A PROJECT REPORT ON
“EVALUATION ON RECRUITMENT AND SELECTION PROCESS”
At VIDYUT MOTORS PVT. LTD. (VOLKSWAGEN) (VOLKSWAGEN)
SUBMITTED TO UNIVERSITY OF PUNE IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA)
SUBMITTED BY AAYUSHI KRITIKA SINHA (BATCH 2013 - 2015)
UNDER THE GUIDANCE OF PROF. PRASHANT PAWAR SINHGAD BUSINESS SCHOOL, PUNE - 411 004
ACKNOWLEGEMENT In accomplishing this project report, I have received help from different people and I would like to express my sincere gratitude and deepest appreciation to them for their guidance, understanding and assistance. I am highly obliged to MR. NIKHIL PANSE for his guidance and constant supervision as well as for providing necessary information regarding the project and also for their support in completing the project. I would like to express my gratitude towards my parents and members of VIDYUT MOTORS PVT LTD. for their co-operations and encouragement which help me in completing the project.
I am thankful to my project guide MR. PRASHANT PAWAR who who has always been helpful in the fulfilment of the project and done a lot in shaping my career.
I express my deep sense of gratitude to Honourable Director DR. CHETAN CHAUDHARI of the institute.
I would like to express my special gratitude and thanks to industry person for giving me such attention and time.
My thanks and appreciation also goes to my colleagues in developing my project and people who have willingly helped me out with their whole heartedness in completing this project.
Aayushi Kritika Sinha
EXECUTIVE SUMMARY In today’s rapidly changing business environment, organisations have to respond quickly to
requirements of people. The market has been witnessing growth for the past few years but not in the very recent years. Many players have entered in the market thereby increasing the level of competition. In this competitive scenario it has become a challenge for each company to adopt practices that would help the organisation stand out in the market. The competitiveness of an organisation is measured through the quality of products and services offered to customers that are unique from others. Thus the best services offered to the customers are results of the genius brains working behind them. Human resources in this regard have become an important function in any organisation. All practices of marketing and finance can be easily emulated but the capability, the skills and the talent of a person cannot be emulated. Hence, it is important to have a well defined recruitment policy in place, which can be executed effectively to get the best candidates for the vacant positions. Selecting the wrong candidate or rejecting the right one could turn out to be costly mistakes for the organisation. Therefore the recruitment and selection process of the organisation should be studied, make changes to the existing one, if necessary, and the new process should be implemented efficiently.
TITLE INDEX –
Sr. No.
TOPIC
Page No.
1
INTORDUCTION
1
2
COMPANY PROFILE
2.1
INTRODUCTION TO VIDYUT MOTORS
2.2
DAS WELTAUTO TIPS AND TRICKS
2.3
HISTORY OF VIDYUT MOTORS
2.4 2.5
INTRODUCTION TO VOLKSWAGEN A BRIEF JOURNEY THROUGH A LONG HISTORY
2.6
THE VOLKSWAGEN PLANT PUNE
2.7
PRODUCTION
2.8
ORGANISATIONAL STRUCTURE
2.9
MISSION
3
INDUSTRY PROFILE
3.1
INTRODUCTION
3.2
HISTORY
3.3
LIBERALISATION
3.4
EXPORT
4.1
OBJECTIVES
4.2
SCOPE
5
RESEARCH MEHTODOLOGY
5.1
DEFINITION
5.2
CHARACTERISTICS OF RESEARCH
5.3
TYPES OF RESEARCH
5.4
SCOPE
5.5
RESEARCH DESIGN
5.6
IMPLICATIONS OF SAMPLE DESIGN
5.7
STEPS IN SAMPLE DESIGN
6
DATA COLLECTION
7
DATA ANALYSIS
8
FINDINGS
9
CONCLUSION
10
SUGGESTIONS
11
LIMITATIONS
12
BIBLIOGRAPHY
ANNEXURES
QUESTIONNAIRE………………………………………………(1)
LIST OF FIGURES-
Chart No.
Chart name
1
GENDER OF EMPLOYEES
2
SOURCES OF RECRUITMENT
3
POSITION’S REQUIREMENTS
4
TASK REQUIREMENTS
5
TIMELY REQUIREMENTS
6
INTERNAL SOURCES
7
EXPERIENCED EMPLOYEES
8
VACANT POSITIONS
9
SCHEDULE OF SELECTION PROCESS
10
APTITUTDE TEST NECESSITY
11
USE OF SELECTION TOOLS
12
SATISFACTORY INTERVIEW MEHTOD
13
SALARY NEGOTIATION
14
EMPLOYEE VERIFICATION
15
FEEDBACK FROM COMPANY
16
RECEPTION HANDLING
17
BEST POSSIBLE INFORMATION
18
EFFECTIVENESS EFFECTIVENESS OF SELECTION TOOLS
19
TRAINING OF EMPLOYEES
20
HR DEPARTMENT’S PERFORMANCE
21
QUALITY APPLICANTS
Page No.
CHAPTER 1. INTRODUCTION
People are 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 t he
right position is very critical for the success of any organisation. There are estimated to be almost seven lakh companies in India which are registered under Companies Act, 1956 till end of 2011. Now with new Companies Act of 2013, there are going to be more opportunities in the recruitment sector in India. This is because of the change in the ownership sections of the act. There are more chances of new companies getting started in the next 5 years. 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 important, as the company evolves and
changes, that new recruits show a willingness to learn, adaptability and ability to work as a part of a team. The recruitment and selection procedure ensures that these criteria are addressed. In this project i have studied recruitment and selection process of Volkswagen Vidyut Motors Pvt Ltd. keeping in mind keeping in mind the basic objective of studying the recruitment and selection process, any changes or modification should be suggested in the process and to find out supporting facts to claim the same. I am privileged to be one of the students who got an opportunity to do my internship with Vidyut Motors Pvt Ltd. My involvement in the project has been very challenging and has provided me a platform to leverage lev erage my potential in the most constructive way. This project however is an attempt to share as best as possible my experience in the corporate world with all my colleagues and my faculty.
CHAPTER 2. COMPANY PROFILE
2.1. INTRODUCTION OF VIDYUT MOTORS:
Volkswagen Pune (VIDYUT MOTORS) is the first Volkswagen Car Dealership in Pune, since 2009. It is one of India’s biggest 3S car dealership facilities in the heart of a city. This is keeping in mind customer convenience at the time of purchase and later for periodic maintenance and repairs.
