Research Report on Atma Ram Auto Pradeep Kumar

8/17/2019 Research Report on Atma Ram Auto Pradeep Kumar

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INTRODUCTION TO THE TOPIC

The Atma Ram Group is involved in the retailing of Automotive Vehicles and its

allied in the Agra region since the past 6 decades. Known for its originality and

prestige the group owns 5 showrooms in home town Agra , besides Mathura and Etah.

ounded by Late Sh. Atma Ram Ji Dudwewala in the year !"#5 the group

procured various stars and honours under the leadership and guidance of Late Sh.

Ram Gopal Ji.

$ate %h. Atma &am 'i(udwewala!ou"der#

$ate %h.&am )opal 'iI"$pirator#

%e& A'ti(itie$ )

•

Authori*ed Dealer$ o+ Hero Ho"da ,otor$ Limited

• ,ahi"dra a"d ,ahi"dra Limited Automoti(e Di(.#

• Hi"du$ta" ,otor$ Limited

• Spare$ Part$

• T&re$ - Tue$

!


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A((&E%%E%

Re/i$tered - Corporate o++i'e

Atma Ram Auto

Mathura &oadArtoni , Agra.

*h + "!-56-6#!/55 , 6#!5/0Email + info1atmaramgroup.com

2ontact *erson + Mr. Anil (udwewala

Atma Ram Auto E"terpri$e$

/03! 4hagwan alies Agra - (elhi 4ye *ass &oad Agra.*h + "!-56-75!#67 , 758!7#Email + ramesh.agarwal1atmaramgroup.com

2ontact *erson + Mr. &amesh Agarwal

Atma Ram - So"$

// , *ratappura Agra - 788!*h + "!-56-/6/86!a9 + "!-56-67/6!Email + info1atmaramgroup.com 2ontact *erson + Mr . %an:ay Agarwal, Mr . %unil Agarwal

I"trodu'tio" o+ ,ahi"dra - ,ahi"dra Ltd.

Compa"& Pro+ile

,ahi"dra - ,ahi"dra Limited

.

,ahi"dra - ,ahi"dra Limited

mailto:[email protected]?subject=Email%20From%20atmaramgroup.commailto:[email protected]?subject=Email%20From%20atmaramgroup.commailto:[email protected]?subject=Email%20From%20atmaramgroup.commailto:[email protected]?subject=Email%20From%20atmaramgroup.commailto:[email protected]?subject=Email%20From%20atmaramgroup.commailto:[email protected]?subject=Email%20From%20atmaramgroup.com


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T&pe *ublic ;4%E+ 58858<

I"du$tr&Automotive

arm E=uipment

!ou"ded !"#5

Head0uarter$ Mumbai, Maharashtra, >ndia

%e& peopleKeshub Mahindra ;2hairmanndia gained independence and

*aistan was formed Mali )hulam Mohammed moved to *aistan where he

became the nationFs first finance minister . Gow, with the Mahindra brothers as the

whole sole of the company, its name was changed to Mahindra ? Mahindra in !"#7.

>nitially set up to manufacture general-purpose utility vehicles, Mahindra ? Mahindra

;M?M< was first nown for assembly under licence of the iconic Hillys 'eep in

>ndia. M?M introduced 'eeps to >ndia and in no time they established themselves as

the 'eep manufacturers of >ndia. he company later branched out into the

manufacture of light commercial vehicles ;$2Vs< and agricultural tractors, rapidly

growing from being a manufacturer of army vehicles and tractors to an automobile

ma:or with a growing global maret presence. At present, M?M is the leader in the

/

http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_Companyhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stockreach/stockreach.htm?scripcd=500520http://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/List_of_agricultural_machineryhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Anand_Mahindrahttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limited#cite_note-Annual_Report-0http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limited#cite_note-Annual_Report-0http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limited#cite_note-Annual_Report-0http://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Mahindra_Grouphttp://en.wikipedia.org/wiki/Websitehttp://www.mahindra.com/http://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stockreach/stockreach.htm?scripcd=500520http://en.wikipedia.org/wiki/Mahindra_Grouphttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Ludhianahttp://en.wikipedia.org/wiki/Malik_Ghulam_Muhammadhttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Finance_ministerhttp://en.wikipedia.org/wiki/Willys_MBhttp://en.wikipedia.org/wiki/Jeephttp://en.wikipedia.org/wiki/Light_commercial_vehiclehttp://en.wikipedia.org/wiki/Tractorhttp://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_Companyhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stockreach/stockreach.htm?scripcd=500520http://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/List_of_agricultural_machineryhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Anand_Mahindrahttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limited#cite_note-Annual_Report-0http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limited#cite_note-Annual_Report-0http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limited#cite_note-Annual_Report-0http://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Mahindra_Grouphttp://en.wikipedia.org/wiki/Websitehttp://www.mahindra.com/http://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stockreach/stockreach.htm?scripcd=500520http://en.wikipedia.org/wiki/Mahindra_Grouphttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Ludhianahttp://en.wikipedia.org/wiki/Malik_Ghulam_Muhammadhttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Finance_ministerhttp://en.wikipedia.org/wiki/Willys_MBhttp://en.wikipedia.org/wiki/Jeephttp://en.wikipedia.org/wiki/Light_commercial_vehiclehttp://en.wikipedia.org/wiki/Tractor


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utility vehicle segment in >ndia with its flagship V %corpio.

>n recent times the company is engaged in spreading its reach beyond its traditional

marets. hey entered into the two-wheeler segment by taing over the Kinetic

Motors in >ndia. M?M also has controlling stae in &EVA Electric 2ar 2ompany.

M?M has also been selected as the preferred bidder for the ac=uisition of %outh

KoreaFs %sangIong Motor 2ompany.

Mahindra ? Mahindra grew from being a maer of army vehicles to a ma:or

automobile and tractor manufacturer. >t has ac=uired plants in 2hina and the nitedKingdom, and has three assembly plants in the %A. M?M has partnerships with

international companies lie &enault %A, rance and >nternational ruc and Engine

2orporation, %A.

M?M has a global presence and its products are e9ported to several countries. >ts

global subsidiaries include Mahindra Europe %rl. based in >taly, Mahindra %A >nc.,

Mahindra %outh Africa and Mahindra ;2hina< ractor 2o. $td.

M?M is one of the leading tractor brands in the world. >t is also the largest

manufacturer of tractors in >ndia with sustained maret leadership of over 5 years. >t

designs, develops, manufactures and marets tractors as well as farm implements.

Mahindra ractors;2hina< 2o. $td. manufactures tractors for the growing 2hinese

maret and is a hub for tractor e9ports to the %A and other nations. M?M has a

!88J subsidiary, Mahindra %A, which assembles products for the American

maret.M?M made its entry into the passenger car segment with the $ogan in April

880 under the Mahindra &enault :oint venture. M?M will mae its maiden entry

into the heavy trucs segment with Mahindra Gavistar , the :oint venture with

>nternational ruc , %A.

