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CHAPTER 1:INTRODUCTION

1.1 Recruitment

Recruitment is the process that helps in taking decision whether the applicants are

suitable for the fill the vacancy or not. It is clearly in the interest both the organization as

well as applicants. The efficient process of recruitment may be helpful to describe-

a) What resources you want?

b) What resources are available?

c) Where and how can they be found?

Recruitment is a „linking function‟-joining together those with jobs to fill and those

seeking jobs. It is a „joining process‟ in that it tries to bring together job seekers and

employer with a view to encourage the former to apply for a job with the latter.

Definitions:

“Recruitment is the process of searching for prospective employees and encouraging

them to apply for jobs in an organization.”OR

“Recruitment is a process to discover the source of manpower to meet recruitment of the

staffing schedule and to employ effective measures in adequate number to facilitate

effective selection of a working force.

1.2SELECTION

The size of the labor market, the image of the company, the place of posting, the nature

of job, the compensation package and a host of other factors influence the manner of

aspirants are likely to respond to the recruiting efforts of the company. Through the

process of recruitment the company tries to locate prospective employees and encourages

them to apply for vacancies at various levels.

Recruiting, thus, provides a pool of applicants for selection. Selection is the process of

choosing the most suitable person out of the applicants. In the selection process, the

candidates are divided in to two parts –Those who are suitable for job and those who are

not .It involves rejection of those applicant who are not fit for the job and so something it

is described as „negative process‟.

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Definition:

“To select mean to choose. Selection is the process of picking individuals who have

relevant qualifications to fill jobs in an organization. The basic purpose is to choose the

individual who can most successfully perform the job from the pool of qualified

candidates.”

Purpose: The purpose of selection is to pick up the most suitable candidate who would

meet the requirements of the job in an organization best, to find out which job applicant

will be successful, if hired. To meet this goal, the company obtains and assesses

information about the applicants in terms of age, qualifications, skills, experience, etc. the

needs of the job are matched with the profile of candidates. The most suitable person is

then picked up after eliminating the unsuitable applicants through successive stages of

selection process. How well an employee is matched to a job is very important because it

is directly affects the amount and quality of employee‟s work. Any mismatched in this

regard can cost an organisation a great deal of money, time and trouble, especially, in

terms of training and operating costs.

In course of time, the employee may find the job distasteful and leave in frustration. He

may even circulate „hot news‟ and juicy bits of negative information about the company,

causing incalculable harm to the company in the long run. Effective election, therefore,

demands constant monitoring of the „fit‟ between people the job.

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CHAPTER 2: LITRACHER REVIEW

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management

theories emphasize on techniques of recruitment and selection and outline the benefits of

interviews, assessment and psychometric examinations as employee selection process.

They further stated that recruitment process may be internal or external or may also be

conducted online. Typically, this process is based on the levels of recruitment policies,

job postings and details, advertising, job application and interviewing process,

assessment, decision making, formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,

business or industrial sector may offer insights into the processes involved in establishing

recruitment policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour

market scenario/ conditions and interviews, and psychometric tests in order to find out

the potentialities of job seekers. Furthermore, small and medium sized enterprises lay

their hands on interviews and assessment with main concern related to job analysis,

emotional intelligence in inexperienced job seekers, and corporate social responsibility.

Other approaches to selection outlined by Jones et al. (2006) include several types of

interviews, role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may

lead to difficulties and unwanted barriers for any company, including untoward effects on

its profitability and inappropriate degrees of staffing or employee skills (Jones et al.

2006). In additional, insufficient recruitment may result into lack of labour or hindrances

in management decision making, and the overall recruitment process can itself be

advanced and amended by complying with management theories. According to these

theories, the recruitment process can be largely enhanced by means of Rodgers seven

point plan, Munro-Frasers five-fold grading system, personal interviews, as well as

psychological tests (Jones et al. 2006).

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Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally

defines recruitment and selection as the process of retrieving and attracting able

applications for the purpose of employment. He states that the process of recruitment is

not a simple selection process, while it needs management decision making and broad

planning in order to appoint the most appropriate manpower. There existing competition

among business enterprises for recruiting the most potential workers in on the pathway

towards creating innovations, with management decision making and employers

attempting to hire only the best applicants who would be the best fit for the corporate

culture and ethics specific to the company (Price 2007). This would reflect the fact that

the management would particularly shortlist able candidates who are well equipped with

the requirements of the position they are applying for, including team work. Since

possessing qualities of being a team player would be essential in any management

position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM

practices, HRM-organizational strategies as well as organizational performance. He

conducted his research on HR manager and company officials of 319 companies in

Europe regarding HR practices and policies of their respective companies and discovered

that employment security, training and development programs, recruitment and selection,

teamwork, employee participation, and lastly, personnel planning are the most essential

practices (Hiltrop 1999). As a matter of fact, the primary role of HR is to develop, control,

manage, incite, and achieve the commitment of the employees. The findings of Hiltrop's

