Recruitment and Selection

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Recruitment and selection
BBA (Mahatma Jyotiba Phule Rohilkhand University)
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PROJECT REPORT
“A STUDY ON RECRUITMENT AND SELECTION AT GOZLON
COMPANY PVT.LTD, KERALA
SUBMITED BY
Mr. LITTO VARGHESE
(Register No. 14P35J0247)
Under the guidance of
Mrs. SABEENA SHARON
Assistant Professor
NEW HORIZON COLLEGE

MASTERS OF BUSINESS ADMINISTRATION
BHARATHIAR UNIVERSITY
COLLEGE CODE: KA 11 B 131
2014-16

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ACKNOWLEDGEMENT
This project would not have been successfully materialized had it not been
for the several people who have directly and indirectly helped me. I am extremely
indebted to all of them and whole –heartedly thank everyone for their valuable
support.
I am grateful to Dr MOHAN MANGHANI, Chairman, New Horizon

College, Bangalore for giving active support and guidance during the course of my
studies in the institute.
I would be failing in my duty if I do not express my deep sense of gratitude

to Dr.R.BODHISATVAN, Principal, NHC. I also thank Mrs. SABEENA
SHARON Assistant Professor, NHC for her support and guidance given to me
for completing my project report. Without their guidance it wouldn’t have been
possible for me to complete this project work.
I sincerely thank Mr. SOORAJ GANGANATH ( H.R Manager) I also

thank all the employees of the Human Resource department GOZLON
CONSULTANCY SERVICES COMPANY MALAPPURAM.
I sincerely thank family members and friends for the co-operation to

complete this project work successfully.
Above all, I thank God Almighty for the ever-abiding kind blessings he has
showered upon me.
LITTO VARGHESE

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NEW HORIZON COLLEGE

BANGALORE
STUDENT’S DECLARATION
I hereby declare that this project entitled “A STUDY ON RECRUITMENT AND

SELECTION” was prepared by me during the year 2015 and was submitted in
partial fulfillment of the requirements for Masters of Business Administration,
Bharathiar University.
I also declare that this project report is original and genuine and has not been
submitted to any other university of the award of any degree, diploma or other
similar titles or purposes.
Place: Bangalore
Date: LITTO VARGHESE

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NEW HORIZON COLLEGE

BANGALORE
GUIDE CERTIFICATE
This is to certify that the project report entitled “A STUDY ON

RECRUITMENT AND SELECTION” submitted by LITTO VARGHESE
bearing registration number 14P35J0247 to Bharathiar University for the partial
fulfillment of Masters Degree in Business Administration is an outcome of genuine
research work carried under my guidance and it has not been submitted for the
award of any other degree, diploma or prize.
Place: BANGALORE
Date: Mrs. SABEENA SHARON

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NEW HORIZON COLLEGE

BANGALORE
PRINCIPAL’S CERTIFICATE
This is to certify that Mr. LITTO VARGHESE bearing registration number

14P35J0247 is a bonafide student of this college. The project work entitled
“A STUDY ON RECRUITMENT AND SELECTION” is a bonafide work
carried out by him/her in partial fulfillment of the requirements for Masters Degree
in Business Management of Bharathiar University during the year 2014-2016.
Place: Bangalore
Date: (DR.R.BODHISATVAN)

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CONTENTS
CHAPTER
TITLE PAGE NO.
NO.
INTRODUCTION 1 – 16
1.1 Human Resource Management 1
1.2 Recruitment and selection procedures 3
1.3 Source of recruitment 6
1
1.4 Recruitment methods 9
1.5 Selection 12
1.6 Evaluation of selection process 16
INDUSTRY AND COMPANY PROFILE 17 - 26

2.1 Industry profile 17 - 18
2
2.2 Company profile 19 – 26
RESEARCH METHODOLOGY 27 - 31
3.1 Title of the Study 27
3.2 Statement of the problem 27
3
3.3 Objective f the study 28
3.4 Scope of the study 28
3.5 Source of data 28

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3.6 Research methodology 29

3.7 Research design 29
TITLE
3.8 Sample size 30

3.9 Limitations of the study 30
3
3.10 Chapter scheme 30
DATA ANALYSIS AND 32 - 55

4
INTERPRETATION
FINDINGS, SUGGESTIONS AND 56 - 59

CONCLUSION
5
5.1 Summary of findings 56 - 57
5.2 Suggestions 58
5.3 Conclusion 59
6 BIBLIOGRAPHY 60
7 ANNEXURE 61 - 66

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LIST OF TABLES
TABLE PAGE
PARTICULARS
NO. NO.
SOURCE OF INFORMATION ON JOB

1 32
VACANCY.
EMPLOYEE PERCEPTION OVER THE

2 34
RECRUITMENT POLICY.
3 ROUNDS OF INTERVIEW CONDUCTED.

36
FACTORS CONSIDERD FOR SELECTION

4 38
OF WORKERS.
5 PROCESS OF SELECTION.
40
6 42
SOURCES OF RECRUITMENT.
SATISFACTION LEVEL OF EMPLOYEES
IN THE RECRUITMENT AND SELECTION 44
7
PROCESS.

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8 SOURCES FOR INTERNAL

RECRUITMENT. 46
9 SOURCES OF EXTERNAL
48
RECRUITMENT.
FORM OF INTERVIEW EMPLOYEE

10 50
PREFER.
DURATION OF THE RECRUITMENT

11 52
PROCEDURE.
SATISFACTION LEVEL OF EMPLOYEES

IN THE RECRUITMENT AND SELECTION 54
12
PROCESS.

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LIST OF GRAPHS
GRAPH
PARTICULARS PAGE NO.
NO.
SOURCE OF INFORMATION ON JOB

33
1 VACANCY.
EMPLOYEE PERCEPTION OVER THE

35
2 RECRUITMENT POLICY.
ROUNDS OF INTERVIEW
37
3 CONDUCTED.
FACTORS CONSIDERD FOR
4 SELECTION OF WORKERS.
39
PROCESS OF SELECTION.
5 41
SOURCES OF RECRUITMENT.
6 43

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SATISFACTION LEVEL OF
EMPLOYEES IN THE RECRUITMENT
7 AND SELECTION PROCESS. 45
SOURCES FOR INTERNAL

8 RECRUITMENT. 47
SOURCES OF EXTERNAL
9 49
RECRUITMENT
FORM OF INTERVIEW EMPLOYEE
10 PREFER.
51
11 DURATION OF THE RECRUITMENT

53
PROCEDURE.
SATISFACTION LEVEL OF
EMPLOYEES IN THE RECRUITMENT 55
12. AND SELECTION PROCESS.

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CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION
EVOLUTION FOR HUMAN RESOURCE CAN BE TRACED BACK TO

KAUTILA’S ARTHASHASTRA I.E., 4TH CENTURY B.C. AS EARLY AS IN
1800 B.C ITSELF ‘MINIMUM WAGE RATE’ & ‘INTENSIVE WAGE PLAN’
WERE INCLUDED IN BABYLONIAN CODE OF HAMMURABI. HUMAN
RESOURCE IS A RELATIVELY NEW TERM THAT EMERGED IN 1907’S.
MANY PEOPLE CONTINUE TO REFER TO THE DISCIPLINE OF THE OLDER
& TRADITIONAL TITLE SUCH AS PERSONNEL MANAGEMENT OR
PERSONNEL OR PERSONNEL ADMINISTRATION.
AFTER THE FIRST WORLD WAR MANY COUNTRIES FOUND THAT

THEY SHOULD PROTEST THE DIFFICULT CONDITIONS OF THE PEOPLE
AFTER THE WAR BROKE OUT. ROYAL COMMISSION IN 1931 A.D
RECOMMENDED FOR THE APPOINTMENT OF LABOR OFFICER TO DEAL
WITH THE SELECTION OF WORKERS & TO SETTLE THEIR GRIEVANCES.
THEN IN THE INDIAN FACTORIES ACT THAT CAME IN 1948 THE
APPOINTMENT OF WELFARE OFFICERS WAS MADE COMPULSORY FOR
ANY INDUSTRIAL ESTABLISHMENT EMPLOYING MORE THAN 500 OR
MORE WORKERS. AFTER THE SECOND WORLD WAR, THE COUNTRY’S

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POLITICAL INDEPENDENCE WITNESSED INCREASED AWARENESS &

EXPECTATIONS OF THE WORKERS.
DURING THE 1960’S THE PERSONNEL FUNCTION BEGAN TO

EXPAND BEYOND THE WELFARE ASPECT, WITH LABOR WELFARE,
INDUSTRIAL RELATIONS & PERSONNEL ADMINISTRATION
INTEGRATING INTO THE EMERGING PROFESSION CALLED PERSONNEL
MANAGEMENT OR HUMAN RESOURCE MANAGEMENT.
RECENTLY THE TREND IS CHANGING. THE TERM USED IS

HUMAN RESOURCE MANAGEMENT. THE IMPORTANCE HAS BEEN
SHIFTED FROM WELFARE TO EFFICIENCY. PROFESSIONAL HAVE
BEGUN TO TALK ABOUT NEW TECHNOLOGIES LIKE HUMAN RESOURCE
MANAGEMENT CHALLENGES & HUMAN RESOURCE DEVELOPMENT.
EMPHASIS HAS SHIFTED FROM HUMAN VALUES TO

PRODUCTIVITY THROUGH PEOPLE. LARGE COMPANIES TODAY VALUE
EMPLOYEES AS THEIR ASSETS & HENCE MANAGING THE PEOPLE
BECOMES VERY IMPORTANT, WHICH IS ONE OF THE KEY FUNCTIONS
OF HUMAN RESOURCE MANAGEMENT.
SIMPLY PUT, HUMAN RESOURCE MANAGEMENT (H RM) IS

A MANAGEMENT FUNCTION THAT MANAGERS RECRUIT, SELECT,

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TRAIN & DEVELOP MEMBERS FOR AN ORGANIZATION. OBVIOUSLY,

HRM IS CONCERNED WITH THE PEOPLE’S DIMENSION IN
ORGANIZATIONS. IT REFERS TO SET OF PROGRAMS, FUNCTIONS &
ACTIVITIES DESIGNED & CARRIED OUT IN ORDER TO MAXIMIZE BOTH
EMPLOYEE AS WELL AS ORGANIZATIONAL EFFECTIVENESS.
HUMAN RESOURCE MANAGEMENT IS VIEWED AS A PROCESS OF

