INDEX

Sr. No TOPICS PAGE.NO

1. History of the company
2. Introduction of the project
3. Recruitment
4. Definition
5. Purposes and importance
6. Factors affecting recruitment
7. Sources of recruitment
7.1 Methods of internal source
7.2 Advantages of internal source
7.3 Disadvantages of internal source
7.4 Methods of external source
7.5 Advantages of external source
7.6 Disadvantages of external source
7.7 Suitability of external source of
recruitment
8. Recruitment vs selection
9. Hiring philosophy in Mahindra and
Mahindra company
10. selection
11. Definition
12. Purpose of selection
13. Process of selection
14. Steps in selection process
15. Barriers to effective selection process
16. Importance of recruitment and selection
in an organization
17. Selection process in Mahindra and
 Mahindra company
18. Finding and analysis
19. Mission and vision of Mahindra and
Mahindra company
20. Questions asked to candidates in
interview
21. SWOT analysis of Mahindra and
Mahindra company
22. conclusion
 HISTORY OF COMPANY
Mahindra & Mahindra was founded as a steel trading company on October 2, 1945
in Ludhiana as Mahindra & Muhammed by brothers Kailash Chandra Mahindra
and Jagdish Chandra Mahindra along with Malik Ghulam Muhammad.Anand
Mahindra, the present Chairman of Mahindra Group is the grandson of Jagdish
Chandra Mahindra. After India gained independence and Pakistan was formed,
Muhammad emigrated to Pakistan. Muhammad acquired Pakistani citizenship and
settled in Lahore, and in 1948 become Pakistan's first finance minister. Thereafter,
the company changed its name to Mahindra & Mahindra in 1948. It eventually saw a business
opportunity in expanding into manufacturing and selling larger MUVs, starting with the assembly under licence of the
Willys Jeep in
India. Soon established as the Jeep manufacturers of India, the company later
commenced manufacturing light commercial vehicles (LCVs) and agricultural
tractors.

Mahindra CL 550 MDI, with design licensed from Jeep

Over the past few years, the company has taken interest in new industries and in
foreign markets. They entered the two-wheeler industry by taking over Kinetic
Motors in India. M&M also has a controlling stake in the REVA Electric Car Company and acquired
South Korea's SsangYong Motor Company in 2011. In 2010–11 M&M entered in micro drip
irrigation with the takeover of EPC Industries Ltd in Nashik.
In October 2014, Mahindra and Mahindra acquired a 51% controlling stake in
Peugeot Motocycles and acquired a 100% controlling stake in October 2019.
In December 2015, Mahindra and Mahindra Ltd and affiliate Tech Mahindra Ltd,
through a special purpose vehicle (SPV), have agreed to buy a 76.06% stake in
Italian car designer Pininfarina SpA, for €25.3 million (around Rs.186.7 crore).
In January 2017, Mahindra and Mahindra Ltd (M&M) acquired a 75.1 equity stake
in Hisarlar Makina Sanayi ve Ticaret Anonym Şirketi (Hisarlar), a farm equipment
company, marking its entry into Turkey.
In September 2017 Mahindra and Mahindra Ltd acquired Erkunt Traktor Sanayii
AS, a Turkish tractor maker and its foundry business for ₹800 crore

Military defence

Mahindra Axe
The company has built and assembled military vehicles, commencing in 1947 with
the importation of the Willys Jeep that had been widely used in World War II. Its line
of military vehicles include the
Axe. It also maintains a joint venture with BAE Systems,
Defence Land Systems India.

Energy
Mahindra & Mahindra entered the energy sector in 2002, in response to growing
demands for increased electric power in India.
Since then, more than 150,000 Mahindra Powerol engines and Diesel generator
sets (gensets) have been installed in India. The inverters, batteries, and gensets are
manufactured at three facilities in Pune (Maharashtra), Chennai (Tamil Nadu), and
Delhi; and 160 service points across India offer continuous support to most key
markets. Power is present in countries across Latin America, Africa, the Middle
East, and Southeast Asia—and expanding into the United Arab Emirates,
Bangladesh, and Nepal. Mahindra Powerol's energy services consist mostly of power leasing and telecom infrastructure
management. In 2006, it became a major market leader in the telecom segment (and in 2011, its market share passed 45 percent).

Mahindra Cleantech Ltd focuses in eco-friendly, or "green" power. In response to

growing acceptance of solar power, it formed a subsidiary, Mahindra Solar, in
2010 to offer a range of solar systems, both off grid and on grid, alongside
Engineering, Procurement, and Construction (EPC).
Mahindra EPC is the engineering procurement and construction arm of the
Mahindra group. A portfolio company under the Cleantech arm of Mahindra
Partners, they offer solar systems spanning On-Grid, EPC (Engineering,
Procurement and Construction) and Off-Grid products. The company commenced
its operations in the year 2011 and has commissioned over 60 MW worth of Solar
PV projects.
Meanwhile, its off-grid products include power packs and rooftop setups for
business organizations and public institutions alongside rural electrification
through lanterns and home and street lighting systems. The company works closely
with Mahindra's farm equipment division to offer lighting products to some of the
more rural areas in India. It also works with Mahindra Powerol to offer solar power
backup to telecom sites in India. In 2011, Mahindra Solar received a CRISIL rating
of SP1A in 2011, the highest rating for any solar photovaltaic off-grid company.
Farm equipment
Main article: Mahindra Tractors
Mahindra began manufacturing tractors for the Indian market during the early '60s.
It is the top tractor company in the world (by volume) with annual sales totaling
more than 200,000 tractors. Since its inception, the company has sold over 2.1
million tractors. Mahindra & Mahindra's farm equipment division (Mahindra Tractors) has over 1,000
dealers servicing approx. 1.45 million customers.
Mahindra tractors are available in 40 countries, including India, the United States,
China, Australia, New Zealand, Africa (Nigeria, Mali, Chad, Gambia, Angola,
Sudan, Ghana, and Morocco), Latin America (Chile, Argentina, Brazil, Venezuela,
Central America, and the Caribbean), South Asia (Sri Lanka, Bangladesh, and
Nepal), the Middle East (Iran and Syria) and Eastern Europe (Serbia, Turkey, and
Macedonia. Mahindra Tractors manufactures its products at four plants in India, two in Mainland China, three in
the United States, and one in Australia. It has three major subsidiaries: Mahindra
USA, Mahindra (China) Tractor Company, and Mahindra Yueda (Yancheng)
Tractor Company (a joint venture with the Jiangsu Yueda Group.

Mahindra Arjun 605 DI tractor with trailer

In 2003, the Farm Equipment Sector of Mahindra & Mahindra won the Deming
Application Prize and in 2007 it received the Japan Quality Medal for
implementing Total Quality Management in its entire business operations. The company
has garnered the highest customer satisfaction index (CSI) in the industry at 88 percent. It earned a 2008 Golden Peacock Award in the

Innovative Product/Services category for its in-house development of a load car. In its 2009 survey of Asia's 200 most admired and innovative

companies, the Wall Street Journal named Mahindra & Mahindra one of the 10 most innovative Indian companies.

