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A STUDY ON THE RECUITMENT AND SELECTION

AT

IVRCL IFRASTRUCTURE & PROJECTS LTD.

PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE


REQUIREMENT FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

By

P.LAKSHMI

ROLL NO: 06911E0014

VIDYA JYOTHI INSTITUTE OF TECHNOLOGY


JAWAHARLAL NEHRU UNIVERSITY
AZIZ NAGAR, HYDERABAD
2006-2008.

1
DECLARATION

I hereby declare that this Project Report titled “The study of recruitment and

selection” submitted by me to the Department of Business Management, J.N.T.U.,

Hyderabad, is a bonafide work undertaken by me and it is not submitted to any other

University or Institution for the award of any degree diploma / certificate or published

any time before.

Place: Hyderabad
Date:
Signature of the Student

2
CERTIFICATE

This is to certify that the Report on the Project titled “A study on recruitment and
selection” in IVRCL Infrastructure & Projects Ltd is the bonafide work carried out by
Miss P. Lakshmi, MBA second year student, bearing Roll No.06911E0014 of this
college under my guidance and in partial fulfillment of the requirement of the Curriculum
for the award of the Degree of Master of Business Administration by Jawaharlal Nehru
Technological University for the academic year 2006-2008
This Project Report has not been submitted to any other University or Organization for
the award of any Degree or Diploma.

Internal Guide H.O.D. Principal

External
Examiner

3
ABSTRACT

There have been revolutionary changes brought about in the field of Human Resource
Management in the last decade. The most important of these is the recognition of the
importance of HRD as a strategic business partner. This means accepting the HR function
as a strategic partner in the formulation of the company’s strategies as well as in the
implementation of those strategies through HR activities such as recruitment, selection,
compensation, training and rewarding personnel.

One of the most important functions of Human Resource Management is the Recruitment
and Selection of employees within the organization .And one industry where Recruitment
and Selection is very essential in the industry. Getting the projects in the industry, which
makes to Recruitment and Selection the people in the organization.

This project deals with “the study of the Recruitment and Selection” at IVRCL
Infrastructure & Projects Ltd.

This Project focuses on the roles of recruit of people in an organization, and selecting a
suitable person for the post. Placing a right candidate at a right time and right place the
recruitment and selection process is completed in IVRC

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ACKNOWLEDGEMENT

I sincerely thank Mr. Pandu Ranga Rao for giving me the opportunity to do the project
at IVRCL Infrastructure & Projects Ltd.

I express my deep sense of appreciation for Mr. P. Ramesh, Mr. Sreenivas,

Mrs. Bharathi and Mr. Giridhar for their guidance throughout this project.

It is with great pleasure that I express my gratitude to Mr. Siva Rami Reddy (Head of
the Department), and Mrs. Swapna under whose inspiring guidance and advice this
study has been carried out.

I am also thankful to my family members and my friends who helped me to complete this
project.

Place: Hyderabad

Date: (P. Lakshmi)

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CONTENTS

Chapter Page no

Chapter 1. INTRODUCTION 9
1.1 Need 10
1.2 Methodology 11-12
1.3 Structure of the Study 12
1.4 Objectives of the Study 12

1.5 Limitations of the Study 13


Chapter 2. REVIEW OF LITERATURE 14
2.1 Definitions of Recruitment & Selection 15
2.2Meaning of Recruitment & Selection 16-17
2.3 Purpose and importance 17
2.4 Objectives of Recruitment 18
2.5 Recruitment Process 19-20
2.6 Sources of Recruitent
21-24 2.7 Factors affecting recruitment
25-27 2.8 Selection
27 2.9 Objectives of Selection
27 2.10 Selection Process
28-31
2.11 Factors affecting Selection 31
2.12 Distinction 32

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Chapter 3. PROFILE OF THE COMPANY 33
3.1 Industry Profile 34- 35
3.2 Company Profile 36-45

Chapter 4. Recruitment & Selection in IVRCL 46


4.1 Recruitment & Selection 47-48
4.2 Process of IVRCL 49
4.3 Overall Recruitment & Selection 50-57
Chapter 5. DATA ANALYSIS AND PRESENTATION 58
5.1 Methodology and Collection of Data 59
5.2 Analysis of Data 60-71

Chapter 6. FINDINGS, SUGGESTIONS& CONCLUSIONS 72


6.1 Findings 73
6.2 Suggestions & Conclusions 74
Chapter 7. APPENDICES 75
7.1 Questionnaire 76-77
7.2 Grades & Designations 78

Chapter 8. BIBLIOGRAPHY 79
8.1 Bibliography 80

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CHAPTER-1

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1. INTRODUCTION:
Once the required number and kind of human resources are determined, the
management has to find the places where required human resources are/will be available
and also the means of attracting them towards the organization before selecting
candidates for jobs. All this process is generally known as ‘RECRUITMENT’. Some
people use the term ‘recruitment’ for employment. These two are not one and the same.
Recruitment is only one of the steps in the entire employment process. Some others use
the term recruitment for selection. These two terms are not one and the same either.
Technically speaking the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, whereas the selection is the process of finding
out the most suitable candidate to the job out of the candidates attracted. Formal
definition of recruitment would give clear cut idea about the function of recruitment.

After identifying the sources of human resources, searching for prospective


employees and stimulating them to apply for jobs in an organization, the management
has to perform the function of selecting the right employees at the right time. The
obvious guiding policy in selection is the intention to choose the best qualified and
suitable job candidate for each unfulfilled job. The objective of the selection decision is
to choose the individual who can most successfully perform the job from the pool of
qualified candidates. The selection procedure is the system of function and devices
adopted in a given company to ascertain whether the candidate’s specifications are
matched with the job specifications and requirements are not. The selection procedure
cannot be effective until and unless:

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 Requirements of the job to be filled, have been clearly specified [job analysis, etc]
 Employee specifications [physical, mental, social, and behavioral, etc] have been
clearly specified.
 Candidates for screening have been attracted.

1.1 NEED & SIGNIFICANCE OF THE STUDY


Meeting the demands of today’s changing business environment requires building
an efficient staff. For high growth organizations, attracting, hiring and retaining
the right talent is critical. By adding the right players to the team it will have a
source of competitive advantage. Attract the wrong talent and it will have
difficulty in meeting the strategic goals and objectives. The first challenge is to
generate a labor pool that is large enough for the company to draw on when
searching for top talent. The second is to develop an effective process for
screening and selecting the best candidates. But finding and keep quality
employees can pose a challenge. It is difficult for the companies to find a large
umber of efficient candidates and attract them to apply for jobs.

 Reduces Cost of Selection: By adopting a good recruitment and selection


process the company can reduce the cost in selecting the prospective
candidates.

 Motivated employees: Motivated employed can be brought in by the


effective recruitment strategies.

 Reduction in Training expenses: Training expenses can be reduced when the


company’s recruitment and selection process is good. The candidates attracted
will be efficient and the suitable candidate for the job will be selected.
Because of his efficiency the candidate may not require additional training for
his better performance. This reduces the training expenses.

 Employee turnover: Employee turnover can be reduced when the right

10
candidates is selected and placed in the right position. There will be job
satisfaction which in turn reduces the employee turn over and enhances the
productivity. More work can be done at less cost.

The need of the study is to offer new and improved measures and strategies
of recruitment and selection process to IVRCL Infrastructure & Projects
Limited. This report is an attempt to delve into the area of “Recruitment and
Selection” and offer strategies customized for IVRCL Infrastructure &
Projects Limited.

