Description
Recruitment refers to the process of attracting, screening, selecting, and onboarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an 'employee offering'.
INTRODUCTION
Human resources development is a management is a management function that helps manager to recruit, select, train and develop organization; it can be viewed as sum of knowledge, skill, attitude, commitment, value and the like of the people of an organization. According to Edwin B .Flippo, "HRD is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintained, and separation of human resource to the end that
individual, organizational and social objectives are accomplished. Dynamic and growth oriented organization do require HRD to succeed in a first changing environment. Organizations flourish only through the effort and competencies of their human resources. Personnel policies of the organization do provide the morale and motivation of employees high, but these efforts are not enough to make the organization dynamic and take it in new direction. Employee capabilities and performance should be sharpened, and used.
The personnel management "is the process of Recruitment, selection, development, utilization of and accommodation to human resources by organization. The human resource of an organization consists of all individuals regardless of their role, who are engaged in any of the organization activities. it is phase of management, which deals with the effective control, and use of manpower as distinguished from other sources of power.
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The personnel system is a continuous system, which is ever ending, and once the output is received then another input is being fed get the result. Performance is a function of the three critical elements namely Ability, Motivation and Opportunity to perform. Performance=A*M*O Normally the HR systems will include the following:-
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Sufficient manpower planning of an organization. Capability appraisal and development. Feedback and performance development. Career planning. Training Organization development or research and systems. Development. Rewards. The quality of work life. Human resources information.
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RECRUITMENT 'Recruitment' is the process of finding suitable candidates for the various posts in the organization. According to Edwin B.Flippo, "Recruitment is the process of Searching for prospective employees and stimulating them to apply for jobs in the organizations.
Vacancies may arise in an organization due to any of the following reasons:-
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Retirement of an employee. Attaining a certain age(usually 58 years). Death of an employee. Resignation of job by the employee(may be due to an accident either within the work place or outside)
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Dismissal of an employee from service for certain reasons.
Sources of recruitment $ Internal source $ External source Internal sources When manpower is recruited from their existing employees of the company then such sources are called as internal sources. They are as follows * * * Transfer Promotion Recommendation by existing employees.
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External sources When manpower is recruited from outside the company then such sources are called as external sources. They are as follows * * * * * * Advertisements Employment exchanges Private employment consultants Campus interviews Rival firms Unsolicited application
Factors Determining Recruitment The various factors which determine the process of recruitment are as follows * * * * * Reputation of the concern Salary & other monetary benefits Terms & conditions of service Nature of the vacancy Govt. reservation norms
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PROFILE
RANE MADRAS LIMITED starts to work in madras at 1960, but the Rane Group working since 1929. Rane madras limited meets in excess of 50% of the demand generated in India alone.
VISION To sustain market leadership and retainer-I supplier status through customer responsiveness, agility, innovation and technology.
Mission & value
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Provide superior products and services to our customers and maintain market leadership.
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Evolve as an institution that serves the best interest of all stake holders.
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Pursue excellence through total quality management.
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Ensure the highest standards of ethics and integrity in all our actions.
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OUR MOTTO: Customer Delight through Total Quality
RML Goals Today: * To retain our market and technology leadership positons in steering systems and linkages.
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To reduce the impact of unstable OE domestic market on our business.
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To improve our contribution margins and achieve better clst efficiencies.
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To reduce our breakeven sales and increase volumes.
ORGANIZATIONS EXPECTATION FROM EMPLOYEES
"You are RML in the mind of customers, you are RML. your friendliness, courtesy, tactfulness, difference in the success of RML." smartness and efficiency will make the
* * * *
Comply with companies policies and procedures Be punctual, prompt and regular in attendance Conduct yourselves in a professional and productive manner Promote high standards of performance in yourselves and
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amongst your pees * Maintain high quality in all aspects that would lead to customer delight * * * Demonstrate innovative and creative approach in your work Inculcate a thirst for knowledge building and sharing Value the efforts and performance of team members, departments and support group * Maintain an honest communication with superiors and other employees * Value and cherish the ideas of "Dignity of Labor."
There are many departments in Rane Madras Limited. But among them a few most important departments are as follows: * * * * Marketing Human Resource Production Accounts
These entire departments are having 708 members' employees who are helping to producing , assembling and distributing of the products. All of the departments are under the care of the Human resource Department(HRD). All departments are furnished seperately. There are three manufacturing plants in Rane group: * * * Chennai Mysore Pondicherry
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All the manufacturing plants are trying to maintaining their company?s goals by producing qualitative goods. These Rane group having their own showroom outlets by which they sell their products. The following are the cities their showrooms situated. * * * * Pune Mumbai Bangalore Delhi
CERTIFICATION ACHIEVED *QS 9000 *TS 16949
OTHER BENEFITS *Travel allowance Rane Madras Limited is giving travel allowance per day 25rs those guys who are coming by MTC. Those guys who are coming by their own car or by Motor cycle, they will get 2.10rs per km.
*food facilities companies are providing food in their company canteen itself. There are so many shift for various types of employees. Generally their lunchtime will start at 11.30am. company canteen will provide only vegetable food only. Their are also some tea breaks, snacks and breakfast.
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MAN POWER PLANNING * * * Manpower requisition form new position. Manpower requisition form for an approved/replacement vacancy. Recruitment specification form &guideline.
SOURCING OF CANDIDATES * * Recruitment consultants impaneling application checking for preparing advertisement.
Specimen of a recruitment advertisement.
CHECK LIST FOR PREPARING ADVERTISEMENT DRAFT Please check for the following items in the draft of advertisement: * * correct company logo. Approved and updated write up on company?s history, market presence, future. * * * * * * * * * * * Plans, visions and goals. Approved position/job description. Age criteria. Educational qualification. Experience required. Essential skills Desirable skills. Location of the job. Data within the candidate should respond. Address. In case of walk –ins data, time and venue of interview.
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* *
E-mail id and name of contract person. The website URL.
PROCESS STEPS followed in RML a. Understand Job Requirement * * HR and IFS will complete RPP/MPS and submit it to FH for approval. RPP provides role clarity to role holder and to significant others in the organization. * HR will initiate recruitment process by selecting most appropriate method of sourcing candidates depending on number of vacancies critically and nature of the position. This is subject to approval of RPP/MPs by FH.
b. Short list Candidates * HR will schedule preliminary interviews for shortlist candidates.
c. Schedule Interview * To increase objectivity in the selection process at least two interviews will be held by two panels, comprising of different members.
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Outstation candidates will be screened by telephonic interview. The purpose of telephonic interview is to check candidate?s proficiency in communication skills and functional knowledge.
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Communication on interview details will be sent to all candidates.
c. Conduct Interview * panel for preliminary interview will comprise of IFS, PHR and at least
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one other senior executive in a related function. * Panel member will use interview assessment form and follow guidelines in “the art and science of interviewing “for assessing and short listing candidates for final interview. * Candidates shot listed for final interview will complete and sign company?s standard “application form”. * Final interview for JM and MM positions will be conducted by PH/CH.
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REVIEW OF LITERATURE
Human resources can be viewed as a sum of knowledge, skill, attitude, commitment, value and the like of the people of an organization. According to Lippin, personnel system depends on: 1. Work itself that generates a higher degree of responsibility for the employees. 2. 3. 4. The individual?s personal and professional growth Improved quality output as a result or increased responsibility Organization as an open system
The personnel system can be split up in to three process namely: The personnel system is a continuous system, which is ever ending, and once the output is received then another input is being fed to get the result. Performance is a function of the three critical elements namely ability, motivation and opportunity to perform. Performance = A x M x O Human resource management should address all these basic aspects in designing and implementing the strategy to improve the performance of the organization. Objectives are predetermined ends (or) goals at which individuals (or) group activity in an organization is aimed. It stands out as guidelines for organizational performance.
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The main task is to plan, organize and operate in an effective manner. To plan determine what is to be done and lays down broad framework of the objectives. To organize provides structural relationships to carry out the plan. This requires clear delineation of responsibilities and the delegation of required authority. To operate explains the framework of the organizational structure in the execution of the plan. According to the professional personnel executives who met in a conference at Arm strong manner, LAN caster, pa, the objectives of the personnel administration are : a. b. To utilizes human resources effectively. To establish and maintain a productive and self-respective relationship among all the members of an organization. c. To bring out maximum individual development of the members of the organization.
INTEGRATION OF INTEREST OF EMPLOYEES & MANAGEMENT
EMPLOYEE INTEREST 1. 2. 3. 4. 5. 6. 7. Recognition as an individual Opportunity for expression (or) development Economic Security Int in work Safety, healthy, working condition Acceptable hours of work and adequate wage Fair and efficient leadership 1. 2. 3. 4. 5. 6. 7
MANAGEMENT INT. Lower unit personnel cost Maximum productivity of employee Availability and stability of employee Loyalty of employee Co-operation of employee High organizational morale Intelligent Initiative of employee
Commitments, awareness, transparency and visibility are the four words essential for molding an employee as a model for organization culture. Experimentation and
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experience will make the employee to fit and suit himself to the working spot. The reward schemes, promotional policies, career development plans, training and development will help in molding the employee as a model for organization?s culture. The perspective of management starts from the employee as its strength and ends up in the ultimate horizon of reaching ultimate globe. The socio-economic and cultural scenario would be radically different and the changing industrial climate in terms of vision, value and mission will dictate the norms of business ethics. The personnel management is concerned with helping the employees to develop their potentialities and capacities to the maximum possible extent, so that the may drive great satisfaction from their job. This task is takes into three basic elements. a. CAPACITIES: Referring to those abilities (or) attainments inherited (or) acquired to exercise in the work. b. INTEREST: Not only an individual?s desires and ambitions, but also is instinctive impulsive tendencies, ill-defined crawing that stir the employee in its fullest action in performing his duties. c. OPPORTUNITIES: Not only opportunities for advancement, but for exercising capacities and satisfying interest. The work personality has great influence upon his opportunities. Personnel management can be or full value to an organization only when it is consistency though out and applied at all levels and to all management functions, in corporate policies, in the systems, procedures and employment practices. The personnel management “is the process of recruitment, selection, development, utilization of and accommodation to human resources by organizations. The human
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resource of an organization consists of all individuals regardless of their role, who are engaged in any of the organization activities. Hence personnel management is a major component of the broad managerial function and has roots and branches extending throughout the organization. It is a major sub system of all organizations that are inter related and inter-dependent. A MAJOR STEP IN STAFFING PROCESS The matter of dealing with the individual human inputs to an organization as enterprise is basically a personnel function. In the first place a pool of applicants or potential employees must be recruited then information on these individuals must be collected in terms of which some will be selected for employment and others screened out such a decision on employment is primarily based on the consideration whether or not the individual is likely to be successful in the organization or in other words the individual can be expected to make substantial contribution to the accomplishment of organizational objectives various techniques or methods are used to select individuals who will obtain favourable evaluation on the various indices of success eg. quality of work, good personal traits etc. MEANING OF RECRUITMENT The term recruitment applies to the process of attracting potential employees to the organization or company it is a systematic mean of finding and inducing available candidates to apply to the company or enterprise for employment since it involves the process of searching for prospective employees, it is concerned with the range of resources of supply of labour are personal and of recruitment practices and techniques the recruiting activity in itself be selective, through choosing among the various sources of labour supply and by the decision as to which candidates applying for employment should be permitted to go through subsequent selection or screening procedures.
