The Worth Mentioning escort services by Ahmedabad Call Girls 9537192988
MANPOWER PLANNING, MANPOWER BUDGETING & RECRUITMENT-SELECTION PROCESS
1. A SUMMER TRAINING REPORT
ON
“MANPOWER PLANNING, MANPOWER BUDGETING
&
RECRUITMENT-SELECTION PROCESS
AT
WABCO INDIA Ltd. LUCKNOW PLANT”
Submitted in the partial fulfillment for the degree of
Master of Business Administration
2015-2017
Submitted To: Submitted By:
IBM Jai Prakash
MBA (FT) 3rd
sem.
Roll no. 5011019
INSTITUTE OF BUSINESS MANAGEMENT
C.S.J.M. UNIVERSITY, KANPUR
2. DECLARATION
I do hereby declare that the training report entitled on the study of
“MANPOWER PLANNING, MANPOWER BUDGETING &
RECRUITMENT-SELECTION PROCESS”, at WABCO INDIA
LIMITED LUCKNOW PLANT is my original work and is submitted by me
in the partial fulfillment of requirement for the course of “Master of Business
Administration”, at “IBM, C.S.J.M. UNIVERSITY”, KANPUR.
It has been neither publishes not submitted anywhere before. Any
resemblance to this report shall be near a coincidence.
Date: Jai Prakash
Place: MBA (FT) 3rd
sem.
Roll no. 5011019
3. ACKNOWLEDGEMENT
I am grateful to my respected Mr. Prabhat Pandey (Manager-HR)
for his moral support and encouragement throughout my project work.
At the outset, I thank for coordinating the project work and giving me
necessary directions on doing this project to the best of my abilities. Heartfelt
thanks to all the persons whose ideas, critical insights and suggestions have
been valuable in the preparation of this report.
I also thank to my faculty who has sincerely supported me with the
valuable insights into the completion of this project.
I am grateful to my friends who have helped me in the successful completion of
this Project.
Jai Prakash
MBA (FT) 3rd
sem.
4. CONTENT
Topic
Chapter-1
Introduction
Objective of the study
Chapter-2
Company Profile
Chapter-3
Manpower planning, Manpower budgeting
Recruitment, Selection
Difference between Recruitment and Selection
Recruitment and Selection Procedure at Learning Mate
Chapter-4
Research Methodology
Chapter-5
Data analysis and Interpretation
Chapter-6
Finding and Conclusion
Chapter-7
Suggestion
Bibliography
5. CHAPTER-1
INTRODUCTION
Wabco India limited is the human resource is the total knowledge, skills,
creative abilities, talents and aptitudes of an organization’s work-force as well
as the values, attitudes and benefits of an individual involved. Human resource
is the most valuable assets of an organization, not money or physical
equipment. An organization’s performance and resulting productivity are
directly proportional to the quality and quantity of human resources.
An organization on the bases of its requirements plans for right number
and skills of human force to suit its present and future needs and after
manpower planning, manpower budgeting and recruitment-selection process
can begin. After selecting an employee by an organization as a member of its
personnel function, the next step is to place him on the right job and orienting
him to the organization.
Proper selection of human resources would not only contribute to
achievement of objectives and smooth running of an organization but also offer
significant potential for future development. Therefore building and maintaining
effective human resources is very important function of human resources
management. Now we shall discuss in detail different aspects of manpower
6. planning, manpower budget and Recruitment-selection process to wabco India
limited.
OBJECTIVE OF THE STUDY
In basic idea behind selecting the topic of “Employee Hiring” is to study
how employees are hired. Today organizations are coming up with the new
techniques of hiring people. Hence to study how the actual process is carried in
the organization.
Every task is taken with an objective. Without any objective task is
rendered meaningless.
The main objectives for undertaking this project are:
1. To know the perception of employees regarding recruitment and selection
process.
2. To know the recruitment process followed in Wabco India limited.
3. To know the selection process followed in Wabco India limited.
4. To review HR policies pertaining to recruitment and selection.
7. CHAPTER-2
COMPANY PROFILE
WABCO's roots are deep and strong. They go back nearly 150 years to
the invention of the revolutionary air brake system by George Westinghouse in
1869. This technological breakthrough greatly improved the safety and
performance of the US national railways.
That same year, engineering genius George founded the Westinghouse
Air Brake Company (WABCO), which flourished for the next century. It also
expanded way beyond railway technology-making major advances for the
commercial vehicle industry in Europe and North America.
In 1968, WABCO was acquired by American Standard Companies Inc.
and on August 1, 2007, WABCO became an independent public company listed
on the New York Stock Exchange under the stock symbol WBC.
...ENGINEERING GENIUS, GEORGE WESTINGHOUSE
FOUNDED THE WESTINGHOUSE AIR BRAKE COMPANY
(WABCO), WHICH FLOURISHED FOR THE NEXT CENTURY"
WABCO is a leading global supplier of technologies and services that
improve the safety, efficiency and connectivity of commercial vehicles.
8. Founded nearly 150 years ago, WABCO continues to pioneer breakthrough
innovations for ad Vance driver assistance, braking, stability control,
suspension, transmission automation and aerodynamics. Partnering with the
transportation industry as it maps a route towards autonomous driving;
WABCO also uniquely connects trucks, trailers, drivers, cargo, and fleet
operators through telematics, as well as advanced fleet management and mobile
solutions.
9. WABCO INAUGURATES FIFTH WORLDCLASS
MANUFACTURING FACILITY IN INDIA
LUCKNOW PLANT TO SUPPLY ADVANCED BRAKING
TECHNOLOGIES TO MAJOR TRUCK MANUFACTURERS
LUCKNOW, India, September 3, 2014 – WABCO Holdings Inc. (NYSE:
WBC), a leading global supplier of technologies to improve the safety and
efficiency of commercial vehicles, inaugurated today its fifth manufacturing
facility in India, located in Lucknow. WABCO’s extended network in India
helps both local and global commercial vehicle manufacturers to further grow
their domestic and export business.
WABCO’s latest plant inauguration demonstrates the company’s
continued ability to anticipate and align with the requirements of its customers
in India through the supply of Justin time, first rate engineered, locally adapted
10. safety and efficiency technologies for trucks and buses built in India. At
Lucknow, WABCO will manufacture advanced technologies, including antilock
braking systems (ABS), actuators and a range of braking valves for multiple
global commercial vehicle makers operating in India.
WABCO’s new plant in Lucknow expands the company’s world class
manufacturing capacity in India beyond its four existing plants: two in Chennai,
one in Jamshedpur and another in Pantnagar. The company’s new 11acre
(40,500 sq. meters) facility provides employment for around 150 people to date.
WABCO expects to employ an estimated 300 persons when this factory
reaches its full production capacity by the end of 2015. “Our new factory in
Lucknow enables WABCO to further strengthen its partnership with
commercial vehicle manufacturers operating in India while further enhancing
the leading market position of WABCO INDIA,” said Mr. Jacques Esculier,
WABCO Chairman and Chief Executive Officer. “This plant marks yet another
milestone in the successful expansion of WABCO’s manufacturing network in
India and worldwide. It is another industry leading example of the lean
manufacturing system which further differentiates WABCO globally.” “As a
strategic Tier 1 supplier, WABCO continues to support Tata Motors in the
development and delivery of world class, innovative technologies that help
improve the safety and efficiency of Tata trucks and buses on India’s roads,”
said Mr. Rajneesh Julka, Plant Head Lucknow.
