5+ ?/$/'% 7, -,,

C2 &0* '//#/J0 /$W'R0( MP%$;( (/R(( '/ W$RK


54/72

I/@ee/>e%

1rom the above table it is inferred that -,Q of the respondents get stressed atwork) -:Q of the respondents don>t get stressed at work and ?Q of therespondents get partially stressed at work.

T2;e &1F C'RR "R$W/3 '!0 $PP$R/J!#/#( 1$J!0 #! G$&


PERCENTAGE O!

RESPONDENTS

(/R$!"%; '"R - 6'"R 5+ ?0#('"R , ,(/R$!"%; 0#('"R 6/$/'% 7, -,,

C2 &1* C'RR "R$W/3 '!0 $PP$R/J!#/#( 1$J!0 #! G$&


55/72

I/@ee/>e%

1rom the above table it is inferred that 6Q of the respondents strongly agree)?Q of the respondents agree and 6Q of the respondents strongly disagree thatcareer growth and opportunities are found in their job.

T2;e && F'R'( /3 C$MP'!; !0( /$ #MPR$ 1$R &//R

C$MM#/M!/ W#/3 /3 G$&


PERCENTAGE O!

RESPONDENTS

('%'R; 5 +W%1'R (C3M 9 -:G$& (CJR#/; -, ,$/3R( : 7+/$/'% 7, -,,

C2 && F 'R'( /3 C$MP'!; !0( /$ #MPR$ 1$R &//R

C$MM#/M!/ W#/3 /3 G$&


56/72

I/@ee/>e%

1rom the above table it is inferred that +Q of the respondents feels that thecompany needs to improve salary) -:Q of the respondents feels that welfareschemes has to be improved) ,Q of the respondents feels that job security has tobe improved and 7+Q of the respondents feels that other areas of the company hasto be improved for better commitment with the job.

CHI-SQUARE TEST

AIM:

To test the significance difference between cash incentive and prootion

which are the two ways of rewards given in se!do techno!ogies"

NULL HYPTHESIS !H"#:

There is no significance difference between cash incentive and prootion"

ALTERNATI$E HYPTHESIS!H%#:

There is significance difference between cash incentive and prootion"


57/72

&a's of re(ards Cas)incenti*e

pro+otion Tota,

satisfaction

Yes 16 21 .

No 7 6 %

Tota, / /. 0"

E -E !-E#1/ !-E#1/2E

16 17"02 #1"02 1"0404 0"061

7 5"98 1"02 1"0404 0"173

21 19"98 1"02 1"0404 0"052

6 7"02 #1"02 1"0404 0"148

TTAL "344

5egree f 6reedo+ !5336# 7 !r-%#8!c-%#

$ 2#1&'2#1&

$1'1$1"

TA9LE $ALUE:

Tab!e (a!)e of/ for ; 0< is 3=4%3

RESULT:

The *a!c)!ated (a!)e of +2 is "344which are !esser than the tab)!ated

va!)e 3=4%" ,ence the n)!! hypothesis is accepted"


58/72

IN6ERENCE:

There is no significance difference between cash incentive and prootion"

I/e:2 E952o/ Meo=

A5%

/o find out whether the respondents had the necessary skills re8uired at the

time of joining.

T2;e

RESPONSE TO-ARDS REUIRED S#ILLS POSSESED AT THE TIME

O! JOINING

S.NO RESPONSES RESPONDENTS PERCENTAGE

O!

RESPONDENTS

1. YES 46 &


59/72

&. NO 4 8

TOTAL '0 100

INTERPRETATION

1rom the above table it is clear that 9Q of the respondents possessed re8uired

skills at the time of joing and :Q of the respondents didn>t posses the re8uired

skills at the time of joining.

CALCULATION

!o52 P S -.9+TPI

!;es 6+ ) !o6 ) !7,

P 6+ ,.9 ) I -*P -*,.9 ,.,: 7,

L,.9*-.9+T,.9O,.,: ) ,.9U-.9+T,.9O,.,:H7, 7,

L,.:67) ,.997H L,.:67O-,,) ,.997O-,,H

L:6.7Q) 99.7QH


60/72

CONCLUSION

/herefore it was found that at 97Q of confidence level) the respondents had

the re8uired skills between :6.7Q to 99.7Q.


61/72

C3'P/R A 5


62/72

3.1 !INDINGS O! THE STUDY

/he study was an effort to understand and to analy4e the recruitment process and

its effectiveness and the followings findings were inferred.

/he study reveals that 6:Q of the respondents feel personal interview was the

easiest recruitment stage. 9+Q of the respondents are satisfied with the company>s

career policy and goals. 5+Q of the respondents feel that growth as major issue for

colleagues leaving the job. 9,Q of the respondents are satisfied with the payment.

7+Q of the respondents say that promotion is the reward given in the company.

66Q are satisfied to some e2tent with the training program given by the company.7:Q of the respondents received recruitment information through friends. 6:Q of

the respondents received broachers during recruitment process. 9,Q of the

respondents received complete information about job during screening. ?Q of

the respondents feels that recruitment from e2ternal sources for higher jobs affects

the motivation and loyalty of e2isting staff. 6,Q of the respondents entered in to

this field due to technology. 9Q of the respondents had necessary skills re8uiredat the time of joining. :+Q of the respondents feels that the company provides

enough opportunity to interact with other employees on a normal level. +:Q of

the respondents feels that the management understands the problems faced by the

employees. :,Q of the respondents are satisfied with the e2isting job. :,Q of the

respondents feels that the current job is related to the area of their interest. ?Q

of the respondents get partially stressed at work. ?Q of the respondents agreethat career growth and opportunities are found in their job. 7+Q of the

respondents feels that other areas of the company has to be improved for better

commitment with the job.


