PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS

SUBMITTED TO ANUGRAH NARAYAN COLLEGE (MAGADH UNIVERSITY) IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION IN APPLIED MANAGEMENT By Name ENROLMENT NUMBERUNDER THE GUIDANCE OF PROFESSOR SOHAN LAL SHARMA

ANUGRAH NARAYAN COLLEGE MAGADH UNIVERSITY

DIRECTORATE OF DISTANCE EDUCATION ANNAMALAI NAGAR

2009-2011

TITLE OF THE PROJECT

RECRUITMENT AND SELECTION PROCESS

DECLARATION

I hereby declare that the project entitled RECRUITMENT AND SELECTION PROCESS Submitted to the Magadh University, in partial fulfillment for the award of degree of Master of Business Administration conducted by Anugarh Narayan College, Patna (AICTE approved, recognized by Magadh university) is my original work and the project has not formed the basis for the award of any degree, diploma, associate ship, fellowship or similar other titles. It has not been submitted to any other university or institution for the award of any degree or diploma.

Place: Patna Singh Date:

Name: Kalpana

Enrolment No.:

PREFACE People are a companys most important assets. They can make or break the fortunes of a business. In todays highly competitive business environment placing the right people in the right position is very critical for the success of any organization. The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person-to-job fit that will, contribute significantly towards the Company's effectiveness. It is also becoming increasingly important, as the Company evolves and changes, that new recruits show a willingness to learn, adaptability and ability to work as part of a team. The Recruitment & Selection procedure ensures that these criteria are addressed In this project I have studied Recruitment and Selection process of My Liberty Homes and attempted to provide some ways so as to

make recruitment more effective and to reduce the cost of hiring an employee. I am privileged to be one of the students who got an opportunity to do my training with My Liberty Homes. My involvement in the project has been very challenging and has provided me a platform to leverage my potential in the most constructive way. This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty. I would be delighted to receive readers comments which maybe valuable lessons for my future projects.

ACKNOWLEDGEMENT I express my sincere thanks to my project guide, Mrs Neelima, Associate professor of management studies for guiding me right form the inception till the successful completion of the project. I sincerely acknowledge them for extending their valuable guidance, support for literature, critical review of project and the report and above all the moral support they had provided to me with all stages of this project. I would like to express big thanks to Miss Shweta Solanki and Miss Neha Aarya for her all time support and time to time

guidance. Her experience, knowledge and support lead me to complete my project timely and successfully. My thanks are due to all those who have directly or indirectly helped me in preparing this project report. However, I accept the sole responsibility for any possible error of omission and would be extremely grateful to the readers of this project report if they bring such mistakes to my notice.

Place: Kota Date:21/03/09

Name: Enrolment No.: EXECUTIVE SUMMARY

In todays rapidly changing business environment, organizations have to respond quickly to requirements for people. The market has been witnessing growth which is manifold for last few years. Many players have entered the economy thereby increasing the level of competition. In the competitive scenario it has become a

challenge for each company to adopt practices that would help the organization stand out in the market. The competitiveness of a company of an organization is measured through the quality of products and services offered to customers that are unique from others. Thus the best services offered to the consumers are result of the genius brains working behind them. Human Resource in this regard has become an important function in any organization. All practices of marketing and finances can be easily emulated but the capability, the skills and talent of a person cannot be emulated. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Therefore a recruitment practice in an organization must be effective and efficient in attracting the best manpower. TABLE OF CONTENT

 Preface Acknowledgement Executive Summary Objective of the study

OBJECTIVE OF THE STUDY The main objectives for undertaking this project are: To understand the internal Recruitment process in

organization. To identify areas where there can be scope for improvement. To give suitable recommendation to streamline the hiring process. To develop practical knowledge with theoretical aspects. To know about the importance of recruitment and selection To find out better process of recruitment. To know about the role of recruiter.

