Edited Project Fulll.docx_1524468476442.pdf

RECRUITMENT & SELECTION PROCESS

CHAPTER-I INTRODUCTION

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RECRUITMENT & SELECTION PROCESS

INDUSTRY PROFILE One cannot simply think of economic development without the growth of the cement Industry. Cement one of the basic element for se ng up storage and heath infrastructure plays a crucial role in economic development of a country. Having more then a hundred and fi y years of history it had been used extensively construc on may e considered as one of the yard s cks in scaling economy It is core sector industry and a rise in the price of cement is bound t have infla onary effects on other industries with in the economy. India is the second largest cement producing country a er china. The industry is characterized by a high degree of fragmenta on that has creator intense compe

ve

pressure on price realiza ons. Spread across length and breath of the country there are 120 large plants belonging to 56 companies of around 135 Million Tones (MT) as March 2002. The industry was totally decontrolled in March 1989 and deli censed in July 1991 leading to a rapid increase in installed capacity from 61.55 Million Tones per annum in 1989-90 to 105.25 Million Tones per annum in 1996-97. Today cement ranks among the to five industries in terms of their contribu on to the union excise duty. Cement manufacturing involves ha ng a mixture of limestone and clay Par al fusion occurs and umps called clinker are formed. The clinker is mixed with li le amount of gypsum to give ordinary Portland cement (OPC), mixing this with blast furnace slag or husk yields. Portland slag cement (PSC) and Portland pozzolonna cement (PPC). The producing capaci es of are PPC and PFS are 70 18 and 11 percent respec vely The manufacturing process has also changed from the inefficient wet process to the more efficient dry process 87% to the total capacity is of dry process and 13% is not. S.D.G.S. Degree College, Hindupur 2

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RECRUITMENT & SELECTION PROCESS

Cement consump on growth is highly correlated to the GDP growth and serves and a leading indicator. More industrial ac vi es and greater purchasing power means more asset forma on and thus more consump on of cement.

INDUSTRY STRUCTURE The total world produc on of cement if to be around 1400MT. Asia is the largest consumer followed by Europe & the America. India’s installed capacity and produc on for 1996-97 was 105.25 Million Tones per annum & 76.22 including mini and white sector. With 3.8 MT more already becoming opera onal this year and another 3 MT to be added, there will be 57 large cement companies with 114 plants and an installed capacity of 109 Million Tones per annum. Before 1991 the Government uses to the biggest consumer of cement accoun ng for almost 4%-45%. Since then its share has been coming down and now stands at about 30%. About 37% is es mated taken up by the retail segment. The cement sector is rela vely from interna onal trade. Being a very bulky item, Interna onal Trade is very limited and only between neighboring states. Although India has been consistently expor ng cement in the volume of exports took a bea ng a er the southern Asian crises. From a peak of 2.68MT 1998-99 cement exports from India have slid down to 2.06MT in 1998-99. With the expected huge demand in the Asian countries the future India being a convenient country for the export oriented and with the cheaper labour there are many cement companies entering India. Cement is preferred as building material in India. It is used extensively in house hold S.D.G.S. Degree College, Hindupur 3

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RECRUITMENT & SELECTION PROCESS and industrial construc on. Earlier government sector used to consume 50% of the cement sold in India, but in the last decade it share has come down to 35% rural areas consume less 23%f the total cement. Availability of cheaper building material for the nonpermanent structure affects the rural demand. The budget gave substan al incen ves to private sector construc on companies ongoing liberaliza on will lead to an increase in industrial ac vi es and infrastructure development so it is hoped that Indian cement industry shall boom again in near future. The Na onal highway Act to allow private toll collec on and iden fied projects, bridge expressways for private construc on.

MARKETING Cement being a commodity item has w margins and its bulky nature ensures that the supply is determined by the economical transporta on distance, this led to the forma on of regional markets, Western, Northern, Southern and eastern. And the concentra on f limestone deposits in a few states has a led t the concentra on of limestone the forma on of cement pant clusters at seven loca ons. Having surpassed the period of shortage and achieving high growth in capacity, implying springing up many plants, the industry is ge ng compe

ve. Hence the necessary and need for coordina on marke ng efforts. The surplus cement that emerged towards end of the 1980’s necessitated the Indian

cement industry to develop marke ng strategies and look for new areas of cement usage. On such are iden fied was the coast of concrete roads. Since 1988 the cement manufacturers associa on has propagated the idea of concrete roads through a series of seminars, workshops and delibera ons at decision-making eves at both state and central governments discussion with metropolitan authori es and other involved in road building ac vi es. As a result the Delhi- Matura road is under construc on. The city of Bombay has already competed construc on of one-third f its 350km arterial roads with concrete. More concrete roads and likely to be built in India both in the private and government sectors including toll roads and express highways. The government has recently asked for private par cipa on including foreign investment for the construc on of toll roads, some which are likely to be concrete. S.D.G.S. Degree College, Hindupur 4

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RECRUITMENT & SELECTION PROCESS

The incen ves offered to private builders include a guarantee f minimum reasonable rate of return on their investments, increase debt equity ra o up to 100% foreign equity par cipa on development of service and rest areas along the road. Expressways between Bombay, - Nasik, Bombay – Pune, Bangalore – Mysore and Bombay- vododara are some of the roads iden fied.

LANCO INDUSTRIES LIMITED is one of the beat mini- blast furnace big iron manufacturing units in our country and it is the 5th plant under TATA-KRE technology. The company was incorporated on November 1st 1991 under the company’s act -1956, in the name of LANCO FERROLTD. The company started construc on work in august 1993. The en re construc on work was competed in a record me of 12 months. This was achieved best efforts of the contractors. With this achievement, the company started commercial produc ons from September 1994 onwards. The name LANC FERRRO LIMITED was changed to LANCO INDUSTRIES LIMITED on July 6th 1994. LANCO INDUSTRIES LIMITED is located in between Tirupathi and srikalahas . The reasons for localiza on of Lanco industries at Rachagunneri village, srikalahas Mandal of chitoor district, Andhra Pradesh is as follows 1. Cheap availability of required land. 2. There is more water resource. 3. The distance between the harbor and present work spot is less. 4. Proximity to the raw material 5. Proximity to the marke ng. 6. To have financial subsidy. 7. Nearer to the railway sidings. 8. Well connected to the road, rail and port. 9. Availability of labour at cheaper rate.

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RECRUITMENT & SELECTION PROCESS

COMPANY PROFILE ESTABLISHMENT Lanco group is a fast growing and leading Indian Industrial group, which has blazed a trial of success in civil Engineering, big iron, cement, surface transport, shipping services and other areas of industrial ac vity. S.v.contractors seaways shipping services limited. Kalahasthi cas ngs limited and Lanco steels limited. Are all frontline companies in their respec ve field of ac vity M/s Lanco Ferro Limited, producing big iron, was established in the year 1993 on June 9th at Rachagunneri (vill), Srikalahas (mandal), chitoor (district), AP. It was renamed as M/s Lanco Industries Limited. N the 1st September 1994, when the Management started the produc on of cement. The cement unit with state of the art ver cal sha kin well qualified personnel producing Portland slag cement. The annual capacity of the cement plant is 90.000 tones. Lanco Industries limited is presently at internal assessment stage of ISO 9002 cer fica on for its manufacturing process.

LOCATION OF THE PLANT Lanco Industries limited is located in between Tirupa and srikalahas with 30km and 10km distance respec vely. Loca on of the pant at this place i.e., at Rachagunneri village of chitoor district, A.P. having the following advances ⦁ Cheap availability of required land ⦁

There is more water resource.

