40092775 project-report-on-recruitment-and-selection-by-preeti-converted

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Project Report
On
Recruitment and Selection Process
In
Nagarjuna Fertilizers and Chemicals Limited
In the Partial Fulfillment of the Requirement of Post Graduate Diploma in
Management in Human Resource
Submitted By:
PreetiUpadhyay
(H3-25)
PROJECT REPORT
2009-2011
SIVA SIVANI INSTITUTE OF MANAGEMENT
KOMPALLY, SECUNDERABAD

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DECLARATION
I Preeti Upadhyay declare that the project report entitled “RECRUITMENT AND
SELECTION PROCESS” in NAGARJUNA FERTILIZER AND CHEMICAL
LIMITED is an original and bonafide work done by me during the academic year
2009-2011. This is being submitted in the partial fulfillment of the requirement for
the award of degree of the POST GRADUATE DIPLOMA OF
MANAGEMENT from SIVA SIVANI INSTITUTE OF MANAGEMENT.
The matter embodied in this report has not been submitted for the award of any
other degree or diploma.
Place:Hyderabad Date:

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ACKNOWLEDGEMENT
I deem it a great privilege to thank all those people who helped me to complete
this project work. I express my sincere thanks to the management of the SIVA
SIVANI INSTITUTE OF MANAGEMENT COLLEGE and our respected
Head of the department Dr. Chandra Sekhar. Dr. P.V. Sai , Mr. Durga Prasad
Head of HPD dept. of NFCL and Mr. Anand Reddy for giving me this
opportunity to undertake the project work.
I am deeply obliged to my project guide Miss Sonal, without whose guidance and
encouragement at all levels , the study wouldn’t have been completed. All
those employees of “NFCL” deserve special thanks for their cooperation and help
in the collection of necessary and relevant material for this work.
Also, I do thank and remember my friends for their effort and helping hand.
I express my profound thanks to Mr Yashwant and Dr. T. Nagandra Rao,
Hyderabad, for giving me valuable advice and guidance and sparing valuable time
in clarifying various points raised by me.
Every effort has been made to enhance the quality of work. However, I owe the
sole responsibility of the shortcoming, if any, in the study.
Preeti Upadhyay

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CONTENT
Chapter 1 Page No.
 Introduction
1
 Scope of the Study
4
 Objectives of the Study
4
 Literature Review
5
Chapter 2
 Industry Profile
 Company Profile
10-19
 The Policies Related to Recruitment and Selection Followed at
NFCL 20
 Recruitment and Selection Process followed at NFCL 27
Chapter 3
ResearchMethodology
 Introduction
34
 Tools and Methods of Data Collection
34
 Sample Profile
34
 Limitations of the Study
34
 Recruitment and selection process 35
Chapter 4
 Data Analysis
55
Chapter 5
Findings and Interpretations
67
Chapter 6
Recommendations and Discussions
69

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 Bibliography
71
 Annexure
 Questionnaires
72

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INTRODUCTION
Acquiring and retaining high-quality talent is critical to an organization’s success. As the job
market becomes increasingly competitive and the available skills grow more diverse, recruiters
need to be more selective in their choices, since poor recruiting decisions can produce long-term
negative effects, among them high training and development costs to minimize the incidence of
poor performance and high turnover which, in turn, impact staff morale, the production of high
quality goods and services and the retention of organizational memory. At worst, the
organization can fail to achieve its objectives thereby losing its competitive edge and its share of
the market.
Human resource department plays a crucial role in this process. The backbone of any successful
company is the HR department, and without a talented group of people to hire, culture, and
inform employees, the company is doomed for failure.
Human resource is most valuable assets in the organization. Profitability of the organization
depends on its utilization. If there utilization is done properly will make profit otherwise it will
make loss. To procure right man at right place in right time, some information regarding job and
job doer is highly essential. This information is obtained through job analysis, job description
and job specification. Without these recruitment will be unsuccessful.
A well planned and well managed recruitment will result in high quality applicants for the
company. The recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough information of the jobs
so that applicants can make comparison with their qualifications and interests and generate
enthusiasm among the best candidates so that they will apply for vacant positions.
What distinguishes a successful company from unsuccessful one is the quality of manpower.
The role of management is to optimize the use of resource available to it. The role of HR is to
incorporate the planning and control of manpower resource into the corporate level plans so that
all resources are used together in the best possible combination.

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Managing people at work and control of human activities in employment is a function that must
be performed in all societies. It is essential in every type of employment for every occupation
and every type of employed manpower. Manpower management is essential in government as
well as private employment under socialism or communication in small business and in large.
Recruitment, as a human resource management function, is one of the activities that impact
most critically on the performance of an organization. While it is understood and accepted that
poor recruitment decisions continue to affect organizational performance and limit goal
achievement, it is taking a long time for public service agencies in many jurisdictions to identify
and implement new, effective hiring strategies.
Recruitment is a process which provides the organization with a pool of potentially qualified
job candidates from which judicious selection can be made to fill vacancies. Successful
recruitment begins with proper employment planning and forecasting. In this phase of the
staffing process, an organization formulates plans to fill or eliminate future job openings based
on an analysis of future needs, the talent available within and outside of the organization, and
the current and anticipated resources that can be expended to attract and retain such talent.
Selection is a process of hiring the best among the pool of candidates available.
‘Right person for the right job’ is the basic principle in recruitment and selection. Every
organization should give attention to the selection of its manpower, especially its managers. The
operative manpower is equally important and essential for the orderly working of an enterprise.
Every business organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates is
essential. Human resource management in an organization will not be possible if unsuitable
persons are selected and employment in a business unit.

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SCOPE OF THE STUDY
1. The study is limited to the information given by the employees.
2. Meeting some of the top management associates in the senior cadre was difficult.
3. The study has been limited due to time constraint.
4. The study is limited based on the rules and regulations of the organizations.
OBJECITIVES OF THE STUDY
To get right person at right place and in right time, the organization should have the specific and
clear policies and recruitment and selection methods which are essential for the growth of the
organization.
 To analyze the actual recruitment process in NFCL.
 To find whether the existing processes of recruitment and selection are taking place
scientifically or not.
 To review the importance and needs of recruitment and selection process.
 State, explain and evaluate various methods of recruitment.

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LITERATURE REVIEW
1. Best Practice Recruitment and Selection
The State Services Authority (the Authority) undertook a project in 2007 to evaluate the
effectiveness of recruitment selection techniques in the Victorian Government.
The project aims to:
 Promote the systematic review of current recruitment selection techniques in the VPS
 Develop recommendations for the use of better practice tools, based on research and
case studies
 Promote better selection techniques to improve the quality and speed of recruitment
actions within the VPS and the public sector.
 After the completion of the program the authority decided to adopt the Practice
Recruitment and Selection Toolkit and develop a training program which will help in
the execution of this toolkit. The training program guides participants through best
practice recruitment and selection using course booklets, PowerPoint presentations,
practical exercises and additional reference material. The similar is the direction of my
project wherein I have to suggest various measures through which the HR department at
NFCL can practice the recruitment and selection process in the best efficient manner.
The HR department should be aware of the recent trends in Recruitment and Selection
so as to adopt them whenever required. They should be given proper training in
adopting various trends in the process.
2. Recruitment and Selection
By: - Duncan Brodie

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The literature states about the problems faced by the organizations at the time of selecting the
right candidate for a particular position and the various ways the organizations can overcome
these problems.
 Train those recruiting- It is necessary for the organizations to train those people who
are involved in the process of recruitment and selection, so that they take right
decisions. They should be provided with sufficient training so that they are confident
about their decisions.
 Be clear on what you are looking for- If you are going to get the right person for the
job, you need to be clear on the skills, qualifications, experience, personal attributes
and qualities that the right candidate will have.
 Select The Most Appropriate Source for Securing Applicants- The key point here is
to be sure you are choosing the right place to advertise. Sometimes a local newspaper
will work. At other times, you may need to go to specialist publication or a
recruitment consultant.
 Establish A Clear Framework For Short listing- The framework for short listing the
candidate should be clear to the recruiters and also to the candidates.
 Consider the Best Option for Selecting Candidates- In some cases you might just go
for a traditional interview and possibly add in a presentation. Otherwise the
organization can adopt any other method of which they are more confident.
 Remain Open Minded- Often people jump to conclusions about candidates within
minutes. Remember some of the best candidates might take a few minutes to get
warmed up so don't discount people too quickly.
 Be Professional- When interviewing you are representing your organization, its
values, and beliefs. Today's candidate if they don't get the job could be a customer or
supplier in the future so give the best impression you can.

