PROJECT REPORT ON RECRUITMENT AND SELECTION PROCEDURE AT DIXON TECHNOLOGIES LIMITED
FOR THE PARTIAL FULLFILLMENT FOR THE AWARD OF DEGREE MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY MANJARI RASTOGI M.B.A-IIIrd SEM
UNDER GUIDANCE OF SUBMITTED TO MR ATIN AHUWALIA Mr. Sanjay Prohit H.R Department
H.R Department
PREFACE People are a company’s most important assets. They can make or break the fortunes of a business. In today’s highly competitive business environment placing the right people in
the right position is very critical for the success of any
organization.
The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person-to-job fit that will, contribute significantly towards the Company's effectiveness. It is also becoming increasingly important, as the Company evolves and changes, that new recruits show a willingness to learn, adaptability and
ability to work as part of a team. The
Recruitment & Selection procedure
ensures that these criteria are addressed In this project I have studied
Recruitment and Selection process of DIXON
TECHNOLOGIES pvt. Limited, and attempted to provide some ways so as to make
recruitment more effective and to reduce the cost of hiring an employee. I am privileged to be one of the students who got an opportunity to do my training with DIXON TECHNOLOGIES LIMITED. My involvement in the project has been very challenging and has provided me a platform to leverage my potential in the most constructive way. . This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty. •
I would be delighted to receive reader’s comments which maybe valuable lessons for my future
projects . STUDENT DECLARATION
I hereby declare that the project report entitled, “TO STUDY THE RECRUITMENT & SELECTION PROCEDURE AT DIXON TECHNOLOGIES LIMITED” submitted to
Dixon technologies limited,dehradun for the partial fulfillment of the requirement for the degree of MASTER OF BUSINESS ADMINISTRATION is my original work. acknowledgement I have great pleasure in presenting this PROJECT REPORT on my Summer training in Recruitment and Selection procedure at DIXON TECHNOLOGIES ltd Dehradun(, I would like to acknowledge with a deep sense of gratitude and indebt ness to Mr. ATIN AHUWALIA ( HR Dept. ) who trusted me and gave me the opportunity to work as a trainee in an organization of repute. My special thanks to MR. AMIT Pandey (HR ASSISTANT) and all the staff members, who helped me in every possible way throughout the summer training. They provided the easiest possible solution to my problems, which were helpful for me in development of the project. . Last but not least I am thankful for my parents, friends, colleagues and Relatives for being with me during the summer training.
HISTORY OF ORGANIZATION
Company Profile Basic Information Company Name: Business Type: Product/Service
Dixon Technologies( India) Pvt Ltd. Manufacturer
Ctv, DVD Player, LCD TV, Home Appliance (We Sell): Number of Employees: 101 - 500 People AliExpress.com Store: Trade & Market
NORTH AMERICA
SOUTH AMERICA EASTERN EUROPE Main Markets: Africa Oceania Mid East Eastern Asia Western Europe Factory Information Number of R&D Staff: 21 - 30 People Management Certification:ISO 9001:2000 ISO 14001:2004 OEM Service Offered Design Service Offered Buyer Label Contract Manufacturing: Offered Headquartered in Noida, Dixon is a leading Electronics Manufacturing Services (EMS) provider focused on delivering high quality, Cost Effective Solutions for Consumer Electronics and appliances for the Domestic (India) and International markets. With fiscal year 2005 revenues of USD$150 million, Dixon provides its customers with world-class electronics products through a network of manufacturing facilities spread across India. Dixon is also ISO 9000 certified and is on the path to achieving ISO 14001 certification. All our facilities are audited and approved by
our Multinational Customers, as per their global standards. This ensures that customers are able to optimize their operations by lowering their costs, provide reliable and safe products to their customers and reducing their time to market
Dixon Technologies India Pvt. Ltd.
B 14&15, Phase II, Noida - 201305.Uttar Pradesh, INDIA http://www.dixoninfo.com/ sunilvachani(at)dixoninfo.com rajivduggal(at)dixoninfo.com
Mr. Sunil Vachani CMD
Tel.: +91-120-2562639, 2562820 Mobil: +91-9811151206/9818838832 Fax: +91-120-2562681 Product range & area of specialisation:
PCB assembly, Power supply, MPEG cards
No. of Employees:
270
Quality Certification: Major export markets
ISO 9001, ISO 14001, UAT 534 and UAT 520
(countries):
Europe (EU countries)
Export to EU Countries in US$ Million:
France, Germany, UK; USD 25 million
Dixon Technologies India (P) Ltd. is a leading Electronics Manufacturing Services (EMS) provider focused on delivering high quality, cost effective solutions in Consumer Electronic products, appliances, telecom, medical, automobile and information technology across domestic and International markets. With a strong network of manufacturing facilities spread across India, they provide world-class products and services to their customers. They are an ISO 9001:2000 & 14001:2004 Certified Company, promising optimum product quality and care for the environment. At Dixon facilities are duly audited and approved by their customer globally. This encourage a benchmark of optimizing operations for their clients to lower their costs, Company Profile:
provide reliable and safe products to their customers and reducing their time for product reliable and safe products to their customers and reducing their time for product launches. Today, within a short span of 8 years, Dixon has experienced an exponential growth with last year turn over of USD 200 Million. They run several state-of-art manufacturing plants, where over 2 million CTVs, 2.5 million PCB/MPEG cards, 1.2 million Set Top Boxes, 0.5 million Microwave Ovens and Air conditioners. 3 million DVDs are manufactured which bears the hallmark of their quality and reliability. Dixon is one of the largest OE manufacturers in the country, and has over the years emerged as a leading name in the global Consumer Electronics and appliances industry Dixon Technologies (India) Private Limited. provides electronics
manufacturing services for consumer electronics and appliances for Indian and international markets. Its products include color televisions, air conditioners, microwaves, and DVD players. The company also engages in the manufacture and marketing of color televisions, VCDs, and
DVDs under its own brand name. It sells its products through distributors in Jammu and Kashmir, Himachal Pradesh, Punjab, Chandigarh, Uttaranchal, Har yana, Rajasthan, Uttar Pradesh, Madhya Pradesh, Bihar, Jharkhand, Chattisgarh, Andhra Pradesh, Kerala, Tamil Nadu, Assam, West Bengal, Tripura, Manipur, and Gujarat. The company serves the Middle East, Afric... KEY DEVELOPMENTS FOR DIXON TECHNOLOGIES (INDIA) PRIVATE LIMITED. Dixon Technologies (India) Private Limited. Ties Up with Bharti Wal-Mart Pvt. Ltd. for Selling Colour TVs 05/31/2009 Dixon Technologies (India) Private Limited. has announced it has tied up with Bharti Wal-Mart Pvt. Ltd. to sell its products through the retailer's first cash-and-carry store in the country at Amritsar. As per the tie-up Dixon range of products, including colour TVs and DVD players will be sold through Bharati Wal-Mart's cash-and-carry store. Initially, the tie-up would only be for the Amritsar store but it would be extended for other stores as they come up.