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RECRUITMENT METHODS AND TECHNIQUES OF RECRUITMENT In general, the sources of employees can be classified into two types, internal and external. Filling a job opening from within the firm has the advantages of stimulating preparation for possible transfer or promotion, increasing the general level of morale, and providing more information about job candidates through analysis of work histories within the organization. An internal search of the computer personnel data bank can flag personnel with minimum qualifications for the job opening. Dissatisfaction with such skill inventories has led some to a more personalized job posting and bidding system. Such a system is more compatible with adapting the organization to the needs of individuals. A job posting system has a number of advantages. From the viewpoint of the employee, it provides flexibility and greater control over career progress. For the employer, it should result in better matches of employee and job, in addition to meeting EEOC requirements for equal opportunity for advancement of all employees. A survey of over 2,000 organization revealed that job posting is used for production jobs in three out of four firms, while the rate for office jobs is three of five. In most instances, the jobs are posted on bulletin boards, though some carry listings in the company newspapers. The posting period is commonly 1 week, with the final decision for hiring being completed within 4 weeks. Internal applications are often restricted to certain employees, the guidelines for one company including (1) `good or “better” on most recent performance review, (2) dependable attendance record, (3) not under probationary sanction, and (4) having been in present position for 1 year. The present supervisor must at some time be informed of his or her subordinate?s interest in another job. Some require immediate notification, while others inform only if the employee becomes a prime candidate for the listed opening. The personnel unit acts as a clearing house in screening applications that are unrealistic, preventing and excessive number of bids by a single employee, and counseling employees who are constantly unsuccessful in their attempts to change jobs.
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Inevitably the firm must go to external sources for lower – entry jobs, for expansion and for positions whose specifications cannot be met by present personnel. The search methods used by over 3 million persons that resulted in finding a job. Thus, the firm has a number of outside sources available, among which are the following: 1. ADVERTISING. There is a trend toward more selective recruitment in advertising. This can be effected in at least two ways. First, advertisements can be placed in media read only by particular groups; for example, The Tool Engineer is ordinarily read by production engineers. Secondly, more information about the company, the job specification can be included in the ed to permit some selfscreening. When time is limited, the daily newspaper, particularly the Sunday edition, will reach the maximum number in the shortest period. 2. EMPLOYMENT AGENCIES. Additional screening can be effected through the utilization of employment agencies, both public and private. Today, in contrast to their former unsavory reputation, the public employment agencies in the several states are well – regarded, particularly in the fields of unskilled, semiskilled and skilled operative jobs. In the technical and professional areas, however, the private agencies appear to be doing most of the work. Many private agencies tend to specialize in a particular type of worker and job, such as sales, office, executive, or engineer. A recent innovation, the videotaped interview, promotes more effective decision making with easier scheduling and more time saving for the hiring organization. When job specifications are somewhat nebulous, as they generally are in the higher types of jobs, the addition of a 30-minute videotaped interview to the usual, more sterile resume enables representative of the hiring organization to quickly narrow the pool of candidates to a few finalists. 3. RECOMMENDATIONS OF PRESENT EMPLOYEES. When present employees are asked to recommend new hires, a type of preliminary screening takes place. The present employee knows both the company and the acquaintance
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and presumably would attempt to please both. In one company employing 1,600 clerical workers, it was found that long tenure was related to obtaining employees from this source. The separation rate of referred employees was lower than that of those obtained through either want ads or employment agencies. A second study of clerical employees in three insurance firms tended to confirm this finding with the additional modifying elements (1) degree of friendship (2) accuracy of company information conveyed and (3) subsequent employee performance rating. 4. SCHOOLS AND COLLEGES. Jobs in business have become increasingly technical and complex to the point where high school and college degrees are widely demanded. Consequently, many firms make special efforts to establish and maintain constructive relationships with school facilities and administrations. In recruiting at the college level, inquiries from 255 new technical college graduates, both before and 1 year after hiring, revealed that the most important influences affecting choice of firm and job were work – related factors, such as the nature of the assignment, degree of responsibility and possibilities for advancement. Bachelor?s – degree candidates were more interested in training opportunities and precise definition of the initial assignment in order to reduce first – job anxiety. Master?s candidates were also interested in the nature of the work but, in addition, exhibited considerable concern about the human organization and the personalities with whom they would be working. Doctoral – degree candidates indicated a significantly greater interest in the first job assignment than in future allocations. They were also interested in the human organization as well as the status of the industry in which the employing organization was located. 5. LABOR UNIONS. Firms with closed or union shops must look to the union in their recruitment efforts. Disadvantages of a monopolistically controlled labor source are offset, at least partially, by savings in recruitment costs. With one-fifth
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of the labor force organized into unions, organized labor constitutes an important source of personnel. 6. CASUAL APPLICANTS. Unsolicited applications, both at the gate and through the mail, constitute a much – used source of personnel. These can be developed through provision of attractive employment office facilities and prompt and courteous replies to unsolicited letters. 7. NEPOTISM. The hiring of relatives will be an inevitable component of recruitment programs in family – owned firms. Such a policy does not necessarily coincide with hiring on the basis of merit, but interest and loyalty to the enterprise are offsetting advantages. 8. LEASING. To adjust to short – term fluctuations in personnel needs, the possibility of leasing personnel by the hour or day should be considered. This practice has been particularly well developed in the office administration field. The film not only obtain well – trained and selected personnel but avoids any obligation in pensions, insurance and other fringe benefits.
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RECRUITMENT EVALUATION Not every firm can afford to develop every source of labor to the fullest extent. Sources utilized should be evaluated and judged in terms of the degree of success in obtaining competent personnel. For each major category of jobs, present personnel can be evaluated in terms of job success. If a correlation is discovered between successful personnel and particular labor sources, those source should be further and colleges, the firm may find that particular schools provide better personnel for its purposes school, suggests that a firm?s image or style has something to do with the type of student talent it can attract. Firms are characterized by such variables as size, discouragement of risk taking, stability, emphasis upon profits, plainly stated policies, and well – structured chain of command. In correlating student preferences concerning these variables may wish to work for a smaller and less well – structured company. Catholics tend to prefer to fall in between Catholics and Jews. Thus, if firms wish to attract personnel from diverse ethnic backgrounds, certain alterations in practices and image may facilitate this process. If the most successful sources of employees can be ascertained, the recruitment program can be more carefully aimed. A large insurance company has discovered that three source of personnel provide them with most of their better employees. These are (1) high schools, (2) present – employee recommendations, and (3) newspaper advertising. Michigan Bell discovered that present – employee recommendations constituted the best single source. In terms of job survival rates, another study of NE hires for banks and satisfied employees being hired through sources that provided the greater amount. And finally, a New York bank, regularly utilizing seven sources, discovered that quit rates varied from a 21 percent low for one source to a 40 percent high for another, a pattern that was sustained over a 4-year period. If the bank had confined its recruiting to the best four sources (reemployment of former workers, referees from high school, present employee
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recommendations, and walk – ins), it would have reduced its quit rate by 9 percent resulting in estimated savings of $ 180,000 over the 4 years. The computer is readily adaptable to recruitment problems where job requirements must be matched with human characteristics and capabilities One private employment agency for middle executives requires a 6-page questionnaire to be completed by all job applicants. Information extracted from this is placed into a computer. When a client company sends in job specification to be filled, the agency can obtain from the computer a list of candidates who most nearly match the position. A similar approach has been used in some universities for graduating seniors, thus providing company recruiters with the names and addresses of students who appear to qualify for their job specifications. Success in the function of recruitment can be judged by utilizing a number of criteria, among which are, in order of increasing importance. 1. 2. 3. 4. The number of applicants, The number of offers made, The number of hirings, and The number of successful placements.
