CAPTER-I

INTRODUCTION

1
INTRODUCTION:

People are integral part of any organization today. Organization cannot

run without its human resources. In today’s highly complex and competitive
situation, choice of right person at the right place has far reaching implications
for an organization to function effectively.

Manpower planning is a process of analyzing the present and future

vacancies as a result of retirement, discharges, transfer, promotion, absence or
other reasons.

Recruitment is concerned with the process of attracting qualified and

components personnel for different jobs. This includes the identification of
existing sources of the labor market, development of new sources and the need
for attracting large number of potential applicants so that good selections may
be possible.

Selection process is concerned with the development of selection policies

and procedure and the evaluation of potential employees in terms of job
specifications.

Technically speaking the function 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.

2
Recruitment:-

Definitions:

“Recruitment is a process to discover the sources of manpower to meet the

requirement of the staffing schedule and to employ effective measures for
attracting that manpower in adequate number to facilitate effective selection of
an efficient working force”. - Dale Yoder

“Recruitment is the process of searching the candidates for employment and

stimulating them to apply for job in the organizations recruitment is the
activity that links the employers and the job seekers”. - Edwin B.Flippo

The word ‘recruitment’ has many meaning and plays an important role.

Employees leave the organization in search of greener pastures- some retire

some die in saddle. The most important thing is that enterprise grows,

diversifies, and takes over other units-all necessitating hiring of new men and

women. In fact recruitment functions stop only when the organization ceases to

exist. To understand recruitment in simple terms it is understood as process of

searching for obtaining applications of job from among from which the right

people can be selected. To define recruitment we can define it formally as it is a

process of finding and attracting capable applicants for employment. The

process begins when new recruit are sought and ends when their application

are submitted. The result is a pool of applicants from which new employees are

selected. Theoretically, recruitment process is said to end with receipt of

application in practice the activity extends to the screening applicants as to

eliminate those who are not qualified for job

3
 SELECTION MEANING AND DEFINITION:-

Selection is the process of picking individuals (out of the pool of job

applicants) with requisite qualifications and competence to fill jobs in the
organization. A formal definition of Selection is:-

Selection is the process by which a firm uses specific instruments to choose

from a pool of applicants a person or persons most likely to succeed in the
job(s), given management goals and legal requirements.

ROLE OF SELECTION:-

The role of selection in an organization’s effectiveness is crucial for at least,

two reasons; first, work performance depends on individuals. The best way to

improve performance is to hire people who have the competence and the

willingness to work. Arguing from the employee’s viewpoint, poor or

inappropriate choice can be demoralizing to the individual concerned (who

finds himself or herself in the wrong job) and de-motivating to the rest of the

workforce. Effective selection, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks about

volumes of the selection. Costs of wrong selection are greater.a selection

process involves mutual decision-making. The organization decides whether or

not to make a job offer and how attractive the offer should be. The candidate

decides whether or not organization and the fob offer fit his or her needs and

goal. In reality, the selection process is highly one-side. When the job market

is extremely right, several candidates will be applying for a position, and

4
the organization will use a series of screening devices to hire the

candidates it feels is most suitable. When there is a shortage of qualified

workers, or when the candidate is a highly qualified executive or

professional who is being sought after by several organizations, the

organizations will have to sweeten its offer and come to a quicker decision.

Need for the Study:-

Recruitment and selection are the two crucial in the HR process and are often

used interchangeably. There I, however, a fine distinction between the two

steps. While recruitment refers to the process of identifying and

encouraging prospective employees to apply for jobs, selection is concerned

with picking the right candidates from the pool of applicants. Recruitment

is said to be positive in its approach as it seeks to attract as many candidates

as possible. Selection, on the other hand, is negative in its application in as

it seeks to eliminate as many unqualified applicants as possible in order to

identify the right candidates.

Objective of the Study:-

Every task is undertaken with an objective. Without any objective a task is

rendered meaningless. The basic idea behind selecting the topic of “Employee

Hiring” is to study how employees are hired. Today organizations are coming

up with the new techniques of hiring people. Hence to study how the actual

process is carried in the organization

5
The main objectives for undertaking this project are:-

 To know how the recruitment process at Fenner (India) Ltd..,

 To know the type of recruitment methods being followed by the company.
 To know how selection process is done at the company
 To know what kind of interviews are being conductedat the company.
 To know to what extent the organization succeeded in picking up the
right persons for the right job by following these interview methods.
 To know to what extent the employees are satisfied with the recruitment
process done in the organization.

Scope of the Study:-

As the scope of the subject of HRM is vast, this study is limited to Recruitment

and Selection Process only in order to carry out extensive study on the subject.

Since the recruitment and selection of employees/work force is the basis for

the growth and structure of organization, all the activities covered under two

aspects:-

1. Recruitment

Selection process at Fenner (India) Ltd...

6
RESEARCH METHODOLOGY

The basic task of research is to generate accurate information for use in

decision making. Research can be defined as the systematic and objective

process of gathering, recording and analyzing data for aid in making business

decisions.

There are basically two techniques adopted for obtaining information:

Primary Data.

Secondary Data.

Primary Data is gathered specifically for the project at hand through

personal interviews with the accounts officers.

Secondary data is previously collected and assembled for some project

other than the one at hand. It is gathered and recorded by someone else prior

to current needs of the researcher. It is less expensive than the primary data.

SECONDARY DATA

Secondary data was collected from Fenner (India) Ltd..

The tools for data collection

Primary            : -          Through Questionnaires

Secondary        : -          Through Internet, Journals, Newspapers and Misc.

7
Data Collection Procedure: - Survey

Research Instrument: - Structured Questionnaire.

Sample Size: - 50

Sample Area: - work done in Hyderabad

Sample procedure: - Random sampling.

Period of the Study:-

The study will be based on observe method and will be carried out from
21-04-2015 to 30-06-2015 at Fenner (India) Ltd...

LIMITATIONS OF THE STUDY:-

1. Time is the one of the biggest constraint since the duration is just 70
days which is not sufficient to cover all the aspects of the study.

