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This document provides an overview of the recruitment and selection process assessment at MAHLE Filter Systems (India) Pvt. Ltd. It discusses the evolution of recruitment and selection practices over time. It also profiles the company, which is part of the larger Anand Group of companies. The recruitment and selection processes are described as key to integrating and retaining employees. Different perspectives in assessing candidates, such as psychometric, social, and person-organization fit are covered. The importance of effective recruitment and selection strategies for improved organizational outcomes is highlighted.
This document provides an overview of the recruitment and selection process assessment at MAHLE Filter Systems (India) Pvt. Ltd. It discusses the evolution of recruitment and selection practices over time. It also profiles the company, which is part of the larger Anand Group of companies. The recruitment and selection processes are described as key to integrating and retaining employees. Different perspectives in assessing candidates, such as psychometric, social, and person-organization fit are covered. The importance of effective recruitment and selection strategies for improved organizational outcomes is highlighted.
This document provides an overview of the recruitment and selection process assessment at MAHLE Filter Systems (India) Pvt. Ltd. It discusses the evolution of recruitment and selection practices over time. It also profiles the company, which is part of the larger Anand Group of companies. The recruitment and selection processes are described as key to integrating and retaining employees. Different perspectives in assessing candidates, such as psychometric, social, and person-organization fit are covered. The importance of effective recruitment and selection strategies for improved organizational outcomes is highlighted.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 1
1. INTRODUCTION Recruitment and a Selection has been strongly influenced by the legislation passed from the 1960s 1990s. Many legal issues need to be taken into consideration from the proper wording on a job description for asking appropriate questions in the interview. Selection procedures for the purpose of placement were first utilized in World War- I. Army recruits were given general IQ tests and were placed in or given specified tasks based on their scores. The 1930s saw significant advances in the field of I/O psychology for example in measurement with the development of Likert Scale & in experimentation with the Kurt Lewins empirical studies of leadership style and management techniques (1939). World War II benefited from these advances and utilized selection and assessment tests for fighter pilots and developed classification tests for army. In this system, the candidates are evaluated on the basis of their bio data, personal information, personal attributes, performance in cognitive tests, and even be placed in a stimulated work environment to gauge their abilities. Other predictors such as phone interviews are also widely used. Hiring the perfect candidate, the Right-fit for your organization in a highly involved, complex, and time consuming process. Finding the right man for the right job and developing him into a valuable resource is an indispensable requirement for every organization. Proper requirement helps the line managers to work efficiently in achieving the the primary objectives of the enterprise. In order to harness the human energies in the service or organizational goals, every HR manager is expected to pay proper attention to recruitment and selection activities in an organization. Thus personnel functions, recruitment and selection, when carried out properly, would enable the organization to hire and retain the services of the best brains in the market. The worlds best companies have established their strengths with their people.
Assessment of Recruitment and Selection Process at MAHLE
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The recruitment and selection are key processes. Assessing the employee for integration and retention influence the existing employees and the organizations performance. There are different perspective aspects of recruitment and selection, such as psychometric, social , and person organization fit (POF). The social perspective deals to focus attention on the social interaction between the two central parties, the applicant and the recruiting organization. In addition to the quality measures of a candidates mutual trust is built through assessment process which involves exchange of views & perceptions of both parties. Person organization fit (POF) perspective has recently emerged with the intention to know the applicants knowledge regarding his surroundings. Finally better recruitment and selection strategies result in improved organizational outcomes. The more effectively organization recruits and selects candidates, the more likely they are to hire and retain satisfied employees. The effectiveness of an organizations system can influence bottom-line business outcomes, such as productivity and financial performance. Therefore organizations should invest on the development of comprehensive and valid selection system.
1.1 REASONS FOR SELECTING THIS TOPIC To learn about the tasks to be performed by an employee. To know the prospect of recruitment and selection procedure. To know about the employee and managerial level of recruitment & selection process. To study about the structure of manpower in an organization. To participate in the complete process of recruitment and selection process. To learn to interact with candidates at the time of calling up and interview.
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2. COMPANY PROFILE
2.1 COMPANY NAME: MAHLE FILTER SYSTEMS (INDIA) PVT. LTD.
Fig.no. 2.1
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2.2 Anand Group Anand Automotive Limited is a leading manufacturer of automotive components and systems in India, supplying to virtually every vehicle and engine manufacturer in the country. With the large range of automotive components, the Group has a sales turnover of USD 700 million, targeting to achieve $ 1 billion by 2012. In 1961, the Group started its operations with the establishment of Gabriel India, the Groups Company in Mumbai for manufacturing Shock Absorbers. Today, the Group comprises 19 companies with 44 business units spread in eight states across the country. Its export, which currently accounts for 14% of the total sales, is targeted to reach 30% in next few years. The Group firmly believes that business is 90% people and proudly asserts its key asset to be its dedicated workforce of 7500 people. Overall, the strength of Anand Companies lies in their strong brand image, widespread distribution network, product range, excellent quality, extensive Original Equipment coverage, Export markets, its Cellular manufacturing and JIT Systems, Technology up-gradation and International tie-ups. Additionally, the Group's capability to set up the state-of-the-art and highly productive plants with in-house expertise, gives it a competitive edge.
Mr. Deep C Anand Chairman Anand Automotive Limited
Mr. Deepak Chopra Group CEO Anand Automotive Limited Assessment of Recruitment and Selection Process at MAHLE
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2.3 Group Companies of Anand Group Anand Automotive Limited Behr India Limited Chang Yun India Limited CY Myutec Automotive India Private Limited Faurecia Emission Control Technologies Federal-Mogul Bearings India Limited Gabriel India Limited Haldex India Limited Henkel Teroson India Limited MAHLE Filter Systems India Limited Mando India Limited Perfect Circle India Limited Spicer India Limited Takata India Pvt Limited Valeo Friction Materials India Limited Victor Gaskets India Limited Camfil Farr Air Filtration India Limited (Industrial) Degrmont Limited SUJAN Luxury Hotels(Services)
2.4 Recent performance Anand Group: Anands company, Gabriel India has received the Golden Peacock Innovation Award for unique innovation that helps to detect presence of nodular chrome formed during hard chrome electro plating on shock absorbers piston rods.
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MAHLE Filter System India Best Zone Award MAHLE Filter Systems India, aftermarket team has been consistently delivering on its growth targets and the high performers were recognized and rewarded at the recent sales conference. Gabriel India-Nashik also received the Bajaj Quality award for achieving Zero PPM and Zero KM, within a period of six months.
2.5 BACKGROUND INFORMATION: The filter brands MAHLE Original (former MAHLE Filter), Knecht and Metal Leve are also part of MAHLE and provide a range of products that Our MAHLE sales companies or our sales partners can tell you which brands are available in the respective countries. In order to cover the numerous applications, we offer a complex product range. It encompasses air, oil and fuel filters for passenger cars and commercial vehicles, agricultural and building machinery as well as motorcycles and filters for vehicle interiors to air-drying cartridges for commercial vehicles Fig2.5 All of our filters have one thing in common. They are highly effective in protecting people, engines and the environment. We continuously expand our filter program with innovative products that are high in demand. This includes our eco filters that can be completely incinerated or our cabin air filters. All of our filters are produced in original equipment quality. The MAHLE Group is one of the 30 largest companies in the automotive supply industry worldwide.
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In addition to the automotive industry, MAHLE also supplies the small and large engine areas as well as the market for industrial filtration.
