(submitted in partial fulfillment of Degree of Bachelors of Business Administration (Computer Aided Management) of Guru Gobind Singh Indraprastha University,

Delhi

Project Guide

Submitted By: megha Gulati Roll No.:0231211907 BBA (CAM) 5th Sem.

(Ms.Kanika)

August 2009

DAV Institute of Management Faridabad

Date: 17.11.09

GUIDE CERTIFICATE

This to certify that Nitin Chaudhary ,student of MD University, Rohtak , for MBA Degree , Roll No 0231211907 has successfully completed her research and dissertation on the topic Recruitment and Selection under my supervision.. The work speaks about its originality and is not submitted anywhere else for obtaining any other title, degree or award of diploma. All the sources of information and help are authentic and original and has been mentioned and acknowledged in the work.

Ms.Kanika(Project Guide), Lingyas Institute Of Management Faridabad (Haryana)

CANDIDATE DECLARATION

I thereby certify that the work which is being presented in this dissertation Project entitled Recruitment and Selection in partial fulfilment of the requirement for the award of the degree of BBA(CAM) submitted in the department of Management studies, Guru Gobind Singh Indraprasth University, Kashmeere Gate is authentic record of my work carried out during my study, under the supervision and guidance of Dr. N.K. Sharma, Principal Director, DAV Institute of Management, Faridabad. I have not submitted the matter embodied in this project for the award of any other degree or diploma.

Kanika Gulati

ACKNOWLEDGEMENTS
An act of acknowledgement is that which acknowledges the blessings of well-wishers and supporting guidance of their rich experience, which enlightens, inspires and motivates to do something valuable.

From the core of the heart, I express my sincere thanks to Dr. N.K. Sharma, Principal Director, DAV Institute of Management, Faridabad for encouragement and guidance.

I have enduring obligations to all the national and international scholars, academicians and practitioners and it is indeed their contribution thats the very basis of this work. I gratefully acknowledge the intellectual debt, I owe to all of them.

Finally my sincere thanks to all my friends and family members for their untiring efforts and support in timely.

Kanika Gulati

CONTENTS

SL. NO. 01

CHAPTER NAME INTRODUCTION -OBJECTIVE 02 03 04 05 EXECUTIVE SUMMARY COMPANY PROFILE LITERATURE REVIEW RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION -BIBLIOGRAPHY

PAGE NO. 07

09 11 15 27 29

06

Preface

This project deals with Recruitment in Escorts. Recruitment means the process of posting vacancies,whenever there is a requirement, to invite applications from as many eligible candidates as possible. It covers the entire process right from identifying the vacancies to making the final selections. Its a pivotal function in any organization. Over the past three decades its importance has grown by and large. Without effective recruitment its not possible to hire the talent pool which enables any organization to match the targets with expectations. So recruitment no doubt, is one of the key functions for any organization. In India, As commercialization of agriculture grew in intensity in the mid to late 1800s the British Raj and the local legislatures and provinces began investing in agricultural development through support and establishment agricultural research farms and colleges and large scale irrigation schemes yet the level of mechanization was low at the time of independence in 1947. The socialist oriented five year plans of the 1950s and 60s aggressively promoted rural mechanization via joint ventures and tie-ups between local industrialists and international tractor manufacturers. Despite this aggressiveness the first three decades after independence local production of 4-wheel tractors grew slowly. Yet, by the late 1980s tractor production was nearly 140,000 units per year and by the late 1990s with production approaching 270,000 per year, India over-took the United States as the world's largest producer of four-wheel tractors with over 16 national and 4 multi-national corporations producing tractors today. Despite these impressive numbers FAO statistics estimate that of total agricultural area in India, less than 50% is under mechanized land preparation, indicating large opportunities still exist for agricultural mechanization .

I have done training in Escorts in Human Resource Management. My report tells how the employees are recruited,what process is used that is, company follows how many steps in recruitment,how the employees give their commitment to the organization, that is, how they are motivated, what kind of atmosphere is to be provided to the employees so that they feel comfortable in the organization and can spend more time in the organization in completing their task. Everything related to the organization, employees and their performance have been discussed. Escorts is a professionally owned and operated Dealership Group, whose Team, Size and Volume allow us to offer the largest selection of Cars, Best deals, and great Value added programs. The company strives to make the Car Buying and servicing experience is the most pleasurable, because the companys emphasis is on Total Customer Delight.

OBJECTIVE: The objective of my study is to know what type of recruitment process is used,how many steps are there in a recruitment process,comfort zone the employees require, anything which relates to the employees benefit such as training, increase in wages in what manner, and how they manage the customers as well as what compensation is given to the employees.In this project it has been shown how the organization performs that is, what type of training they are provided with, how job evaluation is done, etc.

Literature Review

This project deals with recruitment process. Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process, mid- and large-size organizations generally retain professional recruiters. In other words recruitment can be stated as a process of identifying and hiring best-qualified candidate (from within or outside of an organization) for a job vacancy, in a most timely and cost effective manner. The recruitment function occupies a pivotal role in any organization. Its deals with hiring the talent pool, which can contribute to the organizational growth with its crucial set of skills required for doing a job. Finding the candidates with required skills and that too within the frameworks of time and money makes the recruitment process yet more challenging.

Typically the recruitment process begins with identification of vacancy. No recruitment activity can commence until line managers verify that such vacancies exist. Its followed by activating the various sources of recruitment both internal and external. The internal recruitment via employee referrals, promotions, transfers etc. is a good source of fulfilling organizational needs because employees productivity is already known and assessed. Then the external recruitment activity gets commenced with placing of press advertisements, contacting consultants, surfing the job-portals, campus hiring etc.

Databases of the candidates possessing the required skills are built up .Initial interest of the candidates is assessed by the telephonic mode and those looking for a change are invited for the screening. The screening round helps in scrutinizing the candidates. Those successful in screening have to undergo a chain of rounds comprising of aptitude tests, technical interviews, HR round followed by job offer to those who have crossed all the barriers. The sequence of various rounds varies from organization to organization. As part of policy each organization conducts a reference check to assess the validity of various documents provided by the candidates. The candidates are oriented in the organization through an induction ceremony. They have to sign a checklist of items including the offer letter. This completes the recruitment life-cycle. This way recruitment process covers the entire process right from identifying the positions to the candidates joining the organization.

About Escorts
The Escorts Group, is among India's leading engineering conglomerates operating in the high growth sectors of agri-machinery, construction & material handling equipment, railway equipment and auto components. Having pioneered farm mechanization in the country, Escorts has played a pivotal role in the agricultural growth of India for over five decades. One of the leading tractor manufacturers of the country, Escorts offers a comprehensive range of tractors, more than 45 variants starting from 25 to 80 HP. Escort, Farmtrac and Powertrac are the widely accepted and preferred brands of tractors from the house of Escorts. A leading material handling and construction equipment manufacturer, we manufacture and market a diverse range of equipment like cranes, loaders, vibratory rollers and forklifts. Escorts today is the world's largest Pick 'n' Carry Hydraulic Mobile Crane manufacturer. Escorts has been a major player in the railway equipment business in India for nearly five decades. Our product offering includes brakes, couplers, shock absorbers, rail fastening systems, composite brake blocks and vulcanized rubber parts. In the auto components segment, Escorts is a leading manufacturer of auto suspension products including shock absorbers and telescopic front forks. Over the years, with continuous development and improvement in manufacturing technology and design, new reliable products have been introduced. Throughout the evolution of Escorts, technology has always been its greatest ally for growth. In the over six decades of our inception, Escorts has been much more than just being one of India's largest engineering companies. It has been a harbinger of new technology, a prime mover on the industrial front, at every stage introducing products and technologies that helped take the country forward in key growth areas. Over a million tractors and over 16,000 construction and material handling equipment that have rolled out from the facilities of Escorts, complemented by a highly satisfied customer base, are testimony to the manufacturing excellence of Escorts. Following the globally accepted best manufacturing practices with relentless focus on research and development, Escorts is today in the league of premier corporate entities in India.

