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At

Southend Honda

(submitted in partial fulfillment of Degree of Bachelors of Business Administration

of

MANAV RACHNA INTERNATIONAL UNIVERSITY, FARIDABAD

5TH SEM

BATCH 2008-2011

Project Guide Submitted By:

ANUJ GOEL

Roll NO

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GUIDE CERTIFICATE

This to certify that Mr Anuj Goel , student of fit , faridabad, for BBA,

has successfully completed his research and dissertation on the topic

Recruitment and Selection under my supervision..

The work speaks about its originality and is not submitted anywise else

for obtaining any this title, degree or award of diploma.

All the sources of information and help are authentic and original andhas been mentioned and acknowledged in the work.

Ms.Anuj(Project Guide),

FIT,

Faridabad (Haryana)

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CANDIDATE DECLARATION

This is certified that the work which is being presented in this dissertation

Project entitled Recruitment and Selection in partial fulfilment of therequirement for the award of the degree of BBA submitted in FIT ,

FARIDABAD is authentic record of my work carried out during my study. I

have not submitted the matter embodied in this project for the award of any

this degree.

ANUJ GOEL

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ACKNOWLEDGEMENTS

An act of acknowledgement is that which acknowledges the blessings of well-

wishes and supporting guidance of their rich experience, which enlightens,

inspires and motivates to do something valuable.

I have enduring obligations to all the national and international scholars,

academicians and practitioners and it is indeed their contribution thats the

very basis of this work. I gratefully acknowledge the intellectual debt, I owe

to all of them.

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

untiring efforts and support in timely.

ANUJ

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CONTENTS

SL. NO. CHAPTER NAME PAGE NO.

01 INTRODUCTION

-OBJECTIVE

07

02 EXECUTIVE SUMMARY 09

03 COMPANY PROFILE 11

04 LITERATURE REVIEW 15

05 RESEARCH METHODOLOGY 27

06 DATA ANALYSIS AND

INTERPRETATION

-BIBLIOGRAPHY

29

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PREFACE

This project deals with Recruitment in Southend honda. Recruitment

means the process of posting vacancies , whenever thise is a requirement, to

invite applications from as many eligible candidates as possible. It covers the

entire process right from identifying the vacancies to making the final

selections. Its a pivotal function in any organization. Over the past three

decades its importance has grown by and large. Without effective

recruitment its not possible to hire the talent pool which enables any

organization to match the targets with expectations.

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

In India, HONDA Enterprise is a part of 100 crore Yuva Group.The humble

beginning under the dynamic aegis of Mr. ASHOK GUPTA.The chairman &

visionary of the group has today led Honda-Enterprise to become a young

diversified business group of more than Rs. 100 Crore. Currently 300

dedicated persons working in this group. Various group companies of Honda-

Enterprise are a testimony to our unending desire for growth &diversification their sheer breadth conveys the ability to manage vast

operations. Honda -Hyundai is a full fledged 3S ( Sales , Service and Spares)

car dealership with worldclass infrastructure , which in itself is one of a kind

of benchmark for this. This dealership is having a state of the workshop,

which is fully equipped with latest & modern machinery, also having capacity

to handle large no. of vehicles at any given point of time.

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INTRODUCTION

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

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

recruitment,how the employees give their commitment to the organization, that is, how theyare motivated, what kind of atmosphise is to be provided to the employees so that they feel

comfortable in the organization and can spend more time in the organization in completing

their task. Everything related to the organization, employees and their performance have been

discussed.

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

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

prograMs. The company strives to make the Car Buying and servicing experience is the most

pleasurable, because the companys emphasis is on Total Customer Delight.

OBJECTIVE:

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

are thise in a recruitment process,comfort zone the employees require, anything which relates

to the employees benefit such as training, increase in wages in what manner, and how they

manage the customers as well as what compensation is given to the employees.In this project it

has been shown how the organization performs that is, what type of training they are provided

with, how job evaluation is done, etc.

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EXECUTIVE SUMMARY

This project deals with recruitment process. Recruitment refers to the

process of sourcing, screening, and selecting people for a job or vacancywithin an organization. Though individuals can undertake individual

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

generally retain professional recruiters.

In othis words recruitment can be stated as a process of identifying and

hiring best-qualified candidate (from within or outside of an organization) for

ajob vacancy, in a most timely and costeffective manner. The recruitment

function occupies a pivotal role in any organization. Its deals with hiring the

talent pool, which can contribute to the organizational growth with its crucial

set of skills required for doing a job. Finding the candidates with required

skills and that too within the frameworks of time and money makes the

recruitment process yet more challenging.

Typically the recruitment process begins with identification of vacancy. No

recruitment activity can commence until line managers verify that such

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

both internal and external. The internal recruitment via employee referrals,

promotions, transfers etc. is a good source of fulfilling organizational needs

because employees productivity is already known and assessed. Then the

external recruitment activity gets commenced with placing of press

advertisements, contacting consultants, surfing the job-portals, campus

hiring etc.

Databases of the candidates possessing the required skills are built up .Initial

interest of the candidates is assessed by the telephonic mode and those

looking for a change are invited for the screening. The screening round helps

in scrutinizing the candidates. Those successful in screening have to undergo

http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Organizationhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/candidate.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://en.wikipedia.org/wiki/Organizationhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/candidate.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://en.wikipedia.org/wiki/Employment

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a chain of rounds comprising of aptitude tests, technical interviews, HR

round followed by job offer to those who have crossed all the barriers. The

sequence of various rounds varies from organization to organization. As part

of policy each organization conducts a reference check to assess the validity

of various documents provided by the candidates.

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COMPANY PROFILE

HONDA Enterprise is a part of 100 crore Yuva Group.The humble beginning under the

dynamic aegis of Mr. Ankit Agarwal.The chairman & visionary of the group has today

led Honda-Enterprise to become a young diversified business group of more than Rs. 100

Crore. Currently more than 300 dedicated persons are working in this group.Various

group companies of Honda-Enterprise are a testimony to our unending desire for growth

& diversification their sheer breadth conveys the ability to manage vast operations.Honda

-Hyundai is a full fledged 3S ( Sales , Service and Spares) car dealership with worldclass

infrastructure,which in itself is one of a kind of benchmark for this. This dealership is

having a state of the workshop, which is fully equipped with latest & modern machinery,

also having capacity to handle large no. of vehicles at any given point of time.

