A PROJECT REPORT

ON

PROJECT REPORT

On

“A STUDY ON RECRUITMENT AND SELECTION PROCESS IN STOVEKRAFT

LTD”

By

PARUL GARHIA

1NH20BA100

Submitted to

DEPARTMENT OF MANAGEMENT STUDIES

NEW HORIZON COLLEGE OF ENGINEERING, OUTER

RING ROAD, MARATHALLI, BANGALORE

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of

Dr. D Krishna Kumar

(Assistant Professor)

2021-2023
 CERTIFICATE

This is to certify that Parul Garhia bearing USN 1NH20BA100, is a bonefide student of Master of
Business Administration course of the institute 2021-23, autonomous program, affiliated to
Visvesvaraya Technological University, Belgaum.

The project report on “A Study on Recruitment and Selection Process in Stovekraft Ltd” is
prepared by her under the guidance of Dr. D Krishna Kumar, in partial fulfilment of requirements
for the award of the degree of Master of Business Administration of Visvesvaraya Technological
University, Belgaum, Karnataka.

Signature of Internal Guide Signature of HOD Signature of Principal

Name of the Examiners with affiliation Signature with date

1. External Examiner

2. Internal Examiner
 DECLARATION

I, Parul Garhia, hereby declare that the project report titled “A Study on Recruitment and Selection
Process In Stovekraft Ltd” with reference to “Stovekraft Ltd” prepared by me under the guidance
of Dr. D Krishna Kumar (Assistant Professor) faculty of M.B.A Department, New Horizon College
of Engineering.

I also declare that this Internship is towards the partial fulfillment of the university regulations for
the award of the degree of Master of Business Administration by Visvesvaraya Technological
University, Belgaum.

I have undergone an internship for a period of eight weeks. I further declare that this report is based
on the original study undertaken by me and has not been submitted for the award of a degree/diploma
from any other University/Institution.

Signature of Student

Place:
Date:
 ACKNOWLEDGEMENT

The successful completion of the internship would not have been possible without the guidance and
support of many people. I express my sincere gratitude to Mr. Jacob John, HR Consultant, Stovekraft
Limited, Bengaluru, for allowing to do my internship at Stovekraft Limited.

I thank the staff of Stovekraft Limited, Bengaluru for their support and guidance and helping me in
completion of the report.

I am thankful to my internal guide Dr. D Krishna Kumar, for his constant support and inspiration
throughout the project and invaluable suggestions, guidance and also for providing valuable
information.

Finally, I express my gratitude towards my parents and family for their continuous support during
the study.

PARUL GARHIA
1NH20BA100
SL. NUMBER CONTENTS PAGE NUMBERS

1 Executive Summary 7

2 Theoretical Background of The Study 8 – 32

3 Industry Profile & Company Profile 33 – 41

4 Application of Research Design 42 – 45

Analysis and Interpretation of Financial

5 46 – 69
Statements and Reports

Learning Experience- Findings,

6 70 – 73
Suggestions and Conclusion

7 Bibliography and Annexure 74 – 77

 EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary. It is an important

part of an organization. Human Resource Planning is a viral ingredient for the success of the
organization in the long run. There are certain ways that are to be followed by every
organization, which ensures that it has right number and kind of people, at the right place and
right time so that organization can achieve its planned objectives.

The objectives of Human Resource Department are Human Resource Planning, Recruitment
and Selection, Training and Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal and so on. Each objective needs special attention and
proper planning and implementation.

A formal definition states, “it is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are selected.
The need for recruitment may be due to the following reasons\situation:

a) Vacancies due to promotions, transfer, retirement, termination, permanent disability,

death and labor turnover.

b) Creation of new vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job
specification.
Selection is basically picking an applicant from (a pool of candidates) who has the appropriate
qualification and competency to do the job. The difference between recruitment and selection:-
Recruitment is identifying and encouraging prospective employees to apply for a job.
Selection is selecting the right candidate from the pool of applicants.
 CHAPTER-1

INTRODUCTION

RECRUITMENT AND SELECTION

Recruitment is the process of attracting individuals on a timely basis in sufficient numbers and within
appropriate qualification, to apply for jobs within an organization. The process of searching prospective
employees with multidimensional skills and experience that suits organization strategies in fundamental
to the growth of the organization. This demands more comprehensive strategic perspective recruitment.
Organizations require the services of large number of personnel, these personnel occupies the various
positions created to the process of organization.

Each position of the organization has certain specific contributions to achieve the organizational
objectives. The recruitment process of the organization has to be strong enough to attract and select
the potential candidates with right job specification. The recruitment process begins with human
resource planning and concludes with the selection of required number of candidates, both HR staff
and operating managers have responsibilities in the process.

”
Right person for the right job is the basic principle in recruitment and selection. Every organization
should give attention to the selection of its manpower, especially its managers. The operative manpower
Is equally important and essential for the orderly working of an enterprise.
”

Every business organization\unit needs manpower for carrying different business activities smoothly
and efficiently and for this recruitment and selection of suitable candidate is essential. Human resource
management in an organization will not be possible if unsuitable persons are selected and employment
in a business unit. choose each other.
 RECRUITMENT
MEANING:

Recruitment means to estimate the available vacancies and to make suitable arrangements for their
selection and appointment. Recruitment is understood as the process of searching for and obtaining
applicants for the job, from among whom the right people can be selected.

A formal definition states, “it is the process of finding and attracting the capable applicants for the
employment. The process begins when new recruits are sought and end when the applicants are
submitted. The result is a pool of applicants from which new employees are selected”. In this, the
available vacancies are given wide publicity and suitable candidates are encouraged to submit
applicants so as to have a pool of eligible candidates for suitable selection.

In recruitment, information is collected from interested candidates. For this different source such as
newspaper advertisement, employment exchanges, internal promotion etc. are used.

In the recruitment, pool of eligible and interested candidates is created for selection of most suitable
candidates. Recruitment represents the first contact that accompany makes with potential employees.

DEFINITION:

According to EDWIN FLIPPO, “Recruitment is the process of searching for prospective employees
and stimulating them to apply for jobs in the organization”.

“Need for the recruitment The need for recruitment may be due to the following reasons /situation:”
a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and,
labor turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of business activities of
an enterprise. In addition, new vacancies are possible due to job specification.
 PURPOSE AND IMPORTANCE OF RECRUITMENT

1. Determine the present and future requirements of the organizations on conjuction with its
personnel planning and job analysis activities.
2. In case the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the number of visible under
qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of its work force.

6. Begin identifying and preparing potential job applicants who will be appropriate candidates.

7. Increase organizational and individual effectiveness in the short term and long term.

8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
9. Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates are encouraged to submit applicants for the purpose of
selection.

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of
qualified job applicants. The process comprises five interrelated stages:

1. Planning

2. Strategy development

3. Searching

4. Screening

5. Evaluation and control

STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the transition of likely job
vacancies and information about of these jobs into set of objectives or targets that specify the (1)
Numbers and (2) Types of applicants to be contacted.

Numbers of contact: Organization, nearly always, plan to attract more applicants than they will hire.
Some of those contacted will be uninterested, unqualified or both. Each time a recruitment programme
is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the
qualified people.

Type of contact: It is basically concerned with the types of people to be informed about job openings.
The type of people depends on the tasks and responsibilities involved and the qualifications and
experience expected. These details are available through job description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:

When it is estimated that what type of recruitment and how many are required then one has to
concentrate in (1) Make or buy employees (2) Technological sophistication of recruitment and selection
devices. (3) Geographical distribution if labor markets comprising job seekers. (4) Sources of
recruitment. (5) Sequencing the activities in the recruitment process.

Make or buy: Organization must decide whether to hire skilled employees and invest on training and
education programmes, or they can hire skilled labor and professional. Essentially this is the “male or
buy” decision. Organizations which hire skilled and professionals shall have to pay more for these
employees.
Technological sophistication: The second division in strategy development relates to the methods
used in recruitment and selection. This decision is mainly influenced by the available technology. The
advent of computers has made it possible for employers to scan national and international applicant
qualification. Although impersonal. Computers have given employers and job seekers a wider scope
of options in the initial screening stage.

