mba (hr) summer training report

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INTRODUCTION
Recruitment and selection are two of the most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right candidate.
Recruitment is a process to discover the sources of manpower to meet the requirement of the
staffing schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of efficient personnel.
Staffing is one basic function of management. All managers have responsibility of staffing
function by selecting the chief executive and even the foremen and supervisors have a
staffing responsibility when they select the rank and file workers. However, the personnel
manager and his personnel department is mainly concerned with the staffing function.
Every organisation needs to look after recruitment and selection in the initial period and
thereafter as and when additional manpower is required due to expansion and development
of business activities.
‘Right person for the right job’ is the basic principle in recruitment and selection. Ever
organisation should give attention to the selection of its manpower, especially its managers.
The operative manpower is equally important and essential for the orderly working of an
enterprise. Every business organisation/unit needs manpower for carrying different business
activities smoothly and efficiently and for this recruitment and selection of suitable
candidates are essential. Human resource management in an organisation will not be
possible if unsuitable persons are selected and employment in a business unit.
RECRUITMENT
Recruitment is the 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 application from which new employees are selected.”
RECRUITMENT PROCESS
The recruitment process comprises of five interrelated stages viz

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Evaluation and Control
Now, a brief description of these follows:
1.Recruitment Planning:
The first step involved in the recruitment process is planning. Here, planning involves to
draft a comprehensive job specification for the vacant position, outlining its major and
minor responsibilities; the skills, experience and qualifications needed; grade and level of
pay; starting date; whether temporary or permanent; and mention of special conditions, if
any, attached to the job to be filled ”.
2.Strategy Development:
Once it is known how many with what qualifications of candidates are required, the next
step involved in this regard is to devise a suitable strategy for recruiting the candidates in the
organisation.
The strategic considerations to be considered may include issues like whether to prepare the
required candidates themselves or hire it from outside, what type of recruitment method to
be used, what geographical area be considered for searching the candidates, which source of
recruitment to be practiced, and what sequence of activities to be followed in recruiting
candidates in the organisation.
3.Searching:
This step involves attracting job seekers to the organisation. There are broadly two sources
used to attract candidates.These are:
i. Internal Sources, and
ii. External Sources
INTERNAL SOURCES : Best employees can be found within the organization. When a
vacancy arises in the organisation, it may be given to an employee who is already on the
Recruitment
Planning
Strategy
development
Searching
Sources Screening
Selection
Process

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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. The Internal Sources Are – Transfers
 Promotions
 Present Employees
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. The external sources are –
 Advertisement
 Employment Exchanges
 Schools, Colleges and Universities
 Recommendation of Existing Employees
 Factory Gates
 Casual Callers
 Central Application File
 Labour Unions
 Labour Contractors
 Former Employees
4.Screening :
Though some view screening as the starting point of selection, we have considered it as an
integral part of recruitment. The reason being the selection process starts only after the
applications have been screened and shortlisted. Let it be exemplified with an example.In
the Universities, applications are invited for filling the post of Professors. Applications re-
ceived in response to invitation, i.e., advertisement are screened and shortlisted on the basis

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of eligibility and suitability. Then, only the screened applicants are invited for seminar
presentation and personal interview. The selection process starts from here, i.e., seminar
presentation or interview.
Job specification is invaluable in screening. Applications are screened against the
qualification, knowledge, skills, abilities, interest and experience mentioned in the job
specification. Those who do not qualify are straightway eliminated from the selection
process.
The techniques used for screening candidates vary depending on the source of supply and
method used for recruiting. Preliminary applications, de-selection tests and screening
interviews are common techniques used for screening the candidates.
5.Evaluation and Control:
Given the considerable cost involved in the recruitment process, its evaluation and control
is, therefore, imperative.
The costs generally incurred in a recruitment process include:
(i) Salary of recruiters.
(ii) Cost of time spent for preparing job analysis, advertisement
(iii) Administrative expenses
(iv) Cost of outsourcing or overtime while vacancies remain unfilled
(v) Cost incurred in recruiting unsuitable candidates
In view of above, it is necessary for a prudent employer to try to answer certain questions
like: whether the recruitment methods are appropriate and valid? And whether the
recruitment process followed in the organisation is effective at all or not? In case the
answers to these questions are in negative, the appropriate control measures need to be
evolved and exercised to tide over the situation.
SELECTION
SELECTION must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates more
of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data.
While selection is a negative process as the inappropriate candidates are rejected here.

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Recruitment precedes selection in staffing process. Selection involves choosing the best
candidate with best abilities, skills and knowledge for the required job.
Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only when there is effective matching. By selecting best candidate for
the required job, the organization will get quality performance of employees. Moreover,
organization will face less of absenteeism and employee turnover problems. By selecting
right candidate for the required job, organization will also save time and money. Proper
screening of candidates takes place during selection procedure. All the potential candidates
who apply for the given job are tested.
The Employee selection Process takes place in following order-
PROCESS OF SELECTION
1. Preliminary Interviews
It is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid
down by the organization. The skills, academic and family background, competencies and
interests of the candidate are examined during preliminary interview. Preliminary interviews
are less formalized and planned than the final interviews. The candidates are given a brief
up about the company and the job profile; and it is also examined how much the candidate
knows about the company. Preliminary interviews are also called screening interviews.
2. Application blanks
Preliminary Interviews
Application blanks
Written Tests
Medical examination
Employment Interviews
Appointment Letter Step 6
Step 1
Step 2
Step 3
Step 4
Step 5

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The candidates who clear the preliminary interview are required to fill application blank. It
contains data record of the candidates such as details about age, qualifications, reason for
leaving previous job, experience, etc.
3. Written Tests
Various written tests conducted during selection procedure are aptitude test, intelligence
test, reasoning test, personality test, etc. These tests are used to objectively assess the
potential candidate. They should not be biased.
4. Employment Interviews
It is a one to one interaction between the interviewer and the potential candidate. It is used
to find whether the candidate is best suited for the required job or not. But such interviews
consume time and money both. Moreover the competencies of the candidate cannot be
judged. Such interviews may be biased at times. Such interviews should be conducted
properly. No distractions should be there in room. There should be an honest
communication between candidate and interviewer.
5. Medical examination
Medical tests are conducted to ensure physical fitness of the potential employee. It will
decrease chances of employee absenteeism.
6. Appointment Letter
A reference check is made about the candidate selected and then finally he is appointed by
giving a formal appointment letter.

