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Project report
On
Recruitment and Selection process
AtVardhman Textiles Ltd. Ldh.
Submitted to Punjab University, Chandigarh in partial
fulfillment of requirements of degree of
BACHELOR OF BUSINESS ADMINISTRATION
( Session- 2009-2011)
Under the guidance of: Submitted by:
Ms. Bhavneet Kaur Hartek Singh95042238642
REGIONAL INSTITUTE OF MANAGEMENT & TECHNOLOGY
Mandi Gobindgarh
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CERTIFICATEThis is to certify that project entitledRecruitment and Selection Process at Vardhman
textiles ltd. Ldh.has been submitted to Punjab University , Chandigarh in the partialfulfillment of the requirements for the degree of bachelor of business administration is a
bonafide research work carried out by Hartek Singh (18908000209) under my
supervision and that no part of her project has been submitted earlier to me.
The `assistance and help receiving during the course of investigation has been fully
acknowledged.
Prof. Rishi kesh mourya
Assistant Professor of Business Administration
G.P.C Alour (Khanna)
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ACKNOWLEDGEMENT
Just as a gardener gather roses from an orchard and prepares a garland, with
the aid of the following, I submit my humble project report.
I would like to express my gratitude towards Mr.Rishi kesh mourya (assistant
professor of business administration) without whose support this project would not havebeen completed.
I am deeply indebted to all those employees of Vardhman Textiles Ltd. Ldh. whohelped me in successful completion of the project.
I would express my gratitude towards Mr. MANOJ ARORA, my Teacher & Guidewho helped and educated me as to the way in which the Project should be handled and
report presented.
Last but not the least I would like to acknowledge my parents who provided me therequired encouragement and support.
Shyna kapoor
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DECLARATION
I hereby declare that the project titled Recruitment and Selection Process at Vardhman
Textiles Ltd. Ldh. is an original piece of research work carried out by me under the
guidance and supervision of Mr. RISHI KESH MOURYA. The information has been
collected from genuine & authentic sources. The work has been submitted in partial
fulfillment of the requirement of bachelor of Business Administration to Punjab
University Chandigarh.
SHYNA KAPOOR
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EXECUTIVE SUMMARY
The main objective of research conducted by me was to study the present recruitment and
selection process in the organization at various levels, Role of psychometric test in the
selection process and to study the Effectiveness of psychometric test and recruitment andselection process at Vardhman Textiles Ltd. Ldh.
The Data was collected from people working at Vardhman Textiles Ltd. Ldh.. The
questionnaire was distributed to the following 21 employees of the organisation who are
holding responsible positions in the company.
Executives - 8
Officers - 5
Employees - 7
Secretary - 1
On the basis of the study I found that the present system of decentralized manpower
planning is working efficiently & does not warrant any change. It is more so since the
company have to recruit employees for diversified activities with different qualifications
& experience. The Company has an effective & time tested system of selection &
recruitment which is working satisfactorily. The psychometric tests being currently used
by the Company are serving the purpose of selecting / recruiting employees with right
type of mindset. The employees are satisfied with the current selection procedure. The
present method of selection/recruitment is providing the company with effective &
efficient manpower, which is reflected in the performance of the Company.
Vardhman has evolved through history from a small beginning in 1965 into a modern
textile major under the dynamic leadership of its chairman, S.P.Oswal. His vision and
insight has given Vardhman an enviable position in the textile industry. Under his
leadership, Vardhman is efficiently using resources to innovate, diversify, integrate and
build its diverse operations into a dynamic modern enterprise.
Vardman is the second largest producer of sewing thread in the country. The sewing
thread manufacturing capacity is being expanded from 17 tons per day to 33 tons per dayin its sewing thread plants located at Hoshiarpur, Baddi and Ludhiana. Sewing threads
contributes 11 percent of the group turnover. Chroma is a 100 % mercerized cotton thread
meant for garments which are to be Overdyed. Chroma provides with better strength as
compared to normal cotton threads and also gives better dye affinity.
.
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Table of contents
Chapter 1 Company profile 5-
12
Chapter 2 Introduction 13-
20
Chapter 3 Research Methodology 21-
23
Chapter 4 Data analysis and result 24-28
Chapter 5 Interpretations and discussions 29-44
Chapter 6 Conclusions & Limitations 45-47
Chapter 7 Recommendations 48-49
Chapter 8 Bibliography 50-51
Chapter 9 Questionnaire 52-55
a) Respondents Demographicsb) Questionnaire
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Chapter 1 Company profile
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COMPANY PROFIL EM I S S I O N
Vardhman aims to be world class textile organization producing diverse range of products
for the global textile market. Vardhman seeks to achieve customer delight through
excellence in manufacturing and customer service based on creative combination of state-
of- the-art technology and human resources. Vardhman is committed to be responsible
corporate citizen.
Vardhman Textiles Limited is a textile producer in India. Spanning over 24
manufacturing facilities in five states across India, its business portfolio includes yarn,
greige and processed fabric, sewing thread, acrylic fiber and alloy steel. The Company's
manufacturing facilities include over 8,00,000 spindles, 65 tons per day yarn and fiber
dyeing, 900 shuttleless looms, 90 million meters per annum processed fabric, 33 tons per
day sewing thread, 18000 metric tons per annum acrylic fiber and 100,000 tons per annum
special and alloy steel. The Company operates in five segments: yarn, fabric, sewing
thread, steel and fiber. Its subsidiaries include VMT Spinning Company Limited,
Vardhman Acrylics Limited, VTL Investments Limited, Vardhman Yarns & Threads
Limited, Vardhman Texgarments Limited and Vardhman Textile Components Limited.
