A PROJECT ON

(A STUDY ON THE EFFECTIVENESS OF

RECRUITMENT, SELECTION AND JOINING
PROCEDURE OF ITL)

Submitted in partial fulfillment of the requirement of

BACHELOR OF COMMERCE (PROFESSIONAL)
I.K.G PTU, JALANDHAR
SESSION: 2016-2019

RESEARCH GUIDE: SUBMITTED BY:

PRATIKSHA KARPEY NAVDEEP SINGH
H.R MANAGER ROLL NO. 1621210

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 RAYAT BAHRA INSTITUTE OF MANAGEMENT
BOHAN, HOSHIARPUR

DECLARATION

I hereby declare that the project work Entitled, “A STUDY ON THE

EFFECTIVENESS OF RECRUITMENT, SELECTION AND JOINING
PROCEDURE OF ITL”submitted to the I.K.G. PUNJAB TECHNICAL
UNIVERSITY, is a record of an original work done byme under the guidance of
Mrs.Pratiksha Karpe, HR manager,ITL (SONALIKA) . is a bonafide record of
work done by me during the course of summer project work and that it has not
previously formed the basis for the award to me for any degree/diploma , associate
ship, fellowship, or other similar title of any other instituite.

Student Name-Navdeep Singh Date-

Email: Nav6654@gmail.com

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 ACKNOWLEDGMENT

Before,I get into thick of things, I would like to add a few,heartfelt words for the people who are
apart of this project in numerous ways, people who gave unending support right from the stage,
the, project, ideas is conceived. No work is considered complete unless due, acknowledgement is
given to those, who made the work possible. I consider myself to lucky to have love and
blessings of my parents. I am indebted to, all those who, directly or indirectly contributed for
making this project a reality above all, I am grateful to god, almighty, who sustains this beautiful
world and without whose, grace nobody can ever succeed.

NAVDEEP SINGH

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A BRIEF ABSTRACT ABOUT THE STUDY

The study is conducted to know about the effectiveness of recruitment, selection and joining

procedure of INTERNATIONAL TRACTOR LIMITED( SONALIKA ),Hoshiarpur. The

recruitment and selection and joining is very important for every organization. It plays an vital

role in success of human resources well as for the organization. So it should be done very

carefully so that it makes an organization able to give required result as expected. While working

in project recruitment and selection procedure I came to know that for recruiting correct person

according to job specifications is quite important and selecting right person for the right job is

even more important. Employee reference is considered too. What’s ever the recruitment cost

incurred by the organization on the internal & external sources depend upon case to case. We can

say that 1 lakh approximately. Transfers & promotions are considered frequently in the

company. Websites & e- recruitment are recent trends being followed for recruiting new

employees.

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 INDEX

Contents Page Number

Acknowledgement 3
Abstract 4
List of Tables 5
List of Figures 6
Preface 7
Chapter 1: Introduction 8
1.1 company profile 9
1.2 project introduction 20
Chapter 2:Review of Literature 37
Chapter3: Objective & Scope 49
Chapter 4: Research Methodology 52
4.2 Research design 53
4.3 Data Collection methods
53
4.4 Sampling
4.5 Procedures 53
4.6 Statistical Tools & Techniques 53

Chapter 5: Analysis and Interpretations 54

Chapter 6: Findings & Suggestions 66
6.1 Findings of the Study 67
6.2 Recommendations: 68
6.3 Limitations 69
6.4 Conclusion of the Study 70
Annexure
(a) Bibliography 71
(b) Questionnaire 72

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 List of Tables

Table Number Content Page Number

1 Source of recruitment 62
2 Internal source of 63
recruitment
3 External source of 64
recruitment
4 Pattern of recruitment 65
5 Awareness level of 66
recruitment policies of
ITL
6 Proper recruitment 67
procedure helps in
reducing labour turnover
7 Recent trend of 68
recruitment
8 Extent to which employee 69
reference is considered
9 New recruitment policies 70
10 Total cost while selecting 70
the recruitment source
11 Awareness of selection 71
procedure
12 On what factor selection 72
depend
13 Medical checkup at 73
joining time
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14 Document required at 74
joining time
15 Need to change selection 74
and joining procedure

PREFACE

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The final project is an integral part of the course curriculum of bachelor of commerce. It is
one those very courses that offer an opportunity to the students to get a ‘feel’ of the jobs
that they would be doing once they pass out from their institute. Besides, the students gain
practical experiences and are exposed to the outer world.
The first experience of this practical kind is provided by summer training, which students
are required to undergo in an organization but in the final project, the student is in a
position to analyze the internal workings of an organization with more mature eyes and
can understand the dynamics in a much better manner.
The subject of this project is to identify the effectiveness of Recruitment, selection
and joining procedure of ITL (SONALIKA).

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COMPANY PROFILE

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NAME OF THE COMPANY : International Tractors Ltd.
PRODUCT : Tractors
NAME OF BRAND : Sonalika
ADDRESS : International Tractors Ltd.,
Village Chak Gujran,P.O
Piplanwala, Jalandhar Road,
Hoshiarpur (Pb).

POSITION OF ITL IN 200 : 3rd

PRODUCTION CAPACITY/DAY : 450 Tractors
PRODUCTION PER DAY : 250-300 Tractors
TOTAL NO. OF MODELS : 14
TOTAL NO. OF DEALERS : LESS THAN 1350
NO. OF REGIONAL OFFICE :35
TOTAL NO. OF EMPLOYEES :LESS THAN 5000

CORPORATE MISSION OF SONALIKA

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1. Customer delight: Producing world-class tractors in term of quality and reliability; Creating a culture
of excellent after sale service.
2. Identify one’s own landmark of excellence: Each employee to identify one’s weak & strong areas
through feedback training & build on strong areas. e.g. (Team building, Customers Supplier Focus,
Problem Solving Approach).
3. Achieve that landmark: Strive to overcome the shortcomings/weak areas through continuous
training & build on strong areas.
4. Sustain the excellence: Making continuous personal & professional up gradation through training
and development as way of life & creating of learning.
5. Associates: Create and sustain bonds with business associates, evoking a strong sense of loyalty for
the enterprise.
6. Society: Conduct business with highest standards of corporate behavior, Unyielding integrity and
Social ethics

MANAGEMENT TEAM OF ITL

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  CHAIRMAN-MR.L.D.MITTAL
 VICE CHAIRMAN- MR.A.S.MITTAL
 MANAGING DIRECTOR- MR.DEEPAK MITTAL

VARIOUS COMPETITIORS OF SONALIKA

1. MAHINDRA
2. TAFE
3. SWARAJ
4. JOHN DEERE
5. ESCORTS

SONALIKA GROUP OF COMPANIES

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Sonalika group has achieved commanding heights of Indian Economy and carved out a niche in the emerging
global scenario. Blessed with divine discontent, the group is not sitting on its laurels; the message on the
horizon is:

“To be No. 1 in Tractors Industry through human excellence and customer delight”
Sonalika Group has Following Units
1. INTERNATIONAL TRACTORS LIMITED. (ITL)
2. SONALIKA AGRO INDUSTRIES CORPORATION.
3. INTERNATIONAL CARS AND MOTORS LIMITED. (ICML)
4. INTERNATIONAL AUTOTRAC FINANCE LTD.(IAFL)

VARIOUS MODELS OF SONALIKA

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 S.NO MODELS HP RANGE ENGINE MODEL
1 DI-730 30 S-217
2 DI-730II 28 2102F
3 DI-730III 30 3092FL
4 DI-35 35 3097F
5 DI-740 40 S-324
6 DI-740III 40 3097FL
7 DI-745III 45 3100FL
8 DI-750 50 S-325
9 DI-750II 50 3102F
10 DI-750III 50 4095F
11 DI-55 60 4100F
12 DI-60 60 4100F
NEW COUNTRIES IN EXPORT
 Australia
 Brazil
 Croatia
 Dubai
 Ecuador
 Ethiopia
 Kuwait
 Libya
 Madagascar
 Malaysia

PRODUCT LINE:
 Combine Harvesters
 Threshers
 Potato Planters
 Maize Sheller-cum
 Seed-cum-Fertilizer Drills
 Straw Reapers
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  Ploughs
 Harrows, Tillers, etc.

