SUMMER TRAINING REPORT

ON
“RECRUITMENT AND SELECTION”
AT
JBM AUTO LIMITED

Submitted in partial fulfillment of the requirements of the

Degree of Master Of Business Administration
(Session – 2023-2025)

Submitted By:
NAVEEN
(MBA 3TH SEM )
ROLL NO : 426

MATU RAM INSTITUTE OF MANAGEMENT, ROHTAK

Affiliated to Maharshi Dayanand University, Rohtak - 124001
 JBM Auto Limited
Plot No. 133, Sector 24,
Faridabad - 121005 (Haryana)
T : +91-129-4090200
F : +91-129-2234230
W : www.jbm-group.com
E : seceretarial.jbma@jbmgroup.com

31st July,2024

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Mr.NAVEENstudent from “MATU RAM INSTITUTE OF MANAGEMENT

has ”
undergone a summer internship in our organization from 01st June,2024 to 31st July,2024

He was very punctual and hardworking throughout his training. We wish his all the success
in his future career.

For JAY AUTO LIMITED

(Sanjeev Kumar)
VICE PRESIDENT
PERSONNEL & ADMINISTRATION

Corp.Office: Plot No.9, Institutional Area, Sector 44, Gurgaon. 122003(Hr) T:+91-124-4674500,4674550, F:+91-124-46745599
Regd.Office: 601, Hemkunt Chambers,89, Nehru Place, New Delhi - 110019 T:+91 1126427104, F:+91 1126427100
CIN: L74899DL1996PLC083073
 ACKNOWLEDGMENT

I am fortunate to have got an opportunity to undergo the “internship” at JAI BHARAT

MARUTI LIMITED for 2 Month. The project has been very useful for me in understanding
the various pragmatic aspects of the management function practice in the real world.

I express my deep sense of gratitude to Mr. Dayanidhi Singh, (Recruitment Advisor), Mr.
Nishu & Mr. Neeraj Sharma (HR – Department) for their counsel throughout my training.
I would also like to express my gratitude to all the members of JAI BHARAT MARUTI
LIMITED for their assistance and constant motivation.

NAVEEN
 DECLARATION

I hereby declare that, the project entitled

“RECRUITMENT AND SELECTION” assigned to me for the partial fulfillment of MBA

degree from MATU RAM INSTITUTE OF MANAGEMENT, Rohtak. The work is originally completed by m

and the information provided in the study is authentic to the best of my knowledge. This study

has not been submitted to any other institution or university for the award of any other degree.

(Signature of the Student)

 PREFACE

Knowledge and experience that makes the man perfect and successful. It is much more
important than the theoretical knowledge. Theoretical knowledge only clears the fundamental
concepts of management but how to apply it in the actual business environment remain doubtful
in the absence of practice knowledge. Hence combination of both practical as well as theoretical
knowledge is necessary reaching to any ultimate goal.

The above concept is particularly true in case of management for achieving practical positive
and concrete results and to develop healthy managerial and administrative skills in potential
manager. As success of any organization depends upon the top management and success comes
to those whose management are willing to take risk and persist in spite of all adds with a “never
say die spirit”. Also the dream of any organization changes into reality only when its
management comes through practical knowledge and experience.

Theoretical Knowledge only forms the basis for practical knowledge. This training which is
part of my curriculum to my MBA degree will make me to get a practical insight into the actual
business environment. It will prove very helpful in removing my serious doubts regarding the
practical application of modern management techniques and made me able to accept the
challenge and opportunities.
 Table of Contents

Chapter-1: Company Profile

 Executive Summary
 Company Profile
 Company Objective
 Product and Services
 Manufacturing
 Vision & Mission
Chapter-2: Introduction

 Recruitment
 Guiding Principles Of Recruitment
 Recruitment Strategies and Resources
 Position Announcements
 The Recruitment Industry
 The Recruitment Process
 Selection
 Objectives of Recruitment and Selection
 Recruitment and selection policies for executive and management trainee
 Recipe for a successful recruitment and selection process
Chapter-3: Research Methodology
Chapter-4: Data Analysis and Interpretations
Chapter-5: Findings., Suggestions, Conclusion
Chapter-6: Bibliography
Chapter-7: Annexure
COMPANY

PROFILE
 EXECUTIVE SUMMERY

In this project I have worked for the details regarding the “Recruitment and Selection
process”at, Jai Bharat Maruti Limited, Gurgaon.

“You can do everything else right as a manager lay brilliant plans, draw clear organization
chart, set up modern assembly lines and use sophisticated accounting controls but still fail as
a manager by hiring wrong people or by not motivating subordinates for instance. On the other
hand, many managers, presidents, generals, governors, supervisors- have been successful
even with inadequate plans, organization and controls. They were successful because they had
the knack of hiring the right people for the right jobs and motivating appraising and
developing them”. - Gray Dessler.

Without skilled work force none can go longer. Every company need a highly motivate team
which will be able to keep the company ahead in the race. The strong IR department always
focuses on employee benefit as well as employer. JBML continues its effort to maintain its
work forces quality within a short period of time it would become a giant in this field. So the
recruitment and selection policy for Jai Bharat Maruti Limited should be analyzed, evaluated
and modified. I try my best to focus on the policy or procedures of Recruitment and Selection
of this organization.

I have worked on this project with my full dedication to aware you about JBML. After reading
this project I hope you will be able to know about their working, their management, their
policies, their environment related innovations etc. followed by Jai Bharat Maruti Ltd.
 COMPANY PROFILE
JBML GROUP

JBM Group began its journey of excellence in 1983. The organization commenced operations
as a manufacturer of LPG Cylinders for the Delhi-NCR region of India. Moving strength to
strength, assisted with experience and knowledge, JBM Group entered into the automotive
industry in 1985

In 1986, the Group signed a joint venture with Maruti Suzuki India Ltd for the manufacturing
of sheet metal components and assemblies. The journey began with a vision to expand the
business in the automotive sector by keeping abreast with market trends and global technology.

Headquartered at Delhi-NCR, JBM Group is a diversified conglomerate with presence in

automotive, engineering & design services, renewable energy and education sectors. The
organization’s commitment towards all stakeholders and community has made it a leading
manufacturing and engineering player.

The milestones and achievements of JBM Group gave the energy for diversification and
establishment of multiple business units in order to meet the needs of customers. The
organization’s management follow a unique business model to create empowered companies
that enjoy the best of entrepreneurial independence, assisted with leverage of group-wide
synergies.
 Other group companies:

 Arcelor Neel Tailored Blank Pvt. Ltd.

 Indo Tooling

 Jaico Steel Fasteners Ltd.

 Jay Bharat Exhaust System Ltd.

 JBM Auto Ltd.

 JBM Industries Ltd.

 JBMMA Automotive Pvt. Ltd.

 JBM Ogihara Automotive India Ltd.

 Neel Industries Pvt. Ltd.

 Neel Metal Fanalca Environment Management Pvt.Ltd.

 Neel Metal Products Ltd.

 Thai Summit Neel Auto Pvt. Ltd.

 ThyssenKrupp JBM Pvt. Ltd.

Chairman’s message

S. K. Arya
(Chairman)

Dear Friends,

“I take this opportunity to convey my gratitude for the unabated support and trust of all our
employees and stakeholders. They have always had confidence in JBM Group and encouraged
the organization to move ahead confidently on the road towards excellence and result
orientation delivering customer delight.