11. Tata Motors Limited, at the inauguration ceremony. “WABCO’s
outstanding performance in product quality and excellence in execution
continues to contribute to an enduring partnership that now spans five decades.”
“WABCO’s continuous investment in local engineering and manufacturing
capabilities demonstrates our longstanding commitment to anticipate and full
fill the diverse and dynamic needs of truck and bus manufacturers in India,
while continually delivering products and services that meet or exceed world
class standards of quality,” said Mr. P. Kaniappan, Vice President, WABCO
INDIA. Pictured here (from left to right): Mr. Rajneesh Julka, Plant Head
Lucknow, Tata Motors Limited; Jacques Esculier, Chairman and CEO,
WABCO; P. Kaniappan, Vice President, WABCO INDIA; Leon Liu, President,
Truck, Bus and Car OEMs Division, WABCO; Mr. Vijeyandra Pandian, Indian
Administrative Service and Additional Managing Director, Uttar Pradesh State
Road Transport Corporation.
12. OVERVIEW
WABCO INDIA LIMITED, WABCO India designs, manufactures and
markets conventional braking products, advanced braking systems, and other
related air assisted products and systems. The company has grown significantly
in the Indian commercial vehicle market. WABCO India serves its aftermarket
customers through a wide national distribution network. With five world-class
manufacturing facilities, software design centre and a test track in India,
WABCO India excels in engineering and manufacturing. WABCO India
employs over 3,200 employees and reported Rs. 1138 Crs in sales in 2013-14.
WABCO is a leading global supplier of technologies and control systems
for the safety and efficiency of commercial vehicles. Founded nearly 150 years
ago, WABCO continues to pioneer breakthrough electronic, mechanical and
mechatronic technologies for braking, stability and transmission automation
systems supplied to the world’s leading commercial truck, bus and trailer
manufacturers. With sales of $2.7 billion in 2013, WABCO is headquartered in
Brussels, Belgium.
WABCO INDIA designs, manufactures and markets conventional
braking products, advanced braking systems, and other related air assisted
products and systems. The company has achieved a major market share in the
13. Indian OEM market as well as in the domestic aftermarket, which serves
through a strong and wide national distribution network.
With five world class manufacturing facilities, software design centre,
application engineering centre and a test track in India, WABCO INDIA excels
in engineering and manufacturing. WABCO INDIA employs over 3,200
employees and reported Rs.1368 Corers in sales in 2014-15.
WABCO is a leading innovator and global supplier of technologies that
improve the safety and efficiency of commercial vehicles. Founded nearly 150
years ago, WABCO continues to pioneer breakthrough products and systems for
braking, stability, suspension, transmission automation, and aerodynamics.
Today, all of the world’s leading truck, bus and trailer manufacturers have
WABCO technologies on board. In addition, WABCO provides the industry
with advanced fleet management solutions and aftermarket services. WABCO
reported sales of $2.9 billion in 2014. The company is headquartered in
Brussels, Belgium, and has 11,000 employees worldwide.
14. IMPORTANT ADDRESSES
Regd. Office Head Office
WABCO INDIA LIMITED (Formerly known as WABCO TVS (INDIA)
Limited)
Plot No. 3 (SP), III Main Road
Ambattur Industrial Estate
Chennai 600 058, India
Phone: +91 44 42242000
1. Ambattur 2. Jamshedpur
Branch
Plot No 3 (SP), III Main Road,
Ambattur Industrial Estate,
Ambattur, Chennai – 600058
Phone: (044)30902600
/ 42242000
Fax : (044)26211278
/ 30902609 / 42242009
Branch
Large Sector, Adityapur
Industrial Area, Gamharia,
Seraikalla – Kharsawan Dist.
Jharkhand – 832108
Phone : (0657) – 66616800 /
3985700
Fax : (0657) – 2387997
3. Mahindra World City 4. Pantnagar
16. Vision
WABCO passion is to make a difference by saving lives and protecting the
environment.
Mission
We thrive by offering our customers outstanding products and services
that improve vehicle safety and efficiency. Thanks to our passion for
innovation, global capability, commitment to excellence in execution and
engineering heritage, we are uniquely equipped to deliver differentiated results.
WABCO success depends on harnessing our technologies and global
resources-plus the experience, talent and creativity of our people-to differentiate
the value that we add for customers. This is our source of global leadership.
Across the globe, WABCO leverages innovation, new technologies and a
powerful operational network of local talent to best serve vehicle manufacturers
and fleet operators in their own markets. We further differentiate WABCO by
ensuring excellence in execution thanks to our unique WABCO Operating
System.
17. Strategy
To create a world of difference in both developed and emerging markets,
it's essential that WABCO employees thrive in a culture of innovation and
diversity.
Customers value WABCO's expertise, support and skills to deliver the
right technologies, products and services according to diverse market demands.
That's why our commercial, engineering and manufacturing operations span the
globe.
18. Wabco in India consolidates its brand under the WABCO name
National, September 21st 2011: WABCO INDIA LIMITED today
unveiled its plans to consolidate its brand under the WABCO name as part of a
strategic initiative to further strengthen the company leading market position
nationally. WABCO INDIA is a subsidiary of WABCO Holdings Inc. WBC, a
global technology leader and tier one supplier to the commercial vehicle
industry worldwide. WABCO INDIA has pioneered the engineering and
manufacture of air assisted and air brake systems for commercial vehicles in
India, and the company continues to expand its technology portfolio offered to
manufacturers of trucks, buses and trailers. It also sees significant market
potential in India, one of the fastest growing markets in the world.
“WABCO INDIA will continue to support customers in their pursuit of
vehicle safety and efficiency by offering optimal technology solutions while
striving for world class service levels,” said Mr. Jacques Esculier, WABCO
Chairman and Chief Executive Officer. “WABCO is passionate about its three
pillar strategy of technology leadership, global capability and excellence in
execution as demonstrated by WABCO INDIA, a well anchored market leader.”
WABCO INDIA sets itself apart in the commercial vehicle industry by
providing high standards of service, delivering quality excellence and ensuring
maximum operational efficiency. It is the first company in India and fourth
19. company outside Japan to win the Deming award for achieving distinctive
performance improvements through Total Quality Management (TQM). “We
are proud of WABCO INDIA’s world class reputation and passionate about
further strengthening our premier market position. Our new brand marks the
convergence of our powerful engineering capabilities and outstanding
operational environment together with WABCO’s global technology portfolio,”
said Mr. P. Kaniappan, Whole–Time Director, WABCO INDIA LIMITED.
“WABCO INDIA’s passion is to enhance vehicle efficiency and environmental
sustainability as well as improve vehicle safety and driver effectiveness.”
WABCO INDIA designs, manufactures and markets conventional
braking products, advanced braking systems and other related air assisted
technologies, systems and products for commercial vehicles. WABCO INDIA
currently has three world class factories in India located at Ambattur, Chennai;
Mahindra World City, Chennai; And Jamshedpur.
WABCO INDIA has won the country’s highest number of industry
awards: “India Manufacturing Excellence” Super Platinum Award by Frost &
Sullivan; The TATA Motors “Inn vendor” Award; The Volvo Eicher “Overall
Quality
Excellence” Award, and the Ashok Leyland “Gold Award” for overall
quality excellence for 2009-10, to name a few.
