Submitted in Partial Fulfillment of Degree of Bachelors of Business Administration

7/31/2019 Submitted in Partial Fulfillment of Degree of Bachelors of Business Administration

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(submitted in partial fulfillment of Degree of Bachelors of Business

Administration

(Computer Aided Management)

of

Guru Gobind Singh Indraprastha University, Delhi

Project Guide Submitted By:

megha Gulati

Roll No.:0231211907

BBA (CAM) 5th Sem.

(Ms.Kanika) August 2009

DAV Institute of Management

Faridabad

Date: 17.11.09


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GUIDE CERTIFICATE

This to certify that Nitin Chaudhary ,student of MD University,

Rohtak , for MBA Degree , Roll No 0231211907 has successfully

completed her research and dissertation on the topic

Recruitment and Selection under my supervision..

The work speaks about its originality and is not submitted

anywhere else for obtaining any other title, degree or award of

diploma.

All the sources of information and help are authentic and original

and has been mentioned and acknowledged in the work.

Ms.Kanika(Project Guide),

Lingyas Institute Of Management

Faridabad (Haryana)


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CANDIDATE DECLARATION

I thereby certify that the work which is being presented in this

dissertation Project entitled Recruitment and Selection in

partial fulfilment of the requirement for the award of the degree of

BBA(CAM) submitted in the department of Management studies, Guru

Gobind Singh Indraprasth University, Kashmeere Gate is authenticrecord of my work carried out during my study, under the supervision

and guidance of Dr. N.K. Sharma, Principal Director, DAV Institute of

Management, Faridabad. I have not submitted the matter embodied in

this project for the award of any other degree or diploma.

Kanika Gulati


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ACKNOWLEDGEMENTS

An act of acknowledgement is that which acknowledges the blessings

of well-wishers and supporting guidance of their rich experience, which

enlightens, inspires and motivates to do something valuable.

From the core of the heart, I express my sincere thanks to Dr. N.K.

Sharma, Principal Director, DAV Institute of Management,

Faridabad for encouragement and guidance.

I have enduring obligations to all the national and international

scholars, academicians and practitioners and it is indeed their

contribution thats the very basis of this work. I gratefully acknowledge

the intellectual debt, I owe to all of them.

Finally my sincere thanks to all my friends and family members for

their untiring efforts and support in timely.

Kanika Gulati


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This project deals with Recruitment in Escorts. Recruitment means

the process of posting vacancies,whenever there is a requirement, to

invite applications from as many eligible candidates as possible. It

covers the entire process right from identifying the vacancies to

making the final selections. Its a pivotal function in any organization.

Over the past three decades its importance has grown by and large.

Without effective recruitment its not possible to hire the talent pool

which enables any organization to match the targets with

expectations.

So recruitment no doubt, is one of the key functions for any

organization.

In India, As commercialization of agriculture grew in intensity in the

mid to late 1800s the British Raj and the local legislatures and

provinces began investing in agricultural development through support

and establishment agricultural research farms and colleges and large

scale irrigation schemes yet the level of mechanization was low at the

time of independence in 1947. The socialist oriented five year plans of

the 1950s and 60s aggressively promoted rural mechanization via joint

ventures and tie-ups between local industrialists and international

tractor manufacturers. Despite this aggressiveness the first three

decades after independence local production of 4-wheel tractors grew

slowly. Yet, by the late 1980s tractor production was nearly 140,000

units per year and by the late 1990s with production approaching

270,000 per year, India over-took the United States as the world's

largest producer of four-wheel tractors with over 16 national and 4

multi-national corporations producing tractors today. Despite these

impressive numbers FAO statistics estimate that of total agricultural

area in India, less than 50% is under mechanized land preparation,

indicating large opportunities still exist for agricultural mechanization .


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I have done training in Escorts in Human Resource Management. My report tells how

the employees are recruited,what process is used that is, company follows how many

steps in recruitment,how the employees give their commitment to the organization, that

is, how they are motivated, what kind of atmosphere is to be provided to the employees

so that they feel comfortable in the organization and can spend more time in the

organization in completing their task. Everything related to the organization, employees

and their performance have been discussed.

Escorts is a professionally owned and operated Dealership Group, whose Team, Size

and Volume allow us to offer the largest selection of Cars, Best deals, and great Value

added programs. The company strives to make the Car Buying and servicing experience

is the most pleasurable, because the companys emphasis is on Total Customer

Delight.


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OBJECTIVE:

The objective of my study is to know what type of recruitment process is used,how

many steps are there in a recruitment process,comfort zone the employees require,

anything which relates to the employees benefit such as training, increase in wages in

what manner, and how they manage the customers as well as what compensation is

given to the employees.In this project it has been shown how the organization performs

that is, what type of training they are provided with, how job evaluation is done, etc.


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Literature Review

This project deals with recruitment process. Recruitment refers to the

process of sourcing, screening, and selecting people for a job or

vacancy within an organization. Though individuals can undertake

individual components of the recruitment process, mid- and large-size

organizations generally retain professional recruiters.

In other words recruitment can be stated as a process of identifying

and hiring best-qualified candidate (from within or outside of anorganization) for a job vacancy, in a most timely and cost effective

manner. The recruitment function occupies a pivotal role in any

organization. Its deals with hiring the talent pool, which can contribute

to the organizational growth with its crucial set of skills required for

doing a job. Finding the candidates with required skills and that too

within the frameworks of time and money makes the recruitment

process yet more challenging.

Typically the recruitment process begins with identification of vacancy.

No recruitment activity can commence until line managers verify that

such vacancies exist. Its followed by activating the various sources of

recruitment both internal and external. The internal recruitment via

employee referrals, promotions, transfers etc. is a good source of

fulfilling organizational needs because employees productivity is

already known and assessed. Then the external recruitment activity

gets commenced with placing of press advertisements, contacting

consultants, surfing the job-portals, campus hiring etc.
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Organizationhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/candidate.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://en.wikipedia.org/wiki/Organizationhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/candidate.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://en.wikipedia.org/wiki/Employment


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Databases of the candidates possessing the required skills are built

up .Initial interest of the candidates is assessed by the telephonic

mode and those looking for a change are invited for the screening. The

screening round helps in scrutinizing the candidates. Those successful

in screening have to undergo a chain of rounds comprising of aptitude

tests, technical interviews, HR round followed by job offer to those who

have crossed all the barriers. The sequence of various rounds varies

from organization to organization. As part of policy each organization

conducts a reference check to assess the validity of various documents

provided by the candidates. The candidates are oriented in the

organization through an induction ceremony. They have to sign a

checklist of items including the offer letter. This completes the

recruitment life-cycle.

This way recruitment process covers the entire process right from

identifying the positions to the candidates joining the organization.


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About Escorts

The Escorts Group, is among India's leading engineering conglomerates operating in thehigh growth sectors of agri-machinery, construction & material handling equipment,railway equipment and auto components.