VARIOUS DEPARTMENTS
Various departments are functional in the Factory to provide help and achieve better

cooperation at worker as well as officer level.

Some of them are discussed below:

PERSONNEL DEPARTMENT: The role of the administration and personnel department is
very important in the ‘INTERNATIONAL TRACTORS Ltd.’ Administration department which

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organizes planning, organization, staffing and controlling of all the activities and Teaching of the
people to achieve the objectives of the business firm. Administration And Personnel department
takes care of all the manpower planning, Selection, Promotion placement and welfare of all the
activities, which is organized in the Departments.

THE FUNCTIONS OF THE ADMINISTRATION DEPARTMENT

In the case of the staff administration department analysis and estimating the future requirement
of the employees by consultation of other departments.

RECRUITMENT:
The process of recruitment begins of the determination of the manpower requirement.
Requirement is the process of searching the source of prospective employees and promoting
them to apply for the jobs of the organization. The purpose of the recruitment is to attract large
number of qualified candidates in order to select the best and suitable ones. A well-planned
requirement policy ensures increase in production and decrease in cost.
SELECTION
Selection is the process of choosing duly qualified persons according to the requirement. There
is no standard procedure for selecting the different kinds of employees for all the concern. The
selection procedure depends upon the nature of the jobs and the nature of the organization.

INTERVIEW
It is very important function of the personnel department in the “INTERNATIONAL
TRACTORS LIMITED”. The main purpose of interview is to access/judge the applicant
internal traits or personality. In “ITL”the personnel department officers take interviews very
carefully. This is the purpose of the interview and that is why interviews are taken. In interviews
the officers ask some personal questions and some related to his/her work.

ADVERTISEMENT:
Advertisement is good source of recruitment and to increase the business. Advertisement is on
newspaper, journals and on television is widely followed by organization. In
“INTERNATIONAL TRACTORS LIMITED” all vacancies are filled through advertisement.

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TRAINING AND DEVELOPMENT:
To identify the training needs provide for the training of all personnel performing activities,
affecting quality. Personnel department is responsible for implementation and maintenance of the
procedure through employees of his department.

TYPES OF TRAINING:
There are three types of training in the organization.
ON THE JOB TRAINING
Depending upon the job requirement and the new employee’s previous experience, Personnel
department in consultation with the Head of the user department decides whether the new
employee is to be provided initial ‘ON THE JOB TRAINING’.
INDUCTION TRAINING
For each new employees, Personnel department organizes Induction Training Personnel
department instructs the new employees about company’s quality policy, organizational set up
and introduces the employees to the department where he will be finally working.
DEVELOPMENT TRAINING
The Head of the department concerned identifies development-training needs of the employees.
Every year, each Head of the department prepares a training needs identification sheet for
employees of this department.

TRAINING EVALUATION:
The HOD concerned evaluates effectiveness of training imparted to the workers after one month
of each training.To ascertain whether the trainer has been able to communicate the subject matter
of the trainees do the trainer’s evaluation the topic of training, and record for the same is
maintain.
MARKETING DEPARTMENT: Marketing department is an important financial area of
business mgt. Marketing mgt is responsible for the flow of goods from the production to the
customers/consumers. The main task of marketing mgt is to combine market related element
into an effective operating system and to arrange the system is to interaction with a dynamic
environment. In marketing department H.O.D. OF MARKETING department control all the
marketing procedure.
FUNCTIONS OF MARKETING DEPARTMENT

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  First function of marketing department is the assessing marketing opportunities.
It involves the identification of the company goals and the analysis of established
and new profit opportunities. The significance of this function is that market
opportunities are changing and the marketing management must develop creative
strategies to cultivate these opportunities.

 The second function of marketing department is planning the marketing activities.

Planning an integral part of marketing management. It is used to develop and
define objectives and then derive strategies and design programmers that enable
the firm to achieve these net aims.

 Third step of this department is marketing research. This department is

accountable for recording analyzing and interpreting the facts about the quantity
and trend of demand through marketing research.

RESEARCH AND DEVELOPMENT DEPARTMENT

Today customer is demanding on quality and we intend top delight him through good product
design, as a marketing strategy. Design control is regarding as one of the cardinal facts of our
tractor quality. It has a major role towards properties and growth of the company. It is by way
of quality in design that we can stay ahead and maintain our leadership in the market place real
potential of good design lies in the providing product as competitive price guaranteed our

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repeated performance and fitness for purpose. However for an effective and flow less design,
assigning specific responsibilities for various design activities to qualified designers, design
inputs matching its out puts and mistake proofing place a specific ant role. This procedure has
been documented to achieving to the excellent design, which could be executed to the entry
specification of our customers.

RESPONSIBILITIES
R&D (RESEARCH AND DEVELOPMENT DEPARTMENT) is responsible for up graduation
of existing tractors and designing of new tractors.
DEVELOPMENT OF NEW DESIGN
This could be an account of:
A new product initiated by the company. New product is initiated by marketing usually due to
external influences like competition and change in customer needs.
DESIGN ACTIVITIES:

 Design planning

 Organization and technical interfacing.

 Design output

 Design review

 Design verification

 Activity assignment

 Design validation

MISSION STATEMENT

ITL Group is synonymous with fair business practices and ethics, quality service and a
commitment to society.

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 VISION STATEMENT

To be the leader in the chosen fields with reputation for Performance, Customer Care and

Transparency.

To be a dynamic growth oriented enterprise in which individuals are highly motivated team

players taking up challenges and aiming towards excellence and leadership always.

INTRODUCTION OF PROJECT

RECRUITMENT AND SELECTION

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Recruitment and selection is the process of identifying the need for a job, defining the

requirements of the position and the job holder, advertising the position and choosing the most

appropriate person for the job. Retention means ensuring that once the best person has been

recruited, they stay with the business and is not “poached” by rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the success of

any business depends to a large extent on the quality of its staff. Recruiting employees with the

correct skills can add value to a business and recruiting workers at a wage or salary that the

business can afford, will reduce costs.

JOINING:

Joining process starts right after the selection, after selection the employee comes for joining. It

is a very important process both for the employee and the company. Numbers of formalities are

being done by HRD depts.

Study made regarding project-------

Employees should therefore be carefully selected, managed and retained, just like any other
resource.

The recruitment process involves

1. JOB ANALYSIS

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It means, step by step study of a job so as to get the right person depending upon the nature of

the job. Before recruiting for a new or existing position, it is important to invest time in gathering

information about the nature of the job. This means thinking not only about the content (i.e.

tasks) making up the job, but also the job's purpose, the outputs required by the job holder and

how it fits into the organization’s structure. It is also important to consider the skills and personal

attributes needed to perform the role effectively.

Ways to gather this information include observation, questionnaires, interviews or work diaries.

This analysis can form the basis of a job description and person specification.

