A study on the effectiveness of recruitment channels

Effectiveness of
Recruitment Channels

INTRODUCTION
TITLE OF THE PROJECT:

A study on “Effectiveness of recruitment channels” with special reference to
GO GO INTERNATIONAL Pvt. Ltd., HASSAN.

OBJECTIVES OF THE STUDY:
The objective of the study is to develop a Recruitment channel, which
will be utilized to ensure that GO GO International Pvt. Ltd is able to identify and
prepare for filling key organizational positions with qualified candidates, in
advance of actual need, and to assist in managing diversity and workforce
planning. Another related objective is to have the right people available, at the
right place, at the right time in order to ensure smooth ongoing operations. In
other words, to develop effective recruitment process which would grow as well
as retain talent and maintain leadership continuity· Develop and prepare a pool of
talents to meet future business requirements.
• Maintain an ongoing supply of well-trained, broadly experienced, well-
motivated people who are ready and able to step into key positions as needed·
Align the future needs of the company with the availability of appropriate
resources within the company.
• Ensure continuity of leadership/ key positions
• Avoid transition problems
• Defined career paths, which will help the company recruit and retain better
people.

SCOPE OF THE STUDY:
The Project is concerned with the study of various aspects of current
Recruitment Channels and Process at GO GO International Pvt . Ltd .besides
exploring the process of Recruitment the scope of the study also lies in

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understanding the Effectiveness of Current Recruitment Channel and getting the
feedback from the recruiters.
PROBLEM STATEMENT:

Recruiting and retaining employees in the industry is a critical issue.
Smart, ambitious, and highly motivated employees are difficult to keep.
Attracting and retaining these people is a challenge. Qualified personnel have to
be compensated well and require work that develops their skills and matches their
personal interests. Since technical employees require challenging and rewarding
work, a slightly different plan must be employed to successfully recruit and retain
these workers. Some key factors that aid the recruiting of outstanding technical
people are salary, benefits, the organization’s reputation, and rewarding work.

The purpose of recruiting is to ensure a sufficient pool of applicants from which
the most qualified individual may be selected. Successful recruiting can minimize
the employee turnover rate absenteeism, lower productivity.

RESEARCH METHODOLOGY
There are 3 types, they are:
1. Explorative
2. Descriptive
3. Experimental
Descriptive methodology is used in the present study.

Data Sources:

Primary Data:
The Primary data was collected from the respondents by administering a
structured questionnaire and also through observations, interviews & discussion
with Management team

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Secondary Data:
Apart from Primary data, the secondary data is being collected through Text
books, records of GO GO International Pvt. Limited, Journals from Library,
Academic Reports, and Internet , used for this study.

Sampling:

Sample Population:
There are total 1115 employees working in the organization.

Sample Size:
Out of the total population, the sample taken among respondents from the
quality department is 50.

Sampling Area:
The research was conducted at quality department of GO GO
International Pvt. Limited Hassan.

Sample Method:
The research was made by the survey in accordance to the convenience of
the employees. So the sample type is convenience sampling.

TOOLS USED FOR ANALYSIS
Instrument:

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A structured Questionnaire is used, and the type of questionnaire is target
questions.

Method:
The research was conducted by using contact methods through
Questionnaire, Interview and Observation. The information was collected from
the employees of quality department only.
DATA ANALYSIS TECHNIQUES:
The data is analyzed with” Simple analysis technique”. The data tool is
percentage method.
Percentage method is used in making comparison between two or more
criteria. This method is used to describe relationship.
Percentage of Respondents = No. of Respondents/ Total no of
Respondents X 100

LIMITATIONS OF THE STUDY:

Limitations:
1. It can be dysfunctional to the organization to utilize inferior internal
sources only because they are there, when better candidates are
available outside.
2. The skills of internal employees may become obsolete and the
organization may have no other option than to restore to outside
sources.
3. It may encourage favouritism and nepotism, i.e., appointment may be
restricted to their kith and kin.
4. It often leads to inbreeding and the organization may stagnate without
“new blood”.
5. The internal candidates may not be the best in the market.

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6. Internal sources may tend to “dry up” and it may be difficult to find
the necessary manpower from within the organization especially when
expansion is taking place rapidly creating numerous vacancies.
7. Internal promotion may cause friction amongst existing staff – if
promotion is made automatic, or based only on seniority,
complacency sets in and standards deteriorate.
8. Likes and dislikes of management may play an important role in the
selection of personnel.

INDUSTRY PROFILE

Indian textile industry can be compared to a pyramid of ice floating in
water. “Only one tenth of the pyramid is visible, in the form of large textile mills
in the organized sector. The body of the textile pyramid consists of the
decentralized power loom and handloom sectors, which account for the bulk of
India’s production. The base of the pyramid is the downstream apparel and
household textile sectors. The entire pyramid employs about fifteen million (as
in 2007, it was estimated 20 million) workers-most of whom work in small firms
in the decentralized sector”. Indeed, the structure of the Indian textile industry is
as varied and deep-rooted as is its reform, challenging and daunting Indian textile
and clothing industry is the largest foreign exchange earner for the country, and
employs over 20 million people, second only to agriculture. India cannot afford
to let this industry grow sick. That would be nothing short of a human tragedy.
Until the era of globalization liberalization was launched at the opening of the
current decade, the domestic market was a protected turf, and a seller’s market.

2.1 Textile Industry in India

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The second largest employment generator after agriculture. It holds
significant status in India as it provides one of the most fundamental necessities
of the people. Textile industry was one of the earliest industries to come into
existence in India and it accounts for more than 30% of the total exports. In fact
Indian textile industry is the second largest in the world, second only to China.
Textile Industry is unique in the terms that it is an independent industry,
from the basic requirement of raw materials to the final products, with huge
value-addition at every stage of processing. Textile industry in India has vast
potential for creation of employment opportunities in the agricultural, industrial,
organised and decentralised sectors & rural and urban areas, particularly for
women and the disadvantaged. Indian textile industry is constituted of the
following segments: Readymade Garments, Cotton Textiles including
Handlooms, Man-made Textiles, and Silk Textiles Woollen textiles’ Handicrafts
and Jute.
Till the year 1985, development of textile sector in India took place in
terms of general policies. In 1985, for the first time the importance of textile
sector was recognized and a separate policy statement was announced with regard
to development of textile sector. In the year 2000, National Textile Policy was
announced. Its main objective was: to provide cloth of acceptable quality at
reasonable prices for the vast majority of the population of the country, to
increasingly contribute to the provision of sustainable employment and the
economic growth of the nation; and to compete with confidence for an increasing
share of the global market. The policy also aimed at achieving the target of textile
and apparel exports of US $ 50 billion by 2010 of which the share of garments
will be US $ 25 billion.

However, with the forces of globalization having been unleashed, and
accentuated by the coming into force of the WTO in 1995, there is no looking
back. The world has changed and is changing. In the borderless world, only the
fittest would survive. Indian textile and clothing industry is beset with several
shortcomings, in no small measure due to the lop-sided govt. policy in the
post-1947 India.

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But now it must change. It must change if it is not be blows away by the
global market forces, both in the international market as well as by imports in the
domestic territory.

