A STUDY ON

RECRUITMENT AND SELECTION PROCEDURES

VARUN MOTORS PVT LTD
VISAKHAPATNAM

A project report submitted to JNTUK Kakinada,

In the partial fulfillment for the award of the degree Of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

MALLIPUDI OMSILATHA

Regd.No:15L31E0047

Under the esteemed Guidance of

Mr. V.SIVAJEE
MBA.
Assistant Professor

DEPARTMENT OF MANAGEMENT STUDIES

VIGN
AN’S INSTITUTE OF INFORMATION TECHNOLOGY
(Approved By AICTE and Affiliated to JNTUK University, Kakinada)
Duvvada, Visakhapatnam-46
2015-17
 DECLARATION

I hereby declare that this project work entitled “A STUDY ON

RECRUITMENT AND SELECTION” IN VARUN MOTORS,

VISAKHAPATNAM” submitted by me to the JNTUK University, Kakinada, in

partial fulfillment for the award of Degree of MBA is entirely based on my own

study is being submitted for the first time and it has not been submitted to any

other university or institution for any degree.

Date: MALLIPUDI OMSILATHA

(15L31E0047)
 VIGNAN’S INSTITUTE OF INFORMATION TECHNOLOGY
DEPARTMENT OF MANAGEMENT STUDIES
(Approved by AICTE and Affiliated JNT University, Kakinada)
Duvvada, Visakhapatnam-46

Date:

CERTIFICATE

This is to certify that the project report “A STUDY ON RECRUITMENT AND

SELECTION” IN VARUN MOTORS, VISAKHAPATNAM” is being

submitted by MALLIPUDI OMSILATHA in partial fulfillment for the award of

the Degree of MBA has been carried out by him under my guidance and

supervision.

Mrs. B. Chandra Mr. V. Sivajee

Head of the Department Project Guide
Dept. of Management Studies Dept. of Management Studies
VIIT, VISAKHAPATNAM VIIT, VISAKHAPATNAM

External Examiner
 ACKNOWLEDGEMENT

Apart from the efforts of me, the success of this project depends largely on the encouragement

and guidelines of many others. I take this opportunity to express my gratitude to the concerned that have

been instrumental in the successful completion of this project.

I extended my sincere gratitude to my project guide Mr. V.Sivajee for his consistent

encouragement, benevolent criticism, inseparable suggestions which were the main reasons to bring the

work to present shape.

I wish to convey my sincere regards to esteem Head of the Department Mrs. B. Chandra

for giving me the permission to carry out the project work.

I am also thankful to our beloved principal Prof.Ch. Narasimham for giving me the

permission to carry out the project work.

I am immensely thankful to HRmanager Mr. A.SREE RAMA CHANDRA who has

guided me at every stage in preparing and finishing this project with their valuable suggestions.

Finally I would like to express my deep sense of gratitude to my beloved parents and my family members

for their love and blessings to complete the project successfully.

MALLIPUDI OMSILATHA
 INDEX

CHAPTER Content PAGE NO

NO
I INTRODUCTION
Introduction 1-3

Need for the study 4

Scope of the study 5

Objectives of study 6

Methodology of the study 7-9

Limitations of the study 10

II ORGANISATION PROFILE
Industry profile 11-28

Company profile 29-33

III CONCEPTUAL FRAMEWORK 34-52

IV DATA ANALYSIS AND 53-72

INTERPRETATION
V Findings 73

Suggestions 74

Conclusion 75

Bibliography

Annexure
 CHAPTER-1

 INTRODUCTION
 NEED FOR THE STUDY
 OBJECTIVES OF THE STUDY
 SCOPE OF THE STUDY
 RESEARCH METHODOLOGY
 LIMITATIONS OF THE STUDY
 INTRODUCTION
People are integral of any organization today. No organization can run without tits human
resources. In today’s highly complex and competitive situation, choice of right person at right
place has far reaching implications for an organizations functioning. Employees well selected
and well placed would not only contribute to the efficient running of the organization but
offer significant potential for future replacement. This hiring is an important function. The
process of hiring begins with human resources planning (HRP) which helps to determine the
number and type of people an organization needs. Job analysis and job design enables to
specify the task and duties of jobs and qualifications expected from prospective job HRP. job
analysis and job design helps to identify the kind of people required in an organization and
hence giring. It should be noted that hiring is an ongoing process and not confined to
formative stages of an organization. Employees leave the organization in search of greener
pastures, Some die in the saddle. More important an enterprises grows, diversifies, take over
the other units all necessitating hiring of new men and women. In fact the hiring functions
stops only when the organization ceases to exist.

Hiring involves two brand activities.

1. Recruitment

2. Selection

RECRUITMENT
The word recruitment has many meanings and places an important role. Employees leave the
organization in such of greener pastures- some retire and some die in saddle. The most
important thing is that enterprise grow diversifies and takes over other units-all necessitating
hiring of new men and women in fact recruitment functions stop only when the organization
ceases to exist. To understand recruitmrnt in simple terms it is understood as process of
searching for obtaining applications of jobs from among from whom the people can be
selected. To define recruitment defines it formally as it is a process of finding and attracting
capable applicants for employment. The process begin when new recruit or sought and ends
when their application are submitted. The result is a pool of applicants from which new
employees are selected. Theoretically recruitment process is set to end with receipt of
application in practice the activity tens to screening applicants as to eliminate those who are
not qualified for job.

1
PURPOSE AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically the purposes are:

1. Determined the present and feature recruitment of the organization in

consumption with personnel planning and job analysis activities.

2. Increase the job pool of job candidate at minimum cost.

3. Help increase the success rate of the selection process by reducing the number
visibly under qualified or job application.

4. Help reduce the probability the job applicant, once recruited selected, will leave the
organization only after a short period of time.

5. Meet the originations legal and social obligation regarding the position of its work
force.

6. Being identifying and preparing potential job applicant who will be appropriate
candidates.

7. Increase organization individual effectiveness in the short term and long term.

8. Evaluate the effectiveness of various recruiting techniques and sources of all types
of job applicants.

SELECTION:

MEANIMG AND DEFFINETION:

Selection is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and complete to full jobs in the organization. A formal definition of
selection is-

2
 “it is the process of differentiating between applicants in order to identify (and
here)those with a greater likelihood of success in a job.”

Recruitment and selection are two crucial in HR process and are often used interchangeably.
Therefore I, however, a fine distinction between the two steps. While recruitment refers to
the process of identifying and encouraging prospective employees to apply for jobs, selection
is confined with picking the right candidates from the pool of applicants. Recruitment is set to
be positive in its approach and it seeks to attract as many candidates as possible. Selection on
the other hand is negitiv in its applications in as its seek to eliminate as many unqualified
applicants as possible in order to identify the right candidates.

ROLE OF SELECTION
The role of selection in an organizations effectiveness is crucial for at least , two reasons,
first, work performance depends on individuals. The best way to improve performance is to
hire people who have the competence and the willingness to work. Arguing from the
employee’s view point, poor or inappropriate choice can be demoralizing to the individual
concerned (who find himself or herself in the wrong job) and de-motivating to the rest of the
workforce. Effective selection, therefore assumes greater relevance.

ORGANIZATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned manner in many
organizations. In some companies each departments screened and hired its own employees.
Many managers insisted upon selecting their own people there were sure no one else could
choose employee for them as efficiently as they themselves could. Selection is now
centralized and is handled by the HR department.

Ideally, a selection process involves mutual decision-making. The organization decided

whether or not to make a job offer and how attractive the offer should be. The candidate
decides whether or not organization and the job offer fit his or her needs and goals. In reality,
the selection process is highly one-sided. When the job market is extremely right several
candidates will be applying for a position, and the organization will use a series of screening
devices to hire the candidates it feels its most suitable. When there a shortage of qualified
workers or when the candidate is highly qualified executive or professional who is being
sought after several organizations, the organization will have to sweeten its offer and come to
a quicker decision.

3
 NEED FOR THE STUDY

Human resources is plays major role in every industry. It is very important to select
right person for the right job at the right time, who can perform the job successfully with high
standards. They are the assets to the organization. Any organization will get its recognition
through its employees performance, skills, innovativeness and their professional knowledge.
Hence we can say recruitment and selection plays major role in the organization. It’s the
responsibility of the organization to hire that right personnel. It helps to know the
effectiveness of the process of recruitment and selection in “Varun motors pvt ltd”.

We can also know the selection time period of recruiting new employees in Varun
Motors. To analyze various selection process of new employees. The intent of the policy is to
ensure that recruitment and selection decisions are made consistently fairly and equitably

Recruitment and selection has been regarded as the most important function of
personal administration, because unless the right person are hired, even the best plans of the
organization and control system would not do much good to the organization. Based on this I
felt the need of doing project on recruitment and selection to know it’s practically in Varun
Motors.

4
 OBJECTIVES OF THE STUDY

 To study the Recruitment procedures followed at Varun Motors pvt ltd,

Visakhapatnam.
 To study the Selection procedures followed at Varun Motors pvt ltd, Visakhapatnam.
 To know the various recruitment strategies and selection techniques adopted at Varun
Motors pvt ltd
 To assess the effectiveness of recruitment in terms of recruiter’s skills.
 To assess the effectiveness of Selection in terms of the process adopted for Selection
 To determine whether present recruitment and selection procedures fulfills individual
and organizational goal.
 To provide valuable suggestions and recommendation in order to strengthen the
present recruitment and selection procedures at Varun Motors pvt ltd.

5
 SCOPE FOR THE STUDY

The study was focused on the investigation of recruitment and selection practices in
Varun Motors, Visakhapatnam. This study covers two areas of the service organization’s
strategy for recruitment and selection practices. These areas include the recruitment process
and the selection methods. There are specific steps used to implement the organization’s
recruitment process and selection method in these areas.

