A

PROJECT REPORT ON
“A STUDY AND ANALYSIS OF RECRUITMENT AND SELECTION
PROCESS”
At
ATLAS COPCO INDIA LTD.
Submitted by
Mr. Kshitij Sawale
MBA (Business analytics)
Under the Guidance of
Prof. Priyanka S. Hajare
Submitted to
Savitribai Phule Pune University

In Partial Fulfilment of the Requirements for Award of the Degree in

Master of Business Administration

Batch (2022-2024)

Through

Trinity Institute of Management & Research, Kondhawa, Pune -411048

1
 DECLARATION OF STUDENT

(CERTIFICATE OF ORIGINALITY/DECLARATION)

This is to declare that I have carried out this project work myself in partial fulfilment of the

MBA Program of Savitribai Phule Pune University. The work is original, has not been copied

from anywhere else and not been submitted to any other University/Institute for an award of

any degree/diploma.

Date

Place Signature

2
 ACKNOWLEDGMENT

I want to express my heartfelt gratitude to all those who played a pivotal role in the successful
completion of this internship project. Their unwavering support, guidance, and collaborative
spirit were essential throughout this journey.

First and foremost, I extend my appreciation to Prof. Priyanka S. Hajare for their invaluable
mentorship and insights, which significantly enriched this project.

My sincere thanks also go to the entire Atlas Copco team for providing a nurturing environment
for learning and personal growth. The encouragement and cooperation from other interns were
truly invaluable.

I'd like to acknowledge Prof. Priyanka S. Hajare my project mentor and guide who gave me full
time support and path for completing this project.

Lastly, I extend my thanks to this Internship Programme and Atlas copco (India)Ltd. for
providing me with this invaluable opportunity to apply my skills and knowledge in a real-world
context. This internship experience has been a pivotal stepping stone in my career.

To everyone who played a role in bringing this internship project to fruition, thank you from
the bottom of my heart.

3
 TABLE OF CONTENT
Sr.No. Content Page No.

1. Introduction of Project 7-12

1.1 Executive Summary

1.2 Significance of Study
1.3 Objectives of Study
1.4 Scope of Study
1.5 Limitations of Study

2. Theoretical Framework 13-19

2.1 Introduction

2.2 Theoretical presentation on recruitment and selection

2.3 Recruitment process analysis

2.4 Selection process analysis

2.5 Technology and innovation in recruitment

2.6 Conclusion

3. Company Profile 20-33

3.1 Profile of the organization

3.2 Historical Background

3.3 Organization chart

3.4 Current status of organization

3.5 Different product profiles of the company

3.6 Services

3.7 Awards and recognition

4. Research and Methodology 34-40

4.1 Meaning

4
 4.2 Types of research applied

4.3 Source of data collection

4.4 Sample description

4.5 Previous research and review of literature

4.6 Microsoft Excel

4.7 Conclusion

5. Data visualisation and Analysis 41-52

6. Results & Discussion 53-58

6.1 Findings

6.2 Suggestions

6.3 Learnings

6.4 Contribution to the Organization

6.5 Conclusion

6.6 Bibliography

5
 TABLE OF GRAPH
Table No. Table Name Page No.

1 Types of Sources 42

2 Factors Affecting Recruitment Procedure 43

3 Types of Interviews Adopted During Selection 44

4 Type of Approaches Used while Selection 45

5 Barriers to Effective Selection 46

6 Advertisement on Social Platforms 47

7 Employee Branding in Top Talents Recruitment 48

8 Internal Hiring for Employee Motivation 49

9 Source of Recruitment Proffered During Hiring 50

10 Round of Interviews Before Onboarding 51

11 Factors Influencing Selection Decision 52

6
Chapter1- Introduction of Project
1.1 Executive Summary
1.2 Significance of Study
1.3 Objectives of Study
1.4 Scope of Study
1.5 Limitations of Study

7
 EXECUTIVE SUMMARY

The final report gives an overview of Summer Internship Project executed on Study of
Recruitment and Selection Process at Atlas Copco Ltd, Pune. This report is based on two
months internship program that I have successfully completed at Atlas Copco in Analysis of
Recruitment and Selection Process from 29-08-2023 to 31-10-2023 as per the requirement of
my MBA program at Trinity Institute of Management and Research.

Today, in every organisation personnel planning as an activity is necessary. It is an important

part of an organisation. The objectives of Human Resource Analyst are Human Resource
Planning, Recruitment and Selection, Training and Development, Career planning, Transfer
and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.

For every organisation it is important to have a right person on a right job. Recruitment and
Selection plays a vital role in this situation. Shortage of skills and the use of new technology
are putting considerable pressure on how employers go about Recruiting and Selecting staff. It
is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment and
Selection process. This project includes Introduction, Company Profile, Research
Methodology, Conceptual Background, Data presentation, Data Analysis, Data interpretation,
Findings, Suggestions, Contribution to the organization, Learnings and Conclusion.

Recruitment and Selection are simultaneous process and are incomplete without each other.
They are important components of the organisation and are different from each other. Since all
the aspect needs practical example and explanation this project includes Recruitment and
selection Process of Atlas Copco Ltd.

8
 SIGNIFICANCE OF PROJECT

Recruitment and selection are two of the most important functions of personnel management.
Recruitment precedes selection and helps in selecting a right candidate.

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 efficient personnel.

‘Right person for the right job’ is the basic principle in recruitment and selection. Every
organisation should give attention to the selection of its manpower. The operative manpower
is equally important and essential for the orderly working of an enterprise. Every business
organisation/unit needs manpower for carrying different business activities smoothly and
efficiently and for this recruitment and selection of suitable candidates are essential. Human
resource management in an organisation will not be possible if unsuitable persons are selected
and employed in a business unit.

PROCESS OF RECRUITMENT

Recruitment IdentifyingR Contactin Selectio

ecruitmentS ApplicationPool
Planning gSource nProce
ources
s s

Evaluation and Control

9
 PROCESS OF SELECTION

HiringDecisions Step6

Referencecheck&BackgroundVerification Step5

MedicalExamination Step4

SelectionInterviews Step3

SelectionTests Step2

ScreeningofApplicants(ApplicationForms) Step1

SOURCES OF RECRUITMENT

InternalSources ExternalSources
Previous Applicants
Transfer and
Promotion Job
Posting
Employee Referrals
Former Employees

10
Press
Advertisemen
t Campus
Interviews
Placement
Agencies
Walk-in
Interviews
E-Recruitment

11
 FACTORS AFFECTING RECRUITMENT

ExternalFactors InternalFactors
Human
Supply and
Resour
Demand ces
Plannin
Unemployment Rate
g
Labour
Recruitme
Market
nt Policy
Image/Goodwill
Size of
Competitors
Firm
Political-social-legal
Cost
Environment

FACTORS AFFECTING SELECTION

InternalFactors External Factors

Nature of the
Size of the Organisation
Labour
Type of the Organisation Market
Nature of Social Pressure Trade Unions
Applicant Pool Government
Speed of Decision - Making Regulations

12
 OBJECTIVE OF THE STUDY

1. The core objective of the study is to analyze the sources of recruitment and selection
process at Atlas Copco.
2. To study the barriers and factors affecting recruitment and selection process.
3. To study recruitment and selection procedure of Atlas Copco.
4. To assess the perception of the employers(recruiters) regarding recruitment process
they have undergone.

SCOPE OF THE STUDY

1. To know type of interviews and selection approach opt by company.

2. Analysing the process, procedures of recruitment and selection of the organization.
3. To analyse the effectiveness of recruitment and selection-process & sources.
4. To know how organization deals with barriers and factors
affecting recruitment and selection.

LIMITATIONS

The major limitations that I faced during my internship period and preparation of this report
are as follows:

1. Employees are not allowed to provide sensitive and depth information.

2. As the employees were busy with their own duty, they could give me little time for
consultation
3. Questionnaires were confined to only one employer (Assistant Manager) due to lack
of availability of other personnel’s.
4. Shortage of time factor was one of the biggest constraints.

13
Chapter-2 Theoretical Framework
2.1 Introduction
2.2 Theoretical presentation on recruitment and selection
2.3 Recruitment process analysis
2.4 Selection process analysis
2.5 Technology and innovation in recruitment
2.6 Microsoft Excel
2.7 Conclusion

14
 INTRODUCTION
The realm of recruitment and selection processes has evolved into a critical aspect of
effective human resource management (HRM). The contemporary business landscape
demands a strategic approach to talent acquisition and retention, recognizing the pivotal role
that these processes play in organizational success. This study aims to unravel the theoretical
underpinnings that delineate the strategic significance of recruitment and selection processes,
elucidating their profound impact on organizational performance and long-term growth.

THEORETICAL PERSPECTIVES ON RECRUITMENT AND

SELECTION

Human Resource Management (HRM):

Human Resource Management encompasses the strategic deployment of an organization's

human capital to achieve its objectives. In the context of recruitment and selection, HRM
theory emphasizes the alignment of organizational goals with the capabilities and
aspirations of its workforce. It posits that effective recruitment and selection practices
contribute not only to the acquisition of skilled individuals but also to their optimal
utilization within the organizational framework.

Resource-Based View (RBV):

The Resource-Based View theory asserts that a firm's competitive advantage lies in its
possession of valuable, rare, and inimitable resources. When applied to recruitment and
selection, RBV underscores the importance of human capital as a critical resource. A
meticulous selection process, therefore, becomes instrumental in attracting and retaining
individuals with unique skills and competencies, thus enhancing the organization's resource
capabilities and competitive advantage.

Person-Organization Fit:
Person-Organization Fit (P-O Fit) emphasizes the congruence between individual and
organizational values. In the context of recruitment and selection, this theory posits that a
harmonious alignment between a candidate's values and the organizational culture leads to
higher job satisfaction, engagement, and retention. Analyzing recruitment and selection
through the lens of P-O Fit provides insights into how organizational values influence the
attraction and retention of top talent.

15
 RECRUITMENT PROCESS ANALYSIS
Job Analysis
Job analysis is a foundational component of the recruitment process, involving a systematic
examination of the duties, responsibilities, and skills required for a particular job. This process
not only informs the creation of accurate job descriptions but also guides the development of
targeted recruitment strategies. By analyzing the outcomes of job analyses, organizations can
refine their understanding of the skills and qualifications essential for various roles.

Recruitment Sources:
Effective recruitment necessitates a well-balanced approach to internal and external sources.
Internal sources, including employee referrals and promotions, tap into existing talent pools,
fostering employee loyalty. External sources, such as online job portals and social media,
broaden the candidate pool. A nuanced analysis of the success rates of different recruitment
sources allows organizations to optimize their approach, tailoring strategies to specific roles
and organizational needs.

Employer Branding:
Employer branding serves as a critical factor in attracting top talent. Analyzing the impact of
employer branding on recruitment outcomes involves assessing how an organization's
reputation, culture, and values influence the perception of potential candidates. Understanding
the nuances of employer branding provides insights into how organizations can cultivate a
positive image, thereby attracting candidates who align with their values and mission.

SELECTION PROCESS ANALYSIS

Selection Methods:

The selection process encompasses a variety of methods, including interviews, assessments,

and tests, each designed to evaluate different aspects of a candidate's suitability for a role. An
in-depth analysis of these methods involves examining their reliability, validity, and predictive
power. By understanding the strengths and limitations of each method, organizations can
optimize their selection processes, ensuring they are robust, fair, and aligned with the
organization's goals.