And contrary to the common refrain of the industrialists in textile industry, the
onus of infusing a refreshing change lies more on the industry (firms) than on the
government. This is not to be little the significant role of a facilitator that govt
alone can provide. But competitive strategy originates at the level of the firm.
No amount of macroeconomic change can make the firms in the industry
competitive. The govt. must evolve a national policy, which can act as a general
guideline for the firms to define their unique positioning strategy. Given the
national environment, the firms must control their own destiny, or someone else
will.

2.2COMPANY PROFILE

2.2.1 PROMOTORS AND MANAGEMENT:

GO GO International Pvt .Ltd., a privately owned company being
managed by the promoters. The company was started in 1983 by Mr.S.S.Goenka
who hails from a family of entrepreneurs. Mr.Goenka alone managed his
business for many years and strived to put Go Go International amongst well
established exporters.

Some years later, Mr.Rajeev Goenka, the elder son joined hands in the
business with his father. Mr.Rajeev Goenka a Mechanical Engineer gave a whole
new outlook to the business. His engineering background helped him look at
new and better technology for improving quality of products, improving design
and reducing time. He personally supervises the production processes and
ensures a smooth and unbroken flow.

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Mr. Achal Goenka, a Doctor by profession and the second son of
Mr.S.S.Goenka also joined hands in the business in 1992. He is conversant with
the latest international trends and tastes. Quality control is an obsession with
him. In the process to maintain quality of fabrics, a process house for dyeing and
printing of different kinds of fabric was incorporated in 1995.
A company that started off modestly started increasing its business across
the globe and is presently doing a turnover of over 6 million garments every year
and increasing constantly. In the increasing and thriving business, Ms.Nirmal
and Ms.Lalita the daughter-in-laws of Mr.S.S.Goenka have also joined hands in
running the ever expanding demand.

2.2.2MARKETS AND CLIENTS:

GO GO exports garments to EU countries like Italy, France, Spain,
Belgium, Norway, Holland, Germany, Austria and also Switzerland, Scandinavia
and Hungary. Outside Europe GO GO exports to the United States of America,
Canada, Mexico and Australia. In America they are supplying to firms like
Vanity Fair, Steven Berry, and Blake Hollister etc.. In Europe their main
customers are Coop, Bestseller, Replay, Adler, Guru, Makro Stores and SCA
Textiles etc.

GO GO International customers span a wide spectrum- order sizes vary
from 5,000 units to 1 million units. All receive the same care and attention that
GO GO is known for.

When GO GO International decides to accept a client, a complete team is
assigned to the task at hands. Each team comprises of a Sr. Merchandiser,
Merchandiser, sampling team and production controller for both sales and
production.

2.2.3 VISION:

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“Begin with a vision Build with resources that are dynamically matched
with a strong commitment to excellence in products and processes, through a
team of dedicated people, while ensuring a clean environment for our plant, the
Earth. All to serve the customer better.”

2.2.4 MISSION:
“To truly partner with our customers to deliver business solutions which
rest on product differentiation.”

2.2.5 QUALITY POLICY

GOGO INTERNATIONAL COMMITTED TO:

1. Supplying products of consistent quality to satisfy the customer’s
requirement.
2. Delivering the goods at the right place at the right time and at the right
price.
3. Responding quickly and effectively in all communication with
customers.
4. Training of all employees in achieving the products of high quality.
5. Ensuring good quality raw material supply from suppliers.
6. Having effective communication with suppliers.

This will be achieved through the implementation and maintenance of a
well-documented system to meet the requirement of buyer’s standard.

2.2.6 PRODUCT PROFILE:

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GO GO Intentional Company’s commitment to specialization extents to
the fabric used to manufacture garments. The main range is of garments made
from knitted fabric.

The company caters to Men’s, Ladies and Children knitted garments. The
range includes outerwear, sportswear, party wear, Nightwear and active wear.

Recently GO GO International has also ventured into ladies fashion
garments in Woven fabrics. This was mainly to consistent insistence from their
existing buyers. Now, they are in the verge of expanding their dimensions in
woven garments also.

The fabric for manufacture is mostly acquired locally. At times it is
sourced from Taiwan, Hong Kong, Singapore or Korea to meet individual
requirements.

Go Go has computerized embroidery machines which are capable of
producing 10,000 pieces per day. Go Go also has in house facilities for hand
embroidery.

2.2.7 COMPETITORS:
The main competitors of GOGO International are Gokul Das Exports,
Gokul Das Images, Shahi Exports, and Bombay Rayon etc.

2.2.8 INFRASTRUCTURE:

GO GO has invested heavily in infrastructure, not only for manufacturing
of garments but also to streamline the entire production and marketing process.
GO GO has made Hassan it’s hub for manufacturing facilities as well as its
support department: Shipping, Quality control, Designing, Sampling,

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Embroidery, Computer Systems and Accounts. It also has sourcing, marketing
and manufacturing offices at Delhi, Ludhiana, Tuticorin and Tirupur. Three
Showrooms are maintained for fashion and high fashion garments. Overall GO
GO International employs around 2000 employees which include over 300
administrative staff.

2.2.9 DEPARTMENT OF HUMAN RESOURCE MANAGEMENT:

Mr.Vasudeva P.V, Hr manager heads the HR department. The staffs of
HR Dept. include the junior Hr executives, a welfare officer, a nurse, a crèche in
charge, house keeping staff.

2.2.10 HR VISION:

“Build with resources that are dynamically matched with a strong
commitment to excellence in products and processes, through a team of dedicated
people, while ensuring a clean environment for our planet, the Earth. All to serve
the customer better”.

Human resources department:
1. Planning HR
Long term planning of staffing needs
• Planning of staff needs for senior executives
• Staffing

2. Resourcing HR
• positions fill process
• Transfer and job rotation .

3. Leadership HR
• Communication management

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• Employee satisfaction survey
• Collective bargaining.
• Discipline handling

4. Compensation and benefits HR
• salary review process
• Facilities management and employee service
• Retrial management.

5. Developing HR
• Performance appraisal
• Rewards and recognition
• Succession planning
• Training and development
• Leadership development
• skill management

2.2.12 Functions performed by the HR Department
 Recruitment
 Induction
 Time office
 Wages & salary administration
 Industrial relations
 Safety& welfare
 Security
2.2.13 Recruitment and selection procedure:

In GO GO International Pvt. Ltd recruitment procedure is as follows. First,
Department Heads will do the manpower planning. After identifying the
manpower need they send a report as per qualification and required number of
candidate, to HR Department? From there the issue would be discussed with the

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management and if it is really required then the HR department will take proper
steps for recruitment.

After that they will take proper steps like advisement, are placed in
papers, approaching consultancies for recruitment and also recruit employee
through referrals. Recruitment is a centralized process in Go Go International
Pvt.Ltd. both external& internal sources of recruitment are carried out on to
recruit applicants. The management will conduct a medical test, so as to know
whether they are fit to work. Training is given to selected candidates.

2.2.14 INDUCTION:

The induction programme will be conducted for newly appointed
candidates. The selected candidates are introduced to their colleagues, their
workplace etc. They are appraised to the nature of duties, leave benefits, salary,
position in hierarchy etc.

