SUMMER TRAINING PROJECT REPORT

On

“A STUDY ON RECRUITMNET AND SELECTION PROCESS

IN VOLTECH SERVICE PVT LTD .”

Submitted in partial fulfillment of the requirement for the degree

of
MASTERS IN BUSINESS ADMINISTRATION

Session : 2021-2023

Submitted To: Submitted By:

Dr. Rajni Singh ARATI SAINI
(Dean of MBA Dept.) Roll No – 2107330700003
MBA- 3rd Sem.

HIERANK BUSINESS SCHOOL

A – 42, Institutional Area, Sector – 62, Noida

AFFILIATED TO ABDUL KALAM TECHNICAL UNIVERSITY.

 Date: ……………….

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Ms. Arati Saini is a bonafide student of MBA 2nd Year of this
institute for the session (2021-23) and he/she has prepared Summer Training Project
Report titled “A STUDY ON RECRUITMNET AND SELECTION PROCESS IN
VOLTECH SERVICE PVT LTD.”, for partial fulfillment of Master of Business
Administration (MBA) affiliated to Dr. APJ Abdul Kalam Technical University,
LUCKNOW.

I wish him/her all the best for his/her future endeavors.

Dr. Rajni Singh (Faculty Supervisor)

(Dean Academics MBA)
CERTIFICATE
 DECLARATION

I Arati SAINI hereby declare that the project entitled “Recruitment and
Selection process’’ with reference to Voltech Service Pvt Ltd.” prepared by
me under the guidance of Dr. Rajni Singh, faculty of M.B.A Department of
HIERANK BUSINESS SCHOOL. I also declare that this project work is
towards fulfilment of the university.
Regulations for the award of degree of Master of Business Administration by
Abdul Kalam Technical university. I have undergone a summer project for a
period of four weeks. I further declare that this project is based on the original
study undertaken by me and has not been submitted for the award of any degree
from any other institution.

SIGNATURE
 ACKNOWLEDGEMENT

I express great sense of gratitude to Dr. Rajni Singh who gave me the
opportunity to work under her prestigious and valuable guidance. Her academic
excellence, immense interest, and scholarly suggestions have been the source of
inspiration and motivation which helped me to complete this research work.

I would also take the chance to express my sincere thanks to the staff of the
“Hierank Business School, Noida” that were extremely cooperative in
providing relevant materials. My happiness cumulates when I recalled the
corporation extended by my friends during the completion of this project.

Final and hearty thanks go to my parents.

ARATI SAINI
 TABLE OF CONTENTS

S.NO PARTICULARS PAGE NO.

1. INTRODUCTION OF THE STUDY

2. ORGANISATION’S PROFILE

3. OBJECTIVES OF THE STUDY

4. SCOPE OF THE STUDY

5. LITERATURE REVIEW

6. RESEARCH METHODOLOGY

7. DATA ANALYSIS AND INTERPRETATION

8. FINDINGS

9. LIMITATIONS

10. CONCLUSIONS

11. SUGGESTONS

12. BIBLIOGRAPHY

13. ANNEXURE
INTRODUCTION

Human Resource Management is part of the organization that is concerned with the
“people” dimension. HRM can be viewed in one of two ways. First, HRM is a staff, or
support in the organization. Its role is to provide assistance in HRM matters to line
employees, or those directly involved in producing organization’s goods and services.
HRM is a function of every manager’s job. Whether or not one work in a “formal” HRM
department, the facts remain that to effectively manage employees requires all managers to
handle the activities.

Human Resource Planning helps determine the number and type of people an organization
needs. Recruitment follows Human Resources Planning and goes hand in hand with the
selection process by which organizations evaluate the suitability of the prospective
Candidates for the job. Jon analysis and job design specify the tasks and duties of jobs and
the qualifications expected from prospective job holders (Chart-1.1). The next logical step
is to select the right number of people the right type to fill the jobs. Selection involves two
broad groups of activities: (i) Recruitment and (ii) Selection.

Recruitment is the process of finding and attracting capable applicants for employment.
Whereas Selection is the process of picking individuals (out of the pool of job applicants)
with requisite qualifications and competence to fill jobs in the organization.

An organization large or small, profit or service oriented, whether it is, the ultimate aim is
to achieve organizational goal. This achievement can only be possible through skillful and
effective management of manpower. Selection is a key component in the acquisition of
human resources. Without a reliable and erective selection mechanism, a business can
never flourish, especially in the present world of market economy, which is fiercely
competitive. Usually after successful completion of recruitment, selection and induction
process the new employee must be developed to better fit the job and the organization.
INTRODUCTION
TO
THE STUDY
 What is recruitment?

Recruitment is the process of finding, screening, hiring and eventually onboarding

qualified job candidates. The recruiting process can be relatively straightforward, but
advances in technology, a tight labor market and a workforce pool that might span five
generations can make the first step -- finding potential candidates -- particularly
challenging. Recruitment is a key part of human resource (HR) management and supported
by the hiring manager and others involved in the hiring process. Skilled recruitment efforts
will make a company stand out and be more attractive to potential employees, a strategy
that can directly impact a company's bottom line.

Recruitment Definition by eminent Authors

Here are some popular definition of recruitment given by eminent authors:

* Edwin Flippo  
Recruitment is the process of searching for prospective employees and stimulating them to
apply for jobs in the organization.

* DeCenzo and Robbins

It is the process to discover potential candidates for future actual or anticipated job
vacancies. Another perspective is that it is a linking activity which brings together
organizations those with jobs to fill and people those are seeking jobs.

* Plumbley 
It is a process to match the capacities of candidates with the demands of the organization.
The inclination of qualified candidates should also match with the rewards and benefits the
organizations are willing to provide in the job.

* Dale Yoder 
Recruitment is a process to discover the sources of manpower to meet the requirement of
the staffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient working force.

* Kempner
Recruitment is identified as a first step of the process which persists with selection and
ends with the joining of the suitable candidate in the organization.

* William B. Werther & Keith Davis 

Recruitment is a discovering of potential applicants for actual or anticipated organizational
vacancies. Or from other perspective, it can be looked at the linking activity bringing
together those with jobs and those seeking jobs

* Joseph J. Famularo 
However, the act of hiring a man carries with it the presumption that he will stay with the
company-that sooner or later his ability to perform his work, his capacity for job growth,
and his ability to get along in the group in which he works will become matters of first
importance.
 Why is recruitment important?

Employees are the lifeblood of companies, so finding and attracting the best candidates
possible is of utmost importance. A poor recruitment effort can result in unfilled jobs and a
loss of revenue, while successful recruitment will bring in the right candidates on a timely
basis, ensuring a business is able to continue to move forward.

Also, in a competitive hiring market, employee retention can be tricky, but an effective

recruitment strategy can minimize that risk by ensuring the right people are hired into the
right roles.

When recruiting is done well, your workforce is engaged, employees are in the most
suitable position for them to succeed, your organization thrives, you can attract better
candidates, you have good ratings on sites such as Glassdoor, you can reduce turnover, you
can build a talent pipeline and more.

The following points will help to understand the importance of Recruiting: 

1. The process is important to encourage and attract candidates and get ample amount of
application for the job vacancies.

2. It is an effective way to create information pool about the prospective candidates who are
suitable for the talent needs of the organization.

3. It is very important step of planning and analysis about the present and future manpower
requirement of the organization. 

4. It bridges the gap between employers and their future employee.

5. It is a less expensive way of gathering information about the talented manpower in the
industry.

6. It helps to improve the selection process by proper sorting of suitable candidate for the job.

7. It reduces the turnover of employees due to correct matching of candidate expectations and
the rewards offered by the organization.

8. It also helps the organization to meet the social and legal obligation of maintaining the
manpower composition.

9. It determines the appropriate candidates through the different channels of recruitment.

10. It helps the organization to create different sources of attracting the right candidate for the
job profile.
 How does recruitment work?

To ensure an organization's recruitment activities are well thought out, effective and
efficient, an organization may develop a recruitment strategy. The recruitment strategy
may cover items such as the size of the organization, the overall economy, the competition
for similar candidates, the attractiveness of the organization, labor laws and other legal
considerations.

Generally, the hiring process is similar across organizations; however, the number of steps
in the process and its associated tasks may vary. For example, one organization may ask
candidates to do a pre-hire assessment, whereas the next does not.

The following are typical steps in a hiring process:

 Conduct a job analysis to determine what is needed in the position.

 Develop a job description, if one doesn't exist, based on the analysis, including the
following in it:
o necessary skills and competencies;
o experience;
o education; and
o position-specific requirements, such as the ability to lift heavy objects on a regular basis.

 Evaluate the job by comparing it to other positions in the organization to determine the
overall value of the position. This can be done using a point system. The end goal is to
ensure the compensation is equitable, based on comparable positions.
 Get the job description approved.
 Develop a job posting, which is similar to the job description but written with a marketing
slant that takes advantage of the employer brand to help attract candidates.
 Using your applicant tracking system (ATS), post the job posting. It is often posted
internally on the company's Intranet or web portal to notify employees and on the
organization's external career site, job boards and social media.
 Educate everyone involved in the hiring process to ensure they are aware of the laws and
company guidelines they need to follow. Examples may include not asking candidates their
age, marital status or other personal information that is not directly related to the job they
will perform.
 Screen the resumes that have been submitted to your recruiting software.
 Perform a first interview, possibly by phone to confirm basic information and gauge the
interest of the candidate.
 Develop and share interview guides to help hiring managers conduct good interviews.
 Perform a second interview with the hiring manager or hiring team. In small organizations,
interviewees may also meet with the CEO or executive director.
 Send a pre-hire assessment to the candidate. This can be a personality type test, a coding
test for software development roles and so on.
 Perform reference checks with current and former employers and personal references.
 Carry out background checks, such as validating the candidate's education, or do a criminal
history check.
 Have the candidate take a drug test, assuming it is legal in your jurisdiction and required
for the position.
 Negotiate the contract, including salary or hourly rate, number of vacation days, bonus
eligibility, and potential other items offered by the company or requested by the candidate.
 Send the offer to the candidate for review and sign-off.
 Hire the candidate, and move them to the onboarding process.

Sources of recruitment

When looking to fill open roles, employers have two options: Look internally, or hire from
the outside. Both have advantages and disadvantages.

Internal candidates need little to no onboarding as they are familiar with the company and
you are familiar with their past performance. However, moving an existing employee into
a new role leaves the old role to fill.

On the other hand, external candidates can bring fresh eyes, enthusiasm and skills to a
company, but it is vital to ensure new employees will be a good fit in the company culture.
 Types of recruiting techniques

Although some companies still rely on a "We're Hiring" sign on the door, many companies
tackle recruitment the way they do marketing -- with a multi-tiered approach. Recruitment
marketing can include everything from promotion on social media to billboard ads, public
relations (PR) campaigns and even bonuses to current employees for successful candidate
referrals.

Here are recruiting techniques to help your talent acquisition team attract qualified

candidates:

 Internal recruitment. 
Post open positions on your internal career site so current employees can apply.

 Retained recruitment.
 Hire a third party to fill open positions. You pay an upfront fee for the recruitment work
and may pay an additional fee once a candidate is hired.

 Contingency recruiting.
 Similarly, this option involves using a third party to recruit on your behalf, but you only
pay a fee if a qualified candidate is hired.

 Staffing recruiting. 
This type of recruiting also involves a third-party recruiter but is often used to fill short-
term or temporary jobs.

