“RECRUITMENT AND SELECTION PROCESS AT

INFOSYS AND LEARNING MATE"

Summer Training Project

(Summer training project Submitted in partial fulfillment of the

requirements for the award of degree of Master of Business
Administration)
 DECLARATION

I hereby declare that the project report titled “RECRUITMENT AND SELECTION
PROCESS AT INFOSYS AND LEARNING MATE” is my own work and has been
carried out under the able guidance of Mr. Abhishek Mishra(marketing manager) of G-
infomatics. All care has been taken to keep this report error free and I sincerely regret for any
unintended discrepancies that might have crept into this report. I shall be highly obliged if
errors (if any) are brought to my attention.

Thank You.

i
 GUIDE CERTIFICATE
This is to certify that the project entitled “RECRUITMENT AND SELECTION PROCESS AT
INFOSYS AND LEARNING MATE” is the bonafide work carried out by _________________
student of MBA(GEN.),DIRD NANGLI POONA in partial fulfilment of the requirements for the
award of the Degree of MBA.

MS.

(Project Guide)

ii
 ACKNOWLEDGEMENT

“Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other hand one
can make a simple expression of gratitude” I take the opportunity to express my gratitude to all of
the who in some or other way helped me to accomplish this challenging project in G-Informatics
Rohini sector 3. I am extremely thankful and pay my gratitude to our Director sir Narender
Mohan and my faculty guide Ms. for their valuable guidance and support on
completion of this project in its presently. I am very thankful Abhishek Mishra (Marketing
Manager) for their everlasting support and guidance on the ground of which I have acquired a
new field of knowledge. A special appreciative “Thank you” in accorded to all staff of G-
Informatics for their positive support. I also acknowledge with a deep sense of reverence, my
gratitude towards my parents and member of my family, who has always supported me morally
as well as economically. At last but not least gratitude goes to all of my friends who directly or
indirectly helped me to complete this project report.

MBA(GEN.)

iii
 EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is necessary. It is an important

part of an organisation. Human Resource Planning is a vital ingredient for the success of the
organisation in the long run. There are certain ways that are to be followed by every
organisation, which ensures that it has right number and kind of people, at the right place
and right time, so that organisation can achieve its planned objective.

The objectives of Human Resource Department are Human Resource Planning, Recruitment
and Selection, Training and Development, Career planning, Transfer and Promotion,
Risk Management, Performance Appraisal and so on. Each objective needs special attention
and proper planning and implementation.

For every organisation it is important to have a right person on a right job. Recruitment and
Selection plays a vital role in this situation. Shortage of skills and the use of new technology
are putting considerable pressure on how employers go about Recruiting and Selecting staff.
It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.
With reference to this context, this project is been prepared to put a light on Recruitment and
Selection process at Infosys.

iv
 INDEX

TABLE OF CONTENT

S.NO TOPICS PG SIGN.

. NO.

1
Declaration

2 Acknowledgement

3 Executive Summary

4 Chapter 1: Introduction 1

5 Chapter 2: Company Profile 9

6 Chapter 3 : Background Information 26

7 Chapter 4: Research Objective and Methodology 49

8 Chapter 5: Data Analysis and Interpretation 52

9 Chapter 6: Findings and Conclusion 63

10 Chapter 7: Recommendations 66

11 Bibliography 68

12 Annexure 70

9 Questionnaire 71

v
 CHAPTER 1

INTRODUCTION

OVERVIEW OF THE INDUSTRY

1
What drives the Indian IT market? As is the case with most nations in the early stages of the
IT maturity curve, the Indian market is prima. The hardware sector currently accounts for
around 56 percent of total IT spending and is growing faster than other sectors of this
industry. Looking at the frenzy in the PCs marketplace, it’s fairly obvious that PCs are
fuelling growth hardware market. Perhaps the single largest contributor to this impressive
growth is the burgeoning home segment. Today, more than a third of all PCs shipped in a
year make their way to the home segment; and the way things are moving, this share will
improve in future. This obviously means that no vendor can afford to neglect this segment.
The winners of the future will be the ones who have in place a focused consumer strategy to
address the home segment IDC’s "Millennium Home" study reveals that the most important
reason for purchasing a home PC revolve around enhancing the family’s computer skills. In
an era where people have realized the importance of being IT literate, this finding springs no
major surprises. Another important finding is that while the chief wage earner of a household
is the primary decision-maker in so far as PC purchase is concerned, family and friends play
an important role in influencing the decision. The survey also reveals that average home PC
user is around 28 years old however; IDC believes that as computer education in schools
becomes More widespread and more children start using PCs at home, the average home PC
user of the future might be younger.

The vision of Information Technology (IT) policy is to use IT as a tool for raising the living
standards of the common man and enriching their lives. Though, urban India has a high
internet density, the government also wants PC and Internet penetration in the rural India.

 In Information technology (IT), India has built up valuable brand equity in the global
markets. In IT-enabled services (ITES), India has emerged as the most preferred
destination for business process outsourcing (BPO), a key driver of growth for the
software industry and the services sector.

 India's most prized resource in today's knowledge economy is its readily available
technical work force. India has the second largest English-speaking scientific
professionals in the world, second only to the U.S.

 According the data from ministry of communication and information technology, the
ITES-BPO industry has grown by about 54 per cent with export earnings of US$ 3.6
billion during 2005-06. Output of the Indian electronics and IT industry is estimated to
have grown by 18.2 per cent to Rs. 1,14,650crore in 2006-07.
2
 The share of hardware and non-software services in the IT sector has declined
consistently every year in the recent past. The share of software services in electronics
and IT sector has gone up from 38.7 per cent in 1998-99 to 61.8 percent in 2005-06.
However, there has been some welcome acceleration in the hardware sector with a sharp
deceleration in the rate of decline of hardware's share in electronics and IT industry.
Output of computers in value terms, for example, increased by 36.0, 19.7 and 57.6 per
cent in 2003-04, 2004-05, and 2005-06, respectively.

 All the sub-sectors of the non-software component of electronic and IT industry grew at
over 8 per cent in 2005-06, but this was far below the rate of growth of software services.
Overall, after declining precipitously from 61.4 per cent in 1998-99 to 40.9 percent in
2001-02, the share of hardware in this important industry declined only marginally to
38.2 percent in the subsequent years.

 Export markets continue to dominate the domestic segment. The size of the domestic
market in software relative to the export markets for Indian software, which was 45.2
percent in 2002-03, after declining rapidly to 29.8 percent in 2003-04, fell only to 29.1
percent and 27.7 per cent in the two subsequent years.

 Value of software and services export is estimated to have increased by 30 percent to

US$12.5 billion in 2005-06. The Software Technology Parks of India have reported
software exports of Rs. 31,578 crore (US$ 6,947 million) during April - December 2005-
06 as against Rs. 22,678 crore (US$ 4,913) during the corresponding period last year.

 The annual growth rate of India's software exports has been consistently over 50 percent
since 1991. No other Indian industry has performed so well against the global
competition.

 According to a NASSCOM-McKinsey report, annual revenue projections for India’s IT

industry in 2008 are US $ 87 billion and market openings are emerging across four broad
sectors, IT services, software products, IT enabled services, and e-businesses thus
creating a number of opportunities for Indian companies. In addition to the export market,
all of these segments have a domestic market component as well.

 The IT-enabled service industry in India began to evolve in the early nineties when
companies such as American Express, British Airways, GE and Swissair set up their
offshore operations in India.
3
 Today a large number of foreign affiliates operate IT-enabled services in India. The
different service lines of IT enabled services off shored to India include customer care,
finance, human resources, billing and payment services, administration and content
development

MAJOR STEPS TAKEN FOR PROMOTION OF IT INDUSTRY

With the formation of a ministry for IT, Government of India has taken a major step towards
promoting the domestic industry and achieving the full potential of the Indian IT
entrepreneurs. Constraints have been comprehensively identified and steps taken to overcome
them and also to provide incentives.

 In order to broaden the internet base, the Department of Information technology has also
announced a programme to establish State Wide Area Network (SWAN) up to the block
level to provide connectivity for e-governance. The Department has also set up
Community Information Centres (CICs) in hilly, far-flung areas of the North-East and
Jammu and Kashmir to facilitate the spread of benefit of information and communication
technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country
like Uttaranchal, Andaman & Nicobar and Lakshadweep.

 A number of steps have been taken to meet the challenge of zero duty regime in 2005-06
under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts,
other inputs and capital goods have been rationalized to make domestic manufacturing
viable and competitive.

 In order to broaden the internet base, the Department of Information technology has also
announced a programme to establish State Wide Area Network (SWAN) up to the block
level to provide connectivity for e-governance. The Department has also set up
Community Information Centres (CICs) in hilly, far-flung areas of the North-East and
Jammu and Kashmir to facilitate the spread of benefit of information and communication
technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country
like Uttaranchal, Andaman & Nicobar and Lakshadweep.

 A number of steps have been taken to meet the challenge of zero duty regime in 2005-06
under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts,
other inputs and capital goods have been rationalized to make domestic manufacturing
viable and competitive.
4
INDIAN HARDWARE PIPE DREAM OR GOLD RUSH?

For the beleaguered Indian hardware industry, survival is often more important than growth.
Yet, a recent MAIT-Ernst & Young study said that this very industry could zoom to revenues
of $62 billion by 2010.

 IT hardware manufacturing in India is a classic case of the chicken and egg syndrome.
Should we wait for the market to grow to high volumes that justify creating a
manufacturing base in India, or should we just kick-start manufacturing so that prices
then come down and thereby create volumes? The debate has raged on long enough and
no consensus seems to be emerging. Rather, things took a turn for the worse with recent
years witnessing a perceptible decline in manufacturing activity. Therefore, when a recent
MAIT study, conducted jointly with Big Five firm Ernst & Young, concluded that the
Indian hardware industry had the potential to reach a size of $62 billion by 2010, it not
only raised many an eyebrow, but derisive laughter from sceptics.

