Professional Documents
Culture Documents
ADDDD
ADDDD
ON
(GIL) – being submitted to the Kumaun University for the partial fulfillment
submitted in any seminar or submitted elsewhere for the award of any degree
or diploma.
Place
Signature
DIWAKAR SINGH
B.B.A VIth-SEM
acknowleDgement
DIWAKAR SINGH
BBAvith Semester
Preface
skills.
CONTENTS
CHAPTER- 1
1. Introduction
2. Objective of Study
3. Scope of study
4. Research Methodology
5. Limitation of study
CHAPTER- II
1. Company Profile
2. Vision & Core Values
3. Milestones
4. Product Offerings
CHAPTER-lII
1. About Recruitment
2. Employee Recruitment in Green ply Industries Ltd.
CHAPTER- IV
1. Data analysis
CHAPTER- V
1. Findings
2. Suggestions and Recommendation
3. Conclusion
CHAPTER- VI
1. Bibliography
2. Questionnaire
introDuction
The whole system was under the guidance of H.R department about the
activities in an effective & efficient way. These activities are linked with over
department & have to handle in such a manner, so that no activity can be interrupt.
To study the important factors which affect the Recruitment of the company.
1
SCOPE OF THE PROJECT
The scope/range of this project report is not too far stretching to the whole of
GREEN PLY COMPANY, RUDRAPUR rather it only covers the Recruitment
Methods conducted By GREEN PLY COMPANY for its employees.
RESEARCH METHODOLOGY
When we talk of Research Methodology, we not only talk of the research
methods but also consider the logic behind the methods we use in the context of our
research study and explain why we are using a particular method or technique and
why we are not using so that research results are capable of being evaluated either by
research himself or by others.
As the title of the project suggests the project is about the study of the Recruitment
methods in the company. So my objective is that to know that how the Recruitment
methods should be maintained in the company & which method is used in this.
SAMPLE SIZE
The sample size refers to the no. of employees selected from the company to
constitute a sample. The sample size used for study includes 100 employees from the
company.
2
METHOD OF SAMPLING
The process employed for the sample was Random Sampling. Random
Sampling is the sampling in which every person has an equal opportunity of being
selected in the sample. The method is more representative of the persons as there are
no personal biases.
Sample Size: The sample size taken is 100. (Snr. Managers, manager, and workers)
Primary data is that data, which is collected for the first time & thus happens to be
original in character. The primary source to carry out study is:-
a) Questionnaire
b) Schedule
c) Observation
d) Interview
SECONDARY DATA
Secondary data are those which have already been collected by someone else
and have already been passed through the statistical process.
Acc. to Dessel-
3
“Data collected by other persons”
All the data has been collected from internal source thatincludes:-
a) Magazines
b) Books
c) Websites
d) Reports
e) Files
f) Staf
ANALYSIS TOOLS
For this research study I have used percentage analysis as a tool for data analysis.
PERCENTAGE ANALYSIS
In this project statistical tool percentage analysis method test is used. It can be
calculated in the following way:
Number of respondents
X 100
Percentage of Respondents =
Total number of respondent s
SWOT ANALYSIS
STRENGTH
Goodwill of company
Continuous growth.
WEAKNESSES
No uniform of the officers.
OPPORTUNITY
There can be minimization of waste.
More and more incentives should be given to workers to motivate them which help
in increasing the employee morale.
There can be use of the foreign technologies for efficient utilization of raw material
so that the production of a biscuit can be increased.
THREATS
New entrants in the business Threats of substitute products.
LIMITATIONS
The duration of my study was limited, so I cannot cover all the functions of
H.R. department. The survey of every employees selection are could not be done in
detailed due to shortage of time. As H.R. is the vast area. This is very short period to
understand the whole system of H.R. department so various aspects of H.R. excise
duly not to be covered up. The study lacks various methods applied in process.
It is mainly a secondary data based report and secondary data has its own
limitation.
The sample size was small & hence the result can have a degree of variation
Data are extracted from various employees and secondary sources so any error in
the statement will subsequent affect the company R&S process.