This study will be helpful to the juniors and will work as a guide to them.

1.2 METHODOLOGY

A study is conducted on Recruitment and Selection process of IVRCL


Infrastructure & Projects Limited. Detailed report is made on the basis of records
available in the company on the recruitment and selection of the employees.

A survey has been conducted on the perception of the employees on the recruitment
and selection process of IVRCL. All the work levels are considered for the
survey.

Scope:
• Number of employees working in IVRCL.
• Location considered - corporate office.

Data collection methods:

• Primary Data:

The primary data is collected through the personal interview with the HR
manager and the other employees of the HR circle. Observation is also made at the
recruitments which were conducted at the time of the study.

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• Secondary Data:

The secondary data is collected through the reference of the magazines,


journals and books on the topic. The files of the company are also checked for further
information.

Sampling technique:

The sampling technique used for the collection of information through the
questionnaires is the simple random sampling.

Sample size:

The sample size taken is 100 employees in the company.

1.3 STRUCTURE OF THE STUDY


• Planning of study
• Gathering information by internal source ( Text Books , Online)
• Attending one of the Recruiting program to get an idea
• Preparing questionnaire (employee’s feedback manager’s feedback)
• Distributing the questionnaire and collecting the data from the employees and
managers.
• Analyzing the data based on the filled questionnaire’s
• Based on the analyzed data , prepare the charts
• Extracting suggestions and conclusions based on the analyzed data

1.4 OBJECTIVES OF THE STUDY


 To study the recruitment and selection process
 To Decrease the Cost of Recruitment by conducting Walk – INS.

 To make efforts to follow the Recruitment Process.

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 To know about different strategies those are implementing in recruitment process.

 To know how the company attracts with multi-dimensional and experiences that
suit. The present and future organizational strategies.

 To suggest improvements for enhancing the effectiveness of the recruiting


program.

1.5 LIMITATIONS OF THE STUDY


Time constraint:
Since the project is for a limited duration more information could not
be collected from the company.

Secondary data:
Since the data that has been considered for analysis and evaluation is
secondary data, all the limitations that pertain to secondary data will be
present. There is a possibility of biased information

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CHAPTER-2

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2.1 DEFINITON OF RECRUITMENT AND SELECTION:

According to DALE S. BEACH “Recruitment is the development and


maintenance of adequate manpower resources. It involves the creation of a pool of
available labor upon whom the organization can depend upon when it needs additional
employees”.

According to the EDWIN B.FLIPPO “Recruitment is the process of searching


for prospective employees and stimulating them to apply for jobs in the organization”.

According to DALE MODER “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

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2.2 MEANING OF RECRUITMENT AND SELECTION

According to Edwin B. Flippo, “Recruitment is the process of searching the


candidates for employment and stimulating them to apply for jobs in the organization.”
Recruitment is the activity that links the employees and the job seekers. A few
definitions of recruitment are:

A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applicants are submitted. The
result is a pool of applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing


schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create
a pool of prospective for the organization so that the management can select the right
candidate for the right job from this pool. The main objective of the recruitment process
is to expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool of


qualified applicants for the future human resources needs even though specific vacancies

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do not exist. Usually, the recruitment process starts when a manager initiates an
employee requisition for a specific vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES:

PLANNED:
The needs arising from changes in organization and retirement policy.

ANTICIPATED:
Anticipated needs are those movements in personnel, which an organization
can
Predict by studying trends in internal and external environment.

UNEXPECTED:
Resignation, deaths, accidents, illness give rise to unexpected needs.

2.3 PURPOSES AND IMPORTANCE

 Determine the present and future requirements of the firm in conjunction with its
personnel-planning and job-analysis activities.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Increase organizational and individual effectiveness in the short term and long
term.
 Increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
 Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

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 Increase the pool of job candidates at minimum cost.

2.4 OBJECTIVES OF RECRUITMENT :

• To attract people with multi-dimensional skills and experience that suits the
present and future organizational skills.
• To induct outsiders with a new perspective to lead the company.
• To induce fresh blood at all levels of the organization.
• To develop an organizational culture that attracts competent people to the
company.
• To search or head hunt people whose skills fit the company’s values.
• To devise methodologies for assessing psychological traits.
• To seek out non-conventional development grounds of talent,
• To search for talent globally and no just within the company.
• To design entry pay that competent on quality but not quantum.
• To anticipate and find people for positions that does not exist yet.

Sub-systems of Recruitment:

The recruitment consists of the following sub-functions


1. Finding out and developing the sources where the required number
And kind of employees will be available.

2. Developing suitable technique to attract the desirable candidates.


Employing the techniques to attract candidates.

3. Stimulating as many candidates as possible and asking them to apply


For jobs irrespective of number of candidates required.

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Management has to attract more candidates in order to increase selection ratio
in order to select the most suitable candidates out of the total candidates.
Recruitment is positive as it aims increasing the number of applicants and selection
is somewhat negative as it selects the suitable candidates in which process the
unsuitable are automatically eliminated. Though, the function of recruitment seems
to be easy, a number of factors make performance of recruitment a complex one.

2.5 RECRUITMENT PROCESS

Recruitment planning
• Estimated no. of
Contacts need.
• Job specifications.

Recruitment philosophy
• Internal vs External job filling
• Job vs Career orientation
• St-term vs longterm orientation

Recruitment strategy development


• choosing reqd. applicant qualifications
• choosing recruitment sources and
communication channels
• choosing inducements

Recruitment Activities
• Job posting
• Ads
• Other recruitment sources
• Follow up actions
• Record keeping
Screening /
Selecting
employees 19
Recruitment Evaluation
No. of jobs filled ?
Jobs filled in timely fashion ?
Cost per job filled ?

Recruiting the wrong kind of people can become a serious issue for any
company. A defined recruitment process needs to be followed to ensure that the right
person reaches the right place.

A general recruitment process involves Identifying vacancies, prepare job


description and person specification, advertising, managing the response, short-listing,
arranging interviews, conducting interviews, decision making, convey the decision and
appointment action. This means that a lot of time and resources have to be invested.

Interviews are an important and a crucial part of recruitment process. The person
taking the interview of the candidate has to be well prepared in advance. Concerns like
the location of the interview, the time table, the structure of the question strategy, style of
taking the interview needs to be decided beforehand so that nothing is left ambiguous in.

A general recruitment process may include a written test to judge particular skills
of a candidate. In this case, the test should be prepared carefully, not deviating from the
subject. A lot can be judged about the candidate from his CV. A proper presentation of
his CV in an organized and refined manner speaks a lot about the individual. His mindset
and attitude can be judged according to his CV.

There are a few things that need to be kept in mind during the recruitment process.
Until the final decision about a certain candidate is taken, it is important to keep in

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regular touch with the candidate. The decision making process should not take very long
to avoid the candidate from taking up some other opportunity. A candidate should be
duly informed once the decision is taken. He should be told the complete process of his
appointment clearly with details of all the documents that he needs to submit. A record
file should be maintained of the candidate for any future reference.

The recruitment process must be robust and justifiable and should stand up to
external scrutiny. Only a good recruitment agency with good understanding can perform
the same with a good understanding.

