CHAPTER-III

REVIEW OF LITERATURE

1
UNDERSTANDING RECRUITMENT PROCESS:

Recruitment is the phase, which immediately precedes selection. Its purpose is to pave
the -way for the selection procedures by producing, ideally, the smallest number of
candidates who appear to be capable either of performing the required tasks of the job
from the outset, or of developing the ability to do so within a-period of time
acceptable to the employing organization. The smallest number of potentially suitable
candidates can in theory, of course, be any number. The main point that needs to be
made about the recruitment task is that the employing organization should not waste
time and money examining the. Credentials of people whose qualifications do
not match the requirements of the job.

Apart from the methods used and the general administration of task, the achievement
of the objective will depend very much in the end on how efficiently the basic tasks of
manpower planning and job analysis have been carried out and applied. In short,
efficient recruitment of staff may be described as knowing what resources you want,
what resources are available, where and how they may be found.

The Objectives of Recruitment are:

 To attract people with multi-dimensional skills and experiences that suits the
present and future organizational strategies
 To induct outsiders with a new perspective to lead the company
 To infuse fresh blood at all levels of the organization
 To develop an organizational culture that attracts competent people to the
Company
 To search or head hunt/ head pouch people whose skills fit the . company's
values.
 To devise methodologies for assessing psychological traits
 To seek out non-conventional development grounds of talent
 To search for talent globally and not just within the company
 To design entry pay that competes on quality but not on quantum
 To anticipate and find people for positions that does not exist yet.

2
Merits of Centralized Recruitment:

 Average cost of recruitment per candidate/unit should be relatively less due to

economies of scale
 It would have more expertise available to use
 It can ensure board unifonnity among human resources of various units/zones
in respect of education, skill, knowledge, talent etc.,
 It would generally be above malpractices, abuse of powers, favoritism, bias
etc.,

Merits of Decentralized Recruitment:

 The unit concerned concentrates only on those sources/places where it

normally gets the suitable candidates. As such, the cost of recruitment would
be relatively less.
 The unit gets the most suitable candidates as it is well aware of the
requirements of the jobs regarding cultural, traditional, family background
aspects, local factors, social factors etc.,
 Units can recruit candidates as and when they are required without any delay.

3
4
The different kinds of internal sources are:

(a) Present permanent employees:

Organizations consider the candidates from this source for higher-level jobs due to

availability of most suitable candidates for jobs relatively or equally to the external

source, to meet the trade union demands and due to the policy of the organization to

motivate the present employees.

(b) Present temporary/casual employees:

Organizations find this source to fill the vacancies relatively at the lower level owning

to the availability of suitable candidates or trade union pressures or in order to

motivate them on the present job.

(c) Retired employees:

., Generally, particular organizations retrench the employees due to lack of work. The

organization takes the candidates for employment from the retrenched employees due

to obligation, trade union pressure and so on. Sometimes, the organizations prefer to

re-employ their retired employees as a token of their loyalty to the organization or to

postpone some internal conflicts for promotion.

External sources:

External sources are sources outside organizational pursuits. Organizations

search for the required candidates from these sources for the following

reasons:

 The suitable candidates with skill, knowledge, talent etc., are generally
available.
 Candidates can be selected without any pre-conceived notion or reservations.

5
  Cost of employees can be minimized because employees selected from this
source are generally organization.
 Human resources mix can be balanced with different background, experience,
skills etc.,
 Latest knowledge, skill, innovative or creative talent can also be flowed into
the organization.
 Existing sources will also broaden their personality
 Long run benefit to the organization in the sense that qualitative human
resources can be brought. Placed in the minimum pay scale.
Different kinds of External sources are:

(a) Campus recruitment:

Different types of organizations like industries, business firms, service organizations,

social or religious organizations can get fresh candidates for different types of jobs
from various educational institutions like collages and universities imparting
education in science, commerce, arts, engineering and technology, agriculture,
medicine, management studies etc.,
(b) Private employment agencies/consultants:

Public employment agencies or consultants like ABC consultants in India perform

recruitment functions on behalf of a client company by charging fees. Line managers
are relieved from recruitment functions so that they can concentrate on their
operational activities and recruitment functions are entrusted to a private agency or
consultants.
(C) Professional associates;

Professional organizations or associates maintain complete bio-data of their members

and provide the same to various organizations on requisition. They also act as
exchange between their members and recruiting firms in exchanging information,
clarifying doubts etc. organizations find this source more useful to recruit the
experienced and professional employees like executives, managers, engineers.