2. JOB DESCRIPTION

Carrying out a job analysis will form the basis of a written job description. This benefits the

recruitment process by:

 Providing information to potential applicants and recruitment agencies who may be

recruiting on your behalf.

 Acting as an aid in selection; e.g. when designing assessment activities and making

decisions between candidates.

The analysis can also be used to communicate expectations about standards to employees and

managers to help ensure effective performance in the job.

3. JOB SPECIFICATION/JOB PROFILE

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A person specification or job profile states the necessary and desirable criteria for selection such

as qualification, skills, and abilities. Increasingly such specifications are based on a set of

competencies identified as necessary for the performance of the job. In general, specifications

should include details of:

 skills, aptitude, knowledge and experience

 qualifications (which should be only those necessary to do the job - unless candidates are

recruited on the basis of future potential e.g. graduates)

 Personal qualities relevant to the job, such as ability to work as part of a team.

Competency frameworks may be substituted for job or person specifications but these

should include an indication of roles and responsibilities. The document formed from the

person specification can then be used to inform the criteria you use to shortlist applicants.

4. ATTRACTING APPLICATIONS

INTERNAL METHODS:

It is important not to forget the internal talent pool when recruiting. Providing opportunities for

development and career progression is an important factor for employee retention and

motivation. The CIPD survey Recruitment, retention and turnover 20041 found that 87% of UK

organizations had a policy of advertising all vacancies internally - using tools such as notice

boards and their intranet.

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Some organizations operate an employee referral scheme. These schemes usually offer an

incentive to existing employees to assist in the recruitment of family or friend.

Sonalika follows an internal method of recruitment as given below:-

I. First of all the HR department takes the vacant vacancy department, according to

vacancies HR department plan for recruitment. There are two methods of recruitment

I) FROM DATABANK:-

Databank contains different categories of biodata’s.It is a store house where biodata of

different persons is stored according to their experience and qualification as mentioned in

files for future use.

II) FROM DIFFERENT SOURCES:-

 transfers
 promotions
 present employees

According to the vacancies required, HR department find different biodata from different

websites as mentioned above. According to the vacancies HR department download the

biodata of appropriate candidates. After that HR department scrutinizes the biodata then

the HR departments fix the interview date.

EXTERNAL METHOD

There are many options available for generating interest from individuals outside the

organization. These include placing advertisements in trade press, newspapers and on the Web.

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However, the CIPD survey one finds that despite the increasing popularity of the Internet-based

methods in recent years, local newspapers currently remain the most frequently used means of

attracting candidates. Advertisements should be clear and indicate the:

 Outline requirements of the job.

 Necessary and the desirable criteria for job applicants (to limit the number of

inappropriate applications received).

 Nature of the organization’s activities.

 Job location.

 Reward package.

 Job tenure (e.g. contract length).

 Details of how to apply.

III) FROM DIFFERENT JOB-SEEKERS:-

 Naukri.com
 Monster.com
 Jobsahead.com
 Times job.
 Websites
 Consultants
 Advertisements
 Campus recruitment

Advertisements should be genuine and relate to a job that actually exists. They should appeal to

all sections of the community using positive visual images and wording.

5. CALL LETTER: -In this latter HR department mention the interview

 DAT
 TIME

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  VENTURE

6. MANAGING THE APPLICATION PROCESS

Applications can be made by form or by CV. Application forms allow for information to be

presented in a consistent format, and therefore easier to assess objectively the candidate's

suitability when short listing applicants. Application forms should:

 Be realistic and appropriate to the level of the job.

 Use clear language.

 Be piloted for readability and ease of completion.

 Not request detailed personal information unless relevant to the job.

 State the procedure for taking up references, how these will be used and at what stage in

the recruitment process they will be taken.

 Be accompanied by details of the job and clear information about the application and

selection procedure.

Any information collected for equal opportunity monitoring should be used only for this

purpose and be kept separate from information on which selection decisions will be based (for

example using a separate piece of paper or detachable slip from the main application form).

7. DEALING WITH APPLICATIONS

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All solicited applications (e.g. responses to advertisements) should be acknowledged, and where

possible all unsolicited applications. Prompt acknowledgment is good practice as it presents a

positive image of the organization. Increasingly candidates are being treated as customers, and in

a tight labors market the recruitment process works both ways.

All applications should be treated confidentially and circulated only to those individuals involved

in the recruitment process

8. SELECTING THE CANDIDATES

Selection decisions should be made after using a range of tools appropriate to the time and

resources available. The most common techniques are described below. Care should be taken to

use techniques which are relevant to the job and the business objectives of the organization. All

tools used should be validated and constantly reviewed to ensure their fairness and reliability.

9. SHORT LISTING

The first stage in the selection process is the creation of a list from the pool of applications

received of those to be invited for interview or other assessment activity.

The process should be informed by the person specification created earlier - if time has not been

spent planning an accurate person specification this process can be overwhelming if a high

volume of applications is received.

The expansion of the use of the Internet raises the opportunity for online screening. Many

companies also now make use of telephone hotlines to provide an initial screening service by

asking candidates a series of questions reflecting essential requirements for the job.

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THE SELECTION PROCEDURE:

Although they remain the most commonly used selection technique according to CIPD surveys,

interviews have very poor predictive ability of suitability if conducted by untrained individuals

in an unstructured way. To have any value they should:

 Always be conducted or supervised by trained individuals.

 Be structured to follow a previously agreed set of questions mirroring the person

specification or job profile.

 Allow candidates the opportunity to ask questions.

In some instances these may be carried out over the telephone. Candidates should be given as

much information as possible prior to interview, for example about terms and conditions, to

allow them to prepare and to minimize the risk of job offers being rejected.

Organizations should be prepared to discuss reimbursing reasonable travel costs for attending

interviews with the candidates prior to any interview.

1. ASSESSMENT CENTERS

According to the CIPD survey1, 43% of organizations in the UK use assessment centers. They

are most frequently used when recruiting for managers, professionals and graduate trainees.

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Assessment centers test candidates on a range of work-related activities as individuals and in

groups. Studies have shown that they have higher validity than interviews when predicting future

job performance.

Sonalika also use LOC test to determine the applicant’s aptitude and personality.LEVENSON’S

SCALE FOR LOCUS OF CONTROL is used.

2. STRUCTURED INTERVIEW:

The next step in the selection process is structured interview. It is a formal, an in depth

structured interview. One to one interview is conducted.

3. REFERENCE CHECK:

Now, the employer request for names, addressand telephone numbers for the purpose of

verifying information of an applicant. This check helps to gain insight about the potential of the

employee from the people who have had previous experience with him or her. Sonalika also

made reference checks as they take it very imported process.

4. SELECTION DECISION:

it is the process which requires a lot of thinking and analysis of profile of the candidate. The HR

manager plays a crucial role in it. The views of the line manager will be generally considered in

the final selection.

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5.JOB OFFER

Offers of employment should be made in writing. It is important that employers are aware of the

legal requirements of what information should be given in the written statement of particulars of

employment. This offer can be rejected by the candidate if he is not satisfied with the terms and

conditions of the job.

 LETTER OF INTENT:-

The letter of intentincludes:-

 Salary structure

 Designation

 Date of joining

 Document required at the time of joining.

6. MAKING THE APPOINTMENT

It is a document which is executed by the employer and the candidate. It has different kinds of

forms like contract of employment and other legal document

7. JOINING THE ORGANIZATION

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Well-planned induction enables new employees to become fully operational quickly and should

be integrated with the recruitment process.