Procedures will be assessed and several issues are found such as instruments of job
analysis, recruitment process, internal vs. external recruitment and selection methods. These
steps will be further discuss and analyze in this study.

The study is to observe the degree of satisfaction levels of the employer as well as the
employees towards the process of recruitment and selection techniques adopted by the
company. It will also show the deviations if any, towards this affect that will be experienced
in research. Apart from getting an idea of the techniques and methods in the recruitment
procedures it will also give a close look at the insight of corporate culture prevailing out there
in the organization.

This would not only help to aquanaut with the corporate environment but it would
also enable to get a close look at the various levels authority responsibility relationship
prevailing in the organization. Also the stipulated time for the research is insufficient to
undergo an exhaustive study about the topic assigned and moreover the scope of the topic
(recruitment and selection) is wide enough, so it is difficult to cover all the topic within the
stipulated time.

6
 RESEARCH METHODOLOGY

MEANING OF RESEARCH:

Research in common parlance refers to a search of knowledge. It is an art of scientific

investigation. According to Redman & Mary defines research as a systematic effort to gain
knowledge

RESEARCH METHODOLOGY:

Research methodology is way to systematically solve the research problem. It is a

plan of action for a research project and explains in detail how data are collected and
analyzed. The main methodology adopted for this project is surveyed method. Where data
was collected using a structured questionnaire. Questionnaire was administered among the
sample of 128 respondents.

RESEARCH DESIGN:
“A research design is the arrangement of conditions for collection and analysis data in
a manner that aims to combine relevance to the researcher purpose with economy in
procedure”.

It constitutes the blueprint for the collection, measurement and analysis of data. As
such the design includes an outline of what the researcher will do form writing the hypothesis
and its operational implication to the final analysis of data.

More explicitly, the design decisions happen to be in respect of;

 What is the study about?

 Why is the study being made?
 Where will the study be carried out?
 What type of data is required?
 Where can the data are found?
 What periods of time will the study include?
 What will be the sample design?
 How will the data be analyzed?
 In what style will the report be prepared?
 What techniques of data collection will be used?

7
The Research Design undertaken for the study is Descriptive one.

A study, which wants to portray the characteristics of a group or individuals or

situation, is known as Descriptive study. It is mostly qualitative in nature. The main
objective Of Descriptive study is to acquire knowledge.

SOURCES OF DATA:

Primary Data:

Primary data are collected afresh and for the first time. It is the data originated by the
researcher specifically to address the research problem.

In this study, primary data is collected to interview method with most suitable with
opened ended, closed end, rank questions, and multiple questions.

Secondary Data:

Secondary data is collected from internet, registers, records, journals, articles,

magazines and annual reports of the organization.

QUESTIONNAIRE CONSTRUCTION:
Questionnaires were constructed based on the following types

 Close ended questions

 Multiple choice questions

SAMPLING PLAN:

A sampling plan is a definite design for obtaining a sample from the sampling frame.
It refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which inferences about the population is drawn. Sampling design is
determined before any data are collected.

8
SAMPLING METHOD:
Simple Random Sampling.

POPULATION SIZE:
Totally 500 employees are working inVarun Motors Pvt, Ltd.,

SAMPLE SIZE:

Totally 80 samples are taken inVarun Motors Pvt, Ltd.,

FIELD WORK:

The field works is done at Varun Motors Pvt, Ltd.,

PERIOD OF SURVEY:

The period is from 15th june to 2th july in Varun Motors Pvt, Ltd.,

9
 LIMITATIONS OF THE STUDY

 Due to some reluctant behavior it was very difficult to collect the data from the
respondents.
 The study was made only with limited number of samples.
 Duration of the project is not sufficient for the detailed study.
 Confidential matters restricts for an in-depth study.
 Personal bias as the respondents and their busy schedule was limiting factor in collecting
data.
 Some of the employees are not corporative in filling and answering the questionnaries.
 Since the samples are limited to “Varun –Motors” the result of the study connot be
predicted as accurate one.

10
CHAPTER-2

INDUSTRY PROFILE

COPANY PROFILE
 INDUSTRY PROFILE
INTRODUCTION:

The history of the motorcycle begins in the second half of the 19th century. Motorcycles are
descended from the "safety bicycle," a bicycle with front and rear wheels of the same size and
a pedal crank mechanism to drive the rear wheel. Despite some early landmarks in its
development, the motorcycle lacks a rigid pedigree that can be traced back to a single idea or
machine. Instead, the idea seems to have occurred to numerous engineers and inventors
around Europe at around the same time.

Evolution of the Indian two-wheeler industry -The two-wheeler industry

(henceforth TWI) in India has been in existence since 1955. It consists of three segments viz.,
scooters, motorcycles, and mopeds. The increase in sales volume of this industry is proof of
its high growth. In 1971, sales were around 0.1 million units per annum. But by 1998, this
figure had risen to 3 million units per annum. Similarly, capacities of production have also
increased from about 0.2 million units of annual capacity in the seventies to more than 4
million units in the late nineties.
The TWI in India began operations within the framework of the national industrial policy as
espoused by the Industrial Policy Resolution of 1956. (See Government of India 1980,1985,
1992 ). This resolution divided the entire industrial sector into three groups, of which one
contained industries whose development was the exclusive responsibility of the State, another
included those industries in which both the State and the private sector could participate and
the last set of industries that could be developed exclusively under private initiative within
the guidelines and objectives laid out by the Five Year Plans (CMIE, 1990). Private
investment was channelized and regulated through the extensive use of licensing giving the
State comprehensive control over the direction and pattern of investment. Entry of firms,
capacity expansion, choice of product and capacity mix and technology, were all effectively
controlled by the State in a bid to prevent the concentration of economic power. However due
to lapses in the system, fresh policies were brought in at the end of the sixties. These
consisted of MRTP of 1969 and FERA of 1973, which were aimed at regulating monopoly
and foreign investment respectively. Firms that came under the purview of these Acts were
allowed to invest only in a select set of industries.

11
 A) 1960 – 1969
The automobile industry being classified as one of importance under the Industrial Policy
Resolution of 1948 was therefore controlled and regulated by the Government. In order to
encourage manufacturing, besides restricting import of complete vehicles, automobile
assembler firms were phased out by 1952 (Tariff Commission, 1968), and only
manufacturing firms allowed to continue. Production of automobiles was licensed, which
meant that a firm required a licensing approval in order to open a plant. It also meant that a
firm‟s capacity of production was determined by the Government. During this period,
collaborations with foreign firms were encouraged. Table 1 illustrates the fact that most firms
existing in this period had some form of collaboration with foreign firms. Table 1 also gives
the details of the various firms that existed in the industry during this time period and the
product/s they manufactured.

B) 1981 – 1990
The technological backwardness of the Indian two-wheeler industry was one of the reasons
for the initiation of reforms in 1981. Foreign collaborations were allowed for all two-
wheelers up to an engine capacity of 100 cc. This prompted a spate of new entries into the
industry the majority of which entered the motorcycle segment, bringing with them new
technology that resulted in more efficient production processes and products. The variety in
products available also improved after „broad banding‟ was allowed in the industry in 1985 as
a part of NEP. This, coupled with the announcement of the MES of production for the two
wheeler industry, gave firms the flexibility to choose an optimal product and capacity mix
which could better incorporate market demand into their production strategy and thereby
improve their capacity utilization and efficiency. These reforms had two major effects on the
industry: First, licensed capacities went up to 1.1 million units per annum overshooting the
0.675 million units per annum target set in the Sixth Plan. Second, several existing but
weaker players died out giving way to new entrants and superior products.

C) 1991 – 1999
The reforms that began in the late seventies underwent their most significant change in 1991
through the liberalization of the economy. The two-wheeler industry was completely
deregulated. In the area of trade, several reforms were introduced with the goal of making
Indian exports competitive. The two-wheeler industry in the nineties was characterized by a)

12
an increase in the number of brands available in the market which caused firms to compete on
the basis of product features and b) increase in sales volumes in the motorcycle segment vis-
à-vis the scooter segment reversing the traditional trend.

Period of entry Name of the Name of foreign Segment Brand name of

collaborator, if
Indian firm any Product
Enfield Ltd., Royal Enfield
1955 – 1969 Enfield India Ltd. U.K. motorcycle 350
(EIL)* Cc
Innocenti Ltd.,
Automobile Italy scooter Lambretta
Products of India
(API)*
Piaggio Ltd.,
Bajaj Auto Ltd. Italy scooter Vespa
(BAL)
Ideal Jawa Pvt.
Ltd. Jawa Ltd., motorcycle Yezdi, 250 cc
(IJPL)* Czechoslovakia
Escorts Ltd.
(EL)* CEKOP, Poland motorcycle Rajdoot, 175cc
Kinetic
1970 – 1980 Engineering - moped Luna
Ltd. (KEL)
Scooters India
Ltd. - scooter Vijai
(SIL)*
Maharashtra
Scoters - scooter Priya
Ltd. (MSL)
Majestic Auto
Ltd. - moped Hero Majestic
(MAL)
Sundaram
Clayton - moped TVS 50 cc
Ltd. (SCL)
1981 – 1990 TVS Suzuki, Japan motorcycle Ind-Suzuki
100 cc

Bajaj Auto Ltd. Kawasaki, Japan motorcycle Kawasaki Bajaj

100 cc

Yamaha RX 100
Escorts Ltd. Yamaha, Japan motorcycle cc

Hero Majestic Hero Honda 100

Ltd. Honda, Japan motorcycle cc

Kinetic
Engineering Honda, Japan scooter NH 100 cc
Ltd.
Lohia Machinery Piaggio, Italy scooter Vespa XE

13
 Ltd.
Enfield India Zundapp-Werke moped 50cc
GmBH motorcycle 50cc
motorcycle 80cc
motorcycle 100cc

moped -
1991-1999 Bajaj Auto Ltd. - scooterette Sunny
scooter -
TVS - scooterette Scooty
scooter -
Kinetic Honda scooterette Marvel
TVS - scooter Spectra
Kinetic Motors** - scooterette Style

indicates firms/brands whose sales declined in the eighties In 1998, the joint venture between
the Firodias Group of India (Kinetic) and Honda

of Japan came to an end when the former bought out Honda‟s stake of 51%. However in
return for royalty and technical fees, Honda continued to supply technical know-how to the
new Kinetic Motors Company Ltd. (KMCL)

INTRODUCTION TO INDIAN AUTOMOTIVE INDUSTRY

The automotive industry in India is one of the largest in the world with an annual
production of 23.96 million vehicles in FY 2015-16, following a growth of 2.57 per cent over
the last year. The automobile industry accounts for 7.1 per cent of the country's gross
domestic product (GDP). The Two Wheelers segment, with 81 per cent market share, is the
leader of the Indian Automobile market, owing to a growing middle class and a young
population. Moreover, the growing interest of companies in exploring the rural markets
further aided the growth of the sector. The overall Passenger Vehicle (PV) segment has 13
per cent market share.

