Professional Documents
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Recruitment and Selection Samrat Honda
Recruitment and Selection Samrat Honda
Recruitment and Selection Samrat Honda
Every organization needs to look after recruitment and selection in the initial
period and thereafter as and when additional manpower is required due to expansion
and development of business activities.
‗Right person for the right job‘ is the basic principle in recruitment and
selection. Ever organization should give attention to the selection of its manpower,
especially its managers. The operative manpower is equally important and essential
for the orderly working of an enterprise. Every business organization/unit needs
manpower for carrying different business activities smoothly and efficiently and for
this recruitment and selection of suitable candidates is essential. Human resource
management in an organization will not be possible if unsuitable persons are selected
and employment in a business unit.
RECRUITMENT
Recruitment refers to the process of finding possible candidates for a job or
function, undertaken by recruiters. It may be undertaken by an employment agency or
a member of staff at the business or organization looking for recruits. Either way it
may involve advertising, commonly in the recruitment section of a newspaper or in a
newspaper dedicated to job adverts. Employment agencies will often advertise jobs in
their windows. Posts can also be advertised at a job centre if they are targeting the
unemployed.
The need for recruitment may be due to the following reasons / situation
3. Help increase the success rate of the selection process by reducing the number
of visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected,
will leave the organization only after a short period of time.
5. Meet the organization‘s legal and social obligations regarding the composition
of its work force.
7. Increase organizational and individual effectiveness in the short term and long
term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
METHODS OF RECRUITMENT
Dunn and Stephens summaries the possible recruiting methods into three categories,
namely
1 Direct method
2 Indirect method
Direct method
The direct method includes sending of the recruiters to different educational and
professional institutions, employees contact with public and mannered exhibits. One
of the widely used methods is sending the recruiters to different colleges and technical
schools. This is mainly done with the cooperation of the placement office of the
college. Sometimes, firms directly solicit information from the concerned professors
about student with an outstanding record.
Other direct methods include sending recruiters to conventions and seminars, setting
up exhibits at fairs, and using mobile offices to go the desired centers.
Indirect method
Third party
Private employment agencies are the most widely used sources. They charge a
small fee from the applicant. They specialize in specific occupation; general office
help, salesmen, technical workers, accountant, computer staff, engineers and
executives.
Recruitment is two way street it takes a recruiter has a choice whom to recruit,
same way the prospective employee also has taken the decision whether or not to
apply for the given job vacancy. The individual take the decision usually on three
different basic
1. The objectives theory views that the process of organizational choice as being one
of weighing and evaluating set of measurable characteristic of employment offers,
such pay, benefits , location, opportunity for advancement, the nature of job to
performed, and education opportunities.
2. Critical contact theory suggests that the typical candidates is unable to make a
meaningful differentiation of organization‘s offers in terms of objective or subjective
factors, because of his limited or very short contact with the organization. Choice can
be made only when applicant can readily perceive the factors such as the behavior of
the recruiters, the nature of the physical facilities, and such as the efficiency in
processing paper work association with the application.
3. Subjective theory emphasizes the congruence. Here the choices are made on
highly personal and emotional basis.
SELECTION
The size of the labour market, the image of the company, the place of posting,
the nature of job, the compensation package and a host of other factors influence the
manner of aspirants are likely to respond to the recruiting efforts of the company.
Through the process of recruitment the company tries to locate prospective employees
and encourages them to apply for vacancies at various levels. Recruiting, thus,
provides a pool of applicants for selection.
PURPOSE OF SELECTION
The purpose of selection is to pick up the most suitable candidate who would
meet the requirements of the job in an organisation best, to find out which job
applicant will be successful, if hired. To meet this goal, the company obtains and
assesses information about the applicants in terms of age, qualifications, skills,
experience, etc. the needs of the job are matched with the profile of candidates.
The most suitable person is then picked up after eliminating the unsuitable applicants
through successive stages of selection process. How well an employee is matched to a
job is very important because it is directly affects the amount and quality of
employee‘s work. Any mismatched in this regard can cost an organisation a great deal
of money, time and trouble, especially, in terms of training and operating costs. In
course of time, the employee may find the job distasteful and leave in frustration.
He may even circulate ‗hot news‘ and juicy bits of negative information about
the company, causing incalculable harm to the company in the long run. Effective
election, therefore, demands constant monitoring of the ‗fit‘ between people the job.
And
Assess the Performance of employees in the Rating format for the review
period
Issue self appraisal format to employees to rate himself
Assess the potential of employee for taking up higher responsibilities in case
of promotion
Decide in consultation with the HR committee annual increments which are
based on overall progress of the organization.
SOURCES OF DATA
Here the information is collected from employees and from their way of
working and doing job.
Secondary data
The secondary data is gathered from the status reports, records and personnel
manual of Samrat Honda, Karimnagar.
STRUCTURED QUESTIONNAIRE:
Different areas that were proposed with space provided for the responses.