THE JOINING PROCESS:

After the selection, the employee comes for joining. Following formalities are being done by

HRD dep’t.

I) JOINING INFORMATION FORM:-

In this form, the employer fulfillall the information related to the the employee i.e.

1. Required document:-
Some document are required by the company from the candidate are as
(a) Qualification certificates
(b) Residential proof
(c) Experience certificate from the previous employer
(d) Salary proof for previous employer
2. Necessary information:-
In this step a candidate is required to give the following information:
i) Employee code:-
It is the unique identification number which is given to the candidate by the company.

ii) Employee name:-

Name of the candidate is mentioned here.

iii) Father’s name:-

Candidate’s father name is required here.

iv) Mother’s name:-

Name of his/her mother.

v) D.O.B:-
Details of his/her date of birth.

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 vi) Blood group:-
Blood group of the candidate is mentioned here.

vii) Place of birth:-

Here the birth place of the candidate id required.

viii) Domicile:-
It is required for the residential proof of the candidate.

ix) Qualification:-
Here qualification of the candidate is described.

x) Experience:-
If a candidate has any previous experience regarding the job then it will be mentioned
here.

xi) Date of joining:-

This is the date when the candidate is told to join the company.

xii) Designation /grade:-

Here the designation or grade which is assigned by the company is given.

xiii) Department:-
The department for which the candidate is selected is given here.

xiv) Salary:
Salary amount is given here.

xv) PAN/WARD/Circle no:

This is the permanent account number [income tax] which is used for filling the income
tax return
xvi) Address - correspondence: corresponding address of the candidate is given here.

xvii) Address – permanent: - permanent address of the candidate is given here.

I) NOMINATION FORM:-

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In this form, employee nominates one person from his family as a nominee. This form is

addressed to chief factory manager ITL hoshiarpur.the employer fulfill this form for the

purpose that any type of mishappening in the factory occurred and employee dies or if there

is any emergency and financial crisis happens then, the company help to the nominee.

II) PF NOMINATION FORM NO-2:-

In this form HRD dept. fulfill all the information of the employee like

EMPLOYEE NAME

FATHER’S NAME

DATE OF JOINING

DATE OF BIRTH

ADDRESS

NOMINATION

This form is used for any type of mis-happening to employee. The PF amount and

pension is paid to the nominee who is nominated by the employee.

 PF contribution is 12% of the basic is deducted from the employee salary and 12%

of the basic is paid by the employer.PF is deposited in commissioner’s office

Jalandhar.

III) SSN FORM:-

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 This form is related to PF .in this form, employee fulfill all the information related to

him like name, father’s name etc.this form is used for social security number. His PF

number throughout the India will remain same.

IV) EMPLOYEE STATE INSURANCE FORM:-

In this form, HRD dept fulfill the information of employee himself and his

dependents. In this form employee nominate the nominee who will be eligible to get

the benefits from ESI after the death of the employee. After getting ESI card

employee himself and his dependents can get the free medical treatment from the ESI

hospital. In case of married employee, the employee himself, his wife, his children

and parents are covered. His brother and sisters are not covered under this policy.

Employee whose salary is less than Rs10, 000 is covered under ESI.from employee

salary, 1.75% of the gross is deducted per month and 4.75%is paid by the employer.

MEDICLAIM POLICY:

Those employees covered under this policy whose salary is more than

10,000.company pay the contribution to the employees covered under this policy.

There are two different categories under this policy.

a)Assistant Manager and Above:-Their mission is Rs 2lakh.

b)Executive Category:-Their insurance is Rs 1lakh.

At executive level it is of Rs1, 00,000.

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 At Astt.Manager and above it is of 2 lakh.

For unmarried-employees, his mother and his father are considered.

For married-employee his wife and two children’s are considered.(only two children

can be accepted)

V)PERSONAL FILE:-

It includes the entire above mentioned document. In future if any kind of information

related to the employee is needed by the company. then it can be search in this

personal file.

A personal file contains the following things:-

1. NAME

2. DESIGNATION.

3. DEPARTMENT

4. CODE NO.

5. DATE OF JOINING.

6. QUALIFICATION

7. DATE OF LEAVING

8. EXPERIENCE BEFORE JOINING.

9. DATE OF LEAVING.

10. DATE OF BIRTH.

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 VI) MEDICAL CHECKUP:-

During medical checkup, employee undergoes physical fitness test. Candidates are set for

physical examination in company’s dispensary where the medical officer examines the

following:-

 HEIGHT
 WEIGHT
 EYE SIGHT
 SUGAR TEST
 E.C.G ETC

A job offer is, often contingent upon the candidate being declared after the physical examination.
The results of medical fitness test are recorded in a statement and preserved inn the personal
records.
Such records will protect the employer from worker’s compensation claims that

are not valid because the injuries were present when the employee was hired. Medical report

given by the doctor is put up in the personal file of the employee.

VII) APPOINTMENT LETTER:-This letter contains the information like

 DESIGNATION
 SALARY
 GRADE
 TERMS AND CONDTIONS OF THE COMPANY.

TEN TIPS FOR SUCCESSFUL RECRUITMENT OF APPRENTICES AND TRAINEES

36
1.       DECIDE WHAT TYPE OF EMPLOYEE YOU NEED...

2.       CHOOSE THE BEST METHOD OF RECRUITMENT...

3.       DECIDE WHAT THE JOB IS...

4.       DECIDE WHAT SKILLS ARE NEEDED...

5.       CONTACT AUSTRALIAN APPRENTICESHIPS CENTRE...

6.       DEVELOP THE JOB ADVERTISEMENT...

7.       PREPARE FOR THE INTERVIEW...

8.       CONDUCT THE INTERVIEW...

9.       SELECT FAVORED APPLICANT...

10.    APPOINT YOU’RE NEW TRAINEE/APPRENTICE...

37
38
 Mohamed Branine, (2008)

" He studied about the Graduate recruitment and selection in the UK: A
study of the recent changes in methods and expectations",

This paper seeks to examine the changes in the methods of graduate recruitment and selection
that have been used by UK-based organisations and to establish the reasons for the main changes
and developments in the process of attracting and recruiting graduates. The analysis has shown
that all employers, regardless of organisation size or activity type, tend to use more sophisticated,
objective and cost-effective methods of recruitment and selection than before. The process of
graduate recruitment and selection in the UK has become more person-related than job-oriented
because many employers are more interested in the attitudes, personality and transferable skills
of applicants than the type or level of qualification acquired. Although some of the usual
methods such as interviewing remain popular, there is a greater variety of ways by which
graduates are attracted to and selected for their first jobs.

Banta, Trudy (Year 1980)

Title:Advanced Research in Education--A Recruitment and Selection

Procedure Designed and Implemented by Student Associates and Faculty
Mentors.
Recruitment/selection procedures used in a University of Tennessee, Knoxville (UTK) program
supported by the National Institute of Education to help women and minorities in education
advance in research activities are described. The program was designed to involve students in
grant-writing and research project activities as part of their professional training. Student
associates (doctoral candidates), field associates (postdoctoral professionals in education),
faculty associates (faculty with rank of assistant professor who were initiating their own research
projects), and faculty mentors (associate professors or professors with acknowledged research
competence) participated. The procedures for the recruitment/selection of 1980-81 student
associates were designed and implemented by the project director and student associates. Student
associates assumed responsibility for designing a brochure and application form and for
contacting departments. Three interview sessions were held to enable student associates, the
project director, and faculty mentors to interview the applicants. Interview questions were
derived from the students' personal goals in the interviews, 10 finalists were selected by the
student associates and project director. The evaluation form that was used to rate applicants and
to select the 10 finalists was developed by the project director after looking at applications for
doctoral study in relation to project goals. The form included sections for evaluation of the
applicant based on the applicant's file, the interview, and conversations with reference persons.
39
Strengths and constraints of the recruitment/selection procedure and recommendations for
remedying constraints are listed.
Ewart Keep; Susan James, [February,2010] 
Title: Recruitment and selection - the great neglected topic

The purpose of this paper is to provide an overview of the literature on recruitment and selection
(R&S) and to link what these different bodies of research reveal in terms of the relationship
between employee selection and different strands of education and training policy and practice.
The intention of the paper is not to offer a comprehensive literature review, but to act as a
catalyst for trying to understand R&S as a process, rather than as a series of atomised strategies;
and also to begin to move thinking forward on this important but neglected topic. In particular,
the aim is to learn how far R&S impinges and impacts on general education and training policy
debates.