 Sample some salient conclusions of the study which paint a rosy future for India
Hardware Inc: By 2010, the Indian hardware industry has the potential to grow to twelve
times its existing market size, with the domestic market accounting for $37 billion and
exports accounting for another $37 billion. The study has identified major export
opportunities in the areas of innovative new devices, contract manufacturing and design
services. The study says that component exports offers an opportunity worth $5 billion,
while that of design and related services in embedded systems and wireless
telecommunication services can bring in another $7 billion by 2010. Further, ambitious
projections have been made in the area of contract manufacturing, which represents a $11
billion opportunity if India succeeds in capturing a share of only 2.2 percent of the global
pie by 2010.

 Though the rosy projections look good on paper, is this growth really possible? Sceptics
deride the study as an attempt by the hardware industry to copy its software counterpart,
which has been tom-tommingNasscom and McKinsey’s projection of $87 billion in
software revenues by 2008. MAIT officials are however quite upbeat. Says
VinayDeshpande, president of MAIT, “There are four key steps which we need to take to
make India a manufacturing-friendly country. Firstly, market India as a hardware
destination and build a brand akin to software. Making India manufacturing-friendly
through improvements in infrastructure and logistics should follow this. We should also
5
 emphasise on design and innovation through the development of Indian solutions for
Indian needs. All these initiatives need to be backed up by the government with adequate
funds.”

The bright side

For a country whose economy is so heavily dependent on agriculture, a vibrant hardware

industry has the potential to generate three million jobs, especially for Indians who come
from economically underprivileged sections, who aren’t very highly educated. So, in the
words of Deshpande, the hardware industry can be some sort of a panacea for India’s
unemployment problem. Also, with the size of the contract manufacturing industry expected
to be over $500 billion by the year 2010, Indian firms could grab a significant chunk of the
pie in a manner pretty similar to India’s emergence as a key player in the global BPO stakes.
And, with a potentially huge market in embedded systems emerging, Indian firms with the
right mix of hardware and software can be big players here. For the record, of all the high-
end processors produced in the world, only 6 percent are used in PCs and the remaining 94
percent are used in entertainment electronics, non-PC devices, communication products and
embedded electronics.

1. The hardware revolution is also essential for the continued high growth of the
software industry. As Vinnie Mehta, director of MAIT, puts it: “India can lose out on
the software advantage it has already built up, and the future potential, if

2. it does not concentrate on the hardware front. For example, the estimated domestic
hardware requirement by 2008 to meet the software target of $87 billion is $160
million.”

And now the problems

But before India Inc. can go into ballistic mode on the hardware front, there are lots of
serious issues that need to be addressed. Issues like lack of local availability of input raw
material, ever changing government policies, inconsistent sales tax structures in different
states, high interest rates, customs duties on capital goods, poor infrastructure, inordinately
long and variable transit times all add to uncertainty, delays and increased costs. Something
that hardware manufacturers dread.Explains Manoj Churra, country manager-manufacturing,
IBM India, “Everyone in India cribs about duty, but even China has a similar duty structure.
The main reason why companies prefer to locate their manufacturing operations in China is

6
because customs processing in China is much faster.” Here, even after a manufacturer’s raw
material arrives at a port it might take another month or so before the goods reach his factory.
In the fast changing world of technology, that’s virtually suicidal for companies into
hardware manufacturing. Besides, labour laws in China are also very flexible.

 In India, laments Raj Saraf, chairman and managing director of Zenith Computers, there
are a lot of restrictions for the hardware industry. “The software industry has grown in
leaps and bounds simply because there have been no restrictions. On the other hand, even
if I do manufacture in an SEZ in India, I cannot sell my products in the domestic market.
The government says everything should be exported. But it should realise that the
industry will always flock to an area where there are least restrictions.” The government
can also take a cue from the fact that if the industry is allowed to grow to three times the
size it currently is today, it can earn more tax from its revenues.

 The manufacturing industry in India also suffers from a lack of proper environmental
standards. With environmental concerns mainly ignored or casually overlooked by Indian
corporates, MNCs desist from setting up manufacturing bases here since there is no
compliance with ISO 14000 standards, which deal with environmental issues.

 On the design front too, there are lots of opportunities left to be explored. Design exports
are a $7 billion opportunity in areas like embedded systems and wireless
telecommunications. While Indian firms do some work on hardware design exports, many
unfortunately show this as software exports to avoid tax. Fact is, some experts say a
robust design sector could play a huge role in bringing down PC prices too a significant
reason why PC penetration remains low in India. For example, on a CPU that costs $150,
the material cost is not even $4. Adds Deshpande, “If we can get a design, like say a PII,
made either by ourselves or if we can get the government to buy out a design and start
manufacturing here, this would bring costs down substantially in PCs.”

The silver lining

The Indian hardware industry could learn a thing or two from the Taiwanese hardware
industry, where companies started off as component assemblers some years ago. Today, the
same firms are world leaders, and in fact outsource their manufacturing designs to other
countries. A majority of Taiwanese firms are now original manufacturers of chipsets.
7
 Another instance that could inspire companies to set up local manufacturing bases is the
example of D-Link. D-Link is one of the very few hardware companies in India that does
local manufacturing. Recently, the company tied up with Taiwan-based Gigabyte
Technology to manufacture and market motherboards locally. D-Link will manufacture
approximately 30,000 motherboards per month. Besides giving D-link a key advantage in
terms of technology, it also means utilisation of D-Link’s manufacturing facilities. The
cost savings per motherboard when manufactured here works out to be approximately $5.
Hence, if volumes are huge, it does makes sense to outsource contract manufacturing to
India.

 And for sceptics who doubt the quality of Indian products, Ram Agarwal, managing
director, Wipro ePeripherals has a ready answer, “Doubting Thomas’s who keep on
questioning the quality of Indian products should know that Legend computers, the
largest maker of PCs in China, buys network interface cards from India.”

 Going forward, if the government and the hardware industry proactively decide to work
together and solve issues rather than have one hand clamouring for duty concessions, and
the other avoiding issues, the Indian hardware industry could definitely go the software
way-as MAIT and Ernst & Young have said. The only question to ask is whether the
government and the industry are up to it.

8
 CHAPTER 2

COMPANY PROFILE

9
 COMPANY PROFILE

INTRODUCTION AND COMPANY HISTORY

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$
250. Today, it is a global leader in the "next generation" of IT and consulting with revenues
of over US$ 4 billion.

 Infosys defines, designs and delivers technology-enabled business solutions that help Global
2000 companies win in a Flat World. Infosys also provides a complete range of services by
leveraging our domain and business expertise and strategic alliances with leading technology
providers.

 Infosys' service offerings span business and technology consulting, application services,

systems integration, product engineering, custom software development, maintenance, re-
engineering, independent testing and validation services, IT infrastructure services and
business process outsourcing.

Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in

the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of
taking work to the location where the best talent is available, where it makes the best
economic sense, with the least amount of acceptable risk.

 Infosys has a global footprint with over 50 offices and development centers in India, China,
Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys has over 103,000
employees.

 Infosys takes pride in building strategic long-term client relationships. Over 97% of our
revenues come from existing customers.

10
The primary purpose of corporate leadership is to create wealth legally and ethically. This
translates to bringing a high level of satisfaction to five constituencies - customers,
employees, investors, vendors and the society-at-large. The raison d'être of every corporate
body is to ensure predictability, sustainability and profitability of revenues year after year.

- N. R. Narayana Murthy

Chairman of the Board and Chief Mentor

Employees: 113,800
Employee growth: 8.5%

Infosys emphasizes every aspect of IT. One of India's leading technology services firms,
Infosys Technologies provides software development and engineering to corporate clients
through a network of development centers in Asia, Europe, and North America. It also
provides data management, systems integration, project management, support, and
maintenance services. Subsidiary Infosys BPO offers business process outsourcing (BPO)
services, and US-based Infosys Consulting provides strategic consulting. Infosys gets
effectively all of its sales from international markets, with North America accounting for two-
thirds of the total. Clients come mainly from the financial services, manufacturing, telecom,
and retail industries.

Key numbers for fiscal year ending March, 2010: 

Sales: $4,804.0M

One year growth: 3.0%

Net income: $1,313.0M

11
Income growth: 2.5%

Officers:
CEO, Managing Director, and Head, Executive Council: S. (Kris) Gopalakrishnan
COO and Director: S. D. Shibulal
SVP and CFO: V. Balakrishnan

Competitors:
Satyam
Tata Consultancy
Wipro Technologies

Service Offerings

Services

Infosys BPO's services practice is focused on Hospitality, Real Estate, Professional Services,
and Transportation and Logistics. We have a Center of Excellence (CoE) for each sector to
develop industry-specific solutions and identify nuances of enterprise transactional processes.
In addition, the CoE designs training modules to train and certify our professionals before
client operations.

Hospitality

 The IT landscape is challenged by multiple, fragmented systems which do not

interface with each other and decentralized processes that are highly dependent on
paper and manual approvals leading to lower operating profits and earnings per share

 Inability to reduce costs proportionate with fall in revenues due to the lack of proper
process mechanisms

 The economic downturn has resulted in reduced Revenue Per Available Room
(RevPar) and lower Return On Investment that may lead to asset liquidation

Our offerings for the Hospitality industry include:

 Customer Service and Sales Support: Central reservation system, frequent guest
program management and global preferred account hotline

12
 Hotel Accounting: Invoice processing, sales and use tax calculation, vendor
statements review, new vendor set up, re-bills, AP Aging run, accruals and
reconciliations

 Fixed Asset Procurement: Budgeting, purchase order/ contract generation, expediting,

tracking of budget and global LCC sourcing

 Human Resources: HR strategy and performance management, payroll and benefits,

HR administration and flex-staffing

 Knowledge Services: MIS, quantitative research, market risk assessment, decision

support, analysis and reporting

 Global Distribution Systems – Managing and uploading data to GDS systems

Infosys has a strategic alliance with HVS International to provide offshoring solutions for the
global hospitality industry. Founded in 1980 by Stephen Rushmore, HVS International is a
global consulting and services organization focused on the hotel, restaurant, timeshare,
gaming and leisure industries.