The number of job applicants would appear to have least value in determining the effectiveness of the program, for applicants can be attracted by methods that do not result in successful hirings. The number of offers made is a better indication of the quality of the recruits. The number of acceptance of hiring is getting closer to the real objective of securing an adequate number of qualified personnel. But the true test of a recruitment program can be determined only by means of a hiring follow-up. Was the placement successful? Did the employee quit because of misunderstanding the nature of the job and company? Is the person a good employee in terms of productivity and attitude? Admittedly, such an evaluation will include an appraisal of the selection procedure as well, but we believe that once cannot properly evaluate recruitment without considering
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the end result, a successful placement. Placing the control point earlier in the cycle could well lead to an overemphasis on the wrong types of recruitment. NATURE OF THE HIRING PROCESS In order to initiate the procedure for hiring, we must satisfy the three preliminary requirements. First, there must be the authority to hire, which comes from the employment requisition, as developed through analysis of the workload and work force. Secondly, we must have a standard of personnel with which we can compare prospective employees. This is represented by the job specification, as developed through job analysis. And finally, we must have job applicants from whom we can select the persons to be hired. A planned recruitment program provides us with these applicants. The hiring procedure is essentially a series of methods of securing pertinent information about the applicant. At each step we learn more about the prospect. The information obtained can then be compared with the job specification, the standard of personnel. If the applicant qualifies, he or she advances to the next step. Thus, the job specification and the job applicant are present at each step in the hiring procedure. The step constitutes the means by which the applicant?s qualifications can be compared with the minimum requirements established in the job specification. Evaluating the abilities of a human being is an extremely difficult task. There are no easy shortcuts and the hiring procedures used by the more advanced firms are long and complicated. This fact has not entirely prevented the use of various techniques of quick appraisal, some of which are well organized and can be called “pseudosciences”. Among such practices are phrenology (skull protrusions), physiognomy (facial features). Most people do not consciously practice any of these pseudosciences, but many have favourite techniques of their own, judging by such things as how a person shakes hands, whether one look you in the eye and how a
one holds a cigarette. Again we must emphasize that there is no easy shortcut to tube
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accurate evaluation of a human being under any circumstances. The length and complexity of the modern selection procedure are tangible evidence of this fact.
Stone Harolde and Kendale W.E conducted a research on effective personnel selection procedures their findings their findings outlined the following contents of physical examination. ? The applicant?s medical history is obtained by interviews between the applicant and the medical officer. ? Physical measurement such as height, weight, chest and the abdominal circumferences. ? General examination including an examination an examination of the skin musculature and joints. ? Examination of special senses of the applicant visual and auditory activity to be checked closely. ? Examination of chest and lungs. ? Clinical examination of eyes, ears, nose, throat and teeth. ? Check up of blood pressure and heart. ? Laboratory test of urine blood etc.
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? A neuro psychiatric examination particularly when medical histories are a physician?s observation indicates an adjustment problem.
J.R Hinrichs conducted a study on communication activity of industrial research personnel and personnel psychology. A study of 16 clerical workers dine in the same manner, revealed that differences were no large then 6 percent one of the large errors being in an excessively small estimate of idle time despite these differences the estimates are sufficiently accurate to be used as a general guide in recruitment, training, compensation and reorganizing.
Herbert H. Meyer Emanul Teef and Tohn R. P. French Jr conducted a study on split rates in performance appraisal and their test reveals that a research and practice indicate that the well established goal has the characteristics specify challenge and acceptance in a study of appraisal system in general electric it was found that when specific quantitative goals were mutually established the average accomplishment note later was 65 percent. In cases where such specific goals were not set the average accomplishment was estimated to be 27 percent.
Ronald Winkler and Theodare W. Mathews conducted a study on how employees fell about personality tests and his study revealed research concerning the seriousness of the privacy connection does not indicate that it is widespread general phenomenon. It is more matter of significant sub grouping in one study younger females expressed annoyance at 35 out of total of 361 questions; older males found all but 4 questions to be acceptable.
Donald L Grant and Clouglas W.
Bray have done study on
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contribution of the interview of assessment of management potential. Their study revealed that is an American telephone and telegraph management assessment center each 2 hour interview was recorded on tape and later evaluated by multiple rater the degree of agreement among there raters was considerably higher then normal .72 for non college interviews and .82 for college educated as compared with more typical .40 to .60 levels and 1.0 would indicate perfect agreement evidently the presence of the interview serves ti lessen the concentration of the interviewer on what is actually being said.
Raymond E Hill conducted a study on
new look at employee
referrals as a recruitment channel has revealed that where present employees are asked to recommend new hired a type of preliminary screening takes place the present employee knows both the company and the acquaintance and presumably would attempt to please both. In one company employing 1600 clerical workers.
It was found that long tenure was related to obtaining employees from this source the separation rate of referred employees was lower then that of those obtained through either want ads or employment agencies. A second study of clerical employees in three insurance firms tended to confirm then finding with the additional modifying elements of 1. Degree of friendship 2. Accuracy company information conveyed and 3. Subsequent employee performance rating.
Floyd L. Ruch conduced a study on the impact in employment procedure of the supreme court decision. In the duke power case findings revealed that establishment of basic minimum human requirement for work is a decision of concern to our entire society. It has been commented by some observers that organization is general establish excessively high requirements for formal
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education
and training background a process that result in overly qualified
personnel being placed on routine draughtsman. Job not only do such practices lead to frustrated and discontented personnel the supreme court decision in they duke power case indicates that it may be illegal is such requirements work to the power disadvantage of certain classes of citizen.
Dennis Worgan
conducted a study on linking pins between
organization and environment and environment. A survey of the chief officers of 306 of our largest corporations revealed expectation that are often never written down on paper among other items, the executives worked from 6 to 70 hours per week traveled 6 to 10 days a month and in three out of four cases placed the business ahead of their of their families needs little items often make the difference in the hiring decision one executive last a 55,000 a year job because the referred to his wife a ?mommy? another lost a 300000 a year job because he attacked an artichoke with a knife and fork. The chairman of the board said that he just didn?t want a guy who didn?t know how to eat properly. One recruiter maintai ns that more than half of the time, the technically best qualified person isn?t hired.
John P. Wanous conducted a study on tell it like it is a realistic job previews and revealed as research has shown that providing a realistic preview of the organization as compared with a sales in doctrinational pitch will reduce the number of voluntary resignations in a controlled experiment with 80 newly hired telephone operators half were shown a 15 minute film of the traditional type most god information both good and bad information about the job and company these given the realistic film had a slightly higher survival rate in the job.
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Indian Institution of Personnel Management conducted a study in personnel management in India . Their finding related to procurement of man power was that advertising in print media in the most frequently used method, when qualified an experienced personnel are not available from the other sourced.
Senior part is largely filled by such method when they cannot be filled by promotion from within. The same related study was conducted by wander French in the year 1974 their finding is advertising is very useful for recruiting blue collar and hourly workers as well as scientific professional and technical employees. Donald E Pursell conducted a study on planning for tomorrow?s personnel problems his findings was the overall rare of growth of the labor force has fluctuated from decade to decade. During the 1950?s the annual percentage was 1.25 this increased during the 1960?s to 1.65 and moved dill higher during the 1970s to2.3 the decaded the 1980s will see contraction in the growth rate with the annual percentage increase falling to 1.9 percent from 1980 to 85 and declining ever further to 1.1 percent from 1985 to 1990.
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Barry C. Campboll and Cynthice L.Barron conducted a study on how extensively are HRM practices being utilized by the practitioners. Their findings revealed that the fare casting of human resources recruitment is often subdivided into long rang and short-range forecast.
The later types is almost unavoidable in most firms but a survey of 589 members of American society of personnel administration revealed that only 32 percent reported any long- range planning of human resources needs in their organization.
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NEED FOR THE STUDY With rapid increase in manufacturing capacity driven by the huge demand for the products in the market, the need for human resources has also been on the rise recently. As a result, talent acquisition has almost been a routine process at Delphi –TVS. Recruitment as such pools in a lot of monetary resource as it is not just a new employee added to the muster-rolls but the company has to spend on his training and welfare as well. Hence it becomes necessary that only persons who prove to be competent enough and are capable of contributing to the firm?s profitability be absorbed.
Recruiting someone who proves to be less effective in practice than they did on papers would mean wastage of money and time. Keeping the costs of selection low while ensuring that the person with right talent and attitude is picked up avoids this wastage. However, there is a time target for any job and recruitment is no exception. Hiring the best talent is important and the time taken to acquire is also important i.e. it is not only quantity that matter but also quality of the process that is important.
Thus, given the fact that competitive differentiation depends on the quality of organization?s talent, the onus lies on acquiring the right talent at the optimum time targets. Hence the need to study the effectiveness of recruitment gains importance.
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OBJECTIVES OF STUDY
Primary objectives: ? To assess the efficiency of recruitment process carried out at DTVS. ? To analyze the proficiency of recruiter in pooling in the right talent.
Secondary objectives: ? To study the parameters used in short listing. ? To find out the candidate?s perception towards recruitment process followed at DTVS.
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LIMITATIONS: ? Difficult to access with employees ? Attitudes differ widely. ? Due to constraints, the sample size is restricted to 87 candidates and 10 recruiters, which may not reflect the opinion of the entire population. ? The ultimate reliability of the study depends on the accuracy of responses given by the respondents.
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RESEARCH METHODOLOGY Research is a process of planning, acquiring, analyzing, and disseminating relevant data so that the organization may use it for taking appropriate actions and maximize business performance.
RESEARCH DESIGN: A research design is the specification of the methods and procedures for acquiring the information needed to structure or solve problems. It constitutes the blueprint for the collection, measurement and analysis of data. There are different types of research study used: ? Exploratory study ? Descriptive study ? Causal study. It this case descriptive method is made use of.
Descriptive information often provides a sound basis for the solution of marketing problems, even though it does not explain the nature of relationship involved. Descriptive research is marked by the prior formulation of specific research questions. The investigator already knows a substantial amount about the research problem. Thus the investigator should be able to define clearly what it is that he or she wants to measure and setup appropriate and specific means for measuring it.
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SAMPLING DESIGN The Sampling Design adopted for the research study is convenient sampling method. Convenient sampling refers to setting up the sampling size according to the convenience of the researcher.
SAMPLE SIZE The sample size of 87 candidates who have cleared the interview process was employed. 10 samples were collected from the HR personnels involves in recruitment activity.
METHOD OF DATA COLLECTION Two types of Data have been collected. They are ? PRIMARY DATA ? SECONDARY DATA PRIMARY DATA: The Data were been collected through Questionnaire Method. The Data collection was done by administering separate questionnaires to the recruiters and the candidates who were selected in the interview. SECONDARY DATA:
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It was obtained from various departments, in-house journals, company web sites and Brochures.
QUESTIONNAIRE DESIGN “A questionnaire is a list of questions sent to a number of persons for their answers and which obtains standardized results that can be tabulated and treated statistically”. It is treated as the „heart of the survey operation?. Structured questionnaire is used and it contains dichotomous, multiple choice single response scale, and multiple rating list scale.