SEQUENCE OF OPERATIONS AND ACTIVITIES HRM PROCESS STARTS
WITH THE OBJECTIVES OF AN ORGANIZATION. THE FIRST OPERATIVE
FUNCTION OR ACTIVITY IN THE HRM PROCESS IS THE EMPLOYMENT.
EMPLOYMENT PROCESS CONSISTS VARIOUS PROCESS LIKE JOB
DESIGN , AND ANALYSIS, HUMAN RESOURCE PLANNING,
RECRUITMENT, SELECTION , PLACEMENT AND INDUCTION.
EMPLOYMENT PROCESS IS LINKED WITH TO THE NEXT PROCESS . THIS
ASPECT OF HRM PROCESS IS FOLLOWED BY COMPENSATION. THUS
THESE THREE ASPECTS OF HRM PROCESS ENABLE THE EMPLOYEE TO
ACQUIRE NECESSARY SKILLS AND CONTRIBUTE HIS HUMAN
RESOURCES TO ACHIEVE ORGANIZATIONAL OBJECTIVES FOR WHICH
HIS/HER CONTRIBUTION ARE COMPENSATED. THIS PROCESS FURTHER
REQUIRES CREATION AND MAINTENANCE OF HUMAN RELATION IN
ORDER TO ENLARGE AND ENRICH EMPLOYEE CONTRIBUTION
TOWARDS ORGANIZATIONAL GOALS.
1.2 RECRUITMENT AND SELECTION PROCEDURES

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1.2.1 RECRUITMENT:-
RECRUITMENT FORMS TH E FIRST STAGE IN THE PROCESS OF

WHICH CONTINUES WITH SELECTION & CEASES WITH THE PLACEMENT
OF THE CANDIDATE. RECRUITMENT PLAYS A PROMINENT ROLE IN THE
DEVELOPMENT OF THE ORGANIZATION, BECAUSE UNLESS THE RIGHT
PEOPLE ARE HIRED, TO THE RIGHT JOB EVEN THE BEST PLANS
ORGANIZATION CHARTS & CONTROL SYSTEM WOULD NOT DO SO
MUCH GOOD.
IN SIMPLE REQUIREMENT IS UNDERSTOOD AS THE PROCESS OF

SEARCHING FOR AN OBTAINING APPLICATION OF SEARCHING FOR &
OBTAINING APPLICANTS FOR JOBS, AMONG THEN THE RIGHT PEOPLE
WOULD BE SELECTED.
DEFINITION:-
1. ACCORDING TO DALE YODER – RECRUITMENT IS THE PROCESS

TO DISCOVER THE SOURCES OF MANPOWER TO MEET THE
REQUIREMENT OF THE STAFFING SCHEDULE & T O EMPLOY
EFFECTIVE MEASURE FOR ATTRACTING THAT MANPOWER IN
ADEQUATE NUMBER TO FACILITATE EFFECTIVE SELECTION OF
AN EFFICIENT WORK FORCE.

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RECRUITMENT FORMS THE FIRST STAGE OF ACQUISITION

FUNCTION. THIS IS THE PROCESS OF LOCATING POTENTIAL
CANDIDATE FOR SELECTION. IT IS THE FIRST STEP IN THE
EMPLOYMENT PROCESS WHICH AIMS AT DEVELOPING &
MAINTAINING ADEQUATE MANPOWER & RESOURCE UPON
WHICH THE ORGANIZATION GROWTH & DEVELOPMENT
DEPENDS.
1.2.2 PURPOSE OF RECRUITMENT:
THE PURPOSE OF RECRUITMENT IS TO PROVIDE A POOL OF

POTENTIALLY QUALIFIED JOB CANDIDATES.
RECRUITMENT HAS BEEN REGARDED AS A MOST IMPORTANT

FUNCTION OF PERSONNEL ADMINISTRATION BECAUSE UNLESS THE
RIGHT TYPES OF PEOPLE ARE HIRED, EVEN THE BEST PLANS,
ORGANIZATIONAL CHARTS & CONTROL SYSTEMS WOULD NOT DO
MUCH GOOD.
THE MAJOR OBJECTIVE OF RECRUITMENT IS TO MAINTAIN

ADEQUATE MANPOWER RESOURCE WITH REQUIRED SKILLS SO THAT
THE ORGANIZATION CAN DEPEND ON IT WHEN ADDITIONAL
PERSONNEL ARE REQUIRED.

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1.2.3 FACTORS AFFECTING RECRUITMENT:
THERE ARE NUMBER OF FACTORS WHICH AFFECT RECRUITMENT.

THESE CAN BE BROADLY CLASSIFIED UNDER THE FOLLOWING TWO
CATEGORIES.
A. ENDOGENOUS FACTORS.
B. EXOGENOUS FACTORS.
A. ENDOGENOUS FACTORS.
THESE ARE THE FACTORS, WHICH INFLUENCE WITH THE

ORGANIZATION.
1. IMAGE OF ORGANIZATION:
GOOD IMAGE OF ORGANIZATION NATURALLY ATTRACT
POTENTIAL CANDIDATE. GOOD IMAGE IS BUILT UP BY
NUMBER OF UPS & DOWNS FACED BY THE MANAGEMENT,
WHICH HELPED IN EARNING GOOD WILL FORM PUBLIC,
EMPLOYEES & IN THE MARKET.
2. IMAGE OF JOB:

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GOOD IMAGE OF JOB ATTRACT POTENTIAL JOB SEEKERS TO

THE ORGANIZATION. GOOD PUBLIC IMAGE IS BUILT UP BY
BETTER OPPORTUNITY, COMPENSATION, & ORGANIZATION
WORKING CONDITION ESPECIALLY THE GROWTH & EXPOSURE
IN THE CAREER PATH MAKES THE JOB ATTRACTIVE.
3. SIZE & GROWTH POTENTIAL OF ORGANIZATION:

THE SIZE & RATE AT WHICH GROWTH OF ORGANIZATION
ARE THE IMPORTANT FACTORS IN ATTRACTING RIGHT TALENT FOR
THE RIGHT JOB.
B. EXOGENOUS FACTORS
THESE ARE THE FACTORS, WHICH ARE EXTERNAL TO THE

ORGANIZATION & HAVE DECISIVE INFLUENCE TO THE RECRUITMENT
PROCESS.
1. DEMOGRAPHIC FACTORS:
THESE ARE VERY IMPORTANT ASPECTS AFFECTING
RECRUITMENT SOME OF THESE ARE DISCUSSED BELOW:
A. BIOGRAPHICAL FACTORS
RELATES TO SEX, RATIO, AGE, GROUP, EDUCATIONAL BUD ETC.

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B. ECONOMICAL STATUS
RELATES TO ECONOMIC CONDITION OF PEOPLE, THEIR PER

CAPITA INCOME ETC.
1.3 SOURCE OF RECRUITMENT:
THERE ARE TWO RESOURCES OF RECRUITING NAMELY:
1. INTERNAL SOURCES RECRUITMENT

2. EXTERNAL SOURCES OF RECRUITMENT
1. INTERNAL SOURCES OF RECRUITMENT:
RECRUITMENT OR LOCAT ING POTENTIAL CANDID ATES FOR

HIRING CAN BE OBTAINED FROM WITHIN THE ORGANIZATION IN THE
FOLLOWING MANNER:
1. HIRING ACQUAINTANCE & RELATIVES OR DEPENDS OF EXISTING

EMPLOYEES.
2. BY PROMOTION & TRANSFER OF EXISTING EMPLOYEES.
3. FROM EMPLOYEES LEAVE, LONG COURSES DEPUT ATIONS OR
LEAN.
4. FROM THOSE WHO LEFT THE ORGANIZATION FOR WANT OF
SUITABLE VACANCIES OR PROMOTION CHANCES.
5. SEPARATED BY RESIGNATION OR LAY OFF.
6. FROM TRADE UNIONS ETC.

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1.3.1 ADVANTAGES OF INTERNAL SOURCE OF RECRUITMENT:
1. GOOD PUBLIC RELATIONS EXERCISE & IMPROVE “GOOD WILL”

TO THE ORGANIZATION.
2. IMPROVE MORALE & MOTIVATION OF EMPLOYEES.
3. PROVIDE BETTER CAREER PROSPECTS & PROMOTIONAL
AVENUES OF EMPLOYEES.
4. IMPROVE PROBABILITY OF BETTER SELECTION SINCE TH E
CANDIDATE IS BETTER KNOWN TO THE ORGANIZATION.
1.3.2 DISADVANTAGES OF INTERNAL SOURCE OF RECRUITMENT:
1. IN BREEDING PREVENTS INFECTIONS OF NEW “BLOOD” IN THE

ORGANIZATION.
2. OPTIONS ARE LIMITED IN LOCATIONS “RIGHT TALENTS”.
3. INHABITS INNOVATION & CREATIVITY.
4. DEVELOPS A SELF CREATED “ISOLATION”.
2. EXTERNAL SOURCE OF RECRUITMENT:
THESE SOURCES ARE FOLLOWS:
1. NEW ENTRANTS IN LABOR MARKETS AS FRESHER FROM

SCHOOLS & COLLEGES.

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2. EDUCATED UNEMPLOYED DUE TO LACK OF OPPORTUNITIES

ELSEWHERE.
3. RETRIED HAND WITH EXPERIENCE & HEALTH.
4. UNSCHEDULED AREAS / SECTORS LIKE HOUSEWIVES,
RETURNEES FROM EMPLOYMENT ABROAD LIKE NRI’S EX-
SERVICE MEN ETC.
5. PERSONS WISHING TO JOIN FROM ONE ORGANIZATION TO
OTHER ORGANIZATION OR COMPETITORS FOR IMPROVING
THEIR CAREER PROSPECTS OR ECONOMIC RETURNS.
1.3.3 ADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:
1. IMPROVE KNOWLEDGE & SKILL OF THE ORGANIZATION BY UP

GRADATION FROM EXTERNAL INPUTS.
2. INFECTION OF “EXTERNAL BLOOD” CAN IMPROVE NOT ONLY
THE KNOWLEDGE BUT ALSO THE PHILOSOPHY, ATTITUDE &
MANAGEMENT CONCEPTS IN THE ORGANIZATION.
3. IMPROVE & SUSTAIN COMPETITIVE ADVANTAGES.
4. NO LIMITATION ON SKILL & KNOWLEDGE SINCE THE
EXTERNAL AREA IS WIDE.
5. ECONOMICAL IN THE LONG RUN.