In addition to tractors, Mahindra sells other farm equipment. It has expanded its
product-line to include farm-support services via Mahindra AppliTrac (farm
mechanisation products), Mahindra ShubhLabh (seeds, crop protection, and market
linkages and distribution), and the Samriddhi Initiative (farm counselling and
information services).
The Mahindra Automotive and Farm Equipment Sectors (AFS), is one of the
largest contributors to the Mahindra Group revenue and includes 27 businesses, 18
subsidiaries and 9 companies.
The Automotive business accounts for about 48% of India's utility vehicle market
share and is the number two CV player in India. The business has a presence in
almost every segment of the automobile industry with SUVs, luxury UVs, sedans,
pick-ups, light, medium and heavy commercial vehicles to three-wheelers. Their
customer base spans rural and urban India.
The Farm Equipment department also provides irrigation, fertilization, seeds
through varied agriculture and allied businesses

INTRODUCTION OF PROJECT
The human resource management are the most important assets of an organization.
The success or failure of an organization is largely dependent on the caliber of the
people working therein. Without positive and creative contributions from people,
organization cannot progress and prosper. In order to achieve the goals or the
activities of an organization, therefore, they need tp recruit people with requisite
skills, qualifications and experience. While doing so, they have to keep the present
as well as the failure requirements of the organizations in mind.

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

RECRUITMENT
Recruitment is the process that helps in taking decision whether the applicants are
suitable for the fill the vacancy or not. It is clearly in the interest both the
organization as well as applicants. The efficient process of recruitment may be
helpful to describe-
 A) What resources you want?
B) What resources are available?
C) Where and how can they be found?

Recruitment is a ‘linking function’ joining together those with jobs to fill and those
seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers
and employer with a view to encourage the former to apply for a job with the latter.

DEFINITIONS
“Recruitment is the process of searching for prospective employees and
encouraging them to apply for jobs in an organization.”
OR
“Recruitment is a process to discover the source of manpower to meet recruitment
of the staffing schedule and to employ effective measures in adequate number to
facilitate effective selection of a working force.”

PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job
candidates, Specifically, the purposes are to:
 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.
 Develop an organizational culture that attracts competent people to the
company.
 Search or hunt/head pouch people whose skills fit the company’s values.
 Devise methodologies for assessing psychological traits.
 Search for talent globally and not just within the company.
 Anticipate and find people for positions that do not exist yet.
 Increase organizational and individual effectiveness in the short term and
long term
 Evaluate the effectiveness of various recruiting techniques and sources for
all types of job applicants.

FACTORS AFFECTING RECRUITMENT

Recruitment is an important function of the Human Resource Management in an
organization, and it is governed by a mixture of various factors. Proactive HR
Professionals should understand these factors influencing the recruitment and take
necessary actions for the betterment of the organization.
When the market condition changes, the organization also needs to monitor these
changes and discover how it affects the resources and analyze these functions for
making recruitment an effective process.
The following are the two important factors affecting Recruitment:
Internal Factors
Organizations have control over the internal factors that affect their recruitment
functions. The internal factors are −
 Size of organization
 Recruiting policy
 Image of organization
 Image of job
Size of Organization
The size of the organization is one of the most important factors affecting the
recruitment process. To expand the business, recruitment planning is mandatory
for hiring more resources, which will be handling the future operations.
Recruiting Policy
Recruitment policy of an organization, i.e., hiring from internal or external sources
of organization is also a factor, which affects the recruitment process. It specifies
the objectives of the recruitment and provides a framework for the implementation
of recruitment programs.
Image of Organization
Organizations having a good positive image in the market can easily attract
competent resources. Maintaining good public relations, providing public services,
etc., definitely helps an organization in enhancing its reputation in the market, and
thereby attract the best possible resources.

Image of Job
Just like the image of organization, the image of a job plays a critical role in
recruitment. Jobs having a positive image in terms of better remuneration,
promotions, recognition, good work environment with career development
opportunities are considered to be the characteristics to attract qualified candidates.
External Factors
External factors are those that cannot be controlled by an organization. The
external factors that affect the recruitment process include the following −
 Demographic factors − Demographic factors are related to the attributes of
potential employees such as their age, religion, literacy level, gender,
occupation, economic status, etc.
 Labor market − Labor market controls the demand and supply of labor. For
example, if the supply of people having a specific skill is less than the
demand, then the hiring will need more efforts. On the other hand, if the
demand is less than the supply, the hiring will be relative easier.
 Unemployment rate − If the unemployment rate is high in a specific area,
hiring of resources will be simple and easier, as the number of applicants is
very high. In contrast, if the unemployment rate is low, then recruiting tends
to be very difficult due to less number of resources.
 Labor laws − Labor laws reflect the social and political environment of a
market, which are created by the central and state governments. These laws
dictate the compensation, working environment, safety and health
regulations, etc., for different types of employments. As the government
changes, the laws too change.
 Legal considerations − Job reservations for different castes such as STs,
SCs, OBCs are best examples of legal considerations. These considerations,
passed by government, will have a positive or negative impact on the
recruitment policies of the organizations.
 Competitors − When organizations in the same industry are competing for
the best qualified resources, there is a need to analyze the competition and
offer the resources packages that are best in terms of industry standards.

SOURCES OF RECRUITMENT
Sources of Recruitment of Employees: Internal and External Sources (with its
Advantages and Disadvantages)

The searching of suitable candidates and informing them about the openings in the
enterprise is the most important aspect of recruitment process.

The candidates may be available inside or outside the organisation. Basically, there
are two sources of recruitment i.e., internal and external sources.

(A) Internal Sources:

Best employees can be found within the organisation… When a vacancy arises in
the organisation, it may be given to an employee who is already on the pay-roll.
Internal sources include promotion, transfer and in certain cases demotion. When a
higher post is given to a deserving employee, it motivates all other employees of
the organisation to work hard. The employees can be informed of such a vacancy
by internal advertisement.
7.1 Methods of Internal Sources:
The Internal Sources Are Given Below:

1. Transfers:

Transfer involves shifting of persons from present jobs to other similar jobs. These
do not involve any change in rank, responsibility or prestige. The numbers of
persons do not increase with transfers.

2. Promotions:

Promotions refer to shifting of persons to positions carrying better prestige, higher

responsibilities and more pay. The higher positions falling vacant may be filled up
from within the organisation. A promotion does not increase the number of persons
in the organisation.

A person going to get a higher position will vacate his present position. Promotion
will motivate employees to improve their performance so that they can also get
promotion.

3. Present Employees:

The present employees of a concern are informed about likely vacant positions.
The employees recommend their relations or persons intimately known to them.
Management is relieved of looking out prospective candidates.

The persons recommended by the employees may be generally suitable for the jobs
because they know the requirements of various positions. The existing employees
take full responsibility of those recommended by them and also ensure of their
proper behaviour and performance.
7.2 Advantages of Internal Sources:
The Following are The Advantages of Internal Sources:

1. Improves morale:

When an employee from inside the organisation is given the higher post, it helps in
increasing the morale of all employees. Generally every employee expects
promotion to a higher post carrying more status and pay (if he fulfills the other
requirements).

2. No Error in Selection:

When an employee is selected from inside, there is a least possibility of errors in

selection since every company maintains complete record of its employees and can
judge them in a better manner.

3. Promotes Loyalty:

It promotes loyalty among the employees as they feel secured on account of

chances of advancement.

4. No Hasty Decision:

The chances of hasty decisions are completely eliminated as the existing

employees are well tried and can be relied upon.

5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and policies of
the organisation. The existing employees require little training and it brings
economy in training costs.
6. Self-Development:

It encourages self-development among the employees as they can look forward to

occupy higher posts.
7.3 Disadvantages of Internal Sources:
(i) It discourages capable persons from outside to join the concern.

(ii) It is possible that the requisite number of persons possessing qualifications for
the vacant posts may not be available in the organisation.

ADVERTISEMENTS:

(iii) For posts requiring innovations and creative thinking, this method of
recruitment cannot be followed.

(iv) If only seniority is the criterion for promotion, then the person filling the
vacant post may not be really capable.