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ANALYSIS
Diagram 1 The Level Of Management NUMBER OF PERSONS 18 15 33 PERCENTAG E 54.54 46.46 100
NAME JUNIOR MANAGEMENT MIDDLE MANAGEMENT SENIOR MANAGEMENT TOTAL
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140 120 100 80 60 40 20 0 PERCENTAGE NUMBER OF PERSONS
EN T
EN T
T
AN AG EM
JU NI O R
M
DL E
Diagram 2 The Mode Of Recruitment NAME INTERNAL EXTERNAL TOTAL NUMBER OF PERSONS 11 22 33 PERCENTAGE 33.33 66.67 100
SE N
M
ID
IO
R
M AN AG EM
M
AN
AG EM
TO TA
EN
L
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NAME PROMOTION BASED ON SENIORITY PROMOTION BASED ON HIGHER QUALIFICATION EMPLOYEE REFERENCE TOTAL
NUMBER OF PERCENTAGE PERSONS 5 45.45
4
36.36
2 11
18.19 100
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NAME Advertisement in print media Consultant Professional Associations Others Total
NUMBER OF PERCENTAGE PERSONS 6 5 4 7 22 22.27 22.73 18.18 31.82 100
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NAME Internally Externally Both Total
NUMBER OF PERSONS 7 8 18 33
PERCENTAGE 21.21 24.24 54.55 100
39
NAME Internall y Externall y Not Relevant Total
NUMBER OF PERCENTAG PERSONS E 7 11 15 33 21.22 33.33 45.45 100
40
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 8 20 0 5 0 33 24.24 60.6 0 15.16 0 100
41
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 6 15 0 12 0 33 18.18 45.45 0 36.37 0 100
42
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 6 15 0 12 0 33 18.18 45.45 0 36.37 0 100
43
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 10 21 0 2 0 33 33.3 63.64 0 6.06 0 100
44
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERSONS 5 8 0 15 5 33
PERCENTAGE 15.15 24.26 0 45.46 15.13 100
45
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERSONS 2 12 0 13 6 33
PERCENTAGE 6.06 36.36 0 39.4 18.18 100
46
NAME 1 Week 2 Week 3 Week 1 Month Total
NUMBER OF PERSONS 12 5 2 14 33
PERCENTAGE 36.36 15.15 6.06 42.43 100
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NAME
NUMBER OF PERCENTAGE PERSONS 6 11 7 9 0 33 18.18 33.34 21.21 27.27 0 100
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Board Interview Panel Interview Group Discussion General Interview Others Total
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERSONS 5 18 0 7 3 33
PERCENTAGE 15.15 54.55 0 21.21 9.09 100
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NAME Yes No Total
NUMBER OF PERSON 30 3 33
PERCENTAGE 90.9 9.1 100
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NAME
NUMBER OF PERCENTAGE PERSONS 5 21 0 7 0 33 15.15 66.63 0 21.22 0 100
Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
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Weighted Average Method Non Financial Benefits – Table 1 RANK Career Development Challenging Jobs Job Security Status Table – 2 Rank I Weight 4 I 16 8 7 2 II 11 15 2 5 III 2 8 14 9 IV 4 4 7 18
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II III IV
3 2 1
Career Development (16 X 4) + (11 X 3) + (2 X 2) + (4 X 1) 64 + 33 + 4 + 4 = 105
Challenging Jobs (8 X 4) + (15 X 3) + (8 X 2) + (4 X 1) 12 + 45 + 16 + 4 = 97
Job Security (7 X 4) + (2 X 3) + (14 X 2) + (7 X 1) 28 + 6 + 28 + 7 = 69
Status (2 X 4) + (5 X 3) + (9 X 2) + (18 X 1) 8 + 15 + 18 + 18 = 59
RANK Career Development Challenging Jobs Job Security
I 64
II 33
III 4
IV 4
Total 105
Rank I
32
45
16
4
97
II
28
6
28
7
69
II
53
Status
8
15
18
18
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IV
INFERENCE: The career development is the major factor for employees ranked I and followed by the challenging jobs factor at rank II for the purpose of getting employed in this company. Financial Benefits – Table 1
RANK Incentives Increase in Salary House Rent Allowance Medical Allowance Table – 2
I 16 14
II 10 15
III 2 2
IV 5 2
2
5
17
10
1
3
12
16
Rank I II III IV 1
Weight 4 3 2
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Incentives (16 X 4) + (10 X 3) + (2 X 2) + (5 X 1) 64 + 30 + 4 + 5 = 103
Increase in Salary (14 X 4) + (15 X 3) + (2 X 2) + (2 X 1) 56 + 45 + 4 + 2 = 107
House Rent Allowance (2 X 4) + (5 X 3) + (17 X 2) + (10 X 1) 8 + 15 + 34 + 10 = 67
Medical Allowance (1 X 4) + (3 X 3) + (12 X 2) + (16 X 1) 4 + 9 + 24 + 16 = 53
RANK Incentives Increase in Salary House Rent Allowance Medical Allowance
I 64 56
II 30 45
III 4 4
IV 5 2
Total 103 107
Rank II I
8
15
34
10
67
II
4
9
24
16
53
IV
INFERENCE:
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The increase in salary package is the major factor for employees ranked I and followed by the incentives factor at rank II for the purpose of getting employed in this company.
FINDINGS
1. 54.54% of employees joined at the junior level where as 46.46% joined at the middle level.
2. 33.33% of employees are recruited internally and 66.67% are recruited externally.
3. By internal mode of recruitment, 45.45% are recruited based on seniority.
4. By external mode of recruitment, 27.27% employees are recruited advertisement, in print media, 27.73% throw consultant, 18.18% throw professional and 31.82% throw others.
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5. 54.55% of employees agree that the company gives important to both internal and external sources for filling up the vacancies. 6. 60.60% of employees agree upon the clarity of job description at the time of recruitment. 7. 45.45% of employees agree that they recruited as per the job description. 8. 46% of employees agree that personal data is updated on there personal achievement. 9. 63.64% of employees agree that the job as perceived by him is realistic.
10.45.46% of employees do not agree that the absenteeism is the major problem in their department.
11.39.40% of employees do not agree that the employee turn over is high in their department. 12.As per 42.43% of employees, the lead-time of fill up the vacancies in their organization is one month. 13.27.27% faced general interview at the time or recruitment. 14.54.55% of employees agree that induction program time of joining. 15.90.90% of employees agree that existence of exit interview. conducted at the
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16.63.63% of employees agree that the feed back on exit interview is being addressed. 17.Employees have ranked career development as the major non-financial benefits. 18.Employees have ranked increase in salary as the major financial benefit they prefer.
S U GGESTION
The research would like to pen down few suggestion based on to research. If the company feels these suggestions as valuable and feasible then it should try to implement it for its future benefits. 1. The mode of recruitment plays no role in the satisfaction of the job. Hence, the company in the satisfaction of the job. Hence, the company can adopt both internal and external recruitment policy. 2. Employee turnover can be reduced. 3. Lead-time for filling up the vacancies can be reduced. 4. Induction program should be conducted to all employees at the time of recruitment.
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5. Organization should give more focus on career development program. 6. Organization should give more importance for financial benefit of an employee by trying to increase the salary.
CONCLUSION
The above research is conducted to know the recruitment policy of the organization. According to the research, the current recruitment policy of the organization is satisfactory. Organization can continue to adopt both internal and external recruitment and provide them a better scope for their career development.
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BIBLIOGRAPHY
REFERENCES ? B.MAMORIA and S.V.GANKAR: Personnel Management, 1993. ? Dr.FLLIPPO EDWIN: Personnel Management, McGraw-Hill Inter and Sons, 1st edition, 1978. ? National Edition VI th edition, 1984. ? Tripathi .P.C : Personnel Management and Industrial Relations, Sultan chand. ? www.gogle.com. ? www.ranegroup.com.
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QUESTIONNARIE
PERSONAL DETAILS;Age: Gender: M F Previous
Experience in years: Rane Department:
1.Which level you have joined in this organization initially?
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? Junior management
? Middle management
? Senior management
2. Your entry to your initial position is through? ? Internal ? External
3. If internal, tick the appropriate option at the initial level of entry? ? Promotion based on experience ? Promotion based on seniority ? Promotion based on higher qualification ? Reappointment ? Job Rotation ? Transfer ? Employee Reference 4. If external, is your answer through of the following you have been recruited? ? Advertisement in print media ? Advertisement in radio or television ? Campus recruitment ? Walk-ins
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? Consultant ? Professional association ? Others (please specify) 5. Man power recruitment in your department met through? ? Internally ? Externally ? Both
6. In your opinion highly job satisfied employees are the one who has been recruited through? ? Internally ? Externally ? Not relevant
7. Job description was clearly known to you at the initial stage itself? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree 8. In your department employees are recruited as per the job specification? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree 9. My personal data is updated on my personal achievement like higher qualification, new skills, development courses undergone etc? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
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10. Characteristics of the job as perceived by me are realistic? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
11. Absenteeism is one of the major problem in my department? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
12. Employee „turnover? is highly in my department? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree 13. What is the lead-time taken by the company to fill up the vacancies? ? 1week ? 2week ? 3week ? 1month
14. What types of interviews is organized under the recruitment process? ? Board interview ? Panel interview ? Group interview ?
General interview ? Others
15. The induction program provides at the time of joining was very effective? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
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16. Do you have provision for exit interview in your organization? ? Yes ? No
17. The feed back on exit interview is being addressed, whether required? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
18. Please rank the following factors in the order of most preferred to least preferred (Express by number).
Non-Financial benefits ? Career Development ? Challenging Jobs ? Job Security ? Status
Rank
Financial benefits ? Incentives ? Increase in salary ? House Rent Allowance ? Medical Allowance
19. Please give your valuable suggestions for improving recruitment process ………………………………………………………………………………. ……………………………………………………………………………………… ………………………………………………………………………
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Thank you
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doc_786910349.docx
Recruitment refers to the process of attracting, screening, selecting, and onboarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an 'employee offering'.