6
Organization’s resistance to share the internal information.
Company profile
Green ply Industries Limited (GIL) is India’s largest interior infrastructure
company with a whopping turnover of Rs. 1642.27 crore followed by a jump of
35.05% during the last fiscal and is a listed company with the National Stock
Exchange and the Bombay Stock Exchange. The company has been recently awarded
the 'Power Brand' status.
With a strong retail network, 40 branches across India and presence in over
300 cities across 19 states, Industries Limited is committed to provide international
quality products to its customers. Industries Limited is committed to provide
international quality products to its customers through more than 13,000 distributors,
dealers, sub-dealer and retailers. The company has six state of the art manufacturing
facilities across the country manufacturing products of global standards.
Green ply is the only integrated manufacturer in India offering products related
to the interior infrastructure industry, with product presence across all price points
with a complete range of plywood, block boards, decorative laminates, decorative
veneers, flush doors and MDF boards.
Board of Directors
The Board of Directors at Industries Limited constitutes the following:
Mr. MoinaYomethKonyak
Mr. UpendraNathChallu
Ms. SonaliBhagwatiDalal
8
Vision and core value
We focus on adopting eco-friendly manufacturing approaches to meet our
client’s expectations. Backed by strong knowhow, our teams deliver flawless
products to customers.
Our vision
• Make every house full of colors and life.
We are determined:
• To ensure on time delivery of high quality products
9
To achieve our vision we must distinguish ourselves by:
• Nurturing a growth-oriented environment where passionate, skilled, problem
solvers can uncork their potential
Milestons
Green lam Laminates become the First Non US brand to get Greenguard
certification from Greenguard Evironmental Institute (GEI) US for indoor air quality.
1993:
Set up of the plant for the manufacturing of laminates at Behror, Rajasthan
with a capacity of 12 lacs sheets per annum under the name "Mittal Laminates Private
Limited".
1995:
The equity shares of our Company were listed pursuant to an offer for sale.
10
1998:
Commenced manufacture of pre-laminated particle board at our unit at
Behror, Rajasthan.
2002:
Grant of ISO 9001 Certification for the Quality Management Systems for
the Behror unit and ISO 14001 Certification for the Environmental
Management Systems for the Behror unit.
2003:
2003 Grant of OHSAS 18001 Certification for the "Occupational Health and
Safety Management System" for our Behror unit.
2005-2006:
2005 Received certificate for being a “Two-Star Export House” from the
Director General, Foreign Trade, Government of India.
2006:
2006 Acquisition of Greenlam Asia Pacific Pte. Limited, Singapore as a
wholly owned subsidiary with the object of marketing our Company’s
laminates in the south east Asian markets.
2007:
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Acquisition of Galaxy Decor Private Limited and Platinum Veneers Private
Limited as wholly owned subsidiaries which owned the plywood
manufacturing facility at Bamanbore, Gujarat.
2008:
2008: Received GREENGUARD Certification for our Greenlam Laminates.
2008: Incorporated Greenlam America, Inc. as a wholly owned subsidiary
in the state of Florida with the object of marketing our Company’s high
pressure laminates in North America.
2010:
2010: Power brand Status.
2010: ISO 9001, ISO 14001 and OHSAS 18001 certifications for
Pantnagar, and Kriparampur Units.
Winner in the Inc. India 500 Awards for India’s best performing enterprises.
QUALITY CERTIFICATIONS
12
The manner in which we have been successfully carrying out our work since
inception.
Directors:
13
This Code of Conduct is applicable to all Board Members of the Company.
• To discharge their duties in accordance with their good faith business judgment
and in the best interest of the Company and its Shareholders.
• To avoid and disclose actual and apparent conflicts of personal interest with
the interest of the Company and to disclose all contractual interest, whether
directly or indirectly, with the Company.
• To observe the "Code of Conduct for dealing in Equity Shares and other
securities of the Company" framed under the SEBI (Prohibition of Insider
Trading) Regulation, 1992.