Inspite of the disadvantages, it is frequently used as a source of recruitment for

lower positions. It may lead to nepotism and favouritism. The employees may be
employed on the basis of their recommendation and not suitability.
(B) External Sources:
All organisations have to use external sources for recruitment to higher positions
when existing employees are not suitable. More persons are needed when
expansions are undertaken.

7.4 Methods of External Sources:

The external sources are discussed below:

1. Advertisement:
It is a method of recruitment frequently used for skilled workers, clerical and
higher staff. Advertisement can be given in newspapers and professional journals.
These advertisements attract applicants in large number of highly variable quality.

Preparing good advertisement is a specialised task. If a company wants to conceal

its name, a ‘blind advertisement’ may be given asking the applicants to apply to
Post Bag or Box Number or to some advertising agency.

2. Employment Exchanges:

Employment exchanges in India are run by the Government. For unskilled, semi-
skilled, skilled, clerical posts etc., it is often used as a source of recruitment. In
certain cases it has been made obligatory for the business concerns to notify their
vacancies to the employment exchange. In the past, employers used to turn to these
agencies only as a last resort. The job-seekers and job-givers are brought into
contact by the employment exchanges.

3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs (i.e. placement)
which require technical or professional qualification has become a common
practice. A close liaison between the company and educational institutions helps in
getting suitable candidates. The students are spotted during the course of their
studies. Junior level executives or managerial trainees may be recruited in this
way.

4. Recommendation of Existing Employees:

The present employees know both the company and the candidate being
recommended. Hence some companies encourage their existing employees to
assist them in getting applications from persons who are known to them.
In certain cases rewards may also be given if candidates recommended by them are
actually selected by the company. If recommendation leads to favouritism, it will
impair the morale of employees.

5. Factory Gates:

Certain workers present themselves at the factory gate every day for employment.
This method of recruitment is very popular in India for unskilled or semi-skilled
labour. The desirable candidates are selected by the first line supervisors. The
major disadvantage of this system is that the person selected may not be suitable
for the vacancy.

6. Casual Callers:

Those personnel who casually come to the company for employment may also be
considered for the vacant post. It is most economical method of recruitment. In the
advanced countries, this method of recruitment is very popular.

7. Central Application File:

A file of past applicants who were not selected earlier may be maintained. In order
to keep the file alive, applications in the files must be checked at periodical
intervals.

8. Labour Unions:

In certain occupations like construction, hotels, maritime industry etc., (i.e.,

industries where there is instability of employment) all recruits usually come from
unions. It is advantageous from the management point of view because it saves
expenses of recruitment. However, in other industries, unions may be asked to
recommend candidates either as a goodwill gesture or as a courtesy towards the
union.
9. Labour Contractors:

This method of recruitment is still prevalent in India for hiring unskilled and semi-
skilled workers in brick klin industry. The contractors keep themselves in touch
with the labour and bring the workers at the places where they are required. They
get commission for the number of persons supplied by them.

10. Former Employees:

In case employees have been laid off or have left the factory at their own, they may
be taken back if they are interested in joining the concern (provided their record is
good).

11. Other Sources:

Apart from these major sources of external recruitment, there are certain other
sources which are exploited by companies from time to time. These include special
lectures delivered by recruiter in different institutions, though apparently these
lectures do not pertain to recruitment directly.

Then there are video films which are sent to various concerns and institutions so as
to show the history and development of the company. These films present the story
of company to various audiences, thus creating interest in them.

Various firms organise trade shows which attract many prospective employees.
Many a time advertisements may be made for a special class of work force (say
married ladies) who worked prior to their marriage.

These ladies can also prove to be very good source of work force. Similarly there
is the labour market consisting of physically handicapped. Visits to other
companies also help in finding new sources of recruitment.
7.5 Advantages of External Sources:
1. Availability of Suitable Persons:

Internal sources, sometimes, may not be able to supply suitable persons from
within. External sources do give a wide choice to the management. A large number
of applicants may be willing to join the organisation. They will also be suitable as
per the requirements of skill, training and education.

2. Brings New Ideas:

The selection of persons from outside sources will have the benefit of new ideas.
The persons having experience in other concerns will be able to suggest new things
and methods. This will keep the organisation in a competitive position.

3. Economical:

This method of recruitment can prove to be economical because new employees

are already trained and experienced and do not require much training for the jobs.
7.6 Disadvantages of External Sources:
1. Demoralisation:

When new persons from outside join the organisation then present employees feel
demoralised because these positions should have gone to them. There can be a
heart burning among old employees. Some employees may even leave the
enterprise and go for better avenues in other concerns.

2. Lack of Co-Operation:

The old staff may not co-operate with the new employees because they feel that
their right has been snatched away by them. This problem will be acute especially
when persons for higher positions are recruited from outside.
3. Expensive:

The process of recruiting from outside is very expensive. It starts with inserting
costly advertisements in the media and then arranging written tests and conducting
interviews. In spite of all this if suitable persons are not available, then the whole
process will have to be repeated.

4. Problem of Maladjustment:

There may be a possibility that the new entrants have not been able to adjust in the
new environment. They may not temperamentally adjust with the new persons. In
such cases either the persons may leave themselves or management may have to
replace them. These things have adverse effect on the working of the organisation.

7.7 Suitability of External Sources of Recruitment:

External Sources of Recruitment are Suitable for The Following Reasons:

(i) The required qualities such as will, skill, talent, knowledge etc., are available
from external sources.

(ii) It can help in bringing new ideas, better techniques and improved methods to
the organisation.

(iii) The selection of candidates will be without preconceived notions or

reservations.

(iv) The cost of employees will be minimum because candidates selected in this
method will be placed in the minimum pay scale.

(v) The entry of new persons with varied experience and talent will help in human
resource mix.

(vi) The existing employees will also broaden their personality.

(vii) The entry of qualitative persons from outside will be in the long-run interest
of the organisation.

RECRUITMENT VS SELECTION
1) The recruitment he 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 e candidates are screened for choosing the
most suitable persons for vacant posts.
2) The basic purpose of recruitment 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.
3) Recruitment is a positive process I.e. encouraging more and more employees to
apply WHEREAS 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 candidates
through various interviews and tests.
5) There is no contract of recruitment established in recruitment WHEREAS
selection results in a contract of services between the employer and the selected
employee.

HIRING PHILOSOPHY IN MAHINDRA AND MAHINDRA

COMPANY
Achieving a leadership position in all its businesses is the belief that drives the
Mahindra Group. The hiring philosophy too is in line with this corporate vision.
 The goal is to attract the best talent for the job either from within the Group or
from outside.

With professionalism as one of the Group's core values, it would look for a
proper fit and also domain expertise. The Group strives to tap talent through
diverse innovative approaches and aims to reach out to the best people for the
job. The Group also looks for core values like good corporate citizenship,
customer first, quality focus and dignity of the individual in potential
candidates.

The Mahindra Group is co-creating a culture that offers the freedom to operate
without fear. As the Group is rapidly growing, there are great opportunities for
career advancement.

The Group's hiring decisions favour individuals who demonstrate well-reasoned

risk taking, accept no limits and have an innovative mind set. We believe that
these qualities contribute to a performance driven work culture.

SELECTION
Finding the interested candidates who have submitted their profiles for a particular
job is the process of recruitment, and choosing the best and most suitable
candidates among them is the process of selection. It results in elimination of
unsuitable candidates. It follows scientific techniques for the appropriate choice of
a person for the job.

The recruitment process has a wide coverage as it collects the applications of

interested candidates, whereas the selection process narrows down the scope and
becomes specific when it selects the suitable candidates.

The selection process is quite lengthy and complex as it involves a series of steps
before making the final selection. The procedure of selection may vary from
industry to industry, company to company and even from department to
department. Every organization designs its selection process, keeping in mind the
urgency of hiring people and the prerequisites for the job vacancy.