India is also a prominent auto exporter and has strong export growth expectations for the near
future. In FY 2014-15, automobile exports grew by 15 per cent over the last year. In addition,
several initiatives by the Government of India and the major automobile players in the Indian
market are expected to make India a leader in the Two Wheeler (2W) and Four Wheeler (4W)
market in the world by 2020

14
AUTOMOTIVE INDUSTRY
The automotive sector is a key player in the global and Indian
economy. The global motor vehicle industry (two-wheelers) contributes 5 per cent directly to
the total manufacturing employment, 12.9 percent to the total manufacturing production
value and 8.3 per cent to the total industrial investment. It also contributes US$560 billion to
the public revenue of different countries, in terms of taxes on fuel, circulation, sales and
registration. The annual turnover of the global auto industry is around US$5.09trillion, which
is equivalent to the sixth largest economy in the world In addition, the auto industry is linked
with several other sectors in the economy and hence its indirect contribution is much higher
than this. All over the world it has been treated as a leading economic sector because of its
extensive economic linkages. India‟s manufacture of 7.9 million vehicles, including 1.3
million passenger cars, amounted to 2.4 per cent and 7 per cent, respectively, of global
production in number.
The auto-components manufacturing sector is another key
player in the Indian automotive industry. Exports from India in this sector rose from US$1.0
billion in 2003-04 to US$1.8 billion in 2005-06, contributing 1 per cent to the world trade in
auto components in current USD. In India, the automobile industry provides direct
employment to indirect tax revenue.

ORGANISED AUTO SECTOR IN INDIA

While the Original Equipment Manufacturers (OEMs) are at
the top of the about 5 lakh persons. It contributes 4.7 per cent to India‟s GDP and 19 per cent
to India‟s auto supply chain, it should be noted that there are a few OEMs in India which
supply some components to other OEMs in India or abroad. Most of the Indian OEMs are
members of the Society of Indian Automotive Manufacturers (SIAM), while most of the Tier-
1 auto component manufacturers are members of the Automotive Component Manufacturers‟
Association (ACMA). All of them are in the organized sector and supply directly to the
OEMs in India and abroad or to Tier-1 players abroad. Tier-2 and Tier-3 auto component
manufacturers are relatively smaller players.
Though some of the Tier-2 players are in the organized sector,
most of them are in the unorganized sector. Tier-3 manufacturers include all auto component
suppliers in the unorganized sector, including some Own Account Manufacturing Enterprises

15
(OAMEs) that operate with one working owner and his family members, wherein
manufacturing involves use of a single machine such as the lathe.
Auto-component manufacturers cater not only to the OEMs, but
59 also to the after-sales market. In the recent years, there has been a rapid transformation in
the character of the automotive aftermarket, as a fast maturing organized, skill-intensive and
knowledge driven activity. Hence, the auto industry in India possesses a very diverse and
complex structure, in terms of scale, nature of operation, market structure, etc. While output,
emoluments and Gross Value-Added (GVA) have been growing in both the automobile and
auto-component industries, employment is on the rise in the latter and it is declining in the
former Fall in employment despite growth in total emoluments is a matter of concern in the
automobile sector. This also indicates that the real labour costs are increasing. The growth
rate in gross value-added has been quite impressive in both sub-sectors, more so in the
automobile manufacturing sector.

UNORGANISED AUTO SECTOR IN INDIA

The unorganized sector consists of enterprises that are not
registered under certain sections of the Factories Act.20 In this section, data on the
unorganized manufacturing sector from the National Sample Survey Organization (NSSO) is
used. The unorganized auto sector in India has grown in terms of number of enterprises,
employment, output, capital, capital intensity and labour productivity. However, capital
productivity has fallen considerably.
Very similar trends are observed in OAME, NDME and DME21
in rural and urban areas. However, it is evident that the growth of this sector has been quite
low in the rural areas than in the urban areas. Rural-urban disparities are even more striking.
It is clear that the rural unorganized sector is very small compared to its urban counterpart in
the auto industry. However, rural areas still have a major part of OAME. Thus, it could be
inferred that only tiny players, even among the smaller firms under the unorganized sector,
prefer doing business in rural areas.
These observations point 60 towards the importance of making rural
areas more attractive for all industries, including the auto industry, by enhancing
infrastructure and introducing incentives, given the current levels of urban congestion and

16
corresponding infrastructure bottleneck. While the share of employment of the unorganized
auto sector in the entire auto industry has grown from 16 per cent in 1994-95 to 30 per cent in
2000-01, the share of the unorganized auto sector in total value of auto output has grown only
from 2 per cent to 3 per cent. The share of the unorganized auto sector in total capital stock
employed in the auto industry has grown from 4 per cent to 8 per cent, during this period. In
2005-06, the number of enterprises in the unorganized sector was about 10 times higher than
that in the organized sector.
Automobile industry, the business of producing and selling self-powered vehicles,
Including passenger cars, trucks, farm equipment, and other commercial vehicles. By
allowing consumers to commute long distances for work, shopping, and entertainment, the
auto industry has encouraged the development of an extensive road system, made possible the
growth shopping centers around major cities, and played a key role in the growth of ancillary
industries, such as the oil and travel businesses. The auto industry has become one of the
largest purchasers of many key industrial products, Such as steel. The large number of people
the industry employs has made it a key Determinant of economic growth. Automobile is self
propelled vehicle which is used for the transportation of passenger and good upon the ground.
A vehicle is machine which is used for the transportation of passengers and goods. Car, bus
truck, jeep, tractor, scooter, Motor cycles are the example of automobiles.

DIFFERENT NAMES OF THE AUTOMOBILES:

1. Auto
2. Auto car
3. Car
4. Motor car
5. Automobile
6. Auto buggy
7. Motor coach
8. Motor vehicle
9. Motor
10. Motor wagon

17
TYPES OF AUTOMOBILES
The automobiles are classified on the following basis

1. Purpose:
(i) Passenger vehicle- Car, Jeep, Bus.
(ii) Good Vehicle- Truck.

2. Capacity:
(I) Light motor vehicle- Car, Motor cycle and Scooter.
(II) Heavy Motor vehicle- Bus coach, Tractor.

3. Fuel used:-
(i) Petrol vehicles – Car, Jeep, Motor cycle, Scooter.
(ii) Diesel Vehicles- Truck, bus, Tractor, Bulldozer.
(iii) Electric cab- Battery truck, Fork lift, Scooter

4. No of Wheels:
(i) Two Wheeler.
(ii) Three Wheeler.
(iii) Four Wheeler.
(iv)Six Wheeler.

5. Drive of the vehicles:

(i) Singles wheel drive vehicle.
(ii) Two wheel drive vehicle.
(iii) Four wheel drive vehicle.
(iv)Six wheel drive vehicle.

Maruti Suzuki India Ltd.:

Established in December 1983, Maruti Suzuki India Ltd. has ushered a
revolution in the Indian car industry. This car is meant for an average Indian individual which
is affordable as well as has elegant appeal. Maruti Suzuki India Ltd. is the result of
collaboration of Maruti with Suzuki of Japan. At this time, the Indian car market had

18
stagnated at a volume of 30,000 to 40,000 cars for the decade ending 1983. This was from
where Maruti took over. The company has crossed the milestone of becoming the first Indian
company in March 1994, by manufacturing in totality one million vehicles. It is known for its
mass-production and selling of more than a million cars. Maruti Suzuki India Ltd. is the
India's largest automobile company which entered in the market with affirmed aim to render
high quality fuel – efficient and low - cost vehicles.
Sales figure in the year 1993 has reached up to 1, 96,820. Maruti comes in
a variety of models in the 800 segment. Its cars operate on Japanese technology, pliable to
Indian conditions and Indian car users. By the year 1998-99, the company has modernize the
existing facilities and expand its capacity by 1,00,000 units. Recently to ward off the
growing competition, Maruti has completed Rs. 4 billion expansion project at the current site,
which has raised the total production capacity to over 3,20,000 vehicles per annum. With the
coming of each and every year, the total production of the company exceed by 4, 00,000
vehicles. In the small car segment it produces the Maruti 800 and the Zen. The big car
segment includes the Maruti Esteem and the Maruti 1000. Along with them, the company
also manufactures Maruti Omni. Other models include Wagon R and the Baleno. Headquarter
in Gurgaon, on 17 September 2007, Maruti Udyog was renamed to Maruti Suzuki India
Limited. Both in terms of volume of vehicles sold and revenue earned, the company is India's
leading automobile manufacturers and the market leader in the car segment. Sales recorded in
June 2008, is Rs. 4,753.58 crores.