Senior Management:
This Code of Conduct for Senior Management is applicable to all Functional Heads
of the Company.
• To discharge their duties in accordance with their good faith business judgment
and in the best interest of the Company and its Shareholders.
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• To maintain and help the Company in maintaining the highest degree of
Corporate Governance.
• To use reasonable care and skill in the discharge of duties and responsibilities
and exercise of powers for the benefit and prosperity of the Company.
• To have a clear understanding of the aims and objectives and various policies
of the Company.
• To avoid and disclose actual and apparent conflicts of personal interest with
the interest of the Company and to disclose all contractual interest, whether
directly or indirectly, with the Company.
• To give report to the Chairman of the Board of Directors about any illegal or
unethical behaviors of any employee and officer.
• Not to accept any offer, payment, donations, gifts or anything of value from
customers, vendors, consultants, etc. that is perceived as intended, directly or
indirectly, to influence any business decision.
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• To provide information so that Company's public disclosure requirements
should be full, fair, accurate, timely and understandable.
• To observe the "Code of Conduct for dealing in Equity Shares and other
securities of the Company" framed under the SEBI (Prohibition of Insider
Trading) Regulation, 1992.
Manufacturing Facilities:
Our manufacturing facilities are backed by cutting edge technologies, reliable
IT infrastructure and talented human resources.
Tizit, Nagaland:
This manufacturing facility produces plywood and block board. The nearby
timber areas of Nagaland help us get abundant supply of raw material.
16
Behror, Rajasthan:
This facility is close to the emerging markets in the North and West of India
and manufactures decorative laminates, decorative veneers and other allied products.
Pantnagar, Uttarakhand:
This manufacturing facility manufactures plywood & block boards, decorative
veneers, flush doors, particle boards and Medium Density Fibre boards
(MDF). With its proximity to the region’s vast agro-forestry resources, it caters to the
growing North Indian market.
Rajkot, Gujarat:
This facility produces plywood and allied products in order to serve market in
the western parts of India.
Offerings
Industries Ltd. is a leader in the manufacturing and marketing of a wide range
of interior infrastructure products. Backed by our expertise in supplying highquality
products, we provide both surface finish and foundation/structural products for
homes, offices and retail establishments.
Offerings include:
Decorative Laminates
Decorative Veneers
An exquisite range of decorative veneers that bring you the world's most
striking timbers.
17
Plywood & Block Board
The most adaptable, eco-friendly, engineered panels available today, are made
from wood which is refined into fibers and then reconstituted with a resin binder at
elevated temperatures to form panels finished into fibers and reconstructed with a
resin binder bearing high temperatures.
Restroom Cubicles
Long-lasting cubicles that are not only easy to maintain but comes with
unprecedented 10 years warranty.
PRODUCT FEATURES
The Green Panelmax Edge
Unparalleled Strength
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Stability and strength are important assets of our product. Made with advanced
technology and extreme technical precaution, Green Panelmax MDF boards offer
tough resistance to all types of impacts and wear and tear.
Superior Quality
Homogenous Construction
0% Latex Content
Green Panelmax MDF boards are made of 100% hardwood eucalyptus timber,
and thus have 0% latex content, making them ideal for surface finishes such as
painting and polishing Eco-Friendly Green Panelmax MDF boards are produced from
100% renewable and sustainable wood resources sourced from agro-forestry
plantation trees that have a life cycle of 3-4 years and cause no depletion of forest
cover area.
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ABOUT RECRUITMENT
Introduction:
HRM is seen by practitioners in the field as a more innovative view of workplace
management than the traditional approach. Its techniques force the managers of an
enterprise to express their goals with specificity so that they can be understood and
undertaken by the work force, and to provide the resources needed for them to
successfully accomplish their assignments. As such, HRM techniques, when properly
practiced, are expressive of the goals and operating practices of the enterprise overall.