MANUFACTURING FACILITY
Dixon has one of the largest and most advanced manufacturing facilities in the country today. Its manufacturing centers are spread across the following locations: Noida: Located on the left bank of the river and is equidistant from Ghaziabad and Delhi. It was developed near delhi, across river Yamuna, in the 1970's as a modern industrial city. Capacity: Auto insertion Manual insertion SMT Final Assembly of CTV Final Assembly of DVD
170,000 PCBs per month 100,000 PCBs per month 130,000 PCBs per month 30,000 Sets per month 10,000 Sets per month
DEHRADUN: Nestled in the mountain ranges of the Himalaya,dehradun is one of the oldest cities of india. It is a favoured tourist destination as it attracts tourists, piligrims and enthusiasts from various walks of life to its serene environs. Capacity: Air Conditioners Microwave CTVs DVDs
20,000 sets per month 20,000 sets per month 60,000 sets per month 100,000 sets per month
JAMMU: Strategically located Jammu and Kashmir state constitutes the northern most extremity of india. The State is bunded by Pakistan, Afganistan and China from the west to the East.
Capacity: CTV
40,000 sets per month
MOHALI: City of multi cultural peoples, languages and the city with full of artistic monuments and artistic people.
Capacity: CTV DVD Washing Machine
25,000 sets per month 5,000 sets per month 5,000 sets per month
Dixon Manufacturing Unit (Photo Gallery) »
Our Capacity Dixon has one of the largest and most advanced manufacturing facilities in the country today.
Capacity Colour Television
2 Million per annum
LCD
50,000 per annum
DVD
2 Million per annum
CFL Lamps
60 Million per annum
CFL Circuits
60 Million per annum
Electronic Ballast
6 Million per annum
Washing Machine/Washer
2,50,000 per annum
Set Top Boxes
1 Million per annum
Our manufacturing centers are spreads across the following locations
NOIDA Located on the left bank of the river and is equidistant from Ghaziabad and Delhi. It was developed near delhi, across river Yamuna, in the 1970's as a modern industrial city.
NOIDA 1 .
Capacity CTV PCB
3.6 Million per annum
DVD
2 Million per annum
Set Top Box
1 Million per annum
CFL
16 Million per annum
NOIDA 2 . Capacity Set Top Box
1 Million per annum
Electronic Ballast
6 Million per annum
CFL PCB Capacity
36 Million Pcs. per annum
DEHRADUN 1 Nestled in the mountain ranges of the Himalaya,dehradun is one of the oldest cities of india. It is a favoured tourist destination as it attracts tourists, piligrims and enthusiasts from various walks of life to its serene environs.
Capacity
CTVs
1.5 Million per annum
DVDs
20 Million per annum
DEHRADUN 2 Capacity Sheet Metal
2.5 Million Componant per annum
Plastic Moulding
1 Million Component per annum
JAMMU Strategically located Jammu and Kashmir state constitutes the northern most extremity of india. The State is bunded by Pakistan, Afganistan and China from the west to the East. Capacity CTV
100,000 / Annum
MOHALI City of multi cultural peoples, languages and the city with full of artistic monuments and artistic people. Capacity CTV
25,000 sets per month
DVD
5,000 sets per month
CFL
30 Million per annum
THE COMPANY THAT’S MAKING TV’S FOR TAMILNADU GOVERNMENT The excitement at Dixon Technologies' factory in Noida, on the outskirts of Delhi [ Images ], is palpable. The employees of the Rs 500-crore (Rs 5 billion) consumer electronics contract manufacturer are on a high as they have managed to ship the first lot of a bulk order for colour televisions in record time. Last November, Dixon turned out to be the lowest bidder for the Tamil Nadu state government's tender for 14-inch televisions (to be distributed free to the electorate in the state) and won a contract for making 900,000 TV sets. Dixon's bid was 5 per cent lower than its nearest competitor, Videocon [ Get Quote ], which also won part of the order. That's precisely been Dixon's single biggest achievement in the contract manufacturing sector -to offer quality at a very low price. "Our vision was to be the cost leader -- and we have succeeded in our goal through our strategies," says Atul B Lall, CEO, Dixon Technologies. Last week, the company also won the best quality vendor award from LG Electronics India. The company is a major supplier of air conditioners -- window and split -- to LG and also makes CTVs and microwaves for the Korean consumer durables giant. Philips, however, is its biggest customer (35,000 units a month) for CTVs. The TN government contract has boosted employee morale at Dixon for two reasons. One, the company beat multinationals such as LG and Sanyo as well as a host of Chinese manufacturers to win the order. "Besides, the contract will help us double our production from 1.2 million CTVs a year to 2. 3 million," adds Lall. Dixon has already added a couple of new assembly lines in its Noida factory and hired 200 more workers. The order will push Dixon's turnover up from Rs 500 crore to Rs 800 crore in this financial year. And with the TN government slated to float another tender in July, the future looks especially bright.