2. Responses from the respondents may not be completely relied on

The sample size of respondents is small because of which it may not

reflect the complete picture of the situation in the organization.

8
 CHAPTER-II

REVIEW OF LITERATURE

9
UNDERSTANDING RECRUITMENT PROCESS:

Recruitment is the phase, which immediately precedes selection. Its purpose is

to pave the -way for the selection procedures by producing, ideally, the
smallest number of candidates who appear to be capable either of performing
the required tasks of the job from the outset, or of developing the ability to do
so within a-period of time acceptable to the employing organization. The
smallest number of potentially suitable candidates can in theory, of course, be
any number. The main point that needs to be made about the recruitment task
is that the employing organization should not waste time and money
examining the credentials of people whose qualifications do not match the
requirements of the job.

Apart from the methods used and the general administration of task, the
achievement of the objective will depend very much on how efficiently the basic
tasks of manpower planning and job analysis have been carried out and
applied in the end. In short, efficient recruitment of staff may be described as
knowing what resources you want, what resources are available, where and
how they have to be acquired/sourced.

The Objectives of Recruitment are:

 To attract people with multi-dimensional skills and experiences that

suits the present and future organizational strategies
 To induct outsiders with a new perspective to lead the company
 To infuse 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/ head pouch people whose skills fit the
company's values.
 To devise methodologies for assessing psychological traits

10
  To seek out non-conventional development grounds of talent
 To search for talent globally and not confined to the precincts of the
company only.
 To anticipate and find people for positions.

Merits of Centralized Recruitment:

 Average cost of recruitment per candidate/unit should be relatively less

due to economies of scale
 It would have more expertise available to use
 It would generally be above malpractices, abuse of powers, favoritism,
bias etc.,
Merits of Decentralized Recruitment:

 The unit concerned concentrates only on those sources/places where it

normally gets the suitable candidates. As such, the cost of recruitment
would be relatively less.
 The unit gets the most suitable candidates as it is well aware of the
requirements of the jobs regarding cultural, traditional, family
background aspects, local factors, social factors etc.,
 Units can recruit candidates as and when they are required without any
delay.

11
12
The different kinds of internal sources are:

(a) Present permanent employees:

Organizations consider the candidates from this source for higher-level jobs

due to availability of most suitable candidates for jobs relatively or equally to

the external source, to meet the trade union demands and due to the policy of

the organization to motivate the present employees.

(b) Present temporary/casual employees:

Organizations find this source to fill the vacancies relatively at the lower level

owing to the availability of suitable candidates or trade union pressures or in

order to motivate them on the present job.

(c) Retired employees:

Generally, organizations retrench the employees due to lack of sufficient work.

The organization takes the candidates for employment from the retrenched

employees due to obligation, trade union pressure and so on. Sometimes,

organizations prefer to re-employ their retired employees considering their

workmanship coupled with loyalty to the organization and sometimes to

postpone some internal conflicts for promotion.

13
External sources:

External sources are sources outside organizational pursuits. Organizations

search for the required candidates from these sources for the following reasons:

 The suitable candidates with skill, knowledge, talent etc., are generally
available.
 Candidates can be selected without any pre-conceived notion or
reservations.
 Human resources mix can be balanced with different background,
experience, skills etc.,
 Latest knowledge, skill, innovative or creative talent can also be invited
into the organization with this source.
 Existing sources will also broaden their personality
 Long run benefit to the organization in the sense that qualitative human
resources can be brought. Placed in the minimum pay scale.
Different kinds of External sources are:

(a) Campus recruitment:

Different types of organizations like industries, business firms, service

organizations, social or religious organizations can get fresh candidates for
different types of jobs from various educational institutions like colleges and
universities imparting education in science, commerce, arts, engineering and
technology, agriculture, medicine, management studies etc.,

14
(b) Private employment agencies/consultants:

Public employment agencies or consultants like ABC consultants in India

perform recruitment functions on behalf of a client company by charging fees.
Line managers are relieved from recruitment functions so that they can
concentrate on their operational activities and recruitment functions are
entrusted to a private agency or consultants.
(C) Professional associates;

Professional organizations or associates maintain complete bio-data of their

members and provide the same to various organizations on requisition. They
also act as exchange between their members and recruiting firms in
exchanging information, clarifying doubts etc. organizations find this source
more useful to recruit the experienced and professional employees like
executives, managers, engineers.

MODERN METHODS OF RECRUITMENT:

A number of modem recruitment sources are being used by the corporate

sector in addition to traditional sources. The sources are divided into internal
and external sources.
Internal sources:

(a) Employee referrals:

Present employees are well aware of the qualifications, attitudes, experience

and emotions of their friends and relatives. They are also aware of the job
requirements and organizational culture of their company. As such, they can
make preliminary judgments regarding the match between the job and their
friends or relatives. Hence, the HR Managers of the company depend on the
present employees for reference of the candidates for various jobs. This source
reduces the cost and the time required for recruitment. Further this source
enhances the effectiveness of recruitment.

15
External sources:

(a) Walk in interviews and tests:

The busy and rapidly changing organizations do not find time to perform
various functions of recruitment. Therefore, they advise the potential
candidates to attend for an interview directly and without a prior application
on specified date, time and at a specified place.
(b) Consult in:

The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies
select the suitable candidates from among such candidates through the
selection process.

(c) E-Recruitment:

The technological revolution in telecommunications helped the organizations to

use Internet as a source of recruitment. Organizations advertise the job
vacancies through the World Wide Web (www). The job seekers send their
applications through e-mail using Internet. Alternatively job seekers place their
CV's in the worldwide web/ Internet, which can be drawn by the prospective
employers depending upon their requirements. For eg: Monsterindia.com,
timesjobs.com, naukri.com, Chckjobs.com

(d) Outsourcing:

Some organizations recently started developing human resources pool by

employing the candidates for them. These organizations do not utilize the
human resources instead they supply HRs to various companies based on their
needs on temporary or ad-hoc basis. Various companies, rather than
employing HRs draw HRs from these organizations on commission basis.