⦁

The distance between the harbor and present work spot is less.

⦁

Proximity to the raw materials.

⦁

Proximity to the marke ng.

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RECRUITMENT & SELECTION PROCESS ⦁

To have financial subsidy.

⦁

Nearer to the railway sidings.

⦁

Well connected to the road rail and port.

⦁

Availability of labour at cheaper rate.

CURRENT OPERATIONS Presently company is manufacturing 53 grades, ordinary Portland, Portland cement (OPC) with brand “LANCO”. The different varie es of cement that are being manufactured at the factory are ⦁

Ordinary Portland cement (OPC)

⦁

Portland slag cement (PSC)

⦁

Rtand pozzolonna cement (PPC)

At present company is manufacturing Lanco cement 53 grade. At present abut 8000 tones of various grades of cement is having daily manufactured at the factory.

SAILENT FEAUTURES OF LANCO CEMENT ⦁

High strength & high quality and great durability.

⦁

A very percep ble saving in cost (20%-25%) due to low se ng me.

⦁

Superior quality of the cement resul ng in a be er overall finish.

⦁

Stronger bonding with aggregates.

⦁

Full strength had given to any construc on (pig iron)

A Lanco industry is impor ng coke from china. Japan and Australia because there is scarcity of prime cooking coal, which is the raw material for producing coke. S.D.G.S. Degree College, Hindupur 7

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RECRUITMENT & SELECTION PROCESS The coke, which is imported, comes to Chennai port, which is approximately 100km away from the site. And from there it is brought to the site. And also fluxes, which are required to produce pig iron like Limestone, Dolomic, Quartzite and Manganese, are available in near by districts.

PLANTS UNDER THE GROUP The general administra on of the company is carried out by the managing Director, and General Managers of finance, commercial, Opera onal, materials, purchase, Human Resource and Administra on. The chairman and managing Directors are holding overall control on administra on in the aspects, with the help of vice-president and other General Managers. The board consists of five members as Directors, vice-chairman, a managing Directors and a company secretary. The name LANCO has been derived from the promoter of the Group Sri. Lagadapathi Amarappa Naidu. The Lanco group is a diversified mul faced conglomerate with the business interests in Pig-iron, cement, power, graded cas ngs, spun pipes, informa on Technology and infrastructure development. The Lanco group is promoted by young Technology with excep onal entrepreneur skills with a mission and great vision and the top agenda to put the group on the Global corporate may be during the next 10 years.

LANCO INDUSTRIES LIMITED Established in the year 1993. An ISO 9002 company, it had set up a state of the art, integrated facility for pig-iron through mini- blast furnace route conforming to the latest S.D.G.S. Degree College, Hindupur 8

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RECRUITMENT & SELECTION PROCESS interna onal technology with ini al capacity of 100000 TPA. Its quality products of S gGrade pig-iron are being supplied to foundries in the south. As a forward integra on, it has u lized the slag produced in the pig-iron manufacturing process to install the cement plant with a capacity of 90000 TPA. The uninterrupted power requirement for the energy intensive plant is being met through a 2.5 MW co-genera on power plant. Due to serve compe

on

and survival, company has increased the produc on capacity from 90000 TPA to 150000 TPA from 2003.

LOCATION A Lanco Industry Limited is a rural based factory sprawling over many areas of land with deep resources and congenial soil. It is located in Rachagunneri village near rupathi. Nearly 50% of the consump on of electrical power is supplied by APSEB, government of Andhra Pradesh and other 50% of power is maintained by the company owned DG sets and power plants. Since it is rural area labour poten al is available and also company is enjoying the subsides from state government. The Lanco group is a diversified mul faced onglo merale, with business interests in pig-iron, cement, power graded cas ngs, spun pipes, real estate development, informa on technology a past from infrastructure us development promoted by entrepreneurial skills and the agenda to put the group on the global corporate map during the next 10 years.

LANCO KALAHASTI CASTINGS (merged with Lanco Industries limited) Established in 1997 and strategically located in close proximity to the mini blast furnace of the pig-iron plant, it has a clear economic mileage over other cas ngs sites. The molten from the blast furnace is directly used as a basic raw material to produce graded cas ngs, cast iron pipes and duc le iron-pipes with a capacity of 60000 TPA, which will be gradually expanded to meet through 10 MW cap ve power plants. To emerge to meet the necessi es and the self-sufficiency, it was decided to enhance the produc on capacity from 60000 TPA from 2003.

INTRODUCTION OF HR POLICY: S.D.G.S. Degree College, Hindupur 9

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RECRUITMENT & SELECTION PROCESS The Lanco group is a diversified mul

faced conglomerate with the business

interests in pig-iron, cement, spun pipes, coke oven and 12MW power plant. Plant located Rachagunneri village near sriklalahasthi.

PIG-IRON DIVISION: “Blossoming of a fiery bud!” exclaimed Dr. Shankar Dayal sharma, the then president of India while inaugura ng the pig-iron plant of Lanco industries limited in September 1994.And the bud has indeed blossomed! Commissioned in a record me of 11 months, Lanco industries limited and 90000 tones per annum pig-iron plant surpassed its rated capacity just a er two years of commissioning. Later it transformed the slag-a waste by-product, into produc ve slag cement with se ng-up of cement plant. The pig-iron plant capacity was upgraded to 150000 tones per annum in the year 2003.

CEMENT DIVISION Established in the year of 1996 the basic raw material is slag, produced in the pig-iron manufacturing process to install the cement plant with a capacity of 90000 TPA. Lanco cement is the result of a unique blend of slag and clinker with the following destruc ve characteris cs.

SPUN PIPE DIVISION Established in 1997 and strategically located in close proximity to the mini blast furnace of the pig-iron plant, it has a clear economic mileage over other cas ngs sites. The molten metal from the blast furnace is directly used as basic raw material to produce graded cas ngs, cast iron pipes and duc le iron pipes with a capacity of 90000 TPA. pre- analyzed liquid metal from blast furnace is taken in to induc on furnace. The metal is superheated to a temperature of about 1520 c and adjusted for chemical composi on by addi on of addi on of steel scrap and ferro silicon. S.D.G.S. Degree College, Hindupur 10

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COKE OVEN PLANT Established in 2005.the basic raw materials for the mini blast furnace, the coke oven plant capacity of 90000 TPM. Lanco industries limited is engaged in engaged in manufacturing of the duc le iron pipes manufacturing through a spinning process from 1999, with a capacity of 100000 tones/ year. To meet the pipes plant requirement of hot metal Lanco operates a mini blast furnace with a capacity of 165000 tones/ year. The plant was commissioned in many 2005 and is producing to the rated capacity of 125000 tones/ year.

POWER PLANT Lanco industries limited has installed a 12MW cap ve power plant whose input would be hot waste gases from non-recovery type coke oven as source of energy to generate electricity of 79.2 MU annually. Steam produced in the above process will be u lized to run on T.G set for genera ng power.

IDENTITY CARD All the employees are issued with an iden ty card, which has a photograph, name & employee no. duly signed both by the employee and the competent authority. Every employee has a display the iden ty card while he/she in on duty. Their admission into the premises can be denied by the security, if they are found not wearing the iden ty card.

UNIFORM, SHOES & PROTECTIVE EQUIPMENT: All the employees who are on the regular rolls of the company are issued two pairs of uniform and one pair of shoes. All the employees are expected to come to their du es in S.D.G.S. Degree College, Hindupur 11

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RECRUITMENT & SELECTION PROCESS uniform. The employees working in the plant opera ons are provided with helmets and safety shoes. Depending on the nature of work, it is obligatory on the part of employee to draw the required safety appliances like gloves, goggles, respirators, and earplugs etc. from the stores through safety department and use them. Failure to do so shall a ract appropriate ac on.

