SUMMER INTERNSHIP PROJECT REPORT

ON
A STUDY ON RECRUITMENT& SELECTION PROCESS
IN

“National Institute Of Smart Government”

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY

Submitted in partial fulfillment of requirement for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION

Submitted By: Submitted To:

ANJALI RANA Mr. Ashok Sharma

11621401712 (PROJECT GUIDE)

BBA V (B) Evening

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL

VASANT KUNJ, NEW DELHI-110070

1
 ACKNOWLEDGEMENT

The success and final outcome of this project required a lot of guidance and assistance
from many people and I have got this all along work. Whatever I have done is only due to
such guidance and assistance and I would not forget to thank them.

I express my deep gratitude and sincere thanks to MR. Ashok Sharmasir whose
excellent teaching has left on incredible print on my mind, leading me to prepare this
project in a better way which could not have been possible without his support and active
guidance.

Hereby I declare that all the information supported by one in this project is my own and
true to the best of my knowledge.

ANJALI RANA

11621401712

2
 CERTIFICATE

I hereby certify that the work which is being presented in the BBA Minor
Project Report entitled “A STUDY ON RECRUITMENT AND
SELECTION PROCESSIN “ National Institute Of Smart
Government”, in partial fulfillment of the requirements for the award of the
Bachelor of Business Management and submitted to the Department of
Management of JIMS- Jagannath Institute of Management School is an
authentic record of my own work carried out during a period from June
2014 to July 2014 under the supervision of Mr.Ashok..

The matter presented in this Project Report has not been submitted by me for
the award of any other degree elsewhere.

-------------------
Project Guide
Date:

3
EXECUTIVE SUMMARY

As a part of academic requirement and completion of BBA

program, I have been assigned to complete internship report on
“Recruitment and Selection process of National institute of smart
government.” under the guidance of Ms. Ashok

“Recruitment and Selection process” is a segment of human

resource process; As such I have selected this topic to make it
clear. I have divided this report in some sub segments. As a young
intern in a reputed organisation like “NISG” I have tried my best
to go through their Recruitment and Selection process within little
tenure of 1 months.The report starts with a general introduction
“NISG” As well as itsindustry vision and mission.. Then this
report proceeds to NISG analysis and interpretation.
After that I continue on to the my main focus of the report-“NISG
Recruitment and Selection process” describing the different steps
in it.

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 TABLE OF CONTENTS

Sr.No Content Page No.

Chapter 1 INTRODUCTION
1.1 COMPANY PROFILE
1.2 INTRODUCTION TO INDUSTRY
Chapter 2 CONCEPTUAL DISCUSSION
Chapter 3 RESEARCH METHODOLOGY
3.1 Title
3.2 Title justification
3.3Objective of study
3.4 Research Design
3.5 Sampling
3.6 Data collection sources
Chapter 4
ANALYSIS AND INTERPRETATION
Chapter-5
FINDING
SUGGESTION
Chapter-6
CONCLUSION

Annexure:-
Bibliography
Questionnaire

5
 CHAPTER -1
INTRODUCTION

1.1INTRODUCTION TO THE INDUSTRY

6
A public–private partnership (PPP) is a government service or private business venture
which is funded and operated through a partnership of government and one or moreprivate
sector companies. These schemes are sometimes referred to as PPP, P3 or P3.

PPP involves a contract between a public sector authority and a private party, in which the private
party provides a public service or project and assumes substantial financial, technical and
operational risk in the project. In some types of PPP, the cost of using the service is borne
exclusively by the users of the service and not by the taxpayer.[1] In other types (notably
the private finance initiative), capital investment is made by the private sector on the basis of a
contract with government to provide agreed services and the cost of providing the service is borne
wholly or in part by the government. Government contributions to a PPP may also be in kind
(notably the transfer of existing assets). In projects that are aimed at creating public goods like in
the infrastructure sector, the government may provide a capital subsidy in the form of a one-
time grant, so as to make it more attractive to the private investors. In some other cases, the
government may support the project by providing revenue subsidies, including tax breaks or by
removing guaranteed annual revenues for a fixed time period.

There are usually two fundamental drivers for PPPs. Firstly, PPPs are claimed to enable the public
sector to harness the expertise and efficiencies that the private sector can bring to the delivery of
certain facilities and services traditionally procured and delivered by the public sector. Secondly, a
PPP is structured so that the public sector body seeking to make a capital investment does not
incur any borrowing. Rather, the PPP borrowing is incurred by the private sector vehicle
implementing the project. On PPP projects where the cost of using the service is intended to be
borne exclusively by the end user, the PPP is, from the public sector's perspective, an "off-balance
sheet" method of financing the delivery of new or refurbished public sector assets.

7
On PPP projects where the public sector intends to compensate the private sector through
availability payments once the facility is established or renewed, the financing is, from the public
sector's perspective, "on-balance sheet", however the public sector will regularly benefit from
significantly deferred cash flows.

Typically, a private sector consortium forms a special company called a "special purpose vehicle"
(SPV) to develop, build, maintain and operate the asset for the contracted period.[1][2] In cases
where the government has invested in the project, it is typically (but not always) allotted
an equity share in the SPV.[3] The consortium is usually made up of a building contractor, a
maintenance company and bank lender(s). It is the SPV that signs the contract with the
government and with subcontractors to build the facility and then maintain it.

.In the infrastructure sector, complex arrangements and contracts that guarantee and secure
the cash flows make PPP projects prime candidates for project financing. A typical PPP example
would be a hospital building financed and constructed by a private developer and then leased to
the hospital authority. The private developer then acts as landlord, providing housekeeping and
other non-medical services while the hospital itself provides medical services.