6
MODERN METHODS OF RECRUITMENT:

A number of modem recruitment sources are being used by the corporate sector in
addition to traditional sources. The sources are divided into internal and external
sources.

Internal sources:

(a) Employee referrals:

Present employees are well aware of the qualifications, attitudes, experience and
emotions of their friends and relatives. They are also aware of the job requirements
and organizational culture of their company. As such, they can make preliminary
judgments regarding the match between the job and their friends or relatives. Hence,
the HR Managers of the company depend on the present employees for reference of
the candidates for various jobs. This source reduces the cost and the time required for
recruitment. Further this source enhances the effectiveness of recruitment.

External sources:

(a) Walk in interviews and tests:

The busy and rapidly changing organizations do not find time to perform various
functions of recruitment. Therefore, they advice the potential candidates to attend for
an interview directly and without a prior application on specified date, time and at a
specified place.
(b) Consult in:

The busy and dynamic companies encourage the potential job seekers to approach
them personally and consult them regarding the jobs. The companies select the
suitable candidates from among such candidates through the selection process.

7
(c) E-Recruitment:

The technological revolution in telecommunications helped the organizations to use

Internet as a source of recruitment. Organizations advertise the job vacancies through
the world wide web (www). The job seekers send their applications through e-mail
using Internet. Alternatively job seekers place their CV's in the worldwide web/
Internet, which can be drawn by the prospective employers depending upon their
requirements. For eg: Monsterindia.com, timesjobs.com, naukri.com, Chckjobs.com

(d) Outsourcing:

Some organizations recently started developing human resources pool by employing

the candidates for them. These organizations do not utilize the human resources
instead they supply HRs to various companies based on their needs on temporary or
ad-hoc basis. Various companies, rather than employing HRs draw HRs from these
organizations on commission basis.

UNDERSTANDING SELECTION PROCESS:

Recruitment function helps the organization to develop a pool of prospective human

resources. It is difficult for the HR manager to employ the suitable people out of the
pool. In fact, many organizations face critical problems in choosing the people.
Selection techniques and methods reduce the complexities in choosing the right
candidates for the job.

After identifying the sources of human resources, searching for prospective

employees and stimulating them to apply for jobs in an Organization, the management
has to perform the function of selecting the right employees at the right time. The
obvious guiding policy in selection is the intention to choose the best qualifies and
suitable job candidate for each unfilled job.

The objective of the selection decision is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. The selection
procedure is the system of functions and devices adopted in a given company to
ascertain whether the candidate's specifications are matched with the job
specifications and requirements or not.

8
The selection process can be successful if the following requirements are satisfied:

 Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis to the workload and
work force.
 There must be some standard of personnel with which a prospective employee
may be compared, i.e. a comprehensive job description and job specification
should be available before hand.
 There must be a sufficient number of applicants from whom the '' required
number of employees may be selected.

Selection of personnel to man the organization is a crucial, complex and continuing

function. The ability of an organization to attain its goal effectively and to develop in
a dynamic environment largely depends upon the effectiveness of its selection
programmer. If the right person is selected, he is valuable asset to the organization.

9
10
SELECTION PROCEDURE:

Selection procedure employs several methods of collecting information about the

candidate's qualifications, experience, physical and mental ability, nature and
behavior, knowledge and aptitude for judging whether a given applicant is suitable or
not for the job. Therefore the selection procedure is not a single act but is essentially a
series of methods or stages by which different types of information can be secured
through various selection techniques. At each step facts may come to light, which are
useful for comparison with the job requirement and employee specifications.

Steps in Scientific Selection Procedure:

 Job analysis
 Recruitment
 Application form
 Written examination
 Preliminary interview
 Business games
 Tests
 Final interview
 Medical examination
 Reference checks

11
INDETAIL EXPLANATION:

(A) JOB ANALYSIS:

Job analysis is the basis for selecting the right candidates. Every organization should
finalize the job analysis, job. Description, job specification and employee
specifications before proceeding to the next step of selection.

