Report on Summer TrainingRecruitment And Selection Process at Pico Marketing Ltd, Gurgaon. Submitted to Lovely Professional University In partial fulfillment of the Requirements for the award of Degree of Masters of Business Administration Submitted by: Gunveet Kaur Aneja RQ2702A30 DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY PHAGWARA 2011.
ToThe coordinator,MBA ProgramLovely Professional UniversityPhagwara.Subject: Submission of Internship Report.Dear Sir,With due respect I would like to state that it is my great pleasure to submit the internshipReport on my existing job which is obligatory requirements for the MBA Program.If has been a great contentment for me to have the opportunity to apply my academicknowledge in practical field. Unless theory is not applied in reality, the theoreticalknowledge is not worth nothing. This report has enriched my knowledge as well asdeveloped my report writing ability. The report was prepared on the basis of thetheoretical and practical learning from the Pico Marketing Ltd .I tried my best to put meticulous effect for the preparation of this report. I willwholeheartedly welcome any clarification and suggestion about any view and conceptiondisseminated in my report. Thanks a lot for giving this opportunity to express myfeelings and opinions through this report.Sincerely Yours.Gunveet Kaur AnejaBBA-MBA (Dual)Q2702A30Reg No. -3020070094 4
ToGunveet Kaur AnejaBBA-MBA (Dual)Reg No. - 3020070094MBA ProgramLovely Professional UniversityPhagwara.Subject: Letter of AcceptanceDear Miss Gunveeet,The internship report entitled ‘Recruitment and Selection Process’ is prepared withthoughtful and relevant documents and Ideas. I hope that you have enjoyed yourselfwhile preparing this report. I am happy to be a guide in setting your carrier courses. Iacknowledge and accept you contribution.I wish your continuous success in life.Thank You.Miss Gurnoor BrarFaculty MemberLovely Professional UniversityPhagwara.
AKNOWLEDGEMENTA project work is a combination of views, ideas, suggestions and contribution of manypeople. Thus one of the pleasant part of writing the report is to thank those who havecontributed towards its fulfillment.I consider it as great privilege to have esteemed Lecturar Miss Gurnoor Brar as myproject guide. I take this opportunity to express my sincere gratitude to her throughconstant advice and constructive criticism nourished my interest in the subject andprovided a free and pleasant atmosphere to work against all odd situations. I avail thisopportunity to extend my heart full thanks and deep respect to faculty member___________________________________________________________________ fortheir able guidance during the course of this project.My gratitude to all those, who responded to my questionnaire in a well defined mannerand helped me acquiring knowledge.I would like to communicate a deep sense of gratitude to all these people without whommy project would not have been such a great learning experience.Gunveet Kaur AnejaRQ2702A30Reg no. 3020070094LPU
EXECUTIVE SUMMARYIn this project I have worked for the details regarding the HR topic i.e. “Recruitmentand Selection process” at Pico Marketing Ltd, Gurgaon.“You can do every thing else right as a manager lay brilliant plans, draw clearorganization chart, set up modern assembly lines and use sophisticated accountingcontrols but still fail as a manager by hiring wrong people or by not motivatingsubordinates for instance. On the other hand many managers, presidents, generals,governors, supervisors- have been successful even with inadequate plans, organizationand controls. They were successful because they had the knack of hiring the right peoplefor the right jobs and motivating appraising and developing them”. - Gray DesslerWithout skilled work force none can go longer. Every company need a highly motivateteam which will be able to keep the company ahead in the race. The strong HRdepartment always focuses on employee benefit as well as employer. Pico Marketing Ltdcontinues its effort to maintain its work forces quality with in a short period of time itwould become a giant in this field. So the recruitment and selection policy for PicoMarketing Ltd should be analyzed, evaluated and modified. I try my best to focus on thepolicy or procedures of Recruitment and Selection of this organization.I have worked on this project with my full dedication to aware you about Pico MarketingLtd. After reading this project I hope you will be able to know about their working, theirmanagement, their policies, their environment related innovations etc followed by PicoMarketing Ltd. 7
ABOUT LOVELY PROFESSIONAL UNIVERSITYLPU is:1. Recognized by UGC under section 2(f) of University Grant Commission Act 1956 bythe notification No.9-10/2006(CPPI)2. Established by the State Legislature of Punjab under the Lovely ProfessionalUniversity Act.What LPU is:A pioneer in quality-education, Lovely Professional University is a world class seat oflearning, dedicated to the advancement of professional studies standards in northernIndia. Lovely professional university is one of the pioneers in the deliverance of classProfessional Education in India. It’s our pleasure that we are a part of LPU family. LPU-a place to realize our potential. It’s a place where dreams are converted into reality andaspirations are converted into success stories. LPU’S PRIORITIESTo deliver:1. Excellence in learning and teaching.2. Excellence in research and development of professional practice.3. A stimulating student experience.
By developing:1. A talented, highly skilled and motivated staff.2. A quality learning and working environment.3. Effective governance, management and leadership3. High demand for academic programmes.4. A strong and robust financial position.5. Benficial relationships with business and community.6. Productive partnerships with schools, colleges and other universities. FUTURE VIEW
TABLE OF CONTENTSS.no. PARTICULARS Page No.1. Introduction to the subject 11 1.2 Background of the study 12 1.3 Importance of the study 12 1.4 Origin of the report 12 1.5 Limitations of the study 12 1.6 Objective, Need, Scope 13 1.7 Research Methodology 14-152. Introduction to the topic 16 2.1 Recruitment- its types and method 16-28 2.2 Selection 29-353. About the company 364. Review Of Literature 39-425. Analysis and Interpretations 43-566. Summary, Conclusion, Limitations & Recommendations 59-63 6.1 Summary 59 6.2 Finding 60 6.3 Limitations 61 6.4 Conclusion 62 6.5 Recommendations 637. Bibliography and Websites 638. Appendix 64 8.1 Employee Satisfaction Questionnaire 64-65 10
1. Introduction to the Subject1.1 Introduction:In Human Resources Management cycle as well as in any organization recruitment andselection plays an important and vital role in achieving the organizational vision, missiongoals and objectives. Recruitment and selection is the critical resource of the organizationwhich is the staffing function. The primary goal of staffing is to get the right people forthe company to operate effectively and efficiently. Before recruitment and selection wehave to analyze the external environment and examine its internal situation to develophuman resource plans considering any new requirement and existing vacant positions.Getting the right people interested in applying for a job at a company is the core ofrecruitment.All recruitment and selection should be based on organization’s approved humanresources plan. HRM department should assist line managers to develop their humanresource plans effectively. Based on the recruitment information from all units, HRMdepartment must analyze human resource plans of different units and develop a masterplan for the organization. To conduct recruitment efficiently, it is better to split therecruitment in month order, HRM department should process the recruitment afterchecking with budget provision and final approval from the top management. 11
1.2 Background of The study:It is important to have a well defined recruitment policy in place, which can be executedeffectively to get the best fits for the vacant positions. Selecting the wrong candidate orrejecting the right candidate could turn out to be costly mistakes for the organization.1.3 Importance of the Study:A misfit who is not in tune with the organization’s philosophies and goals can damageproduction, customer satisfaction, relationship with suppliers and the overall quality orwork. He can also adversely affect the morale and commitment of co-works and negateefforts to foster team work. Training way out of a wrong hire can be very expensive.1.4 Origin of the Report:Miss Gurnoor Brar, Faculty Member, Lovely Professional University assigned thisinternship report to me as a part of the MBA program in Pico Marketing Ltd. This reportis originated as the practical fulfillment on my MBA degree and the topic is “Recruitment and Selection Process at Pico Marketing Ltd.”1.5 Limitations of the Study:There are some limitations in my study; I faced some problems during the study, whichare given below: Lack of time: The time period for this study was very short. I had only 7 weeks in my hand to complete this report, which was not enough. so, I could not go in depth analysis, Sometimes the officials were busy and were not able to give much time. Insufficient date: Some desired information could not be collected due to confidentially of business. Lack of Supervision: Few officials sometimes felt disturbed, as they were busy with their tasks, Sometimes, they didn’t want to supervise due to pressure of work load. Other Limitations: I was single person who collected all data. But it should be a group study. So, it was very much difficult for me to gather all the information.