WORKING DAYS & TIMINGS: Since ours is a con nuous process industry the factory shall run con nuously for 24 hrs on all the days through out the years. Therefore, three shi s are run with dura on of 8 hrs and the weekly holiday shall be on staggered manner. Sunday is a normal weekly holiday for non-technical personnel. The other employees are specifically informed about their weekly off days.

TIMINGS The shi s and general shi

mings are as stated below:

S.NO

SHIFT

TIMINGS

01

A

6.00 TO 14.00

02

B

14.00TO 22.00

03

C

22.00 TO 06.00

04

GENERAL -1

8.00 TO 16.30

05

GENERAL -2

9.00 TO 17.30

ATTENCENCE & PUNCTUALITY: All the employees are expected to come for duty regularly and well in me to maintain the punctuality.

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RECRUITMENT & SELECTION PROCESS The employee at the me of entry and exit has to punch the card or sign in the register that is kept at the office.

ABSENTEEISM: All the employees are expected to be punctual and regular for the duty. The leave rules give enough provision to avail them on a planned manner and also for exigencies. In case if the employee does not report for work and absents him/her without permission of in ma on, then the management shall ini ate appropriate disciplinary ac on against the employee. This will ul mately, affect his performance and in the evalua on systems.

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RECRUITMENT & SELECTION PROCESS

CHAPTER-II REVIEW OF LITERATURE

RECRUITMENT PROCESS: The recruitment and selec on is the major func on of the human resource department and recruitment process is the first step towards crea ng the compe

ve

strength and the strategic advances for the organiza ons. Recruitment process involves a systema c procedure from sourcing the candidates to arranging and conduc ng the interviews and requires many resources many resource and me. A general recruitment process is as follows:

IDENTIFYING THE VACANCY: S.D.G.S. Degree College, Hindupur 14

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RECRUITMENT & SELECTION PROCESS

The recruitment process begins begins with the human resource department receiving requisi ons for recruitment from any department of the company. These contain: ⦁

Posts to be filled

⦁

Number of persons

⦁

Du es to be performed

⦁

Qualifica ons required

⦁

Preparing the job descrip on and person specifica on.

⦁

Loca ng and developing the resources of required number and type of employees.

⦁

Short-lis ng

and

iden fying

the

prospec ve

employee

with

required

characteris cs. ⦁ Arranging the interviews with the selected candidates. ⦁

Conduc ng the interview and decision making. The recruitment process is immediately followed by the selec on process i.e. the

final interviews and the decision making, conveying the decision and the appointment formali es.

MEANING OF RECRUITMENT: According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and s mula ng them to apply for jobs in the organiza on”. Recruitment is the ac vity that links the employers and the job seekers. A few defini ons of recruitment are: A process of findings and a rac ng capable applicants for employment. The S.D.G.S. Degree College, Hindupur 15

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RECRUITMENT & SELECTION PROCESS process begins when new recruits are sought and ends when their applica ons are submi ed. The result is a pool of a applica ons from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effec ve measures for a rac ng that manpower in adequate numbers to facili es effec ve selec on of an efficient working force which helps create a pool of prospec ve employees for the organiza on so that the management can select the right candidate the selec on process. Recruitment of candidates is the func on preceding the selec on, recruitment is a con nuous process whereby the firm a empts to develop a pool of qualified applicants for the future human resources needs even through specific vacancies do not exit. Usually, the recruitment process starts when a manger ini ates an employee requisi on for a specific vacancy or an an cipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES: PLANNED The needs arising from changes in organiza on and re rement policy.

ANTICIPATED An cipated needs are those movements in personnel, which an organiza on can predict by studying trends in internal and external environment.

UNEXPECTED Resigna on, deaths, accidents, illness give rise to unexpected needs. A ract and encourage more and more candidates to apply in the organiza on. Create a talent pool of candidates to enable the selec on of best candidates for the organiza on. Determine present and future requirement of the organiza on in conjunc on with its personnel planning and job analysis ac vi es. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selec on process by decreasing number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job

applicants once recruited and selec on will leave the organiza on only a er a short period S.D.G.S. Degree College, Hindupur 16

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RECRUITMENT & SELECTION PROCESS of me. Meet the organiza on legal and social obliga ons regarding the composi on of its workforce. Begin iden fying and preparing poten al job applicants who will be appropriate candidates.

Increase organiza on and individual effec veness of various recrui ng

techniques and sources for all types of job applicants.

PURPOSE & IMPORTANCE OF RECRUITMENT SOURCES OF RECRUITMENT

INTERNAL ⦁ ⦁ ⦁ ⦁ ⦁ ⦁ ⦁

Transfers Promo ons Up grading Demo on Re red employees Retrenched employees Dependents and rela ves of deceased employees.

EXTERNAL ⦁ ⦁ ⦁ ⦁ ⦁ ⦁

Press adver sements Educa onal ins tutes Placements agencies/ outsourcing Employment exchanges Labour contractors Recruitment at factory gate

INTERNAL SOURCES TRANSFERS: The employees are transferred from one department to another according to their efficiency and experience ❖ PROMOTIONS: The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. ❖ Others are upgrading and demo on of present employees according to their performance. ❖ Re red and retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save me and costs of the organiza onal culture and the policies and procedures. ❖ The depends and rela ves of deceased employees and disabled employees are also S.D.G.S. Degree College, Hindupur 17

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RECRUITMENT & SELECTION PROCESS done by many companies so that the members of the family do not become dependent on the mercy of others.

EXTERNAL SOURCES 1.

PRESS ADVERTISMENTS: Adver sements of the vacancy in newspapers and journals are a widely used

source of recruitment. The main advantage of this method is that it has a wide reach.

2.

EDUCATIONAL INSTITUTES: Various management ins tutes, engineering colleges, medical colleges etc.

are a good source of recrui ng well qualified execu ves, engineers, medical staff etc. They provide facili es for campus interviews and placements. This source is known as Campus Recruitment.

3.

PLACEMENT AGENCIES: Several private consultancy firms perform recruitment func ons on behalf of

client companies by charging a fee. These agencies are par cularly suitable for recruitment of execu ves and specialists. It is also known as RPO (Recruitment Process Outsourcing)

4.

EMPLOYMENT EXCHANGES: Government establishes public employment exchanges throughout the

country. These exchanges provide job informa on to job seekers and help employers in iden fying suitable candidates.

5.

LABOUR CONTRACTORS: Manual workers can be recruited through contractors who maintain close

contracts with the sources of such workers. This source is used to recruit labour for construc on jobs.

6.

PRESS ADVERTISMENTS: Adver sements of the vacancy in newspapers and journals are a widely used

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RECRUITMENT & SELECTION PROCESS source of recruitment. The main advantage of this method is this method is that it has a wide reach.

7.

EDUCATIONAL INSTITUTES: Various management ins tutes, engineering colleges, medical colleges etc.

Are good sources of recrui ng well qualified execu ves, engineers, medical staff etc. They provide facili es for campus interviews and placements. This source is known as Campus Recruitment.

8. PLACEMENT GENCIES: Several private consultancy firms perform recruitment func ons on behalf of client companies by charging a fee. These agencies are par cularly suitable for recruitment of execu ves and specialists. It is also known as RPO (Recruitment Process Outsourcing)

9. EMPLOYMENT EXCHANGES: Government establishes public employment exchanges throughout the country. These exchanges provide job informa on to job seekers and help employers in iden fying suitable candidates.