ETOL Hsu-Shih Shih(Graduate Institute of Management Science Tamkang University

Taiwan), Liang-Chih Huang(Institute of Labor Studies National Chung Cheng University 168,
Taiwan.), Huan-Jyh Shyur (Department of Information Management Tamkang University 151,
Taiwan)(July 2005)

TITLE- Recruitment and selection processes through an effective GDSS

This study proposes a group decision support system (GDSS), with multiple criteria to assist in
recruitment and selection (R&S) processes of human resources. A two-phase decision-making
procedure is first suggested; various techniques involving multiple criteria and group
participation are then defined corresponding to each step in the procedure. A wide scope of
personnel characteristics is evaluated, and the concept of consensus is enhanced. The procedure
recommended herein is expected to be more effective than traditional approaches. In addition,
the procedure is implemented on a network-based PC system with web interfaces to support the
R&S activities. In the final stage, key personnel at a human resources department of a chemical
company in southern Taiwan authenticated the feasibility of the illustrated example.

40
(Research and Training Center on Community Living, University of
Minnesota) (2006, December).They studied about the CMS Direct Service
Workforce Demonstration Promising Practices in Marketing, Recruitment and
SelectionInterventions.

The Centers for Medicare and Medicaid Services (CMS) initiated a demonstration project to
improve the Direct Service Community Workforce to test the effectiveness of different
workforce interventions on the retention and recruitment of Direct Service Workers (DSWs).
This report identifies promising practices in direct service worker marketing, recruitment, and
selection across the CMS grantees. Under a contract to provide technical assistance to the DSW
grantees in collaboration with The Lewin Group (Lewin), the Research and Training Center
developed this report (abstract from http://rtc.umn.edu/publications/).

Dr. Susheel Chhabra, Assistant Professor, Lal Bahadur Shastri Institute of

Management,Delhi(2007).
He studied the Integrated web-based system for recruitment and selection)

Recruitment and selection process in software development organizations is a multifaceted task

that involves technology parameters along with Human Resource (HR) aspects. The campus-
recruitment process organized by software companies for thousands of candidates needs a web-
based system on the Internet to integrate fragmented components of recruitment and selection.
After studying the recruitment and selection process of fifty (50) software development
organizations, paper suggests an integrated web-based solution. The solution is validated through
a case study of Magnon Solutions, India. The software solution developed is an integrated web-
based interface for conducting aptitude test, technical interview, HR interview and final
interviews on the Internet. The system after minor modifications can be used for other software
companies to save time and efforts of the recruitment teams.

Dan Ofori

Department of Organisation and Human Resource Management

University of Ghana Business School(he studied the recruitment and selection
practices in small and medium enterprises in his research in year 2011)

Effective recruitment and selection practices are key factors to the entry point of human
resources in any organization and they also tend to determine the success and sustainability of
SMEs. This present study sought to identify the skills and competences required of graduates by
SMEs, and the graduates selection and recruitment practices of SMEs. A questionnaire survey

41
was chosen as the most appropriate design for this investigation, with purposive sampling being
used to select respondents ranged from company top management. The data was analysed using
SPSS. The results suggest that a majority of SMEs do recruit graduates but do not retain them
beyond three years. Respondents identified information technology as the most important skill
they require of graduates; followed by numerical skills, written communication skills, oral
communication skills, confidence and self discipline. The findings will enhance a realistic
recruitment and selection interface between graduate jobseekers and SME recruiters in Ghana.

MAZON, Luciano  and TREVIZAN, Maria Auxiliadora.(2000),(they studied

about the recruitment and selection of human resource in a psychiatric
hospital at a municipality in the state of Sao Paulo) .

TITLE-Recruitment and selection of human resources in a psychiatric

hospital at a municipality in the state of São Paulo
This paper aims at disseminating the experience of recruiting and selecting human resources in a
psychiatric hospital in the city of Ribeirão Preto, a philanthropic institution withone hundred and
four beds that assists pharmaco-dependent patients with mental problems. It presently has eighty-
four employees and a high staff turnover in different sectors. As trainees, we realized that the
high turnover impaieds the development of activities at the organization as wellas prevented a
better care delivery to clients. Therefore, we were invited to integrate a team thatwas made
responsible for the recruitment and selection of human resources for this institution .Afterthese
procedures and the respective follow-up by those in charge of different sectors, our purpose is to
reduce the turnover, implement larger institutional engagement and more synchronyamong
employees, reduce expenses and bureaucratic activities related to hiring and laying off personnel,
reduce operational work and implementing more assisting activities in terms of planning,
orientation, execution and evaluation.

Ikenberry, John, Hibel, Andrew, Freedman, Robert (2010)

Title- How Technology Has Changed (and Will Change) Higher Education
Employee Recruitment
Higher education recruitment has evolved over the years to utilize new technologies. The
Internet has had the greatest impact on higher education recruitment and paved the way for many
new ways of connecting recruiters with job seekers. The further development of Web 2.0 tools
and social media has changed the landscape of recruiting and job searching even more. In the
future, the common goal will be to create connections that lead to strong working relationships.

42
Auditing of recruitment and selection using generic benchmark.
Author-Sharon Ifill, Neil Moreland (1999)
This article provides an account of an auditon the recruitment and selection systems and
procedures in place within a printing company based in the West Midlands (England). A human
resource audit (HRA) of generic benchmarks was developed from a literature review. The audit
subsequently was applied to establish the current position of the company in the areas of
recruitment and selection. The empirical investigation process primarily consisted of content
analysis of documents and the interviewing of 13 staff within the company. As a result of the
audit, the recruitment and selection processes, systems and procedures were identified as
ineffective. Consequently, an action plan was developed as part of a quality improvement
process and preparation for Investors in People Award. As a result of the implementation of the
recommendations, the culture of the company and the staff should become more focused,
systematic and of a higher quality

Cabellero, Catherine Lissette Walker,Arlene(2010)

Title -Work readiness in graduate recruitment and selection: a review of
current assessment methods
Graduate recruitment and selection differs from other contexts in that graduate applicants
generally lack job-related experience. Recent research has highlighted that employers are placing
increasing value on graduates being work ready. Work readiness is believed to be indicative of
graduate potential in terms of long term job performance and career advancement. A review of
the literature has found that current graduate recruitment and selection practices lack the rigour
and construct validity to effectively assess work readiness. In addition, the variety of
interchangeable terms and definitions articulated by employers and academics on what
constitutes work readiness suggests the need to further refine this construct. This paper argues
that work readiness is an important selection criterion, and should be examined systematically in
the graduate assessment process, as a construct in itself. The ineffectiveness of current
assessment methods in being able to measure work readiness supports the need to develop a
specific measure of work readiness that will allow more effective decision practices and
potentially predict long term job capacity and performance.