As the management says, “Imagine handing over the keys of your beloved VW car to an unknown driver, for service or repairs, through Pune’s chaotic traffic. Also consider the fuel cost of travel to and fro from the workshop and time lost in transit. Not to mention the inconvenience of the car being unavailable for a longer period of time if the workshop is out of the city. Keeping all this in mind they have all services at one location in the heart of the city max. 30 minutes from fr om any point in Pune.”
Their 90 years experience, spanning 3 generations, in automobile dealership business gives them the added advantage to look after the customer’s precious Volkswagen.
“VIDYUT MOTORS promises to give customers a whole new experience of CAR OWNERSHIP!”
2.2. DAS WELTAUTO WELTAUTO TIPS TIPS AND TRICKS:
Buying: Be Open to Exploring
Most people decide their car even before they enter the showroom. Avoid it. You might lose out on a really good deal .
Buying: Know your needs
Cars are made for different purposes - city travel, long distance, off road, big and small families, luxury, mileage, speed etc. Decide what you want your car to do. Buying: Be Open to Exploring
It narrows your search and lets you concentrate on the finer details of the cars in that range.
Selling: stay hungry, and you will stay foolish
Although it is a good idea to be optimistic about the value of your car , sometimes you might lose a great offer in a bid to get more for your car.
Selling: Make the right first impression
Make your car spic-and-span. Clean it, and get the entire minor repair done . The money you spend will come back in the form of a better quote for your car.
Selling: Do the paperwork
Ensure that you have all the documents required to make the sale sal e – registration book, insurance, emission certificates, etc.
2.3. HISTORY OF VIDYUT MOTORS:
Their journey started in 1922, when Mr. Manikchand Veerchand Shah started the Automobile Dealership business under the aegis of 'Sholapur Motor Stores' and then, 'India Garage Ltd.' in 1934 with the franchise for Chevrolet Cars, Skoda Cars, Bushing Nag Trucks and Zundapp Motorcycles till World War – II II stopped the imports.
In 1947, his son Mr. Vidyachandra Manikchand Shah started 'The Premier Garage' with the franchise of Plymouth cars, Fargo trucks and Fiat cars as authorized dealers of Premier Automobiles Ltd. He also started Massey Ferguson Tractor dealership of TAFE in 1961.
In 1987, his twin sons Mr. Jay V. Shah and Mr. Vijay V. Shah joined him in the family business. In 1995, The Premier Garage acquired a cquired the authorized auth orized dealership of PAL – Peugeot Peugeot Ltd. for the franchise of Peugeot cars.
In 1997, on being awarded the dealership for Premier Automobiles Ltd for the franchise of Fiat cars, a new and separate company 'Jay – Vijay Vijay Motors Pvt. Ltd.' was established with separate 3S facilities.
In 2008, 'Jay-Vijay Motors Pvt. Ltd.' was awarded Maruti – Suzuki Suzuki dealership.
Over the years, their dealerships have won various awards for Sales, Spares & After Sales Service from all the parent companies.
In January 2009, the Shah family was awarded the Volkswagen Car Dealership and a new company 'Vidyut Motors Pvt. Ltd' was formed and christened 'Volkswagen Pune'.
Volkswagen Group is Europe's No.1 car maker and is on its way to becoming the World's No.1. They have chosen Pune to be their hometown and have setup their manufacturing manuf acturing plant in Chakan. Pune is therefore strategically very important to Volkswagen. The Shah family is proud to have been awarded the Volkswagen Cars franchise for Pune. Volkswagen Volkswa gen Pune also als o known as Vidyut Motors Pvt. Ltd. started operations in March 2009.
They consider 88 years Experience and Goodwill, spanning 3 generations, in the automobile dealership business serving Pune, as our greatest assets. Their Location - which happens to be in the heart of the city - accessible from any part of Pune within 30 minutes, is their biggest asset, ensuring convenience to all their customers and making it possible to provide quick service.
They have setup probably one of the biggest car dealerships in the heart of a city in India, having a 40 bay workshop and 100 bay car park, keeping in mind Pune's Potential, Needs, Customer Convenience and taking Customer Satisfaction to the highest level possible.
They self - owned 3S facilities, FINANCIALLY FINANCIALLY sound within the family status/business and firm intent to serve Pune's car-owners, as seen over the last 8 decades, embodies their firm commitment to this business and promises a true 'Sense of Stability' to the esteemed valuable customers.
Just as Volkswagen is known the world-over for their exceptional value-for-money and premium products which are safe, reliable and of high quality plus their extraordinary services and high customer satisfaction, it is their constant endeavour to make Car-Ownership a unique experience for customers.
They believe the Volkswagen Dealership is the Crowning Glory to our family business of automobile dealerships over 3 generations and 8 decades and it will be their endeavour to be 'Nummer Eins' i.e. No.1 within the VW Dealership Network in India
VOLKSWAGEN
2.4. INTRODUCTION OF VOLSWAGEN
Volkswagen is a German automobile manufacturer headquartered in Wolfsburg, Lower Saxony, Germany. Volkswagen is the original and top-selling marque of the Volkswagen Group, the biggest German automaker and the second largest automaker in the world. Volkswagen has three cars in the top 10 list of best-selling cars of all time compiled by the website 24/7 Wall St : the Volkswagen Golf, the Volkswagen Beetle, and the Volkswagen Passat. With these three cars, Volkswagen has the most cars of any automobile manufacturer in the list that are still being manufactured. Volkswagen ranks first in spending the most money of any automaker on research and development as of 2011. Volkswagen means "people's car" in German. Its current slogan is Das Auto ("The Car").