Vision and will Life was not always so hectic for India's largest contract manufacturer of DVD players and CTVs (some branded players like Videocon make more CTVs than Dixon but Lall claims they are not OEMs -- original equipment manufacturers). The consumer durables industry was in the throes of a churn when Dixon Technologies was born 14 years ago -- rising from the remains of Weston Electroniks. Rewind to 1993. Armed with a management degree from London [ Images ], Sunil Vachani, 22, son of Weston Electroniks' promoter Sundar Vachani, returned to Delhi to see his father's electronics business disintegrate. Vachani Senior's popular Weston TV brand had crumbled under competition from new players like Onida, BPL, Videocon and others. The company's export business, too, crashed with the collapse of the USSR. The younger Vachani trained briefly at the ailing Weston TV factory and its music cassettes unit before the businesses shut down. And despite the grey picture all around, he wanted to make -surprise -- televisions. "I was determined to be on my own," recalls Vachani, now 35, and the company's CMD. "If you have the vision, things fall in place." However, before they fell in place, things were not easy. Although his father supported the idea of setting up a new contract manufacturing unit for televisions, banks and financial institutions were wary of funding the venture. Eventually, with a Rs 40-lakh (Rs 4 million) loan from Vachani Senior, Dixon Technologies set up a small unit in Noida with the goal to become the cost leader in the OEM space. "The diktat -to be the lowest-cost manufacturer -- was clear. It was the only way multinational companies would come to us for work," says Lall. To keep its manufacturing tabs low, Dixon chose the location of its units with care. It set up its factories in tax-free zones. While Parwanu, Jammu and Dehradun are excise-free, Mohali is VAT-exempt. "In the highly competitive OEM industry, tax exemptions help," says Lall. VAT-exempt locations contributed in saving about 8 per cent on cost, while excise-free zones turned in a benefit of about 5 per cent.
Second, the company acquired scale to become a low-cost leader. In the past 10 years, the company has increased its production capacity from 100,000 television sets a year to 1.2 million sets. It now has an over-10 per cent share of the 13-million units CTV market. This year, it will also make 1.6 million DVD players, which accounts for almost 27 per cent of the 6 million DVD players manufactured in India. Dixon-made DVD players are also sold under the Onida, Philips, Bajaj [ Images ] and TCL brands. Lall claims that creating a common infrastructure for different product categories helped generate volumes. "It helps that we are able to assemble the DVD players, recorders and CTVs at the one unit." In addition, the company's facility is such that with little investment it can even manufacture personal computers and hand-held phones from the same unit. There is one more angle to being a low-cost manufacturer. Dixon bought most of its equipment from closed factories, getting the used machinery at a fraction of the original price. For instance, a single new assembly line costs $500,000 -- it picked one up for just $120,000. "This cut down on the project size and, therefore, interest rates are also low," says Lall.
Process perfect However, the biggest contribution in making Dixon a cost-leader came from the loss elimination processes (read: enhanced productivity) the company followed. "Our low cost comes with great quality. You cannot have drastic improvement in productivity without improvement in quality," says Vachani. There can be many reasons behind loss in production such as "rework" (where production does not happen right the first time), idle time, inefficient energy consumption and higher scrap generation, among others. Dixon, therefore, created separate groups of workers within the organisation that focus on each of these areas. Minor innovations also helped improve productivity. For instance, when the company discovered that production during the first hour of the morning shift is 20 to 30 per cent lower than the average, it set about making corrections. It ensured that the buses carrying the workers reach on time, that the line machines are full and switched on. "We even gave ownership of the machines to the worker under a "My Machine" concept," says Lall.
Productivity clearly improved and if, say, one assembly line was making 250 Printed Circuit Boards (PCBs) in an hour, the number moved up to 300 within a few months. A strict scrap generation and rejections process has ensured that the company's rejection rate is also down considerably: from 3 per cent three years ago to 0.02 per cent at present, which is a best in class figure. And while international practices such as Six Sigma are being practiced at the company, Dixon has also roped in its principal customers LG and Philip to share their expertise with its workers. Joint teams that focus on productivity and quality issues have been created, says Lall.
What's on Dixon is among the country's best consumer electronics vendors and grew at 30 per cent last year. It hopes to scale up production to make 4 million CTVs a year, for which it will invest Rs 20 crore (Rs 200 million) sourced from internal accruals. This will fund a new, fully-integrated plant at Chennai, new PCB lines in Noida and assembling lines in Dehradun. Dixon is thinking ahead. Other than tying up with retail chains for supplying private labels, it aims to become what Vachani calls the "EMS to the world". With an eye on tapping the export market (West Asia, Jordon, Kuwait and Europe), the company is creating a manufacturing hub in Chennai, closer to the port. Soon it will start making decoders or set top boxes for DTH and cable. Getting into the customer service centres business is also not ruled out. What does the competition think? Dixon has two main weaknesses, says Kishore Khanna, managing director, Evershine Group, which makes CTVs, air-conditioners and kitchen appliances for various brands, including Philips and LG. One, it may face logistical issues since PCBs are assembled in Noida and then transported to the TV assembly unit is in Uttaranchal. Then, it is not fully vertically integrated, only till the PCB assembly. "But the company's strength lies in its attitude to quality and in not being totally dependent on the OEM business. It is creating its own design," Khanna adds. He is referring to the relaunch of the Weston brand, begun quietly three years ago in Punjab [ Images ] and Uttar Pradesh [ Images ]. Having gained a 9 per cent share of the market there, Dixon is now planning to take the television brand national on the value-for-money platform. But that plan has its detractors, especially from biggest customer LG.