Vardhman Textiles, incorporated in 1973, is one of the pioneers in textile industry with
operations in the segments of yarn, sewing thread, steel, and fabric. Formerly known as
Mahavir Spinning Mills, it is a part of Vardhman Group managed by Paul Oswal.
In 1975, Vardhman Textiless first plant was commissioned with 25,088 spindles in
Hoshiarpur, Punjab. In 1977-78, the company set up a 25,000-spindle textile mill at
Malerkotla in Sanazur, Punjab. In 1992-93, a 100% Export Oriented Unit (EOU) was
commissioned by Vardhman Textiless at Mandideep. Both the Malerkotla mill and EOU
unit was awarded the ISO 9002/BIS 14002 by Bureau of Indian Standards (BIS).
In March 1995, its gassed and mercerized dyed yarn project at Hoshiarpur commenced
production.In order to set up 100% EOU located at Baddi, Himachal Pradesh, the
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company formed joint venture with Marubeni Corporation and Toho Rayon of Japan.For
this the company has started new acrylic commercial business in September.
In 1998-99 company set up its 3rd 100% EOU at Mandideep with an installed production
capacity of 25000 spindles.
Company set up unit-II at Ludhiana in order to expand its sewing thread capacity.
Company entered an agreement with Amercian & Effird Inc., USA to manufacture
superior sewing thread.
Much later in 2004 the textile business of Vardhman Spinning and General Mills was
merged with Vardhman Textiles. The company added new units of Looms and Rotors
with a installed capacity of 264 Nos and 528 Nos respectively
Companies like VMT Spinning Company (VMT), Vardhman Threads (VTL) and
Vardhman Yarns & Threads and Vardhman Acrylics are the subsidiaries of Vardhman
Textiles. Vardhman Textiles is promoted by Ludhiana based Vardhman Group, a major
textile business house in India.
Company has received ISO 9002/ ISO 14002 certification for its quality management.
Vardhman Textiles exports its products to more than 25 countries and has a strong
presence in markets like the EEC, USA, Canada, China, Japan, Korea, Mexico, Brazil and
Mauritius, Middle East.
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PRODUCT
Yarn: Under this segment, the company manufactures wide range of yarn such as Grey
Cotton, Grey Acrylic, Crayons, Hank Dyed Acrylic, Vardhman Knitting, Gassed
Mercerised Cotton and many more.Companys annual manufacturing capacity of yarn is
to 98,736 MT.
Fabrics- Company manufactures fabric for shirting and bottom weights. It produces
fabrics of various types viz. 100% Cotton, Polyester cotton, Chief Value Cotton and
Cotton Stretch. Companys fabric manufacturing capacity is 30 million meters per annum
Sewing Threads- Company manufactures wide range of threads such as cotton, polyster,
core spun (polyester cotton/ polyester polyester), trilobal embroidery thread, bonded nylon
and lubricated nylon thread including specialized threads like button fusing, bead fusing
and anti wicking, button shanking, indigo dyed and so on.
Steel- Under this, company has an installed capacity of 1,00,000 Metric tonnes per annum.
Awards
The Company was awarded Golden trophy by Textile Export Promotion Council
(Merchant Export Category for Fabrics) for the various export performance in the year
1993-94.
Vardhman Textiles received the award of merit from the Government of India in the year
1994-95 and 1995-96.
Vardhman Group (Parent Company)Vardhman Group was set up in the year 1965 at
Ludhiana, Northern India. The group has business interest in area of Yarns, Fabrics,
Sewing Threads, Fibre and Alloy Steel. Vardhman group is one of the largest spinning
group of the country with a spindlage of over 5,50,000.
The group has 12 production plants located in the states of Punjab, Himachal Pradesh and
Madhya Pradesh. Currently the group has manufacturing capacity of approximately 25
metric tonne/per day of sewing thread in its plant at Hoshiarpur, Ludhiana, Baddi and
Perundurai. Currently the group employs 20,000 people.Future ProspectsVardhman
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Textiles is undertaking Research and Development activities in order to develop of new
products and for improvement in the production process and quality of products.
History
Date of Establishment 1973
Revenue617.27 ( USD in Millions )
Market Cap 16231.229145 ( Rs. in Millions )
Corporate AddressChandigarh Road,, Ludhiana-141010, Punjab
www.vardhman.com
Management Details
Chairperson - Paul Oswal
MD - Paul Oswal
Directors - A K Chakarborty, A K Kundra, Ajay Kumar Chakraborty, Amita Narain,
Arun Kumar Purwar, Ashok Kumar Kundra, Darshan Lal Sharma, Neeraj Jain, Paul
Oswal, PRAFULL ANUBHAI, Rajeev Thapar, Sachit Jain, SACHITJAIN , Shravan
Talwar, Subash Khanchand Bijlani, Suchita Jain, Triloki Nath Kapoor, VIPIN GUPTA
Business Operation Textile Spinning
Background
Vardhman Textiles, incorporated in 1973, is one of the pioneers in textile industry with
operations in the segments of yarn, sewing thread, steel, and fabric. Formerly known as
Mahavir Spinning Mills, it is a part of Vardhman Group managed by Paul Oswal.
In 1975, Vardhman Textiless first plant was commissioned with 25,088 spindles in
Hoshiarpur, Punjab. In 1977-78, the company set up a 25,000-spindle t
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FinancialsTotal Income - Rs. 28318.246 Million ( year ending Mar 2010)
Net Profit - Rs. 2137.63 Million ( year ending Mar 20
Company SecretaryVipin Gupta
BankersAuditors-SC Vasudeva & Co
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Chapter 2 Introduction
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INTRODUCTION
RECRUITMENT
Recruitment is the process of finding out qualified persons for organizational
vacancies. It is a linking activity bringing together those with jobs and seeking jobs.