16
UNDERSTANDING SELECTION PROCESS:

Recruitment function helps the organization to develop a pool of prospective

human resources. It is difficult for the HR manager to employ the suitable
people out of the pool. In fact, many organizations face critical problems in
choosing the people. Selection techniques and methods reduce the complexities
in choosing the right candidates for the job.

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 qualifies and suitable job candidate for each unfilled 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 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 process can be successful if the following requirements are

satisfied:

 Someone should have the authority to select. This authority comes from
the employment requisition, as developed by an analysis to the workload
and work force.
 There must be some standard of personnel with which a prospective
employee may be compared, i.e. a comprehensive job description and job
specification should be available beforehand.
 There must be a sufficient number of applicants from whom the ''
required number of employees may be selected.

17
18
SELECTION PROCEDURE:

Selection procedure employs several methods of collecting information about

the candidate's qualifications, experience, physical and mental ability, nature
and behavior, knowledge and aptitude for judging whether a given applicant is
suitable or not for the job. Therefore the selection procedure is not a single act
but is essentially a series of methods or stages by which different types of
information can be secured through various selection techniques. At each step
facts may come to light, which are useful for comparison with the job
requirement and employee specifications.

Steps in Scientific Selection Procedure:

 Job analysis
 Recruitment
 Application form
 Written examination
 Preliminary interview
 Business games
 Tests
 Final interview
 Medical examination
 Reference checks

19
(A) JOB ANALYSIS:

Job Analysis is a process to identify and determine in detail the

particular job duties and requirements and the relative importance of these
duties for a given job. Job Analysis is a process where judgements are made
about data collected on a job. It is the basis for selecting the right candidates
for the given job.

(b) APPLICATION FORM;

Application form is also known as application blank. The techniques of

application blank are traditional and widely accepted for securing information
from the prospective candidates. It can also be used as a device to screen the
candidates at the preliminary level. Many companies formulate their own style
of application forms depending upon the requirement of information based on
the size of the company, nature of business activities, type and level of the job
etc. Information is generally required on the following items in the application
forms:

 Personal background information

 Educational qualifications
 Work experience
 Salary (drawing and expecting)
 Personal attainments including likes and dislikes

(c) WRITTEN EXAMINATION:

Organizations have to conduct written examination for the qualified candidates

after they are screened on the basis of the application blanks so as to measure
the candidate's ability in arithmetical calculations, to know the candidate's
attitude towards the job, to measure the candidate's aptitude, reasoning,
knowledge in various disciplines, general knowledge and English language

20
(d) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the

prospective applications and to assess the applicant's suitability to the job. An
assistant in the personnel department may conduct this preliminary interview.
The information thus provided by the candidate may be related to the job or
personal specifications regarding education, experience, salary expectations,
attitude towards job, age, physical appearance and other requirements etc.
Thus, preliminary interview is useful as a process of eliminating the
undesirable and unsuitable candidates. If a candidate satisfies the job
requirements regarding most of the areas, he may be selected for further
process. Preliminary interviews are short and known as stand up interviews or
sizing up of the applicants or screening interviews. However, certain required
amount of care is to be taken to ensure that the desirable

(H) BUSINESS GAMES:

Business games are widely used as a selection technique for selecting

management trainees, executive trainees and managerial personnel at junior,
middle and top management positions. Business games help to evaluate the
applicants in the areas of decision-making, identifying the potentialities,
handling the situations, problem-solving skills, human relations skills etc.
participants are placed in a hypothetical work situation and are required to
play the role situations in the game. The hypothesis is that the most successful
candidate in the game will be most successful one on the job.
(I) TESTS:

Psychological tests play a vital role in employee selection. A psychological test

is essentially an objective and standardized measure of sample of behavior
from which inferences about future behavior and performance of the candidate
can be drawn.

21
Objectivity of tests refers to the validity and reliability of the instruments in
measuring the ability of the individuals. Objectivity provides equal opportunity
to all the job seekers without any discriminating against sex; caste etc.
standardization of test refers to uniformity of procedure in conducting the tests
for all the candidates. Sample behavior refers to the sample of the total
behavior of the prospective employee on the job.

Types of Psychological Tests

(I) Aptitude Tests:

(a) Intelligence Test (IQ)

(b) Emotional Quotient

(c) Skill Tests

(d) Mechanical Aptitude

(e) Psychometric Tests

(f) Clerical Aptitude Tests

Type of Test

(ii) Achievement Tests:

(a) Job Knowledge Test

(b) Work Sample Test

(iii) Situational Tests:

(a) Group discussions

(b) In Basket

(iv) Interest Test:

(v) Personality Tests:

(a) Objective Tests

(b) Protective Tests

(vi) Multi-Dimensional esting

22
Types of test:

Tests are classified into six classes; each class is again divided into different
types of tests. They are:
APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to
learn a given job if given adequate training. Aptitudes can be divided into
general and mental ability or intelligence and specific aptitudes such as
mechanical, clerical, manipulative capacity etc. General aptitude test is of two
types namely intelligence quotient (IQ) and emotional quotient (EQ).

Clerical aptitude tests;

These types of tests measure specific capacities involved in office work. Items of
this tests include spelling, computation, comprehension, copying, word
measuring etc.
ACHIEVEMENT TESTS:

These tests are conducted when applicants claim to know something- as these
tests are concerned with what one has accomplished. These tests are more
useful to measure the value of a specific achievement when an organization
wishes to employ experienced candidates. These tests are classified into (a) job
knowledge test and (b) work sample test.
SITUATIONAL TESTS: This test evaluates a candidate's in a similar life
situation. In this test the candidate is asked either to cope with the situation or
solve clerical situations of the job

(1) Group discussion (GD) :

This test is administered through the group discussion approach to solve a

problem under which candidates are observed in the areas of initiating,
leading, proposing valuable ideas, conciliating skills, oral communicating
skills, coordinating and concluding skills.

