SYNOPSIS

Project Title: “To study the Recruitment and Selection

practices at HIND LAMP LTD.

Objective of the study

 To identify the various factors companies undertake prior to the

recruitment process.

 To study how the companies establish a balance between their

business strategy and recruitment strategy.

Introduction

Before an organization can fill a job vacancy, it must find people who

not only are qualified for the position but also who want a job.

Recruitment refers to organizational activities that influence the

number and type of applicants who apply for a job and whether the

applicants accept the jobs if offered. Thus, recruitment is directly

related to both human resource planning and selection.

Research Methodology

Primary Sources

Secondary Sources
 INTRODUCTION

THEORETICAL CONCEPTS

RECRUITMENT

Before an organization can fill a job vacancy, it must find people who

not only are qualified for the position but also who want a job.

Recruitment refers to organizational activities that influence the

number and type of applicants who apply for a job and whether the

applicants accept the jobs if offered. Thus, recruitment is directly

related to both human resource planning and selection.

According to Flippo: “Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in

organization.”

Theoretically, recruitment process is said to end with the receipt of

application in practice the activity extends to the screening of

applications to eliminate those who are not qualified for job.

Although it can be quite expensive, organizations have not always

viewed recruitment as systematically as other HR functions such as

selection. During the coming years, however the importance of

recruitment will increase for many organizations for at least two

reasons:

 A majority of companies think that they will face shortage of

employees who posses the necessary skills for the jobs.

 The downsizing and cost saving measures undertaken by many

companies in recent years have left recruitment budgets much

smaller than before.

Thus, recruiters will have to become acquainted with new and more

cost-effective ways of attracting qualified applicants.

A DIAGNOSTIC APPROACH TO RECRUITMENT

The process:

Various factors in the environment affect the recruitment process. The

recruitment process begins with an attempt to find employee with the

abilities and attitudes desired by the organization and to match them

with the tasks to be performed. Whether potential employee will

respond to the recruiting efforts will depend on the attitudes they have

developed towards those tasks and the organization on the basis of

their past social and working experiences. Their perception of the task

will also be affected by the work climate in the organization.

How difficult the recruiting job is depends on a number of factors:

Internal influences such as organizational work culture, company

products, company’s size, goodwill of company.

External influences such as government and union restrictions and

the labor market, plus the employer's requirements and candidate’s

preferences.
External influences:

Government and union restrictions

Government regulations prohibiting discrimination in employment and

hiring have a direct impact on recruiting practices. Although there is

no guaranteed way to avoid legal entanglements associated with

recruiting, some basic principles of sound recruiting practices can be

followed.

a) Post notices regarding the availability of a job.

b) Publish a list of qualifications necessary to fill the job. Distinguish

between essential qualifications and desirable ones.

c) Use recruiting sources that will reach the greatest number of

potential applicants in the job market.

d) Be wary of establishing qualifications that might directly or

indirectly exclude members of protected groups.

e) Be sure the job qualifications are applied to every applicant in a

consistent manner.
COMPANY PROFILE

HIND LAMP LTD. is the 80 per cent subsidiary of HIND AMPL LTD..

With 1400 employees, oFormerly known as Uptron CPT, it became sick

and closed down in 1994. It was then taken over by HIND LAMP LTD.

in June 1996 and revived.

HIND LAMP LTD. forms alliance with Toshiba for flat picture tubes

Bangalore-HIND LAMP LTD. has entered into a strategic alliance with

Toshiba Corporation of Japan to manufacture pure flat picture tubes at

its manufacturing unit in Sahibabad in Uttar Pradesh.

This will be the first time pure flat tubes will be manufactured in India.

HIND LAMP LTD. Display Devices Ltd (BDDL), the 80 per cent

subsidiary of HIND LAMP LTD., will execute this project. Toshiba’s

relationship with BDDL began in 1986 as a technical collaboration for

the manufacture of 20-inch colour picture tubes.

HIND LAMP LTD. will start the production of pure flat picture tubes in

early 2002 and the production volume targeted in the first year is

50,000 units per month.

The plant was overhauled, trial production commenced in September

1997, and the name was changed to BDDL. Subsequently, the capacity
was upgraded” said Ajit Nambiar (HIND LAMP LTD. chairman and

managing director)

To begin with, BDDL was selling about 80 per cent of the CPTs to its

holding company HIND LAMP LTD. while trying to expand its customer

base. The plant is further upgradeable to 1.55 million CPTs per annum.

“Both partners will bring in their core competencies in display devices.

Toshiba is the acknowledged world leader in visual display products,”

Nambiar added.

HIND LAMP LTD. is perhaps the first company to have taken the

initiative to manufacture flat tubes in the country.

The manufacture of pure flat picture tubes will provide HIND LAMP

LTD. with greater speed and flexibility, as well as aggressive pricing to

accelerate its growth and market position in the fast growing flat

screen television segment, said Ajit Nambiar, HIND LAMP LTD.

chairman and managing director.

HIND LAMP LTD. Display Devices Ltd, (BDDL), a fully owned subsidiary

of consumer electronics giant HIND LAMP LTD. Ltd, has bagged the

Rajiv Gandhi National Quality Award 2001 in the field of Electrical

and Electronic Industry.

BDDL formally started its TPM activity in April 2002. The unit

manufactures colour picture tubes (CPTs) in 20 and 21-inch sizes and

the capacity has been upgraded to 1.86 times the installed capacity.

BDDL turned around in March 2002 to start pursuing various quality

initiatives under its JiPM TPM approach towards excellence. The unit

was taken over by HIND LAMP LTD. Ltd in June 1996 for revival under

the Rehabilitation Scheme of the Board for Industrial and Financial

Reconstruction (BIFR) as a step towards backward integration of CTV

manufacturing.

BDDL and the Future

In the years ahead, HIND LAMP LTD. Display Devices Limited is

looking to consolidate its position in Colour Picture Tube manufacturing

and leadership. Future plans include increasing the 21" Pure Flat sales

and production. A percentage of the overall sales targets are expected

to be met with the export of picture tubes and coincide with a further

increase of plant capacity to 1.8 million per annum. By developing in-

house equipment building and Tube design capabilities, BDDL is aiming

to be the best CPT manufacturer in India with a strong global presence

by 2003.

BDDL is confident of ISO 14001 certification by the end of March 2002

and the TPM processes are slated for launch in April 2002.
 HIND LAMP LTD. MISSION
..................................................................................................
..............................................

"HIND LAMP LTD. is committed to

achieve a leadership position in all its
groups through utilization of the best
and most appropriate technologies,
applying the finest manufacturing
disciplines and most efficiently
marketing high quality products and
services to consistently give its
customers the best value for their
money."
..............................................................................................................................................

At HIND LAMP LTD., our objective is to deliver superior value to investors

and customers over the long-term. Moreover, our mission is strengthened by 4
core beliefs:

Dedication to manufacturing.

Complete control over core components and technology.

Nurturing and leveraging a powerful brand

Pursuing ethical business practices.

 HIND LAMP LTD. GUIDING PRINCIPLES
..................................................................................................
.............................................

Our motto "Believe in the Best” is

guided by 5 principles that aim to
accomplish a singular goal: quality.
At HIND LAMP LTD., we are dedicated
to meeting consumer expectations
on one hand, and making quality a
priority on the other. This we believe is
what makes us worthy to the millions of
consumers who look up to us.
.............................................................................................................................................

To ensure customer confidence through product quality, efficient marketing and effective
service.
To continually enhance the Company's worth to its shareholders and investors
through sound investments and profitable operations.
To demonstrate a real concern for its employees and to constantly improve the
quality and value of their jobs and career advancement.
To be a good corporate citizen who contributes positively to its community by
protecting the environment and working for public welfare.
To respect the laws, rules and customs of the land and to ensure the conduct of
all company activities will always be to the highest ethical standards
 HIND LAMP LTD. HISTORY

..................................................................................................

..............................................

HIND LAMP LTD.'s history is inspiring, where

in a span of 37 years; it has grown from a

single product company to a multi-category,

multi-product conglomerate, spanning 7

product areas and over 230 products and

services.
.............................................................................................................................................

In 1963, our Founder and Group Chairman TPG Nambiar began

manufacturing hermetically sealed precision panel meters in Palakkad,

Kerala, under the name of British Physical Laboratories. Having worked in

UK and USA, when he came back to India armed with a vision of pioneering

the manufacture of superior quality electronic products, he dreamed

of making HIND LAMP LTD. a household name.

Over the years, HIND LAMP LTD.'s growth has been subject to constant

challenges. The company was started at a time when the government had

reserved many areas of business for the public sector. It had also virtually

barred most entrepreneurs from entering other fields through reservations

on licensing.