RECRUITMENT The art of choosing men is not nearly as difficult as the art of enabling those one has chosen to attain their full worth.

Definition:Recruitment is the process of recruiting potential personnel to fill up the existing requirement of the organization. It is the process of discovering potential applicants for actual or anticipated job vacancies. Recruitment involves encouraging individuals with the needed skills to make applications for employment with the firm.

Objective:-

The main objective of recruitment is to increase the number of applications for the job available in the organization, to select the best applicant who is the best fitted to the job.

Need for recruitment:It makes possible to choose the right person in the right time at the right place. It also makes it possible to acquire the number and type of people necessary to ensure the continued operation of the organization.

Planned needs: - Such needs arise from changes in the organization policies. Anticipated needs: - It refers to those movements in personnel which an organization can predict by studying trends in internal or external need.

 Unexpected needs: - Such need arises due to illness, death and resignation.

Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. With successful recruiting to create a sizeable pool of candidates, even the most accurate selection system is of little use. Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The next step is careful examination of the job and enumeration of skills, abilities and experience needed to perform the job successfully. Other steps follow:

Creating an applicant pool using internal or external methods

Evaluate candidates via selection Convince the candidate

And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and appointing personnel on the permanent rolls of an organization. Authorization: S.No. Authorized Signatory 1 2 Head- Human resource Managing director

Amendments and deviations: Any amendments to and deviations from this policy can only be authorized by the Head-human Resources and the Managing Director. Exclusions: The policy does not cover the detailed formalities involved after the candidate joins the organization.

SELECTION Selection is the process of discovering the qualification & characteristics of the job applicant in order to establish their likely suitability for the job position.

A good selection requires a methodical approach to the problem of finding the best matched person for the job Selection Process

Preliminary Interview

Selection Tests Employment Interview References and Background Analysis Physical Examination Job Offer Employment Contract

RECRUITMENT AND SELECTION

Recruitment and selection are the two phases of the employment process. The differences between the two are:

The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.

RECRUITMENT AND SELECTION PROCESS Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews

 Conducting interview and decision making

Process Cycle

1.0 Scope 1.1 Purpose of the Procedure: Recruiting and selecting the right people is paramount of success and its ability to retain a workforce of the highest quality. This Recruitment and Selection Procedure sets out how to ensure as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination. 1.1 Job Analysis 1.2 Form 1.3 Request to Fill 1.4 Job description 1.5 Person Specification

2.0 Recruitment and Selection Framework 2.1 Overview of Process

 Assess the need for the job and ensure there is adequate funding for it. Review the job description to ensure that it meets the present and future requirements. Review the person specification to ensure it meets the requirements of the job description. Design the selection process. Draft the advertisement and select the advertising media. Short list using the person specification only. Interview and test short-listed candidates. Validate references, qualifications and security clearances. Make appointment. Managers hold the responsibility for ensuring this framework is followed. HR is available for advice and will assist in general administration of the recruitment process.

3.0 Recruitment and Selection Provisions 3.1 Review the Job and the Need for It Managers need to consider the following issues: Is the job still necessary? What value does it add to the team and to the delivery of service? How will the post be funded? Positions outside of existing establishment require the Directors and Chief Executives approval. Does the job description need updating? If so, the grade for the job and the person specification may need to be re-evaluated. The HR Team is available to provide advice on

constructing both job descriptions and person specifications and advising on grading issues. Is this jobbing a politically restricted post or will the incumbent have unsupervised access to children or vulnerable adults? What type of employment could be offered? Full-time, part-time? Is job-sharing an option? Permanent or fixed term contract, secondment or agency? Use of fixed term contracts is most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill permanent posts. Agency staff may be used to cover short term peaks in work or projects or interim vacancies, i.e. whilst a permanent position is being advertised. Should total employment under any of these arrangements extend beyond 12 months, the individual may have an entitlement to permanent employment rights, including

redundancy. Employment through an agency may count towards this 12 month period. Use of secondments must be in accordance with the IPCC Secondment policy. If it is proposed to proceed to recruit to the post, it is the responsibility of the Manager to ensure that the Authority to recruit form is completed and sent to HR as soon as possible.