Different areas that were proposed with questionnaire were namely personal
information, promotion policy, interpersonal relationship, job satisfaction and other
related areas.
SAMPLE DESIGN
SAMPLE SIZE
SAMPLE TECHNIQUE
Simple random sampling was the sampling technique used for the study.
POPULATION
Population is the total no. of employees in the company. It may include executives,
non executives and the officers of the company.
SAMPLING FRAME
The set of samples listed is known as sampling frame. The sampling frame for the
current study is high level, middle level and low level employees of Samrat Honda,
Karimnagar.
SAMPLE UNIT
The study restricts up to 100 samples. It will not consider all the employees in
the organization.
The study focuses on the attitudes and perceptions of employees only; it will
not cover the financial conditions of the employees.
Time constraint.
Cost constraint.
RECRUITMENT
External factors
The factors which affecting recruitment are the forces which cannot be
controlled by the organization. The major external forces are:
1. Supply and demand: The availability of manpower both within and outside the
organization is an important determinant in the recruitment process. If the company
has a demand for more professionals and there is limited supply in the market for the
professionals demanded by the company, then the company will have to depend upon
internal sources by providing them special training and development programs.
3. Image / Goodwill: Image of the employer can- work as a potential constraint for
recruitment. An organization with positive image and goodwill as an employer finds it
easier to attract and retain employees than an Organization with negative image.
Image of a company is based on what organization does and affected by industry. For
example finance was taken up by fresher MBA's when many finance companies were
coming up.
Internal factors
The internal factors or forces which affecting recruitment and can be controlled by the
organization
Organizational objectives.
Personnel policies of the organization and its competitors.
Government policies on reservations.
Preferred sources of recruitment.
Need of the organization.
Recruitment costs and financial implications.
3. Size of the Firm: The size of the firm is an important factor in recruitment process.
If the organization is planning to increase its operations and expand its business, it
will think of hiring more personnel, which will handle its operations.
RECRUITMENT PROCESS
Planning
Strategy Development
Searching
Screening
Evaluation & Control
(1) Recruitment Planning: This is the first step in recruitment. Ultimately leads to
deciding
Based on the above the companies (HR Deportments) calculate the ratios which
express the relationship & applicants inputs to outputs at various decisions points.
The type of people to be contacted depends on the tasks and qualification? Experience
and expected. These details are provided the job analysis.
CHALLENGES OF RECRUITMENT
In actual practice, it is always not easy to find and select a suitable candidate
for a job opening. The recruiter‘s choice of a communication medium (e.g.
advertising in a trade journal read by the prospective candidate) may not be
appropriate. Some of the bright candidates may begin to view the vacancy as not in
line with their current expectations (e.g. challenging work, excellent rewards, and
flexible schedules and so on).
The most suitable ones may not have been motivated to apply due to several other
constraints.
1) Poor image: If the image of a firm is perceived to be low (due to factors such as
operating in a declining industry, earning a bad name because of environmental
pollution, poor quality products, nepotism, insider trading allegations against
promoters etc.), the likelihood of attracting a large number of qualified applicants is
reduced.
2) Unattractive job: If the job .to be filled is not very attractive, most prospective
candidates may turn indifferent and may not even apply. This is especially true in case
of jobs that are dull, boring, anxiety producing, devoid of career growth opportunities
and generally do not reward performance in a proper way (e.g., jobs in departmental
undertakings such as Railways, Post and Telegraphs, public sector banks and
Insurance companies failing to attract talent from premier management institutes.)
SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external sources. The
sources within the organization itself (like transfer of employees from one department
to other, promotions) to fill a position are known as the internal sources of
recruitment. Recruitment candidates from all the other sources (like outsourcing
agencies etc.) are known as the external sources of the recruitment.
2. PROMOTIONS The employees are promoted from one department to another with
more benefits and greater responsibility based on efficiency and experience
4. Retired and Retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work, recruitment such people
save time and costs of the organizations as the people are already aware of the
organizational culture and the policies and procedures.
5. The dependents and relatives of Deceased employees and Disabled employees are
also done by many companies so that the members of the family do not become
dependent on the mercy of others.
5. How to Evaluate the Candidates: The various parameters and the ways to judge
them i.e. the entire recruitment process should be planned in advance. Like the rounds
of technical interviews, HR interviews, written tests, psychometric tests et
SELECTION
After identifying the source of human resources, searching for prospective employees
and stimulating them to apply for jobs in an organisation, the management has to
perform the function of selecting the right employees at the right time .The oblivious
guiding policy in section is the intention to choose the best qualified and suitable job
candidate job for each unfilled job. The objective of the selection decision is to
choose the individual who can most successfully perform the job from the pool of
qualified candidates.
The selection process can be successful if the following requirements are satisfied
1. Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis of the work load and work
force.
2. There must be some standard of personnel with which a prospective employee
may be compared, i.e. a comprehensive job description and job specification
should be available beforehand.
3. There must be a sufficient number of applicants from whom the required
number of employees may be selected.