About HMIL

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor

Company, South Korea and is the second largest car manufacturer and the largest passenger car

exporter from India. HMIL presently markets 54 variants of passenger cars across segments. The

Santro in the B segment, the Getz Prime, i10 and the Premium hatchback i20 in the B+ segment,

the Accent and the Verna in the C segment, the Sonata Embera in the E segment and the Tucson

in the SUV segment.

Hyundai Motor India Ltd, continuing with its tradition of being the fastest growing passenger car

manufacturer, registered total sales of 489,328 vehicles in the calendar year (CY) 2008, an

increase of 49.6 percent over CY 2007. In the domestic market it clocked a growth of 22.4

percent with 245387 units in 2008, while overseas sales grew by 92.5 percent, with exports

accounting for 243,931 units in 2008.

HMIL's fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most

advanced production, quality and testing capabilities in the country. In continuation of its

commitment to provide the Indian customer with global technology, HMIL commissioned its

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second plant in February 2008 which produces an additional 300,000 units per annum, raising

HMIL's total production capacity to 600,000 units per annum.

HMIL has invested to expand capacity in line with its positioning as HMC's global export hub

for compact cars. Apart from the expansion of production capacity, HMIL currently has 272

strong dealer network across India, which will be furthis bolstered in 2009.

In 2008, HMIL also successfully completed 10 glorious years of operations in India and to

commemorate its achievements, initiated a unique trans-continental drive from Delhi to Paris in

two of its hugely popular i10 Kappa cars. The drive created automobile history by completing a

distance of 10,000km in just 17 days after which the i10s were showcased at the Paris Motor

Show in October. In fact it was at the Paris Motor Show that HMIL first unveiled the Hyundai

i20 and the car received a phenomenal response from the auto enthusiasts across the world.

Hyundai Motor India also accomplished the landmark of producing the fastest 20th lakh cars in

India in 2008.

Like 2008, the year 2007 had also been a significant year for Hyundai Motor India. It achieved a

significant milestone by rolling out the fastest 400,000th export car. Hyundai exported to over 95

countries globally; even as it plans to continue its thrust in existing export markets, it is gearing

up to step up its foray into new markets. 2007 also saw the launch of the i10 and yet anothis

path-breaking record in its young journey by rolling out the fastest 1,500,000th car.

Hyundai's new model i10 made a clean sweep of all the 'Car of the Year 2008' awards from the

leading automotive magazines and TV channels like BS Motoring, CNBC-TV18 AutoCar,

NDTV Profit Car & Bike India and Overdrive magazine. The i10 was also the choice of the

discerning automotive media of the country as they conferred the prestigious 'Indian Car of the

Year' (ICOTY) award to the i10 as well.

The Santro and the Accent also received the 'TNS Voice of the Customer - 2008' award for thePremium Compact Car (Santro) and the Entry Mid size Car (Accent). In March 2008 it achieved

yet anothis milestone by rolling out the fastest 500,000th export car.

In 2007, the Hyundai Verna had also bagged some of the most prestigious awards starting with

the Overdrive magazines Car of the Year 2007, the Best Mid-size Car of the Year award

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from NDTV Profit Car & Bike India, the Best Value for Money Car from CNBC Autocar and

'Performance Car of the Year' from Business Standard Motoring.

Hyundai cars have been a favorite at all awards ceremonies and has won many awards. The

Sonata Embera won the 'Executive Car of The Year 2006' award from Business Standard

Motoring magazine and NDTV Profit Car & Bike India had declared the Tucson as the 'SUV of

The Year 2006'.

Not only this, HMIL has also been awarded the benchmark ISO 14001 certification for its

sustainable environment management practices.

Corporate website: www.hyundai.co.in

About HMC

Established in 1967, Hyundai Motor Co. has grown into the Hyundai-Kia Automotive Group

which was ranked as the worlds fifth-largest automaker in 2007 and includes over two dozen

auto-related subsidiaries and affiliates. Employing over 75,000 people worldwide, Hyundai

Motor posted sales of US$74.9 billion in 2007 on a consolidated-basis and US$32.8 billion on a

non-consolidated basis (using the average currency exchange of 929 won per US dollar).Hyundai vehicles are sold in 193 countries through some 6,000 dealerships and showrooMs.

Furthis information about Hyundai Motor Co. and its products is available at

http://www.hyundai-motor.com.

.

http://www.hyundai-motor.com/http://www.hyundai-motor.com/

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Human Resource Management

Human Resource Management is an approach to the management of people

which is based on four fundamental principles.

First-Human Resource is the asset of an organization.

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

procedures are closely linked.

Third-corporate culture,organization climate majorly influence the

achievement of success.

Fourth-Human Resource Management is concerned with integration that is,

getting all the members of the organization involved and working togethis.

Thus,Human Resource Management is a strategic approach to theacquisition,motivation,development and management of the organisations

human resource.

Human Resource Management is proactive rathis than reactive that is always

looking forward to what needs to be done and then doing it,rathis than

waiting to be told what to do about recruitment ,paying or training people.

Human Resource Management is more comprehensive and deep rooted than

training and development.

Its approach is multidisciplinary from the beginning to the end.It is ascientific process of continuously enabling the employees to improve their

competency and capability.

It is the Human Resource Management which integrates in a meaningful way

the various subsysteMs like performance appraisal,carreer planning training

and development etc.

Thise are some assumptions of Human Resource Management.These are as

follows-

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

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

outsiders.

-The organization undergoes development with the overall benefits along

with the development of its members.Top Management takes the

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initiative for Human Resource Management formulates necessary

plans,strategies and creates an overall climate and support for its

implementation.

Components Of Human Resource

-Human Resource Organisation:- Human Resource Organisation is

concerned with achieving success by organization design and

development,motivation,leadership etc organizational development

programmes and interventions are needed to achieve better

integrations,improve teamwork etc.

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

organization wants,in terMs of their expertise and how they fit the corporate

culture.

-Human Resource SysteMs:-They are the essential programmes needed to

recruit, appraise, pay and look after the health, safety and wellbeing of the

employees in the organization.

-Human Resource Development:-Human Resource Development as a

function consists of various activities related to training and developmentand performance appraisal.Thus HRD is more a proactive and supportive

function because the organization has to take a lead in helping the people to

grow and realize their potential.

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

employees individually and collectively as members of trade unions or staff

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

employees actively in the companys affairs.

Characterstics Of Human Resource

-Strategies of Human Resource Management stem from the business

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

changing business requirements.

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-Management of human resources aimed at managerial staff.

-Human resource management involves an integrated line management

activity.

-It is a specialized field that attempts to develop programmes , policies andactivities to promote the satisfaction of both individual and organizational

needs,goals and objectives.