23
INTEREST TESTS:
These tests are inventories of the likes and dislikes of candidates in relation to
work, job, occupations, hobbies and recreational activities. The purpose of this
test is to find out whether a candidate, is interested or disinterested in the

Job for which he is a candidate and to find out in which area of the job
range/occupation the candidate is interested. The assumption of this test is
that there is a high correlation between the interest of a candidate in a job and
job success. Interest inventories are less faked and they may not fluctuate after
the age of 30.

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 multidimensional testing in
order to find out whether the candidates possess a variety of skills or not,
candidate's ability to integrate the multi-skills and potentiality to apply them
based on situational and functional requirement.

PRELIMINARY INTERVIEW:

(1) Informal interview:

This is the interview, which can be conducted at any place by the person to
secure the basic and non-job related information. The interaction between the
candidate and the personnel manager when the former meets the latter to
enquire about the vacancies or additional particulars in connection with the
employment advertisement is an example of the informal interview.

24
(2) Unstructured interview:

In this interview, the candidate is given the freedom to tell about himself by
revealing his knowledge on various items/areas, his background, expectations,
interest etc. Similarly, the interviewer also provides information on various
items required by the candidate.

CORE INTERVIEW:

It is normally the interaction between the candidates and the line executive

Or experts on various areas of job knowledge, skill, talent etc. This interview

May take various forms like:

(1) Back ground information interview:

This interview is intended to collect the information, which is not available in

The application blank and to check that information provided in the
Application blank regarding education, place of domicile, family, health,
interest, hobbies, likes, dislikes and extra curricular activities of the applicant.

(2) Job and probing interview:

This interview aims at testing the candidate's job knowledge about duties,
activities, methods of doing the job, critical/problematic areas, methods of
handling those areas etc.

(3) Stress interview

This interview aims at testing the candidate's job behavior and level of
understanding during the period of stress and strain. The interviewer tests
candidate by putting him under stress and strain by interrupting the applicant
from:areas, keeping silent for unduly long periods after he has finished
speaking etc.

25
(4) Group discussion interview;

There are 2 methods of conducting group discussion interviews, viz. group

interview method and discussion interview method. All the candidates are
brought into one room and are interviewed one by one under group interview.
This method helps a busy executive to save valuable time and gives a fair
account of the objectivity of the interview to the candidates.

(5) Formal and structured interview:

In this type of interview, all the formalities, procedures like fixing the value,
time, panel of interviewers, opening and closing, intimating the candidates
officially etc. are strictly followed in arranging and conducting interview. The
course of the interview is preplanned and structured, in advance, depending on
job requirements.

(6) Panel interview:

A panel of experts interview each candidate, judges his performance

individually and prepares consolidated judgment. This type of interview is
known as panel interview. Interviewers for middle level and senior level
managers are normally conducted are the panel of experts.

DECISION-MAKING INTERVIEW:

After the experts including the line managers of the organization in the core
areas of the job examine the candidates, the head of the department/section
concerned interviews the candidates once again, mostly through informal
discussion. The interviewer examines the interest of the candidate in the job,
organization, reaction/adaptability to the working conditions, career planning,
promotional opportunities, work adjustment and allotment etc. The personnel
manager also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions,
opportunities etc..

26
(K) MEDICAL EXAMINATION:

Certain jobs require certain physical qualities like clear, vision, perfect hearing
unusual stamina; tolerance of hardworking conditions, clear tone etc. Medical
examination reveals whether or not a candidate possesses these qualities.
Medical examination can give the following information:

 Whether the applicant is medically suited for the specific job

 Whether the applicant has health problems or psychological attitudes
likely to interfere with work efficiency or future attendance.

(L) REFERENCE CHECKS:

After completion of the final interview and medical examination, the personnel
department will engage in checking references. Candidates are required to give
the names of references in their application forms. These references may be
from the individuals who are familiar with the candidate's academic
achievement or form the applicant's previous employer, who is well versed with
the applicant's job performance, and sometimes from co-workers.

(M) FINAL DECISION BY THE LINE MANAGER:

The line manager concerned has to make the final decision whether to select or
reject a candidate after soliciting the required information through techniques
discussed earlier. The line manager has to take much care in taking the final
decision not only because of economic implications but also because of
behavioral and social implications. A careless decision of rejecting would
impair the morale of the people and they would suspect the selection procedure
and the basis of selection of this organization. A true understanding between
line managers and personnel managers should be established to take proper
decisions.

27
(N) JOB OFFER:

Thus, after taking the final decision, the organization has to intimate this
decision to the successful as well as unsuccessful candidates. The organization
offers the job to the successful candidates either immediately or after some
time depending upon its time schedule. The candidate after receiving job offer
communicates his acceptance to the offer or requests the company to modify
the terms and conditions of employment or rejects the offer.

(O) EMPLOYMENT:

The company may modify the terms and conditions of employment as

requested by the candidate. However the alteration is purely depends on the
sole discretion of the Management / company. The company employs those
candidates who accept the job offer with or without modification of terms and
conditions of employment and place them on the job.

With the employment of the candidate the recruitment and selection process is
completed.

28
 CHAPTER-III

COMPANY PROFILE

29
Company profile

About
FENNER (LTD) Manufacturing & Quality Systems Technology Products Newsroom Careers.

Industrial Products, Automotive Products

OE Market, Replacement Market

Types of products manufactured at Fanner (India) ltd

They are:-

* Oil Seals

* Auto wrapped Belts

* Mrps

* Indl

Fenner (India) was started in the year 1982 with a head office at Madurai (madras). And
later on established its branches in Hyderabad, Calcutta. With many number of departments
depending upon demands of the company. It has number of employees for about 100 in
administrative department and few in stores and in manufacturing department also.

30
 Fanner India also deals with exporting of goods between international markets, its export
sales pools a lot of income to the company. It holds research and development department to
analyze about present market position and their product place in the market depending upon
analysis report they change their placing of orders.