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INTRODUCTION ON THE COMPANY
Escorts Limited
Type Public Limited
Traded as BSE: 500495
Industry Engineering Conglomerate
Founded 1960
Founder Hari Nanda and Yuri Nanda
Headquarte
rs
Faridabad, India
Area served Worldwide
Key people Rajan Nanda (Chairman and Managing
Director) and Nikhil Nanda (Managing Director)
Products Tractors, crop solutions, pick and carry cranes, backhoe
loaders, vibratory compactors, shock absorbers, railway
brake systems, couplers
Number of
employees
6,000 (2014)

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Website www.escortsgroup.com
COMPANY PROFILE :
The Company scores a high premium in terms of senior leadership commitment to
employees, people practices, commitment to employee learning and development,
adherence to strong values, employee participation, paying close attention to employees'
quality of life, positive perception of employees about the Company and business
alignment of HR policies. The employees feel proud of the organization and are highly
dedicated to do the very best possible to contribute to the organization's success. This
vindication of our faith in the commitment of our employees gives us greater confidence
to move ahead and realize our ambitious targets.
ESCORTS believes in achieving organizational excellence through continuous
development of its human resources. Therefore, a comprehensive human resource
strategy spanning activities preceding the pre-employment of personnel to the activities
following their separation is in place. This strategy is reflected through the creation of a
comprehensive Human Resources Policies.
We, at ESCORTS PVT LTD, engaged in stamping & welding of sheet metal
components are committed to prevent/ reduce pollution and to continually improve
environmental performance in all our business processes and practices.
Quality policy of ESCORTS PVT LIMITED is to strive for customer delight. A
dynamic and inspiring environment conducive to learning and sharing will be our
endeavour. The quality system and procedures will be adhered and professional ethics
will be practiced.

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THE BUSINESSES OF ESCORTS
 Agri Machinery
Background
1 1960 - Escorts set up the strategic Agri Machinery Group (AMG) to venture into
tractors.
2 1965 – Escorts rolled out their first batch of tractors under the brand name of
Escort.
3 1969 - A separate company, Escorts Tractors Ltd., was established with equity
participation of Ford Motor Co., Basil don, UK, for the manufacture of Ford
agricultural tractors in India.
4 1996- Escorts Tractors Ltd. formally merged with the parent company, Escorts
Ltd.
5 Since inception, Escorts have manufactured over 1 million tractors.
Technologies
Escorts AMG has three recognized and well-accepted tractor brands, which are on
distinct platforms of technology.
1 Farmtrac: World Class Premium tractors, with single reduction and epi-cyclic
reduction transmissions from 34 to 75 HP.
2 Powertrac: Utility and Value-for-money tractors, offering straight-axle and
hub-reduction tractors from 34 to 55 HP. India’s No.1 economy range -
engineered to give high diesel economy.
3 Escort: Economy tractors having hub-reduction transmission and twin-cylinder
engines from 27 to 35 HP. A Pioneering brand of tractors introduced by Escorts
with unbeatable advantages.
International Subsidiaries
 Escorts AMG has two international subsidiaries
 Farmtrac North America LLC in the U.S.A.
 Farmtrac Tractors Europe in Poland.

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 It now caters to locations across 41 countries.
Functional Excellence
 Escorts boasts of pursuing functional excellence in the following domains:
 Manufacturing.
 Quality Assurance.
 Materials Management.
 Sales & Marketing.
 Knowledge Management.
 Finance.
 Human Resources.
 Information Technology.
Escorts has also made substantial investments with regard to the mechanization and
modernization of farm technology. The Escorts Institute of Farm Mechanization (EIFM)
at Bangalore is a state-of-the-art center where training is imparted in operation,
maintenance and repair of various farm machinery and related equipments. Its programs
are aimed at encouraging customers, dealers, engineers, mechanics as well as the field
staff of Escorts, towards meeting its objective of enhancing agricultural productivity and
improving quality of life in rural India.
 Construction equipment
The gamut of equipments manufactured by Escorts includes cranes, loaders, vibratory
rollers and forklifts. The company also boasts to be the pioneer in introducing the
concept of Pick 'n' Carry hydraulic mobile cranes in the 70’s in India and continues to be
the world's largest manufacturer of these cranes.
A nationwide network of 16 Sales Offices, 50 dealership locations, over 300 company
trained dealers’ service engineers, gives it the best market reach in India for the Sales &
Service of material handling and construction equipment.
With over 30 years of experience in Construction Equipment Industry, Escorts has a

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substantial track record in:
1 Hydraulic Mobile Cranes
2 Loaders
3 Forklifts
4 Vibratory Compactors
 Railway equipment
Since the past 40 years, Escorts has been the leading manufacturer of critical railway
components. It is, and has been, one of the oldest and most trustworthy partners of
Indian Railways, the largest railway network in the world. Having played a significant
role in the modernization and growth of the Indian Railways, today it is a multi-product,
multi-technology business at Escorts.
Broad Product Portfolio
1 Shock Absorbers
2 Couplers
3 Brake systems
4 Brake Blocks
(An ISO: 9001-20000 certified company, Escorts manufactures products as per
international standards specified by UIC, AAR and Indian Railways).
Escorts’ products are exported to more than 15 countries worldwide.
PRODUCTS:
 Farm Track
Farmtrac brand are the most powerful premium range of tractors that give maximum
productivity to the farmers.
Premium range - Powerful premium brand, 35 - 75 HP range
1 Exported to the most advanced markets in the world.

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2 Well accepted internationally for its versatility.
3 Designed for the demanding requirements of progressive farmers.
4 Machine with powerful features for maximum efficiency.
5 A status symbol.
 Power track
Powertrac brand of tractors are the most fuel-efficient tractors in their respective
categories that offer excellent value for money and have helped the farmers improve
their quality of life.
Value range – Value for money, Fuel efficient, 30 - 55 HP range
1 India's No.1 Economy Range - "Diesel Savers"
2 Engineered to give spectacular diesel economy.
3 The Diesel Saver technology - Great savings.
 Escort
Escort brand of tractors are symbolic of reliability and trust and enjoy the confidence of
the farming community for the last 40 years.
Economy range - 2 cylinder, 27 - 35 HP, Symbol of reliability since 40 years
1 A Tradition of Trust.
2 Pioneering brand of tractors introduced by Escorts.
3 Escort range of tractors - a tradition of service and trust.
4 Unbeatable advantages.

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OUR FACILITIES :
AUTOMOTIVE PRESS SHOP: FAGOR Make Spanish fully-automatic Press Line
consisting one press of 800Tonne and three presses of 400Tonne each. Bedsize of all
presses is 2.5x1.8 mtrs.
HEMMING SHOP: For the first time ever, the activity of hemming for making the
closures has been outsourced by an Original Equipment Manufacturer (OEM).
Three hemming presses, along with a battery of spot welding jigs, guns & MIG brazing
sets make up the list of equipment..
DIE SPOTTING PRESS : 100Tonne ONA Make Spanish Hydraulic Die Spotting
Press. The press has a bedsize of 4.0x2.5 mtrs
WELD SHOP: projection welding stations, drawn-arc welding stations, spot welding
stations

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Design Capabilities : CAD modelling shop

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.
QUALITY MANAGEMENT
QUALITY POLICY
Quality policy of ESCORTS
LIMITED is to strive for customer
delight.
A dynamic and inspiring environment
conducive to learning and sharing will
be our endeavour.
The quality system and procedures will be adhered and professional ethics will be practiced.
 Designing, Surface Modeling & Development of automobile
sheet-metal parts using Pro-E 2001
 2D to 3D conversion on Pro-E2001
 Stamping Die, Panel Checker & Welding Jig Designing for
sheet-metal parts.
 For finalization of Draw Face, we are using Altair
HYPERFORM V6.0 with LS-Dyna. It simulates the Draw
operation on virtual press step-by-step so that any wrinkle
formation, any crack formability, any thinning can be found at
the very beginning, thus eliminating time & money wastage on
development.
 We also help to validate our vendor's stamping processes &
solve their problems using HYPERFORM V6.0