To embark on a journey of success, the organization requires strong integrity and values
that foster the vision and foresight for the future. We, at JBM Group, have progressed on the
path of growth and high-quality operations and, thus, Endeavour to be one of the most
competitive companies in the industry with emphasis on efficiency in operations, reliability for
customers and thrust on engineering and designing by enabling each member of JBM Group
shoulder the responsibility.

Gearing up for the future, we have the key success factors which are necessary to withstand
the winds of change. The encouragement provided to build a highly skilled and competent
team, which is reinforced by the state-of-the-art infrastructure, is a strength that can be further
leveraged upon to attain inorganic growth.”

Company Principle (Mission Statement)

Maintaining a global viewpoint, we are dedicated to supplying products of the highest quality,
yet at a reasonable price for worldwide customer satisfaction.
Management Policies

Proceed always with ambition and youthfulness.

Respect sound theory, develop fresh ideas, and make the most effective use of time. Enjoy
work and encourage open communication.
Strive constantly for a harmonious flow of work.

Be ever mindful of the value of research and endeavor.

Dreams inspire us to create innovative products that enhance mobility and benefit society. To
meet the particular needs of customers in different regions around the world, we base our sales
networks, research and development centers and manufacturing facilities in each region.
Furthermore, as a socially responsible corporate citizen, we strive to address important
environmental and safety issues.

Facilities

JBM Group is a Tier-1 supplier to the OEM’s in the automotive industry. The Group offers
benchmark quality processes, value for money and time bound service from product design to
delivery that has made it a globally recognized player.

We have continuously invested in infrastructure and resources, gained recognition from our
customers globally. The organization invests in anticipated infrastructural needs to meet
current as well as future demands.

The service delivery ranges in the domain of product and process conceptualization, product
design & manufacturing with the use of latest engineering tools and technology.

JBM Group attained a colossal global presence by being able to offer better manufacturing
techniques with global quality standards, supported by its in-house design and engineering
divisions that uses the latest manufacturing technology.
 COMPANY OBJECTIVES

JBM Group is a focused, dynamic and progressive organization that provides customers with
value added products, services and innovative solutions. The Group has a diversified portfolio
to serve in the field of automotive, engineering & design services, renewable energy and
education sectors and has an infrastructure of 35 manufacturing plants, 4 engineering & design
centers across 18 locations globally.

With turnover of USD 1.2 billion, JBM Group has broadened its horizons by focusing on
quality delivery, solutions approach, product development processes, flexible manufacturing
systems and contract manufacturing.

JBM Group is primarily a tier- 1 supplier to the automotive OEM industry and caters services
to esteemed clients that include Ashok Leyland, Bajaj Auto Ltd, Fiat, Ford, General Motors
Corporation, Honda, Hero, JCB, Mahindra, Maruti Suzuki, Renault, Nissan, TATA, Toyota,
TVS, Volkswagen and many more.

The Group has alliances with more than 20 renowned companies globally and the associations
include Arcelor Mittal, Dassault Systems, JFE Steel Corporation, Magnetto (CLN Group),
Ogihara, Sumitomo and many more. The organization’s structure enables each business unit to
chart its own future and simultaneously leverage synergies across its competencies.

The organization believes that success depends on collective competencies, technical abilities
and commitment of human capital. The core strength and value asset of JBM Group is the
dedication of 20,000 employees, who synergize to deliver quality results to the clients.

JBM Group is a true global corporate citizen with ‘pause for a cause’ mantra. Commitment
towards the upliftment and development of the society, the group executes large gamut of
activities through its corporate social responsibility arm - Neel Foundation. The organization
believes to enrich the quality of life of the community and prevails to preserve its ecological
balance as well as its cultural heritage.
To modernize the facilities and improve its expertise, JBM Group is driven by higher-
performance, reduced-wastage and quality products, which are produced with the help
of finest technology and are aligned with the manufacturing capability to match the
customer needs.

We believe in creating high-quality automotive products and sub-systems by focusing on

its high-values, higher-performances and highest quality products.

Destination

Since its inception, JBM Group has constantly evolved as a people centric organization
on the robust foundation of its values. The five core values of JBM.

 Integrity & Ethics,

 Ownership & Commitment,

 Respect & Teamwork,

 Customer Trust & Delight

 Safe & Green,

The Core Value of JBM act as the pillars that have constantly enriched theorganization
culture.

These values work as DNA in all its people processes and practices to build 'One JBM'
Culture. JBM Group contributes towards making life richer, better and healthier, as well
as to the advancement of society through its respect for human practices.
JBM Group continuously strives for improvement in the areas of technology, innovation
and people practices. However, proactive approach not only keeps the organization
abreast of change but also prepares the organization for the change before it actually
happens. These are the key reasons why JBM Group is a pioneer in many fields.

Jay Bharat Maruti (JBML), a public limited company, was incorporated in 1987 as a joint
venture with Maruti Suzuki India Limited (MSIL). Keeping pace with the steep rise in demand
and quality of passenger cars and the fierce competition from the entry of international
auto majors in the country, JBM had to continually expand its manufacturing capacity and
capability. The world–class manufacturing capabilities include imported and indigenous press
lines, robotic welding lines as well as plating and painting facilities.

JBML added capabilities to produce exhaust systems, axles and fuel neck fillers to the existing
capabilities of sheet metal components and welded modules. With several awards to its credit
and support of its partners the company stands posed atop a launch pad to the future fully geared
to meet new challenges and is destined to touch new heights in excellence. JBM Auto is a JBM
Group company. JBM Group spanned over 28 plants in 11 locations is spreading its wings
further too new areas, new locations to touch new heights.

JBM Group created a new meaning for excellence in manufacturing of sheet metal parts and
welded assemblies exhaust systems, axles, high tensile fasteners, tubes, special purpose
vehicles and waste management services. The group has embraced international systems and
processes, implementing them at all levels, in every unit, and across all parameters. This has
resulted in prestigious certifications from global institutions. The group companies have
consistently met and surpassed world–class standards, while accumulating a wealth of
knowledge and expertise in the industry.
 PRODUCT AND
SERVICES

To modernize the facilities and improve its expertise, JBM group is driven by higher
performance, reduced-wastage and quality products, which are produced with the help of finest
technology and are aligned with the manufacturing capability to match the customers’ needs.

We believe in creating high-quality automotive products and sub-systems by focusing on its

high-values, higher-performances and highest quality products.

1. Sheet Metal Components & Assemblies

2. Chassis and suspension parts

3. Cross bar beam/cross truck beam

4. Welded Assemblies

5. Fabrications

6. Fuel filler

7. Fuel tanks

8. Heat shields

9. Exhaust Systems

10. Axles
 MANUFACTURING

Jay Bharat Maruti Limited (JBML), founded in 1986, in collaboration with Maruti Suzuki India
Limited (MSIL), is the leading manufacturer of key auto components and assemblies such as
BIW parts, exhaust systems, fuel fillers (fuel pipe), suspension parts for passenger cars. Our
four state of-the-art manufacturing plants, located at Gurgaon, Bawal, Manesar (Haryana) &
Vithlapur, Gujarat are well equipped with advanced production lines to develop products of
highest quality.
 VISION

Expanding leadership in our business by creating an agile environment that delivers excellence
and delight to stakeholders through the power of People, Innovation and Technology.