3.2 Design Selection Process Managers need to design the selection process they will use, giving consideration to the following points: 3.2.1 Panel Composition:

All interviews for permanent posts must be conducted by a panel. The Manager is responsible for selecting interview panel members being mindful of: The requirement that the panel consists of at least two people, and if possible, is mixed in terms of race and gender The requirement that each panel member be familiar with antidiscrimination legislation The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates. Panel members must be satisfied that their relationship with any candidate: Will not improperly influence their decision Will not give rise to suspicion about their motives

3.2.2 Selection Tests: Where selection tests are a valid method of assessing a candidate (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased also considering the predictive capacities of tests), they are an extremely useful tool and are recommended for use. Managers should seek advice from HR on the use of such tests .All psychometric tests used in selection must be developed, administered and interpreted by accredited people.

3.2.3 Interview Questions Human Resources hold the Interview Guides that contain competency based interview questions. Managers need to ensure they contact Human Resources prior to interview to obtain copies of these guides. 3.3. Advertising

Reaching any target market can be extremely difficult. Through niche websites like RD, you can guarantee that the people using the service have an interest in your field. As more and more people turn to online means for their information and service needs, an active web presence is vital for any organization, large or small. Utilizing all the benefits of online advertising and leading industry news provider, Specialist News, ads placed with RD are a great way to generate interest in new products and services, or to improve awareness of your brand.

3.3.1 Advertising the vacancy: All vacancies at all levels must be advertised - there will be no word of mouth recruitment as this can lead to indirect discrimination. No vacancy can be advertised until the request to fill procedure has been Complete , and up-to-date job description, person specification and KSF

(Knowledge and Skills Framework) outline have been sent electronically to the Recruitment Office. These will ensure that: We do not break our own operational policies; Candidates receive the best possible information; We are properly prepared to respond to candidates enquiries; We are properly prepared to carry out the best interviews; possible and thus Make the correct decisions; Different job sites are the medium for externally advertised vacancies in the first instance. Internal vacancies will be advertised in the Vacancy Bulletin produced by the Recruitment Office. External vacancies will be advertised in the Vacancy Bulletin and Jobs sites. The recruiting manager should indicate the preferred advertising medium on the Request to Fill Form in the event that no

appointment has been made from advertising in the Vacancy bulletin and Jobs sites.If the recruiting manager wishes to advertise in more than 1 journal, he/she will agree to fund 50% of the costs from the Directorate budget. The HR department routinely monitors the cost and response rate of advertisements and, as a result, will give advice on the choice of publications to ensure more cost-effective advertising. For some posts it is not necessary to pay for expensive advertising space, when Job Centre plus or internal bulletin can provide suitable candidates at no cost. Care will be taken to ensure that both the wording and placement of advertisements encourage a wide crosssection of the population to apply. All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment Team and circulated throughout the Trust and to specific organizations. The aim of the advertisement is to attract suitable candidates only, at the least cost. The information it should contain is taken largely

from the job description and the person specification, as set out below: Job title Grade and/or salary as appropriate Brief description of the post Essential requirements, such as shift work or travel Any positive features such as training prospects A contact person/telephone number for further information about the job Encourage informal visits, where applicable

Recruiting a Candidate Pool: A. Looking Inside:

 Consider possible internal candidates with an interest in the post. Determine if the position level requires an external search. B. External Search: Advertising Brief position description Minimum qualifications include information needed from candidate I. A resume ii. A letter from the candidate iii. A concise work sample or essay (if applicable) iv. Names & phone #s of 3 references State length of response time Ad placement (local, national, journals, etc.)