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Quality certification
The Certification Body of TUV Management Service GmbH certifies thatESCORTS
PVT LIMITED (India) has established itself as a Automobile Component manufacturer
and applies a Quality System for Pressed Sheet Metal Components & Welded
Subassemblies.
ENVIRONMENT MANAGEMENT
Environment policy
To achieve this, we commit ourselves to :
ESCORTS: VISION ,VALUES & OBJECTIVES
VISION
Vision- an Entrepreneur’s Dream.
A vision is the desired state of organization. It is an aspiration around which a strategist,
perhaps a chief executive might seek to focus the energies of members of the organization.
Expanding leadership in our business through people, keeping pace with market
trends and Technology.
We, at ESCORTS PVT LTD.engaged in stamping
& welding of sheet metal components are
committed to prevent/ reduce pollution and to
continually improve environmental performance in
all our business processes and practices.
 Institutionalise efficient resource utilisation/minimise waste and reduce/prevent
pollution.
 Enhance environmental awareness and commitment of our employees.
 Comply with all environmental regulatory legislation.
This policy would be regularly reviewed and made available to any interested
group or individual.

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VALUES
 We believe in simplicity by Keeping a low profile externally and having clear, frank
and effective Communication in the organization.
 We believe in teamwork with well defined Responsibilities and accountability.
 We believe in relationships of trust amongst people through well-defined
responsibility and authority.
 We believe in according top priority to customer Focus through prompt and
appropriate response.
 We believe in respect and care for all those Associated with us by commitments.
OBJECTIVE OF THE COMPANY
 To meet the customer needs
 To provide good quality product
 To minimize the cost
 To gain profit
 Wealth maximization
 To maintain good working environment
 To retain the skilled employees workers
SWOT ANALYSIS OF THE COMPANY
Every company affected by its environment. Business environment can be defined as two
types
1. Internal environment
Strength
Weakness
2. External environment

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Opportunity
Threats
Strength—
 Strong Union
 Well skilled workers $ employees
 Mutual understanding
 Customers trusts
 Professional management
 Capacity to multiple and large orders.
 Timely delivered
 Hardworking workforce
 Coordination between all department
 Flexibility
Weakness---
 No job rotation
 Wastage
 Less quality Raw material
 Purchasing from old suppliers
 Less manpower
Opportunity---
 Globalization
 Expansion
 Specialization
 Adoption of new technology
 Strategic investment
Threats ---
 Attrition
 Government policy

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 Competition from local players
 Cash flow problem
 Strikes
Competitors--
 Mahindra $ Mahindra
 Tafe
 PTL (Punjab Tractor Ltd.)
 Sonalika
 Bajaj Tempo
 Ford new holand
 Eicher
MANAGEMENT
ESCORTS INTEGRATED MANAGEMENT SYSTEM
The management policy of organization is to:
 Achieve total customer satisfaction by delivering products and providing services that
meet or exceed their requirements and expectations and to do so on time and at most
competitive prices in domestic and export market for its entire range of product.
 Maintain an environmental, health and safety management system and program and
regularly monitor, set and review objectives/ targets on them, to continually improve
environment and reduce/ prevent pollution, health and safety risks to employees and
interested parties on account of organizations activities.
 Meet all applicable legislations, other requirements to which the organization subscribes.
 Conserve natural resources and energy by constantly reducing their consumption/
wastages and maximizing recycle/ reuse.
DIVERSIFICATIONS
ESCORTS STRATEGIC BUSINESS UNITS: -
1. Steel Service Center

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First of its kind steel service center in private sector, established to meet material
requirements of various automotive and white good manufactures. The service has straight
of art blanking line, cut to length line and CNC laser cutting machines.
2. Muffler Manufacturing Division
The unit supplies 100% muffler for all variety of scooters manufactured by Honda
motorcycles & scooters limited [HMSI]. The unit has straight of welding equipment Robots
and high quality heat resistant paint shop.
3. Rim Manufacturing Facilities
The plant manufactures the motorcycle Rims and supplies 100% Rims for the motorcycle
being manufactured by Honda motorcycle & scooters India limited.
4. Welding Fixtures and Tools Manufacturing facilities
The unit is dedicated to manufacture a high precision welding jigs and fixture used in
manufacturing of the automobiles. The facilities are also equipped to manufacture small
press tools.
5. Press shop unit
The unit is dedicated for manufacturing of sheet component being used for automobiles,
both four wheelers and two wheelers. The unit has more then 40 light presses and 2 lines of
heavy presses ranking from 40 tones to 500 tones capacity.
6. Tool Designing Unit
The unit is dedicated for manufacturing tools and dies used in automobiles and other related
areas.
7. Tube Manufacturing Facilities
The unit is dedicated for manufacturing of tubes and tube related components being used
in automobiles and other related areas.
8. The unit is dedicated for manufacturing of sheet component being used for
automobiles, for four wheelers.

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CHAPTER 3
REVIEW OF LITERATURE

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RECRUITMENT: -
Recruitment is a linking activity bringing together who offer job and who seeking for job.
The purpose of recruitment is to locate source of manpower to meet job requirement and job
specification.
Recruitment is regarded as the most important function of personal administration, because
unless the right type of people or hired even the best plans, organization charts and control
system would fail.
Recruitment is the process of searching the candidate and stimulates them for employment.
OBJECTIVES OF RECTRUITMENT: -
 To attract people with multi skills and experience that suits the present and future
organizational strategies.
 To infuse fresh blood at all level of organization.
 To develop an organizational culture that attracts competent people to the company.
 To search out for talent globally and not just with in the company.
PURPOSE AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates.
Specifically, the purposes are to:
1. Determine the present and future requirement of the organization in conjunction with its
personnel planning and job analysis activities;
2. Increase the job pool of job candidates at minimum cost;
3. Help increase the success rate of the selection process by reducing the number visibly
under qualified or job application;

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4. Help reduce the probability that job applicants, once recruited selected, will leave the
organization only after a short period of time;
5. Meet the organizations legal and social obligation regarding the composition of its
workforce;
6. Being identifying and preparing potential job applicants who will be appropriate
candidates;
7. Increase organization individual effectiveness in the short term and long term;
8. Evaluate the effectiveness of various recruiting technique and sources for all types of job
applicants.
FACTORS AFFECTING RECRUITMENT
There are a number of factors that affect recruitment. These are broadly classified into
two categories:
1. Internal factors
2. External factors
1. INTERNAL FACTORS
The internal factors also called as “endogenous factors” are the factors within the
organization that affect recruiting personnel in the organization.
Some of these are:-
I. Size of the organization
The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.

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II. Recruiting policy
The recruitment policy of the organization i.e. recruiting from internal sources and external
sources also affect the recruitment process. Generally, recruitment through internal sources
is preferred, because own employees know the organization and they can well fit in to the
organization culture.
III. Image of the organization
Image of the organization is another factor having its influence on the recruitment process of
the organization. Good image of the organization earned by the number of overt and covert
action by management helps attract potential and complete candidates. Managerial actions
like good public relations, rendering public service like building roads, public parks,
hospitals and schools help earn image or goodwill for organization. That is why chip
companies attract the larger numbers of application.
IV. Image of the job
Better remuneration and working conditions are considered the characteristics of good
image of a job. Besides, promotion and carrier development policies of organization also
attract potential candidates.
2. EXTERNAL FACTORS
Like internal factors, there are some factors external to organization, which have their
influence on recruitment process. Some of these are given below:-
I Demographic factors
As demographics factors are intimately related to human beings, i.e. employees, these have
profound influence on recruitment process. Demographic factors include age, sex, Literacy,
economics status etc
II Labor market
Labor market condition I.e. supply and demand of labor is of particular importance in
affecting recruitment process. E.g. if the demand for specific skill is high relative to its
supply is more than for particular skill, recruitment will be relatively easier.