10. LABOUR CONTRACTORS: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construc on jobs.

11. UNSOLICITED APPLICANTS: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work rou ne of the enterprise. But can help in crea ng the talent pool for the database of the probable candidates for the organiza on.

12. EMPLOYEE REFERRALS/ RECOMMENDATIONS: Many organiza ons have structured system where the current employees of the organiza on can refer their friends and rela ves for some posi on in their organiza on. Also, the office bearers of trade unions are o en aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organiza ons these are S.D.G.S. Degree College, Hindupur 19

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RECRUITMENT & SELECTION PROCESS formal agreements to give priority in recruitment to the candidates recommended by the trade union.

13. RECRUITMENT AT FACTORY GATE: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

FACTORS AFFECTING RECRUITMENT The recruitment func on of the organiza ons is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors which cannot be controlled by the organiza on. And the external factors are those factors affec ng recruitment func on of an organiza on are:

FACTORS AFFECTING RECRUITMENT

EXTERNAL FACTORS ■ ■ ■ ■

Supply and demand Labour Market Image/Goodwill Poli cal-social-legal Environment ■ Unemployment rate ■ Compe tors

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INTERNAL FACTORS ■ Recruitment policy ■ Human resource planning ■ Size of the firm ■ Cost of recruitment ■ Growth and expansion

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RECRUITMENT & SELECTION PROCESS

The internal forces i.e. the factors which can be controlled by the organiza on are: INTERNAL FACTORS: 1.

RECRUITMENT POLICY: The recruitment policy of an organiza on specifies the objec ves of

recruitment and provides a framework for implementa on of recruitment programme. It may involve organiza onal system to be developed for implemen ng recruitment programmes and procedures by filling up vacancies with best qualified people.

FACTORS AFFECTING RECRUITMENT POLICY

2.

⦁

Organiza onal objec ves

⦁

Personnel policies of the organiza on and its compe tors.

⦁

Government policies on reserva ons.

⦁

Preferred sources of recruitment.

⦁

Need of the organiza on.

⦁

Recruitment costs and financial implica ons.

HUMAN RESORCE PLANNING Effec ve human resource planning helps in determining the gaps present in

the exis ng manpower of the organiza on. It also helps in determining the number of employees to be recruited and what qualifica on they must possess.

3.

SIZE OF THE FIRM: The size of the firm is an important factor in recruitment process. If the

organiza on is planning to increase its opera ons and expand its business, it will think of hiring more personnel, which will handle its opera ons.

4.

COST Recruitment incur cost to the employer, therefore, organiza ons try to

employ that source of recruitment which will bear a lower cost of recruitment to the organiza on for each candidate. S.D.G.S. Degree College, Hindupur 21

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RECRUITMENT & SELECTION PROCESS

5.

GROWTH ANDEXPANSION: Organiza on will employ or think of employing more personnel if it is

expanding its opera ons.

EXTERNAL FACTORS: The external forces are the forces which cannot be controlled by the organiza on. The major external forces are:

1.

SUPPLY AND DEMAND The availability of manpower both within and outside the organiza on is an

important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by them special training and development programs.

2.

LABOUR MARKET Employment condi ons in the community where the organiza on is located will

influence the recrui ng efforts of the organiza on. If there is surplus of manpower at the me of recruitment, even informal a empts at the me of recrui ng like no ce boards display of the requisi on or announcement in the mee ng etc will a ract more than enough applicants.

3.

IMAGE/ GOODWILL Image of the employer can work as a poten al constraint for recruitment. An

organiza on with posi ve image and goodwill as an employer finds it easier to a ract and retain employees than an organiza on with nega ve image. Image of a company is based on what organiza on does and affected by industry. For example finance was taken up by fresher MBA’s when many finance companies were coming up. 4.

POLITICAL-SOCIAL-LEGAL ENVIRONMENT

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RECRUITMENT & SELECTION PROCESS Various government regula ons prohibi ng discrimina on in hiring and employment have direct impact on recruitment prac ces. For example, government of India has introduced legisla on for reserva on in employment for scheduled castes, scheduled tribes, physically handicapped etc. also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best

E- RECRUITMENT The internet penetra on in India is increasing and has tremendous poten al. According to a study by NASSCOM – “jobs is among the top reasons why new users will come on to the internet, besides e-mail.” Therefore are more than 18 million résumé’s floa ng online across the world. The buzzword and the latest in recruitment is the “E-Recruitment”. Also known as “online recruitment”, it is the use of technology or the web based tools to assist the recruitment process. The tool can be either a job website like naukri.com, the organiza on’s corporate web site or its own internet. Many big and small organiza ons are using internet as a source of recruitment. They adver se job vacancies through worldwide web. The job seekers send their applicants or curriculum vitae (CV) through an e-mail using the internet. Alterna vely job seekers place their CV’s in worldwide web, which can be drawn by prospec ve employees depending upon their requirements.

The two kinds of e- recruitment that an organiza on can use is Job portals- i.e. pos ng the posi on with the job descrip on and the job specifica on on the job portal and also searching resumes posted on the site corresponding to the opening in their organiza on. Crea ng a complete online recruitment/applica on sec on in the companies own website- companies have added an applica on system to its website, where the ‘passive’ job seekers can submit their resumes into the database of the organiza on for considera on in future, as and when the roles become available. Resume scanners: Resume scanner is one major benefit provided by the job portals to the organiza ons. It enables the employees to screen and filter the resumes through pre-defined criteria’s and requirements (skills, qualifica ons, experience, payroll etc.) of the job. S.D.G.S. Degree College, Hindupur 23

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Job sites provide a 24* 7 access to the resumes to the employees facilita ng the just-in- me hiring by the organiza ons. Also, the jobs can be posted on the site almost immediately and is also cheaper than adver sing in the employment newspapers. Some mes companies can get valuable references through the “passers-by” applicants. Online recruitment helps the organiza ons to automate the recruitment process, save their me and costs on recruitments.

Online recruitment techniques ✓ Giving a detailed job descrip on and job specifica ons in the job pos ngs to a ract candidates with the right skill sets and qualifica ons at the first stage. ✓ E-Recruitment should be incorporated into the overall recruitment strategy of the organiza on. ✓ A well defined and structured applicant tracking system should be integrated and the system should have a back-end support. ✓ Along with the back-office support a comprehensive website to receive and process job applica ons (through direct or online adver sing) should be developed Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of recruitment.”

Types of job seekers 1. QUID PRO QUE These are the people who say that “I can do this for you, what can you give me”. These people value high responsibili es, higher risks, and expect higher rewards, personal development and company profiles doesn’t ma er to them. I will be with you these people like to be with big brands. Importance is given to brands. They are not bothered about work ethic, culture mission etc. I will do you what you want these people are concerned about how meaning the job is and they definite meaning parameters criteria known by previous job.

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RECRUITMENT & SELECTION PROCESS Where do you want me to come these people observe things like where is your office, what atmosphere do you offer. Career prospects and exci ng projects don’t en ce them as much. It is the responsibility of the recruiter to decide what the employee might face in given job and thus take decision. A good decision will help cut down employee reten on costs and future recruitment costs.

RECRUITMENT MANAGEMENT SYSTEM Recruitment management system is the comprehensive tool to manage the en re recruitment processes of an organiza on. It is one of the technological tools facilitated by the informa on management, payroll and other systems, Recruitment management system helps to contour the recruitment processes and effec vely managing the ROI on recruitment. The features, func ons and major benefits of the recruitment management system are explained below: ⦁

Structure and systema cally organize the en re recruitment processes.