(1996) work also showed that selectively hiring has a positive impact on organizational

performance, and in turn provides a substantial practical insight for executives and

officials involved. Furthermore, staffing and selection remains to be an area of substantial

interest. With recruitment and selection techniques for efficient hiring decisions, high

performing companies are most likely to spend more time in giving training particularly

on communication and team-work skills (Hiltrop 1999). Moreover the finding that there

is a positive connection existing between firm performances and training is coherent with

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the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to

develop HR practices that are more focused on training in order to achieve competitive

benefits.

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

As discussed by Jackson et al. (2009), Human resource management approaches in any

business organization are developed to meet corporate objectives and materialization of

strategic plans via training and development of personnel to attain the ultimate goal of

improving organizational performance as well as profits. The nature of recruitment and

selection for a company that is pursuing HRM approach is influenced by the state of the

labour market and their strength within it. Furthermore, it is necessary for such

companies to monitor how the state of labour market connects with potential recruits via

the projection of an image which will have an effect on and reinforce applicant

expectations. Work of Bratton & Gold (1999) suggest that organizations are now

developing models of the kind of employees they desire to recruit, and to recognize how

far applicants correspond to their models by means of reliable and valid techniques of

selection. Nonetheless, the researchers have also seen that such models, largely derived

from competency frameworks, foster strength in companies by generating the appropriate

knowledge against which the job seekers can be assessed. However, recruitment and

selection are also the initial stages of a dialogue among applications and the company that

shapes the employment relationship (Bratton & Gold 1999). This relationship being the

essence of a company's manpower development, failure to acknowledge the importance

of determining expectation during recruitment and selection can lead to the loss of high

quality job seekers and take the initial stage of the employment relationship so down as to

make the accomplishment of desirable HRM outcomes extremely difficult. In the opinion

of Bratton and Gold (1999), recruitment and selection practices are essential

characteristics of a dialogue driven by the idea of "front-end" loading processes to

develop the social relationship among applicants and an organization. In this relationship,

both parties make decisions throughout the recruitment and selection and it would be

crucial for a company to realize that high-quality job seekers, pulled by their view of the

organization, might be lost at any level unless applications are provided for realistic

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organization as well as work description. In view of Jackson et al. (2009) and Bratton &

Gold (1999) applicants have a specific view of expectations about how the company is

going to treat them; recruitment and selection acts as an opportunity to clarify this view.

Furthermore, one technique of developing the view, suggested by Bratton and Gold

(1999), are realistic job previews or RJPs that may take the form of case studies of

employees and their overall work and experiences, the opportunity to "cover" someone at

work, job samples and videos. The main objective of RJPs is to allow for the expectations

of job seekers to become more realistic and practical. RJPs tend to lower initial

expectations regarding work and a company, thereby causing some applications to select

themselves; however RJPs also increase the degree of organization commitment, job

satisfaction, employee performance, appraisal and job survival among job seekers who

can continue into employment (Bratton & Gold 1999) Jackson et al. (2009).

Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and

selection of the appropriate candidates, but involves sustaining and retaining the

employees that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through

their work they were successful in resolving issues like whether or not talent is something

one can be born with or is it something that can be acquired through development.

According to Silzer et al (2010), that was a core challenge in designing talent systems,

facing the organization and among the senior management. The only solution to resolve

the concern of attaining efficient talent management was by adopting fully-executable

recruitment techniques. Regardless of a well-drawn practical plan on recruitment and

selection as well as involvement of highly qualified management team, companies

following recruitment processes may face significant obstacles in implementation. As

such, theories of HRM can give insights in the most effective approaches to recruitment

even though companies will have to employ their in house management skills for

applying generic theories across particular organizational contexts. Word conducted by

Silzer et al (2010) described that the primary objective of successful talent strategies is to

create both a case as well as a blueprint for developing the talent strategies within a

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dynamic and highly intensive economy wherein acquisition, deployment and preservation

of human capital-talent that matter,, shapes the competitive advantages and success of

many companies (Silzer et al. 2010).