The goal of selection is to short out or eliminate those judged unqualified to meet the
job and organization requirements, where as the goal of recruitment is to create a
large cool of persons available and willing to work. Thus, it is said that recruitment
tends to be positive while selection tends to be some what negative.
(iv)Multiple correlations.
(i) Profile matching Tentative decision regarding the selection of candidates (who
are known) is taken in advance. The scores secured by these known candidates in
various tests are taken as a standard to decide the success or failure of other
candidates at each stage. Normally the decisions about the known candidates is taken
at interview stage. Possible care is also taken to match the candidates‘ bio data with
the jobs specifications.
(ii) Organisational and social environment some candidates, who are eminently
suitable for the job, may fail as successful employees due to varying organisation and
social environment. Hence candidates specifications must match with not only job
specifications but also with organisational social environmental requirements.
(iii) Successive hurdles In this method hurdles are created at every stage of selection
process therefore, applicants must successfully pass each and every screening device
in case of successive hurdles as shown in figure 5.1
GOALS OF SELECTION
Selection process
A selection process involves a number of steps. The basic idea is to solicit maximum
possible information about the candidates to ascertain their suitability for
employment. Since the type of information required for various positions may vary, it
is possible that selection process may have different steps for various positions. For
example, more information is required for the selection of managerial personnel as
compared to workers. A standard selection process has the following steps
PERCEPTION
Our inability to understand others accurately is probably the most fundamental barrier
to selecting right candidate. Selection demands an individual or a group to assess and
compare the respective competencies of others, with the aim of choosing the right
persons for the jobs. But our views are highly personalized. We all perceive the world
differently. Our limited perceptual ability is obviously a stumbling block to the
objective and rational selection of people.
FAIRNESS
VALIDITY
A reliable method is one which will produce consistent results when repeated in
similar situations. Like a validated test, a reliable test may fall to predict job
performance with precision.
PRESSURE
Recruitment Vs Selection
Both recruitment and selection are the two phases of the employment process. The
differences between the two are
Honda was the first Japanese automobile manufacturer to release a dedicated luxury
brand, Acura, in 1986. Aside from their core automobile and motorcycle businesses,
Honda also manufactures garden equipment, marine engines, personal watercraft and
power generators, amongst others. Since 1986, Honda has been involved with
artificial intelligence/robotics research and released their ASIMO robot in 2000. They
have also ventured into aerospace with the establishment of GE Honda Aero Engines
in 2004 and the Honda HA-420 HondaJet, scheduled to be released in 2012. Honda
invests about 5% of its revenues in research and development.
History
From a young age, Honda's founder, Soichiro Honda (17 November 1906 – 5 August
1991) had an interest in automobiles. He worked as a mechanic at the Art Shokai
garage, where he tuned cars and entered them in races. In 1937, with financing from
an acquaintance, Kato Shichirō, Honda founded Tōkai Seiki (Eastern Sea Precision
Machine Company) to make piston rings working out of the Art Shokai garage. After
initial failures, Tōkai Seiki won a contract to supply piston rings to Toyota, but lost
the contract due to the poor quality of their products. After attending engineering
school, without graduating, and visiting factories around Japan to better understand
Toyota's quality control processes, Honda was able, by 1941, to mass produce piston
rings acceptable to Toyota, using an automated process that could employ even
unskilled wartime laborers.
Tōkai Seiki was placed under control of the Ministry of Commerce and Industry
(called the Ministry of Munitions after 1943) at the start of World War II, and
Soichiro Honda was demoted from president to senior managing director after Toyota
took a 40% stake in the company. Honda also aided the war effort by assisting other
companies in automating the production of military aircraft propellers.[10] The
relationships Honda cultivated with personnel at Toyota, Nakajima Aircraft Company
and the Imperial Japanese Navy would be instrumental in the postwar period. A US
B-29 bomber attack destroyed Tōkai Seiki's Yamashita plant in 1944, and the Itawa
plant collapsed in the 1945 Mikawa earthquake, and Soichiro Honda sold the
salvageable remains of the company to Toyota after the war for ¥450,000, and used
the proceeds to found the Honda Technical Research Institute in October 1946. With a
staff of 12 men working in a 172-square-foot (16.0 m2) shack, they built and sold
improvised motorized bicycles, using a supply of 500 two-stroke 50 cc Tohatsu war
surplus radio generator engines.[10][11][13] When the engines ran out, Honda began
building their own copy of the Tohatsu engine, and supplying these to customers to
attach their bicycles. This was the Honda Model A, nicknamed the Bata Bata for the
sound the engine made. The first complete motorcycle, both frame and engine, and
made by Honda was the 1949 Model D, the first Honda to go by the name Dream.
Honda Motor Company grew in a short time to become the world's largest
manufacturer of motorcycles by 1964.