INTRODUCTION
Human resources development is a management is a management function that helps manager to recruit, select, train and develop organization; it can be viewed as sum of knowledge, skill, attitude, commitment, value and the like of the people of an organization. According to Edwin B .Flippo, "HRD is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintained, and separation of human resource to the end that
individual, organizational and social objectives are accomplished. Dynamic and growth oriented organization do require HRD to succeed in a first changing environment. Organizations flourish only through the effort and competencies of their human resources. Personnel policies of the organization do provide the morale and motivation of employees high, but these efforts are not enough to make the organization dynamic and take it in new direction. Employee capabilities and performance should be sharpened, and used.
The personnel management "is the process of Recruitment, selection, development, utilization of and accommodation to human resources by organization. The human resource of an organization consists of all individuals regardless of their role, who are engaged in any of the organization activities. it is phase of management, which deals with the effective control, and use of manpower as distinguished from other sources of power.
1
The personnel system is a continuous system, which is ever ending, and once the output is received then another input is being fed get the result. Performance is a function of the three critical elements namely Ability, Motivation and Opportunity to perform. Performance=A*M*O Normally the HR systems will include the following:-
* * * * * * * * * *
Sufficient manpower planning of an organization. Capability appraisal and development. Feedback and performance development. Career planning. Training Organization development or research and systems. Development. Rewards. The quality of work life. Human resources information.
2
RECRUITMENT 'Recruitment' is the process of finding suitable candidates for the various posts in the organization. According to Edwin B.Flippo, "Recruitment is the process of Searching for prospective employees and stimulating them to apply for jobs in the organizations.
Vacancies may arise in an organization due to any of the following reasons:-
* * * *
Retirement of an employee. Attaining a certain age(usually 58 years). Death of an employee. Resignation of job by the employee(may be due to an accident either within the work place or outside)
*
Dismissal of an employee from service for certain reasons.
Sources of recruitment $ Internal source $ External source Internal sources When manpower is recruited from their existing employees of the company then such sources are called as internal sources. They are as follows * * * Transfer Promotion Recommendation by existing employees.
3
External sources When manpower is recruited from outside the company then such sources are called as external sources. They are as follows * * * * * * Advertisements Employment exchanges Private employment consultants Campus interviews Rival firms Unsolicited application
Factors Determining Recruitment The various factors which determine the process of recruitment are as follows * * * * * Reputation of the concern Salary & other monetary benefits Terms & conditions of service Nature of the vacancy Govt. reservation norms
4
PROFILE
RANE MADRAS LIMITED starts to work in madras at 1960, but the Rane Group working since 1929. Rane madras limited meets in excess of 50% of the demand generated in India alone.
VISION To sustain market leadership and retainer-I supplier status through customer responsiveness, agility, innovation and technology.
Mission & value
*
Provide superior products and services to our customers and maintain market leadership.
*
Evolve as an institution that serves the best interest of all stake holders.
*
Pursue excellence through total quality management.
*
Ensure the highest standards of ethics and integrity in all our actions.
5
OUR MOTTO: Customer Delight through Total Quality
RML Goals Today: * To retain our market and technology leadership positons in steering systems and linkages.
*
To reduce the impact of unstable OE domestic market on our business.
*
To improve our contribution margins and achieve better clst efficiencies.
*
To reduce our breakeven sales and increase volumes.
ORGANIZATIONS EXPECTATION FROM EMPLOYEES
"You are RML in the mind of customers, you are RML. your friendliness, courtesy, tactfulness, difference in the success of RML." smartness and efficiency will make the
* * * *
Comply with companies policies and procedures Be punctual, prompt and regular in attendance Conduct yourselves in a professional and productive manner Promote high standards of performance in yourselves and
6
amongst your pees * Maintain high quality in all aspects that would lead to customer delight * * * Demonstrate innovative and creative approach in your work Inculcate a thirst for knowledge building and sharing Value the efforts and performance of team members, departments and support group * Maintain an honest communication with superiors and other employees * Value and cherish the ideas of "Dignity of Labor."
There are many departments in Rane Madras Limited. But among them a few most important departments are as follows: * * * * Marketing Human Resource Production Accounts
These entire departments are having 708 members' employees who are helping to producing , assembling and distributing of the products. All of the departments are under the care of the Human resource Department(HRD). All departments are furnished seperately. There are three manufacturing plants in Rane group: * * * Chennai Mysore Pondicherry
7
All the manufacturing plants are trying to maintaining their company?s goals by producing qualitative goods. These Rane group having their own showroom outlets by which they sell their products. The following are the cities their showrooms situated. * * * * Pune Mumbai Bangalore Delhi
CERTIFICATION ACHIEVED *QS 9000 *TS 16949
OTHER BENEFITS *Travel allowance Rane Madras Limited is giving travel allowance per day 25rs those guys who are coming by MTC. Those guys who are coming by their own car or by Motor cycle, they will get 2.10rs per km.
*food facilities companies are providing food in their company canteen itself. There are so many shift for various types of employees. Generally their lunchtime will start at 11.30am. company canteen will provide only vegetable food only. Their are also some tea breaks, snacks and breakfast.
8
MAN POWER PLANNING * * * Manpower requisition form new position. Manpower requisition form for an approved/replacement vacancy. Recruitment specification form &guideline.
SOURCING OF CANDIDATES * * Recruitment consultants impaneling application checking for preparing advertisement.
Specimen of a recruitment advertisement.
CHECK LIST FOR PREPARING ADVERTISEMENT DRAFT Please check for the following items in the draft of advertisement: * * correct company logo. Approved and updated write up on company?s history, market presence, future. * * * * * * * * * * * Plans, visions and goals. Approved position/job description. Age criteria. Educational qualification. Experience required. Essential skills Desirable skills. Location of the job. Data within the candidate should respond. Address. In case of walk –ins data, time and venue of interview.
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* *
E-mail id and name of contract person. The website URL.
PROCESS STEPS followed in RML a. Understand Job Requirement * * HR and IFS will complete RPP/MPS and submit it to FH for approval. RPP provides role clarity to role holder and to significant others in the organization. * HR will initiate recruitment process by selecting most appropriate method of sourcing candidates depending on number of vacancies critically and nature of the position. This is subject to approval of RPP/MPs by FH.
b. Short list Candidates * HR will schedule preliminary interviews for shortlist candidates.
c. Schedule Interview * To increase objectivity in the selection process at least two interviews will be held by two panels, comprising of different members.
*
Outstation candidates will be screened by telephonic interview. The purpose of telephonic interview is to check candidate?s proficiency in communication skills and functional knowledge.
*
Communication on interview details will be sent to all candidates.
c. Conduct Interview * panel for preliminary interview will comprise of IFS, PHR and at least
10
one other senior executive in a related function. * Panel member will use interview assessment form and follow guidelines in “the art and science of interviewing “for assessing and short listing candidates for final interview. * Candidates shot listed for final interview will complete and sign company?s standard “application form”. * Final interview for JM and MM positions will be conducted by PH/CH.
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REVIEW OF LITERATURE
Human resources can be viewed as a sum of knowledge, skill, attitude, commitment, value and the like of the people of an organization. According to Lippin, personnel system depends on: 1. Work itself that generates a higher degree of responsibility for the employees. 2. 3. 4. The individual?s personal and professional growth Improved quality output as a result or increased responsibility Organization as an open system
The personnel system can be split up in to three process namely: The personnel system is a continuous system, which is ever ending, and once the output is received then another input is being fed to get the result. Performance is a function of the three critical elements namely ability, motivation and opportunity to perform. Performance = A x M x O Human resource management should address all these basic aspects in designing and implementing the strategy to improve the performance of the organization. Objectives are predetermined ends (or) goals at which individuals (or) group activity in an organization is aimed. It stands out as guidelines for organizational performance.
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The main task is to plan, organize and operate in an effective manner. To plan determine what is to be done and lays down broad framework of the objectives. To organize provides structural relationships to carry out the plan. This requires clear delineation of responsibilities and the delegation of required authority. To operate explains the framework of the organizational structure in the execution of the plan. According to the professional personnel executives who met in a conference at Arm strong manner, LAN caster, pa, the objectives of the personnel administration are : a. b. To utilizes human resources effectively. To establish and maintain a productive and self-respective relationship among all the members of an organization. c. To bring out maximum individual development of the members of the organization.
INTEGRATION OF INTEREST OF EMPLOYEES & MANAGEMENT
EMPLOYEE INTEREST 1. 2. 3. 4. 5. 6. 7. Recognition as an individual Opportunity for expression (or) development Economic Security Int in work Safety, healthy, working condition Acceptable hours of work and adequate wage Fair and efficient leadership 1. 2. 3. 4. 5. 6. 7
MANAGEMENT INT. Lower unit personnel cost Maximum productivity of employee Availability and stability of employee Loyalty of employee Co-operation of employee High organizational morale Intelligent Initiative of employee
Commitments, awareness, transparency and visibility are the four words essential for molding an employee as a model for organization culture. Experimentation and
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experience will make the employee to fit and suit himself to the working spot. The reward schemes, promotional policies, career development plans, training and development will help in molding the employee as a model for organization?s culture. The perspective of management starts from the employee as its strength and ends up in the ultimate horizon of reaching ultimate globe. The socio-economic and cultural scenario would be radically different and the changing industrial climate in terms of vision, value and mission will dictate the norms of business ethics. The personnel management is concerned with helping the employees to develop their potentialities and capacities to the maximum possible extent, so that the may drive great satisfaction from their job. This task is takes into three basic elements. a. CAPACITIES: Referring to those abilities (or) attainments inherited (or) acquired to exercise in the work. b. INTEREST: Not only an individual?s desires and ambitions, but also is instinctive impulsive tendencies, ill-defined crawing that stir the employee in its fullest action in performing his duties. c. OPPORTUNITIES: Not only opportunities for advancement, but for exercising capacities and satisfying interest. The work personality has great influence upon his opportunities. Personnel management can be or full value to an organization only when it is consistency though out and applied at all levels and to all management functions, in corporate policies, in the systems, procedures and employment practices. The personnel management “is the process of recruitment, selection, development, utilization of and accommodation to human resources by organizations. The human
14
resource of an organization consists of all individuals regardless of their role, who are engaged in any of the organization activities. Hence personnel management is a major component of the broad managerial function and has roots and branches extending throughout the organization. It is a major sub system of all organizations that are inter related and inter-dependent. A MAJOR STEP IN STAFFING PROCESS The matter of dealing with the individual human inputs to an organization as enterprise is basically a personnel function. In the first place a pool of applicants or potential employees must be recruited then information on these individuals must be collected in terms of which some will be selected for employment and others screened out such a decision on employment is primarily based on the consideration whether or not the individual is likely to be successful in the organization or in other words the individual can be expected to make substantial contribution to the accomplishment of organizational objectives various techniques or methods are used to select individuals who will obtain favourable evaluation on the various indices of success eg. quality of work, good personal traits etc. MEANING OF RECRUITMENT The term recruitment applies to the process of attracting potential employees to the organization or company it is a systematic mean of finding and inducing available candidates to apply to the company or enterprise for employment since it involves the process of searching for prospective employees, it is concerned with the range of resources of supply of labour are personal and of recruitment practices and techniques the recruiting activity in itself be selective, through choosing among the various sources of labour supply and by the decision as to which candidates applying for employment should be permitted to go through subsequent selection or screening procedures.