INDUSTRY- AUTOMOTIVE
FOUNDED- 28 MAY 1937
HEADQUARTERS- WOLFSBURG,GERMANY WOLFSBURG,GERMANY
AREA SERVED-WORLDWIDE
KEY PEOPLE- MARTIN WINTERKOM : CHAIRMAN OF BOARD OF MANAGEMENT, FERDINAND PIECH : CHAIRMAN OF VOLKSWAGEN SUPERVISORY BOARD
PRODUCTS- AUTOMOBILES, LUXURY VEHICLES
PRODUCTION OUTPUT-
5,771,789 units (2012)
REVENUE-
PROFIT- €21.7 billion (2012)
PARENT- VOLKSWAGEN GROUP
WEBSITE- www.volkswagen.com
€103.942 billion (2012 )
2.5. A BRIEF JOURNEY THROUGH A LONG HISTORY:
When in 1937 the company known as "Gesellschaft zur Vorbereitung des Deutschen Volkswagens mbH" was founded, no one could have guessed that it would one day be Europe's largest carmaker. The history of the company - with all its trials and tribulations - is first and foremost a story of impressive success. 1937-1945
On May 28th, 1937 the "Gesellschaft zur Vorbereitung des Deutschen Volkswagens mbH" company is founded, and on September 16th, 1938 it is renamed "Volkswagenwerk GmbH". In early 1938, in what is today Wolfsburg, work begins on construction of the Volkswagenwerk plant which is to house h ouse production p roduction of the new vehicle v ehicle designed by Ferdinand Porsche. During the Second World War Volkswagenwerk's production is switched to armaments. Some 20,000 forced labourers, prisoners of war, and later also concentration camp prisoners, work at the plant. In September 1998, in recognition of the events of that time, VOLKSWAGEN AG established a humanitarian fund on behalf of the forced labourers compelled to work at Volkswagen during the Second World War. By the end of 2001 more than 2,050 people in 26 countries had received humanitarian aid from the fund. Furthermore, a Memorial in remembrance of the forced labour employed at the Volkswagenwerk plant is currently being established at Wolfsburg, involving contributions from present-day Volkswagen apprentices.
1945-1949
After the end of the Second World War, in mid June 1945, responsibility for Volkswagenwerk is placed in the th e hands of o f the British Military Government. Under the management of Major Ivan Hirst, mass production of the Volkswagen Beetle is started. 1949-1960
On March 8th, 1950 the th e Type 2 goes into production, prod uction, expanding the th e company's product range. The Volkswagen Bus, still today known to many as the "VW Bully", soon creates rising demand thanks to its multifunctional capabilities. In 1956 a separate manufacturing base for the Transporter Transpo rter is established in Hanover, at the same time setting down d own the roots of today's Volkswagen Commercial Vehicles brand. 1960-1980
On February 17th, 1972 Volkswagen breaks the world car production record: with 15,007,034 units assembled, the Beetle surpasses the legendary mark achieved by the Ford Motor Company's Model T, popularly known as the "Tin Lizzy", between 1908 and 1927. In 1973 the Passat is the first model of the new generation of Volkswagen vehicles to go into production - with front-wheel drive, a water-cooled four-cylinder engine and a range of engines up to 110 bhp. The Passat is built in line with the modular strategy, by which standardised components usable in a range of different models provide significant rationalisation.
In January 1974 the first Golf is built at the Wolfsburg plant. The compact saloon quickly becomes a hit, and advances to become the legitimate heir to the legendary Beetle. The same year also sees the launch of the sporty Scirocco, which was to continue in production until 1981. In 1976 the first Golf GTI rolls off the production line. The car, with its110 bhp engine, creates a real furore on the roads - and lays the foundations for the birth of a legend.
1980-1990
In June 1983 production of the second-generation Golf begins. The car is designed for a largely automated automat ed assembly process, process , and in the specially speciall y erected final fi nal assembly assembl y hall, designated Hall 54, robots are deployed for the first time in vehicle manufacture. 1990-2000
With the production launch of the Lupo 3L TDI, the first production car to offer fuel consumption of just three litres per 100 kilometres, in July 1999, Volkswagen once again makes automotive history. 2000-2003
In August 2002, at Volkswagen Slovakia, a.s. in Bratislava, mass production of the Touareg, a luxury-class off-road vehicle, is started, marking the Volkswagen brand's move into an entirely new market segment. In December 2002 the "Auto 5000 GmbH" company, operating a plant at the Group's site in Wolfsburg, starts production of the Touran compact van. A special collective pay model has been developed, aimed at implementing lean production and involving flat hierarchies, team working, flexible working hours and the deployment of more process expertise by the workforce. In 2003 production of the fifth-generation Golf is started, embodying a new dynamism in its design and engineering.
2.6. THE VOLKSWAGEN PLANT PUNE:
The Volkswagen plant in Chakan occupies a total area of over 2.3 million square meters (575 acres), with buildings covering about 1,15,000 square meters. A workforce of over 3,500 people was engaged enga ged in building it during its peak construction stages. stag es. The plant was built bu ilt in a record time of 17 months, with an investment commitment of INR 3,800 Crores (580 million Euros) by Volkswagen India Private Limited. It is the largest investment inves tment by a German company to date in the growing Indian market.
The plant has a production capacity of 130,000 vehicles a year, which in capacity was maximized in 2011. The construction of the plant commenced in 2007. The honorable Governor of Maharashtra, His Excellency Shri. S. C. Jamir and Prof. Dr. Jochem Heizmann, officially inaugurated the new plant on March 31, 2009, in the presence of nearly 500 international guests. The Pune plant is one of the most modern in the Volkswagen Group. It has a high level of vertical integration and a large share of local suppliers. The facility is the only production plant operated by a German automaker in India that covers the entire production process, from press shop through body b ody shop sho p and paint shop to final fin al assembly.The facility uses futuristically designed state-of-the-art equipment. For example, the body shop uses the Diode Laser Brazing (DLB) technology, whereas the Roof & Side Framer laser technology is used for welding the roof to the body of the car.
2.7. PRODUCTION
The plant has a production capacity of 130,000 vehicles a year, which in capacity was maximized in 2011. The construction of the plant commenced in 2007. The honorable Governor of Maharashtra, His Excellency Shri. S. C. Jamir and Prof. Dr. Jochem Heizmann, officially inaugurated the new plant on March 31, 2009, in the presence of nearly 500 international guests. The Pune plant is one of the most modern in the Volkswagen Group. It has high level of vertical integration and a large share of local suppliers. The facility is the
only production plant operated by a German automaker in India that covers the entire production process, from press shop through throu gh body shop and paint pain t shop to final assembly. assembl y. The facility uses futuristically designed state-of-the-art equipment. For example, the body shop uses the Diode Laser Brazing (DLB) technology, whereas the Roof & Side Framer laser technology is used for welding the roof to the body of the car. The facility is also one of the few environment-friendly manufacturing plants around the area. For instance, the exhaust of the paint shop is re-burnt and the resultant heat and energy is reused.