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III Unemployment situation
The rate of unemployment is yet another external factor its influence on the recruitment
process. When the employment rate in an area is high, the recruitment process tends to
simpler. The reason is not difficult to seek. The number of application is expectedly very
high which makes easier to attract the best-qualified applications. The reserve is also true.
With low rate of unemployment, recruiting process tend to become difficult
.
IV Labor laws
There are several labor laws and regulations passed by the central and state governments
that govern different type of employment. These cover working condition, compensation,
retirement benefits, safety and health of employee in industrial undertakings.
The child Labour Act,1986; for example prohibits employment of children in certain
employments.
Similarly several other acts such as the Employment Exchange Act,1958; The Apprentice
Act, 1961; the Factory Act,1948; and The Mines Act, 1952 deal with recruitment.
V Legal consideration
Another external factor is legal consideration with regard to employment reservation of jobs
for schedule tribes, and other backward class (OBC) is the popular examples of such legal
consideration. The supreme court of India has given its verdict in favor of 50 per cent of
jobs and seats. This is so in case admission in the educational institutions also.
SOURCES OF RECRUITMENT
INTERNAL SOURCES
I Present employees:
Promotions and transfer from among the present employees can be good sources of
recruitment. Promotion implies upgrading of an employee to a higher position carrying
higher status, pay and responsibilities. Promotion from among the present employees is
advantageous because the employees promoted are well acquainted with the organization
culture, they get motivated and it is cheaper also. Promotion from among the person
employees also reduces the requirement of job training. However, the disadvantage lies in
limiting the choice of the few people and denying hiring of outsiders who may be better

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qualified and skilled. Furthermore, promotion from among present employees also results in
inbreeding, which creates frustration among those not promoted. Transfer refers to shifting
an employee from one job to another without any change in the position/post, status and
responsibilities. The need for transfer is felt to provide employees a broader and carried
base, which is considered necessary for promotion. Job rotation involves transfer of
employees from one job to another job on the lateral basis.
II Former employees:
Former employees are another source of applicant for vacancies to be filled up in the
organization. Retired or retrenched employees may be interested to e come back the
company to work on the part time basis. Similarly, some former employees who had left the
organization for any reason, any come back to work. This source has the advantages of
hiring people whose performance is already known to the organization.
III Employee referrals:
This is yet another internal source of recruitment. The existing employees refer to the family
members, friends and relatives to the company potential candidates for the vacancies to be
filled up in the organization. This source serves as the most effective methods of recruiting
people in the organizations because refer to those potential candidates who meet the
company requirement known to them from their own experience. The referred individuals
are expected to be similar in type in the of race and sex, for example, to those who are
already working in the organization
IV Previous applicant:
This is considered as internal source in the sense that applications from the potential
candidates are already lying with organization. Sometimes the organization contacts though
mail or messengers these applicants to fill up the vacancies particularly for unskilled or
semiskilled jobs.

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EVALUATION OF INTERNAL SOURCES:
Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its
advantage and disadvantage the same are spelled out as follows:
ADVANTAGES:
The advantages of the internal source of recruitment include the following:
1. Familiarity with own employees:
The organization has more knowledge and familiarity with the strengths and weaknesses
of its own employees than of strange on unknown outsiders.
2. Better use of the talent:
The policy of internal recruitment also provides an opportunity to the organization to make a
better use of talents internally available and to develop them further and further.
3. Economical recruitment:
In case of internal recruitment, the organization does not need to spend much money, time
and effort to locate and attract the potential candidates. Thus, internal recruitment proves to
be economical, or say, inexpensive.
4. Improves morale:
This method makes employees sure that they would be preferred over the outsiders as and
when they filled up in the organization vacancies.
5. Motivator:
The promotion through internal recruitment serves as a source of motivation for the
employees to improve their carrier and income. The employees feel that organization feel
that organization is a place where they can build up their life-long career. Besides, internal
recruitment also serves as a means of attracting and retaining employees in the organization.
DISADVANTAGES:
The main drawback associated with the internal recruitment is as follows:

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1. Limited choice:
Internal recruitment limits its choice to the talents available within the organization. Thus, it
denies the tapping of talents available in the vast labor market outside the organization.
Moreover, internal recruitment serves as a means for “inbreeding”, which is never healthy
for the future organizations.
2. Discourage competition:
In this system, the internal candidates are protected from competition by not giving
opportunity to otherwise competent candidates from outside the organization. This in turn,
develops a tendency among the employees to take the promotion without showing extra
performance.
3. Stagnation of skills:
With the feeling that internal candidates will surely get promoted, their skill in the long run
may become stagnant or obsolete. If so, productivity and sufficiency of
the organization, in turn, decreases.
4. Creates conflicts:
Conflicts and controversies surface among the internal candidates, whether or not they
deserve promotion.
EXTERNAL SOURCES
External sources of recruitment lie outside the organization. These outnumber internal
sources. The main ones are listed as follows:
I Employment exchanges:
The national commission labor (1969) observed in its report that in the pre-independence
era, the main source of labor war rural areas surrounding the industries. Immediately after
independence, national employment services were established to bring employer and job
seeker together. In response to it, the compulsory notification of vacancies act of 1959
(Commonly called employment exchange act) was instituted which become operative in
1960.the main functions of these employment exchanges with the branches in most cities are
registration of job seeker and tier placement in the notified vacancies. It is obligatory for
employer to inform about the outcome of selection within 15 days to the employment

29
exchange. Employment exchange is particularly useful in recruiting blue-collar, white-
collar and technical workers.
II Employment agencies:
In addition to the government agencies, there are number of private agencies that
register candidates for employment and furnish a list of suitable candidates from the data
bank as and when sought by the prospective employer. Generally, these agencies select
personnel for supervisory and the higher levels. The main function of these agencies is to
invite application and short-list the suitable candidates for the organization. Of course, the
representative of the organization takes the final decision on selection. The employer
organizations derive several advantages through this source. The time saved in this method
can be better utilized elsewhere by the organization. As the organizational identity remains
unknown to the job speakers, it, thus, avoid receiving letters and attempts to influence.
III Advertisement:
This method of recruitment can be used for jobs like clerical, technical, and managerial. The
higher the position in the organization, the more specialized the skills or the shorter the
supply of that resources in the labour market, the more widely dispersed the advertisement
are likely to be. For instance, the search for a top executive might include advertisements in
a national daily like the Hindu. Some employers/companies advertise their post by giving
them post box number of the name of some recruiting agency. This is done to particular
keep own identity secret to avoid unnecessary correspondence with the applicants. However
the disadvantage of these blind advertisement, i.e., post box number is that the potential job
seekers are the hesitant without unknowing the image of the organization, on the one hand,
and the bad image/ reputation that the blind advertisement have received because of the
organizations that placed such advertisements without position lying vacant just to know
supply of labor/ workers in the labor market, on the other. While preparing advertisement, a
lot of care has to be taken to make it clear and to the point. It must ensure that some self-
selection among applicant take place and only qualified applicant responds the
advertisement copy should be prepared by using a four-point guide called AIDA . The
letters in the acronym denote that advertisement should attract Attention, gain Interest,
arouse a Desire and result in action.
However, not many organizations mention complete detail about job positions in there
advertisement. What happened is that ambiguously worded and broad-based