Olde Rikkert MG,Van Asselt DZ,Van Kraaij DJ,Jansen RW,Hoefnagles WH.

(29 Feb,1998)
Title- [Recruitment and selection of test subjects for scientific research in
geriatrics: literature review and experiences of the Nijmegen NESTOR study].

The conduct of research in geriatric medicine differs from that in other medical specialties in a
number of ways. In geriatric research it is almost impossible to study a large, homogeneous
group of subjects, suffering solely from the problem to be studied. Moreover, measurements and

43
questionnaires should be short, simple and not very troublesome. These differences are due to the
heterogeneity of geriatric patients and the high prevalence of multimorbidity, often resulting in
impaired physical, psychological and social performance. In this article a number of issues which
are important for successful recruitment and selection of subjects for geriatric research are
discussed. First, a review of relevant literature is given, and subsequently, experiences
concerning recruitment and selection appreciated in the Nijmegen geriatric research programme'
are described. This programme was part of the governmental Netherlands Programme for
Research on Ageing (NESTOR). According to the literature the efficacy of recruitment may be
improved by: personal contact between researcher and subject in view, introduction of the
selection criteria already at the time of subjects' recruitment, a balance between research burden
and profit, sufficient rewards for participation, both financially and non-financially, maximal
effort in the subjects' transport, and also piloting of the recruitment procedure. In the NESTOR-
studies the average number of subjects who were recruited and who completed the studies was
low (23%), because a lot of the recruited subjects did not meet the selection criteria or
considered participation as too troublesome. Subjects who agreed to participate showed high
research compliance.

Chanda, Ashok. Bansal Trapti Chanda, Rupal (2010)

Title-Strategic integration of recruitment practices and its impact on
performance in Indian enterprises.
Recruitment and selection is a foundation of human resource management (HRM) practices and
its integration to business is critical to achieve organisational strategic goals. However, little
research has to date examined strategic integration in this specific human resource (HR) practice,
and, therefore, little is known about the level and application of recruitment and selection
strategic integration a situation that warrants greater investment due to the economic growth in
India in a corresponding expansion of Indian enterprises. Consequently, this study investigates
the level at which recruitment and selection practices integrate with business strategies and the
relative effects of different levels of such strategic integration on organisational performance in
259 Indian enterprises. The results show the majority of Indian enterprises had a high level of
recruitment and selection strategic integration in business strategy formulation and
implementation. Moreover, the level of recruitment and selection strategic integration was
positively related to growth in market share, profits and sales, employees' satisfaction,
employees' productivity, and negatively related to employees' turnover. The implications for
HRM practitioners and further research are discussed.

Munoz, Maria D, Munoz,Macro A.(1999)

Title-Recruitment and Selection in Business and Industry: Learning from the
private sector theory and practice.

44
Recruitment and selection practices in the private sector were examined through a literature
review to identify strategies that human resource (HR) departments can use in designing new
employee recruitment and selection processes or improving existing processes. The following
were among the findings: (1) new employees recruited by using informal sources of recruitment
such as employee referrals, rehires, and self-initiated walk-ins had a greater job survival within
the organization than did new employees recruited through formal sources such as newspapers,
radio advertisements, and posters; (2) small businesses tended to use more informal and
unstructured recruitment and selection mechanisms than large organizations do; (3) job
applicants did not have an adverse reaction toward organizations that administer personality
inventories provided the inventories are applied in combination with ability tests during
employee selection procedures; (4) different organizations preferred different selection strategies
depending on the relative value they put on performance and minority representation at the
organization; (5) for most positions requiring a college degree, organizations preferred hiring
experienced people rather than new graduates; (6) some recruiters allowed personal biases to
influence their selection decisions; and (7) female recruiters tended to evaluate female applicants
more positively than male applicants, whereas male recruiters' evaluations were not influenced
by sex similarities.

Andrea Ordanini & Giacomo silvestri(feb,2008)

Title-Recruitment and selection services: Efficiency and competitive reasons
in the outsourcing of HR practices
While human resource (HR) activities have traditionally been performed internally, the
outsourcing of HR practices is a rapidly increasing phenomenon. The accelerated rate of HR
outsourcing also corresponds to a sweeping change in which non-transactional activities, such as
recruitment, selection and training, are among the most outsourced HR practices. This article
investigates the outsourcing decisions of recruiting and selection (R&S). It develops a predictive
model based on efficiency drivers, rooted in transaction cost economy (TCE), and competitive
motivations, derived from the resource-based view. The model has been tested in a sample of
276 medium and large enterprises in two specific contexts: the outsourcing of administrative
R&S practices (job advertisement and pre-screening) and that of the more strategic R&S
practices (colloquia and selection). Findings confirm the relevance of both categories of
predictors, but they reveal how efficiency motivations are more important for the decisions to
outsource administrative R&S practices while competitive issues matter more for the strategic
side of R&S activity. Theoretical and managerial implications are offered on the basis of such
evidence.

45
Neeraj Kumari(She studied about the recruitment and selection process in
SMC Global securities ltd.)

Better recruitment and selection strategies result in improved organizational outcomes. With
reference to this context, the research paper entitled Recruitment and Selection has been prepared
to put a light on Recruitment and Selection process. The main objective is to identify general
practices that organizations use to recruit and select employees and, to determine how the
recruitment and selection practices affect organizational outcomes at SMC Global Securities Ltd.
The research methodology applied is the exploratory. The data was collected through well
structured questionnaires. The source of data was both primary and secondary. Sample size was
30. Data analysis has been done with the help of SPSS software. The company considered
portals as the most important medium of hiring employees. The employees working in the
company consider the employee references are one of the most reliable source of hiring the new
employees. Company always takes in consideration the cost-benefit ratio.

(Geeta Kumari, Jyoti Bhat and K. M. Pandey, Member, IACSIT)

(They studied the recruitment and selection process in hindustan coca cola
beverage ltd,Jammu)

This research paper, study has been made aboutrecruitment and selection process of Hindustan
Coca-colaBeverage Private limited, Gangyal in Jammu in India. Thestudy indicates that although
the company follows a welldefined recruitment policy. In most of the cases the companydoes
compensate the employees for the expenses incurred bythem. It is also observed that the
company has got all thedatabases fully computerized. All employees said that thecompany hires
consultancy firms or recruitment agency forhiring candidates. It can be said that in spite of some
odd factors,the company is doing well since establishment.

Anthony A. York
Dr. Thompson, Examination Committee Chair
Professor of Public Administration
University of Nevada, Las Vegas (he studied about the recruitment and
selection of police officer)

This paper is a case study of the Clark County School District (CCSD) Police Department
recruitment and selection process. The case study examines and evaluates the human resource
function in the recruiting and hiring of police officers. The case study addresses the issue of line-
staff relations and how it was best resolved in this organization in order to effectively recruit and

46
select CCSD Police Officers. The paper addresses the historical, structural, and philosophical
factors of the Clark County School District Police Department in discussing the possible
organizational strategies for recruiting and selection of police officers. This paper uses a specific
job position (police officer) and a specific management function (recruiting and selection) within
a specific organization (CCSD) to analyze the general philosophical issue of what is the role of
the human resource function within the management of this organization.