 Outplacement recruiting. 
This type of recruiting is sometimes offered to employees who have been involuntarily
terminated. The service, in addition to other services offered by an outplacement company,
are there to support former employees with their job search.

 Recruitment process outsourcing (RPO). 

In this case, the organization completely outsources its recruitment function to a third
party. The primary goal is to reduce the cost of the recruiting process.

 Temporary recruitment professional. 

You may want to hire a temporary employee or consultant to help your recruitment team
occasionally rather than hiring a full-time recruiter.

 Career fairs. 
Whether in person or virtual, these events give your organization an opportunity to meet
qualified candidates and market your employer brand.

 Campus recruiting. 
Participating in campus recruiting events can help in recruiting new grads or co-op
students.

 Employee development and succession planning. 

 Developing employees and preparing them for a new role is an excellent opportunity for
the employees and reduces the risks associated with external candidates.

 Partnering with outside organizations. 

You might do this to attract a more diverse workforce or support underrepresented
communities, such as immigrants and minorities.

 Networking. 
Meeting other people in the community provides an opportunity to share information about
your organization.

 Social media. 
Posting open positions on Twitter, Facebook and LinkedIn is a popular choice. Search
engine ads that pop up in response to a query are another option.

Latest trends in recruiting

As recruiting has become more competitive, many vendors have developed recruiting
software, such as recruitment management systems (RMSes) and ATSes, to automate the
recruiting process. These systems enable the talent acquisition team to simplify the
application process, improve the candidate experience and employ the systems for
interview scheduling, among many other benefits.

Some organizations are turning to artificial intelligence-powered screening tools to help

more quickly identify potential candidates, assess strengths and weaknesses, and come up
with questions that can speed the decision-making process.
 Some organizations with a large number of high-turnover positions have begun processing
applications via mobile texting, providing applicants with a much simpler method to apply
for open positions.

To showcase the employer brand and attract top-rated candidates, organizations are
tailoring their recruitment activities. For example, recruiting for an entry-level position
may include posting the position on your website and a job board, such as Indeed. When
recruiting for an executive position, you will likely use additional methods, such as hiring
an outside recruiter or identifying passive candidates who have the skill set you require.

Large employers can also use other strategies, such as brand advertising, which showcases
a company's perks and benefits and promotes the culture and work styles. They might also
highlight a strong Net Promoter Score (NPS), which is a popular measure of customer
loyalty. To attract certain groups of employees, such as millennials, a company may stress
the social value or importance of the work being done.

Effective recruiting best practices

Recruiting can be a challenging task, especially when you're trying to find qualified
candidates for positions that are in high demand.

Here are some tips on how to effectively attract new candidates:

 When selling the benefits of the company to candidates, it's important not to oversell, since
it can lead to new-hire turnover.
 Don't just post and hope. Actively search for qualified candidates, including passive
candidates who are not currently looking for work. Platforms such as LinkedIn have
greatly enhanced a recruiter's ability to find candidates who may be great for a position.

 Keep candidates warm, even if you don't hire them, because another position may open
tomorrow that they would be well suited to fill. An ATS or RMS can make this easier by
sending regular communications to candidates.

 Tailor your communication with candidates, even if you are using automated replies. For
example, you may have a simple automated email that goes to all applicants who don't
meet your minimum requirements and a different one for candidates who have been
interviewed.

 Focus on recruiting people who have hard-to-find skill sets and competencies, and then
train them for job-specific tasks. This will help ensure you find candidates who will fit
with your organization's culture and bring the right mindset to the job.

 Take advantage of your brand. If your organization has great brand recognition or is
recognized for doing great things, use that information in your recruitment marketing.

 Get to know the business and its leaders so you can better support them and provide
candidates with a better experience during the hiring process.

 Ensure that all the data related to the hiring process, including each candidate's resume and
interview notes, is stored in one location so it's available to everyone involved in the hiring
process and accessible in case of lawsuits or audits.

Recruitment Agency Terms

 Contingency Recruitment: 

Contingency Recruitment is by far the most common service provided by Recruitment

Agencies. In simple terms, the recruitment fee is based on a “no win, no fee” basis. This
means that a recruitment agency will work a given requirement without any charge up until
the point that the candidate they have represented is offered, accepts and starts with the
company.
  Executive Search: 

Executive Search is the ‘pièce de résistance’ service  offered by Recruitment Agencies and
most of these Agencies would categorise themselves as “Head-hunters” or “Search Firms”.
Executive Search normally commands a much higher fee than Contingency Recruitment
and payment is required in 3 stages including an upfront payment before the assignments
begins.

What is Selection?

Meaning and Definitions

Selection is the process of putting right men on the right job. It is a procedure of matching
organisational requirements with the skills and qualifications of people. Effective selection
can be done only when there is effective matching. By selecting best candidate for the
required job, the organisation will get quality performance of employees.
Moreover, organisation will face less of absenteeism and employee turnover problems. By
selecting right candidate for the required job, organisation will also save time and money.
Proper screening of candidates takes place during selection procedure. All the potential
candidates who apply for the given job are tested.

But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates
more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of
data. While selection is a negative process as the inappropriate candidates are rejected
here. Recruitment precedes selection in staffing process. Selection involves choosing the
best candidate with best abilities, skills and knowledge for the required job.

Once an adequate number of applicants have been sourced, the process of selection begins.
Selection is the second step in the staffing process. This process involves choosing the
candidates who best meet the qualification and have the greatest aptitude for the job. The
main objective of this process is to match individual characteristics such as ability,
experience and so on with the requirements of the job.

Thus, a systematic selection should be done in the organization to avoid wrong candidate’s
selection and loss of time and money incurred on this process. Wrong selection also leads
to absenteeism and retrenchment. Selection is the process of carefully screening the
candidates who offer themselves for appointment so as choose the most suitable persons
for the jobs that are to be filled. It is the process of weeding out unsuitable candidates.

Selection Definition

According to Dale Yoder

“Hiring (selection) process is one or many ‘go’ on no-‘go’ gangs. Candidates are screened
by the application of these gangs. Qualified applicants go on to the next hurdle, while in
qualified are eliminated”.

According to Thomas H. Stone,

“Selection is the process of differentiate between applicants in order to identify (and hire)
those with a greater likelihood of success in a job”.

According to Thomas H. Stone

“Selection is the process of differentiating between applicants in order to identify (and

hire) those with a greater likelihood of success in a job.”

Why is selection important?

Selection is an important process because hiring good resources can help increase the
overall performance of the organization. In contrast, if there is bad hire with a bad
selection process, then the work will be affected and the cost incurred for replacing that
bad resource will be high.

The purpose of selection is to choose the most suitable candidate, who can meet the
requirements of the jobs in an organization, who will be a successful applicant. For
meeting the goals of the organization, it is important to evaluate various attributes of each
candidate such as their qualifications, skills, experiences, overall attitude, etc. In this
process, the most suitable candidate is picked after the elimination of the candidates, who
are not suitable for the vacant job.

The organization has to follow a proper selection process or procedure, as a huge amount
of money is spent for hiring a right candidate for a position. If a selection is wrong, then
the cost incurred in induction and training the wrong candidate will be a huge loss to the
employer in terms of money, effort, and also time. Hence, selection is very important and
the process should be perfect for the betterment of the organization.

The following points will help to understand the importance of Selection: 

1. Good Talent

Proper selection system enables the organization to appoint talented persons for various
activities and thereby leading to improved productivity and profitability of the
organisation.

2. Better Efficiency

Selection of right person to the right job is sure to produce better quality of work and may
facilitate faster achievement of objectives. This will help in greater measure to tone up the
overall efficiency of organisation.

3. Reduced Cost of Training and Development

Better selection of candidates definitely reduces the cost of training because qualified
personnel have better grasping power. If they select suitable candidates for suitable job,
they can easily understand the techniques of the work better in quick time. Besides, the
organization can develop different training programmes for different persons on the basis
of their individual differences, thus reducing the time and cost of training considerably.

4. Reduced Turnover

Proper selection of candidates contributes to low labour turnover. This will inturn help the
organisation to minimize recruitment cost.

5. Job Motivation
If the right person is selected for the right job, it tends to motivate the person to work more
effectively and efficiently. They feel that their skills are properly used and they tend to
contribute more attention to the job.

6. Other Benefits

Proper selection of candidates reduces absenteeism. They would pay better attention to
their jobs and take safety precautions on their own accord would minimize the occurance
of work place accidents.

Selection Process in HRM – Need: Reduce Margin of Errors, Minimize

Cost of Personnel and Meet Environmental Requirements

Selection, being the most crucial phase of human resource management, should be
systematic and scientific, based on certain pre-determined criteria. Traditional methods of
selection, though may provide base for judging the suitability of a candidate, do not
provide satisfactory fit between the candidates and jobs.

Therefore, there is a need for developing scientific methods for selection. A scientific
method uses well-established, reliable, and valid tools for selection.
These tools are based on a fit among three categories of variables:

1. Candidate’s own personality predispositions and characteristics such as need patterns,

tolerance for ambiguity, locus of control, work ethic, values, abilities, and skills;

2. Characteristics of the job such as the amount of challenge it offers, the skills used in
performing the job, and the like; and

3. Characteristics of facilitating structures at the workplace such as work layout, reward

systems, extent of training and development facilities offered, and organizational culture
and values.

The need for a fit between the candidate and other variables arises to ensure the
following features in the selection:

1. To Reduce Margin of Errors:

No matter whatever method of selection is used, some margin of errors will always prevail.
Scientific selection tries to reduce this margin though it cannot remove it completely at
selecting those who will, by and large, perform well in the organization and reject those
who will not. However, in doing so, some errors invariably occur.

Based on the combination of two criteria — performance criteria and selection

criteria, candidates may be divided into four categories:

A- refers to those who were not selected on the selection criteria cut-off but who have been
successful had they been selected. This error is known as false negative.

B- refers to those who were rejected; had they been selected, their performance would not
have been positive. In this case, there is no error and the situation is known as true
negative.

C- refers to those who have been selected and whose performance would be positive. The
situation is true positive; there is no error.

D- refers to those who have been selected on the selection cut-off criteria but their
performance is not positive. This error is known as false positive.

Scientific selection aims at increasing the size of rectangles B and C and, consequently,
decreasing the size of rectangles A and D by using proper tools and techniques of
selection.

2. To Minimize Cost of Personnel:

A wrong selection results in enormous cost to the organization as well as to the society.
For the organization, cost of a wrong selection is in two forms. First, it will have to pay
higher remuneration to the person wrongly selected in comparison to his contributions to
the organization thereby affecting organizational effectiveness adversely. Second, selection
of a wrong person has a telling effect on the morale of existing personnel in the
organization.

It may send a wrong signal and the personnel may feel that nepotism is the way of life in
the organization. From the social point of view, a wrong selection means the wastage of
precious human resources of the society. By scientific selection, such costs can be
minimized.

3. To Meet Environmental Requirements:

No organization operates in isolation but it operates in the context of a given set of

environmental factors. Therefore, it has to abide by socio-cultural norms and one of the
norms is that every organization will treat all people fairly. This applies in the context of
employment of people.

In fact, our Constitution has very clearly laid down the guiding principles for
opportunity in public employment for all citizens that:

“There shall be equality of opportunity for all citizens in matters relating to employment or
opportunity to any office under the State (Article 16-1). No citizen shall, on grounds only
of religion, race, caste, sex, descent, place of birth, residence or any of them, be uneligible
for or discriminated against in respect of employment or office under the State (Article 16-
2).”