Having pioneered farm mechanization in the country, Escorts has played a pivotal role in

the agricultural growth of India for over five decades. One of the leading tractormanufacturers of the country, Escorts offers a comprehensive range of tractors, more than45 variants starting from 25 to 80 HP. Escort, Farmtrac and Powertrac are the widelyaccepted and preferred brands of tractors from the house of Escorts.

A leading material handling and construction equipment manufacturer, we manufactureand market a diverse range of equipment like cranes, loaders, vibratory rollers andforklifts. Escorts today is the world's largest Pick 'n' Carry Hydraulic Mobile Cranemanufacturer.

Escorts has been a major player in the railway equipment business in India for nearly five

decades. Our product offering includes brakes, couplers, shock absorbers, rail fasteningsystems, composite brake blocks and vulcanized rubber parts.

In the auto components segment, Escorts is a leading manufacturer of auto suspensionproducts including shock absorbers and telescopic front forks. Over the years, withcontinuous development and improvement in manufacturing technology and design, newreliable products have been introduced.

Throughout the evolution of Escorts, technology has always been its greatest ally forgrowth. In the over six decades of our inception, Escorts has been much more than justbeing one of India's largest engineering companies. It has been a harbinger of new

technology, a prime mover on the industrial front, at every stage introducing products andtechnologies that helped take the country forward in key growth areas. Over a milliontractors and over 16,000 construction and material handling equipment that have rolledout from the facilities of Escorts, complemented by a highly satisfied customer base, aretestimony to the manufacturing excellence of Escorts. Following the globally acceptedbest manufacturing practices with relentless focus on research and development, Escortsis today in the league of premier corporate entities in India.


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Technological and business collaboration with world leaders over the years, Globallycompetitive indigenous engineering capabilities, over 1600 sales and service outlets and

footprints in over 40 countries have been instrumental in making Escorts the Indianmultinational. At a time when the world is looking at India as an outsourcing destination,Escorts is rightly placed to be the dependable outsourcing partner of world's leadingengineering corporations looking at outsourcing manufacture of engines, transmissions,gears, hydraulics, implements and attachments to tractors, and shock absorbers for heavytrailers.

In today's Global Market Place, Escorts is fast on the path of an internal transformation,which will help it to be a key driver of manufacturing excellence in the global arena. Forthis we are going beyond just adhering to prevailing norms, we are setting our ownstandards and relentlessly pursuing them to achieve our desired benchmarks of

excellence.

Corporate website: www.escortsgroup.com

History Of Escorts

The genesis of Escorts goes back to 1944 when two brothers, Mr. H. P. Nanda andMr. Yudi Nanda, launched a small agency house, Escorts Agents Ltd. in Lahore.

Over the years, Escorts has surged ahead and evolved into one of India's largestconglomerates. In this journey of six decades, Escorts has had the privilege of beingassociated with some of the world leaders in the engineering manufacturing spacelike Minneapolis Moline, Massey Ferguson, Goetze, Mahle, URSUS, CEKOP, FordMotor Company, J C Bamford Excavators, Yamaha, Claas, Carraro, LuckyGoldstar, First Pacific Company, Hughes Communications, Jeumont Schneider,Dynapac . These valued relationships be it technological or marketing, are ourhighly cherished experiences treasures, which have helped us inculcate best in classmanufacturing practices and to emerge as a technologically independent world classengineering organization.

1944 - Launch of Escorts (Agents) Ltd.
http://www.escortsgroup.com/http://www.escortsgroup.com/


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1945 to 1960

War surplus tractors and bulldozers were imported for land reclamation andcultivation in mid 1940's. In 1947 central and state tractor organizations were set upto develop and promote the supply and use of tractors in agriculture and up to 1960,the demand was met entirely through imports. There were 8,500 tractors in use in1951, 20,000 in 1955 and 37,000 by 1960.

1961 to 1970

Local production began in 1961 with five manufacturers producing a total of 880units per year. By 1965 this had increased to over 5000 units per year and the totalin use had risen to over 52,000. By 1970 annual production had exceeded 20,000

units with over 146,000 units working in the country. 1971 to 1980

Six new manufacturers were established during this period although threecompanies (Kirloskar Tractors, Harsha Tractors and Pittie Tractors) did not survive.Escorts Ltd. began local manufacture of Ford tractors in 1971 in collaboration withFord, UK and total production climbed steadily to 33,000 in 1975 reaching 71,000by 1980. Credit facilities for farmers continued to improve and the tractor marketexpanded rapidly with the total in use passing the half million mark by 1980.

1981 to 1990

A further five manufacturers began production during this period but only one ofthese survived in the increasingly competitive market place. Annual productionexceeded 75,000 units by 1985 and reached 140,000 in 1990 when the total in use

was about 1.2 million. Then India - a net importer up to the mid-seventies - becamean exporter in the 1980s mainly to countries in Africa.

1991 to 1997

Since 1992, it has not been necessary to obtain an industrial license for tractormanufacture in India. By 1997 annual production exceeded 255,000 units and thenational tractor population had passed the two million mark. India now emerged asone of the world leaders in wheeled tractor production.

1997 to 1999

Five new manufacturers have started production since 1997. In 1998 Bajaj Tempo,already well established in the motor industry, began tractor production in Pune. InApril of the same year New Holland Tractor (India) Ltd launched production of 70hp tractors with matching equipment. The company is making a $US 75 millioninitial investment in a state of the art plant at Greater Noida in Uttar Pradesh statewith an initial capacity of 35000 units per year. Larsen and Toubro have establisheda joint venture with John Deere, USA for the manufacture of 35-65 hp tractors at aplant in Pune, Maharashtra and Greeves Ltd will produce Same tractors undersimilar arrangements with Same Deutz-Fahr of Italy. Looking to South American


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Founding Philosophy

Escorts came into being with a vision. A vision that eschewed easy paths to profitability,and sought instead for ways to make a contribution. A vision that led two young brothers,Yudi and Hari Nanda, to branch out of their family's prospering transport business andinstitute ventures that were to become the foundations of Escorts Limited. On 17thOctober 1944, Escorts Agents Limited was born at Lahore (now in Pakistan) with Mr.Yudi Nanda as Managing Director and Mr. Hari Nanda as Chairman. It was a trendsettingmarketing house driven by the same business philosophy, which had given their familyenterprise an unrivalled reputation: customer concern. Not long afterwards, this drivingambition to go beyond the expected led Hari Nanda to the first of his many successful

business insights - the discovery of the great business potential that lay in India's villages.This led to the launch, in 1948, of Escorts (Agriculture and Machines) Ltd., with YudiNanda as Director. Though separate business entities then, both companies had two greatstrengths in common: the dynamic Nanda brothers and the unifying force of the namethey gave their companies; Escorts, literally 'escorting' their products and services to thecustomer while most other businessmen were just selling.

Tragically, Mr. Yudi Nanda died in an accident in 1952 - but his spirit remainedembedded in the foundations of the company. Mr. H P Nanda then took on the mantle torealise the dreams which he had always seen with his brother.