Says LG marketing head Girish Rao, "Re-launching Weston will be tough as the consumer electronics market is both fragmented and cluttered." Adds vice president, manufacturing, Sanjay Arora, "Reviving Weston requires hefty investments in brand building, setting up infrastructure for sales, service and logistics. Today, people are looking up more to the multinational brands." Lall does not agree. "The nature of the durables industry is such that slots get vacated very fast. Older brands make way for newer ones. Weston and Crown were replaced by BPL and Onida, which made way for LG and Samsung." There is also product vacancy, he adds. For instance, companies are vacating the 14-inch TV slot, while some are exiting the 20-inch model. "But there is still demand for these and Weston can fit there," says Lall. If doubts are being raised about the own-brand venture, there may be trouble ahead even within the OEM segment once India signs more Free Trade Agreements with other countries. "OEMs will have to become more competitive when more FTAs are signed," agrees Prasun Banerjee, Sharp India's [ Get Quote ] vice president, sales and marketing. Vachani, however, believes the bigger challenges coming up relate to cost leadership, quality and innovation. But he is confident of riding the tide. "We are as cost competitive as any Chinese manufacturer," he declares
SWOT ANALYSIS
SWOT is an abbreviation for Strength Weaknesses,Opportunities, and Threats. It provides information ‘s that is helpful in matching in matching the firm recourses and capabilities to the competitive environment in which it operates
SWOT ANALYSIS FRAMEWORK :-
Environmental Scan
Internal External analysis 1. STRENGTHS: - Strengths of the firm are its resources and capabilities that can be used as a analysis
basis for developing advantage .The main strengths of the company are given as : I. Strong brand name. II. Good reputation among customer. STRENGTH III. High product quality
WEAKNESSES
OPPORTUNITIES
THERAT
IV. Sound financial support V. Favorable access to distribution network.
1.
WEAKNESSES:-
the absence of certain strengths may be viewed as a weakness.
Main Weaknesses for the company are :
1.
I.
Host cost structure.
II.
Lake of access to key distribution channels.
OPPORTUNITIES:-
the external environmental analysis may revel certain new
opportunities for profit and growth. Main opportunities for the company are: I. An fulfilled customer need. II. Strong market demand III. Increasing quality conscious end-users IV. Arrival of new technologies.
1.
THREATS :-
change in the external environment also may present threats to the firm.
Main threats for the company are I.
Shifts in consumer tastes away from the firm’s products.
II.
Emergence of substitute products.
III.
Price war among local supplier
SYNOPSIS
Project Title :- “To study the Recruitment & Selection procedure At Dixon technologies Limited”
OBJECTIVE OF THE RESEARCH
To study the Recruitment & Selection Practices at Dixon technologiesLIMITED
To identify the various factors companies undertake prior to the recruitment process.
To study how the companies establish a fit between their business strategy and
recruitment strategy.
To study how the companies have coped with change in the market vis a vis its
recruitment process.
THEORETICAL CONCEPT RECRUITMENT Before an organization can fill a job vacancy, it must find people who not only are qualified for the position but also who want a job. Recruitment refers to organizational activities that influence the number and type of applicants who apply for a job and whether the applicants accept the jobs if offered. Thus recruitment is directly related to both human resource planning and selection. Although it can be quite expensive, organizations have not always viewed recruitment as systematically as other HR functions such as selection. During the coming years, however the importance of recruitment will increase for many organizations for at least two reasons: ➢ A majority of companies think that they will face shortage of employees who posses the necessary skills for the jobs. ➢ The downsizing and cost saving measures undertaken by many companies in recent years have left recruitment budgets much smaller than before. Thus recruiters will have to become acquainted with new and more cost-effective ways of attracting qualified applicants.
A DIAGNOSTIC APPROACH TO RECRUITMENT -
the process
Various factors in the environment affect the recruitment process. The recruitment process begins with an attempt to find employee with the abilities and attitudes desired by the organization and to match them with the tasks to be performed. Whether potential employee will respond to the recruiting efforts will depend on the attitudes they have developed towards those tasks and the organization on the basis of their past social and working experiences. Their perception of the task will also be affected by the work climate in the organization. How difficult the recruiting job is depends on a number of factors: external influences such as government and union restrictions and the labor market, plus the employer's requirements and candidates preferences.
External influences Government and union restrictions Government regulations prohibiting discrimination in employment and hiring have a direct impact on recruiting practices. Although there is no guaranteed way to avoid legal entanglements associated with recruiting, some basic principles of sound recruiting practices can be followed. a)
Post notices regarding the availability of a job.
b)
Publish a list of qualifications necessary to fill the job. Distinguish between essential qualifications and desirable ones.
c)
Use recruiting sources that will reach the greatest number of potential applicants in the job market.
d) Be wary of establishing qualifications that might directly or indirectly exclude members of protected groups. e) Be sure the job qualifications are applied to every applicant in a consistent manner.
Factors effect Recruitment:
Internal Factors: 1. Size of the organization 2. Recruiting policy 3. Image of the organization 4. Image of job. External Factors: 1. Dematographic factor 2. Labour market 3. Unemployment situation 4. Labours law 5. Legal consideration.
SOURCES OF RECRUITMENT: Internal Sources: 1. Present Employees. 2. Employee Referrals. 3. Former Employees. 4. Previous Applicants. External Sources: 1. Employment Exchange 2. Advertisement 3. Employment Agencies. 4. Professional associations RECRUITMENT PROCESS: 1. Recruitment Planning. 2. Strategy Development.
3. Searching 4. Screening 5. Evaluation and Control.
METHOD OF RECRUITMENT 1. Direct
2. Indirect.
2. Third party methods SELECTION: - Selection is the process of choosing from among the candidates from within the organization or from the outside , the most suitable person for the current position or for the position. Selection is the process of as managerial decisions –making process as to predict which job applicants will be successful if hired.