2.6 About the Owner In 1964, the Company founders Hermann and Dr. Ernst MAHLE transferred ownership of the Group to the non-profit MAHLE Foundation, which has held and administered almost all company shares since then in a fiduciary capacity. The MAHLE Foundation serves charitable causesby supporting healthcare, youth welfare, schooling, general adult and vocational education, and organic farming. For many years, one of the MAHLE Foundations primary beneficiaries has been the Filderklinik near Stuttgart, Germany. It combines modern, scientific conventional medicine with holistic, anthroposophical medicine.
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2.7 MAHLE FILTER SYSTEMS (INDIA) PVT. LTD. PUNE PLANT
Fig 2.7
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KIRLOSKAR Filter Systems India located at Pune, was set up in 1969. In 2005, the company changed its name to MAHLE Filter Systems Pvt. Ltd. MAHLE Filter Systems India was formed in 2005 as a result of the merger of the operations of Purolator India and MAHLE Filter Systems India It is a joint venture between Anand Automotive Systems - a leading manufacturer of automotive components and systems in India, supplying to virtually every vehicle and engine manufacturer in the country - and MAHLE Group, Germany - a leader in Engine components world-wide. Owing to its product range and quality, MAHLE Filter Systems India is the principal supplier to all segments of the market - OE and Aftermarket with a sizeable presence in the overseas markets. MAHLE also participates in the industrial range of filters. In the Aftermarket, its products are marketed under the brands - MAHLE and Purolator. MAHLE Filter Systems has been consistently investing in R&D activities to develop media, new filter geometries, constructions and systems. It also markets STP, the worlds largest brand for automotive care products. MAHLE Filter Systems India has three filter plants, one at Parwanoo (Himachal Pradesh), Pune (Maharashtra) and the other at Khandsa (Haryana). All plants are TS / OSHAS certified and have significant exports. 2.8 MANUFACTURING AND TESTING FACILITIES To cater to stringent quality requirement of customer from different market sectors, MAHLE has complete manufacturing and testing facilities to ensure that quality is built in at every stage of manufacturing. For HEPA filters, the total manufacturing and operations are done in a special clear environment. Naturally, we enjoy high quality rating from out customers. We take extra precautions in selecting the correct grade material and ensure that all the processes are properly controlled to achieve the desired results. We also design filters for specific requirements.
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MAHLE FILTER SYSTEMS (INDIA) LTD. 2.9 TECHNICAL DETAILS Established: In 1969 Location: Gat no-410, Mauje Urawde, Tal-Mulshi, Pune. Registered Office &Head Office:-Mahle Group Headquartered, Stuttgart, Germany
Pune (Factory):-Mahle Filter Systems (India) Pvt.ltd Gat no- 410, Mauje Urawade, Tal-mulshi, Pune-411042.
2.10 Quality Certification MAHLE Filter Systems India has three filter plants, one at Parwanoo (Himachal Pradesh), Pune (Maharashtra) and the other at Khandsa (Haryana). All plants are TS16949 / OSHAS,ISO 14001 certified and have significant exports.
Areas: Estate area:- 51965 sqm Production area: - 3888 sqm.
Total Operating Engineers 162 Workers 47 Staff 48 Total 257
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2.11 MISSION, VISION AND QUALITY POLICY MISSION Customer Delight -by providing superior product on time and every time. Share holder Delight By providing better than market return on investment Employee Delight By providing opportunities to learn, contribute and enjoying working in MAHLE, filter systems India
VISION Be the leading supplier of filters Systems in india n a global supplier Automotive and industrial filters for for both OE and Aftermarket applications.
QUALITY POLICY To ensure Customer,Share Holder and Employee Satisfaction By Building and Sustaining a culture of Continual improvement at MAHLE Filters Systems india and Suppliers.
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2.12 COMPANY POLICY: Some policies are in our Company like: Quality Policy Health & Safety Policy Environment Policy Environment Policy MAHLE Filters Systems India is committed to prevent the generation pollutant or wastes We will comply with all Legal and other related requirements on environment and ensures that have the least known impact on the environment. We shall Strive to use the best of practices and technologies for continual improvement of our environment.
HEALTH AND SAFTY MAHLE Filters Systems India is committed to prevent the injuries and ill Health by maintaining world class health and safety Standards for all its employee and associates . we shall comply with all appreciable legal, regulatory health , Safety and other requirements on a continual bases We will develop, improve and sustain processes and deploy them through APS to systematically eliminate Health and safety Hazards. Assessment of Recruitment and Selection Process at MAHLE
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COMPANY SLOGAN: CONNECTING PEOPLE NEAR OR FAR, MAKE MORE FILTERS, RUN MORE CARS
. 2.13 JV Partners: MAHLE Group, GERMANY Headquarters- Stuttgart, Germany. Globally amount the 30 largest independent industrial groups in Germany. 110 production plants in four continents. 47,000 employees Sales 4.3 million Euros (2006).
2.14 JV Partners: Anand Automotive systems, India. One of Indias largest manufacturer of automotive components. Turnover of over 488 million USD. Chairman- Deep C. Anand. 17 group companies. 44 manufacturing locations 6300 employees within India.
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2.15 COMPANYS PRODUCT PROFILE
Products:-
1. Oil filters 2. Air filters 3. Fuel filter OIL FILTERS a. Cartridges( metal) b. Cartridges (metal-free)] c. Spin-ons d. Housing/ adaptors.