⦁

Recruitment management system facilitates faster, unbiased, accurate and reliable

⦁

processing of applica ons from various applica ons. Helps to reduce the me-per-hire and cost-per=hire.

⦁

Recruitment management system helps to incorporate and integrate the various links like the applica on system on the official website of the company, the unsolicited applica ons, outsourcing recruitment, final decision making to the main

⦁

recruitment process. Recruitment management system maintains an automated ac ve database of the applicants facilita ng the talent management and increasing the efficiency of the

⦁

recruitment processes. Recruitment management system provides and a flexible, automated and interac ve

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RECRUITMENT & SELECTION PROCESS interface between the online applica on system, the recruitment department of the ⦁

company and the job seeker. Offers tolls and support to enhance produc vity, solu ons and op mizing the

⦁

recruitment processes to ensure improved ROI. Recruitment management system helps to communicate and create healthy rela onships with the candidates through the en re recruitment process. The Recruitment Management System (RMS) is an innova ve informa on system

tool which helps to sane the me and costs of the recruiters and improving the recruitment processes.

Outsourcing Recruitment Outsourcing the human resource (HR) processes is the latest prac ce being followed by middle and large sized organiza ons. It is being witnessed across all the industries. In India, the HR processes are being outsourced from nearly a decade now. Outsourcing industry is growing at a high rate. Human Resource Outsourcing refers to the process in which an organiza on uses the expert services of a third party (generally professional consultants) to take care of its HR func on. The func ons that are typically outsourced are the func ons that need exper se, relevant experience, knowledge and best methods and prac ces. This has given rise to outsourcing the various HR func ons of an organiza on. HR consultancies such as Ma Foi and plan man consul ng provide such services through expert professional consultants. Human resources business process outsourcing (HR BPO) is a major component of the worldwide BPO market. Performance management outsourcing involves all the performance monitoring, measurement, management being outsourced from a third party or an external organiza on. Many organiza ons have started outsourcing its recruitment process i.e. transferring all or some part of its recruitment process to an external consultant providing the recruitment services. It is commonly known as RPO i.e. recruitment process outsourcing. More and more medium and large sized organiza ons are outsourcing their recruitment process right from the entry level jobs to the C- level jobs. S.D.G.S. Degree College, Hindupur 26

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The present value of the recruitment process outsourcing industry (RPO) in India is es mated to be $2.5 billion and it is expected to grow at the annual rate of 30-40 percent for the next couple of years. According to a recent survey, only 8-10 percent of the Indian companies are complete recruitment processes. However, the very fast rate and so is the percentage of their total recruitment processes being outsourced. Outsourcing organiza ons strive for providing cost saving benefits to their clients. One of the major advantages to organiza ons, who outsource their recruitment process, is that it helps to save up to as much as 40 percent of their recruitment costs. With the experience, exper se and the economies of scale of the third party, organiza ons are able to improve the quality of the recruits and the speed of the whole process. Also, outsourcing enables the human resource professionals of organiza ons to focus on the core and other HR and strategic issues. Outsourcing also gives a structured range from preparing job descrip ons to arranging interviews, the ac vi es that consume almost 70 percent of the me of the whole recruitment process. Outsourcing the recruitment processes for a sector like BPO, which faces an a ri on of almost 50-60 percent, can help the companies in BPO sector to save costs tremendously and focus on other issues like reten on. The job seekers are also availing the services of the third par es (consultants) for accessing the latest job opportuni es. In India, the trend of outsourcing recruitment is also catching up fast. For example: Vodafone out source its recruitment ac vi es to Alexander Mann solu ons (RPO service provider). Wipro has outsourced its recruitment process to Merit Trac. Yes bank is also known to outsource 50 percent of its recruitment processes.

Advantage of Outsourcing Recruitment Tradi onally, recruitment is seen as the cost incurring process in an organiza on. HR outsourcing helps the HR professionals of the organiza ons to concentrate on the strategic func ons and processes of human resource management rather than was ng their efforts, me and money on the rou ne work. S.D.G.S. Degree College, Hindupur 27

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Outsourcing the recruitment process helps to cut the recruitment costs to 20% and also provide economies of scale to the large sized organiza ons.

Recruitment Trends in KPO Knowledge process outsourcing (KPO) is the next big thing in the outsourcing sector. By 2010, Indian KPO sector is established to have 71 percent share of the global KPO sector. The KPO industry in India is growing at a tremendous rate. KPO sector is growing and so are the job opportuni es in this sector. The industry currently employees more than 26000 employees and are expected to grow to 250000 employees by 2010 (as es mated by NASSCOM).

The quali es looked for in candidates are: ⦁

Business acumen

⦁

Strong analy cal and quan ta ve skills

⦁

Flair for research, eye for detail

⦁

Understanding of various sectors

⦁

Communica on skills

⦁

Leadership capabili es

The final recruitment process in KPOs generally consists of the following rounds: S.D.G.S. Degree College, Hindupur 28

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RECRUITMENT & SELECTION PROCESS ⦁

Ap tude tests

⦁

Case study rounds

⦁

2 or 3 interview rounds

Depending upon the qualifica ons, the package for the fresher range from 2 lacks p.a to lacks. The KPOs are recrui ng post graduates in bulk. MBA’s and post graduates are in great demand in KPOs. A from the management related posi ons like HR, finance etc., KPOs are recrui ng from B-schools for various posi ons in research like research analysts in various domains like market research, financial services etc. the opportuni es range from primary to secondary research. The industry also provides lucra ve career op ons to graduates with excellent academic records to start career in research.

Recruitment strategies Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organiza on depends on the effec veness of its recruitment func on. Organiza ons have developed and follow recruitment strategies to hire the best talent for their organiza on and to u lize their resource op mally. A successful recruitment strategy should be well planned and prac cal to a ract more and good talent to apply in the organiza on. For formula ng an effec ve and successful recruitment strategy, the strategy should cover the following elements

1. Iden fying and priori zing jobs: Recruitment keeps arising at various levels in every organiza on; it is almost a never-ending process. It is impossible to fill all the posi ons immediately. Therefore, there is a need to iden fy the posi ons requiring immediate a en on and ac on. To maintain the quality of the recruitment ac vi es, it is useful to priori ze the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

2. Candidates to target: The recruitment process can be effec ve only if the organiza on completely S.D.G.S. Degree College, Hindupur 29

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RECRUITMENT & SELECTION PROCESS understands the requirements of the type of candidates that are required and will be beneficial for the organiza on. This cover s the following parameters as well: ■ Performance level required: Different strategies are required for focusing on hiring high performers and average performers. ■ Experience level required: the strategy should be clear as to what is the experience level required by the organiza on. The candidate’s experience can range from being a fresher to experienced senior professionals. ■ Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Source of recruitment: The strategy should define various source (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various posi ons? Employee referral is one of the most effec ve sources or recruitment.

4. Trained recruiters: The recruitment professionals conduc ng the interviews and the other recruitment ac vi es should be well-trained and experienced to conduct the ac vi es. They should also be aware of the major parameters and skills (e.g. Behavioral, technical etc.) to focus while interviewing and selec ng a candidate.

5. How to evaluate the candidates: The various parameters and the ways to judge them i.e. the en re recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews. Wri en tests, Psychometric tests etc.