MISSION

To make JBML a synonym for a world-class organization, excelling in sheet metal

technologies.
INTRODUCTION
 RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool form
which hiring and promotion decisions are made. But prior to recruitment, position
description is necessary while selection includes all the activities, from the initial screening
interview to physical examination if required, that exist for the purpose of making effective
selection decisions.

POSITION DESCRIPTION

A complete, accurate and current position description is the foundation for planning and

conducting the recruitment effort.

Nondiscriminatory- One should never express a preference for certain age, race or
national origin. In very rare case sex can constitute a Bonafede occupational qualification.

Valid- This means they are inherently job related and predict successful performance of the
job.

Defensible- This means they are recognized as legitimate in the field attached to the
position.

Objective and Measurable- It should be as objective and measurable as possible. The

more subjective qualification the greater the need to predetermine how it will be qualitatively
assessed.
 RECRUITMENT

Recruitment refers to the process of sourcing, screening, and selecting people for a job or
vacancy within an organization. Though individuals can undertake individual components of
the recruitment process, mid and large size organizations generally retain professional
recruiters.

The recruitment process in India is designed in such a way that each candidate gets the desired
profile according to its own choice. Place the candidate from the right profile, the best job
recruitment agencies, the solution is the end of most Indian job recruitment agencies.

The job recruitment agencies in India involves identifying those posts, preparing the job
description and person specification, advertising, management of the response, the
prequalification process, organizing meetings, conducting interviews, making decisions, the
appointment and action. This means that a lot of time and resources must be invested before
the right candidate is selected.

Most recruitment agencies in India follow three stages in the recruitment process, which are
essentially short list of application, preliminary assessment and final interview and selection.

The recruiting India process may include a written test to judge the particular skills of a
candidate. In this case, the test must be carefully prepared, not to deviate from the subject.
Much can be found on the candidate's resume. A good presentation of his resume is in an
organized way and refined talk a lot on the individual. His mentality and attitude can be judged
according to his resume.

Then the interview, which is an important and crucial part of the recruitment process. The
person who takes the interview of the candidate must be well prepared in advance. Concerns
such as the location of the interview, the timing, structure of the question of strategy, the style
of taking the interview must be decided in advance, so that nothing is excluded, and all subjects
properly treated.

In addition, there are a number of things that must be taken into consideration in the recruitment
process. Until the final decision about a certain candidate is taken, it is important to keep in
regular contact with the candidate. The decision-making process should not take too long to
prevent candidates from taking any other occasion. An applicant must be informed once the
decision is made.
 GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitment strategies vary with each position. The length and scope
of the recruitment should be relevant to the position.

In setting the timeline for your recruitment, consider the wording carefully--there are
consequences to your choice.

 If you specify a recruitment deadline, you may not consider any applications received after
that date.

 If you indicate the position will remain open until filled, you must consider any applications
received until an offer has been extended and accepted.

 If you indicate "applications received by a certain date will be assured full consideration,"
you can decide whether or not to review applications received after the specified date. When
using this wording, it is critical to establish a meaningful date.

Recruitment activities should include good faith efforts to solicit a diverse applicant pool and
affirm that race, sex, age, disability or veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or ethnic minorities,

additional targeted recruitment efforts should be undertaken.

All advertisements and position announcements should be consistent with each other,
reflect the qualifications identified in the position description.

Prior to recruiting for a position, ensure that you know what institutional policies and
procedures apply. Contact your HR Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions, consult with the
appropriate HR Director or designee.
 RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in developing recruitment
strategies for each vacancy. General guidelines for specific types of positions are listed below.

Tenure-track Faculty

Scope of Search: National or regional

Recruitment Resources:
Discipline-specific journals, list-serves, professional associations
Personal contacts with colleagues, alma maters, and alumni associations
Position announcement mailings to doctoral-degree granting universities
Chronicle of Higher Education
Recommended Recruitment Period: At least 3 weeks after appearance of first
advertisement; at least 1 full week after publication of last advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified
Staff
Scope of Search: Regional (for technical or paraprofessional positions) or local
Recruitment Resources:
Position announcement mailings to state employment offices, local vocational and
community colleges.

Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week
after publication of last advertisement

Classified: Contact your HR Generalist for state requirements.

 POSITION
ANNOUNCEMENTS
Purpose of the Position Announcements:

Provides applicants, hiring departments and search committees with a general idea of
the nature of the position, the terms and conditions of appointment, salary range, reportage, and
required application materials and application deadline.

Serves as a convenient mailer or flyer to advertise the position by direct mail.

General Guidelines for Developing Position Announcements:
 Use the recommended format, which is either printed on company’s own letterhead. Limit
the announcement to one page, using the reverse side of the page, if necessary.

 Provide enough information to give applicants adequate understanding about the nature of
the position. Identify required and preferred qualifications so that you solicit qualified
applicants and stimulate interest in the position.

 Provide notification of the company's EO/AA policy, and identify contacts for requesting
reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

 THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters aim to channel
candidates into the hiring organization’s application process. As a general rule, the agencies
are paid by the companies, not the candidates. The industries practice of information
asymmetry and recruiters' varying capabilities in assessing candidate quality produces the
negative economic impacts.

Traditional recruitment agency

Also known as an employment agencies, recruitment agencies have historically had a physical
location. A candidate visits a local branch for a short interview and an assessment before being
taken onto the agency’s books. Recruitment Consultants then endeavor to match their pool of
candidates to their clients' open positions. Suitable candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job with the
client company (typically 20%-30% of the candidate’s starting salary), which usually has some
form of guarantee, should the candidate fail to perform and is terminated within a set period
oftime.

An advance payment that serves as a retainer, also paid by the company. In some states it may
still be legal for an employment agency to charge the candidate instead of the company, but in
most states that practice is now illegal, due to past unfair and deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV) database.
Job boards allow member companies to post job vacancies. Alternatively, candidates can
upload a résumé to be included in searches by member companies. Fees are charged for job
postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end recruitment.
Websites capture candidate details and then pool then in client accessed candidate management
interfaces (also online).Key players in this sector provide e-recruitment software and services
to organizations.

The online software provided by those who specialize in online recruitment helps organizations
attract, test, recruit, employ and retain quality staff with a minimal amount of administration.
The online software provided by those who specialize in online recruitment helps organizations
attract, test, recruit, employ and retain quality staff with a minimal amount of administration.
Online recruitment websites can be very helpful to find candidates that are very actively
looking for work and post their resumes online, but they will not attract the "passive" candidates
who might respond favorably to an opportunity that is presented to them through other means.
Also, some candidates who are actively looking to change jobs are hesitant to put their resumes
on the job boards, for fear that their current companies, co- workers, customers or others might
see their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal recruitment efforts have
failed. Headhunters are generally more aggressive than in-house recruiters. They may use
advanced sales techniques, such as initially posing as clients to gather employee contacts, as
well as visiting candidate offices. They may also purchase expensive lists of names and job
titles, but more often will generate their own lists. They may prepare a candidate for the
interview, help negotiate the salary, and conduct closure to the search. They are frequently
members in good standing of industry trade groups and associations. Headhunters will often
attend trade shows and other meetings nationally or even internationally that may be attended
by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements
(sometimes more than 30% of the candidate’s annual compensation). Due to their higher costs,
headhunters are usually employed to fill senior management and executive level roles, or to
find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs, headhunters will both
attract candidates and actively seek them out as well. To do so, they may network, cultivate
relationships with various companies, maintain large databases, purchase company directories
or candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their Human
Resources department. In addition to coordinating with the agencies mentioned above, in-
house recruiters may advertise job vacancies on their own websites, coordinate employee
referral schemes, and/or focus on campus graduate recruitment.
 THE RECRUITMENT PROCESS

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing
multiple media, such as the Internet, general newspapers, job ad newspapers, professional
publications, window advertisements, job centers, and campus graduate recruitment programs;
and 2) recruiting research, which is the proactive identification of relevant talent who may not
respond to job postings and other recruitment advertising methods. This initial research for so-
called passive prospects, also called same- generation, results in a list of prospects who can
then be contacted to solicit interest, obtain resume/CV, and be screened.

Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through resumes, job applications, interviews,
educational or professional experience, the testimony of references, or in-house testing, such
as for software knowledge, typing skills, numeracy, and literacy, through psychological tests
or employment testing.

In some countries, employers are legally mandated to provide equal opportunity in hiring.

Pitfalls of Recruitment

Candidates can sometimes be subject to undue pressure to accept a job or position by an overly
zealous recruiter or personnel person.
 SELECTION
This is the process of choosing individuals who have relevant qualifications to fill vacant
positions. The process begins when a hiring department identifies the need to fill a position,
and ends when a person is hired to meet that need. What happens in the middle of the process
includes job analysis, position description development, recruitment, testing, and screening,
corresponding with applicants, Credentials verification, background investigations,
interviewing, reference checking, physical examinations, and the offer.

Discriminatory hiring practices could result in significant costs for the Company. Individuals
acting on behalf of the organization who fail to follow nondiscrimination policies may face
personal liability. Poorly designed or executed selection processes will generally fail to
identify the right person for the job, result in missed opportunities or delays in accomplishing
the mission of the organization, and lead to discrimination claims. Impolite or incompetent
interviewers, unnecessarily long waits, and lack of follow-up may cause unfavorable
impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or who leave the organization
before contributing to profits is a major cost of doing business. The cost incurred in hiring and
training any new employee is expensive sometimes in the thousands of dollars. In 1983, the
average cost per hire for exempt employees was more than $4600; nearly $4700 if there was
relocation. This cost incurred by the organization suggest that hiring is very expensive activity
and that any efforts the organization can make toward minimizing turnover and hiring costs
can pay dividends. Thus, proper selection of personnel is obviously an area where
effectiveness (choosing competent workers who perform well in their position) can result in
large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability. Seeking training from
HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with disabilities.

Once it is determined that an individual does not meet the established minimum qualifications,
she must be eliminated from further consideration. If you are unclear whether or not an
applicant possesses the minimum qualifications, it is appropriate to conduct a verification
phone interview. You may also ask applicants to include a cover letter detailing how they meet
the established qualifications as part of the application process.

Be able to justify every selection/nonelection decision with appropriate documentation (e.g.,

the position description, applications/resumes, rating guides, selection criteria, interview
questions, and reference checks). This documentation should be forwarded to HR Generalist
after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants.

Conduct reference checks as part of the selection process.
Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an employer's ability to
choose the most qualified person. They are intended to ensure that employers use criteria that
are job-related and nondiscriminatory. Hiring departments and search committees should use
the appropriate guidelines to identify appropriate pre-employment inquiries. Any questions
regarding the appropriateness of specific inquiries should be directed to the EO/Compliance
Specialist.

TIPS FOR INTERVIEW PROCESS

Minimize Stereotypes – Provide interviewers with a job description and specifics on job
requirements. In the absence of specific information individuals may be more likely to make
stereotypical judgments about a candidate.

Job Related – Construct interview questions that are job related. Not having job related
interview questions will lower the validity of the interview process.

Train Interviewers – “Improve the interpersonal skills of the interviewer and the interviewer’s
ability to make decisions without influence from non-job related information. Interviewers
should be trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

 Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach
attributes to her that don't actually exist.

MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.

NEGATIVE BENT -- the tendency to focus on information which will automatically disqualify a
candidate, causing you to overlook his/hers strengths in the process.

SNAP JUDGMENTS can devastate the interview process -- remember that you gather
information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic.

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully document

the interview, valuable material will slip through the cracks; avoid recording inappropriate
information (i.e., anything not related to the job) or statements based on your own inferences.

STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can offset
a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate as

representative of success in any endeavor, no matter how unrelated.

MIND SET -- your background, attitudes, motives, values, aspirations and biases.

CHEMISTRY or rapport between two people can contaminate the interview -- the basis of your
personal reaction to a candidate must always be evaluated in terms of the position requirements.

REFERENCE CHECKS
Nearly 80% of what is needed
to be known about candidates can be learned through good investigative techniques. Although
privacy legislation has had an impact on the reliability of reference checks, they remain a viable
means of verifying applicant information. Appropriate checks are also necessary to defend
against charges of negligent hiring. Keep the following guidelines in mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of credentials will be part of the selection
process.

A candidate may have valid reasons for setting some limits, and these limitations should be
respected.

The bottom line is that the candidate must allow some access to people familiar with their
work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must understand that less restricted

checks will be made before any offer is extended.

Intentionally choose whom to contact. Consider the following guidelines:

 Call the references identified by the candidate.

 Seek permission to call persons who should know the candidate (e.g., current
department chair, departmental head, supervisor, vice president, colleagues, etc.).

 Complete enough calls for a full picture of the candidate to emerge.

Apply the following guidelines for determining what inquiries to make:

 All information considered in the selection process must be related to job performance.

 Request the same information regarding all applicants.

 Avoid asking references prohibited pre-employment inquiries.

 Focus on gaining information about the knowledge, abilities, skills and work behaviors
identified as being important to the position.

 Address significant gaps or missing elements in the candidate's application materials.

 Avoid being put off by scattered "negative" comments from references.

 Not every comment should be given equal weight. Attempt to evaluate the reference's
perspective, how credible they may be, and how recently or how well they know the
 candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process

predisposes qualified candidates to consider a company as a potential employer. The nature
and timeliness of correspondence contributes to the applicant's perception that a particular
company is a quality organization.

Typically, a recruitment and selection process will present the following opportunities to
correspond with applicants:

 Acknowledgement of application materials. An acknowledgement letter confirms that the

hiring department has received all or part of the required application materials, identifies
any missing materials which must be provided to ensure consideration, and indicates the
expected timeline for the selection process.

 Notification that application materials were received too late for consideration. Informing
persons that they will not be considered for the position is not only a courtesy. It also
serves as evidence that the applicant was not part of the applicant pool from which
selection decisions were made should the ultimate hiring decision be challenged.

 Notification of a change in the timeline for selection. In order to keep good candidates
interested in the position, it is advisable to keep applicants informed should a change in
the selection timeline be necessary.

 Notification that an applicant is no longer being considered. As a courtesy to applicants,

particularly those for high level or particularly competitive positions, hiring departments
are advised to notify applicants when the screening process has eliminated them from
consideration. This may occur after any round of screening or interviewing.

 Appreciation for interview and rejection. Individuals who have been invited to campus for
an interview but are not offered the position should receive such a letter as a professional
courtesy.

