CERTIFICATE

Certified that this project report “The study of selection & recruitment process in DLF Ltd. &

its effectiveness” is the bonafide work of “NEERAJ NEGI” who carried out the project work

under the supervision of MR.MANOJ KUMAR

SIGNATURE SIGNATURE

DR.RAKESH KUMAR MR.MANOJ KUMAR HEAD OF THE DEPARTMENT Project Incharge BBA BBA

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DECLARATION

I hereby declare that the project work entitled “The study of selection & recruitment process

in DLF Ltd. & its effectiveness” submitted to the GURU GOVIND SINGH INDRAPRASTH

UNIVERSITY, is a record of an original work done by me under the guidance of Mr. Manoj

Kumar, Faculty Member, Lingya’s Lalita Devi Institute Of Management & Sciences and this

project work has not performed the basis for the award of any Degree to the best of my

knowledge.

NEERAJ NEGI (0841921708)

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ACKNOWLEDGEMENT

I owe a great many thanks to a great many people who helped and supported me during the

writing of this report. My deepest thanks to Lecturer, Mr. Manoj Kumar (the Guide of the

project for guiding) for correcting various documents of mine with attention and care. He has

taken pain to go through the project and make necessary correction as and when needed.  I

express my thanks to the hod of, BBA, for extending his support. My deep sense of gratitude to

Mr. Sudhanshu Bushan (division Supervisor), DLF Ltd. support and guidance. I am also

gratefully acknowledged to help rendered by Mr. Ajay Gauri Officer HR, DLF Ltd., who was

always there to provide guidance whenever required. Thanks and appreciation to the helpful

people at DLF Ltd, for their support. I would also like to thank my Institute and my faculty

members without whom this project would have been a distant reality.

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PREFACE

The course of BBA require one to undergo a summer internship with the end of the 2nd year , so

as to get a practical knowledge and understanding the practical aspects Of all the theories read. It

helps us to make the best use of our skills and intelligence so as to make a better research report.

It is really the most important thing during the course of the study.

The purpose of my research project was to study the Recruitment and Selection process and its

use in selecting the right candidates. It was a continuous learning experience as I got to know

different kinds of Recruitment procedure, how they are conducted and are beneficial.

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TABLE OF CONTENTS

S.NO TOPIC PAGE NOS.

1 ACKNOWLEDGEMENT 3

2 PREFACE 4

3 EXECUTIVE SUMMARY 6

4 INTRODUCTION

a. RECRUTMENT

b. SELECTION

c. COMPANY PROFILE

d. BUSINESS POLICY

e. VISION, MISSION & VALUES

f. SWOT ANALYSIS

g. RECRUTMENT & SELECTION PROCESS AT DLF

h. STEPS INVOLVES IN EMPLOYEES SELECTION IN

DLF

i. EFFECT OF RECESSION OM RECRUTMENT &

SELECTION PROCESS

j. STRATEGIES OF SUCESSFUL RECRUTMENT

PROCESS

7 to 45

5 OBEJECTIVES OF PROJECT 46

6 RESEARCH METHODOLOGY 47

7 DATA ANALYSIS & INTERPRETATION 48 to 56

8 LIMITATIONS 57

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9 CONCLUSION AND RECOMENDATION 58 to 61

10 BIBLOGRAPHY 62

11 APPENDIX

a. QUESTIONAIRS

63 to 64

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EXECUTIVE SUMMARY

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

part of an organisation.

Better recruitment and selection strategies result in improved organizational outcomes. The more

effectively organizations recruit and select candidates, the more likely they are to hire and retain

satisfied employees.

Human Resource Planning is a vital ingredient for the success of the organisation in the long run.

Online recruitment has become de rigueur, and both companies and candidates applaud its ease

of application. 

The objectives of Human Resource Department 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. With reference to this context, this project is been prepared

to put a light on Recruitment and Selection process. This project includes Meaning and

Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of

Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organisation

gets suitable application. Scientific Recruitment and Selection, which an Organisation should

follow for right manpower. Job Analysis, which gives an idea about the requirement of the job.

Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview,

Common Interview Problems and their Solutions. 

In this project we also study the effect of recession selection and recruitment process and also the

different constraint of recruitment and selection process in Delhi Land Finance Ltd.

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INTRODUCTION

The human resources are the most important assets of an organization. The success or failure of

an organization is largely dependent on the caliber of the people working therein. Without

positive and creative contributions from people, organizations cannot progress and prosper. In

order to achieve the goals or the activities of an organization, therefore, they need to recruit

people with requisite skills, qualifications and experience. While doing so, they have to keep the

present as well as the future requirements of the organization in mind. Recruitment is distinct

from Employment and Selection. Once the required number and kind of human resources are

determined, the management has to find the places where the required human resources are/will

be available and also find the means of attracting them towards the organization before selecting

suitable candidates for jobs. All this process is generally known as recruitment. Recruitment is

however not just a simple selection process but also requires management decision making and

extensive planning to employ the most suitable manpower. Competition among business

organisations for recruiting the best potential has increased focus on innovation, and

management decision making and the selectors aim to recruit only the best candidates who

would suit the corporate culture, ethics and climate specific to the organisation.