Escorts (Agents) Ltd., and Escorts (Agriculture and Machines) Ltd. merged in 1953 to

create a single entity -Escorts Agents Pvt Ltd. Having initially started with a franchise forWestinghouse domestic appliances, by this time the Company had already expanded itsmarketing and service operations, representing internationally known German andAmerican organisations such as MAN, AEG, Haniel & Leug, Knorr Bremse, MIAG andBMA for sophisticated electrical and mechanical engineering equipment and MinneapolisMoline and Wisconsin for agricultural tractors, implements and engines. Escorts made amajor thrust into the agricultural arena by taking on the marketing and service franchisefor Massey Ferguson tractors in Northern India, which soon comprised 75% of MF's all-
http://en.wikipedia.org/wiki/Confederation_of_Indian_Industry


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India sales - a signal tribute to Escorts' inherent strengths. Its first industrial venture cameup in 1954, in partnership with Goetzewerke of Germany for the manufacture of pistonrings and cylinder liners - followed by production of pistons in collaboration withMAHLE, also of Germany, in 1960. The company's incorporation in its present name,Escorts Limited, was effected on 18th January, 1960. Escorts' next major industrial

activity was the assembly of tractors in 1961 in technical cooperation with URSUS ofPoland. Subsequently this led to the manufacture of the country's first indigenous tractorsunder Escorts' own brand name, which were to play a pivotal role in the GreenRevolution. This went on to lay the foundations that even today are the Company's corestrengths -relevant, world-standard technology through strategic international alliances; abroadbased marketing and service network yet unrivalled; powerful symbioticrelationships with suppliers and dealers; and above all, the crusade to make a difference.

Beyond the growth of the organisation, these principles have ensured that Mr. H. P.Nanda's contribution to the cause of industry and the consumer will endure. He pioneeredthe revolutionary concept of 'interdependence' between ancillary and large industries,institutionalising vendor development and in the process building Faridabad and theentire belt of townships in the region. He introduced the discipline of service goingbefore marketing, reassuring the customer that Escorts would stay with them, that theywere here for the long run. He built lasting alliances with an array of the world's mostrespected names in tractors, industrial equipment, two-wheelers, construction equipmentand telecommunications. Going further, he created institutions devoted to value

engineering and training, not only as investments in the company's future but also ascatalysts for the enhancement of Indian industry as a whole the Escorts R&D Centre andthe unique Escorts Institute of Farm Mechanisation. His concern extended to the societyin which he worked, and he manifested it by establishing the Escorts Medical Centre atFaridabad, Escorts Heart Institute and Research Centre at New Delhi, as well asnumerous village development programmes. And above all, he imbued the corporationwith his own pioneering, entrepreneurial spirit, instilling both a conscience and a visionof leadership.

Escorts is testimony to the valour, vision and values of its Founder Mr. H P Nanda. Heremains the inspiration for our courage, spirit of adventure and ability to Think Big.

These qualities are his enduring legacy and have inspired and encouraged us down thedecades and will continue doing so in all our endeavors.


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Human Resource Management

Human Resource Management is an approach to the management of

people which is based on four fundamental principles.

First-Human Resource is the asset of an organization.

Second-The success is most likely to be achieved if the personnel

policies of procedures are closely linked.

Third-corporate culture,organization climate majorly influence the

achievement of success.

Fourth-Human Resource Management is concerned with integration

that is, getting all the members of the organization involved and

working together.

Thus,Human Resource Management is a strategic approach to the

acquisition,motivation,development and management of theorganisations human resource.

Human Resource Management is proactive rather than reactive that is

always looking forward to what needs to be done and then doing

it,rather than waiting to be told what to do about recruitment ,paying

or training people.


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Human Resource Management is more comprehensive and deep

rooted than training and development.

Its approach is multidisciplinary from the beginning to the end.It is a

scientific process of continuously enabling the employees to improve

their competency and capability.

It is the Human Resource Management which integrates in a

meaningful way the various subsystems like performance

appraisal,carreer planning training and development etc.

There are some assumptions of Human Resource

Management.These are as follows-

-There is a scope for unlimited development of these resources.

-It is more in the nature of self development than development thrust

from outsiders.

-The organization undergoes development with the overall benefitsalong with the development of its members.Top Management

takes the initiative for Human Resource Management formulates

necessary plans,strategies and creates an overall climate and support

for its implementation.

Components Of Human Resource

-Human Resource Organisation:- Human Resource Organisation is

concerned with achieving success by organization design and

development,motivation,leadership etc organizational development

programmes and interventions are needed to achieve better

integrations,improve teamwork etc.


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-Human Resource Planning:-They set out to define how many

people the organization wants,in terms of their expertise and how they

fit the corporate culture.

-Human Resource Systems:-They are the essential programmes

needed to recruit, appraise, pay and look after the health, safety andwellbeing of the employees in the organization.

-Human Resource Development:-Human Resource Development as

a function consists of various activities related to training and

development and performance appraisal.Thus HRD is more a proactive

and supportive function because the organization has to take a lead in

helping the people to grow and realize their potential.

-Human Resource Relationship:-They deal with the handling of

employees individually and collectively as members of trade unions or

staff associations.Their aim is to increase cooperation and trust to

involve employees actively in the companys affairs.

Characterstics Of Human Resource

-Strategies of Human Resource Management stem from the business

strategy.It attach importance to the function of matching people to

ever changing business requirements.

-Management of human resources aimed at managerial staff.

-Human resource management involves an integrated line

management activity.

-It is a specialized field that attempts to develop programmes , policies

and activities to promote the satisfaction of both individual and

organizational needs,goals and objectives.

-Human Resource Management is also more comprehensive and deep

rooted than training and development.


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Objectives Of Human Resource Management

-The objectives of Human Resource Management is to accomplish

maximum individual development, desirable working relationships

between employees and effective moulding of human resources as

contrary to physical resources.

-Creation of a workforce with the ability and motivation to accomplish

the basic organization goals.

-Relate to the satisfaction of the personal objectives of the members of

an oraganisation through monetary and nonmonetary devices.

-Satisfaction of community and social objectives.

-Utilise human resource effectively.

-To maintain high morale and better human relations inside an

organization.

-Aim at achieving the primary objectives economically, efficiently and

effectively.

Scope Of Human Resource


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-Conduct personnel research

-Assist in the programmes of personnel administration.

-Develop appraisal plans.

-Launch education and training programmes.

-Develop a competent workforce.

-Establish and administer varied personnel services delegated to

personnel department.

-The responsibility of management of human resources lies with the

line organization that is the incharge of each unit.

-The role of personnel manager is extremely ambiguous and its seldom

means the same thing to all individuals involved.

Importance Of Human Resource Management

Management of human resources is of utmost significance from three

standpoints:-social, profeesional and individual enterprise.

Social Standpoint:-It enhance the importance and dignity of the

individual providing welfare and freedom in organizational setting.It

serves some social goals.They are:-

-Maintain balance of jobs and raise living standard of individuals.

-It helps to avail best and more productive jobs.

-It assist every member of the organization in maximizing his/her

contribution.

-It can help to ensure the best protection and conservation of human

resources to prevent its wasteful and careless use.

Professional Standpoint:-The management of human resources is

also of great significance.

-It can help to maintain and respect the dignity of individual members.