AIR FILTERS a. Metal(round) b. Panel(PU) c. Round(PU) d. Panel(plastic injection moulded) e. Round (plastic injection moulded) f. Housing (plastic/metal) g. Air intake manifolds
FUEL FILTERS a. Catridges (metal) b. Catridges(metal- free) c. Spin-ons d. Plastic injection moulded e. Plastic-welded f. Water separator
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2.16 Customers: Table no. 2.16 Ashok Leyland Mitsubishi Bajaj Autos New Holland Caterpillar Punjab Tractors Escorts Swaraj Mazda Ford TAFE Force Motors TATA Motors General Motors Tatra Honda Toyota Ingersoll Rand Yamaha Kirloskar Oil Engines Ltd. Nano Mahindra & Mahindra Nissan Maruti Suzuki
2.17 MAIN MARKETS : North America South America Western Europe Eastern Europe Eastern Asia South East Asia Mid East Asia Mid East Africa Oceania
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2.18 DEPARTMENTWISE MANPOWER STATUS OF MAHLE FILTER SYSTEMS (INDIA) PVT. LIMITED Table no. 2.18
COUNT OF DEPARTMENT DEPARTMENT TOTAL Finished goods systems (FGS) Finance Human resources Information technology Maintenance engg. Marketing (MKT AM) Operating engg.(MKT OE) Pool PD Plant head Production planning control (PPC) Process engg. PROD (production) PUR (purchase) QA( Quality) RND SCM (supply chain mgt) 3 4 3 1 2 3 3 1 5 1 1 0 3 4 3 8 3 Staff 48 Workers 209 Grand total 257
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2.19 ORGANISATION STRUCTURE
Fig no. 2.19
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2.20 HR PROCEDURES : Fig.no. 2.20.1 (a)
Fig .no.2.20.2 (b)
Recruitment Training Trade Union Handling PMS A-HPS Employee Engagement OE model Manpower Deployment Payroll Leave Mgmt Administrati on Safety Compliance Statutory Compliance Grievence Mgmt Assessment of Recruitment and Selection Process at MAHLE
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2.21 EMPLOYEE ENGAGEMENT ACTIVITIES AT MAHLE Annual Day Sports Day Trips Dandiya Night Hostel Party Cultural Show Special Lunch (ERM) Women Grievance Committee Safety Week Birthday Bash Quiz Competition Festival Celebration
2.21.1 MAHLE ASPIRES TO EXCEL AS WORLD-CLASS ORGANISATION Indigo on time (starting work ontime) Surf Challenge (Abnormality dhundo Challenge) Spoorti (Best Desk Award) MIC (MAHLE Image Changer) Koffee with Karan (Hum jane apka karan kaun) SHADI MUBARAK (Celebrate wedding Anniversary)
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2.21.3 MAHLE PRACTICE OPEN AND HONEST COMMUNICATION SPANDAN (Multi tier Communication Meeting) Sunrise Meeting (Loss Analysis Meeting) Sunset Meeting (Plant Head Review Meeting)
2.21.4 MAHLE NURTURES TALENT Dhyanodaya (Learning Centre) Pulse Polio (100% training to all) EDGE (Employee development for growth and education) JOSH (Books for all) FLAG (Focused Learning Activity Group) KHAJANA (Library) Dil Mange More (Birthday Wish Fulfilled)
2.21.5 MAHLE BUILDS TRUST AND EMPOWER PEOPLE Hamare Sitare (Empowering Team Leader) Chamakte Sitare (Best OE Award) Trimurti (3 Faces of Plant Head) Customer Shopfloor & Supplier People Orientation
2.21.6 MAHLE RECOGNIZE REWARD AND ACHIEVEMENT Bazigar Step-Up Arogya (Shift Start Exercise) Family Day (15 th Aug, 2 nd Oct, 26 th Jan Rasoi Magic (Monthly Cooking Initiative- Men & Women) Assessment of Recruitment and Selection Process at MAHLE
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2.22 FUNCTIONAL DEPARTMENT OF THE ORGANISATION
HUMAN RESOURCES DEPARTMENT Human resource department is one, which provides services that are used by all the departments. It is a department, which looks after all the activity of the organization and acts as the head of all departments. It is department, which sets out the objectives of each department and gives orders to perform the individual activities.. FUNCTIONS: Recruiting of employees and workers. Replacement / Transfer / Promotion of employees. Induction of employees. Probation / Training of the workers Increment / bonus to employees. Information management & Labor management. Safety & Welfare management. Canteen and Transport management.
MAINTENANCE DEPARTMENT The maintenance department is responsible and accountable for maintenance. It is responsible for the way equipment runs and looks and for the costs to achieve the required level of performance. This is not to say that the operator has no responsibility for the use of equipment when in his hands - he does. The point is that responsibility and accountability must be assigned to a single function or person whether it be a mechanic or operator. To split responsibility between maintenance or any other department where overlapping responsibility occurs is to establish an operation where no one is accountable. Alumax of SC considers this a fundamental principle for effective operation of maintenance. The maintenance function is responsible for the frequency and level of maintenance. They are responsible for the costs to maintain, which requires development of detailed budgets and control of costs to these budgets. Assessment of Recruitment and Selection Process at MAHLE
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FINANCE DEPARTMENT Main activity of the finance department is to keep all the up to date accounts of the financial matters. The various activities are allocated to different sections. The costing section determines the cost incurred on various items of management, information system is adopted in this section, which is clearly financed by the various banks.
Excise section files periodic returns under various acts like PF. Act, Employee state, insurance Act, sales tax, central tax etc. It issues sales tax. This section carries out all the activities concerned with the excise.
Pay roll section prepares the pay sheet. They keep account of the raise in pay, bonus, deductions in salary, if any etc of each employee. The net salary of each employee is tabulated in this section. Cash in bank section regulates the day bank and cash transactions. This section issues cheques to suppliers after the instruction frauds the bill payable section. It prepares the bank reconciliation statement and also reconciles the suppliers and customer accounts. It also provides all records to the auditor, internal and external.
Bills payable sections, this section verify the purchases bills and receive the debit notes and credit notes as per the instruction of the purchase department.
ACCOUNTS DEPARTMENT
The functions of this department are: Preparation of Balance Sheet, costing product wise,makings payments for the suppliers, contractors and employees. Maintaining cash and bank balances invoicing for products sold formulating regarding sales tax etc are completed. It is concerned mainly with the profit ability. Planning about tax that is saving cost tax is done. Assessment of Recruitment and Selection Process at MAHLE
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Frequent meetings are held and any suggestions regarding cutting down of tax and cost is welcomed. Verification of items is done once or twice in a year depending upon the items. In normal circumstances they can take decisions.
STORES ACCOUNT Stores accounts maintain are update accounts of various items received and issued. It gives the detail of maximum level, minimum level and re-ordering level of the stock. The stores accounts maintain the bill cards for several bill items. Several items financial activities concerned with the stock are also carried out by the stores accounts. 2.23 RESEARCH AND DEVELOPMENT (R&D) AT MAHLE Since the establishment of the MAHLE companyalmost 90 years agoresearch and development into new products for combustion engines has enjoyed a high priority. During that early stage, in a workshop for engine tests, MAHLE engineers developed numerous product innovations over the decades, which have enabled the modern combustion engine of today to become reality. From the first wear-resistant lightweight pistons for gasoline engines, and later also for diesel engines, to centrifugal casting cylinder liners, composite camshafts, and ecofilter systems, through to today's current complex systems for the entire media supply, power cell units, complete cylinder head assemblies,and even, in recent years the assembly of complete engines. Pioneer in technological innovation MAHLE is and always has been a pioneer when it comes to technological innovations for the combustion engine. Around 3,000 engineers currently work in the Group's R&D centers: in Stuttgart, Northampton, Detroit (Farmington Hills, Novi), Tokyo( Kawagoe, Okegawa), Shanghai und So Paulo (Jundia). The development centers function as competence centers and work together on new global projects so that we can continually offer our customers worldwide new solutions to increasingly difficult problems relating to the reduction of fuel consumption and exhaust gas emissions as well as extended engine lives.
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Functions of the department at MAHLE filters: 1. New product development 2. Improvement in productivity 3. Improvement in quality 4. Energy saving 5. Technology absorption 6. Cost reduction 7. Improvement in environment, occupational and safety standards.
SYSTEMS DEPARTMENT Management information systems are regarded to be a subset of the overall internal controls procedures in a business, which cover the application of people, documents, technologies, and procedures by management accountants to solve business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization.
PURCHASE DEPARTMENT PROCEDURES INVOLVED IN PURCHASE Getting purchase requisition order. Selection of sub contractors. Vendor rating and performance evaluation. Purchase order. Follow up. Purchase local or cash purchase. Scrap scale sale. Bearing procurement. Verification of purchase of product.
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Functions of purchase department: This material are received by purchase department is a paper taken from the purchase department is delivered to stores. The departments material receiving receipt (MRR) is sent to the bill section where they will arrange for the payments accept once the material. The purchase department will load into the market for new, drapery, better and latest products. The material is machinery spare parts, chemicals, computers and new invented chemicals.
STORES DEPARTMENT The stores department will be responsible for stocking all the necessary tools, spares, raw materials and equipment required to service the manufacturing process. Where sourcing is unreliable, buffer stocks will need to be kept and the use of computerized stock control systems helps keep stocks at a minimal but necessary level for production to continue unhindered.
