The document outlines the objectives and methodology of the study. The objectives are to: 1) study A1 Selectors' recruitment and selection process; 2) identify areas for improvement; and 3) analyze client satisfaction. The methodology includes exploratory and descriptive research using a structured questionnaire distributed to 50 A1 Selectors employees and clients through random sampling. The study aims to evaluate A1 Selectors' recruitment practices and provide recommendations.

1. Chapter-1
(OBJECTIVES OF THE STUDY)
1

2. Chapter : 1
OBJECTIVES OF THE STUDY
The Objective of my study is to study and analyze the RECRUITMENT AND
SELECTION PROCESS followed at A1 SELECTORS.

To study the various sources of Recruitment followed by A1 Selectors.

To study the different techniques of Headhunting followed in A1 Selectors.
 To identify the probable area of improvement to make Recruitment and Selection
Procedures more effective.
 To analyze the satisfaction level of clients/companies for which A1 Selectors does the
Recruitment & Selection.
2

3. Chapter-2
(INTRODUCTION TO THE
TOPIC)
3

4. Chapter : 2
INTRODUCTION
RECRUITMENT & SELECTION
Human Resource is a basic need of any work to be done. The project report is all
about Recruitment and Selection Procedure that is an important part of any
organization.
Recruitment highlights each applicant’s skills, talents and experience. Their selection
involves
developing a l i s t o f q u a l i f i e d c a n d i d a t e s , d e f i n i n g a s e l e c t i o n
s t r a t e g y , identifying qualified candidates, thoroughly evaluating qualified candidates
and selecting the most qualified candidate.
It is said that if right person is appointed at right place, then the half work has been
done. In this project I have tried to cover all the important points that should be kept in
mind while recruitment and selection process and have conducted a research study
through a questionnaire that I got it filled with all the Members of A1 Selectors,
New Delhi and tried to find out which methods and various other information related
to recruitment and selection and try to come to a conclusion at what time mostly the
manpower planning is do not , what the various method used for recruiting the candidates
and on which basis the selections is done. A1 Selectors has a well-articulated equal
opportunity policy, which lays strong emphasis on hiring of individuals irrespective of
age, race, caste or gender. As a best practice in recruitment.
I started my summer internship training as a HR Trainee . My job profile was to
handle RECRUITMENT & SELECTION PREOCEDURE in my project. The HR
Executive Ms. Nidhi Ahuja & Mr. Anand Prakash Gupta, HR Head narrated me the whole
procedure of Recruitment & Selection. My job profile was to generate resumes from the
various job sites such as Naukri.com, Timesjobs.com, Monster.com etc. according to
4

5. the requirements of the company. After generating the resumes from the job sites, the
next step is to shortlist the resume which best suite the requirements of the company..
Now the short-listed candidates have to be given a phone call in order to find out their
interests and schedule them for interview. There are 2 forms of interview that a candidate
can appear for:
1. Personal Interview
2. Telephonic Interview
PERSONAL INTERVIEW
This is regarded to be the BEST FORM of interview. In such form of an interview the
candidate personally appears in front of the interviewer and gives his interview. This is
regarded to be the best form of interview as the interviewee has the best chances of
making his points clear in front of the interviewer.
TELEPHONIC INTERVIEW
Sometimes an interview is taken on the phone. A telephonic conversation is done
between the interviewer and the interviewee where the interviewer calls up the candidate
via phone and conducts the interview.
Job Profile
The Job profiles which are related to IT or NON IT etc.
5

6. Chapter-3
(COMPANY PROFILE)
6

7. Chapter : 3
COMPANY PROFILE
A1 SELECTORS
A1 Selectors is emerging as a leader in the next phase of HR consultancy services,
promoted by young, dynamic and dedicated professionals, A1 Selectors brings you a
comprehensive service for all your Human Resource needs, starting from services like
HR Outsourcing, Placement, and Compensation Benchmarking to Soft Skills Training
and Psychometric Evaluation.
A1 Selectors consciously thrives to reach major milestones by providing its clients
quality services that meet their demands by having a strong and transparent
professional relationship, built on trust and well being.
Our services are unique in that we continuously incorporate the latest research and
developments pertaining to HR management for the benefit of our clients. Thus our
clients gain a competitive edge in the industry. And our ultimate objective is to
position A1 Selectors as the most efficient, flexible and affordable HR consulting
company in the industry.
The race, however, belongs not only to the swift but also to the selective. Creating the
proper fit between a company's HR needs and addressing these needs with appropriate
strategy is critical.
THE PROGRESS
In a short span of time A1 Selectors has grown exponentially and has evolved as an
integrated human resource services company with a commitment to provide people
and people related services and enhance the net-worth of human capital of the
organization. A1 Selectors provide talent management solutions across a number of
verticals and cater to a range of clients from young dynamic companies.
7