Technological and business collaboration with world leaders over the years, Globally competitive indigenous engineering capabilities, over 1600 sales and service outlets and

footprints in over 40 countries have been instrumental in making Escorts the Indian multinational. At a time when the world is looking at India as an outsourcing destination, Escorts is rightly placed to be the dependable outsourcing partner of world's leading engineering corporations looking at outsourcing manufacture of engines, transmissions, gears, hydraulics, implements and attachments to tractors, and shock absorbers for heavy trailers. In today's Global Market Place, Escorts is fast on the path of an internal transformation, which will help it to be a key driver of manufacturing excellence in the global arena. For this we are going beyond just adhering to prevailing norms, we are setting our own standards and relentlessly pursuing them to achieve our desired benchmarks of excellence. Corporate website: www.escortsgroup.com

History Of Escorts The genesis of Escorts goes back to 1944 when two brothers, Mr. H. P. Nanda and Mr. Yudi Nanda, launched a small agency house, Escorts Agents Ltd. in Lahore. Over the years, Escorts has surged ahead and evolved into one of India's largest conglomerates. In this journey of six decades, Escorts has had the privilege of being associated with some of the world leaders in the engineering manufacturing space like Minneapolis Moline, Massey Ferguson, Goetze, Mahle, URSUS, CEKOP, Ford Motor Company, J C Bamford Excavators, Yamaha, Claas, Carraro, Lucky Goldstar, First Pacific Company, Hughes Communications, Jeumont Schneider, Dynapac . These valued relationships be it technological or marketing, are our highly cherished experiences treasures, which have helped us inculcate best in class manufacturing practices and to emerge as a technologically independent world class engineering organization. 1944 - Launch of Escorts (Agents) Ltd.

1945 to 1960
War surplus tractors and bulldozers were imported for land reclamation and cultivation in mid 1940's. In 1947 central and state tractor organizations were set up to develop and promote the supply and use of tractors in agriculture and up to 1960, the demand was met entirely through imports. There were 8,500 tractors in use in 1951, 20,000 in 1955 and 37,000 by 1960.

1961 to 1970
Local production began in 1961 with five manufacturers producing a total of 880 units per year. By 1965 this had increased to over 5000 units per year and the total in use had risen to over 52,000. By 1970 annual production had exceeded 20,000 units with over 146,000 units working in the country. 1971 to 1980 Six new manufacturers were established during this period although three companies (Kirloskar Tractors, Harsha Tractors and Pittie Tractors) did not survive. Escorts Ltd. began local manufacture of Ford tractors in 1971 in collaboration with Ford, UK and total production climbed steadily to 33,000 in 1975 reaching 71,000 by 1980. Credit facilities for farmers continued to improve and the tractor market expanded rapidly with the total in use passing the half million mark by 1980.

1981 to 1990
A further five manufacturers began production during this period but only one of these survived in the increasingly competitive market place. Annual production exceeded 75,000 units by 1985 and reached 140,000 in 1990 when the total in use was about 1.2 million. Then India - a net importer up to the mid-seventies - became an exporter in the 1980s mainly to countries in Africa.

1991 to 1997
Since 1992, it has not been necessary to obtain an industrial license for tractor manufacture in India. By 1997 annual production exceeded 255,000 units and the national tractor population had passed the two million mark. India now emerged as one of the world leaders in wheeled tractor production.

1997 to 1999
Five new manufacturers have started production since 1997. In 1998 Bajaj Tempo, already well established in the motor industry, began tractor production in Pune. In April of the same year New Holland Tractor (India) Ltd launched production of 70 hp tractors with matching equipment. The company is making a $US 75 million initial investment in a state of the art plant at Greater Noida in Uttar Pradesh state with an initial capacity of 35000 units per year. Larsen and Toubro have established a joint venture with John Deere, USA for the manufacture of 35-65 hp tractors at a plant in Pune, Maharashtra and Greeves Ltd will produce Same tractors under similar arrangements with Same Deutz-Fahr of Italy. Looking to South American

Founding Philosophy
Escorts came into being with a vision. A vision that eschewed easy paths to profitability, and sought instead for ways to make a contribution. A vision that led two young brothers, Yudi and Hari Nanda, to branch out of their family's prospering transport business and institute ventures that were to become the foundations of Escorts Limited. On 17th October 1944, Escorts Agents Limited was born at Lahore (now in Pakistan) with Mr. Yudi Nanda as Managing Director and Mr. Hari Nanda as Chairman. It was a trendsetting marketing house driven by the same business philosophy, which had given their family enterprise an unrivalled reputation: customer concern. Not long afterwards, this driving ambition to go beyond the expected led Hari Nanda to the first of his many successful business insights - the discovery of the great business potential that lay in India's villages. This led to the launch, in 1948, of Escorts (Agriculture and Machines) Ltd., with Yudi Nanda as Director. Though separate business entities then, both companies had two great strengths in common: the dynamic Nanda brothers and the unifying force of the name they gave their companies; Escorts, literally 'escorting' their products and services to the customer while most other businessmen were just selling. Tragically, Mr. Yudi Nanda died in an accident in 1952 - but his spirit remained embedded in the foundations of the company. Mr. H P Nanda then took on the mantle to realise the dreams which he had always seen with his brother. Escorts (Agents) Ltd., and Escorts (Agriculture and Machines) Ltd. merged in 1953 to create a single entity -Escorts Agents Pvt Ltd. Having initially started with a franchise for Westinghouse domestic appliances, by this time the Company had already expanded its marketing and service operations, representing internationally known German and American organisations such as MAN, AEG, Haniel & Leug, Knorr Bremse, MIAG and BMA for sophisticated electrical and mechanical engineering equipment and Minneapolis Moline and Wisconsin for agricultural tractors, implements and engines. Escorts made a major thrust into the agricultural arena by taking on the marketing and service franchise for Massey Ferguson tractors in Northern India, which soon comprised 75% of MF's all-

India sales - a signal tribute to Escorts' inherent strengths. Its first industrial venture came up in 1954, in partnership with Goetzewerke of Germany for the manufacture of piston rings and cylinder liners - followed by production of pistons in collaboration with MAHLE, also of Germany, in 1960. The company's incorporation in its present name, Escorts Limited, was effected on 18th January, 1960. Escorts' next major industrial activity was the assembly of tractors in 1961 in technical cooperation with URSUS of Poland. Subsequently this led to the manufacture of the country's first indigenous tractors under Escorts' own brand name, which were to play a pivotal role in the Green Revolution. This went on to lay the foundations that even today are the Company's core strengths -relevant, world-standard technology through strategic international alliances; a broadbased marketing and service network yet unrivalled; powerful symbiotic relationships with suppliers and dealers; and above all, the crusade to make a difference.