SELECTION METHODS: 1. Preliminary Interview. 2. Application blank. 3. Selection Testes 4. Selection interview. 5. Reference checks 6. Physical examination 7. Final selection
SELECTION TESTS: 1. ABILITY TESTS •
Aptitudes tests
•
Achievement tests
•
Intelligence tests
•
Judgment test
2. PERSONALITY TESTS •
Interest tests
•
Personality tests
•
Projective tests
•
Attitude tests.
DISTINGUISH B/W RECRUITMENT AND SELECTION Recruitment technically precedes selection whereas selection follows recruitment. Recruitment refers to the process of identifying and encouraging potential candidates to apply for jobs in the organization whereas selection involves choosing the best out of these recruited. Recruitment is positive it aims at increasing the number of jobs seekers for wider choice or increasing the selection ratio where as selection the other hand is said to be negative in its applicants in as much as it rejects a large number of unqualified applicants in order to identify those who are suitable for the jobs. In sum recruitment involves searching where as selection involves comparing those already searched.
INTERACTIONS OF THE RECRUITAND THE ORGANIZATION The nature of the organization and the goals of the manager are highlighted in the above diagram, as is the nature of the task. The techniques used and the sources of recruits vary with the job. As afar as the applicants are concerned, their abilities and past work experience affect how they go about seeking a job.
The organization's view of recruiting Several aspects affect recruiting from organization's view point : the recruiting requirements set, organization policies and procedures, and the organizational image.
Recruiting requirements
The recruiting process necessarily begins with a detailed job description and job specification. Without these, it is impossible for recruiters to determine how well any particular applicant's fits the job. It should be made clear to the recruiter which requirements are absolutely essential and which ones are merely desirable. This can help the organization avoid having unrealistic expectations of potential employees : an employer might expect applicants who stand first in their class, are president of all extra curricular activities, have worked their way through school, have 10 years of experience and are willing to work for long hours. Contrasted with this unrealistic approach, the effective organization examines the specifications that are absolutely necessary for the job. Then it uses these as its beginning expectations for recruits. Finding applicants who possess the needed skills for a job is the "science" of recruiting. Beyond determining whether an applicant has the skills needed for the job, recruitment in the coming years will also have to determine whether the applicant will function well within the culture and value system of the organization.
Organization policies and practices In some organization's, HRM policies and practices affect recruiting and who is recruited. One of the most significant of these is promotion from within.
This policy means that
organization's recruit from outside the organization only at the initial hiring level. They feel this is fair to present loyal employees and assures them a secure future and a fair chance of promotion, and most employees favor this approach. Some employers also feel this practice helps protect trade secrets.
Organizational image The image of the employer generally held by the public can also affect the recruitment. all else being equal it is easier for the organization with a positive corporate image to attract and retain employees than an organization with a negative image.
The good or bad, well-known or unknown images of these organization's will affect how they are viewed by the job recruits. The organizations image is complex, but it is probably based on what the organization does and whether it is perceived as providing a good place of work. The larger the organization, the more likely it is to have a well-developed image. A firm that produces a product or service the potential employee knows about or uses is also more likely to have an image for the applicant. .
The potential employees view of recruiting The applicants have abilities, attitudes and preferences based on past work experiences and influences by parents, teachers and others. These factors affect recruits in two ways: how they set their job preferences and how they go about seeking a job.
Preferences of recruits for organization and jobs
Recruits have a set of preferences for a job. The recruit also faces the limitation of labor market, government and union restrictions and the limits og organizational policies and practices. The recruit must anticipate the compromises just as the organization does.
Job search and finding a job: the recruit It is not always enough to be simply in the right place at the right time. The effective job searcher creates opportunities in a systematic way. Effective job search involves several steps including self-assessment, information gathering and networking, targeting specific jobs and successful presentation. The job search process begins with self-assessment. The purpose of self-assessment is for job searchers to recognize their career goals, their strength's and weaknesses, interests values and preferred life styles. This information is later used in the search process to help the applicant assess whether there is a fit with a particular job offer. The assessment is similar to what organizational recruiters will be doing, only from the perspective of the applicant.
METHODS OF RECRUITING Most job openings are filled with people from within the organization and entry-level positions are the most likely to be filled by external sources. Methods for internal recruiting include job posting, skill inventories, job bidding and referrals. Methods of external recruiting include school and college recruiting, advertising, and using employment agencies and executive research firms and the internet.
Internal versus external recruiting methods Internal recruiting methods include posting position openings, distributing memos within the organization and searching organizational databases for a match between the skills required to perform the job and the skills held by the current employees. This method of recruiting looks to internal sources to fill positions and encourages promotions from within. External recruiting methods include advertising position. Whether managers choose internal or external-recruiting methods depends on the degree to which organization's strategy encourages promotions and transfers from within the organization.
Job positioning
Many position can be filled as a result of posting the job opening on the bulletin boards, announcing the opening in a company newsletter or posting announcement on the companies intranet. A job posting procedure enables employees to strive for a better position within the company. Notices of important openings should include all-important information about the job.Some firms have turned to computers to make their job posting more fruitful.
All
employees who wish to participate complete questionnaires about themselves, which include items concerning relocation willingness and preferences as well as training and educational backgrounds. A few skills are selected out of the total that best represent their functional skills.
When a position needs to be filled the requirements are matched and candidates
selected.Although positing jobs can be an efficient method of recruiting, number of problems have been associated. Example it can lead to personal bias and stiff competition.
Skills inventory Another recruiting method is the use of skill inventories.
Essentially a skills inventory
includes a list of employee names, their education, training, present position, work experience, relevant job skills and abilities and other qualifications. The organization can search through the company skill inventory to identify potential candidates for the position opening.