8. A1 Selectors has a diverse portfolio of human resource services which delivers a
more balanced revenue stream in a cyclic industry and also makes A1 Selectors
attractive partner for local, regional, national and international corporate.
The increasing scale of its activities and the company’s extensive geographic
coverage A1 Selectors, an attractive partner for large clients offering them a wide
range of staffing services and enhancing flexibility, productivity and quality. Such
services
include
permanent
recruitment,
outsourcing,
training
and payroll
management.
To reach its ambitious objectives A1 Selectors relies on the commitment and talent of
its employees both internal and external because they are the ones who guarantee the
quality and continuity of its services. A1 Selectors offers its employees a stimulating
environment, where the development of skills, creativity and self-responsibility are
the main focus.
As a value and a process driven organization, we place great emphasis on working
with our clients as business partners with the highest standards of professional ethics
and confidentiality.
JOURNEY AHEAD
With a constantly expanding strong clientage, A1 Selectors aims to expand its
national and global network and invest in people, technology, systems and quality to
meet the ever- increasing requirements of its clients.
VISION & MISSION
Vision
To be a leading integrated human resource service provider by creating value for
people through delightful and innovative high-quality services. The foundation of our
business philosophy is to render excellent recruitment services to our clients.
8

9. Mission
1. To continuously exceed our customers' increasing expectations.
2. To provide the best Human Resource Services to our clients, to build up their best
Human Resource.
3. Create a fulfilling workplace for our employees built on trust, mutual respect, and
appreciation of their diversity.
4. Value the role in our communities, as a socially and environmentally committed
organization. Generate economic value through superior growth and profitability.
APPROACH
Plus HRMS, we adopt a systematic and structured approach to meet the HR needs of
our clients, combined with a very effective form of matrix evaluation process. The
result is effective services that are On Plan, On Time, and On Budget. And our
psychometric evaluation processes make sure our candidates and services are the best.
1. High caliber consulting staff
2. Professionally qualified consultants.
3. Strong technical competencies.
4. Recruiters trained functionally to serve organization needs.
SERVICES
1. Payroll Processing Solutions
2. Recruitment Solutions
3. Background Check & Verification
4. Permanent Staffing Solutions
SERVING INDUSTRIES
A1 Selectors is specialized in the following verticals : Agriculture
 Banking & Finance
 Engineering/Heavy Equipments
 Garments/Fast Moving Consumer Goods (FMCG)
9

10.  Information Technology (IT)/Call Centre/Business Process Outsourcing
(BPO)
 Marine/Shipping
 Media/Advertisement/Communication
 Oil & Gas
 Printing/Publishing
 Telecom
 Automobile Industry
 Construction
 Education/Training
 Hospitality
 Law/Consultancy
 Medical/Pharmaceuticals
 Office Administration
 Operation & Maintenance
 Retail
Let A1 Selectors dedicated team of recruiters work together to your advantage. Our
executive search and professional recruiters seek out talented, contract or full-time,
professionals for you with the right skills set, and beyond.
10

11. COMPETITORS OF A1 SELECTORS

Mafoi Management

ABC Consultant

PMS Consulting

TeamLease

Jobline Consultant

Zito India

Bright Consultant

Beacon Resource Solutions

Galaxy India Consultant

Rubiks Cube Consultant
11

12. Chapter-4
(LITERATURE REVIEW)
12

13. Chapter : 4
LITERATURE REVIEW OF RECRUITMENT &
SELECTION
Most employers recognize the fact that their staff is their greatest assets, and the right
recruitment and selection processes are vital or essential or important in ensuring that
the new employee becomes effective in the shortest time. The success of an
organization depends on having the right number of staff, with the right skills and
abilities. Organizations’ may have a dedicated personnel (employed staff)/human
resource function overseeing this process, or they have devolved these responsibilities
to line managers and supervisors. Many people may be involved, and all should be
aware of the principles of good practice. Even it is essential or vital or important to
involve others in the task of recruitment and selection.
Ms. Ambika Verma (2009) in their survey research on the use of technologies in
recruiting, screening, and selection processes for job candidates conducted in A1
Selectors found that most organizations implemented technology based recruitment
and selection tools to improve efficiency, reduce costs, and expand the applicant pool.
The meta-analysis of the research conducted by Chapman, Uggersler, Carroll,
Piasentin and Jones (2005) conducted that timely responses from HR Managers
were linked to greater applicant attraction to a job with an organization.
According to Robins, in his study revealed or disclosed that, “ The ideal recruitment
effort will attract a large number of qualified applicants who will take the job if it is
offered. So, Recruiting is a process of discovering the potential candidates for actual
organizational vacancies”.
Robert (2005), in his study titled, “Strategic HR Review, 2004, states that successful
recruitment and selection can improve organization performance”.
13