(b) APPLICATION FORM;

Application form is also known as application blank. The techniques of application

blank are traditional and widely accepted for securing information from the
prospective candidates. It can also be used as a device to screen the candidates at the
preliminary level. Many companies formulate their own style of application forms
depending upon the requirement of information based on the size of the company,

12
nature of business activities, type and level of the job etc. Information is generally
required on the following items in the application forms:

 Personal background information

 Educational qualifications
 Work experience
 Salary (drawing and expecting)
 Personal attainments including likes and dislikes

(c) WRITTEN EXAMINATION:

Organizations have to conduct written examination for the qualified candidates after
they are screened on the basis of the application blanks so as to measure the
candidate's ability in arithmetical calculations, to know the candidate's attitude
towards the job, to measure the candidate's aptitude, reasoning, knowledge in various
disciplines, general knowledge and English language

(d) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective

applications and to assess the applicant's suitability to the job. An assistant in the
personnel department may conduct this preliminary interview. The information thus
provided by the candidate may be related to the job or personal specifications
regarding education, experience, salary expectations, attitude towards job, age,
physical appearance and other requirements etc. Thus, preliminary interview is useful
as a process of eliminating the undesirable and unsuitable candidates. If a candidate
satisfies the job requirements regarding most of the areas, he may be selected for
further process. Preliminary interviews are short and known as stand up interviews or
sizing up of the applicants or screening interviews. However, certain required amount
of care is to be taken to ensure that the desirable
.

13
(H) BUSINESS GAMES:

Business games are widely used as a selection technique for selecting management
trainees, executive trainees and managerial personnel at junior, middle and top
management positions. Business games help to evaluate the applicants in the areas of
decision-making, identifying the potentialities, handling the situations, problem-
solving skills, human relations skills etc. participants are placed in a hypothetical
work situation and are required to play the role situations in the game. The hypothesis
is that the most succe
ssful candidate in the game will be most successful one on the job.
(I) TESTS:

Psychological tests play a vital role in employee selection. A psychological test is

essentially an objective and standardized measure of sample of behavior from which
inferences about future behavior and performance of the candidate can be drawn.

Objectivity of tests refers to the validity and reliability of the instruments in

measuring the ability of the individuals. Objectivity provides equal opportunity to all
the job seekers without any discriminating against sex; caste etc. standardization of
test refers to uniformity of procedure in conducting the tests for all the candidates.
Sample behavior refers to the sample of the total behavior of the prospective
employee on the job.

14
Types of Psychological Tests

(I) Aptitude Tests:

(a) Intelligence Test (IQ)

(b) Emotional Quotient

(c) Skill Tests

(d) Mechanical Aptitude

(e) Psychometric Tests

(f) Clerical Aptitude Tests

Type of Test

(ii) Achievement Tests:

(a) Job Knowledge Test

(b) Work Sample Test

(iii) Situational Tests:

(a) Group discussions

(b) In Basket

(iv) Interest Test:

(v) Personality Tests:

(a) Objective Tests

(b) Protective Tests

(vi) Multi-Dimensional esting

15
Types of test:

Tests are classified into six classes, each class is again divided into different types of
tests. They are:
APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to learn a
given job if given adequate training. Aptitudes can be divided into general and mental
ability or intelligence and specific aptitudes such as mechanical, clerical, manipulative
capacity etc. General aptitude test is of two types namely intelligence quotient (IQ)
and emotional quotient (EQ).

Clerical aptitude tests;

These types of tests measure specific capacities involved in office work. Items of this
tests include spelling, computation, comprehension, copying, word measuring etc.
ACHIEVEMENT TESTS:

These tests are conducted when applicants claim to know something- as these tests are
concerned with what one has accomplished. These tests are more useful to measure
the value of a specific achievement when an organization wishes to employ
experienced candidates. These tests are classified into (a) job knowledge test and (b)
work sample test.

SITUATIONAL TESTS: This test evaluates a candidate's in a similar life situation.

In this test the candidate is asked either to cope with the situation or solve clerical
situations of the job

(1) Group discussion (GD) :

This test is administered through the group discussion approach to solve a problem
under which candidates are observed in the areas of initiating, leading, proposing
valuable ideas, conciliating skills, oral communicating skills, coordinating and
concluding skills.