-It can provide maximum opportunity for personality development of

each participant in the organization.


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-It can provide relationships to ensure effective allocation of services to

different jobs.

-It can help through employment effective utilization of peoples

talents and interests in work-settings.

-It can ensure conservation of human resources preventing the waste

resulting from idleness, partial employment errors in placement etc.

-It can lead to increase in productivity which ultimately will increase

the standard of living of people.

Individual Standpoint:-The individual point of view, it can create

attitudes which motivate the workforce to accept the special goals of

the enterprise.

-It helps in attainment of goal of the enterprise by obtaining capable

people,employing effective recruitment and selection techniques.

-It helps in attainment of goals of the enterprise through effectiveutilization of efforts of human resources.

-It helps in securing willing cooperation of employees for achieving

goals of the enterprise and fulfilling their own social and other

psychological needs of recognition ,love, affection, belongingness,

esteem and self actualization.

Human Resource Planning

Human Resource Planning is the process of determining how an

organization should move from its current manpower position to its

desired manpower position.


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According to Coleman, Human Resource Planning is the process of

determining manpower requirements and the means of meeting those

requirements in order to carry out the integrated plan of organization.

Need for Human Resource Planning

To carry its work, each organization needs personnel with the

necessary qualifications, skills and these are being provided only

by Human Resource Planning

To replace the old employees with the new ones so that the work

dont suffer.

Human Resource Planning is essential because of frequent labour

turnover which is unavoidable.

In order to meet the needs of expansion programmes ;Human

Resource Planning is must.

Human Resource Planning is also needed in order to identify

areas of surplus personnel and areas in which there is shortage

of personnel.


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Employee Training

Training is a process of learning a sequence of programmed behavior.It

is application of knowledge.It gives people an awareness of rules andprocedures to guide their behavior.It attempts to improve their

performance on the current job and prepare them for an intended job.

Training is a short term process utilizing a systematic and organized

procedure by which non-managerial personnel learn technical

knowledge and skills for a definite purpose.Training is designed for

nonmanagers.Training courses are designed for short term.

Need or purpose of training

-To increase productivity

-To improve quality

-To help a company fulfill its future personnel needs

-To improve organizational climate

-To improve health and safety

-Obsolescence prevention

-Personal growth

Training of any kind should have its objective so that performance of

the trainee becomes more useful and productive for himself and for

the organization of which he is a part.


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Importance of training

Training is the corner stone of sound management,for it makes

employee more effective and productive.

It is actively and intimately connected with all the personnel ormanagerial activities.

It is an integral part of the whole management programme with

all its many activities functionally inter-related.

There is need for training men so than new and changed

technology may be taken and improvements can be made.

It heightens the morale of the employee and helps in reducing

dissatisfaction,complaints,grievances etc.

Trained employees make a better and economical use of

materials and equipment.Therfore wastage and spoilage are

reduced.

Concepts of training

Trainees in work organisations tend to be more responsive to

training programme when they feel the need to learn that is, the

trainee will be more eager to undergo training if training

premises answer to problems.

Learning is more effective where there is reinforcement in the

form of rewards and punishments.

In the long run, awards tend to be more effective for changing

behavior and increasing ones learning than punishment.

Rewards for the application of learned behavior are most useful.

The larger the rewards for good performance following the

implementation of learned behavior, the greater will be the

reinforcement of new behavior.


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Negative reinforcement, through application of penalties and

heavy criticism following inadequate performance may have

disruptive effect upon the learning experience of the trainee.

Training that requests the trainee to make changes in his values,

attitude and social beliefs usually achieve better results if thetrainee is encouraged to participate ,discuss etc.

The training material should be made as meaningful as possible.

To be effective , training must use the tested principles of

learning.

Training should be conducted in the actual job environment to

the maximum possible extent.

The techniques and processes of training programme should be

related directly to the needs and objectives of organization.

Steps in training programmes

Following are the steps taken in training programme:-

Discovering training needs

Getting ready for the job

Preparation of the learner

Presentation of operation and knowledge


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Performance try out

Follow up

Discovering training needs-In this, organizational,operational

and man analysis is done.

Getting ready for the job-In this it is analysed whom is to be

trained, that is whether new comer or an old employee.

Preparation of the learner-In this the learned is put at ease.It

gets clear what is to be taught to an employee.

Presentation of operation and knowledge-Instructions

should be given clearly, completely and patiently.

Performance try out- In this, the mistakes are corrected and

trainee is said to do the job, gradually building up skills and

speed.

Follow up-In this effectiveness is tested of training efforts.

Training methods and techniques

On the job-

Under this method, an employee is placed in a new job and

is told how may be performed.It is mostly given for

unskilled and semi-skilled jobs.It is learning by doing and it

is most suitable for jobs that are either difficult to stimulate

or can be learned quickly by watching and doing.

Trainee learns on the actual equipment in use and in true

environment of his job.It is highly economical because no

additional personal or facilities are required.Trainee learns

the rules, regulations, procedures by observing their day to


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day applications.This type of training is a suitable

alternative for a company in which there are almost as

many jobs as there are employees.It is highly disorganized

and not properly supervised.It is a lack of motivation on

the part of trainee.It has low productivity.

Vestibule Training-

This method attempts to duplicate on the job situations in

a company classroom.It is a classroom training which are

identical with those in use in the place of work.This

technology enables the trainee to concentrate on learning

the new skill rather than on performing an actual

job.Training is generally given in the form of lectures,conference, case study, role playing and

discussion.Distractions are minimized as training is given

in separate room.A trained instructor, who knows how to

teach, can be more effectively utilized.It is a correct

method without interrupting production.It enables the

trainee to practice without the fear.It splits the

responsibilities and leads to organizational problems.

Training by experienced worker-

By this method, training is imparted by experienced senior

follow workers.It is particularly adaptable where

experienced workmen need helpers.It is useful fordepartments in which workmen advance through

successive jobs to perform a series of operations for

departments in which workmen advance through

successive jobs to perform a series of operations.


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Training by supervisors-

Such training is imparted on the job by the workers

immediate supervisors.It provides to the trainees

opportunities for getting familiar with their bosses.The

bosses too,have an opportunity to judge the abilities oftrainees from their job performance.

Demonstrative and examples-

Demonstrative are very effective in teaching because it is

much easier to show a person how to do a job than to tell

him or ask him to gather instructions from the reading

material.It describes and displays something when he

teaches an employee how to do something by actually

performing the activity himself.

Simulation-

Simulation is a technique which duplicates, the actual

conditions encountered on a job.The vestibule training are

examples of business simulations.Trainee interest and

employee motivation are both high in simulation exercisebecause the actions of a trainee closely duplicate real job

conditions.

Apprenticeship-

For training in crafts, technical areas, this training is most

commonly used, specially when proficiency in a job is the

result of a relatively long training.Each apprentice is given

a programme of assignments according to a

predetermined schedule.Skilled workforce is

maintained.Immediate returns can be

expected.Workmanship is good.Hiring cost is lower

production costs.It helps in increasing loyalty of

employees.