INDIAN AUTOMOBILE INDUSTRY SWOT ANALYSIS:

STRENGTHS:
 Globally cost competitive.
 Adheres to strict quality controls.
 Adoption or Access to latest technology.

WEAKNESS:
 Low research and development capability.
 Industry is exposed to cyclical downturns in the automotive Industry.
 Most component companies are dependent on global majors for
Technology

19
OPPORTUNITIES:
 Sourcing hub for global automobile majors.
 Export opportunities may be realized through diversification of export
Basket.

THREATS:
 Pressure on prices from Original equipment manufacturers continues.
 Smaller players, who do not upgrade to global standards, would get
Extinct.

INTRODUCTION:
Varun Group is a leading Business conglomeration with business spread across Automobile,
Auto financing, Construction, Hospitality & Entertainment industries for the past 62 yrs with
112 Showrooms & 105 Service centers across Andhra Pradesh. With an employee base of
over 7500, and an annual turnover of over Rs. 2500 Cr. With Automobile sales volume of 1,
00,000 Varun Group has became a household name in Andhra Pradesh and Telangana.

SL NO. BUSINESS YEAR

1 Varun Finance/Lakhsmi Finance 1988

2 Varun Bajaj 1992

3 Varsha Builders Private limited 1992

4 Varun Maruti 1996

5 Varun JCB 2009

6 Varun Mahindra Navistar 2010

7 Varun Multiplex 2010

8 Novotel Varun Beach 2011

20
 9 Varun Bharat Benz 2011

10 Varun Training Institute 2011

11 Vallurupalli Kesavarao Navaratnam Charitable trust 2011

ORGANISATION STRUCTURE

CMD

COO FINANCE DIRECTOR

Director Director
Director Director
Varun Finnce,Lakshmi Varsh Builders Private
Varun Motors Varun Trucking
Finance,Varun Leasing Limited

Chairman and Managing Director: V.Prabhu Kishore

Chief Operating Officer: B.Madhav

Finance Director: Y.V.Rao

Finance Vice President: GVP Raju

Director Varun Motors: A.Srinivas, P.Satya Narayana (Bajaj Division)

Director Varun Trucking:

V.SubbaRao (Bharat Benz)

R.C.Raju (Maruti Division)

21
T.Vinod Kumar (Mahindra and JCB)

Varun & Lakhsmi Finance, Varun Leasing: GVP Raju & YV Rao

Varsha Builders Private Limited: Krishna Prasad Shenoy

The Beginning:
 Varun Group traces its roots to its parent company M/S. Padmaja Commercial
Corporation, which was established by Late Sri. Kesavarao Choudhary in mid 1950s
in Vijayawada.

 Mr. Prabhu Kishore, youngest son of Late Sri. Kesavarao Choudhary took the family
business in his early 20s.

 Mr. Prabhu Kishore ventured into Auto Finance Business through Varun Finance and
Lakshmi Finance and later expanded the business into Construction and Property
Development business through M/S. Varsha Builders Pvt Ltd.

Growth and Expansions:

 1992 is a remarkable year in the history of Varun Group when Mr. Prabhu Kishore
established Varun Motors and established Bajaj dealership in Visakhapatnam.

 In less than 15 years, Varun Motors grew to be a household name in Andhra Pradesh
through the establishment of various automobile dealerships across Andhra Pradesh.

 The Group which had humble beginnings in the early 1990s with a work force of less
than 100 people, today proud to have a workforce of over 4500 employees
approximately.

Employee Benefits:

 PF & ESI- Provident fund and Employee state insurance are the two benefits which
were given by Varun motors Visakhapatnam.

22
  Accident Policy- When the employee met with any accident during the duty time he
will be compensated with the monetary or inkind help.

 Auto Life Insurance- For the employee‟s life who are working in Varun motors
Visakhapatnam.

 Leave Encashment- Employees have a minimum leaves if they are not wishing to use
them they will be encashed.

 Bonus- Bonus will be awarded when the employee over shoot his target or fulfill the
more than the required.

 Attendance Bonus- This will be given when the employee maintains more than the
required amount of attendance.

 Annual Increment- There will be annual hike in salary based on the current year
performance.

 Loans & Salary Advances- These are the extra benefits in which they give loans and
salary advances

Opportunities:

 Internal Promotion- Employee will be promoted to higher hierarchy in the company

itself.

 Career Counseling- Employee will be counseled for their carrier development.

 Caring Employee Environment- To develop the environment of employees.

 Skill Enhancement (Varun ITI)- This is specially for the blue collar employees.

 Constant People Development Programme.- This will be given to the higher hierarchy
of the company.

COMPANY DETAILS:
Company Name Varun Bajaj Ltd

23
 Company Logo

1945
Date of Establishment
Market Cap 594417.732484 ( Rs. in Millions
approx)
Corporate Address Bajaj Auto Ltd Complex, Mumbai -
Pune Road, Akurdi Pune-
411035, Maharashtra
www.bajajauto.com
Management Details Chairperson - Rahul Bajaj
MD - Rajiv Bajaj
Directors – D. J. Balaji Rao, D. S.
Mehta, J. N. Godrej, J
Sridhar, Kantikumar R. Podar,
Madhur Bajaj, Manish Kejriwal,
Nanoo Pamnani, Naresh Chandra,
Niraj Bajaj, P. Murari,

Business Operation Automobile Two & Three Wheelers

Background Bajaj Auto is a $2.3 billion company
founded in 1926. Bajaj
Auto is world‟s fourth largest two-
and three-wheeler
Manufacturer. Bajaj Auto is into
manufacturing motorcycles,
Scooters and three wheelers. In India,
Bajaj Auto has a
distribution network of 485 dealers
and over 1,600
Company Secretary J. Sridhar
Bankers Canara Bank , City Bank, HDFC
Bank, HSBC Bank, ICICI
Bank, Punjab National Bank,
Standard Chartered Bank

Auditors Dalal & Shah

BAJAJ AUTO LTD:

a) Bajaj Auto is a $2.3 billion company established in 1926. Bajaj Auto is
World‟s fourth largest two- and three-wheeler manufacturer.

24
b) In India, Bajaj Auto is distributed with 485 dealers and over 1,600 authorized
Services centers.

c) It has opened these stores under the name “Bajaj Probiking” in areas like
Pune, Nasik, Ahmadabad, Chennai, Hyderabad, Kolkata, Navi Mumbai,
Chandigarh, New Delhi, Faridabad and Mangalore.

d) It is connected with 50 countries including dominant presence in Sri Lanka,

Colombia, Bangladesh, Mexico, Central America, Peru and Egypt.

e) For manufacture latest models in the two wheeler space, Bajaj has tied up with
Kawasaki Heavy Industries of Japan.

f) Bajaj Auto has launched brands like Boxer, Caliber, Wind125, Pulsar etc

25
 Career Escalation Matrix (Sales):

 Varun promotes the best HR practices and highest retention of employees.

 Generally they hire people from inside group for higher / managerial positions (like
TL, ASM, SM) as we believe in promoting people within our own organization.

 This is a strong motivation factor in group.

C.E.O
General
Manager
Sales
Manager/Assis
tant sales
Team Leader Manager
(Senior and
Junior)

Executive

26
 Career Escalation Matrix (Service):
 Varun promotes the best HR practices and highest retention of employees.

 Generally they hire people from inside group for higher / managerial positions (like
TL, ASM, SM) as we believe in promoting people within our own organization.

 This is a strong motivation factor in group.

GM
Works Works
manager
Assistant
works
Service manager
Advisor
Technic
ian/Ass
istant
Technic
ian

27
 Group Representative Brand Portfolio

Future Expansion into Bharat Benz,Mahindra

Luxury /Lifestyle
Brand Car Navistar.

Varun Group

Maruti Suzuki,Bajaj (2
JCB,Bajaj RE.
wheelers)

Passenger vehicles Commercial Vehicles

28
 COMPANY PROFILE

Varun Group is a leading business conglomeration with business spread across automobile,
Auto financing , construction, hospitality and entertainment industries for past 62 years with
62showrooms and 72 service centers across Andhra Pradesh with an employee base of over
4500 and an annual turnover Rs 1800cr with automobile sales volume of 90,000 . Varun
Group has become a household name in Andhr Pradesh.

Mr Prabhu Kishore is a visionary chairman and a managing director of Varun Motors .He
started his business career at the age of 19yrs, taking care of his family business automobile
dealership in Vijayawada , M/s Padmaja commercial corporation and soon started his
own business venture-lakshmi finance and varsha builders in 1980‟s . In 1992, through the
establishment of Varun motors in Visakhapatnam he spread his automobile dealership
business throughout Adhra Pradesh.

Today Varun Motors is a Household name in A.P, Serving million of customers. Since its
inception , representing automobile brands such as Bajaj auto ,maruthi Suzuki ,jcb, Mahindra
Navistar and bharat benz.Varun group ,under the leadership of mr prabhu Kishore is fast
emerging as leading automobile business in India.

BUSINESS VERTICALS OF THE GROUP:

AUTOMOBILE:

 Established in 1950‟s
 20% year on year growth for last 7 years.
 One of the largest Automobile dealer in the country.

AUTO FINANCING:
 Established in 1980‟s
 40% year of year growth for lst 5 years.

29
  Business Penetration into the remote corners of Andhra Pradesh.
 Rs 100 disbrusement.

INFRASTRUCTURE:

 Established in 1980s.
 Built over 1.3 million SFT in the last 5 years.
 Backward integration to meet infrastructure needs of Group's automobile dealerships.