From 1980 onwards, when the industrial licensing was relaxed, HIND LAMP

LTD. began manufacturing televisions, telecom equipment,

demonstrating its potential and future business area. In the early 1990s,

after globalization and liberalization of the Indian economy, competition

entered the market. HIND LAMP LTD. retained its strong presence and

growth rate. Strategic alliances with international companies provided

the technology for us and set the standards of quality.

Using its experience of the market and the consumer, we concentrated on

importing technology, improving product quality, innovations and

manufacture of electronic products that enhanced the quality of life.

After 37 years, HIND LAMP LTD. has metamorphosed from an

entrepreneurial venture, into India's biggest consumer electronics

company
Our consolidated group revenues exceed Rs.24125.6 million
or US$ 502.60 million (Excluding power and HIND LAMP
LTD. Innovision companies) for (March 2001-2002).
We are the first brand to sell one million colour televisions
for three consecutive years (1999, 2000, and 2001).
We provide superior returns to our 32,801 shareholders, the
stated objective of our company being, deliver superior
value to investors and customers in the long-term.
We are market leaders in Home Entertainment, Home
Appliances and Telecommunications. We are No.1 in Colour
Televisions, No.1 in Frost-Free Refrigerators, No.1 in Alkaline
Battery exports, No.1 in Cardiology Products, No.1 in
Component and Manufacturing and No.1 in Mobile Phone
Services.
Our business areas include Home Entertainment, Home
Appliances, Soft Energy, Health Care, Components,
Multimedia Products, Networking and Information Technology,
Wireless, Internet, Broadband and Technology Solutions and
Power.
More than 18 million homes in India experience the
convenience and joy that our brands bring. In addition, more
than 3 million customers are added every year to our
ever-expanding consumer base.
We employ more than 14,000 people including managers
and skilled labour.

Our international collaborators include Sanyo, Toshiba,

France Telecom, Siemens and Media One.

We are the No.1 brand in India.

We have committed Rs.240 million towards Oracle

Financials, Data Warehousing, Call Centers and e-business
initiatives.

Our products are sold in many countries including UK, USA,

Japan, Australia and the Middle East.

We have 28 Factories, 5 Customer Business Units (CBUs), 21

Customer Interface Units (CIUs), over 3000 Dealers and 500
Service Centres, 6 Call Centres and 3,00,000 Outlets for
batteries.

We have a range of over 230 Products and Services to

make your life more exciting. And enrich your lifestyle

OBJECTIVE OF THE RESEARCH

 To study the Recruitment and Selection Practices at HIND LAMP

LTD. DISPLAY DEVICES LTD.

 To identify the various factors companies undertake prior to the

recruitment process.

 To study how the companies establish a fit between their

business strategy and recruitment strategy.

 To study how the companies have coped with change in the

market vis a vis its recruitment process.

 RESEARCH METHODOLOGY

SOURCES OF DATA COLLECTION

Primary Sources

The primary data was obtained on wide scale ranging from pre-

designed formats to open ended interviews. The primary means were:

 Questionnaires were administered across the top-level managers

in the HR department of the chosen organizations.

 Discussions were held with some employees in order to obtain

their view on the recruitment strategies followed.

Secondary Sources

Data was also screened from secondary sources for further inputs.

Also data was obtained from various journals in order to supplement

details of recruitment trends globally and locally.

Company’s Websites and other news contents over internet provided a

great help in order to arrange this report.

SAMPLE DESIGN

Type of sampling: Random sampling method was used to obtain

data.

Sample extent: New Delhi.

 DIAGNOSTIC MODEL

External Environmental Internal Environmental

Influences Influences
• Govt.Regulations & • Strategy
Laws • Goals
• The Union • Organizational Culture
• Economic Conditions: • Nature Of the task
domestic & • Work group
International • Leader’s style &
• Composition Of labor experience
force

HUMAN RESOURCE PROCESSES

Acquiring Rewarding Developing Protecting and

Human Human Human Evaluating
Resources resources Resources • Safety,
• HR • Performanc • Orientation health and
planning e Evaluation & Training wellness
• Job • Compensati • Developme • Evaluation
Analysis & on nt
design • Benefits & • Career
• Recruitment Services Planning
& Selection

Desirable End Results

Socially responsible and Competitive, high quality Competitive,

high
Ethical practices products quality services
Composition of labor force and location of organization

As the number of legal requirements has increased, it has become

more important for an organization to analyze the composition of

workforce. Such analysis is done to determine whether the firm's

employment practices are discriminatory. The location of the

organization and the relevant market will play a major role in the

composition of the work force.

Therefore, government and union restrictions labor market conditions,

the make up of the work force and the location of the organization are

external forces that affect each other. None of these forces are

necessarily more important than any other force. Each of them must

be considered in developing a sound recruitment plan that results in an

effectively functioning organization.

INTERACTIONS OF THE RECRUITAND THE ORGANIZATION

The nature of the organization and the goals of the manager are

highlighted in the above diagram, as is the nature of the task. The

techniques used and the sources of recruits vary with the job. As afar

as the applicants are concerned, their abilities and past work

experience affect how they go about seeking a job.

The organization's view of recruiting

Several aspects affect recruiting from organization's viewpoint: the

recruiting requirements set, organization policies and procedures, and

the organizational image.

Recruiting requirements

The recruiting process necessarily begins with a detailed job

description and job specification. Without these, it is impossible for

recruiters to determine how well any particular applicant's fits the job.

It should be made clear to the recruiter which requirements are

absolutely essential and which ones are merely desirable. This can

help the organization avoid having unrealistic expectations of potential

employees: an employer might expect applicants who stand first in

their class, are president of all extra curricular activities, have worked

their way through school, have 10 years of experience and are willing

to work for long hours.

Contrasted with this unrealistic approach, the effective organization

examines the specifications that are absolutely necessary for the job.

Then it uses these as its beginning expectations for recruits.

Finding applicants who possess the needed skills for a job is the

"science" of recruiting. Beyond determining whether an applicant has

the skills needed for the job, recruitment in the coming years will also

have to determine whether the applicant will function well within the

culture and value system of the organization. An interview

performance in terms of interpersonal styles is one of the most critical

factors used by recruiters to evaluate prospective job candidates.

Organization policies and practices

In some organization's, HRy70-=M policies and practices affect

recruiting and who is recruited. One of the most significant of these is

promotion from within. This policy means that organization's recruit

from outside the organization only at the initial hiring level. They feel

this is fair to present loyal employees and assures them a secure

future and a fair chance of promotion, and most employees favor this

approach. Some employers also feel this practice helps protect trade

secrets.

Organizational image

The image of the employer generally held by the public can also affect

the recruitment. All else being equal it is easier for the organization

with a positive corporate image to attract and retain employees than

an organization with a negative image.

The good or bad, well-known or unknown images of these

organizations will affect how they are viewed by the job recruits. The

organizations image is complex, but it is probably based on what the

organization does and whether it is perceived as providing a good

place of work. The larger the organization, the more likely it is to have

a well-developed image. A firm that produces a product or service the

potential employee knows about or uses is also more likely to have an

image for the applicant.

The organization's image is also affected by its industry. These

images change. Job applicants can seldom have interviews with all the

organizations that have job openings of interest to them. Because

there are time and energy limits to the job search, they do some

preliminary screening. One of these screens is the image the

applicants have of the organization, which can attract or repel them.

In sum, the ideal job specifications preferred by an organization may

have to be adjusted to meet the realities of the labor market,

government or union restrictions, the limitations of its policies and

practices and its image. If an adequate number of quality people

apply, the organization may have to adjust the job to fit the best

applicant or increase its recruiting efforts.

The potential employees view of recruiting

The applicants have abilities, attitudes and preferences based on past

work experiences and influences by parents, teachers and others.

These factors affect recruits in two ways: how they set their job

preferences and how they go about seeking a job.

Preferences of recruits for organization and jobs

Recruits have a set of preferences for a job. The recruit also faces the

limitation of labor market, government and union restrictions and the

limits of organizational policies and practices. The recruit must

anticipate the compromises just as the organization does.

What factors affect the organization decision? A more educated set

knows the labor market better, have higher expectations of work and

find organization's that pay more and provide and more stable

employment.
Job search and finding a job: the recruit

It is not always enough to be simply in the right place at the right

time. The effective job searcher creates opportunities in a systematic

way. Effective job search involves several steps including self-

assessment, information gathering and networking, targeting specific

jobs and successful presentation.

The job search process begins with self-assessment. The purpose of

self-assessment is for job searchers to recognize their career goals,

their strength's and weaknesses, interests’ values and preferred life

styles. This information is later used in the search process to help the

applicant assess whether there is a fit with a particular job offer. The

assessment is similar to what organizational recruiters will be doing,

only from the perspective of the applicant.