1.6 Objective, Need, Scope And Research Methodology1.6.1 Objectives of the StudyPrimary Objective To study the recruitment and selection process in Pico Marketing Ltd. To study the recruitment procedures for executive trainees. To take feedback of the executive trainees on the mode of recruitment.1.6.2 Need of the StudyPico Marketing Ltd is doing a lot of retrenchment these days and employees are sufferingfrom a lot of stress these days and are highly dissatisfied with their job. Research saysthat Emotional Intelligence helps to reduce stress by 66%.So by this study I will be ableto find that whether there is any correlation between Emotional Intelligence and JobSatisfaction and if there exists a coorelation than how company can use it to enhance theperformance of employees.1.6.3 Scope of studyThis proposed study is being limited to Pico Marketing Ltd,Gurgaon . This proposedstudy will help to find the Recruitment and Selection Process of the Organisation. 13
1.7Research MethodologyMethod is a way of doing something and methodology is a set of methods used in aparticular area of activity. The research methodology employed in the research is asgiven by Philip Kotler. Developing the problems and research objective Developing the information sources. Collecting and analyzing the information Presenting the information1.7.1 Research problemTo find the importance of Recruitment And Selection Process at Pico Marketing Ltd .1.7.2 Research DesignResearch Design is a series of advanced decisions that taken together comprise a masterplan or model for the conduct of an investigation. So research design provides aframework of plan for study, which guides the collection, measurement, analysis, andinterpretation of the data. The research carried out here is descriptive in nature.Descriptive research provides data about the population or universe being studied. It candescribe 5 W’s and 1H i.e. what, when, why, who, where, and how.1.7.3 Sample Design and Size The population of study is office members and the candidates who appeared for theinterview at Pico Marketing Ltd . And the sample size of 30 employees working in officeat Pico Marketing Ltd. This study is based on convenience sampling for which areas ofare limited to Pico Marketing Ltd.
1.7.4 Method of Data Collection The fourth step of research methodology is data collection. It can be done throughprimary or secondary techniques. In this study both the techniques are used to collect thedata.Primary Data: For achieving the objective the survey was conducted among the executive trainees. The questionnaire was given to executive trainees who came through the interviews and the responses were collected by them. The questionnaire consisted two sections. The first section consist the personal information of the candidates and the second section consist the 25 questions which were framed on the basis of recruitment process in Pico Marketing Ltd. The questionnaire was constructed with the close ended questions and was designed to get the opinion of the executive trainees. Secondary Data: To find out the necessary data, information and facts, search of the relevant material in Pico Marketing Ltd library was done. Some books were referred to collect the information. Online search engines really help me out in collecting the necessary information.1.7.5 Scaling TechniqueScaling techniques is used in this survey, for understanding the relation and importanceof recruitment and selection process and the answers of the respondents are elucidated byasking them to indicate their level of agreement on a given five point likert scale withvalues ranging from “1” (strongly disagree) to “5” (strongly agree) .
CHAPTER 2.INTRODUCTIONHuman resource is an important corporate asset and the overall performance of companydepends on the way it is put to use. In order to realize company objectives, it is essentialto recruit people with requisite skills, qualification and experience. While doing so weneed to keep present and future requirements of company in mind.Successful recruitment methods include a thorough analysis of the job and the labourmarket conditions. Recruitment is almost central to any management process and failurein recruitment can create difficulties for any company including an adverse effect on itsprofitability and inappropriate levels of staffing or skills. Inadequate recruitment can leadto labour shortages, or problems in management decision making.Recruitment is however not just a simple selection process but also requires managementdecision making and extensive planning to employ the most suitable manpower.Competition among business organisations for recruiting the best potential has increasedfocus on innovation, and management decision making and the selectors aim to recruitonly the best candidates who would suit the corporate culture, ethics and climate specificto the organisation.The process of recruitment does not however end with application and selection of theright people but involves maintaining and retaining the employees chosen. Despite awell drawn plan on recruitment and selection and involvement of qualified managementteam, recruitment processes followed by companies can face significant obstacles inimplementation. Theories of HRM may provide insights on the best approaches torecruitment although companies will have to use their in house management skills toapply generic theories within specific organizational contexts.
2.1 RECRUITMENTRecruitment is defined as, “a process to discover the sources of manpower to meet therequirements of the staffing schedule and to employ effective measures for attracting thatmanpower in adequate numbers to facilitate effective selection of an efficientworkforce.” Edwin B. Flippo defined recruitment as “the process of searching forprospective employees and stimulating them to apply for jobs in the organization.” Insimple words recruitment can be defined as a ‘linking function’-joining together thosewith jobs to fill and those seeking jobs.PURPOSE AND IMPORTANCEThe general purpose of recruitment is to provide a pool of potentially qualified jobcandidates. Specifically, the purposes and needs are: • Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. • Increase the pool of job candidates at minimum cost. • Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. • Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. • Begin identifying and preparing potential job applicants who will be appropriate candidates. • Induct outsiders with a new perspective to lead the company. • Infuse fresh blood at all levels of the organization. • Develop an organizational culture that attracts competent people to the company. • Search for talent globally and not just within the company.