Though these are applicable to the employment in Government agencies, these are equally
true for other organizations too as a matter of their social responsibility. An organization
may enhance its prestige by fair and equitable solution which demands a fit between the
candidates, jobs, and organization. This can be achieved to a great extent by scientific
selection.

Selection Process in HRM – 2 Important Qualities of Selection

Instrument (Validity and Reliability)

Once the criteria or objectives of selection have been decided, one should look for an
instrument that can be used to discriminate and distinguish between candidates possessing
those characteristics and those who do not. In other words an instrument, e.g., a test, an
interview, or a certificate of high educational qualification could be used to make selection
if its administration yield different results for different candidates. This instrument or the
device is called selection device.

A chosen selection instrument must have two very important qualities:

1. It should be valid and

2. It should be reliable.

1. Validity:

A valid selection device would be one that when administered on a group of candidates
generates results that are related well with the specific criteria or objectives of selection.
Example – If the criterion of selection of a hotel manager is his/her ability to work with
room boys, then we can use a behavioural test to select a hotel manager only if behavioural
test scores of a group of hotel managers are correlated well with their measured ability to
work with the room boys.

If a hotel’s objective is to select a manager with aptitude to work with room boys, then
obviously it cannot use a meter stick to make the choice as there is no proven relation
between the height of a manager and his/her ability to work with room boys!

In the context of strategic selection, the issue of validity assumes special significance. This
is because many of the strategy-related skill requirements for a key manager are based on
inadequate analysis and incomplete information. Many a time these requirements are
presented based on what worked in another organization and/or in another time in the same
organization without considering their current relevance.

As a result many a time, some of the strategy-related selection objectives that are used for
making selection may turn out to be faulty at a later date. It is because of such doubts and
potential faux pass that some authors and practicing managers believe that there is no need
for a strategic selection at all or at least in the entry career stages of managers.

Human quality and characteristics are flexible and adaptable enough to meet any future
requirements provided one is committed to the organization and the organizational
environment is supportive enough to take the trouble.

2. Reliability:

Through the process of selection, the selection committee members try to assess those
qualities and characteristics of a candidate that are normally not visible from the objective
information provided by him/her. Many of these qualities and characteristics are intangible
in nature and their assessments are open to varying degree of subjective errors.

Naturally, the application of a device may yield results that depend on other extraneous
factors, e.g., who administered it, at what time it was administered, or how it was
administered. Unless an instrument gives results that are stable both over time and over
different administrators, it cannot be very useful and acceptable to an organization.
Sometimes, the use of an instalment of low reliability may invite legal sanction for being
unfair and discriminatory.

Thus, the reliability of a selection device is another important characteristic which

indicates consistency in results from its application on the same group of candidates at
different times or from the administration by different administrators on the same group of
candidates.

Selection Process in HRM – Factors Affecting the Process of Selection:-

Profile Matching Factor, Organizational and Social Environmental
Factor and a lot More.
A number of factors affect the process of selection as Yoder has rightly observed
“recruitment is positive process where as selection is negative.”

The important factors affecting the process of selection are given below:

1. Profile Matching Factor:

The most important factor that affects on selection is profile of the candidate and job
specification. The profile of the candidate should match with job specification. For this
purpose scores secured by the candidates in various tests are taken as a standard and
success or failure of the candidate is decided at each stage of selection. Scores secured in
the test, performance in the interview are taken to match the candidate bio-data with the
job specification.

2. Organizational and Social Environmental Factor:

Organizational and Social factors also influence the selection process. Candidates who are
able and efficient may fail to work in a type of organization located in a place which is not
conducive to work. For some candidates hot environment may be problem for others cool
environment may be hardship. Therefore, while selecting the candidates, the prevailing
environment, the capacity and suitability of the candidate to work in that environment
should also be considered.

3. Successive Hurdles:

There are number of hurdles in the process of selection which a candidate has to pass
through successfully to get an appointment. These hurdles may be interview, test, group
discussion, reference enquiry etc. All these hurdles influence on the selection process and
need to be considered at the time of selection.

4. Multiple Co-Relations:

Multiple co-relations are yet another factor that influences on the process of selection.
Multiple co-relation means relation between two or more factors. It is based on the
assumption that deficiency in one aspect can be counter balanced by an excess amount of
another. A candidate who is poor in communication may be extra-ordinary good in book
keeping and accounting. Now multiple co-relation factors may be applied and candidate
may be selected.

How does selection work?

The purpose of selection process is to pick up the most suitable candidate who would meet
the requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about
the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process. How
well an employee is matched to a job is very important because it is directly affects the
amount and quality of employee’s work and overall performance and productivity of the
organization.

Selection Process in HRM – the Process of getting Potential Employees

Recruitment has been described as the process of getting potential employees wellness to
apply for a Job or Jobs in the organization. If recruitment is successful several candidates
will apply and out of these, the more suitable candidates may be selected. But selection is
not an easier process. It is a problem of man to the job. Thus, selection involves choosing
of individuals who possess the necessary skill, abilities and personality to fill specific jobs
in the organization.

Therefore, a well devised selection procedure is of great significance for the organization.
The purpose of selection process is to determine whether a candidate is suitable for
employment in the organization or not.

To select means to choose. Selection is a process by which the qualified personnel can be
chosen from the applicants by obtaining and assessing pertinent information about them. It
is “the process in which candidates for employment are divided into two classes – those
who will be offered employment and those who will not (i.e. those who will be rejected).
Since more candidates may be turned away than hired, selection is frequently described as
a negative process, in contrast with the positive programme of recruitment”.

Thus, unlike recruitment, selection is a negative process as it seeks to eliminate the least
promising candidates and to discover those that appear most likely to succeed. This process
essentially aims at matching the applicants with the job requirements and picking up the
most suitable candidates. The choices are made by elimination of the unsuitable candidates
at successive stages of the selection process.

The following significance can be obtained by the organization if selection is made

carefully:

i. Unsuitable and unqualified persons can be weeded out.

ii. Suitable persons are selected means decreasing the level of absenteeism and labour turn
over.

iii. Good selection increases the efficiency of the organization.

iv. Good selection reduces the wastage of time, energy and money by selecting the suitable
candidates.

v. Sound selection of executives can build up the strong managerial structure of the
enterprise.

vi. Proper selection is very helpful in building up a suitable workforce.

vii. The productivity of the organization can be improved by good selection.

Selection Process in HRM – Involves choosing between Applicants for

jobs and Eliminating unsuitable Applicants
Selection involves choosing between applicants for jobs, eliminating unsuitable applicants.
Selection of applicants depends on the basis of educational qualifications, skills,
experience and aptitude of the applicant which suits the best for job description.

To select the best candidate, intensive research for the job should be conducted in order to
determine the attributes needed for the job and by the applicant.

In other words an effective selection policy must assert, “why and what” aspects of
organizational objectives. Selection is the process of choosing the best of those recruited. It
can be a negative process as it rejects a large number of applicants to identify the few who
are suitable for the job. It is an important function as no organisation can achieve its goals
without selecting the right candidate.

After the receipt of appropriate number of applications through various sources of

recruitment selection process starts. It is concerned with securing relevant information
about the applicants. The purpose of the selection process is to determine whether a
candidate is suitable for employment in the organization or not. All persons who have
applied may not be suitable.

Moreover, the number of applicants will be much more than the positions vacant. It
becomes all the more important to scrutinize applicants properly so that those who are
found unsuitable at first instance should not be called for tests or interviews. This will save
time and money of the enterprises as well as the candidates.

The procedure to be followed for selecting an employee may be different for various jobs.
If the job is not very important than a simple procedure may be followed. For employing
unskilled workers, personnel manager may select them after a brief interview.

If skilled and unskilled persons are to be selected then foremen may interview them and
also test their experience by asking them to work on jobs. When the position to be filled is
important than a number of steps may be followed before a person is finally selected.

The selection process also serves the purpose of selling the organization to the candidate.
During the selection process, the candidates come in continuous contact with the
organization through its representatives. While the candidate is being evaluated, he tries to
assess the company and its culture, apart from the job.

So, the representatives of the company have to take care to project the company in the best
possible way. The job is also to be sold to the candidate. However, providing wrong
information and incorrect details might back fire as an unsuitable candidate might give his
acceptance and eventually get hired.

It is the responsibility of the selectors to balance the two purposes of selecting the
candidate and creating a good image of the organization and the job for the candidate.
Stress interviews and other similar selection procedure cannot appeal to a candidate and
might put him off.

More and more organizations are trying to simplify and modify their selection procedures
so as to ensure the right selection without antagonizing the candidate. It is a fact that the
organization needs a right candidate as much as a candidate needs the right job.
Following points should be considered for selection of candidates:

(i) There should be sufficient number of applicants.

(ii) There should be free flow of communication as to understand each other better.

(iii) The method of selection should be sound.

(iv) Some standards should be fixed by which applicants could be rated.

(v) Authority should be competent and expert on that particular field to select a right
candidate.

Selection Process in HRM – Selection Tests

Selection tests are of various types. Some of them have been discussed below. Recruiters
may use one or more of such tests depending upon the kind of job for which they are
selecting the candidates.

1. Ability/Achievement/Trade Tests:

The ability tests measure how well the Tests candidate can perform the tasks in a
particular job. In other words, it is a proficiency test of a candidate. Ability test may also
be called achievement tests or trade tests. The composition of such tests shall differ from
job to job however all such tests shall be directed at confirming the candidate regarding
his/her ability.

2. Aptitude Tests:

All apples are not ripe when they are plucked. Similarly, all candidates do not come with
prior experience or proven track-record of their abilities. In such cases aptitude tests
prove to be very effective. Aptitude tests attempt to find out the latent potential of a
candidate towards a particular job; not only in terms of performing it in the future but
also learning the same.

You cannot teach a hen to dance like a peacock. Without sounding condescending in any
way, the fact remains that someone with an aptitude can always be trained but not
without that.

Aptitude test come in various types:

a. Intelligence Tests:

These tests try to measure the overall intelligence of the person to do the job and solve
various problems that he/she might encounter while doing the job.

i. Verbal Ability Tests – These tests measure spelling, grammar, ability to understand
analogies and follow detailed written instructions.

ii. Numeric Ability Tests – These tests measure basic arithmetic, number sequences,
simple mathematics, and numerical critical reasoning questions.

iii. Abstract Reasoning Tests – These measure and identify the underlying logic of a
pattern and then determine the solution.

iv. Spatial Ability Tests – These measure ability to imagine shapes in two dimensions or
to visualize three-dimensional objects presented as two-dimensional pictures.

v. Data Checking Tests – These measure how the speed and accuracy with which one can
detect errors in data.

b. Mechanical Aptitude Tests:

They measure orientation of a person to perform a mechanical job.

c. Skill Tests:

Such tests attempt to determine whether the skill of the person in doing a particular job is
at compilation (just acquired skill) or at automaticity (expertise) level.

3. Situation Tests:

Situational tests are thought to be very effective in selection process as they exhibit a
candidate’s ability to think, ideate, his/her decision-making ability and many-a-times a
reflection of their attitude and approach. In situation tests candidates are given scenarios
that are close to real-life ones and then tested on how they react to the same.

Some examples of situation tests are:

a. Role Plays – In ‘role plays’ a group of candidates are provided a situation, usually a
problem, which they have to enact and find solutions for the same.

b. Group Discussion – A group of candidates are provided a topic on which they are
supposed to discuss, explore multiple perspectives and comment. In the process they are
expected to develop solution or possible alternatives.

c. In-basket Exercises – A candidate is given a series of tasks that he/she has to complete
in a fixed period of time, for example, issuing a warning letter, memo, writing to supplier,
commenting on a new policy by the company, reviewing requests by some employees, etc.
The speed and proficiency with which a candidate deals with each of such items in the
basket are recorded and the data is used in selection process.