2.8. ORGANISATIONAL STRUCTURE:
2.9. MISSION:
Customer-oriented Customer-oriented missions- Customer-oriented missions define organization’s purpose in
terms of meeting customer needs or providing solutions for them. They provide more flexibility than product-oriented missions and can be easily adapted to changing environment. -oriented. It does not focus For example, Nokia’s statement “connecting people” is customer -oriented. on mobile phones or smart phones only. It provides a solution to customer needs and could easily have worked 50 years ago, and will continue to work in the future. It also gives more strategic flexibility for the company. In Nokia’s case, it may start providing VoIP software to
allow calls to be made over the internet and its mission would still be valid.
Product-oriented Product-oriented missions- Product-oriented missions focus on what products or services to
serve rather than what solutions to provide for customers. These statements provide less flexibility for the company because most products have short life cycle and offer limited market expansion. The company that defines its business as “provi ding best health insurance products” may struggle to grow to other other insurance product categories.
CHAPTER 3. INDUSTRY PROFILE
3.1. INTRODUCTION: The automotive industry in India is one of the largest automotive markets in the world. It
had previously been one of the fastest growing markets globally, but is currently experiencing flat or negative growth rates. India's passenger car and commercial vehicle manufacturing industry is the sixth largest in the world, with an annual production of more than 3.9 million units in 2011. According to recent reports, India overtook Brazil to become the sixth largest passenger vehicle producer in the th e world (beating such old o ld and new auto makers as Belgium, United Kingdom, Italy, Canada, Mexico, Russia, Spain, France, and Brazil). Throughout the course of 2011 and 2012, the industry grew 16-18%, selling around three million units. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand. In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars. As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second (after China) fastest growing automobile market in the world in that year. According to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 4 million by 2015, no longer 5 million as previously projected. The majority of India's car manufacturing industry is based around three clusters in the south, west and north. The southern cluster consisting of Chennai is the biggest with 35% of the revenue share. The western hub near Mumbai and Pune contributes to 33% of the market and the northern cluster around the National Capital Region contributes 32%. Chennai, houses the India operations of Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan Motors, Daimler, Caparo, Mini, and Datsun. Chennai accounts for 60% of the country's automotive exports. Gurgaon and Manesar in Haryana form the northern cluster where the country's largest car manufacturer, Maruti Suzuki, is based. The Chakan corridor near Pune, Maharashtra is the western cluster with companies like General Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land Rover, Jaguar Cars, Fiat and Force Motors having assembly plants in the area. Nasik has a major base of Mahindra and
Mahindra with a SUV assembly unit and an Engine assembly unit. Aurangabad with Audi, Skoda and Volkswagen also forms part of the western cluster. Another emerging cluster is in the state of Gujarat with manufacturing facility of General Motors in Halol and further planned for Tata Nano at their plant in Sanand. Ford, Maruti Suzuki and Peugeot-Citroen plants are also set to come up in Gujarat. Kolkata Kolkat a with Hindustan Motors, Moto rs, Noida with Honda and Bangalore with Toyota are some of the other automotive manufacturing regions around the country. In 2011, there were 3,695 factories producing automotive parts in all of India. The average firm made US$6 million in annual revenue with profits close to US$400 thousand.
3.2. HISTORY:
The first car on India's roads came in 1897. Until the 1930s, cars were imported directly, but in very small numbers. The first car showroom was in Secunderabad. An embryonic automotive industry emerged in India in the 1940s. Hindustan was launched in 1942,
long
time
competitor Premiering1944.
They
built GM and Fiat products
respectively. Mahindra & Mahindra was established by two brothers in 1945, and began assembly of Jeep CJ-3A utility vehicles. Following the independence, independence , in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. In 1953 an import substitution programme was launched, and the import of fully built-up cars began to be impeded.
The Hindustan Ambassador dominated India's automotive market from the 1960s until the mid-80s However, the growth was relatively slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. sector . Total restrictions restric tions for import of of vehicles were set and after 1970 the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury item. In the 1970s price controls were finally lifted, inserting a competitive element into the automobile
market. By
by Hindustan and Premier,
the t he
1980s, 1 980s,
who
sold
the
automobile
superannuated
market products
was
still s till
in
dominated
fairly
limited
numbers. During the eighties, a few competitors began to arrive on the scene. To promote the auto industry the government started the Delhi Auto Expo which was had its debut showcasing in 1986. The Auto Expo of 1986 was a window for technology transfers showing how the Indian Automotive Industry was absorbing new technologies and promoting indigenous research and development for adapting these technologies for the rugged Indian conditions. The 9 day show was marked by then Prime Minister Rajiv Gandhi. 3.3. LIBERALISATION: LIBERALISATION:
Eventually multinational automakers, such as, though not limited to, Suzuki and Toyota of Japan and Hyundai of South Korea, were allowed to invest in the Indian market ultimately leading to the establishment of an automotive industry in India. Maruti Suzuki was the first, and the most successful of these new entries, and in part the result of government policies to promote the automotive industry beginning in the 1980s. As India began to liberalise their automobile market in 1991, a number of foreign firms also initiated joint ventures with existing Indian companies. The variety of options available to the consumer began to multiply in the nineties, whereas before there had usually only been one option in each price class. By 2000, there were 12 large automotive companies in the Indian market, most of them offshoots of global companies
The Premier Padmini was the Ambassador's only true competitor Exports were slow to grow. Sales of small numbers of vehicles to tertiary markets and neighbouring countries began early, and in 1987 Maruti Suzuki shipped 480 cars to Europe (Hungary). After some growth in the mid-nineties, exports once again began to drop as the outmoded platforms handed down to Indian manufacturers by multinationals were not competitive. This was not to last, and today India manufactures low-priced cars for markets across the th e globe. glo be. As of 18 March 2013 20 13 global glob al brands such as Proton Holdings, PSA Group, Kia, Mazda, Chrysler, Dodge and Geely Holding Group are shelving plans for India due to the global economic crisis. 3.4. EXPORT:
India's automobile exports have grown consistently and reached $4.5 billion in 2009, with United Kingdom being India's largest export market followed by Italy, Germany, Netherlands and South Africa. India's automobile exports are expected to cross $12 billion by 2014. According to New York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai, Nissan, Toyota, Volkswagen and Maruti Suzuki. In 2008, South Korean multinational Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, US automobile company, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011. In September 2009, Ford Motors announced its plans to set up a plant in India with an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for export. The company said that the plant was a part of its plan to make India the hub for its global production business. Fiat Motors also announced that it would source more than US$1 billion worth auto components from India.