FACTORS AFFECTING RECRUITMENTThe following are the 2 important factors affecting Recruitment: -1) Internal Factors • Recruiting policy • Temporary and part-time employees • Recruitment of local citizens • Engagement of the company in HRP • Company’s size • Cost of recruitment • Company’s growth and expansion2) External Factors • Supply and Demand factors • Unemployment Rate • Labour-market conditions • Political and legal considerations • Social factors • Economic factors • Technological factorsSOURCES OF RECRUITMENTThe sources of recruitment may be broadly divided into two categories: internal sourcesand external sources. Both have their own merits and demerits.METHODS OF RECRUITMENTInternal Methods: 1. Promotions and Transfers This is a method of filling vacancies from internal resources of the company to achieve optimum utilization of a staff members skills and talents. Transfer is the permanent lateral movement of an employee from one position to another position in the same or another job class assigned to usually same salary range. Promotion, on the other hand is the permanent movement of a staff member from a position in one job class to a position in another job class of increased responsibility or complexity of duties and in a higher salary range.
2. Job Posting Job Posting is an arrangement in which a firm internally posts a list of open positions (with their descriptions and requirements) so that the existing employees who wish to move to different functional areas may apply. It is also known as Job bidding. It helps the qualified employees working in the organization to scale new heights, instead of looking for better perspectives outside. It also helps organization to retain its experienced and promising employees. 3. Employee Referrals It is a recruitment method in which the current employees are encouraged and rewarded for introducing suitable recruits from among the people they know. The logic behind employee referral is that “it takes one to know one”. Benefits of this method are as follows: • Quality Candidates • Cost savings • Faster recruitment cycles • Incentives to current employees On the other hand it is important for an organization to ensure that nepotism or favoritism does not happen, and that such aspects do not make inroads into the recruitment process.External Methods:External methods of recruitment are again divided into two categories-Direct External Recruitment Methods 1. Campus Recruitment In Campus Recruitment, Companies / Corporate visit some of the most important Technical and Professional Institutes in an attempt to hire young intelligent and smart students at source. It is common practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure. Benefits of Campus Recruitment • Companies get the opportunity to choose from and select the best talent in a short span of time. • Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment. • College students who are just passing out get the opportunity to present themselves to some of the best companies within their industry of interest. Landing a job offer while still in college and joining just after graduating is definitely what all students dream of. On the negative front, campus recruiting means hiring people with little or no work experience. 19
Indirect External Recruitment Methods 1. Advertisements Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form, etc). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed i.e. how far away people will consider applying for the job. 2. Third Party Methods • Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed whenever vacancies occur. Walk-ins provide an excellent public relations opportunity because well-treated applicants are likely to inform others. On the other hand, walk-ins show up randomly, and there may be no match with available openings. This is particularly true for jobs requiring specialized skills. • Public and private employment agencies: Public and private employment agencies are established to match job openings with listings of job applicants. These agencies also classify and screen applicants. Most agencies administer work-sample tests, such as typing exams, to applicants. • E-Recruiting: There are many methods used for e-recruitment, some of the important methods are as follows: a. Job boards: These are the places where the employers post jobs and search for candidates. One of the disadvantages is, it is generic in nature. b. Employer web sites: These sites can be of the company owned sites, or a site developed by various employers. c. Professional websites: These are for specific professions, skills and not general in nature. • Gate Hiring and Contractors: The concept of gate hiring is to select people who approach on their own for employment in the organization. This happens mostly in the case of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization 20
Merits and Demerits of ‘Recruiting people from ‘within’
Merits Demerits1) Economical: The cost of recruiting internal candidates is minimal. No expenses are incurred on advertising.2) Suitable: The organization can pick the right candidates having the requisite skills. The candidate can choose a right vacancy where their talents can be fully utilized.3) Reliable: The organization has the knowledge about suitability of a candidate for a position. ‘Known devils are better than unknown angels!’4) Satisfying: A policy of preferring people from within offers regular promotional avenues for employees. It motivates them to work hard and earn promotions. They will work with loyalty commitment and enthusiasm.1) Limited Choice: The organization is forced to select candidates from a limited pool. It may have to sacrifice quality and settle down for less qualified candidates.2) Inbreeding: It discourages entry for talented people, available outside an organization. Existing employees may fail to behave in innovative ways and inject necessary dynamism to enterprise activities.3) Inefficiency: Promotions based on length of service rather than merit, may prove to be a blessing for inefficient candidate. They do not work hard and prove their worth. 22
METHODS OF RECRUITMENTRecruitment sources tell us about the places where human resources may be procused.But recruitment methods or techniques deal with the question of how to tap thesesources, i.e. what are the ways to procure required candidates from the given sources.For this there are three methods may be used:1. DIRECT METHOD2. INDIRECT METHOD3. THIRD PARTYDIRECT METHOD:1. CAMPUS RECRUITMENT2. INTERNSHIPS3. WALK-IN-INTERVIEW4. TELERECRUITING5. HEADHUNTINGINDIRECT METHOD:It involves dissemination of recruitment through public media i.e. newspapers, andmagazines and T.V. and radio.RECRUITMENT THROUGH THIRD PARTY: 23
Here the job of recruitment may be handed over to third parties such as,1. Employment agencies2. Management consultants or professional search firms known as head hunters.3. Professional associations.4. Placement officers of educational and technical institutes. 24
DIFFERENT TYPES OF RECRUITMENT MODELSDifferent companies have different hiring needs. So depending on level of engagement,exclusivity, long term prospects and other factors many different recruitment models arefollowed in the market.Different recruitment models: • Contingency Hiring • Retained Search • Exclusive Recruitment • Recruitment Process Outsourcing(RPO) • Outplacement • Executive SearchCONTINGENCY HIRING:In contingency hiring whenever a company comes across any recruitment it gives it tomany consultants at the same time and asks all of them to send resumes. Only theconsultant whose candidate is offered gets money from the company. Here recruitersdon’t get any assured and fixed salary. Their revenue depends entirely on whether theycan make offers or not. As risk factor is high here, consultants charge more percentagefor such type of recruitment. Generally company pays in terms of a specific percentage ofCTC of the candidate. This is the most prevalent way of recruitment.RETAINED SEARCH: Here a recruitment consultant works exclusively for a specific requirement and paymentis divided into two parts. He is paid a fixed amount by the company for search activity. Itis called retainer fee. Other than that if he makes offer he gets more money. Forrecruitment of senior executives like CEO, Sales head very focused approach is required,so this method is preferred.EXCLUSIVE REQUIREMENTS:Sometimes companies give some requirements exclusively to recruiters. Here recruiterassures the client to close the position with specific date, if he can’t close the position bythat time he needs to either close to the position with lesser commission or bear someother penalty. All the conditions are clearly decided before the contract. Here percentageof commission is less than contingency hiring because there is no competition.RECRUITMENT PROCESS OUTSOURCING (RPO):