2.2.15 TRAINING:
IDENTIFICATION OF THE TRAINING NEEDS:
Training needs may be new training needs or retraining needs. These are
identified once in a year. Department heads identify the training needs of their
employee through appraisal system. New employee is assigned a new job and is
trained for the same.
Training needs are considered at 3 levels
1) Individual level
2) Department level
3) Organization level
• Kinds of training provide
 On the job training
 In house training

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Annually Training Dept. prepares its own training calendar. It also
prepares monthly training schedule& all the employees are given the required
training.

• Wages and salary administration:
Wages and salary administration is computerized and it is calculated on
the basis of attendance. .In case of unpaid wages & salary reconciliation is
made .When an employee resigns full and final settlement of his account is made.

2.2.16 LABOUR WELFARE FACILITIES:
GO GO International Pvt.Ltd provides many labour facilities some of
them are as mentioned below;

• Canteen:
The canteen at the company is well maintained and is under contractual
basis. Employees are provided with subsidized food during the working hours.
The objective of this facility is to provide clean, hygienic and nutritious food for
the workers at cheaper cost, providing neat hygienic place for workers to
consume food. Canteen provides a meeting place for all the workers.

• First Aid facility:

First Aid boxes at cupboards well equipped with the prescribed medicine
are provided in all the departments. Each box is in charge of responsibility of the
person who holds a certificate in the first aid treatment. Ambulance room service
is also provided during the working hours. An ambulance van is maintained in
the company to take employee to the hospital in case of accident.

• Maternity benefit:

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ML is payable for a maximum of 12 weeks in case of confinement and
minimum of 6 weeks.

• Disablement benefit:

If there were any temporary disablement due to employment injury then if
the person were insured he would be compensated with about 70% of daily
average wage. If disablement is permanent, then periodical payment is paid for
the person who is insured or to the dependent of the injured person.

• Reward for best service:

Every employee is rewarded for outstanding performance in the factory.
Cash prize and other benefits are given. This implies to workmen to the grade up
to the junior managers.

2.2.17 LEAVE ADMINISTRATION

• Earned leave:
Permanent workmen who have actually worked in a particular leave year
for 240 days would be entitled for 12 days EL. For the days worked in excess of
240 days, concerned workmen would be entitled to 1 EL for every 20 days
actually worked.

• Crèche:
The factory has a special facility for the employees of the organization
.The crèche looks after the children of the employees during their working hours.
Children between the age group of 1 year to 4 year will be taken in. Every child
birthday will be celebrated by cutting cake & the child would be given a birthday
gift from the company.

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• Employee welfare:
The welfare officer will look after employee welfare. They will be
having many important responsibilities to be taken care of. Welfare officer is in
charge for the induction of the new employees. He/ she have to guide the
employees by educating them about the welfare benefits, like PF, Insurance, etc.
He/she arranges regular workshops, demos, lectures, seminars, etc for the
employee. For example
• Monthly awareness programme for new employees.
• Safety measures taught to the employees
• Personnel hygiene
• Extinguishing fire
• Women’s day celebration etc…

2.2.18 DIFFERENT COMMITIES:
• Canteen committee
• Prevention of Sexual Harassment committee
• Health & Safety committee
• Works committee

• Canteen committee:
This committee looks after the canteen issues in the factory. The
committee consists of 10 members. They organize a meeting at the end of the
month and discuss various issues about the canteen facilities. They also collect
feedbacks from the employees regarding the food provided. Hygiene, one among
priorities suggestion if any given are work out.

• Committee against sexual harassment:
As 80% of the employees in the factory are women. A committee is set up
to take care of the subtle issues revolving around the women employees. Any
behaviour, which would lead to embarrassment of the women employees, would

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be taken note of. Any person who tries to misbehave with the women workers
would be taken from a work. Such situation would be dealt with, at most dignity.
And such kind of issues would be kept as confidential as possible.

• Health & Safety committee:
A group of workers form a committee to look after the safety of the co
workers. Such as the protection gadgets provided are good or not. While working
the employee is using those gadgets or not. What are the extra measures to be
taken for the safety of workers? Etc .are dealt in detail.

• Works committee:
As per Industrial Dispute Act.

2.2.19 Working hours:
The working hour’s intervals & name and particulars of factory
management, date of disbursement of wages is prominently displayed in Form
No.10 in factory premises.

2.2.20 Attendance:
i. Every employee shall register his attendance by Bio-Metric and his punch
ii. Card -once before commencing work very day and once at the end of the
day.
iii. Day (close of work hours).
iv. This facility does not enforce on employees who have not completed 18
years of age, child labour is strictly prohibited.
v. Every employee shall therefore commence his/ her work at his / her
assign end place and at the time fixed for commencement of work in
accordance with the notified work hours.
vi. The starting & closing of the work period , the starting & closing of
interval period shall be notified from time to time & shall be signalled by
the sound of an a siren.

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vii. Employees in completion of working / shift hours leave the factory
premises immediately with in 15 min from the close of shift hours.
viii. If any employees is late to work whether at commencement of shift/
working hours or after lunch interval for more than 3 min in the month
during two successive or for more than 5 times in month shall be declared
as habitually late & shall be liable for disciplinary action.

2.2.21 Entry, exit and search:
I. All employees shall enter or leave factory premises by the gate or gates
specified for the purpose.
II. No employee shall enter the established factory premises except when
on duty, without the permission of the security or any other officer
authorized by the Management in this behalf.
III. No employee shall take with him, inside the factory, any outside
person / friend /relative without the permission of the officer authorized
on behalf.
IV. The entire employee shall be searched at the factory main gate or such
other specified entrances by the security staff on duty or by others
appointed by the manager for the purpose.
V. Any employee, who is off duty, has been granted or has resigned or is
not working for any reason, shall immediately leave the factory
premises and shall not enter any part to it except with permission of the
officer authorized in this behalf.
VI. No employees shall leave factory premises during duty hours except
after obtaining written permission of the authorized officer and with a
gate pass. If any employee desires to leave the factory premises during
the hours of work notified for him/ her, he/she shall obtain the prior
consent of and a gate pass from the manager, and in the absence of
manager, from the in charge manager or any other officer authorized in
this behalf.

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2.3 SWOT ANALYSIS
SWOT analysis refers to, analyzing the strength, weakness, opportunity
and threat of the organization SWOT is a compound of two factors namely
external factors and Internal factors. Strengths and weaknesses are the internal
factors controlled by the technical and personnel departments. Opportunities and
threats are the external factors which cannot be controlled by the company.
External factors may include political factors, Socio –Cultural factors,
Technical factors, demography and Environmental factors.

WEAKNESS

SWOT
STRENGHT ANALYSIS OPPORTUNITIES

THREATS

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 Strengths:
• Huge textile production capacity.
• Large pool of skilled and cheap work force.
• Huge export potential.
• Flexible textile manufacturing systems.
• Motivation of customer satisfaction.
• Quality of the product is good compare to other manufactures.

 Weakness:

• Increased global competition.
• Use of outdated manufacturing technologies.
• High production cost with respect to other competitors.
• Political interference in trade unions

 Opportunities:
• Research And new product development can help the company to move
across the value chain .
• Increased use of CAD to develop designing capabilities.
• Can export to different countries

 Threats:
• Increasing demand for luxury brands
• Entry of new competitors
• Increase competition

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• Need to improve the working conditions of the people who are involved
in this profession.