Legal and Ethical Considerations:

16
Navigating the legal and ethical dimensions of the selection process is imperative in ensuring
fair and unbiased practices. This involves an examination of anti-discrimination laws, equal
employment opportunity regulations, and ethical standards in hiring. A thorough analysis of
legal and ethical considerations helps organizations establish a selection process that not only
complies with regulations but also fosters a diverse and inclusive workplace.

Employee Retention:

The selection process, beyond its role in identifying suitable candidates, significantly impacts
employee retention. A well-designed selection process ensures that individuals not only possess
the necessary skills but also align with the organization's values and culture. This alignment
fosters a sense of belonging and satisfaction, reducing turnover rates and contributing to the
organization's long-term success.

TECHNOLOGY AND INNOVATION IN RECRUITMENT

AND SELECTION
Role of Technology:

Advancements in technology, including artificial intelligence (AI), automation, and data

analytics, have reshaped the landscape of recruitment and selection. Analyzing the role of
technology involves assessing its impact on efficiency, objectivity, and potential biases in the
hiring process. Understanding how technology enhances or challenges traditional recruitment
and selection practices provides valuable insights for organizations aiming to stay at the
forefront of HR innovation.

Innovations in Recruitment:

Continuous innovation is essential for organizations seeking a competitive edge in talent

acquisition. Exploring emerging trends such as gamification, virtual reality assessments, and
predictive analytics sheds light on the future of recruitment. Analyzing these innovations
provides organizations with a roadmap for adapting their recruitment and selection processes
to meet the evolving expectations of both candidates and employe

17
 MICROSOFT EXCEL

1. Introduction of Microsoft Excel:

Microsoft Excel is a powerful spreadsheet software tool developed by Microsoft. It
is widely used for various data-related tasks, including data analysis, calculation,
reporting, and visualization. Excel provides a grid of cells arranged in rows and
columns, where users can input, store, and manipulate data. It offers a range of
features and functions for working with numerical data, text, and more. Excel is
known for its versatility and is used in a wide range of applications, including
financial modelling, budgeting, data analysis, project management, and creating
charts and graphs. Users can perform calculations, create formulas, and generate
various types of reports and visualizations using Excel's tools. It is a fundamental
tool in business, finance, education, and many other fields for managing and
analysing data efficiently.

2. Characteristics of Microsoft Excel:

● Grid Structure: Excel is based on a grid of cells organized in rows and columns,
allowing users to input, store, and manipulate data efficiently.
● Formulas and Functions: It provides a wide range of mathematical, logical, and
text functions that enable users to perform calculations, data analysis, and
automate tasks using formulas.
● Data Visualization: Excel offers various chart types, graphs, and formatting
options for creating visual representations of data, making it easier to understand
and communicate information.
● Data Validation: Users can set rules and restrictions on data entry to ensure data
accuracy and consistency.
● Conditional Formatting: Conditional formatting allows users to apply
formatting styles to cells based on specific conditions or criteria, making it easier
to spot trends and anomalies.
● Data Import and Export: Excel supports the import and export of data from a
variety of file formats, making it compatible with various data sources and
systems.

18
 ● Data Analysis Tools: Excel includes tools like PivotTables, data analysis
functions, and statistical functions to help users perform in-depth data analysis
and generate meaningful insights.
● Collaboration: Multiple users can collaborate on the same Excel workbook
simultaneously, with features for tracking changes, adding comments, and shared
access to data.
● Data Security: Excel offers features such as password protection, encryption,
and restricted access controls to protect sensitive data and maintain privacy.
● Macro Recording: With the Visual Basic for Applications (VBA) feature, users
can record and automate repetitive tasks, enhancing productivity and efficiency.
● Data Management: Excel is effective in managing, sorting, filtering, and
organizing data, making it a valuable tool for maintaining data integrity.
● Reporting and Documentation: Excel is commonly used for creating reports,
financial statements, and documentation, allowing users to present data in a
structured format.

3. Importance of Microsoft Excel:

● Data Analysis: Excel is widely used for data analysis, enabling users to analyse
and make sense of large datasets. It provides tools for sorting, filtering, and
performing complex calculations, making it invaluable in business, finance,
research, and more.
● Data Visualization: Excel offers a range of chart types and formatting options,
making it easy to create visual representations of data. Visualizations help users
understand trends and patterns more effectively.
● Reporting: Excel is a powerful tool for creating reports, financial statements, and
summaries. It allows for organized data presentation, which is essential for
decision-makers and stakeholders.
● Decision-Making: Excel provides insights and data for informed decision-
making. Users can use the tool to evaluate different scenarios, model financial
projections, and analyze business strategies.
● Efficiency: Excel enhances efficiency by automating repetitive tasks and
calculations. This leads to time savings and increased productivity in various
professional roles.

19
 ● Data Management: Excel helps users organize and manage data efficiently. It's
often used for tasks like inventory management, scheduling, and resource
allocation.
● Planning and Budgeting: Excel is a primary choice for financial planning,
budgeting, and forecasting. Businesses and individuals use it to track expenses,
income, and savings.
● Project Management: Excel is a valuable tool for project planning, tracking
progress, and resource management. It assists project managers in staying
organized and meeting project goals.
● Education: Excel is used in educational settings for teaching and learning
purposes. It helps students understand mathematical and data analysis concepts
and is widely used in academic research.
● Business Operations: Excel plays a critical role in daily business operations,
from managing customer data and sales records to tracking employee
performance and HR-related tasks.

CONCLUSION
In conclusion, this detailed theoretical framework lays a comprehensive foundation for the
analysis of recruitment and selection processes. By synthesizing insights from HRM, RBV, and
P-O Fit, organizations can develop holistic strategies for attracting, selecting, and retaining top
talent. The in-depth examination of recruitment and selection methods, legal considerations,
and the integration of technology ensures a nuanced understanding of the multifaceted nature
of these processes. This framework not only informs the current study but also suggests avenues
for future research and continuous improvement in the dynamic field of human resource
management.

20
Chapter-3 Company Profile
3.1 Profile of the organization
3.2 Historical Background
3.3 Organization chart
3.4 Current status of organization
3.5 Different product profiles of the company
3.6 Services
3.7 Awards and recognition

21
 PROFILE OF THE ORGANIZATION

NAME:

Atlas Copco India Ltd.

ADDRESS:

Sevanagar, Dapodi

LOCATION:

Pune, Maharashtra

VISION AND GOALS:

Atlas Copco’s vision is to become and remain “First in Mind—First in Choice®” of its
customers and other key stakeholders. To us this means being a leader; we strive to be the one
you think of first and then choose as your business partner or employer. We should be seen as
an innovator that sets the standards and exceeds high expectations.

MISSION:

Atlas Copco’s mission is “To deliver sustainable profitable growth”, which means that we do
everything we can to ensure reliable, lasting results with responsible use of resources; human,
natural and capital.

ABOUT:

Atlas Copco (Copco from Compagnie Pneumatique Commerciale) is a Swedish multinational

industrial company that was founded in 1873. It manufactures industrial tools and equipment.
The Atlas Copco Group is a global industrial group of companies headquartered in Nacka,
Sweden.

Atlas Copco companies develop, manufacture, service, and rent industrial tools, air
compressors (of which it is the world's leading producer), construction and assembly systems.
The Group operates in four areas: Compressor Technology, Vacuum Technology, Power
Technology and Industrial Technology.

Atlas Copco (India) Limited is an unlisted public company incorporated on 28 January, 1960.
It is classified as a public limited company and is located in Pune, Maharashtra. The company
manufactures and sells flow control equipment.

22
HISTORICAL BACKGROUND:

Early Development

AB Atlas, as it was previously named, was founded by Edvard Fränckel, who was a Swedish
industrialist, politician and senior official at Swedish State Railways. The company was
established along with Andre O. Wallenberg, Johan W. Arnberg, Carl G. Cervin and Fredrik
Didro. In its inauguration phase, Atlas dealt with the manufacturing, purchasing and selling of
all types of material for railway construction and operations. After the hard hit of the recession
in the 1880s and the decline in railway construction, Atlas diversified its undertakings and
branched off into locomotives, central heating and tool machinery. In 1899, Atlas began
developing their first air compressors and established itself as a compressor manufacturer. As
older production branches started phasing out, Atlas teamed up with Diesel Motors in 1917 and
the new company of Atlas Diesel emerged with two primary divisions: diesel engines and
compressor air products.

War-time Development

The Atlas Diesel merger experienced significant growth during the First World War and
towards the end of the war, export dominated 40–50 % of production. The depression years
caused significant losses for the company, which led to several financial reconstructions in the
1920s and 1930s. The economy began recovering, demand started growing again in the mid-
1930s, and Atlas Diesel experienced a boom in sales, where compressed air operations was the
most expansive area. The Second World War remained an active period for the firm and a time
when strategic planning for development played a principal role. Manufacturing capabilities
were embellished and the purchasing along with the acquisition of manufacturing subsidiaries
in Sweden and other countries, was a key component to Atlas Diesel's continued growth after
WWII. The "Swedish method" was another war period strategy that strongly influenced the
firm's pneumatic program, consisting of lightweight rock drills and drill bits with carbide tips.
In 1948 the company terminated its diesel manufacturing and the name "Atlas Diesel" was no
longer pertinent. The name Atlas Copco became official in 1955 and was inspired by the
Belgian subsidiary Compagnie Pneumatique Commerciale (Trading Pneumatic Company).

23
Post-war International Expansion

The Swedish method that was founded during the war period laid the foundation for the
international expansion Atlas Copco engaged in starting in the 1950s. The purchasing of the
Belgian compressor company Arpic Engineering in 1956, was the firm's first major
international acquisition. Eventually, Arpic's plants carried out a majority of Atlas Copco's
compressor production. In 1960 another important acquisition was made with the purchasing
of Craelius. In the 1970s, international expansion accelerated dramatically, due to various
structural reforms and efficiency measures brought on by weakened economic conditions and
increased production costs. These conditions meant that Atlas Copco had to accelerate and
brake simultaneously in order to keep profitability up. A number of strategic acquisitions were
therefore made including the French compressor manufacturer Mauguière. In order to
strengthen their position in the United States, several strategic acquisitions were made in the
Airpower business, including the key purchase of Worthington Compressors.

In the early 1980s Atlas Copco was the world leader in rock drilling and pneumatics. Seeing
the potential in industrial tools, they purchased Chicago Pneumatic Tools in 1987, which
opened up the important American, French and British markets. Atlas Copco then became one
of the world's largest manufacturers of pneumatic tools and monitoring systems. At the end of
the 1980s the company's geographical foothold grew and assortments expanded due to several
acquisitions including the French company Ets. Georges Renault that manufactured pneumatic
power tools. The British company Desoutter Brothers Plc. that supplied industrial tools and
monitoring systems was purchased in 1990. In 1992 AEG Elektrowerkzeuge was purchased
and in 1995 Milwaukee Electric Tool was acquired, which further strengthened the company's
reach. In 2004 Milwaukee Electric Tool was sold to Hong Kong based Techtronic Industries.
In 1997, Atlas Copco made its biggest and most important acquisition with the purchasing of
the Prime Service Corporation, which was the largest machine leasing company in the United
States. The North American Rental Service Corporation was purchased in 1999.