Human Resource Management theories focus on methods of recruitment and selection and

highlight the advantages of interviews, general assessment and psychometric testing as employee

selection processes. The recruitment process could be internal or external or could also be online

and involves the stages of recruitment policies, advertising, job description, job application

process, interviews, assessment, decision making, legislation selection and training (Korsten

2003, Jones et al, 2006). Examples of recruitment policies within healthcare sector and business

or industrial sectors could provide insights on how recruitment policies are set and managerial

objectives are defined. Successful recruitment methods include a thorough analysis of the job

and the labor market conditions and interviews as well as psychometric tests to determine the

potentialities of applicants. Small and medium sized enterprises (SMEs) also focus on interviews

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and assessment with emphasis on job analysis, emotional intelligence in new or inexperienced

applicants and corporate social responsibility (CSR). Other techniques of selection that have

been described include various types of interviews, in tray exercise, role play, group activity, etc.

Recruitment is almost central to any management process and failure in recruitment can create

difficulties for any company including an adverse effect on its profitability and inappropriate

levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in

management decision making and the recruitment process could itself be improved by following

management theories. The recruitment process could be improved in sophistication with Rodgers

seven point plan, Munro-Frasers five-fold grading system, psychological tests, personal

interviews, etc. Recommendations for specific and differentiated selection systems for different

professions and specializations have been given. A new national selection system for

psychiatrists, anesthetists and dental surgeons has been proposed within the UK health sector.

Recruitment is however not just a simple selection process and requires management decision

making and extensive planning to employ the most suitable manpower. Competition among

business organizations for recruiting the best potential has increased focus on innovation, and

management decision making and the selectors aim to recruit only the best candidates who

would suit the corporate culture, ethics and climate specific to the organization (Terpstra, 1994).

This would mean that the management would specifically look for potential candidates capable

of team work as being a team player would be crucial in any junior management position.

Human Management resource approaches within any business organization are focused on

meeting corporate objectives and realization of strategic plans through training of personnel to

ultimately improve company performance and profits (Korsten, 2003). The process of

recruitment does not however end with application and selection of the right people but involves

maintaining and retaining the employees chosen. Despite a well drawn plan on recruitment and

selection and involvement of qualified management team, recruitment processes followed by

companies can face significant obstacles in implementation. Theories of HRM may provide

insights on the best approaches to recruitment although companies will have to use their in house

management skills to apply generic theories within specific organizational contexts.

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The process of recruitment does not however end with application and selection of the right

people but involves maintaining and retaining the employees chosen. Despite a well drawn plan

on recruitment and selection and involvement of qualified management team, recruitment

processes followed by companies can face significant obstacles in implementation. Theories of

HRM may provide insights on the best approaches to recruitment although companies will have

to use their in house management skills to apply generic theories within specific organizational

contexts.

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RECRUITMENT

Recruitment is defined as, “a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin

B. Flippo defined recruitment as “the process of searching for prospective employees and

stimulating them to apply for jobs in the organization.” In simple words recruitment can be

defined as a ‘linking function’-joining together those with jobs to fill and those seeking jobs.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.

Specifically, the purposes and needs are:

Determine the present and future requirements of the organization in conjunction with its

personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of visibly,

under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will leave the

organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people to the company.

Search for talent globally and not just within the company.

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SELECTION

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the

applicant proceeds to the next one. The time and emphasis place on each step will definitely vary

from one organisation to another and indeed, from job to job within the same organisation. The

sequence of steps may also vary from job to job and organisation to organisation. For example

some organisations may give more importance to testing while others give more emphasis to

interviews and reference checks. Similarly a single brief selection interview might be enough for

applicants for lower level positions, while applicants for managerial jobs might be interviewed

by a number of people.

Importance of Selection

The term selection denotes a choice of one or some form amongst many. The vital importance of

making the right selection of staff for any enterprise cannot be overemphasized. While selecting

employees it should be born in mind that they are the greatest source of an organization.

Building and money are always secondary. The critical element is always the spirit team work

and the skill of the organization’s personnel.

Everything can be brought or reproduced except skilled and dedicated service.

Essentials of Selection Procedure

The selection produced adopted by an organization is mostly tailor made to meet its particular

needs.

The thoroughness of the procedure depends upon three factors:

First, the nature of selection, whether faulty or safe, because a faulty selection affects not only

the training period that may be needed, but also results in heavy expenditure on the new

employee and the loss that may be incurred by the organization in case the job-occupant fails on

his job.

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Second, the policy of the company and the attitude of the management. As a practice some

companies usually hire more than the actual number needed with a view to removing the unfit

persons from the jobs.

Third, the length of the probationary or the trial period. The longer the period the greater the

uncertainty in the minds of the selected candidate about his future.

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COMPANY PROFILE

THE LOGO

DLF is a name synonymous with leadership, trust, quality and reliability. Built on a strong

pedigree and established reputation, the Group combines on impeccable record of performance

with innovation and leadership in the real estate industry.

DLF Universal Limited considered being the pioneer and market leader in India’s real estate

business has completed projects of over 35 million sq. ft. across its residential, commercial and

retail businesses. Founded in 1946, it has been responsible for the development of 21 urban

colonies aggregating 5,816 acres, as well as an entire integrated 3,000-acre township - DLF City;

and is now well poised to reinforce its strong national position with significant projects across

major cities and emerging destinations of the country.

With over six decades of experience in the real estate business, the group is capitalizing on

emerging market opportunities to deliver high-end facilities and projects to its wide base of

customers by constantly upgrading its internal skills and resource capabilities. In line with its

current expansion plans, the DLF Group has over 130 million sq. ft. of development across its

businesses, including accomplished and on-going projects. This comprises over 28 million sq. ft.

of projects that the group has executed under its home, offices and shopping mall segments.

The success of the DLF Group can be attributed to its implementation of successful business

models which include development of innovative business strategies, strengthening its

professional resources and driving market penetration that is adaptive to local market needs.