20. WABCO INDIA serves customers locally and through WABCO
internationally. It also has 160 Authorized Service Centres across India to cater
to the needs of their clients even in the rural parts of the country.
21. The leading global supplier of commercial vehicle technologies
WABCO is the No.1 global supplier of technologies and services that
improve the safety, efficiency and connectivity of commercial vehicles. From
concepts to finished products and beyond, we have been developing innovative
systems to make vehicles safer and easier to control since 1869. Today, with an
unbeatable list of industry firsts behind us, WABCO continues to pioneer
breakthrough innovations for advanced driver assistance, braking, stability
control, suspension, transmission automation and aerodynamics for the world's
commercial truck, bus, trailer, and car and off-highway manufacturers. Our
success led to sales of $2.6 billion in 2015.
22. CHAPTER-3
MANPOWER PLANNING, MANPOWER
BUDGETING
Manpower planning is determination of right number and right skills of
human force to suit present and future needs. Manpower planning is defined by
Steiner “strategy for the requisition, utilization, improvement and preservation
of an enterprise’s human resource. It relates to establishing job specifications or
the quantitative requirements of jobs determining the number of personnel
required and developing sources of manpower.” Manpower planning is a
process determining requirements of right number and right kind of human
force at right place and right time.
The objectives of manpower planning are to ensure optimum use of
human resources currently employed. To assess future skills requirement, to
provide control measures to ensure that necessary resources are available as and
when required, to determine requirement level, to anticipate redundancies and
avoid unnecessary dismissals and assess training and development needs.
Each organization needs manpower planning. An organizational unit is
started to accomplish certain goals. Which requires human resources with
necessary qualification. These are provided through effective manpower
23. planning. Comprehensive manpower planning helps to optimize effectiveness of
human resources. In an organization, employees who have grown old or who
resign, retire, die or become incapacitated because of mental or physical ailment
have to be replaced and new employees have to be recruited. This can be done
through manpower planning. It is also needed for identifying surplus or
shortage manpower areas and there by balancing manpower. In short manpower
planning provides right size and structure of human resources which provides
the basic infrastructure for smooth functioning of an organization. It minimizes
the cost of employment and nullifies the effects of disruptions in developing
and utilizing the human resources.
24. MANPOWER PLANNING PROCESS
Manpower planning process of includes three step.
Anticipating manpower needs.
Planning job analysis and job description
Selecting adequate sources of recruitment
Anticipating manpower needs:- Anticipating manpower needs provide
basic premises on which the manpower planning is built in this function
is undertaken by establishment section-GM (HRD) under this step
manpower requirements are forecasted annually or sometimes two yearly,
for which heads of different units of the are asked to present annually or
two yearly data in prescribed forms about current manpower available of
different categories of personnel number of vacant posts- whether
sanctioned or not, requirement of new posts to be filled with reasons for
arising such new posts etc. to the G.M. (HRD) at head office. In this way
an inventory of the existing manpower of different units, vacant posts and
new posts to be filled is taken.
Planning job analysis and job description:-After having decided how
many human resources would be needed, next important step is planning
job analysis and job description. In order to fill up a post for the job,
information about the duties to be performed in that job is essential.
25. Hence under this step, requirements of the duties to be performed in a
particular job are planned, which demands job analysis and job
description.
Job analysis is detailed and systematic study of information
relating to the tasks, operations and requirements of a specified job i.e.
complete study of nature of job. In other words, it reference to the
anatomy of the job. Job description is a written record of the duties,
skills, responsibilities and conditions of a particular job. It contains a
statement describing the job in such terms as its title, location, duties,
working conditions, hazards, and relationship with other departments.
Supervision to be exercised etc. By study of job analysis and job
description selection committee can clearly know the type of person to be
selected. So job analysis and job description provide a realistic basis for
recruitment and selection.
The origination has planning job analysis and job description for
various categories of job. In job description generally information about
title of job category of job, requirements education and experience pay
scale and allocation at work are described. But it does not contain
information about relationship with other departments and supervision to
be exercised. So job description may not be comprehensive.
26. Selection adequate sources of recruitment:-After determining
manpower requirements and preparing job analysis and job description,
the organization selects different sources of recruitment.
There are two sources of recruitment:
a) Internal sources:-Internal sources refer to the employees who are
already on the pay roll of an organization. Major internal sources are
promotion, transfer and demolition.
b) External sources:-Major external sources are advertisement,
employment exchange deputation, educational institution, professional,
friends and relatives of present employees etc. The organization uses
internal and external both the sources of recruitment.
27. RECRUITMENT
Recruitment is merely a blue print for human activity and requires people
in order to function. The mere passage of time causes some people to grow old,
to retire, to die or to become incapable. Seasonal and cyclical fluctuations in
business cause a constant ebb and flow in the work force. Hence employees
constantly need to be replaced.
Once determination of human resources requirements has been made,
recruitment-selection process can begin. The acquisition of human resources
can be brought about through recruitment and selection. Recruitment means
discovering applicants for present or future jobs in an organization.
Accordingly to Edwin B. Flippos “Recruitment is process of searching
for prospective employees and stimulating them to apply for jobs in the
organization.”
Recruitment may also be described as art of attracting applicants from
whom the most suitable one may be selected. The purpose of recruitment is to
provide a large number of candidates so that the organization will be able to
select the qualified employees it needs.
28. RECRUITMENT OF SOURCE
Recruitment is manpower planning indicates possible vacancies. Now it
is determined which of these vacancies will have to be filled. In order to fill
these vacancies, various sources of recruitment are selected.
The organization uses internal and external both the sources and
recruitment. The chairman has been delegated the power to decide the manner
of filling the posts and the organization has prescribed minimum qualifications
and experience for different categories of posts.
A.Internal sources
Transfers: - A transfer is a change in job assignment. It may involve a
promotion or demotion or no change at all in status and responsibility. A
transfer has to be viewed as a change in assignment in which an
employee moves from one job to another in the same level of hierarchy,
requiring similar skills, involving approximately same level of
responsibility, same status and same level of pay.
Promotion: - Promotion refers to upward movement of an employee
from current job to another that is higher in pay, responsibility and
organisational level. Promotion brings enhanced status, better pay,
increased responsibilities and better working conditions to the promoted.
29. Upgrading: - It means elevating the place of the job in the organizational
hierarchy or including the job in higher grade.
Demotion: - Demotion is the downward movement of an employee in the
organizational hierarchy with lower status and pay. It is a downgrading
process where the employee suffers considerable emotional and financial
loss in the form of lower rank, power and status, lower pay and poor
working conditions.
Retired employees: - A retirement is normally initiated by the employee.
However, a retirement differs from a quit in a number of ways. First, a
retirement usually occurs at the end of an employee’s career. A quit can
happen at any time. Second, retirement usually result in the retiree’s
receiving benefits in the form of provident funds, pension, gratuity,
encashment of earned leave, etc., from the organization.
B.External source
Advertisement: - These constitute a popular method of seeking recruits
as many recruiters prefer advertisements because of their wide reach.
Want ads describe the job and the benefits, identity the employer, and tell
those who are interested and how to apply. They are the most familiar
form of employment advertising.
Casual sellers: - Parties who sell only occasionally or do not otherwise
meet the definition of merchant. Also called a non-merchant.
30. Employment exchanges: - Employment exchanges have been set up all
over the country in deference to the provisions of the Employment
Exchanges Act, 1959.