16
INTEREST TESTS:
These tests are inventories of the likes and dislikes of candidates in relation to work,
job, occupations, hobbies and recreational activities. The purpose of this test is to find
out whether a candidate, is interested or disinterested in the

Job for which he is a candidate and to find out in which area of the job
range/occupation the candidate is interested. The assumption of this test is that there is
a high correlation between the interest of a candidate in a job and job success. Interest
inventories are less faked and they may not fluctuate after the age of 30.

MULTI-DIMENSIONAL TESTING:

However, the need for multi-skills is being felt be most of the companies consequent
upon globalization, competitiveness and the consequent customer-centered strategies.
Organization have to develop multidimensional testing in order to find out whether
the candidates possess a variety of skills or not, candidate's ability to integrate the
multi-skills and potentiality to apply them based on situational and functional
requirement.

17
EMPLOYEE RECRUITMENT

18
PRELIMINARY INTERVIEW:

(1) Informal interview:

This is the interview, which can be conducted at any place by the person to secure the
basic and non-job related information. The interaction between the candidate and the
personnel manager when the former meets the latter to enquire about the vacancies or
additional particulars in connection with the employment advertisement is an example
of the informal interview.

(2) Unstructured interview:

In this interview, the candidate is given the freedom to tell about himself by revealing
his knowledge on various items/areas, his background, expectations, interest etc.
Similarly, the interviewer also provides information on various items required by the
candidate.

CORE INTERVIEW:

It is normally the interaction between the candidates and the line executive

Or experts on various areas of job knowledge, skill, talent etc. This interview

May take various forms like:

(1) Back ground information interview:

This interview is intended to collect the information, which is not available inThe
application blank and to check that information provided in theApplication blank
regarding education, place of domicile, family, health, interest, hobbies, likes, dislikes
and extra curricular activities of the applicant.

19
(2) Job and probing interview:

This interview aims at testing the candidate's job knowledge about duties, activities,
methods of doing the job, critical/problematic areas, methods of handling those areas
etc.

(3) Stress interview

This interview aims at testing the candidate's job behavior and level of understanding
during the period of stress and strain. The interviewer tests candidate by putting him
under stress and strain by interrupting the applicant from:areas, keeping silent for
unduly long periods after he has finished speaking etc.

(4) Group discussion interview;

There are 2 methods of conducting group discussion interviews, viz. group interview
method and discussion interview method. All the candidates are brought into one
room and are interviewed one by one under group interview. This method helps a
busy executive to save valuable time and gives a fair account of the objectivity of the
interview to the candidates.

(5) Formal and structured interview:

In this type of interview, all the formalities, procedures like fixing the value, time,
panel of interviewers, opening and closing, intimating the candidates officially etc. are
strictly followed in arranging and conducting interview. The course of the interview is
preplanned and structured, in advance, depending on job requirements

(6) Panel interview:

A panel of experts interview each candidate, judges his performance individually and
prepares consolidated judgment. This type of interview is known as panel interview.
Interviewers for middle level and senior level mangers are normally conducted are the
panel of experts.

20
DECISION-MAKING INTERVIEW:

After the experts including the line managers of the organization in the core areas of
the job examine the candidates, the head of the department/section concerned
interviews the candidates once again, mostly through informal discussion. The
interviewer examines the interest of the candidate in the job, organization,
reaction/adaptability to the working conditions, career planning, promotional
opportunities, work adjustment and allotment etc. The personnel manger also
interviews the candidates with a view to find out his reaction/acceptance regarding
salary, allowances, benefits, promotions, opportunities etc..

(K) MEDICAL EXAMINATION:

Certain jobs require certain physical qualities like clear, vision, perfect hearing
unusual stamina; tolerance of hardworking conditions, clear tone etc. Medical
examination reveals whether or not a candidate possesses these qualities. Medical
examination can give the following information:

 Whether the applicant is medically suited for the specific job

 Whether the applicant has health problems or psychological attitudes likely to
interfere with work efficiency or future attendance.