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The DLF Group is the only company in India in the Consumer validated category from the real

estate sector to be awarded the distinction of ‘Superbrand’ ranking. And all this is due to its

mammoth contribution to the real estate sector; that has not only made significant inputs in the

residential and commercial property segment but has also made noteworthy advancement in

pursuing new business opportunities in hotel, infrastructure and SEZs. With its joint venture with

Laing O’Rourke, it plans to make its foray into the sectors of expressways and airports. 

The key elements of its business strategy are:

Increase land reserves in strategic locations

Expand core business verticals nationally

Diversify into SEZ development

Undertake infrastructure development with Laing O’Rourke

Diversify into hotel development

Enhance execution capabilities

Exceeding over 250 million sq. ft. of accomplished projects across the country and 100

million sq.ft of on-going projects; DLF also plans to develop around 100,000 acres of land over

the next couple of years, nationally. With the growth of the Indian economy and the increase in

corporate Cushman & Wakefield and consumer incomes, combined with the growing foreign

investment in the real estate sector, DLF envisages significant opportunities for growth in the

realty business. 

Strengths: Six decades in the real estate business and reputation for providing prompt payment to

landowners upon the acquisition of its land, developing and completing projects in a timely

manner and conducting its business with transparency has created a relationship of trust with its

customers and suppliers. 

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With its extensive land reserves under development aggregated 1,372 acres representing

approximately 102 million square feet of developed area or area available for development; it is

estimated that it will be able to develop over 118 million square feet of saleable or lettable area. 

Besides that, the strategic positioning of its projects and scale of operations make DLF the

indispensable leader in the real estate business. Also, innovative techniques and offering new

designs and concepts in real estate developments make DLF stand out amongst the real estate

fraternity. 

The story behind the DLF Delhi Land & Finance, or DLF, is a company set up by DLF chairman

Mr. Kushal Pal Singh's father-in-law, Chaudhary Raghvendra Singh. The company at that time

had developed no fewer than 21 colonies in Delhi between 1947 and 1961, which was taken over

by the Delhi Development Authority. That had forced DLF to diversify into batteries, cables and

so on.

Six decades later, DLF has invested close to Rs 80,000 crore in projects running into 100 million

square feet. The group has made remarkable contribution in the evolution of the sleepy adjacent

city of Gurgaon to the 'investor's destination' of India. Their foresightedness in identifying

Gurgaon as the next logical extension of Delhi proved to be their biggest advantage, as they were

the ones to make the first move in Gurgaon real estate.

However, DLF’s role in confirming the visit of Jack Welch, the CEO of GE to India on the

invitation of Rajiv Gandhi the then Prime Minister of India proved to be the biggest turnaround

for DLF and Mr. K. P. Singh. Welch was not only struck by the country's trained manpower and

started thinking in terms of outsourcing back office work to India; but also set up GE's first

office at Gurgaon.

Almost overnight, Gurgaon had turned from a sleepy village to a throbbing hub of commercial

activity. DLF which started its business then with a new lease has definitely come a long way

since then - from townships, shopping malls and commercial space to hotels, special economic

zones and infrastructure projects.

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HISTORY OF DLF

The DLF Group was founded in 1946. We developed some of the first residential colonies in

Delhi such as Krishna Nagar in East Delhi, which was completed in 1949. Since then we have

been responsible for the development of many of Delhi’s other well known urban colonies,

including South Extension, Greater Kailash, Kailash Colony and Hauz Khas.

Following the passage of the Delhi Development Act in 1957, the state assumed control of real

estate development activities in Delhi, which resulted in restrictions on private real estate colony

development. We therefore commenced acquiring land at relatively low cost outside the area

controlled by the Delhi Development Authority, particularly in the district of Gurgaon in the

adjacent state of Haryana.

This led to our first landmark real estate development project – DLF Qutab Enclave, which has

now evolved into DLF City. DLF City is spread over 3,000 acres in Gurgaon and is an integrated

township, which includes residential, commercial and retail properties in a modern city

infrastructure with schools, hospitals, hotels and shopping malls. It also boasts of the prestigious

DLF Golf and Country Club with night golfing facilities.

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Company policy of DLF

“Total customer satisfaction through quality management and continuous improvement”

We at DLF are committed to produce high standard infrastructure and provide satisfaction of

World class quality.

Our Aim is to maximize the customer’s Satisfaction and this is achieved through Quality

product, continuous improvement and motivated employees.

BUSINESS PRINCIPLES

1. Organization, which is sensitive to the needs of the Customers.

2. Continuous up gradation of Quality and Process to meet changing needs of Customers.

3. Optimization of returns on Investment by.

Continuous Improvement.

Leadership through Technology.

Organization and Personal Development.

Cost Reduction efforts.

Effective use of all resources.

Harmonious and Safe working conditions.

Following JIT theory in Practice.

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LOGO OUR ETHOS

The pyramid symbol and the mission line 'Building India’ is collectively referred to as the DLF

Logo.

The company's name is represented in black capital letters. The typeface represents the solidity

of the enterprise; emphasizes accountability, responsibility as being a strong and integral part of

the Group's ethos.

The pyramid depicts nine smaller pyramids; each composes itself into a larger pyramid all-

encompassing in nature and presentation. The pyramid itself and the component pyramids

convey cohesion, interdependence, support and foundation, to a common purpose and to achieve

greater heights.