DEFINITION
“The Selection is the process of choosing the most suitable candidate for the vacant
position in the organization. In other words, selection means weeding out
unsuitable applicants and selecting those individuals with prerequisite
qualifications and capabilities to fill the jobs in the organization.”

Most often, the selection and recruitment are used interchangeably but however
both have different scope. The former is a negative process that rejects as many
unqualified applicants as possible so as to hire the right candidate while the latter is
a positive process that attracts more and more candidates and stimulates them to
apply for the jobs.

PURPOSE OF SELECTION
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 mismatched 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 ‘hot news’ and juicy bits of negative information about
the company, causing incalculable harm to the company in the long run.
Effective election, therefore, demands constant monitoring of the ‘fit’ between
people the job.

PROCESS OF SELECTION
1. Preliminary Interview: The preliminary interview is also called as a
screening interview wherein those candidates are eliminated from the further
selection process who do not meet the minimum eligibility criteria as
required by the organization.
2. Here, the individuals are checked for their academic qualifications, skill sets,
family backgrounds and their interest in working with the firm. The
preliminary interview is less formal and is basically done to weed out the
unsuitable candidates very much before proceeding with a full-fledged
selection process.
3. Receiving Applications: Once the individual qualifies the preliminary
interview he is required to fill in the application form in the prescribed
format. This application contains the candidate data such as age,
qualification, experience, etc. This information helps the interviewer to get
the fair idea about the candidate and formulate questions to get more
information about him.
4. Screening Applications: Once the applications are received, these are
screened by the screening committee, who then prepare a list of those
applicants whom they find suitable for the interviews. The shortlisting
criteria could be the age, sex, qualification, experience of an individual.
Once the list is prepared, the qualified candidates are called for the interview
either through a registered mail or e-mails.
5. Employment Tests: In order to check the mental ability and skill set of an
individual, several tests are conducted. Such as intelligence tests, aptitude
tests, interest tests, psychological tests, personality tests, etc. These tests are
conducted to judge the suitability of the candidate for the job.
6. Employment Interview: The one on one session with the candidate is
conducted to gain more insights about him. Here, the interviewer asks
questions from the applicant to discover more about him and to give him the
accurate picture of the kind of a job he is required to perform.
7. Also, the briefing of certain organizational policies is done, which is crucial
in the performance of the job. Through an interview, it is easier for the
employer to understand the candidate’s expectations from the job and also
his communication skills along with the confidence level can be checked at
this stage.
8. Checking References: The firms usually ask for the references from the
candidate to cross check the authenticity of the information provided by him.
These references could be from the education institute from where the
candidate has completed his studies or from his previous employment where
he was formerly engaged. These references are checked to know the conduct
and behavior of an individual and also his potential of learning new jobs.
9. Medical Examination: Here the physical and mental fitness of the
candidate are checked to ensure that he is capable of performing the job. In
some organizations, the medical examination is done at the very beginning
of the selection process while in some cases it is done after the final
selection.