Placing of orders.

Fanner places raw material orders monthly, quarterly, half yearly depending upon
demands of the company.

Accounting procedures

Fenner (India) ltd work‘s on SAP Departments

- Accounts department
- Quality control department
- Human resource department
- Stores department
- Technical department
- Manufacturing department
- Purchase department
- Sales department
OBJECTIVES OF THE FENNER (INDIA):

 To serve as an instrument of national policy to achieve the self reliance in designing,

development and production of oil seals, auto warped belts, Indls and Mrps to meet many
needs of car manufacturers.
 In fulfillment of this objective, the company shall regard itself fundamentally responsible
for design and development relying however, upon such relevant facilities as is available
in other national institutions but always holding itself basically responsible for the growth
and furtherance of the country’s manufacturing capability.

31
  To conduct its business economically and efficiency that it can contribute its share to the
national efforts to achieve self-reliance self-generating economy.
 Consistent with the basic objective of the economy, the personnel department of the
corporate office has adopted certain specific objectives which will act as a source of
inspiration and guidance in evolving personal policies and framing rules and regulations
for the growth and development of employees and to ensure their deep commitment and
sense of belonging to the company.
 To satisfy domestic customers
 To supply products in time to markets
 To establish their suppliers all over
 To provide employment opportunities
 To maintain friendly relations with workers
 To diversify number of products
 To expand its branches thoroughly
 To maintain annual accounts.
 To update information
 To sale the products at maximum cheaper rates.
 To provide maximum service apart from profits.
 To supply its products internationally
 To place their position internationally.
 To maintain friendly relation ship with other countries.

Specific objectives:

 Ensure quality of personnel at all levels and provide them the right work environment,
job satisfaction and professional challenges.
 Provide a healthy blend of employees who have grown with the organization and those
selected from outside.
 Ensure employment of minimum number of personnel and avoid surpluses.

32
  Motivate employees to be increasingly achievement oriented. Identity personnel with
potential for growth.
 Provide adequate opportunities for personnel to improve the level of their professional
knowledge.
 Personnel with talent and potential for growth to be developed to shoulder high
responsibilities.
 Ensure uniformity in principle conditions of service.
 Progressively introduce participate style of management.
 Provide for welfare and happiness of personnel at all levels and their families.

INTENSIONS:

1. To achieve maximum amount if standardizations in all our manufacturing projects.

2. To reduce the cost of the production of the articles by means of systematic cost control
measures.

3. provide quality products of economic cost by minimizing rejections and improving

reliability and maintainability.

33
Industry profile;

The name FENNER (INDIA) has been

synonymous with quality & reliability in Mechanical
Power Transmission Engineering across the globe for
over 140 years offering not only the best of products
but also complete solutions. Our range of products viz. Belts, Pulleys, Couplings, Variable Speed
Drives, Clutches & Gear Boxes has become the industry bench-mark over the years being
manufactured in state-of-the-art facilities accredited with various Quality Certifications

Our large & wide spread network of Branches & Channel Partners across the country
ensures that our customers get efficient and timely pre-sales consultancy & post-sales service
through our qualified and trained Application Engineers.

In India with over 50 years of experience in manufacturing & marketing, Fenner impart
knowledge to our customers not only on the latest advancements in Power Transmission
Engineering but also on getting the best out of the existing drives in terms of Reduced Down
Time & Inventory, Increased Productivity, Efficiency & Energy Saving.

Being One Stop Shoppe for complete range of quality Power Transmission Accessories
unrivalled any where in the world, Fenner is justifying the faith & trust reposed by the Industry
as the only company offering “Total Power Transmission Solutions”.

For further information on Drive designs and Power Transmission Solutions, click here.
Our Fire Resistant Anti Static (FRAS) Belts and Flexible Couplings are approved by the Mine
Safety Laboratory, New South Wales Department of Mineral Resources, and Australia.
Automobile Belts and Oil Seals form an important part in almost all vehicle segments. Belts are
used in a variety of application in power transmission for alternator, Air conditioning, power
steering applications. Oil Seals are used as a sealing medium for oil used in various automobile
applications such as engine, transmission, wheel, front fork, valve stem etc.

34
 FENNER (INDIA) is the market leader in the Automobile segment both in belts and oil
seals. Our presence in the Automobile trade is in both the segments of OE and also the
Replacement market trade. In OE trade we offer our products to prominent OE customers who
have very high quality standards to be complied with. Our Auto belts and Oil Seals are a part of
major OE customers in all major vehicle segments. We also offer products for OE spares trade.
Our state-of-the-art R&D facilities, personnel and quality certifications ensure that the best
products are developed based on the OE customers' requirements.

In Replacement Market we cater to markets, both urban and rural all over India through
over 400 distributors who in turn offer products to over 20000 retailers dealing in Automobile
belts and oil seals. The market is driven by specifies or mechanics who use Automobile Belts
and Oil Seals for servicing vehicles. These specify are the ultimate users of the products and are
driven to use a product based on its quality. Majority of the specifies insist on Fenner Belts and
Pioneer Oil Seals as we offer the best quality. Fenner and Pioneer Brand names have become
synonymous with Belts and Oil Seals over the past 50 years.

About us Manufacturing & Quality systems technology products

Newsroom Careers

Industrial Products, Automotive Products, Belts Power Transmission Accessories,

Wrapped, Raw Edge Cogged, Poly V Multi-Pull, Synchronous Belts, Belts for Various
Industrial Applications, Client Testimonials

INTERNATIONAL CUSTOMERS.

1. Industrial Power Transmission Products Belts

2. Power Transmission Accessories

3. Agricultural Products Belts, Automotive, Products, Belts, Oil seals

35
In-house Laboratory

* Industrial Power Transmission Products Belts

* Automotive Products OEM

* Replacement Market

* Automotive Belts

* Oil seals

INTERNATIONAL CUSTOMERS.