 Letter of offer. Once a hiring decision has been made and discussed either in person or by
telephone with the finalist, it should be confirmed in writing. The individual should
confirm his or her acceptance in writing.
 Hiring departments should contact their HR Generalist for assistance in writing these
letters.

Guidelines
Depending on the type of position, a hiring department may decide to use a search committee
to manage the recruitment and selection process. The committee's role will vary with the
department, school, or administrative unit and type of position. The following guidelines
should be considered when using a search committee:
The decision to establish a search committee rests with the individual who has authority to
make a final offer for a position.
The search committee should be comprised of individuals who have some knowledge of the
position to be filled, are committed to equal employment opportunity, and have the capacity
for balanced judgment and discretion. Whenever possible, committees should represent
diverse backgrounds and perspectives.
Generally, the ideal size of a committee is relative to the position. For some positions, a
committee of 3 is adequate. For positions at or above the manager level, committees of 5-7
are more appropriate. Committees for positions at the Executive level may be significantly
larger.
A search committee chair should be appointed. Chairs should be selected for their ability to
provide leadership to the committee, a demonstrated understanding of the recruitment and
selection process, and their commitment to ensure a legally defensible process.
The committee should receive a formal charge, which establishes the scope of its
responsibilities. At a minimum, the charge should indicate whether or not the committee is
responsible for conducting interviews, and whether its recommendations to the hiring official
shall be in ranked or unranked order. Typically, a Company’s search committee
responsibilities include all or some of the following:
 Helping develop the position announcement, including the identification of minimum
and preferred qualifications, timeline and recruitment plan
 Completing recruitment and selection activities for classified and unclassified staff
positions

 Placing advertisements or conducting personal outreach

 Developing the selection procedure, including rating guides receiving applications,

corresponding with applicants, sending applicant information forms, and maintaining the
applicant record.

 Screening applications, conducting reference checks, determining a long or short list of

finalists

 Maintaining required search documentation

 Coordinating campus visits for interviews and/or conducting interviews

 Making recommendations to the hiring official

 Appointing one of the members, or using departmental staff, to act as search committee
secretary

PRACTICAL CONSIDERATIONS

Disagreements about the outcome of a selection procedure often arise because the process
for reviewing applicant materials was not agreed upon prior to the beginning of the process.
Committee members, including the committee secretary, should discuss and agree upon the
following practical considerations:

 When will review begin? Unless an inordinate number of applications are expected, it is
recommended that the review process begin after the date, which was advertised.

 Will initial review of applications for minimum qualifications be done by the committee
chair, secretary, or all committee members?

 Will committee members review every application, or will applications be divided into
groups that are initially reviewed by only part of the committee?

 Will the committee use a rating form? A rating guide is highly recommended, because it
can be used to defend against EEO challenges to the selection decision. In designing the
rating guide, the committee must decide whether they will use numerical scoring (and
whether it will be weighted or unweighted), qualitative scoring (for example, poor,
average, strong), or a combination of the two.

 Has the committee developed a plan for corresponding with applicants, including the
language for standard letters? Sample letters are available from your HR Generalist.

 Has an effective system been planned for filing and retrieving application materials?

 Where will committee members review the files? Will they need to come to the search
committee secretary or chair office? If so, is there adequate space and privacy for the
review?

 Has the committee established reasonable timelines for completing its review?

RECRUITMENT AND SELECTION GUIDELINES OF JBML

These guidelines are also called JBML RECRUITMENT RULES.

OBJECTIVE
The main objective of detailing guidelines is that the right type of personnel is recruited, who
fulfills the requisite job specifications for Recruitment including the desirable level of
qualification, skills/ experiences and competence which is essential for the sustained vitality
and growth of the organization.

APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of employees in
the pay scale/level, as announced separately in the classification of employees’ order.
Detailedjob specifications, required to recruit the person at various Levels/ Grades.

RECRUITMENT

Recruitment shall be resorted for induction of talent from outside, when suitable Candidates
are not available from within the organization or upon a specific demand of the post is such
that ithas to be filled up from the open market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

 Through Employment Exchanges

 Through Placement agencies/ Consultants

 Through open Market Advertisements

 From Engineering /Management / Educational Institutes.

 Through E-mail sources viz Naukri.com etc.

 Through Contractors /Suppliers etc.

 Through referred cases, relatives / friends etc

General

All recruitment shall be done exclusively on merit basis only Except experienced personnel
maximum age for recruitment shall be 28 years of age & Minimum 18 years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

Each person is expected to fulfill the requisite job specifications / as required for the position
before his candidature is considered for the post. Age requirement at entry point with 10+2
qualification shall be around 20 years and for Graduate / Post graduate / Professional
Qualification shall be between 21 years to 25 years for a fresher. The upper age limit for
recruitment of experienced personnel shall normally be not more than 45 years.

AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes of employees. In order
to streamline the recruitment age and to ensure that no person is retiring on his birthday, all
employee shall be retiring only on first day of the next month in which he attains the age of
superannuation.

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining the age of superannuation,
i.e., 60 years, or management wishes to retain his service in the interest of the organization,
subject to medically fitness, the management at its sole discretion, may grant such extension of
service for one year at a time, However, a management may also consider reappointment of a
retired employee on a contract basis. However such a person shall be entitled to a consolidated
amount and contracted facilities/ perquisites only. He shall not be entitled to any other
facility/perquisite as applicable to other regular Executives/ Employees of the company of his
cadre.

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD’s / Sectional Heads shall raise a requisition in the prescribed format, as per sanctioned
manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

Candidates’ application screened / short listed are required to fill in the prescribed application
form in their own handwriting and submit the same to HR Department along with a passport
size photograph, photocopies of certificate and testimonials etc., in support of their Age,
Qualification, Experience conduct etc.

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be issued a letter of
appointment as per the Standard Format placed.
SERVICE AGREEMENT
Experienced personnel recruited in Executive cadre may be required to execute a service
agreement to serve the organization at least for a period of two years, after joining the service
of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address Telephone number etc of at least
2 persons (not in relation), who can be referred by the employer to verify candidate antecedents
etc, in the application form itself, out of which one should be preferably of immediate past
employer.

SCRUITINY OF APPLIACTION

All application received from the candidates, shall initially be screened by HR Department
Recruitment section to ensure that candidate fulfills the job specifications and there after send
the screened applications to respective HOD / Requisition authority for detailed screening and
ensuring that the candidate meet their requirement and return such screened applications back
to

H R Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the Company, shall be required
to complete an Application Blank for Employment in his own handwriting.
 RECRUITMENT AND SELECTION POLICIES FOR
EXECUTIVE ANDMANAGEMENT TRAINEE
SCOPE & OBJECTIVES:

Keeping in the view the existing and expansion needs as well as to meet the competition JBML
needs well qualified and talented personnel in various discipline of Production, Quality, Sales,
Supply chain, Warehousing, HR and Finance & A/c’s, etc. In view of that it has been considered
desirable to induct fresh entrants as ET’s/ MT’s so as to would and develop them as per
organization need and to frame guidelines to Recruit, Select and provide effective Training to
new entrants, so as to ensure that each one of them shoulders appropriate responsibility and
produce desired results.

TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include CA’s, MBA’s, Diploma,
Engineers, ITI and Commerce discipline candidates and shall come into force, w.e. from 1 st
April 2007. All such Trainees recruited shall be placed in Executive Cadre (E- Cadre).