The words ’BUILDING INDIA’, is in capitals like the company’s name, and at once conveys

DLF’s mission and vision. It is an intrinsic reflection of the Group’s commitment and its 60-year

heritage.

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DLF   Real Estate

Delhi Land & Finance, or DLF, is a company set up by DLF chairman Mr. Kushal Pal Singh's

father-in-law, Chaudhary Raghvendra Singh. The company at that time had developed no fewer

than 21 colonies in Delhi between 1947 and 1961, which was taken over by the Delhi

Development Authority. That had forced DLF to diversify into batteries, cables and so on.

Six decades later, DLF has invested close to Rs 80,000 crore in projects running into 100 million

square feet. The group has made remarkable contribution in the evolution of the sleepy adjacent

city of Gurgaon to the ‘investor’s destination’ of India. Their foresightedness in

identifying Gurgaon as the next logical extension of Delhi

proved to be their biggest advantage, as they were the ones to

make the first move in Gurgaon real estate.

However, DLF’s role in confirming the visit of Jack Welch, the

CEO of GE to India on the invitation of Rajiv Gandhi the then

Prime Minister of India proved to be the biggest turnaround for

DLF and Mr. K. P. Singh. Welch was not only struck by the

country's trained manpower and started thinking in terms of

outsourcing back office work to India; but also set up GE's first

office at Gurgaon.

Almost overnight, Gurgaon had turned from a sleepy village to a throbbing hub of commercial

activity. DLF which started its business then with a new lease has definitely come a long way

since then - from townships, shopping malls and commercial space to hotels, special economic

zones and infrastructure projects.

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DLF in India's Real Estate Growth

Residential

The residential segment of DLF besides development of apartment in the middle-income group,

also involves a wide range of products including condominiums, duplexes, row houses and

apartments of varying sizes, with a focus on the high end the market. To the 54 million sq. ft of

developed area under homes with18 million sq. ft of group housing; DLF intends to augment its

oldest business area by developing another 300 million sq. ft of projects across the country over

the next 10 years.

Commercial

Office: DLF’s office segment is

one of the group’s most admired

vertical. Nearly 20 million sq. ft.

of developed as well as on-going

projects are a significant

contributor to the growth of office

spaces of the most contemporary

architecture. Plans to develop

another 110 million sq. ft. across

12 cities are aimed to give DLF

15-20% of market share in the business & commercial sector.

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Retail: 

With a booming retail environment

on the horizon, this is a major

thrust area for the Group and DLF

is actively creating new shopping

and entertainment spaces all over

the country. There are over 42

million sq. ft. of quality retail

space developed and under

development in metros and other urban destinations across the country. These include categories

of prime downtown shopping districts, shopping centers and super luxury malls.

Hotel: With the growth of economy, India is emerging as a major business, tourism and sports

event destination; causing traffic to pour in from across the globe. This has led to the demand for

hotels in mostly in the cities.

DLF group foresees that with the rise in demand for rooms expected to grow by approximately

4% in 2006-07; the investment in the premium segment of the hotel industry will be between Rs

20-23 billion in the aggregate over the next five years. Keeping in view, the exponential growth

opportunities in the sector DLF intends to develop hotels in four star, five star and deluxe

segments.

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Infrastructure

DLF foresees significant growth opportunities in the infrastructure sector which are expected

through the route of Public-Private Partnerships (PPP). Though there is a significant size of

investments earmarked by the government and there are tremendous opportunities in the sector

for private players to contribute in the nation’s growth, DLF has marked down the sector as it

anticipates the infrastructure vertical to create new source of revenues and growth to the group.

The key focus areas of vertical are construction of expressways, highways, airports and other key

infrastructure projects.

SEZ

Special Economic Zones (SEZ) have acquired

special status of importance from the

Government of India as they have been

categorized to bring infrastructural development

and economic growth in that region. DLF has

also taken the stride to develop SEZ across the

country which will showcase world-class, state-

of-the-art infrastructure and will include utilities

such as roads and other public services,

commercial centers, residential facilities and institutional facilities like schools, hospitals, etc.

Their first SEZ by DLF, proposed to be developed in Amritsar spreading over an expanse of

1100 acres, will comprise of four sector-specific individual SEZs for the textile and garments

industry, engineering industry, food processing industry and a free trade and warehousing zone.

It also has investment plans to develop an Rs 10,000 crore multi-product SEZ in Tamil Nadu.

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VISION, MISSION & VALUES

DLF Vision

To contribute significantly to building the new India and become the world’s most valuable real

estate company.

DLF Mission

To build world-class real-estate concepts across six business lines with the highest standards of

professionalism, ethics, quality and customer service

DLF Values

Sustained efforts to enhance customer value and quality

Ethical and professional service

Compliance and respect for all community, environmental and legal requirements.

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MILESTONES

The largest real estate developer in India with 266 million square feet worth of developed and

under development projects.

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OTHER BUSINESSES

Wind Power Projects by DLF

DLF group is the largest owner of wind power plants in India with an installed capacity of 228.7

MW. DLF has initiated its wind power portfolio in March 2008. Currently the group owns wind

farms in the states of Gujarat (150 MW), Rajasthan (34.5 MW), Tamil nadu (33MW), and

Karnataka (11.2 MW). These projects reduce about 4.7 tonne of CO2 emissions on annual basis.

The wind power projects in the states of Gujarat and Karnataka are already registered for carbon

credits at UNFCCC and generating over 3 Lakh CERs (Certified Emission Reductions) annually.

Project Locations

1. 150 MW wind power project in Kutch, Gujarat.

2. 11.2 MW wind power project in Gadag, Karnataka.