M?MFs automotive division maes a wide range of vehicles including MVs, $2Vs

#

http://en.wikipedia.org/wiki/Two-wheelerhttp://en.wikipedia.org/wiki/REVA_Electric_Car_Companyhttp://en.wikipedia.org/wiki/SsangYong_Motor_Companyhttp://en.wikipedia.org/wiki/Renaulthttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Mahindra_Tractorshttp://en.wikipedia.org/wiki/Mahindra_Navistarhttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Two-wheelerhttp://en.wikipedia.org/wiki/REVA_Electric_Car_Companyhttp://en.wikipedia.org/wiki/SsangYong_Motor_Companyhttp://en.wikipedia.org/wiki/Renaulthttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Mahindra_Tractorshttp://en.wikipedia.org/wiki/Mahindra_Navistarhttp://en.wikipedia.org/wiki/Navistar_International


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and three wheelers. >t offers over 8 models including new generation multi-utility

vehicles lie the %corpio and the 4olero. >t formerly had a :oint venture with ord

called ord >ndia *rivate $imited to build passenger cars.

At the 887 (elhi Auto %how, Mahindra e9ecutives said the company is pursuing an

aggressive product e9pansion program that would see the launch of several new

platforms and vehicles over the ne9t three years, including an entry-level %V

designed to seat five passengers and powered by a small turbodiesel engine. rue to

their word, Mahindra ? Mahindra launched the Mahindra ylo in 'anuary 88", and

as of 'une 88", the ylo has sold over !5888 units.C!7D

Also in early 887, Mahindra commenced its first overseas 2K( operations with the

launch of the Mahindra %corpio in Egypt, in partnership with the 4avarian Auto

)roup. his was soon followed by assembly facilities in 4raLil. Vehicles assembled at

the plant in 4ramont, Manaus, include %corpio *i ps in single and double cab pic-

up body styles as well as %Vs.

he % based &eputation >nstitute recently raned Mahindra among the top !8

>ndian companies in its F)lobal 88+ he HorldFs 4est 2orporate &eputationsF list.

Mahindra ? Mahindra has controlling staes in &eva electric and has submitted letter

of >ntent for %outh KoreaFs %sangyong Mahindra planned to sell the diesel %Vs and

picup trucs starting in late 8!8 in Gorth America through an independent

distributor, )lobal Vehicles %A, based in Alpharetta, )eorgia. Mahindrahas

announced it will import picup trucs from >ndia in nocdown it ;2K(


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,AHINDRA - ,AHINDRA LI,ITED

,AHINDRA - ,AHINDRA USES m& SAP2 SC, TO

REDUCE IN3ENTOR4 54 678 AND REPLENISH,ENT

LEAD TI,ES TO 9: DA4S

Mahindra ? Mahindra $imited ;M?M< is an B788 million company, employing some

!,888 people. >t is the flagship of the Mahindra )roup, one of the top-raning

private sector companies in >ndia.

ONE 3ENDOR ; HIGH LE3EL O! INTEGRATION

,-, had evaluated a stand-alone supply chain solution before selecting my%A*

%2M. NHe already had %A*O &3/O as our foundation and decided it would not be a

good long-term decision to select another vendorFs system,P Moor:ani says. Nirst of

all, the stand-alone solution and interfacing would be more e9pensive. He also felt

that bringing in another vendor would complicate accountability. He chose %A*

because we wanted an integrated solution and needed to depend on one vendor.P

(uring the rollout, M?M too advantage of %A* implementation tools, which the

company credits in part for the pro:ectQs success.

NHe used the Accelerated %A*M CA%A*MD methodology,P says Asho *ai,

pro:ect manager for the supply chain pro:ect and a consultant at Mahindra 2onsulting$imited, M?MFs sister company and the national implementation partner of %A* in

>ndia.

Nther success factors included having the right core team and pro:ect sponsor. ur

core team was e9cellent. he team members had good business-process nowledge

and understood forecasting, operations research, and optimiLation.P

O


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• o identify the factors which influence the &ecruitment ? %election of employees.

• o identify the factor which improves the :ob satisfaction level of employees.

• (etermine the role of employeeQs attitude in :ob satisfaction

• o study and analyLe the various factors that are affecting the recruitment ? %election.

• o study the impact of personal factors of the employee ;>ncome, (esignation, Educational

=ualification


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:ustification of why it is appropriate in solving the selected research problem. >t is the process by

which we evaluate tools that produce nowledge.

Re$ear'h De$i/"

he &esearch &eport is based on e9ploratory study based on *rimary ? %econdary (ata.

E9ploratory research is concerned with identification of the real nature of research problem ?

perhaps of formulating relevant hypothesis for various tests. he ma:or benefit is that it is less

e9pensive ? less time consuming. or assessing the tool used to deliver included *ersonal interview

of respondent.

Sour'e$ o+ Data

(ata collection methods are generally of two types+

• *rimary (ata

• %econdary (ata

Primar& data are those which are collected for the first time and thus happen to be original in

character. he primary data is collected in the process of =uestionnaire and interview of the outlets.

Se'o"dar& data are those which have already been collected by someone else and which have beenalready been passed through the statistical process.

Primar& data)

! Ruestionnaire method

Se'o"dar& data)

! 4oo

Gews papers

7


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/ >nternet

# MagaLines

,ethodolo/& Adopted

,ethod$ u$ed

hrough Ruestionnaire. Hhile preparing the Ruestionnaire certain dimensions are to be considered.

hese dimensions are come under following heads+

• Management

Sour'e$ o+ data

or the purpose of this research report data has been collected from the following sources+

Primar& $our'e$

Gew 'oiners in the organiLation

Se'o"dar& Sour'e$

• rganiLations *olicy Manual

• ther relevant documents

• 2ompany website

Tool$ u$ed +or A"al&$i$

4ar )raphs

*ie charts

"


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Introduction to Recruitment and Selection

RECRUITMENT

“Recruitment is a process of finding and attracting capable applicants for employment.

The process begins hen ne recruits are sought and ends hen their applications are submitted.

The result is a pool of applicants from hich ne employees are selected!.

""" #illiam $. #erther % &eith 'a(is

“Recruitment is a form of competition. )ust as corporations compete to de(elop* manufacture

andmar+et the best product or ser(ice * so they must also compete to identify* attract or hire the most

,ualified people .Recruitment is a business and it is a big business!.

""" ).S. -ord

!8


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“ Recruitment is a process of searching for prospecti(e employees and stimulating and encouraging

them to apply for obs in an organi/ation . It is often termed positi(e in that it stimulates people to apply

for obs to increase the hiring ratio* i.e.* the number of applicants for ob . Selection * on the other

hand *tends to be negati(e because it reects a good number of those ho apply* lea(ing only the best to

be hired!.

""" Edin $. 0lippo

“ Recruitment is a true sales function . 1 recruiter should unco(er the needs of the applicants

and understand hy they ha(e those needs and the recruiter can then sho ho the organi/ation

can specifically satisfy such needs!.