LITERATURE REVIEW

3.1 Introduction to Human Resource Management:

Modern organizational setting is characterized by constant changes
relating to environmental factors and human resources. As regards environmental
factors, we find changes in the operating organizational structure, the networking
procedures, customs or norms and the economic, political and social patterns in
which organizations exist. Moreover, there is constant change in human
resources. New individuals are being employed with their new ideas and
expectations while the existing workforce is constantly changing vis-à-vis ideas,
attitudes and values.

Although the change may provide solution to some problems, it may
create several new ones. There is an urgent need to understand these problems,
anticipate them and to find solutions to them. The responsibility to find out
solutions to these problems lies with every manager who has to be prepared to
deal with different changes effectively through educational and developmental
programmes. Obviously, every manager is responsible for management of human
resources – of course with the advice and help of personnel department.
Management of human resources is the essence of being a manager who has to
get things done through others. Specifically, his task relates to leading,
mobilizing and directing the efforts of people without which he can be a

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technician but not a manager. Thus, every manager has to develop and maintain
his competence in managing human resources which have assumed utmost
significance in modern organizations.

3.2 Definition of HRM
According to Michael J. Jucius defined as “the field of
management which has to do with planning, organizing, directing and controlling
the functions of procuring, developing .maintaining and utilizing the labour
force .such that the –

1. Objectives of the company is established are attained economically and
effectively ,

2. Objectives of all levels of personnel are served to the highest possible
degree, and

3. Objectives of society are dually considered and served”.

HRM can be defined as managing (planning, organizing ,directing and
controlling )the function s of employing ,developing and compensating human
resource resulting in the creation and development of human relations with a
view to contribute proportionately due to them) to the organizational ,individual
and social goals.

Human Resource Management function concerned with hiring, motivating and
maintaining people in an organization. It focuses on people in organizations.
Human Resource views people as an important source or asset to be used for the
benefit of organizations, employees and the society. It is emerging as a distinct
philosophy of management aiming at policies that promote mutuality – mutual
goals, mutual respects, mutual rewards and mutual responsibilities. The belief is

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that policies of mutuality will elicit commitment which in turn will yield both
better economic performance and greater human resource development.

3.3 Evolution of Human Resource Management:

Human Resource, a relatively new term emerged during the 1970s.Many
people continue to refer to the discipline by its older, more traditional titles, such
as personnel management or personal administration.

The trend is changing. The term nowadays used in industry circle is
Human Resource management. Coming to the evolution of HRM as a subject, it
may be stated that concern for the welfare of workers in the management of
business enterprises has been in existence since ages. Kutilya’s Arthashastra
states that there existed a sound base for systematic management of resources
during as early as the 4th century BC. These processes took momentum only when
government took active measures during resent past by various rules and
regulations under Industrial Dispute Act and related Acts. However the
employees will have various reasons to deviate from this. When the growth of the
industry is disturbed due to irregularity of the employees, government showed
interest in the operation of public and private sector enterprises and provided
systematic procedures for regulating employer –employee relationships.

3.4 Human resource management:

While managing the human resources one has to perform tasks like

a. Employing the people

b. Developing the resources

c. Utilizing the resources and compensating their services in tune with the
job and organizational requirements

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Human resource refers to the knowledge skills abilities talents aptitude,
values and beliefs of an organization’s workforce. Knowledge skills, creative
abilities and talents play an important role in deciding the efficiency and
effectiveness of an organizations workforce.

Human resource development improves the utilization value of an
organization. The difference in the level of performance of two organizations also
depends on utilization value of human resources.

3.5 IMPORTANCE OF HUMAN RESOURCE MANAGEMENT:

The importance of HRM can be discussed under three standard points:

1. Social significance: Management of personnel enhances their dignity
by satisfying their social needs. This is done by:

i. Providing suitable and most productive employment,
which brings them psychological satisfaction.

ii. Making maximum utilization of the resource in an
effective manner and paying the employees a
reasonable compensation in proportion to the
contribution made by him.

2. Professional significance: By providing healthy working environment
it promotes teamwork in the employees. This is done by:

i. Marinating the dignity of the employee as a human
being.

ii. Providing maximum opportunities for personal dept.

3. Significance for individual enterprise : It can help the organization in
accomplishing its goal by:

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i. Creating right attitude among employees through
effective motivation.

ii. Securing willing communication operation for
achieving goals fulfilling their own social and other
psychological needs like love, affection, esteem etc.

3.6 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

• Administration:
Strategic planning, organizational evaluation, County Board relations, policy
recommendations, supervision of department staff

• Benefits:
Health insurance, dental insurance, life insurance, disability insurance, retirement
benefits, vacation, sick leave, paid holidays, section 125 plan, donor program,
educational incentive, uniform allowance, and others.

• Compensation:
Salary and benefit surveys, job evaluation, job descriptions evaluation, job
descriptions

• Employee relations:
Disciplinary processes, incident investigations, complaint/grievance procedures,
labor-management relations.

• Employee services:
Enrollment in benefits, employee discounts for recreational spots, resolution of
enrollment or claim problems, employee newsletter. Educational assistance,
employee service awards.

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• Fiscal:
Staffing budgets, departmental budget, accounts payable, insurance receivables,
insurance fund management, total package costing.

• Health and safety:
Employee assistance, workers compensation claims, drug testing, safety
compliance and training.

• Leaves of absence:
State and/or Federal Family and Medical Leave rights, County approved leaves
of absence, rights upon return to work, light duty assignments for temporary
periods.
• Payroll administration:
Computer-based or manual evaluation systems, supervisory training, compliance
with timeliness standards.

• Performance appraisal:
Employee files, litigation files, payroll records, safety records and other
administrative files.

• Record-keeping:
Job posting, advertising, testing administration, employment interviews,
background investigations, post-offer employment testing.

• Recruitment:
Recruitment is defined as a process to discover the sources of manpower to meet
the requirement of the staffing schedule and to employ effective measures fir
meet the requirement of the staffing schedule and to employ to employ effective
measures for attracting the manpower in adequate numbers to facilitate effective
selection of an effective workforce.

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• Selection:
After identifying the sources of human resources, searching for prospective
employees and stimulation helps too apply for jobs in an organization, the
management has to perform the function of selecting the right man at right job
and at the right time.

• Separations and terminations:
Rights upon termination of employment, severance benefits, unemployment
compensation, exit interviews.

• Training and development:
County-wide needs assessment, development of supervisory and management
skills, employee training and workshops. Benefits orientation for new and
transferring employees, Supervisory newsletter.

• Salary and benefits:
Salary/wage plans, employee benefits.

3.7 SCOPE OF HRM:

The scope of HRM is indeed vast. All major activities in the working life
of a worker from the time of his or her entry into an organization until he or She
leaves – come under the purview of HRM. Specifically, the activities included
are- HR planning, job analysis and design, recruitment and selection, orientation
and placement, training and development, performance appraisal and job

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evaluation, employee remuneration, motivation communication, welfare, safety
and health, industrial relations and the like.

For the sake of convenience all these functions into seven sections as
shown in the figure.