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 Give Feedback- Candidates takes good time in preparing themselves for the
interviews therefore the recruiters should also take out the time for giving them
feedback whether they are successful or unsuccessful candidates.
2. Recruitment and Selection – Reasons for its Importance
By-: Abhishek
The literature states about the importance of the recruitment and selection procedure and how
even a small mistake at the time of selecting the candidate can harm the organization. Any
successful business will have at its core efficient and caring employees who have complete job
satisfaction and a perfect fit for the jobs they are entrusted with. This is not an easy task to
accomplish and full credit goes to the selection and recruitment processes that the company has
in place. On the contrary, if these processes are not handled efficiently, the wrong sort of
lethargic employee appointments can prove fatal even to a well established business. It is of
utmost importance for an employer to be absolutely clear on what they expect an employee to
be. The skills required for the job should be enumerated as precisely as possible. Transferable
skills which the company could use also deserve a mention. So the chances of zeroing in on the
right candidate increase greatly if the vacancy advertised is very specific as to the requirements.
If recruitment agency service is opted for by the employer, the agency or the consultant should
get very precise instructions from the employer. It is necessary that an exact framework for
short listing applicants for a vacancy is formulated in advance. This is the first step of the
selection and recruitment process. This entails that the employers are very clear as to what sort
of qualifications and experience they expect to see on the CV of the potential employee. The
process of selection and recruitment needs to spell out very clearly the absolute requirements
vis-à-vis qualifications and qualities necessary to fill the vacancy. Based on this one can
shortlist the candidate. The next step is to take a decision on the number of interviews and/or

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presentation needed to finally select the employee. If the employers give very concise and
accurate description of what they expect the employees to be, the recruitment consultant or the
agency can choose a candidate very easily. The recruitment consultant or the agency also needs
to have knowledge of the employer’s in-built processes of selection of the right candidates.
Finally, it is in the fitness of things that a feedback is provided on the interview by the
interviewer either to the applicant or the agency through which he has come. Before proceeding
with the interview which may or may not be followed by a presentation, the interviewer on
behalf of the company should have reached a decision as to what package of remuneration he is
willing to offer to the right person. This is a very vital but easily overlooked point in the process
of selection and recruitment. The employers would do well to remember that the potential
candidate would most definitely be sizing up the prospective employer as well during the
selection and recruitment process.
Behind every attrition there is recruitment! Whenever an employee leaves an organization
without informing and without giving notice or leaves the organization in the middle of the
project it should be known that he or she is joining some other organization. Many times the
employees of the recruitment consultants are hired by their own clients and are asked to join at a
very short notice period. They are been told that “relieving letter” is not required and some even
offer incentives for early joining. There must be some guidelines and ethics for recruitment so
that there can be fair recruitment policies. There must be some ethical guidelines such as
a) Notice period must be served and nobody must be hired without relieving letter or
providing proof of serving the notice period.
b) Corporate should not hire anyone who has spent less than one year in his current
organization. The logic is obvious. Employees six months to begin their contribution and
at least one year is required to recover recruitment process. More importantly if
somebody is hired who has worked less than a year with the current organization, that
individual will ditch in even shorter period.
c) Corporate should not head hunting from competition. They should advertise and
encourage employees seeking change to voluntarily respond to this advertisement.

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d) Corporate should not bail out the prospective employee commitments such as
employment bond etc. the corporate should realize that employee signed the bond and if
he wants to break it, he should do at his own cost and the corporate should not reimburse
or compensate him for violating the employment contracts says Mr. T.
MURALIDHARAN who is the chairman of TMI NETWORK one of the India’s leading
recruitment consultancies.
In one of the study conducted on recruitment and selection process at BIOLOGICAL-E LTD
conducted by Manik Rao in the year 2005. It was found that company has used internal search
for recruiting the employees into more higher or the positions in different departments who can
fit into the job. It was found that the company has done it by considering it as the most cost
effective way of filling the vacancies. It has also been found that the company opted for external
sources such as advertisement agencies to fill vacancies. Employee referrals were also one of
the internal sources of recruitment.
In another study on recruitment and selection in DW PRACTICE LLC which is a HR
consultancy, it was found that most of the employees felt that the telephonic interview is not
effective and instead direct interviews are more feasible.
These are some of the studies conducted earlier on the recruitment and selections.

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Indian Fertilizer Company Profiles
There are nine public sector undertakings and two cooperative societies under the administrative
control of the Department of Fertilizers. At present, there are 63 large size fertilizer units in the
country, manufacturing a wide range of nitrogenous and phosphatic / complex fertilizers. Of
these, 38 units produce urea whereas 9 units produce ammonium sulphate as a by-product.
Besides, there are about 79 small and medium scale units producing single superphosphate.

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Fertilizer Association/Company Website Address
The Fertilizer Association of India www.fertindia.com
Public Sector
National Fertilizers Limited www.nationalfertilizers.com
Fertilizers and Chemicals Travancore Ltd. www.fact.co.in
Rashtriya Chemicals & Fertilizers Limited www.rcfltd.com
Madras Fertilizers Limited www.madrasfert.com
Paradeep Phosphates Limited www.paradeepphosphates.com
Pyrites, Phosphates & Chemicals Limited www.ppclindia.com
Fertilizer Corporation of India Limited www.fertcorpindia.nic.in
Projects & Development India Limited www.pdil.nic.in
Cooperative Sector
Indian Farmers Fertilizer Cooperative Ltd. www.iffco.nic.in
Krishak Bharati Cooperative Limited
www.kribhco.org
www.kribhco.net
www.kribhcoindia.com
Private Sector
Gujarat State Fertilizer Company Limited www.gsfclimited.com
Coromondel Fertilizers Limited www.cflindia.com
Shriram Fertilizers & Chemicals Limited www.dscl.com
Zuari Industries Limited www.pdil.nic.in
Southern Petrochemicals Inds. Corpn. Ltd. www.spicgroup.com

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Mangalore Chemicals & Fertilizers Limited www.mangalorechemicals.com
Gujarat Narmada Valley Fertilizers Co. Ltd. http://gnvfc.guj.nic.in
Duncans Industries Limited www.duncansfertiliser.com
Deepak Fertilizers & Petrochemicals Ltd. www.deepakgroup.com
Indo-Gulf Fertilizers & Chemicals Corpn. Ltd. www.indogulf.co.in
Godavari Fertilizers & Chemicals Limited www.gfcl.com
Nagarjuna Fertilizers & Chemicals Limited www.nagarjunagroup.com
Chambal Fertilizers & Chemicals Limited www.zuari-chambal.com
Tata Chemicals Limited www.tata.com
Oswal Chemicals & Fertilizers Limited www.oswal.org
Nagarjuna Organization:
Nagarjuna Group founded by Shri KVK Raju in 1973 with an investment of US$ 23 million.
The Nagarjuna Group today is a prominent industry of fertilizer producing in India.
The other groups:
In the year of 1974 birth of a business group that pioneered several core sector enterprises in
the coming decades. Starting with manufacturing steel, Nagarjuna Steels Limited was launched.
1985: With focus on agriculture input business started plant nutrition business with Nagarjuna
Fertilizers and Chemicals Limited.
1992: Forayed into the Crop Protection Business with investments in Pesticide Formulations
manufacturing followed by Technical Grade Manufacturing in the year 1994.
1994: Micro irrigation business started to address the irrigation problems of farmers living in
water and energy scarce regions.