In July 2010, The Economic Times reported that PSA Peugeot Citroën was planning to reenter the Indian market and open a production plant in Andhra Pradesh with an annual capacity of 100,000 vehicles, investing EUR 700M in the operation. PSA's intention to utilise this production facility for export purposes however remains unclear as of December 2010. In 2009 India (0.23m) surpassed China (0.16m) as Asia's fourth largest exporter of cars after Japan (1.77m), Korea (1.12m) and Thailand (0.26m) by allowing foreign carmakers 100% ownership of factories in India, which China does not allow. In recent years, India has emerged as a leading centre for the manufacture of small cars. Hyundai, the biggest exporter from the country, now ships more than 250,000 cars annually from India. Apart from Maruti Exports' shipments to Suzuki's other markets, Maruti Suzuki also manufactures small cars for Nissan, which sells them in Europe. Nissan will also export small smal l cars from fro m its new n ew Indian assembly assemb ly line. Tata Motors exports its passenger passenge r vehicles to Asian and African markets, and is in preparation to launch electric vehicles in Europe in 2010. The firm is also planning to launch an electric version of its low-cost car the Tata Nano in Europe and in the U.S. Mahindra & Mahindra is preparing to introduce its pickup trucks and small SUV models in the U.S. market. Bajaj Auto is designing a low-cost car for Renault Nissan Automotive India, which will market the product worldwide. Renault Nissan may also join domestic commercial vehicle manufacturer Ashok Leyland in another small car project. While the possibilities possi bilities are impressive, impress ive, there are challenges ch allenges that could thwart future growth of the Indian automobile industry. Since the demand for automobiles in recent years is directly linked to overall economic expansion and rising personal incomes, industry growth will slow if the economy weakens.
CHAPTER 4.1. OBJECTIVES
1. To understand the recruitment and selection process in organisation. 2. To identify areas where there can be scope of improvement.
CHAPTER 4.2. SCOPE
1. Corrective measure or recommendations for the improvement of the recruitment and selection process could be formulated based on this study which will be applicable in Vidyut Motors Pvt. Ltd. 2. Many times a company has to bear high costs of recruitment, so this study can be used to improve the recruitment and selection process in such a way that employee turnover is kept in control and overall cost of recruitment reduces.
CHAPTER 5. RESEARCH METHODOLOGY
5.1. ACCORDING TO CLIFFORD WOODY,
“Research comprises defining and redefining problems, formulating hypothesis or suggested
solutions, collecting, organising and evaluating data: making deductions and reaching conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis.”
5.2. CHARACTERISTICS OF RESEARCH:
Research is always directed towards the solution of the object.
Research is always based on observable evidences.
Research involves precise observation and accurate description.
Research gives emphasis on the development of theories, principals and generalization.
Research is characterized by systematic objectives and logical procedure.
Research is marked by patience and unhurried activities.
Research requires that researcher has full expertise of the problem being studied.
Research is expert, systematic and accurate investigation. Research tries to secure expertise before investigation. He plans the procedure carefully. The data gathered, recorded and analysed with a complete accuracy of human observation, recording and computation of data.
5.3. TYPES OF RESEARCH
1. Descriptive:
It includes surveys and fact finding enquiries. Its main aim is to describe the state of affairs, the researcher have no control over the variables. Researcher can report on what had happened and what is happening. 2. Analytical:
In this research, researcher has to use facts or information already available and analysed it to make a critical evaluation. 3. Applied:
It aims at finding solution for immediate problems faced. It applies theories and models already developed to the actual solution of a problem. Its aim is not to develop theories but to test the theories is actual situation. 4. Fundamental:
It is a formal and systematic process which aims to develop theories or models. All important variables are identified in fundamental research. It involves selecting appropriate samples, so that generalisation can be done. 5. Quantitative:
It is based on measurement of quantity or amount. It can applied to those concepts which can be expressed in terms of quality. 6. Qualitative:
Research is concerned with qualitative aspects. 7. Conceptual:
It is related to some conceptual ideas or theories, generally used by philosophers and thinkers to develop new concept. 8. Empirical:
It relies on experience and observation without due regard for system of theories. It is totally a data based research. It involves conclusion which are capable being verified.
5.4. SCOPE:
The scope of this project evaluates the recruitment procedure which specifically involves the requirement of CV’s of various candidates, as this will play a major role
in the recruitment procedure.
5.5. RESEARCH DESIGN:
The formidable problem that follows the task of defining the research problem is the preparation of the design of the research project, properly known as RESEARCH DESIGN. Decision regarding what were, when how much and by what means concerning an enquiry and research study constitute a research design. “A research design is an
arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure.” In fact the
research design is a conceptual structure within research is conducted; it constitutes the blue print for the collection, measurement and analysis of data, as such the design includes an outline of what the research will do from writing the hypothesis and its operational implications to final analysis of the data. More clearly, the designing decision happens to be in respect of:
1. What is the study about? Recruitment and selection process at Vidyut Motors Pvt. Ltd. 2. Why the study is being made? Towards the degree of MBA from University of Pune. 3. Where will the study be carried out? Pune, Maharasthra, India. 4. What type of data is required? Primary. 5. Where can the required data are found? Primary from questionnaire and secondary data though internet, records and documents.
6. What is the time period of the study? 2 months.
From what we have stated above, we can state IMPORTANT FEATURES of a research design as under: 1. It is a plan that specifies the sources and types of information relevant to the research problem. 2.
It is strategy specifying which approaches will be used for gathering and analyzing the data.
3. It also includes the time and cost budget since most studies are done under these two constraints. In brief, research design must at least contain a clear statement of the research problem, procedure and techniques to be used for gathering information, the population to be studied, and method to be used in processing and analysing data.
5.6. IMPLICATION OF SAMPLE DESIGN:
A sample design is definite plan for obtaining a sample from given population. It refers to the techniques or the procedure that the researcher would adopt in selecting items for the samples. Sample design may as well lay down the number of items to be included in the sample i.e. the size of sample. Sample design is determined before the data is collected. Researcher must select a sample design which should be reliable and appropriate for the research study.