HRM is also seen by many to have a key role in risk reduction within organizations
The Human Resources Management (HRM) function includes a variety of activities,
and key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs, recruiting and training
the best employees, ensuring they are high performers, dealing with performance
issues, and ensuring your personnel and management practices conform to various
regulations. Activities also include managing your approach to employee benefits and
compensation, employee records and personnel policies. Usually small businesses
(for-profit or nonprofit) have to carry out these activities themselves because they
can't yet afford part- or full-time help. However, they should always ensure that
employees have -- and are aware of -- personnel policies which conform to current
regulations. These policies are often in the form of employee manuals, which all
employees have.
RECRUITMENT
Recruitment refers to the process of attracting, screening, and selecting a
qualified person for a job. At the strategic level it may involve the development of an
employer brand which includes an 'employee offering'.
The stages of the recruitment process include: job analysis and developing a
person specification; the sourcing of candidates by networking, advertising, or other
search methods; matching candidates to job requirements and screening individuals
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using testing (skills or personality assessment); assessment of candidates' motivations
and their fit with organizational requirements by interviewing and other assessment
techniques. The recruitment process also includes the making and finalising of job
offers and the induction and on boarding of new employees.
The recruitment industry has four main types of agencies. Their recruiters aim
to channel candidates into the hiring organization’s application process. As a general
rule, the agencies are paid by the companies, not the candidates.
• Help increase the success rate of the selection process by reducing the number
of visibly under qualified or overqualified job application.
• Help reduce the probity GREEPLY that job applicants, once recruited and
selected, will have the organization only after a short period of time.
TRADITIONAL RECRUITMENT
Also known as a employment agencies, recruitment agencies have historically
had a physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment Consultants then
endeavor to match their pool of candidates to their clients' open positions.
Suitable candidates are with potential employers.
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Remuneration for the agency's services usually takes one of two forms:
It may still be legal for an employment agency to charge the candidate instead
of the company, but in most places that practice is now illegal, due to past unfair and
deceptive practices.
Such sites have two main features: job boards and a résumé/Curriculum Vitae
(CV) database. Job boards allow member companies to post job vacancies.
Alternatively, candidates can upload a résumé to be included in searches by member
companies. Fees are charged for job postings and access to search resumes.
In recent times the recruitment website has evolved to encompass end to end
recruitment. Websites capture candidate details and then pool then in client accessed
candidate management interfaces (also online). Key players in this sector provide
erecruitment software and services to organizations of all sizes and within numerous
industry sectors, who want to e-enable entirely or partly their recruitment process in
order to improve business performance.
Online recruitment websites can be very helpful to find candidates that are very
actively looking for work and post their resumes online, but they will not attract the
"passive" candidates who might respond favorably to an opportunity that is presented
to them through other means. Also, some candidates who are actively looking to
change jobs are hesitant to put their resumes on the job boards, for fear that their
current companies, co-workers, customers or others might see their resumes.
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Headhunters
Headhunters are third-party recruiters often retained when normal recruitment efforts
have failed. Headhunters are generally more aggressive than in-house recruiters. They
may use advanced sales techniques, such as initially posing as clients to gather
employee contacts, as well as visiting candidate offices. They may also purchase
expensive lists of names and job titles, but more often will generate their own lists.
They may prepare a candidate for the interview, help negotiate the salary, and conduct
closure to the search. They are frequently members in good standing of industry trade
groups and associations. Headhunters will often attend trade shows and other
meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidate’s annual compensation). Due
to their higher costs, headhunters are usually employed to fill senior management and
executive level roles, or to find very specialized individuals. While in-house recruiters
tend to attract candidates for specifics jobs, headhunters will both attract candidates
and actively seek them out as well. To do so, they may network, cultivate relationships
with various companies, maintain large databases, purchase company directories or
candidate lists, and cold call.
In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their
Human Resources department. In addition to coordinating with the agencies
mentioned above, in-house recruiters may advertise job vacancies on their own
websites, coordinate employee referral schemes, and/or focus on campus graduate
recruitment. Alternatively a large employer may choose to outsource all or some of
their recruitment process (Recruitment process outsourcing).