 Emails or faxes accepted? Focused Contacts - person-to-person networking. The object is to reach good candidates who are happily and productively employed elsewhere, but who may be open for a change. The recommended position announcement for all

positions must include a non-discrimination statement and be approved by divisional vice president and executive director of human resources. A line ad may be placed with: A) Chronicle of Higher Education B) Area newspapers C) Selected professional journals

Ways to approach businesses1. Contact the company's community relations officer: If the officer is supportive, it may lead to a steady source of volunteers.

Some companies provide other types of agency support where their employees volunteer. 2. Recruit through posters: You often can arrange to display your posters in stores, Restaurants, schools, public libraries, churches, hospitals, and large offices. Ask to speak with the decision makers. Make a brief statement about your program and ask for permission to display a poster. 3. Check out community clearing houses: In some cities there are organizations that put volunteers together with community services programs. Often newspapers run a periodic column that lists organizations needs for volunteers. 3.4. Applications: A file will be set up for each individual vacancy and held in the Recruitment Office containing the following: Application Form

 Job Description, person specification, KSF outline Terms & Conditions of Employment

Information about the Department in which the vacancy exists should be provided by the Manager (if available).

3.5. Short listing: Equal Opportunity Monitoring Forms will be separated from the Application Forms prior to short listing and retained by the Recruitment Office The shortlist must be drawn up by minimum of two people, one of whom should be the recruiting manager. All

panel members participating in short listing must be familiar with the job description, person specification and KSK outline. Short listing must be based only on the information given in the application, which is assessed against the criteria contained in the person specification and must be consistently applied to all candidates. A record of the assessment must be recorded on the Shortlist Record Form. This is especially important in the event of any subsequent allegation of discrimination. If there are large numbers of candidates meeting all the criteria for the job, it will be necessary to examine the degree to which each candidate meets the essential criteria, and by short listing those candidates who, in their application, demonstrate the greatest ability to meet the criteria which can be tested at short listing stage. Any potentially suitable candidates who have disabilities with skills and abilities which broadly match the job description and person specification should also be short listed, whether internal or external candidates.

In order to avoid allegations of favoritism, anyone involved in the selection process, which is connected by close friendship or is related to a candidate, must inform the appropriate HR Business Partner. Where there is a declared interest, following guidance from the HR Business Partner, a representative from HR may be included in the selection panel. In situations where there are internal candidates only, it is recommended that a third party not involved in the immediate area should be involved in the selection process and interview process. This will help to ensure, and be seen to ensure, that fairness is maintained and that a person is selected on merit. A late application will be a genuine reason for not short listing a candidate and only in very exceptional circumstances and in consultation with the HR Business Partner will a late application be considered. It is recommended that the maximum number of candidates per shortlist is six/eight.

3.6. Interview Any person to person between two or more individuals with a specific purpose in mind is called Interview There are basically two types of Interviews. Structured Interviews Unstructured Interviews

Structured Interviews: In which interviewer asks those questions which are pre- defined. One type that has been widely studied and is considered relatively structured is situational questions.

Unstructured Interviews: In which interviewer asks those questions which are not predefined which ask randomly. The development of questions from incidents is part of the art or, at least, the unwritten aspects of structured interviewing. Some authors acknowledge that "literary license" is needed. Incidents are often grouped into dimensions first, and then the incidents that best represent the dimensions are turned into questions. If necessary, questions can be repeated, or candidates can be given a card containing the question.