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1995: Ventured into Energy sector. Entered into power generation by setting up Nagarjuna
Power Corporation Limited.
1997: Entered into petroleum by setting up Nagarjuna Oil Corporation Limited. Consolidating
its core activities, today the Group’s major operations cover Agric and Energy sectors.
Nagarjuna Fertilizers and Chemicals Limited (Kakinada Plant)
Nagarjuna Fertilizers and Chemicals Limited operates large modern integrated Ammonia-Urea
complex laid out in two streams each with Ammonia and Urea plants. The manufacturing
facilities are located at Kakinada in the East-Coast of India in the state of Andhra Pradesh. Unit-
I, which was commissioned in Aug 1992 comprises a 900 MTPD Ammonia plant and matching
1500 MTPD Urea plant and is fully based on Natural Gas both as feed and fuel. The Ammonia
plant is based on Haldor Topsoe’s steam reformation process and the Urea plant on
Snamprogetti’s Ammonia self-stripping process.
PROCESS DESCRIPTION
AMMONIA PROCESS

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Nagarjuna Fertilizers and Chemicals Limited:
The flagship company of the Nagarjuna Group, Nagarjuna Fertilizers and Chemicals Limited is
a leading manufacturer and supplier of plant nutrients in India. The operation of plant was
commenced in 1985 and today the company’s asset base is around Rs.21 billion. This company
is the distinction of being the single largest private sector investment in southern India.
The companies’ broad portfolio of products and services include:
 Nutrition solutions
 Macro and Micro fertilizers and Farm Management services
 Micro Irrigation solutions
The company also offers expertise for the management of chemical process plants, which
include Specialist Services and Total Project Management.
The operations and offerings have been aligned into three strategic business units:
 Straight Nutrition Business
 Nutrition Solutions Business
 Nagarjuna Management Services
THE BUSINESS
The Nagarjuna and fertilizer and chemical limited is involved in the production and marketing
of wide range of fertilizers. Urea and Nitrogenous fertilizers both are manufactured at Kakinada
plant and marketed through export at Vizag and Kakinada ports. In the vast urea market the
brand Nagarjuna is highly preferred by the farming community. NFCL currently markets about
1.2 million tons of manufactured urea and about 0.6 million ton of imported urea per annum.
With the aim of providing total solutions to the farmers, NFCL has commenced marketing of
fertilizer mixture through domestic sourcing and has further plans to enter into phosphate
potashic segments also.

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The company also marketed a wide range of micronutrients like Zinc Sulphate, DAP etc with
emphasis on quality.
The company associated with Haifa Chemical Limited of Israel and Yara of Norway to bring
world class solutions to its customers.
VALUES
 Deliver solutions that will please our customers.
 Deliver returns that motivate our investors.
 Take actions that strengthen us and inspire the best in others
(by setting an example in relationships, integrity, honesty, humility and hard work)
 Understanding the deep and fundamental needs of People, Customers, Investors and
Ecosystem (Alliances, Community and Environment).
AWARDS AND RECOGNITIONS:
2006- Awarded with 'Best Management' by Labour Department, Government of Andhra
Pradesh.
2006- 'Certificate of Appreciation', for its efforts towards good Corporate Citizenship.
2005- ‘Award for Excellence in Natural Gas Conservation’ in the ‘Fertilizers Sector’ category
from Gas Authority of India Limited (GAIL).
2005- 5Star Rating in O H & S Audit from British Safety Council, UK.
2005- Commendation Award in “Leadership and Excellence Awards in Safety, Health &
Environment (SHE) 2004”, by Confederation of Indian Industry, Southern Region.
THE MANAGEMENTS:

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Sri K.S.Raju, Chairman & managing director:
A Mechanical Engineer, he has been instrumental in propelling the group forward, achieving
newer height of glory. He has successfully led the Group’s foray into several core industrial
sector.
Shri R S Nanda, Director & chief operating officer
A Mechanical Engineer, he was formerly the president and managing director of coromandal
fertilizer limited. He has a rich experience in holding senior positions in various other reputed
companies in his carrier like EDI Parry ltd, The Fertilizer Corporation of India working in
Pharmaceuticals and Agrochemicals sectors with Cyanamid India Ltd and Kanoria Chemical
Ltd.
Shri K Rahul Raju, Joint Managing Director
He is a dynamic professional with foresight and futuristic thinking, he is a member on the Board
of most Group companies. He has been fast propelling the group into several breakthrough
areas, such as , Life Science and Biotechnology. He has been instrumental in setting up the
state-of-the-arts Research Center for carrying out the R & D activities of these new initiatives
with a view to strategically position the group in the global arena.

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The Policies Related to Recruitment and
Selection Process Followed At
NFCL

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Recruitment and selection at NFCL
At NFCL the recruitment and selection policy has been named “Talent Engagement Policy”
and the company will recruit the required human resources through policy.
Talent EngagementPolicy:
The company is having a talent engagement policy which describes the approving authority for
recruitment, selection methods followed by the company. Talent engagement form attached as
Annexure-1.
For all recruitment engagement of talents in the organization, the process shall be initiated
through human potential department (HPD) only. Group HPD is the process owner and shall be
issuing the guidelines on this from time to time.
The recruitment of new associates is based on the vacancies in the approved organization
structure of the company.
For recruitment of any position in the organization, a manpower requisition duly filled in by the
format shown in the annexure-1 has to be sent by the department head. Based on the request, the
HPD will initiate the process.
Positionwise approving authority as per the policy:
Type of positions Approving authorities for recruitment
All replacement positions HOD/ Business Head
All new positions with approved organization
structure
Director and COO
All new positions outside the approved
organization structure
VC and MD
Objectives of the NFCL’s Recruitment and selectionpolicy:

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 To create sound procedure to appoint employees within the stipulations of the approved
policy.
 To recruit, select and place competent and suitably skilled people who will contribute to
the achievement of the NFCL’s strategic and operational requirements.
 To attract talented and motivated people who will achieve and contribute to the NFCL’s
continued business success while enjoying long term carrier success.
 To recruit and select employees, but also to ensure the full utilization and continued
development of human resources.
 To ensure that all recruitment activities are handled according to best practice and
professional guidelines.
 To create positive image of the company.
Cadres, Levels, Grades and designations at NFCL:
The company is divided its human resources into:
 Management Cadre ( top management, senior management, middle management and jr.
Management)
 Commercial / technical cadre.
The top management has been graded as NG 8 and the jr. Management has been graded as NG
1. The commercial and technical staffs have been graded as E 6 to E 1.
The company is having regional and branch offices all over India. Recruitment of its resources
will be done through centralized system .i.e. all the recruitments will be done in its Head Office
only i.e. Hyderabad.
Methods followedby the company for recruiting its human resources:
1. Internal Job Posting
2. Employee referral program
3. Recruitment agency
4. Advertising
5. Relatives of associates

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6. Re-joining of ex-employees
1) Internal job posting:
 Whenever there is a job opening in the organization, it would be posted internally for the
associates to apply.
 The applications will be short-listed based on the competency required for the position.
The process of inviting and screening resumes of external candidates would also be
carried out parallel to it.
 The internal candidates would be screened first for the particular opening, in case no
internal candidate is found suitable for the particular position, the screened resumes of
the external candidates would be used for the recruitment process.
 There is no predefined time limit for which the internal vacancy would be posted; the
duration for which the vacancy would be posted would depend on the nature and
criticality of the job.
 This policy is applicable to all the full time associates of the company who have
completed one year of service in the organization.
2) Employee Referral Program:
This policy is applicable to all full time associates (except the recruitment related associates of
HPD/ P&A department and concerned Head of the Department) of the company at all locations.
The aim of the program is to make the recruiting process more effective and to create a talent
pool of high potential people in the organization and to identify and engage performing people
known to the company associates for their contribution in the industry.
Employee referralprogram process:

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 All the job opportunities with the required job and skill profile will be posted on the
notice boards.
 The associates have to forward the CVs of the referral to the recruitment in-charge in
the HPD department of his perusal.
 Even if there are no opportunities available, associates can send in referrals, which will
be kept in the recruitment database.
 The candidate will be contacted directly if considered appropriate for the position.
HPD/P&A will however not be able to provide the associate a status update, and will
also not be able to share information of the interview details with the refereeing
associate.
Rewardto employees for referring candidates:
If the referral candidate is selected (except in case of trainees), the concerned associate referring
the candidate will be eligible for a reward money equivalent to 5% of the CTC.(excluding PF,
Superannuation &performance pay) of the referral candidate. The amount will be discussed as
mentioned below:
 30% of the reward money will be paid soon after the candidate joins the organization.
In case the candidate leaves the organization before 6 months of his joining, the same
will be removed from the referring associate.
 Balance 70% of the amount will be given after the 1st performance review of the
candidate is over and on candidate getting at least “GOOD” or equivalent rating in the
review.
3) Recruitment agency:

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 The company is having written agreements with some of the agencies for manpower
recruitment.
 Details of the position required, will be intimated to the agency through email/phone by
the HPD.
 Based on the required, the agency will send the suitable profiles to HPD.
 The agency must guarantee the candidate for at least 3 months, if within 3 months the
candidate resigns the agency must provide alternate source with free of cost.
4) Advertising :
Vacancy advertisement will be given in the reputed national news papers, based on the type of
the vacancy. Generally this method will be used only to recruit the senior management cadre.
5) Relatives of associates:
Relatives of associates can work in the organization, the associate needs to declare in case of
referring a relative for a particular job position.
6) Re-joining ofex-employees:
In general the organization does not encourage joining of ex-employees who have voluntarily
left the organization left the organizations to join back. However, in case an associate possesses
exceptional skills and if the organization feels that by joining, the associate would be adding
tremendous value to the organization, the organization may consider the associate for the
required position upon approval of the VC & MD.
SelectionProcessatNFCL