It is a process to discover sources of manpower to meet the requirements ofstaffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of efficient working force.
The recruitment process has two major goals:-
Generate a large pool of applicants
Providing enough information for individual to self select out of theProcess.
SOURCES OF RECRUITMENT
Advertisements: - advertisement in newspapers and journals are a widely used sourceof recruitment. The advantage of this is it covers millions of persons throughout the
country. Cost per person is very low. This method has a wide reach.
Employment agencies: - government of India has established public employmentexchanges throughout the country. These exchanges provide information about job
vacancies to the job seekers and help employers in identifying suitable candidates.
Recommendations: - when present employees are asked to recommend the candidate atype of preliminary screening takes place. Present employee knows both the company and
acquaintance and presumably would attempt to please both.
Campus recruitment: - various institutes like IIMs, IITs, engineering colleges,medical colleges and good universities are a good source for recruiting well-qualified
executives. They provide facilities of campus recruitment and placements
.
Labor contractors: - manual workers can be recruited through contractor who
maintains close contacts with the sources of such workers.
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Walk INS and unsolicited interviews: - unsolicited applicants both at the gate andthrough mail constitute a much used source of personnel. These can be developed throughprovision of attractive employment office facilities and prompt and courteous replies to
unsolicited letters.
Electronic recruiting through World Wide Web: - candidates visit various sites just
in search of jobs and send their resumes by mail.
SELECTION
Selection is the procedure to assess applicants against the criteria established in the
job description in order to predict which job applicants will be successful when hired.The main aim of selection process is to match the employee with the job. Thus, an
effective and efficient selection aims to touch the ideal mark in person-role match.
OBJECTIVES OF SELECTION PROCESS
An efficient selection process aims to achieve the following: -
To predict which job applicants would be successful if hired.
To inform and sell the candidate on the job and organization.
THE SELECTION PROCESS
The selection process may undergo few or all of the following steps: -
Initial screening interview
Application form
Employment tests
Assessment centers
Comprehensive interview
Background investigation
Physical examination
Final Employment Decision
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SELECTION PROCESS - DETAILED VIEW
16
JOB SUCCESS CRITERION
What distinguishes successful
performance from unsuccessful
performance? How is it measured?
JOB DESIGN
What are the duties and responsibilities
of the individual worker? What work
does the individual perform for the
organization?
ORGANISATIONAL GOALS
Why does the organization exist? What
are its goals and objectives?
SELECTION INSTRUMENTS
Selection instruments are available
for determining if the applicant
possesses the desired traits and skills.
JOB SPECIFICATION
What individual competencies or traits,
skills and equalities are related to
successful erformance.
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DIFFERENT LEVEL COMPETENCIES
TOP LEVEL
1. Vision.
2. Mission.
3. Planning.4. Administration and control.
5. Global adjustment.6. Social intelligence.
MIDDLE LEVEL
1. Knowledge of human behavior.
2. Diplomacy.3. Good at developing rapport with internal and external customers.
4. Communication and presentation skills.
5. Dynamic and Energetic.
WORKER LEVEL
1. General ability2. Intelligence and memory
3. Overall personality
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PSYCHOLOGICAL TESTING AND
ASSESSMENT
PSYCHOLOGICAL TESTING
Psychological testing is the process of measuring psychology related variables by
means of devices or procedures designed to obtain a sample of behavior. In psychological
testing, a typical objective is to measure the magnitude of some psychological trait. Forexample, intelligence testing will be confined to obtaining the numerical gauge of the
examinees intelligence.
PSYCHOLOGICAL ASSESSMENT
Psychological assessment is the gathering and integration of psychology related
data for the purpose of making a psychological evaluation accomplished through the use
of tools such as tests, interviews, case studies, behavioral observation, and speciallydesigned apparatuses and measurement procedures. Here, the objective extends beyondobtaining a number to reflect the absence or strength of some psychological trait.
TOOLS OF PSYCHOLOGICAL ASSESSMENT
THE TEST:
A test is simply a measuring device or procedure. Psychological test is a
measuring device or procedure designed to measure variables related to psychology e.g.
intelligence, personality, aptitude, interests, attitudes and values. A psychological test
almost always involves the analysis of a sample of behavior. The behavior sample couldrange from responses to a pencil and paper questionnaire to oral responses to questions to
performance of some task.
Psychological tests may differ on a number of variables such as content, format,
administration procedures, scoring and interpretation procedures, and psychometric and
technical quality. The content of the test will, of course, vary with the focus of theparticular test. But even two psychological tests purporting to measure the same construct
for example, personality-may differ widely in item content because of factors such as
the testy developers definition of personality and the theoretical orientation of the test.Format is also used to refer to the form in which a test is administered-computerized,
pencil-and-paper, or some other form. When making specific reference to a computerizedtest,format also refers to the form of the software-IBM- or apple compatible.
Tests differ with respect to their technical or psychometric quality. A good test
measures what it purports to measure in a consistent way and if two tests purport to
measure the exact same construct, the test that measures the construct better is the betterinstrument.
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THE INTERVIEW
Interview can be defined as method of gathering information through direct,
reciprocal communication.The form any interview takes depends on many factors including the purpose and
objectives of the interview, time or other limitations or restrictions, or willingness of the
interviewee to respond. Interviewers themselves vary widely with respect to variables
such as their pacing of interviews, the extent to which they develop a rapport with theirinterviewees, and the extent to which they convey genuineness, empathy and sense of
humor.