Nature of
HRM

Prospects of Employee
HRM Hiring

Human
Resource
Management Employee and
Industrial Executive
Relations Remuneration

Employee Employee
Maintenance Motivation

3.8 HRM FUNCTIONS:

Human Resource Management must perform certain functions. These
functions have

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been stated while outlining the scope of HRM.

Supporting functions:

1. Training and Development

2. Appraisal

3. Placement

4. Compensation

5. Assessment

6. Employee relation

7. Selection

8. Benefits

9. HR Planning

10. Union management

3.9 RECRUITMENT CHANNELS

RECRUITMENT CAN BE DEFINED AS,

“It is the process of searching for and obtaining applicants for job, from
among whom the right people can be selected”.
-K.Aswathappa

“Recruitment is the set of activities an organization uses to attract job
candidates who have the abilities and attitudes needed to help the organization
achieve its objectives.”

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-Ivan cevich

According to Edwin B flippo “Recruitment is a process of searching for
prospective employees and stimulating them to apply for jobs in an organization.
It is often termed positive in that it stimulates people to apply for jobs to increase
the selection ratio. Selection on the other hand tends to be negative because it
rejects a good number of those, who apply, leaving only the best to be hired.”

Recruitment is the act of process of an organization attempting to obtain
additional human resources for operation process. The goal of recruitment is to
create a large pool of persons who are available and are willing to work for a
particular organization. The purpose of recruitment is to locate source of
manpower to meet job requirement and job specifications. In simplest terms
recruitment involves placing the right person on the right job. Recruitment aims
to develop and maintain adequate manpower resources upon which the
organization can depend.

The first step in the procurement function is manpower planning that aims
at ascertaining the manpower needs of the organization both in right number and
or right kind. Once a determination of human resources requirements has been
made, the recruitment and selection process – which forms the next phase of
procurement function – can begin. Procurement of efficient and capable
employees can significantly contribute to the success of an organization. A faulty
recruitment and selection procedure can play havoc with the organization’s plans
and all its future vision will be in jeopardy. Thus, to ensure a smooth
implementation of its plans and policies, sound recruitment and selection has to
be carried out by the personal department in the organization. The process of
recruitment begins after manpower requirements are determined in terms of
quality through job analysis and quality through forecasting and planning.

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When a person is needed to fill a vacant organization position, the
individual may come from inside or outside the organization. Some
organizations prefer to recruit from within, since this helps in enhancing
employee morale, loyalty and motivation. Other organization prefers to recruit
externally to prevent in breeding and to encourage new ways of thinking.
Normally an organization can fill up its vacancies either through promotion
of people available in the organization or through the selection of people from
outside. There are basically two sources of supply of manpower from which the
potential employees can be drawn. These are as under:
1. Internal sources
2. External sources

3.10 SOURCES OF RECRUITMENT:

• Internal Sources:

It includes:
 Present Permanent Employees
 Present Temporary or Casual Employees
 Retrenched or Retired Employees
 Dependents of Deceased, Disabled, Retired and Present Employees

Internal sources include the current work force, that is, those who are
already on the pay roll of the organization. Whenever any vacancies occur
somebody from within organization is promoted or demoted to fill the vacant
post. Transferring somebody of similar seniority from another department may
make sometimes “- sideways” appointments. Internal sources also include
personnel who were once in the pay-role of the organization but who plan to
return or whom the organization would like to recruitment-employee, e.g.
married men and women who resigned because of domestic commitments which

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are now fulfilled. The transfers may be helpful in avoiding layoff, replacement,
job enrichment, shift change and removing individual grievances, etc.
The use of the internal sources of recruitment has the following advantages:
• It will assist in developing high morale of employee because they are
assured that they would be performed over the outside candidate.
• The candidates that are already working in the organization can be
evaluated more economically as the expenditure is relatively less when
compared to outside sources of recruitment, i.e., on advertisement, tests,
etc.,
• When carefully planned, promotion from within or transferring to new
jobs can provide training ground for developing middle and top level
executives.
• It Promotes loyalty among the employees for it gives them a sense of a
job security and opportunity for better prospects.
• The employees training needs are minimized because they know the
major goals, policies, procedures and functions of the organizations.
• It ensures continuity of employment and organization’s stability, and a
better employer-employee relationship is established.

Although we have enumerated the advantages of using internal sources, there
can be some limitations which are as under.

 Limitations:
1. It can be dysfunctional to the organization to utilize inferior internal
sources only because they are there, when better candidates are
available outside.
2. The skills of internal employees may become obsolete and the
organization may have no other option than to restore to outside
sources.
3. It may encourage favoritism and nepotism, i.e., appointment may be
restricted to their kith and kin.

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4. It often leads to inbreeding and the organization may stagnate without
“new blood”.
5. The internal candidates may not be the best in the market.
6. Internal sources may tend to “dry up” and it may be difficult to find
the necessary manpower from within the organization especially when
expansion is taking place rapidly creating numerous vacancies.
7. Internal promotion may cause friction amongst existing staff – if
promotion is made automatic, or based only on seniority,
complacency sets in and standards deteriorate.
9. Likes and dislikes of management may play an important role in the
selection of personnel.

• External Sources:
It includes:
 Campus Recruitment
 Private Employment Agencies/Consultants
 Public Employment Agencies
 Professional Organisations
 Data Banks
 Casual Applicants
 Similar Organisations

Organizations usually go to external sources for lower-energy level job; for
positions whose specifications cannot be met by present personnel; for
diversifying into new avenues; and for merging with another organization. The
use of external sources has various advantages, which are as follows.

1. The enterprises can make the best selection since selection is made from
among a large number of applicants.

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2. The major advantage is that the introduction of new blood makes the
organization dynamic through the inflow of new ideas or fresh
viewpoints.
3. In the long run, this source may prove to be economical because potential
employees do not need extra training for their jobs.
There are however, three distinct limitations

 The objectives of recruitment are:
• To attract people with multidimensional skills and experiences that suite
the present and future organisational strategies.
• To induct outsiders with a new perspective to lead the company.
• To anticipate and find people for positions that do not exist yet.
• To design entry pay that competes on quality but not on quantum.
• To search for talent globally and not just within the company.
• To seek out no conventional development grounds of talents.
• To search or headhunt/head pouch people whose skills fit the company’s
values.

 Limitations:
1. The present employees lose their sense of security and tend to develop
indifference towards the organization.
2. The personnel selected from outside may suffer from the danger of
adjustment to the new work environment.
3. It is expensive and time consuming.
4. The qualities of the incumbent may not be reliable.

• Factors affecting recruitment:
Recruitment activity in different organization differs with:
 The size of organization.

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 The employment conditions are the community where the organization is
located;
 The effects of the past recruiting efforts which show the organizations
ability to locate and keep and good performing people.
 The working conditions, salary and benefit and package offered by the
organization.
 The rate of growth of organization.
 The level of seasonality of operations and future expansion and
production programmes.
 The cultural and economic legal factors, etc the nature and extent of
recruiting programme thus depend multitude of factors, including the
skill levels required, the state to labour market and general economic
conditions, and the image of employer in the outside world.

3.11 PHILSOPHIES OF RECRUITEMT

Basically there are two Philosophies of recruitment. These are as follows:
 Realistic Job Previews:
Realistic Job Previews provides complete job related information to the
applicants so that they can make the right decision before taking up the jobs. It
includes positive and the negative aspects of the job.