The major functions of the exchanges are to increase the pool of possible
applicants and to do preliminary screening. Thus, employment exchanges
act as a link between the employers and the prospective employees.
Labour union: - An organization of workers formed for the purpose of
advancing its members' interests in respect to wages, benefits, and
working conditions. An organization intended to represent the collective
interests of workers in negotiations with employers over wages, hours
and working conditions. Labour unions are often industry-specific and
tend to be more common in manufacturing, mining, construction,
transportation and the public sector.
Waiting list: - A list of persons waiting, as for an appointment or filling a
vacancy. It is a list of people who have asked for something that is not
immediately available but will be in the future.
31. RECRUITMENT METHOD
I. Internal method
Indirect methods include advertisements in newspapers, on the radio and
television, in professional journals, technical magazines etc.
Promotions & Transfers: - Promotion refers to upward movement of an
employee from current job to another that is higher in pay, responsibility
and organisational level. Promotion brings enhanced status, better pay,
increased responsibilities and better working conditions to the promoted.
A transfer on the other hand, involves lateral movement within the
same grade, from one job to another.
Job Posting & Job Bidding: - Job posting is another way of hiring
people from within. In this method, the organization publicizes job
opening on bulletin boards, electronic media and similar outlets.
Job binding is a procedure that allows employees who believe that
they possess the required qualifications to apply for a posted job.
Employee Referrals: - It means using personal contacts to locate job
opportunities. It is a recommendation from current employees regarding a
job applicant.
32. II. Direct Method
In this method, the representatives of the organization are sent to the
potential candidates in the educational and training institutes. They
establish contacts with the candidates seeking jobs.
Campus Recruitment: - It is a method of recruitment by visiting and
participating in college campuses and their placement Centre.
Campus recruiting helps a company in reaching out to a large
number of qualified job seekers in a short period of time and at a single
location.
III. Indirect Method
Advertisements: - These constitute a popular method of seeking recruits
as many recruiters prefer advertisements because of their wide reach.
Want ads describe the job and the benefits, identity the employer, and tell
those who are interested and how to apply. They are the most familiar
form of employment advertising.
Newspaper Advertisements: - Evaluate the pros & cons; here it’s easy
to place job ads without much of a lead time. It has flexibility in terms of
information and can conveniently target a specific geographic location.
33. Television & Radio Advertisements: -These ads are more likely to
reach individuals who are not activity seeking employment, they are more
likely to stand out distinctly, they help the organization to target the
audience more selectively and they offers considerable scope for
designing ads creatively.
IV. Third Party Method
These include the use of private employment agencies, management
consultant, professional bodies/associations, employee
referral/recommendations, voluntary organizations, trade unions, data
banks, and labour contractors etc., to establish contact with the job-
seekers.
Private Employment Search Firms: - A search firm is a private
employment agency that maintains computerized lists of qualified
applicants and supplies these to employers willing to hire people from the
list for a fee.
Employment Exchange: - As a statutory requirement, companies are
also expected to notify their vacancies through the respective
Employment Exchanges created all over India for helping unemployed
youth, displaced persons, ex-military personnel, physically handicapped,
etc.
34. Gate Hiring & contract: - Gate hiring (where job seekers, generally
blue collar employees, present themselves at the factory gate and offer
their service on a daily basis),hiring through contractors, recruiting
through word of mouth publicity are still in use despite the many
possibilities for their misuse in the small scale sector in India.
Unsolicited Applicant: - Companies generally receive unsolicited
applications from job seekers at various points of time. The number of
such applications depends on economic conditions, the image of the
company and the job seeker’s perception of the types of jobs that might
be available etc.
35. FACTOR AFFECTING RECRUITMENT
The recruitment function of the organizations is affected and governed by a mix
of various internal and external forces.
1. External factor
Supply and demand: - The availability of manpower both within and
outside the organization is an important determinant in the recruitment
process.
Labour market: - Employment conditions in the community where the
organization is located will influence the recruiting efforts of the
organization.
Image/Goodwill: - Image of the employer can work as a potential
constraint for recruitment.
Political social-legal environment: - Various government regulations
prohibiting discrimination in hiring and employment have direct impact
on recruitment practices.
Unemployment rate: - When the company is not creating new jobs,
there is often oversupply of qualified labour which in turn leads to
unemployment.
Competitors: - The recruitment policies of the competitors also affect
the recruitment function of the organizations.
36. 2. Internal factor
Recruitment policy: - The recruitment policy of an organization
specifies the objectives of recruitment and provides a framework for
implementation of recruitment program.
Human resource planning: - Effective HRP helps in determining the
gaps present in the existing manpower of the organization.
Size of the firm: - The size of firm is an important factor in recruitment
process. If the organization is planning to increase its operations and
expands its business it will think of hiring more personnel, which will
handle its operations.
Cost: - Organizations try to employ that source of recruitment which will
bear a lower cost of recruitment to the organization for each candidate.
Growth & Expansion: - Organization will employ or think of employing
more personnel if it is expanding its operations.
37. RECRUITMENT PROCESS
The process comprises five interrelate stages:
Recruitment planning: - The first stage in the recruitment process is
planning. Planning involves the transaction of likely job vacancies and
information about the nature of these jobs into a set of objectives or
targets.
Strategy development: - Once it is known how many and what type of
recruits are required, serious consideration needs to be given.
Searching: - Once a recruiting plan and strategy are worked out, the
search process can begin.
Screening: - Screening of applications can be regarded as an integral part
of the recruiting process, through many views it as the first step in the
selection process.
Evaluation and control: - Evaluation and control is necessary as
considerable costs are incurred in the recruitment process.
38. SELECTION
The size of the labour market, the image of the company, the place of posting,
the nature of job, the compensation package and a host of other factors
influence the manner of aspirants are likely to respond to the recruiting efforts
of the company. Through the process of recruitment the company tries to locate
prospective employees and encourages them to apply for vacancies at various
levels.
Recruiting, thus, provides a pool of applicants for selection. Selection is the
process of choosing the most suitable person out of the applicants. In the
selection process, the candidates are divided in to two parts –Those who are
suitable for job and those who are not .It involves rejection of those applicant
who are not fit for the job and so something it is described as ‘negative
process’.
“To select mean to choose. Selection is the process of picking individuals
who have relevant qualifications to fill jobs in an organization. The basic
purpose is to choose the individual who can most successfully perform the
job from the pool of qualified candidates.”
Purpose: - The purpose of selection is to pick up the most suitable candidate
who would meet the requirements of the job in an organization best, to find out
which job applicant will be successful, if hired. To meet this goal, the company
39. obtains and assesses information 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 person is then picked up after
eliminating the unsuitable applicants through successive stages of selection
process. How well an employee is matched to a job is very important because it
is directly affects the amount and quality of employee’s work. Any mismatched
in this regard can cost an organisation a great deal of money, time and trouble,
especially, in terms of training and operating costs.
In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate ‘hot news’ and juicy bits of negative
information about the company, causing incalculable harm to the company in
the long run. Effective election, therefore, demands constant monitoring of the
‘fit’ between people the job.
40. SELECTION PROCESS
Reception: - A company is known by the people it employee. 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 a friendly and courteous way. Employment possibilities must be
presented honestly and clearly. If no jobs are available at that point of time,
the applicant may be asked to call back the personnel department after some
time.