Work by Taher et al. (2000):

Due to high demand for our services we're always looking for new writers. If you're

interested in becoming a freelance writer then why not read more about our freelance

writer jobs.Toward that end Taher et al. (2000) carried out a study to critique the value-

added and non-value activities in a recruitment and selection process. The strategic

manpower planning of a company, training and development programme, performance

appraisal, reward system and industrial relations, was also appropriately outlined in the

study. This study was based on the fact that efficient HR planning is an essence of

organization success, which flows naturally into employee recruitment and selection

(Taher et al. 2000). Therefore, demand rather than supply must be the prime focus of the

recruitment and selection process and a greater emphasis must be put on planning,

supervising and control rather than mediation. Extending this principle, a realistic

approach to recruitment and selection process was demonstrated, and the study found that

an organization is efficient only when the value it commands exceeds the price involved

in determining the process of decision making or product. In other words, value-added

and non-value added activities associated with a company's recruitment and selection

process impacts its role in creating motivated and skilled workforce in the country (Taher

et al. 2000). Thus, the study identified the waiting time, inspection time and filing time as

non value added tasks and the cost of advertisement as the only value added activity in

the overall process. Taher et al. (2000) investigated the recruitment and selection section

of Bangladesh Open University. It was found that whenever the recruitment and selection

department of BOU received a recruitment request of new applicants from other sections,

the officials failed to instantly advertise the vacancy in various media. The university had

to follow some long sequential steps prior to doing so. After the vacancy is publicly

advertised, what followed were the bureaucratic formalities and complications together

with inspection and supervision by two departments thereby causing unnecessary waiting

in the recruitment and selection process that eventually increases the cost of recruitment

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by keeping the organization's image at stake. The study also witnessed some amount of

repetition taking place at every step of recruitment where the applications of applicants

circulating around too many departments for verifications. This repetitive work tends to

engage unnecessary persons for a single task that results in unnecessary delay in the

decision and unjust wastage of manpower.

After careful consideration of similar problems in the BOU, Taher et al. (2006)

recommended for amending the recruitment process by stating that firstly processes like

job analysis and searching internal and external sources must be followed by direct

advertisement of the post as the HR's own responsibility, and not by any intermediate

officials. This will eliminate the non-value activities. Secondly, Taher et al (2000)

suggested a 'system' to be introduced to ease the respective department to study the

shortlisted candidates, which can be done only by the request of the HR department. A

medical assistance must be sought by BOU in regards to the physical or mental abilities

of applicants for the job function as well as their workers compensation and risk. A

procedure needs to be devised pertaining to the privacy and confidentiality of medical

reports. Thus, this privacy and decrease in noon-value added activity of the medical exam

can be sustained effectively by testing the applicants via contracted medical advisors, or

in-house doctors. Use of a computer based HR system should be installed in BOU to

manage the pool of information about employees and to make the organization to take

just-in-time HR recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment

strategies that must attempt to generate a pool of appropriately qualified and well-

experienced individuals so as to effectively initiate the selection strategies and decisions.

In essence, the potential applications are encouraged to apply for the open vacancies and

also the relevant departments can engage in recruiting the best candidates to upgrade the

department's performance (Taher et al. 2000).

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CHAPTER 3: RECRUITMENT AND SELECTION AT MAHINDRA

TWO WHEELERS LTD.

3.1COMPANY PROFILE

Mahindra Two Wheelers Limited forms a part of the Mahindra & Mahindra group. An

India based two wheeler manufacturing company, it offers an impressive, stylish as well

as exclusive range of scooters and motorcycles.

The range that it extends includes two wheelers that range between 50cc Mopeds to

135cc scooters.

Mahindra Group, the parent company of Mahindra Two Wheelers Limited is amongst the

top 10 industrial houses in India. The US $6.3 billion Mahindra Group has extended its

wings far and wide in different industries and sectors like utility vehicles, tractors,

timeshare business, telecommunication software and rural finance.

Mahindra Two Wheelers Limited (MTWL) is backed by the Mahindra Engineering

Services (MES), the Italy-based design house, engines engineering and Taiwan‟s

Sanyang Industry Company Limited (SYM). Apart from the support of these departments

and the intensive R & D of M&M, the two wheeler manufacturer plans to assume a

significant position in the rapidly growing Indian and global two-wheeler market. The

automaker has its network in countries like USA, Canada, Latin America, Europe, Africa,

Middle East and South Asia.

This two wheeler maker formally entered the two wheeler industry by acquiring with the

successful acquisition of business assets of Kinetic Motor Company Limited (KMCL).

3.2 RECRUITMENT PROCESS

The following are the most commonly used methods of recruiting people. They are:

Internal methods:

1. Promotions and Transfers-- This is a method of filling vacancies from within

through transfers and promotions. A transfer is a lateral movement within the

same grade, from one job to another. It may lead to changes in duties and

responsibilities, working conditions, etc., but not necessarily salary. Promotion,

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on the other hand, involves movement of employee from a lower level position to

a higher level position accompanied by (usually) changes in duties,

responsibilities, status and value.

2. Job Posting-- Job posting is another way of hiring people from within. In this

method, the organization publicizes job opening on bulletin boards, electronic

method and similar outlets. One of the important advantages of this method is that

it offers a chance to highly qualified applicants working within the company to

look for growth opportunities within the company to look for growth

opportunities within the company without looking for greener pastures outside.