RPO model is gaining lot of popularity recently. Here a company outsources wholerecruitment process to another consultant. Some people from the consultant side seat inthe company itself and manage the whole process by themselves. The sources can eithersit in the client place or in their own office. Here RPO partner is responsible for closingall the requirements. They take care of the whole recruitment process right fromsourcing, scheduling, interviews, and offer to join. The benefit for the company is that-they don’t have to manage their own recruitment team which reduces costs. But on theother hand risk is high, because if consultants don’t understand the company culture andhiring plans properly it can get disastrous also. So companies should be careful whilechoosing recruitment partners. Because we are talking about high scale and longerduration engagement here.OUTPLACEMENT: Outplacements come into picture during recession period. Here if a company wants tolay off some people employees to cut costs, they can hire a consultant to place thoseemployees in other companies. The recruitment cost is borne by the current employer.Outplacement is not very popular till now.EXECUTIVE SEARCH:Executive search teams only focus on senior level i.e. CEO, CTO, Sales head and similarkind of requirements. Method of sourcing for such positions is quite different from juniorlevel of requirements. Here number of potential candidates is less and they don’t prefer toshow their resumes on the portals. So head-hunting’ searching in networking sites andpersonal networks help a lot. For such requirements commission is much higher.Executive search teams do retained search activity also.Other than the above models recruitment can be divided in other two types. • Permanent Recruitment • Contract or Temporary staffingPermanent staffing: Here after recruitment the candidate stays in the company payroll as a permanentemployee.Temporary staffing: In case of temporary staffing/ contract staffing the candidate remains in the payroll ofthe consultant and works with the company for a limited time period. Companiesgenerally prefer this model if the project is small or uncertain. Again it reduces their longterm costs also. So this model is gaining good popularity now a day. Both permanent and temporary staffing can be applied to all the above recruitment models. 26
THEORIES AND POLICIES OF RECRUITMENT AND SELECTIONTheories:1. Objective theory1) Assumes applicants use a very rational method for making decisions2) Thus, the more information you can give them (e.g. salaries, benefits, working condition, etc), the better applicants weight these factors to arrive at a relative “desirability” index2. Subjective theory1) Assumes applicants are not rational, but respond to social or psychological needs (e.g. security, achievement, affiliation)2) Thus, play to these needs by highlighting job security or opportunities for promotion or collegiality of work group, etc.3. Critical Contact theory1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g. (promptness, warmth, follow-up calls, sincerity, etc.)2) Research indicates that more recruiter contact enhances acceptance of offer, also experienced recruiter (e.g. middle-aged) more successful than young or inexperienced recruiter - may be especially important when recruiting ethnic minorities, women, etc.Policies:Recruitment policy of any organization is derived from the personnel policy of the sameorganization. However, recruitment policy by itself should take into consideration thegovernment’s reservation policy, policy regarding sons of soil, etc., personnel policies ofother organizations regarding merit, internal sources, social responsibility in absorbingminority sections, women, etc.Specific issues which may be addressed in Recruitment Policy:1) Statement : Nondiscrimination (EEO employer) or particular protected class members that may be sought for different positions (see also Affirmative Action guidelines) 27
2) Position description: Adherence to job description (& qualifications) in recruitment & selection -BFOQ’s -bonafide occupational qualifications3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism) veterans (any special advancement toward retirement for military experience?), rehires (special consideration? vacation days or other prior benefits?), part-time or temporary personnel (special consideration? benefits?)4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel to recruit, relocation, expenses, etc.5) Others: a. Residency requirement in district? b. Favors, special considerations related to recruitment? - e.g. get spouse a job?INDUCEMENTS TO RECRUITMENT Organisational inducements are all the positive features and benefits offered by anorganization that serves to attract job applicants to the organisation. Three inducementsneed specific mention here, they are:- • Compensation: Starting salaries, frequency of pay increases, incentives and fringe benefits can all serve as inducements to potential employees. • Career Opportunities: These help the present employees to grow personally and professionally and also attract good people to the organization. The feeling that the company takes care of employee career aspirations serves as a powerful inducements to potential employees. • Image or Reputation: Factors that affect an organisation’s reputation include its general treatment of employees, the nature and quality of its products and services and its participation in worthwhile social endeavors.CONSTRAINTS • Poor image: If the image of the firm is perceived to be low( due to factors like operation in the declining industry, poor quality products, nepotism etc), the likelihood of attracting large number of qualified applicants is reduced. • Unattractive jobs: if the job to be filled is not very attractive, most prospective candidates may turn indifferent and may not even apply.this is specialy true of job that is boring, anxiety producing, devoid of career growth opportunities and generally not reward performance in a proper way( eg jobs in post office and railways). • Government policy: Government policies often come in the way of recruitment as per the rules of company or on the basis of merit and seniority. Policies like reservations (scheduled castes, scheduled tribe etc) have to be observed. 28
• Conservative internal policies: Firms which go for internal recruitments or where labour unions are very active, face hindrances in recruitment and selection planning. RECRUITMENT- Relationship with other activitiesCENTRALISED V/s DECENTRALISED RECRUITMENT Recruitment practices vary from one organization to another. Some organizationslike commercial banks resort to centralized recruitment while some organizations like theIndian Railway resort to decentralized recruitment practices. Personnel department at thecentral office performs all the functions of recruitment in case of centralised recruitmentand personnel departments at unit level/zonal level perform all the functions ofrecruitment concerning to the jobs of the respective unit or zone. 29
2.2 SELECTIONIntroduction The size of the labour market, the image of the company, the place of posting, thenature of job, the compensation package and a host of other factors influence the mannerof aspirants are likely to respond to the recruiting efforts of the company. Through theprocess of recruitment the company tries to locate prospective employees and encouragesthem to apply for vacancies at various levels. Recruiting, thus, provides a pool ofapplicants for selection.Definition To select means to choose. Selection is the process of picking individuals whohave relevant qualifications to fill jobs in an organisation. The basic purpose is to choosethe individual who can most successfully perform the job from the pool of qualifiedcandidates.Purpose The purpose of selection is to pick up the most suitable candidate who wouldmeet the requirements of the job in an organisation best, to find out which job applicantwill be successful, if hired. To meet this goal, the company obtains and assessesinformation about the applicants in terms of age, qualifications, skills, experience, etc.the needs of the job are matched with the profile of candidates. The most suitable personis then picked up after eliminating the unsuitable applicants through successive stages ofselection process. How well an employee is matched to a job is very important because itis directly affects the amount and quality of employee’s work. Any mismatch in thisregard can cost an organisation a great deal of money, time and trouble, especially, interms of training and operating costs. In course of time, the employee may find the jobdistasteful and leave in frustration. He may even circulate negative information about thecompany, causing incalculable harm to the company in the long run. Effective election,therefore, demands constant monitoring of the ‘fit’ between people the job.The Process Selection is usually a series of hurdles or steps. Each one must be successfullycleared before the applicant proceeds to the next one. The time and emphasis place oneach step will definitely vary from one organisation to another and indeed, from job tojob within the same organisation. The sequence of steps may also vary from job to joband organisation to organisation. For example some organisations may give moreimportance to testing while others give more emphasis to interviews and reference 30