Job bidding These procedures typically specify that qualified applicants from within the bargaining unit must fit all jobs covered by the agreement. Those interested in the vacancy bid for the job by applying if they are qualified. The individual fills the position with the highest seniority from among the qualified applicants. In some cases applicants take competitive examinations. However only current employees are eligible. Using a job bidding system is normally very easy. However it can present some difficulties.
Referrals An excellent source of information is current employees who may know someone who would be qualified and interested in the open position. To entice employees to make job referrals, some companies offer a referral bonus
EXTERNAL RECRUITING METHOD School and college recruiting Recruiting at high school or vocational schools is often a strategic approach adopted by organizations with position openings at the entry level or internal training programs. Recruiting at the college level serves as a major source for acquiring managerial, professional and technical skills. The gap that exists between the skills that organizations will need over the next several years and those currently possessed by potential employees is growing.
The number of jobs
requiring a college degree is on the increase. Unfortunately for the organization it is a very time consuming and expensive exercise. But pressures from the external environment will continue to force organizations to be highly visible and active in this kind of recruiting.
Advertising Advertising job openings in newspapers, magazines, newsletters and other media sources is a relatively inexpensive recruiting mechanism. Advertising is useful for filling open position quickly. Advertising usually does not target a specific audience. Private employment
agencies Private employment agencies vary considerably in size and effectiveness as good sources of employee and must be chosen carefully by employers and job seeking alike. A preliminary interview is conducted for the applicants. Unfortunately some agencies are more concerned with placing employees quickly than in effecting a good match between the employee and the organization. The discrepancy can be reduced if the HR managers give detailed and specific requirements.
The internet and the WWW One of the fastest growing recruitment methods is the internet and the WWW. Companies who do use the lnternet as a recruiting source appear to be happy with the process and the results. It allows access to broader set of people and hence broader set of expertise and skills. It is also faster and convenient. However it may not be accessible to all.
UTILIZING RECRUITING RESOURCES Companies frequently use a variety of internal and external recruiting strategies to locate and hire their workers. Although one technique may work well for some organizations, the same technique may prove ineffective for others.
Some technique may mesh well with the
organization's competitive strategy, but others do not. By integrating both internal and external recruiting techniques, a company can develop an overall recruiting plan that is specifically tailored to support its overall strategy and result in selection of highly qualified applicants. Exactly how many recruits are needed can be determined from past recruitment efforts. Specifically a yield ratio can be developed for each position to be filled. A yield ratio is the number of candidates who pass a particular recruitment hurdle divided by the number who attempted the hurdle. It is important to keep in mind that the plan should support the companies overall strategic approach.
Re- Recruitment strategies Re-Recruitment strategy is a series of steps a company can take and retain key employees. ReRecruitment strategies are a good idea, but essential in turbulent times such as after downsizing or a major organizational restructuring. Key employees are defined as employees whose loss would have a most detrimental effect on the organization. bonuses have also been used successfully as a means of getting technical staffers. Without a salary adjustment key employees may be stolen away by competitors,
Career development opportunities
College graduates entering work force for the first time are clear about their expectations and are less willing to adapt their values and work styles to accommodate to their employers. The following factors entice first careerist to stay with the job and the company: 1.
Immediate involvement in the essential work of the firm.
2.
The ability to apply newly learned knowledge and skills.
3.
The opportunity to understand the big picture of
. Companies are responding to these needs by offering a variety of programs for new employees. One factor that should be considered prior to selection is the "fit" between the individual career objectives and the career path that can be realistically offered by the firm.
ALTERNATIVES TO RECRUITMENT Another strategic business decision can be made is not to recruit. Instead they can rely on alternative staffing options.
Common alternative staffing options Traditional temporary help A potential employee is recruited, tested, screened and employed by a temporary staffing agency. They assign qualified individuals to work at a clients site, generally to support or supplement the current work force.
Long term temporary assignments It is becoming increasing popular for an organization to staff part of its work force with temporary workers on an ongoing basis. These individuals are not considered short-term replacements, but more a part of the regular work force.
Part time employees Workers who work less than 40 hours a week are considered part time employees. They can be organization's pay roll or assigned via a temporary agency.
Employee leasing A Company will transfer some of its employees to a leasing firm. The leasing firm then leases back the workers to perform the same job they did for the Client Company. However the leasing firm is now responsible for cost and work associated with the typical HR functions such as Payroll, benefits and record keeping.
Independent contractors Independent contractors are self-employed individuals who market a specific skill they posses to a variety of companies. A Company will hire them for a specific project or contract. Payment is usually based on the time and effort the individuals put forth on the project and expenses are frequently reimbursed.
Outsourcing services
An independent company with expertise area will contract with a firm to take full responsibility for that specific function in the organization.
EVALUATING THE RECRUITING METHODS
Given the importance of recruiting to the organization the method used in recruiting should be evaluated periodically. One of the most important reasons to evaluate recruiting method is to determine the cost versus benefits of various methods. When recruiting method do not attract enough applicants many organization’s respond by raising the salaries. Although some job applicants may be enticed by money, this may not be a cost-effective method of recruiting. Further employees within the organization may perceive inequity if new employees are brought in at a similar or even higher salary. Recruiting costs include factors such as the cost of advertising, the salaries and travel expenses of recruiters, travel expenses of potential job applicants and recruiting agencies. These costs must be weighed against factors such as the potion of acceptance offers. At a minimum, organizations should compare the length of time applicants from each recruiting source stay with the organization with the cost of hiring from a particular source. The effectiveness of recruiting method varies among organizations and even jobs within the same organization.
THE SELECTION PROCESS Selection is the process of choosing individuals who have the qualifications to perform a particular job well. Organization differs as to the complexity of their selection systems. Some organization's make a strategic decision to fill positions quickly and inexpensively by scanning application forms and hiring individuals based on this information alone. Other organization's however makes a strategic decision to choose the best person possible by having an elaborate and sometimes costly selection system. These systems may require potential employees to fill out application forms and provide information for a background check, take a number of job related tests, and perform well through a series of interviews. Most organization's have. more than one selection process.