Industrial Power Transmission Products Belts

Power Transmission Accessories

Agricultural Products Belts

Automotive Products

Belts

Oil seals

36
This machine was purchased in the year 1980 and is used manufacture oil seals Oil seal is a
bolts used to screw up various parts of cars, lorries ,cranes and heavy vehicles also.

Machinery used in manufacturing Automotive belts

This is the equipment used in manufacturing poly belts

37
Power transmission accessories

RESEARCH SYSTEM FOLLOWED IN FENNER (INDIA)

Our Technology Center employs state-of-the-art techniques, starting from simulation

studies using Finite Element Analysis, all the way to validation through rigorous indoor testing.
The Center has the best in class testing facilities for Raw Materials, In-Process components and
Finished Products like Industrial and Automotive Wrapped Belts, Raw Edge Cogged Belts, Poly-
V belts, Timing Belts and various types of Oil Seals.

38
 CHAPTER-IV

DATA ANALYSIS

&

INTERPRETATION

39
 1) How do you find the recruitment process in FENNER (INDIA) LTD.?
(a) Excellent (b) very good
(c) Good (d) Average.

Percentage No of
Group (%) Respondents
Excellent 20% 10
Very good 10 % 5
Good 60% 30
Average 10% 5
Total 100 50

Analysis:
20% of the employees feel that the recruitment process is excellent in
FENNER (INDIA) LTD. solutions. 70% of employees feel that the recruitment
process is good, and 10% feel that the recruitment process is average.

Interpretation: The above data shows that the recruitment process is good.
Recruitment Process

35
30
25
20
15
10
5
0
Excellent Very good Good Average

40
2) Fitness test is necessary for all the employees at regular intervals?
(a)Strongly agree (b) Agree
(c) Disagree (d) strongly disagrees.

Percentage No of
Group (%) Respondents
Strongly agree 60% 30
Agree 30% 15
Disagree 8% 4
Strongly
disagree 2% 1
Total 100 50

Analysis:
90% of the employees agree that fitness test is necessary for all the employees
at regular intervals. 10% of employees disagree that fitness test is necessary.

Interpretation: The above data shows that fitness test is necessary for the
employees.

Fitness test
35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

41
 3) The screening process of candidates is very impressive?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagrees.

Percentage No of
Group (%) Respondents
Strongly agree 30% 15
Agree 60% 30
Disagree 6% 3
Strongly
disagree 4% 2
Total 100 50

Analysis:
90% of the employees agree that screening process of candidates is very
impressive and 10% of employees disagree that screening process of candidates
is impressive.
Interpretation: The above data shows that screening process is impressive in
FENNER (INDIA) LTD. Screening Process of Candidates
35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

42
(4) The general intelligence level of each individual during selection is tested?
(a)Yes (b) No.

Percentage No of
Group (%) Respondents
Yes 80% 40
No 20% 10
Total 100 50

Analysis:
80% of the employees agree that the general intelligence is tested during
selection and 20% of the employees disagree that the general intelligence is
tested during selection.

Interpretation: The above data shows that the general intelligence of the
individual is tested during selection process.

Intelligence level of testing

45
40
35
30
25
20
15
10
5
0
Yes No

43
 (5)Internal employees are given more preference for referring candidates?
(a)Yes (b) No

Percentage No of
Group (%) Respondents
Yes 20% 10
No 80% 40
Total 100 50
Analysis:

20% of employees say that they are given preference for referring the
candidates and 80% of employees say that they are not given preference
for referring the candidates.
Interpretation: The above data shows that the employees are given less
preference for referring the candidates

Referring Candidates
45
40
35
30
25
20
15
10
5
0
Yes No

44
(6)The recruitment process helps to maintain adequate manpower to fill up the
vacancies?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

Percentage No of
Group (%) Respondents
Strongly agree 40% 20
Agree 50% 25
Disagree 8% 4
Strongly
disagree 2% 1
Total 100 50

Analysis:
90% of the employees agree that the recruitment process helps to maintain
adequate manpower and 10% of the employees disagree that the recruitment
process helps to maintain adequate manpower.
Interpretation: The above data shows that the recruitment process helps to
maintain adequate manpower.

45
Adequate manpower

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

(7) Interviews are conducted by a group of people from different departments?

(a)Yes (b) No

No of
Group Percentage (%) Respondents
Yes 96% 48
No 4% 2
Total 100 50

Analysis:
96% of the employees say that interview is conducted by group of employees
from different departments and 4% of the employees say that interview is not
conducted by group of employees from different departments.
Interpretation: The above data shows that the interviews are conducted by
group of employees from different departments

46
 People from different department

60

50

40

30
Column2

20

10

0
Yes No

(8) Do you agree that a good recruitment policy plays a key factor in the
working of an organization?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
Percentage No of
Group (%) Respondents
Strongly agree 60% 30
Agree 30% 15
Disagree 10% 5
Strongly
disagree 0% 0
Total 100 50

Analysis:
47
90% of the employees agree that the good recruitment policy plays a key
factor in the working of an organization and 10% of the employees disagree
that the recruitment policy plays a key factor in the working of an organization.

Interpretation: The above data shows that the recruitment policy plays a key
factor in the working of an organization Recruitment policy
35

30

25

20
Column2
15

10

0
Strongly agree Agree Disagree Strongly disagree

(9) Rate the process of recruitment and selection in this organization?