checks. Similarly a single brief selection interview might be enough for applicants forlower level positions, while applicants for managerial jobs might be interviewed by anumber of people. 31
STEPS IN SELECTION PROCESS 1. Reception A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favourable impression on the applicants’ right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in afriendly and courteous way. Employment possibilities must be presented honestly andclearly. If no jobs are available at that point of time, the applicant may be asked to callback the personnel department after some time.2. Screening InterviewA preliminary interview is generally planned by large organisations to cut the cost ofselection by allowing only eligible candidates to go through the further stages inselection. A junior executive from the Personnel Department may elicit responses fromthe applicants on important items determining the suitability of an applicant for a jobsuch as age, education, experience, pay expectations, aptitude, location, choice etc. this‘courtesy interview’ as it is often called helps the department screen out obvious misfits.If the department finds the candidate suitable, a prescribed application form is given tothe applicants to fill and submit.3.Application Blank
Application blank or form is one of the most common methods used to collectinformation on the various aspects of the applicants’ academic, social, demographic,work related background and references. It is a brief history sheet of employee’sbackground.Usefulness of Application Blank or FormApplication blank is highly useful selection tool, in that way it serves three importantpurposes: 1. It introduces the candidate to the company in a formal way. 2. It helps the company to have a cross-comparison of the applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage itself. 3. It can serve as a basis to initiate a dialogue in the interview.4.Selection TestingSelection tests or the employment tests are conducted to assess intelligence, abilities, andpersonality trait.A test is a standardized, objective measure of a person’s behaviour, performance orattitude. It is standardised because the way the tests is carried out, the environment inwhich the test is administered and the way the individual scores are calculated- areuniformly applied. It is objective in that it tries to measure individual differences in ascientific way giving very little room for individual bias and interpretation. Some of themare1. Intelligence Tests: These are mental ability tests. They measure the incumbent’s learning ability and the ability to understand instructions and make judgements. The basic objective of such test is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization.2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary3. Personality Test: The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success.4. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and problems an employee faces while at work. 33
5. Graphology Test: Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the person’s personality and emotional make-up.6. Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests subject answers a series of questions. It records fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a judgement as to whether the subject’s response was truthful or deceptive by examining the biological movements recorded on the paper.TEST AS SELECTION TOOL: Tests are useful selection devices in that they uncover qualifications and talentsthat can’t be detected otherwise. They can be used to predict how well one wouldperform if one is hired, why one behaves the way one does, what situational factorsinfluence employee productivity, etc. Tests also provide unbiased information that can beput to scientific and statistical analysis. However, tests suffer from sizeable errors of estimate. Most psychological testsalso have one common weakness, that is, we can’t use scales which have a known zeropoint and equal intervals. An intelligence test, for example starts at an arbitrary point,where a person may not be able to answer question properly. This does not mean that theperson is totally lacking in intelligence. Likewise, a person who is able to answer all the10 questions correctly cannot be called twice as intelligent as the one who was able toanswer only 5.SELECTION INTERVIEW:Interview is the oral examination of candidates for employment. This is the mostessential step in the selection process. In this step the interviewer matches theinformation obtained about the candidates through various means to the job requirementsand to the information obtained through his own observations during the interview.Interview gives the recruiter an opportunity → To size up the candidate personally; → To ask question that are not covered in the tests; → To make judgments on candidates enthusiasm and intelligence; → To assess subjective aspects of the candidate – facial expressions, appearance, nervousness and so forth; → To give facts to the candidates regarding the company, its policies, etc. and promote goodwill towards the company.Types of interviews:Several types of interviews are commonly used depending on the nature and importanceof the position to be filled within an organization. 34
In a non directive interview the recruiter asks questions as they come to mind. There isno specific format to be followed.In a patterned interview, the employer follows a pre-determined sequence of questions.Here the interviewee is given a special form containing questions regarding his technicalcompetence, personality traits, attitudes, motivation, etc.In a structured or situational interview, there are fixed job related questions that arepresented to each applicant.In a panel interview several interviewers question and seek answers from one applicant.The panel members can ask new and incisive questions based on their expertise andexperience and elicit deeper and more meaningful expertise from candidates.Interviews can also be designed to create a difficult environment where the applicant’sconfidence level and the ability to stand erect in difficult situations are put to test. Theseare referred to as the stress interview. This is basically an interview in which theapplicant is made uncomfortable by a series of, often, rude, annoying or embarrassingquestions.Steps in interview process:Interview is an art. It demands a positive frame of mind on part of the interviewers.Interviewers must be treated properly so as to leave a good impression about thecompany in their minds. HR experts have identified certain steps to be followed whileconducting interviews:PREPARATION: • Establishing the objective of the interview • Receiving the candidates application and resume • Keeping tests score ready, along with interview assessment forms • Selecting the interview method to be followed • Choosing the panel of experts who would interview the candidates • Identifying proper room for environment1. RECEPTION:The candidate should be properly received and led into the interview room. Start theinterview on time.2. INFORMATION EXCHANGE: 35
• State the purpose of the interview, how the qualifications are going to be matched with skills needed to handle the job. • Begin with open-ended questions where the candidate gets enough freedom to express himself. • Focus on the applicant’s education, training, work experience, etc. Find unexplained gaps in applicants past work or college record and elicit facts that are not mentioned in the resume.3. EVALUATION:Evaluation is done on basis of answers and justification given by the applicant in theinterview.4. PHYSICAL AND MEDICAL EXAMINATION:After the selection decision and before the job offer is made, the candidate is required toundergo a physical fitness test. A job offer is often contingent upon the candidate beingdeclared fit after the physical examination.5.REFERENCE CHECKS:Once the interview and medical examination of the candidate is over, the personneldepartment will engage in checking references. Candidates are required to give the namesof 2 or 3 references in their application forms. These references may be from theindividuals who are familiar with the candidate’s academic achievements or from theapplicant’s previous employer, who is well versed with the applicant’s job performanceand sometimes from the co-workers.HIRING DECISION:The line manager has to make the final decision now – whether to select or reject acandidate after soliciting the required information through different techniques discussedearlier. The line manager has to take adequate care in taking the final decision because ofeconomic, behavioral and social implications of the selection decisions. A carelessdecision of rejecting a candidate would impair the morale of the people and they suspectthe selection procedure and the very basis of selection in a particular organization. A true understanding between line managers and personnel managers should beestablished so as to facilitate good selection decisions. After taking the final decision, theorganization has to intimate this decision to the successful as well as unsuccessfulcandidates. The organization sends the appointment order to the successful candidateseither immediately or after sometime depending upon its time schedule. 36