30
advertisements may generate a lot irrelevant application, which would, by necessity,
increasing the cost of processing them.
IV Professional Associations
Very often, recruitment for certain professional and technical positions is made
through professionals association also called ‘Headhunters’. Institute of Engineers, All
India Management Association, etc., provide placement service to the members. The
professional associations prepare either list of jobseekers or publish or sponsor journal
or magazines containing advertisements for their member. It is particularly useful for
attracting highly skilled and professional personnel. However, in India, this is not a
very common practice and those few provide such kind service have not been able to
generating a large number of application.
V Campus Recruitment
This is another source of recruitment. Though campus recruitment is a common
phenomenon particularly in the American organizations, it has made rather recently.
Of late, some organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind
lays, etc., in India have started visiting educational and training institute/ campuses
for recruitment purposes. Many Institutes have regular placement cells / offices to serve
liaison between the employer and the students. Tezpur Central University has one
Deputy Director (Training and Placement) for purpose of campus recruitment and
placement.
The method of campus recruitment offers certain advantages to the employer organizations.
First, the most of the candidates are available at one place; second, the interviews
are arranged at short notice; third, the teaching is also met; fourth, it gives them
opportunity to sell the organization to a large students body who would be
graduating subsequently. The disadvantages of this of recruitment are that
organizations have to limit their selection to only “entry’’ positions and they
interview the candidates who have similar education and experience, if at all.
VI Deputation
Another source of recruitment is deputation I.e., sending an employees to another
organization for the short duration of two to three years. This method of recruitment
is practice in a pretty manner, in the Government department and public sector
organization does not have to incurred the initial cast of induction and training.

31
However, the disadvantages of this of deputation is that deputation period of
two/three year is not enough for the deputed employee to provide employee to prove
his/her mettle, on the one hand, and develop commitment with organization to
become part of it, on the other.
VII Word-of-mouth:
Some organizations in India also practice the “word-of-mouth’’ method of recruitment. In
this method , the word is passed around the vacancies or opening in the organization.
Another from of word-of-mouth method of “employee-pinching’’ i.e., the employee
working
In another organization is offered by the rival organization. This method is economic, in
terms of both time and money. Some of the organization maintain a file applications and
sent a bio-data by a job seeker. These serve as a very handy as when there is vacancy in
the organization. The advantage of this method is no cost involved in recruitment.
However, the disadvantages of this method of recruitment are non- availability of the
candidates when needed choice of candidates is restricted to a too small number.
VII Raiding or Poaching:
This is another sources of recruitment whereby the rival firm by offering terms and
conditions, try to attract qualified employees to join the. This raiding is a common feature
in the Indian organizations. For instance, service executive of HMT left to join Titan Watch
Company, so also exodus of pilot from Indian Airlines to join the private air taxi operator.
In fact, raiding has become challenge for the human resource manager.
Besides these, walk - ins, contractors, radio and television, acquisitions and merger,
etc., art some other sources of recruitment used by organization.
EVALUATION OF EXTERNAL SOURCES:
Like the internal source of recruitment, external sources are mixed of advantages and
disadvantages
ADVANTAGES
1. Open process

32
Being a more open process, it is likely to attract a large number of applicants/application.
The, in turn, widens it option of selection.
2. Availability of Talented Candidates:-
With the large pool of applicants, it becomes possible for organization to have talented
candidates from the outside. Thus, it introduces new blood in the organization.
3. Opportunity to Select the Best Candidate;
With the large pool of applicants, selection process becomes competitive. This increases
prospects for selection the best candidates.
4. Provides healthy competition:
As the external members are supposed to be more trained and efficient. With such a
background, they work with the positive attitude and greater vigor. This helps create healthy
competition and conductive work environment in the organization.
DISADVANTAGES
However, the external sources of recruitment suffer from certain disadvantages too, these
are:
1. Expensive and time consuming:
This method of recruitment is both expensive and time consuming. There is no guarantee
that organization will get good and suitable candidates.
2. Unfamiliarity with the Organization:
As candidates some outside the organization, they are not familiar with tasks, job
nature and the international scenario of the organization.
3. Discourage the Existing Employee:
Existing employees are not sure to get promotion. This discourages them to do the hard
work. This, in turn, boils down to decreasing productivity of the organization.

33
PURPOSE AND IMPORTANCE OF RECRUITMENT
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 conjuction 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 receive
the organization only after a short period of time.
 Meet the organization’s legal and social obligations regarding the composition of its
workforce.
 Begin identifying and preparing potential job applicants who be appropriate candidates.
 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 GOVERNING RECRUITMENT
Given its key role and external visibility, recruitment is naturally subject to influence of
several factors. These include external as well as internal forces.
External Forces
Supply and Demand
Unemployment Rate
Labor Market
Political-Social
Image
Internal Forces
Recruitment Policy
HRP
Size of the firm
Cost
Growth and Expansion
Recruitment

34
EVALUATION OF RECRUITMENT PROCESS
 Return rate of applications sent out.
 Number of suitable candidates for selection.
 Retention and performance of the candidates selected.
 Cost of recruitment process.
 Time lapsed data.
 Comments on image projected.
SELECTION : SELECTING THE BEST EMPLOYEES
Whatever form the applications take, there may be a need to sift them before moving on to
the interview stage. Such a sift serves to match the applicants as closely as possible to the
job and person specification and to produce a shortlist of people to interview. To avoid any
possibility of bias, such sifting should be undertaken by two or more people, and it should
involve the direct line manager/supervisor as well as personnel. The sifting stage can also
help the organisation by providing feedback on the advertising process and the suitability of
the application form. It can also identify people who might be useful elsewhere in the
organisation. If references or medicals are to be taken up before the invitation to interview
stage, it should be made clear on the application form/information pack sent to the applicant.
WHO MAKES THE DECISION?
In some companies there will be a personnel or human resource specialist who will
undertake most of the sifting and short listing. It is very important that the line
manager/supervisor for the job also be involved, both at the job and person specification
stage and at the interview stage. The final selection will thus normally be a joint decision,
except in those very small companies where only a line manager/supervisor is available to
do the recruitment of staff.
SELECTION TECHNIQUES
There is a variety of methods available to help in the selection process - including
interviews, tests (practical or psychometric), assessment centres, role plays and team
exercises, to name a few. Usually a range of methods will be used by the organisation

35
depending on the type of job to be filled, the skills of the recruiter and the budget for
recruitment.
INTERVIEWS :
Most jobs are filled through interviews. The interview has two main purposes - to find out if
the candidate is suitable for the job, and to give the candidate information about the job and
the organisation. Every candidate should be offered the same opportunities to give the best
presentation of themselves, to demonstrate their suitability and to ask questions of the
interviewer.
A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between job
and candidate. It also means that there is a consistent form to the interviews, particularly
important if there are a number of candidates to be seen.
Unstructured interviews are very poor for recruiting the right person. The structured
interview is most likely to be effective in obtaining specific information against a set of
clearly defined criteria. However, not every manager is skilled at interviewing, and may not
be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers
should receive training, including the equal opportunities aspects of recruitment and the
relevant legislation.
PREPARING THE INTERVIEW
 The reading the application form, job and person specifications to identify areas which
need further exploration or clarification
 Interviewer should prepare by planning the questions. In some interviews it is
appropriate to ask only one or two questions to encourage the candidate to talk at length
on certain subjects. In others it may be better to ask a series of short questions on several
different areas. If there is more than one interviewer, different people can cover different
topics, eg job knowledge, training, qualifications. Do not ask for personal information or
views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are
you planning to have children in the next few years?'
 Being ready for the candidates' questions, and trying to anticipate what additional
information they may seek.