(L) REFERENCE CHECKS:

After completion of the final interview and medical examination, the personnel
department will engage in checking references. Candidates are required to give the
names of references in their application forms. These references may be from the
individuals who are familiar with the candidate's academic achievement or form the
applicant's previous employer, who is well versed with the applicant's job
performance, and sometimes from co-workers.

21
(M) FINAL DECISION BY THE LINE MANAGER:

The line manager concerned has to make the final decision whether to select or reject
a candidate after soliciting the required information through techniques discussed
earlier. The line manager has to take much care in taking the final decision not only
because of economic implications but also because of behavioral and social
implications. A careless decision of rejecting would impair the morale of the people
and they would suspect the selection procedure and the basis of selection of this
organization. A true understanding between line managers and personnel managers
should be established to take proper decisions.

(N) JOB OFFER:

Thus, after taking the final decision, the organization has to intimate this decision to
the successful as well as unsuccessful candidates. The organization offers the job to
the successful candidates either immediately or after some time depending upon its
time schedule. The candidate after receiving job offer communicates his acceptance to
the offer or requests the company to modify the terms and conditions of employment
or rejects the offer.

(O) EMPLOYMENT:

The company may modify the terms and conditions of employment as requested by
the candidate. However the alteration is purely depends on the sole discretion of the
Management / company. The company employs those candidates who accept the job
offer with or without modification of terms and conditions of employment and place
them on the job.

With the employment of the candidate the employee recruitment process is

completed.

22
23
 CHAPTER-IV

DATA ANALYSIS

&

INTERPRETATION

24
Data Analysis
1 .By which method did you get recruited in to the organization?

------------------------------------------------------------------------------------------------

S. No Response ' No of Respondents Percentage

------------------------------------------------------------------------------------------------

1. Internal method 50 50%

2. External Method 50 50%

100 100

RECUITED INTO ORGANIZATION

60

50

40

30 Series1

20

10

0
INTERNAL METHOD EXTERNAL METHOD

Interpretation

The above table shows that 50% of respondents were recruited by internal method and
remaining 50% by external method

25
2. If by internal method, by which method were you recruited?

S. No Response No of Respondents Percentage

1. Referred by employees 70 70%

2. Inter department transfer 20 20%

3. Promotion 10 10%

100 100%

------------------------------------------------------------------------------------------------

1 2 3

Interpretation

The percentage of usage of different internal methods of recruitment like employee

referrals, interdivisional and promotion followed by the organization is 70%, 20% and

10% respectively.

26
3. If by external method, by which method were you recruited?

------------------------------------------------------------------------------------------------

S. No Response No of Respondents Percentage

------------------------------------------------------------------------------------------------

1. HR Consultancy 25 25%

2. Newspaper 75 75%

100 100

------------------------------------------------------------------------------------------------

IF EXTERNAL

80
70
60
50
40
30
20
10
0
HR consultancyt paper advertisement

Interpretation

The information regarding the preference of the external methods of recruitment like
HR consultancy; Newspaper advertisements followed by the organization are 75%
and 25% respectively.

27
4. After screening of application how did the organization approach you?-

S.No Response No of Respondents Percentage

1. Direct call for an interview 55 55%

2. Call to attend the test 15 15%

3. Direct appointment 30 30%

100 100%

oragnizaton approach

60

50

40

30 Series1

20

10

0
Direct call for an call to attend the test direct appointment
interview

Interpretation

The above table shows that 55% of respondents agreed direct call for an interview and

15% call to attend the test and the remaining 30% by direct appointment.

28
5. If called for test what kind of test did you appear for?

S.No Response No of Respondents Percentage

1. Technical Test 15 15%

2. Situation Test 15 15%

3. Subject Test 70 70

100 100%

what kind of test appear

80
70
60
50
40
30
20
10
0
technical test situation test subject test

Interpretation

The above table reveals that 15% of respondents attended technical test 15% of
respondents attended situation test and 70% of respondents appeared for subject test.

29
6. If called for an interview what kind of interview did you face?

S.No Response No of Respondents Percentage

1. Formal Interview 75 75%

2 Boar interview 25 25%

100 100%

what kind of interview faced

80
70
60
50
40
30
20
10
0
formal and structured interview board interview

Interpretation

The table reveals that 75% respondents faced formal interview, and the remaining

25% stress and board interview.

30
7. How many rounds of interviews did you face?