24
ORGANISATION CHART

CEO

President

Vice President

General Manager

Executive Assistant

Quality Manager

Head of Engineered
Solutions

Manufacturing Manager

Head of Sourcing

HR Manager

Product Marketing
Manager

Head Engineering

SHE Manager

25
CURRENT STATUS OF THE ORGANISATION

The current status of Atlas Copco (India) Limited is - Active.

Here is a summary of financial information of ATLAS COPCO (INDIA) LIMITED for the
financial year ending on 31 March, 2022.

o Revenue / turnover of ATLAS COPCO (INDIA) LIMITED is Over INR 500 cr

o Net worth of the company has increased by 0.87 % o EBITDA of the company
has decreased by -0.91 % o Total assets of the company have increased by 6.78 %
o Liabilities of the company has increased by 19.81 %

COMPANY NETWORK

26
DIFFERENT PRODUCT PROFILES OF THE COMPANY

Air compressors specifically developed for applications where

air quality is essential for end-product and production processes.
Types of Air Compressor

1- Oil-free air compressors

2- Oil-lubricated compressors

3- Piston Compressors

Air dryers are treated air that helps prevent pipework corrosion,
product spoilage and premature failure of pneumatic equipment.

Types of Air Dryers

1- Desiccant air dryers

2- Refrigerated air dryers

3- Membrane air dryers

Comprehensive range of oil-free air blowers is specifically

engineered for applications that require low pressure
compressed air with a pressure between 0.3 and 1.5 bar(g).

Types of Oil-free air blowers

1. ZS (VSD+) oil-free rotary screw blowers

2. ZB VSD+ oil-free centrifugal air blowers
3. ZM oil-free multistage centrifugal blowers
and exahusters .

4. ZL (VSD) oil-free lobe blowers

5. Oil-free rotary claw blower DZS

27
Because oil poses an environmental risk, compressed air
condensate must be treated appropriately. Oil-water separator
solutions capture the oil in compressor condensate so it can be
disposed of in an safe and environment-friendly way.

Types of Condensate Treatment and drains solutions

1- OSC oil-water separators

2- OSS oil-water separators

3- WSD

Air filters by removing contaminants from the air stream

significantly lower operating costs, ensure that even the most
stringent air purity standards are met and extend the service life
of air systems and pneumatic equipment.

Types of Air filters

1- Breathing Air Purifier - BAP(+)

2- DD(+) and PD(+) oil coalescing filters

Made for industrial applications ranging from air gas feeds and
gas bottling to petrochemicals, gas processing, and numerous
industrial processes, oil-free and oil-lubricated gas compressors
are true all-rounders. Range covers high flow levels up to 10
000 m3/h (5885 cfm), with maximum outlet pressures up to 480
bar (6962 psi)

Types of Gas compressors

1- Piston gas compressors

2- Centrifugal turbo compressors

3- Oil-free gas screw

compressors

28
Nitrogen generators generates own nitrogen gas which provide
with 24/7 availability of gas.

Types of Nitrogen Generators

1- Membrane nitrogen

generators 2- PSA nitrogen

generators

Oxygen generators produces own oxygen on-site and gives the

ability to set the exact purity an application requires.

Complete packages with centrifugal turbo compressors,

turboexpanders and screw compressors for process gas and air
applications. It helps to cut carbon that help in preserving
environment.

29
Range of marine compressors sets the standard in marine
compressed air solutions. Reliable, energy efficient and
equipped for the highest standards, they produce a constant
air flow – even in the harshest conditions.

Types of Marine compressors

1- LT KE

2- MAS oil-injected screw compressors for marine

Mobility applications require a reliable source of

compressed air- with or without oil, certified air
compressors are ideal for all types of public transport such
as trains (locomotive, metro, High Speed Train, etc.), buses
(e-buses, etc.), but also for mining use.

Types of Mobility compressors

1- SFR oil-free scroll compressor for railway

2- GAR Oil injected Screw compressor for Railway

3- LFpR and LFxR oil-free pantograph

compressor for railway vehicles .

4-LFxRoi l-free pantograph compressor for

railway Vehicles.

30
Air receiver and after cooler help to satisfy diversity of needs
required from a compressed air system. That is why air
receivers for all applications, Compressed air receivers is
designed

Types of Air receivers and aftercoolers

1- HD & TD water-cooled and air-cooled aftercoolers

2- Industrial Chiller TCX Compressed air receivers

3- HD & TD water-cooled and air-cooled aftercoolers 4- Industrial

Chiller TCX

Complete range of oil-free air and N2 boosters with

innovative single-and two-stage energy-saving technology.
Extended capabilities in terms of inlet pressure dew points,
pressure inlet/outlet and flow capacity for a wide range of
applications, even in the harshest conditions.

Types of oil-free and nitrogen boosters

1- DX&DN (VSD) oil-free reciprocating air and nitrogen

boosters

Origin Air, previously owned equipment is upgraded to

‘nearly new’ status. The machines are treated with the
expertise and product knowledge of the original equipment
manufacturer. Available updates and modifications ensure
the products meet all modern energy efficiency
requirements

31
AIRnet provides a complete compressed air distribution
solution from start to finish.

The whole range of Atlas Copco process cooling equipment

is assembled and tested at the installation site. This ensures
that factory conditions and water temperature conditions are
met. The chillers are specially designed for cooling water or
a water-glycol mixture for a industrial processes and cooling
applications.

Types of process water cooling

1- TCX and TCA series are all-in-one process chillers

allowing for quick installation in cooling system.

32
 SERVICES

1- Genuine Atlas Copco air compressor parts

⮚ Compressor filters and separators

⮚ Compressor line Filters
⮚ Compressor oils, lubricants and fluids
⮚ Service Kits
⮚ Compressor upgrades
⮚ AIRnet: reliable pipework for any project
⮚ Compressor spare parts, repair and service for any

brand 2- Maximize resources with a Service Plan

⮚ Preventive Maintenance Plan for optimal compressor uptime

⮚ Complete compressor care with our Total Responsibility Plan
⮚ Compressor parts at your doorstep: our Parts Plan
⮚ Fixed Price Services: best compressor parts & maintenance
⮚ AIRPlan: all-inclusive contract for compressed air

delivery 3- Maximize efficiency

⮚ Monitor compressed air installation with SMARTLINK

⮚ Audit compressed air installation with AIRScan
⮚ Lower Energy consumption with Energy Recovery
⮚ Optimize air flow with central controllers
⮚ Repair air leaks with RePress
⮚ Get access to compressor's information with AIRlink

33
AWARDS AND RECOGNITION

⮚ ERA Technical Committee Award

ERA awarded Atlas Copco as a manufacturer that has made particular
efforts to meet the needs of the rental industry in its products and
services.
⮚ Atlas Copco’s E-Air electric compressor awarded “Best New Product”

by Australian Hire and Rental Association.

⮚ Red Dot awards for mobile air compressor and light tower 2017

The Red Dot Design Award for 2017 recognizes Atlas Copco’s 8-series
portable compressor range as well as the Highlight H5+ LED light tower.

34
Chapter 4: Research Methodology
4.1 Introduction to Research Topic
4.2 Types of Research Applied
4.3 Source of Data Collection
4.4 Previous Research and Review of Literature
4.5 Conclusion

35
 INTRODUCTION TO RESEARCH TOPIC

MEANING:

“Research Methodology - is a way to systematically solve a research problem”. It is a science

of studying how research is done scientifically. Research methodology is systematic method of
stating the problem clearly, formulating hypothesis, collecting the facts, analysing them, and
reaching certain conclusions in the form of solutions towards the concern problem.

TYPES OF RESEARCH APPLIED:

Following are the types of research implied during study,

Descriptive Research: Descriptive research is carried out to describe current issues,

programs, and provides information about the issue through surveys and various fact finding
methods.

Analytical Research: In analytical research, a researcher can use the existing data, facts,
and knowledge and critically analyses and evaluates the sources and material. It attempts to
describe why a specific situation exists.

Qualitative Research: Qualitative research is based on quality, and it looks in-depth at non-
numerical data. It enables us to understand the comprehensive details of the problem. The
researcher prepares open-ended questions to gather as much information as possible.

Quantitative Research: Quantitative research is associated with the aspects of

measurement, quantity, and extent. It follows the statistical, mathematical, and
computational techniques in the form of numerical data such as percentages and statistics.

36
SOURCES OF DATA COLLECTION:

1) Primary Source:
Primary sources are first-hand accounts of events. They are original research, thinking, or
discovery on a topic or event, and are written or created by people who actually experienced
the event. Following methods of primary source were considered during study:

a) Observation Method

2) Secondary Source:
Secondary sources analyse, interpret, and describe the first-hand accounts of other people
to make them more accessible or to give context to an event. Following methods of secondary
sources were used while studying

a) Books

b) Company Website

c) Company Publications: Newsletter / Annual Reports / Company Profiles.

Secondary method of data collection is used while study and analysis of the project.

Sample Description
Method of Sample Selection: Following method of sample selection was implied while
determining samples

1) Non-Probability Sampling:

Non-probability Sampling methods are further classified into different types, such as
convenience sampling, consecutive sampling, quota sampling, judgmental sampling,
snowball sampling. Here, let us discuss all these types of non-probability sampling in detail.

a) Purposive or Judgmental Sampling

In purposive sampling, the samples are selected only based on the researcher’s knowledge. As
their knowledge is instrumental in creating the samples, there are the chances of obtaining
highly accurate answers with a minimum marginal error. It is also known as judgmental
sampling or authoritative sampling.

Size of Samples: 100 (include all recruiters)

37
 PREVIOUS RESEARCH & REVIEW OF LITERATURE:

1- Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able applications
for the purpose of employment. He states that the process of recruitment is not a simple
selection process, while it needs management decision making and broad planning in order to
appoint the most appropriate manpower. There existing competition among business
enterprises for recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire only the best
applicants who would be the best fit for the corporate culture and ethics specific to the company
(Price 2007). This would reflect the fact that the management would particularly shortlist able
candidates who are well equipped with the requirements of the position they are applying for,
including team work. Since possessing qualities of being a team player would be essential in
any management position (Price 2007).

2- Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,
HRM-organizational strategies as well as organizational performance. He conducted his
research on HR manager and company officials of 319 companies in Europe regarding HR
practices and policies of their respective companies and discovered that employment security,
training and development programs, recruitment and selection, teamwork, employee
participation, and lastly, personnel planning are the most essential practices (Hiltrop 1999). As
a matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve the
commitment of the employees. The findings of Hiltrop’s (1996) work also showed that
selectively hiring has a positive impact on organizational performance, and in turn provides a
substantial practical insight for executives and officials involved. Furthermore, staffing and
selection remains to be an area of substantial interest. With recruitment and selection
techniques for efficient hiring decisions, high performing companies are most likely to spend
more time in giving training particularly on communication and team-work skills (Hiltrop
1999). Moreover the finding that there is a positive connection existing between firm
performances and training is coherent with the human capital standpoint. Hence, Hiltrop (1996)

38
 suggests the managers need to develop HR practices that are more focused on training in order
to achieve competitive benefits.