The first production automobile from Honda was the T360 mini pick-up truck, which
went on sale in August 1963. Powered by a small 356 cc straight-4 gasoline engine, it
was classified under the cheaper Kei car tax bracket. The first production car from
Honda was the S500 sports car, which followed the T360 into production in October
1963. Its chain driven rear wheels points to Honda's motorcycle origins.
Over the next few decades, Honda worked to expand its product line and expanded
operations and exports to numerous countries around the world. In 1986, Honda
introduced the successfulAcura brand to the American market in an attempt to gain
ground in the luxury vehicle market. Honda in 1991 introduced the Honda NSX
supercar, the first all-aluminum monocoque vehicle that incorporated a mid-engine
V6 with variable-valve timing. Later, 1995 gave rise to the Honda Aircraft Company
with the goal of producing jet aircraft under Honda's name.
Honda is headquartered in Minato, Tokyo, Japan. Their shares trade on the Tokyo
Stock Exchange and the New York Stock Exchange, as well as exchanges in Osaka,
Nagoya, Sapporo, Kyoto, Fukuoka, London, Paris and Switzerland.
The company has assembly plants around the globe. These plants are located in
China, the United States, Pakistan, Canada, England, Japan, Belgium, Brazil, México,
New Zealand, Malaysia, Indonesia, India, Thailand, Turkey, Taiwan and Perú. As of
July 2010, 89 percent of Honda and Acura vehicles sold in the United States were
built in North American plants, up from 82.2 percent a year earlier. This shields
profits from the yen‘s advance to a 15-year high against the dollar.
Japan 1,681,190
Europe 1,236,757
Asia 1,283,154
Geographic Region Total revenue (in millions of ¥)
Others 905,163
Following the Japanese earthquake and tsunami in March 2011 Honda announced
plans to halve production at its UK plants. The decision was made to put staff at the
Swindon plant on a 2 day week until the end of May as the manufacturer struggled to
source supplies from Japan. It's thought around 22,500 cars were produced during this
period.
Leadership
Name Years
Corporate philosophy
Honda recognizes and respects individual differences. The respect for individual
stems from the following three points:
Initiative
Equality
Trust
It is the contribution from each individual in the company that has made our company
what it is today and that, which will take us into the future.
In line with Honda's Philosophy, HMSI conducts all its daily activities in pursuit of
the following joys:
The joy of manufacturing high quality products.
The joy of selling high quality products.
BRAND PHILISOPHY
Everyone has a dream, some goal or activity that gives their life deeper meaning and
sparks passion. When we pursue our dreams, we feel empowered. This power, in turn,
connects us to others who share the same dreams. It gives us the strength to overcome
great challenges. It inspires us to spread the joy of our dreams to other people.
Ultimately, the power borne of a dream is a creative force, capable of producing
revolutionary ideas. Honda encourages all its associates to pursue their dreams. That‘s
why we say we are a company built on dreams. The power of Honda‘s dream will
continue to lead to new insights and technologies in motorcycles and other fields of
mobility. And Honda will spread the philosophy of The Power of Dreams across
India. A country where a billion people carry dreams in their hearts, this philosophy is
brought alive by Sach Kardenge Sapne
TECHNOLOGY
Our fundamental design philosophy seeks to maximise space and comfort for people,
while minimising the space required for mechanical components. With this aim in
mind, Honda's R&D activities include product-specific development and fundamental
research.
Asimo
Automobiles
Honda's global lineup consists of the Fit, Civic, Accord, Insight, CR-V, CR-Z, Legend
and two versions of the Odyssey, one for North America, and a smaller vehicle sold
internationally. An early proponent of developing vehicles to cater to different needs
and markets worldwide, Honda's lineup varies by country and may feature vehicles
exclusive to that region. A few examples are the latest Honda Odyssey minivan and
the Ridgeline, Honda's first light-duty uni-body pickup truck. Both were designed and
engineered primarily in North America and are produced there. Other example of
exclusive models includes the Honda Civic five-door hatchback sold in Europe.
Honda's automotive manufacturing ambitions can be traced back to 1963, with the
Honda T360, a kei car truck built for the Japanese market.[22] This was followed by
the two-door roadster, the Honda S500 also introduced in 1963. In 1965, Honda built
a two-door commercial delivery van, called theHonda L700. Honda's first four-door
sedan was not the Accord, but the air-cooled, four-cylinder, gasoline-powered Honda
1300 in 1969. The Civic was a hatchback that gained wide popularity internationally,
but it wasn't the first two-door hatchback built. That was the Honda N360, another
Kei car that was adapted for international sale as the N600. The Civic, which
appeared in 1972 and replaced the N600 also had a smaller sibling that replaced the
air-cooled N360, called the Honda Life that was water-cooled.
MOTORCYCLES
Honda is the largest motorcycle manufacturer in Japan and has been since it started
production in 1955.[10] At its peak in 1982, Honda manufactured almost 3 million
motorcycles annually. By 2006 this figure had reduced to around 550,000 but was still
higher than its three domestic competitors.