Information gathering and networking are methods for generating lists

of potential employers and jobs, information sources include

newspapers, trade publications, college recruitment offices and

organizational insiders.
 METHODS OF RECRUITING

Most job openings are filled with people from within the organization

and entry-level positions are the most likely to be filled by external

sources. Methods for internal recruiting include job posting, skill

inventories, job bidding and referrals. Methods of external recruiting

include school and college recruiting, advertising, and using

employment agencies and executive research firms and the internet.

Internal versus external recruiting methods

Internal recruiting methods include posting position openings,

distributing memos within the organization and searching

organizational databases for a match between the skills required to

perform the job and the skills held by the current employees. This

method of recruiting looks to internal sources to fill positions and

encourages promotions from within. External recruiting methods

include advertising position. Whether managers choose internal or

external-recruiting methods depends on the degree to which

organization's strategy encourages promotions and transfers from

within the organization. Recruiting from within can lead to job

satisfaction and motivation if employees see new career opportunities

available. In addition filling positions with existing employees ensures

to large ext6ent that these employees are socialized as to the

organization's culture and personality. However problems can arise if

the internal promotion system is not viewed as fair.

The best way to avoid negative backlash when hiring or promoting

from within is to install fair practices and procedures. If steps are

taken to ensure a fair internal promotional process, most people will

accept their loss and remain productive and useful organizational

citizen. External recruiting method helps bring new ideas and

approaches to the organization.

Internal recruiting methods

Job positing

Many positions can be filled as a result of posting the job opening on

the bulletin boards, announcing the opening in a company newsletter

or posting announcement on the companies intranet. A job posting

procedure enables employees to strive for a better position within the

company. Notices of important openings should include all-important

information about the job.

Some firms have turned to computers to make their job posting more

fruitful. All employees who wish to participate, complete

questionnaires about themselves, which include items concerning

relocation willingness and preferences as well as training and

educational backgrounds. A few skills are selected out of the total that

best represent their functional skills. When a position needs to be

filled the requirements are matched and candidates selected.

Although positing jobs can be an efficient method of recruiting,

numbers of problems have been associated. Example it can lead to

personal bias and stiff competition.

Skills inventory

Another recruiting method is the use of skill inventories. Essentially a

skills inventory includes a list of employee names, their education,

training, present position, work experience, relevant job skills and

abilities and other qualifications. The organization can search through

the company skill inventory to identify potential candidates for the

position opening.

Job bidding

These procedures typically specify that qualified applicants from within

the bargaining unit must fit all jobs covered by the agreement. Those

interested in the vacancy bid for the job by applying if they are

qualified. The individual fills the position with the highest seniority

from among the qualified applicants. In some cases applicants take

competitive examinations. However only current employees are

eligible.

Using a job bidding system is normally very easy. However it can

present some difficulties.

Referrals

An excellent source of information is current employees who may

know someone who would be qualified and interested in the open

position. To entice employees to make job referrals, some companies

offer a referral bonus. People tend to associate with people like

themselves, if the employee fits the organization, chances are his or

her referrals will be good. Employees, whose referrals are hired, are

often willing to serve as a mentor to ensure their referrals succeed in

the company.

EXTERNAL RECRUITING METHOD

School and college recruiting

Recruiting at high school or vocational schools is often a strategic

approach adopted by organizations with position openings at the entry

level or internal training programs. Recruiting at the college level

serves as a major source for acquiring managerial, professional and

technical skills.

The gap that exists between the skills those organizations will need

over the next several years and those currently possessed by potential

employees is growing. The number of jobs requiring a college degree

is on the increase. Unfortunately for the organization it is a very time

consuming and expensive exercise. But pressures from the external

environment will continue to force organizations to be highly visible

and active in this kind of recruiting.

In college recruiting the organization sends an employee usually called

a recruiter, to campus interview candidates and describes the

organization to them. Coinciding with the visit, brochures and other

literature about the organization are often distributed. The

organization also runs ads to attract the candidates.

In the typical procedure, those seeking employment register at the

college placement service. This placement service is a labor market

exchange providing opportunities for students and employers to meet

and discuss potential hiring. Preliminary interview with employers is

done. Students are given detailed influence about the job and the

profile. Salaries are negotiated. The expenses are borne by the

organization. Many of the changes are designed to reduce overall

recruiting costs while maintaining a strong applicant's flow into the

organization. The trend seems to be for an organization to develop a

stronger, ongoing relationship with a relatively select number of

schools.

Advertising
Advertising job openings in newspapers, magazines, newsletters and

other media sources is a relatively inexpensive recruiting mechanism.

Advertising is useful for filling open position quickly. Advertising

usually does not target a specific audience. Specified defined

advertisements will attract qualified applicants, dissuade unqualified

ones from applying and make the recruitment process more efficient.

Private employment agencies

Private employment agencies vary considerably in size and

effectiveness as good sources of employee and must be chosen

carefully by employers and job seeking alike. A preliminary interview

is conducted for the applicants. Unfortunately some agencies are

more concerned with placing employees quickly than in effecting a

good match between the employee and the organization. The

discrepancy can be reduced if the HR managers give detailed and

specific requirements.

The internet and the WWW

One of the fastest growing recruitment methods is the internet and the

WWW. Companies who do use the internet as a recruiting source

appear to be happy with the process and the results. It allows access

to broader set of people and hence broader set of expertise and skills.
UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting

strategies to locate and hire their workers. Although one technique

may work well for some organizations, the same technique may prove

ineffective for others. Some technique may mesh well with the

organization's competitive strategy, but others do not.

By integrating both internal and external recruiting techniques, a

company can develop an overall recruiting plan that is specifically

tailored to support its overall strategy and result in selection of highly

qualified applicants.

Exactly how many recruits are needed can be determined from past

recruitment efforts. Specifically a yield ratio can be developed for each

position to be filled. A yield ratio is the number of candidates who

pass a particular recruitment hurdle divided by the number who

attempted the hurdle.

It is important to keep in mind that the plan should support the

companies overall strategic approach.

Re- Recruitment strategies

Re-Recruitment strategy is a series of steps a company can take and

retain key employees. Re-Recruitment strategies are a good idea, but

essential in turbulent times such as after downsizing or a major

organizational restructuring. Key employees are defined as employees

whose loss would have a most detrimental effect on the organization.

Once the key employers have been located, the next step is to

determine what can be done to motivate them to remain with the

organization. A flexible work arrangement will mean something

different to every employee, so it is important to dearly delineate what

key employees want and need with respect to flexibility. Flexibility can

also be offered by introducing compressed work weeks, flexible

starting times and comp time where workers can leave work for an

hour or two to deal with family matters. An increase in the

compensation can also help retain a key employee. Retention bonuses

have also been used successfully as a means of getting technical

staffers. Without a salary adjustment key employees may be stolen

away by competitors.

Career development opportunities

College graduates entering work force for the first time are clear about

their expectations and are less willing to adapt their values and work

styles to accommodate to their employers.

The following factors entice first careerist to stay with the job and the

company:

1. Immediate involvement in the essential work of the firm.

2. The ability to apply newly learned knowledge and skills.

3. The opportunity to understand the big picture of the firm.

4. Rapid career development.

5. Rapid salary advancement.

6. The opportunity to learn new skills.

Companies are responding to these needs by offering a variety of

programs for new employees. One factor that should be considered

prior to selection is the "fit" between the individual career objectives

and the career path that can be realistically offered by the firm.

Career plateau which refers to the point in a career where future

hierarchical movement is unlikely, has become a real problem in

organization's today. Downsizing and restructuring has severely

restricted the potential for vertical movement in many managerial

carriers.
ALTERNATIVES TO RECRUITMENT

Another strategic business decision can be made is not to recruit.

Instead they can rely on alternative staffing options.

Common alternative staffing options

 Traditional temporary help

A potential employee is recruited, tested, screened and employed

by a temporary staffing agency. They assign qualified individuals

to work at a clients site, generally to support or supplement the

current work force.

 Long term temporary assignments

It is becoming increasing popular for an organization to staff part

of its work force with temporary workers on an ongoing basis.

These individuals are not considered short-term replacements, but

more a part of the regular work force.

 Part time employees

Workers who work less than 40 hours a week are considered part

time employees. They can be organization's pay roll or assigned

via a temporary agency.

 Employee leasing
 A Company will transfer some of its employees to a leasing firm.

The leasing firm then leases back the workers to perform the

same job they did for the Client Company. However the leasing

firm is now responsible for cost and work associated with the

typical HR functions such as Payroll, benefits and record keeping.

 Independent contractors

Independent contractors are self-employed individuals who

market a specific skill they posses to a variety of companies. A

Company will hire them for a specific project or contract.

Payment is usually based on the time and effort the individuals

put forth on the project and expenses are frequently reimbursed.