STAGE 3: SEARCHING:

Once a recruitment plan and strategy are worked out, the search process can begin. Search involves
two steps:

A) Source activation and

B) Selling

STAGE 4: SCREENING:

Screening of applicants may be regarded as an integral part of the recruiting process, though many
view it as the first step in the selection process. Even the definition on the recruitment, we quoted the
beginning of this chapter , excludes screening from its scope. However, we have included screening in
recruitment for valid reasons. The selection process will be begin after the applicants have been
scrutinized and short-listed. Hiring if professor in a university is typical situation. Application received
in response to advertisements is screened and only eligible applicants are called for an interview. A
selection committee comprising the Vice chancellor. Registrar and subject experts conducts interview.
Here the recruitment process extends up to screening the applications. The selection process
commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage, those applicants
who are visibly unqualified for the job . Effective screening can save a great deal of time and money.
 In screening, clear job specifications are invaluable. It is both good practice and a legal necessity that
applicant’s qualification is judged on the basis of their knowledge, skills, abilities and interest required
to do the job.

STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The
cost generally incurred are:

1. Salaries for recruiters

2. Management and professional time spent on preparing job description, job specifications,
advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.

4. Recruitment

5. Overheads and administrative expenses

6. Cost of overtime and outsourcing while the vacancies remain unfilled

7. Cost of recruiting unsuitable candidates for the selection process

SOURCES OF RECRUITMENT:

The sources of recruitment can be broadly categorized into internal and external sources:

1) INTERNAL RECRUITMENT: -
It is a recruitment which takes place within the concern or organization. Internal sources of recruitment
are readily available to an organization. Internal sources are primarily three - Transfers, promotions and
Re-employment of ex-employees. Re-employment of ex-employees is one of the internal sources of
recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are
situations when ex-employees provide unsolicited applications also. Internal recruitment may lead to
increase in employee’s productivity as their motivation level increases.
Following are the various sources of internal recruitment:

PROMOTION AND TRANSFERS: Promotion is an effective means using job posting and
personnel records. Job posting requires notifying vacant positions by posting notices, circulating
publications or announcing at staff meetings and inviting employees to apply. Personnel records help
discover employees who are doing jobs below their educational qualifications or skill levels.
Promotions has many advantages like it is good public relations, builds morale, encourages competent
individuals who are ambitious, improves the probability of good selection since information on the
individual’s performance is readily available, is cheaper than going outside to recruit, those chosen
internally are familiar with the organization thus reducing the orientation time and energy and also
acts as a training device for developing middle-level and top-level managers.

EMPLOYEE REFERRALS: Employees can develop good prospects for their families and friends
by acquainting them with the advantages of a job with the company, furnishing them with introduction
and encouraging them to apply. This is a very effective means as many qualified people can be reached
at a very low cost to the company. The other advantages are that the employees would bring only those
referrals that they feel would be able to fit in the organization based on their own experience. In this
way, the organization can also fulfil social obligations and create goodwill.

FORMER EMPLOYEES: These include retired employees who are willing to work on a part- time
basis, individuals who left work and are willing to come back for higher compensations. Even
retrenched employees are taken up once again. The advantage here is that the people are already known
to the organization and there is no need to find out their past performance and character.

DEPENDANTS OF DECEASED EMPLOYEES: Usually, banks follow this policy. If an employee

dies, his / her spouse or son or daughter is recruited in their place. This is usually an effective way to
fulfil social obligation and create goodwill.
RECALLS: When management faces a problem, which can be solved only by a manager who has
proceeded on long leave, it may de decided to recall that persons after the problem is solved, his leave
maybe extended.

RETIREMENTS: At times, management may not find suitable candidates in place of the one who had
retired, after meritorious service. Under the circumstances, management may decide to call retired
managers with new extension.

2) EXTERNAL RECRUITMENT:

External recruitment seeks applicants for positions from sources outside the company. They have
outnumbered the internal methods. The various external sources include:

PROFESSIONAL OR TRADE ASSOCIATIONS: Many associations provide placement service

to its members. It consists of compiling job seeker’s lists and providing access to members during
regional or national conventions. Also, the publications of these associations carry classified
advertisements from employers interested in recruiting their members. These are particularly useful
for attracting highly educated, experienced or skilled personnel.

ADVERTISEMENTS: It is a popular method of seeking recruits, as many recruiters prefer

advertisements because of their wide reach. Want ads describe the job benefits, identify the
employer and tell those interested how to apply.

CAMPUS RECRUITMENTS: Colleges, universities, research laboratories, sports fields and

institutes are fertile ground for recruiters, particularly the institutes. Campus Recruitment is going
global with companies like HLL, Citibank, HCL-HP, ANZ Grind lays, L&T, Motorola and Reliance
looking for global markets. Some companies recruit a given number of candidates from these institutes
every year. Campus recruitment is so much sought after that each college; university department or
institute will have a placement officer to handle recruitment functions. However, it is often an
expensive process, even if recruiting process produces job offers and acceptances eventually.
WALK-INS, WRITE-INS AND TALK-INS: The most common and least expensive approach for
candidates is direct applications, in which job seekers submit unsolicited application letters or resumes.
Direct applications can also provide a pool of potential employees to meet future needs. From
employees‟ viewpoint, walk-ins are preferable as they are free from the hassles associated with other
methods of recruitment. While direct applications are particularly effective in filling entry level and
unskilled vacancies, some organizations compile pools of potential employees from direct applications
for skilled positions. Write-ins are those who send written enquiries. These jobseekers are asked to
complete application forms for further processing. Talk-ins involves the job aspirants meeting the
recruiter (on an appropriated date) for detailed talks. No application is required to be submitted to the
recruiter.

CONSULTANTS: They are in this profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring
process. They also keep prospective employer and employee anonymous. However, the cost can be a
deterrent factor.

HEAD HUNTERS: They are useful in specialized and skilled candidate working in a particular
company. An agent is sent to represent the recruiting company and offer is made to the candidate. This
is a useful source when both the companies involved are in the same field, and the employee is reluctant
to take the offer since he fears, that his company is testing his loyalty.

RADIO, TELEVISION AND INTERNET: Radio and television are used to reach certain types of
job applicants such as skilled workers. Radio and television are used but sparingly, and that too, by
government departments only. However, there is nothing inherently desperate radio and television. It
depends upon what is said and how it is delivered. Internet is becoming a popular option for
recruitment today. There are specialized sites like Naukri.com.
INTERNAL RECRUITMENT PROS AND CONS

The Internal Recruitment can build a strong loyalty with the organization as the employees have a
chance to change their position after a period of time. The employees are not pressed to look for
opportunities on the external job market. The Internal Recruitment can be cheaper for the organization
and can save the costs dedicated to the training and induction of new employees. Also, as the candidate
knows the organization, the possibility of the failure is not a significant issue to the organization. The
Internal Recruitment needs strong management from the HRM Function, which can lead to the conflicts
and the HRM Function has to have a position to be able to act as a strong facilitator in the conflict
resolution. The Internal Recruitment can lead to huge issues when the candidates come from one
department. The managers have to have the right to protect their own interests in the organization as
they are responsible for the smooth operation.

EXTERNAL RECRUITMENT PROS AND CONS:

The External Recruitment brings new people to the organization, which can be a huge benefit or the
organization. The External Recruitment allows the organization to define the right requirements and
the organization can select the candidate, which suits the organization best. The external recruitment
can be in many situations quicker solutions, mainly in the situation, when the job market is full of
potential job candidates. The external recruitment and proper campaign increase the popularity of the
organization on the job market, which helps to improve the position for further expansion.

RADIO, TELEVISION AND INTERNET: Radio and television are used to reach certain types of
job applicants such as skilled workers. Radio and television are used but sparingly, and that too, by
government departments only. However, there is nothing inherently desperate radio and television. It
depends upon what is said and how it is delivered. Internet is becoming a popular option for
recruitment today. There are specialized sites like Naukri.com.
So he needs the help of line HR. Both line and HR staff work together. Recruitment Functions:

1. Assessing recruitment,

2. Job design and development,

3. Fixing standards,

4. Advertisement and publicity,

5. Making initial contact with prospective candidates,

6. Identification and seeking applicants,

7. Preliminary examination and assessment of applications,

8. Shortlisting of probable candidates for selection,

9. Calling the shortlisted candidates for interview,

10. A selection process like interviewing or testing,

11. Hiring the best candidates,

12. Recording and documentation,

13. Fixing pay packages to the selected candidates.

FACTORS OF RECRUITMENT:

The recruitment function of the organizations is affected and governed by a mix of various internal
and external forces. The internal forces are the factors that can be controlled by the organization. And
the external factors are those factors which cannot be controlled by the organization.