During the 1960s, when it was a small manufacturer, Honda broke out of the Japanese
motorcycle market and began exporting to the U.S. Working with the advertising
agency Grey Advertising, Honda created an innovative marketing campaign, using the
slogan "You meet the nicest people on a Honda." In contrast to the prevailing negative
stereotypes of motorcyclists in America as tough, antisocial rebels, this campaign
suggested that Honda motorcycles were made for the everyman. The campaign was
hugely successful; the ads ran for three years, and by the end of 1963 alone, Honda
had sold 90,000 motorcycles.
The first of these explanations was put forward when, in 1975, Boston Consulting
Group (BCG) was commissioned by the UK government to write a report explaining
why and how the British motorcycle industry had been out-competed by its Japanese
competitors. The report concluded that the Japanese firms, including Honda, had
sought a very high scale of production (they had made a large number of motorbikes)
in order to benefit from economies of scale and learning curve effects. It blamed the
decline of the British motorcycle industry on the failure of British managers to invest
enough in their businesses to profit from economies of scale and scope.
The second explanation was offered in 1984 by Richard Pascale, who had interviewed
the Honda executives responsible for the firm‘s entry into the U.S. market. As
opposed to the tightly focused strategy of low cost and high scale that BCG accredited
to Honda, Pascale found that their entry into the U.S. market was a story of
―miscalculation, serendipity, and organizational learning‖ – in other words, Honda‘s
success was due to the adaptability and hard work of its staff, rather than any long
term strategy.[30] For example, Honda‘s initial plan on entering the U.S. was to
compete in large motorcycles, around 300 cc. It was only when the team found that
the scooters they were using to get themselves around their U.S. base of San
Francisco attracted positive interest from consumers that they came up with the idea
of selling the Super Cub.
The most recent school of thought on Honda‘s strategy was put forward by Gary
Hamel and C. K. Prahalad in 1989. Creating the concept of core competencies with
Honda as an example, they argued that Honda‘s success was due to its focus on
leadership in the technology of internal combustion engines.[31] For example, the high
power-to-weight ratio engines Honda produced for its racing bikes provided
technology and expertise which was transferable into mopeds. Honda's entry into the
U.S. motorcycle market during the 1960s is used as a case study for teaching
introductory strategy at business schools worldwide.[32]
Following are the some of the bikes of Honda
Name Name
Super Cub C100, C102, C110, C111. C110D, Scrambler (CL70)
C114, C50, Super Cub 50 Aero 80 (NH80)
Beat (FC50) XR80
CB50 CR85RB (CR85R Expert)
Dio Motosport (SL90)
Elite E (SB50) Sport 90 (S90)
Elsinore (MR50) Trail (CT90)
Express (NC50) Bravo
Hunter Cub (CT50) Scrambler (CL100)
MB5, MB50 H100S Super
Metropolitan Jazz (CHF 50) Bali also known as SJ 100
Metropolitan II (CHF50P) Super Cub C100EX
Motra (CT50) Activa
MT5, MT50 Aviator
NCZ50 also known as Motocompo CB Twister
Spree (NQ50) Dio
Mini Trail (Z50A) Dream yuga
Mini Trail (Z50M) Trail (CT110)
Mini Trail (Z50R) XRM
Mini Trail (Z50J) Super Cub 110
Moped (P50) Aero & Lead (NH125)
Moped (PA50) CBR125
Moped (PC50) CB125
Ruckus (NPS50) CG125
Honda SS50 Atlas Honda CG125
ZB50 CLR125 "CityFly"
Zoomer CM125
Trail (C105T) CR125M
70, CD70 Dylan 125
Super Cub S65, CL65, C65, C70, Passport Innova (ANF125)
Mini Trail (CT70) Juno M80
Motosport (SL70)
Name
MT125
Pantheon FES125
PCX
RC143
Rebel
Scrambler (CL125)
Shine 125
Sonic
Super Sport (CB125)
Super Sport (SS125)
Super Sport (CG125)
Honda NSR125
Varadero (XL125V)
PROFILE OF SAMRAT HONDA, KARIMNAGAR
The HONDA Showroom has got a good reputation in Karimnagar town. The
Showroom located in Karimnagar is convenient to all consumers.
CURREENT FUTURE
SERVICE NOS NOS
COLOR COLOR
PROVIDER (NUMBERS) (NUMBERS)
CODE CODE
Honda
exclusive
RED 1 ORANGE -
authorized
dealership
Authorized
BROWN 2 ASH 2
service center
Private
workshop BLACK 30 GREEN 15
owner
LIGHT
Parts stockiest GREEN - -
GREEN
108
KERB WEIGHT (kg)
DISPLACEMENT 109 CC
SUDHAKAR &
MD AKBAR
A. SURENDER VENKATESHWAR
A. SRINIVAS
RATIO LU
SPARES
SALES SERVICE
MANAGER
MANAGER MANAGER
TECHNICIANS -
FLOOR SPARES ASST. - 2
10
INCHARGE -1
Asst. sales ASST.TECHNICIA B. YELLAIAH
B. SRINIVAS GOUD
manager NS-8
Mr. Rakesh LAVANYA
WATER WASH -
4
F/D. SALES EXE -
2 CASHIER - 2
SK. SAMUDDIN,
RAMESH AND
CHAITANYA
COMPUTER
RECEPTION - 1
EXECUTIVE
MADHAVI
MAZAHED
SECURITY - 1
STO. 1
MOHAN
1: Do your company conducts any formal human resource forecasting before
recruitment?