 Outsourcing services

An independent company with expertise area will contract with a

firm to take full responsibility for that specific function in the

organization.
 EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method

used in recruiting should be evaluated periodically. One of the most

important reasons to evaluate recruiting method is to determine the

cost versus benefits of various methods. When recruiting method do

not attract enough applicants many organization’s respond by raising

the salaries. Although some job applicants may be enticed by money,

this may not be a cost-effective method of recruiting. Further

employees within the organization may perceive inequity if new

employees are brought in at a similar or even higher salary.

Recruiting costs include factors such as the cost of advertising, the

salaries and travel expenses of recruiters, travel expenses of potential

job applicants and recruiting agencies. These costs must be weighed

against factors such as the potion of acceptance offers. At a

minimum, organizations should compare the length of time applicants

from each recruiting source stay with the organization with the cost of

hiring from a particular source. The effectiveness of recruiting method

varies among organizations and even jobs within the same

organization.
 THE SELECTION PROCESS

Selection is the process of choosing individuals who have the

qualifications to perform a particular job well. Organization differs as

to the complexity of their selection systems. Some organization's

make a strategic decision to fill positions quickly and inexpensively by

scanning application forms and hiring individuals based on this

information alone. Other organization's however makes a strategic

decision to choose the best person possible by having an elaborate and

sometimes costly selection system. These systems may require

potential employees to fill out application forms and provide

information for a background check, take a number of job related

tests, and perform well through a series of interviews. Most

organization's have more than one selection process.

Application blanks and resumes

The initial screening of potential employees is usually done by

examining resumes and 1 or having applicants fill out an application

blank. Items that should be requested on an application include

general biographical information. Much of information gathered on

application blanks is objective so that the human resources manager

can verify it. Verification of information on an application is becoming

increasingly important to avoid claims of negligent hiring.

 An employer is guilty of negligent hiring if he or she failed to

perform a thorough background check on an employee whose infliction

of harm could have been predicted.

Once the application has been verified, it can be numerically scored to

make it comparable to others. The process of qualifying an application

is called weighting an application. The use of a weighted

application blank involves placing a value or score for the items on

the application that have been found to predict successful job

performance. Applicants receive points according to the information

they report on the form and can then be ranked based on their total

points.

Although weighted applicants blanks have been found to be predictive

of future performance, the time and cost of developing an effective are

often prohibitive.

Resumes are often instead of application blanks. Job applicants

develop their own resumes, which should include essentially standard

information.

TYPES OF SELECTION TESTS

A number of selection tests have been developed to aid the human

resources manager in hiring employees. The following section covers

mental ability test, work sample tests, trainability tests, personality

and interest inventories and honesty tests as selection devices.

Mental ability tests

Paper and pencil tests have been developed by psychologists and are

used by organization's to measure mental ability and aptitude. Ability

and aptitude tests examine a variety of tests such as general

intelligence, an understanding of spatial relationships, numerical skills,

reasoning and comprehension.

Work samples

Also called performance tests, work sample tests measure the ability

to do something rather than the ability to know something. These

tests may measure motor skills or verbal skills. Work sample tests

should test the important aspects of the job. Since job applicants are

actually performing a small portion of the job, it is difficult to "fake"

ones ability on these tests.

One of the most effective ways to design work sample tests is by using

the results of a job analysis, because the results of a job analysis

indicate which tasks are most critical and which are required for

successful competition of the task. It is easy to determine which

activities need to be represented on the tests.

Trainability tests
For jobs in which training is necessary due to

1. The skills level of the job applicants

2. Changing nature of the job, trainability tests are useful.

Essentially the goal is to determine the trainability of the candidate.

In the first step of the process, the trainer demonstrates how to

perform a particular task. Then the job applicants are asked to

perform the task while the trainer helps to coach him or her through

the process several t8mes. Finally the candidate monitors the

performance, recording any errors, to determine the overall trainability

of the job applicant.

But work sample tests and trainability test have shown to have high to

moderate success predicting job performance.

Personality and general interest inventories

Personality and general interest inventories are tests that have no

"correct" or "incorrect" answers. Interest tests are used to measure

an individual's work and career orientations. Personality tests focus on

identifying traits or typical behaviors of individuals and are used to

measure a variety of traits including aggression, self-esteem and type

A behavior. Although personality and general interest inventories are

tests that have no "correct" or "incorrect" answers. Interest tests are

used to measure an individual's work and career orientations.

Personality tests focus on identifying traits or typical behaviors of

individuals and are used to measure a variety of traits including

aggression, self-esteem and type A behavior. Although personality

tests can be costly, they can help human resources manager's

determiner individual characteristics opt obtained from a resume, thus

increasing the likelihood of finding a go "fit" between the job position

and the employee.

A serious criticism of personality inventories is their tendency to be

invasive in that they seek to "uncover” revealing data about a person's

psyche. Companies that use this type of pre employment tests must

therefore ensure that the information they seek and the way they use

this information are relevant to the job in order to prevent lawsuits by

rejected applicants.
 THE INTERVIEW

Most organization's, regardless of size, use interviewing as a

selection method. Interestingly, interviews have been criticized for

being unreliable sources of information due to perceptual and

judgment errors on the part of the interviewer. Example interviewers

often form a first impression of the job applicant based on the

influence obtained on the application blank or the first two minutes of

the interview.

Another type of perceptual error is called the Halo effect. In this

case, one characteristic or behavior of the job applicant overrides all or

most other characteristics.

Contrast effects have also been found to distort interviewer

judgments about job applicants. Contrast effects occur when the

interviewer evaluates a job applicant by comparing this person to

previous job applicants.

Other perceptual errors can distort an interviewers evaluation include

stereotyping, leniency, strictness and central tendency errors.

Establishing a system for conducting an interview can improve the

reliability and validity of interview assessments.

Types of interviews

Interviews can be classified into three general categories: structured,

semi structured and unstructured.

 Structured

When conducting a structured interview, the interviewer asks

questions from a prepared list and does not deviate from it

except for some follow up questions. During the interview, the

interviewer records his or her thoughts and reactions on a

standard organizational form. When different interviewers reach

the same or similar conclusion about a given candidate, the

interpretation reliability is high. Unfortunately this type of

interview is very restricted.

Two most common types of structured interviews are the

behavioral description interview and the situational interview.

The behavioral description interview allows you to gather

and evaluate information about what candidates have done in

the past to predict how they will act in the future. A thorough

job analysis of the job is done for which the interview is being

developed. The specific KSA0s are uncovered, required by the

job as well as appropriate and important behaviors performed by

 the job incumbents. Next questions will have to be designed

which elicit the behaviors.

The second type of structured interview is the situational

interview. In this job experts develop questions that focus on

situations that might arise in the actual job. It is conducted with

a panel of interviewers, each of them independently rate the

applicants. This type of interview is kinder to the applicant

because a past example does not have to be provided.

 Semi structured

Here only the major questions are prepared in advance and are

recorded on a standardized form. This type of interview involves

some planning on the part of the interviewer but allows for some

flexibility regarding exactly what and how questions are asked.

Although the inter rater reliability is not so high as with

structured interview, the information obtained may be richer and

possibly more relevant

 Unstructured interview
The unstructured interview involves little planning or no planning

on the part of the interviewer. Due to lack of planning, the

interviews tend to vary greatly between interviewers and also

between interviewees. Unstructured interviews have low

reliability and seldom yield valid and useful information.

 MANAGERIAL SELECTION DEVICES

Selection devices for managers can differ from non-managerial

employee selection. Assessment centers were developed to tap these

numerous managerial skills by collecting work sample information. an

assessment center is not a place but a process. In this process trained

professional evaluators, called assessors, observe and record and

evaluate how a candidate performs in simulated job situations.

Although the validity of assessment center tends to be high, some

problems recently have been identified with this selection device.

 RECRUITMENT AND SELECTION - OVERVIEW

Till recently the rules of recruitment were very retrogressive.

Companies simply hired fresh graduates or MBAs - seeking out the top

rankers - started them off as trainees, paternally oversaw their vertical

progress and repeated the process every year. On the rare occasions

that they had to recruit at higher levels, they advertised - the

discreetness of the address matching the stature of the company as a

coveted employer - or used services of a head hunter and chose on

the basis of a track record. Job hoppers were never favored and

companies hired everyone for lifetime.

Now a recruitment revolution is beginning. And the people whom

company will soon compete for most fiercely will be those who have

earned their spurs in different functions, companies, industries- and

not one company, one function specialist. Having succeeded in hiring

them, CE0s must not expect all of them to stay. Some will leave the

company when the company changes its operational focus - as it must

to stay ahead of change and needs different kind of people. Others

will opt for entrepreneurial careers in favor of employment. Yet others

will go back to school to restrictions educate themselves and proceed

to the next phase of their portfolio careers.