 Job Compatibility Questionnaire:
Job compatibility Questionnaire was developed to determine whether an
applicant’s preference for the work match the characteristic of the job. The JCQ
is designed to collect information on all aspects of the job which have a bearing
in on employee performance .absenteeism, turnover and job satisfaction. The
underlying assumption of JCQ is that, greater the compatibility between an
applicant’s preference for the job and characteristic of the job as perceived by
the job seeker, the greater the probability of employee effectiveness and longer
the tenure.

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 Recruitment Strategy:
The appropriate strategy for recruitment activities is dictated by
manpower planning. If the plans indicate no anticipated growth and little
attraction in the near future as a result of the retirements or other known factors
recruiting can be kept at a minimal level. Where the opposite true – if a major
expansion is under way, or large numbers of employees are approaching
retirement age and so on, major recruitment programmes are called for.

 Recruitment Policy:
Every organization will have its recruitment policy, wither this varies
from year to year on the light of the differing commercial pressures and standards
or is established in a more constant basis in accordance with important basic
principles. Recruitment policy assets the objectives of the recruitment and
provides a frame work of implementations of the recruitment programmes in the
form of procedures.

There is value for both employee and employer in having such a policy
carefully formulated and made generally known, for this will ensure that
managers are fully aware of standards they must observe and employees
appreciate the rights that may accept.

Recruitment policy, which is concerned with “qualities and qualifications of the
manpower”, established general guidelines for the staffing process.

3.12 Some of these guidelines are stated below:
Carefully observe the letter and spirit of the relevant public policy
on hiring and, on the whole, employment relationship.
 Provide individual employees with the maximum of employment security
avoiding frequent lay – off or lost time.

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 Assure each employee of the organization interest in his personal goals
and employment objectives.
 Provide each employee with an open road and encouragement in the
continuing development of his talents and skills.
 Assure employees of fairness in all employment relationships, including
promotions and transfers etc.
Considered in its broadest sense, a recruitment policy involves a commitment by
the employer to such general principles as:
 To find and employ the best qualified persons for each job;
 To retain the best and most promising of those hired;
 To offer promising opportunities for life-time working careers; and
 To provide programmes and facilities for personal growth and on the job.
 Prerequisites of a Good Recruitment Policy:
The recruitment policy of an organization must satisfy the following conditions.
 It should be in conformity with its general personnel policies.
 It should be flexible enough to meet the changing needs of an
organization.
 It should so design as to ensure employment opportunities for their
employees on a long term basis so that the goals of the organization
should be achievable, and it should develop the potentialities of
employees.
 It should match the qualities of employees with the requirements of the
work for which they are employed; and
 It should highlight the necessity of establishing job analysis.

The nature and extent of the recruitment programme depends on a number of
factors, including the skills required, the state of the labour market, general
economic conditions, and the image of the employer. A company which has a
reputation of paying fair wages, provide good employee benefits and taking
interest in employee welfare activities would attract a large number of applicants
than it needs without making any extra recruiting effort. Small companies, which
hire only a few persons, each year may not need to do more than spread the word

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around the plant or office that a vacancy exists. The recruitment programme now
require the employer to go out and actively seek job applicants from groups of
those who may not otherwise supply for employment.

3.13 Recruitment Channels And Process In Go Go International

Pvt Ltd
The different internal sources of recruitment Used in Go Go
International Pvt. Ltd is:
1. Employee Referral.
2. Off Rolls Employee.

The different external sources of recruitment used in Go Go
International Pvt. Ltd are:
1. Advertisement.
2. Job sites.
3. Recruitment Agencies.
4. Campus Visit.
5. 1Direct Recruitment.

• Advertising sources:
When an organization desires to communicate to the public that it has a vacancy,
advertisements are one of the most popular methods used. Today all forms of
media advertising are used in recruiting employees. Most typical are newspapers,
trade and professional journals, radio and television. However, the level of job
often determines the media where the advertisement is placed. The higher the
position in the organization or the more specialized the skills sought, the more
widely dispersed the advertisement is likely to be. On the other hand, the
advertisement of blue-collar jobs is usually confined to the local daily newspaper
or regional trade journals. When advertising brings in large numbers of
candidates, costs of screening may be heavy.
• Employment agencies:

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There are 3 forms of employment agencies:
Public or State Agencies
Private Employee Agencies
Management Consulting Agencies

State agencies: It was designed both to help the jobseekers find suitable
employment and to help the employers find suitable workers. All states provide
employment services. Public agencies tend to attract and place predominantly
semi-skilled, blue-collar workers. Few highly skilled individuals place their
names with public agencies and few employers seeking individuals with high
skills fill their vacancies or enquire about applicant at state agencies.

Private Employment Agencies: The major difference between the public and
private employment agencies is their image. The private agencies are believed to
offer positions and applicants of higher type, additionally private agencies a more
complete line of services. They advertise the position; they screen applicants
against the criteria specified by the employer. The private employment agencies
fees can be totally absorbed by either the employer or the employee.

Management Consultants: The third agency source consists of the management
consulting executive search firms. These types of agencies specialize in middle
level and top level executive placements. The features that distinguish executive
search agencies from most private employment agencies are the level at which
they recruit, the charge which is quite substantial, their nationwide contacts and
the thoroughness of their investigations.

• Campus Visits:
Educational institutions at all levels offer opportunities for recruitment to
recent graduates. Recruitment from educational institutes has long been a well-
established practice of many public and private organizations. However, even in
India many of the leading universities and institutions of management and

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technology provide a variety of placement services to both to their own students
and industries. Most educational institutions operate placement services where
prospective employers can review credentials and interview graduates.

• Job sites:
To attract best-in-class talent for Recruitment through Internet based
jobsites. The TMT members evaluate these sites and subscribe to them, after
negotiations, based on the features being offered. The TMT members go through
the resumes downloaded from the sites and screen them against the requirements
and this will be followed by Selection Process.

• Leasing/Contractual Agreements:
To adjust to short-term fluctuations in personnel needs, leasing of
personnel is done for some specified period this practice is particularly well
developed in the office administration field. The organization not only obtains
well0trained and selected personnel but also avoid any obligation in pensions,
insurance, and other fringe benefits. Public sector organizations usually borrow
the personnel or requisite caliber from the government departments. At the end
of their term they are given an option to choose either their parent services or the
present organizations.

• Head-hunting:
The executive search agencies, which are also known as head-hunters,
have a particular value when very senior or specialist appointments are to be
made and the number of suitable people is known to be very limited. When a
person of particulars talent or rare expertise is required, the head-hunters search
out somebody already in employment and induce him to change jobs. Although
this practice is considered unethical in some quarters, it is generally accepted that
it may be the only option open where a particulars type of expertise is required.
Those who employ head-hunters have to pay heavy charges but these are usually
justified in the light of the results achieved.

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3.13 EMPLOYEE REFERRAL SCHEME PROCESS

 Employee Referral Scheme

• To constantly attract, retain and recognize talent - “talent acquisition” -
cost effective and time saving process

• Underlying belief - PSRs are a good source of candidates for the job
openings in the organization

• To encourage the field force to refer individuals, using their personal or
professional network, for current openings in DRL or for future
requirements .