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RECRUITMENT METHODS AND TECHNIQUES OF RECRUITMENT In general, the sources of employees can be classified into two types, internal and external. Filling a job opening from within the firm has the advantages of stimulating preparation for possible transfer or promotion, increasing the general level of morale, and providing more information about job candidates through analysis of work histories within the organization. An internal search of the computer personnel data bank can flag personnel with minimum qualifications for the job opening. Dissatisfaction with such skill inventories has led some to a more personalized job posting and bidding system. Such a system is more compatible with adapting the organization to the needs of individuals. A job posting system has a number of advantages. From the viewpoint of the employee, it provides flexibility and greater control over career progress. For the employer, it should result in better matches of employee and job, in addition to meeting EEOC requirements for equal opportunity for advancement of all employees. A survey of over 2,000 organization revealed that job posting is used for production jobs in three out of four firms, while the rate for office jobs is three of five. In most instances, the jobs are posted on bulletin boards, though some carry listings in the company newspapers. The posting period is commonly 1 week, with the final decision for hiring being completed within 4 weeks. Internal applications are often restricted to certain employees, the guidelines for one company including (1) `good or “better” on most recent performance review, (2) dependable attendance record, (3) not under probationary sanction, and (4) having been in present position for 1 year. The present supervisor must at some time be informed of his or her subordinate?s interest in another job. Some require immediate notification, while others inform only if the employee becomes a prime candidate for the listed opening. The personnel unit acts as a clearing house in screening applications that are unrealistic, preventing and excessive number of bids by a single employee, and counseling employees who are constantly unsuccessful in their attempts to change jobs.
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Inevitably the firm must go to external sources for lower – entry jobs, for expansion and for positions whose specifications cannot be met by present personnel. The search methods used by over 3 million persons that resulted in finding a job. Thus, the firm has a number of outside sources available, among which are the following: 1. ADVERTISING. There is a trend toward more selective recruitment in advertising. This can be effected in at least two ways. First, advertisements can be placed in media read only by particular groups; for example, The Tool Engineer is ordinarily read by production engineers. Secondly, more information about the company, the job specification can be included in the ed to permit some selfscreening. When time is limited, the daily newspaper, particularly the Sunday edition, will reach the maximum number in the shortest period. 2. EMPLOYMENT AGENCIES. Additional screening can be effected through the utilization of employment agencies, both public and private. Today, in contrast to their former unsavory reputation, the public employment agencies in the several states are well – regarded, particularly in the fields of unskilled, semiskilled and skilled operative jobs. In the technical and professional areas, however, the private agencies appear to be doing most of the work. Many private agencies tend to specialize in a particular type of worker and job, such as sales, office, executive, or engineer. A recent innovation, the videotaped interview, promotes more effective decision making with easier scheduling and more time saving for the hiring organization. When job specifications are somewhat nebulous, as they generally are in the higher types of jobs, the addition of a 30-minute videotaped interview to the usual, more sterile resume enables representative of the hiring organization to quickly narrow the pool of candidates to a few finalists. 3. RECOMMENDATIONS OF PRESENT EMPLOYEES. When present employees are asked to recommend new hires, a type of preliminary screening takes place. The present employee knows both the company and the acquaintance
17
and presumably would attempt to please both. In one company employing 1,600 clerical workers, it was found that long tenure was related to obtaining employees from this source. The separation rate of referred employees was lower than that of those obtained through either want ads or employment agencies. A second study of clerical employees in three insurance firms tended to confirm this finding with the additional modifying elements (1) degree of friendship (2) accuracy of company information conveyed and (3) subsequent employee performance rating. 4. SCHOOLS AND COLLEGES. Jobs in business have become increasingly technical and complex to the point where high school and college degrees are widely demanded. Consequently, many firms make special efforts to establish and maintain constructive relationships with school facilities and administrations. In recruiting at the college level, inquiries from 255 new technical college graduates, both before and 1 year after hiring, revealed that the most important influences affecting choice of firm and job were work – related factors, such as the nature of the assignment, degree of responsibility and possibilities for advancement. Bachelor?s – degree candidates were more interested in training opportunities and precise definition of the initial assignment in order to reduce first – job anxiety. Master?s candidates were also interested in the nature of the work but, in addition, exhibited considerable concern about the human organization and the personalities with whom they would be working. Doctoral – degree candidates indicated a significantly greater interest in the first job assignment than in future allocations. They were also interested in the human organization as well as the status of the industry in which the employing organization was located. 5. LABOR UNIONS. Firms with closed or union shops must look to the union in their recruitment efforts. Disadvantages of a monopolistically controlled labor source are offset, at least partially, by savings in recruitment costs. With one-fifth
18
of the labor force organized into unions, organized labor constitutes an important source of personnel. 6. CASUAL APPLICANTS. Unsolicited applications, both at the gate and through the mail, constitute a much – used source of personnel. These can be developed through provision of attractive employment office facilities and prompt and courteous replies to unsolicited letters. 7. NEPOTISM. The hiring of relatives will be an inevitable component of recruitment programs in family – owned firms. Such a policy does not necessarily coincide with hiring on the basis of merit, but interest and loyalty to the enterprise are offsetting advantages. 8. LEASING. To adjust to short – term fluctuations in personnel needs, the possibility of leasing personnel by the hour or day should be considered. This practice has been particularly well developed in the office administration field. The film not only obtain well – trained and selected personnel but avoids any obligation in pensions, insurance and other fringe benefits.
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RECRUITMENT EVALUATION Not every firm can afford to develop every source of labor to the fullest extent. Sources utilized should be evaluated and judged in terms of the degree of success in obtaining competent personnel. For each major category of jobs, present personnel can be evaluated in terms of job success. If a correlation is discovered between successful personnel and particular labor sources, those source should be further and colleges, the firm may find that particular schools provide better personnel for its purposes school, suggests that a firm?s image or style has something to do with the type of student talent it can attract. Firms are characterized by such variables as size, discouragement of risk taking, stability, emphasis upon profits, plainly stated policies, and well – structured chain of command. In correlating student preferences concerning these variables may wish to work for a smaller and less well – structured company. Catholics tend to prefer to fall in between Catholics and Jews. Thus, if firms wish to attract personnel from diverse ethnic backgrounds, certain alterations in practices and image may facilitate this process. If the most successful sources of employees can be ascertained, the recruitment program can be more carefully aimed. A large insurance company has discovered that three source of personnel provide them with most of their better employees. These are (1) high schools, (2) present – employee recommendations, and (3) newspaper advertising. Michigan Bell discovered that present – employee recommendations constituted the best single source. In terms of job survival rates, another study of NE hires for banks and satisfied employees being hired through sources that provided the greater amount. And finally, a New York bank, regularly utilizing seven sources, discovered that quit rates varied from a 21 percent low for one source to a 40 percent high for another, a pattern that was sustained over a 4-year period. If the bank had confined its recruiting to the best four sources (reemployment of former workers, referees from high school, present employee
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recommendations, and walk – ins), it would have reduced its quit rate by 9 percent resulting in estimated savings of $ 180,000 over the 4 years. The computer is readily adaptable to recruitment problems where job requirements must be matched with human characteristics and capabilities One private employment agency for middle executives requires a 6-page questionnaire to be completed by all job applicants. Information extracted from this is placed into a computer. When a client company sends in job specification to be filled, the agency can obtain from the computer a list of candidates who most nearly match the position. A similar approach has been used in some universities for graduating seniors, thus providing company recruiters with the names and addresses of students who appear to qualify for their job specifications. Success in the function of recruitment can be judged by utilizing a number of criteria, among which are, in order of increasing importance. 1. 2. 3. 4. The number of applicants, The number of offers made, The number of hirings, and The number of successful placements.
The number of job applicants would appear to have least value in determining the effectiveness of the program, for applicants can be attracted by methods that do not result in successful hirings. The number of offers made is a better indication of the quality of the recruits. The number of acceptance of hiring is getting closer to the real objective of securing an adequate number of qualified personnel. But the true test of a recruitment program can be determined only by means of a hiring follow-up. Was the placement successful? Did the employee quit because of misunderstanding the nature of the job and company? Is the person a good employee in terms of productivity and attitude? Admittedly, such an evaluation will include an appraisal of the selection procedure as well, but we believe that once cannot properly evaluate recruitment without considering
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the end result, a successful placement. Placing the control point earlier in the cycle could well lead to an overemphasis on the wrong types of recruitment. NATURE OF THE HIRING PROCESS In order to initiate the procedure for hiring, we must satisfy the three preliminary requirements. First, there must be the authority to hire, which comes from the employment requisition, as developed through analysis of the workload and work force. Secondly, we must have a standard of personnel with which we can compare prospective employees. This is represented by the job specification, as developed through job analysis. And finally, we must have job applicants from whom we can select the persons to be hired. A planned recruitment program provides us with these applicants. The hiring procedure is essentially a series of methods of securing pertinent information about the applicant. At each step we learn more about the prospect. The information obtained can then be compared with the job specification, the standard of personnel. If the applicant qualifies, he or she advances to the next step. Thus, the job specification and the job applicant are present at each step in the hiring procedure. The step constitutes the means by which the applicant?s qualifications can be compared with the minimum requirements established in the job specification. Evaluating the abilities of a human being is an extremely difficult task. There are no easy shortcuts and the hiring procedures used by the more advanced firms are long and complicated. This fact has not entirely prevented the use of various techniques of quick appraisal, some of which are well organized and can be called “pseudosciences”. Among such practices are phrenology (skull protrusions), physiognomy (facial features). Most people do not consciously practice any of these pseudosciences, but many have favourite techniques of their own, judging by such things as how a person shakes hands, whether one look you in the eye and how a
one holds a cigarette. Again we must emphasize that there is no easy shortcut to tube
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accurate evaluation of a human being under any circumstances. The length and complexity of the modern selection procedure are tangible evidence of this fact.