HOSPITALITY AND ENTERTAINMENT:

 Established in 1980s.
 Built First 5-star hotel - Novotel Varun Beach in Vizag, which was awarded as THE
BEST 5-STAR HOTEL PROJECT - PAN INDIA (2011) - by Zee Businesss & RICS.
 Opened First 6-screen multiplex in Vizag.

30
CRENDENTIALS AND ACHIEVEMENTS:

 Over 60 yrs in the Automobile industry resulted in creation of Trust, Goodwill &
Reputation.
 High rate of satisfaction from all touch points - i.e., principals, customers, bankers,
employees, and Govt bodies.
 Varun Motors was awarded Maruti PLATINUM award Eight times consecutively for
the past 10 years in Balanced Scorecard (Platinum award is the highest rated award in
Maruti)
 Adjudged India's No.1 Maruti dealer in Balanced Scorecard in 2003-2004.
 Committed Customer Service got us the ISO 9001 - 2008 Certification.
 Govt of AP awarded "Best dealer award for payment of tax (VAT) & Compliance to
AP VAT provisions in "2001-02 and 2006-07".
 Received "Bajaj Star dealer" award many times from Bajaj Auto Limited.
 One of the first Bajaj dealers to start in house finance and exchange facility.
 Best Emerging JCB dealer for FY 09-10 in the first year of operation.
 Best dealer award for "Highest key account generation" by Mahindra Navistar in FY
2011-12.
 Novotel Varun Beach awarded "Best Hotel Project Pan India" by Zee Business &
RICS in 2011.
 Novotel Varun Beach awarded "Best New Hotel" by HISCA in 2012.
 Many more awards for Sales Satisfaction and Customer Satisfaction over the years.

Brand Portfolio

Automobiles

31
Hospitality &Entertainment

Varun Group Today

Sl No.
Business
Territory (Districts)
Since
1
Varun Finance / Lakshmi Finance
Krishna , Visakhapatnam
1988
2
Varun Bajaj
Krishna, Visakhapatnam, Hyderabad, Rangareddy, Vizianagaram, Srikakulam, West
Godavari
1992
3
Varsha Builders Pvt Ltd
Krishna, Visakhapatnam, Hyderabad
1992
4
Varun Maruti
Krishna, Visakhapatnam, Hyderabad, Nizamabad , Srikakulam, Vizianagaram
1996
5
Varun JCB
Guntur, Krishna, East Godavari, West Godavari, Visakhapatnam, Srikakulam, Vizianagaram

32
2009
6
Varun Mahindra Navistar
Guntur, Krishna, East Godavari, West Godavari, Visakhapatnam, Srikakulam, Vizianagaram,
Nalgonda (Kodad)
2010
7
Varun Inox
Visakhapatnam
2010
8
Novotel Varun Beach
Visakhapatnam
2011
9
Varun Bharat Benz
AP
2011
10
Varun Training Institute,Visakhapatnam, Hyderabad
CSR (Corporate Social Responsibility) Initiative

 An initiative to serve poor people for diagnosis and medication with nominal charges
 The Diagnostic facilities include
o Digital X-Ray
o Serology
o Biochemistry
o Hematology
 There are 6 Consultant doctors (General Physicians, Orthopedic & Pediatrician)
 "Sanjivani" a pharmacy providing medication to people at a very low price
 The current beneficiaries of the centre are on an average 200 per day

33
 CHAPTER-3
THEROTICAL FRAME WORK

ON

RECRUITMENT AND SELECTION

 REVIEW OF LITERATURE

INTRODUCTION:

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

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

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

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

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

qualified applicants for the future human resources needs even though specific vacancies
do not exist. Usually, the recruitment process starts when a manger initiates an employee
requisition for a specific vacancy or an anticipated vacancy.

DEFINITION OF RECRUITMENT:

Recruitment is the process of hiring talented employees for certain jobs by motivating
them to apply for those jobs which are available in organization.

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

for employment and stimulating them to apply for jobs in the organization”. Recruitment is the
activity that links the employers and the job seekers

34
PURPOSE & IMPORTANCE OF RECRUITMENT:

Attract and encourage more and more candidates to apply in the organization.

 Create a talent pool of candidates to enable the selection of best candidates for the
organization.
 Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
 Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
 Help increase the success rate of selection process by decreasing 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.
 Meet the organizations legal and social obligations regarding the composition of its
workforce.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants.

RECRUITMENT STRATEGIES:

Recruitment is of the most crucial roles of the human resource professionals. The level of
performance of and organization depends on the effectiveness of its recruitment function.
Organizations have developed and follow recruitment strategies to hire the best talent for their
organization and to utilize their resources optimally.

A successful recruitment strategy should be well planned and practical to attract more
and good talent to apply in the organization.

35
1. To Identify The Target:
Requirements keep arising at various levels in every organization; it is almost a
never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a
need to identify the positions requiring immediate attention and action. To maintain the quality
of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all
vacancies equally or focusing on key jobs first.

2. Candidates to Target:
The recruitment process can be effective only if the organization completely
understands the requirements of the type of candidates that are required and will be beneficial
for the organization. This covers the following parameters as well:
 Performance level required: Different strategies are required for focusing on hiring high
performers and average performers.
 Experience level required: the strategy should be clear as to what is the experience level
required by the organization. The candidate‟s experience can range from being a fresher
to experienced senior professionals.
 Category of the candidate: the strategy should clearly define the target candidate. He/she
can be from the same industry, different industry, unemployed, top performers of the
industry etc.

3. Sources of Recruitment:

The strategy should define various sources (external and internal) of recruitment. Which
are the sources to be used and focused for the recruitment purposes for various positions.
Employee referral is one of the most effective sources of recruitment

4. Trained Recruiters:

The recruitment professionals conducting the interviews and the other recruitment activities
should be well-trained and experienced to conduct the activities. They should also be aware of
the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and
selecting a candidate.

36
5. How to Evaluate the Candidates:

The various parameters and the ways to judge them i.e. the entire recruitment process
should be planned in advance. Like the rounds of technical interviews, HR interviews, written
tests, psychometric tests etc.

COMPONENTS OF THE RECRUITMENT POLICY:

The general recruitment policies and terms of the organization.

Recruitment services of consultants.
Recruitment of temporary employees.
Unique recruitment situations.
The selection process.
The job descriptions.
The terms and conditions of the employment.

FACTORS AFFECTING RECRUITMENT POLICY:

 Organizational objectives.
 Personnel policies of the organization and its competitors.
 Government policies on reservations.
 Preferred sources of recruitment.
 Need of the organization.
 Recruitment costs and financial implications.

WHAT ARE THE STAGES INVOLVED IN RECRUITMENT AND SELECTION?

 We will identify 7 stages in the process.
 These stages will differ slightly according to the job involved.
 Each stage is essential if organizations in the industry are to get effective people into the
right jobs.
 Being aware of the stages will help you maximize your job-seeking chances

37
7 STAGES:
 Identifying A Need
 Analyzing The Job
 Attracting Candidates
 Pre-Selection
 Selection
 Appointment
 Induction

Identifying a Need:
Why does the organization need new staff?
 A process of job analysis is needed to identify the need for new staff.
 It could be that there is no need and staff could just be organized better.
 If new staffs are needed, then stage 2 starts….

Analyzing the Job:

What will the job involve?
 Skills analysis – what competences will be needed for the job?
 Specifying the job – what‟s needed to be done?
 Describing the job – main activities, training provided, terms, location described.
 Specifying the person – qualifications, experience, skills needed

This stage is where the key documents involved in recruitment and selection are created:
o The job description
o The person specification
These documents are crucial for working out if you have the „right‟ candidate.
At this stage, an information pack for applicants could be created.

Attracting Candidates:
 Internally – are there suitable candidates for the job already working in the organization?
 Externally – will the organization work with an agency or directly through the media?

38
  Workplace notice boards, local or national press, internet-based agencies may be used.
Pre-Selection:
 Short listing – eliminating unsuitable applicants by measuring each application against
criteria in job description and person specification
 Who to involve? Consistency important in assessing applications fairly
 Inform unsuccessful candidates

Selection:
 Often a mix of presentation, testing and interview.
 Essential that interviewers/assessors are trained for the task, and that they follow an
agreed procedure.

Appointment:
 Making the appointment of the selected candidate
 Agreeing terms and conditions, start date
 Reference checks made if not carried out earlier
 Relevant criminal records checks made.
 Inform unsuccessful candidates.

Induction:
Crucial to enable new starter to fit in as soon as possible. May involve:
 Training activities
 Presentations from key areas of the organization
 Technical training in use of ICT systems, policies and procedures used in organization.

39
 METHODS OF RECRUITMENT

METHODS OF RECRUITMENT:

Recruitment is a process of searching for prospective employees and stimulating them to

apply for jobs.

Companies can adopt different methods of recruitment for selecting people in the company.
These methods are:
1. INTERNAL SOURCES
2. EXTERNAL SOURCES

INTERNAL SOURCES OF RECRUITMENT:

Internal sources of recruitment refer to obtaining people for job from inside the company.
There are different methods of internal recruitment:

40
1. Promotion:
Companies can give promotion to existing employees. This method of recruitment saves
a lot of time, money and efforts because the company does not have to train the existing
employee. Since the employee has already worked with the company.
2. Departmental Examination:
This method is used by government departments to select employees for higher level
posts. The advertisement is put up on the notice board of the department. People who are
interested must send their application to the HR department and appear for the exam. Successful
candidates are given the higher level job. The method ensures proper selection and impartiality.

3. Transfer:
Many companies adopt transfer as a method of recruitment. The idea is to select talented
personnel from other branches of the company and transfer them to branches where there is
shortage of people.