3- Work by Jackson et al. (2009) and Bratton and Gold (1999):

Human resource management (HRM) strategies, as discussed by Jackson et al. (2009), focus
on aligning with corporate objectives through personnel training and development to enhance
organizational performance and profits. The nature of recruitment and selection in companies
pursuing HRM is influenced by the state of the labor market and the company's standing within
it. Bratton & Gold's work (1999) emphasizes that organizations are developing models for ideal
employees, often derived from competency frameworks, to assess applicants reliably.
Recruitment and selection, viewed as the initial stages of a dialogue between applicants and the
organization, shape the employment relationship (Bratton & Gold, 1999). Failure to recognize
the importance of setting expectations during this process may lead to losing high- quality job
seekers and hinder the accomplishment of desired HRM outcomes. Bratton and Gold (1999)
propose that recruitment and selection practices should be seen as part of a "front- end" loading
process, fostering a social relationship between applicants and the organization. Realistic job
previews (RJPs), recommended by the same authors, play a significant role in shaping
applicants' expectations. These RJPs, which can include case studies, job samples, and videos,
aim to provide a realistic and practical view of the company and the job. While RJPs may lower
initial expectations, they contribute to increased organization commitment, job satisfaction,
employee performance, appraisal, and job survival among those who proceed to employment.

4- Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the employees
that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through their
work they were successful in resolving issues like whether or not talent is something one can
be born with or is it something that can be acquired through development. According to Silzer
et al (2010), that was a core challenge in designing talent systems, facing the organization and
among the senior management. The only solution to resolve the concern of attaining efficient
talent management was by adopting fully-executable recruitment techniques. Regardless of a

39
well-drawn practical plan on recruitment and selection as well as involvement of highly
qualified management team, companies following recruitment processes may face significant
obstacles in implementation. As such, theories of HRM can give insights in the most effective
approaches to recruitment even though companies will have to employ their in house
management skills for applying generic theories across particular organizational contexts.
Word conducted by Silzer et al (2010) described that the primary objective of successful talent
strategies is to create both a case as well as a blueprint for developing the talent strategies within
a dynamic and highly intensive economy wherein acquisition, deployment and preservation of
human capital-talent that matter, shapes the competitive advantages and success of many
companies (Silzer et al. 2010).

40
CONCLUSION:

It can be clearly concluded that for a company to succeed all it takes is the proper recruitment
and selection strategies which also shapes the overall manpower management of the company.
By conclude this literature review, the study emphasizes on the fact that the recruitment and
selection process is integrated with other processes such as strategic plan of the company,
training and development schemes, compensation, rewarding/incentive system, performance
appraisal, and lastly, industrial relations. Furthermore, according to Silzer et al (2010), there
exist several reasons why the most apparent information has been more promising; including
the well-structured nature of interviews, the use of questionnaires based on a job analysis,
inclusion of panel of interviewers, the practice of note-making during the interview, and the
use of rating scale based on behavioural factors to gauge the interviewee’s answers all play an
integral part in the improvement of the recruitment validity.

Therefore, the study has offered an incisive review of literature of as many as six authors based
on their individual studies and research on recruitment and selection processes.

41
Chapter-5 Data Visualization and Analysis

42
 DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS

1) Analysis of which kind of source of recruitment lead to effective and efficient hiring.
Types of Sources Percentage
External 70%
Internal 30%
Total 100%

80

70

60

50

40

30

20

10

0
External Internal
Sources

Interpretation

From the above graph it is analyzed that external source of recruitment lead to most effective
and efficient hiring than Internal source, as the company can recruit more fresh and motivated
talent.

43
2) Analysis of factors affecting recruitment procedure
Factors Affecting Percentage
Unemployment Rate 15%
Competitors 5%
Time 30%
Cost 50%
Total 100%

60

50
40

30

20

10

Unemployment Competitors Time Cost

Factors
Affecting

Interpretation

The above graph depicts that recruitment process of Atlas Copco is highly affected by cost of
hiring employee and then by time employed. Unemployment rate and competitors affect
recruitment process less comparatively, as company hold good position in today’s market.

44
3) Analysis of type of interview adopted during selection process
Type of Interviews Percentage
Panel Interview 40%
Structured Interview 25%
Stress Interview -
Case Interview 35%
Total 100%

45

40

35

30

25

20

15

10

0
Panel Interview Structured Interview Stress Interview Case Interview

Type of Interview

Interpretation

From the above graph it can be observed that organization mostly opt for Panel Interview and
Case Interview. Structured Interview is organised as per hiring needs. Company don’t prefer
stress interview as they believe, candidate perform best when they are at ease.

45
4) Analysis of type of approaches used while selection process
Type of Approaches Percentage
Ethnocentric 7%
Polycentric 50%
Regiocentric 40%
Geocentric 3%
Total 100%

60

50
40

30

20

10

Ethnocentric Polycentric Regiocentric Geocentric

Type of Approaches

Interpretation

From the above graph it can be observed that organization mostly opt for Polycentric
approach and Regiocentric approach while selecting candidates. Ethnocentric approach and
geocentric approach is opted by company as per their needs.

46
5) Analysis of barriers to effective selection
Type of Barriers Percentage
Diversity of selection approaches 35%
Time and cost expenses 40%
Pressure on selectors 5%
Perception 20%
Total 100%

45

40

35

30

25

20

15

10

0
Diversity of Time and cost expenses Pressure on selectors Perception
Selection
approaches
Type of Barriers

Interpretation

Experience of candidates and time and cost expenses affects the decision-making power of
recruiters most of the time. Perception of recruiters is another barrier to effective selection.
Diversity of Selection approaches does not affect selection decision that much.

47
6) Analysis of advertisement on which social platforms leads to effective hiring
Type of Platforms Percentage
Company Website 10%
LinkedIn 55%
Magazine -
Naukri 35%
Total 100%

60

50

40

30

20

10

0
Company Linkedi Magazin Naukr
Typeof

Interpretation:

From the above graph it can be observed that comparatively to company websites, LinkedIn
and Naukri portals lead to effective hiring, as candidate details like; skills, qualifications,
certifications and experience are already mentioned in their profile.

48
7) Does employer branding play a key role in successful recruitment and
retention of top talent?
Answers Percent
Yes 100%
No -
Total 100%

120%

100%

80%

60%

40%

20%

0%
Yes No

Response

Interpretation:

From the above graph it is clear that employer branding does play a key role in successful
recruitment and retention of top talents.

49
8) Does internal hiring help in motivating the employees?
Answers Percent
Yes 80%
No 20%
Total 100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Yes No

Response

Interpretation:
From the above graph it is clear that most of the time employees get motivate by internal
hiring but some employees (20%) doesn’t due to increase roles and responsibilities.

50
9) Analysis of source of recruitment preferred during hiring?
Type of Platforms Percentage
College Campus 30%
Referrals 20%
Recruitment/Executive search agency 50%
Word of Mouth -
Total 100%

60

50

40

30
20

10

0
College Campus Referrals Word of Mouth
Recruitme
nt/Executive
search agency

Source of Recruitment

Interpretation
From the above graph it can be observed that Recruitment/Executive search agency and
College Campus are mostly preferred by hiring entities as a source of recruitment. While
referrals are considered less preferably.

51
10) Analysis of round of Interviews before onboarding
Number of Rounds Percentage
4 65%
3 20%
2 15%
Total 100%

70

60

50

40

30

20

10

0
4 3 2

Numberof

Interpretation
Above graph depicts that most of the time 4 rounds of interview are held i.e 2 technical
round, 1 HR round & last final round with General Manager of company. However number
of rounds keep varying based on job profile.

52
11) Factors influencing selection decision
Factors Percentage
Qualification 40%
Experienced 40%
Physique 5%
Family Background 15%
Total 100%

45

40

35

30

25

20

15

10

0
Qualificatio Experience Physique Family Background
n
Number of Rounds

Interpretation:

From the above graph it can be observed that qualification and experience of candidate
influence selection decision of recruitment. Physique and family background influence
selection decision less, comparatively

53
Chapter-6 Results & Discussion
6.1 Findings
6.2 Suggestions
6.3 Learnings
6.4 Contribution to the Organization
6.5 Conclusion
6.6 Bibliography

54
 FINDINGS

1) Company mostly prefers external sources of recruitment than Internal sources.

2) Time and Cost factor majorly affects the company’s recruitment and selection process.

3) Diversity of Selection approaches affects the decision making of recruiter.

4) Company mostly prefers qualified and experienced candidates.

5) Company mostly creates pool of candidates from recruitment agencies and

college campus.

6) Employer branding play a key role in successful recruitment and selection.

7) Stress Interview are not conducted by organization.

SUGGESTIONS
Generally, there are no drawbacks in the set-up system of the organization. Here are some
suggestions which could be beneficial for organization.

1) For effective internal hiring company should reward and recognize their employees
along with their team leads.

2) Company should try to standardize their process of recruitment and selection to

achieve time efficiency and firm decision making.

3) Company should go for other sources of recruitment also, which will give
more alternatives and select right people for the right job at right time.

4) Organization should give importance not only to experience but also the skill education.

5) Company should also conduct stress interview to better understand a candidate’s

response to stressful situations.

6) Company should advertise about projected vacancies not only on job portals but also
on its own website to create large applicant pool.

55
 LEARNINGS

1. Before scheduling interview it is necessary to check availability of interviewer and thereby

confirm availability of candidates accordingly.

2. The importance of effective communication in the entire process is key to the effective
recruitment.

3. To create and maintain effective pool of talent company maintain good relationships with its
recruitment agency by sending emails of appreciation and best wishes.

4. How to forward mails of – Scheduled Interview, to shortlisted candidate for next round, and
to college TPO’s for projected vacancies.

5. For evaluation and control of recruitment process company follow provisions like:

a) Management of professional time spent on preparing job descriptions, job specifications,

advertisements, agency etc.

b) Managing cost incurred on advertisement or on other recruitment methods such as cost of

campus recruitment, consultant's fee, etc

c) Cost of overtime and outsourcing while the vacancies remain unfilled

6. For a healthy work environment company team leads arrange team dinner/lunch with their
team members

7. To boost motivation and efficiency of employee company arrange training and learning
seminars, held quarterly review meeting in which problems and progress made in past months
is discussed and also celebrate different festivals.

8. The report on recruitment and selection process at Atlas Copco has given me deep insight of
organization strategies to find the right pool of candidates for the organization.

56
 CONTRIBUTION TO THE ORGANISATION

1) Screening employees resumes by comparing it with Job description.

2) Organizing interviews with shortlisted candidates.

3) Editing templates for company events/competitions.

4) Editing organization chart.

5) Coordinating with other managers for scheduling interviews.

6) Contacting college TPO's and creating applicant pool.

57
 CONCLUSION

The project has shed light on some of the important aspects of the selection and recruitment
process and the sources employed by the organization. This report is in the form of
questionnaire analysis and the questions were answered by the recruiter of the Atlas Copco.
The objective of this report was to study the effectiveness of the sources of recruitment and
process of selection of candidates. This report can be used by the top management to
analyze the efficiency of the entire process and to know which of the sources of recruitment
can give immediate results with access to the most qualified pool of candidates.

This report also helps in acknowledging the fact that the selection process is the most
timeconsuming part of the entire recruitment process. This process should not only be quick
but also be cost effective and should result in best pool of employees who can contribute to
achieve the goal of the organization. To strike a balance between quality, cost and time is the
main challenge and which if considered can give any organization a competitive advantage in
the market since an effective labour force contributes maximum to the productivity of the
organization.

Therefore, this project gives a glance on the most crucial part of recruitment process.