A 2013 study published in State and Local Government Review found that definitions of public-
private partnerships vary widely between municipalities: "Many public and private officials tout
public-private partnerships for any number of activities, when in truth the relationship is
contractual, a franchise, or the load shedding of some previously public service to a private or
nonprofit entity." A more general term for such agreements is "shared service delivery" —
municipalities joining together, with private firms, or with nonprofits to provide services to
citizens

VISION

8
The Center shall serve as the champion of public-private partnerships for
the country’s inclusive growth and sustainable development.

MISSION

The Center shall facilitate and optimize public-private partnerships in the

country for the delivery of public infrastructure and other development
services.

Origins

9
Pressure to change the standard model of public procurement arose initially from concerns about
the level of public debt, which grew rapidly during the macroeconomic dislocation of the 1970s
and 1980s. Governments sought to encourage private investment in infrastructure, initially on the
basis of accounting fallacies arising from the fact that public accounts did not distinguish between
recurrent and capital expenditures.

The idea that private provision of infrastructure represented a way of providing infrastructure at
no cost to the public has now been generally abandoned; however, interest in alternatives to the
standard model of public procurement persisted. In particular, it has been argued that models
involving an enhanced role for the private sector, with a single private-sector organization taking
responsibility for most aspects of service provisions for a given project, could yield an improved
allocation of risk, while maintaining publicaccountability for essential aspects of service
provision.

Initially, most public–private partnerships were negotiated individually, as one-off deals, and
much of this activity began in the early 1990s.

PPPs are organized along a continuum between public and private nodes and needs as they
integrate normative, albeit separate and distinct, functions of society—the market and the
commons. A common challenge for PPPs is allowing for these fluctuations and reinforcing the
intended partnership without diminishing either sector. Multisectoral, or collaborative, partnering
is experienced on a continuum of private to public in varying degrees of implementation
according to the need, time restraints, and the issue at hand. Even though these partnerships are
now common, it is normal for both private and public sectors to be critical of the other’s approach
and methods. It is at the merger of these sectors that we see how a unified partnership has
immediate impact in the development of communities and the provision of public services..

INTRODUCTION TO THE COMPANY

10
 “National Institute of Smart Government”

NISG is a not-for-profit company setup in a Public-Private-Partnership (PPP) in 2002 under the

recommendations of The National Taskforce on Information Technology & Software
Development, with 51% equity contributed by the private sector & 49% by the public sector.
NASSCOM, Government of India & Government of Andhra Pradesh are the main promoters with
ILFS, Government of Chhattisgarh, Government of Meghalaya &Vizag Municipal Corporation
being the other stakeholders.
NISG has its origins in the recommendations of the National Task Force on IT & Software
Development. Forged as a public-private partnership, NISG offers the orientation & efficiency of
the private sector combined with the accountability of the public sector. NISG is helping the
Government of India & State Governments realize the national e-governance vision. NISG has
worked on multiple projects with various ministries under nomination thus keeping the sanctity of
Not for Profit organization.

VISION
To establish itself as a Centre of Excellence in e-Governance by leveraging private sector
resources through public private partnership mode for the spread of e-Governance.

MISSION
To facilitate application of public and private resources to e-Governance in the areas of:

 Strategic Planning

 Project Consulting

 Capacity Building

 Research and Innovation

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Formation of NISG

In line with the above decision, NISG was registered as a Section 25 company in May 2002
withitsheadquartersatHyderabad.
49% of NISG’s equity is held by Central Government and various State Governments, and 51% is
held by institutional investors like NASSCOM and ILF&S. This structure was intended to foster
the efficiency and flexibility of Private Sector combined with accountability of Public Sector. The
NISG Vision and Mission statements place emphasis on the Public Private Partnership. Thus,
partnering with the private sector is an essential element of NISG’s functioning. Bidding for
projects against private industry players thus creates a contradictory situation to NISG’s
objectives.

NISG’s Clientele

As per the policy laid down at the time of its formation, NISG’s clientele is limited to Central
Government Ministries and Departments; State Government Departments; and Public Sector
Undertakings. NISG may work with International Development Agencies (Such as World Bank,
UNDP, DFID) when the end recipient of that service is the Government. NISG does not enter into
any revenue generating engagements with Private sector.
Over the past 10 years, NISG has provided services to several Central Ministries and State
Governments and has been associated with 18 of the 27 MMPs. All the engagements executed by
NISG so far have been awarded on nomination basis only. As a policy and practice, NISG does
not participate in any bidding process. The general practice adopted by all the
departments/organizations is to get specific internal approvals by the competent authorities.

NISG’s Performance Appraisal

NISG’s performance as an organization and its employee performance are not based on financial
results alone. Its work, revenue, expenses and bottom line are scrutinized by the board on the
following crucial parameters :

 Impact of the engagements on service delivery to citizens

 Formal & informal feedback from the Government on NISG engagements

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  Whether non-profit spirit & guidelines are adhered to in project costing, revenue &
expenses

 Whether all procurement has been transparent and as per the procedures

 How effectively the PPP spirit is maintained

While there are no specific incentives, promotions or bonuses to NISG employees based on the
project revenues or NISG bottom line; NISG is expected to be a self-sufficient organization.

Some Additional Facts

NISG is recognized by Indian tax authorities and statutory & regulatory bodies as a non- profit
service oriented organization and is entitled for TDS exemption for government departments and
service tax exemption for any grants-in-aid engagements.
Whenever NISG associates with any schemes funded by grants-in-aid or during program
management engagements, NISG is mandated to provide a Utilization Certificate for the expenses
incurred.Lastly, as per the ruling of the Information Commission of India, NISG is considered as a
public Institution and comes under the purview of the RTI Act. The above internal policies being
paramount, this is a formal mechanism to validate NISG’s commitment to transparency and
neutrality.