5.7. STEPS IN SAMPLE DESIGN:
While developing s sample design the researcher must pay attention to the following points: 1. Types of universe:
The first step is developing any sample design to clearly define the set of objects, technically called the universe, to be studied. Here the universe is finite and consists of newly recruited employees at Vidyut Motors Pvt. Ltd. 2. Sampling unit:
A decision has to be taken concerning a sampling unit before selecting sample. Sampling unit may be a geographical one such as state, district, village etc. Here the sampling unit is in the city of Pune. 3. Size of sample:
This refers to the number of items to be selected from universe to constitute a sample. The size of sample should neither be excessively high nor too small. An optimum sample size is one which fulfils the requirements of efficiency representativeness, reliability and flexibility. Here the sample size is 40 employees. 4. Sampling techniques:
This refers o the technique used to choose the sample size. There are two main type non-probability sampling techniques and probability sampling techniques. Here the technique used is Probability Sampling Techniques and sub type of probability sampling used is Simple Random Sampling. 5. Statistical tools used in the study:
The collected data has been subject to analysis by using appropriate tools percentage method. For tabulation of data, the researcher used the following statistical techniques:
PERCENTAGE METHOD:
Percentage refers to special kind of ration. It is used in making comparison between two or more series of data. It is used to describe relationship. It is used to analyse the data. Bar chart, pie charts were used to explain tabulation clearly.
Formula:
Percentage(%) = ___number of respondents_____ respondents___ __ Total number of respondents
x 100
CHAPTER 6. DATA COLLECTION
PRIMARY DATA:
The primary data are those which are collected afresh and for the first time, and thus happen to be original in character. A Questionnaire was the primary data tool used in this project consists of number of questions printed or typed in a definite order. The questionnaire was distributed to the respondents who were expected to read and understand the questions and write down the reply in the space meant for the purpose in the questionnaire itself. The respondents had to answer the question on their own.
The questionnaire was designed using following kind of questions.
Scaled- this part of questionnaire consists questions with alternatives such as “strongly agree, agree, neutral, disagree, strongly disagree, poor, adequate, excellent, yes and no.”
In this project a questionnaire were given to 40 employees of Vidyut Motors Pvt. Ltd., out of which all 50 responded and the information collected from those questionnaire were used for data processing and analysis.
SECONDARY DATA:
The secondary data are those which have already been collected by someone else and which have already been collected and analysed by else. When the research utilises secondary data, then he has to look into various sources from where he can obtain them. In this case he is certainly not confronted with the problem that is usually with the collection of original data. Secondary data may either be published data or unpublished data. Usually published data is available in: (a) various publication of central, state or local governments; (b) various publications of foreign governments or of international bodies and their subsidiary organisation; (c) technical and trade journals; (d) books, magazines and newspapers; (e) reports and publication of various association connected with business and industry banks, stock exchange etc; (f) reports prepared by research scholars, universities, economists, etc in different fields; and (g) public records and statistics, historical documents and other sources of published information.
CHAPTER 7. DATA ANALYSIS
GENDER OF EMPLOYEES
NUMBER
PERCENTAGE
Male
28
70
Female
12
30
Chart 7.1 Gender of employees
30
MALES 70
FEMALES
INTERPRETATION: From the above data we can see that 70% of employees hired by the company are male employees and the remaining 30% are female employees. This is the scenario in almost all the automotive sector.
Q.1. Through which source of recruitment did you come to know about the vacancy? a. b. c. d. e.
Tele calling Through placement cell Consultant Employee referral Online job portal
SOURCES OF RECRUITMENT Tele Calling Through Placement Cell Consultant Employee referral Online job portal
NUMBER OF RESPONDENTS
8 2 6 12 12
PERCENTAGE
20 5 15 30 30 Chart 7.2
Sources of recruitment
20
30
5
Tele calling Through placement cell
15
Consultant Employee referral
30
Online job portal
INTERPRETATION: The company does most of its recruitment through employee referral and online job portal. This is a staggering 30%. College placement cell and consultancies do not contribute much in the recruitment process. Tele calling contributes to 20% in the recruitment process.
Q.2. The organisation clearly defines the position’s requirement? a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS Strongly agree Agree Neutral Disagree Strongly disagree
NO. OF RESPONDENTS 12 20 8 0 0
PERCENTAGE 30 50 20 0 0
Chart 7.3
Position's Requirements 00
20 30
Strongly agree Agree Neutral Disagree Strongly disagree
50
INTERPRETATION:
The company does define the position’s requirement. But not everyone strongly agree with the above statement which is seen above in the chart. But that is understandable since there is always some kind of extra things required from the employees once he joins the organisation from time to time. 50% employees agree that organisation defines the position clearly.
Q.3. The organisation defines the task requirements during the recruitment process? a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS Strongly agree Agree Neutral Disagree Strongly disagree
NO. OF RESPONDENTS 2 12 20 4 2
PERCENTAGE 5 30 50 10 5
Chart 7.4
Task requirements
10
5
30
Strongly agree Agree Neutral
50
Disagree Strongly disagree
INTERPRETATION:
From the chart we can say that employees have a neutral opinion (50%) about the mentioning of task requirements being defined during the recruitment process. This is because the newly recruited employees do not have an idea about how the organisation works.
Q.4. Organisation does timely recruitment and selection process? a. Yes b. No
OPINIONS
NO. OF RESPONDENTS
PERCENTAGE
Yes
28
70
No
12
30
Chart 7.5
Timely requirements
30
Yes No
70
INTERPRATION: 70% employees agree that the organisation does timely recruitments. Rest 30% of employees do not agree with the statement that organisation does timely recruitments.
Q.5. The HR department considers internal sources of recruitment while while hiring employees? a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS Strongly agree Agree Neutral Disagree Strongly disagree
NO. OF RESPONDENTS 12 22 4 2 0
PERCENTAGE
30 55 10 5 0
Chart 7.6
Internal Internal Sources Sources
Strongly agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION: Around 55% of employees agree that the organisation uses internal sources of recruitment. The organisation prefers using internal sources of recruitment than the external sources.
Q.6. The organisation looks only for experienced employees in selection process? a. Yes b. No
OPINIONS Yes No
NO. OF RESPONDENTS 26 14
PERCENTAGE 65 35
Chart 7.7
Experience employees
35
Yes No 65
INTERPRETATION: 65% of employees agree that organisation looks for experienced employees where 35% disagree with the same.
Q.7. Does the vacant position gets closed in the specific time line given? a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS Strongly agree Agree Neutral Disagree Strongly disagree
NO. OF RESPONDENTS 4 10 16 40 2 5 10 25 8 20
PERCENTAGE
Chart 7.8
Vacant position 1.2 10 25
Strongly agree Agree Neutral 5
40
Disagree Strongly disagree
INTERPRETATION:
40% employees agree that vacant position is closed within a specific time limit whereas 25% employees disagree with the same and 20% strongly disagree.