BEHAVIORAL OBSERVATION
Direct observation of behavior frequently proves the most clinically useful of allassessment procedures. Behavioral observation has proved to be a very useful assessment
procedure, particularly in institutional settings.
WHO, WHAT AND WHY OF PSYCHOMETRIC TESTS
Who are the parties?
The test developer
Test developers create tests or other types of methods of assessment.
Recognizing that tests and the decisions made as a result of their administration can have a
significant impact on test takers lives, a number of professional organizations have
published standards of ethical behavior that specifically address aspects of responsible testdevelopment and use.
The test user
The test user has ethical obligations that must be fulfilled even before any testtaker is exposed to a test. For example, the test must be stored in a way that reasonably
ensures that its specific contents will not be made known in advance- leaving open the
possibilities of irregularities later. The test administrator must be familiar with the test
materials and procedures and have at the test site all the materials needed to properly
administer the test. Distracting conditions such as noise, excessive heat etc. should beavoided at the test site. A good rapport between the examiner and the examinee is
important.
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The test taker
On the day of the test administration, test takers must vary on a continuum withrespect to various variables including:
The amount of test anxiety they experience
Their capacity and willingness to cooperate The amount of emotional distress being experienced
The extent to which they are alert and wide awake as opposed to nodding out.
The extent to which they have received prior coaching
The extent to which they are lucky and can beat the odds on a multiple choice testeven though they may not have learned the subject matter.
IMPORTANCE AND USE OF PSYCHOLOGICAL TESTS
IN BUSINESS SETTINGS
In the business world, tests are used in many areas, particularly human resourcemanagement. Personnel psychologists use tests and measurement procedures to assesswhatever knowledge or skills an employer needs to have assessed.
A wide range of achievement, aptitude, interests, motivational and other tests may
be employed in the decision to hire as well as in related decisions regarding promotions,transfer, performance, job satisfaction and eligibility for further training.
EVALUATING THE QUALITY OF TESTS
WHAT IS A GOOD TEST OR ASSESSMENT
PROCEDURE??
The criteria for a good test would include clear instructions for administration,
scoring and interpretation. It would also seem to be a plus if the test offered economy inthe time it takes to administer, score and interpret it. Good test should measure what it
purports to measures.
For a good test, the following must be taken into account:-
Reliability
Validity
Norms
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Chapter 3 Research
Methodology
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RESEARCH METHODOLOGY
TITLE: - Recruitment & selection process in Vardhman Textiles & role ofpsychometric tests.
OBJECTIVE: -
1)To study the present recruitment &selection process in the organization atvarious levels.
2) Role of psychometric test in selection process.
3)Effectiveness of psychometric test, recruitment &selection process in theorganization
DATA COLLECTON: - Data was collected from people working in the
organization.. of Vardhman Textiles Ltd. Ludhiyana.
The questionnaire was distributed to the following 21 employees of the organization who
are holding responsible positions in the company.
Executives - 8
Officers - 5
Employees - 7
Secretary - 1
METHODS FOR DATA COLLECTION: -The data for thisresearch has been collected both from primary as well as secondary sources.
PRIMARY SOURCES WERE:
Direct Observation: I collected the data for this research by directobservation method. I made frequent visits to the office, which provided
me a clear understanding and view about the attitude and behavior of the
employees at the workplace.
Personal Interview: I also collected data through personal interviewmethod. The interview was quite unstructured but focused one. It was to
explore the needs, desires and feelings of respondents.
Questionnaire Method : the questionnaire in printed form was sent to thesuperiors as well as the subordinates with a request to fill it. There was a
systematic and particular question sequence. The data I got from this
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questionnaire proved to be very valuable for me in this research. The
aforesaid questionnaire is attached in the annexure.
SECONDARY SOURCES WERE:
Annual reports and other publications of the organisation
Reference Books
PROCEDURE:
The procedure for the research conducted was as follows:
Study the present system from the recruitment and selection policy ofthe organization.
By studying and analyzing current psychometric test used inorganisation and their benefits.
Designing a questionnaire
Administration of the questionnaire of the people working in theorganisation.
Arriving at conclusions.
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Chapter 4 Dataanalysis and results
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2. Are the present sources of recruitment able to cater to the need of the
organisation: -
Reply ofrespondents
No. ofrespondents
Percentage oftotal
respondentsyes 19 90%
no 2* 10%
Total 21 100%
*The two felt that the recruitment should be done through advertisements only in national
dailies so that better persons could be selected from a wider basket.
Are the present sources of recruitment able to
cater to the need of the organisation
90%
10%
yes
no
COMMENTS:- It is not warranted since it will make the basket too big for filling a smallnumber of vacancies caused now & then.
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3. Role of psychometric tests being used in recruitment selection process.
Reply of
respondents
No. of
respondents
Percentage of
total
respondents
yes 21 100%
no 0 0%Total 21 100%
All the 21 employees expressed satisfaction over the psychometric test being currently
used in the company. They found it very useful in recruiting/selecting employees with
right type of mind set for the jobs they have to perform.
Role of psychometric tests being used
in recruitment selection process
100%
0%
yes
no
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4. Is the present selection procedure providing effective & efficient
manpower?
Reply of
respondents
No. of
respondents
Percentage of
total
respondentsyes 19 90%
no 2 10%
Total 21 100%
All responded affirmatively. One officer & one engineer, however, shared couple of
instances when wrong people were got selected / recruited and who had to be shunted outafter following due process & paying compensation as stipulated.