3.6.1. Arrangements for interviews Interviewing and selecting:

To sharpen the effectiveness of the interview the panel should ask the candidate to give a presentation. This offers the chance for the candidate to show what they have achieved, show how they hope to fit in and illustrate their communication skills. The interviewer needs to posses three different skills Information gathering, to elicit the facts Interpreting and evaluating information, to consider what the facts mean. Decision making, to act on the facts and the analysis. Gathering the information, eliciting the facts. Interviews require a quiet undisturbed room. If the interview is informal a circle of chairs of equal height and similar spacing may well be appropriate. If the interview is formal and held round a table. Spacing and lighting are also important. The candidate should not be asked to walk miles to their seat, nor blink into the silhouettes of the interview panel against a window. The chairman

should make the candidate welcome introduce the panel by name, and say whom they represent. The format of the interview should be outlined to the candidate. The interviewer needs to listen to develop an interested and attentive interviewing style, with plenty of eye contact. Verbal reinforcement should be forthcoming from the interviewer. Silence can be used in a positive way to allow the candidate to develop their answers fully. Questions should be linked to what the candidate has said to elicit a flow of information. They should include: A. Problem questions: These suggest a situation specific to the job where the candidate must show their capacity to, for example, priorities tasks under pressure. What was your most challenging situation in the last year and how did you deal with it? B. Open questions:

Tell me about. C. Probing questions: Why do you want to leave your present job or What was your worst moment there? D. Closed questions: These interrupt the information low in order for the interviewer to redirect it to a new topic. When did you? Or how many? At the end consider if you have gathered the information necessary for a decision. Ask the candidate back in if a question needs clarification. Allow the candidate, to question the panel, or offer the information on areas such as salary, study facilities, start date, accommodation or questions regarding the job description. Interpreting and evaluating the information Interviewer, know thy self.

Making the decision The panel should: Consider whether each candidate is appointable. Do they fulfill the essential criteria? Do they match the person specification? Each panel member should rank the candidates without conferring with other panel members. Choose the best candidate. Never choose person of lesser ability out of fear of being overshadowed. This produces a dull un progressive unit. On the other hand Einstein might not fit well with the team. Use references to back up your choice, to screen for factors which disqualify rather than qualify.

References have greater value as a negative test rather than a positive one to highlight an abrasive personality or poor sickness record.

Screening Interviews: These are usually shorter interviews used for the purpose of conducting a brief evaluation of a Candid ate. Successful candidates are asked back for a more in-depth interview.

One-on-one interviews: These interviews involve a candidate being questioned by one interviewer also common in early stages of selection.

Telephone Interviews:

Occasionally interviews are conducted over the telephone. This can be a disorienting experience mainly because neither party can see each other. Hence you need to rely on verbal cues from the interviewer as well as demonstrating a lot of enthusiasm, clarity and positive tone with your voice. Avoid being caught unawares and unprepared for a telephone interview you are entitled to have at least a days notice to prepare. Find a quiet comfortable place where you can ensure there wont be any interruptions.

Panel interviews and on-site/second interviews: After a first interview you may be asked to a second interview which is often on-site with the employer. Panels consist usually of 2-3 people, often from different parts of an organization eg. a graduate recruitment specialist, a technical expert and a person representing the area you could work in. Ensure you address all panel members equally. These interviews are sometimes incorporated as part of an assessment centre.

Case Study Interviews: Some organizations, especially consulting firms, use case study questions to evaluate Candidates analytical skills. These scenarios can often be quite challenging. The Careers Centre has a range of tips and resources to help prepare for these interviews. At the Interview: Questions to Expect Most questions asked at interview can be predicted and usually focus on three issues: Can you do the job? Do you have the qualifications and/or skills? Will you do the job? Do you have the

enthusiasm/motivation? Will you fit in? Could they work with you? Do you get on well with people?

Here are some interview common questions: What interests you about this position? Why do you think you would be successful in this position?

Competency-Based Interviews: Competency or behavior-based interviews operate from the premise that the most accurate predictor of future performance is past behavior in a similar situation. This type of interview is now commonly used in selection processes. Questions are probing in nature and the competencies employers look for include: Team work/interpersonal skills Give me some examples about when you have had to handle difficult people. Achievement drive

What would be the best example of you giving a project or piece of work your absolute best effort and being disappointed by the outcome? What would you do differently a second time? Flexibility Tell us about a time when you have had to adapt quickly to substantially changed circumstances at university or at work. Persuasiveness and negotiation ability Describe a time when you have been required to negotiate in difficult circumstances. Why was it important for you to become involved? What strategies did you use? Analytical thinking Describe a project that you have worked on that has required a high level of analysis and contribution of new ideas.