Thus, this stage is not rigid and can take place anywhere in the process. The
medical examination is an important step in the selection process as it
helps in ascertaining the applicant’s physical ability to fulfill the job
requirements.
 10.Final Selection: Finally, the candidate who qualifies all the rounds of a
selection process is given the appointment letter to join the firm.
Thus, the selection is complex and a lengthy process as it involves several stages
than an individual has to qualify before getting finally selected for the job.
 STEPS IN SELECTION PROCESS
1. Application
The application phase in the selection process is sometimes seen as passive from
the hiring team side – you just wait for candidates to respond to your job ad.
However, applications can and should be selection tools, helping you sort
candidates as qualified or unqualified.
How can you do this? There are two options to get started: qualifying questions
and gamification.
Qualifying questions
If you’re using software to build your application forms, using qualifying questions
at the beginning of your selection process should be easy. You can add two or
three questions relevant to the position. The candidates must answer these
questions in order to apply. For example:
 Briefly describe your experience with Excel.
 What’s the difference between content marketing and journalism?
 Can you legally work in the UK?
Some of these questions could require simple yes/no answers with the wrong
answer automatically disqualifying a candidate – this is something that can also
easily be done via recruitment software. Of course, automatic disqualification
should be reserved only for absolute must-have skills. For example, if you’re
looking for a senior designer, a disqualifying question could be “Do you have 5+
years of design experience?”
Help candidates complete your applications
Of course, you want candidates who start completing your forms to actually go all
the way and submit their application. Yet, so many candidates abandon
applications because it takes too long to complete them or they’re too complicated.
To avoid this, here are a few things you can do to streamline this part of the
selection process:
 Keep qualifying questions to a minimum and make sure they don’t require
complex or long answers.
 Try applying to one of your open roles; that’s how you’ll be able to spot
glitches, hurdles or lengthy applications.
  Test your application forms’ (and careers page’s) mobile version. Many
people apply via mobile so it needs to work well.
To see whether there’s an issue with your application forms, you could also track
your application abandonment rate. Ideally, you’d like it to be close to 0%, so the
higher that number is, the more improvements your applications need.
Gamification
Gamifying your recruitment process isn’t a new trend, but with the progress of
technology, you can now use gamification tools more effectively in the selection
process. Especially in the application phase, consider asking less-experienced
candidates and those transitioning from different backgrounds to play online or
offline games.
The reasoning behind this is that candidates who are recent graduates, or have
made a career change, won’t have much relevant experience to showcase in their
resumes — despite being possibly the right fit for a job. This can be a problem
when you’re trying to evaluate them based on their application. By using gamified
assessment methods in the that stage, you can shortlist promising people and your
hiring team will have better chances of interviewing only a few truly qualified
candidates.
This also gives you an opportunity to diversify your applicant pool when you find
the majority of applicants that meet your required background come from a narrow
subset or demographic.
There are many options to insert gamification in your selection process; for
example, an online service like benchmark.games or coding challenges like
HackerRank could be useful.
2. Resume screening
Now that you have wrapped up the application phase of the employee selection
process, you have a collection of resumes or CVs to sift through and filter those
deemed suitable for a screening call. What you’ll need to do now is go through
resumes one by one, whether manually or software-assisted, and identify prime
candidates.
This is one of the most traditional employee selection methods to move candidates
to the next step by identifying and disqualifying those who don’t quite fit what
you’re looking for.
There may be hundreds – in some cases, thousands – of applicants for a single job.
There are numerous ways to filter resumes:
Background
This is a practical side of the selection process; you’re looking for the background
that qualifies a candidate for the position you want to fill. You’ll want to know if
they have the academic knowledge or professional expertise – or both – to perform
a job well.
For instance:
 If you’re looking to fill an accounting position, someone with an accounting
degree yet with little to no practical work experience might be suitable for a
junior-level position.
 If you’re looking for a bartender, someone who has already worked at
several reputable pubs or restaurants in your area may be a good fit.
 Or, if you’re looking to fill an editorial manager position, you want to know
they have the academic expertise that proves their advanced ability to think,
edit, and write for school assignments, coupled with a number of years in a
high-intensity media environment requiring decision-making on the fly.
You want to be careful not to stick to these parameters too rigidly; many qualified
candidates may not have the traditional background for this position. Learn about
how non-traditional candidates can bring as much to the table as their traditional
counterparts.
Resume layout
Even something as simple as the layout of a candidate’s resume can be an indicator
of how qualified they are for a position. The skill of organizing and presenting
information in a clear and concise way is on full display here.
Consider the following examples of how a resume’s layout can offer a quick
demonstration of a candidate’s skill set:
 If you’re looking to fill a creative position – such as graphics or web design
– the resume layout can be a powerful indicator of how well they can design.
 If you’re looking to fill a sales position, the manner in which they present a
resume can show you how they might be able to catch your client’s eye with
important, relevant information to convert them into buyers.
  If you’re looking for a marketing copywriter, the resume shows their ability
to describe things in a tight, concise and engaging manner.
Cover letter
Similarly to the resume, a candidate’s cover letter gives you an idea of who they
are and what they bring to the role. You’re looking for tightly and smartly written
language that clearly describes what they can bring to the position. Does the
candidate:
 Describe their skills and background in a relevant way to the position being
applied for?
 Show their knowledge of your company and its goals, and how they can
contribute?
 Write in a professional, error-free manner that reflects their ability to
communicate via email and other channels?
If this feels like a time-consuming affair, you’re probably right. There are
numerous AI tools within Workable’s software that enable you to speed up this
stage of the selection process.
3. Screening call
The screening call, or phone screen, is among the initial hiring stages where
recruiters shortlist applicants. The purpose of this call is to establish whether the
candidate is truly interested in the job and (at least) minimally qualified to do it
successfully. This way, only the best applicants will go to the next, stricter (and
more expensive) hiring stages, like assessments and in-person interviews, saving
your team time and money.
Schedule a phone screen
The email you’ll send to candidates to schedule a screening call is important; that’s
because it may very well be your very first communication with that candidate. So
this is your chance of setting the tone of your relationship with that candidate and,
who knows, future employee.
In this case, you need to be straightforward and positive, giving out a professional
outlook. Thank the candidate for applying to your open role and ask them if they’d
like to speak with you so you can get to know them and give them details about the
job. Keep it short and sweet.
Prepare well beforehand
Without being able to see candidates face to face and connect with them or assess
their body language, and with the added issues of occasional bad signal or
background noise, you might find screening calls difficult to navigate. The key is
to prepare thoroughly: know exactly what you’re looking for and what you want to
learn about each candidate, as well as what information you’d like to convey,
before you begin with the selection process.
 Write down your requirements. You probably already know the basic
qualifications you’re looking for, so make a list of basic ones you’d like to
check during the screening call. These might include “must be able to start
work within the month” or “they should want to relocate.” It might be useful
to give some thought on what you can be flexible on – for example, would
you be able to convert a full-time job to part-time or agree to flexible hours?
 Read candidate resumes. This is important for two reasons: you’ll show
candidates that you’re serious about their application, and you’ll be able to
spot discrepancies you can ask about. For example, if candidates have a
huge gap in their employment record, you might ask why that was.
 Make sure you can answer basic questions. Candidates will be evaluating
your company throughout the recruitment process, just like you’ll be
evaluating them. To persuade a good candidate to complete and assessment
or come in for an interview, you should pitch the position and your company
effectively. Do your homework about the role and refresh your knowledge
of the company’s mission.
Select the right questions
The questions you’ll ask should tell you whether the candidate is suitable and
interested in the role. So make sure you address both those points during the
screening call (without going into too much detail in terms of skills – reserve these
questions for later hiring stages.) Here are a few example questions:
 When could you start if you were offered the job?
 Would you be comfortable with 50% travel?
 How much money would you like to earn in this position?
 What did you find most interesting in the job description?
 What interests you about our company?
 Tell me about this two-year gap in your resume
 Why do you want to leave your current position?
Ask questions and listen carefully to the candidate. Determine whether their
attitude suits your company and whether their answers are satisfying. Watch out
for answers that may not sound genuine or contradictions with their resume or
application.
4. Assessment test
Once you’ve screened candidates and sorted them out into “promising”, “maybe”,
and “disqualified” groups, you want to look at the surviving candidates and further
assess their ability to do the job you’re looking to fill. These assessments can take
place in a multitude of forms in the selection process:
 An in-person audition for an acting position, a sales job where you request
the candidate to pitch you a product, or a kitchen position where you ask
them to cook something for you on the spot.
 A written or online test to test for aptitude, personality, intelligence, etc.
 A practical skills test to determine a candidate’s typing speed, data entry
capabilities, memory, etc.
It should be noted that personality- and culture-based assessment tests are often
debated as to their applicability in determining the success of a candidate in a
certain job – not everyone agrees that a Myers-Brigg assessment test is a good
thing, for instance.
However, practical skills assessments are a powerful tool to determine whether a
candidate is indeed able to do a job well as they’ve claimed in previous stages of
the employee selection process.
Check out our top 10 assessment tools for different focal areas, including
judgment, aptitude and coding skills. Also, learn about Workable’s own
assessment tools and integrations to best optimize this stage, as well as a selection
of “how-tos” for assessing a candidate’s skill sets for different common positions
within a company.
Navigate the assessment stage effectively
Timing is a consideration. You want to give candidates enough time to complete
the assessment – for instance, give them 3-5 business days to complete a short test.
Stay close to realistic goals that you might expect of them if they were working in
your company; don’t ask them to complete a complex project in a 24-hour span,
but don’t give them 20 days either.
Communication is key. Explain clearly to candidates the scope and purpose of the
assessment, so they understand fully why you’re doing it. You don’t want them
thinking you’re asking free work of them.
In many cases in this phase of the selection process, you aren’t just looking at a
candidate’s ability to do the task at hand; you’re also looking at the way they
communicate themselves leading up to, during, and after the assessment. You’ll