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Step 1:
 The preliminary short-listing of candidates will be made by HPD/ P& A along with
concerned departmental head based on:
 Minimum qualification required
 Experience except (for fresher)
Step 2:
 Once the short-list is completed it will be return to HPD. HPD will inimate all the short-
list candidate by phone or email advising them of their interview date, venue, time etc.
Step 3:
 The company is having a full-fledged “Talent Engagement Form” which should be filled
by all the candidates at the time of interview. This form contains all the details of the
candidate i.e. his/ her family background, qualification, experience details, references,
salary particulars etc.
 The short-listed candidates will go through a selection process consists of all/ one
combination of the following based on the need.
 Written-test
 GD (in case of campus selection)
 Interview
Interview panel will consist of:
 Functional experts from within/outside the organization
 Department/ division head
 Representative from HPD/ P & A
Step 4:

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 After 1st round interview, the interview panel short lists the candidates (if the no. Of
candidates attended are high compare to the available positions) for the final round
interview.
Step 5:
 HPD will conduct the referral verification of the selected candidate by consulting the
references given by the candidate at the time of the interview. If any complaints received
against the candidate during referral verification, that candidate will be ‘deleted’ from teh
selected list. If the candidate found good in referral verification also, offer will be sent to
the candidate.
‘Offer Letters’ will be sent to the selected candidates by HPD. After getting the letter
the candidate has to confirm his joining and accordingly confirmation must be sent to the
HPD.
Step 6 (on the day of joining)
 On the day of joining the candidates will be sent for Medical checkup, based on the cadre
they have selected.
 The candidate must submit the following documents to HPD. HPD will verify these
documents and will be filed in the individual fie of the candidate.
 Acceptance of the offer of the appointment duly signed.
 Original education certificate along with one photocopy set for file copy( the original
certificates will be return immediately to the associates after verification)
 Relieving letter, in original from past employer- if applicable
 Last pay-slip, in original from previous employer , if applicable.
 Copies of service certificates of previous employers, if applicable.
 4 passport size photographs.

34
All associates are required to open a saving bank account with company nominated
bank. Their salary and other re-imbursement would be credited directly to their bank
accounts.
Step 7:
Orientation:
To understand who’s who in the organization, functions of various departments and the work
culture and induction programme will be arrange to the new recruitee. The induction
programme of the new employee will be circulated to all the concerned departments. The main
purpose of this program is to get:
 Knowledge about the organization ( history and present, vision and values)
 Knowledge about his/her job( roles and responsibility)
 Knowledge about relevant people
 Knowledge about policies, systems and practices of the organization.
Step 8:
Commencement of service:
Service of an associate will start from the day he/she reports to the duty in terms of appointment
letter.
Associate who are joined below General Manager level has to be under probationary for 6
months from the date of joining. After successful completion of the probationary period based
on the recommendation of the concerned HOD, associates will be taken in permanent roles.
Fitment of Trainees:
The company recruits various categories of trainees from different educational backgrounds for
predefined training period. The company shall have no obligation to regularize the trainee in
the regular roles of the company after completion of the training period. The performance/
progress of the trainee will be evaluated every 3 months during his/ her training.

35
Other HR policies of the company:
The company is having other HR policies which are formulated for the benefit its associates as
well as the company.
Work life policy: This policy explains the associates working days, time, attendance, dress
code, personnel data, and facilities to the employees at work place.
Working days: All days except 2nd and 4th Saturday, weekly holiday
Working timing:
Types of shifts
General “A”shifts “B”shifts “C”shifts
Corporate
office
Hyderabad
9:00a.m.-
5:30p.m.
- - -
Liaison and
marketing
field office
- - -
Kakinada plant 8:00a.m.-
4:30p.m
6:00a.m.-
2:00p.m
2:00p.m.-
10:00p.m
10:00p.m.-6:00a.m
 Identity cards are necessary for every employee.
 Each day entry in attendance register
 Dress code – Formal dress for corporate employers
 For Kakinada dress codes are-

36
 Men – Rs.150/-per set
 Women – Rs.15/-per blouse
 3 uniforms per year
 3 pair socks and 1 pair shoes
 1 pair gum boots once in four year
 Raincoat once in 3 year
 Badget, caps,belts once in a year
Benefits:
 Employees PF and pension schemes
 Group insurance scheme in lien of EDLT
 Gratuity (for employees who completed 5 years of continuous service)
 Superannuation scheme for management cadres(NG1-NG8)
 Long service awards on founder’s day (28 nov.)
 Housing loan facilities(at 5.5% interest, E0-E3(2 lakh), E4-E6(2.75 lakh))
 Two wheeler loan(for E0-E6- Rs 35000/-) 3 times in his/her service.
 Furniture loan (E0-E6) Rs. 40000/-
 Group saving linked insurance scheme(E0-E6)
 Akshara school Kakinada plant

37
 NEWS club at Kakinada plant
 Festival advance for commercial/technical staff (E0-E6)
 Baggage insurance (NG1-NG8)
 Fidelity guarantee insurance
Health and wellbeing policy:
 Medical checkup every year
 Annual health checkup for family member at Kakinada plant
 Occupational health center at Kakinada plant
 Hospitalization scheme for associates of grades E0-E6
 Extent of reimbursement –self 100%,spouse 80%, dependent 7500/-p.a.
 Medicare scheme for management cadres(NG1-NG8)
 ESI(Employee state insurance)
 Family planning incentives(Rs.1500/-)
 Group personal accident policy(for unfortunate event)
Leaves policy:
Compulsory paid holidays-9 Days
Types of leaves Days
Casual leaves 7 days
Sick leaves 11 days

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Annual leaves 21 days
Birthday leaves ½ days
Maternity leaves 12 weeks(only for 2 children)
Paternity leaves 3 days(only for 2 children)
Family planning leaves 6 Days
 Sick leave bank to avoid “ loss of pay “
Travel policy:
This explains the procedure and guidelines to the employees while travelling on business
purpose.
General travel rules and procedures stated.
Travel program plan (visiting plan, date, time) should be clear.
Instruction have to be sent to the administration department for approval
Copy of approval travel plan has to be sent to the finance department
Accommodation by administration department
Travel claim: All bills enclosed with travel plan, all expense mentioned in that enclosures,
and send to respective department for further process.
Travel rules for sales field staff:
Regular tour for sales- all expenses incurred will be recovered.
Marketing operation divided into two slabs-slab1 and slab2 according to state wise
Transferand deputation:
All transfer of associates in the organization.
Transfer Intradepartmental transfer
Interdepartmental transfer
From one location to other
Between group of companies

39
Process:
 Transfer request by associates
 To fill Transfer form
 Relocation expenses
Deputation: Transfer from one department to another department.
Learning and development:
Associate potential development: Building individual competition i.e. knowledge, skill,
behavior/ability.
ADP is a 4 step process; it gives step by step directions
NEED GENERATION
 Competency gap analysis
 Business requirements
DESIGN
 Need analysis & APD plan
 Faculty and program
identification
 Content development
DELIVERY
EVALUTION
 Internal program
 External program/seminars/long
term courses
 E-learning
 Post program
 Pre and Post program
 On the job
 Return on investment

40
Separation
Resignation is a voluntary separation initiated by associate if he/she is desirous leaving the
service of the organization. All associates are required to give a notice in writing if they wish to
discontinue their employment relationship with the organization. Process, notice period cadre
wise, retirement, termination, death benevolent assistance, final settlement.
Retirement – 58 years
Post facilities after retirement are- hospitalization scheme, pension etc
Death benevolent assistance – funeral expense i.e. Rs. 3500/-
Discrimination and harassment policy: Through grievance resolution committee
Technology used: Applicability to information Technology infrastructure available at work
location.
 Ease of work
 Optimization of performance
 Ease of maintenance

41
Chapter – 3
RESEARCH METHODOLOGY
Introduction
The research was done in order to understand the Recruitment and Selection Process followed at
NFCL and the perception of the employees from all the cadres regarding it. To know how an
organization performs in terms of productivity and this should be directly proportional to quality
and quantity of its human resource. In order to get the right kind of people in right place in the
right time the organization should have the specific and clear personnel, policies and
recruitment methods which are essential for the growth of the organization. Hence it was
necessary to conduct a research on the process.
Sample Size