Q.8. Schedule of selection process is prior informed. a. Yes b. No
OPINIONS
NO. OF RESPONDENTS 32 8
Yes No
PERCENTAGE
80 20
Chart 7.9
Schedule of selection process
20
Yes No
80
INTERPRETATION: 80% of employees agree that the schedule of selection process in prior informed whereas 20% do not agree to the same.
Q.9. Aptitude test is necessary for team leaders? a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS Strongly agree Agree Neutral Disagree Strongly disagree
NO. OF RESPONDENTS 2 4 10 20 4
PERCENTAGE
5 10 25 50 10
Chart 7.10
Aptitude test necessity
10
5
10
Strongly agree 25
Agree Neutral
50
Disagree Strongly disagree
INTERPRETATION: Almost 50% employees felt that taking aptitude test for team leaders is not a necessary thing. It is not a cost effective method and is also time consuming method in selection process. 25% are neutral about the aptitude test whereas only 5% strongly agree that aptitude test is necessary.
Q.10. The HR department uses the selection tools, such as testing? a. Yes b. No
OPINIONS Yes No
NO. OF RESPONDENTS 26 14
PERCENTAGE 65 35
Chart 7.11
Use of selection tools
Yes 65
65
No
INTERPRETATION:
65% disagree that HR department uses various selection tools such as interviews, group discussions and aptitude tests. Whereas 35% agree that organisation uses various selection tools.
Q.11. The methods of interview used by the organisation are satisfactory? a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS Strongly agree Agree Neutral Disagree Strongly disagree
NO. OF RESPONDENTS 16 14 10 0 0
PERCENTAGE
40 35 25 0 0
Chart 7.12
Satisfactory interview mehtod 0
0
25 40
Strongly agree Agree Neutral Disagree 35
Strongly disagree
INTERPRETATION:
40% employees strongly agree that methods of interview used by the organisation are satisfactory whereas 25% are neutral about it. The organisation usually has one-on-one interviews. Sometimes panel interview method was also used for candidates coming through consultants.
Q.12. The salary negotiation takes place during the interviews? a. Yes b. No
OPINIONS Yes No
NO. OF RESPONDENTS 14 26
PERCENTAGE 35 65
Chart 7.13
Salary negotiation
35
Yes No 65
INTERPRETATION:
65% employees said that salary negotiation is not done by the organisation during the interview. 35% agreed that salary negotiation is done during the interview of the employee.
Q.13. Employee verification is done by the organisation before and after selection? a. Yes b. No OPINIONS
Yes No
NO. OF RESPONDENTS 32 8
PERCENTAGE
80 20
Chart 7.14
Employee verification
20
Yes No
80
INTERPRETATION: It is observed that 80% employees agreed that the organisation did employee verification before and after selection procedure. Employee verification includes the submission of erences. necessary documents and checking the genuineness of employee’s documents and ref erences.
Q.14. Feedback from company is given immediately. a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS
NO. OF RESPONDENTS PERCENTAGE
Strongly agree
2
5
Agree
8
20
Neutral
0
0
Disagree
18
45
Strongly disagree
12
30 Chart 7.15
Feedback from company
Strongly agree Agree Neutral Disagree Strongly disagree
INTERPRETATION: 45% of employees disagreed that the company gives the feedback immediately. The feedback here is related to whether the employee has been selected or not to work in the organisation.
Q.15. Proper information (reception handling) is given to you at the help disk. a. Poor b. Adequate c. Excellent OPINIONS
NO. OF RESPONDENTS 32 80 6 15 2 5
Poor Adequate Excellent
PERCENTAGE
Chart 7.16
Reception handling
5 15
Poor Adequate Excellent
80
INTERPRETATION: 80% employees have rated the reception handling as poor whereas 15% have said it is adequate and 5% say that it is excellent. This shows that the organisation has poor reception handling.
Q.16. “Candidates receive the best possible information of the company.” Do you agree with this statement?
a. b. c. d. e.
Strongly agree Agree Neutral Disagree Strongly disagree
OPINIONS Strongly agree Agree Neutral Disagree Strongly disagree
NO. OF RESPONDENTS 10 12 8 6 4
PERCENTAGE
25 30 20 15 10
Chart 7.17
Best possible information
Strongly agree Agree Neutral Disagree Strongly disagree
INTERPRETATION:
The company does provide the best possible information but still 20% had a neutral opinion about the statement given above. So there is scope for improvement in the way information about the company in conveyed to the candidates.
Q.17. Rate the effectiveness of the interviewing process and other selection instruments?
a. Poor b. Adequate c. Excellent
OPINIONS Poor Adequate Excellent
NO. OF RESPONDENTS 8 22 10
PERCENTAGE 20 55 25
Chart 7.18
Effectiveness of selection tools
20 25
Poor Adequate Excellent
55
INTERPRETATION: 55% employees feel that the interviewing and selection instrument used by organisation is adequate, whereas 25% it is excellent and 20% have rated it as poor.
Q.18. Does HR train hiring employees to make the best hiring decision?
a. Yes b. No OPINIONS
Yes No
NO. OF RESPONDENTS 32 8
PERCENTAGE
80 20
Chart 7.19
Training to employees
20
Yes No
80
INTERPRETATION: 80% employees think that HR trains the hiring employees to make the best hiring decision whereas 20% disagree with the statement.
Q.19. How would you rate the HR department’s depart ment’s performance in recruitment and selection?
a. Poor b. Adequate c. Excellent OPINIONS Poor Adequate Excellent
NO. OF RESPONDENTS 4 26 10
PERCENTAGE 10 65 25
Chart 7.20
HR department's performance
10 25
Poor Adequate Excellent 65
INTERPRETATION:
65% employees feel that the HR department’s performance in recruitment and selection is adequate, whereas 25% have rated it as excellent and 10% have rated it as poor.
Q.20. Does HR provide with adequate pool of quality applicants?
a. Yes b. No OPINIONS Yes No
NO. OF RESPONDENTS 28 12
PERCENTAGE 70 30
Chart 7.21
Quality applicants
Yes No
INTERPRETATION: 70% employees feel that HR provide with adequate pool of quality applicants whereas 30% disagree with the same.