"""2ale 3eritage

SE-ECTI4N

“Selection process is of one or many 5go* or no"go5 gauges. Candidates are screened by the

application of these gauges. 6ualified applicants go on to the ne7t hurdle* hile un,ualified are

eliminated!.

"""'ale 8oder

“Selection is a process of differentiating beteen applicants in order to identify and hire those ith a

greater li+elihood of success in a ob!.

"""" Thomas 3. Stone

Recruitment is a process hich fulfills the re,uirement of employees in any organi/ation by the

selection either internal or e7ternal *is a deliberate effort of the organi/ation in order to select fi7ed number

of personnel from a large number of appointment.

!!


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Recruitment is the phase hich immediately precedes selection. Its purpose is to pa(e the ay

for selection procedures by producing ideally the smallest number of candidates ho offer to be capable

either of performing the re,uired tas+s of the ob from he outset of de(eloping the ability to do so ithin

a period of time acceptable to the employing organi/ation .

1 primary tas+ of the recruitment phase is to help ould be applicants to decide hether they

are li+ely to be suitable to fill the ob (acancy. This is clearly in the interest of both* the employing

organi/ation and the applicant.

Recruitment is the de(elopment and maintenance of ade,uate manpoer resources. It in(ol(es the

creation of a tool of a(ailable labour upon hom the organi/ation can 'ra hen it need additional

employees.

Recruitment is the creation of application for specific positions through three sources 91d(ertisement * State Employment E7change 1gencies 4r :ri(ate Employment 1gencies

and :resent Employees. In other sources of recruitment * educational institutions * labour unions *

casual applications and leasing are also Utili/ed.

1nd Selection is a process by hich candidates for employment are distinguished beteen those ho

are suitable and those ho are not. It in(ol(es reection of some candidates and is sometimes described

as a negati(e proceeds in contract ith the positi(e programs of recruitment.

Selection refers to the process of offering ob to one or more applicants from the applications.

Selection start ith reference to ob specification hich indicate not only immediate ob re,uirement

but other ,ualities hich may be desirable in the long run usually the personal ,ualities hich forms the

basis of selection include s+ill e7perience* age* education and training* physical characteristics*

intelligence* emotional stability* attitude toards or+ and personality.

!


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:UR:4SE 40 RECRUITMENT 1N' SE-ECTI4N

;. To determine the present and future human resource re,uirements of the organi/ation in conunction

ith human resource planning acti(ities and ob analysis acti(ities.

;;. To increase the pool of potential personnel and the organi/ation has a number of options to choose

from.

;;;. To increase the success rate of the selection process by filtering the number of under ,ualified or o(er,ualified ob applicants.

****. To meet the organization’s legal and social obligations regarding composition of its

workforce.

!/


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TOPIC OVEVIE!

EC"IT#E$T

EC"IT#E$T I% & POCE%% CO$CE$E' !IT( T(E I'E$TI)IC&TIO$ O) %O"CE%

)O# !(EE T(E PE%O$$E C&$ +E E#PO,E' &$' #OTIV&TI$- T(E# TO O))E

T(E#%EVE% )O E#PO,#E$T.

Ths/ recritment process is concerned with the identification of possible sorces of

hman resorce sppl0 and tapping those sorces . In the total process of ac1iring and placing

hman resorces in the organization/ recritment falls in between the planning for hman

resorce and their placement after selection.

ecritment represents the first contact that a compan0 makes with the personnel ha2ing

potential to be emplo0ed. )rom the point of 2iew of potential candidates/ recritment is the

process throgh which the0 come to know abot the compan0 and the natre of 3obs that are

being offered.

!#


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T(E POCE%% O) EC"IT#E$T

!5

RECRUIT,ENT

PLANNING

SOURCES O!

PLANNING

CONTACTING

SOURCES

APPLICATION

POOL

TO SELECTION

PROCESS


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PEP&&TIO$ )O EC"IT#E$T4

+efore we think of in2iting people to appl0 for a 3ob we ha2e to decide what t0pes of

persons are to be in2ited and what their characteristics shold be. This calls for fi5ing the 63ob

specifications7 which ma0 also be called 8man specifications’.

9ob specification are based on 3ob description which is dependent on the natre and

re1irement of a 3ob. Ths 3ob specification will be different for each 3ob.

+elow are the 2arios element of 3ob specification4

Ph0sical %pecification 4 )or certain 3obs some special ph0sical featres ma0 be re1ired.

)or e5ample for assembl0 of a TV set or some other electronic e1ipment good 2ision is

re1ired /for t0ping 3ob we need finger de5terit0/ for a hea20 3ob we need a strong/ hea20

and thick:set bod0. The particlar ph0sical abilities and skills necessar0 for a gi2en 3ob

ha2e to be specified. These ma0 refer to height/ weight/ 2ision/ finger de5terit0/ 2oice/ poise/

hand and foot coordination/ motor coordination/ color discrimination/ age range etc.

#ental %pecification 4 These inclde intelligence/memor0/ 9dgement/abilit0 to plan/abilit0

to estimate /to read/ to write/ to think and concentrate /scientific faclties/arithmetical

abilities/ etc. different 3obs re1ire different degrees of sch abilities and the more

important ones shold be specified.

Emotional and %ocial %pecifications 4

These inclde characteristics which will effect his working with others / like

personal appearance/ manners/ emotional stabilit0/

&ggressi2eness or sbmissi2eness/e5tro2ersion/ Intro2ertion leadership/

cooperati2eness/initiati2e and dri2e/skill in dealing with others /social adaptabilit0/etc.

!6


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+eha2ioral %pecifications 4 Certain management

Personnel at higher le2els of management are e5pected to

+eha2e in a particlar manner. These are not formall0 listed

+t ha2e to be kept in mind dring the process of recritment/

%election and placement.

!0


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EC"IT#E$T P&$$I$-

ecritment process starts with its planning which in2ol2es the determination of nmber of

applicants and t0pe of applicants to be contacted.

;. $"#+E O) CO$T&CT%4 Organizations generall0 plan to attract more applicants than

what the0 intend to select as the0 wish to ha2e option in selecting the right candidates.

This option is re1ired becase some of the candidates ma0 not be interested in 3oining the

organization/ some of them ma0 not meet the criteria of selection. Therefore each time a

recritment program is contemplated the organization has to plan abot the nmber of

applications it shold recei2e in order to flfill all its 2acancies with right personnel.


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%O"CE% O) EC"IT#E$T

$ormall0 for an on:going organization there are two sorces of sppl0 of manpower

44 Internal and E5ternal.

I$TE$& %O"CE%4 &n organization can look for filling the 2acancies throgh its

internal sorces . These internal sorces ma0 be of two t0pes4 Present personnel and referrals

of these personnel.