3. Employee Referrals-- Employee referral means using personal contacts to locate

job opportunities. It is a recommendation from a current employee regarding a job

applicant. The logic behind employee referral is that “it takes one to know one”.

Employees working in the organization, in this case, are encouraged to

recommend the names of their friends, working in other organizations for a

possible vacancy in the near future.

External (direct) Methods:

1. Campus Recruitment-- It is a method of recruiting by visiting and participating in

college campuses and their placement centers. Here the recruiters visit reputed

educational institutions such as IITs, IIMs, colleges and universities with a view

to pick up job aspirants having requisite technical or professional skills. Job

seekers are provided information about the jobs and the recruiters, in turn, get a

snapshot of job seekers through constant interchange of information with

respective institutions.

External (Indirect) Methods:

Advertisements-- These include advertisements in newspapers; trade, professional and

technical journals; radio and television; etc. in recent times, this medium has become just

as colorful, lively and imaginative as consumer advertising. The ads generally give a

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brief outline of the job responsibilities, compensation package, prospects in

organizations, etc.

Newspaper Ads: Here it is easy to place job ads without much of a lead time. It

has flexibility in terms of information and can conveniently target a specific

geographic location. On the negative side, newspaper ads tend to attract only

those who are actively seeking employment at that point of time, while some of

the best candidates who are well paid and challenged by their current jobs may

not be aware of such openings.

Television and radio ads: These ads are more likely to each individual who are not

actively seeking employment; they are more likely to stand out distinctly, they

help the organization to target the audience more selectively and they offer

considerable scope for designing ads creatively.

Other Methods:

Private Employment Search Firms: - As search firm is a private employment

agency that maintains computerized lists of qualified applicants and supplies these

to employers willing to hire people from the list for a fee. These firms can be any

consultancy or placements firms.

Employment Exchanges: - As a statutory requirement, companies are also

expected to notify (wherever the Employment Exchanges Act, 1959, applies) their

vacancies through the respective Employment Exchanges, created all over India

for helping unemployed youth, displaced persons, ex-military personnel,

physically handicapped, etc.

Gate Hiring and Contractors:- Gate hiring (where job seekers, generally blue

collar employees, present themselves at the factory gate and offer their services

on a daily basis), hiring through contractors, recruiting through word-of-mouth

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publicity are still in use – despite the many possibilities for their misuse – in the

small scale sector in India.

Unsolicited Applicants / Walk-ins:- Companies generally receive unsolicited

applications from job seekers at various points of time; the number of such

applications depends on economic conditions, the image of the company and the

job seeker‟s perception of the types of jobs that might be available etc.

3.3 SELECTION PROCESS:

Steps in Selection Process

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1. Reception: A company is known by the people it employs. In order to attract

people with talents, skills and experience a company has to create a favorable

impression on the applicants‟ right from the stage of reception. Whoever meets

the applicant initially should be tactful and able to extend help in a friendly and

courteous way. Employment possibilities must be presented honestly and clearly.

If no jobs are available at that point of time, the applicant may be asked to call

back the personnel department after some time.

2. Screening Interview:- A preliminary interview is generally planned by large

organizations to cut the cost of selection by allowing only eligible candidates to

go through the further stages in selection. A junior executive from the Personnel

Department may elicit responses from the applicants on important items

determining the suitability of an applicant for a job such as age, education,

experience, pay expectations, aptitude, location, choice etc. this „courtesy

interview‟ as it is often called helps the department screen out obvious misfits. If

the department finds the candidate suitable, a prescribed application form is given

to the applicants to fill and submit.

3. Application Blank:- Application blank or form is one of the most common

methods used to collect information on the various aspects of the applicants‟

academic, social, demographic, work related background and references. It is a

brief history sheet of employee‟s background, usually containing the following

things:

· Personal data (address, sex, telephone number)

· Marital data

· Educational data

· Employment Experience

· Extra-curricular activities

. References and Recommendations.

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4. Selection Testing: - A test is a standardized, objective measure of a person‟s

behavior, performance or attitude. It is standardized because the way the tests is

carried out, the environment in which the test is administered and the way the

individual scores are calculated- are uniformly applied. It is objective in that it

tries to measure individual differences in a scientific way giving very little room

for individual bias and interpretation.

Some of the commonly used employment tests are:

Intelligence tests

Aptitude tests

Personality tests

Achievement tests

Miscellaneous tests such as graphology, polygraph and honesty tests.

Intelligence Tests: These are mental ability tests. They measure the incumbent‟s

learning ability and the ability to understand instructions and make judgments.