HR Challenges In Recruitment: Recruitment is a func on that requires business perspec ve, experts, ability to find and match the best poten al candidate for the organiza on, diplomacy, marke ng skills (as to sell posi on to the candidate) and wisdom to align the recruitment processes for the S.D.G.S. Degree College, Hindupur 30

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RECRUITMENT & SELECTION PROCESS benefit of the organiza on. The HR professionals – handling the recruitment func on of the organiza on-are constantly facing new challenges. The biggest challenge for such professionals is to source or recruit the best people or poten al candidate for the organiza on. In the last few years, the job market has undergone some fundamental changes in terms of technologies, source s of recruitment, compe

on in the market etc. In an already

saturated job market, where the prac ces like poaching and raiding are gaining momentum HR professionals are constantly facing new challenges in one of their most important func on-recruitment. They have to face and conquer various challenges to find the best candidates for their organiza ons.

The major challenges faced by the HR in recruitment are: ⦁

Adaptability to globaliza on- The HR professionals are expected and required to keep in tune with the changing mes, i.e., the changes taking place across the globe. HR

⦁

should maintain the meliness of the process. Lack of mo va on- Recruitment is considered to be a thankless job. Even if the organiza on is achieving results, HR department or professionals are not thanked for

⦁

recrui ng the right employees and performers. Process –analysis- The immediately and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adap ve and responsive to the immediate requirements. The recruitment process should also be

⦁

cost effec ve. Strategic priori za on- The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and priori zing the tasks to meet the changes in the market has become a challenge for the recruitment professionals

Recrui ng Expatriates Expatriate is a person who leaves his country to work and live in a foreign country. Generally, expatriates are the na onals from the other countries than the host and the S.D.G.S. Degree College, Hindupur 31

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RECRUITMENT & SELECTION PROCESS MNC’s parent countries, i.e., expatriates are third country na onals. The unavailability of the required skills and talents takes the organiza on to source talent from other countries. The procedures and processes of recrui ng and selec ng the human resources are never uniform even within a single organiza on. The procedures vary according to the post, the skill set required; the nature of work etc. more of it is seen in the case of recruitment of expatriates. The recruitment and selec on procedures and considera ons are dras cally different for expatriates than that of the domes c employees. Recruitment of expatriates involves greater

me, monetary resource and other indirect

costs. Improper recruitment and selec on can cause the expatriates to return has ly or a decline in their performance. A mismatch between job (its requirements) and people can reduce the effec veness of other human resource ac vi es and can affect the performance of the employees as well as the organiza on. Recrui ng expatriates require special considera ons and skills to select the best person for the job. Except for a few expatriate selec on policies, the expatriate selec on criterion is generally organiza on and na on specific. The recruiters for recrui ng the expatriates should be carefully selected and trained. The recruitment strategies for expatriates should be aligned with requirements of the job. The interviews of expatriates are designed in a manner to judge their: ❖ Adoptability to the new culture ❖ Intercultural interac on ❖ Flexibility ❖ Professional exper se ❖ Past interna onal work experience ❖ Tolerance and open-mindedness ❖ Family situa on ❖ Language ability ❖ A tude and mo va on ❖ Empathy towards local culture S.D.G.S. Degree College, Hindupur 32

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A few researches in this field also suggest that women are morel likely to be successful in certain posi ons as expatriates as they are more sensi ve towards new culture and people. Recruitment of expatriates should be followed by cultural and sensi vity training, and language training.

Head Hun ng: Headhun ng refers to the approach of finding and a rac ng the best experienced person with the required skill set. Headhun ng involves convincing the person to join your

Organiza on.

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IDENTIFY THE PROSPECTIVE EMPLOYEE

HOLD A TALK WITH THE CANDIDATE

CANDIDATE INTERESTED

LOOK FOR SOME OTHER CANDIDATE

CALL FOR A FORMAL DISCUSSION

JOB OFFER

LOOK FOR SOME OTHER CANDIDATE

ASK THE PERSON TO JOIN AND SUBMIT VARIOUS NECESSARY DOCUMENTS.

FORMS OR RECRUITMENT: S.D.G.S. Degree College, Hindupur 34

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The organiza ons differ in terms of their size, business, processes and prac ces. A few decisions by the recruitment professionals can affect the produc vity and efficiency of the organiza on. Organiza ons adopt different forms of recruitment prac ces according to the specific needs of the organiza on. The organiza ons can choose from the centralized or decentralized forms of recruitment, explained below:

CENTRALIZED RECRUITMENT: The recruitment prac ces of an organiza on are centralized when the HR/ recruitment department at the head office performs all func ons of recruitment. Recruitment decisions for all the business ver cals and departments of an organiza on are carried out by the one central HR (or recruitment) department. Centralized forms of recruitment are commonly seen in government organiza ons.

Benefits of the centralized form of recruitment are: ⦁

Reduces administra on costs.

⦁

Be er u liza on of specialists

⦁

Uniform in recruitment

⦁

Interchangeability of staff.

⦁

Reduces favori sm

⦁

Every department sends requisi ons for requirement to their central office.

DECENTRALIZED RECRUITMENT Decentralized recruitment prac ces are most commonly seen in the case of conglomerates opera ng in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. S.D.G.S. Degree College, Hindupur 35

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RECRUITMENT & SELECTION PROCESS Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of par cular organiza on. In some cases combina on of both is used. Lower level staffs as well as top level execu ves are recruited in a decentralized manner.

Equal Employment Opportunity Equal opportunity employment refers to the approach of the employers to ensure the prac ce of being fair and impar al in the employment process. The term “equal Opportunity Employment” was first given by President Lyndon B. Johnson when he signed Execu ve order 11246 which was created to prohibit federal contractors from discrimina ng against employees on the basis of race, sex, creed, religion, colour, or na onal origin. The scope of the order also covered the discrimina on on the basis of the minority status.

DISCRIMINATION IN EMPLOYMENT Discrimina on refers to the any kind of prejudice or favori sm on the basis of ⦁

Disability

⦁

Race

⦁

Age

⦁

Sex

⦁

Sexuality

⦁

Pregnancy

⦁

Marital status In employment. No person should be treated less favorably than any other on the

basis of the specified issues above. Many countries (like SA) have already implemented Equal Opportunity Act, making it against the law to treat anybody unfairly.

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CHAPTER-III DESIGN OF THE STUDY S.D.G.S. Degree College, Hindupur 37

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RECRUITMENT & SELECTION PROCESS

NEED FOR THE STUDY In today’s compe

ve world especially recruitment and selec on process is used for

to select a right candidate for the right job in right me in the right place. This study makes the organiza on aware of recruitment process. ecruitment and selec on are the most cri cal and significant human resources func ons. Unless the organiza on has the best available employees, it will not be able to grow and flourish in the market. The drive and mo va onal levels of the employees need to be high to enable the company to a ain its goals. All the steps of the recruitment and selec on processes are equally important in a rac ng and retaining the right talent. A major part of management's job is establishing the requirements of each posi on within the organiza on. Managers then need to match the posi ons with employees possessing the right skills and ap tude for the job. den fying the requirements for each posi on in the organiza on is cri cal. Management must determine acceptable levels of qualifica on on criteria such as educa onal a ainment, past experience and skills for each posi on. Once the minimum acceptable levels have been determined, management can then set out to recruit the most suitable candidates for the job. Management and the HR department must me culously plan and list all the tasks that would be performed by employees in each job posi on. This is essen al because job candidates need to understand what will be required of them if they are hired for a par cular posi on.

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SCOPE OF THE STUDY ⦁

This system deals with whole process of recruitment. It contains different methods followed by the company.

⦁

This system is confined to recruitment system only but not selec on.

⦁

It carries out the whole process of recruitment.

⦁

It is confined to campus selec on, consultants and internal sources campus selec ons are done only from Agri-Business Schools.

⦁

There is no walk ins.