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1.3.4 DISADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:
1. IT IS COSTLY.
2. CAUSES “BRAIN – DRAIN” DUE TO FEAR OF LACK OF
GROWTH POTENTIAL.
3. HIGH PROBABILITY OF EMPLOYEE TURNOVER.
1.4 RECRUITMENT METHODS/ TECHNICS:-
METHODS OF RECRUITMENT DEPEND ON THE SOURCES OF

RECRUITMENT, THESE METHODS OF RECRUITMENT CAN BE BROADLY
CLASSIFIED INTO:-
A. INTERNAL SOURCES
B. EXTERNAL SOURCES
A. INTERNAL SOURCES
THIS METHOD INVOLVES:
1. POSTED ON BULLETIN OR NOTICE BOARDS

2. THROUGH MEMOS CIRCULATED AMONG THE SUPERVISORS.
3. ADVERTISED IN THE IN – HOUSE EMPLOYEE MAGAZINE /
BULLETINS / HANDOUTS
4. OTHER METHODS LIKE” WORD OF MOUTHS” & OR “WHY YOU
KNOW” SYSTEM.
B. EXTERNAL SOURCES
THIS CONSISTS OF NUMBER OF METHODS SUCH AS

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1. DIRECT METHODS
2. INDIRECT METHODS
3. THIRD PARTY METHOD
1. DIRECT METHOD:-
A. SOURCING
B. CAMPUS
A. SOURCING:-
THIS IS ONE OF THE OLDEST METHODS. IN TH IS METHOD THE

PERSONNEL A DEPARTMENT SENDS THEIR REPRESENTATIVES TO
POTENTIAL PLACE OF RECRUITMENT & ESTABLISH CONTACT WITH
POTENTIAL CANDIDATES SEEKING EMPLOYMENT.
B. CAMPUS RECRUITMENT:
THIS METHOD IS A POPULAR METHOD ESPECIALLY FOR

RECRUITING PROFESSIONAL LIKE ENGINEER & MBA’S. IN THIS
METHOD PROFESSIONAL CONSULTANTS WHO ACT AS
REPRESENTATIVES OF THE COMPANY CALL ON PRESTIGIOUS
COLLAGES / INSTITUTIONS TO ESTABLISH DIRECT CONTACT THERE IS
“PLACEMENT CALLS” ESTABLISHED IN EDUCATIONAL INSTITUTIONS
CO-ORDINATES FOR ARRANGING THE PRELIMINARY SCREENING &
INTERVIEWS.

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2. INDIRECT METHOD:-
A. ADVERTISEMENT
B. EMPLOYEES TRADE ASSOCIATION
C. OTHER REPUTED FIRMS
A. ADVERTISEMENT:
IT IS A VERY POPULAR METHOD. VARIOUS MEDIA ARE USED FOR

ADVERTISEMENT SUCH S NEWS PAPER JOURNALS, TV, RADIO ETC.
ADVERTISEMENT IS VERY USEFUL IN LOCATING SUITABLE
CANDIDATES IN SCIENTIFIC PROFESSIONALS OF TECHNICAL
VACANCIES.
B. EMPLOYEES TRADE ASSOCIATION / CLUB:
MEETING, CONFERENCES, SEMINARS OR OTHER SOCIAL FUNCTIONS

OF THE EMPLOYEE’S TRADE CLUBS ARE YET ANOTHER MEANS OF
LOCATING SUITABLE CANDIDATES.
C. OTHER REPUTED FIRMS:
RECRUITING PERSONNEL FROM REPUTED FIRM IS A POPULAR

PRACTICE CERTAIN COMPANIES & FIRMS HAVE BUILT UP GOOD
REPUTATION ON EFFICIENCY PRODUCTIVITY & INDUSTRIAL PEACE.
MANY FIRMS ATTEMPT TO LOCATE SUITABLE CANDIDATES FROM
SUCH FIRMS FOR FILLING UP VACANCIES.
3. THIRD PARTY METHOD:-

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FOLLOWING ARE IMPORTANT THIRD PARTY METHODS IN

RECRUITMENT.
1. PUBLIC EMPLOYMENT AGENCIES

2. PRIVATE EMPLOYMENT AGENCIES
3. PLACEMENT CALLS IN EDUCATIONAL INSTITUTIONS
4. TEMPORARY HELP SERVICE
5. EMPLOYEE REFERRALS/ RECOMMENDATIONS
6. PROFESSIONAL BODIES / ASSOCIATIONS
7. COMPUTER DATA BANK
8. TRADE UNIONS

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1.5 SELECTION
1.5.1 DEFINITION AND MEANING OF SELECTION:
SELECTION IS A PROCESS BY WHICH THE QUALIFIED PERSONNEL IS

CHOSEN AMONGST THE APPLICANTS WHO HAVE OFFERED THEIR
SERVICES TO THE ORGANIZATION FOR EMPLOYMENT.
PLUMBLEY DEFINES THAT “SELECTION IS A PROCESS BY WHICH

CONDITIONS FOR EMPLOYMENT ARE DIVIDED INTO TWO CLASSES
THOSE WHO WILL BE OFFERED FOR EMPLOYMENT AND THOSE WHO
WILL NOT..”
THE SELECTION PROCEDURE IS FIRST CONCERNED WITH SECURING

RELEVANT INFORMATION ABOUT AN APPLICANT. THE INFORMATION
IS SECURED IN A NUMBER OF STEPS OR STAGES.
THE HIRING PROCEDURE IS NOT A SINGLY ACT, BUT IT IS ESSENTIALLY

A SERIES OF METHODS BY WHICH ADDITIONAL INFORMATION IS
SECURED ABOUT THE APPLICANT. THE PROCESS MAY BE COMPARED
TO HURDLES. HENCE, THE SELECTION TECHNIQUE IS KNOWN AS
“SUCCESSIVE HURDLES TECHNIQUE”. THE EXTENT OF PROCESS
DEPENDS UPON THE LEVEL & RESPONSIBILITY OF THE POSITION TO
BE FILLED.

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ACCORDING TO YODER, THE HIRING PROCESS IS OF ONE ORE MANY

‘GO’, ‘NO-GO’ GAUGES. THE CANDIDATES ARE SCREENED BY THE
APPLICATION OF THESE TOOLS. THIS PROCESS TYPICALLY FOLLOWS A
PATTERN STARTING FROM SCREENING OF APPLICATION TILL THE
DECISION OF EMPLOYMENT.
1.5.2 OBJECTIVES OF SELECTION:-
THE OBJECTIVE OF SELECTION PROCESS IS TO DETERMINE

WHETHER AN APPLICANT MEETS THE QUALIFICATION FOR A SPECIFIC,
FRO SPECIFIC JOB & TO CHOOSE THE APPLICANT WHO IS MOST LIKELY
TO PERFORM WELL IN THE JOB.
1.5.3 PROCESS OF SELECTION:-
THE PROCESS OF SELECTION IS A NEGATIVE PROCESS AS MORE

CANDIDATES ARE REJECTED THAN HIRED IN CONTRAST WITH
POSITIVE PROGRAM OF RECRUITMENT, WHICH SEEKS TO INDUCE A S
MANY PERSONS AS POSSIBLE TO APPLY FOR A JOB IN ENTERPRISES.
ONLY SUCCESSFUL CANDIDATES LEAP OVER THE HURDLES & ARRIVE
AT THE FINISH LINE WHERE AS UNSUCCESSFUL ONES DO NOT.

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THE FOLLOWING ARE IMPORTANT STEPS IN SELECTION PROCESS:-
RECEPTION OF APPLICATION
PRELIMINARY SCREENING INTERVIEW
APPLICATION BLANK
PSYCHOLOGICAL TESTS.
EVALUATION INTERVIEW
REFERENCE CHECK OR BACKGROUND INVESTIGATION.
PHYSICAL EXAMINATION
PLACEMENT
1. RECEPTION OF APPLICATION:-
FIRST STEP IN SELECT ION PROCESS IS INVITING APPLICAT IONS
FROM PROSPECTIVE CANDIDATES. A CAREFULLY DEVISED
APPLICATION FROM IS ITSELF AN AFFECTIVE SELECTION DEVICE.
THE MAIN PURPOSE OF APPLICATION IS THAT TO OBTAIN

INFORMATION IN THE APPLICANT’S OWN HANDWRITING
REGARDING THE SUITABILITY FOR EMPLOYMENT. APPLICATION
FORMS SHOULD BE SIMPLE & MUST CONTAIN RELATED
INFORMATION. ALL THE REVISED APPLICATIONS ARE
ACKNOWLEDGED.
2. PRELIMINARY SCREENING INTERVIEW:-

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A SPECIAL INTERVIEWER OR A HIGH CALIBER RECEPTIONIST IN

THE EMPLOYMENT OFFICE USUALLY CONDUCTS THE INITIAL
SCREENING.
WHEN A LARGE NUMBER OF APPLICATIONS ARE AVAILABLE, THE

PRELIMINARY INTERVIEW IS DESIRABLE FOR BOTH FROM THE
COMPANY POINT OF VIEW & THAT OF APPLICAN T SEEKING
INTERVIEW.
THE MORE NON-SELECTIVE, THE RECRUITMENT PROGRAM, &

THE MORE LIKELY IT IS THAT A PRELIMINARY INTERVIEW WILL BE
REQUIRED. THIS PROCEDURE IS QUITE SHORT & HAS ITS OBJECTIVE
OF SUCH INTERVIEW IS TO SCREEN OUT UNDESIRABLE / UNQUALIFIED
CANDIDATES AT THE VERY OUTSET. APPLICANTS ARE OFTEN ASKED
WHY THEY ARE APPLYING FOR A JOB IN THE PARTICULAR
ORGANIZATION, ABOUT EDUCATION, EXPERIENCE, ETC. IF AN
APPLICANT IS ELIMINATED IN THE EARLY PART, THE COMPANY HAS
SAVE THE EXPENSE & TIME PROCESSING. CARE IS TAKEN TO ENSURE
THAT THE “WEEDING OUT” PROCESS DOSE NOT LEAD TO THE
ELIMINATED OF DESIRABLE WORKERS.
3. APPLICATION BLANK:-
A BLANK APPLICATION FROM IS THE NEXT IMPORTANT