Screening Interview: - A preliminary interview is generally planned by
large organizations to cut the cost of selection by allowing only eligible
candidates to go through the further stages in selection. A junior executive
from the Personnel Department may elicit responses from the applicants on
important items determining the suitability of an applicant for a job such 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 to the applicants to fill and submit.
Application Blank: - The application blank or form is one of the most
common methods used to collect information on the various aspects of the
applicants’ academic, social, demographic, work related background and
41. references. It is a brief history sheet of employee’s background, usually
containing the following things:
Personal data (address, sex, telephone number)
Marital data
Educational data
Employment Experience
Extra-curricular activities
References and Recommendations.
Selection Testing: - A test is a standardized, objective measure of a
person’s behaviour, performance or attitude. It is standardized because
the way the tests is carried out, the environment in which the test is
administered and the way the individual scores are calculated- are
uniformly applied. It is objective in that it tries to measure individual
differences in a scientific way giving very little room for individual bias
and interpretation.
Some of the commonly used employment tests are:
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
42. Miscellaneous tests such as graphology, polygraph and honesty
tests.
• Intelligence Tests: - These are mental ability tests. They measure the
incumbent’s learning ability and the ability to understand instructions and
make judgments. 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.
These tests measure several abilities such as memory, vocabulary,
verbal fluency, numerical ability, perception etc. E.g. Stanford-Benet test,
Benet Simon Test, The Wechsler Adult Intelligence Scale are example of
standard intelligence test
• 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 necessary. An aptitude tests is always administered in
combination with other tests like intelligence and personality tests as it
does not measure on-the-job-motivation
43. • Personality Test: - All test required for selection the personality tests
have generated a lot of heat and controversy. 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.
• Achievement Tests: - These are designed to measure what the applicant
can do on the job currently, i.e., whether the tester actually knows what
he or she claims to know. A typing test tests shows the typing
proficiency, a short hand tests measures the tested ability to take dictation
and transcribe, etc. Such proficiency tests are also known as work
sampling test. Work sampling is a selection tests wherein the job
applicant’s ability to do a small portion of the job is tested. These tests
are of two types; Motor, involving physical manipulations of things (e.g.,
trade tests for carpenters, electricians, plumbers) or Verbal, involving
problem situation that are primarily language-oriented or people oriented(
e.g., situational tests for supervisory jobs). Since work samples are
miniature replicas of the actual job requirements, they are difficult to
fake. They offer concrete evidence of the proficiency of an applicant as
against his ability to the job. However, work sample tests are not cost
44. effective and every candidate has to be tested individually. It is not easy
to develop work samples for each job. Moreover, it is not applicable to all
levels of the organization
• Simulation Tests: - Simulation exercise is a test which duplicates many
of the activities and problems an employee faces while at work. Such
exercises are commonly used while hiring managers at various levels in
an organization. To assess the potential of a candidate for managerial
positions assessment centres are commonly used.
• Assessment Centre: - An assessment centre is an extended work sample.
It uses procedures that incorporate group and individual exercises. These
exercises are designed to stimulate the type of work which the candidate
will be expected to do. Initially a small batch of applicants comes to the
assessment centre (a separate room). Their performance in the situational
exercise is observed and evaluated by a team of 6-8 assessors. The
assessors’ judgment on each exercise are compiled and combined to have
a summary rating for each candidate being assessed.
Selection Interview: - Face to face interview before final selection is an
important step. It provides an opportunity to have a better understanding
of the candidate.
45. Interview is an essential element of selection and no selection procedure
is complete without personal interview .There is different types of
interviews which may be arranged for selection. They can be-
Structured interview
Unstructured interview
Action interview
Stress interview
Medical Examination: - Applicants who have crossed the above stages
ate sent for a physical examination either to the company’s physician or
to a medical officer approved for the purpose.
Reference Checks: - Applicants are often required to gives names of
persons to whom reference may be made about the candidate’s character
and suitability for the job. Two types of reference which source of
information about the general character of the applicants. Formal
employer reference one who may be able to speak about the applicants’
earlier work. The reference is too useful to judge the future behaviour and
the performance of the candidate
Hiring decision: - The line manager has to make the final decision now –
whether to select or reject a candidate after soliciting the required
information through different techniques discussed earlier. The line
46. manager has to take adequate care in taking the final decision because of
economic, behavioural and social implications of the selection decisions.
A careless decision of rejecting a candidate would impair the morale of
the people and they suspect the selection procedure and the very basis of
selection in a particular organization.
Job Offer: - The next step in the selection process is job offer to those
applicants who have crossed all the previous hurdles. Job offer is made
through a letter of appointed. Such a letter generally contains a date by
which the appointee must report on duty. The appointee must be given
reasonable time for reporting. Those is particularly necessary when he or
she is already in employment, in which case the appointee is required to
obtain a relieving certificate from the previous employer. Again, a new
job may require movement to another city, which means considerable
preparation, and movement of property.
The company may also want the individual to delay the date of reporting
on duty. If the new employee’s first job upon joining the company is to
go on company until perhaps a week before such training begins.
Naturally, this practice cannot be abused, especially if the individual is
unemployed and does not have sufficient finances.
Decency demands that the rejected applicants be informed about their
non-selection. Their applicants may be preserved for future use, if any. It
47. needs no emphasis that the applications of selected candidates must also
be preserved for the future references.
Contract of employment: - There is also a need for preparing a contract
of employment. The basic information that should be included in a
written contract of employment will vary according to the level of the
job, but the following checklist sets out the typical headings:
• Job title
• Duties, including a parse such as “The employee will perform such
duties and will be responsible to such a person, as the company may
from time to time direct”.
• Date when continuous employment starts and the basis for calculating
service.
• Rate of pay, allowance, overtime and shift rates, method of payments.
• Hours of work including lunch break and overtime and shift
arrangements.
• Holiday arrangements:
• Paid holidays per year.
• Public holidays.
• Length of notice due to and from employee.
• Grievances procedure (or reference to it).
48. Disciplinary procedure (or any reference to it).
Work rules (or any reference to them).
Arrangements for terminating employment.
Arrangements for union membership (if applicable).
• Special terms relating to rights to patent s and designs, confidential
information and restraints on trade after termination of employment.
• Employer’s right to vary terms of the contract subject to proper
notification being given.
The drawback with the contracts is that it is almost to enforce them. A
determined employee is bound to leave the organization, contract or no
contract. The employee is prepared to pay the penalty for breaching the
agreement or the new employer will provide compensations. It is the
reason that several companies have scrapped the contracts altogether.
Concluding the selection process: - Contrary to popular perception, the
selection process will not end with executing the employment contract.
There is another step – amore sensitive one reassuring those candidates
who have not selected, not because of any serious deficiencies in their
personality, but because their profile did not match the requirement of the
organization. They must be told that those who were selected were done
purely on relative merit.
49. Evaluation of selection program: - The broad test of the effectiveness
of the selection process is the quality of the personnel hired. An
organization must have competent and committed personnel. The
selection process, if properly done, will ensure availability of such
employees. How to evaluate the effectiveness of a selection programmer?
A periodic audit is the answer.
50. MANPOWER PLANNING AT WABCO INDIA
LIMITED LUCKNOW
Wabco India limited manpower planning is tool of force costing future
required. Manpower planning is determination of right number and right skills
of human force to suit present and future needs. Manpower planning is defined
by Steiner “strategy for the requisition, utilization, improvement and
preservation of an enterprise’s human resource. It relates to establishing job
specifications or the quantitative requirements of jobs determining the number
of personnel required and developing sources of manpower.” Manpower
planning is a process determining requirements of right number and right kind
of human force at right place and right time.