58
 BIBILIOGRAPHY
Websites:
1) www.atlascopco.com
2) www.tutorialspoint.com
3) http://hrmpractice.com/
4) www.businessstudynotes.com
Books:
1) Recruitment and selection - Gareth Robert
2) On Recruitment - Mitch Suvillan
3) The Handbook of Recruitment and Selection: A system Approach - Stanley Petzail
4) Human Resource Management – Thakur Publication

59
 DECLARATION OF STUDENT

(CERTIFICATE OF ORIGINALITY/DECLARATION)

This is to declare that I have carried out this project work myself in partial fulfilment of the

MBA Program of Savitribai Phule Pune University. The work is original, has not been copied

from anywhere else and not been submitted to any other University/Institute for an award of

any degree/diploma.

Date

Place Signature

2
ACKNOWLEDGMENT

I want to express my heartfelt gratitude to all those who played a pivotal role in the successful
completion of this internship project. Their unwavering support, guidance, and collaborative
spirit were essential throughout this journey.

First and foremost, I extend my appreciation to Mr. Vishveshwar Garikapti Sir and Prof.
Priyanka S. Hajare for their invaluable mentorship and insights, which significantly enriched
this project.

My sincere thanks also go to the entire Atlas Copco team for providing a nurturing environment
for learning and personal growth. The encouragement and cooperation from other interns were
truly invaluable.

I'd like to acknowledge Mr. Vishveshwar Garikapti for the guidance at crucial stages of this
project. Their expertise and feedback were instrumental in its success.

And also, the Prof. Priyanka S. Hajare my project mentor and guide who gave me full time
support and path for completing this project.

Lastly, I extend my thanks to this Internship Programme and Atlas copco (India)Ltd. for
providing me with this invaluable opportunity to apply my skills and knowledge in a real-world
context. This internship experience has been a pivotal stepping stone in my career.

To everyone who played a role in bringing this internship project to fruition, thank you from
the bottom of my heart.

3
 TABLE OF CONTENT
Sr.No. Content Page No.

1. Introduction of Project 7-12

1.1 Executive Summary

1.2 Significance of Study
1.3 Objectives of Study
1.4 Scope of Study
1.5 Limitations of Study

2. Theoretical Framework 13-19

2.1 Introduction

2.2 Theoretical presentation on recruitment and selection

2.3 Recruitment process analysis

2.4 Selection process analysis

2.5 Technology and innovation in recruitment

2.6 Conclusion

3. Company Profile 20-33

3.1 Profile of the organization

3.2 Historical Background

3.3 Organization chart

3.4 Current status of organization

3.5 Different product profiles of the company

3.6 Services

3.7 Awards and recognition

4. Research and Methodology 34-40

4.1 Meaning

4
 4.2 Types of research applied

4.3 Source of data collection

4.4 Sample description

4.5 Previous research and review of literature

4.6 Microsoft Excel

4.7 Conclusion

5. Data visualisation and Analysis 41-52

6. Results & Discussion 53-58

6.1 Findings

6.2 Suggestions

6.3 Learnings

6.4 Contribution to the Organization

6.5 Conclusion

6.6 Bibliography

5
 TABLE OF GRAPH
Table No. Table Name Page No.

1 Types of Sources 42

2 Factors Affecting Recruitment Procedure 43

3 Types of Interviews Adopted During Selection 44

4 Type of Approaches Used while Selection 45

5 Barriers to Effective Selection 46

6 Advertisement on Social Platforms 47

7 Employee Branding in Top Talents Recruitment 48

8 Internal Hiring for Employee Motivation 49

9 Source of Recruitment Proffered During Hiring 50

10 Round of Interviews Before Onboarding 51

11 Factors Influencing Selection Decision 52

6
Chapter1- Introduction of Project
1.1 Executive Summary
1.2 Significance of Study
1.3 Objectives of Study
1.4 Scope of Study
1.5 Limitations of Study

7
EXECUTIVE SUMMARY

The final report gives an overview of Summer Internship Project executed on Study of
Recruitment and Selection Process at Atlas Copco Ltd, Pune. This report is based on two
months internship program that I have successfully completed at Atlas Copco in Analysis of
Recruitment and Selection Process from 29-08-2023 to 31-10-2023 as per the requirement of
my MBA program at Trinity Institute of Management and Research.

Today, in every organisation personnel planning as an activity is necessary. It is an important

part of an organisation. The objectives of Human Resource Analyst are Human Resource
Planning, Recruitment and Selection, Training and Development, Career planning, Transfer
and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.

For every organisation it is important to have a right person on a right job. Recruitment and
Selection plays a vital role in this situation. Shortage of skills and the use of new technology
are putting considerable pressure on how employers go about Recruiting and Selecting staff. It
is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment and
Selection process. This project includes Introduction, Company Profile, Research
Methodology, Conceptual Background, Data presentation, Data Analysis, Data interpretation,
Findings, Suggestions, Contribution to the organization, Learnings and Conclusion.

Recruitment and Selection are simultaneous process and are incomplete without each other.
They are important components of the organisation and are different from each other. Since all
the aspect needs practical example and explanation this project includes Recruitment and
selection Process of Atlas Copco Ltd.

8
 SIGNIFICANCE OF PROJECT

Recruitment and selection are two of the most important functions of personnel management.
Recruitment precedes selection and helps in selecting a right candidate.

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 efficient personnel.

‘Right person for the right job’ is the basic principle in recruitment and selection. Every
organisation should give attention to the selection of its manpower. The operative manpower
is equally important and essential for the orderly working of an enterprise. Every business
organisation/unit needs manpower for carrying different business activities smoothly and
efficiently and for this recruitment and selection of suitable candidates are essential. Human
resource management in an organisation will not be possible if unsuitable persons are selected
and employed in a business unit.

PROCESS OF RECRUITMENT

Recruitment Identifying
Contactin Selectio
Planning Recruitment Application Pool
g n
Sources
Sources Proces
s

Evaluation and Control

9
 PROCESS OF SELECTION

Hiring Decisions Step 6

Reference check & Background Verification Step 5

Medical Examination Step 4

Selection Interviews Step 3

Selection Tests Step 2

Screening of Applicants (Application Forms) Step 1

SOURCES OF RECRUITMENT

Internal Sources External Sources

Previous Applicants
Transfer and
Promotion Job
Posting
Employee
Referrals Former
Employees

10
Press
Advertisemen
t Campus
Interviews
Placement
Agencies
Walk-in
Interviews
E-Recruitment

11
 FACTORS AFFECTING RECRUITMENT

External Factors Internal Factors

Human
Supply and
Resources
Demand Planning
Unemployment Recruitment
Rate Labour Policy Size of
Market Firm
Image/Goodwill Cost
Competitors
Political-social-legal
Environment

FACTORS AFFECTING SELECTION

Internal Factors External Factors

Nature of the Labour

Size of the
Market
Organisation Type of
Trade Unions
the Organisation
Government Regulations
Nature of Social
Pressure Applicant
Pool
Speed of Decision -
Making

12
OBJECTIVE OF THE STUDY

1. The core objective of the study is to analyze the sources of recruitment and selection
process at Atlas Copco.
2. To study the barriers and factors affecting recruitment and selection process.
3. To study recruitment and selection procedure of Atlas Copco.
4. To assess the perception of the employers(recruiters) regarding recruitment process
they have undergone.

SCOPE OF THE STUDY

1. To know type of interviews and selection approach opt by company.

2. Analysing the process, procedures of recruitment and selection of the organization.
3. To analyse the effectiveness of recruitment and selection-process & sources.
4. To know how organization deals with barriers and factors affecting
recruitment and selection.

LIMITATIONS

The major limitations that I faced during my internship period and preparation of this report
are as follows:

1. Employees are not allowed to provide sensitive and depth information.

2. As the employees were busy with their own duty, they could give me little time for
consultation
3. Questionnaires were confined to only one employer (Assistant Manager) due to lack of
availability of other personnel’s.
4. Shortage of time factor was one of the biggest constraints.

13
Chapter-2 Theoretical Framework
2.1 Introduction
2.2 Theoretical presentation on recruitment and selection
2.3 Recruitment process analysis
2.4 Selection process analysis
2.5 Technology and innovation in recruitment
2.6 Microsoft Excel
2.7 Conclusion

14
INTRODUCTION
The realm of recruitment and selection processes has evolved into a critical aspect of
effective human resource management (HRM). The contemporary business landscape
demands a strategic approach to talent acquisition and retention, recognizing the pivotal role
that these processes play in organizational success. This study aims to unravel the theoretical
underpinnings that delineate the strategic significance of recruitment and selection processes,
elucidating their profound impact on organizational performance and long-term growth.

THEORETICAL PERSPECTIVES ON RECRUITMENT AND

SELECTION

Human Resource Management (HRM):

Human Resource Management encompasses the strategic deployment of an organization's

human capital to achieve its objectives. In the context of recruitment and selection, HRM
theory emphasizes the alignment of organizational goals with the capabilities and aspirations
of its workforce. It posits that effective recruitment and selection practices contribute not
only to the acquisition of skilled individuals but also to their optimal utilization within the
organizational framework.

Resource-Based View (RBV):

The Resource-Based View theory asserts that a firm's competitive advantage lies in its
possession of valuable, rare, and inimitable resources. When applied to recruitment and
selection, RBV underscores the importance of human capital as a critical resource. A
meticulous selection process, therefore, becomes instrumental in attracting and retaining
individuals with unique skills and competencies, thus enhancing the organization's resource
capabilities and competitive advantage.

Person-Organization Fit:
Person-Organization Fit (P-O Fit) emphasizes the congruence between individual and
organizational values. In the context of recruitment and selection, this theory posits that a
harmonious alignment between a candidate's values and the organizational culture leads to
higher job satisfaction, engagement, and retention. Analyzing recruitment and selection
through the lens of P-O Fit provides insights into how organizational values influence the
attraction and retention of top talent.

15
RECRUITMENT PROCESS ANALYSIS
Job Analysis
Job analysis is a foundational component of the recruitment process, involving a systematic
examination of the duties, responsibilities, and skills required for a particular job. This process
not only informs the creation of accurate job descriptions but also guides the development of
targeted recruitment strategies. By analyzing the outcomes of job analyses, organizations can
refine their understanding of the skills and qualifications essential for various roles.

Recruitment Sources:
Effective recruitment necessitates a well-balanced approach to internal and external sources.
Internal sources, including employee referrals and promotions, tap into existing talent pools,
fostering employee loyalty. External sources, such as online job portals and social media,
broaden the candidate pool. A nuanced analysis of the success rates of different recruitment
sources allows organizations to optimize their approach, tailoring strategies to specific roles
and organizational needs.

Employer Branding:
Employer branding serves as a critical factor in attracting top talent. Analyzing the impact of
employer branding on recruitment outcomes involves assessing how an organization's
reputation, culture, and values influence the perception of potential candidates. Understanding
the nuances of employer branding provides insights into how organizations can cultivate a
positive image, thereby attracting candidates who align with their values and mission.

SELECTION PROCESS ANALYSIS

Selection Methods:

The selection process encompasses a variety of methods, including interviews, assessments,

and tests, each designed to evaluate different aspects of a candidate's suitability for a role. An
in-depth analysis of these methods involves examining their reliability, validity, and predictive
power. By understanding the strengths and limitations of each method, organizations can
optimize their selection processes, ensuring they are robust, fair, and aligned with the
organization's goals.