36
CONDUCTING THE INTERVIEW
Conduct the interview in an environment that will allow candidates to give of their best.
Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s),
and show them cloakroom facilities, etc
If possible, let the candidate have a brief tour of the place of work. This is particularly
useful in the case of people new to the job market (school-leavers, returning men and
women), who may have little or no experience of what to expect in a workplace. It may also
prove valuable in offering an additional opportunity to assess the candidate's interaction
with possible colleagues.
Consider whether any adjustments need to be made to accommodate an interviewee who has
indicated a disability on the application form - it is easy to overlook simple adjustments that
may be reasonable to make:
 Candidates with hearing impairment may not only need to be able to clearly see the
interviewer as they are talking, but may need communication support if they are not to be
placed at a disadvantage
 Is there an alternative to steps for access to the building? Can the interview take place
elsewhere, where access might be easier for someone with a physical disability?
SELECTION
After identifying the sources of human resources, searching for prospective employees and
stimulating them to apply for jobs in an organization, the management has to perform the
function of selecting the right employees at the right time. The objective of the selection
decision is to choose the individual who can most successfully perform the job from the
pool of qualified candidates. The selection procedure is the system of functions and devices
adopted in a given company to ascertain whether the candidate’s specifications are matched
with the job specifications and requirements or not.

37
ESSENTIALS OF SELECTION PROCESS: -
The selection process can be successful if the following requirements are satisfied:
 Some one should have the authority to select. This authority comes from the
employment requisition.
 There must be some standard of personnel with which a prospective employee may be
compared i.e. a comprehensive job description and job specification should be available
beforehand.
 There must be a sufficient number of applicants from whom the required number of
employees may be selected.
There is a no standard selection process that can be followed by all the companies in all the
areas. Companies may follow different selection techniques or methods depending upon the
size of the company, nature of the business, kind and number of persons to be employed,
government regulations to 0be followed etc. Thus, each company may follow any one or
the possible combinations of methods of selection in the order convenient or suitable to it.
Following are the selection methods generally followed by the company.
Selection procedure employs several methods of collecting information about the
candidate’s qualifications, experience, physical and mental ability, nature and behavior,
knowledge, aptitude and the like for judging whether a given applicant is or is not suitable
for the job. Therefore, the selection procedure is not a single act but is essentially a series of
methods or stages by which different types of information can be secured through various
selection techniques. At each step, facts may come to light, which are useful for comparison
with the job requirements an employee specification.
RECRUITMENT & SELECTION IN ESCORTS PVT. LTD.
RECRUITMENT PROCEDURE
When we talking about the recruitment and selection process in company, the recruitment
and selection process is very standardized.
The recruitment and selection process of Escorts Limited can be explained by the following
flow chart :
Resumes from database/sources

38
Match the JD and JS
(Job description & Job subscription)
Shortlisted Rejected
Constraints to be detected
(communication skill,
technical knowledge,
last employment)
within the limitations of exceed the limitations of
the organization the organization
screening of shortlisted rejected
candidates(psychological test)
Screening of shortlisted candidates through interview( PART A)
Final shortlisting through personal

39
interview PART B
Joining of finally short listed candidates
When we talking about the recruitment the first process is the Man Specification Sheet
after that the second process is Manpower Requisition Form.
“Man Specification Form” specifies that which candidate is needed for which post with
his / her essential and desirable qualification, skills and also carries the necessary
information about the skills set of the required candidate.
With the help of this form every person can easily understand that what is the hierarchy
system of each position and what are the various competencies are required for which level.
It includes the various parameters like, which are mentioned below:-
 Designation
 Department /Division
 Reports to
 Direct Subordinates
 Education
 Essential
 Desirable
 Experience
 Skills
 Specific Training / Specialization
The format of Man Specification form is given in annexure (at page no.65 ) which is used in
the company.

40
. Manpower Requisition Form
When a supervisor finds there is a need to hire a new employee, whether to replace a
terminating employee or because of an increase or change in workload, the first step will be
to complete a Position Requisition form and forward it to the Department Chair or
Administrative Manager for approval. The purpose of this form is to establish a valid need
for the new position, indicate that funding and space are available, and provide a source
document for posting the position. A job description, detailing all essential position
functions, required education and experience, should be attached. Human Resources is
available for assistance.
Position requisition assessed by Human Resources
Upon approval by the Department Chair or Administrative Manager, the Position
Requisition will be forwarded to Human Resources to assess that:
 the special duties described are consistent with the position description and grade;
 the education and experience specified are consistent with the position description and
level.
The format of Manpower requisition form is given in annexure (page no. 66) which clearly
specifies that how useful information it contains;
In ESCORTS there are three major sources of recruitment of the employees i.e.
 Recruitment through Campus Placements
 Recruitment through Consultants
 Recruitment through References.
RECRUITMENT THROUGH CAMPUS PLACEMENTS
The recruited candidate as designates as per their qualification as described below:
 Degree holder in engineering candidate is appoint as a” GET”,
 Diploma holder in engineering is appoint a”DET”and
 Management degree holder candidate is appointed as a”MT”.

41
TRAINING INDUCTION SCHEDULE IN ESCORTS PVT LTd
When the candidate joins the company, training induction schedule is prepared for the
candidate.
Through this the candidate can able to know about the organization, can be able to know
about their superior and subordinate so that it help the candidate to work comfortably.
Introducing the new employee who is designated as a probationer to the job, job location,
surroundings, organizations, organizations surroundings, and various employees is the final
stage of employment process. Some of the companies do not company do not lay emphasis
on this function as they view that the colleagues of the new employees will automatically
perform this function. This processes gains more significance as the rate of turnover is high
among new employees compared to that among senior employees. This is mainly because of
the problem of adjustment adaptability to the new surrounding and environment. Further
induction is essential as the new comer may feel insecure, shy, nervousness and disturbing.
This situation leads to instability. Hence, induction plays pivotal role in acquainting the new
employee environment, company rules and regulations.
Induction is the process of receiving and welcoming an employee when he/she first joins a
company and giving him the basic information he needs to settle down quickly and happily
and start work.
Lecture, handbook, film, group seminar are used to information to new employees about the
environment of the job and the organization in order to make the new employee acquaint
himself with the following heads.
 About the Company
 About the Department
 About he Superiors, Subordinates etc.