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Job analysis:
The starting point to a recruitment effort is to perform a job analysis and/or in
some cases a task analysis, to document the actual or intended requirements of the
job. From these the relevant information is captured in such documents as job
descriptions and job specifications. Often a company will already have job
descriptions that represent a historical collection of tasks performed. Where already
drawn up, these documents need to be reviewed or updated to reflect present day
requirements. Prior to initiating the recruitment stages a person specification should
be finalised to provide the recruiters commissioned with the requirements and
objectives of the project.
Sourcing:
Sourcing is the use of one or more strategies to attract or identify candidates
to fill job vacancies. It may involve internal and/or external advertising, using
appropriate media, such as local or national newspapers, specialist recruitment media,
professional publications, window advertisements, job centres, or in a variety of ways
via the internet. Alternatively, employers may use recruitment consultancies to find
otherwise scarce candidates who may be content in their current positions and are not
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actively looking to move companies may be proactively identified. This initial
research for so-called passive candidates, also called name generation, results in a
contact information of potential candidates who can then be contacted discreetly to
be screened and approached.
Lateral hiring:
"Lateral hiring" refers to a form of recruiting; the term is used with two
different, almost opposite meanings. In one meaning, the hiring organization targets
employees of another, similar organization, possibly luring them with a better salary
and the promise of better career opportunities. An example is the recruiting of a
partner of a law firm by another law firm. The new lateral hire then has specific
applicable expertise and can make a running start in the new job. In some professional
branches such lateral hiring was traditionally frowned upon, but the practice has
become increasingly more common. An employee's contract may have a noncompete
clause preventing such lateral hiring.
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In another meaning, a lateral hire is a newly hired employee who has no prior
specific applicable expertise for the new job, and for whom this job move is a radical
change of career. An example is the recruiting of a university professor to become
chairman of the board of a company.
Onboarding
"Onboarding" is a term which describes the process of helping new employees
become productive members of an organization. A well-planned introduction helps
new employees become fully operational quickly and is often integrated with a new
company and environment. Onboarding is included in the recruitment process for
retention purposes. Many companies have onboarding campaigns in hopes to retain
top talent that is new to the company; campaigns may last anywhere from 1 week to
6 months.
Recruitment approaches:
There are a variety of recruitment approaches and most organisations will
utilise a combination of two or more of these as part of a recruitment exercise or to
deliver their overall recruitment strategy. In summary five basic models more
commonly found are:-
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• Executive search firms for executive and professional positions. These firms
operate across a range of models such as contingency or retained approaches
and also hybrid models where advertising is also used to ensure a flow of
candidates alongside relying on networking as their main source of candidates.
In-house recruitment
Many employers undertake at least some if not most of their own in-house
recruitment, using their human resources department, front-line hiring managers and
recruitment personnel who handle targeted functions and populations. In addition to
coordinating with the agencies mentioned above, in-house recruiters may advertise
job vacancies on their own websites, coordinate internal employee referrals, work
with external associations, trade groups and/or focus on campus graduate recruitment.
Some large employers choose to outsource all or some of their recruitment process
(recruitment process outsourcing) however a much more common approach is for
employers to introduce referral schemes where employees are encouraged to source
new staff from within their own network.
Internal recruiters
An internal recruiter (alternatively in-house recruiter or corporate recruiter) is
member of a company or organization and typically works in the human resources
(HR) department. Internal recruiters may be multi-functional, serving in an HR
generalist role or in a specific role focusing all their time on recruiting. Activities vary
from firm to firm but may include, screening CVs or résumés, conducting aptitude or
psychological testing, interviewing, undertaking reference and background checks,
hiring; administering contracts, advising cansidates on benefits, onboarding new
recruits and conducting exit interviews with employees leaving the organisation. They
can be permanent employees or hired as contractors for this purpose. Contract
recruiters tend to move around between multiple companies, working at each one for
27
a short stint as needed for specific hiring purposes. The responsibility is to filter
candidates as per the requirements of each client.