Infosys BPO combines the outsourcing capabilities of Infosys with the consulting expertise of
HVS to design solutions for the Hospitality and Leisure industry.

Real Estate

 Companies face liquidity issues due to high debt servicing and low operational
revenues

 Lack of funding opportunities and working capital delay completion of ongoing

projects

 The challenging environment makes it difficult to retain quality talent and retrench
redundant staff

Our offerings for the Real Estate industry include:

 Property Data Management

 Tenant Data Management

 Management Fees Calculation

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 Recovery Schedule Processing

 Reprojection of Rent

 Human Resources Offerings

 Finance & Accounting Offerings

Human Resources Outsourcing

The Infosys BPO Human Resources Outsourcing (HRO) practice combines global sourcing
and delivery capabilities to offer flexible and cost-efficient solutions for acquiring,
administering and developing talent.

Our componentized HRO offerings enable customers to embark on the HRO journey easily
and realize benefits promptly. Through our transformational expertise, our customers save up
to 40% on operational costs and enhance productivity by up to 30%. Our suite of innovative
tools measure and improve HR/ business metrics.

We serve clients from our global delivery centers in India, China, Philippines, Mexico,
Brazil, Poland, and the Czech Republic.

14
Offerings

Infosys Business Platform for HRO 

Infosys’ platform-based solutions help customers migrate to a pay-as-you-use, transactional

model with best-in-class technology and processes. The Infosys Business platform for HRO
realizes value without huge investments in technology.

HRO Service Packs 

Our HRO service packs are short-term projects that deliver tangible value within a specified
period. They have pre-built solutions and transitions that realize Return on Investment
promptly. The sample packs solve common HR issues by leveraging industry best practices,
with minimal time and effort from stakeholders.

A Snapshot of Success Stories

Infosys BPO
Client Challenge Outcome
Approach

A leading Decentralize Streamlined Improved

technology d and complex processes customer
services company processes satisfaction scores
Introduced
having more than from 98.96 % to
Absence of metrics
105,000 99.50%
process metrics
employees in 27 Launched a
Reduced
countries Multiple shared service center
cost per hire by
touch points with no for HR services
more than 20%
visibility
Eliminated
Decreased
Non- redundant activities
offer generation
standardized hiring
Centralized time by more than
practices
hiring administration 60%
Substantial through a web-based
Reduced
administrative process
cycle time by 35%
overheads

15
 Reduced 7-
day shifts to 5
days

A global bank Absence of Moved Increased

having more than process metrics payroll, workforce customer
27,000 employees data management and satisfaction scores
Low
HR support to a consistently
visibility
single delivery center
Achieved
Limited
Set up Tier-1 productivity gain
control over
and Tier-2 helpdesks of more than 6%
performance
for query resolution
Reduced 5
Automated Full-Time
processes Employee (FTE)
workload within a
year, saving over
US$ .55 million

Reduced
pay run by 3 hours

Enabled
cross-skilling of
process executives

An oil and gas Complex Deployed a Aggregated

major having processes and high platform-based sourcing
more than 96,000 contract and solution for hiring
Improved
employees in 26 administrative costs
Centralized contract
countries to hire contract
sourcing, screening, compliance
workers
scheduling,
Saved 15%
Non- interviewing,
on spend through
standardized hiring compensation, and
improved contract
practices contract management
16
 Multiple Offshored the negotiations
partners hiring organization

Professional Services 
The industry is characterized by:

 A distributed business model across geographies with small branches operating in

multiple languages

 Non standardized processes across practices and branches

 High people- and paper-dependent processes reducing the scope of IT

 Individual resources handling multiple processes

 High dependency on clients/ partners

Our offerings for Professional Services include:

 Point solution in F&A

 Platform-based HRO solution

 Source To Pay

 Quote To Cash

 Record To Report

 Compliance

 Vertical Specific Accounting Functions

Management Profiles

Swami Swaminathan

Chief Executive Officer and Managing Director, Infosys BPO

17
 Swami has over 30 years of experience in management, finance and
accounting, sales and marketing, international trading, and human resources
management. He has performed multiple roles in marketing and operations
and has been associated with manufacturing and infrastructure projects in
India and abroad. Swami joined Infosys BPO in 2004 and took over as the Chief Executive
Officer and Managing Director in January 2010. He is a key member of the Executive
Council.

Prior to this, Swami was Senior Vice President and Head of Global Delivery and Horizontal
Practices. He provided leadership in building some of the key industry verticals, international
centers, horizontal practices, and managing corporate functions such as business transition,
quality and risk, thereby contributing significantly to the growth of Infosys BPO.

Swami is a great believer in processes and metrics and has made operations excellence a key
strength of the organization.

Under his leadership, Infosys BPO has won several key awards for partnerships with clients,
such as the Shared Services Excellence Awards for Best New Outsourced Services Delivery
and the Breakthrough Award at the Global Supplier Awards. Infosys BPO has also won
awards for people practices, such as The Stars of the Industry Award for BPO Organization
of the Year and RASBIC Awards for Recruiting and Staffing Programs.

Swami is a qualified chartered accountant.

Ritesh Idnani

Chief Operating Officer, Infosys BPO

Ritesh has been with Infosys BPO since November 2005. In his current role
as Chief Operating Officer, he is responsible for helping the unit meet its
financial, operational and revenue goals. He is focused on managing global
operations, sales and client relationships, driving best practices, cost
efficiency and end-to-end solutions. Prior to assuming his current role in
2010, he was the global head of sales and marketing and the business head for financial
services, healthcare and emerging markets. He successfully helped scale the BPO business
from USD 43 million in 2005 to USD 316 million in 2009. He was also acknowledged by
FAO Today as a “superstar” instrumental in scaling the BPO business for Infosys in 2008.

18
Ritesh joined Infosys in 1999 and was the sales head at Infosys Technologies’ Banking and
Capital Markets unit till 2005. Ritesh has approximately 15 years of experience in assisting
C-level executives in global corporations determine their sourcing strategies, implement
governance models and drive the performance of their outsourcing relationships. He is one of
the few leaders globally who has had experience across all facets of the outsourcing business.

Ritesh has been invited to speak at various international forums. He has been recognized as a
thought leader within the BPO industry and is frequently sought after by industry analysts,
members of the investment community and has been quoted by domestic and international
media.

Ritesh has a bachelor’s degree in economics and accounting and an MBA in Finance and
Marketing.

Abraham Mathews

Head, Finance, Infosys BPO

Abraham Mathews has been instrumental in ensuring that Infosys BPO has
consistently delivered on key financial and operational metrics, making it
one of the most profitable companies operating in this space. Abraham
contributes significantly towards achieving BPO's key strategies revolving
around profitable growth and value enhancement to clients

Abraham comes with 22 years of industry experience and has been with Infosys for the last
six years. Abraham is a sought-after speaker at various financial forums. He is certified by
various institutes including American Institute of Certified Public Accountants (AICPA),
Institute of Management Accountants, U.S. (IMA), Institute of Cost and Works Accountants
of India (ICWAI), Institute of Chartered Accountants of India (ICAI), Certified Public
Accountant (CPA), Certified Management Accountant (CMA), Associate Chartered
Accountant (ACA), and Associate Cost and Works Accountant (ACWA).

Raghavendra K

Vice President and Head, Human Resources, Infosys BPO

Raghavendra joined Infosys BPO in August 2008 and currently heads the
HRD operations.

19
In his various stints, Raghavendra has anchored numerous initiatives to support the
development of strategic HR. His focus is on aligning the HR functional role to dovetail
business plans. Raghavendra is passionate about the development of HR competencies,
managing cultural diversity and change management, especially in the context of mergers and
acquisitions.

Raghavendra has worked towards ensuring a strong connect between performance

management systems and employee development platforms, enabling a readily available and
competent internal pool to meet the challenges in business.

He has worked closely with many universities and educational institutions to ensure that
theoretical concepts are backed with practical application. Simultaneously, Raghavendra has
ensured that corporations imbibe concepts and management thoughts when discharging their
responsibilities. He is passionate about the concept 'learn while you earn' and constantly
works towards making it a reality.

Raghavendra is a frequent speaker in HR thought leadership sessions and seminars held at

campuses.

Raghavendra is a commerce graduate and holds a post-graduate diploma in project

management and international relations from the Madras School of Social Work. He has also
undergone one-year AMP from IIM-B.

Anantha Radhakrishnan

Vice President and Head, Business Transformation and Technology Services, Infosys BPO

Radha is a member of the Infosys BPO Executive Council. He brings with

him two decades of global industry experience working at local, regional and
corporate levels. Radha also heads a core team focused on leveraging
technology as a key differentiator.

Radha is the Infosys representative and associate member of the National

Retail Federation (NRF) and Grocery Manufacturers Association (GMA), US industry bodies
in the CPG and Retail space. He has also been on speaker panels at the India Sourcing
Summit and FAO Today conferences and spoken about the value of technology-led
differentiation in BPO and the next generation BPO.

20
Radha participated in a CNBC panel discussion on Optimizing Business Processes and was
also a panelist at the Reuters Investment Summit. He received his bachelor's in engineering
and master's in management from the Indian Institute of Management, Lucknow.

Vaitheeswaran S

Vice President and IBU Head, Manufacturing Business Unit and India Business, Infosys BPO

Seetharaman Vaitheeswaran (Vaithee) heads the largest vertical in Infosys

BPO, generating revenues in excess of US$ 130 million with a work force of
over 5,000. His unit services clients in the hi-tech manufacturing and
resources space from across Infosys BPO's Global Delivery Centers.