42
The sample undertaken to conduct research study consist of fifty people which is approximately
one tenth of the total strength working in the organization. The sample covered the employees
from all the cadres, encompassing the senior most officers to the workers. The sample was
collected from all the departments of the organization.
Tools and Methods of Data Collection
The primary method of data collection was the questionnaire method which was circulated to
the sample undertaken and the information was collected with its help. Also a general discussion
with the employees helped to gain information regarding the study. The secondary source used
to collect data was the company’s policy manual which contains the policy related to the topic.
Limitations of the Study: Although attempt was made to gather all relevant information in
connection to the study there were many shortcomings and difficulties, which could not
overcome.
 The research sample was limited to one tenth of the total employees hence the
information gathered could be limited.
 The conclusions are derived from the response of the employees which are expected to be
unbiased.
RECRUITMENT
Recruitment is an important part of an organization’s human resource planning and their
competitive strength. Competent human resources at the right positions in the organization are a
vital resource and can be a core competency or a strategic advantage for it. Recruiting the top
talent for a job takes time and attracting the quality candidates who have the knowledge and
skills needed to help the company’s growth.
Recruitment and selection are two of the most important functions of personnel management.
Recruitment precedes selection and helps in selecting a right candidate. ‘Right person for the
right job’ is the basic principle in recruitment and selection. Every organization should give
attention to the selection of its manpower, especially its managers. The operative manpower is
equally important and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities smoothly and

43
efficiently and for this recruitment and selection of suitable candidates is essential. Human
resource management in an organization will not be possible if unsuitable persons are selected
and employment in a business unit.
Meaning of recruitment
“It is the process of finding and attracting capable applicants for the employment. The process
begins when new recruits are sought and ends when their applicants are submitted. The result is
a pool of applicants from which new employees are selected”. In this, the available vacancies
are given wide publicity and suitable candidates are encouraged to submit applications so as to
have a pool of eligible candidates for scientific selection.
Recruitment refers to the process of attracting, screening, and selecting qualified people for a
job at an organization or firm.
Recruitment process involves a systematic procedure from sourcing the candidates to arranging
and conducting the interviews and requires many resources and time.
A generalrecruitment process is as follows:
1) Identifying the vacancy:
The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:
 Posts to be filled
 Number of persons
 Duties to be performed
 Qualifications required
2) Preparing the job description and person specification.

44
cruitment is a continuous proc
cause of:
a) Staff departures (e.g. retiremen
Re
be
1. Identify vacancy
2. Prepare job description and
person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and
decision making
ess
ts,
3) Locating and developing the sources of required number and type of employees (Advertising
etc).
4) Short-listing and identifying the prospective employee with required characteristics.
5) Arranging the interviews with the selected candidates.
6) Conducting the interview and decision making
resignation )
b) Changes in business requirements (e.g. new products, markets, expended
operations)
c) Changes in business location (are relocation often triggers the need for substantial
recruitment)
d) Promotions
e) Transfers
Objectives of the recruitment process
 To obtain the number and quality of employees that can be selected in order to
help the organization to achieve its goals and objectives.
 It helps to create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool.

45
 To induct the outsiders with new perspectives to lead the company.
 To recruit people whose skill fit the company values?
 To search for talent globally not just within the company.
 To device methodology for assessing psychological traits.
 To anticipate and find people for positions that does not exist yet.
Factors affecting Recruitment:
 The size of the organization.
 The employment conditions in the community where the organization is located.
 The effects of past recruiting efforts which show the organization’s ability to
locate and retain the good performing people.
 Working conditions, salary and benefit packages offered by the organization.
 Rate of growth of the organization.
 The future expansion and production programs.
 Cultural, economic and legal factors.
However these factors may be divided specifically as:
 Internal factors
 External factors
Internal Factors:
 Recruitment policy of the organization

46
 Human resource planning strategy of the company
 Size of the organization and number of people employed
 Cost involved in recruiting employees
 Growth and expansion plans of the organization
 Company pay package
 Career planning and growth
 Quality of work life
 Role of trade union
External Factors:
 Supply and demand of specific skills in the labor market.
 Political and legal factors like reservations of jobs for specific sections of society etc
 The job seekers image perception of the company.
 Information system like employment exchange/ tele recruitment like internet.
 Labor market conditions.
Recruitment checklist:
 Before going to actual recruitment a checklist to be made which helps the recruiter till the
end of the process.
 Whether the vacancy has been agreed by the responsible manager
 Availability of the job description

47
 What are the conditions of employment for the vacant position
 Whether the candidate specification been prepared
 Whether the notice of vacancy been submitted earlier
 Whether the job advertisement been agreed
 What arrangement have been made for drawing a shortlist of candidates
 Whether the interview arrangement have been made
 Whether offers letters been agreed and dispatched
 Whether rejection letters sent to the unsuccessful candidates
 Whether confirmation letter received from the selected candidate to whom offer letter
has been sent.
Recruitment policy:
In today’s rapidly changing business environment, a well defined recruitment policy is
necessary for organizations to respond to its human resource requirements in time. Therefore, it
is important to have a clear and concise recruitment policy in place, which can be executed
effectively to recruit the best talent pool for the selection of the right candidate at the right place
quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A
clear and concise recruitment policy helps ensure a sound recruitment process.
Most of the companies are having personnel policies for the organization. Recruitment policy is
a part of the perssonel policy. But before making the recruitment policy the organization must
consider the government policies, personnel policies of other organization, social responsibility
of the organization etc.
Sources ofrecruitment:

48
INTERNAL SOURCES: The most common internal sources of internal recruitment are
1. Personal recommendations
2. Notice boards
3. Newsletters
4. Memoranda
1) Personal References
The existing employees will probably know their friends or relatives or colleagues who
could successfully fill the vacancy. Approaching them may be highly efficient method of
recruitment but will almost certainly offend other workers who would have wished to have
been considered for the job. To keep employees satisfied make sure that potentially suitable
employees are informed of the vacancy so that they can apply. Also anyone else who is
likely to be interested is told about it as well so that they can apply for the job.
2) Notice Boards
This is the convenient and simple method of passing on important messages to the existing
staff. A job advertisement pinned to a notice board will probably be seen and read by a
sufficient number of appropriate employees at little or no cost. However many of the staff
will probably not learn of the vacancy in this way either because the notice board poorly
located or is full of out dated notices that they don’t bother to look at it, as they assume there
is nothing new to find out. A notice board must be ensured that it is well sited. Wherever it
is been placed it should be certain that it is seen by every one. It means there must be equal
opportunity to see to it and this happens when they know that just important topical notices
are on display. Attention must be paid to the design and contents of the notice if it is to catch
the eye and make the employee read on and then want to apply for the job.
3) Newsletters
Many companies regularly produce in-house newsletters, magazines or journals for their
staff to read. It is hoped that latest company news sheet is read avidly by all staff thus

49
ensuring that everyone is aware of the job opportunity advertised in it. Unfortunately this is
not always so, because it is sometimes not circulated widely enough and employees may
find it boring and choose not to read it. Newsletter can be utilized as the source of
recruitment if it is convinced that everybody will see a copy.
4) Memoranda
Possibly the best way of circulating news of the job vacancy is to send memoranda to
department managers to read out to the teams or to write all employees perhaps enclosing
memoranda in wage packets if appropriate. However it can be a time consuming process to
contact staff individually, especially if there is a large work force. It should also be kept in
mind as to in which way the memorandum is phrased out so that the job appeals to likely
applicants.
EXTERNAL SOURCES
There are many sources to choose from if you are seeking to recruit from outside the company.
1. Word of mouth
2. Notices
3. Job centers
4. Private agencies and consultants
5. Education institutions
6. The press
7. Radio
8. Television
1) Word of Mouth
Existing employees may have friends and relatives who would like to apply for he job.
Recruiting in this way appears to be simple, inexpensive and convenient. Never use word of
mouth as a sole or initial source of recruitment if the work force is wholly or