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SERVICES OF NISG

NISG is a unique organization operating in the meta-space of e-Government. In its few years of
operation, NISG has handled a diversity of projects, providing consulting support to both central
and state Governments in India in developing and implementing e-Government projects. NISG
strives for excellence and lays great emphasis on generating value for clients.

services include advising the Government of India on issues of strategic importance such as
architectures, standards, localization, PKI infrastructure etc. Apart from playing a strategic
advisory role, we also help central and state governments to improve the delivery of government
services, design IT systems to enhance internal efficiencies, and develop leadership capability and
skill-sets within the Government. A more important task which engages our attention is to build
up nationwide capacities for capacity building through institutional partnerships with government
as well as private partners.

Consultants bring experience and expertise from industry, government and a variety of other
backgrounds to enhance NISG's consulting capability. To support our clients, we are partner with
the best consulting firms to develop e-Government solutions having far-reaching impact. Our
teams work with client staff at all levels, from the frontline to the senior-most, knowing what will

14
PROJECTS OF NISG

a) National e-Governance Division (NeGD):

NeGD is an independent business division within Media Lab Asia, a public sector company,
registered under section 25 of Companies Act under the Ministry of Communications and
Information Technology (MCIT), Government of India. It was created based on the
recommendation of Committee of Secretaries (CoS) and came into effect on 8th June 2009.
Total sanctioned strength of NeGD corporate is 49 in addition to other secretarial staff.Total
strength of NeGD as of now is 42. A Committee of the Board with the nomenclature of “NeGD
Committee” has been appointed to supervise, guide and controlNeGD. This committee is headed
by the Secretary, Department of Information Technology.

The immediate tasks assigned to NeGD are as follows:

 Facilitating implementation of NeGP by various Ministries and State Governments.

 Providing technical assistance to Central Ministries/ State Line Departments.

 Undertaking technical appraisal of all e-governance projects to examine issues such as

overall technology architecture, framework, standards, security policy, service delivery
mechanism, sharing of common infrastructure etc.

 Acting as a Central Agency for an effective implementation of Capacity Building Scheme

(CB scheme) inter-alia involving provisioning of manpower at various State e Mission
Teams (SeMTs) across States/ UTs.

b) State eMission Team (SeMT):

The Government has approved the Capacity Building (CB) Scheme for taking NeGP forward
across the country in all the States & UTs. The CB Scheme is mainly for provisioning technical &
professional support to State level policy & decision-making bodies to develop specialized skills
for e-Governance. The CB Scheme will support Capacity Building through various means such as
engaging experts, developing skills and imparting training and supporting the creation of State e-
Governance Mission Teams (SeMT) and Project e-Governance Mission Teams (PeMT). This team
shall oversee project execution, manage implementation and deal with technology, process,
external Agency management & change management related issues.
15
NeGP proposes to achieve its objectives through:

 Deployment and scale up of select "Mission Mode Projects".

 Creation of a National IT backbone for fast, reliable and efficient connectivity, data
storage and access.

 Set up of Common Service Centers for delivery of citizen services.

 Creation of Internet portals for 24x7 access to Government information and services.

c) Department Of Posts (DOP):

This project started in Feb 2011 thus completing two years this year. The Department of Posts
comes under the Ministry of Communications and Information Technology. For more than 150
years, the Department of Posts (DoP) has been the backbone of the country’s communication and
has played a crucial role in the country’s socio-economic development. It touches the lives of
Indian citizens in many ways.
Trends such as urbanisation, increased demand for financial services, increased funding by the
government for the weaker sections and the rural sector, have opened up new opportunities for the
Department of Posts which, in turn has necessitated development of new processes and supporting
technology.

The IT ModernisationProject, intends to achieve the following:

 Wider reach to the Indian populace through more customer interaction channels.

 Better customer service.

 Growth through new lines of business.

 IT enablement of business processes and support functions.

 Currently we have 55 employees deputed on this project and 39 more needs to be recruited
and deputed.

d) Department of Agriculture & Co-operation (DAC):

The Department of Revenue and Agriculture was reconstituted as a separate Department, in 1881.
16
In 1947, the Department of Agriculture was redesigned as Ministry of Agriculture.
There are two Public Sector Undertakings, seven autonomous bodies and eleven level co-
operative organisations with the Department.
Currently we have 4 employees deputed on this project and 3 more needs to be recruited and
deputed.

e) Passport Seva Project (PSP):

Measures like extensive computerization, decentralization of collection of passport applications
through PACCs/DPCs/SPCs, opening of new passport offices and reforms in the Central Passport
Organization having fallen short of meeting the fast growing passport demand and heightened
expectations of the public, a need was felt for complete overhaul of passport issuance system. To
address this need, a Mission Mode Project named Passport Seva Project (PSP) was identified
under the National e-Governance Plan.
Passport Seva enables simple, efficient and transparent processes for delivery of passport related
services. Apart from creating a countrywide networked environment for Government officials, it
aims to integrate with the state police for physical verification of applicant's particulars and
antecedents and with India Post for delivery of passports.
This project is a part of Ministry of External Affairs. Though currently NISG is providing external
consultants to Passport project on a 3 months contract but this project would soon be part of the
long term assignment where 10 employees with high end technical expertise needs to be deputed
for a period of 2 years.

f) National Intelligence Grid (NATGRID):

The National Intelligence Grid (NATGRID), an attached office of the Ministry of Home Affairs,
has been conceived to develop a cutting edge framework to enhance India’s counter-terror
capabilities.
NATGRID had empanelled NISG in 2011 where NISG had provided external consultants to work
on this project. Currently NATGRID has engaged NISG to provide manpower for 29 positions for
which the recruitment process is on. This project would be part of the long term assignment where
29 employees with high end technical expertise need to be deputed for a period of 1 year which
would be extendable basis the requirement.