4. Interest Tests:

A candidate’s interest towards a particular career or occupation may a times be tested by

the employers, since a genuine interest is seen as a precursor to someone doing a good job.

The more common career interest tests include:

a. SDS – Self Directed Search, also known as SCII – Strong-Campbell Interest Inventory
– this is based in part on John L. Holland’s six personality types (also known as the
Holland Codes).

b. Sll – Strong Interest Inventory. Based on the Holland Codes this test typically takes
about 25 minutes to complete. It is widely used in for educational guidance in relation to
career choice.

c. The Career Key – A career interest test, also based on the Holland Codes.
The ONET Interest Profiler (IP) is a self-assessment career exploration tool that can help
clients discover the type of work activities and occupations that they would like and find
exciting.

5. Personality Tests:

Most jobs demand a certain set of personality traits for example a sales person must be
extrovert, gregarious, a BPO executive must be type B to avoid early burnout etc. Some
employers use personality test to ensure a better candidate-job fitment.

6. General Awareness Test:

A candidate knowledge about the general economic, social, political and legal environment
may be tested at times by the employers.

7. Projective Tests:

These tests are designed to test the interpretation that a candidate makes about photos or
pictures that he/she is confronted with. It is a type Personality test designed to let a person
respond to ambiguous stimuli, presumably revealing hidden emotions and internal
conflicts.

Unlike an “objective test” in which responses are analysed according to a universal

standard (for example, a multiple choice exam), the responses to a projective test are
content analysed for meaning rather than being based on Pre-suppositions about meaning.
There are a number of different types of projective tests.

Some of the best-known projective tests are:

a. The Rorschach Inkblot Test:

The Rorschach Inkblot was one of the first projective tests, and continues to be one of the
best-known. Developed by Swiss psychiatrist Hermann Rorschach in 1921, the test
consists of 10 different cards that depict an ambiguous inkblot. The participant is shown
one card at a time and asked to describe what he or she sees in the image.

The responses are recorded verbatim by the tester. Gestures, tone of voice, and other
reactions are also noted. The results of the test can vary depending on which scoring
system the examiner uses, of which many different systems exist.

b. The Thematic Apperception Test (TAT):

In the Thematic Apperception Test, an individual is asked to look at a series of ambiguous

scenes. The participant is then asked to tell a story describing the scene, including what is
happening, how the characters are feeling and how the story will end. The examiner then
scores the test based on the needs, motivations and anxieties of the main character as well
as how the story eventually turns out.
8. Graphology Test:

Graphology test is essentially a test of a person’s handwriting. The term graphology was
first used by a Frenchman Michon in 1875 and has been derived from the Greek words
‘grapho’ meaning ‘I write’ and ‘logos’ meaning ‘theory’. Graphology test can tell a lot
about the person his emotions, his ego, his idiosyncrasies, his attitude, perception etc.

The choice of selection test/tests to be employed by the employer in the selection process
shall depend upon need, applicability, feasibility and cost to be incurred in administering a
test.
 Selection Process in HRM – the Following Steps are generally followed
by the Organizations while Selecting its Employees

There is no standardized selection procedure to be used in all organizations or for all jobs.
The steps or procedure differ from job to job or even position to position and firm to firm.
These steps are series of successive hurdles or barriers which an applicant must cross.
These are designed to eliminate an un-qualified and un-desirable candidate from the
selection process.

However, the following steps are generally followed by the organizations while
selecting its employees:

1. Scrutiny of application

2. Preliminary Interview

3. Application Blank

4. Selection Test and Group Discussion

5. Interview

6. Medical Examination

7. Checking References

8. Final Approval, Placement and Induction.

Step # 1. Scrutiny of Applications:

The first and foremost step in the process of selection is receipt of applications and
scrutiny or screening of applications received just to ensure that applicants possess
requisite qualification and fulfill all the conditions required and whether application is
complete in all respect etc. Incomplete applications are kept out of the list and applications
complete in all respect and applicants who fulfill all the conditions are called for
preliminary interview.

Step # 2. Preliminary Interview:

Preliminary interview is generally conducted by a junior executive or assistant of the

personnel department. Preliminary interview is conducted to know about the candidate, his
or her qualification, skill knowledge, experience salary expected etc., and also to give
information about the company, nature of the job, method of performing job etc.
Preliminary interview saves time and effort of company and candidates as it helps to
determine whether job to be offered suits to the candidates and candidate is fit to do a job.
Due to overage, physical unfitness, lack of required education and experience, some of the
job seekers may be unsuitable. Therefore, to test the suitability and employability of the
candidate preliminary interview is conducted.

Step # 3. Application Blank:

Those who have crossed the hurdle of preliminary interview will be given application
blank. It is a device of collecting information from the candidates. Generally big firms use
different printed application forms for different job that will be issued to the candidates for
collecting information.

Generally application blank or form contains the following information:

(i) Name, address, telephone number etc.

(ii) Personal information like age, sex, marital status, place of birth etc.

(iii) Education and family background.

(iv) Physical characteristics like height, weight etc.

(v) Extracurricular activities like games and sports, hobbies, membership of professional
bodies, personal achievements like prizes won, medals received etc.

(vi) Experience in different organizations if any and salary drawn and salary expected etc.

Step # 4. Selection Test:

Use of tests in the process of selection of an employee has become very much common
now. Standardised tests are available in order to judge the attitude, behavior, ability,
interest and aptitude of the candidates. For this purpose, aptitude test, intelligence test, skill
test, knowledge test, personality test, interest test etc., are conducted depending upon the
nature and type of job.

Tests help in understanding the abilities and weakness of the candidates and are helpful in
matching the job with candidates. Test is one of the best devices for selecting the
candidates when applicants are in large number. Thus, tests help to reduce bias in selection
by serving as a supplementary screening device.
Group Discussion:

Group discussion is a device or means of judging the leadership ability and social traits of
candidates. In this technique, candidates are brought together and small group consisting of
5 to 8 members is formed and problem is given for discussion. The group has to analyse,
discuss and find solution for the given problem. The selection panel will observe their
discussion and even guide the group.

The initiative, leadership qualities, behavior and judgment of every member can be judged
on the basis of their participation and co-operation given in the discussion. Thus, group
discussion is a useful device for selecting a candidate when job requires co-operation of
several persons and involves group effort.

Step # 5. Interview:

Interview is a widely and commonly used technique of selecting an employee in almost all
the organizations. Though rest of the steps is not followed by all the organizations,
interview is compulsorily conducted by all the organizations before selecting its
employees. It is a conversation between two persons which involves a personal,
observational and face to face appraisal of candidates for employment.

Depending upon the nature of the job, different types of interviews are conducted.
Interview may be formal interview, informal interview, structured or unstructured
interview, depth interview, group interview, stress interview, panel interview etc. Interview
helps to cross-check the information collected through application and test helps to judge
whether candidate is really suitable for the post for which he has applied and whether the
candidate really possesses all the qualities claimed in the application.

Thus, interview is a tool through which information about the candidate is collected,
information about the company is given and suitability of the candidate for a particular job
is judged.

Step # 6. Medical Examination:

Those who have successfully completed the above process of selection are subject to
medical examination by the medical officers appointed or recognized by the company.
Physical fitness of the candidate is checked through medical examination. The main
objective of conducting medical examination is to ensure that candidate is physically fit to
handle the job and to offer his services.

Those who are physically unfit to handle the job or those who are physically handicapped
or those who are suffering from contagious diseases are kept out of the list and are not
finally selected and those who are physically fit are only selected to perform the job.
Step # 7. Checking References:

Checking reference is another important step in the process of selection. Here references
given by the candidate in their application about their status is checked by the organization
before offering the job. Generally, applicant is asked to mention in his application form the
names and addresses of at least two persons whom he knows well.

The organization contacts such persons through mail or telephone and collects the
information about the candidate who has applied for the job. The information so collected
is kept confidential and is useful in judging the behavior and character of the candidates.
However, information supplied by the referees is not fully reliable as they may be biased or
favorable to the candidates.

Step # 8. Final Approval, Placement and Induction:

If a candidate qualifies in the process of selection, he is finally selected and an appointment

letter may be given to him mentioning the post for which he is selected, terms of
appointment, pay scales, the date by which the candidate should join etc. Initial
appointment will be on temporary basis.

On successful completion of his probationary period of one or two years, employee will be
confirmed in the job on permanent basis. When candidate joins the organization by giving
joining report, the personnel manager receives him and places him in a job for which he is
selected and introduces him to the company, his job and colleagues.

Selection Process in HRM – 3 Traditional Methods for Personnel

Selection: Phrenology, Physiognomy and Graphology
Selection of personnel has been in practice since long though criteria and principles used
were not systematic. The history of personnel selection suggests that formerly stereotyped
impressions of personality and characteristics were used as a basis for selection such as
soldiers in the army to be selected from families whose members used to be in the army;
administrators to be selected from families whose members were in the administrative
service, and so on.

The nineteenth century, particularly, saw the growth of some ‘pseudo-scientific’ methods
like phrenology, physiognomy, and graphology for personnel selection. Let us have a brief
look at these and the way they used to contribute to find a right person.

1. Phrenology:

One of the most popular techniques for personnel selection during nineteenth century was
phrenology which is concerned with identification of mental faculties supposed to be
located in various parts of the skull and investigable by feeling the bumps on the outside of
the head. Based on these bumps, the mental faculties and propensities of a person like
combativeness, sentiment, perception, conduct, character, etc. were used to be judged.

However, the users of this technique could not explain how these bumps were related with
the personality dispositions of a person. In the context of the present-day personnel
selection process, phrenology does not have any role. Indeed, it has been rightly observed
by someone that “the bumps on a man’s skull tell more about his wife’s character than his
own.”

2. Physiognomy:

Physiognomy is the art of judging character from appearance specially the face. It is based
on the assumption that face is an index of mind. In nineteenth century, Lavater published
‘Essays on Physiognomy’ which suggested a definite correlation between facial features
and psychological functions and behaviour.

He indicated the facial features to be reflective of personality traits and characteristics. For
example, thin lips indicated determination, broad jaws indicated tenacity, and so on.
However, various studies have negated such a correlation.

3. Graphology:

Graphology is the art of estimating a person’s character, etc. from his handwriting. It was
used by Chinese in eleventh century to predict personality characteristics based on
handwriting. Outside China, it was used by a French priest, Jean-Hippolyte, in 1830. Since
then, this concept travelled to other parts of the World.

Graphology draws its basics from the theory of space symbolism, which suggests that a
person uses a blank sheet of paper in exactly the same way as he uses three-dimensional
space. For instance, an individual who uses every inch of the paper will normally explore
every nook and corner of a new room he himself finds in.
Extending the analogy to handwriting, graphologists contend that the way in which an
individual’s script uses space reflects his interactions with others in real space and, thus,
provides a clue to his personality.

Graphology looks at slant, speed, spacing, pressure, clarity, size, length of upper
extensions, and length of lower loops of script to gauge one’s personality. We may observe
occasional writings by different graphologists indicating the relationship between the type
of handwriting of a person and his personality. However, such a relationship has not been
confirmed as yet.