Beyond the growth of the organisation, these principles have ensured that Mr. H. P. Nanda's contribution to the cause of industry and the consumer will endure. He pioneered the revolutionary concept of 'interdependence' between ancillary and large industries, institutionalising vendor development and in the process building Faridabad and the entire belt of townships in the region. He introduced the discipline of service going before marketing, reassuring the customer that Escorts would stay with them, that they were here for the long run. He built lasting alliances with an array of the world's most respected names in tractors, industrial equipment, two-wheelers, construction equipment and telecommunications. Going further, he created institutions devoted to value engineering and training, not only as investments in the company's future but also as catalysts for the enhancement of Indian industry as a whole the Escorts R&D Centre and the unique Escorts Institute of Farm Mechanisation. His concern extended to the society in which he worked, and he manifested it by establishing the Escorts Medical Centre at Faridabad, Escorts Heart Institute and Research Centre at New Delhi, as well as numerous village development programmes. And above all, he imbued the corporation with his own pioneering, entrepreneurial spirit, instilling both a conscience and a vision of leadership. Escorts is testimony to the valour, vision and values of its Founder Mr. H P Nanda. He remains the inspiration for our courage, spirit of adventure and ability to Think Big. These qualities are his enduring legacy and have inspired and encouraged us down the decades and will continue doing so in all our endeavors.

Human Resource Management

Human Resource Management is an approach to the management of people which is based on four fundamental principles. First-Human Resource is the asset of an organization. Second-The success is most likely to be achieved if the personnel policies of procedures are closely linked. Third-corporate culture,organization climate majorly influence the achievement of success. Fourth-Human Resource Management is concerned with integration that is, getting all the members of the organization involved and working together. Thus,Human Resource Management is a strategic approach to the acquisition,motivation,development and management of the organisations human resource. Human Resource Management is proactive rather than reactive that is always looking forward to what needs to be done and then doing it,rather than waiting to be told what to do about recruitment ,paying or training people.

Human Resource Management is more comprehensive and deep rooted than training and development. Its approach is multidisciplinary from the beginning to the end.It is a scientific process of continuously enabling the employees to improve their competency and capability. It is the Human Resource Management which integrates in a meaningful way the various subsystems like performance appraisal,carreer planning training and development etc.

There are some assumptions Management.These are as follows-

of

Human

Resource

-There is a scope for unlimited development of these resources. -It is more in the nature of self development than development thrust from outsiders. -The organization undergoes development with the overall benefits along with the development of its members.Top Management takes the initiative for Human Resource Management formulates necessary plans,strategies and creates an overall climate and support for its implementation.

Components Of Human Resource

-Human Resource Organisation:- Human Resource Organisation is concerned with achieving success by organization design and development,motivation,leadership etc organizational development programmes and interventions are needed to achieve better integrations,improve teamwork etc.

-Human Resource Planning:-They set out to define how many people the organization wants,in terms of their expertise and how they fit the corporate culture. -Human Resource Systems:-They are the essential programmes needed to recruit, appraise, pay and look after the health, safety and wellbeing of the employees in the organization. -Human Resource Development:-Human Resource Development as a function consists of various activities related to training and development and performance appraisal.Thus HRD is more a proactive and supportive function because the organization has to take a lead in helping the people to grow and realize their potential.

-Human Resource Relationship:-They deal with the handling of employees individually and collectively as members of trade unions or staff associations.Their aim is to increase cooperation and trust to involve employees actively in the companys affairs.

Characterstics Of Human Resource

-Strategies of Human Resource Management stem from the business strategy.It attach importance to the function of matching people to ever changing business requirements. -Management of human resources aimed at managerial staff. -Human resource management management activity. involves an integrated line

-It is a specialized field that attempts to develop programmes , policies and activities to promote the satisfaction of both individual and organizational needs,goals and objectives. -Human Resource Management is also more comprehensive and deep rooted than training and development.

Objectives Of Human Resource Management

-The objectives of Human Resource Management is to accomplish maximum individual development, desirable working relationships between employees and effective moulding of human resources as contrary to physical resources. -Creation of a workforce with the ability and motivation to accomplish the basic organization goals. -Relate to the satisfaction of the personal objectives of the members of an oraganisation through monetary and nonmonetary devices. -Satisfaction of community and social objectives. -Utilise human resource effectively. -To maintain high morale and better human relations inside an organization. -Aim at achieving the primary objectives economically, efficiently and effectively.

Scope Of Human Resource

-Conduct personnel research -Assist in the programmes of personnel administration. -Develop appraisal plans. -Launch education and training programmes. -Develop a competent workforce. -Establish and administer varied personnel services delegated to personnel department. -The responsibility of management of human resources lies with the line organization that is the incharge of each unit. -The role of personnel manager is extremely ambiguous and its seldom means the same thing to all individuals involved.

Importance Of Human Resource Management

Management of human resources is of utmost significance from three standpoints:-social, profeesional and individual enterprise. Social Standpoint:-It enhance the importance and dignity of the individual providing welfare and freedom in organizational setting.It serves some social goals.They are:-Maintain balance of jobs and raise living standard of individuals. -It helps to avail best and more productive jobs. -It assist every member of the organization in maximizing his/her contribution. -It can help to ensure the best protection and conservation of human resources to prevent its wasteful and careless use. Professional Standpoint:-The management of human resources is also of great significance. -It can help to maintain and respect the dignity of individual members. -It can provide maximum opportunity for personality development of each participant in the organization.

-It can provide relationships to ensure effective allocation of services to different jobs. -It can help through employment effective utilization of peoples talents and interests in work-settings. -It can ensure conservation of human resources preventing the waste resulting from idleness, partial employment errors in placement etc. -It can lead to increase in productivity which ultimately will increase the standard of living of people.

Individual Standpoint:-The individual point of view, it can create attitudes which motivate the workforce to accept the special goals of the enterprise. -It helps in attainment of goal of the enterprise by obtaining capable people,employing effective recruitment and selection techniques. -It helps in attainment of goals of the enterprise through effective utilization of efforts of human resources. -It helps in securing willing cooperation of employees for achieving goals of the enterprise and fulfilling their own social and other psychological needs of recognition ,love, affection, belongingness, esteem and self actualization.

Human Resource Planning Human Resource Planning is the process of determining how an organization should move from its current manpower position to its desired manpower position.

According to Coleman, Human Resource Planning is the process of determining manpower requirements and the means of meeting those requirements in order to carry out the integrated plan of organization.

Need for Human Resource Planning To carry its work, each organization needs personnel with the necessary qualifications, skills and these are being provided only by Human Resource Planning To replace the old employees with the new ones so that the work dont suffer. Human Resource Planning is essential because of frequent labour turnover which is unavoidable. In order to meet the needs of expansion programmes ;Human Resource Planning is must. Human Resource Planning is also needed in order to identify areas of surplus personnel and areas in which there is shortage of personnel.

Employee Training Training is a process of learning a sequence of programmed behavior.It is application of knowledge.It gives people an awareness of rules and procedures to guide their behavior.It attempts to improve their performance on the current job and prepare them for an intended job. Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose.Training is designed for nonmanagers.Training courses are designed for short term.

Need or purpose of training -To increase productivity -To improve quality -To help a company fulfill its future personnel needs -To improve organizational climate -To improve health and safety -Obsolescence prevention -Personal growth Training of any kind should have its objective so that performance of the trainee becomes more useful and productive for himself and for the organization of which he is a part.