50
predominantly of one sex or racial group. Also employing friends and relatives of present
employees may be imprudent because it is not certain that they are as competent as the
current staff.
2) Notices
Displaying notices in and around business premises is a simple and often overlooked method
of advertising a job vacancy. They should be seen by a large number of passerby, some
actively looking for work. It can also be inexpensive with a notice varying from a carefully
hand written post card up to a professionally produced poster. Pay attention to the
appearance and contents of the notice if it is intended that it is applied by the right people.
3) Job Centers
Most large towns have a job center which offers employers a free recruitment service, trying
to match their vacancies to job seekers. Staff will note information about a post and the
types of person sought and then advertise the vacancy o notice boards within their premises.
Job center employees can further help if requested to do so by issuing and assessing
application forms and thus weeding out those applicants who are obviously unsuitable for
the position. Short listed candidates are then sent out for the employer to interview on his
business premises.
4) Private Agencies and Consultants
There are various types of private organization that can help to find the right person for a
particular job. Employment agencies exist in many town and cities. Some handle all general
vacancies from junior unto supervisory level while others specialize in various occupations
such as accountancy, clerical or computer personnel and marketing or sales. Since they
maintain a register of job seekers, they initially attempt to find applicants from this list. A
short list will be drawn up by reading through applications and conducting interviews on
client organization’s behalf. Although fees vary, it is expected to pay around 10 to 15% of
the annual salary offered if a suitable person is found for the job. This will be partly

51
refundable if he leaves within a certain period of time. For temporary staff, it is normally
charged on hourly, daily or weekly rate by the agency. They will then pay the employee.
Recruitment agencies are similar to employment agencies in the services that they offer. The
main difference is that recruitment agencies tend to operate at a higher level, concentrating
on technical, managerial and executive appointment. Accordingly, increased time, effort and
expertise are needed to compile a quality short list. This will be reflected in the fees charged,
often between 18 and 22% of the annual salary of the staff recruited. Again a proportion of
this may be refundable if the employees proves to be unsatisfactory and subsequently
departs.
Search consultants, also known as Headhunters, specialize in finding candidates for senior
positions. They normally head hunt people currently at work in similar posts, possibly at
rival companies. Discrete approaches, by telephone, are made direct to the persons involved.
Such a process is time consuming and requires considerable tact and diplomacy if it is to be
successful. Charges may be in excess of 30% of the annual salary. Before opting for this
source attention must be paid about those agencies who brashly promise to give a lengthy
list of candidates very quickly. It may sound impressive but suggests that they are simply
pulling names from a register perhaps of dubious quality and are not actively searching for
and screening applicants properly. A good shortlist will take time to compile. It must be
ensured that the agency with which the organizations contracting must follow a good refund
system in case the new recruit resigns or needs to be dismissed shortly after joining. Also a
free replacement warranty up to six months must be provided by the recruiting agency.
When employing an agency or consultant, make sure that they know exactly what they are
expected to do. A clear job description and employee specification, must be provided so that
they could screen by referring to the employee specification and so on. Full up to date
information about the job and person required. Supply all details and all instructions in
writing to avoid subsequent misunderstandings and disagreements.
The recruiting agency or consultant must be in touch with the client company throughout
the recruitment process to ensure that the agency is following the instructions and doing its
job well. Also it must be ensured that they are maintaining equality of opportunity and

52
avoiding unlawful discrimination against applicants of a particular sex, marital status or any
racial group. All applicants should be judged solely on their ability to do the job.
5) EducationalInstitutions Or Campus Recruitment
Those companies which require a steady intake of young person’s for new Youth Training
to trainee management positions ought establish and maintain close contact with colleges
and universities. The advantage of campus recruitment is, it is known that who the audience
to be addressed are. Promotional literature in the form of posters, broachers, catalogues;
press releases and so on can be issued to the audience so that the company’s name remains
prominent and their student’s minds all the time.
6) The Press
Advertising for the new staff through the press has proved successful for many companies.
Choose between local newspapers, national newspapers and the magazines. All will put in
touch with different audience. Local newspapers, read by a large cross-section of the
immediate population, may be most suitable if there is sufficient talent in the area.
National newspapers, with their mass circulations and differing attitudes to news coverage
appealing to various tastes, could be better when looking out to fill the senior position.
Trade Magazines often under estimated as useful source of recruitment might be worth
considering if looking out to recruit someone for a specialized job which possibly requires
previous experience of the particular industry.
Naturally there are some drawbacks to newspaper advertising. It is expensive in relation to
other, often equally good source such as job and careers centers, which advertise free. Other
drawbacks of newspaper advertising include a high level of wastage (the vast majority of
readers will not be job hunting) and a short life span. The daily or evening newspaper is
invariably discarded at the end of the day. A short series of advertisement incurring extra

53
expenses may sometimes be required and multiplying one advert by three or four starts to
make this source prohibitively costly. Trade magazines could be a better way of recruiting
staff depending upon the circumstances. Most will include employment advertisements
within a classified section which will be read by a small but select and interested number of
people. There some disadvantages, however the financial outlay is still considerable. If the
magazine is published bi-monthly or quarterly, may have to wait sometime before the
advertisement is seen. It may be intended to fill the vacancy as soon as possible.
7) Radio
Many radio stations broadcast special job finders advertisements throughout the day for
companies looking for new recruits. Advertising through the radio has got many advantages
as it will be transmitted to over a wide geographical area to potentially large audience.
Variety of age groups listens thus making it a suitable medium for different types and levels
of jobs. Advertisements can be broadcast very quickly sometimes within hours. Nevertheless
there are some disadvantages that must be considered carefully. As few have tune in to hear
advertisements and their thoughts invariably wander when they are on, or they may start
station hopping to find more music. The radio is also transient medium. An advertisement
lasts for perhaps 30 seconds, which is a very short period in which to put across all the
important points, and is then finished. It is usually difficult to remember (What was the
company’s name? what was its phone number?) most listeners will not have a pen and pad
handy to make notes.
8) Television
You can advertise on a regional or national basis. Recruiting staff through the Television is
still widely regarded as a new and innovative approach. Companies which use this medium
may therefore be seen as go-ahead and dynamic. Thus, this medium may not be an
immediate choice if there is only just one vacancy to be filled, although shorter and
expensive one month contracts could be negotiable and worth considering.

54
SELECTION
The selection procedure is concerned with securing relevant information about the applicant.
This information is secured in number of steps. The objective of selection process is to
determine whether an applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job.
The hiring procedure is not a single act but it is essentially a series of methods by which
additional information is secured about the applicant. At each stage facts, which came to light,
make the acceptance or rejections of the candidate clear. Some selection processes are quite
easy and some with many hurdles this increases with the level and responsibility of the positions
to be filled.
Essentials ofSelectionProcedure
The selection process can be successful if the following requirements are satisfied:
1. Someone should have the authority to select. This authority comes from the
employment requisition as developed by an analysis of the work-load and work force.
2. There must be some standard of personnel with which a prospective employee may be
compared i.e., a comprehensive job description and job specification should be
available beforehand.
3. There must be sufficient number of applicants from whom the required number of
employees may be selected.

55
Selection
PROCESS OF SELECTION
Preliminary screening interview
Completion of application or form if not done previously
Employment tests
Comprehensive interview
Back ground investigation

56
Final employment decision
Preliminary Interview or Screening
The initial screening is usually conducted by a special interviewer a high caliber receptionist in
the employment office. These interviews are short and are known as stand-up interviews. The
main objective of such interviews is to screen out undesirable/unqualified candidates at very
outset. Such interviews conducted by someone who inspires confidence, who genuinely
interested in people, and whose judgment in the “sizing up” of the applicant is fairly reliable.
Basic criteria that must be met for an application to be eligible for consideration. If these criteria
are not met, there is no obligation on the employer to consider such applications. The screening
process therefore seeks to identify those applications that meet the basic entry-level
requirements applications that are therefore incomplete or do not meet the basic appointment
criteria are considered unsuccessful applications. In order to be fair and objective in the
screening of candidates, it is essential that a fixed set of valid criteria be applied in terms of each
and every candidate that applies for a position.
Certain conditions should be met in relation to the format and content of -
a) Application forms
b) Curricula Vitae (CV’s) and
c) All other relevant documentation.
What is the purpose of short-listing?
After having completed the screening process and eliminated those applicants that do not meet
the basic requirements, the next objective should be to identify a manageable size (pool) of
applicants (a short-list) who are best suited to fill the position successfully and from whose

57
ranks the most suitable candidate(s) is/are to be selected. It is about identifying a manageable
pool of best suited candidates for a specific position, in the interest of the State, taking into
account Affirmative Action and Employment Equity objectives.
May short-listing be used to reduce a vast number of applications to a manageable size. As
stated, the primary objective of the short-listing process is to reduce the number of qualifying
applicants to a manageable size for purposes of selecting the most suitable candidate. A further
objective with short-listing is to rank candidates, and to determine a cut-off point below which
candidates will not be interviewed. The criteria utilized for short-listing purposes should
therefore be in sufficient detail to allow for this and should be applied consistently.
Application Form
Application form is also known as application blank. The technique of application blank is
traditional and widely accepted for securing information from the prospective candidates. It can
also be used as a device to screen the candidate at the preliminary level. Many companies
formulate their own style of application forms depending upon the requirement of information
based on the size of the company, nature of business activities, type and level of job etc. they
also formulate different application forms for different jobs, at different levels, so as to solicit
the required information for each job. But few companies in our companies in our country do
not have prescribed application forms.
PsychologicalTesting
Test is defined as a systematic procedure for sampling human behavior
Tests are used in business for three primary purposes.
1) For the selection and placement of new employees
2) For appraising employees for promotion potentials and
3) For counseling employees if properly used psychological tests can be of paramount
importance for each of these purposes.