No. of Percentage Of
Response
Respondents Respondents
Yes 78 78%
No 10 10%
PERCENTAGE OF RESPONDENTS
90%
78%
80%
70%
60%
Percentage 50%
Of
Respondents 40%
30%
20%
10% 12%
10%
0%
Yes No Can’t say
RESPONSE
INTERPRETATION
Most of the employees i.e., 78% are expressed that the company conducts formal
human resource forecasting before recruitment.
If yes, what is the frequency of forecasting?
No. of Percentage
Response
Respondents Of
Regular 8 Respondents
8%
Adhoc 70 70%
PERCENTAGE OF RESPONDENTS
80%
70%
70%
60%
50%
Percentage
Of 40%
Respondents
30%
22%
20%
8%
10%
0%
Regular Adhoc Can’t say
RESPONSE
INTERPRETATION
From the above graph, it is clear that the company conducts human resource
forecasting whenever required i.e., Adhoc.
2: Recruitment procedure of your organization is excellent.
No. Of Percentage Of
Response
Respondents Respondents
Strongly
32 32%
agree
Agree 56 56%
Neutral 10 10%
Disagree 2 2%
Strongly
0 0%
Disagree
TOTAL 100 100%
PERCENTAGE OF RESPONDENTS
60% 56%
50%
40%
Percentage 32%
Of 30%
Respondents
20%
10%
10%
2% 0%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree
RESPONSE
INTERPRETATION
From the above graph, it is clear that 56% of the employees agreed and 32% of the
employees strongly agreed that the recruitment process in the organization is
excellent.
3: Which method your company will prefer mostly for recruitment?
No. Of Percentage Of
Response
Respondents Respondents
Direct
74 74%
Method
Indirect
14 14%
Method
Third Party 8 8%
Others 4 4%
PERCENTAGE OF RESPONDENTS
80% 74%
70%
60%
50%
Percentage
Of 40%
Respondents
30%
20% 14%
8%
10% 4%
0%
Direct Indirect Third Others
Method Method Party
RESPONSE
INTERPRETATION
From the graph, it is observed that the company prefers mostly direct method for
recruitment and secondly, it prefers indirect method.
4: What are the sources for internal sourcing among the following?
No. Of Percentage Of
Response
Respondents Respondents
Present
permanent 8 8%
employees
Present
temporary 12 12%
employees
Retrenched/
Retired 16 16%
employees
Deceased/
disabled 14 14%
employees
All above 50 50%
PERCENTAGE OF RESPONDENTS
60% 50%
50%
Percentage 40%
Of 30%
Respondents 20% 16% 14%
12%
8%
10%
0%
RESPONSE
From the above graph, it is clear that the company prefers the present permanent
employees, present temporary employees, and retrenched/retired employees,
deceased/disabled employees as internal source for recruitment.
5: How many rounds of interviews are conducted in your organization?
No. Of Percentage Of
Response
Respondents Respondents
1-3 22 22%
3-5 14 14%
More
64 64%
than 5
PERCENTAGE OF RESPONDENTS
70% 64%
60%
50%
Percentage 40%
Of
Respondents 30%
22%
20% 14%
10%
0%
1-3 ROUNDS 3-5 ROUNDS More than 5
OPINION
INTERPRETATION
Above graph shows that the employees of Samrat Honda i.e. 64% are agreed that the
company conduct more than 5 rounds for interview process.
6: You satisfied with the recruitment process conducted in your organization.
No. Of Percentage Of
Response
Respondents Respondents
Strongly
70 70%
agree
Agree 20 20%
Can‘t say 0 0%
Disagree 6 6%
Strongly 4%
4
disagree
TOTAL 100 100%
PERCENTAGE OF RESPONDENTS
80% 70%
70%
60%
Percentage 50%
Of 40%
Respondents 30% 20%
20% 6%
10% 0% 4%
0%
RESPONSE
INTERPRETATION
Above graph shows that 70% of employees are satisfied with recruitment process
conducted in the organization.
7: What form of interview does your organization prefer?
No. Of Percentage Of
Response
Respondents Respondents
Personal
84 84%
Interview
Telephonic
4 4%
Interview
Video
6 6%
Conferencing
Others 6 6%
PERCENTAGE OF RESPONDENTS
84%
90%
80%
70%
Percentage 60%
Of
50%
40%
Respondents 30%
20% 4% 6% 6%
10%
0%
RESPONSE
INTERPRETATION
From the above graph, 84% of the employees are expressed that the company mostly
prefers the personal interview for the interview process.