⦁

It carries out the Tele-recritment very effec vely.

OBJECTIVES OF THE STUDY ⦁

To understand the policies and procedures of recruitment and selec on in the company.

⦁

To find out the effec veness of exis ng recruitment and selec on procedure.

⦁

To find out the sa sfac on level of the employees about recruitment and selec on procedure.

LIMITATIONS S.D.G.S. Degree College, Hindupur 39

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RECRUITMENT & SELECTION PROCESS

➢

The sample size for survey is limited to 120

➢

Ge ng accurate responses from the employees is difficult due to their busy schedule

➢

Time constraint.

RESEARCH DESIGN Research methods: The required data has been collected through primary data and secondary data. Primary Data & Secondary Data: Ques onnaire Internet, Magazines and Textbooks, company records, websites Type of sampling: Convenience sampling

Sample Size: 120

Research Instrument: Ques onnaire

Data Analysis: Simple percentage, Chi-square test

SECONDARY DATA:-Secondary data is collected from the following sources. ⦁

Discussions and personal observa ons.

⦁

Organiza on report and files.

⦁

Journals and websites.

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CHAPTER-IV DATA ANALYSIS & INTERPRETATIONS S.D.G.S. Degree College, Hindupur 41

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4.1.1 TABLE SHOWING THE BASIS FOR THE SELECTION IN THE ORGANIZATION Grade No. of Respondents Qualifica on 32 previous experience 43 mul skills 45 Total 120

Percentage % 27 36 38 100

4.2.1 GRAPH

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INTERPRETATION: 36% of the employees are joined because of previous experience. And 38% of the employees were mul skilled people.

4.1.2 TABLE SHOWING WHAT MADE THE EMPLOYEES TO APPLY Grade Salary Image Management efficiency Total

No. of Respondents 29

Percentage 24

63

53

28

23

120

100

4.2.2 GRAPH

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INTERPRETATION: 53% of people joined this company because Image of company.

4.1.3 TABLE SHOWING WHAT KIND OF INTERVIEW HAD DONE WHILE SELECTION Grade Formal Informal Mixed Total

No. of Respondents 49 38 33 120

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Percentage 41 32 28 100

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4.2.3 GRAPH

INTERPRETATION: 41% of employees were joined through formal interview. And 32% of employees were joined through informal interview.

4.1.4 TABLE SHOWING OPINION ON RECRUITING CANDIDATES THROUGH INTERNAL SOURCE IS BENEFICIAL

No. of Respondents 33

Percentage

Moderate

60

50

Disagree

27 120

23

Grade Agree

Total

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4.2.4 GRAPH

INTERPRETATION: 50% of employees were feeling moderate about recruitment through internal source is beneficial.

4.1.5 TABLE SHOWING OPINION ON DIFFERENT SELECTION PROCESSES IS NEEDED FOR DIFFERENT POSITIONS Grade Agree Moderate Disagree Total

No. of Respondents 54

Percentage 45

39 27 120

33 23 100

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4.2.5 GRAPH

INTERPRETATION: 45% of the employees agreed that different selec on processes are required for different posi ons. And 33% of employees are moderate.

4.1.6 TABLE SHOWING OPINION ON TRAINING IS ESSENTIAL AFTER SELECTION Grade

No. of Respondents

Percentage

Agree

41

34

Moderate

45

38

Disagree

34

28

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RECRUITMENT & SELECTION PROCESS Total

120

100

4.2.6 GRAPH

INTERPRETATION: 38% of employees agreed and 34% of employees moderate about training is needed a er selec on.

4.1.7 TABLE SHOWING OPINION ON ORGANIZATION HAS A VERY TRAPARENT, CLEAR RECRUITMENT POLICY & PROCEDURE No. of Respondents Agree 41 Moderate 45 S.D.G.S. Degree College, Hindupur 48 Grade

Percentage 34 38 Page

RECRUITMENT & SELECTION PROCESS Disagree Total

34

28

120

100

4.2.7 GRAPH

INTERPRETATION: 38% of employees are moderate and 34% of employees are agreed regarding the organiza on has very transparent, clear recruitment policy & procedure.

4.1.8 TABLE SHOWING OPINION ON SELECTION PROCESS BEING ADOPTED ENSURES SELECTION OF RIGHT CANDIDATE FOR THE RIGHT JOB Grade

No. of Respondents

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Percentage Page

RECRUITMENT & SELECTION PROCESS Agree

45

38

Moderate

52

43

Disagree

23

19

120

100

Total

4.2.8 GRAPH

4.3.5 SELECTION PROCESS BEING ADOPTED ENSURES SELECTION OF

INTERPRETATION: 43% of employees moderate, 38% of employees are agreed about selec on process being adopted ensure selec on of right candidate for the right job

4.1.9 TABLE SHOWING SELECTION PROCESS INVOLVES DIFFERENT METHODS IN THE ORGANIZATION

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RECRUITMENT & SELECTION PROCESS Grade

No. of Respondents

Percentage

Wri en test

31

26

Group discussion

32

27

Personal interview

57

48

120

100

Total

4.2.9 GRAPH

INTERPRETATION: 48% of employees are opined that Personal Interview is involved in their organiza ons selec on process.

4.1.10 TABLE SHOWING BEST METHOD TO IMPROVE DATA BANK S.D.G.S. Degree College, Hindupur 51

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RECRUITMENT & SELECTION PROCESS

Grade

No. of Respondents

Percentage

Adver sement

33

28

Consultancy

64

53

Reference

23

19

120

100

Total

4.2.10 GRAPH

INTERPRETATION: 53% of employees are opined that Consultancy is the best method of improving Data Bank.

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RECRUITMENT & SELECTION PROCESS 4.1.11 ABLE SHOWING OPINION OF THERE IS A SCOPE FOR IMPROVEMENT OF THE SELECTION PROCEDURE Grade

No. of Respondents

Percentage

Agree

39

33

Moderate

41

34

Disagree

40

33

120

100

Total

4.2.11 GRAPH

INTERPRETATION: 34% of employees are moderate, 33% of employees are agreed and 33% of employees are disagreed about that there is scope for improvement of the selec on procedure.

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4.1.12 TABLE SHOWING OPINION ON ABILITY TO SEE THEM IN DESIRED POSITIONS Grade

No. of Respondents

Percentage

Agree

37

31

Moderate

40

33

Disagree

43

36

Total

120

100

4.2.12 GRAPH

INTERPRETATION: 36% of employees are disagreed, 33% of employees are moderate and 31% of employees are agreed about that they are able to have in desired posi on.

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4.1.13 TABLE SHOWING OPINION ON PROVISION OF JOB OPPORTUNITY TO UTILIZE THEIR SKILLS AT FULL Grade

No. of Respondents

Percentage

Agree

48

40

Moderate

42

35

Disagree

30

25

Total

120

100

4.2.13 GRAPH

INTERPRETATION: 40% of the employees are agreed and 35% of employees are opined moderate about that their job provides opportuni es to u lize their skills at full.

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4.1.14 TABLE SHOWING OPINION ON COMPETITION PLAYS AN IMPORTANT ROLE AT THE TIME OF SELECTION Grade

No. of Respondents

Percentage

Agree

43

36

Moderate

47

39

Disagree

30

25

Total

120

100

4.2.14 GRAPH

INTERPRETATION: 39% of the employees are moderate and 36% of employees are agreed regarding Compe

on plays an important role at the me of selec on.