The basic objective of such test is to pick up employees who are alert and quick at

learning things so that they can be offered adequate training to improve their

skills for the benefit of the organization. These tests measure several abilities such

as memory, vocabulary, verbal fluency, numerical ability, perception etc. E.g.

Standford-Benet test, Benet Simon Test, The Wechsler Adult Intelligence Scale

are example of standard intelligence test

Aptitude Test: Aptitude test measure an individual‟s potential to learn certain

skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not

an individual has the capabilities to learn a given job quickly and efficiently. In

order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests

is always administered in combination with other tests like intelligence and

personality tests as it does not measure on-the-job-motivation

Personality Test: Of all test required for selection the personality tests have

generated a lot of heat and controversy. The definition of personality, methods of

measuring personality factors and the relationship between personality factors and

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actual job criteria has been the subject of much discussion. Researchers have also

questioned whether applicants answer all the items truthfully or whether they try

to respond in a socially desirable manner. Regardless of these objections, many

people still consider personality as an important component of job success.

Achievement Tests: These are designed to measure what the applicant can do on

the job currently, i.e., whether the tester actually knows what he or she claims to

know. A typing test tests shows the typing proficiency, a short hand tests

measures the tested ability to take dictation and transcribe, etc. Such proficiency

tests are also known as work sampling test. Work sampling is a selection tests

wherein the job applicant‟s ability to do a small portion of the job is tested. These

tests are of two types; Motor, involving physical manipulations of things (e.g.,

trade tests for carpenters, electricians, plumbers) or Verbal, involving problem

situation that are primarily language-oriented or people oriented( e.g., situational

tests for supervisory jobs). Since work samples are miniature replicas of the actual

job requirements, they are difficult to fake. They offer concrete evidence of the

proficiency of an applicant as against his ability to the job. However, work sample

tests are not cost effective and every candidate has to be tested individually. It is

not easy to develop work samples for each job. Moreover, it is not applicable to

all levels of the organization

Simulation Tests: Simulation exercise is a test which duplicates many of the

activities and problems an employee faces while at work. Such exercises are

commonly used while hiring managers at various levels in an organization. To

assess the potential of a candidate for managerial positions assessment centers are

commonly used.

Assessment Centre: An assessment centre is an extended work sample. It uses

procedures that incorporate group and individual exercises. These exercises are

designed to stimulate the type of work which the candidate will be expected to do.

Initially a small batch of applicants comes to the assessment centre (a separate

room). Their performance in the situational exercise is observed and evaluated by

a team of 6-8 assessors. The assessors‟ judgment on each exercise are complied

and combined to have a summary rating for each candidate being assessed.

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5. Selection Interview: - Face to face interview before final selection is an

important step. It provides an opportunity to have a better understanding of the

candidate.

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

complete without personal interview .There is different types of interviews which

may be arranged for selection. They can be-

a) Structured interview

b) Unstructured interview

c) Action interview

d) Stress interview

6. Medical Examination: - Applicants who have crossed the above stages ate sent

for a physical examination either to the company‟s physician or to a medical

officer approved for the purpose.

7. Reference Checks: - Applicants are often required to gives names of persons to

whom reference may be made about the candidate‟s character and suitability for

the job. Two types of reference which source of information about the general

character of the applicants. Formal employer reference one who may be able to

speak about the applicants‟ earlier work. The reference is too useful to judge the

future behavior and the performance of the candidate.

8. Hiring decision: - The line manager has to make the final decision now – whether

to select or reject a candidate after soliciting the required information through

different techniques discussed earlier. The line manager has to take adequate care

in taking the final decision because of economic, behavioral and social

implications of the selection decisions. A careless decision of rejecting a

candidate would impair the morale of the people and they suspect the selection

procedure and the very basis of selection in a particular organization.

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CHAPTER 4: RECRUITMENT AND SELECTION PROCESS OF

HONDA SIEL CARS

4.1COMPANY PROFILE

Honda Siel Cars translates its business strategy into a manpower plan and develops a

recruitment program accordingly, which will enable it to attract and select people with

the appropriate combination of experience, skills and knowledge.

4.2 Recruitment Procedure

A. Manpower process

Manpower Forecasting

1. The overall annual business plan for the company breaks down into plans and

targets for each individual department. Each department calculates their grade

wise manpower requirements based on the staffing norms, and provide quarterly

and monthly manpower requirements to corporate HR.

2. Based on the attrition trends and manpower requirements, all the respective Head

of Departments arrive on the manpower numbers along with Head-HR and obtain

on MD‟S approval.

3. The projected requirements for the year must reach Head-HR, latest by the first

week of January every year.

Manpower Inventory

HR prepares the current manpower status of each department, including an analysis

of the current manpower at each location, grade and skill summary.