The internal and external forces affecting the recruitment function of an organization are:

INTERNAL FACTORS OF RECRUITMENT: For the internal mechanism of the organization,

some of the internal factors that affect recruitment are as follows:
SIZE OF THE ORGANIZATION: The recruitment process is affected by the size of the
organization to a large extent. Experience suggests that larger organizations recruit more candidates
than small ones. Large organizations find recruitment less problematic than small organizations.

RECRUITING POLICY: The recruitment policy of the firm also affects the recruitment process.
This policy is concerned with candidates from outside the organization, whereas others want to recruit
from internal sources.

IMAGE OF THE ORGANIZATION: Image or goodwill of the organization also affects

recruitment. Organizations having good image can attract potential and competent candidates to a large
extent. Good public relation, rendering public services, etc. help to enhance the image and reputation
of the organization.

IMAGE OF THE JOB: Jobs had a good image in terms of better remuneration, working condition,
promotion, career development opportunities, etc. can attract the potential and qualified candidates to
a large extent.

EXTERNAL FACTORS OF RECRUITMENT:

External factors are concerned with the environmental changes that will take place in the external
environment of the organization.

Some of the external factors that affect recruitment policy are as follows:

DEMOGRAPHIC FACTORS: Demography is the study of human population in terms of age, sex,
occupation, religion, composition, ethnicity, etc. The demographic factors have a profound influence
on the recruitment process.

LABOR MARKET: Labor market constitutes the force of demand and supply of labor of particular
importance. For instance, if demand for a particular skill is high relative to its supply, the recruitment
process evolves more efforts. Contrary to it, if the supply is more than demand, the recruitment process
will be easier.

UNEMPLOYMENT SITUATIONS: The unemployment rate of a particular area is yet another

influencing factor of the recruitment process. If the unemployment rate is high, the recruitment process
will be simpler and vice versa.”

SOCIAL AND POLITICAL ENVIRONMENT: The forces of the social and political environment
also influence recruitment policy. For instance, the change in government can have a direct impact on
the recruitment policy of the company due to a change in government rules and regulations.

LEGAL CONSIDERATIONS: Legal considerations with regard to employment provision for

under-privileged castes etc. will have a positive impact on the recruitment policy of the organization.

THEORIES AND POLICIES OF RECRUITMENT AND SELECTION THEORIES:

1. OBJECTIVE THEORY

1) Assumes applicants use a very rational method for making decisions.

2) Thus, the more information you can give them (e.g. salaries, benefits, working condition, etc. ),
the better applicants weight these factors to arrive at a relative “desirability” index.

2. SUBJECTIVE THEORY

1) Assumes applicants are not rational, but respond to social or psychological needs (e.g. security,
achievement, affiliation).
2) Thus, play to these needs by highlighting job security or opportunities for promotion or
collegiality of work group, etc.

3. CRITICAL CONTACT THEORY

1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.
(promptness, warmth, follow-up calls, sincerity, etc.)
2) Research indicates that more recruiter contact enhances acceptance of offer, also experienced
recruiter (e.g. middle-aged) more successful than young or inexperienced recruiter - may be
 especially important when recruiting ethnic minorities, women, etc.

INDUCEMENTS TO RECRUITMENT

Organizational inducements are all the positive features and benefits offered by an organization that
serves to attract job applicants to the organization. Three inducements need specific mention here, they
are:

COMPENSATION: Starting salaries, frequency of pay increases, incentives and fringe benefits
can all serve as inducements to potential employees.

CAREER OPPORTUNITIES: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the company takes
care of employee career aspirations serves as a powerful inducements to potential employees.

IMAGE OR REPUTATION: Factors that affect an organization’s reputation include its general
treatment of employees, the nature and quality of its products and services and its participation in
worth while social endeavors.

POOR IMAGE: If the image of the firm is perceived to be low (due to factors like operation in the
declining industry, nepotism etc.), the likelihood of attracting large number of is reduced.
 SELECTION

Selection process is a decision making process. This step consists of a number of activities. A candidate
who fails to qualify for a particular step is not eligible for appearing for the subsequent step. Employee
selection is the process of putting right men on the right job. It is a procedure of matching organizational
requirements with the skills and qualifications of people. Effective selection can be done only where
there is effective matching. By selecting best candidate for the required job, the organization will get
quality performance of employees. Moreover, organization will face less absenteeism and employee
turnover problems. By selecting right candidate for the required job, organization will also save time
and money. Proper screening of candidates takes place during selection procedure. All the potential
candidates who apply for the given job are tested.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply for a job and Selection is
selecting the right candidate from the pool of applicants.

SELECTION PROCESS:

Selection is along process, commencing from the preliminary interview of the applicants and ending
with the contract of employment.

1. Preliminary test
2. Selection test
3. Employment interview
4. Reference and background
5. Analysis
6. Selection decision
7. Physical examination
8. Job offer
9. Employment contract
STEP 1:

PRELIMINARY INTERVIEW

The applicants received from job seekers would be subject to scrutiny so as to eliminate unqualified
applicants. This is usually followed by a preliminary interview the purpose of which is more or less
the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the
HR specialists to eliminate unqualified jobseekers based on the information supplied in their
application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did
not appear in the application forms.

STEP 2:

SELECTION TEST:

Job seekers who pass the screening and the preliminary interview are called for tests. Different types
of tests may be administered, depending on the job and the company.

Generally, tests are used to determine the applicant’s ability, aptitude and personality. The following
are the type of tests taken:
1. Ability test

2. Aptitude test

3. Intelligence test

4. Interest test

5. Personality test

6. Projective test

7. General Knowledge test

8. Perception test

9. Graphology test
 10. Polygraph test

11. Medical test

STEP 3

INTERVIEW:

The next step in the selection process is an interview. Interview is formal, in depth conversation
conducted to evaluate the applicant’s acceptability. It is considered to be excellent selection device. It
is face-to-face exchange of view, ideas and opinion between the candidates and interviewers. Basically,
interview is nothing but an oral examination of candidates. Interview can be adapted to unskilled, skilled,
managerial and profession employees.

Types of Interview:

Interviews can be of different types. There interviews employed by the companies. Following are the
various types of interview:
1. Informal interview

2. Formal interview

3. Non directive interview

4. Depth interview

5. Stress interview

6. Group interview

7. Panel interview

8. Sequential interview

9. Structured view

10. Unstructured view

11. Mixed interview

12. Telephonic interview

 Following are the various types of interview used in the employee selection
process:

1. INFORMAL INTERVIEW: An informal interview is an oral interview and may take place
anywhere. The employee or the manager or the personnel manager may ask a few almost
inconsequential questions like name, place of birth, names of relatives etc. either in their respective
offices or anywhere outside the plant of company. It id not planned and nobody prepares for it. This
is used widely when the labor market is tight and when you need workers badly.

2. FORMAL INTERVIEW: Formal interviews may be held in the employment office by he

employment office in a more formal atmosphere, with the help of well structured questions, the
time and place of the interview will be stipulated by the employment office

3. NON-DIRECTIVE INTERVIEW: Non-directive interview or unstructured interview is designed

to let the interviewee speak his mind freely. The interviewer has no formal or directive questions,
but his all attention is to the candidate. He encourages the candidate to talk by a little prodding
whenever he is silent e.g. “Mr. Ray, please tell us about yourself after your graduated from high
school.
The idea is to give the candidate complete freedom to “sell” himself, without the encumbrances of
the interviewer’s question. But the interviewer must be of higher caliber and must guide and relate
the information given by the applicant to the objective of the interview.

4. DEPTH INTERVIEW: It is designed to intensely examine the candidate’s background and

thinking and to go into considerable detail on particular subjects of an important nature and of
special interest to the candidates.

5. STRESS INTERVIEW: It is designed to test the candidate and his conduct and behavior by him
under conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not think
your qualifications and experience are adequate for this position,’ and watch the reaction of the
candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified
to handle the job.