Vaithee also heads Infosys BPO's India Business. Vaithee heads the
Operations Excellence Council, and in the last two years has successfully established high
delivery predictability to operations and rigor on domain certifications. With extensive
experience in the core manufacturing sector he drives value delivery to clients in the vertical.

He is involved in strategy formulation and implementation, as part of the Executive Council

of the company. Vaithee also heads the Training Council at Infosys BPO.

Vaithee brings 29 years of experience in Sales and Marketing, Supply Chain Management,
Operations, and Global Marketing.

He is an active member of several industry associations such as the export council CII. He is
also on the Executive Council of the Tractor Manufacturing Association of India (TMA) and
he is a corporate member of the Automotive Components Manufacturers Association
(ACMA). He has written several white papers on the outsourcing industry and manufacturing
excellence.

Vaithee holds a post-graduate diploma in Materials Management and a bachelor's degree in

Engineering from the University of Madras.

Gautam Thakkar

Vice President and Head - Finance and Accounting, Sales & Fulfillment, Human Resource
Outsourcing, Infosys BPO

Gautam joined Infosys Technologies in 2000 as a Senior Principal with the

Consulting business. He was one of the founding members of Infosys BPO
21
which was started in 2002. Currently, Gautam heads the Finance and Accounting, Sales and
Fulfillment, and Human Resource Outsourcing operations.

Prior to this, he was the head of Infosys BPO in Europe. Based out of London, Gautam was
primarily responsible for growing the business from US$ 28 million to US$ 116 million in
two years. During his tenure in Europe, he led the acquisition of Philips' three Global Shared
Service Centers in Poland, Thailand, and India. Gautam played a key role in integrating these
centers with Infosys BPO. It was one of the largest Finance and Accounting Outsourcing
(FAO) deals in 2007.

A member of Infosys BPO's Executive Council, Gautam's wide range of expertise include
business development, transition and running of global operations. He has helped define
business processes and transition methodologies for BPO services, built value propositions
and driven transformation programs for global clients.

Gautam is responsible for driving Infosys BPO's International Center Strategy. It includes
developing new models for global delivery from international centers and driving
international center-specific initiatives.

He has over 20 years of global experience in outsourcing, operations, technology consulting,

and new business development across various industry verticals in North America, Europe
and Asia.

Gautam has a bachelor's degree in Industrial Engineering from Purdue University.

Gopal Devanahalli

Vice President and IBU Head, Communications, Media and Entertainment Business Unit,
Infosys BPO

Gopal brings over 18 years of industry experience. Since March 1999, he is

working with Infosys and with Infosys BPO, from August 2007. In his
current role he heads the Communications, Media and Entertainment Unit as
well as the Customer Service Practice. Gopal is also responsible for Infosys
BPO's M&A activities.

Prior to his current role, Gopal was part of the corporate planning group and was leading
strategy planning at Infosys Technologies for a year. He has spent seven years in business

22
development in the U.S. and was the Head of Sales for Retail and CPG Business Unit based
out of Dallas, Texas.

Gopal is invited to speak at key industry forums including NASSCOM. He is the Co-
Chairman of the Bangalore Chapter of the International Association of Outsourcing
Professionals (IAOP).

Gopal received his post-graduate diploma in management from the Indian Institute of
Management, Calcutta and holds a master's degree in computer science from BITS, Pilani.

AWARDS

Infosys is India's most admired company: The Wall Street Journal

The Flat World is not only rapidly transforming the business landscape, but also compelling
global companies to seek reliable partners for sustainable growth. Infosys is showing how an
ecosystem of innovation and sound corporate governance can deliver predictable results
despite the odds.

On the cusp of the 30th anniversary, Infosys continues to inspire trust and confidence among
customers, investors and other constituents. The company was ranked India's 'Most Admired
Company' in The Wall Street Journal Asia 200, a listing of Asia's leading companies in 2010.
Infosys has achieved this distinction for nine years in a row.

In the online survey of readers and online subscribers of The Wall Street Journal, Infosys
topped the rankings for corporate reputation and vision. Established in 1981 with capital of
US$ 250, Infosys has grown to a US$ 4.6 billion IT services and consulting company by
living the values of the founders:

'When in doubt, disclose'

Infosys has always shared relevant information with stakeholders. We have gone a step
further by disclosing information that is not required by law. In fiscal 1994, we provided a
comparison of actual performance vis-à-vis projections made in the prospectus. After setting
the precedent, such disclosure became mandatory in India.

'Lead by example'

Infosys pioneered the Global Delivery Model, which distributes work and integrates
components across global locations to provide maximum value. We took outsourcing to the
23
next level - modular global sourcing enabled by technology, driven by a global talent pool
and spurred by new business models to accelerate innovation.

'Exceed expectations, consistently'

Infosys has always set the highest standards for employees and the industry. This pursuit of
excellence drives more than 100,000 employees to improve themselves both at the individual
and professional levels. It manifests as new benchmarks in sustainable business solutions and
corporate governance.

The Wall Street Journal reports that Infosys' ability to increase its global footprint and
diversify into new areas, such as healthcare, pharmaceuticals and life sciences, enabled the
company to emerge as India's most admired corporation

Infosys Tops India's Most-Admired Companies:WALL STREET JOURNAL

The combination of global recession and rising anti-outsourcing sentiment in the U.S. can't
be good for a company that relies on the U.S. and Europe for nearly 87% of its revenue,
but Infosys Technologies Ltd. managed to emerge as India's most-admired corporation in
The Wall Street Journal's Asia 200 survey.

Infosys software professionals walk at the Infosys campus, at company headquarters in

Bangalore on 13 July 2010.

India's Top 10

Ranked by average score 

1. Infosys Technologies 
2. Tata Consultancy Services 
3. Tata Steel 

24
4. Larsen & Toubro 
5. Hindustan Unilever 
6. Maruti Suzuki India 
7. Tata Motors 
8. Housing Development Finance 
9. Bharti Airtel 
10. Wipro

India's information-technology sector was hit hard by the slowdown.

For Infosys, revenue in the 2010 financial year, which ended March 31, was up just 4.8%
from a year earlier, compared with 30% growth the previous year. Growth in after-tax profit
slipped to 3.8% from 29%. And then there was the U.S. government's decision to increase
visa fees for IT workers.

Infosys didn't lobby against the change, but has become more proactive since, said Ashok
Vemuri, a senior vice president at the company—trying to "put forth our views of how we
can keep the services markets open in a global market."

Meanwhile, the company looks to diversify geographically, and to push beyond its
established fields—financial services, retail and energy and utilities—into health care,
pharmaceuticals and life sciences.

The first quarter of the current financial year showed improved revenue growth, to 13%, but
a 2% drop in net profit. Things seemed to be clicking in the second quarter, with revenue up
24% and net up 13%

25
 CHAPTER 3

INTRODUCTION TO
TOPIC

26
1. INTRODUCTION TO THE SUBJECT :
1.1 Introduction: In Human Resources Management cycle as well as in any
organization recruitment and selection plays an important and vital role in achieving
the organizational vision, mission goals and objectives. Recruitment and selection is
the critical resource of the organization which is the staffing function. The primary
goal of staffing is to get the right people for the company to operate effectively and
efficiently. Before recruitment and selection we have to analyze the external
environment and examine its internal situation to develop human resource plans
considering any new requirement and existing vacant positions. Getting the right
people interested in applying for a job at a company is the core of recruitment.
All recruitment and selection should be based on organization’s approved human
resources plan. HRM department should assist line managers to develop their human
resource plans effectively. Based on the recruitment information from all units, HRM
department must analyze human resource plans of different units and develop a
master plan for the organization. To conduct recruitment efficiently, it is better to
split the recruitment in month order, HRM department should process the
recruitment after checking with budget provision and final approval from the top
management.

27
1.2 Background of The study: It is important to have a well defined recruitment
policy in place, which can be executed effectively to get the best fits for the vacant
positions. Selecting the wrong candidate or rejecting the right candidate could turn
out to be costly mistakes for the organization.

1.3 Importance of the Study: A misfit who is not in tune with the organization’s
philosophies and goals can damage production, customer satisfaction, relationship
with suppliers and the overall quality or work. He can also adversely affect the
morale and commitment of co-works and negate efforts to foster team work.
Training way out of a wrong hire can be very expensive.

1.4 Origin of the Report: Miss Anuradha , Faculty Member, NIILM University
assigned this internship report to me as a part of the BBA program in Toyoda Gosei
Minda Pvt.Ltd. This report is originated as the practical fulfillment on my BBA
degree and the topic is “Recruitment and Selection Process at Toyoda Gosei. 

1.5 Limitations of the Study:

There are some limitations in my study; I faced some problems during the study,
which are given below:

 Lack of time: The time period for this study was very short. I had only 7
weeks in my hand to complete this report, which was not enough. so, I could
not go in depth analysis, Sometimes the officials were busy and were not
able to give much time.
  Insufficient date: Some desired information could not be collected due to
confidentially of business. 

 Lack of Supervision: Few officials sometimes felt disturbed, as they were

busy with their tasks, Sometimes, they didn’t want to supervise due to
pressure of work load.

28
  Other Limitations: I was single person who collected all data. But it should
be a group study. So, it was very much difficult for me to gather all the
information.

 1.6 OBJECTIVE NEED & SCOPE :

1.6.1 Objectives of the Study:

Primary Objective:

 . To study the recruitment and selection process in Toyoda gosei Minda pvt. Ltd.
 To study the recruitment procedures for executive trainees.
  To take feedback of the executive trainees on the mode of recruitment.