2.6 SOURCES OF RECRUITMENT

There are several sources and they may be broadly classified into two.
i) Internal sources
ii) External sources

Internal Source External Source

Professional or Trade
Associations
Advertisements
R
E Employment Exchange
Present Employees C
R Campus Recruitment
Employee Referrals U
I Walk-ins and Write-ins
Former Employees T
M Consultants
Previous Applicants E
N Contractors
T
Displaced Persons

Radio and Television

E-Recruiting

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INTERNAL RECRUITMENT:

Present Employee:
Promotions and transfers from among the present employees can be a good
source of recruitment. Promotion to higher positions has several advantages. They are i)
it is good public relations; ii) it builds morale;
iii) it encourages competent individuals who are ambitious; iv) it is cheaper than going
outside to recruit.
Promotion can be dysfunctional to the firm a advantage of hiring outsiders who
may be better qualified and skilled is denied. Promotion also results in inbreeding which
is not good for the organization.
Promotion, to be effective, requires using job posting, personal 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 also useful to effect promotions. Examining personal records may help
discover employee who are below their educational qualifications or skill levels.

Employee referrals:
This can be good source of internal recruitment. Employees can develop good
prospectus for their families and friends by acquainting them with the advantages of a job
with the company. When employees recommend successful referrals, they are paid
monetary incentives which are called “finders fees”.

Former employees:

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Former employees are also a internal source of applicants. Some retired persons
employees may be willing to come back to work on a part-time basis or may recommend
someone who would be interested in working for the company. Sometime, people who
have left the company for some reason or the other are willing to come back and work.
An advantage of this source is that the performance of these people is already known.

Previous applicants:
Although not truly internal sources, those who have previously applied for jobs can
be contracted by mail, a quick and inexpensive way to fill an unexpected opening

EXTERNAL SOURCES:

Professional or Trade associations:


Many associations provide placement for their members. These services may
consist of compiling job seekers, lists and providing access to member’s regional or
national conventions. Professional or Trade associations
Are particularly useful for attracting highly educated , experienced or skilled
personnel. Another advantage of these sources is that recruiters can zero in on specific
job seekers, especially for hard-to-fill technical posts.

Advertisements:
Advertising in newspapers and periodicals is one of the most important methods of
recruitment today. This is specially so in case of recruitment of management and
technical personnel. The company needing advertisers details about requirement, salary,
perquisites , duties and responsibilities etc. the advantage of advertising is that all details
about the job can be given I advertisement to allow self-screening by the prospective
candidates. Advertisement gives the management a wider range of candidates from which
to choose. Its disadvantage of applicant’s whole screening cots may be quite heavy.

Employment Exchange:
Employment exchanges have been set up all over the country in deference to the
provisions of the employment exchange act 1959. The major functions of the exchanges
are to increase the pool of possible applicants and to do preliminary screening. Thus,
employment exchanges act as a link between the employers and the prospective

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employees. These offices are particularly useful in recruiting blue-collar, white-collar,
and technical workers.

Campus recruitment:
Colleges, universities, research laboratories, sports fields and institutes are fertile
ground for recruiters, particularly the institutes. Four reasons can be given to explain this
trend. First, changes in the economic front have thrown open new opportunities in the
home country. Second, quality of life in India has improved considerably. Third, it is
becoming highly difficult for foreign students to secure work permits in the US. Fourth,
sentiment and love for the mother country compels them to return India.
Campus recruitment is often an expensive process, even if the recruiting process
eventually produces job offers and acceptances.

Consultants
Consultants are useful in as much as they have nation-wide contacts and lend
professional to the hiring process. They also keep prospective employer and the
employee anonymous.

Contractors:
Contractors are used to recruit causal workers. The names of the workers are not
entered in the company records and to this extent, difficulties experienced in maintaining
permanent workers are avoided.

Radio and television:


Radio and television are used but sparingly, and that too, by government departments
only. Companies in the private sector are hesitant to use the media because of high costs.
Radio and television can be used to reach certain types of job applicants such as skilled
workers.

E-recruiting:
Perhaps no method has ever had revolutionary an effect on recruitment practices s
the internet. There are respective company websites devoted in some manner to job-

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posting activities. Currently, employers can electronically screen candidates soft
attributes, direct potential hires to a special website for online skill assessment, conduct
background checks over the internet, interview candidates via videoconferencing, and
manage the entire process with web-based software. Companies benefit immensely
through cost savings,
Speed enhancement and extend worldwide candidate reach which the internet offers.

2.7 Factors Affecting Recruitment:


Both internal and external factors affect recruitment. The external factors
include supply of and demand for human resources, employment opportunities
and/or unemployment rate, labor market conditions, political, legal requirement and
government policies, social factors, information systems etc.

The internal factors include the company’s pay package including salary, fringe
benefits and incentives, quality of work life, organizational culture, career planning
and growth opportunities, size of the company, company’s product/services
geographical spread of the company’s operations viz., local, national or global,
company’s growth rate, Role of Trade Unions and cost of recruitment.

FACTORS AFFECTING RECRUITMENT

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Function of Recruitment

Performing the function of recruitment, increasing the ratio is not as a easy as it


seems to be. This is because of the hurdles created by the internal factors and
external factors which influence an organization. The first activity of recruitment i.e.
searching for prospective employees is affected by many factors like
1. Organizations policy regarding filling up of certain percentage vacancies by
internal candidates.
2. Local candidates
3. Influence of trade unions
4. Government regulations regarding reservations of certain number of vacancies to
candidates based on community/region/caste/sex;
5. Influence of recommendations, nepotism etc. As such, the management is not
free to find out or develop the source of desirable candidates and alternatively it

26
has to divert its energies for developing the sources within the limits of those
factors thought it cannot find suitable candidates for the jobs.

FACTORS AFFECTED BY RECRUITMENT:

It is also affected by internal factors like


1. Working conditions and
2. promotional opportunities
3. salary levels, type and extent of benefits;
4. other personnel policies and practices;
5. image of the organization
6. Ability and skill of the management to stimulate the candidates.

It is also affected by external factors like:


1. Personnel policies and practices of various organizations regarding
working conditions, salary, benefits, promotional opportunities, employee relations
2. Career opportunities in other organizations;
3. Government regulations.

2.8 SELECTION
In human resource planning we identified our personnel needs. Once these needs
were established a job analysis was conducted, which clarified the characteristics of jobs
being done and the individual qualities necessary to do these jobs successfully. This
information was then used to recruit a pool of qualified applicants. We must now begin
the process of thinning this set, which is one of the major objectives of selection.

The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidate's specifications are matched with the job
specifications and requirements or not. The selection procedure cannot be effective until
and unless:

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1. Requirements of the job to be filled, have been clearly specified (Job Analysis)

2. Employee specifications have been dearly specified.

3. Candidates for screening have been attracted.

Thus, the development of job analysis, human resource planning and

Recruitment are necessary prerequisites to the selection process.

2.9 Objectives of Selection:

Selection has two main objectives:

1. To predict which job applicants would be successful if hired

2. To inform and sell the candidate on the job and the organization.

2.10 SELECTION PROCESS


Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. In practice, the process differs
among organizations and between two different jobs within the Internal Environment
same company. Selection procedure for senior managers will long-drawn and
rigorous ,but it in simple and short while hiring shop-floor workers.

External Environment

Internal Environment

Preliminary Interviews
|
Selection Tests
|
Employment Interview
|

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Reference and Background
Analysis
|
Selection Decision
|
Physical Examination
|
Job Offer
|
Employment Contract
|
Evaluation

Preliminary Interview:
The applications received from job seekers would be subject to scrutiny so as
to eliminate unqualified applicants. This is usually followed by a preliminary interview
the purpose of which is more or less the same as Scrutiny of applicants, that is,
elimination of unqualified applications. Scrutiny enables the HR specialists to eliminate
unqualified job seekers based on the information supplied in their application forms.