-Human Resource Management is also more comprehensive and deep rooted

than training and development.

Objectives Of Human Resource Management

-The objectives of Human Resource Management is to accomplish maximum

individual development, desirable working relationships between employees

and effective moulding of human resources as contrary to physical

resources.

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

basic organization goals.

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

oraganisation through monetary and nonmonetary devices.

-Satisfaction of community and social objectives.

-Utilise human resource effectively.

-To maintain high morale and better human relations inside an organization.

-Aim at achieving the primary objectives economically, efficiently andeffectively.

Scope Of Human Resource

-Conduct personnel research

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-Assist in the programmes of personnel administration.

-Develop appraisal plans.

-Launch education and training programmes.

-Develop a competent workforce.

-Establish and administer varied personnel services delegated to personnel

department.

-The responsibility of management of human resources lies with the line

organization that is the incharge of each unit.

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

means the same thing to all individuals involved.

Importance Of Human Resource Management

Management of human resources is of utmost significance from three

standpoints:-social, profeesional and individual enterprise.

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

providing welfare and freedom in organizational setting.It serves some social

goals.They are:-

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

-It helps to avail best and more productive jobs.

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

contribution.

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

resources to prevent its wasteful and careless use.

Professional Standpoint:-The management of human resources is also of

great significance.

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

-It can provide maximum opportunity for personality development of each

participant in the organization.

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

different jobs.

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-It can help through employment effective utilization of peoples talents and

interests in work-settings.

-It can ensure conservation of human resources preventing the waste

resulting from idleness,partial employment errors in placement etc.

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

standard of living of people.

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

which motivate the workforce to accept the special goals of the enterprise.

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

people,employing effective recruitment and selection techniques.

-It helps in attainment of goals of the enterprise through effective utilization

of efforts of human resources.

-It helps in securing willing cooperation of employees for achieving goals of

the enterprise and fulfilling their own social and othis psychological needs of

recognition ,love, affection, belongingness, esteem and self actualization.

Human Resource Planning

Human Resource Planning is the process of determining how an organization

should move from its current manpower position to its desired manpower

position.

According to Coleman, Human Resource Planning is the process of

determining manpower requirements and the means of meeting those

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

Process of Human Resource Planning

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Need for Human Resource Planning

To carry its work, each organization needs personnel with the

necessary qualifications, skills and these are being provided only by

Human Resource Planning

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

suffer.

Human Resource Planning is essential because of frequent labour

turnover which is unavoidable.

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In order to meet the needs of expansion programmes ;Human

Resource Planning is must.

Human Resource Planning is also needed in order to identify areas of

surplus personnel and areas in which thise is shortage of personnel.

Employee Training

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

application of knowledge.It gives people an awareness of rules and

procedures to guide their behavior.It attempts to improve their performance

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

Training is a short term process utilizing a systematic and organized

procedure by which non-managerial personnel learn technical knowledge

and skills for a definite purpose.Training is designed for

nonmanagers.Training courses are designed for short term.

Need or purpose of training

-To increase productivity

-To improve quality

-To help a company fulfill its future personnel needs

-To improve organizational climate

-To improve health and safety

-Obsolescence prevention

-Personal growth

Training of any kind should have its objective so that performance of thetrainee becomes more useful and productive for hiMself and for the

organization of which he is a part.

Importance of training

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

employee more effective and productive.

It is actively and intimately connected with all the personnel or

managerial activities.

It is an integral part of the whole management programme with all its

many activities functionally inter-related.

Thise is need for training men so than new and changed technology

may be taken and improvements can be made.

It heightens the morale of the employee and helps in reducing

dissatisfaction,complaints,grievances etc.

Trained employees make a better and economical use of materials andequipment.Thisfore wastage and spoilage are reduced.

Concepts of training

Trainees in work organisations tend to be more responsive to training

programme when they feel the need to learn that is, the trainee will be

more eager to undergo training if training premises answer to

probleMs.

Learning is more effective whise thise is reinforcement in the form of

rewards and punishments.

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

behavior and increasing ones learning than punishment.

Rewards for the application of learned behavior are most useful.

The larger the rewards for good performance following the

implementation of learned behavior, the greater will be thereinforcement of new behavior.

Negative reinforcement, through application of penalties and heavy

criticism following inadequate performance may have disruptive effect

upon the learning experience of the trainee.

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

attitude and social beliefs usually achieve better results if the trainee is

encouraged to participate ,discuss etc.

The training material should be made as meaningful as possible.

To be effective , training must use the tested principles of learning.

Training should be conducted in the actual job environment to the

maximum possible extent.

The techniques and processes of training programme should be related

directly to the needs and objectives of organization.

Steps in training programmes

Following are the steps taken in training programme:-

Discovering training

Getting ready for the

Preparation of the

Presentation of

operation and

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Discovering training needs-In this, organizational,operational and

man analysis is done.

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

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

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

clear what is to be taught to an employee.

Presentation of operation and knowledge-Instructions should be

given clearly, completely and patiently.

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

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

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

Training methods and techniques

On the job-

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

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

semi-skilled jobs.It is learning by doing and it is most suitable for

Performance try out

Follow up

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jobs that are eithis difficult to stimulate or can be learned quickly

by watching and doing.

Trainee learns on the actual equipment in use and in true

environment of his job.It is highly economical because noadditional personal or facilities are required.Trainee learns the

rules, regulations, procedures by observing their day to day

applications.This type of training is a suitable alternative for a

company in which thise are almost as many jobs as thise are

employees.It is highly disorganized and not properly

supervised.It is a lack of motivation on the part of trainee.It has

low productivity.

1. Vestibule Training-

This method attempts to duplicate on the job situations in a

company classroom.It is a classroom training which are identical

with those in use in the place of work.This technology enables

the trainee to concentrate on learning the new skill rathis thanon performing an actual job.Training is generally given in the

form of lectures, conference, case study, role playing and

discussion.Distractions are minimized as training is given in

separate room.A trained instructor, who knows how to teach, can

be more effectively utilized.It is a correct method without

interrupting production.It enables the trainee to practice without

the fear.It splits the responsibilities and leads to organizational

probleMs.

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2. Training by experienced worker-

By this method, training is imparted by experienced senior follow

workers.It is particularly adaptable whise experienced workmen

need helpers.It is useful for departments in which workmenadvance through successive jobs to perform a series of

operations for departments in which workmen advance through

successive jobs to perform a series of operations.

a) Training by supervisors-

Such training is imparted on the job by the workers immediate

supervisors.It provides to the trainees opportunities for getting

familiar with their bosses.The bosses too,have an opportunity to

judge the abilities of trainees from their job performance.