Therefore, its use is not significant in personnel selection. Some companies insist that
application forms should be in the candidate’s own handwriting, and sometimes, with a
paragraph about himself. However, the purpose is not to associate candidate’s handwriting
with his personality but to seek additional information about himself not covered by the
structured application form.

In jobs that require good handwriting, graphology can play its role. In other jobs, it does
not have much scope though good handwriting may create better impression about the
candidate.

Besides these, there may be some other non-scientific methods for personnel selection such
as physical features — height, weight, family background, caste, etc. However, none of the
traditional methods meets the requirements of selection process.
Selection Process in HRM – 2 Types of Errors (Selection Errors
and Omission Errors)

Statistically speaking the error can either be systematic or random in nature; where
systematic error shall mean those caused by faults in the system or the process whereas
random errors would be more related to the usage of the selection tools.

However as we just observed, in selection the two main types of errors could be
‘selection errors’ and ‘omission error’.

1. Selection Errors:

Selection errors are those resulting from hiring a ‘wrong person’. In such cases success is
predicted and failure results. The costs of such errors include the costs of loss (indicating
the period for which the wrong-hire worked), cost of training and cost of re-hire, re-
training etc.

2. Omission Errors:

Omission errors are those resulting from letting a right person’ go and not hiring him/her.
The costs of such errors shall primarily be computed on lost opportunity. However it may
be impossible to properly estimate the total loss.

Other Errors:

Besides attrition and non-availability of skilled human resource, the problem of wrong
hires confronts most of the organizations. Wrong hires always mean a wasted cost to the
company. It is estimated that the cost of hiring a wrong candidate is always 24 times more
than hiring an average candidate. One way to ensure ‘correctness’ in hiring is to have
reliable and robust selection tools.

Selection Process in HRM – Recent Trends Emerging in Selection Techniques:

New trends have been emerging in selection techniques along with other areas of human
resource management.

The recent trends in selection include:

(i) Selection by invitation,

(ii) Leasing and

(iii) 360° selection programme.

1. Selection by Invitation:

Management observes the performance of key executives of competitors. If the

performance of the key executives is excellent or the key executives are change agents, the
management invites such executives to join the organisation by offering attractive salary
and benefits. Thus, the significant performance of the executives forms the basis for
selecting them by invitation.

2. Leasing:

Presently, the organisations need to employ specialists to take-up the highly skilled jobs. In
fact, the changes in technology demand highly skilled employees. It would be very
difficult for small organisations to employ skilled employees as they demand high pay.
Added to this, such employees may not have enough work.

These factors enabled the consultancy organisations to employ experts and depute these
employees to the needy companies on lease. These consultancy organisations are principal
employers and the needy organisations draw the required employees from the pool on lease
and pay the agreed fee to the consultancy firms. The consultancy firms pay the salary to
the employees.

This type of arrangement is beneficial to the consultants, employees on lease and the
industrial organisations. The business organisations can utilise the services of the experts
with less cost. The employees get high pay and benefits. The leasing company derives
surplus from its charges and fees.

3. 360° Selection Programme:

Normally, superiors administer the selection tests and interviews. They judge the fit
between the job and the candidate. But the employee skills, knowledge and performance
affect not only superiors but also subordinates and the employees of the same level. Hence,
the organisations started involving the subordinates and the employees of the same level in
administering the employment tests and interviews. This type of selection programme is
called 360° selection programme.
What is the Difference Between Recruitment and Selection?

The difference between recruitment and selection is important to

understand. Recruitment refers to the process where potential applicants are searched for,
and then encouraged to apply for an actual or anticipated vacancy. Selection is the process
of hiring employees among the shortlisted candidates and providing them a job in the
organization. 

The success of any organization depends on its employees. When an employee is well
suited for their job, the entire company can enjoy the benefits of their unbeatable success.
Recruitment and selection help organizations choose the right candidates for the right
positions. Therefore, understanding the difference between recruitment and selection is
essential to reduce any losses for an organization. 

Comparison Chart
 BASIS FOR
RECRUITMENT SELECTION
COMPARISON

Meaning Recruitment is an activity of Selection refers to the process

searching candidates and of selecting the best
encouraging them apply for it. candidates and offering them
job.

Approach Positive Negative

Objective Inviting more and more Picking up the most suitable

candidates to apply for the candidate and rejecting the
vacant post. rest.

Key Factor Advertising the job Appointment of the candidate

Sequence First Second

Process Vacancies are notified by the The firm makes applicant

firm through various sources pass through various levels
and application form is made like submitting form, written
available to the candidate. test, interview, medical test
and so on.

Contractual As recruitment only implies the Selection involves the

Relation communication of vacancies, no creation of contractual
contractual relation is relation between the
established. employer and employee.

Method Economical Expensive

Key Differences Between Recruitment and Selection

The following points are substantial so far as the difference between recruitment and
selection is concerned:

1. Recruitment is the process of finding candidates for the vacant position and stimulating
them to apply for it. The selection means picking up the best candidate from the list of
applicants and offering them the job.
2. Recruitment is a positive process as it attracts more and more job seekers to apply for the
post. Conversely, Selection is a negative process as it rejects all the unfit candidates.

3. Recruitment aims at inviting more and more candidates to apply for the vacant position.
On the contrary, selection aims at rejecting unsuitable candidates and appointing the right
candidates at the job.

4. The activity of recruitment is quite simple because in this the recruiter does not have to pay
more attention to scrutinising the candidate, whereas selection is a complex activity
because in this the employer wants to know every minute detail about each candidate so
that he can choose the perfect match for the job which requires thorough investigation.

5. Recruitment consumes less time as it only involves identifying the needs of the job and
stimulating candidates to apply for the same. Conversely, selection involves a wide range
of activities, right from shortlisting the candidates to appointing them.

6. In recruitment, the firm notifies the candidates regarding vacancy through different sources
such as the internet, newspaper, magazines, etc. and distributes the form to the candidates
so that they can easily apply. As against this, in the process of selection, the firm makes
sure that candidate passes through various stages such as form submission, written exam,
interview, medical exam, etc.

7. In recruitment, no contractual relation is created between the employer and employee.

Unlike selection, where both employer and employee are bound by the contract of
employment.

8. Recruitment is an economical process while the selection is an expensive process.

ORGANIZATION
 PROFILE

ORGANIZATION PROFILE

Organization Background

Voltech HR Services Pvt Ltd (VHRS) we are into total HR services ranging from
Recruitment services [both domestic and overseas], Training and Development, Payroll
Management, Event management, Statutory and Staffing Services, Quality Management
System Consultation, Background Verification Service, Creative &Gifting, HR Research
& Data Analysis, Business Process Outsourcing and Consulting Services. We have a
strong team of HR professionals who can cater to the variant set outsourced HR needs of
our client with our core specialization in providing any kind of HR services for any type of
industry.

With our wide range of network across 12 offices internationally and 10 branch office
across the country, we are well equipped to deliver outsourced HR services from different
locations. With the support of our pool of experienced advisory board with each members
having a minimum of 25+ years of experience in different industries we can support
companies from a variant set of industries on their outsources HR needs.

Event Management/ Background verification / Payroll / Statutory & Staffing / HR – R&D/

QMS – Services. This allows us to deliver services to our clients from a wide spectrum of
our database.

We go an extra mile to understand your company, corporate culture, management style,

what your specific needs are, and the traits you are looking for in the outsourced HR
Service.

At Voltech HR Services Pvt Ltd (VHRS) we are into total HR services ranging from
Recruitment services [both domestic and overseas], Training and Development, Payroll
Management, Event management, Statutory and Staffing Services, Quality Management
System Consultation, Background Verification Service, Creative &Gifting, HR Research
& Data Analysis, Business Process Outsourcing and Consulting Services. We have a
strong team of HR professionals who can cater to the variant set outsourced HR needs of
our client with our core specialization in providing any kind of HR services for any type of
industry.

With our wide range of network across 12 offices internationally and 10 branch office
across the country, we are well equipped to deliver outsourced HR services from different
locations. With the support of our pool of experienced advisory board with each members
having a minimum of 25+ years of experience in different industries we can support
companies from a variant set of industries on their outsources HR needs.

Event Management/ Background verification / Payroll / Statutory & Staffing / HR – R&D/

QMS – Services. This allows us to deliver services to our clients from a wide spectrum of
our database.

We go an extra mile to understand your company, corporate culture, management style,

what your specific needs are, and the traits you are looking for in the outsourced HR
Service.

Key facts about Voltech Group

Some important facts about Voltech Group are given below:

 INDUSTRY – RECRUITMENT
  INDIA EMPLOYEE COUNT – 201-500

 TYPE OF COMPANY – CORPORATE

 OWNERSHIP – PRIVATE

 HEADQUARTERS – CHENNAI, TAMIL NADU INDIA

 FOUNDED IN – 2014 (9 YRS OLD)

 NATURE OF BUSINESS – B2B

 REGISTERED NAME – VOLTECH HR SERVICE PRIVATE LIMITED

 WEBSITE – hr.voltechgroup.com

Organization Vision

To become a trendsetter in the field of services outstanding by delivery excellent and

consistent service to all stakeholders with PRIDE & PLEASURE.
Organization Mission

To give best in Industry service ta all our stakeholders - Clients/ Candidates, through
seamless, consistent, innovative, systematic, process oriented, quality driven HR &
Recruitment services.

To Partner with the stakeholders to archieve their goals through global reach, excellent and
consistent people management with effective development and deployment of human
resource.

Goal of Voltech Group

The Prime Objective is to deliver a quality that demonstrates a true reflection of our vision.
This means they will give the best possible return for unit holders. And with that they will
ensure financial growth for the organization, in the best wellbeing.

The Values

1. Reliability
2. Teamwork
3. Respect for individual
4. Responsible Citizenship

LIFE AT VOLTECH:

From simple domestic power solutions to state-of-the-art Power Plants, Voltech is

impacting the lives of ordinary people from rural villages to mega cities. With its presence
 across several sectors such as Power, Utilities, Oil & Gas, Manufacturing and Electronics,
Voltech touches people’s lives in more ways than they could imagine. Being part of
Voltech lets you be part of a truly cosmopolitan work culture, embracing technology,
innovation, cutting edge-research and best business practices to make life simpler for the
whole of humanity. Boasting a strong environment-centric approach to its culture, Voltech
competes to remain at the forefront of new and efficient technologies that preserve and
sustain the environment for future generations.

Individuality in Diversity: Within its strong team-spirit, the company promotes

individuality in its employees in coming up with their own ideas, approaching problems
differently, and fostering a culture of communitarian inclusivity within a diverse and multi-
faceted work environment.

Strategic objectives of Voltech Group

Our professionals are considered as strongest pillars of the organization who work in close
coordination to attain clients' trust. We have consultants, hiring managers, trainers from
different background, HR executives, R & D staff and administrative personnel's.

We are perfectly poised to address any kind of HR consultancy catering to various

industries. We are a team of young aspiring HR professionals with a strive to deliver
competent HR services, beside a zeal to practice and implement modern HR techniques,
and new approaches.

o HR Intiatives

Every year, VOLTECH HR alone trains close to 36 batches of 30 candidates, in an in-

house programme, followed by a written test, and subsequent deployment in field.
 Candidates who do not meet these requirements are given further training and mentoring
before they are inducted.

VOLTECH HR team ensures close to 100% induction rate for shortlisted candidates.
Being a result driven effort, we strive for 100% pass rate in all programmes, creating a
much more involved environment and atmosphere where individual attention and
mentoring is given to trainees as well as the inclusion of a continuous evaluation system
whereby trainees’ progress and competencies are assessed systematically throughout the
duration of the programme.