17
g) Employees’ State Insurance Corporation (ESIC):
The Employees’ State Insurance Corporation (ESIC) is one of the largest social security schemes
for workers in the country, which plays a key role in maintaining and enhancing worker
productivity and well-being. The corporation is in the process of implementing Project Panchdeep
as part of its ICT strategy. Panchdeep is one of the largest e-governance projects in the country
covering around 2000 project locations like hospitals, dispensaries, and government offices to
improve the quality of services to all stakeholders. Wipro is the system integrator for the project
and ESIC has sought the services of NISG to help them manage the implementation of
Panchdeep.

h) Composite Team:
The Government has approved the Capacity Building (CB) Scheme for taking e-Governance
forward across the country in some states. Composite Team is governed by State Implementing
Agency / State Designated Agency (SIA/SDA). The CB Scheme is mainly for providing technical
& professional support to State level policy & decision-making bodies to develop specialized
skills for e-Governance. SIA/SDA has decided to entrust the requirements of capacity building /
manpower augmentation, including Pre

18
CHAPTER - 2
CONCEPTUAL
DISCUSSION

19
20
HRM is the process of managing people in organizations in a structured and thorough manner.
This covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the
company to round off the activities. This is the traditional definition of HRM which leads some
experts to define it as a modern version of the Personnel Management function that was used
earlier.

We have chosen the term “art and science” as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision and
rigorous application of theory that is required.

Human Resource Development (HRD) means to develop available manpower through

suitable methods such as training, promotions, transfers and opportunities for career development.
HRD programs create a team of well-trained, efficient and capable managers and subordinates.
Such team constitutes an important asset of an enterprise. One organisation is different from
another mainly because of the people (employees) working there in. According to Peter F.
Drucker, "The prosperity, if not the survival of any business depends on the performance of its
managers of tomorrow." The human resource should be nurtured and used for the benefit of the
organisation.

Objective of HR
 To obtain the number and quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.
 Recruitment helps to create a pool of prospective employees for the organization so that
the management can select the right candidate for the right job from this pool.
 Recruitment acts as a link between the employers and the job seekers and ensures the
placement of right candidate at the right place at the right time.
 Recruitment serves as the first step in fulfilling the needs of organizations for a
competitive, motivated and flexible human resource that can help achieve its objectives.
The recruitment process exists as the organization hire new people, who are aligned with the
expectations and they can fit into the organization quickly

Uses of Human Resource Management in an organization:

  Human Resource Management (HRM) is the function within an organization that focuses
on recruitment of, management of, and providing direction for the people who work in the
organization. It can also be performed by line managers.

 Human Resource Management is the organizational function that deals with issues related
to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration, and training.

 HRM is also a strategic and comprehensive approach to managing people and the
workplace culture and environment. Effective HRM enables employees to contribute
effectively and productively to the overall company direction and the accomplishment of
the organization's goals and objectives.

 Human Resource Management is moving away from traditional personnel, administration,

and transactional roles, which are increasingly outsourced. HRM is now expected to add
value to the strategic utilization of employees and that employee programs impact the
business in measurable ways. The new role of HRM involves strategic direction and HRM
metrics and measurements to demonstrate value.

 The Human Resource Management (HRM) function includes a variety of activities, and
key among them is responsibility for human resources -- for deciding what staffing needs
you have and whether to use independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring they are high performers, dealing
with performance issues, and ensuring your personnel and management practices conform
to various regulations. Activities also include managing your approach to employee
benefits and compensation, employee records and personnel policies. Usually small
businesses (for-profit or nonprofit) have to carry out these activities themselves because
they can't yet afford part- or full-time help. However, they should always ensure that
employees have -- and are aware of -- personnel policies which conform to current
regulations. These policies are often in the form of employee manuals, which all
employees have.

HRM is widening with every passing day. It covers but is not limited to HR planning, hiring
(recruitment and selection), training and development, payroll management,

RECRUITMENT
Recruitment is defined as, “a process to discover the sources   of   manpower   to   meet
therequirements  of the  staffing schedule and to  employ  effective measures  for attracting  that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.

Edwin B.Flippo defined recruitment as “the process of searching for prospective employees

and stimulating them to apply for jobs in the organization.” In simple words recruitment can
bedefined as a ‘linking function’­joining together those with jobs to fill and those seeking jobs.

Purpose and Importance:
The basic purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes and needs are:

 To   fulfill   the   present   and   determine   the   future   requirements   of   the   organization   in
conjunction with its personnel­planning and job­analysis activities. 

 To increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants. 

 To reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time. 

 Begin   identifying   and   preparing   potential   job   applicants   who   will   be   appropriate
candidates. 

 Induct external hires with a new perspective to lead the company. 
 Develop an organizational culture and Employee Branding that attracts competent people
to the company. 

 Search for talent globally and not just within the company. 
 Recruitment Process:

Personnel Job Analysis Employee

Planning Requisition

Recruitment Searching
Planning Activation“Selli Applican Potential
Job ng” t Pool Screening Hires To Selection
Vacancies ­Numbers­
Types ­Message­
Media

Evaluation and
Strategy Control
Development Application
Population
­Where
­How 
­When

Manpower planning:
Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for
which they are suited for the achievement of goals of the organization. Human Resource Planning
has got an important place in the arena of industrialization. Human Resource Planning has to be a
systems approach and is carried out in a set procedure. The procedure is as follows:

 Analyzing the current manpower inventory 
 Making future manpower forecasts 
 Developing employment programs 
 Design training programs 
Job Analysis:
Job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills,
accountabilities, work environment and ability requirements of a specific job. It also involves
determining the relative importance of the duties, responsibilities and physical and emotional
skills for a given job. All these factors identify what a job demands and what an employee must
possess to perform a job productively.

SOURCES OF RECRUITMENT:

Internal Sources:

1.  Promotions

This   is   a   method   of   filling   vacancies   from   internal   resources   of   the   company   to   achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral
movement of an employee from one position to another position in the same or another job
class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job class
of increased responsibility or complexity of duties and in a higher salary range.