8: Are you satisfied with the interview process conducted in your organization?
No. Of Percentage Of
Response
Respondents Respondents
Yes 86 86%
No 4 4%
PERCENTAGE OF RESPONDENTS
100%
90% 86%
80%
70%
Percentage 60%
Of 50%
Respondents 40%
30%
20% 10%
10% 4%
0%
Yes No Can’t say
RESPONSE
INTERPRETATION
From the above graph, 86% of employees are satisfied with the interview process
conducted in the organization.
9: Is the aptitude test conducted in your organization?
No. Of Percentage Of
Response
Respondents Respondents
Yes 78 78%
No 14 14%
Can‘t say 8 8%
PERCENTAGE OF RESPONDENTS
90%
78%
80%
70%
60%
Percentage 50%
of
respondents 40%
30%
20% 14%
8%
10%
0%
Yes No Can’t say
Response
INTERPRETATION
From the above graph it is clear that 78% of employees expressed that the aptitude
test is conducted in the organization.
10: Do your organization conduct any of these tests?
No. Of Percentage Of
Response
Respondents Respondents
Psychometric
12 12%
test
Medical test 52 52%
Reference test
12 12%
check
All above 24 24%
PERCENTAGE OF RESPONDENTS
60% 52%
50%
40%
Percentage
Of 30% 24%
Respondents
20% 12% 12%
10%
0%
Response
INTERPRETATION
Above graph shows that the organization conducts mostly the medical test at the time
of recruitment process.
11: How do you rate the HR practices in your company?
No. Of Percentage Of
Response
Respondents Respondents
Very Good 24 24%
Good 52 52%
Average 20 20%
Bad 4 4%
PERCENTAGE OF RESPONDENTS
60%
52%
50%
40%
percentage
of 30%
24%
respondents
20%
20%
10%
4%
0%
Very Good Good Average Bad
Response
INTERPRETATION
From the above graph it is known that 52% of employees at Samrat Honda agreed that
the HR practices in the organization are good and 24% are expressed that it is very
good.
12. Does your company follow different recruitment process for different grades of
employees?
No. Of Percentage Of
Response
Respondents Respondents
Yes 54 54%
No 14 14%
Can‘t say 6 6%
PERCENTAGE OF RESPONDENTS
60% 54%
50%
40%
Percentage
of 30%
respondents
20% 14%
10% 6%
0%
Yes No Can’t say
Response
INTERPRETATION
From the above graph it is concluded that 54% of employees are expressed that
company follow different recruitment process for different grades of employees.
13. Which technological support your company uses for the process of recruiting?
No. Of Percentage Of
Response
Respondents Respondents
Telephone 36 36%
Video
18 18%
conferencing
Online support 16 16%
Others 30 30%
PERECENTAGE OF REESPONDENTS
40% 36%
35% 30%
30%
Percentage
25%
20% 18%
Of 16%
Respondents 15%
10%
5%
0%
RESPONSE
INTERPRETATION
From the above graph it is clear that the company takes the support of telephone for
recruitment process and secondly video conferencing.
14. What kind of verifications your company does for recruitment process?
No. Of Percentage Of
Response
Respondents Respondents
Educational
42 42%
qualifications
Legal
4 4%
background
check
Professional
14 14%
background
check
Reference
30 30%
check
Family
10 10%
background
check
TOTAL 100 100%
PERCENTAGE OF RESPONDENTS
45% 42%
40%
35% 30%
Percentage 30%
25%
Of 20% 14%
Respondents 15% 10%
10% 4%
5%
0%
RESPONSE
INTERPRETATION
From the above graph it is clear that at the time of recruitment process, mostly the
company verifies the educational qualifications and next prefers the reference check
at the time of recruitment.
15. Are you aware of the concept of RPO – Recruitment Process Outsourcing?
No. Of Percentage Of
Response
Respondents Respondents
Yes 62 62%
No 38 38%
PERCENTAGE OF RESPONDENTS
70%
62%
60%
50%
38%
Percentage 40%
Of
Respondents 30%
20%
10%
0%
Yes No
RESPONSE
INTERPRETATION
Most of the employees i.e., 62% in the company are aware about the Recruitment
Process Outsourcing but 38% of the employees are unaware about the Recruitment
process outsourcing.
16: Do your organization follow employee referral schemes?
No. Of Percentage Of
Response
Respondents Respondents
Yes 66 66%
No 34 34%
PERCENTAGE OF RESPONDENTS
70% 66%
60%
50%
20%
10%
0%
Yes No
RESPONSE
INTERPRETATION
Most of the employees i.e., 66% expressed that the company follows referral
scheme34% didn‘t agreed that.
17: Which of following selection procedures and methods followed by your
organization?
No. Of Percentage Of
Response
Respondents Respondents
Aptitude test 17 17%
35%
31%
29%
30%
25% 23%
10%
5%
0%
Aptitude test Personal Written test Practice test
interview
Response
INTERPRETATION
Most of the employees i.e., 31% expressed that the company conduct practice test as a
part of selection procedure. 29% of the respondents expressed that it is personal
interview. 23% of the respondents opined that the company conducts written test as a
part of selection procedure. 17% of the respondents agreed that the company conducts
aptitude test as a part of selection procedure.