;. PE%E$T PE%O$$E =Varios positions in an organizations ma0 be

filled b0 promoting the present personnel or b0 transferring them from a nit>department

where there is o2erstaffing to a nit>department where the0 are needed. & more common

method of recriting from internal personnel is the promotion which e2er0 organization

adopts in 2ar0ing proportion. Promotion ma0 be based on seniorit0 or merit or a

combination of both. )illing p of organizational positions throgh promotion is 3st like a

decision of 8make or b0’. In the conte5t of managing hman resorces /make or b0

concept relates to a decision whether the organization wold recrit personnel at the initial

le2el and make them fit for promotion at higher le2els throgh training and de2elopment

acti2ities? or instead of in2esting in training and de2elopment it wold emplo0 e5perienced

personnel directl0.

Promotion has certain positi2e aspects in the form of pro2iding satisfaction to personnel/

raising their le2el of morale/ creating lo0alt0 etc.

(owe2er too mch reliance on promotion as a sorce of emplo0ment ma0 create inbreeding

and lack of inno2ation.

!"


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CO#+I$I$- I$TE$& &$' E@TE$& %O"CE% 4

Internal and e5ternal sorces do not e5ist in 8either or’ sitation/ rather /these e5ists in

terms of a continm. E2er0 organization has 2acancies throgh promotion ? in the same

wa0 /e2er0 organization has to take people from otside. Therefore it is a 1estion of

combining both sorces and determining the proportion of internals and e5ternals at 2arios

hierarchical le2els of the organization. $ormall0/ at the lower le2els of managerial hierarch0

/called as entr0 le2els/ there is high proportion of e5ternals. &s the chain of hierarch0 goes p /the

proportion of internals increases at the cost of e5ternals. (owe2er the pre:re1isite of this pattern

of recritment is the highl0 de2eloped training and de2elopment s0stem in the organization.

In order to combine internal and e5ternal sorces of recritment /following factors shold be

taken into accont4

Effect of the polic0 on the attitde and actions of all emplo0ees4

Emplo0ees no dobt feel more secre and identif0 their own long term interest with that of

the organization when the0 can anticipate first charge at 3ob opportnities. The general

application of the 8promotion from within 8 polic0 ma0 encorage mediocre performance.

The point to be considered here b0 the organization is /how important is the lo0alt0 of the

emplo0ees to it/balancing the risk of mediocre performance.

The le2el of specialization re1ired of emplo0ees4

The principal sorce in man0 organizations ma0 be the ranks of present emplo0ees who

ha2e recei2ed specialized training.

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The degree of emphasis on participation b0 emplo0ees at all le2els4

$ew emplo0ees from otside / with no e5perience in the firm / ma0 not know enogh abot

its ser2ice or prodct or processes to participate effecti2el0/for some time at least.

The need for and a2ailabilit0 of originalit0 and initiati2e within the

organization4

If the organization feels that it is training its people for these 1alities it ma0 prefer its own

people? if not / new people with different ideas ma0 be taken from otside.

&cceptance of seniorit0 principal 4The polic0 or promotion from within will scceed

onl0 if management and emplo0ees accept the seniorit0 principal with or withot sitable

modifications for promotion.

If it is not accepted/selection ma0 better be done on an open basis.

#ET(O'% O) EC"IT#E$T

&ll methods of recritment can be pt into three categories4

'IECT #ET(O'%/

I$'IECT #ET(O'%/ and

T(I' P&T, #ET(O'%.


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!hen 1alified and e5perienced persons are not a2ailable throgh other sorces

/ad2ertising in newspapers and professional and technical 3ornals is made. !hereas all

t0pes of ad2ertisements can be made in newspapers and magazines/onl0 particlar t0pe of

posts shold be ad2ertised in the professional and technical 3ornals/for e5ample/onl0

engineering 3obs shold be inserted in 3ornals of engineering.

& well thoght:ot and planned ad2ertisement for an appointment redces the possibilit0 of

n1alified people appl0ing. If the ad2ertisement is clear and to the point /candidates can

assess their abilities and sitabilit0 for the position and onl0 those who possess the

re1isite 1alifications will appl0.

BcA Third Part0 methods 2arios agencies are sed for recritment nder these

methods. These inclde commercial and pri2ate emplo0ment agencies / state agencies

placement offices of schools colleges and professional associations /recriting firms

/management conslting firms /indoctrination seminars for college professors/ friends and

relati2es.

PIV&TE E#PO,#E$T &-E$CIE% specialize in specific occpation like general

office help/ salesmen/ technical workers/ accontants/ compter staff/ engineers and

e5ecti2es/ etc. These agencies bring together the emplo0ers and sitable persons

a2ailable for a 3ob. +ecase of their specialization /the0 can interpret the needs of their

clients and seek ot particlar t0pe of persons.

%T&TE O P"+IC E#PO,#&$T &-E$CIE% / also known as Emplo0ment or

abor E5changes / are the main agencies for pblic emplo0ment . The0 also pro2ide a

wide range of ser2ices /like conseling/ assistance in getting 3obs/ information abot the

labor market/labor and wages rates/etc.

#


25/59

E@EC"TIVE %E&C( &-E$CIE% maintain complete information records abot

emplo0ed e5ecti2es and recommend persons of high calibre for managerial /marketing

and prodction engineers’ posts. These agencies are looked pon as 8head hnters’ /

8raiders’/ and 8pirates’.

I$'OCTI$&TIO$ %E#I$&% )O COE-E PO)E%%O% 4 These are

arranged to discss the problems of companies to which professors are in2ited . Visits and

ban1ets are arranged so that professors ma0 be fa2orabl0 impressed and later speak well

of the compan0 and help in getting re1ired personnel.

)IE$'% &$' E&TIVE% O) PE%E$T E#PO,EE% constitte a good sorce

from which emplo0ees ma0 be drawn. This / howe2er /is likel0 to encorage nepotism/ i.e.

persons of one’s own commnit0 or caste ma0 be emplo0ed. This ma0 create problems for

the organization.

T&'E "$IO$% are often called on b0 the emplo0ers to sppl0 whate2er additional

emplo0ees ma0 be needed. "nions ma0 be asked for recommendations largel0 as a matter

of cortes0 and an e2idence of goodwill and cooperation.

PO)E%%IO$& %OCIETIE% ma0 pro2ide leads and cles in pro2iding promising

candidates for engineering /technical and management positions. %ome of these maintain

mail order placement ser2ices.

TE#PO&, (EP &-E$CIE% emplo0 their own labor force /both fll:time and part:

time and make them a2ailable to their client organizations for temporar0 needs .

5


26/59

C&%"& &+O" %O"CE is one which presents itself dail0 at the factor0 gate

emplo0ment office . #ost indstrial nits rel0 to some e5tent on this sorce. This sorce/ is

the most ncertain of all sorces.

'EP"T&TIO$ 4 Persons possessing certain abilities sefl to another organization are

sometimes depted to it for a specified dration . ead0 e5pertise is a2ailable bt/as 0o

can gess /sch emplo0ees do not easil0 become part of the organization.