3.7. Selection

3.7.1 Decision to Appoint: After interview process the require candidate is selected for a job. Panel members decide to hire that individual who is fulfilling the requirements.

3.8. Offers 3.8.1 Offer of Employment: Organization offers the job to the Individual.

3.9 Other Requirements: 3.9.1 Post interview feedback & notification to applicants: HR is responsible for providing all candidates with written notification of the outcome of their application. If feedback is requested from an unsuccessful short-listed candidate, the manager

should provide a valid reason to the candidate for rejection together with constructive feedback. Written feedback will not normally be provided. 3.9.2 Monitoring Recruitment and Selection (Reporting): HR will monitor the recruitment processes to ensure they are not discriminatory and will provide statistical data to the Senior Executive Group on a regular basis.

Role of Recruiter

WHY SHOULD USE A RECRUITER: Working with Executive Recruiters Executive Recruiters hold the keys to the "hidden job market" career opportunities that aren't posted anywhere else. These professionals hold great influence within the hiring organization,

and it's important for jobseekers to understand how to leverage this resource as part of their overall career strategy.

Making Contact with Your Selected Executive Recruiters: Next, we should identify all of the communication channels that make sense for the firms and recruiters you've identified. The firm may offer an online mechanism for posting and/or sending your resume and cover letter. Review the firm's website for job opportunities currently under research, and establish the preferred communication medium for that firm. In all cases, respect the indicated communication preferences of the firm and/or the individual recruiter. Not unlike introducing your professional "brand" to a hiring organization, make sure your cover letter and resume/CV are both

positioned appropriately for the areas of expertise in which the recruiter works. Keep in mind that recruiters are not career managers. They may not have the expertise or inclination to advise you on changes to your cover letter and resume, so make sure they're tight before you send them. After providing your credentials in whatever communication medium you think makes sense, consider a follow up a few weeks later with another communication attempt. What you're striving for is a personal contact from the recruiter. Depending on your "hirability" (qualification level, experience etc.) you may have to be in the right place at the right time to be recognized at a personal level. How Recruiting Firms Can Make a Difference In Your Career: When contacted by a recruiter treat them as though they are the hiring organization. Be professional, make your best impression, sell yourself and your "hirability", and understand that executive recruiters have access to a lot of talent. Remember, the recruiter doesn't work for you so don't expect personal, individualized

service. Working with executive recruiters is not an event - it is a process. We have testimonials from Directory of Executive Recruiters clients that indicate when working with an Executive recruiter, the "hiring cycle" can take anywhere from two days to two years! In either case though, most positions secured through executive recruiters fit into the "dream job" category.

The Significance of the Study: The study will broaden our understanding the affect of independent variables which are Recruitment sources, Interview and Recruiters on the dependent variable which is Recruitment and Selection Process. Current study will add to existing body of knowledge by signifying. Recruitment and selection process importance Recruitment sources affects on Recruitment and selection process

 Interviews 3ffects on Recruitment and selection process Recruiters affects on Recruitment and selection process Theoretical Framework

Recruitment Sources

Interviews

Recruitment and Selection Process

Recruiters

Independent Variable Variable

Dependent

RESEARCH METHODOLOGY The study will be conducted to achieve the aforesaid objectives including both exploratory and descriptive in nature and involve personal interviews that will be based on the questionnaire format. A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The research process that will be adopted in the present study consists of the following stages:RESEARCH DESIGN: Exploratory Research A research design is the specification of methods and procedures for acquiring the information needed to structure or solve the problem. It is the overall operational pattern or framework of the

project that stimulates what information is to be collected 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 the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. DATA COLLECTION SOURCES:

PRIMARY SOURCESThe data required for the study has been collected from-

QUESTIONNAIRE employees.

survey

among

the

officials

PERSONAL INTERVIEWS with the company representatives regarding Recruitment and Selection.