Stone Harolde and Kendale W.E conducted a research on effective personnel selection procedures their findings their findings outlined the following contents of physical examination. ? The applicant?s medical history is obtained by interviews between the applicant and the medical officer. ? Physical measurement such as height, weight, chest and the abdominal circumferences. ? General examination including an examination an examination of the skin musculature and joints. ? Examination of special senses of the applicant visual and auditory activity to be checked closely. ? Examination of chest and lungs. ? Clinical examination of eyes, ears, nose, throat and teeth. ? Check up of blood pressure and heart. ? Laboratory test of urine blood etc.
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? A neuro psychiatric examination particularly when medical histories are a physician?s observation indicates an adjustment problem.
J.R Hinrichs conducted a study on communication activity of industrial research personnel and personnel psychology. A study of 16 clerical workers dine in the same manner, revealed that differences were no large then 6 percent one of the large errors being in an excessively small estimate of idle time despite these differences the estimates are sufficiently accurate to be used as a general guide in recruitment, training, compensation and reorganizing.
Herbert H. Meyer Emanul Teef and Tohn R. P. French Jr conducted a study on split rates in performance appraisal and their test reveals that a research and practice indicate that the well established goal has the characteristics specify challenge and acceptance in a study of appraisal system in general electric it was found that when specific quantitative goals were mutually established the average accomplishment note later was 65 percent. In cases where such specific goals were not set the average accomplishment was estimated to be 27 percent.
Ronald Winkler and Theodare W. Mathews conducted a study on how employees fell about personality tests and his study revealed research concerning the seriousness of the privacy connection does not indicate that it is widespread general phenomenon. It is more matter of significant sub grouping in one study younger females expressed annoyance at 35 out of total of 361 questions; older males found all but 4 questions to be acceptable.
Donald L Grant and Clouglas W.
Bray have done study on
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contribution of the interview of assessment of management potential. Their study revealed that is an American telephone and telegraph management assessment center each 2 hour interview was recorded on tape and later evaluated by multiple rater the degree of agreement among there raters was considerably higher then normal .72 for non college interviews and .82 for college educated as compared with more typical .40 to .60 levels and 1.0 would indicate perfect agreement evidently the presence of the interview serves ti lessen the concentration of the interviewer on what is actually being said.
Raymond E Hill conducted a study on
new look at employee
referrals as a recruitment channel has revealed that where present employees are asked to recommend new hired a type of preliminary screening takes place the present employee knows both the company and the acquaintance and presumably would attempt to please both. In one company employing 1600 clerical workers.
It was found that long tenure was related to obtaining employees from this source the separation rate of referred employees was lower then that of those obtained through either want ads or employment agencies. A second study of clerical employees in three insurance firms tended to confirm then finding with the additional modifying elements of 1. Degree of friendship 2. Accuracy company information conveyed and 3. Subsequent employee performance rating.
Floyd L. Ruch conduced a study on the impact in employment procedure of the supreme court decision. In the duke power case findings revealed that establishment of basic minimum human requirement for work is a decision of concern to our entire society. It has been commented by some observers that organization is general establish excessively high requirements for formal
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education
and training background a process that result in overly qualified
personnel being placed on routine draughtsman. Job not only do such practices lead to frustrated and discontented personnel the supreme court decision in they duke power case indicates that it may be illegal is such requirements work to the power disadvantage of certain classes of citizen.
Dennis Worgan
conducted a study on linking pins between
organization and environment and environment. A survey of the chief officers of 306 of our largest corporations revealed expectation that are often never written down on paper among other items, the executives worked from 6 to 70 hours per week traveled 6 to 10 days a month and in three out of four cases placed the business ahead of their of their families needs little items often make the difference in the hiring decision one executive last a 55,000 a year job because the referred to his wife a ?mommy? another lost a 300000 a year job because he attacked an artichoke with a knife and fork. The chairman of the board said that he just didn?t want a guy who didn?t know how to eat properly. One recruiter maintai ns that more than half of the time, the technically best qualified person isn?t hired.
John P. Wanous conducted a study on tell it like it is a realistic job previews and revealed as research has shown that providing a realistic preview of the organization as compared with a sales in doctrinational pitch will reduce the number of voluntary resignations in a controlled experiment with 80 newly hired telephone operators half were shown a 15 minute film of the traditional type most god information both good and bad information about the job and company these given the realistic film had a slightly higher survival rate in the job.
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Indian Institution of Personnel Management conducted a study in personnel management in India . Their finding related to procurement of man power was that advertising in print media in the most frequently used method, when qualified an experienced personnel are not available from the other sourced.
Senior part is largely filled by such method when they cannot be filled by promotion from within. The same related study was conducted by wander French in the year 1974 their finding is advertising is very useful for recruiting blue collar and hourly workers as well as scientific professional and technical employees. Donald E Pursell conducted a study on planning for tomorrow?s personnel problems his findings was the overall rare of growth of the labor force has fluctuated from decade to decade. During the 1950?s the annual percentage was 1.25 this increased during the 1960?s to 1.65 and moved dill higher during the 1970s to2.3 the decaded the 1980s will see contraction in the growth rate with the annual percentage increase falling to 1.9 percent from 1980 to 85 and declining ever further to 1.1 percent from 1985 to 1990.
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Barry C. Campboll and Cynthice L.Barron conducted a study on how extensively are HRM practices being utilized by the practitioners. Their findings revealed that the fare casting of human resources recruitment is often subdivided into long rang and short-range forecast.
The later types is almost unavoidable in most firms but a survey of 589 members of American society of personnel administration revealed that only 32 percent reported any long- range planning of human resources needs in their organization.
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NEED FOR THE STUDY With rapid increase in manufacturing capacity driven by the huge demand for the products in the market, the need for human resources has also been on the rise recently. As a result, talent acquisition has almost been a routine process at Delphi –TVS. Recruitment as such pools in a lot of monetary resource as it is not just a new employee added to the muster-rolls but the company has to spend on his training and welfare as well. Hence it becomes necessary that only persons who prove to be competent enough and are capable of contributing to the firm?s profitability be absorbed.
Recruiting someone who proves to be less effective in practice than they did on papers would mean wastage of money and time. Keeping the costs of selection low while ensuring that the person with right talent and attitude is picked up avoids this wastage. However, there is a time target for any job and recruitment is no exception. Hiring the best talent is important and the time taken to acquire is also important i.e. it is not only quantity that matter but also quality of the process that is important.
Thus, given the fact that competitive differentiation depends on the quality of organization?s talent, the onus lies on acquiring the right talent at the optimum time targets. Hence the need to study the effectiveness of recruitment gains importance.
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OBJECTIVES OF STUDY
Primary objectives: ? To assess the efficiency of recruitment process carried out at DTVS. ? To analyze the proficiency of recruiter in pooling in the right talent.
Secondary objectives: ? To study the parameters used in short listing. ? To find out the candidate?s perception towards recruitment process followed at DTVS.
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LIMITATIONS: ? Difficult to access with employees ? Attitudes differ widely. ? Due to constraints, the sample size is restricted to 87 candidates and 10 recruiters, which may not reflect the opinion of the entire population. ? The ultimate reliability of the study depends on the accuracy of responses given by the respondents.
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RESEARCH METHODOLOGY Research is a process of planning, acquiring, analyzing, and disseminating relevant data so that the organization may use it for taking appropriate actions and maximize business performance.
RESEARCH DESIGN: A research design is the specification of the methods and procedures for acquiring the information needed to structure or solve problems. It constitutes the blueprint for the collection, measurement and analysis of data. There are different types of research study used: ? Exploratory study ? Descriptive study ? Causal study. It this case descriptive method is made use of.
Descriptive information often provides a sound basis for the solution of marketing problems, even though it does not explain the nature of relationship involved. Descriptive research is marked by the prior formulation of specific research questions. The investigator already knows a substantial amount about the research problem. Thus the investigator should be able to define clearly what it is that he or she wants to measure and setup appropriate and specific means for measuring it.
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SAMPLING DESIGN The Sampling Design adopted for the research study is convenient sampling method. Convenient sampling refers to setting up the sampling size according to the convenience of the researcher.
SAMPLE SIZE The sample size of 87 candidates who have cleared the interview process was employed. 10 samples were collected from the HR personnels involves in recruitment activity.
METHOD OF DATA COLLECTION Two types of Data have been collected. They are ? PRIMARY DATA ? SECONDARY DATA PRIMARY DATA: The Data were been collected through Questionnaire Method. The Data collection was done by administering separate questionnaires to the recruiters and the candidates who were selected in the interview. SECONDARY DATA:
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It was obtained from various departments, in-house journals, company web sites and Brochures.
QUESTIONNAIRE DESIGN “A questionnaire is a list of questions sent to a number of persons for their answers and which obtains standardized results that can be tabulated and treated statistically”. It is treated as the „heart of the survey operation?. Structured questionnaire is used and it contains dichotomous, multiple choice single response scale, and multiple rating list scale.