6


27/59

CO$T&CTI$- %O"CE%

&'VETI%E#E$T

I$TE$ET EC"ITI$-

CP"% EC"IT#E$T

9O+ )&I%

CO$%"T&$C, )I#%

PE%O$& CO$T&CT%

I$TEVIE!%

0


28/59

&PPIC&TIO$ POO

!hate2er the method of recritment is adopted /the ltimate ob3ecti2e is to attract as

man0 candidates as possible so as to ha2e fle5ibilit0 in selection. !hen the sorces of

recritment are contacted /the organization recei2es the applications from prospecti2e

candidates. The nmber of applications depends on the t0pe of organization/ the t0peof 3obs/ and the conditions in specific hman resorce market.

)or e5ample/ in the case of Indian Ci2il %er2ices /the nmber of applicants rns into

man0 thosands. In the corporate sector /an organization can e5pect more nmber of

applications when it ad2ertises for the positions of management>e5ecti2e trainees as

compared to when it ad2ertises for e5perienced personnel . %imilarl0/ the nmber of

applications depends on the image of the organization.

&n organization ha2ing better percei2ed image is able to attract more nmber of

applications .

Varios applications recei2ed for a particlar 3ob are pooled together which become the

basis for selection process.

7


29/59


30/59

%EECTIO$ I% T(E POCE%% O) %EC"I$- EEVE$T I$)O#&TIO$ &+O"T &$

&PPIC&$T TO EV&"&TE (I% D"&I)IC&TIO$%/ E@PEIE$CE &$' OT(E D"&ITIE% !IT(

& VIE! TI #&TC(I$- T(E%E !IT( T(E ED"IE#E$T% O) & 9O+.

It is essentiall0 a process of picking ot the man or men best sited for the organisation’s

re1irement.

%election can be conceptalized in terms of either choosing the fit candidates/or re3ecting the

nfit candidates/ or a combination of both. %election in2ol2es both becase it picks p the fits

and re3ects the nfits.

In fact in Indian conte5t /there are more candidates who are re3ected than those who are

selected in most of the selection processes. Therefore sometimes it is called a negati2e

process in contrast to positi2e program of recritment.

/8


31/59

%EECTIO$ POCE%%

%EECTIO$ POCE%%

The selection process in2ol2es re3ection of nsitable or less sitable applicants .This ma0 be

done at an0 of the sccessi2e hrdles which an applicant mst cross.These hrdles act as

screens designed to eliminate an n1alified applicant at an0 point in the process .

This techni1e is known as the 8sccessi2e hrdles techni1e’.

/!

FINAL SELECTION

RECOMMEN- DATION

PHYSICAL

EXAMINATION

PPLICATION

REFERENCES

SELECTION

INTERVIEWS

SELECTION

TESTS

APPLICATION

FORM

RELIMIN-RY

TERVIEW

REJECTIONS


32/59

,oder calls these hrdles 8go/no:go’gages. Those who 1alif0 a hrdle go to the ne5t one ?those

who do not 1alif0 are dropped ot .

$ot all selection processes/howe2er inclde these hrdles. The comple5it0 of the process sall0

increases with the le2el and responsibilit0 of the position to be filled.

These hrdles are actall0 the 2arios le2els of selection process.

#oreo2er /these hrdles need not necessaril0 be placed in the same order . Their arrangement

ma0 differ from organization to organization.

I$ITI& %CEE$I$- O PEI#I$&, I$TEVIE!

This is a sorting process in which prospecti2e applicants are gi2en the necessar0 information

abot the natre of the 3ob and also/necessar0 information is elicited from the candidates abot

their edcation/e5perience/skills /salar0 e5pected etc. If the candidate is fond to be sitable /he is

selected for frther process and/if not/he is eliminated. This is a crde screening and can be done

across the conter in the organisation’s emplo0ment offices. This is done b0 3nior e5ecti2e in

the personnel department. 'e care shold be taken so that sitable candidates are not trned

down in hrr0. %ince this pro2ides personal contact for an indi2idal with the compan0/the

inter2iewer shold be corteos/kind/recepti2e and informal.

!hen a candidate is fond sitable /an application form is gi2en to him to fill in and sbmit.

&PPIC&TIO$ %C"TI$,

It is seen that sometimes applications are asked on a plain sheet. This is done where no

application forms are designed. The applicant is asked to gi2e details abot age/marital

stats/edcational 1alifications/work e5perience/and references. 'ifferent t0pes of application

/


33/59

forms ma0 be sed b0 the same organization for different t0pes of emplo0ees/e.g./one for

managers /the other for sper2isors and a third for other emplo0ees.

%ome forms are simple/general and easil0 answerable/while others ma0 re1ire elaborate

/comple5 and detailed information. eference to nationalit0 /race/caste/religion and place of birth

ha2e been regarded as e2idence of discriminator0 attitdes and shold be a2oided.

&n application form shold be designed to ser2e as a highl0 effecti2e preliminar0 screening

de2ice /particlarl0/ when applications are recei2ed in direct response to an ad2ertisement and

withot an0 preliminar0 inter2iew.

The applications can be sed in two wa0s 4

BiA To find ot on the basis of information contained therein as to the chances of

sccess of the candidate in the 3ob for which he is appl0ing/

BiiA To pro2ide a starting point for the inter2iew.

It is often possible to re3ect candidates on the basis of scrtin0 of the application as the0 are

fond to be lacking in edcational standards/e5perience or some other rele2ant eligibilit0 and

traits.

%EECTIO$ TE%T%

//


34/59

& test is a sample of an aspect of an indi2idal’s beha2ior /performance or attitde. It can also be

s0stematic procedre for comparing the beha2ior of two or more persons.

P"PO%E O) TE%T% 4 The basic assmption nderl0ing the se of tests in personnel

selection is that indi2idals are different in their 3ob:related abilities and skills and that these skills

can be ade1atel0 and accratel0 measred.

Tests seek to eliminate the possibilit0 of pre3dice on the part the inter2iewer or sper2isors.

Potential abilit0 onl0 will go2ern selection decisions.

The other ma3or ad2antage is that the tests ma0 nco2er 1alifications and talents that wold not

be detected b0 inter2iews or b0 listing of edcation and 3ob e5perience.

T,PE O) TE%T%4 The 2arios tests sed in selection can be pt into for categories4

&chie2ement and Intelligence Tests/

&ptitde or Potential &bilit0 Tests/

Personalit0 Tests/ and

Interest Tests.

aA. &chie2ement or Intelligence Tests

These are also called 8Proficienc0 tests’ . these measre the skill or knowledge which is

ac1ired as a reslt of a training programme and on the 3ob e5perience. These measre

what the applicant can do.

These are of two t0pes4

Test for measring 3ob knowledge4 These are known as 8Trade Tests’ .These are

administered to determine knowledge of t0ping /shorthand and in operating calclators/

adding machines /dictating and transcribing machines or simple mechanical e1ipment.