SECONDARY SOURCESThe secondary data has been collected from: Internet, websites Organizational Reports Case Studies Business magazines Books Journals on e-learning Industry.

SAMPLING METHOD Survey was done by random sampling method.

SAMPLE SIZE Sample size 50. SAMPLE AREA Gurgaon MODE OF ANALYSIS The instrument used for data collection was in the form of questionnaire. The questionnaire was used as it facilitates the tabulation and analysis of the data to be collected. The data collected was subjected to simple frequency distribution and percentage analysis.

Q.1 How much recruitments are assigned to one HR employee at any given time? Between 1-3 Between 4-6 Between 7-10 Between 11-20 More than 20 23.3% 23.7% 14.2% 18.5% 11.2%

Q.2 On average, how many hours does the HR staff spend on each recruitment? 1-5 6-10 16-20 21-30 31-40 20.3% 21.6% 10.8% 11.7% 6.1%

More than 40 Unknown

9.5% 19.9%

Q.3 Average time it takes from notification of vacancy until new hire reports to work: Jobs in general Professional jobs Clerical jobs Trades jobs IT jobs 49 days 51 days 45 days 44 days 48 days

CONCLUSION This study suggest that when Recruitment and Selection Process is properly established and implemented then organization will must grow because all the employees will be according to the requirements Recruitment and Selection Process affects a lot on

the organizational activities regarding its growth because if the people will be according t the requirements and skillful then cost will reduce and organization must grow. All the study has prove the fact there is directly and indirectly relationship is present between these variables and these variables affect on the Recruitment and Selection Process. All the independent variables are Recruitment sources, Interviews and Recruiters are all very important in the Recruitment and Selection Process because by the missing of any one factor there is chance the whole Recruitment and Selection Process will be affected by these factors. There are no doubt others factors also affect on the Recruitment and Selection Process but these are main and require more attention. That is why I choose these variables.

BIBLIOGRAPHY

WEBSITE www.scribd.com

MAGAZINES Business India Business World India Today Newspaper Course Books of MBA Human Resource Management by L M Prasad

SEARCH ENGINES www.google.co.in

QUESTIONNAIRE

Name

of

the

employee... Designation Department .... Contact no .

Q.1) Recruitment & Selection Process is Effective for the Organizational objectives? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q.2) R & S Process increase efficiency in the organization activities? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q.3) Do you think best source increase the efficiency on all organization department? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q.4) R & S Process depends on sources of Recruitment?

Strongly Agree Agree Disagree 1 2

Strongly Disagree

Q.5) which is the best source for R & S Process? a) Internal b) Consultants c) Print Media d) Electronic Media e) Others

Q.6) Better Result of R & S can be increase by Recruitment sources? Strongly Agree Agree Disagree Strongly Disagree

Q.7) R & S Process depend on Interviews? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q.8) Interviews are the basic filter of the R & S Process? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q.9) Different methods of Interviews should be used? Strongly Agree Agree Disagree Strongly Disagree

Q.10) Which methods should be used for Recruitment? a) Structured b) Unstructured c) Problem questions d) Case Study questions e) others

Q.11) Better Result of R & S can be increase by Interviews? a) Structured b) Unstructured c) Problem questions d) Case Study questions e) others

Q.10) R & S Process depend on Recruiters? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q.11) R & S Process end results can be because of Recruiters? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q12) Recruiter should be Knowledgeable and Experience? Strongly Agree Agree Disagree Strongly Disagree

Q.13) R & S behavior depends on recruiter? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Q.14) End Result of R & S process can be wrong because of Recruiters? Strongly Agree Agree Disagree 1 2 3 4 Strongly Disagree

Signature