Selection Tests:
Job seekers who pass the screening and the preliminary interview are called for tests.
Different types of test mat be administered, depending on the job ad the company.
Ability tests or Achievement tests assist in determining how well an individual can
perform tasks related to the job.
Aptitude tests help determining a persons potential to learn in a given area.
Personality tests are given to measure a prospective employee’s motivation to function
in a particular environment.
Interest tests are used to measure an individual’s activity preferences. These tests are
particularly useful for students considering many careers or employees deciding upon
career changes.
Graphology test is a test that seeks to predict success or failure through one’s
handwriting. It s vastly used in the U.S but is yet to make its presence felt in India.

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Medical test reveal physical fitness of a candidate.

Employment Interview:
An interview is conducted at the beginning of the selection process. Interview is a
formal, in-depth conversation conducted to evaluate the applicant’s acceptability. It is
considered to be an excellent selection device. Interview can be adapted to unskilled,
skilled, managerial and professional employees. It allows a two-way exchange of
information, the interviewers learn about the applicant, and the applicant learns about the
employer.

The employment interview can be i) one-to-one


ii) sequential iii) Panel

In the one-to-one interview, there are only two participants- the interviewer and the
interviewee.
The sequential interview takes the one-to-one a step further and involves a series of
interviews, usually utilizing the strength and knowledge-base of each interview can ask
questions in relation to subject area of each candidate.
The panel interview consists of two or more interviewers and the figure may go up to
as many. It is less intimate and more formal than the one-to-one, but if handled and
organized well, it can provide a wealth of information.

Reference and Background Checks:


Many employers request names, addresses, and telephone numbers or references for
the purpose of verifying information and, perhaps, gaining additional background
information on an applicant.

Selection Decision:
If a candidate successfully overcomes all the obstacles or tests given above he would
be declared selected. An appointment letter will be given to him/her mentioning the terms
of employment, pay scales, post on which selected etc.
Steps in the selection procedure are not rigid. The may vary from one organization
from another or in the same organization from job to job.

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Physical Examination:
Candidates who have crossed the above hurdles are required to go for the medical
examination. This is very important because a person of poor health cannot work
completely and the investment in him may go waste. So it is essential.

Job offer:
Job offer is made through letter of appointment. Such a letter generally contains a
date by which the appointee must report on duty. The appointment must be given a
reasonable time for reporting. It is necessary when he or she is already employment, in
which case the appointee is required to obtain a relieving certificate from the previous
employer.

Contracts of Employment:
After job offer has been made and the candidates accept the offer, certain documents
need to be executed by the employer and the candidate. One document is the Attestation
form. This form contains certain vital details about the candidate which are authenticated
and attested. It is valid for future reference.

Multi-dimensional testing:
However, the need for multi-skills is being felt be most of the companies consequent
upon globalization, competitiveness and the consequent customer-centered strategies.
Organization have to develop multi-dimensional testing in order to find out whether the
candidates possess a variety of skills or not, candidates ability to integrate the multi-skills
and potentiality to apply the\m based on situational and functional requirement.

2.11 Factors Affecting Selection Decision:

The goal of selection is to sort out or eliminate those judged unqualified to meet
the job and organizational requirements, whereas the goal of recruitment is to create a

31
large pool of persons available and willing to work. Thus, it is said that recruitment tends
to be positive while selection tends to be somewhat negative.

A number of factors affect the selection decisions of candidates. The important


among them are:
a) Profile matching: Possible care is taken to match the candidate's bio-data with the job
specifications.
b) Organizational and social environment some candidates, who are eminently suitable
for the job, may fall as successful employees due to varying organizational and social
environment. Hence, candidates' specifications must match with not only job
specifications but also with organizational and social environment requirements.
c) Successive hurdles: In this method hurdles are created at every stage of selection
process. Therefore, applicants must successfully pass every screening device in case of
successive hurdles.
d) Multiple correlations: It is based on the assumption that a deficiency in one factor can
be counter-balanced by an excess amount of another.

Each of these steps represents a decision point requiring some affirmative feedback for
the process to continue. Each step in the process seeks to expand the organization’s
knowledge about the applicant’s background, abilities & motivation increases the
information from which decision makers will make their predictions and final choice.

2.12 RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND SELECTION

Once the required number and kind of human are determined, the management has to
find the places where required human resources are will be available and also find the
means of attracting them towards the organization on before selecting suitable candidates
for jobs. All this process is generally known as recruitment.

Some people use the term ‘recruitment’ for employment. These two are not one and
the same recruitment is only one of the steps in the entire employment process. Some

32
others use the term recruitment for selection. These two terms are not one and the same
either.

Technically speaking the function of recruitment precedes the selection function and it
includes only findings, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, whereas the selection is the process of finding
out the most suitable candidate to the job out of the candidates attracted. Formal
definition of recruitment would give clear cut idea about the function of recruitment.

Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce”.

Edwin B Flippo defined recruitment as “process of searching for prospective


employees and stimulating them to apply for jobs in the organization”.

INDUSTRY PROFILE
CHAPTER-3

33
3.1. INDUSTRY PROFILE

Indian construction industry – Player

 Companies like L & T, GMR Infrastructure, HCC, Gammon which undertake


huge projects.
 Companies like IVRCL, Nagarjuna, DLF, Omaxe dealing in flyovers, pipelines,
apartments and housing/office spaces

Goods and services:

Houses, apartments, factories, offices, schools, roads, and bridges are only some
of the products of the construction industry. This industry’s activities include the building
of new structures, including site preparation, as well as additions and modifications to

34
existing ones. The industry also includes maintenance, repair, and improvements on these
structures.

Industry organization:

The construction industry is divided into three major segments. The construction
of building segment includes contractors, usually called general contractors, who build
residential, industrial, commercial, and other buildings. Heavy and civil engineering
construction contractors build sewers, roads, highways, bridges, tunnels, and other
projects. Specialty trade contractors perform specialized activities related to construction
such as carpentry, painting, plumbing, and electrical work.

Construction usually is done or coordinated by general contractors, who specialize in one


type of construction such as residential or commercial building. They take full
responsibility for the complete job, except for specified portions of the work that may be
omitted from the general contract. Although general contractors may do a portion of the
work with their own crews, they often subcontract most of the work to heavy
construction or specialty trade contractors.

Work environment:

Workers in this industry need physical stamina because the work frequently
requires prolonged standing, bending, stooping, and working in cramped quarters. They
also may be required to lift and carry heavy objects. Exposure to weather is common
because much of the work is done outside or in partially enclosed structures. Construction
workers often work with potentially dangerous tools and equipment amidst a clutter of
building materials; some work on temporary scaffolding or at great heights and in bad
weather. Consequently, they are more prone to injuries than are workers in other jobs. In
2006, cases of work-related injury and illness were 5.9 per 100 full-time construction
workers, which is significantly higher than the 4.4 rate for the entire private sector.
Workers who are employed by foundation, structure, and building exterior contractors
experienced the highest injury rates. In response, employers increasingly emphasize safe
working conditions and habits that reduce the risk of injuries. To avoid injury, employees

35
wear safety clothing, such as gloves and hardhats, and devices to protect their eyes,
mouth, or hearing, as needed.