Importance of training Training is the corner stone of sound management,for it makes employee more effective and productive. It is actively and intimately connected with all the personnel or managerial activities. It is an integral part of the whole management programme with all its many activities functionally inter-related. There is need for training men so than new and changed technology may be taken and improvements can be made. It heightens the morale of the employee and helps in reducing dissatisfaction,complaints,grievances etc. Trained employees make a better and economical use of materials and equipment.Therfore wastage and spoilage are reduced.

Concepts of training Trainees in work organisations tend to be more responsive to training programme when they feel the need to learn that is, the trainee will be more eager to undergo training if training premises answer to problems. Learning is more effective where there is reinforcement in the form of rewards and punishments. In the long run, awards tend to be more effective for changing behavior and increasing ones learning than punishment. Rewards for the application of learned behavior are most useful. The larger the rewards for good performance following the implementation of learned behavior, the greater will be the reinforcement of new behavior.

Negative reinforcement, through application of penalties and heavy criticism following inadequate performance may have disruptive effect upon the learning experience of the trainee. Training that requests the trainee to make changes in his values, attitude and social beliefs usually achieve better results if the trainee is encouraged to participate ,discuss etc. The training material should be made as meaningful as possible. To be effective , training must use the tested principles of learning. Training should be conducted in the actual job environment to the maximum possible extent. The techniques and processes of training programme should be related directly to the needs and objectives of organization.

Steps in training programmes

Following are the steps taken in training programme:-

Discovering training needs Getting ready for the job Preparation of the learner Presentation of operation and knowledge

Performance try out Follow up

Discovering training needs-In this, organizational,operational and man analysis is done. Getting ready for the job-In this it is analysed whom is to be trained, that is whether new comer or an old employee. Preparation of the learner-In this the learned is put at ease.It gets clear what is to be taught to an employee. Presentation of operation and knowledge-Instructions should be given clearly, completely and patiently. Performance try out- In this, the mistakes are corrected and trainee is said to do the job, gradually building up skills and speed. Follow up-In this effectiveness is tested of training efforts.

Training methods and techniques

On the jobUnder this method, an employee is placed in a new job and is told how may be performed.It is mostly given for unskilled and semi-skilled jobs.It is learning by doing and it is most suitable for jobs that are either difficult to stimulate or can be learned quickly by watching and doing. Trainee learns on the actual equipment in use and in true environment of his job.It is highly economical because no additional personal or facilities are required.Trainee learns the rules, regulations, procedures by observing their day to

day applications.This type of training is a suitable alternative for a company in which there are almost as many jobs as there are employees.It is highly disorganized and not properly supervised.It is a lack of motivation on the part of trainee.It has low productivity.

Vestibule Training-

This method attempts to duplicate on the job situations in a company classroom.It is a classroom training which are identical with those in use in the place of work.This technology enables the trainee to concentrate on learning the new skill rather than on performing an actual job.Training is generally given in the form of lectures, conference, case study, role playing and discussion.Distractions are minimized as training is given in separate room.A trained instructor, who knows how to teach, can be more effectively utilized.It is a correct method without interrupting production.It enables the trainee to practice without the fear.It splits the responsibilities and leads to organizational problems.

Training by experienced worker-

By this method, training is imparted by experienced senior follow workers.It is particularly adaptable where experienced workmen need helpers.It is useful for departments in which workmen advance through successive jobs to perform a series of operations for departments in which workmen advance through successive jobs to perform a series of operations.

Training by supervisors-

Such training is imparted on the job by the workers immediate supervisors.It provides to the trainees opportunities for getting familiar with their bosses.The bosses too,have an opportunity to judge the abilities of trainees from their job performance.

Demonstrative and examples-

Demonstrative are very effective in teaching because it is much easier to show a person how to do a job than to tell him or ask him to gather instructions from the reading material.It describes and displays something when he teaches an employee how to do something by actually performing the activity himself.

Simulation-

Simulation is a technique which duplicates, the actual conditions encountered on a job.The vestibule training are examples of business simulations.Trainee interest and employee motivation are both high in simulation exercise because the actions of a trainee closely duplicate real job conditions.

Apprenticeship-

For training in crafts, technical areas, this training is most commonly used, specially when proficiency in a job is the result of a relatively long training.Each apprentice is given a programme of assignments according to a predetermined schedule.Skilled workforce is maintained.Immediate returns can be expected.Workmanship is good.Hiring cost is lower production costs.It helps in increasing loyalty of employees.

Classroom methodsOff the job means that training is not a part of everyday job activity.The actual location may be in places which are owned by the company.

Orientation trainingInduction or orientation training subs o adjust newly appointed employees to the work environment.Every new employee needs to be made fully familiar with the job,his superiors and subordination and with the rules and regulations of the organizations.

Job trainingIt refers to the training provided with a view to increase the knowledge and skills of an employee for improving performance on the job.Employees may be taught the correct method of handling equipment and machines.

Safety trainingTraining provide to minimize accidents and damage to machinery is known as the safety training.It involves instruction in the use of safety devices and in safety consciousness.

Promotional trainingIt involves training of exisiting employees to enable them to perform higher level jobs.

Refresher training-

When existing training techniques become obsolete due to the development of better techniques, employees have to be trained in the use of new method and techniques. Remedial trainingSuch training is arranged to overcome the shortcomings in the behavior and performance of old employee.Some of the experienced employees might have picked up appropriate methods and style of working.Such employees are identified and correct work methods and procedures are taught to them.Remedial training should be conducted by psychological experts.

RESEARCH DESIGN
The research is done by the survey conducted by taking various test samples in various situations and conditions.The psychological aspects are being kept into considerations during the whole complete research process and by feasible talks with the employees and the questionnaire which was duly filled by employees and the customer.

Primary Objective of the study To make an in-depth study of recruitment process at Escorts tractor plant.

Secondary objective 1. To analyse the effectiveness of the recruitment process. 2. To arrive at the factors which can contribute to the effectiveness of the recruitment process.

Hypothesis used:The null hypothesis says that the recruitment process at Escorts is effective and it is catering to organizational goals and needs Sample size used in study is 50 for employees survey and equal to the size of recruitment team for recruiters survey.

DATA COLLECTION Data is collected through research from employees. Questionnaires were duly filled by the employees and the customers.

Policies and practicesEscorts adopts following policies and principles1. Absence- The employees absence can be owing to various reasons, which can be categorized as belowa) Adoption: Employees going for formal adoptions can apply for paid leaves. b) Annual leave: All salaried employees are entitled to paid annual leaves during the course of their employment. c) Casual leave: It is benefit extended to employees to take casual leave during any emergency. d) Maternity leave: It is a benefit extended to all female employees of the company irrespective of the length of service. e) Sick leave: Employees are permitted to take sickness leave in case of any injury or illness. f) Unauthorized leave: If an employee takes leave without any valid reason its termed as unauthorized leave and no benefits are accrued to them. 2. Contracted workforce: Following factors are considered regarding the terms of contract with the contracted workforcea) Absence: The absence may be due to authorized or unauthorized leaves. b) Expenses: The contracted workforce can claim for the out of the pocket expenses. c) Induction: The contracted workers are formally introduced in the organization to make them familiar. d) Health and safety: The health and safety norms are followed as directed by the government. e) Termination: The termination date is mentioned in the contract. 3. Internal transfer: The internal transfer scheme includes the followinga) Secondments: Under it the employees are moved from one place to another for fulfilling short term recruitment needs. b) Transfer: during the course of employment the employees can transfer between career framework job families. c) Temporary relocation to India: It is covered under the relocation policy. The policy covers existing employees who have been working at locations outside India and who are officially relocated back to India temporarily, prior to another project at a location outside India. 4. Personal Data Policy: This is the under which the data files of every employee containing their personal information is prepared and the protection of that data is

guaranteed by the company. The employees are supposed to provide the passport which is considered an international identity proof. 5. Reward and recognition: Escorts recognizes the talent pool and awards it time to time. The popular awards are star performer award and pat on the back award. Thus there is the value of all those efforts put to arrive at better results.