2.  Internal Job Posting

Job Posting is an arrangement in which a firm internally posts a list of open positions (with
their descriptions  and requirements) so that the existing employees who wish to move to
different   functional   areas   may   apply.   It   helps   the   qualified   employees   working   in   the
organization to scale new heights, instead of looking for better perspectives outside. It also
helps organization to retain its experienced and promising employees.

3.  Employee Referrals

It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that “it takes one to know one”.
External Sources:

External methods of recruitment are again divided into two categories­ Direct External 
Recruitment and Indirect External Recruitment methods.

Direct External Recruitment Methods

1.  Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical
and Professional Institutes in an attempt to hire young intelligent and smart students at source.
It is common practice for Institutes today to hire a Placement Officer who coordinates with
small,   medium   and   large   sized   Companies   and   helps   in   streamlining   the   entire   Campus
Recruitment procedure.

Indirect External Recruitment Methods

Advertisements:

Advertisements are the most common form of external recruitment. They can be found in
many   places   (local   and   national   newspapers,   notice   boards,   recruitment   fairs)   and   should
include some important information relating to the job (job title, pay package, location, job
description, how to apply­either by CV or application form, etc).

Job Portals:
Job Portals are the most popular and widely used tool by companies and recruitment teams to
facilitate the smooth flow of recruitment process in the competitive world. Job Portals provide
a platform for the employers to meet the prospective employees. The job aspirants can register
in job Portals by creating a user ID. Job Portals allow users to submit and edit their resumes
and apply for specific jobs at companies of their choice. Once registered, job aspirants get e­
mail job alerts and can respond to job related questions from the employer companies. The
companies have the choice to search for their ideal candidate from the resume database using
various options and parameters available in the job Portals.
Walk­ins:  Walk­ins   is   relatively   inexpensive,   and   applicants   may   be   filed   and
processedwhenever   vacancies   occur.   Walk­ins   provide   an   excellent   public   relations
opportunity because well­treated applicants are likely to inform others. On the other hand,
walk­ins show up randomly, and there may be no match with available openings. This is
particularly true for jobs requiring specialized skills.

Public   and   private   employment   agencies:  Public   and   private   employment   agencies
areestablished   to   match   job   openings   with   listings   of   job   applicants.   These   agencies   also
classify and screen applicants.

E­Recruiting:  There   are   many   methods   used   for   e­recruitment,   some   of   the
importantmethods are as follows:
a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature. 
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers. 
c. Professional websites: These are for specific professions, skills and not general in
nature. 

Gate   Hiring   and   Contractors:  The   concept   of   gate   hiring   is   to   select   people   who
approachon their own for employment in the organization. This happens mostly in the case
of unskilled and semi­skilled workers.
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.
To select means to choose. Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who
can most successfully perform the job from the pool of qualified candidates.

Purpose:
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.

The Selection Process:
Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the
applicant proceeds to the next one. The time and emphasis place on each step will definitely vary
from one organisation to another and indeed, from job to job within the same organisation. The
sequence of steps may also vary from job to job and organisation to organisation. For example
some organisations may give more importance to testing while others give more emphasis to
interviews and reference checks. Similarly a single brief selection interview might be enough for
applicants for lower level positions, while applicants for managerial jobs might be interviewed by
a number of people.
SELECTION PROCESS FLOW CHART:

RECEPTION:

Candidate should be received properly.

The applicant should be given the appropriate information.

INFORMATION EXCHANGE:

Check candidates eligibility to continue for further stages in selection

Check for various criteria’s (Age, Education, Experience, Pay expectations etc)

EVALUATION:

Based on various factors like educational background, work experience, 
knowledge required for the current position will be evaluated.

PHYSICAL AND MEDICAL EXAMINATION:

Psychology test and other medical test are done.

REFERENCE CHECK:
Contacting the candidate’s supervisor at his previous work place and getting his
feedback.

1. Reception:
A company is known by the people it employs. In order to attract people with talents, skills and
experience a company has to create a favourable impression on the applicants’ right from the
stage of reception. Whoever meets the applicant initially should be tactful and able to extend help
in   a   friendly   and   courteous   way.   Employment   possibilities   must   be   presented   honestly   and
clearly. If no jobs are available at that point of time, the applicant may be asked to call back the
personnel department after some time.

2. Information Exchange:
The   information   exchange   is   mainly   useful   to   state   the   purpose   of   the   interview,   how   the
qualifications are going to be matched with skills needed to handle the job.
Begin with open­ended questions where the candidate gets enough freedom to express himself.
Focus on the applicant’s education, training, work experience, etc. Find unexplained gaps in
applicants past work or college record and elicit facts that are not mentioned in the resume.

3. Evaluation:
Evaluation is done on basis of answers and justification given by the applicant in the interview. A
preliminary interview is generally planned by large organisations to cut the cost of selection by
allowing only eligible candidates to go through the further stages in selection. A junior executive
from   the   Personnel   Department   may   elicit   responses   from   the   applicants   on   important   items
determining   the   suitability   of   an   applicant   for   a   job   such   as   age,   education,   experience,   pay
expectations, aptitude, location, choice etc. this ‘courtesy interview’ as it is often called helps
thedepartment   screen   out   obvious   misfits.   If   the   department   finds   the   candidate   suitable,   a
prescribed application form is given to the applicants to fill and submit.

Selection Testing:
Selection   tests   or   the   employment   tests   are   conducted   to   assess   intelligence,   abilities,   and
personality trait.A test is a standardized, objective measure of a person’s behaviour,
performanceor attitude. It is standardised because the way the tests is carried out, the environment
in which the test is administered and the way the individual scores are calculated­ are uniformly
applied. It is objective in that it tries to measure individual differences in a scientific way giving
very little room for individual bias and interpretation. Some of them are

 Intelligence Tests 
 Aptitude Test 
 Personality Test 
 Simulation Tests 
 Graphology Test 
 Polygraph (Lie­Detector) tests 
 Types of interviews:
Several types of interviews are commonly used depending on the nature and importance of the
position to be filled within an organization.
O In a non­directive interview the recruiter asks questions as they come to mind. There is no
specific format to be followed. 
O In a patterned interview, the employer follows a pre­determined sequence of questions.
Here the interviewee is given a special form containing questions regarding his technical
competence, personality traits, attitudes, motivation, etc. 
O In   a   structured   or   situational   interview,   there   are   fixed   job   related   questions   that   are
presented to each applicant. 
O In a panel interview several interviewers question and seek answers from one applicant.
The   panel   members   can   ask   new   and   incisive   questions   based   on   their   expertise   and
experience and elicit deeper and more meaningful expertise from candidates. 