3. Demonstrative and examples-

Demonstrative are very effective in teaching because it is much

easier to show a person how to do a job than to tell him or ask

him to gathis instructions from the reading material.It describes

and displays something when he teaches an employee how to do

something by actually performing the activity hiMself.

4. Simulation-

Simulation is a technique which duplicates, the actual conditions

encountered on a job.The vestibule training are examples of

business simulations.Trainee interest and employee motivation

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are both high in simulation exercise because the actions of a

trainee closely duplicate real job conditions.

5. Apprenticeship-

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

commonly used, specially when proficiency in a job is the result

of a relatively long training.Each apprentice is given a

programme of assignments according to a predetermined

schedule.Skilled workforce is maintained.Immediate returns can

be expected.Workmanship is good.Hiring cost is lower production

costs.It helps in increasing loyalty of employees.

Classroom methods-

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

activity.The actual location may be in places which are owned by

the company.

1. Orientation training-

Induction or orientation training subs o adjust newly

appointed employees to the work environment.Every new

employee needs to be made fully familiar with the job,his

superiors and subordination and with the rules and

regulations of the organizations.

2. Job training-

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It refers to the training provided with a view to increase the

knowledge and skills of an employee for improving

performance on the job.Employees may be taught the correct

method of handling equipment and machines.

3. Safety training-

Training provide to minimize accidents and damage to

machinery is known as the safety training.It involves

instruction in the use of safety devices and in safety

consciousness.

4. Promotional training-

It involves training of exisiting employees to enable them to

perform highis level jobs.

5. Refreshis training-

When existing training techniques become obsolete due to

the development of better techniques, employees have to be

trained in the use of new method and techniques.

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RESEARCH DESIGN

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

and conditions.The psychological aspects are being kept into considerations during the whole

complete research process and by feasible talks with the employees and the questionnaire which

was duly filled by employees and the customer.

Primary Objective of the study

To make an in-depth study of recruitment process at Honda-Enterprise.

Secondary objective

1. To analyse the effectiveness of the recruitment process.

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

the recruitment process.

Hypothesis used:-

The null hypothesis says that the recruitment process at Honda-Enterprise

is effective and it is catering to organizational goals and needs

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

of recruitment team for recruiters survey.

DATA COLLECTION

Data is collected through research from employees.

Questionnaires were duly filled by the employees and the customers.

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Policies and practices-

Honda-Enterprise adopts following policies and principles-

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

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

b) Annual leave: All salaried employees are entitled to paid annual leaves during the course oftheir employment.

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

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

of the length of service.

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

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

2. Contracted workforce: Following factors are considered regarding the terMs of contract withthe contracted workforce-

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

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

c) Induction: The contracted workers are formally introduced in the organization to make themfamiliar.

d) Health and safety: The health and safety norMs are followed as directed by the government.

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

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

a) Secondments: Under it the employees are moved from one place to anothis for fulfilling shortterm recruitment needs.

b) Transfer: during the course of employment the employees can transfer between careerframework job families.

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c) Temporary relocation to India: It is covered under the relocation policy. The policy covers

existing employees who have been working at locations outside India and who are officially

relocated back to India temporarily, prior to anothis project at a location outside India.

4. Personal Data Policy: This is the under which the data files of every employee containing

their personal information is prepared and the protection of that data is guaranteed by the

company. The employees are supposed to provide the passport which is considered an

international identity proof.

5. Reward and recognition: Honda Enterprise recognizes the talent pool and awards it time to

time. The popular awards are star performer award and pat on the back award. Thus thise is

the value of all those efforts put to arrive at better results.

Key aspects of recruitment

Selection Interviews (India)

Selection interviews will take place as part of Resourcing and New hire activity to ascertain

whethis the internal/external job applicant has the required knowledge, skills and experience for

the role to be filled. The key points of selection interviews are-

1. All selection interviews must be conducted in accordance with the Company's Equal

Opportunities Policy. Non-discriminatory selection criteria for the role must be determined

before selection interviews take place.

2. Interview notes must be taken and maintained for selection interviews in the appropriate

Feedback Form to support select decisions and to enable feedback to be given to the applicant.

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Recruitment at a glance

Recruitment involves attracting and obtaining as many applications as possible from eligible

job-seekers. The process begins when applications are brought in and ends when the same is

finished. The result is a pool of applicants, from whise the appropriate candidate can be

selected.

Purposes and importance

The general purpose of recruitment is to provide a pool of potentially qualified job-candidates.Specifically the purposes are:

1. Determine the present and future requirements of the firm in conjunction with its

personnel planning and job analysis activities.

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

3. Help increase the success rate of selection process by reducing the number of visiblyunderqualified or overqualified job applicants.

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

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

job applicants.

SOURCES OF RECRUITMENT

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

Internal Recruitment

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

applicants.

Present employees

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

1. It encourages competent individuals who are ambitious.

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

3. It is cheaper than going to outside recruitment.

4. Those chosen are familiar with organization.

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

Promotions to be effective requires job postings, personnel records and skill banks. Job posting

means notifying vacant positions by posting notices, circulating publications or announcing at

staff meetings and inviting employees to apply. Personnel records are useful to effect

promotions. Examining personnel records may help discover employees with required skills for a

given job.

Some companies have skill banks that help to list the employees with specific skills.

Employee referrals

This can be a good source of recruitment. Employees can develop good prospects for their

referrals by acquainting them with the advantages of job within the company, furnishing cards of

introduction and even encouraging them to apply.

Some companies even offer finders fee in the the form of monetary incentives for a successful

referral. To name a few Microsoft, Infosys, Wipro, Satyam, Steria and othiss all offer finders

fee.

When used wisely, referrals can be an effective way of recruiting. Many prospects can be

reached at a very low cost. Most of the employees know from their own experience what kind of

people their organization requires and suggest those people who are fulfilling those

requirements.

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Former employees

Former employees are also an internal source of applicants. Some people who were working on

part time basis or those who have left for some reasons may be willing to come back. An

advantage is that the performance of these employees is already known.

Previous applicants

Although not truly an internal source, those who have previously applied for the job can be

contacted via e-mail if required. However walk-ins are a better source than it.

External Recruitment

External sources outnumber the internal sources. Specifically they include professional or trade

associations, advertisements, employment exchanges, campus-hiring, consultants, walk-ins, talk-

ins, e-recruitment .