Is the present selection procedure providing effective &efficient manpower
90%
10%
yes
no
COMMENTS: -
Considering that the Company have reasonable large workforce, 2 instances of the nature
referred to above were negligible & could have happened in any situation.
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Chapter 5
Interpretations and
discussions
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INTERPRETATION AND DISCUSSIONS
As the second objective of the research was to study the role of psychometric test in the
selection process, various psychometric test used in the organization was analyzed.
PROCESS OF RECRUITMENT
Recruitment begins by specifying the human resource requirements, initiatedactivities and actions to identify the possible sources from where they can be met,
communicating the information about the jobs, terms and conditions and prospects they
offer, and enthuse people who meet the requirements to respond to the invitation by
applying for jobs. Thereafter, the selection process begins.
The whole organization is composed of six departments:
PRODUCTION DEPARTMENT
QUALITY ASSURANCE DEPARTMENT
PURCHASE DEPARTMENT
MATERIALS DEPARTMENT
HUMAN RESOURCES DEPARTMENT
FINANCE DEPARTMENT
PRODUCTION DEPARTMENT
The production department is designed in the following manner.
At level 1, there is a GENERAL MANAGER (manufacturing)
At level 2, there is a MANAGER (manufacturing) who is under the GM (mfg)
At level 3, there is an ASSISTANT MANAGER (molding) who is under theManager (Mfg)
At level 4, there is an ENGINEER (maintenance) who is under the Manager
(mfg)At level 5, there are three ENGINEERS (molding) who are under the
Assistant Manager (mldg) and there are three ENGINEERS
(Production) who are under Manager (mfg)At level 6, there is a RECEPTIONIST who is under the Manager (mfg)
QUALITY ASSURANCE DEPARTMENT
There is an Quality assurance ENGINEER who is under the GM (Mfg).
PURCHASE DEPARTMENT
There is a Senior Purchase MANAGER under whom an ASSISTANT Purchase Manager
is working.
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MATERIALS DEPARTMENT
There is a Senior Manager (Materials management) and an officer who is working under
him and another officer who is working under this officer.
HUMAN RESOURCES DEPARTMENT
There is a GENERAL MANAGER (HR) at the top level.
There is HR MANAGER who is working under GM (Hr)
There are 2 officers (HR) who are working under the Manager (HR)The receptionist is also working under Manager (HR)
FINANCE DEPARTMENT
There is a Senior MANAGER (Finance)
There is a DEPUTY MANAGER who is working under Senior Manager (Fin)There is an officer who is working under Deputy manager
Recruitment in the organization takes place at three levels:-
OPERATING LEVEL
STAFF LEVEL
MANAGERIAL LEVEL
The current recruiting process for various levels is as follows:
OPERATING LEVEL:
The requirements generate from the production line. Then an approval for
recruiting the candidates is required from the corporate cell, which is then forwarded toHR department.
The various recruiting sources used are:
Word of mouth
Consultants
Employee network
Employment exchange
Advertisements through posters
Then the eligible candidates are called for introductory interview and they are short
listed by HR manager. After this the candidates have to go through numerical ability and
general aptitude test, which is provided in both the languages, Hindi and English. Then thesuccessful candidates go through a comprehensive interview including the job skills,
which is taken, by the line manager or engineer. Then the final selection interview is taken
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by the HR manager. Then the finally selected candidates fill the form to enter into the
organization.
STAFF LEVEL:
The requirements generate from the production line. Then an approval for recruiting the
candidates is required from the corporate cell which is then forwarded to corporate HR in
the recruitment cell.
The various recruiting sources are:
Consultants
Employee network
The eligible candidates are called for an introductory interview taken by junior HR
executive then the short listed candidates have to go through comprehensive interview
taken by the line manager. After that the interview is taken by the general manager HRthen the final selection interview is taken by the HR manager and the finally selected
candidates are into the organization.
TOP LEVEL
The requirements generate from the inner business plan. The recruiting source here is the
headhunter who finds the few best valuable persons for the particular top level designationthroughout the whole industry. Then the most valuable person out of all is short listed by
the GM {HR} and finally is selected by the chairman of the company.
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PURPOSE OF SELECTION
The purpose of selection is to pick up the most suitable person who would match
the requirements of the job and the organization best. The emphasis in selection is,
therefore, optimal match between the person and the job. Now the question arises as to
which is the dependent variable: Person or job? Some organizations emphasize onselecting the right person for the right job. Here the job is usually considered constant and
the person is sought to be fitted into the job. Creative and innovative organizations,instead, see to find the right job for the right person. They select key professionals who
can knit together and leave structuring of the tasks to themselves.
For the selective process to remain dynamic and purposive, organizations need tobe continually focus attention and understand the chemistry between people and jobs.
CRITERIA OF SELECTION
Selection criteria are usually based on how the applicant is rayed in terms of
likelihood of the job. The criterion of selection needs to be critical to the job. The key jobdimensions identified in the job analysis and job description. Provide the basis fordetermining the relevant criteria. This includes measuring educational qualifications,
technical skills, aptitude, interest, and personality traits.