S.No Response No of Respondents Percentage

1. HR Manager Round 20 25%

2. 3 Member Interview 20 25%

3. Head of dept 60 60%

100 100%

how many rounds of interview

70
60
50
40
30
20
10
0
HR manager 3-member interview Head of the dept interview
committee

Interpretation

The above table reveals that 20%of respondents faced HR manager round 20% of
respondents faced 3-member committee and 60% respondents faced head of
department round

31
8. Is the process of employee recruitment satisfactory or dissatisfactory? S. No

Response No. Of Respondents Percentage

Satisfactory 80 80%

Dissatisfactory 20 20%

100 100

90
80
70
60
50
40
30
20
10
0
satisfactory dissatisfactory

Interpretation

The above table reveals that 20%of respondents faced HR manager round 20% of
respondents faced 3-member committee and 60% respondents faced head of
department round.

32
(9) Rate the process of employee recruitment in this organization?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Percentage No of
Group (%) Respondents
Excellent 20% 10
Good 50% 25
Satisfactory 30% 15
Not satisfactory 0% 0
Total 100 50

Interpretation
20% of the employees feel that the employee recruitment process is excellent in
HINDUSTAN UNILEVER LIMITED. 50% of employees feel that the employee
recruitment process is good, and 30% feel that the employee recruitment process is
satisfactory.

Rating the process of employee recruitment

30

25

20

15
No of Respondents
10

0
Excellent Good Satisfactory Not
satisfactory

33
(10) Which of the following attracted you to apply for the Job at Toyota?
(a)Decent salary (b) opportunities for growth
(c) Job security (d) Identification with the company

Percentage No of
Group (%) Respondents
Decent salary 0% 0
Opportunities for growth 90% 45
Job security 10% 5
Identification with the company 0% 0
Total 100 50

Interpretation
90% of the employees feel that they are attracted to apply for the Job at
Toyota for having opportunities for growth and 5% for job security.

Reasons attracted to apply for job

50
45
40
35
30
25
20 No of Respondents
15
10
5
0
Decent salary Opportunities Job security Identification
for growth with the
company

34
(11) In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both.

Percentage No of
Group (%) Respondents
Internal 10% 5
External 80% 40
Mix of both 10% 5
Total 100% 50

Interpretation
10% of the employees support for internal recruitment, 80% of employees support for
external and 10% of employees support for both.

Sources of recruitment
45

40

35

30

25
No of Respondents
20

15

10

0
Internal External Mix of both

35
(12) Which of these was a part of your employee recruitment process?
(a) Written test and interview (b) Group discussion and Interview
(c) Interview (d) All of the above.

Percentage No of
Group (%) Respondents
Written test and interview 10% 5
Group discussion and interview 10% 5
Interview 10% 5
All of the above 70% 35
Total 100 50

Interpretation
10% of the employees are based on written test and interview
10% of the employees are based on Group discussion and interview
10% of the employees are based on Interview, 70% of the employees
based all.
.

Employee recruitment process

40
35
30
25
20
15
10
5
0
Written test and Group discussion and Interview All of the above
interview interview

36
(13) During the interview process, what do you think is valued the most in Your
profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above

Percentage No of
Group (%) Respondents
Qualification 20% 10
Experience 4% 2
Personal traits 4% 2
All of the above 72% 36
Total 100 50

Interpretation
20% of employees support for qualification,4% of employees support for
experience,4% of employees support for personal traits, 72% of employees
support for all.

Interview process
40

35

30

25

20
No of Respondents
15

10

0
Qualification Experience Personal traits All of the above

37
14) What was the time taken for the entire employee recruitment process?
(a) Within one week (b) within 2 weeks
(c) Within 3 weeks (d) more then 3 weeks

Percentage No of
Group (%) Respondents
Within one weeks 10% 5
Within two weeks 20% 10
Within three weeks 30% 15
More then three weeks 40% 20
Total 100 50

Interpretation
10% Within one weeks ,20% Within two weeks,30%within three weeks ,40%
more than three weeks.