3. 33 MW wind power project in Osisan and Ratan Ka Baas, Rajasthan.

4. 34.5 MW wind power project in Elavanthi and Panapatti, Tamilnadu.

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AWARDS

Business Leadership Awards: DLF chosen as the leader

DLF was chosen as the leader in the 'Building & Construction - Real Estate' category, in the 2nd

NDTV Profit Business Leadership Awards held in New Delhi on July 27 2007. This award

reaffirms DLF's leadership position and underlines the contribution made by DLF in the real

estate sector.

K P Singh wins special NDTV Award

Mr. K.P.Singh has won the NDTV Special Award in Business. At a

glittering awards function at the Taj Palace on January 17, the DLF

chairman was among a galaxy of eminent personalities to be

honoured for their contributions in various fields, ranging from

business and politics to sports and films.

G.B. Pant University conferred an Honorary Degree of Doctor

of Science to Mr. KP Singh

G.B. Pant University of Agriculture & Technology conferred an

Honorary Degree of Doctor of Science to Mr. K P Singh in the April

'08, in recognition of his invaluable contribution in the field of Business Administration.

About The Group

In order to meet challenges of the future and to leave an indelible mark on the industrial scenario,

DLF group structured along shopping centers, luxury malls, DT cinemas, hotels, DLF SEZs.

Page | 27

IN THE POLICY OF THE COMPANY

To develop the concept of ‘MY OWN ORGANIZATION’ amongst the

employees.

To be firm & fair in disciplinary matters.

Patient listening to the employees problems and prompt disposal of there.

To provide them Harmonious & safe working conditions, in time salary, canteen

& chilled dirking water facilities, interest free loan & timely overtime payment.

No organized trade union. Workers grievances are taken care of properly.

All facilities are available to workers e.g. Medical, Canteen, Loan etc.

management has in regular interaction with employees & due to this outside

interference is minimized and workers are not getting carried away with outside

issues. Thus Union activities have no scope to develop.

Take care for its employees in their Hardships at work and family level. feeling of

togetherness is developed which has alleviated various problems of workers.

Educate & Train employees to make them feel a part of the organization.

The regular training activities are a permanent feature of Training and

Development activities.

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SWOT ANALYSIS

Strength is defined as any internal asset, technology, motivation, finance, business links, etc

that can help to exploit opportunities and to fight off threats.

Weakness is an internal condition which hampers the competitive position or exploitation of

opportunities.

Opportunity is any external circumstance or characteristic which favours the demand of the

system or where the system is enjoying a competitive advantage.

 

Threat is a challenge of an unfavourable trend or of any external circumstance which will

unfavourably influence the position of the system.

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Strength

employment and training opportunities in the field of construction

Private sector housing boom and commercial building demands

Construction of the multi building projects on the feasible locations in the country.

Good structured national network facilitates the boom of construction industry.

Low cost well- educated and skilled labour force is now widely available across the

country.

Sufficient availability of raw material and natural resources in the country is

supportive for the industry.

Real estate development is on high and it is attracting the focus of the industry towards

construction.

Weakness

Chances of Natural disadvantage are there.

Distance between construction projects reduces business efficiency.

Training itself has become a challenge.

Changing skills requirements and an ageing workforce may accentuate the skills gap.

Improve in long-term career prospects is highly required to encourage staff retention

and new entrants.

External allocation of large contracts becomes difficult. 

Lack of clearly define processes and procedures for construction and its management.

Huge amount of money need to be invested in this industry and inefficiency may lead

to high level of risk.

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Opportunities

Continuous private sector housing boom will create more construction opportunities.

Public sector projects through Public Private Partnerships will bring further

opportunities.

Developing supply chain through involvement in large projects is likely to enhance

the chances in construction.

Renewable energy projects will offer opportunities to develop skills and capacity in

new markets.

More flexible training delivery techniques are now available.

Financial supports like loan and insurance and growth in income of people is in

support of construction industry.

Historical cultural heritages like the TAZ MAHAL encourage and provide a creative

platform for the industry.

Remote areas in the country are easily accessible and plenty of land is available in the

country.

Threats

Long term market instability and uncertainty may damage the opportunities and prevent

the expansion of training and development facilities.

Current economic situation may have an adverse impact on construction industry.

Political and security conditions in the region and Late legislative enforcement measures

are always threats to any industry in India.

Infrastructure safety is a challenging task in construction industry.

Lack of political willingness and support on promoting new strategies

Natural abnormal casualties such as earth quake and floods are uncertain and can prevent

the construction boom.

Inefficient accessibility in planning and concerning the infrastructure and signs.

Competitors are emerging in the industry by leaps and bounds.

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Recruitment and selection process at DLF in 2010

Recruitment Process:

1. Identify vacancy

2. Prepare job description and person specification

3. Internal job posting

4. Employee referral

5. Job portal

6. Consultants

Page | 32

1

5

4

3

26

Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions

for recruitment from any department of the company.

Prepare job description and person specification

A job description should include:

the job title

the position in the company, including the job title of the person to whom the employee

will report and of those who will report to them, if any

the location of the job

a summary of the general nature and objectives of the job

a list of the main duties or tasks of the employee

The person specification

A person specification is not a legal requirement but will be useful when writing a job

advertisement and defining the qualities you are looking for in a candidate. Include the

knowledge, experience and skills you would like them to have, separating those which

are essential for the job from those which are desirable. It's essential not to discriminate -

see our guide on how to prevent discrimination and value diversity. 