63/72

3.& SUGGESTIONS%

#t is suggested thatD

-. &ased on the findings of the study) management should focus on

appropriate selection process for recruiting the potential candidate.

. /he management should increase the salary to attract the potential

candidate and to retain the present potential employee.

5. /he management should provide complete information about the job

during screening process.

6. /he organi4ation should reduce the senior work pressure) and should

maintain proper work timings attract the potential candidate and to retain

the potential employee.

7. Management should reduce the false commitment that is being given to

the employee at the time of recruitment.

+. /he management should provide proper training to their employees.

?. /he management should provide job security to their employees.


64/72

1.3 CONCLUSION%

Recruitment is said to be the life blood of any business organi4ation. 'neffective Recruitment process helps an organi4ation to withstand the

competition and to overcome the competitors. /he study focuses on the

analysis of the recruitment and selection process in (%0$M

/C3!$%$"#(.

/he management can take necessary action to reduce its e2penditure and

increase its income level and profit by adopting effective recruitment process

and Meet the organi4ations legal and social obligations regarding the

composition of its workforce. 's a result it is concluded that) any organi4ation

that aims to achieve success in this century) this could be the right time to

adopt proper recruitment process in their organi4ation.


65/72

"I"LOGRAPHY

-. 3JM'! R($JRC M'!'"'M!/*C.& M'M$R#') (.."'!K'R

. PR($!!% M'!'"'M!/*/R#P'/3#

5. R('RC3 M/3$0$%$";*C.R.K$/3'R#

6. &J(#!(( (/'/#(/#C(

*(.P "JP/'.#!/R' "JP/'


66/72

APPENDICES

A STUDY ON THE RECRUITMENTATION IN

SELDOM TECHNOLOGIES

e9o//2e%

0ear (irN Madam)

# am M.(aranya M&' Vfinal year of RMK !"#!R#!"

C$%%" conducting a research )A STUDY ON RECRUITMENT AND

SELECTION IN SELDOM TECHNOLOGIES*.

# will be grateful if you kindly help me by filling up this 8uestionnaire.

PRIMARY O"JECTI$E%

/$ (/J0; RCRJ#/M!/ '!0 (%C/#$! PR$C(( 1$R 0'/' C$!R(#$!

PR$GC/ #! (%0$M /C3!$%$"#(.

SECONDARY O"JECTI$E%

/$ '!'%;( /3 11C/#!(( $1 RCRJ#/M!/ '!0 (%C/#$!

/$ '!'%;( ($JRC( $1 RCRJ#/M!/ PR$C((

/$ '!'%;( G$& 0(CR#P/#$! $1 (%C/#$!

/$ '!'%;( C$(/ $1 (%C/#$!

(J""(/#$!( /$ #MPR$ /3 CJRR!/ G$&

PERSONAL PRO!ILE%

N25e%

Se2o/% -/3 J." P."


67/72

TO ANALYSE THE E!!ECTI$ENESS O! RECURITMENT AND

SELECTION PROCESS%

-. Which stage of selection process you would find it easy@

a. 'ptitude /est)

b. /echnical interview)

c. Personal #nterview.

. 0uring the interview process recruiters briefing about *

!2>o9Hg

S29@e= S29@e= U/=e>=e= D9929@e=

Hg

D9929@e=

Company2pectations of the

organi4ation

Gob specification /itle(alary package

welfare1acilities Llike food)

/ransportation)accommodation etc.)

5. 're you satisfied with the company>s career policy and goals@

a. ;es

b. !o

6. What are the major issues for colleagues leaving the job@

a. (alary)

b.Welfare (cheme)

c. "rowth)


68/72

d. Gob (ecurity.

7H 3ow did you feel the contents of the offer letter issued by the organi4ation@

!2>o9

Hg

S29@e= S29@e= U/=e>=e= D9929@e=

Hg

D9929@e=

(alary

%ocation

Position

/ime allotted for joining

0ocuments Re8uired forjoining

-. 're you satisfied with the payment@

a. ;es)

b. !o.

. 0id Company rewards you for your contributions @

a. yes

b. !o

5. #f yes) what are the ways of rewards@

a. Cash #ncentive>s)

b. Kind #ncentive

c. Promotion

d. others.

6. 're you satisfied with the training program given to you@

a. /o a great e2tent


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b. /o some e2tent

c. /o a little

d. 0on>t know

7. 3ave you undergone training to learn a job@

a. ;es)

b. !o.

TO ANALYSE SOURCES O! RECRUITMENT PROCESS

-. 3ow did you receive information about Recruitment@

a. /hrough 1riends )

b. mployment 2change)

c. Campus)

d. others

. What were given to you during recruitment process@

a. &ook let)

b. &rouchers)

c. %eaflet)

d. Company "ift.

5. Was complete information about job given to you during screening@

a. ;es)


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b. 'daptability)

c. $thers.

6. 0oes the company provide you an enough opportunity to interact withother employees on a normal level@

a. ;es

b. !o

7. 0oes the management understand the problem you face on your jobs@

a. ;es

b. !o

SUGGESTIONS TO IMPRO$E THE CURRENT JO"%

-. 're you satisfied with the e2isting job@

a. ery satisfied

b. (atisfied

c. !either

d. 0issatisfied

e. ery dissatisfied

. #s the current job related to area of interest@

a. ;es

b. !o

c. Partial


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Date post:	03-Jun-2018
Category:	Documents
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Recruitmentation and Selection

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