14. Bowen, et al (1991), in his study examined that, “Integrated or Combined recruitment
and selection procedure helps recruiters to choose the candidates to fit the
characteristics of an organization culture”.
Beardwell, et al (2003), in his syudy examined that, “Selection is carried out by
organizations as a means of candidates potential and actual performance and the
intake of employees will make the most appropriate contribution to organization-now
and in future”.
Numerous studies that have been conducted/held in the past on recruitment and
selection, have pointed out the discrepancies between literature review on recruitment
and selection and its practice.
One such study commissioned by IPD’s Recruitment Forum (Kilibarda and
Fonda, 1997) identified significant discrepancies between what was recommended in
the literature and what was operating in practice. They highlighted a number of
common failings in the recruitment and selection process in practice, some of which
are listed below :
 No previous links with HR strategy, resourcing strategy and broader business and
organizational goals;
 A lack of job analysis and, therefore, possible inappropriate use of job
descriptions and personal criteria;
 Little use of biodata;
 Use of references for shortlisting;
 Unclear use of structured interview design and application;
 Insufficient or inadequate use of occupational psychologists where psychometric
testing is employed;
 Little verification that training in psycho-metrics conformed to British
Psychological Society standards, and insufficient or inadequate test piloting and
validation;
 Increasing use of invalid prediction methods;
 Lack of widespread monitoring and lack of remedial action in those organizations
14

15. that did monitor recruitment;
 Lack of validation of situation-specific selection procedures.
In conjunction with these findings, Wood (1986), indicates that sophistication in
selection is the exception rather than the norm. Others have argued that the typical
practice has been to treat resourcing in a very ad hoc i.e. temporary and peremptory
fashion or vogue or trend and that in many organizations, recruitment and selection
are apparently or clearly conducted/held in a ‘haphazard and informal fashion’
(Scholarios and Lockyer, 1996). Smith and Robertson (1993) cf. Heraty and Morley
(1998) argue for greater precision in recruitment and selection and caution that a
company can be dragged to its knees by the weight of ineffective staff which decades
(a period of ten years) of ineffectual selection methods have allowed to accumulate or
collect.
Consistent with the literature review on best practices in recruitment and selection
outlined above, the following chapters will attempt to generate evidence on practices
followed in A1 Selectors in this area of Human Resource Management (HRM), and
analyze the extent of adoption of best practices in these Consultancies.
Case Study – Recruitment
Company : Insurance Company
Business Requirements
The Company operated a manual recruitment process and was heavily dependent on
employment agencies and with a number of process variations across the business. As
a result, concerns were expressed about the reactive nature of the process, robustness,
time
efficiency,
costs,
and
the
absence
of
tracking
measurement.
At the same time, a number of new HR and business drivers for recruitment were
emerging including :
•
Increasing complexity in the market requiring greater levels of professionalism
and customer service, as well as compliance with FSA regulations
15

16. •
The need to re-engineer the recruitment process to improve service levels to the
business, e.g. reduce time taken to recruit, improve the quality of hires and drive
cultural change
•
Making the company an ‘Employer of Choice’ and improving the value of the
employer brand to attract and retain the right people. As a result of the above, the
company commissioned a project to review and improve its recruitment approach.
Action
The review followed by presentation of conclusions, planning of solutions and phased
implementation of enhancements.
The review itself was carried out in collaboration with internal HR resources and with
input from Profiles Resource Management. This involved:
•
Mapping of the existing processes
•
Desktop review of recruitment documentation and process data
•
Manager and candidate interviews
•
Identification of business drivers and objectives , best practice and success
measures for recruitment
•
Evaluation of review data, gap analysis and production of recommendations.
Recommendations from the review encompassed the need for resource planning,
centralization of the recruitment function, restructuring and automation of the
recruitment process, and potential outsourcing. A prioritized and phased improvement
plan was agreed and implemented that recognised the initial business priority to have
in place a robust, consistent and compliant recruitment process, followed by
implementation of an on-line recruitment and applicant tracking solution and
improvements to employer brand, talent management processes and resource
planning.
Conclusion
Deliverables from the initial project phases included the following:
Phase 1
16