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six-month training. Their job specifications and
level shall be as stated here under: -

MANAGEMENT TRAINEE:

Minimum qualifications

MBAs from ‘A’ &’B’ class Management

Institutes Btech Engineers
Training Duration

Total 6 months unless extended by another 3 months, in no case training period shall
exceed for 9 months

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including organizational
setup, orientation and exposures to organizational Rules and Regulations
Next 3 months- On the job/ under study /Training in the parent Department where the Trainee
has to be placed finally. To be trained in detailed working and in depth studies & working of
that department.

EXECUTIVE TRAINEE:

Training Period: 6 months extended by another 3 months not beyond that

ICWA’S/Bright Commerce Graduate with min 50% pass marks
MBA’s from ‘C’ class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/ Profession after

Graduation

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including organizational
setup, orientation and exposure to organizational Rules and Regulations

Next 2 and ½ months- On the job training in various Department on rotational basis so as to
know the all the functions of the organization

Next 3 months- On the job/ under study / Training in the parent Department, to be trained in
detailed working and in depth studies & work in of that department, where he has to be
placedinitially.

Age:

The age limit of trainee shall not be above 25 years of age at the time of selection. However,
this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/HOD/Trainer and a HR representative every quarter.

Recruitment:

Recruitment of MT;s/ET/s shall be done on a continuous basis. However, campus recruitment

shall be encouraged for this level of personnel. To impart effective training recruitment of MT’s
and ET’s shall be done twice a year, keeping into view the manpower requirement of the
organization.
Service Agreement

As company incurs a substantial cost on training the personnel, all Trainees, shall have to
execute a service agreement with the company for a minimum period of two years after the
completion of scheduled training period.

Progress Report:

Each trainee shall submit a Monthly Report to Training Manager about his Training work,
difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the
progress of each trainee there shall be a Quarterly Assessment by the concerned
Guru/Supervisor and Training officer about the learning and progress of the Trainee. Every
quarter each trainee shall undergo Performance Review so as to assess his learning and get
feedback about his adjustment in the organization and if needed counselling session shall be
held with the Trainee.

Each trainee shall undergo a written Test upon completion of Training and only trainees who
have got constantly a ‘Good’ rating shall be withdrawn from the training scheme and be placed
in appropriate level/ Grade.

Training Module

Training modules for each trade shall be announced and circulated by the Training department
from time to time.

Implementation of Training Scheme

Training scheme shall be coordinated by Training Manager/ H R Department, and shall be

reviewed periodically on need based.

Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the company’s Executive
cadre and in regular pay scale as per the service agreement / Company pay structure.

Service Conditions

All Trainees engaged in Executive Cadre shall be governed by the Service Rules of the
company and the terms and conditions laid down in their letter of appointment and service
agreement which they shall be required to be executed at the time of joining the company.
 FLOW CHART FOR
RECRUITMENT AND SELECTION IN JBML

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by

BusinessHead/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

RECEIPE FOR A SUCESSFUL RECRUITMENT AND SELECTION

PROCESS

 Develop a written job description, which clearly articulates the essential elements of the
 job.

 Establish valid, job-related criteria which are as objective and measurable as possible.

 Find qualified and diverse applicants by casting your recruitment net far and wide.

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

 Safe questions are those which are clearly job-related.

 Establish and retain documentation supporting all selection or rejection decisions.

The process of recruitment and selection of staff occurs within a student affairs culture
shaped by many external and internal forces. Such forces should be considered in every search
process. Whereas many external forces are common among institutions, internal forces that are
unique to the institution impact most campuses. These forces should be considered in the
recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting search processes.
However, the overriding institutional policies should be considered in all circumstances. It is
wise to consult with the campus personnel office before undertaking any recruitment and
selection process. Once the campus personnel office has been consulted, the recruitment and
selection process may begin. Following are 12 steps that every effective search process should
include:

1. Assess the Need For and Establish the Purpose of the Position

The institution's goals and mission statement should be clearly defined and understood prior
to conducting a search for qualified individuals. It should also emphasize the people oriented
nature of the organization.

Every student affairs division should identify the characteristics and requirements of the vacant
position and the personality traits that would most benefit the individual who
Every student affairs division should identify the characteristics and requirements of the vacant
position and the personality traits that would most benefit the individual who
assumes the position. It is important to create a profile that best fits the position in the context
of the institution's culture.

Whether the position is new or recently vacated, there must be a careful determination of why
the position is needed, precisely how it will assist the division and the institution in achieving
its goals and mission, how it relates to other positions in the division, and what skills and other
abilities are necessary to carry out its responsibilities.

Finally, the position analysis should include a judgment as to whether other positions in the
division should be reconfigured in light of the vacancy.

2. Prepare the Position Description

The division should first establish a hiring profile, consistent with the idea of choosing the
person who would best fit the position. It is imperative that a position description clearly
defines the institution's goals, including the definition of student services, and that employees
are selected based on personality and chemistry that fit the defined services and goals.

The division should offer leadership that embraces the concept and reality of the defined goals
and practice them every day. It should also simplify operations so the "people element" shines
forth and stamps the institution.

The job description should indicate the need for the position in light of the institution's goals.
It also should make clear to other members of the unit in which the work is to be performed,
what is expected of the new member.

The position description should take heed of ethical consideration in regards to ethnic, gender,
and minority bias. It should be written so that it does not systematically eliminate members of
underrepresented groups such as women and minorities. For example, because women’s
career paths are more often marked by absences related to maternal and family
responsibilities, the expectation that an applicant's record show a steady progression of
positions with increasing responsibilities is more likely to attract men than women.

In writing a job description, one should avoid "must statements" such as "the candidate must
possess a Ph.D.". Use of such statements creates unnecessary limitations in the event the most
successful candidate does not meet the qualifications that have been described as a "must."

At a minimum a position description should include:

 Position title
 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

 Work activities

 Procedures and conditions of employment

 Institutional and divisional performance expectations

3. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search committee to recruit and select staff.
Search committees are most frequently the mechanism used to carry out recruitment and
selection processes Composition of committees varies depending on the functional area and
level of the position. Persons frequently included in search committees were:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

 Support staff in the area/department with vacancy

According to Winston and Creamer (1997), as the level of responsibilities of the vacant position
increases, the search committee members should be more widely representative of the entire
campus and outside community. Search committee membership may be comprised of many
different constituents. Care, however, should be exercised to keep the committee small enough
that it can communicate and function effectively. Large committees have difficulty in just
scheduling meetings, such less providing opportunities for everyone's active participation.
Large committees may impede timely reviews of applications, which may result in having
highly qualified candidates withdraw because they have received offers from competing
institutions.
As search committees tend to be ad hoc committees, members may not know precisely what

is expected of them. The committee's duties and the role of the hiring authority should be clearly
stated in writing.
The empowering official shall clarify the following responsibilities with the search committee
members:

 Select a search committee chairperson

 Prepare the position description (this responsibility is sometimes fulfilled prior to

appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

4. Prepare the Position Announcement

This crucial step informs all who are interested in the position precisely what the search
committee is looking for in clear and unambiguous language. The announcement should
include such information as:

 Title

 Location and demographics of the institution

 Supervisor

 Mission of institution and division

 Contributions expected by the staff member toward the accomplishment of these

missions

 Goals and work requirements of the position

 Minimum education

 Experience and knowledge requirements

 Conditions of employment

 Date for beginning of review process

 Individual and office to contact for further information

5. Advertise the Position

The student affairs division should evaluate all possible avenues for advertising a position
vacancy. Limited budgets may determine the means by which a position vacancy is advertised.
Therefore, it is important to consider carefully which advertising medium is most likely to
targetthe audience most important to reach. Possibilities to consider are

 Campus resources such as publications, offices, employee referrals, web-sites, or electronic

bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

 Mass media advertising (radio, television, etc.)