WEEDING OUT DEVICE IN THE SELECTION PROCEDURE. THE
SUCCESSFUL CANDIDATES IN PRELIMINARY INTERVIEWS ARE

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SUPPLIED THE APPLICATION BLANK TO COLLECT VERIFIABLE BASIC

HISTORICAL DATA FROM THE CANDIDATE. THE INFORMATION
SHOULD BE PROVIDED IN APPLICANT’S OWN HANDWRITING. THE
APPLICATION BLANK IS SOMETIMES VERY LONG & COMPREHENSIVE &
SOME TIME BRIEF.
INFORMATION IS GENERALLY CALLED ON THE FOLLOWING ITEMS:-
BIOGRAPHICAL DATA
EDUCATIONAL ATTAINMENT.
WORK EXPERIENCES
SALARY ( DEMAND & OTHER BENEFITS EXPECTED)
PERSONAL ITEMS( SPORTS, HOBBIES, EXTRA CURRICULAR
ACTIVITIES, ETC)
OTHER ITEMS (NAMES & ADDRESSES OF PERVIOUS EMPLOYER /
REFERENCES, ETC).
SUPERFLUOUS QUESTIONS ARE AVOIDED.
4. PSYCHOLOGICAL TESTS:-
AS ORIGINATIONS BECO ME COMPLEX & THE NUMBER OF JOBS

THEY OFFER INCREASES, MANAGERS BECOME RECEPTIVE TO THE
ACCEPTANCE OF ANY JOBS DEVICE. THE DECISIONS ARE USUALLY
ARRIVED WITH THE HELP OF PSYCHOLOGICAL TESTS, WHICH ARE
MORE OBJECTIVE & LESS BIASED THAN OTHERS.

lOMoARcPSD|28118080
5. PLACEMENT:-
WHEN A CANDIDATE PASSES ALL TESTS, INTERVIEWS &

PHYSICAL EXAMINATION, ETC, HE BECOMES ELIGIBLE FOR
APPOINTMENT. PLACEMENT IS DEFINED AS “THE DETERMINATION OF
THE JOB TO WHICH AN ACCEPTED CANDIDATE IS TO BE ASSIGNED,
&HIS ASSIGNMENT TO THAT JOB. IT IS MATCHING OF WHAT THE
SUPERVISOR HAS REASON TO THINK HE DOES WITH THE JOB
DEMANDS & JOB REQUIREMENT. IT IS A MATCH ING OF WHAT HE
IMPOSTS”.
PLACEMENT REFERS TO A SSIGNING RANK & RESP ONSIBILITY TO AN

INDIVIDUAL, IDENTIFYING HIM WITH A PARTICULAR JOB. IF THE
PERSON ADJUSTS HIMSELF TO THE JOB & CONTINUES TO PERFORM
AS PER EXPECTATIONS, IT MIGHT MEANS THAT THE CANDIDATE IS
PROPERLY PLACED.
1.6 EVALUATION OF SELECTION PROCESS:-
THE BOARD TEST OF THE EFFECTIVENESS OF THE SELECTION PROCESS

IS THE QUALITY OF THE PERSONNEL HIRED. AN ORGANIZATION MUST
HAVE COMPETENT & COMMITTED PERSONNEL. THE SELECTION
PROCESS, IF PROPERLY DONE, WILL ENSURE AVAILABILITY OF SUCH
EMPLOYEE. HOW TO EVALUATE THE EFFECTIVENESS OF A SELECTION
PROGRAM? A PERIODIC AUDIT IS THE ANSWER. AUDIT MUST BE
CONDUCTED BY PEOPLE WHO INDEPENDENTLY IN THE HUMAN
RESOURCE DEPARTMENT

lOMoARcPSD|28118080
CHAPTER -2
INDUSTRY & COMPANY PROFILE
2.1 INDUSTRY PROFILE
THE HUMAN RESOURCE CONSULTING INDUSTRY HAS EMERGED FROM

MANAGEMENT CONSULTING AND DECISIONS. HR CONSULTANTS ARE
RESPONSIBLE FOR ASSISTING CLIENTS WIT H STRATEGICALLY
INTEGRATING EFFECTIVE HR PROCESSES PROGRAMS AND PRACTICES
INTO THEIR DAILY OPERATIONS. THEIR ROLE IS ALSO TO MAXIMIZE
THE CLIENT’S PERFORMANCE RELATED TO HUMAN RESOURCE BY
INTRODUCING OR MARKETING “BEST PRACTICE” PRODUCTS OR
SERVICE AS WELL AS TO PROVIDE PERIODIC FEEDBACK TO CLIENTS
REGARDING THEIR PERFORMANCE RELATED TO ANNUAL
MANAGEMENT OBJECTIVES. TO ACCOMPLISH THIS THE HR
CONSULTANT MAY NEED TO PERFORM NEEDS ASSESSMENTS OR
AUDITS AND MAKE RECOMMENDATIONS OR PROPOSAL, COORDINATE
THE CREATION AND IMPLEMENTATION OF AN ACTION OR
CORRECTIVE PLAN, AND WHEN REQUIRED ORGANIZE AND

lOMoARcPSD|28118080
COORDINATE CROSS FUNCTIONAL HUMAN RESOURCE TEAM TO

ASSIST THE CLIENT WITH DEVELOPING AND IMPLEMENTING
PERFORMANCE IMPROVEMENT CORRECTIVE PLANS . PROGRAMS OR
PROCESSES . THE FOLLOWING ARE CORE FIELDS AROUND WHICH
MOST HR CONSULTANCIES ARE BASED:
 HUMAN CAPITAL
 HEALTH AND BENEFITS
 MERGERS AND ACQUISIT IONS
LARGE INDIAN COMPANIES ARE DIVERSIFYING INTO NEW SECTORS
AND PREFER CANDIDATES WITH RELEVANT EXPERIENCE. HOWEVER,
SINCE THEIR HR FUNCTION FIND IT DIFFICULT T TIMES TO SOURCE
CANDIDATES FROM THE LARGE AND GEOGRAPHIC ALLY DISPERSED
TALENT POOL, COMPANIES ARE INCREASINGLY LOOKING AT
EXTERNAL HELP THIS CHANGE IN APPROACH MINDSET HAS MADE
SOURCING A RELATIVELY COMPLEX ACTIVITY , RESULTING IN
COMPANIES INCREASING LY PARTNERING WITH RECRUITMENT
CONSULTANTS WITH A GLOBAL FOOTPRINT OR ACCESS TO GLOBAL
DATABASES TO SOURCE THE RIGHT CANDIDATES
THE SERVICE INDUSTRY IS A PEOPLE –DRIVEN ONE AND IS CLOCKING

DOUBLE DIGIT GROWTH. THE SERVICE INDUSTRY HAS A LARGE
MANPOWER REQUIREMENT, WHICH FACILITATES THE NEED FOR A
LARGE HR FUNCTION TO FULFILL ITS GROWING NEEDS. COMPANIES
PREFER TO PARTNERS WITH CONSULTANTS TO SOURCE THE RIGHT
CANDIDATE AS AND WHEN REQUIRED, TEMPORARY STAFFING IS A

lOMoARcPSD|28118080
GROWING HUMAN RESOURCE TREND AND THE PHENOMENON IS

FINALLY CATCHING UP IN INDIA .
2.2 COMPANY PROFILE
GOZLON IS REGIONAL LEADER ORGANIZATION IN PROVIDING END

TO END MANAGEMENT CONSULTING SERVICES, FROM THE BASIC
BUILDING BLOCKS REQUIRED FOR IMPLEMENTING THE ENTERPRISE
PROJECT MANAGEMENT AND HUMAN RESOURCE MANAGEMENT.
GOZLON , ESTABLISHED IN 1999 AT MALAPPURAM KERALA, THE
ORGANIZATION WORKING CLOSELY WITH THE VALUED CUSTOMERS

lOMoARcPSD|28118080
TO INCREASE THEIR READINESS LEVEL TO IMPLEMENT ENTERPRISE

PROJECT MANAGEMENT AND HUMAN RESOURCE MANAGEMENT
SYSTEMS .THIS INCLUDES TRAINING METHODOLOGY DEVELOPMENT,
TOOLS IMPLEMENTATION , ASSESSMENTS AND OTHER RECRUITMENT
SERVICES
GOZLON MANAGEMENT DIFFERENTIATION IS IN ITS FOCUSED

BUSINESS MODEL AND ITS SPECIALIZED MANAGEMENT
CONSULTANCY SERVICE PORTFOLIO THAT MAKES GOZLON A UNIQUE
, CREDIBLE, UNBIASED SERVICE PROVIDER. OUR ACHIEVEMENTS IN
MANY COMPANIES IN KERALA ARE A RESULT OF OUR CONTINUOUS
ENDEAVORS TO COMBINE TALENT, QUALITY, AND VALUES TOGETHER.
THE MAIN OBJECTIVES OF “RECRUITMENT & SELECTION PROCESS”

FROM GOZLON COMPANY POINT OF VIEW ARE:-
 TO RECRUIT RIGHT PERSONS FOR THE FIRM.

 TO SATISFY PEOPLE, TO REDUCE THE INCIDENCE OF QUITTING,
GRIEVANCES & FRICTIONS.
 TO MOTIVATE PEOPLE TO PERFORM BETTER.

lOMoARcPSD|28118080
2.2.1 VISION:-
TO BE A LEADING MANAGEMENT CONSULTING

ORGANIZATION THAT HELPS COMPANIES TO APPLY MODERN
MANAGEMENT AS A WAY OF LIFE.
2.2.2 MISSION:-
TO BUILD A BINDING AND CONTINUOUS RELATIONSHIP WITH

ORGANIZATIONS SEEKING MANAGEMENT SUPPORT AND
PROVIDE THEM WITH CO NTINUOUS CAPABILITIES
IMPROVEMENT THROUGH:
 CONTINUOUS CONSULTANCY
 CONTINUOUS EDUCATION
 CONTINUOUS METHODOLOGY DEVELOPMENT
 CONTINUOUS TOOLS DEVELOPMENT AND UPGRADE
2.3 GOZLON SERVICES

GOZLON PROVIDES DIFFERENT SERVICES IN THE DOMAIN OF
HUMAN RESOURCES MANAGEMENT. BELOW OUR BASIC
SERVICES IN THIS DOMAIN:
1. HUMAN RESOURCE PLANNING
2. HUMAN RESOURCE RECRUITMENT AND SELECTION

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3. TRAINING AND CAREER DEVELOPMENT
4. COMPENSATION AND BENEFITS
5. HUMAN RESOURCE TRAINING PROGRAMS
6. HUMAN RESOURCE SERVICES
GOZLON WILL WORK CLOSELY WITH THE CUSTOMER TO PLAN

FOR THE ORGANIZATION’S HUMAN RESOURCES. HUMAN
RESOURCE PLANNING INVOLVES THE FOLLOWING TASKS:
1. IDENTIFY AND DOCUMENT ALL THE DIFFERENT HR