Internal job posting

The process of looking inside the organization for existing qualified employees who

might be promoted to higher-level positions.

Promotion and Transfers

Many organizations prefer to fill vacancies through promotions or transfers from within

the company wherever possible. Promotion involves movement of an employee from a

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lower level position to a higher level position. It is accompanied by changes in duties,

responsibilities, status and value. Internal promotions and transfers certainly allow them

a greater scope to experiment with their careers, kindling ambitions and motivating them

to take a shot.

Upgrading & demotion

It is done on the basis of performance.

Employee referral

It is a recruitment method in which the current employees are encouraged and rewarded

for introducing suitable recruits from among the people they know. The logic behind

employee referral is that “it takes one to know one”. Benefits of this method are as

follows:

Quality Candidates

Cost savings

Faster recruitment cycles

Incentives to current employees

On the other hand it is important for an organization to ensure that nepotism or favouritism

does not happen, and that such aspects do not make inroads into the recruitment process.

job portal

The emergence of vertical search engines, allow job-seekers to search across multiple

website. Some of these new search engines index and list the advertisements of

traditional job boards. These sites tend to aim for providing a one-stop shop for job-

seekers. However, there are many other job search engines which index pages solely

from employers website, choosing to bypass traditional job boards entirely. These

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vertical search engines allow job-seekers to find new positions that may not be

advertised on traditional job boards, and online recruitment website.

Consultants

Several recruitment consultancy like S.B. Billimoria Co,a.f ferguson etc. provide recruitment and selection services. Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (recruitment Process Outsourcing).

In 2009 the steps in recruitment process followed in reverse order as follows;

1. Identify vacancy

2. Prepare job description and person specification

3. consultants

4. job portal

5. employee referral

6. Internal job posting

Hiring a consulting firm can be a very cost-effective way to improve a company's bottom

line. Previously, it was thought that consulting firms were too pricey and cost-prohibitive.

Companies are now taking into account what it would cost to have the same level executive

on staff, and the realization occurs that much money can be saved by bringing in a consulting

firm for a short time to overhaul an organization's systems and tackle any tough issues at

hand.

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Steps involved in employee selection in DLF Ltd. may be

described as under:

1. Preliminary Interview: First of all, initial screening is done to weed out totally

undesirable/unqualified candidates at the outlet. Preliminary interview is essentially

information about the nature of the job and the organization. Necessary information is

also elicited from the candidates about their education, skills experience, salary expected,

etc. if the candidate is found suitable, he is selected for further screening. Preliminary

interview saves time and efforts of both the company and the candidate.

2. Application Blank: Application form is traditional and widely used device for collecting

information from candidates. The application form should provide all the information

relevant to selection. But reference to caste, birth, religion, birth place may be avoided as

it is regards an evidence of discrimination. Generally, application forms contain the

following information.

(a) Identifying information- Name, address, telephone No., etc.

(b) Personal Information- Age, sex, place of birth, marital status, dependents etc.

(c) Physical characteristics- Height, weight, eye sight, etc.

(d) Family background

(e) Education- Academic, technical and professional.

(f) Experience – Jobs Held, employers, duties preferred, salary drawn, etc.

(g) References

(h) Miscellaneous – Extracurricular activities, hobbies, games and sports,

membership of professional bodies, etc.

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Application form helps to serve objectives. First scrutiny of the form helps to weed out

candidates who are lacking in education, experience, or some other eligibility taints.

Secondary, it helps in formulating questions to be asked in the interview. Thirdly, data

contained in application forms can be stored for future reference. Application form duly

filled in is also called bio-data or curriculum vitae.

3. Selection Test: Psychological tests are being increasingly used in employee selection. A

test is a sample of some aspect of an individual’s attitude, behavior and performance. It

also provides a systematic basis for comparing the behavior, performance and attitudes

of two more persons. Tests are based on the assumption that individuals differ in their job

related traits which can be measured. Tests help to reduce bias in selection by servicing

as a supplementary screening device. Tests are helpful in better matching of candidate

and the job. Tests may also reveal qualifications which remain covered in application

form and interview. Tests are

Useful when the number of applicants is large. Further, tests will be useful only when

they are properly designed and administrated.

4. Employment Interview: An interview is a conversation between two persons. In

selection it involves a personal, observational and face to face appraisal of candidates for

employment. Interview is an essential element of selection and no selection procedure is

complete without one or more personal interviews. The information collected through

application and test can be cross-checked in the interview.

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A selection interview serves three purposes: (a) obtaining information about eh

background, education, training, work history and interests of the candidate; (b) giving

information to candidates about the company, the specific job and personnel policies; and

(c) establishing a friendly relationship between the employer and the candidate so as to

motive the successful applicant to work for the organization.

5. References Check: The opinion of referees can be useful in judging the future

behavioral and performance of a candidate.

6. Final Approval: In most of organization, selection process is carried out by the human

resource department. The decisions of this department are recommendatory. The

candidates short listed by the department are finally approved by the executives of the

concerned department/units. Employment is offered in the form of an appointment letter

mentioning the post, the rank, the salary grade, the date by which the candidate should

join and other terms and conditions in brief. In some organization a contact of service on

judicial paper is signed by both the candidate and the representative of the organization.

Appointment is generally made on probation of one or two years. After satisfactory

performance during this period the candidate is finally confirmed in the job on permanent

basis or regularized.

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Effect of recession on recruitment and selection process

The recruitment strategy of the DLF is the first document to change during the recession. The

company would like to continue in the current recruitment strategy, but the job candidates

expect a completely different approach to their needs.