Identifying Manpower Gaps

The existing number of employees and their skill levels compared with the forecasted

requirements to identify qualitative and quantitative gaps. Options for the redeployment

through retaining, transfers, promotions are considered. Where these options do not exist,

options for recruiting from external sources are taken into account.

Manpower Plans

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On the basis of identified gaps, HR prepares on overall manpower plan which provides

adequate lead time for transfers, retaining, promotions and external hiring. The plan

contains details on:

Department wise numbers for transfers, retaining and promotions.

Department wise numbers for external recruitment.

The final manpower plan prepares. Once completed, it will be put up for approval

by all the department heads and Managing Director.

B. Preparing Job Description and Person Specification

Each position in the organization has detailed job description including the following:

Description of profile to be handled

Department/Location/Region

Reporting relationship-Designation

Whether the position is budgeted – in case of a new vacancy or replacement-

mention details of last incumbent

Qualifications- Essential/Desired

Position in the hierarchy/Organization Structure

C. Raising Manpower Request

The hiring managers raise the manpower request using the following format and to HODs

for their approval using MR form.

Particulars Details

Date of initiation __________

JD Code __________

Position __________

Reporting Relationship (Designation) __________

Location __________

Region __________

Date of closing the position __________

The manpower request rises through My Single by the hiring managers. Regional

HR managers notify HO-HR and Head-HR while seeking HOD approval.

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Once the vacancy is filled, My Single MRF approval in hard copy along with the

signatures of Head-HR documented in the personnel file for selected candidates.

Head-HR signs the manpower request form once the vacancy is filled.

All requests for a new position must be sent to HR in a Manpower Requisition

Form after approval from the HOD, Human Resource manages the process of

recruitment and selection with inputs from the line function.

D. Sources of recruitment

Internal Recruitment

The company believes in offering opportunities for growth and carrier progression to its

employees; thus each time a requirement arises, internal recruitment is a preferred mode.

For every vacancy arises below level, an option of filling the post initially is considered.

HR places an advertisement on the intranet. The advertisement contains the following

details:

a. Job Profile

b. Education qualifications, Skills, Experience

c. Last date of receiving Applications

d. Contact person in HR

All applications are screened for the eligibility against pre-determined criteria for the

vacancy. HR prepares a list of eligible applicants and seeks approval from the respective

Reporting Manager and Departmental Head. If approval is given, HR sends notification

to the eligible candidates via email. Applicants who are not found eligible are also be

notified as via email.

Eligible candidates undergo a panel interview

If no suitable applicants apply within one week from the date of posting the

advertisement, external recruitment is initial.

External Recruitment:

The vacancies can be filled through the following channels:

Candidates walking in/ sending their CVs directly

Job Portals

Honda Siel Cars Site (thru hrindia@Honda Siel Cars.com)

Consultants

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Campus Recruitment

Hiring team work on each position as per the following:

S.No. Position Lead time for closure

1. Up to Asst. Manager 30 calendar days

2. Managers 45 calendar days

3. Sr. Manager& DGM 45 calendar days

4. GM& Above 60 calendar days

The team spend at least 1 week in searching for the right candidate through

sources other than consultants.

Lead time calculated as follows: Date of receiving come regarding the vacancy-

Date of candidate signing the LOI & committing a joining date after serving the

notice period.

The lead time is communicated to the HODs/Regional Managers by Head-HR at

the time of communication of the opening to HR.

Direct CVs/Job Portals/ Honda Siel Cars Site/Consultants:

The CVs received through consultants, directly received CVs, job portals& Honda Siel

Cars site is stored in the CV database.

Campus Recruitments:

Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive

Trainees and Management Trainees or for individuals joining at entry-level positions in

the company.

If candidate possess less than one year of work experience, he/she treats as a fresh hire

(entry level recruitment).

The selection criteria for institutes are described below:

Campus rating through publications: HR refers to the Campus ratings

published in the Business Magazines, available in the country and arrive at

average campus ratings. For the current year the company will target institutes

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that are ranked between 15th

and 20th

ranks according to the ranking

developed. It is further recommended that by the year 2006-2007.

Recruitment days given: The company gives preference to the Institutes who

are willing to give either day 0, 1 or 2

Campus Specialization: Relevance of courses offered to the company‟s

business.

Campus Relationship: The Company develops close relationships with

targeted campus by hiring large numbers, conducting events, taking summer

trainees, sending senior managers for lectures etc.

Positioning of Trainees

Selected trainees are positioned at the following grades:

Fresh Graduates: Student with a Masters in Business Administration is placed at the

Management Trainee grades and gets confirmed in level…… After successful completion

of the training period.

Experience: Student with relevant work experience of 1-3 years give weight age but

takes as Management Trainee.

E. RECRUITMENT PROCESS

The recruitment process for the Management trainees is as follows:

HR initiates the campus recruitment process by sending the company‟s literature

to the campus, one month before the proposed date of recruitment. This contains

brochures of the company literature containing information about the company,

the job profile and the remuneration package.