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

 The Chronicle of Higher Education - The Chronicle of Higher Education is generally

thought to be the most helpful medium in higher education though it may not be read at
allinstitutions. The Chronicle is distributed in both paper and electronic form.

Extra care should be taken to ensure that the announcement reaches potential minority
candidates.

6. Conduct the Search

The individual and office listed in the position announcement should receive all applications
from candidates. Acknowledgment of the application should be sent to both the applicant and
the search committee. All correspondence and activity should be recorded in a log to ensure
careful tracking of the candidates' materials and status.

Applicants that the division would normally judge unacceptable suddenly seem desirable when
the need to hire a body, "any body", becomes severe. The division will face a natural temptation
to short-circuit the standard screening process and hire a replacement
One way to avoid such crisis hiring is to encourage qualified individuals to submit employment
applications even when the division has no current job openings.

7. Screen the Applicants

Screening of applications should be conducted from the beginning of the search process, and
reviews should begin immediately following the announcement. The division should test to
ensure that each applicant fits the profile and hire a person who fits the profile remembering
that good selection reduces turnover, training and recruitment costs, and thereby produces
stability, consistency, low operating costs and an ability to increasingly reward desired
behavior.

Selection methods that focus both on crucial requirements and organizational culture include:

 Interviews

 Biographical data

 Work samples

 Self-assessment

 Personality tests

 Cognitive abilities

 Physical abilities

 Use of an assessment center

 A thorough literature review concerning the screening of resume.

8. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be considered are identified,
interviews should be arranged with those candidates. Often, the size of the departmental
recruitment budget will determine both the type and the number of interviews that will be
conducted. Many times, institution with limited budgets will begin the interview process by
conducting telephone interviews. Telephone interviews can be held with either an individual
or a group of people as the interviewer. If a group of people interviews the candidate,
arrangements should be made to conduct a conference telephone call with the candidate.
If an institution is fortunate to have a healthy recruitment budget, the search committee may
wish to invite one or more candidates to visit the office and participate in the interview process
in person.

 Arrange and confirm dates and times with candidate

 Develop the interview schedule and confirm with all individuals who will be involved in
the interview process (provide a final copy of the schedule to the candidate, the
interviewers, and the search committee members)

 Arrange for escorts to and from all interviews

 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

 Arrange for a campus host (and pick up from airport, train station, etc. if necessary)

 Arrange for any meals provided outside of the interview schedule if necessary

 Develop an evaluation tool for all interviewers to use upon completion of the interview

 The candidate should be reimbursed for all travel related expenses incurred in order to
attend the interview unless other arrangements have been made.

9. Interview the Finalists

Interviewing an applicant from a resume can lead the search committee to overvalue assets and
never see liabilities. The purpose of the applicant's resume is to highlight assets andhide
shortcomings. Most applicants do not overtly lie on their resumes; they just omit negative
information. Unsuccessful short-term jobs, reasons for leaving and dates of employment are
the items most frequently omitted from resumes.

As a result, interviews must be conducted from completed employment applications. The

search committee should never grant an interview to an applicant who has not fully completed
an application form. Interviews are most effective when they include questions based on a
careful analysis of job functions. Interviews should be consistent from candidate to candidate
and should evaluate a candidate's interpersonal and communication skills.
Interviews should involve multiple interviewers. It is always instructive to see how different
interviewers give different points of view on the same applicant, which leads to a better overall
hiring choice. Additionally, it is easy for search committee members to forget some
of the material that was covered in the interview. It is useful to document every interview
session and to have one interviewer from each interview team provide brief notes regarrisons
should not prevent any recruitment staff from conducting thorough reference checks on all
prospective new hires.

CERTAIN DO’S AND DON’T IN RECRUITMENT AND SELECTION

DO’S:

Be fair at the time of decision making for the final selections as well as salary.
Always cross check the references and the information provided by the candidate
Place a person according to his qualification and experience
Lessen the grievance of each employee and take decision according to natural law of justice.

DON’T:

Don’t get influence by outsiders at the time of outsiders at the time of requirement
Don’t be judgmental on personal basis
Don’t promise anything which will go against the ethos of the organization
 OBJECTIVES OF RECRUITMENT AND SELECTION
1. Hire the right person.

2. Conduct a wide and extensive search of the potential positive candidates.

3. Recruit staff members who are compatible with the organization’s environment orculture.

4. Hire individuals by using a model that focuses on learning and education of the whole
person.

5. Place individuals in positions with responsibilities that will enhance their personal
development.
.

RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY

Research refers to the search for knowledge, it be defines as scientific and systematic search for
information on the specific topic. It is carefully investigation or inquiry especially through search
for new facts of any branch of knowledge. Research plays an important role in the project work.
The results of the project are completely based upon the research of the facts and figures collected
through the survey. That is why it is also called a movement from known to unknown. Research is
the original contribution to the existing stock of knowledge.

TYPE OF RESEARCH:

ii) Descriptive:-
Descriptive research includes surveys and fact-findings enquiries of different kind. The
major purpose of descriptive research is description of the state of affairs as it exists at
present. The main characteristic of this method is that the researcher has no control over
the variables; he can only report what has happened or what is happening.
ii) Empirical:
Empirical research relies on experience or observation alone, often without due regard for
system and theory. It is data-based research, coming up with conclusions which are
capable of being verified by observation or experiment. In this present study descriptive
type of research is used.

RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure. In fact, the
research design is the conceptual structure within which research is conducted; it constitutes the
blueprint for the collection, measurement and analysis of data.
Different types of Research Design are as follows:-
1. Research design in case of exploratory research studies.
2. Research design in case of descriptive studies.
3. Research design in case of diagnostic research design.
4. Research design in case of hypothesis-testing research design.

In this study Descriptive research studies is used because descriptive research studies are those
studies which are concerned with describing the characteristics of a particular individual, or a
group and situation etc. and in this report the descriptive research design is used to find out the
recruitment process at LPS.

Sources of Data

The task of data collection begins after a research problem has been defined and research design
plan chalked out. Basically two types of data are available to the research namely:-

Primary Data:-

We collect primary data during the course of doing experiments research but in case we do
research of the descriptive type and performs surveys, whether sample survey or census surveys,
then we can obtain primary data either through observation or through direct communication with
respondents in one form or another or through personal interviews.

Secondary Data:-

Secondary data means data that are already available i.e., they refer to the data which have already
been collected and analyzed by someone else.
Primary data sources are:

 Questionnaire with the sample size of 50 employees of LPS including all level of
employees.
 Interview of the candidate came for a job.
 Survey all levels of employees with personal observation.

Secondary data sources :

 Internet
 Books of HR
 Books and old reports available in the company
DATA ANALYSIS
AND
INTERPRETATION
Question 1:- -Sources used to display the vacancy at LPS?