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ANALYSIS
Diagram 1 The Level Of Management NUMBER OF PERSONS 18 15 33 PERCENTAG E 54.54 46.46 100
NAME JUNIOR MANAGEMENT MIDDLE MANAGEMENT SENIOR MANAGEMENT TOTAL
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140 120 100 80 60 40 20 0 PERCENTAGE NUMBER OF PERSONS
EN T
EN T
T
AN AG EM
JU NI O R
M
DL E
Diagram 2 The Mode Of Recruitment NAME INTERNAL EXTERNAL TOTAL NUMBER OF PERSONS 11 22 33 PERCENTAGE 33.33 66.67 100
SE N
M
ID
IO
R
M AN AG EM
M
AN
AG EM
TO TA
EN
L
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NAME PROMOTION BASED ON SENIORITY PROMOTION BASED ON HIGHER QUALIFICATION EMPLOYEE REFERENCE TOTAL
NUMBER OF PERCENTAGE PERSONS 5 45.45
4
36.36
2 11
18.19 100
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NAME Advertisement in print media Consultant Professional Associations Others Total
NUMBER OF PERCENTAGE PERSONS 6 5 4 7 22 22.27 22.73 18.18 31.82 100
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NAME Internally Externally Both Total
NUMBER OF PERSONS 7 8 18 33
PERCENTAGE 21.21 24.24 54.55 100
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NAME Internall y Externall y Not Relevant Total
NUMBER OF PERCENTAG PERSONS E 7 11 15 33 21.22 33.33 45.45 100
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NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 8 20 0 5 0 33 24.24 60.6 0 15.16 0 100
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NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 6 15 0 12 0 33 18.18 45.45 0 36.37 0 100
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NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 6 15 0 12 0 33 18.18 45.45 0 36.37 0 100
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NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERCENTAGE PERSONS 10 21 0 2 0 33 33.3 63.64 0 6.06 0 100
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NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERSONS 5 8 0 15 5 33
PERCENTAGE 15.15 24.26 0 45.46 15.13 100
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NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERSONS 2 12 0 13 6 33
PERCENTAGE 6.06 36.36 0 39.4 18.18 100
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NAME 1 Week 2 Week 3 Week 1 Month Total
NUMBER OF PERSONS 12 5 2 14 33
PERCENTAGE 36.36 15.15 6.06 42.43 100
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NAME
NUMBER OF PERCENTAGE PERSONS 6 11 7 9 0 33 18.18 33.34 21.21 27.27 0 100
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Board Interview Panel Interview Group Discussion General Interview Others Total
NAME Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
NUMBER OF PERSONS 5 18 0 7 3 33
PERCENTAGE 15.15 54.55 0 21.21 9.09 100
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NAME Yes No Total
NUMBER OF PERSON 30 3 33
PERCENTAGE 90.9 9.1 100
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NAME
NUMBER OF PERCENTAGE PERSONS 5 21 0 7 0 33 15.15 66.63 0 21.22 0 100
Strongly Agree Agree Neutral Not Agree Strongly Not agree Total
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Weighted Average Method Non Financial Benefits – Table 1 RANK Career Development Challenging Jobs Job Security Status Table – 2 Rank I Weight 4 I 16 8 7 2 II 11 15 2 5 III 2 8 14 9 IV 4 4 7 18
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II III IV
3 2 1
Career Development (16 X 4) + (11 X 3) + (2 X 2) + (4 X 1) 64 + 33 + 4 + 4 = 105
Challenging Jobs (8 X 4) + (15 X 3) + (8 X 2) + (4 X 1) 12 + 45 + 16 + 4 = 97
Job Security (7 X 4) + (2 X 3) + (14 X 2) + (7 X 1) 28 + 6 + 28 + 7 = 69
Status (2 X 4) + (5 X 3) + (9 X 2) + (18 X 1) 8 + 15 + 18 + 18 = 59
RANK Career Development Challenging Jobs Job Security
I 64
II 33
III 4
IV 4
Total 105
Rank I
32
45
16
4
97
II
28
6
28
7
69
II
53
Status
8
15
18
18
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IV
INFERENCE: The career development is the major factor for employees ranked I and followed by the challenging jobs factor at rank II for the purpose of getting employed in this company. Financial Benefits – Table 1
RANK Incentives Increase in Salary House Rent Allowance Medical Allowance Table – 2
I 16 14
II 10 15
III 2 2
IV 5 2
2
5
17
10
1
3
12
16
Rank I II III IV 1
Weight 4 3 2
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Incentives (16 X 4) + (10 X 3) + (2 X 2) + (5 X 1) 64 + 30 + 4 + 5 = 103
Increase in Salary (14 X 4) + (15 X 3) + (2 X 2) + (2 X 1) 56 + 45 + 4 + 2 = 107
House Rent Allowance (2 X 4) + (5 X 3) + (17 X 2) + (10 X 1) 8 + 15 + 34 + 10 = 67
Medical Allowance (1 X 4) + (3 X 3) + (12 X 2) + (16 X 1) 4 + 9 + 24 + 16 = 53
RANK Incentives Increase in Salary House Rent Allowance Medical Allowance
I 64 56
II 30 45
III 4 4
IV 5 2
Total 103 107
Rank II I
8
15
34
10
67
II
4
9
24
16
53
IV
INFERENCE:
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The increase in salary package is the major factor for employees ranked I and followed by the incentives factor at rank II for the purpose of getting employed in this company.
FINDINGS
1. 54.54% of employees joined at the junior level where as 46.46% joined at the middle level.
2. 33.33% of employees are recruited internally and 66.67% are recruited externally.
3. By internal mode of recruitment, 45.45% are recruited based on seniority.
4. By external mode of recruitment, 27.27% employees are recruited advertisement, in print media, 27.73% throw consultant, 18.18% throw professional and 31.82% throw others.
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5. 54.55% of employees agree that the company gives important to both internal and external sources for filling up the vacancies. 6. 60.60% of employees agree upon the clarity of job description at the time of recruitment. 7. 45.45% of employees agree that they recruited as per the job description. 8. 46% of employees agree that personal data is updated on there personal achievement. 9. 63.64% of employees agree that the job as perceived by him is realistic.
10.45.46% of employees do not agree that the absenteeism is the major problem in their department.
11.39.40% of employees do not agree that the employee turn over is high in their department. 12.As per 42.43% of employees, the lead-time of fill up the vacancies in their organization is one month. 13.27.27% faced general interview at the time or recruitment. 14.54.55% of employees agree that induction program time of joining. 15.90.90% of employees agree that existence of exit interview. conducted at the
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16.63.63% of employees agree that the feed back on exit interview is being addressed. 17.Employees have ranked career development as the major non-financial benefits. 18.Employees have ranked increase in salary as the major financial benefit they prefer.
S U GGESTION
The research would like to pen down few suggestion based on to research. If the company feels these suggestions as valuable and feasible then it should try to implement it for its future benefits. 1. The mode of recruitment plays no role in the satisfaction of the job. Hence, the company in the satisfaction of the job. Hence, the company can adopt both internal and external recruitment policy. 2. Employee turnover can be reduced. 3. Lead-time for filling up the vacancies can be reduced. 4. Induction program should be conducted to all employees at the time of recruitment.
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5. Organization should give more focus on career development program. 6. Organization should give more importance for financial benefit of an employee by trying to increase the salary.
CONCLUSION
The above research is conducted to know the recruitment policy of the organization. According to the research, the current recruitment policy of the organization is satisfactory. Organization can continue to adopt both internal and external recruitment and provide them a better scope for their career development.
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BIBLIOGRAPHY
REFERENCES ? B.MAMORIA and S.V.GANKAR: Personnel Management, 1993. ? Dr.FLLIPPO EDWIN: Personnel Management, McGraw-Hill Inter and Sons, 1st edition, 1978. ? National Edition VI th edition, 1984. ? Tripathi .P.C : Personnel Management and Industrial Relations, Sultan chand. ? www.gogle.com. ? www.ranegroup.com.
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QUESTIONNARIE
PERSONAL DETAILS;Age: Gender: M F Previous
Experience in years: Rane Department:
1.Which level you have joined in this organization initially?
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? Junior management
? Middle management
? Senior management
2. Your entry to your initial position is through? ? Internal ? External
3. If internal, tick the appropriate option at the initial level of entry? ? Promotion based on experience ? Promotion based on seniority ? Promotion based on higher qualification ? Reappointment ? Job Rotation ? Transfer ? Employee Reference 4. If external, is your answer through of the following you have been recruited? ? Advertisement in print media ? Advertisement in radio or television ? Campus recruitment ? Walk-ins
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? Consultant ? Professional association ? Others (please specify) 5. Man power recruitment in your department met through? ? Internally ? Externally ? Both
6. In your opinion highly job satisfied employees are the one who has been recruited through? ? Internally ? Externally ? Not relevant
7. Job description was clearly known to you at the initial stage itself? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree 8. In your department employees are recruited as per the job specification? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree 9. My personal data is updated on my personal achievement like higher qualification, new skills, development courses undergone etc? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
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10. Characteristics of the job as perceived by me are realistic? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
11. Absenteeism is one of the major problem in my department? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
12. Employee „turnover? is highly in my department? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree 13. What is the lead-time taken by the company to fill up the vacancies? ? 1week ? 2week ? 3week ? 1month
14. What types of interviews is organized under the recruitment process? ? Board interview ? Panel interview ? Group interview ?
General interview ? Others
15. The induction program provides at the time of joining was very effective? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
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16. Do you have provision for exit interview in your organization? ? Yes ? No
17. The feed back on exit interview is being addressed, whether required? ? Strongly agree ? Agree ? Neutral ? Not agree ? Strongly not agree
18. Please rank the following factors in the order of most preferred to least preferred (Express by number).
Non-Financial benefits ? Career Development ? Challenging Jobs ? Job Security ? Status
Rank
Financial benefits ? Incentives ? Increase in salary ? House Rent Allowance ? Medical Allowance
19. Please give your valuable suggestions for improving recruitment process ………………………………………………………………………………. ……………………………………………………………………………………… ………………………………………………………………………
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Thank you
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