SELECTION CRITERIA FOR MANAGEMENT RECRUITMENT
Top management Middle management Lower management
Integrity Integrity Integrity
Leadership Loyalty Energy
Maturity Job knowledge and skills LoyaltyInitiative Initiative, drive Mental Alertness
Drive Maturity Manner and Attitude
Resourcefulness Energy level MotivationLoyalty Leadership Ambition
Organizational skills Communication
Communication IntelligenceConfidence Relevant qualification/education
Intelligence
Mental alertness
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For improving the current recruitment and selection process in the organization, use of
standardized PSYCHOMETRIC TESTS should be introduced. These tests are used for
recruitment and selection process at each level-
OPERATING LEVEL
MIDDLE LEVEL
TOP LEVEL
Some standardized Psychometric tests are as follows:
OPERATING LEVEL:
WORKER PERSONALITY SCALE
OCCUPATIONAL STRESS INDEX
BHATIAS TEST BATTERY:
1. KOHS BLOCK DESIGN TEST
2. PATTERN DRAWING TEST3. PICTURE CONSTRUCTION TEST
MIDDLE LEVEL:
FUNDAMENTAL INTERPERSONAL RELATIONS ORIENTATION-BEHAVIOR
STATE TRAIT ANXIETY TEST
COMPREHENSIVE INTEREST SCHEDULE
EMOTIONAL STABILITY QUESTIONNAIRE
TOP LEVEL:
I6 PERSONALITY FACTORS TEST
LOCUS OF CONTROL SCALE
GLOBAL ADJUSTMENT SCALE
SOCIAL INTELLIGENCE SCALE
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PSYCHOMETRIC
TEST
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EXPLANATION OF STANDARDIZED
PSYCHOMETRIC TEST
TOP LEVEL TESTS
TITLE OF THE TEST: SOCIAL INTELLIGENCESCALE (SIS)
PURPOSE:
IT IS BASICALLY THE ABILITY TO UNDERSTAND AND DEAL WITH
PERSONS EFFECTIVELY.
SUMMARY:
The intelligence quotient is not identified with a particular type of score on a
particular test, but is often a shorthand designation for intelligence. However, a moreprecise approach to the context yields a number of definitions for the term.
Intelligence is general mental adaptability to new problems and situations of life or
in other words, it is the capacity to reorganize ones behavior patterns so as to act more
effectively and more effectively and more appropriately in novel situationsA second type of definition states that intelligence is the ability to learn. According
to this definition, a persons intelligence is a matter of the extent to which he is educable,
in the broadest sense. The more intelligent the individual is, the more readily andextensively is he able to learn, hence, also, the greater is his possible range of experience
and activity
An operational definition proposed is what intelligence tests measure. Many arguethat intelligence is not the same as other psychological terms like learning, thinking,
problem solving, attainment, or achievement?
E.L. Thorndike has divided intelligent activity into three types:
1. Social intelligence or ability to understand and deal with persons.
2. Concrete intelligence or ability to understand and deal with things as in skilled tradesand scientific appliances.
3. Abstract intelligence or ability to understand and deal with verbal and mathematical
Symbols.The merit of this classification of types of intelligent activity, for psychological
tests, is that it indicates several realms in which persons might be functioning and implies
that separate and sufficiently specialized tests might be devised to measure howeffectively persons are functioning in each.
The problem of understanding the behavior of people in face-to-face contacts ofempathy of person perception, and of social sensitivity, and problems of influencing
or managing the behavior of others have been recognized for a long time, but little
systematic work has been done on basic understanding of those phenomena.
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E.L. Thorn dike had pointed out that there is an aspect of personality that can be
called social intelligence, distinct from concrete and abstract intelligence.
Guilford suggested that social intelligence could be accounted for as a fourthcategory of information. It carries the implication that there are 30 abilities involved in
social intelligence as specified by structure of intellect theory, six abilities for dealing with
different products of information within each of the five operation categories.
The initial selections of the dimensions that measure social intelligence weredetermined on the basis of the judgment of 25 experts in the field of behavioral sciences.
In order to construct the scale the dimensions of social intelligence were selected in ascientific manner. Following, this a final list of 8 dimensions was selected and retained for
final inclusion in the scale.
The 8 dimensions that measure social intelligence are:-
1. Patience: - Calm endurance under stressful situations.
2. Co-operative ness: - Interaction in a pleasant way to be able to view matters from allangles.
3. Confidence Level: - Trust in oneself and ones chances.4. Sensitivity: - To be acutely aware of and responsive to human behavior.5. Recognition of social environment:- Perceive the nature and atmosphere of existing
situation.
6. Tactfulness: - Perception of the right thing to say or to do.7. Sense of Humor:- Capacity to feel and cause amusement.
8. Memory: - Remembrance of all relevant issues, names and faces of people.
LANGUAGES:-
ENGLISH
USES:
It is used for employee assessment
It is used for recruiting and selecting employees on the basis of ability to deal with
persons.
LEVEL:
TOP LEVEL
TIME LIMIT:
It is a power test so, it has no time limits.
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MIDDLE LEVEL TESTS
TITLE OF THE INSTRUMENT :STATE TRAIT ANXIETY TEST (STAT)
PURPOSE:
This instrument can be used as a reliable measure of anxiety in a rapid, objective,
and standard manner. Apart from the total anxiety, it also measures dimensions: Guilt
proneness, Maturity, Self-control, Suspiciousness, and Tension.
SUMMARY:
Present day civilization is heading towards the industrialization and mechanization. In
this era, new social process where competition, conflict, social differentiation, economic
inflation, rising cost of living, migration etc. combine together to make up a disorganizedsociety in which we live today. Therefore, the present age in which we live today is the
age of anxiety and anxiety manifestations are certainly widespread. There are many
situations in which accurate assessment of anxiety is of prime importance. It has become
very necessary to have a standard and dependable measure of anxiety. It can also be usedfor analyzing the stress reactions to internal disturbances.
In many cases, anxiety has been measured by observation and interview. But, there
are many reasons like lack of frankness, differences in the use of words, lack ofstandardized situation, which make the accurate interview estimate very difficult.