Key aspects of recruitment Selection Interviews (India)

Selection interviews will take place as part of Resourcing and New hire activity to ascertain whether the internal/external job applicant has the required knowledge, skills and experience for the role to be filled. The key points of selection interviews are1. All selection interviews must be conducted in accordance with the Company's Equal Opportunities Policy. Non-discriminatory selection criteria for the role must be determined before selection interviews take place. 2. Interview notes must be taken and maintained for selection interviews in the appropriate Feedback Form to support select decisions and to enable feedback to be given to the applicant.

.Recruitment at a glance
Recruitment involves attracting and obtaining as many applications as possible from eligible job-seekers. The process begins when applications are brought in and ends when the same is finished. The result is a pool of applicants, from where the appropriate candidate can be selected.

Purposes and importance The general purpose of recruitment is to provide a pool of potentially qualified jobcandidates. Specifically the purposes are: 1. Determine the present and future requirements of the firm in conjunction with its personnel planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of selection process by reducing the number of visibly

underqualified or overqualified job applicants. 4. Help reducing the probability that job applicants once recruited and selected , will they leave the organization only after a short period of time. 5. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

SOURCES OF RECRUITMENT Recruitment can broadly be classified into internal recruitment and external recruitment. Internal Recruitment Internal recruitment seeks applicants for positions from those who are currently employed. Internal sources includes present employees, employee referrals, former employees and former applicants. Present employees

Promotions and transfers from among the present employees can be a good source of recruitment. Promotions to higher positions has several advantages1. It encourages competent individuals who are ambitious. 2. It improves the probability of good selection since information on individuals performance is readily available. 3. It is cheaper than going to outside recruitment. 4. Those chosen are familiar with organization. 5. When planned properly it can act as a device for developing middle level and top level managers. Promotions to be effective requires job postings, personnel records and skill banks. Job posting means notifying vacant positions by posting notices, circulating publications or announcing at staff meetings and inviting employees to apply. Personnel records are useful to effect promotions. Examining personnel records may help discover employees with required skills for a given job. Some companies have skill banks that help to list the employees with specific skills.

Employee referrals This can be a good source of recruitment. Employees can develop good prospects for their referrals by acquainting them with the advantages of job within the company, furnishing cards of introduction and even encouraging them to apply. Some companies even offer finders fee in the the form of monetary incentives for a successful referral. To name a few Microsoft, Infosys, Wipro, Satyam, Steria and others all offer finders fee. When used wisely, referrals can be an effective way of recruiting. Many prospects can be reached at a very low cost. Most of the employees know from their own experience what kind of people their organization requires and suggest those people who are fulfilling those requirements.

Former employees Former employees are also an internal source of applicants. Some people who were working on part time basis or those who have left for some reasons may be willing to come back. An advantage is that the performance of these employees is already known. Previous applicants Although not truly an internal source, those who have previously applied for the job can be contacted via e-mail if required. However walk-ins are a better source than it. External Recruitment External sources outnumber the internal sources. Specifically they include professional or trade associations, advertisements, employment exchanges, campus-hiring, consultants, walk-ins, talk-ins, e-recruitment .

Professional or trade associations Many associations provide placement services to their members. These services may consist of compiling job seekers lists and providing access to members during national or regional conventions. Further many associations publish trade journals for their members. These publications often carry classified advertisements from employers interested in recruiting their members. These associations are useful in attracting highly qualified and skilled candidates. Advertisements

These include placing want-ads in newspapers to search a wide pool of job applicants. Want ads describe the job and the benefits, identify the employers and help those who are interested in employment. They are the most familiar way of employment advertising. For highly specialised recruits the ads may be placed in journals. Newspaper is the most common medium. Employment exchanges Employment exchanges have been set up all over the country in the deference to the employment exchanges act, 1959. The act applies to all industrial establishments having 25 workers or more each. The act requires all the industrial establishments to notify the vacancies before they are filled. The major functions of the exchange are to increase the pool of possible applicants and to do preliminary screening. Thus they act as a link between employers and prospective employees. These offices are particularly useful in recruiting blue collared , white collared and technical workers. Campus recruitment Campus recruitment is a much sought after source of recruitment now-a-days. It is going global with compnies like HUL, Citibank, HCL, HP, L&T, Motorola , reliance looking for recruits in global market. There are placement cells in each college. Its often an expensive source of recruitment because most of the people leave within first five years.

Walk-ins, Write-ins, Talk-ins The most common approach for candidates is direct applications in which job seekers submit unsolicited applications letters or resumes. Direct application can also provide a pool of potential employees to meet future needs. Write-ins are those who send written enquiries. These job seekers are asked to fill application forms forms for further processing. Talk-ins are becoming popular. Aspirants are required to meet recruiters.

Consultants The consultancies are effective source of recruitment. They are professional organizations with nation-wide approach, which provide effective recruitment services. However cost is a deterrent matter. E-recruiting Perhaps no method has ever as revolutionary an effect on recruitment practices as the internet . there are respective company websites devoted in some manner to job-posting activities. Currently employers can electronically screen candidates via videoconfrencing and manage the entire process with web-based software. Companies benefit immensely through cost saving, speed enhancement and extended worldwide candidate reach which the internet offers.

Recruitment industry The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organizations application process. As a general rule, the agencies are paid by the companies, not the candidates. The industries practice of information asymmetry and recruiters' varying capabilities in assessing candidate quality produces the negative economic impacts described by. Traditional recruitment agency

Also known as a employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment Consultants then endeavour to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers. Remuneration for the agency's services usually takes one of two forms: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%30% of the candidates starting salary), which usually has some form of guarantee, should the candidate fail to perform and is terminated within a set period of time. An advance payment that serves as a retainer, also paid by the company. In some states it may still be legal for an employment agency to charge the candidate instead of the company, but in most states that practice is now illegal, due to past unfair and deceptive practices.

Online recruitment websites Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end recruitment. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes.