Abandoning their old policies of hiring only at the bottom, therefore

companies will have to induct new talent at every level, including

those where internal promotions were once developed rigueur. Even

the search for CE0s will intensify as new competitors look for team

captains and existing companies feel the need for new qualities - not

available in house - in their CE0s. Infact the search for the right people

at every level will pick up pace.

And while companies will have to develop innovative techniques to

beat the competition at recruitment hotspots like campuses, they must

also look outside their conventional hunting grounds. For that is

where people with unorthodox Winning ideas will come from CE0s

looking for breakthrough marketers will have to recruit them from

other industries since everyone already in the sector will only offer

tired ideas. Hunting for knowledge workers, company have to raid

research laboratories, non-governmental organization's, college staff-

rooms and even sports fields. In addition, the quest for managers

with the ability to lead mega projects will have to be global and not

limited to the country.

At the organizational level, companies must tailor their work force

recruitment plan to corporate objectives, drawing up the profiles of

suitable fires accordingly. Company focusing on new business

development will have to seek entrepreneurial abilities; companies

planning to withdraw from diversifications must look for pragmatists;

companies chasing growth through alliances should hire people

comfortable in different cultural backgrounds. Above all companies

must hire for the future, anticipating jobs that may not be in existence

yet.

Therefore, recruitment of managers must focus not on functional

expertise, but for attitudes and approaches that fit the corporate goals

and culture. Among the qualities that companies will have to screen,

therefore will be interests, disposition, attainments, and general

intelligence, special aptitudes are even physical makeup. For every

job that a company seeks to fill therefore the must prepare

psychological profiles of the ideal candidate. And to test candidates

for a fit with that profile, companies will increasingly have to use

psychographics testing techniques such as Thomas Profiling. Myers-

Bdgg Type indicator, or the particular preference Inventory that draw

up the complete psychological and behavioral characteristics of an

individual.

The test for personality traits will involve using unconventional tools

like graphology. Also on test will be candidates result orientation

analytical ability, initiative, communication skills and innovativeness,

giving employers as much information as possible with which they

decide whether an individual will be appropriate for the job. To

validate the conclusions of the tests, line managers and human

resources personnel who conduct interviews will have to be trained

interviewing skills. And companies will have to use multi-session

depth interviews ad of one off interactions to explore different facets of

a candidate under different circumstances and varying degrees of

pressure.

What are the elements which companies must use to entice top

talent’? Compensation will be crucial only till it isn't absurdly below.

The competitor offer Instead recruiting teams will have to market their

company as a place where employees have fun working, particularly to

people that the company is trying to hire from old-fashioned

organizations.

A corporate culture that cares for people and gives them room to grow

will be a company's strongest magnet for attracting good people. CEOs

will have to ensure that their line managers and human resources

department design unconventional jobs and daring responsibilities to

create offers that their targets cannot refuse. And if pursuing the right

person and convincing him to agree takes time, the companies should

be willing for it. In the knowledge economy, the corporate quest for

intellectual capital will be a continuous process.

Recruitment costs

Low cost per hire may affect the quality of recruiting. Companies may

think that the cost of hire may be high but if the company is able to

attract the best talent, the company is successful. Quality of hire is a

useful metric. to assess the strength of the recruiting process.

Some companies evaluate candidates through multiple interviewers,

assessment tests, reference and credit checks, background and

educational verifications. Even with all of these techniques, companies

continue to realize the same "bell curve" distribution of employee

performance. Others are smarter, they apply the technique of

position, profiling to identify top performers and to change the bell

curve.

Companies can design a brief performance evaluation process and use

it on new entrants, within 6 and 18 months of joining. The quality of

performance puts the recruiting process to test.

While filling internal positions, the recruiting manager responds to his

internal customer - the line manager. Measure of customer

satisfaction proves to be a precious technique for fine-tuning the

system. Recruiting managers use post hire surveys and evaluations

for this purpose.

It is important for companies to document pre hire requirements and

conduct post hire evaluations. Managers also seek feedback from the

candidates themselves. Such data could give insights into further

streamlining the recruiting process.

How long before they are in?

Recruitment cycle time is measured by the time taken to fill a vacancy.

Another metric is staffing time ratio - the ratio of actual time in days

to start to pre-contracted time to start. The contracted time to start is

to agree upon between the hiring manager and the recruiter and it can

be changed during the recruiting process with mutual consent.

Internal hiring a more viable option

Corporate recruiters have a dangerous bias towards hiring from an

outside source. Industry giants like HLL and Tata's believe in

homegrown talent. More often than not heavy recruitment happens at

entry level and incumbents move along a structured career path as

they grow with the company. The pool of talent keeps widening and

gains richness with time. As a result, it is never a daunting task to fill

roles created out of unexpected situations.

On the other hand fast growing, innovative relatively newer firms tend

to focus more on external hires, a strategy guided partly by default

and partly by design. Largely all companies end up using a mixed

strategy.

Some companies believe that external hiring give facts about the

competitors. External hiring brings in new ideas, perspectives,

competencies and readymade skills that do away with the need for

much investment on training. On the other hand internal recruitment

works fine, sometimes better. The culture of certain companies may

be such to mould the existing employees for further vacancies. Such

companies boast of low employee turnover rate. Internal recruitment

may have its benefits but it also demands a great deal from the HR of

the company.
 Internal hiring cut out on downsizing

Building an internal talent pool works as an innovative answer to

overstaffing, especially if the company is wary of downsizing as the

option.

Internal hiring: more than just filling a slot

Recruiting by itself serves a single purpose filling a slot. But when a

company favors internal over external sources, it also addresses the

critical issue of succession planning. It does not cater to executive

replacement alone, it underlines a commitment to leadership

development. A greater pool of talent can be harnessed at a short

notice without the hassles of an elaborate search externally and

without investing in further hiring and training costs.

The above kind of a process involves psychometric profilers, offsite

interactive workshops, multi rater feedback processes, management

games and options as simple as observation and past performance

records.

Recruiting ... in spite of odds.

Recruitment business has dropped by almost 40% lately and the

situation may remain low profile at least for the coming months.

There is general reduction in intake; recruiters are shying away from

taking fresher or even people from cross-functional industries so that

there is less investment in training. Organizations are trying to

reallocate jobs, add portfolios to existing positions even considering

outsourcing. Jobs are diminishing, merging or even disappearing

altogether. While there are definite signs of conventional recruitment

activity having slowed down, there are strong signals that

organizations are successfully experimenting with more innovative

techniques of talent scouting and sourcing of requisite skills need to

replenished.

Innovative Sourcing… Its happening

70% of recruitment in India happens through the direct advertising

route. Use of recruitment consultants is the second most favorite

technique. Head hunting is very much in demand along with in depth

interviewing. The Indian recruiter may have access to the best of

Indian recruitment consultancy firms as well as the cream of

international search firms, all fiercely competing on grounds of quality

and value added service. However, he has started looking for different

sourcing options. Employee referrals, for one is gaining popularity.

Employee referrals

HIND LAMP LTD. DISPLAY DEVICES LTD. on personal contacts is still a

strong source of recruitment and is capitalized in ways that are more

sophisticated by many organizations. HIND LAMP LTD. DISPLAY

DEVICES LTD in the manufacturing sector is reported to have adopted

"company-opting schemes" whereby employees are promoted to

recruitment positions and rewarded for their ability to become good

recruiters.

Recruiters have accepted the fact that recruitment advertising is an

intricate process, involving a psychic attitude change. Its not about a

simple job announcement in a newspaper. It is about attracting

quality people who are not desperately looking for a job. An

international restaurant chain realizes that the candidates need to

have a feel of the company before they decide to apply for a job. The

company planned a two-day event for potential recruits to walk in and

meet managers personally, see videos and slide shows about the

company. The open days also marked a change in direction as far as

the recruiting process was concerned. Instead of screening for basic

skills and experience, the company concentrates on recruiting people

for their personality, so that people could fit in.

A new selection aid

All India Management Association (AIMA) has taken a useful initiative

by introducing an all India level test for the employability of

prospective management employees (TEM). The test is administered

to candidates who are in the final year of MBA programs or an

equivalent course or have less than 2 years of post qualification work

experience. Candidates are tested on parameters like general

management skills, thinking skills, awareness of current business and

economic environment and on their functional areas like marketing,

finance, HRD, operations. Etc.

TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC

Ltd, L&T, GEC Alsthom Ltd, DCM, Shriram etc. the scores achieved

by the candidates in this test along with other details are sent to

corporate to be short listed for 'Interviews and subsequent placement.

Corporate houses get access to scientifically evaluated candidates from

allover the country without having to visit each and every campus,

thus saving time and effort. On the other hand, the candidates get

access to a host of companies without individually applying to them.

