HRM Main

Analysis and comparison of HR practices
(Mid-Term PROJECT)
COURSE: Human Resource Management
PROGRAMME – MBA [BATCH 2023-25]
SEMESTER - II
SUBMITTED BY
ENR NO NAME OF THE STUDENT
M23MBAG0121 Kanika Sharma
M23MBAG0082 Chirag Bansal
M23MBAG0204 Ritik Mittal
M23MBAG0140 Mohit Rawat
M23MBAG0143 Sachin Bhiduri
M23MBAG0072 Divyanshi Batra
{SUBMISSION DATE: 10 March 2024}
SUBMITTED TO
DR. Nishant Singh
Comprehensive analysis and comparison of Recruitment HR
practice for the Manufacturing industry for General Electric and
Toyota Motor Corporations
Any successful organization is built on its human resources (HR) practices. They Mold the work
environment, promote hiring and retaining talent, and eventually help a business succeed as
a whole. This group project explores the intriguing field of human resources by thoroughly
analysing and contrasting a particular HR procedure used by two different businesses.
Our main goal is to comprehend how each business uses this particular HR strategy to
accomplish its strategic objectives and create a distinctive work environment. We'll examine
the implementation procedure in detail, assess its efficacy, and identify any possible
advantages or disadvantages. We hope to learn a lot about the various strategies that
businesses might employ to manage their most important asset—their employees—through
this comparative analysis.
General Electric:
Manufacturing is one of the several businesses that General Electric (GE) operates in as a
conglomerate. GE is a major player in a number of manufacturing areas, including power
generation, renewable energy, aviation, healthcare, and more, despite having broadened its
commercial operations throughout time. A wide range of items are produced by GE, such as
power turbines, trains, medical imaging devices, aviation engines, and renewable energy
sources.
Recruiting Process:
The first step in the hiring process is posting job openings on GE's website, employment
boards, and social media accounts. To draw in qualified applicants, they place a strong
emphasis on precise job descriptions and credentials by various steps like:
➢ Candidate Screening: To filter incoming applications, GE uses both human recruiters
and automated methods. They emphasize experience, aptitude, and cultural fit.
➢ Interview Process: Recruiting managers and team members conduct in-person
interviews with shortlisted candidates in addition to phone screenings and technical
assessments.
➢ Assessment and Selection: To determine a candidate's aptitude and cultural fit, GE
conducts behavioural interviews in addition to competency-based exams. They also
verify references and run in-depth background checks.
➢ Onboarding: Orientation sessions, training courses, and mentorship opportunities are
all part of the extensive onboarding process that new hires go through in order to help
them integrate into the company.
Strengths:
A sizable pool of applicants is drawn to GE by its solid reputation and brand presence.
Screening and selection are made easier by the company's usage of technology in the hiring
process.
Programs for the structured onboarding of new employees guarantee that they contribute
positively to the company right away.
Areas for Improvement:

To guarantee a more varied candidate pool and hiring decisions, GE should improve its
diversity and inclusion programs even more by using cutting-edge hiring techniques to engage
candidates and evaluate their abilities, such as gamification or virtual reality simulations.
Toyota Motor Corporation:

The main business of Toyota Motor Corporation is manufacturing. It is among the biggest car
companies in the world. Under several brand names, including Toyota, Lexus, and Daihatsu,
Toyota designs, builds, and markets a broad variety of automobiles, including cars, trucks, and
hybrids. Toyota further manufactures auto accessories and parts. Toyota's operations revolve
around manufacturing, which is carried out in its production centres all over the world.
Recruiting Process:
▪ Talent Pipelining: Toyota prioritizes using talent pipelining to establish enduring
connections with possible applicants. Through networking gatherings, internships,
and cooperative education initiatives, they interact with passive prospects.
▪ Employee Referral Program: Toyota encourages staff members to recommend
eligible applicants by means of this program. In the hiring process, referrals are given
precedence, which reflects the importance the business has on internal
recommendations.
▪ Assessment Centres: Candidates who have been shortlisted are invited to take part
in assessment centres, where their skills, problem-solving ability, and cultural fit are
evaluated through a variety of exercises and simulations.
▪ Behavioural Interviews: Toyota uses behavioural interviews to evaluate applicants
based on their prior behaviour as a predictor of future success. They assess how well
a candidate fits the culture and values of the business.
▪ Continuous Feedback: Candidates receive timely feedback on their performance and
progress throughout the recruitment process. This keeps the candidate experience
nice and helps control expectations.
Strengths:
Toyota's emphasis on talent pipelining lowers time-to-hire and recruiting expenses by
creating a pool of possible applicants for upcoming openings.
Through reliable referrals, the employee referral program attracts and retains qualified
candidates while fostering employee engagement.
Behavioural interviews and assessment centres offer a thorough assessment of candidates'
skills and organizational fit.
Areas for Improvement:

To actively attract more candidates, Toyota should improve its employer branding initiatives
and web presence.
Using technological solutions to further optimize and speed the hiring process, such as
applicant tracking systems or recruitment analytics tools.
Summary
In summary, both General Electric and Toyota Motor Corporation demonstrate effective
recruiting practices tailored to their respective needs and priorities in the manufacturing
industry. While GE focuses on technology-driven screening and structured onboarding,
Toyota emphasizes talent pipelining and employee referrals.

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Analysis and comparison of HR practices

M23MBAG0072 Divyanshi Batra

{SUBMISSION DATE: 10 March 2024}

Areas for Improvement:

Toyota Motor Corporation:

Areas for Improvement:

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