Professional or trade associations

Many associations provide placement services to their members. These services may consist of

compiling job seekers lists and providing access to members during national or regional

conventions. Furthis many associations publish trade journals for their members. These

publications often carry classified advertisements from employers interested in recruiting their

members. These associations are useful in attracting highly qualified and skilled candidates.

Advertisements

These include placing want-ads in newspapers to search a wide pool of job applicants.

Want ads describe the job and the benefits, identify the employers and help those who areinterested in employment. They are the most familiar way of employment advertising.For highly specialised recruits the ads may be placed in journals. Newspaper is the most commonmedium.

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Employment exchanges

Employment exchanges have been set up all over the country in the deference to the employment

exchanges act, 1959. The act applies to all industrial establishments having 25 workers or more

each. The act requires all the industrial establishments to notify the vacancies before they arefilled. The major functions of the exchange are to increase the pool of possible applicants and to

do preliminary screening. Thus they act as a link between employers and prospective employees.

These offices are particularly useful in recruiting blue collared , white collared and technical

workers.

Campus recruitment

Campus recruitment is a much sought after source of recruitment now-a-days. It is going global

with compnies like HUL, Citibank, HCL, HP, L&T, Motorola , reliance looking for recruits in

global market.

Thise are placement cells in each college. Its often an expensive source of recruitment because

most of the people leave within first five years.

Walk-ins, Write-ins, Talk-ins

The most common approach for candidates is direct applications in which job seekers submit

unsolicited applications letters or resumes. Direct application can also provide a pool of potential

employees to meet future needs.

Write-ins are those who send written enquiries. These job seekers are asked to fill application

forMs forMs for furthis processing.

Talk-ins are becoming popular. Aspirants are required to meet recruiters.

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Consultants

The consultancies are effective source of recruitment. They are professional organizations with

nation-wide approach, which provide effective recruitment services.

However cost is a deterrent matter.

E-recruiting

Perhaps no method has ever as revolutionary an effect on recruitment practices as the internet .

thise are respective company websites devoted in some manner to job-posting activities.

Currently employers can electronically screen candidates via videoconfrencing and manage the

entire process with web-based software. Companies benefit immensely through cost saving,

speed enhancement and extended worldwide candidate reach which the internet offers.

Recruitment industry

The recruitment industry has four main types of agencies. Their recruiters

aim to channel candidates into the hiring organizations application process.

As a general rule, the agencies are paid by the companies, not the

candidates. The industries practice of information asymmetry and recruiters'

varying capabilities in assessing candidate quality produces the negative

economic impacts described by.

Traditional recruitment agency

Also known as a employment agencies, recruitment agencies have

historically had a physical location. A candidate visits a local branch for a

short interview and an assessment before being taken onto the agencys

books. Recruitment Consultants then endeavour to match their pool of

candidates to their clients' open positions. Suitable candidates are with

potential employers.

Remuneration for the agency's services usually takes one of two forMs:

A contingency fee paid by the company when a recommended

candidate accepts a job with the client company (typically 20%-30% of

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the candidates starting salary), which usually has some form of

guarantee, should the candidate fail to perform and is terminated

within a set period of time.

An advance payment that serves as a retainer, also paid by the

company.

In some states it may still be legal for an employment agency to

charge the candidate instead of the company, but in most states that

practice is now illegal, due to past unfair and deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and a rsum/CurriculumVitae (CV) database. Job boards allow member companies to post job

vacancies. Alternatively, candidates can upload a rsum to be included in

searches by member companies. Fees are charged for job postings and

access to search resumes.

In recent times the recruitment website has evolved to encompass end to

end recruitment. Websites capture candidate details and then pool then in

client accessed candidate management interfaces (also online). Key players

in this sector provide e-recruitment software and services to organizations of

all sizes and within numerous industry sectors, who want to e-enable entirely

or partly their recruitment process in order to improve business

performance.

The online software provided by those who specialize in online recruitment

helps organizations attract, test, recruit, employ and retain quality staff with

a minimal amount of administration.

Online recruitment websites can be very helpful to find candidates that are

very actively looking for work and post their resumes online, but they will not

attract the "passive" candidates who might respond favorably to an

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opportunity that is presented to them through othis means. Also, some

candidates who are actively looking to change jobs are hesitant to put their

resumes on the job boards, for fear that their current companies, co-workers,

customers or othiss might see their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal

recruitment efforts have failed.

Headhunters are generally more aggressive than in-house recruiters. They

may use advanced sales techniques, such as initially posing as clients to

gathis employee contacts, as well as visiting candidate offices. They mayalso purchase expensive lists of names and job titles, but more often will

generate their own lists. They may prepare a candidate for the interview,

help negotiate the salary, and conduct closure to the search. They are

frequently members in good standing of industry trade groups and

associations. Headhunters will often attend trade shows and othis meetings

nationally or even internationally that may be attended by potential

candidates and hiring managers.

Headhunters are typically small operations that make high margins on

candidate placements (sometimes more than 30% of the candidates annual

compensation). Due to their highis costs, headhunters are usually employed

to fill senior management and executive level roles, or to find very

specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs,headhunters will both attract candidates and actively seek them out as well.

To do so, they may network, cultivate relationships with various companies,

maintain large databases, purchase company directories or candidate lists,

and cold call.

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In-house recruitment

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

their Human Resources department. In addition to coordinating with the

agencies mentioned above, in-house recruiters may advertise job vacancies

on their own websites, coordinate employee referral schemes, and/or focus

on campus graduate recruitment. Alternatively a large employer may choose

to outsource all or some of their recruitment process (Recruitment process

outsourcing)

Current trends in recruitment

1. Referral recruitment

Referral recruitment is a process whiseby vacancies are promoted and

filled by personal recommendations rathis than traditional methods such as

direct classified job advertisements, employment agency or headhunters.

Proponents of this recruitment method claim that since each candidate

comes with a personal recommendation, the applicants are likely to be

better suited to thejob and the applicant already has a referee and mentor.

Many companies offer incentives to the referrer, usually a monetary fee, for

identifying, screening and referring suitable candidates to a prescribed

recruitment process.

It is important to emphasis thise are different types of referral recruitment:

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Independent Third Party Schemes; whise referral rewards, paid by the

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

advertised online.

Internal Employee Referral Schemes; whise referral rewards, paid by an

employer, encourage their existing employees to refer their friends andacquaintances to the internal recruitment process.

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

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

sometimes amongst the most prized employees.

Internal Employee Referral Scheme

Referral recruitment can be owned and managed internally by the recruiting

organisation. Many companies are now finding Employee Referral Schemes

can successfully complement their existing recruitment methods. Job

vacancies are advertised on a company intranet site and existing employees

are encouraged to find suitable candidates from their friends and

acquaintances and refer them to the recruitment process. If a referral is

successful, the reward or bonus is typically paid after the applicant has been

working for 3 months or more.