1.6.2 Need of the Study

Toyoda Gosei Minda Pvt. Ltd is doing a lot of retrenchment these days and employees
are suffering from a lot of stress these days and are highly dissatisfied with their job.
Research says that Emotional Intelligence helps to reduce stress by 66%.So by this study
I will be able to find that whether there is any correlation between Emotional
Intelligence and Job Satisfaction and if there exists a coo relation than how company can
use it to enhance the performance of employees.

.1.6.3 Scope of study

This proposed study is being limited to Toyoda Gosai Minda Pvt. Ltd, Neemrana . This
proposed study will help to find the Recruitment and Selection Process of the
Organization.

29
 CHAPTER- 3

RECRUITMENT

AND

SELECTION PROCESS

30
INTRODUCTION:
Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential to
recruit people with requisite skills, qualification and experience. While doing so we need to
keep present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour market
conditions. Recruitment is almost central to any management process and failure in
recruitment can create difficulties for any company including an adverse effect on its
profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to
labour shortages, or problems in management decision making.

Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower. Competition
among business organizations for recruiting the best potential has increased focus on
innovation, and management decision making and the selectors aim to recruit only the best
candidates who would suit the corporate culture, ethics and climate specific to the
organization.

The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well drawn
plan on recruitment and selection and involvement of qualified management team,
recruitment processes followed by companies can face significant obstacles in
implementation. Theories of HRM may provide insights on the best approaches to
recruitment although companies will have to use their in house management skills to apply
generic theories within specific organizational contexts.

31
 2.1 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 “the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.” In simple words recruitment can
be defined as a ‘linking function’-joining together those with jobs to fill and those seeking
jobs.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes and needs are: 

• Determine the present and future requirements of the organization in conjunction with its
personnel-planning and job-analysis activities.

• Increase the pool of job candidates at minimum cost.

 • Help increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.

• Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time

 • Begin identifying and preparing potential job applicants who will be appropriate
candidates.

• Induct outsiders with a new perspective to lead the company.

• Infuse fresh blood at all levels of the organization.

• Develop an organizational culture that attracts competent people to the company.

• Search for talent globally and not just within the company.

32
RECRUITMENT PROCESS :
The recruitment and selection is the major function of the human resource department
and recruitment process is the first step towards creating the competitive strength and
the strategic advantage for the organizations. Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the interviews and
requires many resources and time.
A general recruitment process is as follows:

Identifying the vacancy: 

The recruitment process begins with the human resource department receiving requisitions
for recruitment from any department of the company. These contain:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required

 Preparing the job description and person specification.

 Locating and developing the sources of required number and type of employees
(Advertising etc)
 Short-listing and identifying the prospective employee with required characteristics.
 Arranging the interviews with the selected candidates.
 Conducting the interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment
formalities. 

33
 FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:

1. Internal Factors:

• Recruiting policy

• Temporary and part-time employees • Recruitment of local citizens

• Engagement of the company in HRP

• Company’s size

• Cost of recruitment

• Company’s growth and expansion

2. External Factors:

• Supply and Demand factors

• Unemployment Rate

• Labour-market conditions

• Political and legal considerations

• Social factors

• Economic factors

• Technological factors

34
SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources
and external sources. Both have their own merits and demerits.

METHODS OF RECRUITMENT

Internal Methods:

1. Promotions and Transfers: This is a method of filling vacancies from internal

resources of the company to achieve optimum utilization of a staff members skills
and talents. Transfer is the permanent lateral movement of an employee from one
position to another position in the same or another job class assigned to usually same
salary range. Promotion, on the other hand is the permanent movement of a staff
member from a position in one job class to a position in another job class of increased
responsibility or complexity of duties and in a higher salary range.
2.  Job Posting: Job Posting is an arrangement in which a firm internally posts a list of
open positions (with their descriptions and requirements) so that the existing
employees who wish to move to different functional areas may apply. It is also
known as Job bidding. It helps the qualified employees working in the organization to
scale new heights, instead of looking for better perspectives outside. It also helps
organization to retain its experienced and promising employees.
3.  Employee Referrals: It is a recruitment method in which the current employees are
encouraged and rewarded for introducing suitable recruits from among the people
they know. The logic behind employee referral is that “it takes one to know one”.

35
Benefits of this method are as follows:

• Quality Candidates

• Cost savings

• Faster recruitment cycles

• Incentives to current employees

On the other hand it is important for an organization to ensure that nepotism or favoritism
does not happen, and that such aspects do not make inroads into the recruitment process.

External Methods:

External methods of recruitment are again divided into two categories-

Direct External Recruitment Methods

1. Campus Recruitment In Campus Recruitment, Companies / Corporate visit some of

the most important Technical and Professional Institutes in an attempt to hire young
intelligent and smart students at source. It is common practice for Institutes today to
hire a Placement Officer who coordinates with small, medium and large sized
Companies and helps in streamlining the entire Campus Recruitment procedure.

36
Benefits of Campus Recruitment

• Companies get the opportunity to choose from and select the best talent in a short span
of time.

• Companies end up saving a lot of time and efforts that go in advertising vacancies,
screening and eventually selecting applicants for employment.

• College students who are just passing out get the opportunity to present themselves to
some of the best companies within their industry of interest. Landing a job offer while
still in college and joining just after graduating is definitely what all students dream of.
On the negative front, campus recruiting means hiring people with little or no work
experience. 

Indirect External Recruitment Methods

1. Advertisements: Advertisements are the most common form of external recruitment.

They can be found in many places (local and national newspapers, notice boards,
recruitment fairs) and should include some important information relating to the job (job
title, pay package, location, job description, how to apply-either by CV or application
form, etc). Where a business chooses to advertise will depend on the cost of advertising
and the coverage needed i.e. how far away people will consider applying for the job.

2. Third Party Methods:

• Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed
whenever vacancies occur. Walk-ins provide an excellent public relations opportunity
because well-treated applicants are likely to inform others. On the other hand, walk-ins

37
show up randomly, and there may be no match with available openings. This is
particularly true for jobs requiring specialized skills.

• Public and private employment agencies: Public and private employment agencies are
established to match job openings with listings of job applicants. These agencies also
classify and screen applicants. Most agencies administer work-sample tests, such as
typing exams, to applicants.

• E-Recruiting: There are many methods used for e-recruitment, some of the important
methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.

b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.

c. Professional websites: These are for specific professions, skills and not general in
nature.

• Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly in the
case

of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient method
at the initial stage of the organization when large number of such people may be required
by the organization.

38
 MERITS AND DEMERITS OF
‘RECRUITING PEOPLE FROM ‘WITHIN’
 Merits
1) Economical: The cost of recruiting internal candidates is minimal. No expenses are
incurred on advertising.

2) Suitable: The organization can pick the right candidates having the requisite skills.
The candidate can choose a right vacancy where their talents can be fully utilized.

3) Reliable: The organization has the knowledge about suitability of a candidate for a
position. ‘Known devils are better than unknown angels!’

4) Satisfying: A policy of preferring people from within offers regular promotional

avenues for employees. It motivates them to work hard and earn promotions. They will
work with loyalty commitment and enthusiasm.

 Demerits
1) Limited Choice: The organization is forced to select candidates from a limited pool. It
may have to sacrifice quality and settle down for less qualified candidates.

2) Inbreeding: It discourages entry for talented people, available outside an organization.

Existing employees may fail to behave in innovative ways and inject necessary dynamism
to enterprise activities .

3) Inefficiency: Promotions based on length of service rather than merit, may prove to be
a blessing for inefficient candidate. They do not work hard and prove their worth.

39
 DIFFERENT TYPES OF RECRUITMENT MODELS:

Different companies have different hiring needs. So depending on level of engagement,

exclusivity, long term prospects and other factors many different recruitment models are
followed in the market.

Different recruitment models:

• Contingency Hiring

• Retained Search

• Exclusive Recruitment

• Recruitment Process Outsourcing (RPO)

• Outplacement

• Executive Search

CONTINGENCY HIRING: In contingency hiring whenever a company comes across

any recruitment it gives it to many consultants at the same time and asks all of them to
send resumes. Only the consultant whose candidate is offered gets money from the
company. Here recruiters don’t get any assured and fixed salary. Their revenue depends
entirely on whether they can make offers or not. As risk factor is high here, consultants
charge more percentage for such type of recruitment. Generally company pays in terms of
a specific percentage of CTC of the candidate. This is the most prevalent way of
recruitment.

40
RETAINED SEARCH: Here a recruitment consultant works exclusively for a specific
requirement and payment is divided into two parts. He is paid a fixed amount by the
company for search activity. It is called retainer fee. Other than that if he makes offer he
gets more money. For recruitment of senior executives like CEO, Sales head very focused
approach is required, so this method is preferred.

EXCLUSIVE REQUIREMENTS: Sometimes companies give some requirements

exclusively to recruiters. Here recruiter assures the client to close the position with
specific date, if he can’t close the position by that time he needs to either close to the
position with lesser commission or bear some other penalty. All the conditions are clearly
decided before the contract. Here percentage of commission is less than contingency
hiring because there is no competition.

RECRUITMENT PROCESS OUTSOURCING (RPO):

 RPO model is gaining lot of popularity recently. Here a company outsources whole
recruitment process to another consultant. Some people from the consultant side seat in
the company itself and manage the whole process by themselves. The sources can either’s
it in the client place or in their own office. Here RPO partner is responsible for closing all
the requirements. They take care of the whole recruitment process right from sourcing,
scheduling, interviews, and offer to join. The benefit for the company is that-they don’t
have to manage their own recruitment team which reduces costs. But on the other hand
risk is high, because if consultants don’t understand the company culture and hiring plans
properly it can get disastrous also. So companies should be careful while choosing
recruitment partners. Because we are talking about high scale and longer duration
engagement here.

41
OUTPLACEMENT: Outplacements come into picture during recession period. Here if
a company wants to lay off some people employees to cut costs, they can hire a
consultant to place those employees in other companies. The recruitment cost is borne by
the current employer. Outplacement is not very popular till now.