SIEL representatives to the campus include:

HO HR/Regional HR

Regional Manager/Regional Functional Manager

Pre Placement Talks:

HR coordinates with the Placement Cell of short listed Institutes and schedule Pre

Placement talks (PPT)

The HR head and Regional Manager inform the Pre Placement Team. The following

information is carried to the Pre Placement Talks:

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A Pre Placement (PPT) for 30 minutes, covering Honda Siel Cars Corporate

Video, Position Profile and growth chart, Increments, GPMS and Company

policies,

Application Blanks,

Number of job openings

4.3SELECTION PROCESS

A. Eligibility Criteria:

The following eligibility criterion is used to short list applicants from various Institutes:

A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBMprogram

Projects undertaken at the summer trainee/internship level

B. Screening of Application Blanks:

The placement Coordinator/Administrative Offices short list candidates on the basis of

predetermined eligibility criteria and send the list of short listed students to the company

at least one week before the date of campus interviews. HR will then the application

blanks that are received and short list them a second time according to the eligibility

criteria.

C. Selection Criteria:

The candidates qualifying the %/CGPA criteria are considered for the selection rounds.

The weight age for the selection exercises are as under:

S.No. Exercise Weightage (%)

1. Group Discussion 20

2. Psychometric Analysis 30

3. Panel Interview 50

D. Letter Of Intent:

Selected candidates are issued a letter of intent on the spot. Appointment letters are

issued upon joining.

Trainee Scheme

Once selected, all the trainees are provided with an HR brochure that lists the details of

the trainee scheme are outlined below:

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Travel:

Management Trainees are provided with AC class Train Fare from home to the company.

Conveyance expenses such as travel (taxi) from the Railway station to the place of

posting etc. are provided.

Accommodation:

Trainees are provided with shared accommodation. Guest House is provided for one

month for outstation candidates.

Training Program:

The training period is for six months. The details are given below:

A three day induction period held for all trainees by the top Management on the

vision, mission and company policies.

All trainees spend one week in each function for a period of ………….. Weeks.

Trainees undertake 2 projects in 2 other functions than their specialization.

A combined test for all the departments and functions it is prepared by persons

nominated in HO by HODs. It is conducted and evaluated by RHR and sent to

HO-HR.

Detailed feedback session is conducted by HR and sent to HO-HR and

handover to respective departments/branches.

E. Performance Evaluation and Placement:

Upon completion of the training period, all trainees undergo performance evaluation.

Process:

Trainees are required to present a report of the projects they have undertaken to

the Department Head at the end of the training period.

HR schedules a performance interview for every management trainee. The panel

for interview consists of one cross- functional head, Departmental head and HR

Manager.

The trainee is assessed on the projects completed and a number of parameters

listed in the “Trainee Evaluation Form”.

The Performance Evaluation Panel recommends a confirmation separation as per

the trainee‟s performance. Upon receiving the evaluation and recommendation,

HR issues a confirmation letter to the trainee confirming him/her at level.

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(JOB ANALYSIS)

JOB DESCRIPTION OF SUMMER GUIDE:

HUMAN RESOURCE PLANNING

• TITLE: SENIOR EXECUTIVE-HR

• CODE: HR/6018

• DEPARTMENT: HUMAN RESOURCE DEPARTMENT

• SUB DEPARTMENT: TRAINING & DEVELOPMENT

• SUMMARY: RESPONSIBLE FOR THE DESIGN AND

ADMINISTRATION OF ASSOCIATES TRAINING PROGRAM

• DUTIES:

1. PREPARE TRAINING CALENDER

2. IDENTIFICATION OF TRAINING NEEDS

3. TRAINING NEED ANALYSIS

4. DESIGNING TRAINING PROGRAM

5. ADMINISTRATION OF TRAINING PROGRAM

6. TRAINING EVALUATION

WORKING CONDITION: NORMAL, EIGHT HOURS PER DAY, FIVE

DAYS A WEEK

REPORT TO: GENERAL MANAGER, HRD

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MAN POWER PLANNING:

Manpower Forecasting

1. The overall annual business plan for the company breaks down into plans and

targets for each individual department. Each department calculates their grade

wise manpower requirements based on the staffing norms, and provide quarterly

and monthly manpower requirements to corporate HR.

2. Based on the attrition trends and manpower requirements, all the respective Head

of Departments arrive on the manpower numbers along with Head-HR and obtain

on MD‟S approval.

3. The projected requirements for the year must reach Head-HR, latest by the first

week of January every year.

Manpower Inventory

HR prepares the current manpower status of each department, including an analysis of the

current manpower at each location, grade and skill summary.