17. •
Implementation of a standardized and capability linked recruitment process
that met legal and regulatory demands and best practice
•
Revised recruitment policy, recruitment documentation and guidelines
•
Management training program to achieve ‘accredited recruiter’ status
•
Controlled recruitment and staff costs through improved recruitment
governance and sign-off process
•
Single centrally located recruitment team.
Phase 2
•
Implementation of on-line recruitment and applicant tracking system
providing access to low cost parent company web based sourcing channels and
resulting in improved candidate experience (based on candidate charter), speed
of hiring, tracking and record keeping.
•
Reduced recruitment costs achieved through:
⇒ Use of direct web based sourcing channel provided via parent company
career sites
⇒ Appointment of preferred agency suppliers based on tender, standardized
terms and conditions and tired sourcing process.
⇒ Implementation of competitively priced managed services arrangement
for all temporary roles.
17

18. Chapter-5
(RESEARCH METHODOLOGY)
18

19. Chapter : 5
RESEARCH METHODOLOGY
A Research Methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives
determined for carrying out the research study.
The appropriate research methodology formulated is detailed below.
 RESEARCH DESIGN : Both Exploratory Research & Descriptive Research
 SAMPLE SIZE : 50 people
 SOURCES OF DATA : Both Internal Data & External Data i.e. both Primary
Data (Questionnaire or Survey) & Secondary Data (Books, Newspapers, Journals
& Internet Websites)
 RESEARCH INSTRUMENT : Structured Questionnaire
 SAMPLE PROCEDURE/SAMPLING METHOD : Random Sampling
 SAMPLING TECHNIQUE : Judgmental & Convenient
 SAMPLING UNIT : HR Executives of A1 Selectors, HR Managers of
Companies
which are the clients of A1 Selectors, Other Office Members of A1 Selectors,
Candidates who appeared for the interview at A1 Selectors etc.
 SAMPLE AREA : Delhi Office
 TYPES OF DATA ANALYSIS : Pie-Charts
19

20. LIMITATIONS OF THE STUDY
As nothing is perfect, I also faced some difficulties during preparing the summer
training project report. However, I have tried to complete my project report. The
project has certain limitations which are as following :
 Lack of time : The time period for this study was very short. I got short time to
prepare
my report i.e. 8 weeks is too short to give shape to a new idea in an old set up like
escorts.
 Insufficient data : Some desired information could not be collected due to
confidentially
of business. Sometimes the management teams were not comfortable to give
the
information as they consider it as confidential.
 Lack of Supervision : Few officials sometimes felt disturbed, as they were
busy with
their tasks. Sometimes, they didn’t want to supervise due to pressure of work load.
20

21. Chapter-6
(DATA ANALYSIS &
INTERPRETATION)
21

22. Chapter : 6
DATA ANALYSIS & INTERPRETATION
DATA INTERPRETATION
A Questionnaire was prepared for the purpose of getting feedback from the HR
Executives of A1 Selectors, HR Managers of Companies which are the clients of
A1 Selectors, Other Office Members of A1 Selectors, Candidates who appeared for
the interview at A1 Selectors regarding Recruitment and Selection Procedure in A1
Selectors. 50 people are selected and were distributed the questionnaire from the
purpose of the study.
ANALYSIS OF THE DATA
The analysis of the data is done as per the survey finding. The data is represented
graphically in percentage (%).
The percentage (%) of the people opinion were analyzed and expressed or told in the
form of charts.
22

23.  Sources for Recruitment and Selection
Internal
9%
External
18%
Both
73%
INTERPRETATION :•
About 73% of the HR Managers & HR Executives say that they prefer both
internal as well as external source for recruitment and selection.
•
Only 9% of Other Office Members go for internal sources for recruitment &
selection.
•
And 18% of Candidates go for external sources for recruitment & selection.
23

24.  Preferred way of Recruitment and Selection
Third
party
3%
Indirect
32%
Direct
65%
INTERPRETATION :•
About 65% of the HR Managers & HR Executives go for direct recruitment.
•
32% of Candidates go for indirect recruitment & selection.
•
And only 3% of Other Office Members go for third party recruitment &
selection way.
24

25.  Preference for going Manpower/HR Planning
20%
30%
Y
early
Quarterl
y
No fixed T
ime
50%
INTERPRETATION :•
Around 50% of Candidates go for Quarterly manpower planning.
•
30% o f O t h e r O f f i c e m e m b e r s do not follow any pattern they don’t
have any fixed time.
•
And 20% of the H R Managers & HR Executives go for yearly.
25

26.  Preference for External Source of Recruitment.
25%
34%
Campus
interviews
Placeme
nt
agencies
Data bank
Casual
applicants
33%
8%
INTERPRETATION :•
34% of HR Executives go for campus interviews.
•
33% of HR Managers go for data bank.
•
25% of Candidates from the casual application that are received.
•
And only 8% of Other Office Members go for any placement agencies.