Interviewing Mistakes:May have been influenced by ‘cultural noise, snap judgments, halo effect, stereotyping,first impression etc.STRATEGIES FOR SUCESSFUL RECRUITMENTSTEP 1: ENSURE AN UP-TO-DATE JOB DESCRIPTIONA clear, accurate and up-to-date job description is crucial to ensuring a good person-jobfit. It is worthwhile spending some time making sure that the job description matches theeveryday reality of the job.STEP 2: EVALUATE THE RECRUITMENT STRATEGYPeriodically evaluating the effectiveness of your recruitment strategy, such as the type ofsources used for recruiting, can be a useful activity. For instance, a cost-benefit analysiscan be done in terms of the number of applicants referred, interviewed, selected, andhired. Comparing the effectiveness of applicants hired from various sources in terms ofjob performance and absenteeism is also helpful. One could also examine the retentionrates of workers who were hired from different sources.CHAPTER 3.ABOUT THE COMPANYTo company: 37
Pico, a leading Total Brand Activation company, is a global brand strategy partner formany Fortune 500 companies. Fresh, focused and proven – from strategy to execution,we activate the most powerful brand experiences for our clients target audience.Leveraging on an international network of some 2,400 talents in 34 major citiesworldwide, we create engaging and integrated brand experiences across multipleplatforms – from exhibitions, events and expositions, to museums, theme parks, interiorsor brand signage. Our strength is our diversity, from brand strategists to museumspecialists, and our deep understanding of different cultures and industry practices. Aftermore than 40 years of operation, Pico is named among the top three event company bySpecial Events magazine for several years running.Pico Far East Holdings Limited has been listed on the Hong Kong Stock Exchange since1992 (HKSE Stock Code: 752). In the financial year of 2010, Pico Far East HoldingsLimited reported a turnover of HK$3.1 billion. Its associate company, Pico (Thailand)Public Company Limited was also listed on MAI of Thailand in 2004 (Stock Code:PICO)Pico Event Marketing (India) Pvt. Ltd. was established in November 2009. Pico has beenin India for over 15 years operating as a Franchise company. As of November 2009, weare now a subsidiary of Pico Far East Holdings Ltd. which is a public company listed onthe Hong Kong Stock Exchange since 1992 (HKSE Stock Code: 752). We are currentlylocated in 4 cities within India that include our headquarters in New Delhi, our 30,000 sq.ft. factory in Faridabad, and offices in Hyderabad and Mumbai.Pico, with over 40 years of experience in providing leading edge solutions, is a leader inTotal Brand Activation.We provide total solutions on brand activation as well as satisfy individual needs onspecialized areas. Our core businesses include design and fabrication of exhibitionstands; general contracting and technical services for trade show organizers; event halland facility management; event, conference and show management; supply andinstallation of overlays for venues; permanent exhibits for museums and themedenvironments; interior fit-out; and brand signage. 38
Awards and RecognitionInnovative creative concepts must come alive to allow your target audiences tounderstand your brand. Our run of award-winning executions reflects one of ourdemonstrable expertises in customising our turnkey, concept-to-knockdown service forany industry, at any location.2011 April Pico Hong Kong Won the Caring Company Award for Four ConsecutiveYears2010 November Pico Awarded the Singapore Experience Award 20102010 March Caring Company Award 2007-20102009 November Pico Picks Up the Singapore Experience Award 20092009 February Best Design Award for Qatar Petroleum at Offshore Arabia 20092008 September Pico Website Awarded WebAward in the U.S.2008 September Pico Picks up Silver for Event Marketing Agency of the Year 20082008 September Pico Picked Up The Best Brand Enterprise Award (Greater China) 20082008 August Chevrolet Captiva Event Picks up Silver at Ex Awards2008 February Best Design Stand Award at InterExpo 2008, Chengdu China2007 August Greek Pavilion Wins Best Tourism Publicity Award at KOFTA 20072007 May Best of Show - Exhibits Over 200 Square Feet Award at Exhibitor Show 2007,Las Vegas2007 April Pico Drives off With three Best Design Awards in Thailand2007 January Pico Chairman Receives Prestigious Award2006 October Bronze Award in Interior Builder Category by Singapore FurnitureIndustries Council 20062005 May Best Presentation Award - DaimlerChrysler (Thailand) at BangkokInternational Motor Show 20052005 May Bacardis Best Retail Agency of the Year Award for 20052005 March Excellence Award for Best Stand - Raytheon at Australia International AirShow 20052004 June Ford Stand Wins "Most Attention-Grabbing Enterprise Award" at Auto China20042004 March Best Booth Design Award at Career 2004, Singapore2003 Best Design Award at World Shoe Association, Los Angeles, USA2002 Best Contractor Award at Bangkok International Motor Show 20022002 Judges & Excellence Awards 2002 at HKDA Design Show, Hong Kong2000 Services Award - Export Marketing 2000 by Hong Kong Trade DevelopmentCouncil, Hong Kong2000 Enterprise 50 Award 2000, Kuala Lumpur1999 Exhibition Management Services Stand Design Award 1999, Singapore1999 Hong Kong Award for Industry & Productivity 1999 40
RECRUITMENT AND SELECTION PROCESS IN PICO: Job Analysis Form Job Specification Form Interview Schedule Application Form for Employment Interview Assesment FormSELECTION1.SCREENING/SHORTLISINGResumes received from consultants and/or from the advertisements released inNewspaper/Magazine are screened by HRD Department in consultation with theconcerned department.2.INTERVIEW CALLThe shortlisted candidates are contacted for interview through an interview callletter/telephone call/e-mai l or through the consultants.3.INTERVIEW SCHEDULEInterview schedule is prepared and sent to the concerned Departments HOD, Interviewpanel and a copy is kept for HRD Department records.4.PERSONAL DATA FORMAny candidate appearing for an interview in the company is required to fill in his/herparticulars in the prescribed "Personal Data Form" 41
5.CONDUCTING INTERVIEWSInterviews are conducted by a panel, which includes a staff member from the concerneddepartment and may include a representative.6.INTERVIEW ASSESSMENTInterview assessment Format is filled up by the interview panel immediately after theinterview and all the relevant papers are forwarded to the HRD Department at theearliest.7.SALARY FIXATION"Staff comparison statement" and " salary proposal" formats are used for this purpose.8.OFFER AND APPOINTMENT LETTERA candidate selected for appointment is issued an offer letter mentioning the expecteddate of joining.• Extension of time to join duties is granted to the candidate purely at Management discretion.• A Detailed Appointment letter is issued after the individuals joins and fills the joining report.• The offer and appointment letters are signed to all new joiners. 42
CHAPTER 4.REVIEW OF LITERATURE Competencies of Directors in Global Firms: Requirements for Recruitment and Evaluation Soo-Hoon Lee Rensselaer Polytechnic Institute (RPI) Phillip H. Phan Johns Hopkins University Corporate Governance: An International Review, Vol. 8, No. 3, July 2000Using the competency profiling methodology (Boyatzis, 1982; Spencer & Spencer, 1993)in a resource-based theoretical framework (Wernerfelt, 1984; Barney, 1991), we providea model for the recruitment and selection of board members to lead in global firms.Competency requirements for board members are described in terms of generic as well asspecific competencies for their roles and responsibilities in a global firm. In addition,the selection process using assessment centre exercises are provided. Finally, we proposestructures and processes for the evaluation of board members to ensure that theycontinually enhance their competencies in order to manage in a changing, globaleconomy. Such activities include performance measurements of board effectiveness interms of competency attainment as well as pay-for-competency structures to ensure thatboards continually have the necessary competencies to lead in complex global firms. 43