Functions: They store spares and other material other than raw materials. The raw materials are stored in the material in the production department. The main goal of this department is to receive the material and store them as and where the department demands the materials where received first are inspected. After the materials are issued the material receiving receipt goes for closing only after they physical checks in the stock is valued. The department directly takes by receiving material receipts codes are given alphabetically and numerically.
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3.1 INDUSTRY PROFILE The global automotive industry is a highly diversified sector that comprises of manufacturers, suppliers, dealers, retailers, original equipment manufacturers or OEMs, aftermarket parts manufacturers, automotive engineers, motor mechanics, auto electricians, spray painters or body repairers, fuel producers, environmental and transport safety groups, and trade unions. The automobile and automotive parts & components manufacturers constitute a major chunk of automotive industry throughout the world. The automotive manufacturing sector consists of automobile and light truck manufacturers, motor vehicle body manufacturers, and motor vehicle parts and supplies manufacturers. This sector is engaged in manufacturing of automotives and light duty motor vehicles, motor vehicle bodies, chassis, cabs, trucks, automobile and utility trailers, buses, military vehicles, and motor vehicle gasoline engines. In the recent past, the auto parts manufacturing industry of Midwest lost 12.7% of its employment. The various factors behind this decline are unemployment recession, domestic relocation and foreign competition. This loss in employment has badly affected this industry. Fig. no.3.1
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Offers support to other industries such as iron, steel, rubber, glass, plastic, petroleum, textiles, oil & gas, paints & coatings, transportation industries. Rising foreign investments have led to the rapid growth in terms of automobile production and exports. Overseas companies are making huge investments and are installing extensive production capacities in developing countries. Continuous investment in research & development has resulted in increased productivity and better quality automobiles, automotive accessories and parts. Increase in standards of living and purchasing power parity have resulted in the increase demand of automobiles especially four-wheelers in developing nations, mostly in South Asian region. This sector provides employment to major chunk of human population in the world i.e. 25 million. This industry not only provides millions of jobs to the people, but also produces billions of dollars in terms of worldwide revenues. Adequate infrastructural facilities in form of power supply, machinery, capital, ready availability of raw materials and labor help in the tremendous growth of this industry.
3.2 Major Segments Of Automotive Industry:
Engine Parts segment in the automotive component industry comprises of different parts like engine parts, fuel delivery system and products such as pistons, piston rings, engine valves, carburetors, and diesel-based fuel delivery systems.
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Electrical Parts segment comprises of generators, starter motors and spark plugs. An important and relatively larger product segment - engine parts are gaining popularity at a faster pace in the global automotive parts & components industry. Electric start mechanism in different scooter and motorcycles is the latest concept in the automobile industry.
Drive Transmission and Steering Parts segment has sub segments like gears, wheels, steering systems, axles, and clutches. Having 19% share, this segment is considered the largest product segment after engine parts segment. The emergence of different leading automotive manufacturers is intensifying the competition in the sector especially for products like gears and clutches.
Suspension and Braking Parts segment comprises of automobile components like brakes, brake assemblies, leaf springs, shock absorbers, brake linings. Suspension and braking parts segment has around 12% share in the global auto component industry.
Body and Chassis Parts segment comprises of body and chassis, sheet metal components, and plastic-molded parts. The global sourcing of automotive components comprise of chassis, frames, brakes, steering and much more has reached to US $ 185 billion in 2008-09. This product segment has 12% share in the global automotive component and parts in Industry.
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3.3 GROWTH RATE Market Forecasts-with the upcoming marketing strategies of the manufacturers, the auto parts industry is expected to have reached a value of USD 586 billion by year 2009. According to reports, the compound annual growth rate of this industry is 2.6% for the period of 2004 - 2009. Table. No. 3.3 Global Auto Components Forecast Value - USD billion 2004 2009 Year USD billion % Growth 2004 515.5 2.30 2005 526.2 2.10 2006 538.9 2.40 2007 553.4 2.70 2008 569.1 2.80 2009 585.9 3.00 CAGR 2004 - 2009 : 2.6%
It is believed that by 2015, the global auto component industry would reach US$ 1.9 trillion. With different low cost countries emerging at a fast pace in this industry, it is also expected that around 40% of the money will be sourced from such countries. India is one of such low cost countries. At present, it has only 0.4% of the global auto components trade of US$ 185 billion. By the year 2025, it is expected that India might be among the top five auto component economies.
3.4 MAJOR PLAYERS: Major Industry Players-the worldwide automobile industry is largely dominated by five leading automobile manufacturing corporations namely Toyota, General Motors, Ford Motor Company, Volkswagen AG, and Daimler Chrysler. These corporations have their presence in almost every country and they continue to invest into production facilities in emerging markets namely Latin America, Middle East, Eastern Europe, China, Malaysia and other markets in Southeast Asia with the main aim of reducing their production costs.
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NATIONAL LEVEL Maruti Udyog Ltd,General Motors India,Ford India Ltd.Eicher Motors, Bajaj Auto, Daewoo Motors India, Hero Motors, Hindustan Motors , Hyundai Motor India Ltd, Royal Enfield Motors, Telco, TVS Motors, DC Designs, Swaraj Mazda Ltd
3.5 Destination India According to the Investment Commission of India, India is among the most competitive manufacturers of auto components in the world. India is also becoming a global hub for research and development (R&D). Companies like Daimler Chrysler, Bosch, Suzuki and Johnson Controls have set up development centers in India. Many international auto- component majors including Delphi, Visteon, Bosch and Meritor have set up operations in India. Auto manufacturers including GM, Ford, Toyota, etc. as well as auto component manufacturers have set up International Purchasing Offices (IPOs) in India to source their global operations.
3.6 Contribution to Economy Automotive Industry comprises of automobile and auto component sectors and is one of the key drivers of the national economy as it provides large-scale employment, having a strong multiplier effect. Being one of the largest industries in India, this industry has been witnessing impressive growth during the last two decades. It has been able to restructure itself, absorb newer technology, align itself to the global developments and realize its potential. This has significantly increased automotive industry's contribution to overall industrial growth in the country. The automotive industry (including components & tyres) has already attained a turnover of US$ 48.86 billion. The industry provides direct and indirect employment to 13.1 million people. The contribution of the automotive industry to GDP has risen from 2.77% in 1992-93 to 4.14% in 2008-09.The industry is also making a contribution of 17% to the kitty of indirect taxes of the Government.
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4. RECRUITMENT AND SELECTION 4.1 RECRUITMENT: Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is the linkage activity bringing together those with jobs and those seeking jobs. Therefore, recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. According to Flippo, Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. According to Dale.S. Beach, Recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labour whom the organization can depend when it needs additional employees. Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the job requirements and job specifications. Recruiters need to keep abreast of changes in the labour market to ensure that their recruitment efforts are not wasted at too small a pool of labour. Skill shortages may occur unexpectedly and recruitment and training processes need to be kept flexible. It is a good idea for any organization to plan its labour force requirements, matching available supply against forecast demand. A skill audit of existing staff will increase knowledge of the skills, the organization has available and those which are lacking and thus help pinpoint areas for future development.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 32
4.2 Factors affecting Recruitment
There are two types of factors that affect the Recruitment of candidates for the company.