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3.15 PROCESS OF RECRUITMENT.

Human Resource
Planning

Identify the human resource
requirements
Demand Surplus Retrench

Determine the number levels and
criticality of vacancies
Organizational
recruitment policy

Choose the resource & methods of
recruitment Not efficient

Analyze the cost & time
involvement

Job Analysis Efficient

Start implementing the recruitment
program

Select & hire the candidate

Evaluate the program

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DATA ANALYSIS AND INTERPRETATION

TABLE NO:1

Table representing the prime reason behind recruitment

Response No. of respondents Percentage

To increase production 05 20

Because of turnover 10 40

Due to technological up 03 10
gradation
Due to product 07 30
expansion and growth

Total 25 100

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GRAPH NO:1

Graph shows the prime reason behind Recruitment

% OF RESPONDANTS

45%
40%
35%
30%
25%
% OF RESPONDANTS
20%
15%
10%
5%
0%
PRODUCTION
TO INCREASE

BECAUSE OF

EXPANSI0N AND
TURNOVER

TECHNOLOGICAL
UP GRADATION

PRODUCT
GROWTH
DUE TO
DUE TO

INTERPRETATION:

The study reveals that 40% of the total respondents opted for the reason
behind recruitment is because of turnover and also due to product expansion and
growth, and 20% of total respondents opted for an increase in production, and
10% has opted for technological up gradation

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TABLE NO:2

Table representing the modern sources of recruitment

Response No. of respondents percentage

Job portals 10 40

Consultants 07 30

Walk-ins 03 10

Outsourcing 05 20

Total 25 100

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GRAPH NO:2

Graph shows the modern sources of recruitment

% OF RESPONDANTS

45%
40%
35%
30%
25% % OF
20% RESPONDANTS
15%
10%
5%
0%
G
TS
S

S

IN
TL

N
N

C
I-I
A
R

R
LT

LK
O

U
P

U

O
A
S
B

W

TS
N
JO

U
O

O
C

NTERPRETATION:

The study reveals that 40% of the total respondents opted for the modern sources
of recruitment as job portals, 30% for consultants ,10% for walk-ins , and 20%
has opted for the outsourcing.

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TABLE NO:3

Table representing category of people preferred to fill the vacancies

Response No. of respondents %of respondents

People working already in
02 08
organization

New entrants with relevant
09 36
experience

Fresh candidates 09 36

Both new entrants with relevant
05 20
experience and Fresh candidates

Total 25 100

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GRAPH NO:3

Graph shows that the category of people preferred to fill the vacancies

% OF RESPONDANTS

40%
35%
30%
25%
20% % OF RESPONDANTS
15%
10%
5%
0%
PEOPLE NEW FRESH BOTH NEW
WORKING ENTRANTS CANDIDATES ENTRANTS
ALREADY IN WITH WITH
ORGANIZATION RELEVANT RELEVANT
EXPERIENCE EXPERIENCE
AND FRESH
CANDIDATES

INTERPRETATION:

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The study reveals that 36% of the total respondents opted for the
category of people to fill the vacancies as new entrants with relevant experience,
fresh candidates, 20% of total respondents opted for both (entrants with relevant
experience and fresh candidates), and 15% have opted for people who are already

Employee Referral 20 80
In-house employee/staff 05 20
Total 25 100
working in the organizations.

TABLE NO: 4
Table representing the internal sources of recruitment.

GRAPH NO:4

Graph shows that Internal sources of the Recruitment

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% OF RESPONDANTS

90%
80%

70%

60%

50%
% OF RESPONDANTS
40%

30%

20%

10%
0%
EMPLOYEE REFERRAL IN-HOUSE EMPLOYEE/STAFF

INTERPRETATION:

The study reveals that 80% of the total respondents opted for internal
sources of recruitment as employee referrals, and 20% of the total respondents
opted for the in-house employee/staffs.

TABLE NO:5

Table representing parameters followed to select the individuals

%of respondents
Response No. of respondent

Working skills 10 40

Job awareness/knowledge 07 30

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Communication and
03 10
presentation

Loyalty 05 20

Total 25 100

GRAPH NO:5
Graph shows Parameters followed to select the individuals

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% OF RESPONDANTS

45%
40%
35%
30%
25%
15%
10%
5%
0%

LOYALITY
WORKING SKILLS

AND PRESENTATION
COMMUNICATION
AWARENESS/KNOW
LEDGE
JOB

INTERPRETATION:

The study reveals that 40% of the total respondents opted for the
working skills, 30% of the total respondents opted for the job
awareness/knowledge, 10% of respondents opted for the communication and
presentation, and 20% of respondents opted for the loyalty.

TABLE NO:6

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Table representing often they go for recruitment

GRAPH NO:6
Percentage
Response No. of respondents

Periodical 05 20
Adhoc 07 30
Both periodical and
13 50
adhoc
Total 25 100

Graph shows how often the organization go for recruitment.

% OF RESPONDANTS

60%

50%

40%


20%

10%

0%
PERIODICAL ADHOC BOTH PERIODICAL
AND ADHOC

INTERPRETATION:

The study reveals that 50% of the total respondent opted for the recruitment as
both periodical and adhoc, 30% of the respondent opted for the adhoc , and 20%
of the respondents opted for the Periodical

TABLE NO:7

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Table representing whether the organization is providing any
application form for recruitment

GRAPH NO:6

yes 25 100
No 00 00
Total 25 100

Graph shows whether the organization is providing any application
form for recruitment

INTERPRETATION:

The study reveals that 100% of the total respondents agreed that they are
providing application forms for the recruitment.

TABLE NO:8

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Table representing how they reach the applicants after screening
resumes


Through telephone 20 80
Through e-mails 05 20
Total 25 100
GRAPH NO:8

Graph shows how the recruiters reach the applicants after screening
resumes

% OF RESPONDANTS

90%
80%
70%
60%
50%
% OF RESPONDANTS
40%
30%
20%

10%
0%
THROUGH TELEPHONE THROUGH E-MAILS

INTERPRETATION:

The study reveals that 80% they reach the applicants through telephone
an 20% through e-mails after screening the resume.

TABLE NO:9

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Table representing whether the recruiters regularly go for online
recruitment.
Response No. of percentage
respondents

yes 13 52
No 12 48
Total 25 100

GRAPH NO:9

Graph representing whether the recruiters regularly go for online
recruitment.

INTERPRETATION:

The study reveals that 52% of the total respondents opted for on-line
recruitment and 48% of the total respondents opted for there is no on-line
recruitment.

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TABLE NO:10

Which type of questions you pose for interviews.

Response No.of respondents Percentage
Technical 05 20
General 07 30
Both 13 50
Total 25 100

GRPAH NO:10

% OF RESPONDANTS

60%

50%

40%


20%

10%

0%
TECHNICAL GENERAL BOTH

INTERPRETATION:

The study reveals that 50% of the total respondents will pose both
technical and general questions in the interviews, 30% of the respondents opted
for general , and 20% of the total respondents opted for technical .