Wabco India limited needs manpower planning. An organizational unit is
started to accomplish certain goals. Which requires human resources with
necessary qualification. These are provided through effective manpower
planning. Comprehensive manpower planning helps to optimize effectiveness of
human resources. In an organization, employees who have grown old or who
resign, retire, die or become incapacitated because of mental or physical ailment
have to be replaced and new employees have to be recruited.
51. TYPE OF MANPOWER PLANNING
1. Blue collar
Permanent worker
Temporary worker
Trainee worker
Contractor worker
2. White collar
Company officer / Executive officer
Trainee officer
52. USE OF MANPOWER PLANNING
Wabco India limited is manpower planning the market analysis the
market in the manpower planning wabco India limited. Manpower planning is
day, week, month, half yearly etc. wabco India limited.
Qualification
1) Blue collar
Permanent worker: - In the wabco India limited permanent worker
skilled and qualification- B. tech in the wabco India limited, Lucknow.
Temporary worker: - In the wabco India limited temporary worker
skilled and qualification- high school in the wabco India limited,
Lucknow.
Trainee worker: - Wabco India limited is the trainee worker
qualification-B. Tech, Diploma, ITI etc. on the trainee worker wabco
India limited, Lucknow.
Wabco India limited trainee worker in time period three year
(1+1+1) wabco India limited Lucknow.
Contractor worker: - Wabco India limited, Lucknow two or three
contractor agency provide the worker in wabco India limited, Lucknow.
53. 2) White collar
Company officer / Executive officer: - Wabco India limited company
officer top level officer in the company. Wabco India limited, company
officer skilled and qualification- IIT, B. tech, Management in the wabco
India limited.
Trainee officer: - In the wabco India limited trainee officer, company
hiring the new employee in the wabco India limited. Trainee officer
qualification- IIT, B. tech, Management etc. in the wabco India limited.
54. RECRUITMENT AT WABCO INDIA LIMITED
Recruitment is the process that helps in taking decision whether the applicants
are suitable for the fill the vacancy or not. It is clearly in the interest both the
organization as well as applicants. The efficient process of recruitment may be
helpful to describe-
What resources you want?
What resources are available?
Where and how can they be found?
“Recruitment is the process of searching for prospective employees and
encouraging them to apply for jobs in an organization.”
“Recruitment is a process to discover the source of manpower to meet
recruitment of the staffing schedule and to employ effective measures in
adequate number to facilitate effective selection of a working force.”
55. RECRUITMENT OF SOURCES AT WABCO
INDIA LIMITED
I. Internal sources
Present employee: - Wabco India limited present employee is normally
the first choice among the internal sources. This source implies filling up
the position from among the present employees by way of promotions
and transfers.
Employee referrals: - Wabco India limited these candidates are referred
and recommended by the present employees of the wabco India limited.
It help the organization to get quality candidates as the employees refer
only those people who they feel will satisfy the needs of the business.
The company offers some incentives to the employees providing this
source as the cost of recruitment is reduced drastically due to their
reference in wabco India limited.
II. External sources
Job portals: - Wabco India limited in technological innovations are
taking place worldwide and the Human resource domain is also not away
from its effect. Job portals are websites where the job seekers can post
their resumes and search for job. Job providers can post their job
56. openings and find the right candidates for their firm. In short, job portal is
a virtual platform where prospective employees and employers can meet
wabco.
Campus Recruitment: - Wabco India limited this is the best source of
recruitment where there are openings for fresher because colleges have an
excellent pool of fresher. It helps the businesses recruit cream of the new
blood. The company shortlists the institute on the basis of the quality of
students and past records of placements from that institute. They build
good relations with top institutes before the competitors could grab the
opportunity. It is a cost effective source as well because sometimes the
institutes themselves pay the companies for getting their students placed
wabco India limited.
Management consultant: - Wabco India limited management
consultants are companies which outsource the recruitment process for
other companies by charging some fees for the same. When the line
managers use this type of sources, they are set free from the different
activities of recruitment. This facilitates them to focus on other important
functions of the firm. These consultancies are also called as executive
search engines and many companies depend on them for securing highly
specialized as well as executive level positions. But there are some
limitations to this source due to which many companies don’t opt for it.
These include a high cost expenditure, confidential nature of the function,
58. RECRUITMENT-SELECTION PROCESS AT
WABCO INDIA LIMITED LUCKNOW
Wabco India limited is the recruitment-selection process.
A.Blue collar
Contractor worker: - wabco India limited, Lucknow two or three
contractor agency provide the contractor worker in the wabco India
limited. Contractor worker no qualification, no age limit on the wabco
India limited Lucknow.
Trainee worker: - wabco India limited, in the trainee of the district
labour commissioner registered in the wabco India limited. Trainee
scheme on the provide base on wabco India limited, Lucknow.
a) Technical trainee worker: - wabco India limited the technical trainee
worker qualification- ITI and Diploma in the wabco India limited.
Technical trainee worker age limit 24 years on the wabco. Technical
trainee worker time period of three year (1+1+1) in the wabco India
limited, Lucknow.
b) Non-Technical trainee worker: - Wabco India limited non-technical
trainee worker qualification- high school and age limit 24 years on the
59. wabco India limited. Non-Technical trainee worker time period three
year (1+1+1) in the wabco India limited, Lucknow.
Apprentice Trainee worker: - wabco India limited apprentice trainee
worker on the apprentice board of India registered in the wabco India
limited. Apprentice trainee worker qualification- ITI and Diploma wabco
India limited. Apprentice trainee worker time period one year wabco
India limited Lucknow.
Temporary worker: - Wabco India limited temporary worker
qualification- high school and age limit 24 years in the wabco India
limited. Temporary worker engagement of the wabco India limited.
Temporary worker no time period wabco India limited.
Permanent worker: - Wabco India limited permanent worker in trainee
worker three year (1+1+1) of the trainee worker year wise end
performance work in the company. Wabco India limited number of
recruited worker on trainee worker performance on the permanent worker
wabco India limited.
60. B.White collar
GET / MGT: - wabco India limited GET / MGT on the recruitment
number of employee hundred top level university interview on the
campus selection wabco India limited.
Company officer / Executive officer: - Wabco India limited company
officer recruitment on consultant or job portals recruitment basic and job
description short list profile select on the wabco India limited. These
portals contain the data of candidates from almost every part of the world,
ranging from a wider aspect of qualifications and experiences. These job
portals have some very famous names among them. “NAUKRI.COM,
TIMEJOB.COM, RECRUITER.COM”, LINKEDIN, SHINE.COM and
“MONSTER.COM” are some of the major job portals that are having the
bio-data of millions of candidates. The job-seeking candidates upload
their resumes on these portals, so as to open up their profiles to the
recruiter and to update themselves by the latest and the relevant
opportunities.
Preliminary interview: - Wabco India limited telephonic interview
this is to find the basic criteria of the candidates. The recruiter judges
the communication skills, confidence and on the spot answering
ability of the candidate. Telephonic interviews may sometimes be
61. unproductive as fake persons can answer the call and create confusion
which leads to misjudging in wabco India limited. OR
Face to face interview the candidate appears before the recruiter for
the first time in this stage. The interviewers judges the interviewee on
the basis of confidence, communication skills, aptitude, logical and
analytical skills, technical knowledge, consistency, experience,
domain knowledge, innovative ability and resume presentation. If the
candidate clears the first round of interview, he is selected for the final
interview wabco India limited.