Identifying Manpower Gaps

The existing number of employees and their skill levels compared with the forecasted

requirements to identify qualitative and quantitative gaps. Options for the redeployment

through retaining, transfers, promotions are considered. Where these options do not exist,

options for recruiting from external sources are taken into account.

Manpower Plans

On the basis of identified gaps, HR prepares on overall manpower plan which provides

adequate lead time for transfers, retaining, promotions and external hiring. The plan

contains details on:

Department wise numbers for transfers, retaining and promotions.

Department wise numbers for external recruitment.

The final manpower plan prepares. Once completed, it will be put up for approval

by all the department heads and Managing Director.

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FINDINGS

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. Some people use the term “Recruitment” for

employment. These two are not one and the same. Recruitment is only one of the steps in

the entire employment process. Some others use the term recruitment for selection. These

are not the same either. Technically speaking, the function of recruitment precedes the

selection function and it includes only finding, developing the sources of prospective

employees and attracting them to apply for jobs in an organization, whereas the selection

is the process of finding out the most suitable candidate to the job out of the candidates

attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about

the function of recruitment.

Barriers to effective selection:

PERCEPTION: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.

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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.

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.

Recruitment and Selection is not the same

1.The recruitment the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization WHEREAS selection

involves the series of steps by which the candidates are screened for choosing the

most suitable persons for vacant posts.

2.The basic purpose of recruitment is to create a talent pool of candidates to

enable the selection of best candidates for the organization, by attracting more and

more employees to apply in the organization WHEREAS the basic purpose of

selection process is to choose the right candidate to fill the various positions in the

organization.

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3.Recruitment is a positive process i.e. encouraging more and more employees to

apply WHEREAS selection is a negative process as it involves rejection of the

unsuitable candidates.

4.Recruitment is concerned with tapping the sources of human resources

WHEREAS selection is concerned with selecting the most suitable candidate

through various interviews and tests.

5.There is no contract of recruitment established in recruitment WHEREAS

selection results in a contract of services between the employer and the selected

employee.

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SUGGESTION AND RECOMMENDATIONS

Recruitment and selection is a defined process organizations use to find and hire

employees. For a small business, this process can be a critical part of the success of the

organization's future growth and retention of employees. This process should include

several key factors to ensure a small business not only complies with internal policies but

also with local, state and federal regulations.

Job Description

Before starting a recruitment and selection process, job descriptions should be defined for

each role in the organization. Each job description should include the skills and education

required to perform each role successfully, as well as a detailed list of responsibilities.

Job descriptions allow employees to understand their roles and responsibilities, and also

provide a tool for hiring personnel to use when choosing the most qualified candidates

based on the requirements of the job.

Policies and Procedures

Policies and procedures should be defined and adhered to for the recruiting and selection

process, and should ensure that everyone in the organization adheres to local, state and

federal regulations. Policies should provide a list of guiding principles for hiring

personnel to follow, and procedures should provide the required steps for recruitment and

selection. If a small business has a human resource department, company policies and

procedures should address this department's oversight of the hiring process.

Training

Once procedures are clearly defined, hiring managers and supervisors should be trained

regarding the requirements of the process. Training should include not only what steps

are required to recruit and select employees, but how to interview candidates

appropriately and effectively. Include applicable laws and regulations, as well as the

organization's goals during training.

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Involvement

Small businesses should include a senior member of the organization during the

recruitment and selection process. If an organization does not have a human resources

department, someone who is responsible for making high-level decisions for the

organization should be involved. This can be accomplished by including a senior member

in the interview process. This provides direct oversight to the process and ensures the

process is being completed to meet the expectations of the organization. Most candidates

who interview will also appreciate the involvement of senior members of the organization

because they feel their contributions will be recognized.

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CONCLUSION

This report has been designed to select the best method of the recruitment and selection

for managing the human resources in the organization. In general there are two methods

of the recruitment such as Internal and External. It is advisable for the organization to

select Internal Method of recruitment for managing the human resources in the

organization. It is very clear that the Internal Recruitment may construct the robust

reliability with the Company as the workers have the opportunity to alter their location

after some point of time. In this essay one example has been given on the YES Bank how

the bank has filled the vacancies with the help of existing employees. The close link

between internal recruitment and HR planning, work analysis, job design and human

resource development has been described. At last, retrenched and retired workers may be

hired to fill the deficiency of the skilled personnel ad work load. Promotions within the

organization make commitment and motivation to the Company. There is relationship

between Internal Recruitment and HR planning because HR planning helps the HR

manager to make sure that the staff in the Company is the right staff to complete the jobs.

The process of the internal recruitment has to be changed by the strict rules and policies

of HR and non clear guidelines for the procedure may bring tension within the Company

as the excellent workers may be easily stolen between different managers and units