/#


35/59

These are primaril0 oral tests consisting of a series of 1estions which are belie2ed to

be satisfactoril0 answered onl0 b0 those who know and thoroghl0 nderstand the

trade or occpation. Oral tests ma0 be spplemented b0 written/pictre or performance

t0pes.

!ork %ample Tests4 These measre the proficienc0 with which e1ipment can be

handled b0 the candidate . This is done b0 gi2ing him a piece of work to 3dge how

efficientl0 he does it. )or e5ample/a t0ping test wold pro2ide the material to be t0ped

and note the time taken and mistakes committed.

intelligence5* 5mental ability5 *

>mental alertness5 or simply as >personnel tests5.

These are of three types9

Mental Tests 9 These measure the o(erall intellectual ability or intelligence ,uotient


36/59

mo(ement *control and coordination . These are primarily used in the selection of or+ers ho ha(e to

perform semi"s+illed and repetiti(e obs *li+e assembly or+* pac+aging *testing*inspection and so on.


37/59

• 0rom the basic description of tests described abo(e*one should not conclude that a hundered

percent prediction of an indi(idual5s on"the ob success can be made through these tests. These

tests *at best*re(eal that candidates ho ha(e scored abo(e the predetermined cut"off points are

li+ely to be more successful than those ho ha(e scored belo the cut"off point.

• These tests are useful hen the number of applicants is large. Moreo(er *tests ill ser(e no useful

purpose if they are not properly constructed or selected or administered.

:recautions in using Selection Tests 9Test results can help in selecting the best candidates if the

folloing precautions are ta+en9

I. Norms should be de(eloped as a source of reference on all tests used in selection and on a

representati(e sample of people on a gi(en ob in the same organi/ation. This is necessary e(en

though >standard5 tests are a(ailable no under each of the abo(e categories. Norms de(eloped

elsehere should not be blindly used because companies differ in their re,uirements* culture*

organi/ation structure and philosophy.

II. Some *5#arm up5 should be pro(ided to candidates either by gi(ing samples of test* and@or

ansering ,ueries before the test begins.

III. Tests should first be (alidated for a gi(en organi/ation and then administered for selection of

personnel to the organi/ation.

IA. Each test used should be assigned a eightage in the selection.

A. Test scoring *administration and interpretation should be done by persons ha(ing technical

competence and training in testing.

/0


38/59

INTERAIE#

ME1NIN2 1N' :UR:4SE 9 1n inter(ie is a con(ersation ith a purpose beteen one

person on one side and another person or persons on the other.

1n employment inter(ie should ser(e three purposes9

i. 4btaining information *

ii. 2i(ing information* and

iii. Moti(ation.

It should pro(ide an appraisal of personality by obtaining rele(ant information about the prospecti(e

employee5s bac+ground *training or+ history*education and interests. The candidate should be gi(en

information about the company *the specific ob* and the personnel policies. It should also help in

establishing a friendly relationship beteen the employer and the applicant and moti(ate the satisfactory

applicant to or+ for the company or organi/ation.

T8:ES 40 INTERAIE#S9

IN04RM1- INTERAIE#9 This may ta+e place anyhere . The employer or a manager in the

personnel department * may as+ a fe ,uestions *li+e* name*place of birth* pre(ious e7perience

e7perience*etc. it is not planned and is used idely hen the labour mar+et is tight and or+ers are

needed (ery badly. 1 friend or a relati(e of the employer may ta+e a candidate to the house of the

employer or manager here this type of inter(ie may be conducted.

04RM1- INTERAIE#S 9This is held in a more formal atmosphere in the employment office by the

employment officer ith the help of ell"structured ,uestiones. The time and place of the inter(ie are

stipulated by the employment office.

:-1NNE' INTERAIE# 9 This is a formal inter(ie carefully planned. The inter(ieer has a plan of

action or+ed out in relation to time to be de(oted to each candidate* type of information to be sought *

/7


39/59

information to be gi(en * the modality of inter(ie and so on. 3e may use the plan ith some amount of

fle7ibility.

:1TTERNE' INTERAIE# 9This is also a planned inter(ie but planned to a higher degree of

accuracy* precision* and e7actitude. 1 list of ,uestions and areas is carefully prepared . The inter(ieer

goes don the list of ,uestions* as+ing them one after another.

N4N"'IRECTIAE INTERAIE# 9 This is designed to let the inter(ieee spea+ his mind freely. The

inter(ieer is a careful and patient listener* prodding hene(er the candidate is silent. The idea is to gi(e

the candidate complete freedom to >sell5 himself ithout encumberances of the inter(ieer5s ,uestions.

'E:T3 INTERAIE# 9 This is designed to intensi(ely e7amine the candidate5s bac+ground and

thin+ing and to go into considerable detail on a particular subect of special interest to the candidate. The

theory it is that if the candidate found good in his area of special interest *the chances are high that if

gi(en a ob he ould ta+e serious interest in it.

STRESS INTERAIE# 9 This is designed to test the candidate and his conduct and beha(iour by

putting him under conditions of stress and strain . This is (ery useful to test the beha(iour of indi(iduals

under disagreeable and trying situations.

2R4U: INTERAIE# 9 This is designed to see ho the candidates react to and against each other. 1ll

the candidates may be brought together in the office and they may be inter(ieed.

The candidates may * alternati(ely be gi(en a topic for discussion and be obser(ed as to ho ill lead the

discussion* ho they ill participate in the discussion*ho each ill ma+e his presentation* and ho they

ill react to each other5s (ies and presentation.

:1NE- INTERAIE# 9 This is done by members of the inter(ie board or a selection committee .This

is done usually for super(isory and managerial positions.

It pools the collecti(e udgement and isdom of members of the panel .The candidate may be as+ed to

meet the panel indi(idually for a fairly lengthy inter(ie .

/"


40/59

INTERAIE# R1TIN2 9 Important aspects of personality can be categori/ed under the folloing

se(en main headings 9

B= :hysical ma+eup9 3ealth*physi,ue*age*appearance*bearing*

speech.

= 1ttainments9 Education*occupational training*and e7perience.

D= Intelligence9 $asic and >effecti(e5.

= Special 1ttitudes9 #ritten and oral fluency of e7pression * numeracy*organi/ational

ability*administrati(e s+ill.

F= Interests9 Intellectual* practical* physically acti(e* social*

1rtistic.

G= 'isposition9 Self reliance*nature*moti(ation*acceptability.

H= Circumstances9 'omestic*social bac+ground and e7perience* future prospects.

This is called ‘The seven point plan’ .The importance of each of these points will vary from

organization to organization and from job to job. Hence these should be assigned weightage according

to their degree of importance for the job.

On the basis of information gathered through an interview ,each candidate should be rated in respect

of each point given above as

i! outstanding, ii!good, iii!above average, iv!below average or v! unsatisfactory.

-imitations of inter(ies9 Inter(ies ha(e their on limitations in matters of selection.