6. GROUP INTERVIEW: It is designed to save busy executive’s time and to see how the candidates
 may be brought together in the employment office and they may be interviewed.

7. PANEL INTERVIEW: A panel or interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial positions. This type of interview pools
the collective judgment and wisdom of the panel in the assessment of the candidate and also in
questioning the faculties of the candidate.

8. SEQUENTIAL INTERVIEW: The sequential interview takes the one-to-one a step further and
involves a series of interview, usually utilizing the strength and knowledgebase of each interviewer,
so that each interviewer can ask questions in relation to his or her subject area of each candidate, as
the candidate moves from room to room.

9. STRUCTURES INTERVIEW: In a structured interview, the interviewer uses preset standardized

questions, which are put to all the interviewees. This interview is also called as ‘Guided’ or
‘Patterned’ interview. It is useful for valid results, especially when dealing with the large number
of applicants.

10. UNSTRUCTURED INTERVIEW: It is also known as ‘Unpatterned’ interview, the interview is

largely unplanned and the interviewee does most of the talking. Unguided interview is
advantageous in as much as it leads to a friendly conversation between the interviewer and the
interviewee and in the process, the later reveals more of his or her desire and problems. But the
Unpatterned interview lacks uniformity and worse, this approach may overlook key areas of the
applicant’s skills or background. It is useful when the interviewer tries to probe personal details of
the candidate it analyze why they are not right for the job.

11. MIXED INTERVIEW: In practice, the interviewer while interviewing the job seekers uses a
blend of structured and structured and unstructured questions. This approach is called the Mixed
Interview. The structured questions provide a base of interview more conventional and permit
greater insights into the unique differences between applicants.

12. IMPROMPTU INTERVIEWS: This interview commonly occurs when employers are
approached directly and tends to be very informal and unstructured. Applicants should be prepared
at all times for on-the-spot interviews, especially in situations such as a job fair or a cold call. It is
 an ideal time for employers to ask the candidate some basic questions to determine whether he/she
may be interested in formally interviewing the candidate.

13. DINNER INTERVIEWS: These interviews may be structured, informal, or socially situated, such
as in a restaurant. Decide what to eat quickly, some interviewers will ask you to order first (do not
appear indecisive). Avoid potentially messy foods, such as spaghetti. Be prepared for the
conversation to abruptly change from friendly chat to direct interview questions, however, do not
underestimate the value of casual discussion, some employers place a great value on it. Be prepared
to switch gears rapidly, from fun talk to business talk.

14. TELEPHONE INTERVIEWS: Have a copy of your resume and any points you want to
remember to say nearby. If you are on your home telephone, make sure that all roommates or
family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower
than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see
your face. If there are pauses, do not worry; the interviewer is likely just taking some notes.

15. SECOND INTERVIEWS: Job seekers are invited back after they have passed the first initial
interview. Middle or senior management generally conducts the second interview, together or
separately. Applicants can expect more in-depth questions, and the employer will be expecting a
greater level of preparation on the part of the candidates. Applicants should continue to research the
employer following the first interview, and be prepared to use any information gained through the
previous interview to their advantage.

STEP 4:

REFERENCE CHECK: Many employers request names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps, gaining additional background
information on an applicant. Although listed on the application form, references are not usually
checked until an applicant has successfully reached the fourth stage of a sequential selection
process. When the labour market is very tight, organizations sometimes hire applicants before
checking references.
STEP 5:

SELECTION DECISION: After obtaining information through the preceding steps, selection
decision- the most critical of all the steps- must be made. The other stages in the selection process
have been used to narrow the number of the candidates. The final decision has to be made the pool
of individuals who pas the tests, interviews and reference checks.
The view of the line manager will be generally considered in the final selection because itis he/she
who is responsible for the performance of the new employee. The HR manager plays a crucial role
in the final selection.

STEP 6:

PHYSICAL EXAMINATION: After the selection decision and before the job offer is made, the
candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the
candidate being declared fit after the physical examination. The results of the medical fitness test
are recorded in a statement and are preserved in the personnel records. There are several objectives
behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries any infectious disease.
Secondly, the test assists in determining whether an applicant is physically fit to perform the work.
Thirdly, the physical examination information can be used to determine if there are certain physical
capabilities, which differentiate successful and less successful employees. Finally, such an
examination will protect the employer from workers compensation claims that are not valid because
the injuries or illness were present when the employee was hired.

STEP 7:

JOB OFFER: The next step in the selection process is job offer to those applicants who have
crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter
generally contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. Those is particularly necessary when he or she is already in
employment, in which case the appointee is required to obtain a relieving certificate from the
previous employer.
 The company may also want the individual to delay the date of reporting on duty. If the new
employee’s first job upon joining the company is to go on company until perhaps a week before such
training begins.

STEP 8:

CONTRACT OF EMPLOYMENT: There is also a need for preparing a contract of employment.

The basic information that should be included in a written contract of employment will vary
according to the level of the job, but the following checklist sets out the typical headings:

1. Job title

2. Duties, including a parse such as “The employee will perform such duties and will be responsible to such
a person, as the company may from time to time direct”.

3. Date when continuous employment starts and the basis for calculating service.

4. Rate of pay, allowance, overtime and shift rates, method of payments.

5. Hours of work including lunch break and overtime and shift arrangement.

6. Holiday arrangements

7. Paid holidays per year

8. Public holidays

9. Special terms relating to rights to patent s and designs, confidential information and restraints on trade
after termination of employment
The drawback with the contracts is that it is almost to enforce them. A determined employee is bound
to leave the organization, contract or no contract.
STEP 9:

CONCLUDING THE SELECTION PROCESS: Contrary to popular perception, the selection

process will not end with executing the employment contract. There is another step – amore sensitive
one reassuring those candidates who have not selected, not because of any serious deficiencies in their
personality, but because their profile did not match the requirement of the organisation.

They must be told that those who were selected were done purely on relative merit.

STEP 10 :

EVALUATION OF SELECTION PROGRAMME:

The broad test of the effectiveness of the selection process is the quality of the personnel hired. An
organization must have competent and committed personnel.

“The major factors which determine the steps involved in a selection process are as follows:”

1. Various steps involved in a selection process depend on the type of personnel to be selected.
For example, more information is required for the selection of managerial personnel as compared to
workers. Therefore, selection process for managerial personnel has to be more comprehensive as
compared to that for workers.

2. Selection process depends on the sources of recruitment and the method that is adopted for
making contact with the prospective candidates. In each type of method, selection process involved is
different to some degree. For example, in the case of advertisement, selection process is more
comprehensive and time-consuming, whereas in the case of campus recruitment, the process is
shortened and may be completed in a day.

3. Selection process depends on the number of candidates that are available for selection. If the
number is large enough, there is a need for creating various filtering points and reducing the number
of applicants at each successive point. However, where the number of applicants is small, lesser
number of filtering points are required.

4. Organization’s selection policy also determines the steps which may be involved in selection
process. For example, there are various organizations which conduct selection tests for a position like
management trainee whereas many organizations simply go through interviews only.

All the above factors are not mutually exclusive, rather these operate simultaneously. In any case, the
basic objective of a selection process is to collect as much relevant information about the candidates
as is possible so that the most suitable candidates are selected. A comprehensive selection process
involves the various steps.

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

1. Recruitment is the process of searching for prospective candidates and motivating them to
apply for job in the organization. Whereas, selection is a process of choosing most suitable candidates
out of those, who are interested and also qualified for job.

2. In the recruitment process, vacancies available are finalized, publicity is given to them and
applications are collected from interested candidates. In the selection process, available applications
are scrutinized. Tests, interview and medical examination are conducted in order to select most suitable
candidate.

3. In recruitment the purpose is to attract maximum numbers of suitable and interested

candidates through applications. In selection process the purpose is that the best candidate out of those
qualified and interested in the appointment.

4. Recruitment is prior to selection. It creates proper base for actual selection. Selection is next
to recruitment. It is out of candidates available/interest.

5. Recruitment is the positive function in which interested candidates are encouraged to submit
application. Selection is a negative function in which unsuitable candidates are eliminated and the best
one is selected.