Industry earnings:

Earnings in construction are higher than the average for all industries (table 4). In
2006, production or no supervisory workers in construction averaged $20.02 an hour, or
about $781 a week. In general, the construction trades workers needing more education
and training, such as electricians and plumbers, get paid more than construction trades
workers requiring less education and training, including laborers and helpers. Earnings
also vary by the worker’s education and experience, type of work, complexity of the
construction project, and geographic location. Earnings of construction workers often are
affected when poor weather prevents them from working. Traditionally, winter is the
slack period for construction activity, especially in colder parts of the country, but there is
a trend toward more year-round construction even in colder areas.

36
3.2 COMPANY PROFILE

OVERVIEW OF THE COMPANY

37
IVRCL Infrastructures and Projects Ltd; with a punch line “WE MAKE IT
HAPPEN” resembles the importance and popularity of the company. Basically the
company has divided into four divisions.

1. Water and Environment


2. Transportation
3. Buildings and Industrial structure
4. Power

IVRCL was incorporated in the year 1987 with eight members with construction
of buildings activity. Formerly this company started as IVR Constructions Ltd; and later
it changed its name to IVRCL Infrastructure and Projects Ltd.

IVRCL commenced its operation in 1995 and established itself as one of the
fastest growing construction company (CAGR of 50% over the last 5 years).

In a short span of time the company expanded all over the country and could be
able to achieve a turnover of Rs. 2347 crore in 2006-2007 with a growth rate of 53%.
IVRCL today, reckoned as a leader in infrastructure building and development. It
has developed confidence in stakeholders and its value has gone up from Rs.10/- to
Rs.1220/-

The company has been certified with three important grades.


QMS – Quality Management System
EMS – Environmental Management System
OHSAS – Occupational Health and Safety Assessment series

38
IVRCL is taking and getting projects from both government and other private
companies. It is getting a good and worth of projects. Just constructing is not enough.
They have to take care of employees, environment, quality and safety etc.

IVRCL is a group of three entities:

 IVRCL Infrastructures & Projects Limited

 IVR PRIME

 HINDUSTAN DORR-OLIVER LTD

QUALITY POLICY
Commitment to customer satisfaction, Quality awareness,
desire for excellence and Continual improvement is our motto.

OBJECTIVES

1. Meeting ever growing challenging requirements in today’s competitive world


through strong quality systems.
2. Creating dedicated and confident work force through continual development
process.
3. Adding value to the investors.

IVRCL VISION

39
IVRCL will be the national leader in constructing projects, which make every-
body’s life mere comfortable, easy and safe. It provide projects, services and
infrastructure of such excellent value that customers will actively choose to do
business with them .To reach the goals in providing value to customers and
shareholders, they will continue to develop an IVRCL culture, built on the
strength of the multicultural key values as:
 Co-operation
 People development
 Environmental Concern
 Professionalism
 Speed

HR VISION
• To further improve work culture that facilitates sharing of knowledge,
teamwork and a sense of belongingness among all employees

• To inculcate deeply in the minds of all employees, the concepts like quality
consciousness, customer delight and business orientation.

• To initiate cost effective measure so as to operate business with minimal


overheads.

STRATEGY
(SWOT ANALYSIS)

40
To understand organization’s Status

IVRCL- STRENGTHS

• Young, Dynamic and Qualified team.


• Having varied background and versatile experience.
• No financial constrains for development activities.
• Management encourages Professionalism and Change Management.
• Excellence brand image.
• High emphasis on Training and Development.
• Working environment is quite congenial.
• Encourage Creativity and Team work.
• Free to participate in decision-making.
• People are employed.

WEAKNESS

• No learning centre and library.


• Less focus on business orientation.
• Inadequate focus on business learning.
• Less focus on communication.
• Rationalization of compensation.

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OPPORTUNITIES
• Develop talent and creativity.
• Create Role models and change agents.
• Visualize people problems with human face.
• To plan for employee retention policies and strategies.
• Standardize integrated Performance Management System.
• To improve communication.
• To inculcate positive work culture.
• To promote career planning and succession planning.

THREATS

• Difficult to source people with core competencies.


• Erosion of existing talents.
• Less focus on Mentor Management.
• Inadequate focus on employee orientation.
• Low focus on culture building and value system nurturing

42
HR-TOOLS
 Competency Mapping
 Enterprises Resource Planning
 Balanced Score Card
 Effective controls at all levels
 Training and Development Programme

HR- INITIATIVES

 Cultivate positive work culture


 Quality month
 Star of the month
 Executive presentation
 Quality circles
 House keeping
 Safety month
 Statutory maintenance
 Common cafeteria

CULTURAL INITIATIVES
 IVRCL Family Day
 Independence Day
 Republic Day
 Community Development Programmes
 Public Relations Programmes
 IVRCL News Letter (DHADKAN)

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HR-DEVELOPMENT PLANS
 Training need analysis
 Training budget
 Training calendar
 Identification of external training agencies
 IVRCL Vision, Mission transmission, Teambuilding, Positive Attitude, Discipline
and safety

RETENTION PLANS
 Review Compensation Plans
 Empowerment
 Relocation to place of choice
 Involve in decision making
 Abroad programmes
 Create professionalism
 Hard furnishing loan
 Vehicle loan
 Marriage loan
 Education loan
 Club membership
 Recognition for good work
 Employee stock option
 Housing loan

HR-POLICIES
 Human Capital Planning
 Recruitment / Selection /Induction

44
 Training and Development
 Performance Appraisal
 Succession Planning
 Career Planning
 Job Rotation and Multi Skilling
 Job Enrichment
 HR Manual
 Induction Manual
 Safety Manual
 Exit Interviews

INTEGRATED PERFORMANCE MANAGEMENT SYSTEM


 Day to Day to Accountability
 Individual Goals
 Short term / long term goals
 Individual development plans
 Team targets

HR_SURVEYS
 Organizational culture
 HRD Climate
 Training Need Analysis
 Compensation Survey
 Employee Satisfaction

HR_SAFETY INITIATIVES
 Safety survey
 Safety Budget
 Safety Policy

45
 Safety Manual
 Awareness and Training on safety
 Safety Reviews and Safety Meetings
 Safety systems
 Safety audit
 Safety Banners
 On site emergency plan
 Zero accident schemes for sites

EARNING CENTRE FOR HUMAN EXCELLENCE


 Establish Learning Centre
 Fresher Training
 Induction Training
 In-house Training
 External Training.

46
IVRCL TARGETS BY 2010

10,000 Crores

Turnover

10,000 Crores 7500


Human
of Assets Capital

47
CHAPTER-4

4.1 RECRUITMENT & SELECTION OF


IVRCL INFRASTRUCTURE & PROJECTS LIMIITED.

4.1.1 Contract of Employment

All employees shall sign a Contract of Employment stipulating all the conditions of

employment on the first day of employment.

4.1.2 Working Hours

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The workweek comprises a minimum of 48 hours, beginning Monday and ending
Saturday of each week. The official working hours are form 9.30am to 18.00pm with half
an hour brake between 13.00 and 13.30 for lunch. Each employee is required to put in at
least eight hours per day. However the nature of work may require some variation and
extension of these times. The Chairman and Managing Director or his delegate must
approve any deviation from these hours. The working hours of the Factories will deviate
as per local guidelines and should be checked up with the HR department in the
Factories.