1. Internal factors: These includes Companys Pay Package Quality Of work life Organizational Culture Companys Size Growth rate of the company Role of trade unions Cost of recruitment
2. External factors: These include Supply and demand factors Employment Rate Labour Market Condition Political Legal and Government factors Information System
4.3 Methods of Recruitment Dunn and Stephens summaries the possible recruiting methods into three categories, namely 1: Direct method 2: Indirect method 3: Third party method
DIRECT METHOD The direct method includes sending of the recruiters to different educational and professional institutions, employees contact with public, and mannered exhibits. One of the widely used methods is sending the recruiters to different colleges and technical schools. This is mainly done with the cooperation of the placement office of the college. Assessment of Recruitment and Selection Process at MAHLE
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Sometimes, firms directly solicit information form the concerned professors about student with an outstanding records. Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go the desired centers.
INDIRECT METHOD: Indirect method involves mainly advertising in newspapers, on the radios, in trade and professional journals, technical magazines and brochures. Advertisements in newspapers and or trade journals and magazines are the most frequently used methods. Senior post is largely filled with such methods. Advertising is a very useful for recruiting blue color and hourly worker, as well as scientific, professional, and technical employees. Local newspaper can be good sources of blue collar workers, clerical employees, and lower level administrative employees. The main point is that the higher the position in the organization the more dispersed advertisement is likely to be. The search for the top executive might include advertisement in a national periodical, whereas the advertisement of the blue color jobs usually confine to the daily newspaper.
THIRD PARTY METHOD: These include the use of commercial or private employment agencies, state agencies, and placement offices of schools colleges and professional associations recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives. Private employment agencies are the most widely used sources. They charge a small fee from the applicant. They specialize in specific occupation; general office help, salesmen, technical workers, accountant, computer staff, engineers and executives. State or public employment agencies are also known as the employment or labour exchanges, are the main agencies for the public employment. Employers inform them of their personnel requirement, while job seekers get information for them about the type of job are referred by the employer.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 34
Schools and colleges offer opportunities for recruiting their student. They operate placement services where complete biodata and other particular of the student are available. Professional organization or recruiting firms maintain complete information records about employed executive. These firms maintain complete information records about employed executives. These firms are looked upon as the head hunters , raiders, and pirates by organization which loose their personnel through their efforts.
4.4 Evaluation of the recruitment method The following are the evaluation of the recruitment method: 1: Number of initial enquires received which resulted in completed application forms 2: Number of candidates recruited. 3: Number of candidates retained in the organization after six months. 4: Number of candidates at various stages of the recruitment and selection process, especially those short listed.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 35
4.5 Recruitment Process:
Recruitment process begins when the personnel department receives requisitions for recruitment from any department from any department of the company. The personnel requisitions contain details about the position to be filled, number of persons to be recruited, the duties to be performed, qualifications expected from the candidates. Locating and developing the sources of required number and type of employees. Identifying the prospective employees with required characteristics. Developing the techniques to attract the desired candidates. The goodwill of the organization in the market may not be one technique. The publicity about the company being a good employer may also help in stimulating candidates to apply. Employing of techniques to attract candidates. The next stage in the process is to stimulate as many candidates as possible and ask them to apply for jobs. In order to increase the selection ratio, there is a need to attract more candidates. Evaluating the effectiveness of recruitment process.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 36
4.6 SELECTION
Selection is a process of picking up the individuals with the requisite qualifications and competence to fill in the organizations. Selection is a tool in the hands of management to differentiate between the qualified and unqualified applicants by applying various techniques such as interviews, tests, etc. A sound selection ensures the selection of suitable candidates. According to Dale Yoder: Selection is the process in which candidates for employment are divided into two classes-those who are to be offered employment and those who are not. According to Thomas Stone: Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. Selection is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. Also it is a process of differentiating between applicants in order to identify and hire those with grater likelihood of success in job.
The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and devise adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and recruitment or not.
Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision. The traditional selection process includes: preliminary screening interview, completion of application form, employment test, comprehensive interview, background investigation, physical examination and final employment decision to hire. Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 37
Selection process assumes and rightly so, that there are more number of candidates, actually selected candidates, are made available through recruitment process. The candidates who best match the specifications may be invited for the interview. The invitation letter should tell the candidates that they should advice the organization in advance if any particular arrangements need to be made to accommodate them on arrival and during the interview. The information given in the interview letter should be true as per the company guidelines.
4.7 FACTORS EFFECTING SELECTION DECISION
Following are the factors which affect the Selection decision while selecting a candidate for an organisation:
Profile matching: The candidate which is to be selected should match the requirements of the company and the post which is vacant. Unnecessarily the post should not be filled up in a hurry if the company does not finds a suitable candidate for that particular post. Therefore profile matching is a very important factor while selecting the candidate.
Organization and social environment : The organizational and social environment is very important for a candidate to join a new organization. He should know all the policies of that organization and should be comfortable working in that particular environment.
Multi correlations : This is also an important factor of a selecting decision of a organization.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 38
4.8 ESSENTIALS OF SELECTION: The procedure will be successful if it satisfies the following requirements: 1. There should be sufficient number of applicants from whome the required number of candidates may be selected. 2. There should be some person who is assigned the authority to select. 3. There should be some standard of personnel with which a prospective employee may be compared. 4.9 SIGNIFICANCE OF SELECTION PROCEDURE: The importance of selection can be judged from the following factors: 1. Procurement of skilled workers. 2. Reduction in the cost of training. 3. Solution to personnel problems. 4.10 SELECTION PROCESS: The selection procedure is concerned with securing relevant information about the applicant. The information is secured in the number of steps and stages. The objective of selection process is to determine whether an applicant needs the qualification for a specific job and to choose the applicant who is mostly likely to perform in that job, and is willing to do that job sincerely. The hiring procedures not a single act but it is essentially a series of methods or steps or stages by which additional information is secured about the applicant. A procedure may be considered to a series of successive hurdles or barriers which an applicant must cross.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 39
Following are the steps which come under the selection process: Preliminary screening. Application Blank Employment Tests Selection Interview Medical / Physical Examination Checking reference Final Approval
PRELIMINARY SCREENING: This is essentially to check whether the candidate fulfills the minimum qualification. The preliminary interview is generally a brief. Its aim is to eliminate the unsuitable candidate. The job seekers are received at the reception counter of the company. The receptionist or other official interviews the candidates to determine whether he is worthwhile or the candidate to fill up the application blank. Candidates processing the minimum qualification and having some chances of being selected are given the prescribed application form known as application blank. APPLICATION BLANK: The candidates are required to give full information about their age, qualification, experience, family baxckground, aptitude and interests act, in the application blank. The application blank provides a written record about the candidate. The application should be designed to obtain all relevant information about the candidates. All applications received from the candidates are carefully scrutinized. After the scrutinitymore suitable candidates among the applicants are shortlisted for the written tests ad others are rejected.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 40
EMPLOYMENT TESTS: The candidates are asked to appear for the written tests or other tests. Tests have become the more popular screening devices. These tests are based on the assumption that human traits and work behaviors can be predicted by sampling, however tests are not fully reliable and they also involve time and money. Tests is more useful in identifying and eliminating unsuitable candidates therefore should be used a only as supplements rather than an independent technique of selection. The main type of tests are- Intelligent tests Aptitude tests Interest tests Personality tests
SELECTION INTERVIEW: It involves a face to face conversation between the employer and the candidate ,the selector asks the job related and general questions. The way in which a candidate responds to the questions is evaluated. The objective of the interview are as follows: 1. To find out the candidates overall suitability for job. 2. To cross check the information obtained through application blank and tests. 3. To give an accurate picture of the job and the company. The interview is most widely used step in employee selection. However, interview suffers from several drawbacks. Firstly it is a time consuming and expensive device. Secondly it can test only he personality of a candidate and not his skill for the job. Thirdly the interviewer may not be an expert and may fill to extract all relevant information from the candidate. Fourthly the personal judgement orbias of the interviewer may meke the result of the interviews inaccurate.