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Classroom methods-

Off the job means that training is not a part of everyday job

activity.The actual location may be in places which areowned by the company.

Orientation training-

Induction or orientation training subs o adjust newly

appointed employees to the work environment.Every

new employee needs to be made fully familiar with thejob,his superiors and subordination and with the rules

and regulations of the organizations.

Job training-

It refers to the training provided with a view to increase

the knowledge and skills of an employee for improving

performance on the job.Employees may be taught the

correct method of handling equipment and machines.

Safety training-

Training provide to minimize accidents and damage to

machinery is known as the safety training.It involves

instruction in the use of safety devices and in safety

consciousness.

Promotional training-

It involves training of exisiting employees to enable

them to perform higher level jobs.

Refresher training-


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When existing training techniques become obsolete due

to the development of better techniques, employees

have to be trained in the use of new method and

techniques.

Remedial training-

Such training is arranged to overcome the shortcomings

in the behavior and performance of old employee.Some

of the experienced employees might have picked up

appropriate methods and style of working.Such

employees are identified and correct work methods and

procedures are taught to them.Remedial training should

be conducted by psychological experts.

RESEARCH DESIGN

The research is done by the survey conducted by taking various test samples in various

situations and conditions.The psychological aspects are being kept into considerations

during the whole complete research process and by feasible talks with the employees and

the questionnaire which was duly filled by employees and the customer.


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Primary Objective of the study

To make an in-depth study of recruitment process at Escorts tractor

plant.

Secondary objective

1. To analyse the effectiveness of the recruitment process.

2. To arrive at the factors which can contribute to the effectiveness of

the recruitment process.

Hypothesis used:-The null hypothesis says that the recruitment process at Escorts is

effective and it is catering to organizational goals and needs

Sample size used in study is 50 for employees survey and equal to the

size of recruitment team for recruiters survey.

DATA COLLECTION

Data is collected through research from employees.

Questionnaires were duly filled by the employees and the customers.


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Policies and practices-

Escorts adopts following policies and principles-

1. Absence- The employees absence can be owing to various reasons, which can becategorized as below-

a) Adoption: Employees going for formal adoptions can apply for paid leaves.

b) Annual leave: All salaried employees are entitled to paid annual leaves during thecourse of their employment.

c) Casual leave: It is benefit extended to employees to take casual leave during anyemergency.

d) Maternity leave: It is a benefit extended to all female employees of the company

irrespective of the length of service.

e) Sick leave: Employees are permitted to take sickness leave in case of any injury orillness.

f) Unauthorized leave: If an employee takes leave without any valid reason its termed asunauthorized leave and no benefits are accrued to them.

2. Contracted workforce: Following factors are considered regarding the terms ofcontract with the contracted workforce-

a) Absence: The absence may be due to authorized or unauthorized leaves.

b) Expenses: The contracted workforce can claim for the out of the pocket expenses.

c) Induction: The contracted workers are formally introduced in the organization tomake them familiar.

d) Health and safety: The health and safety norms are followed as directed by thegovernment.

e) Termination: The termination date is mentioned in the contract.

3. Internal transfer: The internal transfer scheme includes the following-

a) Secondments: Under it the employees are moved from one place to another forfulfilling short term recruitment needs.

b) Transfer: during the course of employment the employees can transfer between

career framework job families.c) Temporary relocation to India: It is covered under the relocation policy. The policycovers existing employees who have been working at locations outside India and who areofficially relocated back to India temporarily, prior to another project at a location outsideIndia.

4. Personal Data Policy: This is the under which the data files of every employeecontaining their personal information is prepared and the protection of that data is


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guaranteed by the company. The employees are supposed to provide the passport whichis considered an international identity proof.

5. Reward and recognition: Escorts recognizes the talent pool and awards it time totime. The popular awards are star performer award and pat on the back award. Thusthere is the value of all those efforts put to arrive at better results.

Key aspects of recruitment

Selection Interviews (India)

Selection interviews will take place as part of Resourcing and New hire activity toascertain whether the internal/external job applicant has the required knowledge, skillsand experience for the role to be filled. The key points of selection interviews are-

1. All selection interviews must be conducted in accordance with the Company's EqualOpportunities Policy. Non-discriminatory selection criteria for the role must bedetermined before selection interviews take place.

2. Interview notes must be taken and maintained for selection interviews in theappropriate Feedback Form to support select decisions and to enable feedback to be givento the applicant.

.Recruitment at a glance

Recruitment involves attracting and obtaining as many applications as possible fromeligible job-seekers. The process begins when applications are brought in and ends whenthe same is finished. The result is a pool of applicants, from where the appropriate

candidate can be selected.

Purposes and importance

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

candidates. Specifically the purposes are:

1. Determine the present and future requirements of the firm in conjunction with itspersonnel planning and job analysis activities.

2. Increase the pool of job candidates at minimum cost.

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


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underqualified or overqualified job applicants.

4. Help reducing the probability that job applicants once recruited and selected , will theyleave the organization only after a short period of time.

5. Evaluate the effectiveness of various recruiting techniques and sources for all types ofjob applicants.

SOURCES OF RECRUITMENT

Recruitment can broadly be classified into internal recruitment and external recruitment.

Internal Recruitment

Internal recruitment seeks applicants for positions from those who are currentlyemployed. Internal sources includes present employees, employee referrals, formeremployees and former applicants.

Present employees


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Promotions and transfers from among the present employees can be a good source ofrecruitment. Promotions to higher positions has several advantages-

1. It encourages competent individuals who are ambitious.

2. It improves the probability of good selection since information on individualsperformance is readily available.

3. It is cheaper than going to outside recruitment.

4. Those chosen are familiar with organization.

5. When planned properly it can act as a device for developing middle level and toplevel managers.

Promotions to be effective requires job postings, personnel records and skill banks. Jobposting means notifying vacant positions by posting notices, circulating publications orannouncing at staff meetings and inviting employees to apply. Personnel records areuseful to effect promotions. Examining personnel records may help discover employeeswith required skills for a given job.Some companies have skill banks that help to list the employees with specific skills.

Employee referrals

This can be a good source of recruitment. Employees can develop good prospects fortheir referrals by acquainting them with the advantages of job within the company,furnishing cards of introduction and even encouraging them to apply.Some companies even offer finders fee in the the form of monetary incentives for asuccessful referral. To name a few Microsoft, Infosys, Wipro, Satyam, Steria and othersall offer finders fee.When used wisely, referrals can be an effective way of recruiting. Many prospects can bereached at a very low cost. Most of the employees know from their own experience whatkind of people their organization requires and suggest those people who are fulfillingthose requirements.


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Former employees

Former employees are also an internal source of applicants. Some people who wereworking on part time basis or those who have left for some reasons may be willing to

come back. An advantage is that the performance of these employees is already known.

Previous applicants

Although not truly an internal source, those who have previously applied for the job canbe contacted via e-mail if required. However walk-ins are a better source than it.

External Recruitment

External sources outnumber the internal sources. Specifically they include professional ortrade associations, advertisements, employment exchanges, campus-hiring, consultants,

walk-ins, talk-ins, e-recruitment .