EXECUTIVE SEARCH: Executive search teams only focus on senior level i.e. CEO,
CTO, Sales head and similar kind of requirements. Method of sourcing for such positions
is quite different from junior level of requirements. Here number of potential candidates
is less and they don’t prefer to show their resumes on the portals. So head-hunting’
searching in networking sites and personal networks help a lot. For such requirements
commission is much higher. Executive search teams do retained search activity also.

Other than the above models recruitment can be divided in other two types.

• Permanent Recruitment

• Contract or temporary staffing

Permanent staffing: Here after recruitment the candidate stays in the company
payroll as a permanent employee.

Temporary staffing: In case of temporary staffing/ contract staffing the candidate

remains in the payroll of the consultant and works with the company for a limited time
period. Companies generally prefer this model if the project is small or uncertain. Again it
reduces their long term costs also. So this model is gaining good popularity now a day.

Both permanent and temporary staffing can be applied to all the above recruitment
models. 

42
THEORIES AND POLICIES OF RECRUITMENT AND
SELECTION

Theories:

1. Objective theory

1) Assumes applicants use a very rational method for making decisions

2) Thus, the more information you can give them (e.g. salaries, benefits, working
condition, etc), the better applicants weight these factors to arrive at a relative
“desirability” index

2. Subjective theory

1) Assumes applicants are not rational, but respond to social or psychological needs (e.g.
security, achievement, affiliation)

2) Thus, play to these needs by highlighting job security or opportunities for promotion or
collegiality of work group, etc.

3. Critical Contact theory

1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.
(promptness, warmth, follow-up calls, sincerity, etc.)

43
2) Research indicates that more recruiter contact enhances acceptance of offer, also
experienced recruiter (e.g. middle-aged) more successful than young or inexperienced
recruiter - may be especially important when recruiting ethnic minorities, women, etc.

Policies:

Recruitment policy of any organization is derived from the personnel policy of the same
organization. However, recruitment policy by itself should take into consideration the
government’s reservation policy, policy regarding sons of soil, etc., personnel policies of
other organizations regarding merit, internal sources, social responsibility in absorbing
minority sections, women, etc .

Specific issues which may be addressed in Recruitment Policy:

1) Statement : Nondiscrimination (EEO employer) or particular protected class

members that may be sought for different positions (see also Affirmative Action
guidelines) 
2) Position description: Adherence to job description (& qualifications) in recruitment
& selection -BFOQ’s -bonafide occupational qualifications
3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism)
veterans (any special advancement toward retirement for military experience?),
rehires (special consideration? vacation days or other prior benefits?), part-time or
temporary personnel (special consideration? benefits?)
4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel
to recruit, relocation, expenses, etc.

5) Others:

a. Residency requirement in district?

b. Favors, special considerations related to recruitment? - e.g. get spouse a job?

44
INDUCEMENTS TO RECRUITMENT

Organizational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organization. Three inducements need
specific mention here, they are:-

• Compensation: Starting salaries, frequency of pay increases, incentives and fringe

benefits can all serve as inducements to potential employees.
• Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful inducements
to potential employees.
• Image or Reputation: Factors that affect an organization’s reputation include its
general treatment of employees, the nature and quality of its products and services and
its participation in worthwhile social endeavors.

CONSTRAINTS

• Poor image: If the image of the firm is perceived to be low( due to factors like
operation in the declining industry, poor quality products, nepotism etc), the
likelihood of attracting large number of qualified applicants is reduced.
• Unattractive jobs: if the job to be filled is not very attractive, most prospective
candidates may turn indifferent and may not even apply. This is especially true of job
that is boring, anxiety producing, devoid of career growth opportunities and generally
not rewards performance in a proper way (e.g. jobs in post office and railways).

• Government policy: Government policies often come in the way of recruitment as

per the rules of company or on the basis of merit and seniority. Policies like
reservations (scheduled castes, scheduled tribe etc) have to be observed.
 • Conservative internal policies: Firms which go for internal recruitments or where
labour unions are very active, face hindrances in recruitment and selection planning. 
45
2.2 SELECTION

Introduction

The size of the labour market, the image of the company, the place of posting, the
nature of job, the compensation package and a host of other factors influence the
manner of aspirants are likely to respond to the recruiting efforts of the company.
Through the process of recruitment the company tries to locate prospective employees
and encourages them to apply for vacancies at various levels. Recruiting, thus,
provides a pool of applicants for selection.

Definition

To select means to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organization. The basic purpose is to choose
the individual who can most successfully perform the job from the pool of qualified
candidates.

Purpose

The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organization best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information
about the applicants in terms of age, qualifications, skills, experience, etc. the needs of
the job are matched with the profile of candidates. The most suitable person is then
picked up after eliminating the unsuitable applicants through successive stages of
selection process. How well an employee is matched to a job is very important
because it is directly affects the amount and quality of employee’s work. Any
mismatch in this regard can cost an organization a great deal of money, time and
trouble, especially, in terms of training and operating costs. In course of time, the
employee may find the job distasteful and leave in frustration. He may even circulate
negative information about the company, causing incalculable harm to the company in

46
 the long run. Effective election, therefore, demands constant monitoring of the ‘fit’
between people the job.

The Process

Selection is usually a series of hurdles or steps. Each one must be successfully cleared
before the applicant proceeds to the next one. The time and emphasis place on each
step will definitely vary from one organization to another and indeed, from job to job
within the same organization. The sequence of steps may also vary from job to job
and organization to organization. For example some organizations may give more
importance to testing while others give more emphasis to interviews and reference
checks. Similarly a single brief selection interview might be enough for applicants for
lower level positions, while applicants for managerial jobs might be interviewed by a
number of people. 

STEPS IN SELECTION PROCESS 

 selection process or selection procedure involves a series of steps to be followed for

choosing the suitable person for the vacant job. This process starts after recruitment and
divides the candidates in two parts those who will be offered job and those will not be. There
is a need of well-organized selection process because only then right type of candidate can be
selected and unsuitable candidates are rejected. The selection process varies from
organization to organization and even from department to department within the same
organization. Like in some organizations medical examination is done after final selection
while in other it may be done before final selection. However every organization designs the
selection process as per its need. The main selection process steps are:

1. Preliminary interview: The selection process generally starts with this step where the
totally unsuitable applicant is eliminated. Thus the organization is saved from the expenses of
processing the applicant through the remaining steps of selection. The candidates who pass
this step are only asked to fill the application form.
2. Receiving applications: After passing the preliminary interview the candidate is
asked to fill the standard application form. The application form generally consists the
47
information about the age, qualification, experience etc. of the candidate on the basis of
which the interviewer gets the idea about the candidate and this information also helps in
formulating questions.
3. Screening of applications: After receiving the applications the screening committee
screens the applications. Only the candidates who qualify the criteria of the screening
committee are called for the interview. Usually the candidates selected for interview are four
to six times than the number of posts. Interview letter is sent to them or they are called
telephonically.

4.Employment test: After getting the interview letter and before going to the interview
there is one more step and that is the employment tests. These tests are done to check the
ability of the candidate. These tests vary from organization to organization and change as per
the need of the particular job. these tests are intelligence tests, aptitude tests, trade tests,
interest test, personality tests etc. these tests must be designed properly otherwise they will
not good indicator of one knowledge.  
Some of them are
1. Intelligence Tests: These are mental ability tests. They measure the incumbent’s learning
ability and the ability to understand instructions and make judgments. The basic objective of
such test is to pick up employees who are alert and quick at learning things so that they can
be offered adequate training to improve their skills for the benefit of the organization.

48
2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain skills-
clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has
the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary
3. Personality Test: The definition of personality, methods of measuring personality factors
and the relationship between personality factors and actual job criteria has been the subject of
much discussion. Researchers have also questioned whether applicants answer all the items
truthfully or whether they try to respond in a socially desirable manner. Regardless of these
objections, many people still consider personality as an important component of job success.
4. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and
problems an employee faces while at work.
 5. Graphology Test: Graphology involves using a trained evaluator to examine the lines,
loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the person’s
personality and emotional make-up.6. Polygraph (Lie-Detector) tests: the polygraph records
physical changes in the body as the tests subject answers a series of questions. It records
fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper.
The polygraph operator forms a judgment as to whether the subject’s response was truthful or
deceptive by examining the biological movements recorded on the paper.

TEST AS SELECTION TOOL:

Tests are useful selection devices in that they uncover qualifications and talents that can’t be
detected otherwise. They can be used to predict how well one would perform if one is hired,
why one behaves the way one does, what situational factors influence employee productivity,
etc. Tests also provide unbiased information that can be put to scientific and statistical
analysis.

However, tests suffer from sizeable errors of estimate. Most psychological tests also have
one common weakness, that is, we can’t use scales which have a known zero point and equal
intervals. An intelligence test, for example starts at an arbitrary point, where a person may not
be able to answer question properly. This does not mean that the person is totally lacking in
intelligence. Likewise, a person who is able to answer all the10 questions correctly cannot be
called twice as intelligent as the one who was able to answer only 

49
5. Employment interview: The candidates who qualify the above tests are called for the
employment interview. This interview is done to get more information about the candidate, to
give him the actual picture of what is required from him, to check the communication skill of
the candidate etc. for senior position post; a panel is prepared who take the interview. At the
end of interview of each candidate the members of panel discuss about the candidate and give
him the grades.
There may be direct interview or indirect interview. The interview should be conducted in a
room free from the noise and disturbance only than the candidates will be able to speak freely
and frankly.

Types of interviews:

Several types of interviews are commonly used depending on the nature and importance of
the position to be filled within an organization.

In a non directive interview the recruiter asks questions as they come to mind. There is no
specific format to be followed.

In a patterned interview, the employer follows a pre-determined sequence of questions.