Wage Effects of Recruitment Methods: The Case of the Italian Social Service Sector Michele Mosca University of Naples Federico II Francesco Pastore Seconda Università di Napoli - Dipartimento di Discipline Giuridiche ed Economiche Italiane Europee e Comparate; Institute for the Study of Labor (IZA) IZA Working Paper No. 3422This paper uses a unique data set containing detailed micro-information on organisations, managers, workers and volunteers belonging to public, private forprofit and privatenonprofit institutions delivering social services in Italy. The analysis aims to estimate thedeterminants of wages across organisations at a sector level focusing on the role of hiring and job search methods, including informal networks. We find that, independent of the organisation type, being hired through public competitions brings with it a substantial wage premium (ranging from 7 to 32%). Informal networks bring with them a wagepenalty (-6.5%) in the state sector, where formal hiring methods are common, and a wage premium (6.3%) in social cooperatives and religious institutions, where formal hiring methods are not common. Interestingly, the differences in hiring and in job search methods between state and private organisations explain from 50% to 100% of the conditional wage differentials across organisation types. Our interpretation of these findings is that nonprofit organisations prefer informal recruitment methods not for nepotistic reasons, but to better select the most motivated workers, those who share the nonprofit mission. This paper adds to the previous literature by suggesting that in addition to lower than average monetary compensations, informal recruitment methodsare part of the process of self-selection of motivated workers in nonprofit organisations. 44
The Role of Recruiting Source Informativeness and Organizational Perceptions in Decisions to Apply Ann Marie Ryan Michigan State University - Department of Psychology Michael Horvath Clemson University S. David Kriska Walden University International Journal of Selection and Assessment, Vol. 13, No. 4, pp. 235-249, December 2005Although recruitment researchers often discuss influences on decisions to apply for jobs,few studies assess actual application behavior. This study of individuals who expressedan interest in a firefighter job revealed that applying was related to recruiting sourceinformativeness and organizational familiarity. Source informativeness was not related toself-selection out of the process after application or performance on the selection process,but was related to perceptions of familiarity and to applicant demographics. Implicationsfor recruitment are discussed. 45
Recruitment and Selection Practices in Pharmaceutical Industries of Bangladesh: A Case of Square Pharmaceuticals Ltd. Eijaz Ahmed Khan Khulna University, Bangladesh Business Review, Vol. 4, Nos. 1 & 2, pp. 92-100, July-December 2004Recruitment is a set of activities an organization uses to attract the candidatewho process the abilities and attitudes needed to help the organization achieve itsobjectives. So it is a vital issue of any organization. This study has been conducted toassess the recruitment and selection practice in Square Pharmaceuticals Limited (SPL).SPL takes a series of tests, interviews and other checks to select the right people in theright positions. In this connection some shortcomings are identified inthe recruitment andselection process of SPL. Finally, a constructive analysis has beendone to draw recommendations for the improvements oftits recruitment and selection practice. 46
CHAPTER-5ANALYSIS AND INTERPRETATIONS5.1 Pico’s Recuitment and Selection policies are transparent 5.1.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 15 9 0 5 1 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.1.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that Pico’s Recruitment and Selection process is 47
transparent to its employees as 15 strongly agrees and 9 agrees with the statement. Only5 disagree and 1 strongly disagree with the statement.5.2 Whenever there is a vacancy the same is intimated through all media’s 5.2.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 10 9 1 7 3 48
Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.2.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey somewhat agree with the statement that Pico uses all the sources of media tointimate to its employees as 10 strongly agrees and 9 agrees with the statement. Only 7disagree and 3 strongly disagree with the statement. 49
Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that Pico’s Recruitment and Selection process isfair and unbiased as 12 strongly agrees and 7 agrees with the statement. Only 3 disagreeand 2 strongly disagree with the statement. And 3 of the employees says indifferent.5.4 The recruitment process fulfill all the standards of the company 5.4.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 20 5 2 3 0 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.4.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that Pico’s Recruitment and Selection process has 51
fulfilled the standards of the company as 20 strongly agrees and 5 agrees with thestatement. Only 3 disagree and 2 says indifferent.5.5 The experience during recruitment process had a positive impact on youracceptance 5.5.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 10 14 1 4 1 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.5.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that had a positive impact on there acceptance in 52
regard to the Pico’s Recruitment and Selection process as 10 strongly agrees and 14agrees with the statement. Only 4 disagree and 1 strongly disagree with the statement.And 1 says indifferent.5.6 The Queries asked during the interview were relevant 5.6.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 12 9 2 5 2 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.6.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that during the interviews at Pico relevantquestions are asked to its employees as 12 strongly agrees and 9 agrees with the 53
statement. Only 5 disagree and 2 strongly disagree with the statement. And 2 saysindifferent. 54
5.7 Pico’s strength is its Recruitment and Selection Policy 5.7.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 18 7 0 3 2 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.7.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that Pico’s Recruitment and Selection process isits strenght as 18 strongly agrees and 7 agrees with the statement. Only 3 disagree and 2strongly disagree with the statement.
5.8 Pico is really strict in regard to its Recruitment and Selection Policy 5.8.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 19 8 2 1 0 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.8.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that Pico is really strict toward its Recruitment andSelection policy as 19 strongly agrees and 8 agrees with the statement. Only 1 disagreeand 0 strongly disagree with the statement. And 2 says indifferent. 56
5.9 At the time of Induction the new joinee is told about his duties 4.9.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 3 20 1 4 2 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.9.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that according to Pico’s Recruitment and Selectionpolicy the new joinee is properly told about his/her duties as 3 strongly agrees and 20agrees with the statement. Only 4 disagree and 2 strongly disagree with the statement.And 1 says indifferent.
5.10 Internal source of recruitments are preferred in Pico 5.10.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 6 10 8 5 1 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.10.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that Pico prefers internal sources of recruitment as6 strongly agrees and 10 agrees with the statement. Only 5 disagree and 1 stronglydisagree with the statement. And 8 says indifferent. 58
5.11 External source of recruitments are preferred in Pico 5.11.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 5 10 1 7 7 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.11.1Interpretation: This shows that almost same number of the employees at PicoMarketing Ltd says that they Pico prefers external source of recruitment as 5 stronglyagrees and 10 agrees with the statement. Only 7 disagree and 7 strongly disagree with thestatement. And 1 says its indifferent. 59
5.12 Changes should be made in the Recruitment and Selection Process 5.12.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 6 12 3 7 2 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.12.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that in Pico’s Recruitment and Selection processshould be altered as 6 strongly agrees and 12 agrees with the statement. Only 7 disagreeand 2 strongly disagree with the statement. And 3 says indifferent. 60
5.13 Transparency in company’s policies 5.13.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 15 12 2 1 0 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.13.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey strongly agree with the statement that the company’s policies are transparent to theemployees as 15 strongly agrees and 12 agrees with the statement. Only 1 disagree and 0strongly disagree with the statement. And 2 says indifferent.