PROCESS THAT WILL GOVERN ALL THE HR ACTIVITIES
WITHIN THE ORGANIZATION.
2. ESTABLISH A HUMAN RESOURCE MANAGEMENT SYSTEM
THAT WILL HELP THE ORGANIZATION TO STREAMLINE THE

HR ACTIVITIES
3. IDENTIFY THE RIGHT NUMBER AND TYPE OF EMPLOYEES
THAT ARE NECESSARY TO IMPLEMENT A CHOSEN BUSINESS

PLAN OR THE ORGANIZATION
4. FORECASTING DEMAND FOR LABOR , PERFORMING SUPPLY
ANALYSIS, AND BALANC ING SUPPLY AND DEMAND

CONSIDERATION.
GOZLON WILL WORK CLOSELY WITH THE CUSTOMER TO ANALYZE THE
ORGANIZATION’S JOBS AND DESIGN THEM O ACHIEVE THE
ORGANIZATION’S OBJECTIVE AND AT THE SAME TIME SATISFIES THE

lOMoARcPSD|28118080
NEEDS OF THE EMPLOYEES WHO WILL DO THEM. THIS SERVICE

INVOLVES THE FOLLOWING TASKS:
1. DETERMINING THE JOB RECRUITMENT FOR EVERY POST IN THE

ORGANIZATION THAT WILL REFLECT THE DIFFERENT DUTIES , TASKS,
AND RESPONSIBILITIES CONTAINED IN JOBS
2. PRODUCING THE JOB SPECIFICATION IN FOR MAT THAT WILL

CONTAIN EDUCATION , EXPERIENCE , SPECIALIZED TRAINING ,
TECHNICAL SKILLS , INTERPERSONAL SKILLS AND BEHAVIORAL
ATTRIBUTES NECESSARY FOR JOB SUCCESS
2.3.1 HUMAN RESOURCE RECRUITMENT AND SELECTION
IN THIS SERVICE GOZLON WILL DO THE RECRUITING AND SELECTION

PROCESS. THIS CAN BE AS AN INTEGRATED JOINT SERVICE OR A
COMPANY OUTSOURCED ONE. THIS SERVICE INVOLVES THE
FOLLOWING TASKS :
1. IDENTIFY THE STAFFING MANAGEMENT SYSTEM FOR THE

ORGANIZATION . THE STAFFING MANAGEMENT SYSTEM WILL
PERFORM THE FOLLOWING FUNCTIONALITY:
A. TRACKING APPLICATION INFORMATION
B. SCANNING RESUMES

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C. MAKING THE INFORMATION IMMEDIATELY ACCESSIBLE TO LINE
MANAGERS TO SEARCH ONLINE FOR INTERNAL A ND EXTERNAL

TALENTS.
1. PROVIDE AS MUCH RELIABLE AND VALID INFORMATION AS
POSSIBLE ABOUT APPLICANTS SO THAT THEIR QUALIFICATIONS

CAN BE CAREFULLY MATCHED WITH JOB SPECIFICATIONS
2. PERFORM THE SCREENING PROCESS TO SHORT LIST
CANDIDATES
3. GO THROUGH THE INTERVIEWING PROCESS AND PROVIDE THE
CUSTOMER WITH THE RECOMMENDED CANDIDATE OR SET OF

CANDIDATES
2.3.2 CAREER DEVELOPMENT:
GOZLON WILL SET THE GUIDELINES FOR THE ORGANIZATION TO

DEVELOP THE EMPLOYEES CAREER AND ACHIEVE A HIGH RETENTION
RATE WITHIN THE ORGANIZATION. THE GUIDELINES WILL HELP THE
ORGANIZATION TO DO THE FOLLOWING TASKS.
1. MATCH INDIVIDUAL AND ORGANIZATIONAL NEEDS

A. ENCOURAGE EMPLOYEE OWNERSHIP OF CAREER
B. CREATE A SUPPORTIVE CONTEXT.
C. COMMUNICATE DIRECTION OF COMPANY
D. ESTABLISH MUTUAL GOA L SETTING AND PLANNING
2. IDENTIFY CAREER OPPORTUNITIES & REQUIREMENTS

lOMoARcPSD|28118080
A. IDENTIFY FUTURE COMPETENCY NEEDS.

B. ESTABLISH JOB PROGRESSION AND CAREER PATHS
C. BALANCE PROMOTIONS , TRANSFERS , EXITS
3. INTRODUCE CAREER DEVELOPMENT INITIATIVES
A. PROVIDE WORKSHOPS
B. PROVIDE CAREER SELF MANAGEMENT TRAINING
C. GIVE DEVELOPMENT FEEDBACK
2.4 COMPENSATION AND BENEFITS:

GOZLON WILL WORK CLOSELY WITH THE CUSTOMER TO
REACH TO THE MOST SUITABLE WAGE STRUCT URE THAT IS
COMPLIANT WITH THE WAGE CURVE , PAY GRADES , AND
RATE RANGES THIS SERVICE WILL ENABLE THE CUSTOMER
TO ACHIEVE THE FOLLOWING:
1. TO REWARD EMPLOYEES PAST PERFORMANCE

2. TO REMAIN COMPETITIVE IN THE LABOR MARKET
3. TO ATTRACT NEW EMPLOYEES
4. TO REDUCE UNNECESSARY TURNOVER
2.4.1. INCENTIVE REWARDS:

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INCENTIVE PLANS EMPH ASIZE A SHARED FOCUS ON

ORGANIZATIONAL OBJECTIVES BY BROADCASTING THE
OPPORTUNITIES FOR INCENTIVE TO THE EMPLOYEES THROUGH THE
ORGANIZATION
2.4.2 EMPLOYEE BENEFITS:
GOZLON WILL WORK WITH THE CUSTOMER TO DEVELOP THE

MOST APPROPRIATE BENEFIT PLANS. THESE PLANS INCLUDE , BUT
NOT LIMITED TO THE FOLLOWING:
1. PENSION
2. WORKER’S COMPENSATION
3. HEALTH BENEFITS
2.5 HUMAN RESOURCE TRAIN ING PROGRAMS
GOZLON PROVIDES THE FOLLOWING HUMAN RESOURCES

PROGRAMS:
1. FUNDAMENTALS OF HUMAN RESOURCES
2. STRATEGIC HUMAN RESOURCE PLANNING
3. PERFORMANCE MANAGEMENT AND APPRAISAL
4. RECRUITMENT, SELECTION AND HIRING

lOMoARcPSD|28118080
2.9 GOZLON CUSTOMER’S IN HUMAN RESOURCE DOMAIN
NO CUSTOMER SERVICE
1 SYNTHITE RECRUITING HR MANAGER ,

FINANCIAL CONTROLLER
2 KITEX RECRUITING HR ASST. ,

FINANCIAL CONTROLLER
3 VKL RECRUITING HR MANAGER ,

FINANCIAL CONTROLLER AND
OTHER STAFFS
4 GREEN LABEL JOB ANALYSIS WORKSHO P ,

PERFORMANCE MANAGEMENT
WORKSHOP
5 LEOLIT NETWORKS LEADERSHIP , CHANGE

MANAGEMENT

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6 CAMRY SYSTEMS RECRUITING THE EMPLOYEES
7 ROYAL BAKERS JOB ANALYSIS WORKSHO P ,

PERFORMANCE MANAGEMENT
WORKSHOP
8 MOTOR INDUSTRIES LEADERSHIP , RECRUIT ING

EMPLOYEES
9 MS MOORS LEADERSHIP , FINANCIAL

CONTROLLER AND OTHER
STAFFS RECRUITMENT
10 EASTERN HUMAN RESOURCE ROLE AND

MISSION PRESENTATION
11 SAAN DEVELOPED PERFORMANCE

APPRAISAL PROGRAM WITH
THE APPROPRIATE FORMS
AND ORIENT MANAGEMENT
ON IMPLEMENTATION
12 BHRAMINS PERFORMANCE MANAGEMENT

PROGRAM , JOB
CLASSIFICATION
13 INDUS COMPENSATION PROGRAM ,

JOB CLASSIFICATION

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14 KELL RECRUITMENT OF HR
MANAGER
15 TMS PERIYAR REVIEW AND UPDATE

CURRENT PERFORMANCE
16 PSN INTERVIEWING SKILLS

WORKSHOP
17 SANDA MONICA TRAINING ANALYSIS PROCESS

IN ALL DEPARTMENTS
18 HP INTERVIEWING SKILLS
WORKSHOP
19 POPULAR RECRUITING STAFFS & JOB

CLASSIFICATION
20 MARYCOM RECRUITING EMPLOYEES

lOMoARcPSD|28118080
chapter – 3
research DESIGN
3.1 Title of the study:-
A STUDY ON” RECRUITMENT & SELECT ION PROCESS” WITH SPECIAL

REFERENCE TO GOZLON COMPANY
3.2 STATEMENT OF THE PROBLEM:-
RECRUITMENT AND SELECTION PLAYS A VITAL ROLE IN THE

ORGANIZATION , EACH ORGANIZATION WILL HAVE DIFFERENT
RECRUITING AND SELECTION POLICIES , THESES POLICIES WILL HELP
TO KNOW ABOUT HOW THE EMPLOYEES ARE RECRUITED AND
SELECTED TO THE ORGANIZATION. IF ANY FLAWS IN BOTH THE
PROCESS WOULD AFFECT THE OVERALL PERFORMANCE AND DIRECTLY
HAS AN IMPACT ON PRODUCTIVITY. HENCE THIS PARTICULAR
FUNCTION OF HUMAN RESOURCES IS VERY IMPORTANT. THEREFORE
THIS STUDY IS CONDUCTED TO STUDY IN DETAIL THE RECRUITMENT
AND SELECTION PROCESS AT GOZLON.