also want to look at the way they approach the assessment, especially when it
comes to creative projects such as in development and design which often require
some collaboration and planning.
A follow-up interview – separate from other interviews – dedicated to this
particular assessment can shed valuable insight on how candidates worked on the
project and their takeaways and learnings from it.
It’s important to note the many variables associated with an assessment. It’s not
necessarily enough that a candidate is able to perform the task with flying colors or
seemingly unlimited creativity. You’re looking at all the ways in which they’ve
gone into it; perhaps a junior developer has not completed a technical test perfectly
but demonstrated great intangibles in the “good” questions they’ve asked of you or
in their receptiveness to feedback and a willingness to grow and learn.
Or, perhaps a senior designer didn’t do exactly what was asked of them, but “bent
the rules” a little bit and turned out an even better product in the end; and what’s
more, they talked to you about their idea before going ahead and doing it.
5. In-person interviewing
You’re now deep in the selection process, having screened candidates, evaluated
their skills, assessed their abilities, and created a shortlist of the most qualified
people. It’s finally time to meet in person with those promising candidates and
determine who’s going to be your next hire.
A good interview will help you make better hiring decisions, as you will
objectively evaluate and compare candidates’ potential. But there’s more to do
than the actual interview. You need to prepare yourself and the entire hiring team
to make sure you ask all the right questions. More specifically, you should prepare:
 A list of job-related questions that assess how well candidates can
manage regular job duties. You can ask a mix of:
 Role-specific questions, to evaluate candidates’ knowledge and experience
 Soft skills questions, to identify candidates who are good not just on paper
 Situational questions, to learn how candidates would address different
scenarios and issues that may arise on the job
 Behavioral questions, to discover how candidates have previously handled
professional challenges
 Cultural fit questions that will help you pick these candidates who are
more likely to thrive in your work environment. For example, you could ask:
 Career goals questions, to find candidates whose professional goals align
with your business objectives
 Collaboration questions, to identify team players
 Adaptability questions, to learn which candidates are more flexible and will
have a smooth transition to their new role if hired
 Schedule interviews at least two or three business days in advance.
Surely, if you’ve found the perfect candidate or if you’re in a rush to close
an open role, you want to speed up the process. But, calling candidates to
ask them to meet on the same or next day could send the wrong message and
make you look desperate. Besides, candidates might be working elsewhere,
so they need to adjust their schedule. They also need some time to prepare
themselves for the interview (e.g. do some research on your company, take a
closer look at their assignment, etc.)
 Provide candidates all necessary information. This includes:
 the exact day and time of the interview, taking into consideration different
time zones if you’re interviewing remote candidates
 the address of your offices along with directions on how to get there (or,
instructions on how to log in to a video platform, in case of a video
interview)
 the names and roles of the interviewers
 the scope of the interview (e.g. “We’ll go over your assignment” or “You’ll
meet with the CEO”)
 the estimated duration of the interview
 Offer candidates a few alternative days for the interview. Busy schedules
and multiple interviews and interviewers can make the interview scheduling
process very complicated. To save time and avoid back-and-forth emails or
double-bookings, let candidates pick the most convenient day and time. You
could either share via email your availability (highlighting your preferred
three or four time slots) or share your entire calendar through a self-
scheduling tool.
Before the day of the interview, make sure that all interviewers are well-prepared.
For members of your hiring team with little or no experience in recruiting, consider
running a mock interview; this way, they’ll feel more comfortable when they
actually meet with the candidates.
6. Background checks
Background checks reassure you that your finalists are reliable and don’t pose risks
to your company. For example, employers may conduct pre-employment checks to
make sure candidates have told the truth in their resumes or don’t currently do
illicit drugs. In fact, there are several types of background checks including:
 Criminal records
 Credit reports
 Driving records
 Verification reports (e.g. identity, education, work history, social security
number, national insurance number, etc.)
 Drug tests
These checks are most useful in the selection process when there’s high risk
involved in employing someone unsuitable in a particular job. For example, you
probably wouldn’t want a convicted sex offender working at a nursing home or
someone with bad credit handling your company’s finances; current drug users
would be a huge safety risk as machine operators and professional drivers with
extensive drunk driving records would probably not make the best hires. And so
on.
So in these cases, conducting a pre-employment test would be very important (you
could do background checks in other instances too, but there might not be a
necessity to do so). If you’re thinking of conducting background checks, be sure to:
a. Consider legal aspects of background checks
First, some background checks are mandated by law in certain industries or roles
depending on location. For example, in some jurisdictions, working in substance
abuse facilities or daycare centers requires passing a criminal record check. So
make sure you know the applicable regulations to order background checks as
necessary.
b. Choose a reputable and reliable background check provider
There are generally two options for conducting background checks: the full-service
provider and online DIY websites. DIY websites let you do your own
investigations and are cheaper, but many may not be compliant with local laws and
using them to research candidates may pose legal risks.
Full-service providers, on the other hand, are usually compliant (though you should
always ask for proof that they are) and can undertake the full investigation on your
behalf. Look for providers and evaluate them based on compliance, costs,
turnaround time and types of checks they offer.
If you’re using recruiting software like Workable, you’ll be able to access
background checks straight from the system via an integrated provider, thus saving
time.
c. Navigate discussions with candidates appropriately
The law in many places mandates that you ask candidates’ permission before you
conduct checks in an employee selection process. So, you need to tell them that
you’re thinking of looking into their past. Afterwards, you also have to inform
candidates of your intention to reject them (adverse action notification) to give
them time to rebut a false report. Candidates will inevitably have their own
concerns and questions on the pre-employment screening. They may distrust your
intentions, see this as an invasion on their personal information or believe you’re
looking for reasons to reject them.
Be honest about what background checks are for. If they’re mandated by law, say
so. If it’s your company’s policy for certain roles, be sure to explain how you’ll
handle results: for example, let this candidate know that they’re one of your
finalists (perhaps the only finalist) and you just need to reinforce your decision to
hire them.
d. Interpret results correctly
There are a number of background check red flags you can find after you get the
results of a test. Some might justify an immediate disqualification, such as if you
learn that a candidate for a role as an accountant has been convicted of fraud or
embezzlement.
But other results might not be as serious. For example, one candidate might have
lied about where they went to school. You might decide that lying is enough to
disqualify them, but that’s not necessarily the case. In these instances, it might be
useful to have an open conversation with a candidate and see if they regret lying,
or if they had a reason to do so. The report might even be inaccurate, so it will be
fair to hear the candidate’s side of the story.
With that in mind, it’s important to understand that employment background
checks should be used as one of many employee selection tools – they alone
shouldn’t make the hiring decision for you. Background screening shouldn’t be
used as a way to disqualify someone or reduce the number of applicants for a
position. Checks are meant to reinforce a hiring decision and ensure candidates
who have been selected for a job are suitable.
7. Reference checks
In the final stages of the selection process, you might want to get some references
for your best candidates. This way, you’ll get feedback about their performance
from people they’ve actually worked with in the past, such as former managers,
former colleagues or business partners and clients.
You could ask candidates to provide contact details from former employers and
coworkers. Or, you can reach out directly to people you know they used to work
with. In any case, when requesting references for a candidate, it’s best to initially
send an email to introduce yourself and explain why you want this information.
This way, you can schedule a call where you’ll discuss in more detail.
During reference checks, you will:
 Confirm what candidates have already told you (e.g about time of
employment and previous job responsibilities)
 Learn how candidates use their skills on the job
 Discover potential weaknesses or lack of practical experience
 Understand how candidates behave in the work environment (e.g. if they’re
punctual, if they receive feedback well, etc.)
8. Decision and job offer
Congratulations! After a series of well-organized selection processes for recruiting
new employees, you’ve finally found your perfect hire. Now it’s time to let them
know you’re offering them a position at your company. The job offer process is a
critical one; done right, you’ll soon welcome your new employee in the office.
But, if you miss something, you might lose a great candidate and have to start the
hiring process all over again.
Here are some tips that will help you streamline the job offer approval process:
Discuss employment terms early in the selection process. Salary, bonuses and
working hours are all potential dealbreakers, so it’s best to learn whether you
agree with candidates on those factors before you offer them a job.
Make an informal verbal offer. It’ll cost you time if you wait to craft a formal job
offer letter before you inform candidates. You can first call them to give them the
good news and get a hint as to whether they’re going to accept or reject your
offer. Be sure to give the candidate the opportunity to “think on it” so they don’t
feel pressured to give an answer right away.
Use a job offer letter template. Instead of writing a new job offer letter from
scratch every time you’re offering a job, use an existing template and add only
what’s different (e.g. candidate’s name, job title, salary, etc.)
Read more on our guide on how to write a standout job offer letter.
Consider using different templates per role or department. For example, check
our sales job offer letter and our developer job offer letter.
Keep HR, Finance and the CEO in the loop. A job offer process usually requires
filling out paperwork, getting approvals and completing other prep work before
you welcome a new hire in your offices.
 BARRIERS TO EFFECTIVE SELECTION PROCESS
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 selection the right candidate. Selection
demands an individual or a group of people 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.
 Fairness: Fairness in selection requires that no individual should be
discriminated against on the basis of religion, region, race or gender. But the
low numbers of women and other less-privileged selections of the society in
middle and 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 will not. However,
a validated test does not predict job success accurately. It can only increase
possibility of 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
fail to predict job performance with precision.
 Pressure: Pressure is brought on the selectors by politicians, bureaucrats,
relatives, friends and peers to select particular candidates. Candidates
selected because of compulsions are obviously not the right ones.
Appointments to public sector undertakings take place under such pressures.
IMPORTANCE OF RECRUITMENT AND SELECTION IN
AN ORGANIZATION
1)Filling up the position with the right candidate:
When you are going for recruitment, it is important that you include the skills that
are required for the job position and also add the list of skills that will better the
chances of the candidates.