4. Physical and Medical Examination: 
After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is often contingent upon the candidate being declared fit after
the physical examination.

5. Reference Checks:
Once the interview and medical examination of the candidate is over, the personnel department
will engage in checking references. Candidates are required to give the names of 2 or 3 references
in their application forms. These references may be from the individuals who are familiar with the
candidate’s academic achievements or from the applicant’s previous employer, who is well versed
with the applicant’s job performance and sometimes from the co­workers.
 CHAPTER - 3
RESEARCH
METHODOLOGY
 RESEARCH METHODOLOGY

Business research is a systematic enquiry that provides information to guide business

decision and aimed to solve managerial problems. Business research is of recent origin and it
is largely supported by business organizations that hopes to achieve competitive advantages
Research Methodology is a way to systematically solve the problems. It may be understood
as a science of studying how research is done scientifically. It include the overall research
design, the sampling procedure, data collection method and analysis procedure.

3.1 Title: To study, evaluate and analyze the selection and recruitment process in NISG

3.2 Title Justification

The data was collected using primary resource (questionnaire and interviews with employees
and candidatures) and secondary resource (Recruitment manual, service rules and Internet).
The interpretation is done based on the primary data which has been collected through the
questionnaire   which   were   distributed   to   the   employees   for  the   purpose   of   getting
feedbackregarding “Recruitment & Selection” process in NISG

3.3 Objectives of study

i. To understand the process of recruitment

ii. To know the sources of recruitment and services at various levels and various jobs
iii. To Understand and analyze various HR factors including recruitment and selection
process.
3.4 RESEARCH DESIGN: Exploratory Research

In this study, we specify the process of recruitment and selection and how much satisfied
they are with all the procedures done.
A research design is the specification of methods and procedures for acquiring
theinformation needed to structure or solve the problem. It is the overall operational pattern
or framework of the project that stimulates what information is to becollected from which
source and by what procedure. On the basis of major purpose of our investigation the
EXPLORATORY RESEARCH was found to be most suitable.This kind of research has the
primary objective of development of insights into theproblem. It studies the main area where
the problem lies and also tries to evaluate appropriate courses of action.

3.5 Sampling
Sampling technique - Probability technique
Sampling type - Simple Random Probability technique
Sample unit- Employees of NISG

3.6DATA COLLECTION SOURCES

Primary data
:The data that is collected first hand by someone specifically for thepurpose of facilitating the
study is known as primary data. So in this research thedata is collected from respondents
through QUESTIONNAIRE

PRIMARY SOURCES

 The data required for the study has been collected from-

 QUESTIONNAIRE
survey among the officials and employees of NISG

 PERSONAL INTERVIEWS
with the company representatives regarding recruitment and selection practices in
organization.

Secondary Data
Seondary data refers to information gathered by someone or other than the researcher
conducting the current study. Such data can be external
internal to the organization and accessed through the Internet or perusal of recorded or
published information.Secondary sources of data provide a lot of information for research
and problemsolving. Such data are as we have seen mostly qualitative in nature.

SECONDARY SOURCES:
 The secondary data has been collected from:
 Internet, websites
 Organizational Reports
 Case Studies
 Business magazines
 Books
 Journals on e-learning Industry.
 CHAPTER-4

ANALYSIS AND INTRPRETATION

INTERPRETATION OF QUESTIONNAIRE:

The analysis of the data is represented graphically along with the interpretations, which are 
as follows:

1) How do you come to know about openings inNISG
a) NISG Employees   b) News Paper Ads c) Consultants d) Job Portal

Options No. of Percentage

Respondents
NISG Employees 52 52 %
Newspaper Ads 8 8 %
Consultants 10 10 %
Job Portals 30 30 %

How do you come to know about openings in
NISG
60
50
52%
40
30 30%
20
10

8% 10%
0
DRL Employees Newspaper Ads Consultants Job Portals

Interpretation:
The data emphasizes that the external world will come to know about job openings in NISG
through its employees (52%) which helps the companyto bring the best talent pool into, as
the people know what exactly is the requirement, secondly the other major source is Job
portals (30%) as almost all vacancies are published on to the job portals. The dependency on
consultants and newspapers comes into picture only when the requirement is niche or in large
volume.
2) Are applicants treated fairly with courtesy?

a) Poor   b) Adequate   c) Excellent

Options No. of Percentage

Respondents
Poor 6 6 %
Adequate 46 46 %
Excellent 48 48 %

Are applicant treated fairly with courtesy?
60

50
46% 48%
40

30

20

10
6%
0
Poor Adequate Excellent

Interpretation:
The above data explains that all the applicants are treated fairly on equality basis:
Excellent­ 48%, Adequate­ 46%, Poor­ 6%. Leadership team of NISG firmly believes that all the 
applicants should be interviewed in the same process across the organization.
3) Does the HR team act as a consultant to enhance the quality of the applicant during
pre­screening process? 
a) Yes   b) No

Options No. of Percentage

Respondents
Yes 96 96 %
No 4 4 %

Does the HR team act as a consultant to enhance the quality of the applicant during 
pre­screening process?