Application blanks and resumes The initial screening of potential employees is usually done by examining resumes and 1 or having applicants fill out an application blank.
Items that should be requested on an
application include general biographical information.
Much of information gathered on
application blanks is objective so that the human resources manager can verify it. Verification of information on an application is becoming increasingly important to avoid claims of negligent hiring. An employer is guilty of negligent hiring if he or she failed to perform a thorough background check on an employee whose infliction of harm could have been predicted. Although weighted applicants blanks have been found to be predictive of future performance, the time and cost of developing an effective are often prohibitive. Resumes are often instead of application blanks. Job applicants develop their own resumes, which should include essentially standard information.
TYPES OF SELECTION TESTS A number of selection tests have been developed to aid the human resources manager in hiring employees. The following section covers mental ability test, work sample tests, trainability tests, personality and interest inventories and honesty tests as selection devices.
Mental ability tests Paper and pencil tests have been developed by psychologists and are used by organization's to measure mental ability and aptitude. Ability and aptitude tests examine a variety of tests such as general intelligence, an understanding of spatial relationships, numerical skills, reasoning and comprehension.
Work samples Also called performance tests, work sample tests measure the ability to do something rather than the ability to know something. These tests may measure motor skills or verbal skills. Work sample tests should test the important aspects of the job. Since job applicants are actually performing a small portion of the job, it is difficult to "fake" ones ability on these tests. One of the most effective ways to design work sample tests is by using the results of a job analysis, because the results of a job analysis indicate which tasks are most critical and which are required for successful competition of the task. It is easy to determine which activities need to be represented on the tests. Trainability tests For jobs in which training is necessary due to 1.
The skills level of the job applicants
2.
Changing nature of the job, trainability tests are useful.
Essentially the goal is to determine the trainability of the candidate. In the first step of the process, the trainer demonstrates how to perform a particular task. Then the job applicants are asked to perform the task while the trainer helps to coach him or her through the process several t8mes.
Finally the candidate monitors the performance, recording any errors, to
determine the overall trainability of the job applicant.
But work sample tests and trainability test have shown to have high to moderate success predicting job performance.
Personality and general interest inventories Personality and general interest inventories are tests that have no "correct" or "incorrect" answers. Interest tests are used to measure an individual's work and career orientations. Personality tests focus on identifying traits or typical behaviors of individuals and are used to measure a variety of traits including aggression, self-esteem and type A behavior. Although personality and general interest inventories are tests that have no "correct" or "incorrect" answers. Interest tests are used to measure an individual's work and career orientations
THE INTERVIEW Most organization's, regardless of size, use interviewing as a selection method. Interestingly, interviews have been criticized for being unreliable sources of information due to perceptual and judgment errors on the part of the interviewer. Example interviewers often form a first impression of the job applicant based on the influence obtained on the application blank or the first two minutes of the interview.
Types of interviews Interviews can be classified into three general categories: structured, semi structured and unstructured.
Structured When conducting a structured interview, the interviewer asks questions from a prepared list and does not deviate from it except for some follow up questions. During the interview, the interviewer records his or her thoughts and reactions on a standard organizational form. When different interviewer reach the same or similar conclusion about a given candidate, the interpretation reliability is high. Unfortunately this type of interview is very restricted. Two most common types of structured interviews are the behavioral description interview and the situational interview. The behavioral description interview allows you to gather and evaluate information about what candidates have done in the past to predict how they will act in the future. A thorough
job analysis of the job is done for which the interview is being developed. The second type of structured interview is the situational interview. In this job experts develop questions that focus on situations that might arise in the actual job.
Semi structured
Here only the major questions are prepared in advance and are recorded on a standardized form. This type of interview involves some planning on the part of the interviewer but allows for some flexibility regarding exactly what and how questions are asked
Unstructured interview The unstructured interview involves little planning or no planning on the part of the interviewer. Due to lack of planning, the interviews tend to vary greatly between interviewers and also between interviewees.
RESEARCH METHODOLOGY The purpose of the methodology is to describe the research procedure. This includes overall research design, the sampling procedure, the data collection method, and the fried methods and analysis procedure. Out of total universe 30 respondents from company have been taken for convenience. The sample procedure chosen for this are statistical sampling method. Here randomly employee’s are selected and interviewed. An in depth interview is conducted with the Human Resource Head. Information, which I collected, was based on the questionnaires filled up by the sample employees. Under secondary method I took the help of various reference books which I have mentioned in bibliography and also by way of surfing through the company website
Primary Data •
Questionnaire: Corresponding to the nature of the study direct, structured questionnaires with a mixture of close and open-ended questions will be administered to the relevant respondents within the Personnel and other Departments of the organisation.
Secondary Data
•
Organizational literature: Any relevant literature available from the organization on the Company profile, recruitment & selection procedures, Job specifications (KSAs), departmentwise break up of manpower strength and the organizational structure.
•
Other Sources: Appropriate journals, magazines such as Human Capital, relevant newspaper articles, company brochures and articles on www sites will also be used to substantiate the identified objectives.
➢ Sampling Plan and Design A questionnaire will be used for the purpose of research:
✔ Questionnaire: To test the validity and effectiveness of the recruitment and selection
procedures within the organization and to test the validity and effectiveness of the policies and procedures within the organization.
♦ The basic rationale of Questionnaire is to ascertain the perception of the non-HR departments in terms of the validity and effectiveness of the policies and procedures used by the organization. It is also in line with the assessment of any suggestions/recommendations that the respondents from these Departments might have in terms of the use of an alternative source/device of recruitment and selection, than what already forms the current practice of the HR Department.
Questionnaire would be administered to 15 respondents, holding a senior designation within the Personnel Department of the organization. It will also be administered to at least 15 respondents belonging to typical Departments within the organization and holding senior designations within their respective Departments.