There are some skills which are necessary to accomplish the job and there are
some skills which are not linked to job directly, but if you possess some of these
skills, then it will surely help you in accomplishing other jobs as well.

It will also enhance your resume as well. But, in case you are not able to put up the
right kind of advertisement, then it might happen that you get very few deserving
applicants and have to settle for candidates who are not that good at all.
2. Big names in the industry acquiring recruiting companies:
If you look at the market now, then you will realize that the major mergers, as well
as acquisitions that are taking place, are of big firms buying the talent source
companies or the recruiting companies.

If the recruiting was not that important, then why would you think that some of the
big names like the Oracle or SAP would acquire companies who are good at
recruiting right candidate for the companies.
3. Employee referral as part of recruitment:
Before going all out with the recruitment process, the organization can look for the
employee referral program.
It is quite an effective avenue in receiving the application of talented candidates.
The job portals or the consultancies are there to help you out, but employee referral
programs are also highly effective.

If you notice that the employee referral is not giving you enough talent, then move
on to the consultancies that will be digging their database to come up with the
required skills for the job position.

The employee referral is a very good avenue of sourcing talents because the
employee who is referring to a candidate will get monetary benefits if the
candidate gets selected and fulfil the terms and conditions.

Therefore, almost all the organizations have tried out the employee referral before
going outside to look for people who will bring them the right kind of candidates.
4. Pivotal role in the growth of the organization:
Recruitment is an integral part of the growth of the company. When recruitment
takes place, the organization gets access to a pool of talent under one roof.

Innumerous candidates apply for the position depending on the skill sets that is
etched by the organization.

Therefore, out of these huge numbers of candidates the organization selects the
best-suited candidate for the job.

In fact, through recruitment, the organization can rope in the candidates who will
be best suited for the upcoming projects avoiding the last minute rush.

5. Selecting the best-suited candidates:

Through recruitment, you will be able to select the right candidates and leave out
the candidates who are not suitable for the job.

Before starting the recruitment process, the organizations always chalk out the
criterion that is required for the job.

Based on that the misfit candidates can be rejected right away and it will also help
the organization to concentrate more on the eligible candidates. When the number
of applicants increases, it is good for the recruiting process because more and more
skills will be available for the selection.
6. Providing a backup:
There is always a fear of employees leaving the organization in the middle of the
project. It is a huge drawback in terms of talent and time because the new talent
will take some time to adjust to the new environment.

But, recruitment solves the issue on the very onset because it comes up with the
backup well ahead of time and prepares the candidate well so that he can start
performing right away.
7. Meeting the legal requirements:
The recruitment process ensures that the candidate is hired only after meeting
all the legal obligations that the company possesses. It also helps in reducing
the stress of the organization by having all the required documents that are
necessary for the employee to work in the organization.
8. Meeting the present and future requirements:
The HR department of the organization analyses the requirements that are available
in the company time and again so that they can keep the pool of talent always filled
up.

Whenever and wherever the requirement arises the organization can pull up the
potential candidate from the pool of talent and place them in the perfect position.
9. Internal recruitment:
It is not necessary that the organization hires people from outside only, instead,
recruitment can take place internally as well.

There are several departments in an organization and there are people in the
organization who looks forward to changing the skill set they are working on and
explore other avenues in order to grow in their jobs.

Internal recruitments are perfect for these kinds of professionals who enjoy
working in a different department and enhancing their skill set.
10. Creating balance:
If the right kind of candidate is not selected through recruitment, then it would end
up in the creation of chaos and imbalance in the organization.

Therefore, it is important that through recruitment the right kind of candidate is

selected who will bring in harmony and balance in the organization.
11. Enhanced value creation:
The right kind of recruitment will increase productivity by a huge margin because
a skilled professional is set to produce more than the unskilled employee.
Moreover, if you go by the margin, then you will see that productive employees
are producing more than the average in any given condition. So, you see,
recruitment is very important.
12. Empty seats get filled up quickly:
When the recruitment process is done through fast track, then
the organization doesn’t have to worry about the vacant positions
anymore. Instead, it gets filled up pretty soon through the
process.
13. A Background check of the candidates:
It is important that you verify whether the candidates that you have selected for
doing your job don’t have any past criminal records or bad records against their
name.

The recruitment process involves the security check and background check to
ensure that the documents provided by the candidates are true and he or she is clear
of any charges which might possess a big risk for the organization.
SELECTION PROCESS IN MAHINDRA AND MAHINDRA
COMPANY

Mahindra and Mahindra is core company headquartered in Mumbai, India, It is one

of the largest automobile manufacturers in India. The company works in
Automotive, farm Equipment & IT business.

Selection process:-
The company conduct recruitment process every year to select new candidates.
The selection process of the company consist of 3 rounds.
These rounds are as follows:-
 Written exam
 Technical interview
 HR interview

 Academic criteria:-
 Minimum 55 percent aggregate in class x and xii and 60 percent in
graduation.
 Gap of maximum 1 year permissible in the entire academic career and that
too only between any two courses.
 No loss of year (I.e. no year gap) due to failure to pass any exam.
 Branches allowed- computer science, information technology, electronics.
  Pattern of written exam:-
The Mahindra & Mahindra test pattern is divided in the following sub-
sectors.
Sections No. Of questions Time allotted (in
minutes)
Quantitative ability and 70 40
reasoning
Verbal ability 100 40
Total 170 80

There is no negative marking in the paper.

Quantitative ability & reasoning section consist of questions from the topics like
algebra. Time & work, time, speed & distance, arithmetic, percentage, profit &
loss, geometry etc. This section is of moderate level. Also the section consist of
data interpretation and data sufficiency questions. These includes pie charts, line
graphs, blood relations, coding etc.

Verbal ability section consist of questions from tenses, subjects verb agreement,
prepositions, sentences corrections, confusable etc. The section also consists of
reading comprehension passages.
Overall the level of the paper is moderate only those candidates who clears the
written exam will quality for the next round.
The company reserves the right to make changes in the written exam.
 FINDINGS & ANALYSIS
1) The most common form of recruitment is internal recruitment at M&M
2) Employee reference is the most common tool for internal recruitment that is
practiced here.
3) Recruitment process of the organization are often transparent in the
organization.
4) The recruitment & selection process is mostly fair.
5) Educational qualification, professional qualifications, work experience and
communication skills are the most widely accepted skills that are required in a
candidate for recruitment & selection in M&M.
6) Educational qualification, professional qualifications, work experience and
communication skills are the most widely accepted skills that are checked in a
candidate during recruitment & selection in M&M.
7) There are two or three rounds of preliminary interview as responded by the
employees.
8) Ability/achievement, medical, aptitude are applied most of the time during the
selection process.
9) The mentioned skills of the candidates are applicable at all arounds of the
recruitment & selection process.
10) While working at M&M the employees expectation matches with the organization
most of the time as responded by the employees(67%) because the company takes
proper care of the requirement of its employees by offering the post matching their
skills and expectation and since it is human tendency that one can never be fully
satisfied so this is where the rest (33%)lies.
MISSION AND VISION OF MAHINDRA AND MAHINDRA
COMPANY
Vision
The vision of the company is to be the ‘Leading independent player in the global
Gears & Transmissions Space’.
This we wish to achieve through a two pronged approach of developing a portfolio
of products thereby being able to provide a differentiated product offering to our
customers and extensive focus on operational excellence thereby improving
internal efficiencies in the system.

Core Purpose
Our Core purpose is derived from the Mahindra Group’s purpose:
We will challenge conventional thinking and innovatively use all our resources to
drive positive change in the lives of our stakeholders and communities across the
world, to enable them to Rise.