VOLTECH HR team comprises of 15 specialists whose areas of interest focuses the

training efforts across 8 key areas. The 15 specialists are certified professionals with
relevant field experience and practical knowledge, and impart training consistent with the
best training standards of the Industry. The HR training Programme is an ISO certified
programme that meets international standards in all aspects of its curriculum, pedagogy
and delivery. The eight key areas of focus are the following:

 Stress Management
 First Aid Training
 Safety Training
 Environmental Management & Conservation
 Motivation
 Self-Assessment
 5-S
 Six-Sigma

In addition to its skill-development activities, the employees are periodically provided with
refresher course as well as new training programmes to keep them at the cusp of every new
technological breakthrough in the industry. It is a direct consequence of these efforts that
has seen its most tangible results in the commercial and technological successes that
VOLTECH’s Engineering and Renewable Energy divisions have enjoyed in the recent
years.

We particularly focus our efforts in maintaining and upholding employee satisfaction at the
workplace, increasing employee engagement, and reducing turnover. Field based
employees are regularly trained and given refresher sessions to engage them in direct
communication with the head office, where such interactions also provide an adaptive
feedback system which works in tandem with the existing functions of the Department.

Reducing near miss incidents and workplace accidents are another important function of
these activities, with employee injuries and fatalities being routinely associated with
contributing factors such as stress, fatigue, poor training, lack of knowledge of technical
aspects of the work, poor levels of motivation, and ineptness in first-aid recovery
procedures. The Safety wing of the HR team, engages the field Engineers continuously
both on-site as well as off-site, at all domestic and international locations to ensure that
such incidents are minimized, and completely eliminated.

VOLTECH HR mentors individual trainees, with the active involvement of the heads of
various divisions, who are among the most elite and experienced professionals within the
 field. VOLTECH employees are not just exposed to the domestic market, but are also
brand ambassadors for the company in more than the two dozen locations where its
presence is felt, from the far-east, to the near east and Africa, as well as continental
Europe.

o Training & Development

The HR Department of VOLTECH selects, recruits, trains and mentors skilled candidates
through one of the most rigorous and painstaking process of employment within the
industry. Each candidate is assessed based on a number of parameters, and is mandatorily
passed through several levels of interviews with every department of the organization
before his recruitment. The HR Department of VOLTECH is one of the most innovative
departments among corporate houses, adhering to the most stringent norms and standards
established within the industry.

Every training programme is ISO-Certified, and is considered the benchmark in the

industry, and potential trainees are recruited on the basis of references from company
employees, wel-wisher and campus interview from various colleges. The training
programmes are conducted at two locations, at VOLTECH Techno Park in Kovur, and the
VOLTECH Eco Tower in Ayyapanthangal. The VOLTECH Techno Park facility has a
capacity to train 100 students in a batch at a single time, and has three full-time managers,
and a rigorous curriculum vetted by Quality Control

During the two-week program, the trainees will take part in several demanding work
assignments. Our own considerable experience has shown that this time frame offers
participants the deepest possible insight into our company and the interesting tasks being
performed. The program’s highlight is no doubt the certification, which will signify
competence and skill acquisition in the trainees, making them ready for immediate
deployment

Based on the candidate’s qualifications and personal interests as well as VOLTECH’s

business requirements, the candidate and the training team jointly craft the nuances of the
training delivery. One thing is certain: VOLTECH HR will support the candidate
throughout the entire program while also helping the candidate to coordinate his/her
assignments.

The training and development programme is a forum for cultural interchange and
acclimatizes the cosmopolitan VOLTECH culture and corporate philosophy to the
participants’ right from inception. VOLTECH HR ensures the training programme
integrates the candidates into the company’s interdisciplinary and multifunctional global
network at an early stage of their careers. This is the key to ensuring successful posting of
trainees at any of the domestic and international locations of the company, as well as client
sites.

Corporate Sensitization: The training programme is highly interaction oriented, and utilizes
a formative assessment methodology to continually monitor the trainees’ progress. The
interpersonal interactions and exchanges with the HR team ensures that the trainees are
sensitized to the corporate climate and culture, while also helping imbibe strong inter-
personal skills, cultural sensitization in a diversity pool, cultural adaptation and customer
centricity in all official transactions. Social Etiquette forms a crucial part of this training.

The training programme is divided into three clear-cut categories. Classroom centric, Case
centric and Experience centric. The classroom centric component provides subject
intensive training, including technical product education, operation and maintenance of
equipment and product range. The case centric methods use practical experiences and
incidents from the site and the company offices to develop problem solving skills in the
trainees, while also giving them insights into the functional aspects of their jobs. Case
centric methods are an excellent opportunity to provide a third-person’s view of the
training process, and allow the trainees to share different perspectives. Safety training is
case intensive. The experience centric component deals with actual skill acquisition on site,
learning on the go, and working concurrently with the best professionals from VOLTECH
in important client locations.

VOLTECH’s Training and Development division has gone to great lengths in putting
structures in place for optimizing trainees’ learning processes. The training calendar is
designed in such a way as to provide candidates with deep insight into company
operations, invaluable experience, and lasting contacts. The personal mentoring component
of the training process involves a high degree of interpersonal interactions and transactions
which shape the trainees and help them develop a proper outlook towards their future
careers.

Functional Area Training: The training calendar is a prelude to familiarizing candidates

with the diverse fields of activity of VOLTECH’s divisions. In these divisions, the trainees
would be required to work in different functional areas.

In this way, trainees obtain a comprehensive overview of Siemens, while gaining expertise,
ideas and developing lasting relationships even after the conclusion of the program. The
continual training programme serves as a refresher course to constantly keep employees
engaged and to encourage a systemic interaction with the VOLTECH HR to continually
improve and improvise upon its processes and systems.
OBJECTIVES OF
THE STUDY
 OBJECTIVES OF THE STUDY

There have been some objectives set forward in doing this report so that it can be
determined what tasks have to be done. The objectives of the report are:

 To familiarize with the Voltech Group, its operation and activities, management style and
endeavor to realized the gap between the theoretical knowledge with the real business
world.

 Analyze Human Resource Practices and examine the recruitment and selection procedure
of VG.

 Analyze the current performance appraisal format & compensation.

 Identifying inherent problems associated with the format.

 Propose changes mainly in the guidelines, format and management philosophy by keeping
relevance with other processes.

 Employee Personnel practice.

 Developing Employees practices.

 Assess and evaluate the existing recruitment and selection procedure of  VG with the
standard.
SCOPE OF THE
STUDY
SCOPE OF THE STUDY

This study speaks about the R & S process practiced by VG. Detailed description of R & S
process is studied and reported. It also analyses the employee satisfaction levels at VG,
along with the ethical practices followed in VG.
LITERATURE
REVIEW
LITERATURE REVIEW

According to the Burack (1985) recruitment sources are closely linked to the
organizational activities as performance of employees, employee turnover, employee
satisfaction, employee wishes and the commitment of the organization (Burack, 1980).
These recruitment and selection process should be done at each and every sector for
fulfilling their organizational goals (Nartey, 2012). Recruitment and selection practises
were important in the police department as said by Michael D. White and Glipsy Escobar
(2008) in the world and this paper shows the importance of seven issues relating to
recruitment, selection and training ractises in the organizations. (M.N.Malhotra, 2014)
(Terpstra.D, 1996).

Mohammed Nurul Absar (2012) says the importance of recruitment and selection in his
paper by considering both public and private manufacturing firms (M.M.Absar, 2012).
Some of the research professionals and scholars say that there is a close linkage between
the recruitment selection employee satisfaction organization performance and HR practises
(Gorter, 1996). In his paper Recruitment and Selection of public workers: An international
compendium of modern trends and practises say that the importance of using technology in
the recruitment and selection process for updating the organizational resources (Hays,
2004). Ongori Henry and Temtime Z (2009) say that in their paper the recruitment and
selection practises of the small and medium enterprises and make them to improve their
HR practises (R.D.Omolo, 2012).

French says that the importance of certain selection and recruitment activities in the
organizations (G.R.French, 2012). Among recruitment sources Bernardin say that internal
source of recruitment is effective compared to the external source (H.John,2003). Decker
& Cornelius say that compared to the traditional recruiting sources the modern sources like
referrals, casual applicants and direct approaches will benefit at large (L.Barclay,1985)
(Cappelli, 2001). Selection procedure also should be in application to the modern
techniques (M.Smith, 2001). The literature says that employers are doing the traditional
method of recruiting rather than the modern technologies (Schmidt, 1998). Chris
Piotrowski and Terry Armstrong say that in their article that around all the organizations
are using traditional recruitment sources and 30% of organizations are screening
candidates honestly (Armstrong, 2006).

According to SHRM (Society for Human Resource Management) says that 15% joined in
the organizations are placing false resume (Gusdorf, 2008). Some of the employers select
the candidates with discrimination was not supposed to be done in the organizations
(Fomunjong, 2009).
 RESEARCH
METHODOLOGY
 RESEARCH METHODOLOGY

In current scenario, it is difficult to find qualified employees for the organization.

Searching, recruiting and selecting the candidate to fulfil the vacant position in the firm
is time consuming as well as cost incurring process. In spite of training process, if the
candidate does not excel in the field, it is a big loss for the company as well as for the
candidate in terms of time. Hence, it is difficult to find a talented and qualified
employee with this labour market. The competition is very tight as there are only few,
who does justice for their roles. This makes organization to conduct the R & S process
very effectively, so that it results in improving the efficiency of the company and also to
retain the talents in the firm.

Sources of Data

The data and information of this report are collected from –

 Primary sources
 Secondary sources and
 Personal interview

1. Primary sources:
The data were collected through personal interview and discussion. Two sets of
questionnaires were prepared to carry out the study. The subject matters of the
questionnaire were related to the objectives. It will then circulate among the key personnel
of VG.

2. Secondary sources:
Annual Report, Brochure, Job Description, Policy, Slandered Operating Procedure (SOP),
Booklet, Published Materials, Training Materials.

3. Personal Interview:
The interview sessions were conducted with some Junior Officer, Senior Officer an HR
Manager of the company.
 Research design

Research-Design is a process in which information is collected and analysed, so as to

provide solutions for the problem. It is a method used to find solutions for questions asked
in research. There are 4-types of Research Design, namely:

 Descriptive Research Methodology,

 Correlational Research Methodology and
 Experimental Research Methodology.
 Causal- Comparative Research Methodology.

Research Methodology is systematic method which is used to collect information about a

particular topic and to do detailed study on that topic. Currently we are using descriptive
research methodology for this study.

Sample Size

Sample Size is number of respondents or people selected from a population to collect

data/samples for computing in the research. The sample size for this study is 80.

Sampling-Technique

Sampling-Techniques is the process by which the sample for the research or study is
selected. This helps in selecting a group for the survey, as it is difficult to do the survey for
the entire world’s population. Various types of sampling techniques are there and they are
mentioned below:

 Simple Random Sampling-Techniques,

 Systematic Sampling-Techniques,
 Clustered Sampling-Techniques,
 Quote Sampling-Techniques, 5. Convenience Sampling-Techniques,
 Snowball Sampling-Techniques.
 Stratified Sampling-Techniques and
 Purposive Sampling-Techniques.

Data Collection

Questionnaires is the primary data collection source and through articles, books and
company website Secondary data collection has been carried out.