In depth interviews would also be conducted with these respondents with the aim of substantiating their views entailed from the Questionnaire.
The total number of employees covered in the questionnaires are 30, 20 Business Executives and 10 Non-Business Executives.
Sampling Element
For the purpose of administering the Questionnaire, the respondents would comprise of personnel holding senior designations within the Personnel Department of the organization. The respondents for the Questionnaire will also be preferably be panel members of the Recruitment & Selection Board of the organization.
The respondents would comprise of personnel holding senior designations within certain typical Departments identified within the organisation, namely:
–
Stores
–
Finance
–
Operations
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Electronics
–
Engineering
Sampling Technique
Judgment Sampling would be used for the purpose of choosing the sample for the purpose of administering Questionnaire.
Again Judgment sampling would be effectively used in identifying the typical non - HR Departments within the organization and subsequently for the location and identification of suitable respondents for Questionnaire.
DIAGNOSTIC MODEL
External Environmental
Internal Environmental
Influences •
Influences • • • • • •
Govt.Regulations & Laws The Union Economic Conditions: domestic & International
• •
Strategy Goals Organizational Culture Nature Of the task Work group Leader’s style &
HUMAN RESOURCE PROCESSES Acquiring Rewarding Human Human Resources resources
Developing Human Resources
Protecting and Evaluating
•
•
•
• •
HR • Performan planning ce Job Evaluation Analysis • &Compensa design tion Recruitme • Benefits & nt & Services
• •
Orientatio n& Training Developm ent Career Planning
•
Safety, health & wellness Evaluation
Desirable End Results
Socially responsible & Competitive, high
Competitive, high quality
. Analysis & Findings
The analysis of the various sources of recruitment and selection devices is presented on the following pages.
•
The response entailed from the HR Department (as analysed from Questionnaire) represents current practice within the organisation in terms of the sources of recruitment and selection devices used.
•
The analysis of the response entailed from all the other departments (as analysed from Questionnaire) forming the sample, represents the perception of the respondents from these Departments in terms of the validity and effectiveness of the various sources/devices of recruitment/selection (specific to these Departments)
•
The analysis further entails any suggestions/recommendations given by these non-HR Departments (forming the sample for administering Questionnaire), in terms of any recruitment source and/or selection device that should be deployed by the organisation apart from what already constitutes current practice (specific to these Departments)
Candidates willingness to join the company Most of the Indian candidate looks in for the salary package and job security before joining a company for job. All other things such as Reputation of the company, working environment, job prospects, location of the company, career growth opportunity, they look these things in either in isolation or in
How candidates are recruited in the company?
There are various ways of recruiting candidates in the company as depicted in the chart below : From the chart it is quiet clear that the company adopts various process for recruiting the right candidate. Actual recruitment procedure followed by the company is by conducting written examination followed by interview which comprised 85% of my sample survey of 30 employees
Job Specification of the employees Almost all the candidates got the specified jobs offered to them. This implies that the company have the organized manpower planning and well organized recruitment policy as shown in the following chart : -
Role of union in the organization Changes occurred in Recruitment and Selection Procedure In his question I was looking for any sort of changes at list during the preceding five years. Every year there are not much changes take place in recruitment and selection process for better result and production. It is such an industry where in every moment some innovation takes place. So the company needs some new skills to achieve the required fulfillment. For the last couple of years the company is focusing more on print media, to give more chances to the fresher.
Effect of Changes of Recruitment and Selection procedure towards Gratitude of Employees: As most of the candidates comprised the group of freshers, so it is quit obvious that the degree of commitment towards the will automatically be more from their side compared to the experienced one. It is also felt that unlike the experienced candidate, the freshers find it difficult to get a job easily. As it is obvious from the fact that the experienced candidate demands high value in the market for employment opportunity. The changes during the past few years (say five years) will give me an idea of how they get themselves updated with the needs of the industry. It also gives me an idea of any third party intervention in the recruitment and selection procedure of the organization. It depends upon the market demands of the particular industry as to how the candidates would be available for service in the prospective sectors.
Corresponding to this data I have drawn a pie chart below:-
So it is evident from the pie chart that majority of the respondents (14) have mentioned Better promotion / Career Development Opportunity for the retention of employees and thereby reducing the employee turnover ratio. Only 5 respondents have mentioned more benefits as the reason.
Satisfaction level of employees All the employees are satisfied with their jobs, so they don’t want to suggest any further recommendations for recruitment and selection procedure. Only one respondent has suggested that the organization should look more into employee referral.
Promotion/Career growth opportunities On the basis of my interaction with the employees i came to know that most of the employees have mentioned career growth opportunity, as the reason of joining the both the organizations. All of them are satisfied with the career growth opportunities. So on this basis i have given 9 points for this aspect.
Working conditions The working environment in the companies is excellent. Most of the employees are satisfied with the working conditions in Hindustan Coca Cola Beverages Limited. On the basis of
CONCLUSIONS 1. I have given various options for joining of the candidates in the organization in the questionnaire. Also I got more options from the employees while interacting with them. Most of the employees(28%) have mentioned the salary package as a reason for joining the organization. 16% of the employees have mentioned or pointed it out the working environment
as the reason for joining the organization. 17% talked about the reputation of company and 23% mentioned about career growth opportunity. So I can say salary package and career growth opportunity are the more attractive to the employees.
BIBLIOGRAPHY 1. News Paper •
Times of India
•
Hindustan Times
•
Economic Times
•
The Pioneer
•
The Hindu
•
Catalyst
•
Financial Express
•
Economic and Political Weekly
1. Magazines •
India Today
•
Today’s traveller
•
A&M
•
Business Today
•
Business World
•
Business Digest
1. Web sites •
www.indiatimes.com
1. BOOKS •
Robbins P. Stephens, Organisational Behavior, Prentice Hall, 7th Edition, Chapter 16, pages 636-641.