Time taken for the process

25

20

15

No of Respondents
10

0
Within one weeks Within two weeks Within three More then three
weeks weeks

38
(15) What kind of the interview did you undergo?
(a) Formal and structural interview
(b) Informal and unstructured interview
(c) Stress interview
(d) Board interview
Percentage No of
Group (%) Respondents
Formal and structural
Interview 70% 35
Formal and unstructured
Interview 10% 5
Stress interview 2% 1
Board interview 18% 9
Total 100 50

Interpretation
70% Formal and structural Interview, 10% Formal and unstructured Interview
2%, Stress interview, 18% Board interview.

Kind of the interview

40
35
30
25
20
15
10
5
0
Formal and Interview Formal and Interview
structural unstructured

39
(16) What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these

Percentage No of
Group (%) Respondents
Communication 10% 5
Subject knowledge 10% 5
Both (a)&(b) 80% 40
None of these 0% 0
Total 100 50

Interpretation
10% of the employees should have communication silks,
10% of the employees should have subject knowledge,
80% of the employees should have both.
Employee before recruiting
45
40
35
30
25
20 No of Respondents
15
10
5
0
Subject Both (a)&(b) None of these
Communication knowledge

40
(17) What are the reasons to apply in this organization?
(a) Company reputation (b) Job Security
(c) Good working conditions (d) opportunity for advancement.

Percentage No of
Group (%) Respondents
Company reputation 0% 0
Job security 0% 0
Good working conditions 20% 10
None of these 80% 40
Total 100 50

Interpretation
20% of the employees support for good working conditions
80% of the employees support for none.

Reasons to apply in this organization

45
40
35
30
25
20 No of Respondents
15
10
5
0
Company Job security Good working None of these
reputation conditions

41
(18) Have you gone through the induction program?
(a) Yes (b) No

Percentage No of
Group (%) Respondents
Yes 94% 47
No 6% 3
Total 100 50

Interpretation
94% of the employees gone through the induction program,
6% of the employees did not undergo induction program.

Induction program
50

45

40

35

30

25
No of Respondents
20

15

10

0
Yes No

42
(19) What is the impact of induction in your work life?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Percentage No of
Group (%) Respondents
Excellent 10% 5
Good 70% 30
Satisfactory 20% 10
Not satisfactory 10% 5
Total 100 50

Interpretation
20% of the employees feel that the impact of induction in your work life is
excellent in HDFC stranded life. 70% of employees feel that the impact of induction
in your work life is good and 20% of employees feel that the impact of induction in
your work life is Satisfactory and 10% of the employees feel that the impact of
induction in your work life is not satisfactory.

Impact of induction in work life

35

30

25

20

15 No of Respondents

10

0
Excellent Good Satisfactory Not satisfactory

43
 CHAPTER-V

FINDINGS

SUGGESTIONS

CONCLUSION

BIBILOGRAPHY

QUESTIONNAIRE

44
 FINDINGS

 50% of respondents were recruited by internal method and remaining

50% by external methods.

 The percentage of usage of different internal methods of recruitment like

employee referrals, interdivisional and promotion followed by the
organization is 70%, 20% and 10% respectively

 The information regarding the preference of the external methods of

recruitment like HR consultancy; Newspaper advertisements followed by the
organization are 75% and 25% respectively.

 55% of respondents agreed direct call for an interview and 15% call to attend
the test and the remaining 30% by direct appointment

 15% of respondents attended technical test 15% of respondents attended

siuation test and 70% of respondents appeared for subject test.

 75% respondents faced formal interview, and the remaining 25% stress and
board interview

 20%of respondents faced HR manager round 20% of respondents faced 3-

member committee and 60% respondents faced head of department round.

 20%of respondents faced HR manager round 20% of respondents faced 3-

member committee and 60% respondents faced head of department round.

45
 SUGGESTIONS
1) While it is a fact that HINDUSTAN UNILEVER LIMITED is deploying a
good number of recruitment methods. What is important is that the traveling
public should further explore and install such recruitment methods, which go
to improve public handling methods especially by Marketing Executives. It is
suggested a sensitivity training method tailored to enable dealing with
commuters should be evolved in consultation with management experts and
social psychologists.

2) Employees who are on ‘long sick’, ‘or long absent’ should be included in the
recruitment need analysis. They should be directed to undergo training at the
training college. This is all the more important when it is realized that Work is
skill oriented and time on and off the job has its impact on the effectiveness or
otherwise of the working performance.