6. Recruitment is the short process. In recruitment publicity is given to vacancies and

applications are collected from different sources Selection is a lengthy process. It involves scrutiny of
applications, giving tests, arranging interviews and medical examination.

7. In recruitment services of expert is not required Whereas in selection, services of expert is

required.

8. Recruitment is not costly. Expenditure is required mainly for advertising the posts. Selection
is a costly activity, as expenditure is needed for testing candidates and conduct of interviews.
 CHAPTER-2
INDUSTRY AND COMPANY PROFILE

INDUSTRY PROFILE

A home appliance, domestic appliance or household appliance, is a device which assists in household
functions such as cooking, cleaning and food preservation.

Appliances are divided into three types:

• small appliances

• major appliances, or white goods

• and consumer electronics, or brown goods.

This categorization is reflected in the maintenance and repair of these types of products. Brown goods
typically require high technical knowledge and skills (which get more complex with time, such as
going from a soldering iron to a hot-air soldering station), while white goods may need more practical
skills and force to manipulate the devices and heavy tools required to repair them.

An instrument or device designed for a particular use or function". More specifically, Collins English
Dictionary defines "home appliance" as: "devices or machines, usually electrical, that are in your home
and which you use to do jobs such as cleaning or cooking. The broad usage, afforded to the definition
allows for nearly any device intended for domestic use to be a home appliance, including consumer
electronics as well as stoves, refrigerators, toasters and air conditioners.

HISTORY

While many appliances have existed for centuries, the self-contained electric or gas powered
appliances are a uniquely American innovation that emerged in the twentieth century. The development
of these appliances is tied to the disappearance of full-time domestic servants and the desire to reduce
the time-consuming activities in pursuit of more recreational time. In the early 1900s, electric and gas
appliances included washing machines, water heaters, refrigerators, kettles and sewing machines. The
invention of Earl Richardson's small electric clothes iron in 1903 gave a small initial boost to the home
appliance industry. In the Post–World War II economic expansion, the domestic use of
dishwashers,and clothes dryers were part of a shift for convenience. Increasing discretionary income
was reflected by a rise in miscellaneous home appliances.

In America during the 1980s, the industry shipped $1.5 billion worth of goods each year and employed
over 14,000 workers, with revenues doubling between 1982 and 1990 to $3.3 billion. Throughout this
period companies merged and acquired one another to reduce research and production costs and
eliminate competitors, resulting in antitrust legislation.

The United States Department of Energy reviews compliance with the National Appliance Energy
Conservation Act of 1987, which required manufacturers to reduce the energy consumption of the
appliances by 25% every five years.

In the 1990s, the appliance industry was very consolidated, with over 90% of the products being sold
by just five companies. For example, in 1991, dishwasher manufacturing market share was split
between General Electric with 40% market share, Whirlpool with 31% market share, Electrolux with
20% market share, Maytag with 7% market share and Thermador with just 2% of market share.

MAJOR APPLIANCES

Major appliances, also known as white goods, comprise major household appliances and may include:
air conditioners, dishwashers, clothes dryers, drying cabinets, freezers, refrigerators, kitchen stoves,
water heaters, washing machines, trash compactors, microwave ovens, and induction cookers. White
goods were typically painted or enameled white, and many of them still are.
SMALL APPLIANCES

Small appliances are typically small household electrical machines, also very useful and easily carried
and installed. Yet another category is used in the kitchen, including: juicers, electric mixers, meat
grinders, coffee grinders, deep fryers, herb grinders, food processors, electric kettles, waffle irons,
coffee makers, blenders and dough blenders, rice cookers, toasters and exhaust hoods.

Entertainment and information appliances such as: home electronics, radio receivers, TV sets, CD,
VCRs and DVD players, digital cameras, camcorders, still cameras, clocks, alarm clocks, computers,
video game consoles, HiFi and home cinema, telephones and answering machines are classified as
"brown goods". Some such appliances were traditionally finished with genuine or imitation wood,
hence the name. This has become rare but the name has stuck, even for goods that are unlikely ever to
have had a wooden case (e.g. camcorders).

Home Appliances are that without which a modern home is considered incomplete, especially in urban
areas. They have become so used to some of the home appliances that it seems difficult to live without
them. Since the mid-1800s, people have been thinking of new and innovative ways to store food, cook
food and clean up after eating food. Many of these ideas were good enough to be used by a large
number of people and they are still around today.

Indeed, they have made our life more comfortable and easier than ever. In metro cities and big towns,
such household appliances are regarded as a boon, as they are instrumental in cutting down the time
involved in most of the domestic chores. This is really a great help since people often find it difficult
to keep a balance between professional obligation and household needs. China has become one of the
world's major producers of home appliances after development over a decade.

The branded cookers market has been growing at 5-6% over the last 4-5 years While Pigeon has
witnessed volumes growth at 8 -10%. We expect this segment to continue to clock similar volumes
growth over the next 2-3 years. Pigeon strategy in this segment has been to innovate and give the user
a better product experience. Pigeon has introduced both aluminium and stainless steel cookers, the
latter of which has given boost to the overall average realization.
Pigeon product innovation, superior quality and product technology has always enabled it to command
a superior price realization over its peers. Pigeon cookers are targeted towards middle class and the
upper middle class and enjoy a 3-5% price premium over other branded manufacturers. Pricing Rate
Structure and Incentives to Consumers. If done right, time of use electricity pricing will not require
people to change their behavior to save money and help the environment.
 COMPANY PROFILE

Stove kraft Limited (ISO 9001:2008 certified) is the largest limited company in the kitchen
appliances industry. Over the years, they have evolved as an organization, creating masterpieces that
seamlessly blend sophistication and aesthetics with technology to make even dull household chores in
the kitchen a pleasurable experience. Their flagship brands, Pigeon and Gilma, each have a unique
customer proposition and different go-to-market strategies, and are present across the country. With
both brands, they offer premium kitchen solutions through our wide range of products including pressure
cookers, non-stick cookware, gas and induction cook tops, mixer grinders, chimneys and hobs among
others. They are committed to individual safety as well as social welfare and provide equal employment
opportunities. Currently their human capital consists of over 2,000 dedicated employees.

Through relentless efforts, they have carved a niche for themselves in the overseas market as well,
garnering extensive global presence across Middle East, Kenya, Uganda, Qatar, Sri Lanka, Fiji,
Bahrain, Kuwait, Oman and Tanzania. Our prestigious clientele also includes Walmart, Big Lots, and
Belk in USA.

The company has the single largest manufacturing facility for kitchen appliances in the country in
Bangalore and another manufacturing unit at Baddi, Himachal Pradesh.

It’s their constant endeavour to enhance customer delight.

Stove Kraft Limited is an unlisted public company. It was incorporated on 28 June, 1999 and is located
in Ramanagar Dist., Karnataka. It is classified as a public limited company. The company has six
directors - Rajiv Nitin Mehta, Rajendra Gandhi, and others.
DESCRIPTION:” “The company engages in manufacturing and retail sale of kitchen and home
appliances primarily under the Pigeon and Gilma brands in India..

PRODUCTS & SERVICES: Pressure cookers, non-stick cookware, hobs, stainless steel cooktops,
gas and induction cooktops, mixer grinders, chimneys, electric rice cookers, emergency lamps, ladders
and cloth dryers, water bottles and flasks, chairs, sinks, water heaters, and other essentials; and bulb,
batten, and downlight LED lights.

CATEGORY: Manufacturer

Stove Kraft Limited's operating revenues range is Over INR 500 cr for the financial year ending on
31 March, 2018. It's EBITDA has increased by 14.49 % over the previous year. At the same time, it's
book net worth has increased by 6.55 %. Other performance and liquidity ratios are available here.

The registered office of the company is at 81/1, MEDAMARANA HALLI VILLAGE, HAROHALLI
HOBLI, KANAKAPURA TALUK, RAMANAGAR DIST, Karnataka.

The total paid-up capital is INR 24.72 cr. The last reported AGM (Annual General Meeting) of the
company, per our records, was held on 25 July, 2019. Also, as per our records, its last balance sheet
was prepared for the period ending on 31 March, 2019.

The company has 6 directors and 3 reported key management personnel.

The longest serving director currently on board is Rajendra Gandhi who was appointed on 28 June,
1999. Rajendra Gandhi has been on the board for more than 20 years. The most recently appointed
director is Rajiv Nitin Mehta, who was appointed on 03 September, 2019.