4. Retirement:
Many companies call back personnel who have already retired from the organization.
This is a temporary measure. The method is beneficial because it gives a sense of pride to the
retired when he is called back and helps the organization to reduce recruitment selection and
training cost.

5. Internal Advertisement:
In this method vacancies in a particular branch are advertised in the notice board. People
who are interested are asked to apply for the job. The method helps in obtaining people who are
ready to shift to another branch of the same company and it is also beneficial to people who want
to shift to another branch.

41
6. Employee Recommendation:
In this method employees are asked to recommend people for jobs. Since the employee is
aware of the working conditions inside the company he will suggest people who can adjust to the
situation. The company is benefited because it will obtain.

ADVANTAGES OF INTERNAL RECRUITMENT:

1. Internal methods are time saving.

2. No separate induction program is required.
3. The method increases loyalty and reduces labour turnover.
4. This method is less expensive.

DISADVANTAGES OF INTERNAL RECRUITMENT:

1. There is no opportunity to get new talent in this method.

2. The method involves selecting people from those available in the company so
there is limited scope for selection.
3. There are chances of biased and partiality.
4. Chances of employee discontent are very high.

EXTERNAL SOURCES OF RECRUITMENT:

External sources of recruitment refer to methods of recruitment to obtain people from
outside the company. These methods are:

1. Management Consultant:
Management consultant helps the company by providing them with managerial
personnel, when the company is on the lookout for entry level management trainees and middle
level managers. They generally approach management consultants.

2. Employment Agencies:

42
 Companies may give a contract to employment agencies that search, interview and obtain
the required number of people. The method can be used to obtain lower level and middle level
staff

3. Campus Recruitment:
When companies are in search of fresh graduates or new talent they opt for campus
recruitment. Companies approach colleges, management, technical institutes, make a
presentation about the company and the job and invite applications.

4. News Paper Advertisement:

This is one of the oldest and most popular methods of recruitment. Advertisements for
the job are given in leading news papers; the details of the job and salary are also mentioned.
Candidates are given a contact address where their applications must be sent and are asked to
send their applications within a specified time limit. The method has maximum reach and most
preferred among all other methods of recruitment.

5. Internet Advertisement:
With increasing importance to internet, companies and candidates have started using the
internet as medium of advertisement and search for jobs. There are various job sites like
naukri.com and monster.com etc. candidates can also post their profiles on these sites. This
method is growing in popularity.

6. Walk In Interview:
Another method of recruitment which is gaining importance is the walk in interview
method. An advertisement about the location and time of walk in interview is given in the news
paper. Candidates require to directly appearing for the interview and have to bring a copy of their
C.V. with them. This method is very popular among B.P.O and call centers.

43
ADVANTAGES OF EXTERNAL RECRUITMENT:

1. There is influx of new talent in the method.

2. The method encourages more and more competition.
3. There is lesser chance of partiality through this method.
4. If options like campus recruitment have been exercised we get a chance to
employee fresh graduates, thus increasing employment.

DISADVANTAGES OF EXTERNAL RECRUITMENT:

1. The method is costly because it involves recruitment cost, selection, training cost.
2. The method is time consuming.
3. The method reduces loyalty to the company.

DEFINE SELECTION:
Selection can be defined as process of choosing the right person for the right job from a
pool of different candidates who applied for a certain job.

PROCESS OF SELECTION:
The process of selection is not the same in all organizations; it can be different in many
organizations depending upon the nature of that organization. However, one particular type of
selection is approved by most organizations; it can be explain with the help of following
diagram:

44
1. Job Analysis:
The very first step in the selection procedure is the job analysis. The HR department
prepares the job description and specification for the jobs which are vacant. This gives details for
the jobs which are vacant. This gives details about the name of the job, qualification, qualities
required and work conditions etc.

2. Advertisement:
Based on the information collected in step 1, the HR department prepares an
advertisement and publishes it in a leading news papers. The advertisement conveys details about
the last date for application, the address to which the application must be sent etc.

3. Application Blank/Form:
Application blank is the application form to be filled by the candidate when he applies
for a job in the company. The application blank collects information consisting of the following
four parts:

45
 1. Personal details
2. Educational details
3. Work experience
4. Family background

4. Written Test:
The applications which have been received are screened by the HR department and those
applications which are incomplete are rejected. The other candidates are called for the written
test. Arrangement for the written test is looked after the HR department i.e. question papers,
answer papers, examination centers and hall tickets etc.

5. Interview:
Candidates who have successfully cleared the test are called for an interview. The entire
responsibility for conducting the interview lies with the HR department i.e. they look after the
panel of interviewers, refreshments, informing candidates etc.

6. Medical Examination:
The candidates who have successfully cleared the interview are asked to take a medical
exam. This medical exam may be conducted by the organization itself (army). The organization
may have a tie up with the hospital or the candidate may be asked to get a certificate from his
family doctor.

7. Initial Job Offer:

Candidates who successfully clear the medical exam are given an initial job offer by the
company stating the details regarding salary, terms of employment, employment bond if any etc.
The candidate is given some time to think over the offer and to accept or reject.

8. Acceptance:
Candidates who are happy with the offer send their acceptance within a specified time
limit to show that they are ready to work with the company.

46
9. Letter of Appointment:
Candidates who send their acceptance are given the letter of appointment. The letter will
state the name of the job. The salary and other benefits, number of medical leaves and casual
leaves, details of employment bond if any etc. It will also state the date on which the employee is
required to start duty in the company.

10. Induction:
On the date of joining the employee is introduced to the company and other employees
through am elaborate induction program.

TYPES OF SELECTION TEST:

Different selection test are adopted by different organization depending upon their
requirements. These tests are specialized test which have been scientifically tested and hence
they are also known as scientific test. Different types of test can be explained with the help of
following dia.

47
KEY FACTORS OF SELECTION PROCESS IN AN ORGANIZATION:
After identifying the sources of human resources, searching for prospective employees
and stimulating them to apply for jobs in an organization. This may be either through
advertisements, agencies or direct references from the existing employees of the organization.
The next action to be taken shall be the management has to perform the function of selecting the
right employees at the right time.
The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidates‟ specifications are matched with the job
specifications and requirements. The selection procedure cannot be effective until and unless,
1. Requirement of the job to be filled, have been clearly specified
2. Employee specifications (physical, mental, social, and behavioral, etc) have been
clearly formulated.
3. Candidates for screening have been attracted. Thus, the development of job analysis,
human resources planning and recruitment are necessary prerequisites to the selection
process. A breakdown in any of these processes can make even the best selection system
ineffective.

ESSENTIALS OF SELECTION PROCEDURE:

The selection process can be successful if the following requirements are satisfied:
1. Someone should have the authority to select. This authority comes from the employment
requisition, as developed by an analysis of the work-load and work-force.
2. There must be some standard of personnel with which a prospective employee may be
compared, i.e. a comprehensive job description and job specification should be available
beforehand.
3. There must be a sufficient number of applicants from whom the required number of
employees may be selected.

SIGNIFICANCE OF SELECTION PROCESS:

Selection of personnel for an organization is a crucial, complex and continuing function.
The ability of an organization to attain its goals effectively and to develop in a dynamic

48
environment largely depends upon the effectiveness of its selection programs. In a situation
where the right person is not selected, the remaining functions of personnel management,
employee-employer relations will not be effective. If the right person is selected, he/she is a
valuable asset to the organization and if faulty selection is made, the employee will become a
liability to the organization.

USING SELECTION CONSULTANTS:

Some private agencies/consultants in India perform the function of recruitment and
selection so as to enable the organizations to concentrate on their main functions. They advertise,
conduct tests and interview and provide a short list. Some companies have started using the
services of these agencies as they provide expertise and reduce work load. The organization has
to take these following factors into consideration in selecting an agency or a consultant:

1. Reputation, effectiveness, sincerity and punctuality of the organization.

2. Advertisement copy, design and media plans of various agencies;
3. Amount of fee, payment period and mode;
4. Objectivity, fair and justice in selection;
5. Selection techniques to be adopted, particularly psychological tests, interview methods
etc,
6. Competence of the human resources of the agency/consulting firm

The company has to do the following in case of using an agency or a consultant.

(a) Briefing the agency about the requirements, terms and conditions and employment;
(b) Providing job and employee specifications and helping the consultant in modifying
them;
(c) Checking and reviewing the draft of the advertisement.
(d) Ensuring that all arrangements are made for conducting test and interview.

ORGANIZATIONAL RELATIONSHIPS:
The manner in which tasks and responsibilities for accepting or rejecting candidates must
be finalized before designing a selection procedure. This should be shared by line and staff

49
executives. The personnel department should eliminate all unsuccessful candidates, so that the
time of the line executives need not be spent on such people. Secondly, candidates who can meet
job requirements should be made available promptly. Line executive is ultimately vested with the
authority either to accept or to reject a candidate. However, the personnel officer has a duty to
see that the right candidates are selected and placement is done wisely. If he is not satisfied in
this regard, he should give his views to the superior and should avoid involving himself in
argument with departmental head on methods of selection

FACTORS AFFECTING SELECTION DECISIONS:

The goal of selection is to sort out or eliminate those judged unqualified to meet the job
and organizational requirements, whereas the goal of recruitment is to create a large pool of
persons available and willing to work. Thus, it is said that recruitment tends to be positive while
selection tends to be some what negative.
A number of factors affect the selection decision of candidates. The important among
them are:

(A) Profile Matching.

(B) Organizational and Social Environment.
(C) Successive Hurdles.
(D) Multiple Correlations

Profile Matching:
Tentative decision regarding the selection of candidates (who are known) is taken in
advance. The scores secured by these known candidates in various tests are taken as a standard to
decide the success or failure of other candidates at each stage. Normally, the decision about the
known candidates is taken at interview stage. Possible care is also taken to match the candidate
bio-data with the job specifications.