3) The top management should consider giving strict instructions to the

management to relieve the employees due for refresher recruitment as per the
she duke drawn up.

4) HINDUSTAN UNILEVER LIMITED is one of the important public

utilities, the requirements of the customers should be taken periodically and
that they are factored into the training programmers. This is all the more
important that the traveling public as a customer of the organization can
always bank up on the assistance and guidance of the consumer protection
councils.

46
 CONCLUSION:

From the study, the following conclusions are arrived at:

 Depending on the job vacancy, job specifications and the appropriate source of
recruitment is chosen.
 Mostly, the internal source of recruitment is through employee referrals.
 It is the responsibility of the recruitment personnel to conduct the needed tests,
interviews etc.
 Most of the interviews that are conducted on the basis of depth interviews.
 Qualification, experience and personal traits are all important and play a vital
role in the selection of a candidate.
 Adequate manpower helps in recruitment process to fill the vacancies.
 Good interpersonal relationship is maintained by the employees and HR
personnel.
 Satisfied working conditions in the organization.
 Developmental needs of the employees are considered by the organization.

47
 BIBILOGRAPHY

Personnel Management C.B.Mamoria

Organization Behavior Aswathappa K.

Personnel/Human Resource Management P.Subba Rao &

V.S.P.Rao

Human Resources Management Pearson 9th edition

Monday 2007

Web Sites Browsed

www. hindustanunilever.com

www.hrindia.com

www.insurence.org.in

48
 QUESTIONNAIRE
Name:

Experience:

Department:

Designation:

—————————————————Please tick the appropriate box———•

Q.I. Did which method recruit you into the organization?

> Internal method [ ]

> External method [ ]

Q.2. If by internal method, by which method were you recruited?

> Referred by employees [ ]

> Referred by management [ ]

^ Inter department transfer [ ]

> Inter company transfer [ ]

Q.3. If by external method, by which method were you recruited?

> HR consultancy [ ]

> Campus recruitment [ ]

> Paper advertisement [ ]

> Employment exchange [ ]

> Direct applicant approach [ ]

Q.4.After screening of the application how did the organization approach you?

49
> Direct call for an interview [ ]

> Call to attend the test ' [ ]

> Direct appointment [ ]

Q.5. If called for tests, what kind of test did u appear for?

> Technical test [ ]

> Aptitude test [ ]

> Psychological test [ ]

> Subject test [ ]

> Situation test [ ]

Q.6. If called for interview, what kind of interview did you face?

^ Formal and Structured interview [ ]

> Informal and Unstructured interview [ ]

> Stress interview [ ]

> Board interview [ ]

Q.7. How many rounds of interview did you face?

> HR manager [ ]

> 3-member interview committee [ ]

> Head of the dept interview [ ]

Q.8. Is the process of recruitment and selection, satisfactory or

dissatisfactory?

> Satisfactory [ ]

50
> Dissatisfactory [ ]

(9) Rate the process of employee recruitment in this organization?

(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

(10) Which of the following attracted you to apply for the Job at Toyota?
(a)Decent salary (b) opportunities for growth
(c) Job security (d) Identification with the company

(11) In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both.
(12) Which of these was a part of your employee recruitment process?
(a) Written test and interview (b) Group discussion and Interview
(c) Interview (d) All of the above.

(13) During the interview process, what do you think is valued the most in
Your profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above

14) What was the time taken for the entire employee recruitment process?
(a) Within one week (b) within 2 weeks
(c) Within 3 weeks (d) more then 3 weeks
(15) What kind of the interview did you undergo?
(a) Formal and structural interview
(b) Informal and unstructured interview
(c) Stress interview
(d) Board interview
(16) What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these
(17) What are the reasons to apply in this organization?
(a) Company reputation (b) Job Security

51
 (c) Good working conditions (d) opportunity for advancement.
(18) Have you gone through the induction program?
(a) Yes (b) No
(19) What is the impact of induction in your work life?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Q.20. If dissatisfactory, state the reasons for dissatisfaction?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

_________________________________________________________________

__________________________________________________________________

Q.21. what measures do you suggest for effective employee recruitment process?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

_________________________________________________________________

__________________________________________________________________

52