Headhunters Headhunters are third-party recruiters often retained when normal recruitment efforts have failed. Headhunters are generally more aggressive than in-house recruiters. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles,

but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles, or to find very specialized individuals. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call. In-house recruitment Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing)

Current trends in recruitment 1. Referral recruitment

Referral recruitment is a process whereby vacancies are promoted and filled by personal recommendations rather than traditional methods such as direct classified job advertisements, employment agency or headhunters. Proponents of this recruitment method claim that since each candidate comes with a personal recommendation, the applicants are likely to be better suited to the job and the applicant already has a referee and mentor. Many companies offer incentives to the referrer, usually a monetary fee, for identifying, screening and referring suitable candidates to a prescribed recruitment process. It is important to emphasis there are different types of referral recruitment: Independent Third Party Schemes; where referral rewards, paid by the third party, encourage people to proactively match their friends to jobs advertised online. Internal Employee Referral Schemes; where referral rewards, paid by an employer, encourage their existing employees to refer their friends and acquaintances to the internal recruitment process. The key advantage of referral recruitment is that it allows recruiters to reach passive candidates, those who are not actively looking for a new job but are sometimes amongst the most prized employees. Internal Employee Referral Scheme Referral recruitment can be owned and managed internally by the recruiting organisation. Many companies are now finding Employee Referral Schemes can successfully complement their existing recruitment methods. Job vacancies are advertised on a company intranet site and existing employees are encouraged to find suitable candidates from their friends and acquaintances and refer them to the recruitment process. If a referral is successful, the reward or bonus is typically paid after the applicant has been working for 3 months or more. For graduate / entry level positions, employee referral schemes in the UK typically offer c3000 reward, though this varies by company and industry with many bonuses starting around 500. Experienced hires can earn rewards as high as 10% of the starting salary depending on the industry and the companys employee referral policy. Employee Referral Bonus is a top Recruiting & Retention Tactics according to Workforce Recruiting magazine, August 12, 2004. Employee referral

schemes offer a cost-effective means of attracting applicants and avoiding the need for advertising or [[employment agency] fees. Moreover, new recruits who have been recommended by existing employees often come to the company with more realistic expectations and can provide a better cultural fit. However, there are a number of potential drawbacks. One of the greatest concerns tends to be that relying too heavily on employee referrals could limit diversity in the workplace, with new staff recruited in the likeness of existing employees. But, provided that there is already a diverse workforce in place this ceases to be such an issue. According to the Chartered Institute of Personnel and Development's 2004 recruitment and retention survey, which showed more than eight out of 10 employers experienced recruitment difficulties, 38% of UK employers used employee referral schemes as a way of finding staff. This was up 4% on the previous year. Concerns that the policy will undermine efforts to increase diversity (why ask a largely white workforce to help in the recruitment of new staff, when we know even professional recruiters tend to employ people in their own image?) have, so far, been allayed. As employee referral policies and schemes mature their usage is spreading to cover organisations of all sizes and all industries, not just blue chip. Cost-effective web based solutions are emerging specifically designed to maximise a companys referral recruitment through their own internal employee referral scheme. Organisations will develop their own in house process and employee referral policy to track employee referrals. Alternatively they may use a third party recruitment technology company to provide an application tracking system (ATS) that supports employee referral tracking.

Independent Schemes Employment Agencies, headhunters (usually web based) and online referral networks work like traditional job advertisement boards but positions have a bounty or reward attached. The referral bonus acts as an incentive for people to proactively source and select candidates for jobs that the third party recruiter is advertising. Criteria will be set for the person making the referral (the referrer) to claim the reward. Often, the person recommended (the prospect or candidate) will need to successfully get the job and be employed for 3+ months before the reward is paid. Some websites also take steps to ensure that direct applicants do not simply invent an alter ego by asking for a postal address and full name to make the reward payment. Referral rewards range from 50 up to 8% of the starting salary. Proponents of this recruitment method claim that since each candidate comes with a personal recommendation behind them, the applicants are likely to be better suited to the job and the applicant already has a referee.A potential downside of this type of referral recruitment is that these incentives can lead to candidates inventing an online alter ego for themselves to claim the reward or for them to contact a friend and split the reward

2. Recruitment process outsourcing Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider. To quote the Recruitment Process Outsourcing Association, "Recruitment Process Outsourcing is when a provider acts as a company's internal recruitment function for a portion or all of its jobs. RPO providers manage the entire recruiting/hiring process from job profiling through the on-boarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company's time to hire, increase the quality of the

candidate pool, provide verifiable metrics, reduce cost and improve governmental compliance." On the other hand, occasional recruitment support, for example temporary, contingency and executive search services is more analogous to out-tasking, co-sourcing or just sourcing. In this example the service provider is "a" source for certain types of recruitment activity. The biggest distinction between RPO and other types of staffing is Process. In RPO the service provider assumes ownership of the process, while in other types of staffing the service provider is part of a process controlled by the organization buying their services. Recruitment process flowchart

Recruitment actually starts with placing of the requisitions by the employers. This is followed by CV search, which can be done by employment agencies, consultants, job sites, walk ins etc. A databank is created from which a pool of candidates possessing the required skills can be drawn. Then comes the recruiters round , the candidates selected from here enter the self assessment round. Then the candidates go through the tests , which may be aptitude test, personality test, ability test, interest test etc. Those qualifying the tests go through the technical interviews. Candidates selected in the technical interview undergo the HR interview led by documents

verification and reference checks. Those successful in the HR round are offered the job letter and they are finally absorbed in the organization with an induction ceremony Selection process The selection process is a long process commencing with the preliminary interview of the candidate till the contract of employment. a) Preliminary interview It basically deals with scrutinizing the candidates on the basis of information provided in employment application form. The main purpose of preliminary interview is to remove visibly unqualified candidates. b) Selection test Job-seekers who pass the screening and preliminary interview are called for tests. Different type of tests may be undertaken such as ability test, aptitude test, personality test, interest test, graphology test etc. c) Employment interview The next step in the selection process is employment interview. Its a form of formal in-depth conversation conducted to evaluate applicants acceptability. Its quite flexible and helps in two way exchange of information. The selection interviews can be of sequential, panel various types one to one,

One to one interview comprises of interviewer and interviewee. Sequential interview involves a series of interviews, usually utilizing the strength and knowledge base of each interviewer, so that each interviewer can ask questions related to his subject area, as the candidate moves from one room to other. Panel interview consists of two or more interviewers. A panel interview is less intimate and more formal than one to one and if handled well can yield a wealth of information. d) Reference and background checks Many employers request names, addresses, and telephone numbers for the purpose of verifying information or perhaps gaining additional

background information. Previous employers, known public figures, university professors etc can act as references. Companies normally seek letters of references or telephone references. The reference check has basically two advantages1. It helps in determining the validity of information provided by the candidate. 2. Secondly it helps in assessing the potential success of the prospects. e) Selection decision and job offer After all the above steps the selection decision is made to hire the potential candidates who are matching the job requirements. To those applicants who have crossed all the previous hurdles, job offer is made through a letter of appointment. Such a letter generally contains a date by which appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he/she is already in employment. In this case the appointee is required to obtain a relieving certificate from the previous employer. The company may also want the individual to delay the date of reporting on duty. Deceny requires non-selected candidates to be told about their non selection. f) Contracts of employment After the job offer has been made and the candidates accept the offer certain documents need to be executed by the employer and the candidate. One such document is the attestation form. The form contains certain vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for future reference.

There is also a need for preparing a contract of employment. The basic information that should be included in the written contract of employment will be1. Job title 2. Duties and responsibilities. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay , allowances, overtime and shift rates, method of payments. 5. Hours of work arrangements. 7. Sickness 8. Length of notice due to and from employee. 9. Grievance procedure 10. Disciplinary procedure 11. Work rules 12. Arrangements for terminating employment 13. Arrangements for union membership 14. Special terms relating to rights, to patents and designs, confidential information and restraints on trade after termination of employment. 15 Employers right to vary terms of the contract subject to proper notification being given. including lunch time, overtime and shift

6. Holiday arrangements.

Pitfalls of Recruitment

Businesses are having to content with the ever increasing amount of employment legislation/regulation and an increasing number of claims being made by employees. However, many employers do not appreciate that in the employment field they could have to defend resulting claims in the whole area of recruitment even before an individual is employed.