42
CHAPTER 4
RESEARCH METHODOLOGY

43
OBJECTIVE OF THE STUDY
1) To study the Recruitment & Selection process in Escorts Limited.
2) To check validity of recruitment procedure according to current competitive scenario.
3) To find out the effectiveness of the methods used for the Recruitment & Selection in
Escorts Limited.
4) To get feedback from the employees about Recruitment & Selection process in Escorts
Limited.
5) To give suggestions about the recruitment and selection process .
SCOPE OF THE STUDY
The scope of my study is confined to ESCORTS only to know how recruitment & selection
helps in providing the potential employees/candidates to the organization.
Recruitment & Selection includes information related to the way of obtaining the potential
candidates i.e. the way of elimination or rejection procedure.

44
RESEARCH DESIGN
The Research plays an important role for providing the right information about consumer,
which helps the management in making better decisions.
Research is a systematic attempt to obtain answers to meaningful questions about
phenomena or event through the application of scientific procedure in other words Research
can be defined as methodical, unbiased and competent investigation of a subject matter to
establish principles. Research has special significance in identifying and solving various
operational and business problems of business and industry. Research is directed towards
the solution of problem.
UNIVERSE: -
Employees of ESCORTS PVT. LIMITED
SAMPLE SIZE:-
As the name indicates, sample size refers to the number of respondents or the size of the
sample, which is to be surveyed. Here the sample size taken for the study was 30.
RESEARCH USED
The type of research used in this project work is Descriptive. The Descriptive research is
used to collect Data and find out the cause and effect relationship.
DESCRIPTIVE RESEARCH: Descriptive Research also known as stastical research
studies are those studies, which are concerned with describing the characteristics of a
particular individual or a group. A descriptive research require a clear specification of what,
who, when, where why and how aspects of the research.

45
Techniques of Descriptive Research are :
 Secondary Data Analysed in quantitative manner
 Surveys
 Panels
 Observation
 Case study method
The Research Instrument used in this project is OBSERVATION Method.
OBSERVATION METHOD : The observation method is most commonly used
method specially in the studies relating to behavioral sciences. The main advantage of this
method is that subjective bias is eliminated, if observation is done accurately.
Secondly, the information obtained under this method relates to what is currently
happening; It is not complicated by either the past behavior or future intentions or attitudes.
Observation methods are of various types like structured, unstructured, controlled and
uncontrolled.
SAMPLING PROCEDURE
I decided to study the candidates who applied for the post of Team Member in different
departments of “ESCORTS PVT Ltd.”
DATA COLLECTION & SAMPLE SIZE
Primary :- Through Questionnaires, through Campus Placements
Secondary :- Through Internet, , Consultants, References.
Data Collection Procedure :- Survey
Research Instrument :- Structured Questionnaire.
Sample Size : - 30
Sample procedure :- Random sampling.
LIMITATIONS

46
The study was carried out only at the ESCORTS Products Limited, FARIDABAD,SEC-
12.PLANT-2 And it has not covered the way of Recruitment & Selection at other Plants of
the ESCORTS PVT Limited which are based at distant Location like Noida and Chennai
these could not be covered because they are located at a very distant place and to carry out
the study over their will take many months.
Some other limitations: -
1. Less availability of time and money for the research work.
2. Less expertise or skills in the researcher.
3. Lack of Scientific training in the methodology of researcher.
4. Difficulty of timely and adequate secretarial assistance.
5. Difficulty of timely published data.
6. Run out of database many times since most of the candidates would have already been
Contacted
7. The respondent were less interested in answering the questionnaire, as they felt that it
was an interruption to their regular work

47
CHAPTER 8
DATA ANALYSIS &
INTERPRETATION

48
DATA INTERPRETATION
A questionnaire was prepared for the purpose of getting feedback from the employees and
manager regarding “Recruitment & Selection Procedure” of their company. 30 employees
are selected from different department and were distributed the questionnaire from the
purpose of the study.
ANALYSIS OF THE DATA
The analysis of the data is done as per the survey finding. The data is represented
graphically in percentage.
The percentage of the people opinion were analyzed and expressed in the form of charts
and have been placed in the next few pages.
Manpower Planning
1. Does your company make forecast of future manpower planning requirement?
S.NO. OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Yes 30 100%
2. No 0 0%

49
 100% people said that the company makes forecast of future manpower forecasting.
2. Specify the time period(s) for which the estimates are made?
RESPONDENT
PERCENTAGE
1. 0-2years 9 30%
2. 2-3years 6 20%
3. 3-4years 9 30%
4. 4&above
years
6 20%
Manpower Forcasting
100%
0%
Yes
No

50
 20% people said that the company specifies 0-2 year for making estimation of
forecasting.
 30% people said that the company specifies 2-3 years for making estimation.
 30% people said that the company specifies 3-4 years for making the estimation of
forecasting.
 20% people said that the company specifies 4 & above time period for making
forecasting.
3. What do you suggest should be the basis of forecasting?
RESPONDENT
PERCENTAGE
1. Total cost of the project 6 20%
2. Past experience 12 40%
3. Different phases of the
project
9 30%
4. All of the above 3 10%
Time Period for Estimate
30%
20%
30%
20% 0-2years
2-3years
3-4years
4&above years

51
 20% people said that their company forecast on the bases of Total cost of the project.
 40% people said that the company forecast on the bases of past experiences.
 30% people said that the company forecast on the bases of the Different phases of
the project.
 10% people said that the company forecast on the bases on of the above
4. Does your organization plan the recruitment policy?
RESPONDENT
PERCENTAGE
1. Yes 18 60%
2. No 12 40%
Basic Forcasting
20%
40%
30%
10%
Total cost of the
project
Past experience
Different phases of
the project
All of the above
yes
60%
no
40%
Recruitment policy plan

52
 60% people said that they plan the requirement policy.
 40 % people said that they don’t plan recruitment policy
4. Do you think the present recruitment policy is helpful in achieving the goals of
the company?
RESPONDENT
PERCENTAGE
1. Yes 15 50%
2. No 6 20%
3. To some extent 9 30%
 50% people said that the company’s recruitment policy is helpful in achieving the
goals.
 20% people said that the company’s recruitment policy is not helpful in achieving
the goals.
 30% people said that the company’s recruitment policy is helpful to some extent in
achieving the goals.
Recruitment Policy
50%
20%
30%
Yes
No
To some extent

53
6. Does the company’s recruitment policy enable to identify the following areas?
S.NO
.
OPINION NO. OF
RESPONDENT
PERCENTAG
E
1. Recruitment needs of
the organization
6 20%
2. Preferred sources of
recruitment
9 30%
3. Appropriate criteria for
selection
9 30%
4. Identification of the cost of
recruitment
6 20%
 20% people said that the company’s recruitment policy enables to identify the
recruitment needs of the company.
preferred sources of recruitment.
appropriate criteria for selection.
Recruitment Policy
20%
30%30%
20%
Recruitment needs of
the organization
Preferred sources of
recruitment
Appropriate criteria for
selection
Identification of the cost
of recruitment