Here the interviewee is given a special form containing questions regarding his technical
competence, personality traits, attitudes, motivation, etc.

In a structured or situational interview, there are fixed job related questions that are
presented to each applicant. In a panel interview several interviewers question and seek
answers from one applicant. The panel members can ask new and incisive questions based on
their expertise and experience and elicit deeper and more meaningful expertise from
candidates. Interviews can also be designed to create a difficult environment where the
applicant’s confidence level and the ability to stand erect in difficult situations are put to test.
These are referred to as the stress interview. This is basically an interview in which the

50
applicant is made uncomfortable by a series of, often, rude, annoying or embarrassing
questions.

Steps in interview process:

Interview is an art. It demands a positive frame of mind on part of the interviewers.

Interviewers must be treated properly so as to leave a good impression about the company in
their minds. HR experts have identified certain steps to be followed while conducting
interviews:

PREPARATION:

• Establishing the objective of the interview

• Receiving the candidates application and resume

• Keeping tests score ready, along with interview assessment forms

• Selecting the interview method to be followed

• Choosing the panel of experts who would interview the candidates

• Identifying proper room for environment

6. Checking references: Before selecting the employ the prospective employee

generally look out for the referees given by the candidate. To check about the candidate’s
past record, reputation, police record etc.
7. Physical examination: The organizations generally prefer medical examination to be
incurred of the person to avoid time and expenditure spend on the medically unfit person.
Sometimes the organization may ask the candidate to get them examined from the medical
expert
8. Final selection: After all these steps the candidate is selected finally. He is appointed
by issuing appointment letter. Initially he is appointed on probation basis after finding his
work satisfactory he is appointed as permanent employee of the organization or otherwise he

51
may be terminated.  Thus, all the above said steps of selection are important for the
appointment of right kind of person for the right job.

STRATEGIES FOR SUCESSFUL RECRUITMENT STEP

1: ENSURE AN UP-TO-DATE JOB DESCRIPTION:

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit. It
is worthwhile spending some time making sure that the job description matches the everyday
reality of the job.

2: EVALUATE THE RECRUITMENT STRATEGY:

periodically evaluating the effectiveness of your recruitment strategy, such as the type of
sources used for recruiting, can be a useful activity. For instance, a cost-benefit analysis can
be done in terms of the number of applicants referred, interviewed, selected, and hired.
Comparing the effectiveness of applicants hired from various sources in terms of job
performance and absenteeism is also helpful. One could also examine the retention rates of
workers who were hired from different sources.

BARRIERS TO EFFECTIVE SELECTION: 

The main objective of selection is to hire people having competence and commitment. This
objective is often defeated because of certain barriers. The impediments which check
effectiveness of selection are perception, fairness, validity, reliability, and pressure. 

PERCEPTION: Our inability to understand others accurately is probably the most

fundamental barrier to selecting right candidate. Selection demands an individual or a group
to assess and compare the respective competencies of others, with the aim of choosing the
right persons for the jobs. But our views are highly personalized. We all perceive the world
differently. Our limited perceptual ability is obviously a stumbling block to the objective and
rational selection of people. 

52
FAIRNESS: Fairness in selection requires that no individual should be discriminated against
on the basis of religion, region, race or gender. But the low number of women and other less
privileged sections of society in the middle and senior management positions and open
discrimination on the basis of age in job advertisements and in the selection process would
suggest that all the efforts to minimize inequity have not been very effective. 

VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of an
incumbent. A test that has been validated can differentiate between the employees who can
perform well and those who will not. However, a validated test does not predict job success
accurately. It can only increase possibility of success. 

RELIABILITY: A reliable method is one which will produce consistent results when
repeated in similar situations. Like a validated test, a reliable test may fall to predict job
performance with precision. 

PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends, and peers to select particular candidate. Candidates selected because of compulsions
are obviously not the right ones. Appointments to public sector undertakings generally take
place under such pressure

53
 CHAPTER- 4

REASERCH

AND

METHODOLOGY

54
RESEARCH METHODOLOGY

The title of present research is "HR Practices in Industrial Sector."

MEANING OF RESEARCH & DEFINITION

Research refers to a search for knowledge. Once can also define research as a scientific
and systematic search for pertinent information on a specific topic. Research is an art of
scientific investigation. Systematized effort to gain new knowledge.

METHODOLOGY

Methodology can be defined as- ―The analysis of the principles of methods, rules, and
postulates employed by a discipline. ―The systematic study of methods that are, can be or
have been applied within a discipline. ―A particular procedure or set of procedures
.Methodology includes a collection of theories, concepts or ideas as they relate to a
particular discipline or field of inquiry: Methodology refers to more than a simple set of
methods; ] rather it refers to the rationale and the philosophical assumptions that underlie a
particular study relative to the scientific method. This is why scholarly literature often
includes a section on the methodology of the researchers. This section does more than
outline the researchers’ methods might explain what the researchers’ ontological or
epistemological views are .Another key (though arguably imprecise) usage for
methodology does not refer to research or to the specific analysis techniques. This often
refers to anything and everything that can been capsulated for a discipline or a series of
processes, activities and tasks.

55
RESEARCH DESIGN

A research design is simply the framework or plan for a study that is used as a guide in
collecting and analyzing the data. It is blueprint that is followed in completing a study. A
research design ensures that the study:

Will be relevant to the problem

Will employ economical procedure

TYPES OF RESEARCH DESIGN

DESCRIPETIVE RESEARCH

It is typically concerned with determining the frequency with which something occurs or
the relationship between two variables. The descriptive study is typically guided by an
initial hypothesis. The objective of such a study is to answer the who, when and how of
the subject under investigation.

TYPES OF RESEARCH DESIGN USED

The current study is descriptive research with an applied bias. It explains the present
industrial scenario and the results of research work may be utilized to enhance efficiency in
HR Practices in Industrial Sector.

56
SOURCES OF DATA COLLECTION

There are two types of sources:

1. Primary Sources

2. Secondary Sources

I have used both the forms of sources to complete my research.

1. PRIMARY SOURCES

A primary source has been used for obtaining information regarding: facts and quasi-
facts, attitudes/options, awareness/knowledge, perception, intentions and behavior,
demographic and socioeconomic characteristics.

Primary data is the data collected by

1. Interview
2. Observation
3. Action research
4. Case studies
5. Life histories
6. Questionnaires

2. SECONDARY SOURCES

I used secondary sources like newspaper, journals, and booklets to study the various
aspects of an industry

Secondary sources are data that already exists

1. Previous research

57
 2. Official statistics
3. Mass media products
4. Diaries
5. Letters
6. Government reports
7. Web information
8. Historical data and information

RESEARCH INSTRUMENT

Structured well designed questionnaire is used to gather primary information. In it,

questions are presented with exactly the same wording and in exactly the same order, to all
respondents.

RESEARCH APPROCH

Survey Research.

CONTACT METHOD

Individual Interviewing.

SAMPALING

It is an integral component of research design. It addresses three questions:

1. Whom to survey? (The sample unit)

2. How many to survey? (The sample size)

3. How to select? (The sampling procedure)

58
 Sampling is necessary because it is almost impossible to examine the entire population.
Various factors such as time, efforts, money and purpose of study make it necessary for
the researcher to choose a sample.

The sample should be convenient in terms of size i.e. neither too large nor too small
and sampling unit must be a true representative of the universe. Besides this, sample
should be powerful i.e. the selection process is done keeping in view the objective of
the problem.

The total sample size for survey was 50.

LIMITATIONS OF THE STUDY

Every possible effort has been made to make the study complete in all respects but due to
a number of uncontrollable factors, the study might have some limitations. These can be
as follows:

1. The sample size chosen may not be enough to give a true representation of the total
population.

2. Biasness on the part of respondents while answering the questions cannot be rule
out.

3. The questionnaire method has the limitation of providing the limited information.

4. Effort, time, money factor were another limiting factors during the course of
project.

59
 CHAPTER- 5

DATA ANALYSIS

AND

INTERPRETATION

DATA INTERPRETAION:

A questionnaire was prepared for the purpose of getting feedback from the employees and
manager regarding ‘Recruitment & Selection Procedure’’ of their company. 30 employees are
selected from different department and were distributed the questionnaire from the purpose of
the study.

60
 ANALYSIS OF THE DATA:

The analysis of the data is done as per the survey finding. The data is represented in
graphically .

The no. of the people opinion were analyzed and expressed in the form of charts and have
been placed in the next few pages.

MANPOWER PLANNING:

1. Does your organization plan the recruitment policy?

Strongly Agree Agree Disagree Strongly Disagree

20 10 0 0

written recruitment policy

strongly agree
agree
disagree
srongly disagree

 Interpretation: 20 people are strongly agree with that

statement and 10 people are agree with that statement.

61
 2. Do you think the present recruitment policy is helpful in
achieving the goal of the company?

Strongly Agree Agree Disagree Strongly Disagree

15 10 5 0

Recruitment policy

strongly agree
agree
disagree
strongly agree

Interpretation :

 15 people are strongly agree. They said that company’s policy is helpful in the
achieving the goal.
 10 people are agree.
 5 people are disagree. They said that company policies is not helpful in the achieving
the goal.

62
3. Through which sources organization recruit the employee?

S.No. Opinion No. of Respondent

1. Internally 6
2. Externally 18
3. Both 6

Sources of recruitment

internaly
externaly
both

Interpretation :
6 people said that the company recruit the employee from the internal sources.
18 people said that the company recruit the employee from the external sources.
6 people said that the company recruit the employee from the both sources.

63
4. Which of the following external sources you choose for the recruitment of the
employees?