50
Organizational and Social Environment:
Some candidates, who are eminently suitable for the job, may fail as successful
employees due to varying organizational and social environment. Hence, candidates’
specifications must match with not only job specifications but also with organizational and social
environmental requirements.

Successive Hurdles:
In this method hurdles are created at every stage of selection process. Therefore,
applicants must successfully pass each and every screening device in case of successive hurdles.

Multiple Correlations:
Multiple correlations is based on the assumption that a deficiency in one factor can be
counter-balanced by an excess amount of another. The composite test score index is taken into
accounting the selection tests. Hence, for broader line cases multiple correlation method is useful
and for other successive hurdles method is useful.

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

Both recruitment and selection are the two phases of the employment process. The
differences between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulating them
to apply for jobs in the organization WHEREAS selection involves the series of steps by which
the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the
selection of best candidates for the organization, by attracting more and more employees to apply
in the organization WHEREAS the basic purpose of selection process is to choose the right
candidate to fill the various positions in the organization.

51
3. Recruitment is a positive process i.e. encouraging more and more employees to apply. Where
as selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources

Whereas selection is concerned with selecting the most suitable candidate through vari

5.There is no contract of recruitment established in recruitment Whereas selection results in a

contract of service between the employer and the selected employees

52
 CHAPTER-4

DATA ANALYSIS AND INTREPRETATION

 Analysis and Interpretation

1. When does company recruit the candidate?

a) Based on need b) Based on vacancy c) Based on transfer

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Based on need 55 69%

2 Based on vacancy 15 19%

3 Based on transfer 10 12%

Total 80 100%

GRAPH:

Bsed on need based on vacancy based on transfer

12%

19%

69%

INTERPRETATION:

The respondents feel that Maximum number of employees (69%) are recruited on the basis
of need , remaining are recruited based on vacancy in an organization and transfer held
with the employees

53
 2. Through what means does company most of the time recruit the candidates?

a) Wilkins b) Through consultancy c) Through reference

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Walk-ins 36 45%

2 Through 34 42%
Consultancy

3 Through 10 13%
Transfer

Total 80 100%

GRAPH:

walkins through consultancy through reference

13%

45%

42%

INTERPRETATION:

It is known that maximum chances of recruitment in Varun Motors is done by

walk-ins and through consultancy.

54
 3. According to you does company use all the recruitment strategies effectively?
a) Always b) Often c) Sometimes d) Rarely e) Never

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Always 24 30%

2 Often 20 24%

3 Sometimes 36 46%

4 Rarely 0 0

5 Never 0 0

Total 80 100%

GRAPH:

0% 0%

Always
30%
often
46%
sometimes
rarely

24% Never

INTERPRETATION:

It depicts that 30% the respondent are of the view that the company effectively use
recruitment strategies, and no percentages of the respondent states that the company never
use recruitment strategies effectively in an organization

55
 4. Whenever company does internal recruitment, are the vacancies declared publically?
a) Always b) Often c) Sometimes d) Rarely e) Never

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Always 24 30%

2 Often 19 24%

3 Sometimes 37 46%

4 Rarely 0 0

5 Never 0 0

Total 80 100%

GRAPH:

0% 0%

30%
Always
often
46%
sometimes
rarely
Never

24%

INTERPRETATION:

It is inferred that 46% of the respondents says, the company sometimes declares publically
the vacancies but not always

56
 5. How do you feel about the recruitment strategies use by the company?
a) Excellent b) Very good c) Good d) Fare e) Poor

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Excellent 19 12%

2 Very good 11 14%

3 Good 20 26%

4 Fare 30 48%

5 Poor 0 0%

Total 80 100%

GRAPH:

0%

12%

14%
48%

excelent
Very good
26%
good
Fare
poor

INTERPRETATION:

As per the data collected , 48% of the respondents feel that the company uses fare recruitment
strategies for selecting skilled nad talented employees for the organisation

57
 6. How satisfied are you with the selection process?
a) Highly satisfied b) Satisfied c) Neutral/Undecided d) Dissatisfied
e) Highly dissatisfied

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Highly satisfied 4 15%

2 Satisfied 46 45%

3 Neutral/Undecided 24 31%

4 Dissatisfied 4 6%

5 Highly dissatisfied 2 3%

Total 80 100%

GRAPH:

3%

6% 15%
highly Satisfied
Satisfied
31% Neutral
dis saisfied
45% highly dis satisfied

INTERPRETATION:

Most of the respondents states that they are satisfied with the selection process in Varun
motors

58
 7. In your interview how many rounds did you face?
a) 2 rounds b) 3 rounds c) 4 rounds

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 2 rounds 53 70%

2 3 rounds 17 22%

3 4 rounds 10 8%

Total 80 100%

GRAPHS:

8%

22% 2 rounds
3 rounds
4rounds

70%

INTERPRETATION:

It has been founded that most of the respondents faces 2-rounds of interview in the
organization

59
 8. Were you been able to cope up with the rounds that you face to?
a) Yes b) No

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Yes 76 95%

2 no 4 5%

GRAPHS:

5%

yes
no

95%

INTERPRETATION:

From the above table it is inferred that 95 % of the respondents that they are able to cope up
with the rounds and 5 % of the respondents not able to cope up with the rounds in an
organization.

60
 9. What you feel about the selection rounds conducted by the company?
a) Easy b) Average c) Critical

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Easy 43 52

2 Average 24 31

3 critical 13 17

total 80 100%

GRAPH:

critical
17%

easy
average 52%
31%

INTERPRETATION:

From the above table, it is clear that 52 % of the respondents feel that selection rounds are
easy and remaining feels that the rounds conducted by the organization are Average and
critical.

61
 10. Among the below given tests in which are you comfortable with?
a) Aptitude test b) Personal interview c) Practical test.

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Aptitude test 8 11%

2 Personal interview 64 78%

3 Practical test. 8 11%

total 80 100%

GRAPH:

11% 11%

Apptitude test
personal interview
Practical test

78%

INTERPRETATION:

Maximum number of respondents (78%) feels that they are more comfortable with personal
interview rather than aptitude test and practical test.

62
 11. Which of the following rounds to you think that must be improved?
a) Aptitude test b) Technical round c) Personal interview
TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Aptitude test 23 29%

2 Technical round 39 49%

3 Personal interview 18 22%

Total 80 100%

GRAPH:

22%
29%

apptitude test
technical round
personal interview

49%

INTERPRETATION:

The organization only concentrates more on personal interview than the technical
round nad aptitude test. So,49% of the respondents feels that the Technical round
should be implemented for recruiting right employee for right job.

63
 12. During the recruitment and selection process does company describe in detail about the
job?
a) Always b) Often c) Sometimes d) Rarely e) Never

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Always 24 30%

2 Often 19 24%

3 Sometimes 37 46%

4 Rarely 0 0

5 Never 0 0

Total 80 100%

GRAPH:

0% 0%

Always
30%
often
46%
sometimes
rarely
Never
24%

INTERPRETATION:

The above table shows 30% of the respondents feels that the company always describes the
job profile in detail .and as per 46% of the respondents, it is only sometimes

64
 13. During the HR interview are all your needs and wants were taken into consideration?
a) Fully considered b) Partially considered c) Not at all

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Fully considered 36 45%

2 Partially considered 33 42%

3 Not at All 11 13%

Total 80 100%

GRAPH:

not at all
13%

fully considered
45%
partially
considered
42%

INTERPRETATION:

It is stated that 42% of respondents need and wants are partially considered in HR interview
and to maximum extent was fully considered.

65
 14. How comfortable are you with the terms and condition of offer or appointment letter?
a) Highly comfortable b) Uncomfortable c) Highly uncomfortable

S.NO ATTRIBUTES NO OF % OF
RESPONDENTS RESPONDENTS

1 Highly 48 60%
comfortable
2 Uncomfortable 20 25%

3 Highly 12 15%
uncomfortable
Total 80 100%

No of respondents
highly uncomfortable un comfortable highly un comfortable

15%

25%
60%

INTERPRETATION:

The above table shows that level of satisfaction of the respondent towards the terms and
condition undergone in the company. It inferred that 60% of the respondents are highly
comfortable with the terms and condition 25% and 15% of the respondents are
Uncomfortable and Highly Uncomfortable with terms and condition of appointment letter.

66
 15. Does offer or appointment letter fulfill your individual and personal goal?
a) Yes b) No

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Yes 41 51.25%

2 No 39 48.75%

Total 80 100%

GRAPH:

No of respondents

no
48.75% yes
51.25%

INTERPRETATION:

The above table shows whether the present offer letter is helpful in achieving the goals
of the company, it depicts that 51.25% of the respondents said that present offer letter is
helpful in letter chieving the goals and the remaining 48.75% of the respondent said that the
fails to fulfill the individual and personal goal.

67
 16. Does company make any reference check of candidates record?
a) Always b) Often c) Sometimes d) Rarely e) Never

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Always 24 30%

2 Often 20 25%

3 Sometimes 36 45%

4 Rarely 0 0

5 Never 0 0

Total 80 100%

GRAPH:

0% 0%

Always
30%
often
45%
sometimes
rarely
Never
25%

INTERPRETATION:

It is found that 30% of respondents feel that company goes for reference check always for
analyzing candidate’s records.

68
 17. What you feel about induction given to you after your selection?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Highly satisfied 12 15%

2 Satisfied 36 46%

3 Neutral 24 31%

4 Dissatisfied 6 8%

Total 80 100%

GRAPH:

dis satisfied highly

8% dissatisfied2
0%
highly
satisfied
15%

neutral
31%

satisfied
46%

INTERPRETATION:

The above table mentions that satisfaction level of induction training conducted by the
organization, it depicts that 46% of the respondent are satisfied with induction training
conducted by the company and 31% of the respondent are neutral with induction conducted
by the organization.