58
Classificationof Tests onthe Basis Of Human Behavior
A. Aptitude or potential ability test
Such tests are widely used to measure the latent ability of a candidate to learn new jobs
or skills. They will enable us to know whether a candidate if selected, would be suitable
for a job, which may be clerical or mechanical. These tests may take one of the
following forms.
a) Mental or Intelligence Test - measures and enables to know whether he or she has mental
capacity to deal with new problems.
b) Mechanical Aptitude Test - measures the capacity of a person to learn a particular type of
mechanical wok. This could help in knowing a person’s capability for spatial
visualization, perceptual speed manual dexterity, visual motor coordination or
integration, visual insights etc.
c) Psychometric tests – these tests measures a person’s ability to do a specific job
B. Achievement test
Also known as proficiency tests they measure the skill, knowledge which is acquired as
a result of a training program and on the job experience they determine the admission
feasibility of a candidate and measure what he/she is capable of doing.
a) Tests for measuring job knowledge – this type of test may be oral or written. These tests
are administered to determine proficiency in shorthand and in operating calculators
adding machines dictating and transcribing machines and simple mechanical equipment.
b) Work sample tests – demand the administration of the actual job as a test. A typing test
provides the material to be typed and notes the time taken and mistakes committed.
C. Personalitytests
These tests aim at measuring those basic make up or characteristics of an individual
which are non-intellectual in their nature. In other words they probe deeply to discover

59
clues to an individual’s value system, his emotional reactions and maturity and
motivation interest his ability to adjust himself to the illness of the everyday life and his
capacity for interpersonal relations and self image.
a) Objective tests – it measures neurotic tendencies self-sufficiency dominance submission
and self-confidence. These are scored objectively. They are paper and pencil tests or
personality inventors.
b) Projective tests – it is a test in which a candidate is asked to project his own
interpretation into certain standard stimulus situation. The way in which he/she responds
to these stimuli depends on his own values, motives and personality.
c) Situation tests – these tests measures an applicant’s reaction when he is placed in a
peculiar situation his ability to undergo stress and his demonstration of ingenuinity under
pressure. Such tests usually relate to leaderless group situations, in which some problem
is posed to a group and its members are asked to reach some conclusion without the help
of a leader.
d) Interest tests – these tests aim at finding out the types of work in which a candidate is
interested. They are inventories of the likes and dislikes of the people of some occupation
hobbies and recreational activities. They are useful in vocational guidance and are
assessed in the form of answers to a well prepared questionnaire.
Interviews
Interviews are a crucial part of the recruitment process for most organizations. Their purpose is
to give the selector a chance to assess the candidate and to demonstrate their abilities and
personality. It’s also an opportunity for an employer to assess them and to make sure the
organization and position are right for the candidate. An interview is an attempt to secure
maximum amount of information from candidate concerning his suitability for the job under
consideration.
The recruitment process for most organizations follows a common theme: Applications/CVs are
received, either online or by post; and candidates are short-listed and invited for interview. The
interview format can vary considerably and may include an assessment centre and/or tests. The

60
number of interviews also varies. Some companies are satisfied after one interview, whereas
others will want to recall a further shortlist of candidates for more. If successful at the final
interview stage, an official job offer is sent to the candidate. Interview format is determined by
the nature of the organization, but there are various standard formats.
Chronological Interviews -These work chronologically through the candidate’s life to date and
are usually based on the CV or a completed application form.
Competency-Based Interviews -These are structured to reflect the competencies that an
employer is seeking for a particular job (often detailed in the recruitment information). This is
the most common type of interview for graduate positions today.
Technical Interviews - If a candidate has applied for a job or course that requires technical
knowledge (e.g. positions in engineering or IT) it is likely, at some stage in the selection
process, that the candidate will be asked technical questions or have a separate technical
interview to test his/her knowledge. Questions may focus on the final year project and his/her
choice of approach to it or on real/hypothetical technical problems. It seen that the candidate
proves himself/herself but also they admit to what they don’t know.
Kinds of Interviews:
1. One to one interview: in this type of interview one selector interviews one candidate
alone.
2. Informal interview: in this type there are discussions between the candidate and two or
more interviewers.
3. Panel of interviews: in these pre planned standard questions ranging overall aspects of
the job are asked. They focus directly on elements of person specification.
4. Direct planned interview: this interview is straight forward, face to face, question and
answer situation intended to measure the candidate’s knowledge and background.
5. Indirect and direct interview: in this type of interview the interviewer refrains from
asking direct and specific questions but creates an atmosphere in which the interviewee
feels free to talk and go into any subject he considers important. The object of the
interview is to determine what individual himself considers of immediate concern, what
he thinks about these problems, and how he conceives of his job and his organization.

61
6. Patterned interview: in this interview a series of questions which illuminates validated
against the record of employees who have succeeded or failed on the job.
7. Stress interview: in this interview the interviewer deliberately creates stress to see how
an applicant operates in stress situation. To induce stress, the interviewer responds to the
applicant’s answers with anger, silence and criticism. This interview aims attesting the
candidate’s job behavior and level of withstanding during the period of stress and strain.
8. Depth interview: in this type of interview, the candidate would be examined extensively
in core areas of knowledge and skills of the job.
BackgroundChecks and Enquiries
Offers of appointment are subject to references and security checks. The references given in the
candidate’s application will be taken up and a security check will be conducted. Security
checks can take a while if the candidate has lived abroad for any period of time.
Final SelectionDecision
Those individuals who perform successfully on the employment tests and the interviews, and
are not eliminated by development of negative information on either the background
investigation or physical examination are now considered to be eligible to receive an offer of
employment. Who makes that employment offer? For administrative purposes the personnel
department should make the offer. But their role should be only administrative. The actual
hiring decision should be made by the manager in the department that had the position open.

63
DATA ANALYSIS
Observationmade during the study and analysis of the company policy
 The company is having all over India branches/area offices. Initial interviews will be
conducted at the area office by the concerned area manager. As the HR Department is
located in the corporate office so all the final interviews & selection will be done at its
corporate office i.e. in Hyderabad.
 Sometimes screening will be done by telephonic interview which is conducted by the HR
department in corporate office.
 The candidate will be filtered based on merit and experience.
 The company is recruiting its manpower through consultancy also. The consultancy will
be selected based on the process used by them before sending the candidate to the
company.
 The company is tie up with job portal – Naukari.com also. This is helpful for the process
of recruitment in collection of resumes.
 The candidate will be selected based on the communication and their presentation at the
time of interview. Subject knowledge is also essential based on type of the vacancy.
 The time lag between recruitment and placing will be done within one month.
 The company will pay the applicants expenses for attending the interview, based on the
grade.
 Rejected candidates will be intimated and their profile will be kept in data bank for a
period of 6 month.