S.No. Opinion No. of Respondent

1. Employee exchange consultant 6
2. Private employees Agencies 6
3. Advertisement 3
4. Internet 12
5. Any other 3

External sources
employee exchange
consultant
private employees
agencies
advertisement
internet
any other

Interpretation:
6 people said that the company uses the employee exchange consultants.
6 people said that the company uses private employment agencies.
3 people said that the company uses the advertisement method.
12 people said that the company uses the internet method.
3 people said that the company uses the any other way.

64
 5. Is company use own web site for recruitment ?

S.No. Opinion No. of respondent

1. Yes 27
2. No 3

Use own web site

Yes
No

Interpretation :

27 people said that the company uses its own web site for recruitment.

3 people said that the company not uses his own web site.

65
6. Does the procedure adopted for recruitment and selection of employees enables to give
right person at the right job ?

S.No. Opinion No. of respondent

1. Yes 21
2. No 3
3. To some extent 6

Placement of right person to the right

job
Yes
No
To some extent

Interpretation :
21 people said that the procedure adopted for recruitment and selection of employees
enable to place the right person for the right job.
3 people said that the procedure adopted for recruitment and selection of employees
does not enable to place the right person for the right job.
6 people said that the procedure adopted for recruitment and selection of employees
enable to some extent place the right person for the right job.

66
7. Which type of technique is used for interview ?

S. No. Opinion No. of respondent

1. Structured 18
2. Unstructured 3
3. Both 9

Techniques for selection

structured
unstructured
Both

Interpretation:
18 people said that the company uses the structured techniques for selection.
3 people said that the company uses the unstructured techniques for selection.
9 people said that the company uses the both the techniques for selection.

8. Is there any provision for evaluation and control of recruitment and selection process?

67
 S. No. Opinion No. of respondent

1. Yes 24
2. No 6

Evaluation & control of recruitment

and selection process

Yes
No

Interpretation:
24 people said that the company has the provision for evaluation and control of
recruitment and selection.
6 people said that the company does not have the provision for evaluation and control
of recruitment and selection.

CHAPTER- 6
68
 FINDING
CONCLUSION
&
RECOMMENDATION

SUMMARY:

In this study there were 30 employees of Pico Marketing Ltd who responded to the
questionnaire. The answers provided by them were a positive response on the mode of
recruitment. They were satisfied with the whole step by step process. There was very
69
little negative response and were very few no opinions given by the respondents over
the whole process. So as a fresher they were satisfied with the process and appreciate
the transparency followed by Pico Marketing Ltd in the recruitment process. It is clear
from the above that Pico Marketing Ltd is adopting transparency and well
communicates recruitment process.  

FINDINGS:
Toyoda have a lot of strengths in recruiting and selection procedure. Findings derived
from question-answer sample personnel as primary source and company’s book and
records as secondary source. Answer to some important questions on the subject
matters has been presented below:
 The lack of human resource Department but they have human resources
planning. Although after a certain time activities are not monitor properly.
 They have gone through the policy of recruitment and selection but no HR
budget on HR or HR planning.
 Their Job analysis process is not fair. Increment and incentive is depending
on their mental satisfaction. Their HR planning but any kind of dispute all
staffs are responsible for that. The luck of proper work distribution is the
main reason behind that.
 Requisition for employment is not measure accurately. So many qualified
people are recruited but they have a habit of negligence of responsibilities.
 They have informal selection process which is satisfied, but all existing
staffs need to co-ordinate properly by the right hand.

 The exiting procedures are very much time consuming.

 They do not allow any women as Board Member.
 They do not keep of finally rejected a resume which is very much important

70
  Their recruitment and selection transparent.

 No medical test, no orientation before final placement.

There have been no such weaknesses in recruiting and selection procedures which mean that
they are selecting right people for their organization. Always remember, educated and
experienced person can give extra ordinary performance all the time. But their evaluation,
time to time correlation and co-operation for betterment are necessary. By a proper process
we can get better but after selection it’s also mandatory to fulfill every expectation of the
employees.

  LIMITATION:

71
As the research is based on a sample, therefore findings may not reveal the factual
information about the research problem, though an utmost care was taken to select the truly
representative sample. Carrying this survey was a great learning experience for me but I
faced some problems, which are listed below:

1. There is small sample size of the study due to organizational constraints.

2. Many of the respondents have not given proper response that makes the data collection
vague to certain extent.

3. The information that is provided by the individual may be biased.

4. Time constraint is the major constraint of the study.

5. Only a small part of industry and small sample size is taken only from the employees
working at neemrana branch.

6. Generally the respondents were busy in their work and were not interested in responding
rightly.

7. Respondents were reluctant to disclose complete and correct information about

themselves and the organization

8. Due to lack of awareness it is difficult to get proper data from the employees.

9. The most important point that survey was carried through Questionnaire and the
Questions were based on perception.

10. Mainly the employees working were not that much educated to respond to my questions.

11. In the end of every month there are some closing details which the employees have to file
to the head, so at that time everyone is very busy.

 CONCLUSION:

Materials, People, systems, tools, knowledge, management, equipment, processes, skill and
attitudes all are input for any king of production cycle in an organization. To increase

72
productivity of any organization they need to develop staffing process properly and consider
the following important ISSUES:

Planning Motivation Organizing Managerial Function s Staffing Directing Co-Coordinating

Controlling

Transformation of the demographic makes up of the workforce, including

internationalization, Quality of employee recruitment decision must be ensured, Recruitment
and selection processes are complex and involve human making so that, there should careful
monitoring to minimize subjectivity and ensure fairness, Human is the most dynamic
resources for an organization, getting the best person is a critical task, Recruitment and
selection are an integral component of human resources activities, which include employees
training, development, compensation and employee relation. To increase productivity, growth
and progress, effective and dynamic recruitment and selection procedures are essential. A
qualified person is the beginning of better performance. All organization needs a strong team
to accomplish their goals and objectives. Without proper recruitment and selection process,
it’s too tough to build up dynamic working group and successive atmosphere for all tasks. 

RECCOMANDATION:

73
To improve the present ‘Recruitment and Selection Policy” of Toyoda gosai Minda pvt. Ltd
the following recommendations have been suggested:

 An ideal and independent HR Department should be functioned

 Every recruitment and selection process should be according to job analysis.
 Lengthy and time consuming should be Revised into their policy
 As an interviewer at least one women is to be added in the interview panel
 Manpower planning is to be established 
 Recruitment policy should be checked from time to time by experts so that necessary
change can be made in the policy  
 Recruitment is to be done exclusively under HRD or a single department.  
 They should avoid relative biasness in terms of recruitment.
 Always quality should be kept up and to be set up with the objective of recruitment
and selection procedures to the company objectives.
 Preparation and maintenance of service rule is needed.  

SUGGESTIONS:
74
 Entrepreneurs should go for campus placement on large scale as source of
external recruitment so that capable students make contribution in growth of
Industry.
 During training procedure, entrepreneurs should give preference to job rotation
because in job rotation, employees feels some changes regarding place,
environment etc. and take more interest in their work.
 To make easy and congenial environment in organization, it is necessary that
entrepreneurs should interact with their supervisors on regular basis.
 Workers participation in management is also an important tool of motivation and
entrepreneur must apply this method in their organization so that workers feel that
they are the part of organization and provide their suggestions and views
regarding the success of organization.
 To increase the efficiency of employees, it is necessary that entrepreneurs provide
the more facilities of counseling to their employees.
 Human resource management practices should be strengthened further in the
industrial sector so that potential of manpower at various levels should be utilized
in an effective manner.
 Younger generation is not coming in the manufacturing sector even after the
spread of higher and technical education. Entrepreneur development programmes
should be launched to motivate the young people to enter in the industrial sector.
 Entrepreneurship development programmes should be started for the existing
entrepreneurs to upgrade their skill and knowledge so that they may able to
understand the changing economic environment.
 Modern techniques to evaluate the employees should be utilized.

 More emphasis should be given on counseling and problem solving techniques.

75
BIBLIOGRAPHY

76
 BIBLOGRAPHY

Books

 MAMORIA, C.B GUPTA, Personnel management, Himalaya publishing house

Mumbai, 1982.

 T.N CHHABRA(2000), Principles & practices of management, Dhanpat Rai and co.
(p) Ltd, Delhi.

Websites

 http://www.infosys.com/pages/index.aspx

 http://articles.timesofindia.indiatimes.com/2013-11-27/software-
services/44518892_1_delivery-model-onsite-effort-shibulal

 http://businesscasestudies.co.uk/business-theory/people/recruitment-and-
selection.html#axzz2m6TfuwL5

BOOK REFERANCES:

 Human Resource Management – Niilm University , Kaithal, (Haryana)

 Human Resource and Personnel Management, McGraw Hill
 Werther, W.B and Davis, K.
 Human Resource Management , k. Aswathapha

OTHERS SOURCES:

 Dictionary
 An article
 journal or magazine
 Abbreviation

77
ANNEXURE

78
 QUESTIONNAIRE

Q1. How do you come to know about Infosys, when you appeared for your interview at
Infosys?
Advertisement
Consultancies
Internet
Through friends working in company

Q2. Through which of the following modes were you recruited?

Campus Placement
Walk-ins
Employee Referrals
Consultancies

Q3. Are these kind of employment tests are used in the organization for recruitment
procedure??
Intelligence test
Aptitude test
Psychometric test
Any other, please specify

Q4. Which kind of interviews are used for recruitment at Infosys?

Preliminary Interview
Stress Interview
Discussion Interview
Any Other, Please specify

Q 5. Does the qualification or knowledge or skills matches with job specification?

a) Yes b) No

79
Q 6. What is the duration of probation for a new joinee at Infosys?
6 month
1 year
2 year

Q 7. Is it mandatory to sign a bond before joining the organization?

a) Yes b) No

Q8. Are employees in HR department are satisfied with their salary package?
a) Yes b) No

Q9. Does the organization pays attention on medical examination before offering the job?
a) Yes b) No

Q.10 Do you think that the selection process in the company is quite lengthy?

a)Yes b)No

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