Some of these are mentioned belo9

• Subecti(e udgement of the inter(ieer may be based on his preudices *li+es* disli+es*

biases etc.

#8


41/59

• 4ne prominent characteristics of a candidate may be alloed to dominate appraisal of

the entire personality.

• The inter(ieer5s e7perience may ha(e created a close association beteen some

particular trait and a distincti(e type of personality.

• Some managers belie(e that they are good at character analysis based on some pseudo"

scientific methods and are guided by their on abilities at it.

6U1-ITIES 40 > 244'5 INTERAIE#ERS9 1 good inter(ieer should ha(e the folloing

,ualities9

&noledge of the ob or other things ith hich inter(ies are concerned.

Emotional maturity and a stable personality.

Sensiti(ity to the inter(ieee5s feelings and a sympathetic attitude.

E7tro(ert beha(iour and considerable physical and mental stigma.

2UI'E-INES 04R IM:R4AIN2 INTERAIE#S9

Not all inter(ies are effecti(e . Their effecti(eness can be impro(ed if the folloing points are +ept in

mind by an inter(ieer9

1n inter(ie should ha(e a definite time schedule ith ample time for inter(ie. It should not be

hurried.

The impersonal approach should be a(oided.

Inter(ie should ha(e the necessary element of pri(acy.

The inter(ieer should listen carefully to hat the applicant says and the information collected be

carefully recorded either hile the inter(ie is going on or immediately thereafter.

#!


42/59

1ttention should be paid not ust to the ords spo+en* but also to the facial e7pressions and

mannerisms of the inter(ieee.

The inter(ie should end hen sufficient information has been gathered.

The inter(ieee should be told here he standshether he ill be contacted later* hether he is

to (isit another person* or it appears that the organi/ation ill not be able to use his abilities.

:38SIC1- EJ1MIN1TI4N

1pplications ho get o(er one or more preliminary hurdles are sent for a physical e7amination either to

the organisation5s physician or to a medical officer appro(ed for the purpose.

:urposes9 1 physical e7amination ser(es the folloing purposes9

B= It gi(es the indication regarding fitness of a candidate for the ob concerned.

= It disco(ers e7isting disabilities and obtains a record thereof * hich may be helpful later in

deciding the company5s responsibility in the e(ent of a or+man5s compensation claim.

D= It helps in pre(enting employment of those suffering from some type of contagious diseases.

= It helps in placing those ho are otherise employable but hose physical handicaps may

necessitate assignment only to specified obs.

C4NTENTS 40 :38SIC1- EJ1MIN1TI4N

• The applicant5s medical history.

• 3is physical measurementsheight*eight* etc.

#


43/59

• 2eneral e7amination ?s+in* musculature and oints.

• Special senses(isual and auditory acti(ity.

• Clinical e7amination ? eyes *ears* nose *throat and teeth.

• E7amination of chest and lungs.

• Chec+ of blood pressure and heart.

• :athological tests of urine* blood etc.

• J"ray e7amination of chest and other parts of the body.

• Neuro"psychiatric e7amination *particularly hen medical history or a psychiatric e7amination*

particularly hen medical history or a physician5s obser(ations indicate an adustment problem.

#/


44/59

RE0ERENCE C3EC&S9

T3E 1::-IC1NT IS 1S&E' T4 MENTI4N IN 3IS 1::IC1TI4N T3E N1MES 1N' 1''RESSES 40

*USU1--8 T3REE SUC3 :ERS4NS #34 &N4# 3IM #E-- . T3ESE M18 $E 3IS :REAI4US

EM:-48ERS * 0RIEN'S* 4R :R40ESSI4N1- C4--E12UES. T3E8 1RE 1::R41C3E' $8 M1I-

4R TE-E:34NE1N' RE6UESTE' T4 0URNIS3 T3EIR 0R1N& 4:INI4N * #IT34UT INCURRIN2

1N8 -I1$I-IT8 * 1$4UT T3E C1N'I'1TE EIT3ER 4N S:ECI0IE' :4INTS 4R IN 2ENER1-. T3E8

1RE 1SSURE' T31T 1-- IN04RM1TI4N SU::-IE' #4U-' $E &E:T C4N0I'ENTI1-. 8ET*40TEN

EIT3ER N4 RES:4NSE IS RECEIAE' 4R IT IS 2ENER1--8 1 01A4UR1$-E RES:4NSE.

0IN1- 'ECISI4N

1::-IC1NTS #34 CR4SS 1-- T3E 3UR'-ES 1RE 0IN1--8 C4NSI'ERE' . I0 T3ERE 1RE M4RE

:ERS4NS T3EN T3E NUM$ER RE6UIRE' 04R 1 )4$ * T3E $EST 4NES i.e.* T34SE #IT3 T3E

3I23EST SC4RES 1RE 0IN1--8 SE-ECTE'.

##


45/59

C4M:1N8 :R40I-E

6U1-IT8 1SSUR1NCE 'E:1RTMENT

M1N12ER 6U1-IT8 1SSUR1NCE 'E:T.

Mr. C.:. :R1$3U

6.1.B 400ICER

Mr. A. &. SET3

6.1. 400ICER

Mr. S.N181&

This department is di(ided into to parts 6uality 1ssurance B and 6uality 1ssurance .

0unctions of 6.1 B.9

"t wor#s for the $uality of incoming raw material , pac#aging material,intermediates and outgoing

finished products.

The department is also responsible for chec#ing competitors sample ,it helps % & ' and analysis

of customers complaints.

#5

E=ECUTI3E >.A ?,r. JOGINDER PAL

ECUTI3E >.A.9. 5.P. PATHA%


46/59

"t draws specifications for standards and test methods are developed and materials are tested.

0unctions of 6.1 9

This department is responsible for the ,uality of mil+ that is collected from (arious mil+ collection

centers .

They conducts on line chec+ing * on line inspection and internal audits.

#6


47/59

EN2INEERIN2 SERAICES 'E:1RTMENT

M1N12ER EN22. SERAICES 'E:1RTMENT

Mr. S. AIS3A1N1T31N

Engineering ser(ices department can be di(ided mainly into three parts 9

B. Maintains of Machine* :lant and E,uipment 9

In this department * the ser(ice to the running and brea+don maintenance of the machines*

inspection maintenance of the machines and pre(enti(e maintenance of the machines to pre(ent any

brea+don.

. Utility Ser(ices9

#0

,AINTENANCE

,ANAGER@

,R. R. NA44ER

ENGG. E=EC.

,AINTENANC

E)

,R. PRA,OD

GUPTA

ENGG.

E=EC.

PAC%ING)

,R. ,.

SINGH

ENGG.

E=EC.

INSTRU,EN

TATION)

,R.T.S.RAO

E=ECUTI3E PLAN

AND STORING AND

,.C.C.@

,R. %.%. GUPTA

ECUTI3E !IRE

E3. AND SA!ET4

R. S.P. 5HANTI

GG.

EC.

ANSPORT

R. P.%.

UPTA

ENGG.

E=EC.