(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Percentage No of
Group (%) Respondents
Excellent 20% 10
Good 50% 25
Satisfactory 30% 15
Not satisfactory 0% 0
Total 100 50

Analysis:

48
20% of the employees feel that the recruitment and selection process is
excellent in FENNER (INDIA) LTD.. 50% of employees feel that the recruitment
and selection process is good, and 30% feel that the recruitment and selection
process is satisfactory.
Interpretation: The above data shows that the recruitment and selection
process are good in FENNER (INDIA) LTD..
Rating the process of recruitment and selection
30

25

20

15
Column2

10

0
Excellent Good Satisfactory Not satisfactory

(10) Which of the following attracted you to apply for the Job at FENNER
(INDIA) LTD.?
(a)Decent salary (b) opportunities for growth
(c) Job security (d) Identification with the company

Percentage No of
Group (%) Respondents
Decent salary 0% 0
Opportunities for growth 90% 45
Job security 10% 5
Identification with the
company 0% 0
Total 100 50

49
Analysis:
90% of the employees feel that they are attracted to apply for the Job at
FENNER (INDIA) LTD. for having opportunities for growth and 5% for job
security.
Interpretation: The above data shows that the employees feel that they are
attracted to apply for the Job at FENNER (INDIA) LTD. for having opportunities
for growth.
Reasons attracted to apply for job

50
45
40
35
30
25
20
15 Series 3
10
5
0
Decent salary Opportunities Job security Identification
for growth with the
company

(11) In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both.

Percentage No of
Group (%) Respondents
Internal 10% 5
External 80% 40
Mix of both 10% 5
Total 100% 50

Analysis:
10% of the employees support for internal recruitment, 80% of employees
support for external and 10% of employees support for both.

50
Interpretation: The above data shows that the most of the employees support
for external source.
Sources of recruitment
45

40

35

30

25

20 Column2

15

10

0
Internal External Mix of both

(12) Which of these was a part of your recruitment and selection process?
(a) Written test and interview (b) Group discussion and Interview
(c) Interview (d) All of the above.

No of
Percenta Responden
Group ge (%) ts
Written test and
interview 10% 5
Group discussion and
interview 10% 5
Interview 10% 5
All of the above 70% 35
Total 100 50

Analysis:

51
 10% of the employees are based on written test and interview 10% of the
employees are based onGroup discussion and intervie 10% of thmployees
are based on Interview, 70% of the employees based all.
Interpretation: The above data shows that the written test, group discussion
and interview are the part of recruitment and selection process.

Recruitment and selection process

40
35
30
25
20
15
10
5
0
Written test and Group discussion and Interview All of the above
interview interview

(13) During the interview process, what do you think is valued the most in
Your profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above

Percentage No of
Group (%) Respondents
Qualification 20% 10
Experience 4% 2
Personal traits 4% 2
All of the above 72% 36
Total 100 50

Analysis:

52
 20% of employees support for qualification,4% of employees support for
experience,4% of employees support for personal traits, 72% of
employees support for all.
Interpretation: The above data shows that the qualification, experience and
personal traits are valued in profile during interview process
Interview process
40

35

30

25

20
Column1
15

10

0
Qualification Experience Personal traits All of the above

14) What was the time taken for the entire recruitment and selection process?
(a) Within one week (b) within 2 weeks
(c) Within 3 weeks (d) more than 3 weeks

Percentage No of
Group (%) Respondents
Within one weeks 10% 5
Within two weeks 20% 10
Within three weeks 30% 15
More then three
weeks 40% 20
Total 100 50

Analysis:
10% Within one weeks ,20% Within two weeks,30%within three weeks ,
40% more then three weeks.

53
 Interpretation: The above data shows that the most of the employeessays it
takes more then three weeks for the entire recruitment and selection process.
Time taken for the process
25

20

15

10 Column2

0
Within one Within two Within three More then three
weeks weeks weeks weeks

(15) What kind of the interview did you undergo?

(a) Formal and structural interview (b) Informal and unstructured interview
(c) Stress interview (d) Board interview

No of
Percentag Respondent
Group e (%) s
Formal and structural
Interview 70% 35
Formal and
unstructured
Interview 10% 5
Stress interview 2% 1
Board interview 18% 9
Total 100 50

Analysis:

54
70% Formal and structural Interview, 10% Formal and unstructured
Interview 2%, Stress interview, 18% Board interview.

Interpretation: The above data shows that most of employees undergone

formal and structural interview.
Kind of the interview
40
35
30
25
20
15
10
5
0
Formal and Interview Formal and Interview
structural unstructured

(16) What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these

Percentage No of
Group (%) Respondents

Communication 10% 5
Subject knowledge 10% 5
Both (a)&(b) 80% 40
None of these 0% 0
Total 100 50

Analysis:
10% of the employees should have communication silks,
10% of the employees should have subject knowledge,
80% of the employees should have both.

55
Interpretation: The above data shows that Communication and Subject
knowledge are important for an employee before recruiting into the job.
Employee before recruiting
45
40
35
30
25
20
Column2
15
10
5
0
Subject Both (a)&(b) None of these
Communication knowledge

(17) What are the reasons to apply in this organization?

(a) Company reputation (b) Job Security
(c) Good working conditions (d) opportunity for
advancement.

Percentage No of
Group (%) Respondents
Company reputation 0% 0
Job security 0% 0
Good working
conditions 20% 10
None of these 80% 40
Total 100 50

Analysis:
20% of the employees support for good working conditions
80% of the employees support for none.

56
 Interpretation: The above data shows that the Company reputation, Job
Security Good working conditions and opportunity for advancement are not
good in this organization.
Reasons to apply in this organization
45
40
35
30
25
20
Column2
15
10
5
0
Company Job security Good working None of these
reputation conditions

(18) Have you gone through the induction program?

(a) Yes (b) No

Percentage No of
Group (%) Respondents
Yes 94% 47
No 6% 3
Total 100 50

Analysis:
94% of the employees gone through the induction program,
6% of the employees did not undergo induction program.

Interpretation: The above data shows that the employees gone through the
induction program.
Induction program

57
 50
45
40
35
30
25
Column1
20
15
10
5
0
Yes No

(19) What is the impact of induction in your work life?

(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Percentage No of
Group (%) Respondents
Excellent 10% 5
Good 70% 30
Satisfactory 20% 10
Not satisfactory 10% 5
Total 100 50

Analysis:
20% of the employees feel that the impact of induction in your work
life is excellent in FENNER (INDIA) LTD.. 70% of employees feel that the impact
of induction in your work life is good and 20% of employees feel that the impact
of induction in your work life is Satisfactory and 10% of the employees feel that
the impact of induction in your work life is not satisfactory.