69
 18. Does company conduct any medical examination during the selection process?
a) Yes b) No

TABLE:

S.NO ATTRIBUTES NO OF RESPONDENTS % OF RESPONDENTS

1 Yes 68 85%

2 No 12 15%

Total 80 100%

GRAPH:

0% 0%
no
15%

yes
85%

INTERPRETATION:

The above table mentions that 85% of the respondents said “yes” for conducting of
medical examination and 15% of the respondents said “no” for that process

70
 19. Are you satisfied with initial job offer proposed to you before giving the offer letter?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied

f) Highly dissatisfied

TABLE:

S.NO ATTRIBUTES NO OF %OF

RESPONDENTS RESPONDENTS

1 Highly satisfied 14 3%

2 Satisfied 36 45%

3 Neutral 24 30%

4 Dissatisfied 4 5%

5 Highly dissatisfied 2 17%

Total 80 100%

GRAPH:

highly satisfied satisfied neutral dissatisfied highly dis satisfied

5% 3%

17%

30%

45%

INTERPRETATION:

The table depicts that 45% of the respondent are satisfied with initial job offer letter is
satisfied by the company and 3% of the respondent are highly dissatisfied with initial job
offer letter by the organization.

71
 20. Were you been given sufficient time for accepting or rejecting the job offer?

a) Yes b) No

TABLE:

Sono Attributes No of respondents % of respondents

1 Yes 68 85%

2 No 12 15%

GRAPH:

yes no

15%

85%

INTERPRETATION:

The above table shows that 85% of the respondents said “yes” and accepts that the company
provides sufficient time for accepting (or) rejecting the initial job offer and 15% of the
respondents said “no”.

72
CHAPTER-5
FINDINGS

SUGGESTIONS

CONCLUSION
 FINDINGS
 Majority of the respondents 69% are recruited based on need.
 45% of the respondents feel that the company recruits candidates from the walking’s.
 30% of the respondents feel that the company uses recruitment strategies effectively.
 Most of 46% of the respondents says that the company sometimes declares publically
the vacancies.
 48% of the respondent of the company feels that strategies for recruitment are fare
and 12% of the respondents feels it is excellent.
 Most 45% of the respondents are satisfied with the selection process.
 Majority of 70 % of the respondents are facing 2 rounds in their interview process.
 95 % of the respondents that they are able to cope up with the rounds.
 52 % of the respondents feel that selection rounds are easy.
 Most of the respondents say that 78 % of the respondents are comfortable with
personal interview.
 Most 49% of the respondents feel that technical round can be further improved.
 30 % of the respondents say that company always describes the job profile in detail.
 The study found that 45 % of the respondents responded that HR fully considered the
needs and wants.
 Most of the respondents are highly comfortable with the terms and condition of an
appointment letter.
 48.75% of the respondent said that the company fails to fulfill the individual and
personal goal.
 The study shows that the company sometimes do reference check as per 30% of the
respondents.
 Most 46 % of the respondents are satisfied with induction training conducted by the
company.
 Most 85% of the respondents said “yes” for conducting the medical examination.
 45% of the respondents are satisfied with initial job offer letter.
 Only 15% of the respondent says that “no” sufficient time was given for accepting or
rejecting the offer in the organization.

73
 SUGGESTIONS AND RECOMMENDATIONS

 It has been found that the company’s recruitment and selection process in terms of
personal interview, terms and conditions of the appointment letter and induction
training are highly comfortable from the employees’ point of view. Therefore it has
been suggested to the management to proceed with the same level of satisfaction in
the forth coming periods.
 It has been found that the company always goes for reference check on regular basis. .
This will increase the reputation of company in the external environment.
 The employees feel that duration allotted for accepting and rejecting the offer letter is
very short. Therefore, the employers are having enough time to accept or reject the
offer letter.
 The study reveals that the company recruits the candidates based on needs and mostly
they do internal recruitment. It has also been found that the company will never go for
campus pool. Therefore, the management may use other form of recruitment
strategies which includes consultancy, reputed college, advertisement for the vacancy,
etc. Through this the management can invite more qualitative candidates for their
recruitment process.
 It has been found the management has made mandatory of describing about job
profile in detail to the candidates at the time of recruitment. This strategy has been
found as attractive one among the employees of the organization. Thus, the
management may continue this strategy in future perspective.
 Few employees feel that they have faced nearly 4 rounds while majority of the
employees have faced only 2 rounds and it is also found that more importance is
given to the personal interview than other rounds. Therefore, it has been suggested to
the management to conduct common rounds for the candidates and equal importance
must be given to all the rounds. This will remove personal bias from the candidates.
 Only half of the employees feel that their wants and needs are considered during
HR/personal interview. Hence, the management may consider few valid needs and
wants of the employees if not all.

74
 CONCLUSION

This study is an outcome of the topic called “A Study on recruitment and selection procedure
adopted at“VARUN MOTORS PVT LTD”. The survey is carried out in the company called
“VARUN MOTORS PVT LTD”

Recruitment and selection are getting very much importance these days in the
organization. It is very critical thing to evaluate the human resources.

It is systematic procedure that involves many activities. The process includes the step
like HR planning attracting applicant and screening them. It is very important activity as it
provides right people in right place at right time. If suitable employees are selected which are
beneficial to the organization it is at safe side but if decision goes wrong it can be dangerous
to the organization. So it is an activity for which HR department gets very much importance.

The study has thrown an insight on the various factors responsible for recruitment and
selection process. It has exhibited many positive factors such as effective personal interview,
terms and condition of appointment letter, recruiting qualitative employees in their groups
and describing the job profile to the candidates during the recruitment with this positive
factor, the researcher concludes that the recruitment and selection process at “VARUN
MOTORS(P), Ltd” is good. But the suggestion such as extending the duration for accepting
and rejecting offer letter, using other sources of recruitment, regular reference check and
common rounds for all the employees can further make the process as excellent one.

75
 BIBLIOGRAPHY

REFERENCE BOOKS:

 C.R. KOTHARI “ Research Methodology – Methos & Techniques” ,Repro India

Limited, Delhi, Publishers- New Age International (P) Ltd., New Delhi

 GARETH ROBERTS “Recruitment and Selection” Publisher Chartered Institute of

Personnel & Development; 2nd edition (June 1, 2005)

 ISLAM MD SHAJEDUL, AHSAN MD ALI “Recruitment and Selection Process of

Prime Bank Limited”

 GARERH ROBERTS “Recruitment And Selection” Publisher Jaico Publishing House

(2007)

 PRAMILA RAO “Executive Recruitment and Selection Practices” Publisher VDM

Verlag, July 16, 2009

 MARGARET DALE “A Manager's Guide to Recruitment & Selection” Publisher Kogan

Page February 1, 2004

 ROBERT WOOD, TIM PAYNE, TIM WOOD “Competency- Based Recruitment and
Selection” Publisher John Wiley & Sons, 9 April 1998

 HILARY FELLOWS “Recruitment and Selection: A Competency Approach” Publisher

Emerald Group Publishing Limited, Vol. 48 Iss: 6, pp.49 – 50
WEBSITES:

 www.webcrawler.com
 https://docushare.sunderland.ac.uk
 www.docstoe.com
 www.gangesintl.com
 QUESTIONNAIRE

RECRUITMENT AND SELECTION PROCEDURES.

EMPLOYEE PERSONAL DETAILS:

Designation : Gender : Male /Femal

Age : a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45

Experience : a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8years

Qualification :

1. When does company recruit the candidate?

a) Based on need b) Based on vacancy c) Based on transfer

2. Through what means does company most of the time recruit the candidates?

a) Walk-in’s b) Through consultancy

d) Through reference e) Through online

3. According to you does company use all the recruitment strategies effectively?
a) Always b) Often c) Sometimes d) Rarely e) Never
4. Whenever company does internal recruitment, are the vacancies declared publically?
a) Always b) Often c) Sometimes d) Rarely e) Never
5. How do you feel about the recruitment strategies use by the company?
a) Excellent b) Very good c) Good d) Fare e) Poor
6. How satisfied are you with the s election process?
a) Highly satisfied b) Satisfied c) Neutral/Undecided e) Dissatisfied
f) Highly dissatisfied
7. In your interview how many rounds did you face?
a) 2 rounds b) 3 rounds c) 4 rounds
8. Were you been able to cope up with the rounds that you face to?
a) Yes b) No
9. What you feel about the selection rounds conducted by the company?
a) Easy b) Average c) Critical

10. Among the below given tests in which are you comfortable with?
a) Aptitude test b) Personal interview c) Practical test.

11. Which of the following rounds to you think that must be improved?
a) Aptitude test b) Technical round c) Personal interview
12. During the recruitment and selection process does company describe in detail about the
job?
a) Always b) Often c) Sometimes d) Rarely e) Never
13. During the HR interview are all your needs and wants were taken into consideration?
a) Fully considered b) Partially considered c) Not at all
14. How comfortable are you with the terms and condition of offer or appointment letter?
a) Highly comfortable b) Uncomfortable c) Highly uncomfortable
15. Does offer or appointment letter fulfill your individual and personal goal?
a) Yes b) No
16. Does company make any reference check of candidates record?
a) Always b) Often c) Sometimes d) Rarely e) Never
17. What you feel about induction given to you after your selection?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied

f) Highly dissatisfied

18. Does company conduct any medical examination during the selection process?
a) Yes b) No
19. Are you satisfied with initial job offer proposed to you before giving the offer letter?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied

f) Highly dissatisfied

20. Were you been given sufficient time for accepting or rejecting the job offer?
a) Yes b) No