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3.3 OBJECTIVES OF THE STUDY
TO ANALYZE & INTERPRET THE RECRUITMENT & SELECTION

PROCESS IN GOZLON .
TO ANALYZE THE ROLE & IMPORTANCE OF PERSONNEL
DEPARTMENT IN RECRUITING AN EMPLOYEE.
TO KNOW ABOUT THE VARIOUS ESSENTIAL FACTORS THAT
SHOULD BE CONSIDERED BEFORE SELECTING A PERSON.
TO GIVE SUGGESTIONS IF ANY TO IMPROVE THE RECRUITMENT
AND SELECTION PROCESS AT GOZLON.
3.4 SCOPE OF THE STUDY
THE STUDY IS CONFINED TO THE RECRUITMENT AND SELECTION

PROCESS AT GOZLON SERVICES, MALAPPURAM KERALA. THE
STUDY IS ALSO HELPFUL IN FINDING OUT THE RESPONDENT’S

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OPINION TOWARD THE CERTAIN ATTRIBUTES AND THEIR

OPINION ON RECRUITMENT AND SELECTION PROCESS.
3.5 SOURCES OF DATA
DATA COLLECTION METHODS
WHEN ONCE A RESEARCH DESIGN IS PLANNED & FINALIZED, THE

NEXT STEP WAS TO PROCEED WITH THE TASK OF COLLECTING THE
DATA. THE RESEARCH ACTIVITY REQUIRED BOTH PRIMARY &
SECONDARY DATA.
3.5.1 THE PRIMARY DATA:-
THE PRIMARY DATA IS COLLECTED THROUGHOUT THE USE OF

SAMPLING. IT CAN ALSO BE COLLECTED THROUGH NUMBER OF
METHODS SUCH AS EXPERIMENTATION & OBSERVATIONS METHODS.
THE PRIMARY DATA IS COLLECTED BY PERSONNEL BACKED UP BY A

STRUCTURED QUESTIONNAIRE FROM THE TARGET EMPLOYEES.
APART FROM THE ABOVE, OBSERVATION METHOD WAS ALSO FELT
NECESSARY FOR THE STUDY.

lOMoARcPSD|28118080
3.5.2 SECONDARY DATA :-
THE SECONDARY DATA IS COLLECTED THROUGH PAY ROLL DATA ,

GRIEVANCE REPORTS & WORK STOPPAGES, EXIT FEEDBACK FORMS,
COMPANY BROCHURES ETC.
3.6 RESEARCH METHODOLOGY:-
THE MOST IMPORTANT THING ABOUT THE SURVEY IS THE COMPONENT OF

RESEARCH METHODOLOGY WITHOUT RESEARCHER MAY NOT BE ABLE TO
OBTAIN FACTS & FIGURES FROM THE EMPLOYEES. FACE TO FACE
CONVERSATION BACKED UP BY THE QUESTION CHECK LIST WAS USEFUL FOR
THE STUDY. THE PRIMARY DATA WAS COLLECTED BY A STRUCTURED
(QUESTIONNAIRE ENCLOSED SEE ANNEXURE). SAMPLES SCHEME WAS SELECTED
AT RANDOM FROM ONE DEPARTMENT TO ANOTHER DEPARTMENT
3.7 RESEARCH DESIGN
RANDOM SAMPLING TECHNIQUE WAS USED IN SELECTED

DEPARTMENTS WHICH WAS IMPORTANT FOR THE STUDY.
3.8 SAMPLE SIZE:-

lOMoARcPSD|28118080
A SAMPLE SIZE MEANS A PRE-DETERMINED OF THE

SAMPLE TO BE STUDIED. THE SAMPLE SIZE IS 50 EMPLOYEES
(45 RECRUITERS AND 5 SUPERVISORS).
3.9 LIMITATIONS OF THE STUDY
1. LACK OF PROPER RESPONSE FROM THE RESPONDENTS
2. TIME PERIOD OF THE STUDY IS LESS
3. ANSWERS GIVEN MAY NOT BE ACCURATE
5. SAMPLE SIZE IS LESS.
3.10 CHAPTER SCHEME
 CHAPTER-1
FIRST CHAPTER OF THE PROJECT DEALS WITH THE GENERAL
INTRODUCTION OF THE SUBJECT. AND ALSO GI VES
INFORMATION ABOUT THE CRITICAL BACKGROUN D OF THE
STUDY.
 CHAPTER-2
SECOND CHAPTER DEALS ABOUT BOTH THE PROFILES OF THE
INDUSTRY AS WELL AS THE COMPANY.

lOMoARcPSD|28118080
 CHAPTER-3
THIRD CHAPTER DEALS WITH THE STUDY WHICH INCLUDES THE
STATEMENT OF THE PROBLEM, OBJECTIVES OF THE STUDY,
SAMPLING DESIGN, DATA COLLECTIONS, DATA PROCESSING AND
LIMITATIONS OF THE STUDY.
 CHAPTER-4
FOURTH CHAPTER DEALS WITH THE DATA ANALYSIS AND
INTERPRETATION OF THE DATA WHICH WAS COLLECTED
THROUGH QUESTIONNAIRE THAT WAS GIVEN TO THE
RESPONDENTS AND THE ANALYSIS AND INTERPR ETATION OF
THE DATA IS SHOWN IN THE FORM CHARTS.
 CHAPTER-5
FIFTH CHAPTER DISCUSS ABOUT THE FINDINGS , SUGGESTIONS,
AND CONCLUSION THAT WAS MADE BY USING THE
INFORMATION COLLECTED FROM THE ABOVE CHAPTERS.
 BIBLIOGRAPHY
 ANNEXURE

lOMoARcPSD|28118080
chapter – 4
DATA ANALYSIS & INTERPRETATION
TABLE: 4.1: SOURCE OF INFORMATION ON JOB VACANCY
SlNo. PARTICULARS NO. OF % OF

RESPONDENTS RESPONDENTS
1 NEWSPAPER 12 24
2 POSTER 19 38
3 cAMPUS 6 12
iNTERVIEW
4 fRIENDS 10 20
5 REFERENCE 3 06
TOTAL 50 100
source : primary data

lOMoARcPSD|28118080
analysis:
FROM THE ABOVE TABLE, 24% OF THE RESPONDENTS COME TO KNOW

ABOUT THE JOB VACANCY THROUGH NEWSPAPER, 38% THROUGH
POSTERS, 12% THROUGH CAMPUS INTERVIEW, & 20% THROUGH
FRIENDS. AND 6% BY REFERENCES
GRAPH: 4.1: SOURCE OF INFORMATION ON JOB VACANCY
Newspaper Poster campus interview friends Reference TOTAL
12%
19%
50%
6%
10%
3%

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INTERPRETATION: MOST OF THE RESPONDENTS CAME TO KNOW OF

THE VACANCY ONLY THROUGH POSTER. THE COMPANY
ADVERTISEMENT THROUGH NEWSPAPERS AND POSTERS ARE GOOD
BUT IT HAS TO TAKE CARE IN INCREASING ITS CAMPUS RECRUITMENT
AND DEVELOPING OTHER TYPES OF MEDIA.
TABLE4.2:EMPLOYEE PERCEPTION OVER THE RECRUITMENT POLICY
SlNo. PARTICULARS NO.OF % OF RESPONDENTS

RESPONDENTS
1 Excellent 17 34
2 Good 08 16
3 above average 12 24
4 average 08 16
5 below average 5 10
total 50 100
SOURCE : PRIMARY DATA

lOMoARcPSD|28118080
ANALYSIS
FROM THE ABOVE TABLE, 34% ARE RELATED THE RECRUITMENT

POLICY OF GOZLON INDUSTRIES IS EXCELLENT, 16% ARE AS GOOD,
24% AS ABOVE AVERAGE, 16% AS AVERAGE, 10% ARE AS BELOW
AVERAGE.
GRAPH 4.2: EMPLOYEE PERCEPTION OVER THE RECRUITMENT POLICY.
18
16
14
12
10
8
6
4
2
0
Excellent good above average below
average average
no of respondents

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INTERPRETATION
MAJORITY OF THE EMPLOYEES FEELS THAT THE RECRUITMENT POLICY

OF THE ORGANIZATION IS EXCELLENT
TABLE: 4.3 ROUNDS OF INTERVIEW CONDUCTED
SL.NO. PARTICULARS NO.OF % OF RESPONDENTS

RESPONDENTS
1 1-3 28 56
2 3-5 19 38
3 MORE THAN 5 03 6
TOTAL 50 100
SOURCE: - PRIMARY DATA
ANALYSIS
FROM THE ABOVE TABLE 56% RESPONDENTS FEEL ONLY 1 TO 3 ROUNDS ARE
CONDUCTED IN INTERVIEW PROCESS, 38% RESPONDENTS FEEL 3 TO 5 ROUNDS

lOMoARcPSD|28118080
ARE CONDUCTED IN INTERVIEW PROCESS AND 6% RESPONDENTS FEEL MORE

THAN 5 ROUNDS ARE CONDUCTED IN INTERVIEW PROCESS.
GRAPH : 4.3 ROUNDS OF INTERVIEW CONDUCTED
Rounds of interview conducted
6%
38%
56%

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INTERPRETATION
AS FEW OF THE EMPLOYEES ARE NOT SATISFIED WITH THE ROUNDS OF

INTERVIEW CONDUCTED DURING THE RECRUITMENT ORGANIZATION HAS TO
TAKE A DUE CARE IN DECIDING THE INTERVIEW ROUNDS AND CREATE THE
AWARENESS AMONG THE CANDIDATES ITS IMPORTANCE IN IDENTIFYING THEIR
POTENTIALS.

lOMoARcPSD|28118080
TABLE 4.4 : FACTORS CONSIDERED FOR SELECTION OF WORKERS
SlNo. PARTICULARS NO.OF % OF

1 intelligence 14 28
2 expernice 22 44
3 training program 08 16
4 Job performs 03 6
5 any other 03 6
total 50 100
analysis
FROM THE ABOVE TOTAL 28% ARE SELECTED THROUGH

INTELLIGENCE, 44% THROUGH EXPERIENCE, 16% THROUGH TRAINING
PROGRAM, 6% THROUGH JOB PERFORMANCE & 6% THROUGH ANY
OTHER SELECTIONS.

lOMoARcPSD|28118080
GRAPH 4.4: FACTORS CONSIDERED FOR SELECTION OF WORKERS
3
3 14
8
22
INTELLIGENCE EXPERNICE TRAINING PROGRAMME

JOB PERFORMS ANY OTHERS
INTERPRETATION

lOMoARcPSD|28118080
fROM THE ABOVE GRAPH, IT IS INTERPRETED THAT THE COMPANY

RECRUITS OR GIVE MORE IMPORTANCE TO THE EXPERIENCED
PERSONS.
TABLE 4.5: SHOWING THE PROCESS OF SELECTION.
wRITTEN TEST (W.T) GROUP DISCUSSION (G.D)
PERSONNEL INTERVIEW (P.I) TECHNICAL INTERVIEW

(T.I)
GENERAL INTERVIEW (G.I)
SlNo. PARTICULARS NO. OF % OF


lOMoARcPSD|28118080
1 W.T + G.D + P.I + 14 28

T.I
2 W.T + P.I. + T.I 18 36
3 P.I + T.I 9 18
4 T.I + G.I 6 12
5 G.I 3 06
Total 50 100
ANALYSIS
FROM THE ABOVE TOTAL, 28% wERE SELECTED THROUGH W.T + G.D +
P.T + T.I,36% THROUGH W.T + P.I + T.I,18% THROUGH P.I + T.I,12%
THROUGH T.I + G.I,06% THROUGH G.I.
GRAPH 4.5: SHOWING THE PROCESS OF SELECTION.