Final interview: - Wabco India limited in this final interview head
office in Chennai the top authorities take participation in the
recruitment process. The domain knowledge, willingness towards the
job, and experience of the candidate is focused in this stage wabco
India limited.
Medical test: - Wabco India limited final interview select candidate
the medical test in wabco India limited.
Negotiation of Employment: - Wabco India limited medical
examination select candidate negotiation of employment. Candidate
the basic information that should be included employment will vary
according to the level of the job, but the following checklist sets out
the typical headings:
62. Job title
Salary
Duties, including a parse such as “The employee will perform
such duties and will be responsible to such a person, as the
company may from time to time direct”.
Date when continuous employment starts and the basis for
calculating service.
Rate of pay, allowance, overtime and shift rates, method of
payments.
Hours of work including lunch break and overtime and shift
arrangements.
Holiday arrangements.
Paid holidays per year.
Public holidays.
Length of notice due to and from employee.
Grievances procedure.
Disciplinary procedure.
Work rules.
Arrangements for terminating employment.
63. The drawback with the negotiation is that it is almost to enforce them. A
determined employee is bound to leave the wabco India limited.
Wabco India limited negotiation employee after on select candidate detail
wabco people software upload on the approval in the wabco India limited.
In this wabco people software approval on the all branch HR department,
head office, MD and CEO, board of director etc. on approval proved
candidate wabco India limited.
Orientation and induction: - wabco India limited in the final step of the
process when the candidate joins the firm as an employee. It is conducted
to make the person familiar with the culture, working and employees of
the organization. It give the person a brief idea of the company and the
tasks he/she has to carry out on the job wabco India limited.
64. CHAPTER-4
RESEARCH METHODOLOGY
Research methodology is a systematic way, which consists of series of actions
or steps necessary to effectively carry out research and the desired sequencing
of these steps. The research is a process of involves a number of interrelated
activities, which overlap and do rigidly follow a particular sequence. It consists
of the following steps
Formulating the objective of the study
Designing the methods of data collection
Selecting the sample plan
Collecting the data
Processing and analyzing the data
Reporting the findings
66. RESEARCH DESIGN: - Research design specifies the methods and
procedures for conducting a particular study. A Research design is the
arrangement of conditions for collection and analysis of the data in a manner
that aims to combine relevance to the research purpose with economy in
procedure. Research Design is broadly classified into three types as
Exploratory Research Design
Descriptive Research Design
Hypothesis testing Research Design
On the basis of the objective of study, the study which is concerned with
describing the characteristics of a particular individual or of group of individual
under study comes under Descriptive Research design.
Descriptive Research Design: - In this research design the objective of study is
clearly defined and has accurate method of measurement with a clear-cut
definition of population that is to be studied.
To steps are involved in formulating the research problem:
Understanding the problem.
Rephrasing the problem into meaningful terms form an
analytical point of view.
The training sessions are conducted in the beginning of training in order to
make us clear about the tasks provided and how handle the different situation.
The research design used in this study is descriptive which includes
interviewers. Questionnaire and unit fact-findings enquiries with the employees
67. SAMPLING: - Sample is Researcher collect needed information from various
persons who are associated with this subject. When such associated persons are
in new number research can get information from all of them in such some
people among associated persons are selected and collect information from
them. These selected persons represent the whole universe and are called
sample.
Sampling unit: - The sampling for this research was Wabco India limited
Employees were available for interview.
Sampling frame: - Sampling frame for this survey was least 30 officers & 50
workers.
Questionnaire Design: - The questionnaire for this survey includes both open
ended and close ended questions.
Research study: - A research study for the project on recruitment- selection
system this is done through questionnaire to employees. Research is a
systematic and in depth study to find out the awareness and attitude towards
PAR among employees.
COLLECT OF DATA: - The procedure for collection of data depends upon
various considerations Availability of resources like money time manpower etc.
also affects the choice of procedure.
68. Primary data:-
Direct personal observation
Indirect oral interviews
Information through manuals& websites
Information through questionnaire filled by respondents
Questionnaire: - The questionnaire a list of question to be asked from the
respondents it also contains a suitable space where the answer can be offered a
better questionnaire form, which has completed, by an interviewer.
Secondary data:- Secondary data mean that are already available that is they
refer the data which have already been collected and analyzed by someone else
when the researcher utilizes secondary data that has to look into various sources
where he can obtain.
TOOLS OF ANALYSIS: - Analysis may be categorized as descriptive
analysis and (inferential analysis is often known as statistical analysis).
Descriptive Analysis: - Descriptive analysis is largely the study of distribution
of one variable this study provide us profile of companies, workgroups and
person & other subject on any of a multitude of characteristics such as size
composition.
69. Correlation Analysis: - Correlation analysis study the joint variation two or
more variables for determining the amount of correlation between two or more
variable.
Inferential Analysis: - Inferential analysis is concerned with the various tests
of significance for testing hypothesis in order to determine with what validity
data can be said to indicate some conclusion.
70. CHAPTER-5
DATA ANALYSIS & INTERPRETATION
Q1. Which of the sources of recruitment and selection are used in Wabco India
limited?
a. Internal
b. External
c. Both
Options Internal External Both Total
Responses 8 28 44 80
Percentage 10 35 55 100%
Table No. 01
internal external Both
10%
55% 35%
Chart No. 01
Interpretation: - It was found that about 55% of the recruitment and selection
is done both by internal and external sources, while as external sources are used
more than the internal sources. Employees are hired mostly from external
sources like job portals, consultancy etc.
71. Q2. Which of the following external sources are used for recruitment in Wabco
India limited?
a. Advertisement
b. Internet
c. Campus recruitment
d. Consultancy
e. All of the above
Options Advertisement Internet Campus Consultancy All of Total
Drives the
above
Responses 20 12 8 32 8 80
Percentage 25 15 10 40 10 100%
Table No. 02
10
%
adv.
25%
internet
campus
40% 15%
Consultanc
y
all
10%
Chart No. 02
Interpretation: - It was found that 40% of the employees are recruited through
the consultancy and 20% of the employees are selected by the advertisement
followed by internet with 15% and campus selections with 10%. Consultancy
and Internet are the major sources which provide eligible candidates for the
hiring in Wabco India limited.
72. Q3. Which form of recruitment and selection is used in Wabco India limited?
a. Centralized
b. Decentralized
Options Centralized Decentralized Total
Responses 8 72 80
Percentage 10 90 100%
Table No. 03
Centralized Decentralized
10%
90%
Chart No. 03
Interpretation: - It was found that recruitment is decentralized. However, for
higher positions of employment the recruitment is centralized. Recruitment is
decentralized as the entire Centre’s of Wabco India limited recruit their
employees according to the number of vacancies available in the respective
Centre’s.
73. Q4.Are you satisfied with the recruitment process?
a. Yes
b. No
Options Yes No Total
Responses 64 16 80
Percentage 80 20 100%
Table No. 04
yes No
20%
80%
Chart No. 04
Interpretation: - It was found that 80% of employees are satisfied with the
recruitment process adopted by Wabco India limited. However, some of the
respondents thought there should be some changes in the existing recruitment
process of the organization.