4.1.3 Duty Station

Duty station shall be stated in the letter of appointment and any transfer to other field
offices shall be communicated in writing. The workstation for each member of staff shall
be specified in the letter of appointment. Employees will however be required to report to
the IVRCLHead Office before proceeding to their place of posting. They shall meet their
travel costs to Head Office while IVRCL shall meet the travel costs from Head Office to
the place of posting. Where the employee is to report straight to their workstation, the
employee shall meet the travel costs. Transfers are fully discussed in the policy for Staff
Movements.

4.1.4 Confidentiality

All information related to Company’s operations or future endeavours, shall be treated


with utmost confidentiality.

49
4.2 Recruitment and Selection process in IVRCL:

4.2.1 Introduction

Recruitment and Selection aim to search and hire suitable candidate to fill vacancies in
IVRCL Infrastructure & Projects Ltd., with the view to satisfying human resources needs.
The search may be internal and/or external.

Any position within IVRCL that become vacant will be filled, on completion of a
requisition form by the immediate supervisor. Restructured on newly created positions
will only be activated upon approval from the GM.

The success and adaptability of a Company depends upon the recruitment of employees

who are flexible, adaptable and committed to the success of the Organization.

4.2.2 Objectives

This section aims to promote and maintain high standards of professional recruitment

practice by encouraging recruiters to adhere to best practices.

Its purposes are to:

a) Ensure that recruitment is considered an essential part of the human resource


b) Strategy and consequently an integral part of the overall business strategy;
c) Ensure and explain best practice for all types of recruitment;
d) Maintain professional standards whether recruits are easy to find;
e) Ensure that equality of opportunity is considered an integral part of good
recruitment practices and procedure;

50
4.3 Overall Recruitment and Selection Process in IVRCL:
In IVRCL Infrastructure and Projects Ltd, the company follows the following
procedure.

4.3.1 Recruitment Process:

KICK OF MEETING:
In IVRCL, there are different departments in the company. Each department as their
Department Head. The Head of the Department will conduct a meeting with the Head of
the Human Resource Department to fill the vacancy for a particular location and a
particular position in the concerned departments.

MANPOWER REQUISITION:
In IVRCL, the Group Head receives the manpower requisition in a formal method
through mail or any other communication like telephone or inter-operator communication
from different Region Heads or Department Heads. As IVRCL deals with different kind
of CIVIL Projects like Transportation,
Buildings,
Water,
Oil and Gas,
Power
And is situated allover with regional offices in different locations including all metro
and semi-metropolitan cities.
This particular task is been distributed to the recruiting team by the Asst.GM of HR.

51
RECRUITMENT & SELECTION PROCESS
Kick of Meeting

Manpower Requisition

Review & Process Initiation

Transfer (s) Sources Of Recruitment


Resume Sourcing
(Inter Dept. / Division/ Region) Data Bank
Resume Screening Employee Referrals
Placement Agencies
Advt. Response
Short-listing
Walk-in Interviews
Sending Call Letters
Personal
Interv
Interview Process
Panel
Interview
Compensation Fixation

Issue of Appointment Letters

Open Personal File

Joining Formalities
Payroll Preparation

Employee Orientation

Employee Placement END

52
4.3.2 Selection Process:
RESUME SOURCING:

In IVRCL, the Recruiting team uses different methods to fill the requirement. The
methods are as follows:
Browsing of Job Portals
Using the database
Campus Recruitment
Walk-In interview
Job Posting in internet
Internal and External Reference
Newspaper advertisement
Placement Agencies

Job Portals:
Job Websites are a good source of recruitment. Prospective job seekers register
themselves with these websites and offer their resumes online. Employers make use of
these websites to reach suitable jobseekers.
In IVRCL, the Recruiting team can collect the profiles of the candidate through the
job portals like Naukri, Monster Etc. They browse the resumes according to the
requirement given by the head.

Campus Recruitment:
In IVRCL, one of the best sources to fill the candidates is Campus Placement. This is
a favorable choice for most organizations who are looking for fresh talent. Company
Heads approach colleges, universities and conduct campus interviews. Training is
provided to the prospective candidates during vacations to give them background
knowledge.

53
HR Team covered different location such as Andhra Pradesh Region,
Kolkata, Tamilnadu, Kerala, and Maharasthra recruited freshers from
Diplomo,B.E,ITI(Technical Trades) and M.B.A fresher for their accounts and marketing
departments.

Walk-ins:
The most common and least expensive approach for candidates is direct
applications. Direct applications can also provide a pool of employees to meet future
needs. These are particularly effective in filling entry-level and unskilled vacancies.

Newspaper Advertisements:
The popular method of seeking recruits prefers advertisements because of their wide
reach. In the advertisements they describe the job and benefits, identify the employer, and
tell those who are interested and how to apply. They are the most form of employment
advertising.

RESUME SCREENING

After collecting the profiles through various sources the team will separate the
resumes according to the job profile of the candidates. They separate the profiles
department wise like Buildings, Water, Power, Transportation, Oil & Gas.
Again they screen the resumes according to the experience & region etc.

SHORT LISTING:
After screening the profiles, the profile will be forward to the concerned
department, in IVRCL after Screening resumes, they shortlist the resumes according to
the manpower requirement sheet given by the head of the HR they shortlist the resumes
accordingly to required fields to check them technically. The particular department
shortlist and will return the profiles to HR department. On the same day they fill the date
and time with a technical person to conduct interviews.

54
SENDING CALL LETTERS:

After short listing the resumes the HR executives make a call to the interested
candidate to attend the interview. Also, they inform the candidates through mail about the
date and time of interview.

INTERVIEW PROCESS:

In IVRCL, there are two rounds in interviews process. They are


Technical round and
Personal round
The panel consists of technical person and HR person. After completion of
interview, if the candidates is technically suitable, they has to face the HR round. If the
candidate passes in HR round then there would be salary negotiation.

When the candidates is attending to the interview they have to fill the
o Interview Evaluation Form (with proper comments of HOD)
o Standard Application Form (with photo attached)
o Latest copy of Resume
o Latest salary slip
o Experience certificates (latest to last)
o Educational certificates (descending order)

Standard Application Form:


The Standard Application form would have the contents like general details of
the candidate, family details, and other qualification and work experience details, where
it must be filled only by the particular applicants.

55
Evaluation Form:

Evaluation form is attached to the standard application form.


In the evaluation form, the interviewer will evaluate the candidate in different aspects like
Communication Skills, Self expression, Analytical ability, Quality of Experience etc of
the candidate in the evaluation form.

Compensation:

According to Company Salary Structure, depending upon previous employment


and work knowledge of the candidate they offer Grade and Salary, and negotiate with the
candidate. If the candidate accepts the offer, they will issue Appointment letter or Offer
letter which is signed with the Group Head-HR.
At the same time salary structure offered to the candidate would be explained in detail
to the candidates.

ISSUE OF APPOINTMENT LETTER:

After fixation of Compensation, they issue the Appointment Letter. All other norms
like probation period or training period (if applicable), gross salary, designation, place of
posting and name and designation of the person to whom the candidate has to report etc,
are mentioned clearly in the Appointment.

Letter of Appointment:
The appointment letter will be signed by the General Manager of HR Department.

Job Description:
On appointment, an employee shall be given a job description. Each member of staff
is expected to devote their time and attention to their work and the work should be the
growth of the company.

56
Probation:
In IVRCL, in the appointment order they specify the probation period of employees
for six months. After six months, they do appraisal, if the candidate performed well then
they will become regular in the company. If they do not perform well, training would be
extended.
Duration of the probation period, G5-G9, they have to inform before one month
when they want turnout from the organization.
But G1-G4, they should inform before three month when they going to left the
organization.