The recession makes the recruitment process very hard. The job market is full of the average

job candidates, who apply for every job position, but the majority of the companies are

looking for the experts and top potentials.

The major’s effects are:

Reduce the number of employees in the organization

Strategic initiatives to increase the productivity and efficiency of the whole organization.

Redesign of the compensation scheme.

Cancellation of several benefit schemes

Training and Development Programs cutting

Before recession the DLF is hiring around 90 employees in a month. After the recession

in the market as compared to previous year the new joiners are 30 employees in 3 month

i.e. DLF is know hiring only 1/6th of employees as compared to previous year. That has

result in:

1. Quality Hiring

2. Optimum utilization of resources

3. Cost saving

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Strategies for successful recruitment process

Recruitment and selection is not only about choosing the most suitable candidate. The

recruitment and selection experience can also impact on the likelihood that a candidate

will accept a job offer and on their commitment to remaining with the organization.

In this section we consider three steps in an effective

recruitment process:

Step 1: Ensure an up-to-date job description

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job

fit. It is worthwhile spending some time making sure that the job description matches the

everyday reality of the job. The accuracy of a job description is likely to be improved by

gathering information from different Sources. It may also be useful to consider whether

the organization is willing to take on less experienced workers and provide professional

development activities (in-house or external) to build up their knowledge and skills.

Step 2: Develop an effective recruitment strategy

Two important issues to consider when developing a recruitment strategy are:

• The source of recruitment (i.e., advertisements, personal referrals, employment

agencies, direct applications)

• The recruiter (i.e., the “personal face” of the organization).

The source of recruitment

A range of strategies (e.g., newspaper advertisements, personal networks) can be used to

recruit new workers. There is evidence that hiring new staff through referrals from

existing staff or direct (unsolicited) applications is likely to result in lower turnover rates

and higher job satisfaction compared to more traditional avenues of recruiting (e.g.,

newspaper advertisements).

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The recruiter

A range of people within an organization may be called upon to act as recruiters (i.e., to

answer telephone enquiries, conduct interviews, etc.). A recruiter can have a significant

impact on job applicants, particularly their interest in a position and their intention to

accept a job offer

Step 3: Evaluate the recruitment strategy

Periodically evaluating the effectiveness of your recruitment strategy, such as the type of

sources used for recruiting, can be a useful activity.

For instance, a cost-benefit analysis can be done in terms of the number of applicants

referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired

from various sources in terms of job performance and absenteeism is also helpful. One

could also examine the retention rates of workers who were hired from different sources.

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Objectives of the study:

I have undertaken the research “recruitment and selection process in DLF Ltd. & its

effectiveness” in order to study the: -

1) Recruitment and selection process at DLF. To assess the effectiveness and suggest

ways to improve it.

2) Also study the effect of recession on recruitment and selection process.

3) Strategies for successful recruitment process.

Also my objective of doing research on this topic is study how the Organization is manning

the human resource of it and also study the constraint in of recruitment and selection process.

The main objective is to select-right candidates to the right jobs to reduce the cost of

employment and losses occurred due to errors made by the employees which are not

appropriate to the corresponding job.

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Research Methodology

The research is primarily both exploratory as well as descriptive in nature. The sources of

information are both primary & secondary.

Primary sources of data

The primary data was collected from questionnaires distributed to the employees of DLF. A

well-structured questionnaire was prepared and personal interaction with the recruiters also helps

in collecting information about the recruitment process in DLF.

Secondary source of data

Secondary data were obtained from the previous studies on similar topics which were published

in both national and international journal. Also the internet provided an insight about the DLF.

And some information is taken from DLF HOME AND DEVELOPERS LTD.

The Questionnaire

Keeping in view the objective of the study, questionnaire was designed and tested on few

employees. The questionnaire includes multiple choice questions.

Data analysis tool

The data collected through the questionnaire were analyzed using simplest statistical tools and

spread sheets software namely Microsoft excel. Each of the different questions in the

questionnaires were analyzed individually and represented in the form of a pie-chart.

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DATA ANALYSIS & INTERPRETATION

My project titled Study on Recruitment and Selection Process of employees in DLF home

developers Ltd. For this project I prepared a questionnaire on assessment of current

recruitment and selection practice at DLF. I took a sample size of 30 and collected the data

where I personally met employees working at their respective department.

Source of recruitment in their recruitment

7%

44%

50%

Other SourcesAdvertisementInternal Reference

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They are satisfied by the recruitment process by which they

are selected

90%

10%

RECRUTMENT PROCESS

SATISFIED BY THE PROCESSUNSATISFIED BY THE PROCESS

Colleagues very pleasant and helping or not

93%

7%

colleagues are helpingcolleagues are not help-ing

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The recruitment conducted fare at DLF

96%

4%

YES NO

Whether they like to put their relatives/friends for job in DLF

70%

27%

3%

YES NONO COMMENT

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Time duration given for the recruitment process is sufficient

86%

14%

YESNO

How long will they like to continue with this organization

13%

23%

20%

43%5-10 years10-15 years 15-20 yearsTill Retirement

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They believe their Job security in DLF

67%

30%

3%

YESNOCAN'T SAY

Whether they are satisfied with their daily schedule

83%

17%

YESNO

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On quality of work life dimension of recruitment and selection

effectiveness in DLF recognition system is followed impartially

or not

86%

14%

FAVORABLENOT FAVORABLE

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After analyzing these questions which were are responded by

employees of DLF Ltd. interpretate following things:

DLF uses internal references as a source of recruitment very much as it is cost

saving method. After that advertisement method is popular for recruitment process.