PROCESS)

,R.

PA3ITRA

GUPTA


48/59

This department is also responsible for pro(iding ser(ices that are essential for the running of the

factory . They include ater * electricity *steam* compressor *air condition* mil+ tan+ers* refrigeration

etc.

D. 2eneral ser(ices9

They include lifts trolleys* telephone emergency light * ater cooler etc. In addition to abo(e there are

si7 offices in shift.

a= Mr. :.N. Sharma """ Transport

b= Mr. M Mu+haree """ Transport

c= Mr. &. -al """:ac+ing :rocess

d= Mr. 1lo+ Tayal """ :ac+ing process

e= Mr. 'e(esh Sri(asta(a """ :ac+ing process

f= Mr. 1garal """ :ac+ing process

The most important function of this department is to pro(ide electricity to the factory unit.

0IN1NCE 'E:1RTMENT

0IN1NCE M1N12ER

MR. S.'. 234S3

1CC4UNT 400ICER

MR. S.C. 2U:T1

SECTI4N 3E1'

MR. C. S. R1#1T

#7


49/59

C-ERIC1- ST100

0inance can be broadly defined as the acti(ity concerned ith the planning* raising* controlling and

administering the funds used in any business. So the finance department is the dri(ing force of the

company . The main 0inance 'epartment of 3ein/ is in Mumbai* 1ligarh factory has a finance

department hose functions are9

• 0actory $udgeting.

• Cost Control.

• Aariance 1nalysis.

• :ayment of Salaries and #ages.

• Sales 1ccounting and Control.

• Re(enue budgeting and sending it to the main corporate office.

• 0unds Management.

3E1' 40 T3E 'E:1RTMENT

4R

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T3E M1IN 0UNCTI4NS 40 T3IS 'E:1RTMENT 1RE9

o :ersonnel department ad(ices to the management a effecti(e use of the human resources.

o :ersonnel department loo+s after the manpoer :lanning for future recruitment and

selection.

o This department loo+s after the training and 'e(elopment of management5s staff and non

management staff.

o This department is also responsible for age and salary administration*

incenti(es etc.

o :ersonnel department also plays an important role in 2rie(ance handling * settlement of

disputes and collecti(e bargaining* etc.

o This department also maintains employees elfare Records *lea(e records* attendance

register etc.

o The IR and legal department loo+s after the legal matters of the company and maintains

good industrial relations.

o The important function of this department is performance appraisal of employees.

RECRUITMENT 1N' SE-ECTI4N :R4CESS

1T 1TM1R1M 1UT4

Company has alays practiced a number of effecti(e applicants through different methods of

recruitment and selection.

Recruitment of Managers

B=. Recruitment of fresh candidates in managerial group is directly done through the campus

inter(ie preferably from IIMs and J-RI and other reputed business schools . these fresh

candidates are recruited as management trainees for at least one year.

5!


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=. Recruitment of candidates in management staff re,uires prior e7perience. 3ere indirectly

applications are in(ited from different places on the basis of ad(isement through Employment

E7change consultancies and nespapers.

D=. Aacancy for the ob in(ol(es framing of ob description in consultation ith 34' * by the

personnel department. The re,uirement of ob is assessed and udged . Then accordingly the ob

speciali/ation is finali/ed.

=.The appro(al from the corporate 3R' is necessary for the filling of any (acancy.

1fter the creation of (acancies the folloing procedure is adopted9


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'IRECT MET34'9 Selection is made amongst the e7isting staff subect describing candidates.

=. E7ternal source 9

E7ternal sources are mainly9• Nespaper

• Consultancy

• Campus"inter(ie.

EN212EMENT 40 1::RENTICES9

B=. The engagement of an apprentice is to train a person in technical line as per the pro(isions of the

apprentice act BKGB.

=.1n apprentice should be a trained person from I.T.I. in prescribed trade. In fe trades the freshers are

also alloed for apprenticeship.

D=. :resently about DL apprentice are engaged in different trades at 3ein/ India :ri(ate -imited* 1ligarh.

=. The apprentice should be medically fit at the time of oining.

F=. The facility of health and safety are same as pro(ided to permanent or+men of the establishment.

G=. Stipend should be paid as per the rule pro(ided by 2o(t..

H= The employer is re,uired to pay accident compensation to an apprentice in accordance ith or+man

compensation act.

SE-ECTI4N :R4CE'URE 1T 1TM1 R1M 1UT4

The procedure is concerned ith screening rele(ant information about an application . This information is

secured in a number of steps.

The prime obecti(e is to find out enough about the applicant so that he may be matched ith the ob.

T3E STE:S 40 SE-ECTI4N :R4CESS 1RE 9

5/


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B=. 0irstly the candidates are in(ited through call letters for inter(ie .

=. 1nd after that there is a direct personal inter(ie through hich the candidates are assessed and

selected for ritten test.

D=. Those candidates ho are selected in ritten test are called then for final inter(ie* group discussion

and case study and finally eligible candidates are selected.

1t present* in 1TM1R1M 1UT49

The candidates for any specific ob* selection body and inter(ie committee both sit together to

select the candidates.

Inter(ie rating sheet is distributed to all inter(ieers for their rating and comments on

candidates.

1ll the rating sheets are combined together and than the final candidates are selected.

Call letters for appointment are issued.

1nd finally conformation letters are issued.

IN'UCTI4N9

Selected candidates * on oining the company are introduced ith the company5s or+ en(ironment*

ob *rules and regulations.

SU22ESTI4NS

5#


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Recruitment of 0emale candidates should be done in different departments as females

can contribute more than males.

Campus inter(ie should be conducted at different institutes other than J-RI and IIM5s as

it ill enhance the scope and chances of search of talents.

The appro(al of the (acancies instead of 3ead 4ffice Mumbai * should be done from here

1ligarh itself.

Company should maintain ma7imum computeri/ed personnel records.

There should be effecti(e record maintenance of permanent employees * apprentice

*contract labour etc.

Terms and conditions of employment should be clear to all employees.

1d(ertisement on all India basis should be done properly to gi(e chances to good and

efficient candidates.

55


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57/59

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I2N4U $44&S

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6UESTI4NN1IRE

• NUM$ER 40 RES:4N'ENT 9 L

• 'ESI2N1TI4N 9

•

NUM$ER 40 8E1RS 40 SERAICE 9 BFLC4M:-ETE'

8ES N4 '4N5T &N4#

B. 'o you +no about the B L

Recruitment and selec"

tion process of your

organi/ation.

. 'o you thin+ the process BF B

Is systematic and fair

D. 'o you +no the methods B G

Used for recruitment.

. 1re the methods BG D B

1ppropriate in your (ie

F. #hich method in your (ieIs appropriate9


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1re properly ad(ertised

H. #ere you satisfied ith BG D B

The inter(ie board

. 1re you fully satisfied ith BF B

The o(erall process of

Recruitment % selection.

Documents

Research Report on Atma Ram Auto Pradeep Kumar