1) Internet 20%

2) Employee Referral 70%

3) Data Bank 5%

4) Campus Placement 5%

Interpretation: -

It is found that the Sources used to display the vacancy at LPS is employee
referral.
Question 2:-. Which source of recruitment is preferred?

Observation:-

1) Internal 70%
2) External 30%

Interpretation:-

In the recruitment of LPS the major role is being played by the internal
sources for short listing the candidates.
 Question 3:- In the external Sources majorly used are:

Observation:-

1) Press Advertisement 5%

2) Consultancy 75%

3) Data Bank 10%

4) Campus 5%

5) Similar Organization 5%

Interpretation:

From the analysis it has been found that in case of external sources.
Consultancies has a major role and after that the other important source is data
bank whereas campus, similar organization and press advertisement has a very
little role.
Question 4:- Most preferred internal source?

Observation:-

1) Promotions 10%

2) Transfers 10%

3) Employee Referrals 80%

Interpretation:

The most preferred internal source in this organization is employee referrals and
secondly the transfers are also the source of selecting the candidates.
Question 5:- How far Reference Checks are necessary for every Candidate?

Observation:-

1) Yes 80%

2) No 5%

3) Can’t Say 15%

Interpretation:

According to the observation and analysis it is being judged that the

reference checks are majorly necessary for the placement of every
selected Candidate.
Question 6:- Number of vacancies filled in the organization from the
Sources?

Observation:-

1) New vacancy 20%

2) Replacement 75%

3) Transfers 2%

4) Promotions 3%

Interpretation:

The number of vacancy filled in organization through replacement and after

that the percentage of the new vacancies makes it the second reason for the
joining of the employees.
Question 7:- Mostly used pattern of interviews?

Observation:-

1) Structured 10%
2) Non structured 20%

3) Stress Interviews 0%

4) Walk in interview 70%

Interpretation:

In LPS the structured interviews and the stress interviews are not commonly used
at all. But the pattern of Interviews in the organization is Walk in interview where
the questions are asked on the judgment of the potential of the candidate.
Question 8:- Commonly used tests during selection process?

Observation:-

1) Intelligence test 62%

2) Personality test 37%

3) Proficiency test 1%

Interpretation:

Basically the intelligence tests are used by the LPS whereas the personality test
and proficiency tests are less used for the Selection of candidates.
Question 9:- Action taken against employees who do not work properly?

Observation:-

1) Counseling 70%
2) Transfer 0%

3) Termination 30%

Interpretation:

On the basis of analysis it has been found that if an employee is not working
properly then the employees are guided and make them understand their Faults
and sometimes terminate.
Question 10:-. Are you satisfied with the Recruitment & Selection?

Policies of LPS?

Observation:-

1) Yes 90%

2) No 10%

Interpretation:

Majority of people are satisfied with the recruitment policies of LPS but a
small number of people are unsatisfied.
FINDINGS
Recruitment and selection process followed in JBM Auto Limited-

 When vacancies created due to registration , retirement , transfer etc manpower

requisition has to be filled and forwarded to local hr dept

 Filling of vacancies by internally and externally

 Short listing of resumes

 Relevant resumes are to be forwarded to concern department head of selection

 Suitable candidate are to be called for interview for selection process

 Candidates who are short listed for first round for interview are called for final round
of interview with senior management

 References check firstly and then offer letter is given under provisional and final
offer to the candidates

 Joining Recruitment process of the candidate ends after his/her joining the
organization .
SUGGESTIONS
My study of the recruitment and selection processes at JBML generated the following findings:

 The recruitment process at JBML is in line with the recruitment policy of the company. The
entire process works exactly as it should according to the policy.
 The recruitment process i.e. the activity of generating the pool of perspective employees, is
similar for all entry – level positions. However the selection process is unique for every
position. The recruitment process at JBML is shown in above flowchart.
 The human resources department maintains the blanket count of personal in each department
and is responsible for filling up vacant positions in all departments throughout the
organization.
 The recruitment and selection activity is centralized and is conducted by the human resources
department at JBML head office.
 Different sources of recruitment for every position has been tried and tested over the years at
JBML and at present every position has one unique source of recruitment, which is always
resorted to.
 Walk-ins are always used as a source of recruitment for junior level. JBML has earned a good
name for itself in the entire country and hence huge pool of candidates is created through
this source. However the hiring/applicants ratio is very low. This is because a lot of
unsuitable candidates also show up for interview. This leads to wastage of time and effort.

 JBML can improve its recruitment and selection process with the advices mention below and
can increase the sources of recruitment for selecting the right pool of candidates.
CONCLUSION
Recruitments and selection as seen are carried out in the organization and is a very vital part of their
human resource (HR) activities. The organizations have their selection procedures, policies and
norms which come into play every time when selections are conducted.

Recruitment is the process that start when the candidate get information about the vacancy in the
organization else candidate apply for the job and the process is followed by the selection of the right
person to the right job.

The pre-requisite of selection process is planning of budgets according to which the various aspects
are decided. It is very important for an organization to hire right person for the achievement of the
organizational goals.

I found in my observation that most of the candidates are satisfied with the recruitment and selection
process of JBM Auto Limited. The other common feature in the entire organization is that all use
Advertisements, Walk INS and personnel consultants/agencies for recruitment.

They select candidate on the basis of their qualification and knowledge as required for that particular
job. It is also found that the process are quite time consuming but it is overcome by the cooperation
of the staff of the JBM Auto Limited.

In all it can be analyzed that RECRUITMENT and SELECTION are very meticulous processes and
require expertise to perform them. Nowadays organizations who are receiving heavy competition
have to tap upon the best possible work force available in the market in least cost possible and to
perform this task they practice a detailed recruitment and selection process.
BIBLOGRAPHY
 BIBLIOGRAPHY
REFERENCES

BOOKS:

Human Resource Management (Dwivedi R S)

Personnel/Human Resource Management (Gupta C B)

Human resources management & Industrial relations (Rao, P. Subba)

Organizational Behavior 2nd edition

WEBSITES

www.jbm-group.com

www.google.com

www.hrcite.com

www.wikipedia.com
ANNEXURE
 Name of the Employee :
Date of joining :
Designation :
Department :
Age :
Education Qualification :
Monthly Income :
i. Less than 10000
ii. 10000-20000
iii. 20000-30000
iv. Above 30000

1. You are satisfied by the recruitment process by which you are selected ?

Yes [ ]

No [ ]

2. How far Reference checks are necessary for every candidate?

Yes [ ]

No [ ]
3. Sources used to display the vacancy at LPS?

Employee referral [ ]
Internet [ ]
Data Bank [ ]
Campus placement [ ]

4. Which source of recruitment is preferred?

Internal [ ]
External [ ]
5. What are the external sources majorly used?

Press advertisement [ ]
Consultancy [ ]
Campus [ ]
Data Bank [ ]
Similar Organization [ ]

6. What is most preferred internal source?

Promotion [ ]
Transfers [ ]
Employee Referrals [ ]

7. Mostly used pattern of interviews?

Structured [ ]
Non structured [ ]
Stress Interviews [ ]
Walk in interview [ ]

8. Commonly used tests during selection process?

Intelligence test [ ]
Personality test [ ]
Proficiency test [ ]

9. Action against employees who do not work properly?

Counseling [ ]
Transfer [ ]
Termination [ ]