54
identification of cost of recruitment.
7. Through which source your organizations recruit the employees?
RESPONDENT
PERCENTAGE
1. Internally 6 20%
2. Externally 18 60%
3. Both 6 20%
 20% people said that the company recruits the employee from the internal sources.
 60% people said that the company recruits the employee from the external sources.
 20% people said that the company recruits the employee from the both sources.
8. Which of the following external sources you choose for the recruitment of the
employees?
Sources of Recruitment
20%
60%
20%
Internally
Externally
Both

55
S.NO
.
OPINION NO. OF
RESPONDENT
PERCENTAGE
1. Employee Exchange
Consultant
6 20%
2. Private Employee Agencies 6 20%
3. Advertisement 3 10%
4. Internet 12 40%
5. Any other 3 10%
 20% people said that the company uses the employee exchange consultants.
 20% people said that the company uses private employment agencies.
 10% people said that the company uses the advertisement method.
 40% people said that the company uses the Internet method.
 10% people said that the company uses the any other way.
8. Is company use own web site for recruitment.?
External Sources
20%
20%
10%
40%
10%
Employee Exchange
Consultant
Private Employee
Agencies
Advertisement
Internet
Any other

56
S.NO
.
OPINION NO. OF RESPONDENT PERCENTAGE
1. Yes 27 90%
2. No 3 10%
 90% people said that the company uses its own web site for recruitment.
 10% people said that the company not uses his own web site.
9. The HR department has successfully maintained ethics and values in the
organization.
Use Own Web Site
90%
10%
Yes
No

57
The analysis indicates the success of HR Department in its role in the organisation. The
Ethics and Values to a very good extent have been maintained indicates that
Organisation works in harmony and believes in spreading harmony.
Nearly 90% of the respondents agreed.
A very good sign for any organisation where its employees follow ethics and values and
also feel the presence of it in the organisation
CHAPTER-9
SUGGESTION &
CONCLUSION
3%
6%
3%
45%
43%
STRONGLY
DISAGREE
DISAGREE
NEITHER AGREE
NOR DISAGREE
AGREE
STRONGLYAGREE

58
CONCLUSIONS
The two months training period has been a very valuable experience for me from the entire
study conducted. I have become well acquainted with policies laid by the HR
DEPARATMEN in an organization
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 a 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. It is not an easy task as organization’s
future is depends on this activity. 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.

59
Recruitment and selection procedure and its policies changed as per the organization.
Its importance also gets changed as the organization changed.
RECOMMENDATIONS: Bottom Line of HR initiatives
As my scope of study is on recruitment process and recruitment process is the foremost &
important process in every organization.
 Tie up with more & more consultants from multiple segments.
 Know what you're looking for in candidates.
 The company should made online process for filling PP Form and the PI form i.e the
predictive index form so that the process become less time consuming and shortlisting of
candidates should be done more easily which can help the organizationto call up only
thoseperson who are eligible and fit to their vacancyand can save money and time both.

60
 The organization need some more professionals in the HR department which help the
organization to achieve their goals and to move the process smoothly and fastly.
 Punching machine should be put on one place with a security guard so that chance of
proxy will reduce.
 ESCORT GROUP Limited should improve upon its advertising and services for
attracting more customers.
 Better incentives and additional benefits should be provided to meet the competitive
threat in growing market.
 They should go for newer techniques of the Recruitment & Selection.
 The company should try to celebrate the diversity to reduce the work force diversity.
 The should try to reduce the organizational challenges i.e. competitive position,
decentralization and downsizing.
 The should try to reduce the environmental challenges i.e. the internet revolution and
job redefinition.

63
ESCORTS PVT. LIMITED
MAN SPECIFICATIONS SHEET

64
POSITION IDENTIFICATION
Designation :
Division / Department :
ORGANIZATIONAL RELATIONSHIPS
Reports to :
Direct Subordinates :
COMPETENCY REQUIRED
Education
Essential :
Desirable :
Experience :
Skill :
Specific Training/Specialization:
Article I. OTH
ER INFORMATION, IF ANY
DPM (HRD) CEO
MANPOWER REQUISITION FORM

65
Date of requirement:
Requested by:
Job title: Division:
No. of requirements: Required by:
JOB DETAILS:
Tenure: Temporary /Permanent
Qualification required/desired:
Experience desired (if any):
Location:
Total strength budgeted for the department:
Total strength existing:
FOR THE REQUESTED JOB TITLE:
Budgeted number:
Existing number:
Vacancies:
PAY SCALE FOR THE POSITION:
Reason for requirement: (Tick the appropriate)
 Additional work Load (Quantify it)
 For reduction in work Load (Quantify it)
 Existing Members reached saturation level in
Knowledge and Skill
 Resignation/Termination/Death/Re-
location
(for whom)
 Cost Factors
 Business Growth/Static Level
 Any other reason, please specify
 Re-structuring
Signature of hiring manager
Approved / Not approved:
INTERVIEW QUESTIONS

66
KNOWLEDGE:
 How have you prepared yourself for this kind of position?
 What have you been doing to keep up to date in your field?
 How would you rate your level of expertise in [insert major function to be performed]
compared with others in similar positions? Why do you rate yourself that way?
 In which areas do you feel you need to upgrade your knowledge? Why do you feel that
way?
 What improvements did you introduce in your last position?
 How good is your knowledge of [insert essential knowledge area]. Please briefly
summarize that for me?
SKILLS:
 What would you say are your 3 major strengths? How will these strengths help you in
this position?
 What would you say are your principal weaknesses or shortcomings? How might these
interfere with your success in this position? How might you overcome them?
 What was the most creative or original contribution you made to your last organization?
 Could you describe a few situations in which your work was criticized? How did you
handle that?
 What skills or abilities do you possess which have not yet been used in your career?
 How skillful are you at [insert a major function to be performed]? Describe a situation
where you needed that skill.
 How many people were in the largest group that you have supervised? What kinds of
positions were involved?
 What has been the hardest thing you have ever had to do as a manager? How did you
approach that?
 What would you do if you discovered an employee taking illegal drugs or drinking on the
job?
 What would you do if you suspected that two of your unmarried employees have an
intimate relationship? How would your approach be different if you had proof of such a
relationship?
 What would you do if you suspected, but could not prove, that a subordinate was selling
the organization's property for personal gain? How would your approach be different if
you had
proof?

67
INTERESTS :
 What do you want to be doing 5 years from now?
 If you had complete freedom of choice, what would you choose to be doing at this stage
in your life?
 Where do you see your career going in the longer run?
 How did you get into this field?
 Why did you select the educational program you chose? ?
 What do you enjoy most about being a manager?
 What have been the major surprises you encountered in being a manager?
 What are you doing to continue developing your management skills?
 What are the qualities that make for a great manager?
 Which work-related organizations have you joined?
 What kinds of books and periodicals do you read?
 How do you spend you leisure time?
 If you had it to do over again, would you take the same [education/career path]?
Why/Why not?
VALUES:
 What is your definition of success?
 Who has exercised the greatest influence on you? What did you learn from her/him?
 For what kind of organization can you do your best work?
 What are the qualities that make for a great organization, in your opinion?
 What do think might be your most important contribution to our organization?
 What would you expect would happen if you and a fellow employee could not
cooperate?
 What would you expect would happen if you were often late for work or absent?
 What would you expect would happen if a client/member/customer complained about
your work, or the way you spoke to her/him?
 What would you expect would happen on your first day on the job?

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