Research tool
 Research tool is an instrument or means through which the research is carried out, for
example, Surveys, Questionnaires, etc. Chi-Square test is the research tool used in the
study.

DATA ANALYSIS
AND
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION

1.Employee working Duration in the organization?

Table showing Employee working Duration.

DURATION NO. OF RESPONDENTS

0-1 35
1-3 20
3-5 15
5-7 10

Inference: It is very clear from the above table that 45% of the employee have worked for
0-1 year, 24% of them have served 1-3 years, 18% of them have served from 3-5 years and
13% of them have worked for 5-7 years in the organization.

Employee working Duration

40

30

20

10

0
0-1 years 1-3 years 3-5 years 5-7 years

Graph showing Employee working Duration.

Interpretation: The above graph tells that majority of the employees working in the
organization between 0-1 years.
2. Recruitment source that fits for the company?

Table showing Recruitment source.

SOURCES NUMBER OF RESPONDENTS

Internal Sources 25

External Sources 55

Inference: 32% of recruitments are done through utilizing Internal sources and 68% are
done through utilizing external sources is depicted from the above table.

Methods of Recruitment
80%

60%

40%

20%

0%
Internal Sources External Sources

Graph showing recruitment method that fits for the organization.

Interpretation: Above graph depicts that external sources of recruitment is preferred by

the employee and the organization to find or hire new employees, rather than internal
source of Recruitment fits the company.
3.Websites used by the organization for hire employees?

Table showing the Websites used for hiring employees.

WEBSITES NUMBER OF RESPONDENTS

Naukri 30
Internshala 20
LinkedIn 12
Indeed 10
Monster 08

Websites for hiring

35

30

25

20 15

10 5

Naukri Internshala LinkedIn IndeedMonster

Inference: From the above table we can say that, 40% use Naukri, 25% use Internshala,
14% use LinkedIn, 11% use Indeed and 10% use Monster for hiring employees using
websites or job portals.
Interpretation: Naukri is the website or the job portal majorly used by the organization to
hire new candidate when compared to other websites. Internshala is the second website
used for hiring. These websites help in identifying and selecting the potential candidates.

4. Does the organization verify the vacant positions before the process of
recruitment?

Table showing the analysis of vacant positions before hiring.

PARTICULARS NUMBER OF RESPONDENTS

Strongly-Agree 20
Yes 50
Maybe 10
No 0
Strongly-Disagree 0

Inference:

The above table says that 25% of employees Strongly-Agree that the organization verifies
the vacant positions before the Recruitment process. 64% of the employees Agree and the
remaining 11% of the employees have given their opinion as Neutral.

G
ra Verification of Vacant Positions ph

60

50 40 30

20

10

Strongly-Agree Yes MaybeNo Strongly-Disagree

showing verification of vacant position.

Interpretation:

It is concluded that verification of the vacant position is done before the recruitment
process, as most of them Agree. And few of them have a neutral opinion on it.
Analysis of Chi-square

H0: Verification of vacant position is not done before recruitment process.

H1: Verification of vacant position is done before recruitment process.

N= Total Frequency= 20+50+10+0+0= 80

Np= 80/5= 16

O E (O-E) (O-E)2 (O-E)2/E

20 16 4 16 1

50 16 34 1156 72.25

10 16 -6 36 2.25

0 16 -16 256 16

0 16 -16 256 16

80 107.5

DF(V)= 5-1= 4

Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value) = 107.5

Interpretation: As the Value calculated of is greater than the value tabulated, it is

significant. H0 will be rejected. Since there it is significant, the verification of the vacant
positions is done before recruitment process. H1 will be accepted.
5. Conducting on time Recruitment and Selection process?
Table showing Timely recruitment and selection process.

PARTICULARS NUMBER OF RESPONDENTS

YES 60

NO 20

Inference: From the above table, it is predicted that 75% of employee in the organization
think that the organization conducts timely R & S process and 25% think that the company
won’t conduct.

Timely recuritment and selection process

70

60

50

40

30

20

10

Yes No

Graph showing Timely R & S process.

Interpretation: We can interpret that, most of the employees think that the organization
conducts R & S process on time. On the other side, few of them think it does not conduct R
& S process on time.

6. Is Employee Performance affected by the R & S process?

Table showing Employee performance.

PARTICULARS NUMBER OF RESPONDENTS

Yes 55

Maybe 15

No 10

Inference: 70% of employee says that performance depends on R & S process, whereas
another 19% of employees says that performance may or may not be based on R & S
process and the remaining 11% says that performance won’t depend on R & S process.

Performance of the employees

60
50
40
30
20
10
0
Yes Maybe No
Grap
h showing Performance of the employee.

Interpretation: R & S process has no effect on the employee performance in company, is

clearly understood from the above graph. Though few of them think it affects the
performance majority thinks it won’t affect the performance.
7. Scope for Improvement in R & S process?

Table showing Scope for improvement in R & S process.

PARTICULARS NUMBER OF RESPONDENTS

Strongly-Agree 15

Yes 50
Maybe 10

No 5

Strongly-Disagree 0

Inference: The above table says that 15% of the employee Strongly-Agree, 50 % of the
employee say Yes, 10% of the employee have a Neutral opinion, and 5% of the employee
says No, that there should be a scope for improvement in the R & S process.

Scope for improvement

60

50

40

30

20

10

Strongly-Agree Yes MaybeNo Strongly-Disagree

Graph showing Scope for improvement.

Interpretation: From the above graph, we can get a clear picture about the employees
view about enhancing in the R & S process. The most of the employees Agree that there is
a scope for improvement in the R & S process.

8. Fair practices of R & S will increase the company’s performance?

Table showing increase in company’s performance.

PARTICULARS NO. OF RESPONDENTS

Strongly-Agree 30
Yes 45
Maybe 0
No 5
Strongly-Disagree 0

Inference: Above table says that 38% of the employee Strongly-Agree, 56 % of the
employee says Yes, and 6% of the employee says No, that the organization should follow
fair practices of R & S process for increasing company’s performance.

Company's performance
50

40

30

20

10

0
Strongly-Agree Yes Maybe No Strongly-Disagree

Graph showing increase in company’s performance.

Interpretation: It is suggested to follow Fair practices of R & S process by majority of

the employees in the company as it impacts on employee performance and also on the
company’s performance in the markets.
Analysis of Chi-square

H0: Fair practices of R & S process will not increase the organisation’s performance.

H1: Fair practices of R & S process will increase the organisation’s performance.

N= Total Frequency= 30+45+0+5+0= 80

Np= 80/5= 16

O E (O-E) (O-E)2 (O-E)2/E

30 16 14 196 12.25

45 16 29 841 52.56

0 16 -16 256 16

5 16 -11 121 7.56

0 16 -16 256 16

80 104.37

DF(V)= 5-1= 4

Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value) = 104.37

Interpretation: As the value calculated is greater than the value tabulated, it is significant.
H0 will be rejected and H1 will be accept, hence it is significant, and the changes will
increase the company’s performance by following fair practices in recruitment and
selection process.

9. Initial Screening of the candidates is done by the recruitment team?

Table showing Initial Screening of candidates.

PARTICULARS NUMBER OF RESPONDENTS

YES 70

NO 10

Inference: It is analysed that 88% of employee in the organization think initial screening
of the candidate is done by the recruitment team and the remaining 12% think that it is not
conducted by the recruitment team.

Initial Screening of the candidate

80
70 60

50

40

30 20

10

Yes No

Graph showing initial screening of the candidates.

Interpretation: Many people working in company think the initial screening the candidate
is carried out by the recruitment team, which helps them to hire a candidate for a vacant
position in the organization.
10.Awareness about the existing vacancies to the employees?

Table showing Employee Awareness about the vacant positions.

PARTICULARS NUMBER OF RESPONDENTS

YES 55

NO 25

Inference: It is very essential to inform the vacancies in the organization internally. Once
it is communicated internally, it will be communicated externally as well, so that the
talents are retained in the company. 70% of the employees are aware about the vacancies
and 30% of the employees are unaware about the vacancies.

Employee awareness about vacant positions

70

60

50

40

30

20

10

0
Yes No

Graph showing employee awareness about vacant positions.

Interpretation: In order to be successful in R & S process, it is important to communicate

about vacant positions internally as well as externally. From the above graph, it is depicted
that most of the employee are aware about the vacant positions in the organization.
11.In the process of recruitment does Employee Referral plays an important?

Table showing importance of Employee Referrals.

PARTICULARS NUMBER OF RESPONDENTS

Strongly-Agree 15
Yes 45
Maybe 15
No 5
Strongly-Disagree 0

Inference: Above graph we can say that 56% of the employees Agree that Employee
Referral plays a essential role in hiring new talents for company. 19% of the employees
StronglyAgree and 6% of the employees Disagree and another 19% of the employees have
a Neutral opinion.

Importance of Employee Referral

50
40
30
20
10
0

Graph showing significance of Employee Referral.

Interpretation: Above graph concludes that majority of the people in the company prefer
Employee Referral for hiring new talents for the vacant position in the company, which
helps them to build relationship as well as to gain loyal employees.
 12.Will Internal Source of Recruitment motivate the employee?

Table showing motivation by internal source of recruitment.

PARTICULARS NUMBER OF RESPONDENTS

Strongly-Agree 5
Yes 70
Maybe 5
No 0
Strongly-Disagree 0

Inference: Above graph says that 88% employee in the organization think that internal
hiring will motivate the employees within the organization as it provides them assurance
about their job. Whereas the remaining 6% of the employee have Strongly Agreed and
have Neutral opinion about it respectively.

Motivation from Internal Hiring

80
70

60

50

40

30

20

10

Strongly-Agree Yes Maybe No Strongly-Disagree

Graph showing Motivation by Internal Hiring.

Interpretation: Internal Source of recruitment will help in motivation the employee in the
company is depicted from graph above, as most of the employees agree. It helps in
bonding employee and organization and having long term relationships.

Analysis of Chi-square

H0: Internal Source of hiring will not motivate the people in the company.

H1: Internal Source of hiring will motivate the people in the company.

N= Total Frequency= 5+70+5+0+0= 80

Np= 80/5= 16

O E (O-E) (O-E)2 (O-E)2/E

5 16 -11 121 7.56

70 16 54 2916 182.25

5 16 -11 121 7.56

0 16 -16 256 16

0 16 -16 256 16

80 229.37

DF(V)= 5-1= 4

Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value) = 229.37

Interpretation: The value calculated is greater than the value tabulated, and therefore H1
is significant. H1 will be accept and H0 will be rejected. From this it is said that Internal
Source of Recruitment or hiring will motivate the employee to stick with the organization.
13.Employees Satisfaction with the current R & S process in the company?

Table showing Employee Satisfaction with current R&S.

PARTICULARS NO. OF RESPONDENTS

Highly-Satisfied 15
Fully-Satisfied 40
Maybe 15
Not so satisfied 10
Highly-Dissatisfied 0

Inference: Many people working in the company are Fully-satisfied with the current R &
S process. The table above says that 19% of employee are Highly-satisfied, 51% of
employee are Fully-Satisfied, 19% of the employee have an opinion Maybe and 11% of the
employee are Not so satisfied.

Satisfied with current R & S

45

40

35

30

25

20

15

10 5

0
 Graph showing satisfaction of employees with current R & S.

Interpretation: Many people working in company are fully-satisfied with the current R &
S process followed by company or organization is concluded from the above graph.

14.Will hiring the right candidate will decrease the Employee Turnover?

Table showing Employee Turnover.