OPEN PERSONAL FILE:

Once the candidates accept of an appointment, the new staff member is required to
complete the employee personal form. The employee should fill in the form, dependants,
spouse and children.
Employee should attach the Educational Certificates,
Experience certificates, if any
Salary slips, if any.
Any changes in personal status shall be reported promptly to the Human Resources
Officer by completing a fresh Personal Data Form. Staff records and related
correspondence shall be treated confidentially at all times.

JOINING FORMALITIES:

In IVRCL the joining formalities should be filled by an employee. The joining


formalities are joining formalities should be filled by an employee
Joining reports along with PF nomination forms, IT Computation form,
relevant education & experience certificates and passport size photographs (3 nos.)
to be sent to Corporate HR Department immediately after joining of employee

57
PAYROLL PREPARATION:

After filling joining formalities the employee record can be given to the payroll
department. The employees has to fill the statutory forms like ESI, PF and Gratuity
Nomination Form.

EMPLOYEE ORIENTATION

All new staff shall undergo induction training to assist them in the process of
becoming integrated to the institution within the shortest time possible. The concerned
Department Heads in collaboration with the HR Officer shall conduct induction training.

EMPLOYEE PLACEMENT

After orientation the employee can be placed on a particular position. Then the
employee’s duty can be started. By the placing of the candidate, the Recruitment and
Selection process ends.

58
CHAPTER-5

59
5.1 METHODOLOGY AND COLLECTION OF DATA
Nature of Research
The nature of study conducted is to understand the procedure of the recruiting
programme, assess the effectiveness of the recruiting programmes and to suggest
improvements for enhancing their effectiveness.

Primary Source of Data


The primary data is collected through the personal interview with the HR manager and
the other employees of the HR circle. Observation is also made at the recruitments which
were conducted at the time of the study. A questionnaire is designed to collect responses
from the employees of the organization.

Secondary Source of Data


The Secondary sources of data are the textbooks mentioned in the bibliography, records
of the organization and World Wide Web.

Sampling Technique
The sampling technique used for the collection of information through the
questionnaires is the simple random sampling.

Questionnaire Design
The designed questionnaire consists of 12 questions, a combination of open ended and
close ended questions for employees.

Analysis of Data
For the purpose of analysis, feedback is collected from the employees in the organization
by the way of questionnaire. Data collected is represented in the form of percentages and
graphs and an analysis has been done on the basis of these percentages and graphs.

60
5.2 DATA INTERPRETATION ON RECRUITMENT AND SELECTION
1. Opinion on R & S Process

Opinion on No. of % of
Respondents Respondents Respondents

Excellent 15 15

Good 60 60

Average 20 20

Bad 5 5

Total 100 100


Table No. 1

5%
15%
20%
Excellent
Good
Average
Bad

60%

Figure No.1
Interpretation:
From the above table it is evident that the recruitment and selection process of IVRCL is
good. 60% of the employees responded that the recruitment & selection process of the
company is good 15% and 20% of the candidates said it is excellent & average respectively.
But it can be seen that around 5% of the employees responded that the recruitment of the
selection process of the company is bad. Different people have perceived the process
differently. But it is clear that the maximum number of people have responded as good.

61
2. Work Experience in the Company.

Opinion on No. of % of
S.NO. Respondents Respondents Respondents
1 0-1 Years 24 24
2 1-3 Years 46 46
3 3-5 Years 30 30
Total 100 100

Table No.2

24%
30%

0-1 Years
1-3 Years
3-5 Years

46%

Figure No.2

Interpretation:

The above table shows the percentage of the employees years of working in IVRCL
46% of the employees are working from since 5 years. From this it can be understood
that R & S process of Job is good enough that the employees are able to stay for a long
time in the company.

3. Source of information about vacancies:-

Information about No. of % of


S.NO. Vacancies Respondents Respondents

62
1 Advertisement 21 21
2 Walk-Ins 24 24
3 Job Portals 40 40
4. Campus Placement 15 15
Total 100 100

Table No.3

15%
21%
Advertisement

Walk-Ins

Job Portals

24% Campus
40%
Placement

Figure No.3

Interpretation:

From the table, it is clear that only 21% of the employees come to know about the
company through advertisement, 24% of the employees to know through Walk-ins,
40%of the employees to know through Job Portals and 15% of them came to know
through Campus Placement. The study shows that most of them are recruited through
consultancies.

4. Attracted Factor:-

63
No. of % of
S.NO. Attracted Factor
Respondents Respondents

1 Decent Salary 27 27

2 Opportunity for growth 28 28

3 Job Security 35 35

4 Identification with the company 10 10

Total 100 100

Table No.4

10%

Decent Salary
35%
Opportunity for grow th
27%
Job Security

Identification w ith
the company

28%

Figure No.4
Interpretation:
The table explains that the most alternative factor to the employees to apply for the job at
IVRCL is decent salary which is of 27%. Around 28% of the employees have responded
that the opportunity for the growth has attracted them to apply for job, where as around
35% of the employees attracting factor is job security and the least attracting factor is
identification with the company, which is of only 10%. As there is no advertising for the
company, the identification for the company is very less. But the other their factors are
making the employees to apply for the job & remain in the company for long time.

5. Information provided by the recruiter to the candidates:-

64
Information provided by the No. of % of
S.NO. Recruiter Respondents Respondents
1 Job Description 41 41
2 Job Specification 24 24
3 Employee Specification 35 35
4 None 0 0
Total 100 100

Table No.5

0%

35%
41% Job Description
Job Specification
Employee Specification
None

24%

Figure No.5

Interpretation:
From the above table it is understood that 41% employees have responded that the
recruiter give job description to get the candidates which is the main required
information. And 35% of the employees responded that they are provided employee
specification and 24% of them are provided with job specification. And there is no one
where they are not provided with at least the above one of the 3 factors.

65
6. Required Statement by applicants:

Req. Statement by No. of % of


S.NO. applicants. Respondents Respondents
1 Job Description 33 33
2 Job Specification 16 16
3 Employee Specification 21 21
4 All the above 30 30

Total 100 100

Table No.6

30%
33%
Job Description
Job Specification
Employee Specification
All the above

21% 16%

Figure No.6

Interpretation:
From the above table it is evident that 33% of the respondents prefer to know job
description before applying for the job then 16% & 21% of them prefer to know job
specification & employee specifications respectively 30% of them are interested to all the
3 factors before applying for the job. As the recruiter is providing at least one of them it
will be good for the process of recruitment in future if they provide all the three factors.

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7 . Time gap between Recruitment & Selection Process:-

No. of % of
S.NO. Time Gap Respondents Respondents
1 1 Week 20 20
2 2 Week 40 40
3 3 Week 25 25
4 One month 15 15
Total 100 100

Table No.7

15%
20%

1 Week
2 Week

25% 3 Week
One month

40%

Figure No.7

Interpretation:
The table given depicts that 20% of the respondents responded that the time gap between
recruitment & selection is one week, whereas 40% said it is 2 weeks 25% said it is 3
week & 15% said it one month. It shows that there is no particular time gap between
recruitment & selections process.