97
92 96%
87
82
77
72
67
62
57
52
47
42
37
32
27
22
17 4%
12
7
2 Yes No

Interpretation:
It is very clear from the data that 96% of the employees feel that the HR team plays a
crucial role in the initial screening so as to ensure the quality of hires. Remaining 4% feel
that HR doesn't play prominent role in initial screening of profiles.
4) Does   the   organization   clearly   define   the   roles   and   responsibilities   of   the   position
being interviewed for? 
a) Well defined   b) Partially definedc) Undefined

Options No. of Percentage

Respondents
Well defined 78 78 %
Partially defined 22 22 %
Undefined 0 0 %

Does the organization clearly defines the roles and responsibilities of the 
position being interviewed for?

90
80
78%
70
60
50
40
30
20 22%
10 0%
0
Well defined Partially defined Undefined

Interpretation:

Yes, 78% of employees feel that the roles and responsibilities of any position are clearly 
defined.
It is done with the help of Role Clarity (RC) Document.
5) Are the panel members competent enough for the role they are interviewing?
a) Yes   b) No

Options No. of Percentage

Respondents
Yes 84 84 %
No 16 16 %

Are the panel members competent enough for 
the role they are interviewing?
100

80 84%

60

40

20 16%
0
Yes No

Interpretation:
Yes, the employees of NISG strongly feel that the technical panel people who
are interviewing are competent enough(84%) in terms of their technicality for
the role they are interviewing, a very less percentage (16%) of employees feel
that panel are not competent.
6) Are the HR people trained for making the best hiring decisions? 
a) Yes  b) No 

Options No. of Percentage

Respondents
Yes 90 90 %
No 10 10 %

Are HR people trained for making the best 
hiring decisions?
100

80 90%

60

40

20
10%
0
Yes No

Interpretation:

Yes, 90% of DRL employees feel that HR people are trained for making the best hiring decisions
so as to avoid the wrong hiring decisions
7) Do you feel that selection process in NISG is connected with the values of the organization
a) Poor   b) Adequate c) Excellent

Options No. of Percentage

Respondents
Poor 0 0 %
Adequate 30 30 %
Excellent 70 70 %

Do you feel that selection process in NISG is connected 
with the values of the organization
80
70 70%
60
50
40
30

30%
20
0%
10

0
Poor Adequate Excellent

Interpretation:

Yes,   70%   of   people   feel   that   the   recruitment   process   is   connected   with   the   value   of
organization. Because the competencies on which the recruitment is done are aligned with the
organization culture.
8) What should be the company’s main source of recruitment?
a) Direct Hires b) Employee Referrals c) Newspaper ads d) Placement Agency

Options No. of Percentage

Respondents
Direct Hires 40 40 %
Employee 30 30 %
Referrals
Newspaper Ads 20 20 %
Placement 10 10 %
Agency

What should be the companies main source of
recruitment
50
40
40%
30
30%
20
20%
10
10%
0
Direct Hires Employee Newspaper Ads Placement Agency
Referrals

Interpretation:
The major portion (40%) of employees feel that the major source of recruitment should be direct
hires also giving importance to employee referrals (30%) so as to increase the cost effectiveness
of the company. Dependency of Consultant (10%) and Newspaper (20%) is very less.
9) According to you, what should be the percentage of fresher and experienced people in the
organization  (ex: 70% experienced, 30% fresher)

Options No. of Percentage

Respondents
90% ­ 10% 2 2 %
80% ­ 20% 60 60 %
70% ­ 30% 20 20 %
60% ­ 40% 18 18 %

According to you, what should be the percentage of 
fresher and experienced people in the organization
70
60 60%
50
40
30

20
20% 18%
10
2%
0
90-10 80-20 70-30 60-40

Interpretation:

The  above  data  emphasizes  that  60%  of  employees  in  DRL feel  that  there  should  be  80%
experienced people and 20% fresher’s in the organization because considering the criticality of
manufacturing process and at the same time they also want to provide a chance for young talent
pool.
10)Do you think the organization’s the recruitment and selection process are planned and
achieved as per the timelines?
a) Yes b) No  c) Sometimes

Options No. of Percentage

Respondents
Yes 82 82 %
No 12 12 %
Sometimes 6 6 %

Do you think the organization's recruitment and selection 
process are planned and achieved as per the timelines?
90
80
82%
70
60
50
40
30
20
10
12% 6%
0
Yes No Sometimes

Interpretation:

Yes,  82%  of  the  employees  feel  that  the  Talent  Acquisition  Team  (TAT)  completes  the
recruitment  process with in the given Service level Agreement (SLA).
11) Rate how well HR finds good candidates from non­traditional sources (ex: LinkedIn)when
necessary?
a) Poor b) Adequate c) Excellent

Options No. of Percentage

Respondents
Poor 4 4 %
Adequate 56 56 %
Excellent 40 40 %

Rate how well HR finds good candidates from non­
traditional sources when necessary
60
56%
50

40
40%
30

20

10
4%
0
Poor Adequate Excellent

Interpretation:

According to the above data, 56% of people feel that potential candidates can also be found put 
from non­traditional sources because of the current scenario of manpower market.
12) Does the TAT maintain an adequate pool of quality applicants in pipeline?

a) Yes b) No   c) Sometimes

Options No. of Percentage

Respondents
Yes 76 76 %
No 10 10 %
Sometimes 14 14 %

Does the TAT maintain an adequate pool of 
quality applicants in pipeline?