The main reason behind this is that anxiety definitions vary from individual to
individual. Anxiety may be defined as an unpleasant emotional state in which a presentor continuing strong desire or drive seems likely to miss its goal. Or it may be taken as a
fusion of fear and fearsome threat without the individual being able to say what he thinks
threatens him.
AUTHOR: By Psy Com
LANGUAGES:
English
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USES :
STAT can be used to assess the anxiety pattern. The detailed use of the instrumentis explained below:-
Anxiety may be defined as an unpleasant emotional state in which a present or
continuing strong desire or drive seems likely to miss its goal. The standard anddependable measures of anxiety can be used for analyzing stress reactions to internal
disturbances.
DIMENSIONS OF ANXIETY:
There are five anxiety related dimensions included in the test:-
1. Tension
2. Guilt proneness3. Maturity
4. Suspiciousness
5. Self control
SCORING INTERPRETATION OF ANXIETY DIMENSIONS
a) TENSION:
High Score: - The person who scores high on tension tends to be very tense, excitable,
frustrated, restless and impatient and easily fatigued. In groups, he takes a poor view ofdegree of leadership and unity.
Low Score: - The person who scores low on tension tends to relax, composed, satisfiedand not frustrated at all in difficult situations. But an extremely low score may lead to
laziness and low performance.
b) GUILT PRONENESS:-
High score: The person who scores high on this dimension tends to be depressed, moody,
troubled. They have childlike tendency to anxiety in difficulties. He does not feel acceptedor free to participate in groups. These are considered as ineffective speakers, are rigidly
task oriented and have few friends.
Low score:-These are self assured, confident, mature and have unshakeable nerve to deal
with easy and difficult situations.
c) MATURITY: -
High score: - The person with high score on maturity is easily affected by feelings andtends to be low in frustration tolerance. These are emotional, easily annoyed and
dissatisfied.
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Low score: - Low scoring individuals on this dimension are emotionally stable, calm and
face reality. They are realistic about life , unruffled and possess ego strength.
d) SUSPICIOUSNESS: -
High Score: - The person tends to be suspicious, doubtful, hard to fool, self-opinionated.
He is generally unconcerned about other people and a poor team member.
Low Score: - Low scoring individual on this dimension is trusting, adaptable, cheerful,uncompetitive, concerned, good team worker and easy to get with.
e) SELF CONTROL:-
High Score: - The person scoring high will not be considerate, careful, and painstaking.
He is not bothered with regard for social demands. He is generally careless of protocolsand follows his own urges.
Low Score:- The person scoring low has strong control over his emotions and generalbehavior. He is careful, socially mature, socially aware and self respecting. They havegood leadership abilities.
LEVEL:
It can be used for middle level managers.
ADMINISTRATION:
Administration of STAT is very simple and non stressful. The STAT has been
designed for self-administration with little supervision required. The examiner should notindicate to the subject that scale is a anxiety scale, nor that the STAT printed on the
booklet stands for State Trait Anxiety Test. It should be referred to as an attitude scale.
Environmental conditions should be adjusted to provide a comfortable testing setting.
TIME LIMIT:
This scale is a power test, i.e., there is no time limit but it typically requires about
10 minutes on an average to complete the test.
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WORKER LEVEL TESTS
TEST: OCCUPATIONAL STRESS INDEX (OSI)
PURPOSE:
It basically measures the extent of stress, which employees perceive arising fromvarious conditions and constituents of their job.
SUMMARY:
As we are living in an era of growing complexities, pressures where human
constitution and capacities are being taxed severely therefore stresses relating to the jobhave become predominant feature of the modern life, exerting for reaching effects on focal
employees behavior and adjustments on as well as off the job. This is the reason that
systematic studies of stress in organizational setting have increased dramatically over thepast one decade. Recently, job stress has come into prominent work related research topic.
Stress is interaction between person and environment. There is potential for stress
when an environmental situation is perceived as presenting demand which threatens toexceed the persons capabilities and resources for meeting it, under conditions where he
expects a substantial differential in the rewards and costs from meeting the demand versus
not meeting it.
The psychologists and management scientists have different views about potential
psychological and situational conditions or job factors which cause job stress. The
researchers engaged in analyzing the antecedents and consequents of job stress havereported different physical and psychological conditions at work as potential stressors.
OSI purports to measure the extent of stress which employees perceive arisingfrom various constituent and conditions of their job.
The items relate to relevant components of the job which cause stress areRole overload
Role ambiguity
Role conflictGroup and political pressures
Responsibility for personsUnder participationPowerlessness
Poor peer relations
Intrinsic impoverishment
Low statusStrenuous working conditions
Un-profitability
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LANGUAGES:
ENGLISH
USES:
It is used for employee assessment It is used for selecting and recruiting the employees on the basis of the level of
stress involved in a particular job.
LEVEL:
WORKER LEVEL
TIME LIMIT:
Total time required is 15 minutes approx.
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As the third objective of the research was to study the effectiveness of the psychometric
test and recruitment & selection process in the organization aSummary of responses to material questions along with our comments is placed below: -
1. Do you find decentralized manpower planning effective-
Reply ofrespondents
No. ofrespondents
Percentage oftotal
respondents
Yes 18 86%
No 3 14%
Total 21 100%
The 3, who did not find decentralized manpower planning effective were of the opinion
that the centralized manpower planning for the company will comparatively be
economical & meet its requirements.
2. Are the present sources of recruitment able to cater to the need of the
organisation: -
Reply of
respondents
No. of
respondents
Percentage of
totalrespondents
Yes 19 90%
No 2* 10%
Total 21 100%
*The two felt that the recruitment should be done through advertisements only in nationaldailies so that better persons could be selected from a wider basket.