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6 3 14
9
18
W.T+G.D+P.I+T.I W.T+P.I+T.I P.I+T.I T.I+G.I G.I
INTERPRETATION
fROM THE ANALYSIS IT CAN BE INFERRED THAT MAJORITY OF THE

EMPLOYMENT WERE SELECTED THROUGH W.T + P.T + T.I

lOMoARcPSD|28118080
TABLE : 4.6 SOURCES OF RECRUITMENT
SL.NO PARTICULARS NO.OF % OF RESPONDENTS

RESPONDENTS
.
1 INTERNAL SOURCES 24 48
2 EXTERNAL SOURCES 18 36
3 BOTH 08 16
TOTAL 50 100
ANALYSIS :- FROM THE ABOVE TABLE 48% OF THE RESPONDENTS PREFER

INTERNAL SOURCE OF RECRUITMENT, 36%RESPONDENTS PREFER EXTERNAL
SOURCE OF RECRUITMENT AND 16% PREFER.

lOMoARcPSD|28118080
GRAPH 4.6: SOURCES OF RECRUITMENT
120
100
80
60
NO.OF RESPONDENTS
40
% OF RESPONDENTS
20
0
Internal External Both Total
sources sources
. 1 2 3

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INTERPRETATION
THE ABOVE GRAPH SHOWS THAT THE ORGANIZATION UTILIZES THE SOURCES
EFFECTIVELY
TABLE 4.7: SATISFACTION OF EMPLOYEES ON THE INTERVIEW PROCESS

RESPONDENTS
1 YES 15 30

lOMoARcPSD|28118080
2 NO 20 40
3 TO SOME 15 30
EXTENT
TOTAL 50 100
ANALYSIS :-FROM THE ABOVE TABLE, 30% OF RESPONDENTS SATISFIED WITH

INTERVIEW PROCESS, 40% HAS NOT SATISFIED& 30% OF RESPONDENTS
REACTED AS TO SOME EXTENT.
CHART 4.7: SATISFACTION ON THE INTERVIEW PROCESS

lOMoARcPSD|28118080
NO.OF RESPONDENTS
1 Yes
15%
2 No
3 Total
20%
50%
3 To
some
extent
15%
INTERPRETATION
FROM THE ABOVE IT IS CLEAR THAT CERTAIN EMPLOYEES ARE NOT SATISFIED
WITH THE INTERVIEW PROCESS DURING THE RECRUITMENT AND SELECTION
PROCESS. THE ORGANIZATION HAS TO TAKE KEEN INTEREST TOWARDS
FRAMING THE INTERVIEW PROCESS WHICH HELPS IN IDENTIFYING THE
POTENTIAL TALENT.

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TABLE 4.8: SOURCES FOR INTERNAL RECRUITMENT
SLNO. PARTICULARS NO OF % NO OF RESPONDENTS

RESPONDENTS
1 DECEASED/DISABLE 08 16
D/EMPLOYEES
2 PRESENT 22 44
PERMANENT
EMPLOYEES
3 PRESENT 16 32
TEMPORARY
EMPLOYEES
4 RETRENCHED / 04 8
RETIRED /
EMPLOYEES
TOTAL 50 100
SOURCE :- PRIMARY DATA

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ANALYSIS
FROM THE ABOVE TABLE 16% OF THE RESPONDENTS RESPONDED

DECEASED/DISABLED/EMPLOYEES AS SOURCE OF INTERNAL RECRUITMENT, 44%
RESPONDED PRESENT PERMANENT EMPLOYEES AS SOURCE OF INTERNAL
RECRUITMENT, 32% RESPONDED PRESENT TEMPORARY EMPLOYEES AND 8% AS
RETRENCHED / RETIRED / EMPLOYEES
CHART 4.8: SHOWING SOURCES FOR INTERNAL RECRUITMENT
160
140
120
100
80
60
40
20 % No of Respondents
0 No of Respondents
INTERPRETATION

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THE ORGANIZATION CAN MAKE USE OF PRESENT TEMPORARY SOURCES IF THEY

ARE VALUABLE.
TABLE 4.9 : SOURCES OF EXTERNAL RECRUITMENT
SLNO PARTICULARS NO OF % OF
1 CAMPUS INTERVIEWS 10 20
2 EMPLOYMENT 33 66
AGENCIES

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3 DATA BANK 05 10
4 OTHERS 02 04
TOTAL 50 100
ANALYSIS
FROM THE ABOVE TABLE ,20% OF THE RESPONDENTS FEEL THAT CAMPUS
INTERVIEWS ARE THE SOURCE OF EXTERNAL RECRUITMENT,66% OF THE
RESPONDENTS FEEL THAT EMPLOYMENT AGENCIES ARE THE SOURCE OF
EXTERNAL RECRUITMENT,10%OF THE RESPONDENTS THAT DATA BANK ARE THE
SOURCE OF EXTERNAL RECRUITMENT,04% OF THE RESPONDENTS THAT OTHERS
ARE THE SOURCE OF EXTERNAL RECRUITMENT.
GRAPH 4.9 : SOURCE OF EXTERNAL RECRUITMENT

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120
100
80
60
40 NO OF RESPONDENTS
% OF RESPONDENTS
20
INTERPRETATION
FROM THE ABOVE GRAPH IT IS CLEAR THAT MOSTLY THE ORGANIZATION IS

LOOKING FOR THE EXTERNAL SOURCE , IT REVEALS THAT THERE IS INFUSION OF
FRESH BLOOD IN TO THE ORGANIZATION WHERE ORGANIZATION ALSO NEEDS
TO MOTIVATE THE EMPLOYEES NEEDS TO EMPLOYEE REFERRAL PROGRAM BY
PROVIDING INCENTIVES AS THEY MAKE RECRUITMENT

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TABLE 4.10: FORM OF INTERVIEW EMPLOYEE PREFER

RESPONDENTS
1 PERSONAL 35 70
INTERVIEW
2 TELEPHONIC 10 20
INTERVIEW
3 VIDEO 05 10
CONFERENCING
TOTAL 50 100
ANALYSIS
FROM THE ABOVE TABLE 70% OF RESPONDENTS PREFER PERSONAL INTERVIEW

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20% OF RESPONDENTS PREFER TELEPHONIC INTERVIEW10% OF RESPONDENTS

PREFER TELEPHONIC INTERVIEW VIDEO CONFERENCING
GRAPH 4.10: FORM OF INTERVIEW EMPLOYEE PREFER
NO.OF RESPONDENTS
1 Personal Interview
2 Telephonic Interview
3 Video Conferencing
3 Total

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INTERPRETATION
EVEN THOUGH VERY FEW EMPLOYEES DO PREFER THE TELEPHONIC AND VIDEO
CONFERENCING WHICH PAVES THE WAY FOR THE ORGANIZATION TO CREATE
SUCH AN ENVIRONMENT TOWARDS CONDUCTING THE INTERVIEW SO THAT
ORGANIZATION IDENTIFIES THE RIGHT CANDIDATE.
TABLE 4.11: DURATION OF THE RECRUITMENT PROCEDURE
SL.NO. PARTICULARS NO OF % OF RESPONDENTS

RESPONDENTS
1 SHORT 28 56

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2 AVERAGE 11 22
3 LONG 05 10
4 VERY LONG 04 08
5 CAN’T SAY 02 04
TOTAL 50 100
ANALYSIS
FROM THE ABOVE TABLE, 56%RESPONDENTS FEEL SHORT DURATION NEEDED

FOR RECRUITMENT PROCEDURE, 22% RESPONDENTS FEEL AVERAGE DURATION
NEEDED FOR RECRUITMENT PROCEDURE, 10% RESPONDENTS FEEL LONG
DURATION NEEDED FOR RECRUITMENT PROCEDURE, 8% RESPONDENTS FEEL
VERY LONG DURATION NEEDED FOR RECRUITMENT PROCEDURE& 04%
RESPONDENTS FEEL NEUTRAL ABOUT NEEDED FOR RECRUITMENT PROCEDURE.
GRAPH 4.11: DURATION OF THE RECRUITMENT PROCEDURE

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100
90
80
70
60
50
NO OF RESPONDENTS
40
% OF RESPONDENTS
30
20
10
0
INTERPRETATION
ORGANIZATION IS TAKING DIFFERENT TIME DURATIONS FOR DIFFERENT

CANDIDATES IN THE RECRUITMENT PROCESS

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TABLE 4.12: SATISFACTION LEVEL OF EMPLOYEES IN THE

RECRUITMENT & SELECTION PROCESS.
SlNo. PARTICULARS NO. OF % OF RESPONDENTS

RESPONDENTS
1 TOTAL 25 50
2 pARTIALLY 25 50
total 50 100
ANALYSIS

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FROM THE ABOVE TABLE, 50% OF THE EMPLOYEE IS TOTALLY

SATISFIED OF THE RECRUITMENT AND SELECTION PROCESS & 50
%ARE PARTIALLY SATISFIED
GRAPH 4.12: SHOWING SATISFACTION LEVEL OF EMPLOYEES IN THE

RECRUITMENT PROCESS
100%
90%
80%
70%
60%
% OF RESPONDENTS
50%
NO. OF RESPONDENTS
40%
30%
20%
10%
0%
Total partially total

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INTERPRETATION
. THERE IS A PARTIAL OPINION ABOUT SATISF ACTION LEVEL OF

RECRUITMENT PROCESS AMONG THE EMPLOYEES
CHAPTER - 5
FINDINGS SUGGESTIONS AND CONCLUSIONS
5.1 SUMMARY OF FINDINGS
1.MOST OF THE RESPONDENTS CAME TO KNOW OF THE VACANCY

ONLY THROUGH POSTERS.