Core Values
We are governed by the Core values of the Mahindra Group. They are an
amalgamation of what we have been, what we are and what we want to be. These
values are the compass that guides our actions, both personal and corporate. They
are:
 Good Corporate Citizenship: We will continue to seek long term success
in alignment with the needs of the communities we serve. We will do this
without compromising on ethical business standards.
 Professionalism: We have always sought the best people for the job and
given them the freedom and the opportunity to grow. We will continue to do
so. We will support innovation and well reasoned risk taking, but will
demand performance.
 Customer first: We exist and prosper only because of the customer. We
will respond to the changing needs and expectations of our customers
speedily, courteously and effectively.
 Quality focus: Quality is the key to delivering value for money to our
customers. We will make quality a driving value in our work, in our
products and in our interactions with others. We will do it 'First Time Right.'
 Dignity of the individual: We will value individual dignity, uphold the
right to express disagreement and respect the time and efforts of others.
Through our actions, we will nurture fairness, trust, and transparency
QUESTIONS ASKED TO CANDIDATES IN INTERVIEW

Mahindra & Mahindra HR Interview Question For Freshers

 Introduce Yourself
 Why do you want to join Mahindra and Mahindra.?
 How long are you expected to work for us if hired?
 Tell any 1 social problem that bothers you the most. Can you suggest any
solution to this problem as a technical guy?
 Tell me about some of your recent goals and what you did to achieve them?
 Why should we hire you?
 What kind of salary do you need?
 What do you know about our company?
 Any Preferences about joining any of the given branches of the
organization?
Mahindra & Mahindra HR Interview Questions For Experienced
 Tell me something about yourself?
 Prior leadership experience of the candidate?
 Any other posts of leadership held?
 What do you like about Mahindra & Mahindra?
 What is the meaning of your name?
 What are you expecting from the company?
 What is the difference between smart work and hard work?
 What qualities do you feel a successful manager should have?
 Tell us about yourself & family background?
 What are your aspirations?
 What irritates you about co-workers and What is your style of management?
SWOT ANALYSIS OF MAHINDRA AND MAHINDRA
COMPANY
Strength:-
Market leader in multiple automotive segments: Mahindra & Mahindra has leading
market share in a tractor as well as in the utility vehicles segment. Also, the
company has strong market share in the commercial vehicle as well as passenger
vehicle segment. Strong market share provides a competitive advantage to the
company and allows the company to focus on innovation.
Strong Research & Development (R&D): M&M has a highly focused R&D
department constantly focusing on developing new products and technologies.
M&M majorly focuses on Value addition and Value engineering (VAVE)
approach, designing modularity, use of alternate materials etc.
Excellent products according to Indian road conditions: Mahindra & Mahindra’s
SUVs are suited perfectly to Indian road conditions especially, Mahindra Scorpio
which has been an outstanding performer for many years.
Low after sale cost: M&M has a competitive advantage on after sale cost since it is
lower than the industry average and also have high availability of spare parts to
different parts of the country.
Weakness:-
Geographic dependence: M&M is depended for the majority of its revenue (over
60%) from India, which would affect its business in case of any economic
slowdown or high inflation.
Overdependence on Automotive industry: M&M’s major part of revenues come
from its automotive business which makes it vulnerable to any breakthrough in the
industry or slowdown in the market.
Product Recalls affects brand image: M&M has had to recall many of its products
in the recent past. For instance, In February 2015, M&M recalled XUV500
manufactured before July 2014. Such incidents affect the brand image of the
company and consequently affect sales.
Opportunities:-
Growth in Indian automotive industry: The Indian automotive industry is growing
year on year with over 12% growth from the previous 3 years. The industry is
expected to grow at a CAGR of 13% in the next 4 years. This growth can be
beneficial for M&M.
Increasing Demand for Hybrid Electric Vehicles: There is an increasing demand
for Hybrid Electric Vehicles (HEVs) around the world. The demand for HEVs is
expected to grow at a CAGR of 19% in the next 3 years. M&M has a strong
portfolio of HCVs and is set to be benefited by the growing demand.
Emerging nations: M&M should look forward to tapping the emerging nations
around the world which have high potential. M&M should build over its global
footprint to tap the emerging markets.
Threats:-
Competition in the automotive industry: M&M faces intense competition from
various automotive companies such as Tata Motors, Ford, Volvo and General
Motors etc. This can affect M&M’s market share and put pressure to constantly
innovate on M&M.
Competition in other businesses put pressure on M&M: Mahindra group faces
strong competition in other businesses as well. For example, its IT business faces
competition from IT giants such as Infosys. This reduces market share and
increases competitive pressure.
Stringent Regulations: M&M is subject to strict regulations by the government and
environmental agencies in terms of emission levels, noise levels etc. Such
regulations keep changing and thus increase compliance costs for the
companies.
 SUGGESTIONS
Suggestions to improve recruitment and selection process
1) Well defined job posting is a good step to improve recruitment process.
2) Use HR technology to improve recruitment and selection process.
3)Enhancing candidate experience is a good recommendation to recruitment
and selection process.

1) Well defined job posting is a good step to improve recruitment process.

Uninteresting job posting are a major put off for candidates who know their
worth and are interested in making an impact with their work. The best
candidates not only care about the paychecks but also want to create a
definite business impact with their work. They want to know what will be
their contribution to business’s growth. To convey this, the description
should talk about the role’s importance for business, and how it will aid in
its growth. This will give a sense of importance to the candidate applying to
the job and they will know what’s expected of them even before the
interview. Hence, recruiters should ideally coordinate with the hiring
managers to draft accurate job descriptions which provide a sense of purpose
to the candidate.

2) Use HR technology to improve recruitment and selection process.

Sourcing is very critical to the recruitment process. Recruiters should block
greatest chunk of their time daily to sourcing otherwise they may end up
devoting this time to something low priority task. The easiest way to
speeding up candidate sourcing is to use a recruitment software that
automatically pulls candidate profiles from various sources like social media
accounts, job boards, career site etc. Also, using a fully automated
recruitment suite with latest resume search and matching technology gives
the most suitable CVs for a particular role. This reduces recruiter’s screening
and shortlisting time and helps them expedite the overall selection process.
A good recruitment software also helps recruiters schedule interviews with
shortlisted candidates in bulk and allows interviewers to provide structured
 feedback post candidate’s interview. Recruiters can then take quick action
based on feedback from the interviewer which is visible to them in real time.
They can even manage and track the status of their offers given to the
candidates. Hence, making HR technology part of the recruitment strategy
makes the selection process extremely quick and effective.

3) Enhancing candidate experience is a good recommendation to improve

recruitment and selection process.
Candidate experience is often a neglected area of the recruitment process,
which more often than not has huge.

Repercussions is the long run. Recruiter must value a candidate’s time as

they will value their own. The application process must be simple and quick
for the candidate. In case they want candidates to answer some specific
questions, they should be sort, crisp and relevant to the application. A
lengthy application process will only dissuade a candidate to apply. Creating
short personalized videos that feature company stories and sending them
across to prospective hires will not only give the candidates an insight into
company culture but also let them know how excited you are to have them
on-board. Such efforts on your part will always have an overall positive
outcome. Additionally, communicating with candidates to keep them in loop
of their hiring status is a good idea to improve the recruitment and selection
process. Not in cases where a candidate is made an offer but also where a
candidate has been rejected, it’s a good practice to let the candidate know
about it. Even if a candidate is not suitable for a particular position today, he
could be a prospect for another position tomorrow.
 CONCLUSION
India is growing economy form mechanization in India is still in its early stages.
The company Mahindra and Mahindra having more opportunities to grow due to
high investment capacity, huge market capture and strong brand name. The
competition from rivals is more, low threat of new entrant, less bargaining power
of supplier and high bargaining power of buyer restrict the growth but operational
competitive advantages and core competence helps to achieve the goals of
company leads near mission and vision of company.