Employee referral
An employee referral program is a system where existing employees
recommend prospective candidates for the job offered, and if the suggested candidate
is hired, the employee who referred receives a cash bonus.[3]
In some cases the organization provides the employee referral bonus only if
the referred employee stays with the organization for stipulated time duration (most
cases 3 – 6 months). Referral bonus depends on the grade of the referred employee,
higher the grade higher the bonus however the method is not used for senior level
hiring.
Outsourcing
An external recruitment provider may suit small organisations without the
facilities to recruit. In typically the largest organisations a formal contract for services
has been negotiated with a specialist recruitment consultancy. These are known in the
industry as Recruitment Process Outsourcing.
Employment agencies
Employment agencies operate in both the public and private sectors.
Publiclyfunded services have a long history, often having been introduced to mitigate
the impact on unemployment of economic downturns, such as those which form part
of the New Deal program in the US, and the Job Centre Plus service in the UK.
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area of the recruitment life cycle. Though most agencies provide a broader range of
service offering, at the two extremes are the traditional providers and the niche
operators.
Traditional agency
Also known as employment agencies, recruitment agencies have historically had a
physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment consultants then
work to match their pool of candidates to their clients' open positions. Suitable
candidates are short-listed and put forward for an interview with potential employers
on a contract or direct basis.
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amount of administration. Online recruitment websites can be very helpful to find
candidates that are very actively looking for work and post their resumes online, but
they will not attract the "passive" candidates who might respond favorably to an
opportunity that is presented to them through other means. Also, some candidates who
are actively looking to change jobs are hesitant to put their resumes on the job boards,
for fear that their companies, co-workers, customers or others might see their resumes.
Social recruiting
Talent acquisition is the targeted recruitment/aquistion of high performing
teams for example; in sales management or financial traders into a company from a
competitor or similar type of organisation. Organisations requiring external
recruitment or head-hunting firms are now employing "talent acquisition" specialists
whose job it is to identify, approach and recruit top performing teams from
competitors. This role is a highly specialised role akin to that of a traditional
recruiter/headhunter specialist but carrying greater visibility and strategic importance
to a business. In many cases the talent acquisition person is linked directly to a
company's executive management, given the potential positive impact a company can
benefit from by getting high performing sales people into the business, whilst
removing the same performing sales people from competitors.
SELECTION OF RECRUIMENT
EMPLOYMENT EXCHANGES
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Government establishes public employment exchanges throughout the country.
These exchanges provide job information to job seekers and help employers in
identifying suitable candidates.
LABOUR CONTRACTORS
Manual workers can be recruited through contractors who maintain close contacts
with the sources of such workers. This source is used to recruit labor for construction
jobs.
UNSOLICITED APPLICANTS
Many job seekers visit the office of well-known companies on their own. Such callers
are considered nuisance to the daily work routine of the enterprise. But can help in
creating the talent pool or the database of the probable candidates for the organization.
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SIZE OF THE FIRM
The size of the firm is an important factor in recruitment process. If the organization
is planning to increase its operations and expand its business, it will think of hiring
more personnel, which will handle its operations.
COST
Recruitment incur cost to the employer, therefore, organizations try to employ that
source of recruitment which will bear a lower cost of recruitment to the organization
for each candidate.
IMAGE / GOODWILL
UNEMPLOYMENT RATE
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One of the factors that influence the availabilityof applicants is the growth of
the economy (whether economy is growing or not and its rate). When the company is
not creating new jobs, there is often oversupply of qualified labor which in turn leads
to unemployment.
COMPETITORS
The recruitment policies of the competitors also affect the recruitment function of the
organizations. To face the competition, many a times the organizations have to change
their recruitment policies according to the policies being followed by the competitors.