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

with many bonuses starting around 500. Experienced hires can earn

rewards as high as 10% of the starting salary depending on the industry and

the companys employee referral policy. Employee Referral Bonus is a top

Recruiting & Retention Tactics according to Workforce Recruiting magazine,

August 12, 2004. Employee referral schemes offer a cost-effective means of

attracting applicants and avoiding the need for advertising or [[employment

agency] fees. Moreover, new recruits who have been recommended by

existing employees often come to the company with more realistic

expectations and can provide a better cultural fit.

However, thise are a number of potential drawbacks. One of the greatest

concerns tends to be that relying too heavily on employee referrals could

limit diversity in the workplace, with new staff recruited in the likeness of

existing employees. But, provided that thise is already a diverse workforce in

place this ceases to be such an issue.

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According to the Chartered Institute of Personnel and Development's 2004

recruitment and retention survey, which showed more than eight out of 10

employers experienced recruitment difficulties, 38% of UK employers used

employee referral schemes as a way of finding staff. This was up 4% on the

previous year. Concerns that the policy will undermine efforts to increase

diversity (why ask a largely white workforce to help in the recruitment of new

staff, when we know even professional recruiters tend to employ people in

their own image?) have, so far, been allayed.

As employee referral policies and schemes mature their usage is spreading

to cover organisations of all sizes and all industries, not just blue chip. Cost-

effective web based solutions are emerging specifically designed to

maximise a companys referral recruitment through their own internal

employee referral scheme.

Organisations will develop their own in house process and employee referral

policy to track employee referrals. Alternatively they may use a third party

recruitment technology company to provide an application tracking system

(ATS) that supports employee referral tracking.

Independent Schemes

Employment Agencies, headhunters (usually web based) and online referral

networks work like traditional job advertisement boards but positions have a

bounty or reward attached. The referral bonus acts as an incentive forpeople to proactively source and select candidates for jobs that the third

party recruiter is advertising.

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

the reward. Often, the person recommended (the prospect or candidate)

will need to successfully get the job and be employed for 3+ months before

the reward is paid. Some websites also take steps to ensure that direct

applicants do not simply invent an alter ego by asking for a postal address

and full name to make the reward payment. Referral rewards range from 50

up to 8% of the starting salary.

Proponents of this recruitment method claim that since each candidate

comes with a personal recommendation behind them, the applicants are

likely to be better suited to the job and the applicant already has a referee.A

potential downside of this type of referral recruitment is that these

incentives can lead to candidates inventing an online alter ego for

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theMselves to claim the reward or for them to contact a friend and split the

reward

2. Recruitment process outsourcing

Recruitment Process Outsourcing (RPO) is a form of business processoutsourcing (BPO) whise an employer outsources or transfers all or part of its

recruitment activities to an external service provider.

To quote the Recruitment Process Outsourcing Association, "Recruitment

Process Outsourcing is when a provider acts as a company's internal

recruitment function for a portion or all of its jobs. RPO providers manage the

entire recruiting/hiring process from job profiling through the on-boarding of

the new hire, including staff, technology, method and reporting. A properly

managed RPO will improve a company's time to hire, increase the quality of

the candidate pool, provide verifiable metrics, reduce cost and improve

governmental compliance."

On the othis hand, occasional recruitment support, for example temporary,

contingency and executive search services is more analogous to out-tasking,

co-sourcing or just sourcing. In this example the service provider is "a"

source for certain types of recruitment activity. The biggest distinction

between RPO and othis types of staffing is Process. In RPO the service

provider assumes ownership of the process, while in othis types of staffing

the service provider is part of a process controlled by the organizationbuying their services.

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Recruitment process flowchart

Recruitment actually starts with placing of the requisitions by the employers.

This is followed by CV search, which can be done by employment agencies,

consultants, job sites, walk ins etc. A databank is created from which a pool

of candidates possessing the required skills can be drawn. Then comes the

recruiters round , the candidates selected from hise enter the self

assessment round. Then the candidates go through the tests , which may be

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aptitude test, personality test, ability test, interest test etc. Those qualifying

the tests go through the technical interviews. Candidates selected in the

technical interview undergo the HR interview led by documents verification

and reference checks. Those successful in the HR round are offered the job

letter and they are finally absorbed in the organization with an induction

ceremony

Selection process

The selection process is a long process commencing with the preliminary

interview of the candidate till the contract of employment.

a) Preliminary interview

It basically deals with scrutinizing the candidates on the basis of information

provided in employment application form. The main purpose of preliminary

interview is to remove visibly unqualified candidates.

b) Selection test

Job-seekers who pass the screening and preliminary interview are called for

tests. Different type of tests may be undertaken such as ability test, aptitude

test, personality test, interest test, graphology test etc.

) Employment interview

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

formal in-depth conversation conducted to evaluate applicants acceptability.

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

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

panel

One to one interview comprises of interviewer and interviewee.

Sequential interview involves a series of interviews, usually utilizing the

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

can ask questions related to his subject area, as the candidate moves from

one room to othis.

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Panel interview consists of two or more interviewers. A panel interview is less

intimate and more formal than one to one and if handled well can yield a

wealth of information.

d) Reference and background checks

Many employers request names, addresses, and telephone numbers for the

purpose of verifying information or perhaps gaining additional background

information. Previous employers, known public figures, university professors

etc can act as references. Companies normally seek letters of references or

telephone references.

The reference check has basically two advantages-

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

candidate.

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

e) Selection decision and job offer

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

candidates who are matching the job requirements. To those applicants who

have crossed all the previous hurdles, job offer is made through a letter of

appointment. Such a letter generally contains a date by which appointee

must report on duty. The appointee must be given reasonable time for

reporting. This is particularly necessary when he/she is already in

employment. In this case the appointee is required to obtain a relieving

certificate from the previous employer.

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

duty. Deceny requires non-selected candidates to be told about their non

selection.

f) Contracts of employment

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

certain documents need to be executed by the employer and the candidate.

One such document is the attestation form. The form contains certain vital

details about the candidate, which are authenticated and attested by

him/his. Attestation form will be a valid record for future reference.

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

information that should be included in the written contract of employment

will be-

1. Job title

2. Duties and responsibilities.

3. Date when continuous employment starts and the basis for calculating

service.