5.14 Communication with your supervisor 5.14.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 10 12 2 3 3 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.14.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey have a good communication with their supervisors as 10 strongly agrees and 12agrees with the statement. Only 3 disagree and 3 strongly disagree with the statement.And 2 says indifferent.
5.15 Your overall satisfaction with your job 5.15.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 14 12 0 4 0 Strongly Agree Agree Indifferent Disagree Strongly Disagree Figure 5.15.1Interpretation: This shows that most of the employees at Pico Marketing Ltd says thatthey are over all satisfied with the company as 14 strongly agrees and 12 agrees with thestatement. Only 6 disagree and 0 strongly disagree with the statement. 63
6. Summary, Conclusion, Limitations & Recommendations6.1 SummaryIn this study there were 30 employees of Pico Marketing Ltd who responded to thequestionnaire. The answers provided by them were a positive response on the mode ofrecruitment. They were satisfied with the whole step by step process. There was verylittle negative response and were very few no opinions given by the respondents over thewhole process. So as a fresher they were satisfied with the process and appreciate thetransparency followed by Pico Marketing Ltd in the recruitment process. It is clear fromthe above that Pico Marketing Ltd is adopting transparency and well communicatedrecruitment process.
6.2 FindingsPico have a lot of strenghts in recruiting and selection procedure. Findings derived fromquestion-answer of sample personnel as primary source and company’s book and recordsas secondary source. Answer to some important questions on the subject matters has beenpresented below: The lack of human resource Department but they have human resources planning. Although after a certain time activities are not monitor properly. They have gone through the policy of recruitment and selection but no HR budget on HR or HR planning. Their Job analysis process is not fair. Increment and incentive is depending on their mental satisfaction. Their HR planning but any kind of dispute all staffs are responsible for that. The luck of proper work distribution is the main reason behind that. Requisition for employment is not measure accurately. So many qualified people are recruited but they have a habit of negligence of responsibilities. They have informal selection process which is satisfied, but all existing staffs need to co-ordinate properly by the right hand. The exiting procedures are very much time consuming Their recruitment and selection transparent. They do not keep of finally rejected a resume which is very much important. They do not allow any women as Board Member. No medical test, no orientation before final placement.There have been no such weakness in recruiting and selection procedures which meanthat they are selecting right people for their organization. Always remember, educatedand experienced person can give extra ordinary performance all the time. But theirevaluation, time to time correlation and co-operation for betterment are necessary. By aproper process we can get better but after selection it’s also mandatory to fulfill everyexpectation of the employees. 65
6.3 LimitationsAs the research is based on a sample, therefore findings may not reveal the factualinformation about the research problem, though an utmost care was taken to select thetruly representative sample. Carrying this survey was a great learning experience for mebut I faced some problems, which are listed below:1. There is small sample size of the study due to organizational constraints.2. Many of the respondents have not given proper response that makes the datacollection vague to certain extent.3. The information that is provided by the individual may be biased.4. Time constraint is the major constraint of the study.5. Only a small part of industry and small sample size is taken only from the employeesworking at delhi branch.6. Generally the respondents were busy in their work and were not interested inresponding rightly.7. Respondents were reluctant to disclose complete and correct information aboutthemselves and the organization8. Due to lack of awareness it is difficult to get proper data from the employees.9. The most important point that survey was carried through Questionnaire and theQuestions were based on perception.10. Mainly the employees working were not that much educated to respond to myquestions.11. In the end of every month there are some closing details which the employees haveto file to the head, so at that time every one is very busy.
6.4 ConclusionMaterials, People, systems, tools, knowledge, management, equipment, processes, skilland attitudes all are input for any king of production cycle in an organization. To increaseproductivity of any organization they need to develop staffing process properly andconsider the following important ISSUES: Planning Motivation Organizing Managerial Function s Staffing Directing Co-Coordinating Controlling tTransformation of the demographic makes up of the workforce, includinginternationalization, Quality of employee recruitment decision must be ensured,Recruitment and selection processes are complex and involve human making so that,there should careful monitoring to minimize subjectivity and ensure fairness, Human isthe most dynamic resources for an organization, getting the best person is a critical task,Recruitment and selection are an integral component of human resources activities,which include employees training, development, compensation and employee relation.To increase productivity, growth and progress, effective and dynamic recruitment andselection procedures are essential. A qualified person is the beginning of betterperformance. All organization needs a strong team to accomplish their goals andobjectives. Without proper recruitment and selection process, it’s too tough to build updynamic working group and successive atmosphere for all tasks. 67
6.5 RecommendationsTo improve the present ‘Recruitment and Selection Policy” of Pico Marketing Ltd thefollowing recommendations have been suggested: An ideal and independent HR Department should be functioned Lengthy and time consuming should be Revised into their policy Every recruitment and selection process should be according to job analysis As an interviewer at least one women is to be added in the interview panel Manpower planning is to be established Recruitment policy should be checked from time to time by experts so that necessary change can be made in the policy Recruitment is to be done exclusively under HRD or a single department. Preparation and maintenance of service rule is needed. Always quality should be kept up and to be set up with the objective of recruitment and selection procedures to the company objectives. They should avoid relative biasness in terms of recruitment. 68
7. APPENDIX7.1 EMPLOYEE QUESTIONNAIREPlease show the extent of the information you hold to which you agree with thefollowing statement, by putting a tick in the respective boxes.R & S: Recruitment and SelectionStrongly agree (SA), Agree (A), Indifferent (I), Disagree (D), Strongly disagree (SD) SA A I D SDPico’s R & S policies are transparentWhen ever there is a vacancy the same is intimatedthrough all media’sPico’s Recruitment process is fair & unbaisedThe R & S fulfill all the standard of the companyThe experience during RP had a positive impact on youracceptanceThe queries asked during the interview were relevantPico’s strength is its recruitment & selection policyPico’s really strict in regard to its R & S policyAt the time of induction the new joinee is told about hisdutiesInternal sources of recruitment is preferred in PicoExternal sources of recruitment is preferred in Pico Changs should be made in R & S processTransparency in company’s policiesCommunication with your supervisorYour overall satisfaction with your companyWhat would the company do to enhance your satisfaction as a company employee?………………………………………………………………………………………………………………………………………………………………………………………………Name………………….. Age………………. ..……Gender………………… Experience ………………
“ Thanks for your valuable time and cooperation” 70