18: Rate the effectiveness of the interviewing process and other selection instruments,
such as testing?
No. Of Percentage Of
Response
Respondents Respondents
Poor 21 21%
Adequate 43 43%
Excellent 36 36%
50%
45% 43%
40% 36%
35%
30%
Percentage of
25% 21%
respondents
20%
15%
10%
5%
0%
Poor Adequate Excellent
Response
INTERPRETATION
Most of the employees i.e., 43% expressed that the interviewing process and other
selection instruments are adequate. 36% of the respondents felt that it is excellent.
21% expressed that the interviewing process and other selection instruments are poor.
19: In selection procedure, how many rounds of technical interviews & HR rounds do
you conduct for lower level candidates?
No. Of Percentage Of
Response
Respondents Respondents
2 21 21%
3 34 34%
50%
45%
45%
40%
34%
35%
30%
Percentage of
25% 21%
respondents
20%
15%
10%
5%
0%
2 3 More than 3
Response
INTERPRETATION
Most of the employees i.e., 45% expressed that the organization conducts more than 3
technical interviews & HR rounds. 34% of the respondents said that the company
conducts 3 rounds. 21% expressed that the organization conducts 2 technical
interviews & HR rounds.
20: Does the HR team act as a consultant to enhance the quality of the applicant pre-
screening process?
No. Of Percentage Of
Response
Respondents Respondents
Yes 67 67%
No 33 33%
80%
70% 67%
60%
50%
percentage of
40% 33%
respondents
30%
20%
10%
0%
Poor Adequate
Response
INTERPRETATION
Most of the employees i.e., 67% expressed that HR team act as a consultant to
enhance the quality of the applicant pre-screening process. 33% of the respondents
disagreed with this.
21: How would you rate the HR department‘s performance in recruitment and
selection?
No. Of Percentage Of
Response
Respondents Respondents
Poor 17 17%
Adequate 43 43%
Excellent 40 40%
50%
45% 43%
40%
40%
35%
30%
Percentage of
25%
respondents
20% 17%
15%
10%
5%
0%
Poor Adequate Excellent
Response
INTERPRETATION
No. Of Percentage Of
Response
Respondents Respondents
Yes 74 74%
No 26 26%
80% 74%
70%
60%
50%
Percentage of
40%
respondents
30% 26%
20%
10%
0%
Yes No
Response
INTERPRETATION
Most of the employees i.e., 74% expressed that the organization is doing recruitment
and selection process in time. 26% expressed that the organization is not doing
recruitment and selection process in time.
FINDINGS
1. 78% are expressed that the company conducts formal human resource
forecasting before recruitment.
2. 56% of the employees agreed that recruitment procedure of the organization is
excellent.
3. 74% of the respondents agreed that company will prefer direct method mostly
for recruitment.
4. 64% of the respondents agreed that company conducts more than 5 rounds of
interviews.
5. 70% of the respondents agreed that they are satisfied with the recruitment
process conducted in your organization.
6. 84% of the respondents agreed that company prefer personal interviews.
7. 86% of the respondents are satisfied with the interview process conducted in
the organization.
8. 52% of the respondents agreed that HR practices in the company are excellent.
9. 62% of the respondents agreed that they are aware of the concept of RPO –
Recruitment Process Outsourcing.
10. 31% of the respondents agreed that company follows practical test as a part
selection procedures and methods.
11. 36% of the respondents agreed that effectiveness of the interviewing process
and other selection instruments, such as testing are excellent.
12. 67% of the respondents agreed that HR team act as a consultant to enhance the
quality of the applicant pre-screening process.
13. 43% of the respondents agreed that HR department‘s performance in
recruitment and selection is adequate.
CONCLUSIONS
13. Which technological support your company uses for the process of recruiting?
Telephone
Video conferencing
Online support
Others
14. What kind of verifications your company does for recruitment process?
Educational qualifications
Legal background check
Professional background check
Reference check
Family background check
15. Are you aware of the concept of RPO – Recruitment Process Outsourcing?
Yes
No
Yes No
Aptitude test
Personal interview
Written test
Practice test
18. Rate the effectiveness of the interviewing process and other selection instruments,
such as testing?
Poor
Adequate
Excellent
19. In selection procedure, how many rounds of technical interviews & HR rounds do
you conduct for lower level candidates?
2
3
More than 3
20. Does the HR team act as a consultant to enhance the quality of the applicant pre-
screening process?
Yes
No
21. How would you rate the HR department‘s performance in recruitment and
selection?
Poor
Adequate
Excellent
Yes
No
BIBLIOGRAPHY
BOOKS
WEBSITES
http://www.human-resources.org
http://www.hrmguide.net
http://www.citehr.com
http://www.hrguru.com