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TABLE NO:11

Which factors will affects more for recruitment


Internal factors 15 60

External factors 07 30

03 10
Both
Total 25 100

GRAPH NO:11
Factors affecting recruitment process

% OF RESPONDANTS

70%

60%

50%

40%
% OF RESPONDANTS
30%

20%

10%

0%
INTERNAL FACTORS EXTERNAL FACTORS BOTH

INTERPRETATION:

The study reveals that 60% of the total respondents opted for factors
affecting more on recruitment is internal factors, 30% of the respondents opted
for the external factor , and 10% of the total respondents opted for the both
internal and external factors will affects for the recruitment.

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TABLE NO:12

Table represents type of media preferred for recruiting the
candidates

Response No of respondents Percentage

Internet media 15 60

Paper or print media 02 10

Broad cast or television media 02 04
All of the above 06 26

Total 25 100
GRAPH NO:12
Graph shows type of media preferred for recruiting the candidates

%OF RESPONDANTS

70%

60%

50%

40%
%OF RESPONDANTS
30%

20%

10%

0%
INTERNET PAPER OR BROAD CAST ALL OF THE
MEDIA PRINT MEDIA OR TELEVISION ABOVE
MEDIA

INTERPRETATION:

The study reveals that 60% of the total respondents opted for type
of media selection as internet media, 10% of respondents opted for paper or print

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media ,4% of respondents opted for broad cast television media , and 26% of the
total respondents opted for all of the above.

TABLE NO:13

Table represents the various recruitment techniques


Psychometric analysis 10 42

Technical compatibility 02 08

Employable skills 10 40

personality 03 10
Total 25 100

GRAPH NO:13

Graph shows the various recruitment techniques

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%OF RESPONDANTS

45%
40%
35%
30%
25%
%OF RESPONDANTS
20%
15%
10%
5%
0%

COMPATABILITY
PSYCHOMETRIC

PERSONALITY
EMPLOYEE
TECHNICAL

SKILLS
ANALYSIS

INTERPRETATION:
The study reveals that 42% of the total respondents opted for
various recruitment techniques as psychometric analysis, 40% of the respondents
opted for the employee skills, and 10% for technical compatibility and
personality.
TABLE NO: 14
Table representing whether organization is implementing any
assessment programmes for recruitment.

Response No.of respondents percentage
Yes 25 100
No 00 00
Total 25 100

GRAPH NO:14

Graph shows that assessment programmes for recruitment were
Implemented.

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%OF RESPONDANTS

120%

100%

80%

60% %OF RESPONDANTS

40%

20%

0%
YES NO

INTERPRETATION:
Out of 25 respondents all are agreed that they are implementing
assessment programmes for recruitment. The study reveals that 100% of the total
respondents agreed that there is an assessment programmes for recruitment.

TABLE NO:15

Table representing whether the recruitment related policies are
providing.

Response No of respondents percentage

Yes 25 100

No 00 00

Total 25 100

Page 62

Effectiveness of

GRAPH NO:15

Graph shows whether the recruitment related policies are providing.

%OF RESPONDANTS

120%

100%

80%

60% %OF RESPONDANTS

40%

20%

0%
YES NO

INTERPRETATION:

All 25 members opted for Yes that recruitment related policies are
Providing by the organization.

TABLE NO:16

Does the HR department providing proper job description before
recruitment.

Yes 15 60
No 10 40
Total 25 100

GRAPH NO:16

Page 63

Effectiveness of

Graph shows the HR department providing proper job description
before recruitment.

INTERPRETATION:

All the total respondents agreed that the HR department is providing
proper job description before recruitment. The study reveals that 60% of the
respondents agreed and 40 % disagreed that they are providing proper job
description before recruitment.

TABLE NO:17
Table representing whether the organization is taking steps of
manpower planning to fill future vacancies.

Yes 18 72
No 7 28
Total 25 100

GRAPH NO:17

Page 64

Effectiveness of

Graph shows whether the organization is taking steps of manpower
planning to fill future vacancies.

INTERPRETATION:

All the total respondents agreed that organization is taking measures
of manpower planning to fill future vacancies. The study reveals that 72% of the
respondents agreed and 28% disagreed that the organization is taking steps of
manpower planning to fill future vacancies.

TABLE NO:18

Table representing whether the organization is allocating budget
for recruitment.

Response
No of respondents percentage
Yes
25 100

Page 65

Effectiveness of

No
00 00
Total 25 100

GRAPH NO: 18

Graph shows the organization is allocating budget for
Recruitment

allocation of budget for recruitment

0%

Yes
No

100%

INTERPRETATION:

All the total respondents agreed that organization the organization is
allocating budget for recruitment. The study reveals that 100% of the respondents
agreed that the organization allocating budget for recruitment.

TABLE NO:19

How do you rate the recruitment process in your organization

Response No of respondents percentage

Average -- 00

Page 66

Effectiveness of

Good 05 20

Excellent 20 80

Total 25 100

GRAPH NO:19

Graph show the rate of recruitment process

% OF RESPONDANTS

90%
80%
70%

60%
50%
% OF RESPONDANTS
40%
30%

20%
10%
0%
AVERAGE GOOD EXCELLENT

INTERPRETATION:

The study reveals that 80% of the total respondents opted for
the recruitment process is excellent in the organization, and 20% of the total
respondent opted for the recruitment process is good. The recruitment process in
the organization is Excellent.

FINDINGS AND SUGGESTIONS

Page 67

Effectiveness of

It has been observed during the course of the survey that the Staff and the Man-
agers are very co-operative to each other. They are all moving towards a com-
mon goal that is development of Organization.
It has been observed that the relationship in Go Go International Pvt. Ltd. is very
good and they are giving lot of importance to the work environment

Through the survey conducted it has been observed that:

• The prime reason behind recruitment is because of turnover.
• Modern sources of recruitment is through Job Portals and Fields
• Both new entrants with relevant experience and fresh candidates are
preferred to fill the vacancies
• Most of the candidates are recruited through employee referrals.
• Working Skills is mainly needed for selection of an individual.
• Recruitment is done in both periodical and Adhoc.
• Application form and Budget allocation is provided for recruitment.
• Technical and general questions are posed to the candidates in the
interview.
• Internet media is most preferred for recruitment.
• Assessment Programmes are being implemented.
• Psychometric analysis and Employable skills are various recruitment
techniques are used.
• HR department is providing proper job description before recruitment.

SUGGESTIONS AND RECOMEMDATIOMS

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Effectiveness of

 To meet the present competition the following recruitment techniques are
necessary.
 Not only should the modern techniques traditional sources also consider.
 The preference for recruitment is done not only through employee referral
other sources also considered.
 The Employee can be reached not only through telephone calls but also
o Through mails both hard and soft.
o Job rotation may improve the performances.
o Supervisors may be considered for management training
 Management should recognize talents and encourage them to grow in the
organization
 Organization should try to adopt certain measures to enhance team spirit
and co-ordination among the employees

 Employees performance should be appraised from time to time so that
organization can come to know about the efficiency of the organization

 The company should providing additional benefit like transportation,
incentives, its will helps to employees to work effectively.

 Manpower requirement for each department in the company is identified
well in advance.
 If the manpower requirement is high and the recruitment team of the HR
department alone cannot satisfy it, then help from the placement agencies
is needed.
 Time management is very essential and it should not be ignored at any
level of the process.

Page 69

A study on the effectiveness of recruitment channels

A study on the effectiveness of recruitment channels

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