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RECRUITMENT & SELECTION PROCESS

4.1.15 TABLE SHOWING OPINION ON HR DEPARTMENT PLAY VITAL ROLE IN RECRUITMENT PROCESS Grade Agree Moderate Disagree Total

No. of Respondents 47 38 35 120

Percentage 39 32 29 100

4.2.15 GRAPH

INTERPRETATION: 39% of employees opined agreed and 32% of employees are moderate regarding Human resource Department play vital role in recruitment process.

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RECRUITMENT & SELECTION PROCESS

4.1.16 TABLE SHOWING OPINION ON SATISFACTION TOWARDS ORGANIZATION Grade

No. of Respondents

Percentage

Agree

52

43

Moderate

38

32

Disagree

30

25

Total

120

100

4.2.16 GRAPH

INTERPRETATION: 43% of employees are opined agreed and 32% of employees are moderate about procedures in Lanco are highly appreciable and sa sfactory. S.D.G.S. Degree College, Hindupur 58

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RECRUITMENT & SELECTION PROCESS

4.1.17 TABLE SHOWING OPINION ON BIAS IN SELECTION OF EMPLOYEES IN THE ORGANIZATION Grade

No. of Respondents

Percentage

Agree

37

31

Moderate

43

36

Disagree

40

33

Total

120

100

4.2.17 GRAPH:

INTERPRETATION: S.D.G.S. Degree College, Hindupur 59

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RECRUITMENT & SELECTION PROCESS 36% of employees are moderate, 33% of employees are disagreed and 31% of employees are agreed regarding there is bias in the selec on process.

4.1.18 TABLE SHOWING OPINION ON SUITABLE MEDIA FOR RECRUITMENT Grade

No. of Respondents

Percentage

Newspaper

32

27

Television

46

38

Radio

42

35

Total

120

100

4.2.18 GRAPH

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RECRUITMENT & SELECTION PROCESS

INTERPRETATION: 38% of employees are opined television is the suitable media for recruitment. And 35% of employees opined radio.

4.1.19 TABLE SHOWING OPINION ON FRIENDLINESS OF INTERVIEWER WHILE DOING THE RECRUITMENT Grade

No. of Respondents

Percentage

Excellent

23

19

Good

62

52

Sa sfied

35

29

Total

120

100

4.2.19 GRAPH

INTERPRETATION: S.D.G.S. Degree College, Hindupur 61

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RECRUITMENT & SELECTION PROCESS 52% of employees are opined good regarding friendliness of interviewer while doing the recruitment.

4.1.20 TABLE SHOWING OPINION ON THE TIME GAP BETWEEN INTERVIEW AND AFTER INTERVIEW Grade

No. of Respondents

Percentage

Days

20

17

Weeks

36

30

Months

64

53

Total

120

100

4.2.20 GRAPH

INTERPRETATION: S.D.G.S. Degree College, Hindupur 62

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RECRUITMENT & SELECTION PROCESS 53% of employees are opined that the

me gap between interview and a er

interview is months.

CHAPTER-V Findings Sugges ons S.D.G.S. Degree College, Hindupur 63

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RECRUITMENT & SELECTION PROCESS

Conclusions

FINDINGS ⦁

36% of the employees are joined because of previous experience. And 38% of the

⦁

employees were mul skilled people. 53% of people joined this company because Image of company.

⦁

41% of employees were joined through formal interview. And 32% of employees

⦁

were joined through informal interview. 50% of employees were feeling moderate about recruitment through internal source

⦁

is beneficial. 45% of the employees agreed that different selec on processes are required for

⦁

different posi ons. And 33% of employees are moderate. 38% of employees agreed and 34% of employees moderate about training is needed

⦁

a er selec on 36% of employees are disagreed, 33% of employees are moderate and 31% of

⦁

employees are agreed about that they are able to have in desired posi on. 40% of the employees are agreed and 35% of employees are opined moderate about

⦁

that their job provides opportuni es to u lize their skills at full. 39% of the employees are moderate and 36% of employees are agreed regarding Compe

on plays an important role at the me of selec on.

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RECRUITMENT & SELECTION PROCESS

SUGGESTIONS ⦁

To improve the selec on procedure by giving value to the mul -skills.

⦁

By conduc ng ac vi es like group discussion and workshops to the employees to u lize their knowledge and skills.

CONCLUSION Though it is a big organiza on, but for every organiza on growth is based on its employees. LANCO is sa sfying moderately its employees at recruitment procedures. By modernizing the present policy the LANCO organiza on will achieve good results.

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RECRUITMENT & SELECTION PROCESS

ANNEXURE Bibliography

S.D.G.S. Degree College, Hindupur 66

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RECRUITMENT & SELECTION PROCESS

A STUDY ON RECRUITMENT & SELECTION PROCESS IN LANCO INDUSTRIES LIMITED IN SRI KALAHASTHI

QUESTIONNAIRE

1. In your opinion, selec on is made in this company based on your? 1. Qualifica on

2. Previous Experience

3. Mul skills

2. Which of the following made you to apply for this company? 1. Salary

2. Image

S.D.G.S. Degree College, Hindupur 67

3. Management Efficiency. Page

RECRUITMENT & SELECTION PROCESS 3. Which type of interview did you face at the me of your selec on? 1. Formal

2. Informal

3.Mixed

4. Do you feel that recrui ng candidates through internal source is beneficial to the organiza on? 1. Agree

2. Moderate

3. Disagree

5. Do you feel that the different selec on process is required while selec ng different posi ons? 1. Agree

2. Moderate

3. Disagree

6. In your opinion training is essen al a er selec on? 1. Agree

2. Moderate

3. Disagree

7. Do you Believe that organiza ons has a very transparent, clear recruitment policy & procedure? 1. Agree

2. Moderate

3. Disagree

8. The selec on process being adopted ensures selec on of right candidate for the right job? 1. Agree

2. Moderate

3. Disagree

9. The selec on process involves the following methodology in your company? 1. Wri en test

2. Group discussions

3. Personnel interview

10. In my opinion, the best method of improving Data Bank is? 1. Adver sement

2. Consultancy

3. Reference

11. Do you feel that there is a scope for improvement of the selec on procedure? 1. Agree

2. Moderate

3. Disagree

12. Are you able to see your self in a desired posi on in your company? 1. Agree

2. Moderate

3. Disagree

13. Does your job provide opportunity to u lize your skills at full? 1. Agree 14. Compe

2. Moderate

3. Disagree

on plays an important role at the me of selec on?

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RECRUITMENT & SELECTION PROCESS 1. Agree

2. Moderate

3. Disagree

15. Does you feel Human resource Department play vital role in recruitment process? 1. Agree

2. Moderate

3. Disagree

16. Procedures in Lanco is highly appreciable and sa sfactory? 1. Agree

2. Moderate

3. Disagree

17. Is there any bias in the selec on of employees in your company? 1. Agree

2. Moderate

3. Disagree

18. Which media is highly suitable for recruitment in your company? 1. News paper

2. Television

3. Radio

19. How did you rate the friendliness of interviewer doing the recruitment? 1. Excellent

2. Good

3. Sa sfied

20. What has the me gap between interview and a er interview? 1. Days

2. Weeks

3. Months

8.

S.D.G.S. Degree College, Hindupur 69

BIBLIOGRAPHY

Page

RECRUITMENT & SELECTION PROCESS ➢ Human Resource & Personnel Management Aswathappa TATA McGraw-Hill Publishing Company Ltd., New Delhi ➢ Personnel & Human Resource Management P. Subba Rao Himalaya Publishing House, Mumbai ➢ Personnel Management C.B.Mamoria, S.V.Gankar Himalaya Publishing House, Mumbai ➢ www. lancoinfratech .com ➢ www. lancoindustries .com

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