Legal and Ethical Considerations:

16
Navigating the legal and ethical dimensions of the selection process is imperative in ensuring
fair and unbiased practices. This involves an examination of anti-discrimination laws, equal
employment opportunity regulations, and ethical standards in hiring. A thorough analysis of
legal and ethical considerations helps organizations establish a selection process that not only
complies with regulations but also fosters a diverse and inclusive workplace.

Employee Retention:

The selection process, beyond its role in identifying suitable candidates, significantly impacts
employee retention. A well-designed selection process ensures that individuals not only possess
the necessary skills but also align with the organization's values and culture. This alignment
fosters a sense of belonging and satisfaction, reducing turnover rates and contributing to the
organization's long-term success.

TECHNOLOGY AND INNOVATION IN RECRUITMENT AND

SELECTION
Role of Technology:

Advancements in technology, including artificial intelligence (AI), automation, and data

analytics, have reshaped the landscape of recruitment and selection. Analyzing the role of
technology involves assessing its impact on efficiency, objectivity, and potential biases in the
hiring process. Understanding how technology enhances or challenges traditional recruitment
and selection practices provides valuable insights for organizations aiming to stay at the
forefront of HR innovation.

Innovations in Recruitment:

Continuous innovation is essential for organizations seeking a competitive edge in talent

acquisition. Exploring emerging trends such as gamification, virtual reality assessments, and
predictive analytics sheds light on the future of recruitment. Analyzing these innovations
provides organizations with a roadmap for adapting their recruitment and selection processes
to meet the evolving expectations of both candidates and employe

17
MICROSOFT EXCEL

1. Introduction of Microsoft Excel:

Microsoft Excel is a powerful spreadsheet software tool developed by Microsoft. It
is widely used for various data-related tasks, including data analysis, calculation,
reporting, and visualization. Excel provides a grid of cells arranged in rows and
columns, where users can input, store, and manipulate data. It offers a range of
features and functions for working with numerical data, text, and more. Excel is
known for its versatility and is used in a wide range of applications, including
financial modelling, budgeting, data analysis, project management, and creating
charts and graphs. Users can perform calculations, create formulas, and generate
various types of reports and visualizations using Excel's tools. It is a fundamental
tool in business, finance, education, and many other fields for managing and
analysing data efficiently.

2. Characteristics of Microsoft Excel:

• Grid Structure: Excel is based on a grid of cells organized in rows and columns,
allowing users to input, store, and manipulate data efficiently.
• Formulas and Functions: It provides a wide range of mathematical, logical, and
text functions that enable users to perform calculations, data analysis, and
automate tasks using formulas.
• Data Visualization: Excel offers various chart types, graphs, and formatting
options for creating visual representations of data, making it easier to understand
and communicate information.
• Data Validation: Users can set rules and restrictions on data entry to ensure data
accuracy and consistency.
• Conditional Formatting: Conditional formatting allows users to apply
formatting styles to cells based on specific conditions or criteria, making it easier
to spot trends and anomalies.
• Data Import and Export: Excel supports the import and export of data from a
variety of file formats, making it compatible with various data sources and
systems.

18
 • Data Analysis Tools: Excel includes tools like PivotTables, data analysis
functions, and statistical functions to help users perform in-depth data analysis
and generate meaningful insights.
• Collaboration: Multiple users can collaborate on the same Excel workbook
simultaneously, with features for tracking changes, adding comments, and shared
access to data.
• Data Security: Excel offers features such as password protection, encryption,
and restricted access controls to protect sensitive data and maintain privacy.
• Macro Recording: With the Visual Basic for Applications (VBA) feature, users
can record and automate repetitive tasks, enhancing productivity and efficiency.
• Data Management: Excel is effective in managing, sorting, filtering, and
organizing data, making it a valuable tool for maintaining data integrity.
• Reporting and Documentation: Excel is commonly used for creating reports,
financial statements, and documentation, allowing users to present data in a
structured format.

3. Importance of Microsoft Excel:

• Data Analysis: Excel is widely used for data analysis, enabling users to analyse
and make sense of large datasets. It provides tools for sorting, filtering, and
performing complex calculations, making it invaluable in business, finance,
research, and more.
• Data Visualization: Excel offers a range of chart types and formatting options,
making it easy to create visual representations of data. Visualizations help users
understand trends and patterns more effectively.
• Reporting: Excel is a powerful tool for creating reports, financial statements, and
summaries. It allows for organized data presentation, which is essential for
decision-makers and stakeholders.
• Decision-Making: Excel provides insights and data for informed decision-
making. Users can use the tool to evaluate different scenarios, model financial
projections, and analyze business strategies.
• Efficiency: Excel enhances efficiency by automating repetitive tasks and
calculations. This leads to time savings and increased productivity in various
professional roles.

19
 • Data Management: Excel helps users organize and manage data efficiently. It's
often used for tasks like inventory management, scheduling, and resource
allocation.
• Planning and Budgeting: Excel is a primary choice for financial planning,
budgeting, and forecasting. Businesses and individuals use it to track expenses,
income, and savings.
• Project Management: Excel is a valuable tool for project planning, tracking
progress, and resource management. It assists project managers in staying
organized and meeting project goals.
• Education: Excel is used in educational settings for teaching and learning
purposes. It helps students understand mathematical and data analysis concepts
and is widely used in academic research.
• Business Operations: Excel plays a critical role in daily business operations,
from managing customer data and sales records to tracking employee
performance and HR-related tasks.

CONCLUSION
In conclusion, this detailed theoretical framework lays a comprehensive foundation for the
analysis of recruitment and selection processes. By synthesizing insights from HRM, RBV, and
P-O Fit, organizations can develop holistic strategies for attracting, selecting, and retaining top
talent. The in-depth examination of recruitment and selection methods, legal considerations,
and the integration of technology ensures a nuanced understanding of the multifaceted nature
of these processes. This framework not only informs the current study but also suggests
avenues for future research and continuous improvement in the dynamic field of human
resource management.

20
Chapter-3 Company Profile
3.1 Profile of the organization
3.2 Historical Background
3.3 Organization chart
3.4 Current status of organization
3.5 Different product profiles of the company
3.6 Services
3.7 Awards and recognition

21
PROFILE OF THE ORGANIZATION

NAME:

Atlas Copco India Ltd.

ADDRESS:

Sevanagar, Dapodi

LOCATION:

Pune, Maharashtra

VISION AND GOALS:

Atlas Copco’s vision is to become and remain “First in Mind—First in Choice®” of its
customers and other key stakeholders. To us this means being a leader; we strive to be the one
you think of first and then choose as your business partner or employer. We should be seen as
an innovator that sets the standards and exceeds high expectations.

MISSION:

Atlas Copco’s mission is “To deliver sustainable profitable growth”, which means that we do
everything we can to ensure reliable, lasting results with responsible use of resources; human,
natural and capital.

ABOUT:

Atlas Copco (Copco from Compagnie Pneumatique Commerciale) is a Swedish multinational

industrial company that was founded in 1873. It manufactures industrial tools and equipment.
The Atlas Copco Group is a global industrial group of companies headquartered in Nacka,
Sweden.

Atlas Copco companies develop, manufacture, service, and rent industrial tools, air
compressors (of which it is the world's leading producer), construction and assembly systems.
The Group operates in four areas: Compressor Technology, Vacuum Technology, Power
Technology and Industrial Technology.

Atlas Copco (India) Limited is an unlisted public company incorporated on 28 January, 1960.
It is classified as a public limited company and is located in Pune, Maharashtra. The company
manufactures and sells flow control equipment.

22
HISTORICAL BACKGROUND:

Early Development

AB Atlas, as it was previously named, was founded by Edvard Fränckel, who was a Swedish
industrialist, politician and senior official at Swedish State Railways. The company was
established along with Andre O. Wallenberg, Johan W. Arnberg, Carl G. Cervin and Fredrik
Didro. In its inauguration phase, Atlas dealt with the manufacturing, purchasing and selling of
all types of material for railway construction and operations. After the hard hit of the recession
in the 1880s and the decline in railway construction, Atlas diversified its undertakings and
branched off into locomotives, central heating and tool machinery. In 1899, Atlas began
developing their first air compressors and established itself as a compressor manufacturer. As
older production branches started phasing out, Atlas teamed up with Diesel Motors in 1917 and
the new company of Atlas Diesel emerged with two primary divisions: diesel engines and
compressor air products.

War-time Development

The Atlas Diesel merger experienced significant growth during the First World War and
towards the end of the war, export dominated 40–50 % of production. The depression years
caused significant losses for the company, which led to several financial reconstructions in the
1920s and 1930s. The economy began recovering, demand started growing again in the mid-
1930s, and Atlas Diesel experienced a boom in sales, where compressed air operations was the
most expansive area. The Second World War remained an active period for the firm and a time
when strategic planning for development played a principal role. Manufacturing capabilities
were embellished and the purchasing along with the acquisition of manufacturing subsidiaries
in Sweden and other countries, was a key component to Atlas Diesel's continued growth after
WWII. The "Swedish method" was another war period strategy that strongly influenced the
firm's pneumatic program, consisting of lightweight rock drills and drill bits with carbide tips.
In 1948 the company terminated its diesel manufacturing and the name "Atlas Diesel" was no
longer pertinent. The name Atlas Copco became official in 1955 and was inspired by the
Belgian subsidiary Compagnie Pneumatique Commerciale (Trading Pneumatic Company).

23
Post-war International Expansion

The Swedish method that was founded during the war period laid the foundation for the
international expansion Atlas Copco engaged in starting in the 1950s. The purchasing of the
Belgian compressor company Arpic Engineering in 1956, was the firm's first major
international acquisition. Eventually, Arpic's plants carried out a majority of Atlas Copco's
compressor production. In 1960 another important acquisition was made with the purchasing
of Craelius. In the 1970s, international expansion accelerated dramatically, due to various
structural reforms and efficiency measures brought on by weakened economic conditions and
increased production costs. These conditions meant that Atlas Copco had to accelerate and
brake simultaneously in order to keep profitability up. A number of strategic acquisitions were
therefore made including the French compressor manufacturer Mauguière. In order to
strengthen their position in the United States, several strategic acquisitions were made in the
Airpower business, including the key purchase of Worthington Compressors.

In the early 1980s Atlas Copco was the world leader in rock drilling and pneumatics. Seeing
the potential in industrial tools, they purchased Chicago Pneumatic Tools in 1987, which
opened up the important American, French and British markets. Atlas Copco then became one
of the world's largest manufacturers of pneumatic tools and monitoring systems. At the end of
the 1980s the company's geographical foothold grew and assortments expanded due to several
acquisitions including the French company Ets. Georges Renault that manufactured pneumatic
power tools. The British company Desoutter Brothers Plc. that supplied industrial tools and
monitoring systems was purchased in 1990. In 1992 AEG Elektrowerkzeuge was purchased
and in 1995 Milwaukee Electric Tool was acquired, which further strengthened the company's
reach. In 2004 Milwaukee Electric Tool was sold to Hong Kong based Techtronic Industries.
In 1997, Atlas Copco made its biggest and most important acquisition with the purchasing of
the Prime Service Corporation, which was the largest machine leasing company in the United
States. The North American Rental Service Corporation was purchased in 1999.

24
ORGANISATION CHART

CEO

President

Vice President

General Manager

Executive Assistant

Quality Manager

Head of Engineered
Solutions

Manufacturing Manager

Head of Sourcing

HR Manager

Product Marketing
Manager

Head Engineering

SHE Manager

25
CURRENT STATUS OF THE ORGANISATION

The current status of Atlas Copco (India) Limited is - Active.