Employers obviously want to choose the best candidate for a position they wish to fill but they at the same time they need to be careful as to how they go about this process. Likewise employees need to be able to understand their rights and what courses of action they could take in the event that they feel that they may have been discriminated in the whole recruitment process.

Job Advertisements

When placing an advertisement for a position there are a number of legal aspects to consider. For example, descriptions contained in a job advertisement concerning duties and responsibilities may have an impact on the final contract of employment and require careful consideration at the outset of the recruitment process. Job advertisements are also subject to trade description legislation under which it may be unlawful for a person to make a statement which he knows to be false or recklessly to make a statement which is false.

It is also unlawful to refuse a person employment because he is or is not a member of a trade union or because he/she is unwilling to a requirement to take steps to become or cease to be or to remain or not to become a member of a trade union. Therefore any advertisement which states it is only open to a person who is not a trade union member would render such an advert unlawful.

However it is the whole area of discrimination where an employer can render themselves liable to discrimination claims as a result of the recruitment process including the content of job adverts.

Discrimination

The Sex Discrimination Act 1995 ('SDA') makes it unlawful to discriminate in employment on the grounds of gender or marital status. So, a job advert for a "sales girl" "stewardess" or an advert saying "must be nimble fingered to work in a predominantly female environment" which implies packing jobs are restricted to only women could be likely to be potentially discriminatory.

Direct gender discrimination is less favorable treatment of a woman than a man (or vice versa) because of her gender, for example a restaurant puts a card in the window saying that "waiters are required". This implies men only whereas the advert needs to make clear that the vacancy is open to both men and women e.g. "waiter/waitress required".

If an employer refused an interview because they had a policy of not employing women with children then this would be an example of direct gender discrimination. Another example would be where an employer withdraws a job offer when told a female recruit was pregnant.

Indirect sex discrimination occurs when a condition or a requirement is applied equally to both women and men, but it affects more women than men or vice versa is not generally necessary. An employer advertises for a person who is "six foot tall and plays rugby" when these requirements are not necessary to do the job.

The Race Relations Act 1976 ('RRA') makes it unlawful to publish an advert or to not select/offer a position which discriminates on racial grounds or to make arrangements for such an advertisement. Racial grounds include not only grounds of race but also those of colour, nationality, citizenship or ethnic or national origin. An example of direct discrimination would be where a shop advertises in a local newspaper for a Pakistani assistant.

Indirect discrimination occurs when rules, requirements or conditions that appear to be fair can be shown to put people from a particular racial group at a greater disadvantage than others. A university which invites applicants who only speak English as their mother tongue would discriminate against people who speak English fluently but not as their mother tongue.

With the Employment Equality (Sexual Orientation) and Employment Equality (Religion or Belief) Regulations 2003 now in force employers will need to take care that do not discriminate on the grounds of sexual orientation or religion. A job advert therefore inviting only Muslims to apply or top refuse to select for interview or offer a job on these grounds could be discriminatory.

Selection Process
The employer advertises and receives a number of applications. These applications must be considered reasonably and fairly, again, so as not to fall foul of the discrimination legislation. The employer must not discriminate in their selection for interview, by for example, deliberately omitting men or women, those from an ethnic minority or those that are disabled. It is vital when reviewing applications/interviewing to make notes as to why a particular candidate was not selected. This will make it a lot easier should an employer receive a discrimination claim for not calling for interview/offering the position. It is therefore advisable to keep records of any applications for a position for at least six months and preferably nine months after receipt and consideration.

The employer in terms of the application forms will need to take special care to ensure that they are not discriminating against people on the grounds of any disability or the way in which they handle applications. The Employer should make clear that if the person applying has difficulty completing the form then to make them aware of this. Adjustments such as providing an application form in a different format e.g. type written, telephone tape or email could be used.

Interviews

The employer again may need to consider reasonable adjustments for the disabled in terms of where the interviews take place and also in what format and generally as to what questions are asked. Questions such as whether a female is thinking of having children could lead to a direct discrimination claim. Therefore the employer should prepare what questions are to be asked so that they do not give any grounds to an individual to suggest that they have been discriminated whether on the grounds of sex, race, disability or otherwise.

References

Where receipt of a satisfactory reference remains a condition of a contract of employment this needs to be clearly stated in writing at the time of the offer and commencement of employment. Employers are not obliged to give a reference (except in certain sectors) but if they do they must ensure that a reference is not misleading, inaccurate or unfair. An ex-employer can be liable in damages for any economic loss suffered (i.e. they did not get the job) as a result of a reference which is inaccurate, misleading or unfair. Offers of employment

An offer of employment and acceptance of it by the selected candidate is governed by a general law of contract. Therefore when an offer of

employment is made it can only be withdrawn before it is accepted. However, if an offer is made by an employer which is accepted by an employee then, if an employer then decides to withdraw it, an employee is entitled to the notice period under the contract, even if they have yet to start work for the employer. Again, if an employer makes an offer of employment subject to certain terms and conditions, the employer needs to ensure that the terms and conditions are not discriminatory.

The data was collected by conducting a survey among the recruitment team and the employees. The method of data collection was simple random sampling. For this purpose two questionnaires were prepared. One was for recruitment team and the other was meant for the employees working at escorts Ltd. The official websites of Escorts, the intranet portals of the company and the search engine Google were among other sources.

Primary data collection

The primary data collected is through survey conducted in the organization. The survey was conducted among the employees working in Escorts. On the basis of feedback through questionnaire and observation method, the effectiveness of the recruitment process is assessed.

Secondary data collection

The secondary data that is used in the project is taken with the help of website search and with the help of reference books mentioned in the bibliography. The unparallel access of data with the help of search engine Google has loaded the project with growing trends in the recruitment industry. Also it imbibes the various inputs that were received from the practical exposure in Escorts .

Data analysis
Analysis, involves estimating the values of unknown parameters of the population and testing of hypothesis for drawing inferences. The primary and secondary data that was collected from different sources is been analysed through various methods1. Pie charts 2. Analytical approach Data interpretation 1. Is the recruitment cell effective in striking a chord of communication with new hires?

a) Yes 38%

b) No 6% c) To some extent 56% By seeing the above pie-chart , it can be inferred that Most of the people do agree that the recruitment process is effective upto some extent in striking a chord of communication with new hires. 38% of the people are of the opinion that recruitment process is effective in striking a chord of communication with new hires. Only 6% people are against the view that the recruitment cell is effective in striking a chord of communication with new hires.

2. As a new hire were you told about the following things beforehand? a) Job Profile c) Camera mobiles are not allowed b) Shift timings d) Cyber regulations

a)

Interpretation Yes-86%

No-14% By seeing the above pie-chart , it can be inferred that A large chunk of people i.e. 86% say that they were told about their job profile beforehand. Only 14% say that they were not told about their job profile beforehand.

b)

Interpretation Yes-82% No-18% By seeing the above pie-chart , it can be inferred that Most of the people say that they were told about their shift timings beforehand. Only 18% people are saying that they were not told about shift timings beforehand.

c)

Interpretation Yes-64% No-36% By seeing the above pie-chart , it can be inferred that

Most of the people i.e. 64% say that they were told they were told beforehand that camera mobiles are not allowed. Only 36% people refuse that they were told beforehand that camera mobiles are not allowed.

d)

Interpretation Yes-36% No-64% By seeing the above pie-chart , it can be inferred that Most of the people are of the opinion that were not told about the cyber regulations. Only 36% of people say that they were told about the cyber regulations.