Maximum employees of DLF are satisfied by the recruitment process by which they

are selected. Their Colleagues are also very pleasant and helping for them.

The recruitment process conducted fare at DLF. Employees like to put their

relatives/friends for job in DLF & the Time duration given for the recruitment

process is sufficient

Maximum no. of employees is like to continue DLF till retirement and many

employees feel their job security in the organization.

On quality of work life dimension of recruitment and selection effectiveness, the

question was asked whether recognition system is followed impartially or not,

maximum of employees gave favorable response. That depicts that DLF is

continuously making an effort to not to just hire and fire the employees but hire and

develop.

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Limitations

To fix an appointment especially with the corporate people was very tough and many

a time negative response was received.

The numbers of respondents were limited because of time constraints & assignments.

The respondents may give false information because sometimes some respondents were not in full mood.

Only the domestic business organization is the focus of this study. We have not

studied the international recruitment process here

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CONCLUSION

o The recruitment & selection process in DLF is done through internal job posting,

consultants, job portal (mailing), employee referral, and advertisements.

o The selection process in DLF is depends on the job profile of their requirement.

o If a firm has a poor image in the market, many of the prospective candidates may not

even apply for vacancies advertised by the firm. If the job is not attractive, qualified

people may not even apply. Any job that is viewed as boring, hazardous, anxiety

producing, low-paying, or lacking in promotion potential seldom will attract a qualified

pool of applicants. Recruiting efforts require money. Sometimes because of limited

resources, organizations may not like to carry on the recruiting efforts for long periods

of time, this can, ultimately, constrain a recruiter’s effort to attract the best person

for the job.

o From the study, it is found that majority of the employees prefer to post their resume in

companies website. So the company can have exclusive career link in its website to post

resume.

o Some of the employees said that the response given after recruitment is not satisfactory.

If the recruitment feedback mechanism is not effective, there is high-risk of loosing

good candidates to other companies. So they can give the response for candidates

immediately whether they are short listed or rejected.

Thus the recruitment process can be made effective by retaining the recruited candidate.

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By studying this project we come 2 know about following

barriers of effective selection process:

The main objective of selection is to hire people having competence and commitment.

This objective is often defeated because of certain barriers. The impediments which

check effectiveness of selection are perception, fairness, validity, reliability, and pressure.

PERCEPTION: Our inability to understand others accurately is probably the most

fundamental barrier to selecting right candidate. Selection demands an individual or a

group to assess and compare the respective competencies of others, with the aim of

choosing the right persons for the jobs. But our views are highly personalized. We all

perceive the world differently. Our limited perceptual ability is obviously a stumbling

block to the objective and rational selection of people.

FAIRNESS: Fairness in selection requires that no individual should be discriminated

against on the basis of religion, region, race or gender. But the low number of women and

other less privileged sections of society in the middle and senior management positions

and open discrimination on the basis of age in job advertisements and in the selection

process would suggest that all the efforts to minimize inequity have not been very

effective.

VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of

an incumbent. A test that has been validated can differentiate between the employees who

can perform well and those who will not. However, a validated test does not predict job

success accurately. It can only increase possibility of success.

RELIABILITY: A reliable method is one which will produce consistent results when

repeated in similar situations. Like a validated test, a reliable test may fall to predict job

performance with precision.

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PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends, and peers to select particular candidate. Candidates selected because of

compulsions are obviously not the right ones. Appointments to public sector undertakings

generally take place under such pressure.

RECOMMENDATION

This study inferred that most of the employers and employees are satisfied with the

present process.

This study was helpful to study the sources of recruitment and selection techniques &

methods used.

HR professional is having a big responsibility to hire a best person from the available

talent pool. At the same time, one needs to be cost conscious.

The employer should judge on individual merits and set the same standards for all. In

the present scenario, “It is the biggest challenge for a HR manager to hunt for talent.

Though consultancy has already owned a good reputation, but it always need some

type of publicity as heavily cost incurred while recruiting and selecting employees

through consultancy.

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BIBLIOGRAPHY

TEXT BOOKS

Human Resource Management, Eighth edition, Gary Dessler

P. Subba Rao, ³Essentials of HUMAN RESOURCE AND MANAGEMENT

RELATIONS´, Himalaya Publications

David A. Decenzo, ³PERSONNEL /HUMAN RESOURCE ANAGEMENT´

Websites

www.hr.com

www.dlf.in

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APPENDIX

QUESTIONNAIRE RESPONDED BY PRESNT EMPLOYEES OF

DLF LTD.

1. From which source of recruitment they come to know about the job?

Internal References Advertisement Other Sources

2. Whether they are satisfied by the recruitment process by which they are selected or not?

Satisfied by the process Unsatisfied by the process

3. Whether their colleagues are helping & pleasant with them?

Colleagues are helping Colleagues are not helping

4. Is the recruitment conducted fare at DLF?

YES NO

5. Whether they like to put their relatives/friends for job in DLF?

YES NO CAN’T SAY

6. Is the Time duration given for the recruitment process is sufficient?

YES NO

7. How long will they like to continue with this organization?

5-10 YEAR 10-15 YEAR 15-20 YEAR

TILL RETIREMENT

8. They believe their Job security in DLF?

YES NO

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9. Whether they are satisfied with their daily schedule?

YES NO

10. On quality of work life dimension of recruitment and selection effectiveness, the

question was asked whether recognition system is followed impartially or not?

FAVORABLE NOT FAVOURABLE

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