CHAPTER 8. FINDINGS
The following findings were found from the study of the data collected:
1. The maximum numbers of employees are recruited from employee referral and job portals. 2. The organisation or the HR department does define the requirements of the position they are recruiting for. 3. The task requirements are not clearly defined during the selection procedure. There can be scope for improvement in this regard. 4. It can be said that the organisation really carries out timely recruitment and selection process. 5. More preference is given to internal source of recruitment than the external sources. This has its own advantages and disadvantages. 6. While conducting the recruitment and selection process, the organisation does look for experienced employees though there are many non experienced employees as well. Here more preference is given to people who have working experience. 7. There is no problem when it comes to following the company policy regarding recruitment and selection process and vacant positions are timely closed. 8. The organisation or HR department makes sure that the schedule of schedule of the selection process in prior informed to the candidates concerned. 9. It is not necessary to conduct an aptitude test when it comes to selecting from a small pool of applicants e.g. only 15 candidates are participating in the selection process then there is no need of aptitude test. A better solution can be thought for the same. 10. Selection tools like interviews are used by the organisation, though it lacks in implementing group discussions as well, as a part of the selection tool. 11. The organisation lags behind when it comes to using interview methods since a single type of method is not used efficiently. 12. The organisation does not carry out salary negotiations most of the times while taking the interviews of the potential candidates.
13. When it comes to the employee’ s verification the organisation does not face any kind of problem and carries out the verification thoroughly. 14. The organisation does not give the feedback immediately to the candidates. There is scope of improvement in this regard. 15. The organisation faces a lot of problem when it comes to the proper reception handling. 16. Although the organisation provides, the best possible information, it is not properly communicated to the candidates during the selection process. 17. The effectiveness of the interviewing process and other selection instruments is satisfactory. There is scope for improvement in this regard. 18. Proper training is given to the employees who are newly hired, but they need to implement different techniques of training as well. 19. HR department’s perf ormance ormance has been rated adequate; therefore there is a lot of scope for improvement in the overall performance. 20. HR does provide the organisation with adequate pool of quality applicants.
CHAPTER 9. CONCLUSION
The following conclusions can be derived from the study conducted at Vidyut Motors Pvt. Ltd.:
The recruitment and selection process followed by the organisation is not streamlined due to various discrepancies in the whole recruitment and selection process.
It can be much better and easy if they follow the suggestions given.
The organisation will save a lot of money and time if they implement the changes suggested.
The organisation should understand the importance of recruitment and selection process and not take it very v ery lightly.
The process should not be very rigid and should be made more flexible so that the changes can be implemented.
CHAPTER 10. SUGGESTIONS
The following are the suggestions to be given to the organisation:
1. The organisation lacks in giving the task’s requirements. Therefore the HR department should mention more clearly the requirements while they carry out the recruitment process. 2. The organisation should look into the external sources of recruitment as well. Both sources have their advantages disadvantages. Hence the organisation should first decide the source and then go for the recruitment process. 3. When it comes to hiring higher positions in the organisation, the experienced candidates should be given maximum preference. While doing so the organisation should mention the minimum experienced needed for the position. 4. An aptitude test in conducted to get a rough idea of the candidate’s logical and analytical skills. If less number of candidates are present then there is no need of a test and directly the next selection method like group discussion or interview and during these interviews their skills can be understood. 5. The interview techniques should be improved in such a way that the only one method will be used at a time. For example, while going for campus recruitment, the organisation either uses one-on-one technical and/or HR interviews or a panel interviews. The panel interviewers can comprise of an HR personnel, a technical person and if possible a person p erson of high rank in the organisation. o rganisation. 6. The organisation while taking interview should ensure that they are negotiating on the salary package if they feel that the candidate should ne preferably done face-to-face and in same interview round and the person should not be kept waiting over negotiation process. 7. The organisation should work on its feedback mechanism. They should at least mention when they will get back to the candidate and ensure that they follow the deadline given.
8. The candidates should not be kept waiting in the lobby of the organisation for long. The reception should be such that the candidates or newly joined employees are properly handled and it also must be ensured that their doubts and hesitations are cleared immediately at the reception. 9. The organisation should try to improve itself when it comes to giving the best possible information and ensure that it is properly communicated to the candidates. It should not happen that the information given in different from the reality of the organisation.
CHAPTER 11. LIMITATIONS
The following limitations were faced while conducting the study:
The employees carried a casual attitude while filling up the questionnaire.
The sample size is relatively small in order to draw a firm conclusion. Further studies needed.
Restrictions were faced when asked about the previous documents of the organisation.
Lack of quick decision making from the organisation let improper feedback mechanism.
CHAPTER 12: BIBLIOGRAPHY WEBSITES: 1. http://en.wikipedia.org/wiki/recruitment 2. www.vidyutmotors.pvtltd 3. www.volkswagenmotors.com
SAMPLE QUESTIONNAIRE
Age:
Gender:
1. Through which source of recruitment did you come to know about the vacancy? f. Tele calling g. Through placement cell h. Consultant i. Employee referral j. Online job portal
2. The organisation clearly defines the position’s requirement? f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly disagree
3. The organisation defines the task requirements during the recruitment process? f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly disagree
4. Organisation does timely recruitment and selection process? c. Yes d. No
5. The HR department considers internal sources of recruitment while hiring employees? f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly disagree
6. The organisation looks only for experienced employees in selection process? c. Yes d. No
7. Does the vacant position gets closed in the specific time line given? f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly disagree
8. Schedule of selection process is prior informed. c. Yes d. No
9. Aptitude test is necessary for team leaders? f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly agree
10. The HR department uses the selection tools, such as testing? c. Yes d. No
11. The methods of interview used by the organisation are satisfactory? f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly disagree
12. The salary negotiation takes place during the interviews? c. Yes d. No
13. Employee verification is done by the organisation before and after selection? c. Yes d. No
14. Feedback from company is given immediately. f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly disagree
15. Proper information (reception handling) is given to you at the help disk. d. Poor e. Adequate f. Excellent
16. “Candidates receive the best possible information of the company.” Do you agree with this statement? f. Strongly agree g. Agree h. Neutral i. Disagree j. Strongly disagree
17. Rate the effectiveness of the interviewing process and other selection instruments? d. Poor e. Adequate f. Excellent
18. Does HR train hiring employees to make the best hiring decision? c. Yes d. No
19. How would you rate the HR department’s performance in recruitment recrui tment and selection? d. Poor e. Adequate f. Excellent
20. Does HR provide with adequate pool of quality applicants? c. Yes d. No