58
Interpretation: The above data shows that the impact of induction in work life
is good.
Impact of induction in work life
35

30

25

20

15 Column1

10

0
Excellent Good Satisfactory Not satisfactory

CHAPTER-V

FINDINGS

SUGGESTIONS

CONCLUSIONS

59
60
Findings

 Recruitment and selection process at FENNER (INDIA) LTD. includes

(a) Written test
(b) Group discussion
(c) Interview.
 Qualification
Experience
Personal traits are the things which are valued the most in the applied
Candidates profile during the interview.
 Time taken for the entire recruitment and selection process in FENNER
(INDIA) LTD. is more than 3 weeks.
 Communications and subject knowledge are important for an employee
before recruiting into the job.
 Internal employees are not given more preference for referring Candidates.
 The impact of induction in employee’s life is good.
 Interviews are conducted by a group of people from different departments.
 The Recruitment and selection process in this organization is good.
 The Recruitment process helps to maintain adequate manpower to fill up
the vacancies.
 50% of respondents were recruited by internal method and remaining
50% by external methods.

 The percentage of usage of different internal methods of recruitment like

employee referrals, interdivisional and promotion followed by the
organization is 70%, 20% and 10% respectively
 The information regarding the preference of the external methods of
recruitment like HR consultancy; Newspaper advertisements followed by
the organization are 75% and 25% respectively.

61
 55% of respondents agreed direct call for an interview and 15% call to
attend the test and the remaining 30% by direct appointment

 15% of respondents attended technical test 15% of respondents attended

situation test and 70% of respondents appeared for subject test.

 75% respondents faced formal interview, and the remaining 25% stress
and board interview

 20%of respondents faced HR manager round 20% of respondents faced

3-member committee and 60% respondents faced head of department
round.

 20%of respondents faced HR manager round 20% of respondents faced

3-member committee and 60% respondents faced head of department
round.

62
 SUGGESTIONS

1. The four rounds of interview, which is standard for all the jobs, are
appropriate but time, which is taken, is lengthy. So managers should make
themselves free on the day of interview to take the final interview so that the
candidate doesn’t wait for long.
2. HR Department should make a checklist and follow that before sending the
candidates profile for offer letter generation to corporate office, so that there
are no mistakes of name and CTC once candidates gets his/her offer letter.
3. HR Department should be more involved in welfare activities of it
employees.

4. Company can also think of having an in house Canteen for its employees.

5. After the study was completed it was found that the best source of
recruitment in Fenner (India) Ltd. was Consultant among other sources like
advertisement, employee referral, direct walk-in and campus recruitment.

63
 CONCLUSIONS

Recruiting people with the right skills and qualities is essential for any

organisation if it is to maintain and improve its efficiency. Not only the

personnel manager but also the line manager/supervisor has a part to play in

the selection process. It is crucial that both these people have training to

enable them to carry out their roles effectively.

Careful analysis of the job to be done, and of the competencies required to do

it, is necessary if the right people are to be fitted into the right job.

Having selected the best candidate for the job, the next stage is to ensure that

the new recruit is successfully integrated into the organisation through a well

planned induction programme.

Induction need not be an elaborate exercise, but it must be thought out in

advance, carried out in a timely and careful manner, and evaluated to ensure

that it meets the needs of the employee.

The benefits of a good induction programme are a more settled employee, a

more effective response to training, lower labour turnover, and improved

industrial relations.

64
 BIBILOGRAPHY

Personnel Management C.B.Mamoria,

Organization Behavior L.M.Prasad

Personnel/Human Resource Management P.Subba Rao @V.S.P. Rao

Human Resources Management Pearson 9th edition 2010

Personnel/Human Resource Management (Third Edition) David A. DeCenzo

Prentice Hall of India Pvt. Ltd

Personnel/Human Resource Management (Third Edition) Stephen P.

Robbins Prentice Hall of India Pvt. Ltd

Personnel and Human Resource Management P. Subba Rao Himalaya

Publishing House

Web Sites Browsed

WWW.fenner.com

WWW.Google.Com

www.autoindia.com

www.hrlink.com

www.hrblog.com

65
 QUESTIONNAIRE
Name:

Experience:

Department:

Designation:

1) How do you find the recruitment process in FENNER (INDIA) LTD.?

(a) Excellent (b) very good
(c) Good (d) Average

2) Fitness test is necessary for all the employees at regular intervals?

(a)Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

3) The screening process of candidates is very impressive?

(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

(4) The general intelligence level of each individual during selection is

tested?
(a)Yes (b) No

(5)Internal employees are given more preference for referring candidates?

(a)Yes (b) No

(6)The recruitment process helps to maintain adequate manpower to fill

up the vacancies?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

66
(7) Interviews are conducted by a group of people from different
departments?
(a)Yes (b) No
(8) Do you agree that a good recruitment policy plays a key factor in the
working of an organization?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
(9) Rate the process of recruitment and selection in this organization?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory
(10) Which of the following attracted you to apply for the Job at FENNER
(INDIA) LTD.?
(a)Decent salary (b) opportunity for growth
(c) Job security (d) Identification with the
company
(11) In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both
(12) Which of these was a part of your recruitment and selection
process?
(a) Written test and interview (b) Group discussion and
interview
(c) Interview (d) All of the above
(13) During the interview process, what do you think is valued the most
in
Your profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above
(14) What was the time taken for the entre recruitment and selection
process?

67
 (a) Within one week (b) within two weeks
(c) Within three weeks (d) more than three weeks

(15) What kind of the interview did you undergo?

(a) Formal and structural interview
(b) Informal and unstructured interview
(c) Stress interview
(d) Board interview

(16) What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these

(17) What are the reasons to apply in this organization?

(a) Company reputation (b) Job Security
(c) Good working conditions (d) opportunity for
advancement
(18) Have you gone through the induction program?
(a) Yes (b) No

(19) What is the impact of induction in your work life?

(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory

68