27. Personal
Interviews
 Preference for form of Interviews.
10%
Telephonic
interview
Video
Conferenci
20%
ng
Other
40%
30%
INTERPRETATION :• Most of the HR Managers Prefer Personal interviews.
• 30% of HR Executives prefer to take telephonic interviews.
• Only 20% of Candidates go for video conferencing.
• 10% of Other Office Members adopt some other means of interviews.

28.  Rating of the HR practices of the company
Bad
10%
Average
20%
Very Good
30%
Good
50%
INTERPRETATION :• 50% of HR Managers feel that HR department is good
• 30% of HR Executives say that its very good
• 20% of Candidates says its average
• And only 10% of Other Office Members feel it’s bad.

29. Chapter-7
(FINDINGS & CONCLUSION)

30. Chapter : 7
FINDINGS
 In A1 S electors , Most of the HR Managers feel that the HR department
is good. Majority of the HR Managers of the Company & HR Executives of
A1 Selectors say that they prefer both internal as well as external source
for recruitment and selection.
 Most of the HR Mangers & HR Executives go for direct recruitment and
selection
and
less
number for Candidates & Other Office members
prefer indirect or third party.
 Mostly the manpower planning is done Quarterly and rest of the part do
not follow any pattern they don’t have any fixed time.
 A1 Selectors prefers to go for campus interviews and even casual
application that are received for recruitment and Data Bank but they hardly
prefer placement agencies.
 Most of the HR Managers prefer Personal interviews, 30% of HR Executives
prefer to take telephonic interviews where as only 20% of Other Office
Members go for video conferencing and rest 10% adopt some other
means of interviews
 The rating of HR Practices in A1 Selectors are 50% of the HR Managers feel
that HR department is good where as 30% of HR Executives say that its very
good where as 20% of Candidates say its average and only 10% of Other
Office Members feel it’s bad.

31. CONCLUSION

32. CONCLUSION
 This presents the summary of the study and survey done in relation to the
Recruitment
and Selection procedure in A1 Selectors. The conclusion is drawn from
the study
and survey of the company
regarding
the
Recruitment
and
Selection
procedure carried
out there.
 The recruitment procedure at A1 Selectors to some extent is not done
objectively and
therefore, a lot of bias hampers the future of the employees i.e., why the
search or
headhunt of people should be of those whose skill fits into the company’s
values.
 Most of the employees were satisfied but changes are required according to the
changing
scenario as recruitment procedure has a great impact on the working of the
company
as a fresh blood, new idea enters in the company.
 Selection procedure is good but it should also be modified according
to the
requirements and
should
selecting the
candidate could be achieved.
job
profile
so
that
main
objective
of

33. Chapter-8
(RECOMMENDATIONS &
SUGGESTIONS)
33

34. Chapter : 8
RECOMMENDATIONS & SUGGESTIONS
SUGGESTIONS FOR THE IMPROVEMENT OF THE SYSTEM
AND PRACTICES OF RECRUITMENT AND SELECTION
PROCEDURE
The following are the suggestions & recommendations received from the respondents
of the questionnaire. These suggestions & recommendations are based on their
awareness regarding the Recruitment and Selection procedure.
•
Manpower requirement in A1 Selectors should be identified well in
advance.
• Selection process should be less time consuming.
•
The recruitment and selection procedure should not too lengthy
and time consuming.
•
The candidates called for interview should be allotted timings and it
should not overlap with each other. The dead CVs should be destroyed.
•
Manpower planning should be followed before recruiting.
•
Proper enquiry should be done regarding previous employment of a
candidate before recruitment to avoid industrial disputes.
•
The Telephonic interview should be necessary. It should be made
interesting and candidate possibility to come Face to Face (F2F)
interview. There must be proper communication regarding job profile,
salary, location etc. between the Interviewer & the Interviewee at the time
of interview.
34