64
1) The recruitment and selection process of company meets the current legal requirements.
Strongly Agree
Agree
no opinion
disagree
strongly disagree
In
etation:
Near
20% of
terpr
about
the
respondents are strongly agree with the statement that recruitment and selection process of
company meets the current legal requirements, and 60% are agree only so, total 80% of the
respondent are in favor that the process of recruitment & selection meets the current legal
requirement.
Observation:
14
%
4
%
4
%
20
%
59
%
Response Pattern Remark Percentage
Strongly Agree 10 19%
Agree 30 59%
no opinion 7 14%
disagree 2 4%
strongly disagree 2 4%

65
The process of recruitment & selection which is followed by the company is helpful to meet the
company’s manpower requirement.
2) Recruitment & Selection Policy of company is clearly stated.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Agree 30 59%
no opinion 5 10%
disagree 2 4%
Interpretation:
The question was raised to know that employees are aware about the company’s recruitment &
selection policy or not. Near about 85% are agreed that the recruitment & selection policy is
clearly stated and only 8% are disagree.
10
%
4
%
2
%
25
%
59
%

66
Observation:
So the recruitment & selection policy of company is clearly stated but it requires little bit
change. But the company policy should be updated time to time.
3) Internal source is better for company
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Agree 19 37%
no opinion 11 22%
disagree 2 4%
Interpretation:
As per the respondent response near about 70% are agree with the statement that internal source
is better for company, 22% having no response and 6% are disagree with the statement.
Observation:
22
%
4
%
2
% 35
%
37
%

67
After analysis it is better to get the manpower by internal source as they are aware about that
candidate skill and behavior but sometimes company will not get right candidate.
4) External source is better for company.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Strongly Agree 2 4%
Agree 15 30%
no opinion 4 8%
disagree 20 40%
Interpretation:
Near about 55% are disagree with the statement that external source is better for company’s
recruitment process and about 34% are in favor of this statement.
Observation:
18
%
4
%
30
%
40
%
8
%

68
From this question respondent are satisfied with the internal source but some are not satisfied
and they preferred external source.
5) I feel scarcity of manpower at my working place.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Agree 5 10%
no opinion 13 25%
disagree 22 43%
Interpretation:
Near about 60% are disagree with this statement, means they are not feeling scarcity of
manpower and Only 20% are agree with this statement.
Observation:
12
%
10
%
10
%
43
%
25
%

69
This shows that HR department fulfills all the requirements of human resource in the
organization as soon as required. But as some are disagree with this statement means the
recruitment process needs change.
6) I feel that the right job is being performed by the deserved person at my working
environment.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Agree 22 43%
no opinion 9 18%
disagree 7 14%
Interpretation:
It is very important for any organization to recruit skilled manpower, to achieve its business
target. The question was raised to know the opinion that right job is performed by right person.
So 60 % are agree and near about 20% are disagree.
Observation:
14
%
8
%
18
%
18
%
43
%

70
This shows company is recruiting right candidate for right job but some respondent are disagree
so selection process need improvement and proper verification of recruitee.
7) The employee’s competency matches with the job specification.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Strongly Agree 1 2%
Agree 20 39%
no opinion 21 41%
disagree 5 10%
Interpretation:
Nearly 45% are agree with this statement and 20% are disagree but surprisingly 40% gave no
opinion this means they are not aware about other competencies,
Observation:
This interpret ate that company’s recruitment process is helpful in getting right candidate for
right job but as per of the some respondent dissatisfaction the recruitment should be more filter.
10
%
8
%
2
%
39
%
41
%

71
8) To what extent you are satisfied with the external source (job portals) for recruitment
process.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Response Pattern Remark percentage
Strongly Agree 3 7%
Agree 4 9%
no opinion 22 49%
disagree 15 33%
Interpretation:
some respondent are satisfied with the external source of recruitment ,It is observed that most of
the candidates are recruited through “Reference” or other internal source and about 50% have
no opinion the external sources like job portals, consultancies.
2% 7%
9
%
33
%
49
%

72
9) To what extent you are satisfied with the employee’s reference for recruitment process.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Response pattern Remark percentage
Agree 20 40%
no opinion 2 4%
disagree 11 22%
Interpretation:
60% of respondent are in favor of the statement that they are satisfied with the employee’s
referral, this helps in getting known candidates as company knows the skill and behavior of the
recruitee. But near about 35% are disagree with the statement so, recruitment process need good
external sources for recruitment process.
14
%
20
%
22
%
4
%
40
%

73
10) To what extent the selection procedure followed for your recruitment is suitable to your
job.
Strongly Agree
Agree
no opinion
disagree
strongly
disagree
Response pattern Remark percentage
Agree 20 40%
no opinion 2 4%
disagree 10 20%
Interpretation:
Near about 70% of the candidates are satisfied with the selection procedure and this shows right
person is in right job but near about 30 % are not satisfied so this shows that selection process
also needs some changes.
8
%
28
%
20
%
4
%
40
%

76
FINDINGS AND INTERPRETATION
After a thorough study and discussion on the companies recruitment & selection policy, to know
its effectiveness in the organization a self designed questionnaire has been prepared to gather
the views of employees.
The questionnaire contains 10 questions related to recruitment & selection topic. The
questionnaire has been distributed to 50 employees from various departments (HPD, Marketing,
Legal (SCM), PNS, and Finance & Logistic) and asked them to answer the questions by
selection the given choices.
The responses of all the questions were summed up from all the answered questionnaires. These
summed up responses were calculated to derive the percentages to make the interpretation more
meaningful, being represented in the form of pie chart.
These are the findings:
1. The process of recruitment & selection which is followed by the company is helpful to
meet the company’s manpower requirement to some extent.
2. The recruitment & selection policy of company is clearly stated but no updation
according to the company’s objective.
3. Company is highly dependent on employee’s referral for higher position and for lower
posts company prefers job portals and outsourcing.
4. Company is recruiting right candidate for right job but some respondent are disagree so
selection process needs improvement and proper verification of recruitee.
5. Candidates are not timely informed for their selection and also for their rejection.
6. Too much time taken by the HPD in recruiting some important urgent posts.
7. Some respondent are satisfied with the external source of recruitment ,It is observed that
most of the candidates are recruited through “Reference” or other internal source and
about 50% have no opinion the external sources like job portals, consultancies.
8. After analysis it is better to get the manpower by internal source as they are aware about
that candidate skill and behavior but sometimes company will not get right candidate.

78
SUGGESTIONS
After concluding the study of the companies recruitment policy, interaction with some of the
recruitment manager, company associates and based on the responses received from the
associates the following suggests are made to the company for further improvement of the
policy.
1. The organization should not majorly Clear job description is given to the candidates at
the time of interview itself, to avoid disappointment after joining.
2. The candidate should be informed in time whether they have been selected or not. There
should not be any delay in informing the candidate.
3. There should be reliability on external sources.
4. Recruitment feedback should be taken by the candidates to improve the recruitment
process.
5. The employees should be called for the interview only after checking their educational
qualifications and job experience in a proper way so as to save the time and cost involved
in the recruitment process.
6. Depend on the application bank as the major source for the details of the candidate for
recruitment purpose. It should also consider other sources which could provide them
better options.
7. Follow up to be done to the newly engaged employees to ensure that they have settled in
and to check on how well they are doing. If they have any problems it is better to identify
them at an early stage rather than allowing them to fester.
8. Internal job posting to be preferred to reduce cost of recruitment.
9. Organization should use social networking sites for creating pool of good candidates.

80
Bibliography
 H. John Bernardin “ Human Resource Management”, Fourth Edition, Mc Graw
Hill,2000.
 Angelo S Denisi , “Human Resource Management” ,Second Edition, Biztantra, 2005.
 GaryDessler, “Human Resource Management” Tenth Edition, Pearson Education,
2007,pg. no.423-530.
 C.R. Kothari, “Research Methodology Methods and Techniques”, Second Edition, New
Age International Publishers, 2004.
 Information from Company Policy Manual
 Abhishek Agarwal - EzineArticles.com Expert Author
 Recruitment and Selection by Duncan Brodie- EzineArticles.com Expert Author.
Websites:
 www.shrm.com
 www.citrhr.com
 www.agi-glaspac.com
 www.management.org
 http://www.ssa.vic.gov.au

82
Questionnaires for associates:
I am student of SIVA SIVANI INSTITUTE OF MANAGEMENT,
SECUENDRABAD, and I am doing project on RECRUITMENT AND
SELECTION in the field of Human Resource Department. I would be grateful if
you could spare few minutes and answer the questions below. The answer will be
kept confidential and used for academic purposeonly.
QUESTIONNAIRE
[Kindly tick ( √ ) the options you think are right ]
1) The recruitment and selection process ofcompany meets the current legal
requirements?
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree
2) Recruitment & Selection Policy of company is clearly stated.
3) Internal sourceis better for company.
4) External sourceis better for company.
5) I feel scarcity of manpower at my working place.
6) I feel that the right job is being performed by the deserved personat my
working environment.
7) The employee’s competency matches with the job specification.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree

83
8) To what extent you are satisfied with the external source(job portals) for
recruitment process.
a) 0% b) 25% c) 50% d) 75% e) 100%
9) To what extent you are satisfied with the employee’s reference for
recruitment process.
a) 0% b) 25% c) 50% d) 75% e) 100%
10) To what extent the selection procedure followed for your recruitment is
suitable to your job.
a) 0% b) 25% c) 50% d) 75% e) 100%
THANK YOU……..
Date: Department:

40092775 project-report-on-recruitment-and-selection-by-preeti-converted

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