A suitable recruitment strategy

An effective recruitment system like any other HR sub-system needs

to be sync with the business strategy and objectives of the

organization. Organizations adopt specific recruiting strategies tailored

to their business needs. These business needs may change depending

on the stage of growth of the organization.

Recruitment strategy varied with stage of growth of the

organization

Business situation Characteristics of Characteristics of

business situation candidate
Starting a new Financial risk Vision
business No systems/procedures In-depth knowledge
/ Organization Staffing
Operational experience Organizing and
base is lacking. team
Limited relation with Building.
Suppliers, customers.
Turnaround Need for rapid decision Strong leader
making. Strong analytical
Weak competitive skills
position. Business strategist
Low esteem/morale. Good crisis
Bureaucratic management
organization structure. Skills.
Incompetent/inefficient Credibility.
personnel.
New acquisitions New management Analytical ability
proving themselves Relationship
Existing management building skills
defensive about change Credibility.
Need to integrate
acquired company with
parent
Liquidation of Weak competitive Determination
business positions Low returns Highly analytical in
Low morale, deficiency case of
 of skills cost/benefits
Need to cut losses and Willing to do dirty
make decisions jobs
Wants to be
respected not just
liked
Redeployment Low short term/long Good manager of
term risks change.
Resistance to change Highly persuasive.
Mismatch of Supportive.
organization resources Risk taker.
and need
Lack of strategic plan for
quite some time.

What are the skill sets

Process skills are being given more importance as compared to solely

technical skills. Recruiters are keenly selecting for general attributes

like ability to cope with change, leadership, entrepreneurship, project

management, tolerance of uncertainty, management skills and

communication ability. The five top skills sought in entry level

candidates on campus are communication skills, team working,

listening and problem solving.

RATIONALE TO THE STUDY

Recruiting and screening is the first line of defense when it comes to

bringing the right people into the organization. Determining who the
right people are should not end with experience and education, but

with personality, attitude, communication abilities, and other

behavioral characteristics that fit the organization

The overall aim of the recruitment and selection process should be to

obtain at minimum cost the number and quality of employees required

to satisfy the human resource needs of the company.

Hitting the hiring bull's eye is one of an executive most important and

most difficult responsibilities. Using interviews, reference checks and

sometimes-even personality tests, they try to infuse logic and

predictability into hiring. Still, success remains elusive.

If hiring has always been a daunting task, today's economy makes it

more so. The global scope of business has increased the demand for

talented senior executives in the corporate ranks. Meanwhile supply is

shrinking as more and more people-in particular promising MBA's

choose to work for start up ventures or go Into businesses for

themselves. At the same time the nature of work itself is in flux.

Until the 1990s, jobs were pretty uniform. In the classic, functional

organization cultures were relatively comparable, too - formal,

hierarchical, and based on individual achievement. But with the

advent of new organizational forms such as joint ventures and

strategic alliances and with growing prevalence of teams, free agents

and networking, finding the right person to fill a job has become more

complex.

What competencies, after all these new kinds - of companies and

cultures require? Nowadays the CEO's of two companies in the exact

same industry may need entirely different skills and personal styles to

succeed.

Many talented people leave their organizations because senior

managers don't understand the psychology of work satisfaction; they

assume that people who excel at their work are necessarily happy in

their jobs. Strong skills do not always reflect or lead to job

satisfaction. Many professionals, particularly the leagues of 20-30

something's streaming out of today's MBA programs, are so well

educated and achievement oriented that they could succeed in

virtually any job. But will they stay?

The answer is, only if the job matches their deeply embedded life

interests.

Personal values have changed with workers of the new millennium.

Employee/ employer loyalty has diminished and work environment and

a "work/life" balance are more important than ever. It is clearly

evident that as we move into the new millennium, only companies

than ever.
It is clearly evident that as we move into new millennium, only

companies that have a world-class recruitment, placement and

retention solution will survive .

Considering the above scenario studying the recruitment and retention

strategies was the most appropriate topic for my end term project.

Since successful practices of HR begin with an appropriate selection

process and retaining the best talent within the company is another

challenge.
 ANALYSIS

MANPOWER PLANNING AND BUSINESS PLANS

HIND LAMP LTD. DISPLAY DEVICES LTD.

HIND LAMP LTD. DISPLAY DEVICES LTD. follows a details manpower

planning process. However this planning or the recruitment for any

positions have to be sanctioned by the top management. It does not

follow a system of projections for the 5 years since they believe that it

is too long a period considering the fast changing environment. As a

result it does not allow them to keep a focused approach eventually

affecting the recruitment quality and process. The projections are

drawn for 2 years. Infact the projections are yearly where a detailed

plan is drawn up, a budget is made and a sanction obtained for the

same. Also the requirements are identified for the next year, which

then in the coming year is drawn in detail . Hence the blue print of the

next year is prepared.

The budget is prepared extensively, which holds an important process

in the entire function. The data from all centers all over the country

and regions are taken. The data is then assessed in terms of the type

of the type of people needed how many of each is needed, the

qualifications and the number of years of experience needed. How

many employees are expected to retire that year, how many are

expected to resign. What is the debt levels etc, the financial and

market situation of the company is judged.

Following which the board sanctions the manpower plan and the

recruitment process begins. This also allows HIND LAMP LTD. DISPLAY

DEVICES LTD. to tailor its manpower plans to its corporate objectives

since the profiles of each are drawn up in consultations with the line

management, top management ( depending whether managerial or

non managerial ) and the experience of the past years .

The linkages developed as a consequence of the above are above are

strong between the manpower plans and business plans. It helps to

assess the number of employees redundant. Considering the

competitive scenario it is imperative for the company to keep a tab on

its requirements and invest in the making of its manpower plans. The

result are evident in the success of HIND LAMP LTD. DISPLAY DEVICES

LTD., the fact that it leads the market.

The company has a well-laid out succession plan which forms an

essential backbone of the company. This ensures that any person

leaving the organization at a middle or senior level, the work does not

come to a stop nor is their chaos. A well-defined succession planning

ensures a lot more than this. The company does situations. This instills

a feeling of security amongst the employees at the lower level. The

relevance of merit and performance becomes accentuated and helps

them perform better.

 Role of job definition in recruitment

The job definition plays a crucial role in the recruitment process since

it helps define the expected qualifications and background for the

concerned job. The requirements markedly differ for the managerial

and non-managerial level. The job definition does take place prior to

the recruitment process, which involve the line manager largely

judging the job profile. This helps recruit the right person for the right

place, but the jobs profile of only technical people follow the path.

Incase of general managerial level etc the job definition outlines a

sketch of required competence. The person is then molded along the

career path.

The image built by HIND LAMP LTD. DISPLAY DEVICES LTD. and the

reviews of the analyst are a reinforcing factor in the minds of the

prospective employees. HIND LAMP LTD. DISPLAY DEVICES LTD. is

also leading the market and is ahead of HIND LAMP LTD. DISPLAY

DEVICES LTD.
 Recruitment patterns – Internal and

external

HIND LAMP LTD. DISPLAY DEVICES LTD.

HIND LAMP LTD. DISPLAY DEVICES LTD. follows both internal and

external recruitment processes for managerial and non-managerial

level.

Procedure of Recruitment

The following are the sources of recruitment:

• Employment exchange

• Direct recruitment (through advertisement, etc.)

• Internal promotion/selection

• Transfer on deputation from public sector undertakings

HIND LAMP LTD. DISPLAY DEVICES LTD. – The internal hiring is a

common feature amongst the PSU’s. HIND LAMP LTD. DISPLAY

DEVICES LTD. indulges in internal hiring for the staff and the

managerial level. In both cases promotion on basis of performance is a

common factor. In fact in the managerial level the merit is the only

basis of internal recruitment. In case of the non-managerial level it

may be promotion or if the employee has added some qualification to

his skill set.

The internal hiring definitely is dependent upon the next level vacancy.

As the employee moves higher up the ladder up the ladder the

recruitment at the senior level becomes strictly merit based. Hence the

promotions are tougher. Also the success of succession planning is

more relevant for the senior people.

In HIND LAMP LTD. DISPLAY DEVICES LTD. Promotion involves a

movement from a post in the higher grade along with respective

promotion channels specified for the purpose. Employees are eligible

for consideration for promotion within the same cadre/discipline on

completion of the prescribed eligibility period and attainment of

satisfactory standards in conduct and performance.

Promotions are based on the following criteria:

• Performance of reflected in appraisal/confidential reports.

• Qualification

• Seniority

• Discipline viz. clearance from vigilance and disciplinary angle.

Transfer

The services of all employees are transferable to any place in India in

the service of the corporation at the discretion of the Management.