The interview should be properly conducted in a proper physical environment. The interview room should be free from noise and interruptions. The environment should be confident and quiet. People generally talk and freely and frankly when there is privacy
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 41
and comfort. Therefore candidates should be put at ease. The interviewer should pay full attention to what the candidates have to say.
MEDICAL / PHYSICAL EXAMINATION: Candidates who are found suitable after interview are called for physical examination. A panel of doctors to ensure that they are healthy or physically fit for the job does a medical checkup for such candidates. A proper medical examination will also ensure that the candidates selected does not suffer from any serious disease in the future.
CHECKING REFERENCE: Generally every candidate if required to state in the application form, the name and address of at least two responsible persons who know him. The reference may not give their frank opinion unless promises made that in all information will be secretly kept confidential. Moreover the information given by them may be based in the form of the candidate.
FINAL APPROVAL: The candidates who are found suitable after the medical checkup and background investigation are formally appointed by issuing appointment letter to them. They are asked to join duty by the specified date. No selection procedure is fool proof and the best way to judge a person is by observing him working on the job. Candidates who gives satisfactory during the probationary period are made permanent.
4.11 THE PURPOSE OF THE INTERVIEW IS:
To provide the selection panel with relevant information beyond that already contained in the application form and about the candidates suitability for appointment. To allow the candidates opportunity to demonstrate their skills, knowledge and abilities against the person specification. Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 42
To provide the candidate with more information about the job and the candidate. To identify the areas of weakness/training and development needs.
4.12 PROCEDURE TO BE FOLLOWED AFTER INTERVIEW
HR to take up references on preferred candidates, if this has not been actioned already. HR to offer post to successful candidate. HR to inform unsuccessful candidates to outcome within 4 working days of the interview. The chair or manager to offer feedback to unsuccessful candidates, where requested. The chair of the panel to complete the recruitment proformas and panel assessment sheets and return to HR.
4.13 CONSTRAINTS ON RECRUITMENT
Logically, firms would seek to recruit in a manner that guarantees the greatest number of qualified applicants. However there are often constraints on the recruitment process, which prohibit some method. Some of these constraints are:
Organisational policies :Promote from within policies, gives present employees the first opportunity.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 43
Environmental conditions : Need to watch economy business, industry cycles, scarcity of skill sets, and competition from other recruiters it may also require change in HR plan.
Job requirements:Can be constrained as skilled workers are more difficult to find than an unskilled worker, want to ensure requirements realistic if overdone, person could get bored and leave.
Inducement :Recruiter needs to sell market, workplace. Paid holiday, flexi timing etc may stimulate interest.
Costs :Compensation policies, adhere to establish pay ranges, is one of the major constraints in recruitment.
4.14 IMPORTANCE OF GOOD RECRUITMENT AND SELECTION
Recruitng people who are not suitable for the organization can lead to increased labour turnover, increased costs for the organization, and lowering of morale, in the existing workforce. Such people are likely to be discontented, unlikely to give their best, and end up leaving voluntarily or unvoluntarily where their unsuitability becomes evident.
They will not the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when, what is needed in the first place is a systematic process to access the role to be filled, and the type of skills and abilities needed to fill it.
Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light ofexperience.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 44
Efficient: cost effective in methods and sources. Effective : Producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization. Fair : Ensuring that right through the process decisions are made on merit alone.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 45
5. OBJECTIVES OF STUDY 1. To analyse the Recruitment & Selection process at MAHLE: Every organization undergoes through the process of recruitment & selection, but all have its different ways and techniques of recruiting people in an organization. As we know manpower is the main source of success on any organization, so it is necessary to recruit the most desired candidate for the post. 2.To critically analyse the functioning of recruitment and selection procedures: Recruitment process of every organization differes from its style. The main objective was to critically analyse and understand the concept of recruitment and selection, and then finally work on it. This analysis helped to understand the proper functioning of recruitment and selection that how the complete system takes place. 3. To observe the role palyed by all the levels in the process of recruitment: All the levels of HR department have different responsibilities in the process of recruitment. The final decision of the recruitment and selecting a candidate is taken by the senior most level ie. the HR manager. The HOD will always select the most suitable candidate for their organization. It is important from the HO point of view to take proper care about the selection of an employee. 4. To observe the way of behavior of the recruiter towards the candidates from the time they sort the resume of an individual: It is necessary for the recruiters to be in proper contact with the candidates from the time they sort resumes from the available sources.It creats a positive attitude towards the organization in the minds of the candidate. To clear all the queries of the candidate periodically contact, proper information, proper instructions makes the candidate feel comfortable when they come for interview.Treatment given to them at the time of interview also matters a lot. Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 46
5. To identify the probable area of improvement, and make recruitment and selection procedure more effective: This is an important objective for the organization as well. Day to day new and modified sources of recruitment are been formed and used in the organization. The main objective after analyzing the recruitment process was to make improvements in it, so that it becomes more effective, and becomes more convenient and comfortable to the candidate as well as the organization.
5.1 SCOPE OF STUDY The benefits of study of the researcher is that it helped to gain knowledge and epperience and also provided the opportunity to understand the prevelant recruitment and selection procedures.Hiring an employee is easy. Hiring the right employee for the job takes more work than just saying YES to the first candidate. The chances of success are improved by understanding the components involved in an effective recruitment and selection process. 1. Evaluation of candidates: Results from interviews, references and comparisions with the requirement of the position will all be combined to make decisions about the job offers. This can be accomplished with the formal checklists, a ranking system or informal conversations. 2. Reference and background checks: Since candidates are unlikely to provide references which will be negative, specific questions must be asked to get examples of performance and accomplishments. Confirmation of education, credit reports, drivers, license, and criminal background reviews can also be important parts of background checks, depending on employer, industry and needs. 3. Interviewing: The actual interview can be the core of the process, but it involves more than the time spent talking to the candidate. Smart interviews prepare questions after Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 47
reviewing th job description, resumes and applications. Post interview and followup completes the phase of recruitment and selection 4. Sourcing Candidates: Effective recruiters identify candidates through multiple sources. The internet today or any web portal is todays best way to search the candidates suitable for a job. Employee referrals, constant networking, and staffing services create a pipeline for candidates when openings occur.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 48
6. RESEARCH METHODOLOGY
6.1 Introduction: A research is a carefull investigation on enquiry specially through search for new facts in any branch of knowledge. A research is a common parlance which refers to a search of knowledge. It can be defined as a scientific and systematic search for pertinent information on a specific topic. Research is an art of scientific information. According to Clifford Woddy, research comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deductions and research conclusions, and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. 6.2 Research Methodology: Research Methodology is a way to systematically solve the research problem. It may be understood as a science of stydying how research is done scientifically. Researchers not only need to know how to develop certain indices but should also know which of the methods to use. Thus when we talk of research methodlogy we not only talk of research methods but also consider the logic behind the methods which we use in the context of our research study and explain why we are not using others so that results are capable of being evaluated either by researcher himself or by others. 6.3 Research Process: The following order concerning various steps regarding research process are: 1) Formulating the research problem 2) Extensive literature Survey 3) Developing the Hypothesis 4) Preparing the research design Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 49
5) Determining Sample Design 6) Collecting the Data 7) Execution of the Project 8) Analysis of Data 9) Hypothesis Testing 10) Preparation of Data
6.4 Objectives Of the study: To study the recruitment and selection process at MAHLE. To know about the time consumed in recruitment and selection process. To observe the role played by head office in recruitment and selection process. To observe the way of behavior by recruiter towards the candidates from the time they sort the resume of that individual. Methods of Data collection: The task of data collection begins after research problem has been defined and the research design plan chalked out. While deciding about the method of data collection to be used for study the researcher should keep in mind two types of data. PRIMARY DATA: A. The primary data are those which are collected afresh for the first time and thus it is original in character.It is the first hand data. For this project primary data collected is with the help of survey method by distributing questionnaires to branch manager and other sales manager, in depth discussions with the officers of the various departments. Observations of various process and procedures were also made. Basic method of collecting primary data: 1. Questionaire method: The respondents is questioned directly about aspects of interest to the research. Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 50