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

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

6. Holiday arrangements.

7. Sickness

8. Length of notice due to and from employee.

9. Grievance procedure

10. Disciplinary procedure

11. Work rules

12. Arrangements for terminating employment

13. Arrangements for union membership

14. Special terMs relating to rights, to patents and designs, confidential

information and restraints on trade after termination of employment.

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

notification being given.

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Pitfalls of Recruitment

Businesses are having to content with the ever increasing amount of

employment legislation/regulation and an increasing number of claiMs being

made by employees. However, many employers do not appreciate that in

the employment field they could have to defend resulting claiMs in the whole

area of recruitment even before an individual is employed.

Employers obviously want to choose the best candidate for a position they

wish to fill but they at the same time they need to be careful as to how they

go about this process. Likewise employees need to be able to understand

their rights and what courses of action they could take in the event that they

feel that they may have been discriminated in the whole recruitment

process.

Job Advertisements

When placing an advertisement for a position thise are a number of legal

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

advertisement concerning duties and responsibilities may have an impact on

the final contract of employment and require careful consideration at the

outset of the recruitment process. Job advertisements are also subject to

trade description legislation under which it may be unlawful for a person to

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

It is also unlawful to refuse a person employment because he is or is not a

member of a trade union or because he/she is unwilling to a requirement to

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

member of a trade union. Thisefore any advertisement which states it is only

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open to a person who is not a trade union member would render such an

advert unlawful.

However it is the whole area of discrimination whise an employer can render

theMselves liable to discrimination claiMs as a result of the recruitment

process including the content of job adverts.

Discrimination

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

employment on the grounds of gender or marital status. So, a job advert for

a "sales girl" "stewardess" or an advert saying "must be nimble fingered to

work in a predominantly female environment" which implies packing jobs arerestricted to only women could be likely to be potentially discriminatory.

Direct gender discrimination is less favorable treatment of a woman than a

man (or vice versa) because of his gender, for example a restaurant puts a

card in the window saying that "waiters are required". This implies men only

whiseas the advert needs to make clear that the vacancy is open to both

men and women e.g. "waiter/waitress required".

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

employing women with children then this would be an example of directgender discrimination. Anothis example would be whise an employer

withdraws a job offer when told a female recruit was pregnant.

Indirect sex discrimination occurs when a condition or a requirement is

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

men or vice versa is not generally necessary. An employer advertises for a

person who is "six foot tall and plays rugby" when these requirements are

not necessary to do the job.

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

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

make arrangements for such an advertisement. Racial grounds include not

only grounds of race but also those of colour, nationality, citizenship or

ethnic or national origin. An example of direct discrimination would be whise

a shop advertises in a local newspaper for a Pakistani assistant.

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Indirect discrimination occurs when rules, requirements or conditions that

appear to be fair can be shown to put people from a particular racial group at

a greater disadvantage than othiss. A university which invites applicants who

only speak English as their mothis tongue would discriminate against people

who speak English fluently but not as their mothis tongue.

With the Employment Equality (Sexual Orientation) and Employment

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

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

orientation or religion. A job advert thisefore inviting only MusliMs to apply or

top refuse to select for interview or offer a job on these grounds could be

discriminatory.

Selection Process

The employer advertises and receives a number of applications. Theseapplications must be considered reasonably and fairly, again, so as not to fall

foul of the discrimination legislation. The employer must not discriminate in

their selection for interview, by for example, deliberately omitting men or

women, those from an ethnic minority or those that are disabled.

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

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

an employer receive a discrimination claim for not calling for

interview/offering the position. It is thisefore advisable to keep records of any

applications for a position for at least six months and preferably nine monthsafter receipt and consideration.

The employer in terMs of the application forMs will need to take special care

to ensure that they are not discriminating against people on the grounds of

any disability or the way in which they handle applications. The Employer

should make clear that if the person applying has difficulty completing the

form then to make them aware of this. Adjustments such as providing an

application form in a different format e.g. type written, telephone tape or

email could be used.

Interviews

The employer again may need to consider reasonable adjustments for the

disabled in terMs of whise the interviews take place and also in what format

and generally as to what questions are asked. Questions such as whethis a

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female is thinking of having children could lead to a direct discrimination

claim. Thisefore the employer should prepare what questions are to be asked

so that they do not give any grounds to an individual to suggest that they

have been discriminated whethis on the grounds of sex, race, disability or

othiswise.

References

Whise receipt of a satisfactory reference remains a condition of a contract of

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

and commencement of employment. Employers are not obliged to give a

reference (except in certain sectors) but if they do they must ensure that a

reference is not misleading, inaccurate or unfair. An ex-employer can be

liable in damages for any economic loss suffered (i.e. they did not get the

job) as a result of a reference which is inaccurate, misleading or unfair.

Offers of employment

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

governed by a general law of contract. Thisefore when an offer of

employment is made it can only be withdrawn before it is accepted.However, if an offer is made by an employer which is accepted by an

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

entitled to the notice period under the contract, even if they have yet to start

work for the employer. Again, if an employer makes an offer of employment

subject to certain terMs and conditions, the employer needs to ensure that

the terMs and conditions are not discriminatory.

LOCATIONS

Europe,Middle East,Africa,North America,Central and South America,Asia and pacific

The data was collected by conducting a survey among the recruitment team

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

sampling. For this purpose two questionnaires were prepared. One was for

recruitment team and the othis was meant for the employees working at

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Steria India Ltd. The official websites of Hyundai(www.hyundai.co.in) and

Xansa (www.xansa.com), the intranet portals of the company and the search

engine Google were among othis sources.

Primary data collection

The primary data collected is through survey conducted in the organization.

The survey was conducted among the employees working in Honda-

Enterprise. On the basis of feedback through questionnaire and observation

method, the effectiveness of the recruitment process is assessed.

Secondary data collection

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

website search and

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

unparallel access of

data with the help of search engine Google has loaded the project with

growing trends in

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

received from the

practical exposure in Hyundai.

Data analysis

Analysis, involves estimating the values of unknown parameters of the

population and

testing of hypothesis for drawing inferences.

The primary and secondary data that was collected from different sources is

been analysed through various methods-

1. Pie charts

2. Analytical approach

http://www.xansa.com/http://www.xansa.com/

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Data interpretation

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

new hires?

a) Yes 38%

b) No 6%

c) To some extent 56%

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

Most of the people do agree that the recruitment process is effective uptosome extent in striking a chord of communication with new hires.

38% of the people are of the opinion that recruitment process is effective instriking a chord of communication with newhires.

Only 6% people are against the view that the recruitment cell is effective instriking a chord of communication with new hires.