3. Role of psychometric tests being used in recruitment selection process.
Reply ofrespondents
No. ofrespondents
Percentage oftotal
respondents
Yes 21 100%
No 0 0%
Total 21 100%
All the 21 employees expressed satisfaction over the psychometric test being currently
used in the company. They found it very useful in recruiting/selecting employees with
right type of mind set for the jobs they have to perform.
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4. Is the present selection procedure providing effective & efficient manpower?
Reply of
respondents
No. of
respondents
Percentage of
total
respondents
Yes 19 90%
No 2 10%Total 21 100%
All responded affirmatively. One officer & one engineer, however, shared couple of
instances when wrong people were got selected / recruited and who had to be shunted outafter following due process & paying compensation as stipulated.
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Chapter 6
Conclusions &
Limitations
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CONCLUSION
In fine, it may be concluded that: -
1. The Company has an effective & time-tested system of selection & recruitment,
which is working satisfactorily.
2. The psychometric tests being currently used by the Company are serving thepurpose of selecting / recruiting employees with right type of mindset.
3. The employees are satisfied with the current selection procedure. The present
method of selection/recruitment is providing the company with effective &efficient manpower, which is getting reflected in the performance of the Company
& is its market image as also its reputation, which has improved significantly over
the years.
4. The present system & process of selection & recruitment followed by the
Company, in the view of the forgoing, does not warrant any change. .
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Limitations of the study:
1. Many employees were not ready to fill up their questionnaire.
2. Employees were not aware about the tests of selection and recruitment
3. There is no participative type of management in the organization.
4. The employees data collected does not seem to be true and accurate.
5. Many employees were left for the questionnaire... it may be assumed
that their views will be different than the selected employees for
questionnaire.
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Chapter 7
Recommendations
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RECOMMENDATION
1.The present system of decentralized manpower planning is working efficiently and does
not required any change right now but keeping in mind the future needs of organisation
changes should be incorporated to maintain the level of efficiency and effectiveness. It is
more so since the company have to recruit employees for diversified activities withdifferent qualification and experience.
2. Role of psychometric test plays very important role in selection & recruitment process
in the organisation. It serves the purpose of recruiting/selecting employees with right type
of mindset.
3. As various tests are used in recruitment and selection process in the organisation, the
process become very lengthy. So appropriate steps should be taken to reduce this time
frame as short as possible.
4. Knowledge and awareness about various tests used in recruitment and selection shouldbe provided to employees as to reduce the resistance towards those tests.
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Chapter 8
Bibliography
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.
Bibliography
Saiyadain, M. HumanResourse Management, Tata McGraw Hill, 1986, New
Delhi.
Ghosh, P.k. and Ghorpade, M.B. Industrial Psychology. 1996.Bombay: Himalaya.
Anne, Anastari.Psychological Testing in Industry.1976.
Blum, M.l. and Naylor, J.c. Industrial Psychology, Theoretical and SocialFoundations, International Edition, 1987, Newyork-row,
Cascio, W.f. Managing Human Resource. McGraw, 1987 Hill, New York.
Decenzo, D.A.and Robbins, Personnel/Human Recourses Management,1974,Prentice Hall Of India, New Delhi.
Pace, R.w., Philip C. Smith and Mills, G.E Human ResourseDevelopment,Prentice Hall, 1982, Englewood Cliffs,
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Chapter 9
QUESTIONNAIRE
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RESPONDENT DEMOGRAPHICS
TOTAL NO: 22
EXECUTIVES = 22
OFFICERS = 5
ENGINEERS = 7
SECRETARY = 1
AGE GROUPS
20-25 = 1
25-30 = 4
30-35 = 6
>35 = 10
GENDER
MALE = 18
FEMALE = 3
QUALIFICATIONS
GRADUATES = 8
POST GRADUATES = 8
DIPLOMA HOLDERS = 5
WORK EXPERIENCE
FRESHERS = NIL
0-2 YRS = NIL
2-4 YRS = 1
5-10 YRS = 5
10 YRS = 14
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QUESTIONAIRE
NAME:
1. POSITION HELD IN ORGANISATION:-EXECUTIVE
ENGINEER
OFFICER
CLERK
OTHERS
2. AGE:-
20-25 YRS
25-30 YRS
30-35 YRSABOVE 35
3. GENDER:-
MALE
FEMALE
4. QUALIFICATION:-
GRADUATE
DIPLOMAPOST GRADUATE
OTHERS
5. WORK EXPERIENCE: -
FRESH
0-2 YRS
2-4 YRS
5-10 YRS
ABOVE 10 YRS
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1. DO YOU FIND DECENTRALIZED MANPOWER PLANNING EFFECTIVE
FOR YOUR ORGANIZATION?
YES NO
ANY COMMENTS
2. ARE THE PRESENT SOURCES OF RECRUITMENT ABLE TO CARTER THE
NEED OF THE ORGANIZATION ?
YES NO
ANY SUGGESTIONS:
3. ROLE OF PSYCHOMETRIC TESTS CURRENTLY BEING USED IN
RECRUITMENT AND SELECTION PROCESS ARE:-
SATISFACTORY UNSATISFACTORY
ANY SUGGESTIONS
4. ARE YOU SATISFIED WITH SELECTION PROCEDURE CARRIED OUT
PRESENTLY, OR DO YOU THINK PRESENT SELECTION PROCEDURE
PROVING THE ORGANIZATION WITH EFFECTIVE &EFFICIENT
MANPOWER?
YES NO
ANY COMMENTS