Professional or trade associations

Many associations provide placement services to their members. These services mayconsist of compiling job seekers lists and providing access to members during national orregional conventions. Further many associations publish trade journals for their members.These publications often carry classified advertisements from employers interested inrecruiting their members. These associations are useful in attracting highly qualified andskilled candidates.

Advertisements


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These include placing want-ads in newspapers to search a wide pool of job applicants.Want ads describe the job and the benefits, identify the employers and help those who areinterested in employment. They are the most familiar way of employment advertising.For highly specialised recruits the ads may be placed in journals. Newspaper is the most

common medium.

Employment exchanges

Employment exchanges have been set up all over the country in the deference to theemployment exchanges act, 1959. The act applies to all industrial establishments having25 workers or more each. The act requires all the industrial establishments to notify thevacancies before they are filled. The major functions of the exchange are to increase thepool of possible applicants and to do preliminary screening. Thus they act as a linkbetween employers and prospective employees. These offices are particularly useful inrecruiting blue collared , white collared and technical workers.

Campus recruitment

Campus recruitment is a much sought after source of recruitment now-a-days. It is goingglobal with compnies like HUL, Citibank, HCL, HP, L&T, Motorola , reliance lookingfor recruits in global market.There are placement cells in each college. Its often an expensive source of recruitmentbecause most of the people leave within first five years.

Walk-ins, Write-ins, Talk-ins

The most common approach for candidates is direct applications in which job seekerssubmit unsolicited applications letters or resumes. Direct application can also provide apool of potential employees to meet future needs.Write-ins are those who send written enquiries. These job seekers are asked to fillapplication forms forms for further processing.Talk-ins are becoming popular. Aspirants are required to meet recruiters.


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Consultants

The consultancies are effective source of recruitment. They are professionalorganizations with nation-wide approach, which provide effective recruitment services.However cost is a deterrent matter.

E-recruiting

Perhaps no method has ever as revolutionary an effect on recruitment practices as theinternet . there are respective company websites devoted in some manner to job-postingactivities. Currently employers can electronically screen candidates via videoconfrencingand manage the entire process with web-based software. Companies benefit immenselythrough cost saving, speed enhancement and extended worldwide candidate reach whichthe internet offers.

Recruitment industry

The recruitment industry has four main types of agencies. Their

recruiters aim to channel candidates into the hiring organizationsapplication process. As a general rule, the agencies are paid by the

companies, not the candidates. The industries practice of information

asymmetry and recruiters' varying capabilities in assessing candidate

quality produces the negative economic impacts described by.

Traditional recruitment agency


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In recent times the recruitment website has evolved to encompass end

to end recruitment. Websites capture candidate details and then pool

then in client accessed candidate management interfaces (also online).

Key players in this sector provide e-recruitment software and services

to organizations of all sizes and within numerous industry sectors, who

want to e-enable entirely or partly their recruitment process in order to

improve business performance.

The online software provided by those who specialize in online

recruitment helps organizations attract, test, recruit, employ and retain

quality staff with a minimal amount of administration.

Online recruitment websites can be very helpful to find candidates that

are very actively looking for work and post their resumes online, but

they will not attract the "passive" candidates who might respond

favorably to an opportunity that is presented to them through other

means. Also, some candidates who are actively looking to change jobs

are hesitant to put their resumes on the job boards, for fear that their

current companies, co-workers, customers or others might see their

resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal

recruitment efforts have failed.

Headhunters are generally more aggressive than in-house recruiters.

They may use advanced sales techniques, such as initially posing as

clients to gather employee contacts, as well as visiting candidate

offices. They may also purchase expensive lists of names and job titles,
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but more often will generate their own lists. They may prepare a

candidate for the interview, help negotiate the salary, and conduct

closure to the search. They are frequently members in good standing

of industry trade groups and associations. Headhunters will often

attend trade shows and other meetings nationally or even

internationally that may be attended by potential candidates and

hiring managers.

Headhunters are typically small operations that make high margins on

candidate placements (sometimes more than 30% of the candidates

annual compensation). Due to their higher costs, headhunters are

usually employed to fill senior management and executive level roles,

or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs,

headhunters will both attract candidates and actively seek them out as

well. To do so, they may network, cultivate relationships with various

companies, maintain large databases, purchase company directories or

candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment,

using their Human Resources department. In addition to coordinating

with the agencies mentioned above, in-house recruiters may advertise

job vacancies on their own websites, coordinate employee referralschemes, and/or focus on campus graduate recruitment. Alternatively

a large employer may choose to outsource all or some of their

recruitment process (Recruitment process outsourcing)

Current trends in recruitment

1. Referral recruitment
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Referral recruitment is a process whereby vacancies are promoted

and filled by personal recommendations rather than traditional

methods such as direct classified job advertisements, employment

agency or headhunters. Proponents of this recruitment method claim

that since each candidate comes with a personal recommendation, the

applicants are likely to be better suited to the job and the applicant

already has a referee and mentor. Many companies offer incentives to

the referrer, usually a monetary fee, for identifying, screening and

referring suitable candidates to a prescribed recruitment process.

It is important to emphasis there are different types of referral

recruitment:

Independent Third Party Schemes; where referral rewards, paid by

the third party, encourage people to proactively match their friends to

jobs advertised online.

Internal Employee Referral Schemes; where referral rewards, paid

by an employer, encourage their existing employees to refer their

friends and acquaintances to the internal recruitment process.

The key advantage of referral recruitment is that it allows recruiters to

reach passive candidates, those who are not actively looking for a new

job but are sometimes amongst the most prized employees.

Internal Employee Referral Scheme

Referral recruitment can be owned and managed internally by the

recruiting organisation. Many companies are now finding Employee

Referral Schemes can successfully complement their existing

recruitment methods. Job vacancies are advertised on a company

intranet site and existing employees are encouraged to find suitable

candidates from their friends and acquaintances and refer them to the

recruitment process. If a referral is successful, the reward or bonus is

typically paid after the applicant has been working for 3 months or

more.

For graduate / entry level positions, employee referral schemes in theUK typically offer c3000 reward, though this varies by company and

industry with many bonuses starting around 500. Experienced hires

can earn rewards as high as 10% of the starting salary depending on

the industry and the companys employee referral policy. Employee

Referral Bonus is a top Recruiting & Retention Tactics according to

Workforce Recruiting magazine, August 12, 2004. Employee referral
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schemes offer a cost-effective means of attracting applicants and

avoiding the need for advertising or [[employment agency] fees.

Moreover, new recruits who have been recommended by existing

employees often come to the company with more realistic

expectations and can provide a better cultural fit.

However, there are a number of potential drawbacks. One of the

greatest concerns tends to be that relying too heavily on employee

referrals could limit diversity in the workplace, with new staff recruited

in the likeness of existing employees. But, provided that there is

already a diverse workforce in place this ceases to be such an issue.

According to the Chartered Institute of Personnel and Development's

2004 recruitment and retention survey, which showed more than eight

out of 10 employers experienced recruitment difficulties, 38% of UK

employers used employee referral schemes as a way of finding staff.