2. The Observation method: The research simple observes the subjects and records relevant aspects of his behaviours.
B. SECONDARY DATA: The secondary data that has been collected either from purpose other than the purpose of the present study. Data was collected from books, magazines, web sites, going through the records of the organisation, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Sources of data can be classified as: 1. Published Sources. 2. Unpublished Sources. Primary data: Questionaire Interviews Sample size: 30 below managerial level employees and 20 managerial level. Sampling processer- Random sampling. Statistical tools- Percentage method. Sample unit- It consists of managerial staff of MAHLE Filter systems pvt tld. Quotation: The responses may vary as some people did not want to come up with the answers. As different roles are played by HR employees, they are unaware about the knowledge of the current recruitment and selection process at MAHLE. The project is limited to the company only. Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 51
6.5 LIMITATIONS OF STUDY: The study encountered following limitations: 1. The data collected is based on the validity of response given by sample units. 2. Due to time constraints no. of employees covered are comparatively less hence generalization may not be true in all areas. 3. The employees hesitate to maintain actual information. 4. It was not possible to interview all the workers.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 52
7. DATA ANALYSIS AND INTERPRETATION SECTION-I 7.1 QUESTIONS ASKED TO PRESENT EMPLOYEE OF THE COMPANY Q.1, What type of interview did you undergo? Table no.7.1.1 Respondents % Total STRUCTURED 100 100 UNSTRUCTURED 00 100 PANEL 25 100 HR MANAGER 100 100
Fig.7.1.1
INTERPRETATION: A structured recruitment is carried in the company which is a very good review from all points. Panel decisions are put forward in case of confusion.
100% 25% 100% 0% 20% 40% 60% 80% 100% 120% S U P HR S U P HR Assessment of Recruitment and Selection Process at MAHLE
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Q.2. Are you willing to pay the bond money? Table no.7.1.2 Respondent Percentage Yes 63 84 No 12 16 Total 75 100
Fig no.7.1.2
INTERPRETATION: Most of the candidates are willing to pay the bond money, while rest are not as funds always considered to be a blockage between any work.
Yes 84% No 16% Respondent Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 54
Q.3. Is the clause of payment of bond suitable for you from all sense ? Table no. 7.1.3 Respondents Percentage Yes 58 77 No 17 23 Total 75 100
Fig.no. 7.1.3
INTERPRETATION: Mostly the candidates are satisfied by the clause of bond, ie 77% of the employees and the rest 23% are not satisfied may be due to their personal problems, but still company has solved the problem by solving an installment scheme for the payment of bond money.
Yes 77% No 23% Respondents Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 55
Q.4. Was the clause of bond a hurdle in your selection process? Table no.7.1.4 Respondents Percentage Yes 66 88 No 9 12 Total 75 100
Fig no.7.1.4
INTERPRETATION: Employees confess that the clause of bond proves to be a hurdle because even though they have skills and qualifications with them they may get rejected due to unavailability of funds. Others may be satisfied due to a good financial position.
Respondents Yes No Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 56
Q.5. Are you satisfied by the pay package offered ? Table no.7.1.5 Respondents Percentage Yes 49 65 No 26 35 Total 75 100
Fig.no 7.1.5
INTERPRETATION: Most of the employees are satisfied with the pay package offered by the company. 65% of the employees are satisfied while the rest 35 % are not because there were few terms mentioned in the bond before joining. Company must look forward to the terms and conditions and try to change it as soon as possible.
Yes 65% No 35% Respondents Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 57
Q.6. Is the job analysis (job description and job specification) done before recruitment? Table no.7.1.6 Respondent Percentage Yes 65 87 No 10 13 Total 75 100
Fig.no.7.1.6
INTERPRETATION: 87% of the employees say that the job analysis is done which have mostly seem to be come through the external sources of recruitment whereas rest were found to be through internal sources. This type of policy must be avoided.
Yes 87% No 13% Respondent Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 58
Q.7. Do you think this job opportunity will prove beneficial from future point of view? Table no.7.1.7 Respondents Percentage Yes 64 85 No 11 15 Total 75 100
Fig.no.7.1.7
INTERPRETATION: Some employees might have left out due to some reasons.
Yes 85% No 15% Respondents Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 59
Q.8. Were all the candidates judged truly and fairly ? Table no.7.1.8 Respondents Percentage Yes 69 92 No 6 8 Total 75 100
Fig.no.7.1.8
INTERPRETATION: As seen above 92 % of the employees were satisfied with the interview procedure and claimed that there were no biased decision taken by the interviewer. As there is always a change in the views of evert person, it is not possible to get different views from different person.
Yes 92% No 8% Respondents Assessment of Recruitment and Selection Process at MAHLE
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Q.9. How did you come to know about the vacancy ? Table no.7.1.9 Respondents Percentage ADVERTISEMENTS 60 88 EMPLOYMENT EXCHANGE 2 2 INTERNALLY 5 4 ANY OTHER 8 6
Fig.no. 7.1.9
INTERPRETATION: 88% people say that they got called up by advertisement and rest by web portal.
80% 3% 7% 10% Respondents ADVERTISEMENTS EMPLOYMENT EXCHANGE INTERNALLY ANY OTHER Assessment of Recruitment and Selection Process at MAHLE
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Q.10. Are the rejected candidates informed? Table no.7.1.10 Respondents Percentage Yes 00 00 No 75 100 Total 75 100
Table no. 7.1.10
INTERPRETATION: From the above facts it is seen that the company does not have the policy of informing the rejected candidates, as this must be avoided because this may reduce the personal inconvenience if any among the candidates applying for the job.
0 10 20 30 40 50 60 70 80 Yes No Respondents Respondents Assessment of Recruitment and Selection Process at MAHLE
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Q.11. What are the external sources of recruitment most preferred by the candidates? Table no. 7.1.11 Respondents Percentage INTERNET 60 88 EMPLOYEE EXCHANGE 2 2 NEWSPAPERS 5 4 EMPLOYEE REFERALS 8 6 CAMPUS RECRUITMENT 0 0 TOTAL 75 100
Fig.no.7.1.11
INTERPRETATION: According to the survey Internet is the most preferred source of recruitment used.
INTERNET EMPLOYEE EXCHANGE NEWSPAPERS EMPLOYEE REFERALS CAMPUS RECRUITMENT Assessment of Recruitment and Selection Process at MAHLE
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SECTION-II 7.2 QUESTIONS ASKED TO THE PRESENT EMPLOYER OF THE COMPANY
Q.1. What are the post recruitment policies followed by the company? Table no.7.2.1 Response REFERENCE CHECKS MEDICAL TESTS SALARY HIKE BACKGROUND HISTORY
INTERPRETATION: Salary hike was not given any importance for the trainee candidates. But the other things like medical tests and other reference checks were followed by the company.