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2.EMPLOYEES OPINED THAT RECRUITMENT POLICY OF THE COMPANY

IS EXCELLENT
3.INTERVIEW PROCESS OF THE ORGANIZATION IS SATISFACTORY IT

CREATES MORE AWARENESS ABOUT THE JOB AMONG THE
CANDIDATES
4.IN THE WORKERS SELECTION PROCESS COMPANY RECRUITS OR

GIVING MORE IMPORTANCE TO THE EXPERIENCED PERSON
5.MAJORITY OF THE RESPONDENTS ARE SELECTED THROUGH THE

WRITTEN TEST, PERSONAL INTERVIEW AND TECHNICAL INTERVIEW
6.ORGANIZATION UTILIZES BOTH INTERNAL AS WELL AS EXTERNAL

SOURCES
7.INTERVIEW PROCESS DURING THE RECRUITMENT AND SELECTION

PROCESS ARE NOT SATISFACTORY

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8.ORGANIZATION GIVES MORE IMPORTANCE FOR INTERNAL

RESOURCES IN RECRUITMENT AND SELECTION PROCESS
9.ORGANIZATION TAKING EXTERNAL SOURCES FROM EMPLOYMENT

AGENCIES
10.MAJOR FORM OF INTERVIEW FROM THE ORGANIZATION IS

PERSONAL INTERVIEW
11.DURATION OF THE RECRUITMENT PROCESS IN THE

ORGANIZATION IS DIFFERENT FOR DIFFERENT CANDIDATES
12.THERE IS PARTIAL OPINION AMONG THE EMPLOYEES ABOUT THE

SATISFACTION OF RECRUITMENT AND SELECTION PROCESS

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5.2 SUGGESTIONS
THE RECRUITMENT & SELECTION POLICIES OF GOZLON INDUSTRY

FAIRLY, SYSTEMATIC & SOUND. AS THERE IS ALWAYS SCOPE FOR
IMPROVEMENT THE FOLLOWING RECOMMENDATIONS ARE GIVEN
BELOW.
1.ADVERTISEMENT POLICY OF THE COMPANY IS VERY GOOD AND

SHOULD
INCLUDE MORE SYSTEMATIC WAY OF ADVERTISEMENTS.
2.COMPANY SHOULD GIVE MUCH MORE IMPORTANCE FOR FRESHERS

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ALSO RATHER THAN ONLY GIVING IMPORTANCE TO EXPERIENCED

PEOPLE.
3.INTERVIEW PROCESS DURING THE RECRUITMENT AND SELECTION

PROCESS SHOULD BE AT ITS STANDARD
4.ORGANIZATION SHOULD GIVES MORE IMPORTANCE FOR CAMPUS

RECRUITMENT PROCESS
5.ORGANIZATION SHOULD PROVIDE MORE REWARDS , INCENTIVES

FOR THE EMPLOYEES IT WILL HELP TO MAKE GOOD RELATIONSHIP
WITH EMPLOYEES
5.3CONCLUSION

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ORGANIZATION MAY BE A CONSULTING AGENCY, MANUFACTURING

FIRM, A BUSINESS CONCERN, AN INSURANCE C OMPANY & OTHER
INSTITUTIONS. IT IS THROUGH THE COMBINED EFFORTS OF THE
PEOPLE THAT MONETARY & MATERIAL RESOURCES ARE UTILIZED FOR
ORGANIZATIONAL OBJECTIVES WITHOUT HUMAN EFFORTS
ORGANIZATION CAN NOT ACCOMPLISH THEIR OBJECTIVES.
“RIGHT PEOPLE FOR THE RIGHT JOB” OR ELSE THE COMPANY AS WELL
AS SOCIETY HAS TO PAY A HUGE PENALTY.
RECRUITMENT PLAYS A VITAL ROLE IN THE DEVELOPMENT

OF THE ORGANIZATION. RECRUITMENT IS AN IMPORTANT
PROCEDURE IN BUILDING AN EFFECTIVE TEAM IMPROVING THE
PROFICIENCY. THE SUCCESS OF THE ORGANIZATION IS MEASURED BY
EFFECTIVE TEAM, WHICH COME S IN TO EXISTENCES BY EFFICIENT
RECRUITMENT & SELECTION PROCESS.
THE PRIMARY FUNCTIONS OF HUMAN RESOURCE IS TO

SELECT RIGHT PEOPLE FOR THE RIGHT JOB, SO THAT WORK COULD BE
DONE AT THE RIGHT TIME. THE MAJOR OBJECTIVE OF THE STUDY
WAS TO STUDY VARIOUS RECRUITMENT PROCEDURE TO ANALYSIS
THE EFFECTIVENESS OF THE ORGANIZATION, TO SUGGEST VARIOUS
MEASURES TO MAKE RECRUITMENT & SELECTION PROCEDURE
EFFECTIVE

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Biblography
BOOKS :
hUman resource management principles and practices
by pg aquinas.
human resource development and management
by biswanath ghosh.
WEBSITES :
HTTP:/HR.UCR.EDU/RECRUITMENT/GUIDELINES/PROCESS.HTML

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HTTP:/WWW.CDU.EDU.AU/OHRS/CONTACTS-
INFORMATION/RECRUITMENT-SELECTION.HTML
HTTP://WWW.MANAGEMENTSTUDYGUIDE.COM/DIFFERENCE-
BETWEEN-RECRUITMENT-SELECTION.HTML
WWW.GOZLON.COM
ANNEXURE
QUESTIONNAIRE
THIS STUDY HAS BEEN PREPARED TO ACCESS THE EMPLOYEE

INTERNAL RECURITMENT IN THE GOZLON INDUSTRY. YOUR
JUDGMENT WILL BE USED ONLY FOR ACADEMIC PURPOSE.
NAME:
AGE:

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QUALIFICATION:
EXPERIENCE:
A NUMBER OF QUESTIONS ARE GIVEN BELOW DISCUSSING THE

EMPLOYEE RECRUITMENT PROCESS OF AN ORGANIZATION.
PLEASE GIVE YOUR ASSESSMENT BY RANKING EACH STATEMENT

BY USING FOLLOWING LEGALITIES.
QUESTIONS

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1.HOW DID YOU COME TO KNOW ABOUT JOB VACANCY

ORGANIZATION?
 NEWSPAPAER
 POSTERS
 CAMPUS INTERVIEW
 FRIENDS
 REFERENCE
2. HOW DO YOU FEEL ABOUT THE RECRUITMENT POLICY OF

ORGANIZATION?
 EXCELLENT
 GOOD
 ABOVE AVEAGRe
 AVERAGE
 BELOW AVERAGE.
3. How many rounds of interviews are conducted?
 1-3
 3-5
 MORE THAN 5

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4. Factors considered for selection of process?
 INTELLIGENCE
 EXPERIENCE
 TRAINING PROGRAM
 JOB PERFORMANCE
 ANY OTHER
5.WHAT WAS THE PROCESS OF SELECTION?
 WRITTEN TEST + GROUP DISCUSSION + PERSONNEL

INTERVIEW + TECHNICAL INTERVIEW.
 WRITTNE TEST + PERSONAL INTERVIEW + TECHNICAL
 PERSONAL INTERVIEW + TECHNICAL INTERVIEW
 TECHNICAL INTERVIEW
 GENERAL INTERVIEW
6.What sources you prefer for recruitment and selection?
 INTERNAL SOURCES
 EXTERNAL SOURCES

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 BOTH
7.Are you satisfied with round of interviews conducted?
 YES
 NO
 To some extent
 Can’t say
8. What are the sources for internal sourcing among the following -: ?
 DISEASED / DISABLED/ EMPLOYEES
 PRESENT PERMENANT EMPLOYEES
 PRESENT TEMPORARY EMPLOYEES
 RETRENCHED RETIRED EMPLOYEES
9. What are the sources for external sourcing among the following?
 CAMPUS INTERVIE
 RECRUITMENT AGENCY
 DATA BANK
 OTHER

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10.What form of interview did you prefer?
 PWESONAL INTERVIEW
 TELEPHONIC INTERVIEW
 VIDEO CONFERENCING
11. How the duration of the recruitment procedure?
 SHORT
 AVERAGE
 LONG
 VERY LONG
 CAN’T SAY
12. ARE YOU SATISFIED WITH RECRUITMENT POLICY?
 TOTALLY
 PARTIALLY
 NOT AT ALL

lOMoARcPSD|28118080
give your suggestions to improve recruitment and selection process -

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Recruitment and Selection

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Recruitment and selection

BBA (Mahatma Jyotiba Phule Rohilkhand University)

Studocu is not sponsored or endorsed by any college or university

NEW HORIZON COLLEGE

COLLEGE CODE: KA 11 B 131

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I am grateful to Dr MOHAN MANGHANI, Chairman, New Horizon

I would be failing in my duty if I do not express my deep sense of gratitude

I sincerely thank Mr. SOORAJ GANGANATH ( H.R Manager) I also

I sincerely thank family members and friends for the co-operation to

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NEW HORIZON COLLEGE

I hereby declare that this project entitled “A STUDY ON RECRUITMENT AND

Date: LITTO VARGHESE

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NEW HORIZON COLLEGE

This is to certify that the project report entitled “A STUDY ON

Date: Mrs. SABEENA SHARON

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NEW HORIZON COLLEGE

This is to certify that Mr. LITTO VARGHESE bearing registration number

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INDUSTRY AND COMPANY PROFILE 17 - 26

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3.6 Research methodology 29

3.8 Sample size 30

DATA ANALYSIS AND 32 - 55

FINDINGS, SUGGESTIONS AND 56 - 59

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SOURCE OF INFORMATION ON JOB

EMPLOYEE PERCEPTION OVER THE

3 ROUNDS OF INTERVIEW CONDUCTED.

FACTORS CONSIDERD FOR SELECTION

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8 SOURCES FOR INTERNAL

FORM OF INTERVIEW EMPLOYEE

DURATION OF THE RECRUITMENT

SATISFACTION LEVEL OF EMPLOYEES

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SOURCE OF INFORMATION ON JOB

EMPLOYEE PERCEPTION OVER THE

FACTORS CONSIDERD FOR

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SOURCES FOR INTERNAL

FORM OF INTERVIEW EMPLOYEE

11 DURATION OF THE RECRUITMENT

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EVOLUTION FOR HUMAN RESOURCE CAN BE TRACED BACK TO

AFTER THE FIRST WORLD WAR MANY COUNTRIES FOUND THAT

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POLITICAL INDEPENDENCE WITNESSED INCREASED AWARENESS &

DURING THE 1960’S THE PERSONNEL FUNCTION BEGAN TO

RECENTLY THE TREND IS CHANGING. THE TERM USED IS

EMPHASIS HAS SHIFTED FROM HUMAN VALUES TO

SIMPLY PUT, HUMAN RESOURCE MANAGEMENT (H RM) IS

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TRAIN & DEVELOP MEMBERS FOR AN ORGANIZATION. OBVIOUSLY,

HUMAN RESOURCE MANAGEMENT IS VIEWED AS A PROCESS OF

1.2 RECRUITMENT AND SELECTION PROCEDURES

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RECRUITMENT FORMS TH E FIRST STAGE IN THE PROCESS OF