POACHING/ RAIDING
"Buying talent" (rather than developing it) is the latest mantra being followed by the
organizations today. Poaching means employing a competent and experienced person
already working with another reputed company in the same or different industry; the
organization might be a competitor in the industry. A company can attract talent from
another firm by offering attractive pay packages and other terms and conditions, better
than the current employer of the candidate. But it is seen as an unethical practice and
not openly talked about. Indian software and the retail sector are the sectors facing
the most severe brunt of poaching today. It has become a challenge for human
resource managers to face and tackle poaching, as it weakens the competitive strength
of the firm.
E-RECRUITMENT
Many big organizations use Internet as a source of recruitment. E- Recruitment is the
use of technology to assist the recruitment process. They advertise job vacancies
through worldwide web. The job seekers send their applications or curriculum vitae
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i.e. CV through email using the Internet. Alternatively job seekers place their CV's in
worldwide web, which can be drawn by prospective employees depending upon their
requirements.
Internal Recruitment:
Internal Recruitmentis a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization.
Internal sources are primarily three - Transfers, promotions and Re-employment of
ex-employees. Re-employment of ex-employees is one of the internal sources of
recruitment in which employees can be invited and appointed to fill vacancies in the
concern.
RECRUITMENTPOLICY
The recruitment policy of an organization specifies the objectives of
recruitment and provides a framework for implementation of recruitment
programmed. It may involve organizational system to be developed for
implementing recruitment programmed and procedures by filling up vacancies
with best qualified people.
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Recruitment is concerned with tapping the sources of human resources
WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.
2. Strategy Development
3. Searching
4. Screening
1. Recruitment Planning:
The first stage in the Recruitment Process which is followed by Industries, is
planning. Planning involves the translation of likely job vacancies and information
about the nature of these jobs into a set of objectives is targets that specify the number
and type of applicants to be planned.
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2. Strategy Development :
After recruitment planning the HR team in focuses on strategy development.
It includes:-
Make or buy Employees
Sources of Recruitment
Internal sources
External sources
3. Searching:
In this stage HR people of search out the suitable candidates for the company.
They attract the right candidates to the company.
4. Screening:
In this stage when Recruitment team of industries received plenty of applications for
different jobs now the screening process starts. The purpose of screening is to remove
from the recruitment process at an early stage, those applicants who are visibly
unqualified for the job. Effective screening can save a great deal of time and money.
Care must be exercised to assure that potentially good employees are not lost.
In general for the recruitment of Middle management the company adopts generally
the traditional Recruitment process like Test G.D and Interview and for the worker
level the company adopted the flowing process.
Direct Interview
By the contractor
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By the camp
On the reference
Thus the recruitment process of the Green ply in as like as the other company but one
thing different the camp based selection process.I think this a different kind of process
and unique itself. The company runs the camp in the rural and remote area in state for
the Recruitment & Selection. The company conducts one week program and this time
interval it selectst he number of candidate. This helps not only the company but also
the life of rural people who cut of the rest world due to several reasons. This also
helps increasing the economic and social condition of the remote area which
ultimately helps the nation development.
By this process the company also full fills the social objective of the company.
Data interpretation
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Employee Response
35%
35%
27%
30%
25% 22%
20% 16%
15%
10%
5%
0%
Advertisement Company Website Direct Call from Through Grreply
The company Employees
Conclusion:
In Industries, 35% employee are getting job information from Advertisement, 22 %
from company website, 16% got the information from direct call from and only 27%
people got the information about the job from company employees.
Yes: 72 No: 28
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Employee Response
72%
80%
70%
60%
50%
28%
40%
30%
20%
10%
0%
Yes No
Conclusion:
In Industries, I found 72% employees are aware about the recruitment process of the
company and 28 % of employees are not aware about the present recruitment process
adopted by the company.
Company.
40
Employee Response
60%
40% Series1
Conclusion:
I found 71% employees are satisfied with the present recruitment process of the
company, 9 % employees were not satisfied with it, 12% of employees were in the
category who were somewhat satisfied and 8% of employees were not aware about
the recruitment process.