Here is a summary of financial information of ATLAS COPCO (INDIA) LIMITED for the
financial year ending on 31 March, 2022.

o Revenue / turnover of ATLAS COPCO (INDIA) LIMITED is Over INR 500 cr o

Net worth of the company has increased by 0.87 % o EBITDA of the company has
decreased by -0.91 % o Total assets of the company have increased by 6.78 % o
Liabilities of the company has increased by 19.81 %

COMPANY NETWORK

26
DIFFERENT PRODUCT PROFILES OF THE COMPANY

Air compressors specifically developed for applications where

air quality is essential for end-product and production processes.
Types of Air Compressor

1- Oil-free air compressors

2- Oil-lubricated compressors

3- Piston Compressors

Air dryers are treated air that helps prevent pipework corrosion,
product spoilage and premature failure of pneumatic equipment.

Types of Air Dryers

1- Desiccant air dryers

2- Refrigerated air dryers

3- Membrane air dryers

Comprehensive range of oil-free air blowers is specifically

engineered for applications that require low pressure
compressed air with a pressure between 0.3 and 1.5 bar(g).

Types of Oil-free air blowers

1. ZS (VSD+) oil-free rotary screw blowers

2. ZB VSD+ oil-free centrifugal air blowers
3. ZM oil-free multistage centrifugal blowers
and exahusters .

4. ZL (VSD) oil-free lobe blowers

5. Oil-free rotary claw blower DZS

27
Because oil poses an environmental risk, compressed air
condensate must be treated appropriately. Oil-water separator
solutions capture the oil in compressor condensate so it can be
disposed of in an safe and environment-friendly way.

Types of Condensate Treatment and drains solutions

1- OSC oil-water separators

2- OSS oil-water separators

3- WSD

Air filters by removing contaminants from the air stream

significantly lower operating costs, ensure that even the most
stringent air purity standards are met and extend the service life
of air systems and pneumatic equipment.

Types of Air filters

1- Breathing Air Purifier - BAP(+)

2- DD(+) and PD(+) oil coalescing filters

Made for industrial applications ranging from air gas feeds and
gas bottling to petrochemicals, gas processing, and numerous
industrial processes, oil-free and oil-lubricated gas compressors
are true all-rounders. Range covers high flow levels up to 10
000 m3/h (5885 cfm), with maximum outlet pressures up to
480 bar (6962 psi)

Types of Gas compressors

1- Piston gas compressors

2- Centrifugal turbo compressors

3- Oil-free gas screw compressors

28
Nitrogen generators generates own nitrogen gas which provide
with 24/7 availability of gas.

Types of Nitrogen Generators

1- Membrane nitrogen generators

2- PSA nitrogen generators

Oxygen generators produces own oxygen on-site and gives the

ability to set the exact purity an application requires.

Complete packages with centrifugal turbo compressors,

turboexpanders and screw compressors for process gas and air
applications. It helps to cut carbon that help in preserving
environment.

29
Range of marine compressors sets the standard in marine
compressed air solutions. Reliable, energy efficient and
equipped for the highest standards, they produce a constant
air flow – even in the harshest conditions.

Types of Marine compressors

1- LT KE

2- MAS oil-injected screw compressors for marine

Mobility applications require a reliable source of

compressed air- with or without oil, certified air
compressors are ideal for all types of public transport such
as trains (locomotive, metro, High Speed Train, etc.), buses
(e-buses, etc.), but also for mining use.

Types of Mobility compressors

1- SFR oil-free scroll compressor for railway

2- GAR Oil injected Screw compressor for Railway

3- LFpR and LFxR oil-free pantograph compressor for

railway vehicles .

4- LFxRoi l-free pantograph compressor for railway

Vehicles.

30
Air receiver and after cooler help to satisfy diversity of needs
required from a compressed air system. That is why air
receivers for all applications, Compressed air receivers is
designed

Types of Air receivers and aftercoolers

1- HD & TD water-cooled and air-cooled aftercoolers

2- Industrial Chiller TCX Compressed air receivers

3- HD & TD water-cooled and air-cooled aftercoolers 4-

Industrial Chiller TCX

Complete range of oil-free air and N2 boosters with

innovative single-and two-stage energy-saving technology.
Extended capabilities in terms of inlet pressure dew points,
pressure inlet/outlet and flow capacity for a wide range of
applications, even in the harshest conditions.

Types of oil-free and nitrogen boosters

1- DX&DN (VSD) oil-free reciprocating air and nitrogen

boosters

Origin Air, previously owned equipment is upgraded to

‘nearly new’ status. The machines are treated with the
expertise and product knowledge of the original equipment
manufacturer. Available updates and modifications ensure
the products meet all modern energy efficiency
requirements

31
AIRnet provides a complete compressed air distribution
solution from start to finish.

The whole range of Atlas Copco process cooling equipment

is assembled and tested at the installation site. This ensures
that factory conditions and water temperature conditions are
met. The chillers are specially designed for cooling water or
a water-glycol mixture for a industrial processes and cooling
applications.

Types of process water cooling

1- TCX and TCA series are all-in-one process chillers

allowing for quick installation in cooling system.

32
SERVICES

1- Genuine Atlas Copco air compressor parts

➢ Compressor filters and separators

➢ Compressor line Filters
➢ Compressor oils, lubricants and fluids
➢ Service Kits
➢ Compressor upgrades
➢ AIRnet: reliable pipework for any project
➢ Compressor spare parts, repair and service for any brand

2- Maximize resources with a Service Plan

➢ Preventive Maintenance Plan for optimal compressor uptime

➢ Complete compressor care with our Total Responsibility Plan
➢ Compressor parts at your doorstep: our Parts Plan
➢ Fixed Price Services: best compressor parts & maintenance
➢ AIRPlan: all-inclusive contract for compressed air delivery

3- Maximize efficiency

➢ Monitor compressed air installation with SMARTLINK

➢ Audit compressed air installation with AIRScan
➢ Lower Energy consumption with Energy Recovery
➢ Optimize air flow with central controllers
➢ Repair air leaks with RePress
➢ Get access to compressor's information with AIRlink

33
AWARDS AND RECOGNITION

➢ ERA Technical Committee Award

ERA awarded Atlas Copco as a manufacturer that has made particular

efforts to meet the needs of the rental industry in its products and services.
➢ Atlas Copco’s E-Air electric compressor awarded “Best New Product”

by Australian Hire and Rental Association.

➢ Red Dot awards for mobile air compressor and light tower 2017

The Red Dot Design Award for 2017 recognizes Atlas Copco’s 8-series
portable compressor range as well as the Highlight H5+ LED light tower.

34
Chapter 4: Research Methodology
4.1 Introduction to Research Topic
4.2 Types of Research Applied
4.3 Source of Data Collection
4.4 Previous Research and Review of Literature
4.5 Conclusion

35
INTRODUCTION TO RESEARCH TOPIC

MEANING:

“Research Methodology - is a way to systematically solve a research problem”. It is a science

of studying how research is done scientifically. Research methodology is systematic method
of stating the problem clearly, formulating hypothesis, collecting the facts, analysing them, and
reaching certain conclusions in the form of solutions towards the concern problem.

TYPES OF RESEARCH APPLIED:

Following are the types of research implied during study,

Descriptive Research: Descriptive research is carried out to describe current issues,

programs, and provides information about the issue through surveys and various fact finding
methods.

Analytical Research: In analytical research, a researcher can use the existing data, facts,
and knowledge and critically analyses and evaluates the sources and material. It attempts to
describe why a specific situation exists.

Qualitative Research: Qualitative research is based on quality, and it looks in-depth at non-
numerical data. It enables us to understand the comprehensive details of the problem.
The researcher prepares open-ended questions to gather as much information as possible.

Quantitative Research: Quantitative research is associated with the aspects of

measurement, quantity, and extent. It follows the statistical, mathematical, and
computational techniques in the form of numerical data such as percentages and
statistics.

36
SOURCES OF DATA COLLECTION:

1) Primary Source:
Primary sources are first-hand accounts of events. They are original research, thinking, or
discovery on a topic or event, and are written or created by people who actually experienced
the event. Following methods of primary source were considered during study:

a) Observation Method

2) Secondary Source:
Secondary sources analyse, interpret, and describe the first-hand accounts of other people
to make them more accessible or to give context to an event. Following methods of
secondary sources were used while studying

a) Books

b) Company Website

c) Company Publications: Newsletter / Annual Reports / Company Profiles.

Secondary method of data collection is used while study and analysis of the project.

Sample Description

Method of Sample Selection: Following method of sample selection was implied while
determining samples

1) Non-Probability Sampling:

Non-probability Sampling methods are further classified into different types, such as
convenience sampling, consecutive sampling, quota sampling, judgmental sampling,
snowball sampling. Here, let us discuss all these types of non-probability sampling in detail.

a) Purposive or Judgmental Sampling

In purposive sampling, the samples are selected only based on the researcher’s knowledge. As
their knowledge is instrumental in creating the samples, there are the chances of obtaining
highly accurate answers with a minimum marginal error. It is also known as judgmental
sampling or authoritative sampling.

Size of Samples: 100 (include all recruiters)

37
 PREVIOUS RESEARCH & REVIEW OF LITERATURE:

1- Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able applications
for the purpose of employment. He states that the process of recruitment is not a simple
selection process, while it needs management decision making and broad planning in order to
appoint the most appropriate manpower. There existing competition among business
enterprises for recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire only the best
applicants who would be the best fit for the corporate culture and ethics specific to the company
(Price 2007). This would reflect the fact that the management would particularly shortlist able
candidates who are well equipped with the requirements of the position they are applying for,
including team work. Since possessing qualities of being a team player would be essential in
any management position (Price 2007).

2- Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,
HRM-organizational strategies as well as organizational performance. He conducted his
research on HR manager and company officials of 319 companies in Europe regarding HR
practices and policies of their respective companies and discovered that employment security,
training and development programs, recruitment and selection, teamwork, employee
participation, and lastly, personnel planning are the most essential practices (Hiltrop 1999). As
a matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve the
commitment of the employees. The findings of Hiltrop’s (1996) work also showed that
selectively hiring has a positive impact on organizational performance, and in turn provides a
substantial practical insight for executives and officials involved. Furthermore, staffing and
selection remains to be an area of substantial interest. With recruitment and selection
techniques for efficient hiring decisions, high performing companies are most likely to spend
more time in giving training particularly on communication and team-work skills (Hiltrop
1999). Moreover the finding that there is a positive connection existing between firm
performances and training is coherent with the human capital standpoint. Hence, Hiltrop (1996)

38
 suggests the managers need to develop HR practices that are more focused on training in order
to achieve competitive benefits.

3- Work by Jackson et al. (2009) and Bratton and Gold (1999):

Human resource management (HRM) strategies, as discussed by Jackson et al. (2009), focus
on aligning with corporate objectives through personnel training and development to enhance
organizational performance and profits. The nature of recruitment and selection in companies
pursuing HRM is influenced by the state of the labor market and the company's standing within
it. Bratton & Gold's work (1999) emphasizes that organizations are developing models for ideal
employees, often derived from competency frameworks, to assess applicants reliably.
Recruitment and selection, viewed as the initial stages of a dialogue between applicants and
the organization, shape the employment relationship (Bratton & Gold, 1999). Failure to
recognize the importance of setting expectations during this process may lead to losing high-
quality job seekers and hinder the accomplishment of desired HRM outcomes. Bratton and
Gold (1999) propose that recruitment and selection practices should be seen as part of a "front-
end" loading process, fostering a social relationship between applicants and the organization.
Realistic job previews (RJPs), recommended by the same authors, play a significant role in
shaping applicants' expectations. These RJPs, which can include case studies, job samples, and
videos, aim to provide a realistic and practical view of the company and the job. While RJPs
may lower initial expectations, they contribute to increased organization commitment, job
satisfaction, employee performance, appraisal, and job survival among those who proceed to
employment.

4- Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the employees
that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through their
work they were successful in resolving issues like whether or not talent is something one can
be born with or is it something that can be acquired through development. According to Silzer
et al (2010), that was a core challenge in designing talent systems, facing the organization and
among the senior management. The only solution to resolve the concern of attaining efficient
talent management was by adopting fully-executable recruitment techniques. Regardless of a

39
well-drawn practical plan on recruitment and selection as well as involvement of highly
qualified management team, companies following recruitment processes may face significant
obstacles in implementation. As such, theories of HRM can give insights in the most effective
approaches to recruitment even though companies will have to employ their in house
management skills for applying generic theories across particular organizational contexts.
Word conducted by Silzer et al (2010) described that the primary objective of successful talent
strategies is to create both a case as well as a blueprint for developing the talent strategies
within a dynamic and highly intensive economy wherein acquisition, deployment and
preservation of human capital-talent that matter, shapes the competitive advantages and success
of many companies (Silzer et al. 2010).

40
CONCLUSION:

It can be clearly concluded that for a company to succeed all it takes is the proper recruitment
and selection strategies which also shapes the overall manpower management of the company.
By conclude this literature review, the study emphasizes on the fact that the recruitment and
selection process is integrated with other processes such as strategic plan of the company,
training and development schemes, compensation, rewarding/incentive system, performance
appraisal, and lastly, industrial relations. Furthermore, according to Silzer et al (2010), there
exist several reasons why the most apparent information has been more promising; including
the well-structured nature of interviews, the use of questionnaires based on a job analysis,
inclusion of panel of interviewers, the practice of note-making during the interview, and the
use of rating scale based on behavioural factors to gauge the interviewee’s answers all play an
integral part in the improvement of the recruitment validity.

Therefore, the study has offered an incisive review of literature of as many as six authors based
on their individual studies and research on recruitment and selection processes.

41
Chapter-5 Data Visualization and Analysis

42
 DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS
1) Analysis of which kind of source of recruitment lead to effective and efficient hiring.
Types of Sources Percentage
External 70%
Internal 30%
Total 100%

80

70

60

50

40

30

20

10

0
External Internal
Sources

Interpretation

From the above graph it is analyzed that external source of recruitment lead to most effective
and efficient hiring than Internal source, as the company can recruit more fresh and motivated
talent.

43
2) Analysis of factors affecting recruitment procedure
Factors Affecting Percentage
Unemployment Rate 15%
Competitors 5%
Time 30%
Cost 50%
Total 100%

60

50
40

30

20

10

Unemployment Competitors Time Cost

Factors Affecting

Interpretation

The above graph depicts that recruitment process of Atlas Copco is highly affected by cost of
hiring employee and then by time employed. Unemployment rate and competitors affect
recruitment process less comparatively, as company hold good position in today’s market.

44
3) Analysis of type of interview adopted during selection process
Type of Interviews Percentage
Panel Interview 40%
Structured Interview 25%
Stress Interview -
Case Interview 35%
Total 100%

45

40

35

30

25

20

15

10

0
Panel Interview Structured Interview Stress Interview Case Interview

Type of Interview

Interpretation

From the above graph it can be observed that organization mostly opt for Panel Interview and
Case Interview. Structured Interview is organised as per hiring needs. Company don’t prefer
stress interview as they believe, candidate perform best when they are at ease.

45
4) Analysis of type of approaches used while selection process
Type of Approaches Percentage
Ethnocentric 7%
Polycentric 50%
Regiocentric 40%
Geocentric 3%
Total 100%

60

50
40

30

20

10

Ethnocentric Polycentric Regiocentric Geocentric

Type of Approaches

Interpretation

From the above graph it can be observed that organization mostly opt for Polycentric
approach and Regiocentric approach while selecting candidates. Ethnocentric approach and
geocentric approach is opted by company as per their needs.

46
5) Analysis of barriers to effective selection
Type of Barriers Percentage
Diversity of selection approaches 35%
Time and cost expenses 40%
Pressure on selectors 5%
Perception 20%
Total 100%

45

40

35

30

25

20

15

10

0
Diversity of Time and cost expenses Pressure on selectors Perception
Selection
approaches
Type of Barriers

Interpretation

Experience of candidates and time and cost expenses affects the decision-making power of
recruiters most of the time. Perception of recruiters is another barrier to effective selection.
Diversity of Selection approaches does not affect selection decision that much.

47
6) Analysis of advertisement on which social platforms leads to effective hiring
Type of Platforms Percentage
Company Website 10%
LinkedIn 55%
Magazine -
Naukri 35%
Total 100%

60
%

50
%

40
%

30
%

20
%

10
%

0
% Company Linkedi Magazin Naukr
Website n e i
Type of
Platforms

Interpretation:

From the above graph it can be observed that comparatively to company websites, LinkedIn
and Naukri portals lead to effective hiring, as candidate details like; skills, qualifications,
certifications and experience are already mentioned in their profile.

48
7) Does employer branding play a key role in successful recruitment and retention
of top talent?
Answers Percent
Yes 100%
No -
Total 100%

120%

100%

80%

60%

40%

20%

0%
Yes No

Response

Interpretation:

From the above graph it is clear that employer branding does play a key role in successful
recruitment and retention of top talents.

49
8) Does internal hiring help in motivating the employees?
Answers Percent
Yes 80%
No 20%
Total 100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Yes No

Response

Interpretation:
From the above graph it is clear that most of the time employees get motivate by internal
hiring but some employees (20%) doesn’t due to increase roles and responsibilities.

50
9) Analysis of source of recruitment preferred during hiring?
Type of Platforms Percentage
College Campus 30%
Referrals 20%
Recruitment/Executive search agency 50%
Word of Mouth -
Total 100%

60

50

40

30
20

10

0
College Campus Referrals Recruitment/Executive Word of Mouth
search agency

Source of Recruitment

Interpretation
From the above graph it can be observed that Recruitment/Executive search agency and
College Campus are mostly preferred by hiring entities as a source of recruitment. While
referrals are considered less preferably.

51
10) Analysis of round of Interviews before onboarding
Number of Rounds Percentage
4 65%
3 20%
2 15%
Total 100%

70

60

50

40

30

20

10

0
4 3 2

Number of
Rounds

Interpretation
Above graph depicts that most of the time 4 rounds of interview are held i.e 2 technical
round, 1 HR round & last final round with General Manager of company. However number
of rounds keep varying based on job profile.

52
11) Factors influencing selection decision
Factors Percentage
Qualification 40%
Experienced 40%
Physique 5%
Family Background 15%
Total 100%

45

40

35

30

25

20

15

10

0
Qualification Experience Physique Family Background

Number of Rounds

Interpretation:

From the above graph it can be observed that qualification and experience of candidate
influence selection decision of recruitment. Physique and family background influence
selection decision less, comparatively

53
Chapter-6 Results & Discussion
6.1 Findings
6.2 Suggestions
6.3 Learnings
6.4 Contribution to the Organization
6.5 Conclusion
6.6 Bibliography

54
FINDINGS

1) Company mostly prefers external sources of recruitment than Internal sources.

2) Time and Cost factor majorly affects the company’s recruitment and selection process.

3) Diversity of Selection approaches affects the decision making of recruiter.

4) Company mostly prefers qualified and experienced candidates.

5) Company mostly creates pool of candidates from recruitment agencies and college
campus.

6) Employer branding play a key role in successful recruitment and selection.

7) Stress Interview are not conducted by organization.

SUGGESTIONS
Generally, there are no drawbacks in the set-up system of the organization. Here are some
suggestions which could be beneficial for organization.

1) For effective internal hiring company should reward and recognize their employees along
with their team leads.

2) Company should try to standardize their process of recruitment and selection to achieve
time efficiency and firm decision making.

3) Company should go for other sources of recruitment also, which will give more
alternatives and select right people for the right job at right time.

4) Organization should give importance not only to experience but also the skill education.

5) Company should also conduct stress interview to better understand a candidate’s response
to stressful situations.

6) Company should advertise about projected vacancies not only on job portals but also on
its own website to create large applicant pool.

55
LEARNINGS

1. Before scheduling interview it is necessary to check availability of interviewer and thereby

confirm availability of candidates accordingly.

2. The importance of effective communication in the entire process is key to the effective
recruitment.

3. To create and maintain effective pool of talent company maintain good relationships with its
recruitment agency by sending emails of appreciation and best wishes.

4. How to forward mails of – Scheduled Interview, to shortlisted candidate for next round, and
to college TPO’s for projected vacancies.

5. For evaluation and control of recruitment process company follow provisions like:

a) Management of professional time spent on preparing job descriptions, job specifications,

advertisements, agency etc.

b) Managing cost incurred on advertisement or on other recruitment methods such as cost of

campus recruitment, consultant's fee, etc

c) Cost of overtime and outsourcing while the vacancies remain unfilled

6. For a healthy work environment company team leads arrange team dinner/lunch with their
team members

7. To boost motivation and efficiency of employee company arrange training and learning
seminars, held quarterly review meeting in which problems and progress made in past months
is discussed and also celebrate different festivals.

8. The report on recruitment and selection process at Atlas Copco has given me deep insight of
organization strategies to find the right pool of candidates for the organization.

56
CONTRIBUTION TO THE ORGANISATION

1) Screening employees resumes by comparing it with Job description.

2) Organizing interviews with shortlisted candidates.

3) Editing templates for company events/competitions.

4) Editing organization chart.

5) Coordinating with other managers for scheduling interviews.

6) Contacting college TPO's and creating applicant pool.

57
CONCLUSION
The project has shed light on some of the important aspects of the selection and recruitment
process and the sources employed by the organization. This report is in the form of
questionnaire analysis and the questions were answered by the recruiter of the Atlas Copco.
The objective of this report was to study the effectiveness of the sources of recruitment and
process of selection of candidates. This report can be used by the top management to analyze
the efficiency of the entire process and to know which of the sources of recruitment can give
immediate results with access to the most qualified pool of candidates.

This report also helps in acknowledging the fact that the selection process is the most
timeconsuming part of the entire recruitment process. This process should not only be quick
but also be cost effective and should result in best pool of employees who can contribute to
achieve the goal of the organization. To strike a balance between quality, cost and time is the
main challenge and which if considered can give any organization a competitive advantage in
the market since an effective labour force contributes maximum to the productivity of the
organization.

Therefore, this project gives a glance on the most crucial part of recruitment process.

58
BIBILIOGRAPHY
Websites:
1) www.atlascopco.com
2) www.tutorialspoint.com
3) http://hrmpractice.com/
4) www.businessstudynotes.com
Books:
1) Recruitment and selection - Gareth Robert
2) On Recruitment - Mitch Suvillan
3) The Handbook of Recruitment and Selection: A system Approach - Stanley Petzail
4) Human Resource Management – Thakur Publication

59