In HIND LAMP LTD. DISPLAY DEVICES LTD., main considerations and

need for transfer of officers

• Organizational recruitment in terms of functional and managerial

skill for manning various positions;

• Exigencies of corporation’s work;

• Filling in vacancies consequent upon promotion of officers or on

creation of new posts;

• Rotational assignment aimed at career development of officers;

• Demand at a particular location requiring specialized knowledge

or experience.
 • Officers having direct public dealings are also normally

considered for transfer after 3-4 years on a particular post etc.

Various activities undertaken for conducting recruitment

exercises

Nomination of professional agency

• Preparation of scope of activities pertaining to written test to be

performed by the Agency

• Constitution of Tender Committee for deciding nomination of

Agency.

• Calling of quotation from the concerned parties

• Preparation of comparative statement of quotations

• Final nomination of the Agency

Release of Advertisements

• Preparation of draft advertisements

• Handling over the advertisement material to the Agency.

• Publication of Advertisement in selective newspapers throughout

India as well as the employment news through the Advertising

Agency.
Pre-written Test Activities by Agency

• Receipt of Applications through post box from Post Office.

Applications are invited from all parts of India Generally 3-4

weeks time is given so that response is maximum. Also there

are some remote areas in India where courier service is not

available hence postal service takes normal 7 days time.

• Screening of Application

• Entry / processing of bio-data of candidates in computers in the

Performa prescribed by HIND LAMP LTD. DISPLAY DEVICES LTD.

• Printout of candidates eligible for appearing in written test-

location wise and discipline wise

• List of Ineligible candidates (Rejected Applications)

Setting of Question papers

• Setting of objective – type questions papers – one for General

Aptitude and one for concerned discipline. The question paper for

General Aptitude is common for all candidates.

• Printing of question papers (under tight security)

• Sealing and dispatch of question booklets to various test centers

(under tight security)

Admit cards for written test

• Preparation of material for Admit cards.

• Computer printing of Admit cards

• Dispatch of Admit cards to eligible candidates

Nomination of supervisors / officers

• Nomination of various supervisors and officers by the Agency as

well as TOC for supervision/irrigation at test centers.

• Preparation of Instruction Manual for information and guidance

of nominated officers.

• Setting up of a central room at Headquarters

Conducting of Written Test

• Written test of 2 hrs. duration is conducted at all the venues in

16 different cities (as on date) throughout India on a specified

date the number of venues / cities vary depending upon the

number of candidates appearing in the test and other related

factors.

• Feedback about attendance of candidates in Written Test is given

to Control Room.

• Correction and dispatch of Answer sheets under sealed by the

Agency to its Headquarter at New Delhi.

Evaluation of Answer Sheets

• Evaluation of answer sheets for respective discipline by the

Agency.

• Dispatch of results of writer test in order of merit to TOC for

deciding cut-off marks for short listing the candidates for GD/GT

and interview.

Dispatch of letters for GD/GT and Interview

• Handling of craft letter for printing by the Agencies

• Dispatch of call letters to candidates for GD/GT and interview in

4 metro cities viz – Delhi, Mumbai, Chennai, Kolkota.

Conducting of GD/GT and Interview

• Simultaneous conducting of GD/GT and interview in 4 metro

cities.

• The certificate and other documents of the candidates are

verified on the specified interview date at the venue itself.

• Declaration Forms duly filled in by the candidates along with

copies of relevant documents are making over to the selection

committee members before interview.

• Candidates appearing in GD/GT and Interview are reimbursed

rail are limited to Ist class/II tier AC by the shortest route at the

venue on production of documentary proof thereof.

Selection Procedure:

The selection methodology comprises three stage process written test,

GD/GT and personal interview for judging different faults of

knowledge, skills, attitude and aptitude. Candidates will have to pass

through each stage successfully before being judged suitable for

selection. Each stage of selection is treated as qualifying/elimination at

the stage of written test, the cut-off percentages of marks for each

deceptive and category are decided taking into account the number of

vacancies, reservation requirements and of candidates in the

concerned disruptive.

These candidates are required to appear both GD/GT and interview

respective of their performance, since these two stages of selection

are conducted independent of each other. However, they are required

to score minimum presented markets in both GD/GT and interview

acting, which they are disqualified at the tune of preparing the select

panel.

Preparation of Overall Results

• Compilation of marks obtained in written test, GD/GT and

interview.

• Preparation of select panel of candidates in order of merit for

each discipline and category.

• Distribution of selected candidate among different dimension of

TOC, depending upon work force requirements.

 Role of Top Management

HIND LAMP LTD. DISPLAY DEVICES LTD’s top management takes a lot

of initiative in the interview process. The management also makes

efforts to contribute to an efficient recruitment process. In order to

encash on the experience and skills of the Ex Executive directors or

retired directors, the company involves them in the recruitment

process. Not only does it save the energy and effort of the company

but also allows the inputs of the more experienced set of Top-level

people.

For the staff level the regional head or the line management is

involved in the recruitment process. In case of recruitment through

advertisement, the top management plays a significant role in the final

interview process.

Organizational and environmental factors affecting recruitment

Factors like organizational image do not affect the recruitment process

a great deal because as it the companies have a limited budget

allotted for the recruitment process.

Relations with labor unions have little effect on the recruitment

process. The cost associated with recruitment is a very important

factor. The budgets allotted at the beginning of the recruitment

process are an in depth evaluation of the financial situation of the

company. Hence, in case of recruitment through advertisements the

cost incurred is very high.

Government deciding on the quotas for Scheduled Cast/Scheduled

Tribe /Other backward classes definitely affects the manpower

planning and hence the quality of people being recruited.

 RECRUITMENT POLICY

1. Recruitment only in light of organizational growth and

expansion, attrition, replacements, creation of new
function (s).

2. Recruitment would be planned and carried out based

on the work force plan.

3. Each recruitment position should have clearly defined

job specification and job description.

4. Work force planning has to be carried out for all

functions and locations.

5. There will be four sources for prospective candidates:

HR Dept. Data base, web based career Consultants,
Placement Consultants, Classifieds. However,
Consultants and Classifieds should be used only if the
HR Dept. database and web based career consultants
are unable to provide suitable candidates.

6. When sourcing candidates from the consultants,

constant feedback should be maintained between the
 agency and the HR Department/Location
Head/Departmental Head on the status of candidates.

7. Interviewers identified for each position should be at

least two level/grade (wherever possible) above the
incumbents position.
8. Use of classified should be resorted to only when the
requirements are very voluminous or skill level very
specific.

9. The Locations Heads would empanel 2-3 Placement

Consultants for manpower requirements at their
location and keep Manager-HR at HO informed. The
credentials of placement consultants should be
ascertained prior to their empanelment with the
organization.

10. All placement consultants who are empanelled are

required to sign off on ‘Terms and conditions’. The
terms and conditions are to be strictly adhered to.
Normally as per the company policy, consultants would
be paid maximum one-month’s gross salary for every
selected candidate. However, in case it exceeds,
Managing Director’s approval is required before signing
the agreement.
11. A candidate interviewed and subsequently not selected
should be informed as such within two weeks of the
interview date. A formal letter of reject, from the HR
Dept/Location Head should be sent in all such cases.
(Annexue-1)

12. A selected candidate has proposed fitment and

compensation will be decided only by the Manager-HR
in conjunction with the Head of the recruiting
Dept/Location.

13. Reimbursement of travel costs (for outstation

candidates) will be as per the grade/level of the
position and as per the Business Travel Rules
applicable therein. However, prior approval by the Sr.
G.M./Manager-HR would be required before calling any
one from outstation for interview.
14. Antecedent verification of candidates should be carried
out after the joining of candidate (Annexure-II).
However, references given by the candidate must be
contacted by phone to verify the reliability of the
candidate before handing him over the letter of intent.
His last employer should be contacted immediately on
his joining or before joining in consultation with the
candidate.
 PROCEDURE

Manpower Planning

1. In the beginning of each financial year, the Location

Heads and the Departmental Heads at HO shall prepare
a Manpower plan based on business activity planned.

2. The manpower plan would contain the following-

Number of people required, categories, function,
location, skill level, experience, job description, need
for the position.

3. This manpower plan would be discussed and finalized

during the annual conference. Final approval by the
Managing Director would also be taken then and there.
 PRE-INTERVIEW

1. The Location Head or Departmental Heads as may be,

will put in a written request to the Manager-HR (only
from the sanctioned manpower plan) as per Annexure-
III.
2. For each such request, the HR Department first refers

to the manpower plan.

3. Once it is verified with the manpower plan approved by

MD, the HR Department will search its own data base

and also put up the vacancy on the web for prospective
candidate. If unable to locate suitable candidates, the
HR Department will source from placement consultants.
4. In case of paucity of time or urgent requirement, the

Location Head will skip the above three points and

directly contact the consultants, interview candidates
and finalize in consultation with their Sr. G.M.
Concerned.
 PROCEDURE FOR CANDIDATES SOURCED FROM
PLACEMENT CONSULTANTS

1. Requirements to consultants must be in the form of a

written communication. Each such communication
should mention the following details :
JOB POSITION, SKILL REQUIREMENT, LOCATION,
QUALIFICATION, WORK EXPERIENCE, TIME FRAME
FOR JOINING.