This was up 4% on the previous year. Concerns that the policy will

undermine efforts to increase diversity (why ask a largely white

workforce to help in the recruitment of new staff, when we know even

professional recruiters tend to employ people in their own image?)

have, so far, been allayed.

As employee referral policies and schemes mature their usage is

spreading to cover organisations of all sizes and all industries, not just

blue chip. Cost-effective web based solutions are emerging specifically

designed to maximise a companys referral recruitment through their

own internal employee referral scheme.

Organisations will develop their own in house process and employee

referral policy to track employee referrals. Alternatively they may use

a third party recruitment technology company to provide an

application tracking system (ATS) that supports employee referral

tracking.
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Independent Schemes

Employment Agencies, headhunters (usually web based) and online

referral networks work like traditional job advertisement boards but

positions have a bounty or reward attached. The referral bonus acts as

an incentive for people to proactively source and select candidates for

jobs that the third party recruiter is advertising.

Criteria will be set for the person making the referral (the referrer) to

claim the reward. Often, the person recommended (the prospect or

candidate) will need to successfully get the job and be employed for

3+ months before the reward is paid. Some websites also take steps to

ensure that direct applicants do not simply invent an alter ego by

asking for a postal address and full name to make the rewardpayment. Referral rewards range from 50 up to 8% of the starting

salary.

Proponents of this recruitment method claim that since each candidate

comes with a personal recommendation behind them, the applicants

are likely to be better suited to the job and the applicant already has a

referee.A potential downside of this type of referral recruitment is that

these incentives can lead to candidates inventing an online alter ego

for themselves to claim the reward or for them to contact a friend and

split the reward

2. Recruitment process outsourcing

Recruitment Process Outsourcing (RPO) is a form of business

process outsourcing (BPO) where an employer outsources or transfers

all or part of its recruitment activities to an external service provider.

To quote the Recruitment Process Outsourcing Association,

"Recruitment Process Outsourcing is when a provider acts as acompany's internal recruitment function for a portion or all of its jobs.

RPO providers manage the entire recruiting/hiring process from job

profiling through the on-boarding of the new hire, including staff,

technology, method and reporting. A properly managed RPO will

improve a company's time to hire, increase the quality of the
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candidate pool, provide verifiable metrics, reduce cost and improve

governmental compliance."

On the other hand, occasional recruitment support, for example

temporary, contingency and executive search services is more

analogous to out-tasking, co-sourcing or just sourcing. In this examplethe service provider is "a" source for certain types of recruitment

activity. The biggest distinction between RPO and other types of

staffing is Process. In RPO the service provider assumes ownership of

the process, while in other types of staffing the service provider is part

of a process controlled by the organization buying their services.

Recruitment process flowchart


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Recruitment actually starts with placing of the requisitions by the

employers. This is followed by CV search, which can be done by

employment agencies, consultants, job sites, walk ins etc. A databank

is created from which a pool of candidates possessing the required

skills can be drawn. Then comes the recruiters round , the candidates

selected from here enter the self assessment round. Then the

candidates go through the tests , which may be aptitude test,

personality test, ability test, interest test etc. Those qualifying the tests

go through the technical interviews. Candidates selected in the

technical interview undergo the HR interview led by documents


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verification and reference checks. Those successful in the HR round are

offered the job letter and they are finally absorbed in the organization

with an induction ceremony

Selection process

The selection process is a long process commencing with thepreliminary interview of the candidate till the contract of employment.

a) Preliminary interview

It basically deals with scrutinizing the candidates on the basis of

information provided in employment application form. The main

purpose of preliminary interview is to remove visibly unqualified

candidates.

b) Selection test

Job-seekers who pass the screening and preliminary interview arecalled for tests. Different type of tests may be undertaken such as

ability test, aptitude test, personality test, interest test, graphology

test etc.

c) Employment interview

The next step in the selection process is employment interview. Its a

form of formal in-depth conversation conducted to evaluate applicants

acceptability. Its quite flexible and helps in two way exchange of

information.

The selection interviews can be of various types one to one,

sequential, panel

One to one interview comprises of interviewer and interviewee.

Sequential interview involves a series of interviews, usually utilizing

the strength and knowledge base of each interviewer, so that each

interviewer can ask questions related to his subject area, as the

candidate moves from one room to other.

Panel interview consists of two or more interviewers. A panel interviewis less intimate and more formal than one to one and if handled well

can yield a wealth of information.

d) Reference and background checks

Many employers request names, addresses, and telephone numbers

for the purpose of verifying information or perhaps gaining additional


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background information. Previous employers, known public figures,

university professors etc can act as references. Companies normally

seek letters of references or telephone references.

The reference check has basically two advantages-

1. It helps in determining the validity of information provided by thecandidate.

2. Secondly it helps in assessing the potential success of the prospects.

e) Selection decision and job offer

After all the above steps the selection decision is made to hire the

potential candidates who are matching the job requirements. To those

applicants who have crossed all the previous hurdles, job offer is made

through a letter of appointment. Such a letter generally contains a

date by which appointee must report on duty. The appointee must be

given reasonable time for reporting. This is particularly necessary

when he/she is already in employment. In this case the appointee is

required to obtain a relieving certificate from the previous employer.

The company may also want the individual to delay the date of

reporting on duty. Deceny requires non-selected candidates to be told

about their non selection.

f) Contracts of employment

After the job offer has been made and the candidates accept the offer

certain documents need to be executed by the employer and thecandidate. One such document is the attestation form. The form

contains certain vital details about the candidate, which are

authenticated and attested by him/her. Attestation form will be a valid

record for future reference.


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There is also a need for preparing a contract of employment. The basic

information that should be included in the written contract of

employment will be-

1. Job title

2. Duties and responsibilities.

3. Date when continuous employment starts and the basis for

calculating service.

4. Rate of pay , allowances, overtime and shift rates, method of

payments.

5. Hours of work including lunch time, overtime and shift

arrangements.

6. Holiday arrangements.

7. Sickness

8. Length of notice due to and from employee.

9. Grievance procedure

10. Disciplinary procedure

11. Work rules

12. Arrangements for terminating employment

13. Arrangements for union membership14. Special terms relating to rights, to patents and designs,

confidential information and restraints on trade after termination of

employment.

15 Employers right to vary terms of the contract subject to proper

notification being given.


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Job Advertisements

When placing an advertisement for a position there are a number of

legal aspects to consider. For example, descriptions contained in a job

advertisement concerning duties and responsibilities may have an

impact on the final contract of employment and require careful

consideration at the outset of the recruitment process. Job

advertisements are also subject to trade description legislation under

which it may be unlawful for a person to make a statement which he

knows to be false or recklessly to make a statement which is false.

It is also unlawful to refuse a person employment because he is or is

not a member of a trade union or because he/she is unwilling to a

requirement to take steps to become or cease to be or to remain or not

to become a member of a trade union. Therefore any advertisement

which states it is only open to a person who is not a trade union

member would render such an advert unlawful.