67
8. Whether the work is related to the academic studies:-

No. of % of
S.NO. Work related to studies Respondents Respondents
1 Yes 100 100
2 No 0 0
Total 100 100

Table No.8

0%

Yes
No

100%

Figure No.8

Interpretation:

The table presents that 100% of the employees’ job profile exactly matches with their
academic studies. With this it is understood that their academic studies are related to the
work they perform and hence the job description, job specification and employee
specification are exactly matched.

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9. Awareness of other departments:-

Awareness of Other No. of % of


S.NO. departments Respondents Respondents
1 Yes 78 78
2 No 22 22
Total 100 100
Table No.9

22%

Yes
No

78%

Figure No.9

Interpretation:

The table shows that 78% of the respondents are aware of the happenings of the other
departments of the company and 22% of the employees are unaware of the happening of
the other departments of the company.

69
10. Difference between job description and the role that is being
played in the organization:-

Organization No. of % of
S.NO. Culture Respondents Respondents
1 Formal 58 58
2 Semi-Formal 32 32
3 Informal 10 10
Total 100 100

Table No.10

10%

Formal

32% Semi-Formal
58% Informal

Figure No.10

Interpretation:

In the above table, it is clearly shows that 58% of the employees described their
organization as formal 32% of the candidates responded as semi-formed and 10%
responded it as informal. The detailed study of the organization reveals that the culture of
the organization creates on open environment where the employees can show their
creativity and innovation and much scope for the process development.

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11. Difference between job description and the role that is being played in the

organization:-

Organization No. of % of
S.NO. Culture Respondents Respondents
1 Both are same 71 71
2 Slightly different 23 23
3 Significantly different 6 6
Total 100 100

Table No.11

6%

23%

Both are same


Slightly different
Significantly different

71%

Figure No.11

Interpretation :

From the above table it is evident that 70% of the respondent job descriptions are some
with their role played in the organization 23% of the respondents said its slightly different
and 6% said that it is significantly different. This shows that most of the respondent’s
role-played matches with their job description.

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12. Recommending others to join the company:-

No. of % of
S.NO. Recommending Others Respondents Respondents
1 Yes 85 85
2 No 15 15
Total 100 100

Table No.12

15%

Yes
No

85%

Figure No.12

Interpretation :

The table shows that 85% of the respondents will recommend their friends of the join this
company where as only 15% study unveils that may recruitments are made through that
employee referrals & friend’s recommendations.

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CHAPTER-6

6.1 Findings

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 The Company is employing the right candidates at right time and at right place.
 The company is concentrating to attract the candidates mostly through the
technique of job portals and advertisements where as it is ignoring the new &
emerging techniques of recruitment.
 The company is attracting the candidates by highlighting the factors like decent
salary, opportunity for growth with the company which drags many candidates.
 The company is providing proper information for recruiting the candidates like
job description, job specification & employee specification.
 There is no particular time gap between the recruitment and the selection of the
candidates. The time gap extended till one month in few cases.
 The recruiter is able to place the candidate at the job which he deserves. The job
performance of the candidates will increase by proper placement.
 Placement is also given equal importance with recruitment and selection. This
will increase the performance of the company.
 The employees are provided an open work environment where they can use their
creativity.
 There is much scope for learning & growth of the employees.
 The culture of the organization is formal.
 Many employees have responded that they will recommend their friends to join
this organization. This gives more employee referrals for the recruitment.
 Most of the employees are working from since three years. This shows that they
are satisfied with the jobs and with the company.
 Employees want to stay for long period of time.

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6.2 Suggestions

 Proper advertising of IVRCL is to be given so that the identification with the


company increases and more and more candidates are attracted to the company
maximum utilization of employee’s energy is possible only if the placements are
made according to the capabilities, capacities, aptitudes & inclinations of the
employees. It is a positive feature identified in the company.
 Management can also economize the time and money and it can justify the purpose of
the recruitment & selection.
 To get the right person the recruiter should provide good advertising about the
company and provide the job description to the candidates.
 Good Environment should be maintained so that the candidates all attracted to the
company which helps them to work with supportive environment.
 Interview rounds for the employees should be increases so that the capable candidates
are screened out and places at the right place.
 The long time gap between the recruitment & selection of the candidates will give the
negative effect to the company. In the process there may be chance of missing the
right person for the company. An ideal time gap should be maintained by the
company.
 To maintain the growth of the employees, the semi formal & formal culture of the
organization should be maintained.

6.3 Conclusion:

Recruitment in IVRCL was a very good learning experience as I had a very good
insight into the public sector recruitment and selection procedure. This learning
experience was a good practical exposure which acquainted me to the organization
culture and its operational activities and this exposure will surely help in my future
endeavors.

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CHAPTER-7

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7.1 Survey on Employee Perception on Recruitment and Selection
Process of IVRCL Infrastructure & Projects Limited.
Name:
Designation:
Qualification;

1. What is your opinion on the Recruitment & Selection process in IVRCL?


a) Excellent b) Good c) Average d) Bad

2. How long have you been working with IVRCL?


a) 0-1 year b) 1-3 yrs c) 3-5 yrs

3. How did you come to know about the vacancy, when applying at IVRCL?
a) Advertisement b) Walk-Ins c) Job Portals d) Campus Placement

4. Which of the following attracted you to apply for the job at IVRCL?
a) Decent Salary b) Opportunity for growth
c) Job security d) Identification with the company

5. What information does the recruiter provide to attract the candidates?

a) Job description b) Job specification c) Employee specification d) None

6. What do you prefer to know before applying for the job?


a) Job description b) Job specification
c) Job responsibilities d) Employee specification e) Alt the above

7. What do you think is the time gap between recruitment and selection process?
a) 1 week b) 2 weeks c) 3 weeks d) 1 month

8. Are your academic studies related to the work you perform?

a) Yes b) No

9.. Are you aware of the happenings of other departments of the company?

a) Yes b) No

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10. How do you describe the organization?

a) Formal b) Semi-formal c) Informal

11. How is your job description different from your role being played in the organization?

a) Both are same b) Slightly different c) significantly different

12. Would you recommend your formal colleagues or friends to join this organization?
a) Yes b) No

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7.2 GRADES AND DESIGNATIONS OF IVRCL
GRADES DESIGNATIONS
G1 Directors
G2 Dy. Director/ COO/EVP/SVP/GM/CS
G3 Senior Deputy General Manager
Deputy General Manager
G4 Senior Assistant General Manager
Assistant General Manager
Senior Manager
Manager
G5 Deputy Manager
Assistant Manager
G6 Senior Manager
Senior Officer
G7 Engineer
Officer
G8 Assistant Engineer
Assistant Officer
Junior Officer
Junior Engineer
G9 Senior Supervisor
Supervisor
Senior Assistant
Assistant
Receptionist
Sr. Technician
Technician
Operator
Driver
Electrician
Fitter
Welder
Mechanic
Office Boy/ Helper

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80
CHAPTER-8

BIBILOGRAPHY:

 HUMAN RESOURCES AN DTEXT CASES

81
Text and Cases by K. Aswathappa

 PERSONNEL AND HUMAN RESOURCE MANAGEMENT


By P. Subba Rao

 Gary Dessler, HRM seventh edition 2006

 Principles and Practices of Management – L.M. Prasad


 C.B.Mamoria (1999), Personal Management,22nd edition,
Himalaya publishing Home, New Delhi.
 Edwin B .Flippo (2004) ,Personnel Management,6/e
.McGraw Hill.2003.

WEB SITES:

www.google.com
www.mahalibrary.com
www.hrmguide.com
www.cither.com
www.ivrcl.com
www.unisca.com

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