Rajiv Nitin Mehta has the largest number of other directorships with a seat at a total of 3 companies.
In total, the company is connected to 7 other companies through its directors.

Founded in 1995 by a young 25 year old first generation entrepreneur Mr.Rajendra.J.Gandhi , the
current Chairman & Managing Director, whose passion for manufacturing, keen eye to learn & innovate
and ability to manage the company hands-on, has made Stove kraft - the FASTEST Growing Kitchen
Appliances Company in India.

Stove kraft established in 1997 as an unit of Vardhman group started manufacturing LPG stoves in
Bangalore breaking the stranglehold of Delhi based companies and become the largest LPG stoves
manufacturing in the country. Being an OEM for brands like TTK ,Maarlex , inaslsa and host of other
brands was a feather in the cap for Stove kraft. In 1999 Stove kraft ltd as born and started a tie up with
BPL to manufacture its ultra premium LPG stove range.

It was time to taper down the OEM business and to have own brands birth of two brands happened in
2001-Pigion and Gilma . From then on there is no looking back and the company started adding new
products to its portfolio every year.

Success has not in any way changed the values of the organization. Humility, Reliability and
Trustworthiness have always been the driving factors behind the growth of Stove kraft .But evolving
at Stove kraft is not just about being a market leader. The company provides its employees, an
environment that allows them to excel in their areas of competency and interest. The work culture at
Stove kraft is based on the profound belief that employees are its most important asset. Respect and
genuine concern for each employee in the organization is the basic principle on which the organization
functions.

Stove kraft recognizes the need of the consumer depending on his values and lifestyle. The 250 Crore
plus company is the proud owner of the two flagship brands in the market, namely and . Pigeon being
a value for money brand is now an immensely successful brand with a wide product portfolio. Gilma
branded products are targeted at the premium segment.

The company has carved a niche for itself in the domestic and foreign markets, garnering export orders
from countries like Fiji, Sri Lanka, the Middle East, and Africa. Today, Stove kraft has gained a
strong foothold in all the markets it operates in and has managed to edge out the existing competition.
The company, whose turnover is INR 2500 Millions Plus, continues to spread its wings and grow every
day.
HISTORY AND GROWTH

Starting with Manufacturing of Kerosene Wick stoves with a turnover of INR 24 lakhs Company in
1994, adapting itself to the changing times, has constantly moved up the value chain. Stove kraft
established in 1997 as an unit of Vardhman Group, started Manufacturing LPG stoves in Bangalore
breaking the stranglehold of Delhi based companies and became the largest LPG stove manufacturers
in the Country. Being an OEM for brands like TTK, Marlex, Inalsa and host of other brands, was a
feather in the cap for Stove kraft. In 1999 Stove kraft ltd was born and started a tie up with BPL to
manufacture its Ultra Premium LPG stove range.

It was time to taper down the OEM business and to have own brands. Birth of two brands happened in
2001 – Pigeon and Gilma. From then on there is no looking back and the company started adding new
products to its portfolio every year.

MOST VALUED RELATIONSHIPS

➢ Stove kraft Ties-up with Petro Giant HPCL (HP) in April 2006 for Co-branded ISI marked
Green Label Series Pigeon LPG Stoves.

➢ Stove kraft ties-up with Indian Oil in August 2006 for co-branded ISI marked Green Label
series Gilma LPG Stoves.

➢ Stove kraft ties-up with Bharat Petroleum in August 2007 for co-branded ISI marked Gilma
stoves.

➢ Stove kraft receives order from Tamil Nadu Govt. to supply 75,000 nos. of LPG Stoves in
December 2006.

➢ Tamil Nadu re-imposes trust with an order for 200000 LPG Stoves in 2009.”

➢ Stove kraft is selected as the sole vendor by Pondicherry Govt to supply 10,000 nos. of LPG
 Stoves in March 2007.

➢ SIDBI SME Growth Fund has invested INR 22 Crores in Optionally Convertible Debentures.

➢ Ernst and Young are the Statutory Auditors of the Company.

➢ Grant Thornton are the Internal Auditors for the Company.

➢ Standard Chartered and State Bank of India is the Bankers to the Company. The Company values
these relationships very much and is confident that these relationships will bring great benefits to
the Company.

VISION:

Establish Stove kraft as a global brand known for its values assertiveness and the acumen to adopt the
ever changing environment.

MISSION:

To deliver innovative, user friendly and better quality product at best value to the customers, keeping
in mind the prosperity of the company and its stockholders.

GOAL:

➢ Distribution Network all over India for Pigeon with over 25000 dealers
➢ 95 Company Owned Brand Stores for Gilma across south and western India.
➢ 3 International class showrooms for Gilma Kitchens.
➢ Comprehensive service facility.
➢ Group turnover exceeding 350 Crores
 CHAPTER-3

RESEARCH DESIGN

There are a number of approaches used in this research method design. The purpose of this chapter is
to design the methodology of the research approach through mixed types of research techniques. The
research approach also supports the researcher on how to come across the research result findings. In
this chapter, the general design of the research and the methods used for data collection are explained
in detail. It includes three main parts. The first part gives a highlight about the dissertation design. The
second part discusses about qualitative and quantitative data collection methods. The last part
illustrates the general research framework. The purpose of this section is to indicate how the research
was conducted throughout the study periods.

Research is defined as human activity based on intellectual application in the investigation of matter.
The primary purpose for applied research is discovering, interpreting, and development of methods and
systems for the advancement of human knowledge on a wide variety of scientific matters of our world
and the universe. Research can use the scientific method, but need not do so.

▪ RESEARCH DESIGN

A research design is the arrangement of conditions for collections and analysis of data in a manner
that aims to combine relevance to the research problem with economies in a procedure. I have used
descriptive research design for my research. Descriptive Research Descriptive research includes
surveys and fact findings enquiries of different kinds. It basically gives a description of the state of affairs
as it exists at present. A researcher has no control over the variables so they can only report what has
happened or what is happening. We can also use the survey method for this purpose.

▪ TITLE OF THE PROJECT:

A STUDY ON RECRUITMENT AND SELECTION PROCESS IN STOVE KRAFT LTD

▪ STATEMENT OF THE PROBLEM:

The study is conducted to analyze the recruitment and selection process of STOVEKRAFT LTD and
review HR policies pertaining to recruitment and selection.

OBJECTIVE OF THE STUDY

Every task is taken with an objective. Without any objective task is rendered meaningless. The main
objectives for undertaking this project are:

1. To know the perception of employees regarding recruitment and selection process.

2. To know the recruitment process followed in Stove kraft ltd.

3. To know the selection process followed in Stove kraft ltd.

4. To review HR policies pertaining to recruitment and selection.

• METHODOLOGY OF THE STUDY:

SCOPE OF THE STUDY

1. This study helps to make decision in selecting the right candidates for the right job.

2. This study helps the organization to study the area of problem and suggest ways to improve the
recruitment and selection process.

3. This study focus on understanding recruitment and selection process.

▪ SOURCES OF DATA

A research design is one, which simplifies the framework of plan for the study and adds itself in the
quick collection and analysis of the data. It is a blue print that has been filled in completing the study.
Data sources are:

➢ Primary data: The primary data are those which are collected fresh for the first time and thus
happen to be original in character. In other words, it is obtained by design to fulfill the data are
original in character and are also generated in a large number of surveys conducted mostly by
government and also by institution and research bodies. A questionnaire was prepared for the
respondents, where there views were collected.
➢ Secondary data: The secondary data are those which have already been collected for some
purpose other than the problem in hand and passed through the statistical process. In other words,
data that are not originally collected rather obtained from Published and Unpublished Sources.

Thus the sources of data collection were as follows:

PRIMARY SECONDARY

1. Interview Schedule 1. Company records

2. Questionnaires 2. Magazines

3. Observation Method 3. Other records

4. Discussion 4. Website of Company

▪ SAMPLING TECHNIQUES: Sampling technique refers to the technique or procedure the

researcher would adopt in selecting items for the sample. We have used conventional sampling for
our research because gathering information from every individual is not possible.