However it is the whole area of discrimination where an employer can

render themselves liable to discrimination claims as a result of the

recruitment process including the content of job adverts.


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Discrimination

The Sex Discrimination Act 1995 ('SDA') makes it unlawful to

discriminate in employment on the grounds of gender or marital

status. So, a job advert for a "sales girl" "stewardess" or an advert

saying "must be nimble fingered to work in a predominantly female

environment" which implies packing jobs are restricted to only women

could be likely to be potentially discriminatory.

Direct gender discrimination is less favorable treatment of a woman

than a man (or vice versa) because of her gender, for example a

restaurant puts a card in the window saying that "waiters are

required". This implies men only whereas the advert needs to make

clear that the vacancy is open to both men and women e.g.

"waiter/waitress required".

If an employer refused an interview because they had a policy of not

employing women with children then this would be an example of

direct gender discrimination. Another example would be where an

employer withdraws a job offer when told a female recruit was

pregnant.

Indirect sex discrimination occurs when a condition or a requirement is

applied equally to both women and men, but it affects more women

than men or vice versa is not generally necessary. An employer

advertises for a person who is "six foot tall and plays rugby" when

these requirements are not necessary to do the job.


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The Race Relations Act 1976 ('RRA') makes it unlawful to publish an

advert or to not select/offer a position which discriminates on racial

grounds or to make arrangements for such an advertisement. Racial

grounds include not only grounds of race but also those of colour,

nationality, citizenship or ethnic or national origin. An example of

direct discrimination would be where a shop advertises in a local

newspaper for a Pakistani assistant.

Indirect discrimination occurs when rules, requirements or conditions

that appear to be fair can be shown to put people from a particular

racial group at a greater disadvantage than others. A university which

invites applicants who only speak English as their mother tongue would

discriminate against people who speak English fluently but not as their

mother tongue.

With the Employment Equality (Sexual Orientation) and Employment

Equality (Religion or Belief) Regulations 2003 now in force employers

will need to take care that do not discriminate on the grounds of sexual

orientation or religion. A job advert therefore inviting only Muslims to

apply or top refuse to select for interview or offer a job on these

grounds could be discriminatory.

Selection Process

The employer advertises and receives a number of applications. These

applications must be considered reasonably and fairly, again, so as not

to fall foul of the discrimination legislation. The employer must not

discriminate in their selection for interview, by for example,

deliberately omitting men or women, those from an ethnic minority or

those that are disabled.

It is vital when reviewing applications/interviewing to make notes as to

why a particular candidate was not selected. This will make it a lot

easier should an employer receive a discrimination claim for not calling

for interview/offering the position. It is therefore advisable to keep

records of any applications for a position for at least six months and

preferably nine months after receipt and consideration.


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The employer in terms of the application forms will need to take

special care to ensure that they are not discriminating against people

on the grounds of any disability or the way in which they handle

applications. The Employer should make clear that if the person

applying has difficulty completing the form then to make them aware

of this. Adjustments such as providing an application form in a different

format e.g. type written, telephone tape or email could be used.

Interviews

The employer again may need to consider reasonable adjustments for

the disabled in terms of where the interviews take place and also in

what format and generally as to what questions are asked. Questions

such as whether a female is thinking of having children could lead to a

direct discrimination claim. Therefore the employer should prepare

what questions are to be asked so that they do not give any grounds to

an individual to suggest that they have been discriminated whether on

the grounds of sex, race, disability or otherwise.

References

Where receipt of a satisfactory reference remains a condition of a

contract of employment this needs to be clearly stated in writing at the

time of the offer and commencement of employment. Employers are

not obliged to give a reference (except in certain sectors) but if they do

they must ensure that a reference is not misleading, inaccurate or

unfair. An ex-employer can be liable in damages for any economic loss

suffered (i.e. they did not get the job) as a result of a reference which

is inaccurate, misleading or unfair.

Offers of employment

An offer of employment and acceptance of it by the selected candidate

is governed by a general law of contract. Therefore when an offer of


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employment is made it can only be withdrawn before it is accepted.

However, if an offer is made by an employer which is accepted by an

employee then, if an employer then decides to withdraw it, an

employee is entitled to the notice period under the contract, even if

they have yet to start work for the employer. Again, if an employer

makes an offer of employment subject to certain terms and conditions,

the employer needs to ensure that the terms and conditions are not

discriminatory.

The data was collected by conducting a survey among the recruitment

team and the employees. The method of data collection was simple

random sampling. For this purpose two questionnaires were prepared.

One was for recruitment team and the other was meant for the

employees working at escorts Ltd. The official websites of Escorts, theintranet portals of the company and the search engine Google were

among other sources.

Primary data collection

The primary data collected is through survey conducted in the

organization. The survey was conducted among the employees

working in Escorts. On the basis of feedback through questionnaire and

observation method, the effectiveness of the recruitment process isassessed.

Secondary data collection

The secondary data that is used in the project is taken with the help

of website search and

with the help of reference books mentioned in the bibliography. The

unparallel access of

data with the help of search engine Google has loaded the project withgrowing trends in

the recruitment industry. Also it imbibes the various inputs that were

received from the

practical exposure in Escorts .


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Data analysis

Analysis, involves estimating the values of unknown parameters of the

population and

testing of hypothesis for drawing inferences.

The primary and secondary data that was collected from different

sources is been analysed through various methods-

1. Pie charts

2. Analytical approach

Data interpretation

1. Is the recruitment cell effective in striking a chord of communication

with new hires?

a) Yes 38%


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b) No 6%

c) To some extent 56%

By seeing the above pie-chart , it can be inferred that

Most of the people do agree that the recruitment process is effectiveupto some extent in striking a chord of communication with newhires.

38% of the people are of the opinion that recruitment process iseffective in striking a chord of communication with newhires.

Only 6% people are against the view that the recruitment cell is

effective in striking a chord of communication with new hires.

2. As a new hire were you told about the following things beforehand?

a) Job Profile b) Shift timings

c) Camera mobiles are not allowed d) Cyber regulations

a)

Interpretation

Yes-86%


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No-14%


A large chunk of people i.e. 86% say that they were told abouttheir job profile beforehand.

Only 14% say that they were not told about their job profilebeforehand.

b)

Interpretation

Yes-82%

No-18%


Most of the people say that they were told about their shifttimings beforehand.

Only 18% people are saying that they were not told about shifttimings beforehand.

c)

Interpretation

Yes-64%

No-36%



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Most of the people i.e. 64% say that they were told they weretold beforehand that camera mobiles are not allowed.

Only 36% people refuse that they were told beforehand thatcamera mobiles are not allowed.

d)

Interpretation

Yes-36%

No-64%


Most of the people are of the opinion that were not told about

the cyber regulations. Only 36% of people say that they were told about the cyber

regulations.

3. Was there any person who could assist you in filling up the required

forms on the first

day of joining?

Interpretation


60/75

Yes- 58%

No-42%


A large chunk i.e.58% percent of people say that there was aperson who could assist them in filling up the required forms onthe f

Documents

Submitted in Partial Fulfillment of Degree of Bachelors of Business Administration