Paul Windolf (he studied the recruitment, selection and Internal labor
Markets in Britain and Germany)

Recruitment and selection policies of firms is a largely neglected, though important, research
area which provides insights into the functioning of labour markets and the social reproduction
of organizations. This article is based upon comparative research conducted in Britain and
German firms situated in different local labour markets. For each firm, data on selection criteria
for different groups of workers, on recruitment channels and on recruitment procedures has been
collected. A typology of recruitment strategies is developed which shows how environmental
conditions and organizational structures influence the recruitment strategy of a firm. Depending
on their market power, professional expertise and decision-making structure, firms implement
different recruitment strategies which influence the type of worker who is recruited. 'Discrimi
nation' in the labour market is seen as a rational decision-making process of organizations. It is
the specific outcome of a recruitment strategy which the firm has implemented over the years

Chris Piotrowski (university of west Florida, USA.), Terry Armstrong

(Georgetown University, USA)

TITLE-Current Recruitment and Selection Practices:A National Survey of

Fortune 1000 Firms

This study reports the findings of survey data on recruitment and preemploymentselection
methods in use by human resources departments in, major companies in the USA. In addition,
data on use of online preemployment tests, currently and in the near term future, were
alsocollected. The analysis is based on responses from 151 firms. The findings indicate that the
majority of companies rely on traditionalrecruitment and personnel selection techniques over the
use of onlineassessment instruments. Personality testing is popular in about 20% ofthe firms and
one-fifth of the respondents plan to implement onlinetesting in the future. Furthermore, screening
for honesty-integrity(28.5%) and violence potential (22%) was found to be somewhat popular.It
would be helpful if future research could pinpoint the reservations thatcompanies have about
online pre-employment tests.

47
Carolyn Dickle and Laurence Dickle (Curtin business school, Curtin
University of technology)
TITLE-Recruitment and selection processes in Australia and China: Rewards
from common sense and plain dealing)

Western practices of recruitment and selection are not transferable, easily or automatically, by
multi-national or local companies entering the economically vibrant Chinese market. In the
current paper, Western HR functions are compared with Eastern, Chinese approaches; the major
finding being that, although similar language is used to describe HR processes, cultural factors
affect the practices differently.

Laverne Bailey (Kingston University)

Title-“The effectiveness of the Recruitment and Selection policies and
procedures”
This report is to investigate the effectiveness of the recruitment and selection policy and
procedures of Housing association against best practice.

In order to be seen as a leading force in delivering the service excellence it has to rely on its
resources of high calibre staff to ensure this happens and continues to do so effectively. P
Housing therefore acknowledges that its people are its most valuable asset and that the capability
of the Group to deliver its objectives rests on the performance of individual members of staff as
well as teams as a whole.  

It also recognises that successful recruitment depends on selecting candidates with the
appropriate levels of skill, knowledge and experience to carry out specific roles, able to identify
with the aims and values of the Group and make a positive contribution towards the achievement
of the Group’s objectives.
All aspect of the Recruitment and selection process are monitored by the HR department to
assess standards of service delivery to ensure that best practice are followed (for example choice
of advertising methods) encourage equality of opportunities and highlight actions that need to be
taken to address any issues in respect of equality and diversity  

The recruitment and selection process of P Housing is very effective as the HR department the
recruiting manager and L&D department work with each other to ensure the best person is
recruited for the job whilst complying with employment legislations and best practice. P
Housing, as a result of the diligence of the process reduces staff turnover and as a result increases
staff sense of motivational satisfaction and well being.

48
ETOL Ashok Chanda, Trapti Bansal & Rupal Chanda

TITLE-Strategic Integration of Recruitment Practices and Its Impact on

Performance in Indian Enterprises

Recruitment and selection is a foundation of human resource management (HRM) practices and
its integration to business is critical to achieve organizational strategic goals. However, little
research has to date examined strategic integration in this specific human resource (HR) practice,
and, therefore, little is known about the level and application of recruitment and selection
strategic integration a situation that warrants greater investment due to the economic growth in
India in a corresponding expansion of Indian enterprises. Consequently, this study investigates
the level at which recruitment and selection practices integrate with business strategies and the
relative effects of different levels of such strategic integration on organizational performance in
259 Indian enterprises. The results show the majority of Indian enterprises had a high level of
recruitment and selection strategic integration in business strategy formulation and
implementation. Moreover, the level of recruitment and selection strategic integration was
positively related to growth in market share, profits and sales, employees’ satisfaction,
employees’ productivity, and negatively related to employees’ turnover.

Tina Joubert,Hendrik J. Kriek (South Africa)

TITLE-Psychometric comparison of paper-and-pencil and online personality

assessments in a selection setting

 The goal of the study was to determine whether the Occupational Personality Questionnaire
(OPQ32i) yielded comparable results when two different modes of administration, namely paper-
and-pencil and Internet-based administration, were used in real-life, high-stakes selection
settings. Two studies were conducted in which scores obtained online in unproctored settings
were compared with scores obtained during proctored paper-and-pencil settings. The
psychometric properties of the paper-and-pencil and Internet-based applications were strikingly
similar. Structural equation modelling with EQS indicated substantial support for the hypothesis
that covariance matrices of the paper-and-pencil and online applications in both studies were
identical. It was concluded that relationships between the OPQ32i scales were not affected by
mode of administration or supervision.

49
50
 OBJECTIVE OF STUDY

 To study the effectiveness of recruitment and selection process of ITL.

 To study the various source of recruitment used and factor influencing the selection

process.

 To help in assessing the manpower needs for future and making plans for recruitment and

selection.

51
 SCOPE

The scope of the project lies within the HR department of ITL.it includes an in-depth

study of recruitement; selection and joining procedure of ITL.employees are taken from

HR-marketing department only. It can help in forecasting the supply and demand of

manpower.

52
53
INTRODUCTION

Research methodology is a systematic process of identifying and formulating by setting objective

and method for collecting, editing and to tabulating to find solution.

RESEARCH DESIGN
Research design used is descriptive research.

SAMPLING TECHNIQUE:
The non-probability sampling technique has been used.

SAMPLING METHOD;
Convenience sampling method has been used.

SAMPLING SIZE:
Sampling size used is 50.

SOURCE OF DATA COLLECTION

-primary source
-secondary source

PRIMARY DATA
The primary data is collected by the questionnaire.

SECONDARY DATA
-Books referred
-websites
RESEARCH INSTRUMENT
The instrument used is questionnaire.

STATISTICAL TOOLS
-Percentage analysis method

54
55
 Number of Respondents = 50

1. Through which sources recruitment is done?

Response No.of respondents Percentage(%)

Internal 3 6%

External 8 16%

Both 39 78%

Total 50 100%

source of recruitment

6% 16%

Internal
External
both

78%

INTERPRETATION: - The above analysis shows that to the maximum extent ITL
follows both the sources of recruitment.

56
2 .If external sources are followed then which among these are followed most frequently?
(mark no. of relevant ans.)
Response No. of respondents Percentage (%)
Advertisement 2 4%
Website 20 40%
Data banks 12 24%
Educational institute 16 32%
Total 50 100%

No. of respondents

4%
Advertisement
32% Website
Data banks
40% Educational institute

24%

INTERPRETATION: -The above analysis shows that websites are used as external source for
recruitment.

57
3. What is the pattern of recruitment being followed by Sonalika?

Response No.of respondents Percentage(%)

Defined 48 96%
undefined 2 4%
Total 50 100%

Patteran of Recruitment

2%

Defined
undefined

98%

INTERPRETATION: - The above analysis shows that defined pattern of recruitment is used.

58
4.Are you aware of recruitment policy of sonalika?