▪ SAMPLE SIZE: Sample size refers to the number of respondents. Research on 60 people was
conducted.
▪ METHODS OF DATA COLLECTION: Instrument used to measure the system in Stove kraft
company was of primary and secondary kinds. The primary source of data was through
 questionnaire schedule. The secondary source included brochures, annual reports, magazines,
employee’s handbook, magazines and journals.

▪ FIELD OF STUDY: This project was carried out at STOVEKRAFT LTD, Bangalore.

LIMITATIONS OF THE RESEARCH:

1. The limitation in this survey was that I could not conduct a survey on a big scale, due to the time
constraint.
2. Most of the contents collected were difficult to understand because it was new for me to work in
this field.
3. It was tricky and time consuming to understand the mysteries of marketing.

4. Response of customers could be biased.

 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

➢ Sources used in recruitment and selection:

1. What are the sources of recruitment and selection that were used in STOVEKRAFT LTD?
a) Internal

b) External

c) Both

Table-1: Sources used in recruitment and selection

Options Internal External Both Total

Responses 9 21 30 60

Percentage 15 35 50 100%

Analysis: This table shows the sources of recruitment and selection used in Stove kraft ltd. After
the analysis it was shown that 15% of the employees responded for internal, 35% for external
and 50% for both.
 Chart:1- Sources used in recruitment and selection

15%

50%

35%

INTERNAL EXTERNAL BOTH

✓ Interpretation: It was found that about 50% of the recruitment and selection is done both by
internal and external sources, while as external sources are used more than the internal
sources. Employees are hired mostly from external sources like job portals, consultancy etc.
 2. What were the external sources that were used in recruitment in STOVEKRAFT
LTD?

a) Advertisement
b) Internet
c) Campus recruitment
d) Consultancies
e) All of the above

Table-2: External sources used in recruitment

Options Advertisement Internet Campus Consultancies All of Total

recruitment the
above

Responses 9 6 12 15 18 60

Percentage 35 10 20 25 30 100%

Analysis: This table shows the external sources used in recruitment in stove kraft ltd. After the
analysis, the response was, out of 60 employees 9 for advertisement,6 for internet, 12 for campus
recruitment, 15 for consultancies and 18 for all the sources.
 Chart-2: External sources used in recruitment

13%
19%

12%
31%

25%

ADVERTISEMENT INTERNET CAMPUS RECRUITMENT CONSULTANCIES ALL THE SOURCES

✓ Interpretation: It was found that 25% of the employees are recruited through the
consultancies and 35% of the employees are selected by the advertisement followed by
internet with 10% and campus selections with 20%. Consultancy and Internet are the major
sources which provide eligible candidates for the hiring in STOVEKRAFT LTD.
➢ Form of recruitment and selection used:

3. Which form of recruitment and selection is used in STOVEKRAFT LTD?

a) Centralized
b) Decentralized

Table-3: Form of recruitment and selection used

Options Centralized Decentralized Total

Response 27 33 60

Percentage 45 55 100%

Analysis: The above table shows the form of recruitment and selection used. The response for
this questionnaire out of 60 employees were 27 for centralized and 33 for decentralized.
 Chart-3: Form of recruitment and selection used

45%

55%

CENTRALIZED DECENTRALIZED 3rd Qtr

✓ Interpretation: It was found that recruitment is decentralized. However, for higher positions
of employment the recruitment is centralized. Recruitment is decentralized as all the centers
of STOVE KRAFT LTD recruit their employees according to the number of vacancies
available in the respective centers.
➢ Employees perception about recruitment process:

4. Are you satisfied with the recruitment process?

a) Yes

b) No

Table-4: Employees perception about recruitment process

Options Yes No Total

Responses 36 24 60

Percentage 60 40 100%

Analysis: The above table shows the employees perception about recruitment process. After the
analysis the responses and percentage for the given questionnaire were , out of 60 employees 36
are satisfied and 24 are not satisfied with the recruitment process.
 Chart-4: Employees perception about recruitment process

40%

60%

YES NO

✓ Interpretation: It was found that 60% of employees are satisfied with the recruitment process
adopted by STOVEKRAFT LTD. However, some of the respondents thought there should be
some changes in the existing recruitment process of the organization.
➢ Methods used during selection process

5. Which of the following methods does the company use during selection?

a)Written

b) Group discussion

c) Personal interview

d) Group discussion and personal interview

e)All of the above

Table-5: Methods used during selection process

Options Written Group Personal Group All of the Total

discussion interview discussion above
and
personal
interview

Responses 9 15 18 9 9 60

Percentage 15 25 30 15 15 100%

Analysis: The above table shows the methods used during selection process. After the analysis,
the responses for the given questionnaire were, 9 for written, 15 for group discussion, 18 for
personal interview, 9 for group discussion& personal interview and 9 for all , out of 60
employees.
 Chart-5: Methods used during selection process

15% 15%

15%

25%

30%

WRITTEN GROUP DISCUSSION PERSONAL INTERVIEW GROUP DISCUSSION AND PERSONAL INTERVIEW ALL OF THE ABOVE

✓ Interpretation: It was found that 55% of selection is done by Group Discussion & Personal
Interview. However, Personal Interview is mostly used method of selection followed by group
discussion. Employees selected in STOVEKRAFT LTD are finally selected by a personal
interview taken by the head of the center.
➢ Perception of employees towards selection process:

6. Are you satisfied with the selection process?

a) Yes
b) No

Table-6: Perception of employees towards selection process

Options Yes No Total

Responses 36 24 60

Percentage 60 40 100%

Analysis: The above table shows the perception of employees towards selection
process. After the analysis the responses for the given questionnaire were, 36 out
of 60 employees were satisfied with the selection process and the rest were not
satisfied.
 Chart-6: Perception of employees towards selection process

40%

60%

YES NO

✓ Interpretation: It was found that about 60 % of the employees are satisfied with the selection
process. However, the remaining is of the opinion that there should be some change in the
recruitment and selection process of the organization.
➢ Techniques used for selection:

7. Do you think innovative techniques like stress test, psychometric test and personality test
should be used for selection?

a) Yes

b) No

Table-7: Techniques used for selection

Options Yes No Total

Responses 21 39 60

Percentage 35 65 100%

Analysis: The above table shows the techniques used for selection. After the analysis 21 out of 60
employees agreed that various tests must be adopted for selection purpose and the rest 39 of
them disagreed for those techniques.
 Chart-7: Techniques used for selection

35%

65%

YES NO

✓ Interpretation: It was found that 35% of the respondents were of the opinion that stress test,
psychometric test and personality tests should be used for the selection, while the others were
satisfied with the existing recruitment and selection process. Most of the employees in
STOVEKRAFT LTD are unaware of these types of tests as they are mostly fresher’s.
➢ Recruitment process used for different grades of employees:

8. Does your company follow different recruitment process for different grades of employment?
a) Yes
b) No

Table-8:Recruitment process used for different grades of employees

Options Yes No Total

Responses 60 0 60

Percentage 100 0 100%

Analysis: The above table shows the recruitment process used for different grades of
employment. All the 60 employees responded yes for the above questionnaire.
 Chart-8: Recruitment process used for different grades of employees

0%

100%

YES NO

✓ Interpretation:

It was found that from that different recruitment process is adopted for different grades of
employment. Like, for the recruitment of trainers in STOVEKRAFT LTD theoretical knowledge
is considered more and for the developers technical knowledge is given importance.
➢ Company HR practices:

9. How do you rate HR practices of the company?

a) Excellent
b) Good
c) Average
d) Bad

Table-9: Company HR practices

Sl.no. Options Respondents Percentage

1. Excellent 21 35

2. Good 18 30

3. Average 12 20

4. Bad 9 15

Total 60 100%

Analysis: The table shows the company HR practices. After analysis the response to this
questionnaire was as follows- 21 voted for excellent, 18voted for good, 12 for average, 9 for bad.
 Chart-9: Company HR practices

17%

15%

58%

10%

EXCELLENT GOOD AVERAGE BAD

✓ Interpretation: 30% of the employees feel that HR department is good where and 35% say that
its very good where as 20% says its average and 15% employees feel it’s bad. Some employees
are not happy as they have to spend a little more time if they have to take demo training sessions.
➢ Contract signed while joining the organization:

10. Is there any contract signed by employees while joining the organization?
a) Yes
b) No

Table-10: Contract signed while joining the organization

Options Yes No Total

Responses 36 24 60

Percentage 60 40 100%

Analysis: The above table shows about the contract signed while joining the organization. After
the analysis the response for the above questionnaire was yes from 36 employees and no from
the 24 employees.
 Chart-10: Contract signed while joining the organization

40%

60%

YES NO

✓ Interpretation: Above chart shows that almost 40% employees said no and 60 % said yes they
have to sign a bond while joining the organization. Employees have to submit one of their
original certificates in the time of their joining and they cannot leave this company before
one year. If the employees agree to these conditions then they are moved to next round of
interview.
➢ HR policy of the company:

11. Are you comfortable with the HR policies of the company?

a) Yes
b) No

Table-11: HR policy of the company

Options Yes No Total

Responses 36 24 60

Percentage 60 40 100%

Analysis: The above table shows the HR policy of the company. The analysis shows the response
of the employees for the given questionnaire, the response were , out of 60 employees 36 were
comfortable with the HR policies and only 24 were not comfortable.
 Chart-11: HR policy of the company

CHART-11

40%

60%

YES NO

✓ Interpretation: It was found that 40% employees were not comfortable with the policies of
company and 60% employees are happily working with the current HRpractices of the
company. Some of the employees were not comfortable with the policy as they find risk in
submitting their original documents to the company.
➢ Perception of employees towards current job:

12. Are you satisfied with your current job?

a) Yes
b) No

Table-12: Perception of employees towards current job

Options Yes No Total

Responses 33 27 60

Percentage 55 45 100%

Analysis: The above table shows the perception of employees towards current job. After
analysis the response for the given questionnaire from the employees were , 33 of them were
satisfied and 27 were not satisfied.
 Chart-12: Perception of employees towards current job

CHART-12

45%

55%

YES NO

✓ Interpretation: Above chart shows that 45% of employees have said no and the rest55% of
them have said yes about their satisfaction in the current job.
 CHAPTER-5

SUMMARY OF FINDINGS

The collected data are analyzed and general observations has proven that STOVEKRAFT LTD has
done remarkable job in its Human Resource department.

The main findings are as follows:

1. In STOVEKRAFT LTD employees feel that the HR department is good.

2. The recruitment and selection process is decentralized.
3. About 90% of the employees are satisfied with the recruitment and selection process.
4. Most of the managers prefer personal interviews.
5. Mostly external sources of recruitment are considered.
6. About 90% of employees feel that they are comfortable working with the current HR policies of
the company and 10% feel that they need some changes in the policies.
 SUGGESTION

From the findings I can suggest STOVEKRAFT LTD, Bangalore branch following things for the
more effectiveness of recruitment and selection process and HR policies:

1. Recruitment must be done by analyzing the job firstly which will make it easier and will be beneficial
from the company’s point of view.

2. More emphasis should be given on internet and advertisement so that more and more candidates apply
for the jobs and it will be easy to find the right employee among them.

3. The recruitment and selection procedure should not be too lengthy and time consuming.

4. Company should try to use the internal recruitment process first because it incurs less cost and acts as
a motivational factor to the employees.

5. Provide training to employees so that they get better knowledge, skills and attitude. Company should
amend some parts of their HR policies for better effectiveness.
 CONCLUSION

Human resources are stated to be an integral part of any organization. The jobs, functions, tasks and
operations can be adequately performed by proficient and skilled personnel. Therefore, within the
organizational structure, it is vital to implement effective recruitment strategies and selection processes.
When the members of the organization are aware of proper recruitment and selection processes, then
they are able to make selection of human resources in an appropriate manner. There are numerous job
duties and functions within the organization and performance of all kinds of tasks and operations require
skills and abilities, which can be honed by making provision of adequate training to the personnel.

The individuals hired may be experienced and knowledgeable, but they do experience changes and
transformations within the organizations regarding various aspects, such as, the working environmental
conditions, performance of job duties, attitudes and behavioral traits of the employers, methods to
enhance productivity, utilization of innovative techniques and methods and so forth. When the
employees are selected, it is important that they should be loyal and dedicated towards the
organizations. They should be committed towards the performance of job duties and possess the traits
of resourcefulness, diligence, and conscientiousness. Finally, it can be stated that organizations are
required to put into practice recruitment and selection processes with accuracy, precision and
truthfulness.

Human resources are stated to be an integral part of any organization. The jobs, functions, tasks and
operations can be adequately performed by proficient and skilled personnel. Therefore, within the
organizational structure, it is vital to implement effective recruitment strategies and selection
processes. When the members of the organization are aware of proper recruitment and selection
processes, then they are able to make selection of human resources in an appropriate manner. There
are numerous job duties and functions within the organization and performance of all kinds of tasks
and operations require skills and abilities, which can be honed by making provision of adequate
training to the personnel.

The individuals hired may be experienced and knowledgeable, but they do experience changes and
transformations within the organizations regarding various aspects, such as, the working
environmental conditions, performance of job duties, attitudes and behavioural traits of the employers,
methods to enhance productivity, utilization of innovative techniques and methods and so forth. When
the employees are selected, it is important that they should be loyal and dedicated towards the
organizations. They should be committed towards the performance of job duties and possess the traits
of resourcefulness, diligence, and conscientiousness. Finally, it can be stated that organizations are
required to put into practice recruitment and selection processes with accuracy, precision and
truthfulness.

Recruitment is the process of searching for prospective employees and stimulating and encouraging
them to apply for jobs in an organization. And Selection is selecting the right candidate at the right
time in the right place.

Employees of stove kraft ltd are satisfied with the current/existing recruitment and selection process.
Stove kraft ltd is recruiting their employees mainly through consultancies. Consultancies are the
mediator between the organization and the candidates as it serves the requirements of employees as
well as the organization. Stove kraft ltd recruits their employees in a decentralized way.

Also the company has to consider internet sources for recruitment of employees so that it could
motivate the employees. Employees are also well aware about the various sources and methods of
recruitment and selection. The company has to implement innovative techniques in selection process
like group discussion, stress interview, etc.
 BIBLIOGRAPHY

Books:

• C.B. Gupta, (1996) Human Resource Management, Sultan Chand &Sons.

• K Ashwathapa, (1997) Human Resource and Personnel Management, Tata McGraw Hill

• Dr. C.R. Kothari, (2008) Research Methodology

• Chris Duke,(2001) Recruiting the right staff

Websites:

1. www.google.com
2. www.en.wikipedia.org
3. www.scribd.com
4. www.stovekraft.com
5. www.linkedin.com/company/stovekraft
 ANNEXURE

Questionnaire:

Recruitment and selection process of personnel in STOVEKRAFT LTD, Bangalore.

This questionnaire survey is purely for academic purpose. Any information collected through this
survey is confidential and would not be shared with anyone other than the people involved in this.

Name: ...............................................................................................

Designation: ............................................. Age: ...............................

Department: ..................................... Qualification: .........................

Answer the following questions: (kindly give your unbiased response)

Q1. What are the sources of recruitment and selection that were used in STOVEKRAFT LTD?

a. Internal
b. External
c. Both

Q2. What were the external sources that were used in recruitment in STOVEKRAFT LTD?

a. Advertisement
b. Internet
c. Campus recruitment
d. Consultancies
e. All of the above
Q3. Which form of recruitment and selection is used in STOVEKRAFT LTD?

a. Centralized
b. Decentralized

Q4. Are you satisfied with the recruitment process?

a. Yes
b. No

Q5. Which of the following methods does STOVEKRAFT LTD uses during selection?

a. Written
b. Group discussion
c. Personal interview
d. Group discussion and personal interview
e. All of the above

Q6. Are you satisfied with the selection process?

a. Yes
b. No

Q7. Do you think innovative techniques like stress test, psychometric test and personality test should
be used for selection?
a. Yes
b. No

Q8. Does your company follow different recruitment process for different grades of employment?

a. Yes
b. No
Q9. How do you rate HR practices of the company?

a. Excellent
b. Good
c. Average
d. Bad

Q10. Is there any contract signed by employees while joining the organization?

a. Yes
b. No

Q11. Are you comfortable with the HR policies of the company?

a. Yes
b. No

Q12. Are you satisfied with your current job?

a. Yes
b. No