Assessment of Recruitment and Selection Process at MAHLE
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Q.2. Do you have Compensation review policy? Table no. 7.2.2 MANAGEMENT LEVEL YES NO MANAGEMENT TRAINEE
LOWER MANAGEMENT MIDDLE MANAGEMENT TOP MANAGEMENT
INTERPRETATION: Observation policy must be offered to the trainees.
Assessment of Recruitment and Selection Process at MAHLE
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Q.3. How often is one to one conversation done in the company? Table no.7.2.3 MANAGEMENT LEVEL MOST OFTEN SOMETIMES NEVER MANAGEMENT TRAINEE
LOWER MANAGEMENT
MIDDLE MANAGEMENT
TOP MANAGEMENT
INTERPRETATION: The performance must be checked at all levels of employment. The one to one converstion is done mostly in the middle management and the top management, and sometimes with the management trainee and lower management trainee.
Assessment of Recruitment and Selection Process at MAHLE
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Q.4. What are the joining formalities fulfilled by the selected candidates? Table no.7.2.4 COMPONENTS RESPONSE YES NO CERTIFICATES PROOF OF WORK EXPERIENCE MEDICAL REPORT PHOTOGRAPH REFERENCE LETTER PAST SALARY SLIP RESIDENTIAL PROOF PAN. NUMBER BANK A/C NUMBER
INTERPRETATION: The formalities to be filled by the candidates were quiet satisfying, but along with that the checking process of the candidates details were lagging behind. Due to the lack of time the company was sometimes not able to update all the above records in the systems. But the important documents were always preferred. All the records and the documents were kept confidential by the company.
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Q.5. What are the techniques adopted for career development of the candidate? Table no. 7.2.5 COMPONENTS RESPONSE YES NO TRAINING AND DEVELOPMENT PERSONILTY DEVELOPMENT COURSES
ENGLISH SPEAKING COURSES JOB ROTATION SPONSORSHIP FOR FURTHER STUDIES
LEAVE FOR STUDY IF ANY
INTERPRETATION: All the above tee career development techniques help in career development of a person, but the company usually followed the training and development part, the personality development courses, the English speeking courses, and Job rotation. Due to the lack of time it was not possible to run after every employee for the development of his own personnel, but still the company made a lot of efforts so that the person learns a lot from his daily work.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 68
Q.6. Which parameters are preferred in the company during the selection of candidate for the job required? Table no. 7.2.6 PARAMETERS RESPONSE YES NO EXPERIENCE THEORETICAL KNOWLEDGE FOCUS ON YOUNG GENERATION
INTERPRTATION: Mostly at the time of job rotation, the company usually preferred the experienced candidates, but the focus was also made on the young generation due to their new evaluative skills and fresh brains. Rest the part of theoretical knowledge was also given the importance, because that is the basic part of all knowledge and work to be performed in the organization.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 69
8. FINDINGS AND SUGGESTIONS 8.1 FINDINGS: SECTION-I
1) The Procedure of the interview was carried out in a structured manner and if any confusion arises, the panel used to come together and take a proper decision. 2) More than 50% of the candidates were satisfied by the pay package, might be rest were expecting to be offered more. 3) Maximum number of the candidates were willing to move to us as they found career opportunity in that, while rest were unwilling in that. 4) Biased decisions were observed at few points in the company. 5) The recruitment and selection procedure was totally centralized according to companys policy. 6) External sources were mostly preferred by the company for recruitment procedure which was found to be one of the most positive attitude of the procedure. 7) Mostly all the employees were happy with the pay package offered by the company. 8) The company solved many problems regarding the bond money. 9) The job analysis was done of those candidates only who had come from the external sources of recruitment. 10) The company does not take the responsibility of informing each and every candidate who was rejected, but the selected candidates was surely informed. 11) All the candidates were mostly judged truly and fairy. 12) Mostly candidates got to know through the advertisements.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 70
SECTION-II 1) The candidates were departed from the procedure of salary hike in the period of training. 2) There were no negotiation possible in the salary offered to the training candidates by the company. 3) Few compensation policies were offered to the candidates while departed from major of the things. 4) One to one conversation were rarely done in the prospect of trainee candidates which was found to be very depritiating process in the company. 5) Due to the lack of time the company did not had much time to update the records of the personal information of the candidates in the systems. 6) The performance was checked and improved at all the levels.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 71
8.2 SUGGESTIONS: SECTION-I The decision taken in the panel is a very good policy adopted by the company and it should be followed through out without biasness. Company must give a chance to those candidates who are skilled and are not able to fullill the clause of bond due to any reason or provided a way of concession of instalment scheme. The company package is quiet good enough as per the training purpose, but we can say some people never get satisfied so cant help it.
SECTION-II The point of salary negotiation is negligible to be taken care as per the point of view of the trainees. Compensation policies must be reviewed to the business. Proper verification process must be followed to take proper care of the ill effects of the company. The recruitment and selection procedure should not to lengthy and time consuming.
The candidates called for interview should be allotted timings and it should not overlap with each other.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 72
9. CONCLUSION This presents the summary of the study and survey done in relation to the Recruitment and Selection in MAHLE. The conclusion is drawn from the study and survey of the company regarding the Recruitment and Selection process carried out there. The recruitment process at MAHLE Filter Systems to some extent is not done objectively and therefore lot of bias hampers the future of the employees. That is why the search or headhunt of people should be of those whose skill fits into the companys values. Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company. The managers are fully satisfied with the existing recruitment and selection process. The recruitment and selection process should not be lengthy. To some extent a clear picture of the candidates should be made in order to search for the appropriate candidates. The recruitment and selection process should be impartial.
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 73
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 74
ANNEXURE
SURVEY ON THE MANAGERIAL SATISFATION LEVEL FOR RECRUITMENT AND SELECTION Dear Respondent, Being a student of MBA, I am conducting a survey on the managerial and employee satisfaction level for the recruitment and selection procedure. Your free and frank opinion would be very valuable in conducting this survey. Please answer the following questions with an appropriate answer.
NAME:.. DEPT.. DESIGNATIONEMAIL
SECTION-I 1. What type of interview did you undergo? O Structured O Unstructured O Panel O HR Manager
2. Are you willing to pay the bond money? O Yes O No
3. Is the clause of payment of bond suitable for you from all sense ? O Yes O No
4. Was the clause of bond a hurdle in your selection process ? O Yes O No
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 75
5. Are you satisfied by the pay package offered ? O Yes O No 6. Is the job analysis done before recruitment? O Mostly O Usually O Never 7. Do you think this job opportunity will prove benefitial from future point of view ? O Yes O No 8. Were all the candidates judged truly and fairly? O Yes O No 9. How did you come to know about the vacancy? O Advertisement O Employment Exchange O Internally O Other 10. Are the rejected candidates informed? O Yes O No 11. What are the external sources of recruitment most preferred by the candidates? O Internet O Employment O Campus recruitment O Newspapers O Employee referrals
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 76
SECTION-II 1. What are the post recruitment policies followed by the company? O Reference checks O Medical Tests O Salary Hike O Background History 2. Do you have Compensation review policy? O Yes O No 3. How often is one to one conversation done in the company? O Most Often O Sometimes O Never 4. Is the theoretical knowledge, and experience preferred in the company during the selection process? O Yes O No
Assessment of Recruitment and Selection Process at MAHLE
Institute of Business Management and Research, Wakad, Pune 57 Page 77
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