PARTICULARS NUMBER OF RESPONDENTS

Strongly-Agree 10
Yes 45
Maybe 15
No 5
Strongly-Disagree 5

Inference: Table above suggest 12% employee Strongly-Agree, 56 % people says Yes,
20% people have Maybe opinion, 6% of the employee Disagree, and 6% people
StronglyDisagree hiring right candidate will decrease the employee turnover in the
organization.

Employee Turnover
50

40

30

20

10

0
Strongly-Agree Yes Maybe No Strongly-Disagree

Graph showing Employee Turnover through hiring.

Interpretation: Table above will say that many people in the company Completely-agree
that hiring the right talent for the vacant positions will decrease the employee Turnover.

15. Referred candidates are preferred by the Organization?

Table showing Referred Candidates.

PARTICULARS NUMBER OF RESPONDENTS

YES 60

NO 20

Inference: From the above table it is clear that 75% of the employee thinks that preference
for referred candidates is more when compared to others. And remaining 25% of the
employee thinks, that the organization does not consider referred candidates.

Referred Candidates

70

60

50

40

30

20

10

Yes No

Graph showing Referred Candidates.

Interpretation: As shown in the above graph, majority of the employees in the

organization think that new candidates hired are selected by the preference of reference by
the employees working in the organization.
16. Satisfactory level of employees with R & S process?

Table showing Employee Satisfaction with R&S process.

PARTICULARS NO. OF RESPONDENTS

Highly-Satisfied 15
Fully-Satisfied 65
Maybe 0
Not so satisfied 0
Highly-Dissatisfied 0

Inference: From the above table, it is commented that many of the people working in the
company are Fully-satisfied with the R & S process. 20% of the employee are Highly-
satisfied and 80% of the employee are Fully-Satisfied with the recruitment and Selection
process.

Satisfaction with R & S process

70
60
50
40
30
20
10
0
Highly-Satisfied Fully-Satisfied Maybe Not so satisfied Highly-Dissatisfied

Graph showing Satisfactory level of employees with R & S process.

Interpretation: From the above graph, it is depicted that all or many people working in
the company are Fully-satisfied with the R & S and selection process practiced by the
company.
Analysis of Chi-square

H0: Employee Dissatisfied with R & S process practiced in company.

H1: Employee Satisfied with R & S process practiced in company.

N= Total Frequency= 15+65+0+0+0= 80

Np= 80/5= 16

O E (O-E) (O-E)2 (O-E)2/E

15 16 -1 1 0.06

65 16 49 2401 150.06

0 16 -16 256 16

0 16 -16 256 16

0 16 -16 256 16

80 198.12

DF(V)= 5-1= 4

Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value) = 198.12

Interpretation: The value calculated is greater than the value tabulated, H1 is accept as it
is significant. H0 is rejected. Thus, people are satisfied with the R & S process in company.
17. The Selection policies followed by the company are Satisfactory?

Table showing Satisfaction on Selection Policies.

PARTICULARS NO. OF RESPONDENTS

Highly-Satisfied 15
Fully-Satisfied 55
Maybe 10
Not so satisfied 0
Highly-Dissatisfied 0

Inference: 20% people are Highly-satisfied and 69% employee are fully-Satisfied and
11% employee have Maybe opinion on the Selection Policies followed by the organization,
this is depicted from the above table.

Satisfaction on Selection Policies

60

50

40

30

20

10

0
Highly-Satisfied Fully-Satisfied Maybe Not so satisfied Highly-Dissatisfied

Graph showing Satisfactory level on Selection Policies.

Interpretation: Many people working in the company agree that selection policies
followed by company is satisfactory.
18. Is systematic and regular process of R & S conducted in company?

Table showing Systematic and Regular process of R & S.

PARTICULARS NUMBER OF RESPONDENTS

Strongly-Agree 15
Yes 45
Maybe 10
No 5
Strongly-Disagree 0

Inference: Above table says that, 19% employee Strongly-Agree, 54% of people Fully-
Agree, 11% people have Maybe opinion and 6% people Fully-Disagree that the
organization follows Systematic and Regular process of Recruitment and Selection.

Systematic and Regular Process of R & S

50
40
30
20
10
0

Graph showing Systematic and Regular process of R & S.

Interpretation: Though few people working in company consider that company won’t
follow Systematic and Regular process of R and S. From above graph it is also said that
many people working in company agrees that company follows Systematic and Regular
Process of R & S.
19. The performance of Human Resource department is satisfactory?

Table showing Satisfaction on performance of HR department.

PARTICULARS NO. OF RESPONDENTS

Highly-Satisfied 10
Fully-Satisfied 45
Maybe 20
Not so satisfied 5
Highly-Dissatisfied 0

Inference: From the above table we can say that 10% employee are Highly-satisfied, 54%
of the employee are Fully-Satisfied, 25% people have neutral opinion and 6% of the
employee are not so satisfied with the Performance of the Human Resource department in
company.

Satisfaction on Performance of HR department

50
40
30
20
10
0

Graph showing Satisfactory level on performance of HR department.

Interpretation: Graph above says that many people working in company are fully-
satisfied with the performance of the Human Resource department in company.
20. Organization’s overall rating over recruitment and selection process?

Table showing overall rating of R & S in organization.

PARTICULARS NUMBER OF RESPONDENTS

Excellent 5
Good 25
Average 50
Bad 0
Worst 0

Inference: 6% of the employee have rated excellent, 32% of the employee have rated
good and remaining 62% of the employee have rated average as their response for overall
R & S process in the company by the above table.

Overall Rating Of R & S

60

50

40

30

20

10

Excellent Good Average Bad Worst

Graph showing overall rating of R & S in the company.

Interpretation: The graph above will conclude that many people working in the company
have rated average for the entire R & S process that has the company is following.

Analysis of Chi-square

H0: Dissatisfied with Overall performance of R & S process followed in company.

H1: Satisfied with Overall performance of R & S process followed in company.

N= Total Frequency= 5+25+50+0+0= 80

Np= 80/5= 16

O E (O-E) (O-E)2 (O-E)2/E

5 16 -11 121 7.56

25 16 9 81 5.06

50 16 34 1156 72.25

0 16 -16 256 16

0 16 -16 256 16

80 116.87

DF(V)= 5-1= 4

Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value) = 116.87

Interpretation: The calculated chi-square value is greater than the tabulated value, H1 is
accept as it is significant. H0 is rejected. Hence, it is stated that people working in the
company are Completely-satisfied with the R & S process followed by the company.
FINDINGS OF THE
STUDY
 FINDINGS OF THE STUDY

I. The company follows external recruitment source for hiring new talents via contracts
which is beneficiary for company.

II. The R & S process, methods and practices followed in the company gives positive
outcomes.

III. This process involves attracting talents and increasing the networks all across the country.

IV. From the above survey, we can say that R & S process followed in the organization is
excellent.

V. Best screening process is done prior recruitment, in order to save time and hire effective
employee.

VI. The ultimate objective of conducting interviews, R & S process is to find new talents for
innovative ideas and expand their business.
LIMITATION
 LIMITATION

I. It was very difficult to collect the information from various personnel for their job
constraint.

II. Since the officers and HR Manager had to respond to my questionnaire while they were
busy were busy with their hectic work.

III. Some of the officers were less interested to respond to my questionnaire.

IV. Lack of availability of information and data, as in many cases updated data were not
available.

V. To maintain company secrecy some information are not mentioned in this report.

VI. Due to shortage of time it was not possible to pull all kind of information in this report.
CONCLUSION
CONCLUSION

Managing the organization is capable by the R & S process. It will also help in leading
company. It’s a competitive benefit for increasing the workforce of company. It helps in
classifying and managing different levels, so as to avoid conflicts in the organization.

Utilisation of Fair, valid and reliable R & S process helps in improving the business by the
point view of market. This process helps in decision making in critical situations. To know
the employee satisfaction levels R & S process can be used. Motivational & encouraging
activities can be conducted to enhance the skills of the employee. Identifying the strengths
and weakness of the employee is very essential for organizational growth, as it will
inversely affect the overall performance of the organization. Training facilities will be
provided to the candidates based on it. Few changes in the R & S process can help
company to grow. Talented employees are retained and new talents are found for the job to
reach the goal. Effective R & S process helps to decrease employee turnover in the
organization.

Recruitment process requires certain attempts and cost for it to be successful. It also helps
to boost the morale of the employee. It improves the communication internally within the
organization. Selection tools included assessment, testing, etc. It determines the validity
and reliability of the company.
SUGGESTIONS
 SUGGESTIONS

1. The organization should follow Internal Sources of Recruitment for retaining the
talented employees in the company and promoting them for higher positions. Internal
Sources of Recruitment also helps in motivating the employees in the organization.
2. More chances for new talents should be provide without considering their experience of
working.
3. Work life balance of the employees can be improved. As working hours are more and
the employee will not be spending quality time with family& friends.
4. The organization can use more Advertisement Media for increasing their business and it
also helps to compete with the competitors.
5. Few changes in R & S process will enhance business of the company (Ethical Changes).
 BIBLIOGRAPHY

BOOKS:

1. Recruitment and Selection: Theory and Practices by Professor Dipak Kumar

Bhattacharyya, Cengage learning.
2. Recruitment and Selection: Employee Selection by Gareth Roberts, 2005, CIPD
(Chartered Institute of Personnel Development) publication - Second Edition.

WEBSITES:

1) www.wikipedia.com
2) www.buzibrains.com
QUESTIONNAIRE
 QUESTIONNAIRE

Please fill your personal information:

1. Name:
2. Mobile No.:
3. Email ID:
4. Occupation:
5. Date of birth:
6. Gender: (a) Male (b) Female.

Please mark what you feel is appropriate.

Q1. Duration of time you have worked in this organization?

a) 0-1 years.
b) 1-3 years.
c) 3-5 years.
d) 5-7 years.

Q2. Which Recruitment source fits the organization best?

a) Internal Sources.
b) External Sources.

Q3. Which website is used by the organization for hiring employees?

a) Naukri.
b) Internshala.
c) LinkedIn.
d) Indeed.
e) Monster.

Q4. Does the organization verify the vacant positions before recruitment process?

a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
 Q5. Does the organization conduct Recruitment and Selection process on time?

a) Yes.
b) No.

Q6. Is Employee Performance affected by the Recruitment and Selection process? a) Yes.

b) Maybe.
c) No.

Q7. Should there be a cope of Improvement in Recruitment and Selection process?

a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.

Q8. Will the Fair practices of Recruitment and Selection process increase the
company’s performance?

a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.

Q9. Is the Initial Screening of the candidate done before Recruitment process?

a) Yes.

b) No.

Q10. Awareness about the existing vacancies to the employees?

a) Yes.
b) No.
 Q11. Does an Employee Referral play an important role in recruitment process?

a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.

Q12. Will Internal Source of Recruitment motivate the employee?

a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.

Q13. How is the Employee Satisfaction with the current R & S followed by the
company?

a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.

Q14. Will hiring the right candidate decrease the Employee Turnover?

a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.

Q15. Referred candidates are preferred by the organization?

a) Yes.
b) No.
 Q16. Satisfactory level of employee with R & S process?

a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.

Q17. Is the Selection Policies followed by the company Satisfactory?

a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.

Q18. Is systematic and regular process of R & S conducted in the company?

a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.

Q19. Is the performance of Human Resource Department Satisfactory?

a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.

Q20. What is the Overall rating of Recruitment and Selection process in the
organization?

a) Excellent.
b) Good.
c) Average.
d) Bad.
e) Worst.