74. Q5. Which of the following methods does Wabco India limited uses during
selection?
a. Written
b. Group discussion
c. Personal interview
d. Group discussion and personal interview
e. All of the above
Options Written GD PI GD & All Total
PI
Responses 4 12 24 32 8 80
Percentage 5 15 30 40 10 100%
Table No. 05
written GD PI GD and PI all of the above
10%
5%
15%
40%
30%
Chart No. 05
Interpretation: - It was found that 40% of selection is done by Group
Discussion & Personal Interview. However, Personal Interview is mostly used
method of selection followed by group discussion. Employees selected in
Wabco India limited are finally selected by a personal interview taken by the
head of the Centre.
75. Q6. Are you satisfied with the selection process?
1. Yes
2. No
Options Yes No Total
Responses 64 16 80
Percentage 80 20 100%
Table No. 06
20%
Yes
No
80%
Chart No. 06
Interpretation: - It was found that about 80 % of the employees are satisfied
with the selection process. However, the remaining is of the opinion that there
should be some change in the recruitment and selection process of the
organization.
76. Q7. Do you think innovative techniques like stress test, psychometric test and
personality test should be used for selection?
1. Yes
2. No
Options Yes No Total
Responses 16 64 80
Percentage 20 80 100%
Table No. 07
yes No
20%
80%
Chart No. 07
Interpretation: - It was found that 20% of the respondents were of the opinion
that stress test, psychometric test and personality tests should be used for the
selection, while the others were satisfied with the existing recruitment and
selection process. Most of the employees in Wabco India limited are unaware of
these types of tests as they are mostly fresher’s.
77. Q8. Does your company follow different recruitment process for different
grades of employment?
1. Yes
2. No
Options Yes No Total
Responses 80 0 80
Percentage 100 0 100%
Table No. 08
0%
Yes
No
100%
Chart No. 08
Interpretation: - It was found that from that different recruitment process is
adopted for different grades of employment. Like, for the recruitment of trainers
in Wabco India limited theoretical knowledge is considered more and for the
developers technical knowledge is given importance.
78. Q9. How do you rate HR practices of the company?
1. Excellent
2. Good
3. Average
4. Bad
S No. Options Respondents In percentage
1 Excellent 40 50%
2 Good 24 30%
3 Average 8 10%
4 Bad 8 10%
Total 80
Table No. 09
10%
10%
Excellent
Good
50%
Average
Bad
30%
Chart No. 09
Interpretation: - 50% of the employees feel that HR department is good where
and 30% say that its very good where as 10% says its average and 10% employees
feel it’s bad. Some employees are not happy as they have to spend a little more
time if they have to take demo training sessions.
79. Q10. Is there any contract signed by employees while joining the organization?
1. Yes
2. No
S No. Options Respondents In percentage
1. Yes 72 90%
2. No 8 10%
Total 80
Table No. 10
10%
Yes
No
90%
Chart No. 10
Interpretation: - Above chart shows that almost 10% employees said no and 90
% said yes they have to sign a bond while joining the organization. Employees
have to submit one of their original certificates in the time of their joining and
they cannot leave this company before one year. If the employees agree to these
conditions then they are moved to next round of interview.
80. Q11. Are you comfortable with the HR policies of the company?
a. Yes
b. No
S. No. Options Respondents In percentage
1. Yes 72 90%
2. No 8 10%
Total 80
Table No. 11
10%
Yes
No
90%
Chart No. 11
Interpretation: - It was found that 10% employees were not comfortable with the
policies of company and 90% employees are happily working with the current HR
practices of the company. Some of the employees were not comfortable with the
policy as they find risk in submitting their original documents to the company.
81. CHAPTER-6
FINDINGS
The collected data are analyzed and general observations have proven that
Wabco India limited has done remarkable job in its Human Resource
department.
The main findings are as follows:
In Wabco India limited employees feel that the HR department is good.
The recruitment and selection process is decentralized.
About 90% of the employees are satisfied with the recruitment and
selection process.
Most of the managers prefer personal interviews.
Mostly external sources of recruitment are considered.
About 90% of employees feel that they are comfortable working with the
current HR policies of the company and 10% feel that they need some
changes in the policies.
82. CONCLUSION
Recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization. And
Selection is selecting the right candidate at the right time in the right place.
Employees of Wabco India limited are satisfied with the current/existing
recruitment and selection process. Wabco India limited is recruiting their
employees mainly through consultancies. Consultancies are the mediator
between the organization and the candidates as it serves the requirements of
employees as well as the organization. Wabco India limited recruits their
employees in a decentralized.
Also Wabco India limited has to consider internet sources for recruitment of
employees so that it could motivate the employees. Employees are also well
aware about the various sources and methods of recruitment and selection.
Wabco India limited has to implement innovative techniques in selection
process like group discussion, stress interview, etc.
83. CHAPTER-7
SUGGESTION
From the findings I can suggest Wabco India limited, Lucknow branch
following things for the more effectiveness of recruitment and selection process
and HR policies:
Recruitment must be done by analyzing the job firstly which will make it
easier and will be beneficial from the company’s point of view.
More emphasis should be given on internet and advertisement so that
more and more candidates apply for the jobs and it will be easy to find
the right employee among them.
The recruitment and selection procedure should not be too lengthy and
time consuming.
Company should try to use the internal recruitment process first because
it incurs less cost and acts as a motivational factor to the employees.
Provide training to employees so that they get better knowledge, skills
and attitude.
Company should amend some parts of their HR policies for better
effectiveness.
84. BIBLIOGRAPHY
Books:
C.B. Gupta, Human Resource Management, Sultan Chand &Sons.
K Ashwathapa, Human Resource and Personnel Management, Tata
McGraw Hill
Dr. C.R. Kothari, Research Methodology
Websites:
1. www.google.com
2. www.en.wikipedia.org
3. www.citehr.com
4. www.cncwebworld.com
5. www.scribd.com
85. ANNEXTURE
Questionnaire:
Recruitment and selection process in Wabco India limited,
Lucknow.
This questionnaire survey is purely for academic purpose. Any information
collected through this survey is confidential and would not be shared with
anyone other than the people involved in this.
Name: ....................................................................................................................
Designation: ............................................. Age: ...................................................
Department: ............................................. Qualification: .....................................
Answer the following questions: (kindly give your unbiased response)
Q1. Which of the sources of recruitment and selection are used in Wabco India
limited?
a. Internal
b. External
c. Both
Q2. Which of the following external sources are used for recruitment in Wabco
India limited?
a. Advertisement
b. Internet
c. Campus recruitment
d. Consultancies
e. All of the above
86. Q3. Which form of recruitment and selection is used in Wabco India limited?
a. Centralized
b. Decentralized
Q4. Are you satisfied with the recruitment process?
1. Yes
2. No
Q5. Which of the following methods does Wabco India limited uses during
selection?
1. Written
2. Group discussion
3. Personal interview
4. Group discussion and personal interview
5. All of the above
Q6. Are you satisfied with the selection process?
1. Yes
2. No
Q7.Do you think innovative techniques like stress test, psychometric test and
personality test should be used for selection?
1. Yes
2. No
Q8. Does your company follow different recruitment process for different
grades of employment?
1. Yes
2. No
Q9. How do you rate HR practices of the company?
1. Excellent
2. Good
3. Average
4. Bad
87. Q10. Is there any contract signed by employees while joining the organization?
1. Yes
2. No
Q11. Are you comfortable with the HR policies of the company?
a. Yes
b. No