8
0 76%
7
0
6
0
5
0
4
0
3
0
2
0
1
0
0
 10% 14%

Yes No Sometimes

Interpretation:

According to the above data, 76% of people feel that the TAT maintains 
required number of quality applicants in buffer so as to ensure the supply if 
manpower, 10% of people feels that TAT
doesn’t maintain buffer and 14% feel that sometimes it maintains.
13) Impact of Employee reference in recruiting process
a) Very high b) High c) Neutral d) Less e) Very less

Options No. of Percentage

Respondents
Very high 0 0 %
High 32 32 %
Neutral 54 54 %
Less 14 14 %
Very less 0 0 %

Impact of employe reference in 
recruiting process
60
50 54%
40
30
32%
20
10 14%
0% 0%
0
very high High Neutral Less Very less

Interpretation:

According to the above data, 54% of people feel that employee referral doesn’t influence the
selection process as the panel and HR people adhere to the rules, regulations and policies of
recruitment.
14) Should the present hiring process be enhanced?

a) Yes   b) No

Options No. of Percentage

Respondents
Yes 24 24 %
No 76 76 %

Should the present hiring process be enhanced
80
70 76%
60
50
40
30
20 24%
10
0
Yes No

Interpretation:

The above data clearly shows that 76% of the people feel that there is no need to enhance the
recruitment process as the technical panel and HR people strictly follow the Competence Based
Interviewing (CBI) Model ensuring the right qualitative hire.
15) Do you feel the process of raising the manpower request is systematic?

a) Yes b) No

Options No. of Percentage

Respondents
Yes 70 70 %
No 30 30 %

Do you feel the process of raising manpower 
request is syatematic?
80
70
70%
60
50
40
30
30%
20
10
0
Yes No

Interpretation:

Raising the manpower request is very important, where 70% of the employees feel that NISG is
following a systematic process. Other 30% people don’t feel this as a systematic process.
.

CHAPTER-5
FINDINGS
AND
SUGGESTION
FINDINGS

 The flow of recruitment is routed through SAP only. 
 The prescreening process is done well in order to get the good talent pool. 
 The HR people are making the best hiring decisions by considering
all the competencies. 

 All the company policies are strictly followed at any point of time. 
 Most of the positions closed are through direct hires with in SLA( service level
aggrement). 
 Miscellaneous work is more that consumes a lot of time. 
 Company provides good facilities for both applicants as well as employees.

SUGGESTIONS

 The   candidate,   selected   by   the   Technical   and   HR   panel   of   one   unit   should   be
considered to place even at other units of NISG

 Budgeting for critical skill set should be revised. 
 Critical   positions   should   be   closed   with   in   the   given   SLA   by   proactively
keeping the profiles in buffer. 

 People   should   be   sent   to   certifications   instead   recruiting   new   people   (safety

department). 
 The Entry level salary of lower level employees has to be enhanced because of 
market level competition where presently a technical trainee of diploma is offered 1 
Lac where as other companies are offering more than this. 

 As there is a lot of miscellaneous work, it can be outsourced. 
 New referral schemes can be implemented in order to get the required skill set at the 
time of emergency. 

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CHAPTER-6
CONCLUSION

55
Conclusion

'The Summer Internship project has helped me gain huge practical Imowledge which can't be
gained only through books. This experience gave me an opportunity to learn new things
which provided me a peek into the corporate culture. Being a fresher, I would never be
exposed to a corporate environment if it were not for this project. I thank National Institue Of
Smart Government for giving me the chance to work ‘vith them as a summer intern and
showing me the path of knowledge and experience which will help me succeed in my career
and enter into a bright fun. 

The various illustrations of the company given in this report indicate that these processes
require   a   great   deal   of   thought   and   advanced   planning.   In   fact,   it   is   not   only   the   HR
department that is involved but various departments like finance, Production, Packing, SCM,
etc   department   provides   the   budget   and   budgeted   numbers   for   the   processes   and   the
manpower gap is determined by inputs from all the departments.

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ANNEXURE

57
 BIBLIOGRAPHY

BOOKS

 C.B Mamoria and S.V. Gankar (2004), Personal Management Text and Cases.
Himalaya Publication.

 Essentials of HRM and IR - P.SubbaRao.

 Personal Management - C.B.Memoria.

 Research Methodology -C.R.Kothari.

 Personnel and Human Resource Management – P. SubbaRao,

Himalaya Publication

Website:
 http://recruitment.naukrihub.com/meaning-of-recruitment.html
 http://www.fempower.co.za/01/index.php?
option=com_content&task=view&id=19&Itemid=34
 http://en.wikipedia.org/wiki/Recruitment
 https://www.google.co.in/
 http://www.NISG.com/

58
 Questionnaire

1) How do you come to know about openings in NISG

a) DRL Employees   b) News Paper Ads   c) Consultants   d) Job Portal

2) Are applicants treated fairly with courtesy?

a) Poor   b) Adequate   c) Excellent

3) Does the HR team act as a consultant to enhance the quality of the applicant 
during prescreening process?
a) Yes   b) No

4) Does the organization clearly define the roles and responsibilities of the position
being interviewed for? 
a) Well defined   b) Partially defined   c) Undefined
5) Are the panel members competent enough for the role they are 
interviewing? a) Yes b) No
6) Are   the   HR   people   trained   for   making   the   best   hiring
decisions? a) Yes b) No 
7) Do   you   feel   that   selection   process   in   NISG   is   connected   with   the   values   of   the
organization 
a) Poor   b) Adequate   c) Excellent
8) What should be the company’s main source of recruitment?
a) Direct Hires b) Employee Referrals  c) Newspaper ads d) Placement Agency

9) According to you, what should be the percentage of fresher and experienced people in the
organization (ex: 70% experienced, 30% fresher) 

10) Do you think the organization’s the recruitment and selection process are planned
and achieved as per the timelines? 

a) Yes   b) No   c) Sometimes

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11) Rate how well HR finds good candidates from non­traditional sources (ex: LinkedIn) 
when necessary?

a) Poor b) Adequate c) Excellent

12) Does the TAT maintain an adequate pool of quality applicants in pipeline?

a) Yes   b) No c) Sometimes
13) Impact of Employee reference in recruiting process
a) Very high b) High c) Neutral d) Less e) Very less
14) Should the present hiring process be enhanced?

a) Yes   b) No

If Yes, suggestions please

___________________________________________________________________________
___
___________________________________________________________________________
___

15) Do you feel the process of raising the manpower request is systematic?

a) Yes   b) No

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