2. The resume received from the consultant(s) need to

be screened for their compatibility with the job
requirement.

3. The HR Dept/Location Head/Departmental Head will

shortlist all suitable candidates and accordingly inform
the consultant.

4. The HR Dept and the departmental head concerned

would nominate one person each to be on the
interview panel. The person so nominated should be
adept in interview skills and have relevant expertise in
the said function.
 INTERVIEW

1. The interview panel would meet the candidate as per the

interview schedule.

2. The panel must refer to the Interview Assessment from

(Annexure-IV) and record their observations therein.

3. Interviews should be crisp, precise and two way

dialogues.

4. Once the interviewee has left, the panel must record its
observations before calling on the next candidate.

5. The Short listed candidates should be called again for a

subsequent meeting if required.
 POST INTERVIEW

1. The successful candidates(s) would be issued Letter of

Intent by Manager-HR after approval by the Managing
Director.

2. In case of Branches, the resume of selected candidate

after telephonic reference checks along with the
recommendations for position and compensation
package would be sent to Manager-HR who in turn will
consult the Sr. G.M. Concerned and take final approval
from Managing Director for appointment. Letter of Intent
would be issued within maximum 48 hours of receipt of
papers, otherwise reasons would be known to the
location head.
 PROCEDURE FOR SELECTION THROUGH
ADVERTISEMENT

1. Once the need for a placement advertisement has been

ascertained by the HR Department (Where requirement

is very large and/or skill required very specialized) the

process would be initiated.

2. The HR Department will consolidate the following

information:- Function requirement, Level/Grade,

Number of vacancies, Locations, Work Experience, skill

level/educational qualification, Job Description, Job

Code, Contact Person, Date of release, media selection.

3. The HR Department will contact the official advertising

agency and share the need for an advertising release.

The ad agency would be asked to give the media

estimate, publications, and artwork charges for the

classified.
4. The media estimate and artwork charges would need to

be formally approved and sanctioned by the Managing

Director.

5. The ad agency will then present the artwork and

indicate dates of release.

6. The necessary modification done to the satisfaction of

HR will be made in the artwork. The final draft will be
shared with the Head of Dept/Location concerned.

7. The agency will then be asked to prepare for the final

launch.

8. The HR dept. should be in readiness once the ad is

launched.

9. Function wise files must be maintained wherein

applications received should be filed city / locations
wise. A serial number is to be given to each application
stored in the file.
10. All application must be screened for their viability before
being stored in the files. All irrelevant resumes to be
destroyed.

11. The suitable resume should be shared with the Head of

department and a final short listing done and
accordingly interviews should be organized and the
process as per conditions from last point of ‘procedure’
for candidates from placement consultants till ‘post
interview’ will follow.
 SELECTION PROCESS

The selection process aims to establish the ‘best fit’ between

job requirements on the one hand and the candidate
qualifications on the other.

The following steps are followed in the process:-

1. Screening – the screening of bio-data is completed first
by HR and then by the concerned Functional Head. The
short-listed candidates are then called for an interview.

2. Selection – The preliminary interview is conducted by

HR. the final interview is conducted by a panel
consisting of the concerned Functional/Divisional Head
and on the appraisal of the probationer’s performance.
A confirmation letter is issued to the employee upon
confirmation, a copy of which is maintained in his
personal file.

Reappointment/Extension of service
Reappointment/extension of service is granted at the
discretion of the management only in special
circumstances.

Trainees are also confirmed on the successful

completion of their training period on the basis of their
performance.
  To compare between traditional recruitment methods

and recent internet recruitment method to find out

which one is really effective in reducing cost as well as
time in the process of recruitment.
 To find out if internet recruitment can lower
recruitment cost drastically.
 To analyze the cost difference between conventional

method of recruitment and internet recruitment

method.

This project is a sincere attempt to achieve these

objectives. Now to reduce cost and to increase profit most
of the organizations are using internet as a source of
recruitment. E-recruitment has emerged as a global
phenomena. So I have chosen cost reduction through
internet recruitment’ as my research topic.

 The sample for this project is chosen from the newly

recruited candidates in BDDL due to unavoidable

reason and time constraint.
 The sample size is small as it contains data of only 25
people.
 The data for this project work is collected from both
primary as well as secondary data.

Observation by the researcher is the source of the

primary data used in this project. The sources of
secondary data include:
1. Books on Human Resource Management
2. Human Capital Magazine
3. Internet
 SUGGESTIONS

1. A one to one un-teacher should have taken place so

the personal level of satisfaction of employees from

the recruitment and selection practices and

procedures could have been checked.

2. Also the biasness attached with the responses should

been removed.
 LIMITATIONS OF STUDY

The study on recruitment and selection practices at HIND

LAMP LTD. DISPLAY DEVICES LTD. involve the study of all

the divisions of HIND LAMP LTD. DISPLAY DEVICES LTD. due

to time constrain the study was not extended to the

recruitment..

Due to time constrains a discussions could not be held with

other employees as to their personnel level of satisfaction

from the recruitment and selection practices and procedures.

Also there is a lot of heavy bias attached with the responses

because of personnel experience. The people interview there

is from GM's to Executive directors to head personnel. Hence

the inputs would vary greatly amongst them due to the

difference in level of authority and experience.

 CONCLUSIONS

With the liberalization bringing in new talent and increased

competition, recruitment has taken strategic dimensions.

The overall aim of the recruitment and selection process

should be to obtain at minimum cost the number and quality

of employees required to satisfy the human resource needs

of the company.

It is evident from the study that organization ‘s which have

responded to the change in the environment by reviewing its

functions have attained success. HIND LAMP LTD. DISPLAY

DEVICES LTD. draw their manpower extensively. These

manpower plans have close linkages with the corporate

objectives and business plans. These are drawn after a

detailed analysis following a sanction.

The budget and the sanctions heavily determine the

recruitment pattern in the PSU’s. Being a PSU also limits its

strategies undertaken to market the image of the company.

Also it has to meet the quotas set for SC/ST by government.

Till a year back Campus recruitment was very much there

but it has been discontinued as it was felt there was some

biased ness attached to it as HIND LAMP LTD. DISPLAY

DEVICES LTD. visits only Premier Institutes.

In case of recruitment through advertisement the candidates

are screened via written test, which is outsourced to an

agency. This agency is only broadly communicated about the

requirements. The final interview is held by the organization.

Internal hiring is there for managerial level, which may or

may not involve the written test

The Top management is involved in the recruitment process.

The evaluation process involves the assessment of all factors

from Education to experience, mobility etc, the weightage

differs depending upon the nature of the job.

HIND LAMP LTD. DISPLAY DEVICES LTD. also has taken lead

to make its recruitment and Selection procedure more

efficient. It is in the process of making it on –line

registration and results of the examination can been seen by

candidates on internet.
 BIBLIOGRAPHY

• Robins, D ( 1998) : HUMAN RESOURCE MANAGEMENT.

Prentice Hall, New York.

• John M Ivancevich : HUMAN RESIRCE MANGEMENT, Irvin

Chicago, London

• Jose P Abraham, 1998, "To Grapple With Attrition" ,

Human Capital

• J.M.Rao, 1998, "Scouting for Talent " , Human Capital

• www.Hind Lamp Ltd.world.com

• www.magindia.com/manarch/news/man2660.html

• www.financialexpress.com/fe_full_story.php?

content_id=25090

• www.financialexpress.com/fe/daily/19990628/fco28032p.

html

• www.Hind Lamp

Ltd.world.com/group/corporatenewsandcareers/newsarch

ive2002.asp#1
• www.domain-

b.com/news_review/200109sep/20010914newsa.html

• www.newsnmuse.com/corporatemoves.asp
 Acknowledgement

I would like to express my deepest regards to MR. V.K.Suri,

GM(HRM & ADMN.) and Mr. Manpreet Singh (HRD)

BDDL, Sahibabad (U.P.) for their guidance and cordial

support during my training period without which I couldn’t

have completed my training and Project Report.

I would also like to pay my sincere gratitude to Mr. R.K.

Agarwal (H.O.D.) MBA Department, RKGIT, Ghaziabad

for their constant encouragement throughout my training

and also in academic period.

My sincere thanks to our Director Sir, Mr. L.N. Paliwal for

giving me the opportunity to undergo the summer training.
I cordially thank all the Faculty Members of RKGIT who

helped me in preparing this Project Report.

Ashutosh Mani Tripathi