Response No.of respondents Percentage(%)

Yes 42 84%

No 8 16%

Total 50 100%

Awareness level of Recruitment policies in ITL

2%
Yes
no

4200%
98%

INTERPRETATION: - The above analysis shows that mostly everyone aware of

recruitment policies of ITL.

59
5..Does proper recruitment procedure helps in reducing labour turnover?

Response No.of respondents Percentage(%)

Below 25% 8 16%
25%-50% 30 60%
50%-75% 7 14%
Above75% 5 10%
Total 50 100%

Proper Recruitment Procedure helps in Labour Turnover

10% 8
16%
Below 25%
14%
25%-50%
50%-75%
Above75%

60%

INTERPRETATION: - The above analysis shows that recruitment procedure helps in

reducing 25%-50 labour turnover ratio according to research

60
6.What are the recent trends of recruitment in your organization?

Response No.of respondents Percentage(%)

Outsourcing 20 40%
Poaching 7 14%
websites 23 46%
Total 50 100%

Recent trend of recruitment

20; 40%
23; 46% Outsourcing
Poaching
websites

7; 14%

INTERPRETATION: - The above analysis shows that websites & outsourcing are recent
trends of recruitment followed.

61
7. While recruiting the person to what extent employee’s referral is being considered?

Response No.of respondents Percentage(%)

Below25% 4 8%
25%-50% 23 46%
50%-75% 19 38%
Above75% 4 8%
Total 50 100%

Extent to which employee reference is considered

8% 8%

Below25%
25%-50%
38% 50%-75%
Above75%

46%

INTERPRETATION: - The above analysis shows that up to 25%-50% extent employee’s

referral is being considered

62
8. Are you aware of selection procedure of Sonalika?

Response No.of respondents Percentage(%)

Yes 36 72%

No 6 12%

At some extent 8 16%

Total 50 100%

15%
YES NO
13%
13% AT SOME
EXTEND
72%
72%

INTERPRETATION:-The above analysis shows that most of the employees’ i.e.72%knows

about the selection procedure as they gone through it.

63
 9. On what factors selection depends?

Response No.of respondents Percentage(%)

Experience 25 50%

Qualification 18 36%

interview 7 14%

Total 50 100%

INTERPRETATION:-The above analysis shows that the main factors on which selection

depends are experience and qualification

64
10. Is medical checkup is necessary at the time of joining?

Response No.of respondents Percentage(%)

Yes 43 86%
No 3 6%
At some extent 4 8%
Total 50 100%

INTERPRETATION:-The above analysis shows that medical checkup is very important during
selection.

11.Is there any need to change selection and joining procedure?

65
 Response No.of respondents Percentage (%)

Yes 6 12%
No 44 88%
Total 50 100%

Need to change selection procedure

2%

Yes
no

98%

Interpretation- most of the respondents said there is no need to change in recruitment and
selection procedure.

66
FINDINGS:

67
♦ While recruiting the person as per the required job specifications, the employer’s & employees
of ITL use both the sources i.e. internal & external.

♦ If proper recruitment procedure is followed by the HRD department of company then near
about 50% of the labour turnover ratio reduced.

♦ Employee’s referral is considered too. Existing employees who are working in the
organization give reference of other persons.

♦ What’so ever the recruitment cost incurred by the organization on the internal & external
sources depend upon case to case. We can say that 1 lakh approximately.

♦ Transfers & promotions are considered frequently in the company.

♦ Websites & e- recruitment are recent trends being followed for recruiting new employees.

68
 RECOMMENDATIONS:

1. Company should stress more on psychometric testing & behavioral testing.

2. Company should go for profiling where in they can get best suitable candidate for a
particular job.

3. Proper software should be developed. Applicant tracking system should also be there.

4. Outsourcing should be done. So that leasing of human resources should be there.

5. ITL just recruit through searching CV’s on internet. They must also follow some job
posting system which helps in placing right candidate who himself willing to join
organization.

6. Every part of hiring process should be broken enhanced & well enabled to realize greater
efficiencies.

LIMITATIONS

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1. Due to the busy schedule, the employees were not very interested in filling up the
questionnaire.

2. The answers to some questions are personally biased.

CONCLUSION

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 In end after completing project I conclude that recruitment, selection and joining is very

important for every organization. It plays a vital role in success of human resource development

as well as for organization. Any negligence in recruitment and selection makes organization

unable to give required results as expected. Sources being used by Hod’s in regard recruitment to

boost employee’s morale, motivation. Sonalika the INTERNATIONAL TRACTORS LIMITED

are leading manufacturers for tractors, cars& motors. Sonalika attain 5 th position in India. The

recruitment, selection and joining procedure of ITL is quite effective While working in project

recruitment and selection procedure I came to know that for recruiting correct person according

to job specifications is quite important and selecting right person for the right job is even more

important. The employees working there, are skilled enough i.e. they recruit & short-list the

applicants for specific job. They follow structured recruitment procedure for selecting /

recruiting new employees. Employee’s referral is considered too. Existing employees who are

working in the organization give reference of other persons. What’s ever the recruitment cost

incurred by the organization on the internal & external sources depend upon case to case. We can

say that 1 lakh approximately. Transfers & promotions are considered frequently in the

company. Websites & e- recruitment are recent trends being followed for recruiting new

employees.

BIBLIOGRAPHY

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Books
1) V.S.P. RAO, “Human Resource Management’’
2) Shashi.K.Gupta , “Human Resource Management”

Online Resources
1) www.sonalika.com

2)http://www.eric.ed.gov/ERICWebPortal/search/detailmini.jsp?
_nfpb=true&_&ERICExtSearch_SearchValue_0=ED203743&ERICExtSearch_SearchType_0=
no&accno=ED203743

3) http://www.scielo.org.za/scielo.php?pid=S2071-07632009000100009&script=sci_arttext

4)http://dx.doi.org/10.1016/j.camwa.2005.08.026, How to Cite or Link Using DOI

Cited by in Scopus (10)

5)http://ora.ox.ac.uk/objects/uuid:56dfc740-e5c0-4f23-bfad-8a2628212864
6)http://www.emeraldinsight.com/journals.htm?articleid=1747607

7)http://dro.deakin.edu.au/view/DU:30030444
8) http://www.emeraldinsight.com/journals.htm?articleid=841909

QUESTIONAIRRE ON EFFECTIVENESS OF RECRUITMENT, SELECTION

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AND JOINING PROCEDURE

1. Through which sources recruitment is done?

1. Internal 2.External 3. Both

2. If external sources are followed then which among these are followed most frequently?
(mark no. of relevant ans.)
1. Advertisement 2.website

3. Data bank 4.Educational institute

3. What is the pattern of recruitment being followed by Sonalika?

1. Defined 2. Undefined

4. Are you aware of recruitment policy of Sonalika?

1. Yes 2.No

5. Does proper recruitment procedure helps in reducing labor turnover?

1. Below 25% 2.25%-50%

3. 50%-75% 4. Above 75%

6. What are the recent trends of recruitment in your organization?

1. Outsourcing 2. Poaching 3.Websites

7. While recruiting the person to what extent employee’s referral is being considered?
1. Below 25% 2. 25%-50%

3. 50%-75% 4. Above 75%

8. Are you aware of selection procedure of Sonalika?

1. Yes 2. No 3.At some extent

9. On what factors selection depends?

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1. Experience 2.Qualification 3. Interview

10. Is medical checkup is necessary at the time of joining?

1. Yes 2. No 3.At some extent

11. Is there any need to change selection and joining procedure?

1.Yes 2. No

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