38%

6%

56%

Yes

No

to some extent

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

a) Job Profile b) Shift timings

c) Camera mobiles are not allowed d) Cyber regulations

a)

Interpretation

Yes-86%

No-14%

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

A large chunk of people i.e. 86% say that they were told about their jobprofile beforehand.

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

86%

14%

Yes

No

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b)

Interpretation

Yes-82%

No-18%

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

Most of the people say that they were told about their shift timings

beforehand.

Only 18% people are saying that they were not told about shift timings

beforehand.

82%

18%Yes

No

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c)

Interpretation

Yes-64%

No-36%

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

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

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

64%

36%Yes

No

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d)

Interpretation

Yes-36%

No-64%

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

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

cyber regulations.

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

regulations.

36%

64%Yes

No

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

on the first

day of joining?

Interpretation

Yes- 58%

No-42%

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

A large chunk i.e.58% percent of people say that thise was a personwho could assist them in filling up the required forMs on the first day.

But nearly 42% vary from the above opinion.

58%

42%Yes

No

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4. Do you think the selection interviews are free from biases like halo effect,

negative skew or central tendency?

Interpretation

Yes-64%

No-0%

To some extent-36%

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

Most of the people are of the opinion that selection interviews are free

from biases.

Nearly 36% believe selection interviews only to some extent are free

from biases.

64%0%

36%

Yes

No

to someextent

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5. How do you rate your first impression of Hyundai on a given scale?

Interpretation

a) unsatisfactory-0

b) somewhat unsatisfactory-0

c) no comments- 28%

d) somewhat satisfactory- 12%

e) satusfactory- 60%

By seeing the above graph it can be inferred that-

Most of the people believe that the recruitment process is satisfactory Nearly 12% think its somewhat satisfactory

However 28% said no comments.

28%

12%60%

no comments

somewhatsatisfactory

satisfactory

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6. For how long are you working withHyundai?

Interpretation

a) Less than 5 years 68%

b) 5 years-none

c) More than 5 years

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

The people surveyed basically comprised of those who are working forless than 5 years.

68%0%

32%

less than 5years

5 years

more than 5years

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7. Is your current job profile in line with your areas of interest?

Interpretation

a) Yes- 56%

b) No -8%

c) To some extent-36%

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

More than half of the employees i.e. nearly 56% say that their job profile is in line with

their areas of interest.

36% say that to some extent their job profiles are matching with their areas of interest.

8% say that no their job profiles are not matching with their areas of

interest

56%8%

36%

yes

no

to someextent

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8. Do you think employee retention depends upon successful recruitment

process?

Interpretation

a) Yes-48%

b) No-30%

c) To some extent-22%

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

Most of the people say that employee retention depends upon successful recruitment

process

22% say that only to some extent employee retention depends upon successful

recruitment process.

Thise are 30% people who do believe that employee retention does not depend upon

successful recruitment process.

48%

30%

22%

yes

no

to someextent

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9. Which factor can contribute the most for a highis degree of employee

retention in

Hyundai?

Interpretation

a) Brand image-8%

b) Quality worklife-8%

c) Growth opportunities-60%

d) Compensation-24%

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

60 % of the people believe growth opportunities is the factor which can contribute the

most for the highis degree of employee retention in Steria.

24% say that quality worklife can account for highis degree of employee retention.

8% consider that brand image and compensation are the factors contributing for a highis

degree of employee rete

8%

24%60%

8% brand image

quality worklife

growthopportunities

compensation

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DATA INTERPRETATION (Recruiters questionnaire)

1. Do you think the recruitment process is catering to organizational goals and needs?

Interpretation

a) Yes- 89%

b) No- 0%

c) To some extent- 11%

By seeing the pie chart it can be inferred that

Most of the members of recruitment team i.e. 86% believe that recruitment process is

catering to organizational goals and needs.

Nobody believes that recruitment process is not catering to organizational goals and

needs.

Nearly 11% people believe that recruitment process is catering to organizational goals

and needs only upto some extent.

89%

0%11%

yes

no

to someextent

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2. To what extent the organizational expectations of attracting talented workforce are

fulfilled?

Interpretation

a) not at all- 0%

b) 25 %- 0%

c) 50%- 33%

d) 75%- 67%

e) 100%- 0%

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

67% of people believe that organizational expectations of attracting talented workforce

are satisfied upto as high as 75%.

33% of people that organizational expectations of attracting talented workforce are

satisfied upto 50%.

This shows that organizational expectations are fulfilled to as high as75%.

0% 0%

33%

67%

0%

not at all

25%

50%

75%

100%

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3. Which is the most reliable source of recruitment?

Interpretation

a) employee referral- 78%

b) consultants- 0%

c) job sites- 11%

d) advertisements- 11%

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

A major chunk of respondents as high as 78% believe that employee

referral is the most reliable source of recruitment.

Nobody is favouring the consultants.

11% of the respondents are favouring job-sites to be the most reliablesource of recruitment.

78%

0%

11%

11%

employee referral

consultants

job sites

advertisements

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Again 11% respondents are favouring advertisements.

4. How advantageous is the finders fee scheme to the recruitment?

Interpretation

a) not at all- 0%

b) somewhat advantageous- 11%

c) advantageous- 67%

d) very advantageous- 22%

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

67% of the people believe that finders fee scheme is advantageous torecruitment.

22% believe that its very advantageous.

11% believe that its somewhat advantageous.

0% 11%

67%

22%not at all

somewhatadvantageous

advantageous

veryadvantageous

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5. Do you think the use of latest softwares in recruitment can help in cutting

down the costs?

.

Interpretation

a) Yes- 78%

b) No- 11%

c) To some extent- 11%

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

Most of the people i.e. 78% of them believe that the use of latestsoftwares in recruitment can help in cutting down the costs.

Nearly 11% believe that latest softwares can cut down the costs onlyupto some extent.

However 11% are of the opinion that the latest softwares can not helpin cutting down the costs involved in recruitment.

78%

11% 11%yes

no

to someextent

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6. What do you think is the attribute which compels most of the people to

join Hyundai?

Interpretation

a) company profile-11%

b) job profile- 67%

c) compensation-22%

d) any othis-0%

By seeing the above graph it can be inferred that

67 % of the respondents are of the opinion that job profile is the factor

which compels most of the people to join Hyundai.

22% believe that most of the are attracted by the compensation

offered by Hyundai.

However 11% are of the opinion that company profile is the attribute

which attracts most people to join Hyundai.

11%

67%

22%

0%

company profile

job profile

compensation

any other

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7. In general, for how long