3. Was there any person who could assist you in filling up the required forms on the first day of joining?

Interpretation

Yes- 58% No-42% By seeing the above pie-chart , it can be inferred that A large chunk i.e.58% percent of people say that there was a person who could assist them in filling up the required forms on the first day. But nearly 42% vary from the above opinion.

4. Do you think the selection interviews are free from biases like halo effect, negative skew or central tendency?

Interpretation Yes-64% No-0% To some extent-36% By seeing the above pie-chart , it can be inferred that Most of the people are of the opinion that selection interviews are free from biases. Nearly 36% believe selection interviews only to some extent are free from biases.

5. How do you rate your first impression of Escorts on a given scale? Interpretation

a) unsatisfactory-0 b) somewhat unsatisfactory-0 c) no comments- 28% d) somewhat satisfactory- 12% e) satusfactory- 60% By seeing the above graph it can be inferred that Most of the people believe that the recruitment process is satisfactory Nearly 12% think its somewhat satisfactory However 28% said no comments.

6. For how long are you working with Escorts?

Interpretation

a) Less than 5 years 68%

b) 5 years-none

c) More than 5 years

By seeing the above pie-chart , it can be inferred that

The people surveyed basically comprised of those who are working for less than 5 years.

7. Is your current job profile in line with your areas of interest?

Interpretation a) Yes- 56% b) No -8% c) To some extent-36% By seeing the above pie-chart , it can be inferred that More than half of the employees i.e. nearly 56% say that their job profile is in line with their areas of interest. 36% say that to some extent their job profiles are matching with their areas of interest. 8% say that no their job profiles are not matching with their areas of interest

8. Do you think employee retention depends upon successful recruitment process?

Interpretation a) Yes-48% b) No-30% c) To some extent-22% By seeing the above pie-chart , it can be inferred that Most of the people say that employee retention depends upon successful recruitment process 22% say that only to some extent employee retention depends upon successful recruitment process. There are 30% people who do believe that employee retention does not depend upon successful recruitment process.

9. Which factor can contribute the most for a higher degree of employee retention in Hyundai?

Interpretation a) Brand image-8% b) Quality worklife-8% c) Growth opportunities-60% d) Compensation-24% By seeing the above pie-chart , it can be inferred that 60 % of the people believe growth opportunities is the factor which can contribute the most for the higher degree of employee retention in Steria. 24% say that quality worklife can account for higher degree of employee retention. 8% consider that brand image and compensation are the factors contributing for a higher degree of employee rete

DATA INTERPRETATION (Recruiters questionnaire) 1. Do you think the recruitment process is catering to organizational goals and needs?

Interpretation a) Yes- 89% b) No- 0% c) To some extent- 11% By seeing the pie chart it can be inferred that Most of the members of recruitment team i.e. 86% believe that recruitment process is catering to organizational goals and needs. Nobody believes that recruitment process is not catering to organizational goals and needs. Nearly 11% people believe that recruitment process is catering to organizational goals and needs only upto some extent.

2. To what extent the organizational expectations of attracting talented workforce are fulfilled?

Interpretation a) not at all- 0% b) 25 %- 0% c) 50%- 33% d) 75%- 67% e) 100%- 0% By seeing the above pie-chart it can be inferred that 67% of people believe that organizational expectations of attracting talented workforce are satisfied upto as high as 75%. 33% of people that organizational expectations of attracting talented workforce are satisfied upto 50%.

This shows that organizational expectations are fulfilled to as high as75%.

3. Which is the most reliable source of recruitment?

Interpretation a) employee referral- 78% b) consultants- 0% c) job sites- 11% d) advertisements- 11%

By seeing the above pie chart it can be inferred that-

A major chunk of respondents as high as 78% believe that employee referral is the most reliable source of recruitment. Nobody is favouring the consultants. 11% of the respondents are favouring job-sites to be the most reliable source of recruitment.

Again 11% respondents are favouring advertisements.

4. How advantageous is the finders fee scheme to the recruitment?

Interpretation

a) not at all- 0%

b) somewhat advantageous- 11%

c) advantageous- 67%

d) very advantageous- 22%

By seeing the above pie chart it can be inferred that-

67% of the people believe that finders fee scheme is advantageous to recruitment. 22% believe that its very advantageous. 11% believe that its somewhat advantageous.

5. Do you think the use of latest softwares in recruitment can help in cutting down the costs?

. Interpretation a) Yes- 78% b) No- 11% c) To some extent- 11%

By the above pie-chart it can be inferred that-

Most of the people i.e. 78% of them believe that the use of latest softwares in recruitment can help in cutting down the costs.

Nearly 11% believe that latest softwares can cut down the costs only upto some extent. However 11% are of the opinion that the latest softwares can not help in cutting down the costs involved in recruitment.

6. What do you think is the attribute which compels most of the people to join Hyundai?

Interpretation a) company profile-11% b) job profile- 67% c) compensation-22% d) any other-0%

By seeing the above graph it can be inferred that

67 % of the respondents are of the opinion that job profile is the factor which compels most of the people to join Hyundai. 22% believe that most of the are attracted by the compensation offered by Hyundai. However 11% are of the opinion that company profile is the attribute which attracts most people to join Hyundai.

7. In general, for how long the hired talent pool remains with Hyundai?

Interpretation a) less than 5 years- 89% b) 5 years- 0% c) more than 5 years- 11%

By seeing the above pie chart it can be inferred that

89% of the respondents believe that hired talent pool in general remains with Hyundai for less than 5 years. 11% believe that generally it remains with Hyundai for about 5 years. However the perception is that in general the hired talent pool does not remain with Hyundai for more than 5 years.

8. What do you think is the reason owing to which most people leave?

Interpretation

a) Career growth- 78%

b) Better perks- 22%

c) Better worklife- 0%

d) Any other- 0%

By seeing the above graph it can be inferred that-

Most of the respondents i.e. 78% believe that career growth is the factor owing to which most people leave. 22% are of the opinion that most people leave due to better perks.

9. Do you think the factors like rewards & recognitions, salary hike, promotion, limited hours of working etc, can affect the employee turnover ratio?

Interpretation

a) Yes- 89%

b) No- 0%

c) To some extent- 11%

By seeing the above pie-chart it can be inferred that-

89% respondents believe that the above measues can affect the employee turnover ratio. 11% are of the opinion that above measures can affect the employee turnover ratio only upto some extent.

Suggestions After analyzing the recruitment process closely following suggestions are put forward-

1. The use of automated recruitment software can help in cutting down the costs and fastening up the whole process.

2. The recruitment process needs to be more process specific than person specific.

3. The job-descriptions need to be provided in more detail by the requirement owners and at the same they need to be understood quite well by the recruiters.

4. There should be good matchmaking.

5. Its required to have quicker turnaround time.

6. The feedback mechanism needs to be faster.

7. There should be constant visibility on future expected requirements and working on them proactively.

8. Keeping abreast with the market trends is required for successful recruitment.

9. The candidates need to be communicated everything at the final stage of selection.

Bibliography

Books 1. Naresh K. Malhotra- Marketing Research 2. K. Ashwathappa- Human Resource Management 3. Gary Dessler and Mirza S Saiyadain- HRM 4. Uday Parekh- HRM

Search engines 1. Google.com 2. Wikipedia- the encyclopedia 3. Abouthumanresources.com 4. Escortsgroup.com