(c) Bycontractor : 18
(d) Through Consultants : 23
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Employee Response
Direct Application,
50% 47%
45 %
40%
35% Through
30% Consultants,
25% Internal 23%
By contractor, 18%
Reference, 12%
20%
15% Series1
10%
5%
0%
Internal
Reference Direct
Application By
contractor Through
Consultants
Conclusion:
In company, 47% of the employees were recruited through direct applied to the
company, 23 % were recruited through consultants, 18% were through contractor and
12% were recruited by internal reference. So I found HR team of is quite aggressive
in recruitment.
(b) GD : 18
(c) Interview : 22
(d) All : 14
42
Employee Response
50% 46%
45%
40%
35%
30%
25%
22%
20% 18%
15%
14%
10%
5%
0%
Written Test
GD
Interview
All
Conclusion:
In recruitment process in Company, 46% found written test is lengthy part of the
recruitment process, 22% employee, 18% and 14% employee found Interview, GD
and all part of the recruitment process lengthy.
Qn6: In whole recruitment process the part employee feel very interesting
(a) Written test: 36% (b) G D (Group Discussion) : 48% (c) Interview:
16%
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Employee Response
45%
30%
25%
Series1
20%
Interview, 16%
15%
10%
5%
0%
Written Test
GD
Interview
Conclusion:
While talking to the employees, I found 48% of employees feel Interview part of
recruitment process interesting, 36 % and 16% employees respectively feel written
and Interview part interesting.
(a)Yes : 86
(b) No : 14
44
Employee Response
90
80
70
60
50
40
30
20
10
0
Yes No
Conclusion:
I found in company while recruitment process 86% of the questions were asked
relevant and up to the level of the position applied for and only 14% of questions
were asked not upto the level of post.
Qn8: The post offer and the salary are equal to the employment notice
(a) Yes : 83
(b) No : 17
45
Employee Response
90
80
70
60
50
40
30
20
10
0
Yes No
Conclusion:
While talking to the employees I found offered the same salary and the post which it
mentioned on the employment notice.
(a)Best : 51
(b) Fair : 22
(c) Good : 18
46
(d) Not good : 9
Employee Response
60%
50%
40%
30%
51%
20%
22%
10% 18%
9%
0%
Best Fair Good Not Good
Conclusion:
I found 51% of employees felt best during the joining the Greeply, 22% and
18% employees felt fair and good respectively and only 9% employees didn’t feel
good during joining the company.
a. Aptitude test : 14
b. Personal interview : 48
c. Written test : 18
d. Practical test : 8
e. Any other : 12
47
48%
50%
45%
40%
35%
30%
25%
18%
20%
14%
12%
15%
8%
10%
5%
0%
Aptitude Test Personal Written Test Practical Test Any Other
Interview
Conclusion:
In Company, Aptitude test, Personal Interview, Written test, Practical test are
the major methods used for the employee recruitment.
There aptitude methods are the most common method for selection of
employees and it scored 48%.
finDings
48
5. Besides all the above findings I also found that the is the well reputed, well
managed and the well-built company. The Management of company is very
Hardworking in nature and takes care about the wellbeing of their staff and
workers.
6. They are provided with all the required facilities. They are goal oriented and
work as a team in a whole and the main emphasis of the company is on the
quality products manufacturing.
7. I also found that in the last month of the financial year highest production and
the highest dispatch was made.
9. Lack of necessary knowledge and skills about new learning strategies at all
levels.
suggestions& recommenDation
The suggestions for the findings from the study are follows:-
• The HR team should be provided necessary knowledge and skills for new
methods of recruitment.
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• The organization should conduct training program time to time to increase the
efficiency of the HR team.
conclusion
The study concludes that, the Recruitment Methods in Industries Ltd. is found
effective but not highly effective. The study on Recruitment highlighted so many
factors which will help to increase the efficiency of the Recruitment of the employees.
The study was conducted among 100 employees and collected information through
structured questionnaire. The study helped to find out effectiveness of the recruitment
programme in the organization.
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BiBliograPhy
1. Books:
2. College Library
3. Websites:
www.google.com
www.slideshare.net
www.tutor2u.net
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