Hr Project Taj Hotel

Niti Arora (MBA-II Yr.)

SUMMER TRAINING REPORT SUBMITTED FOR FULFILLMENT OF MBA COURSE ( HR & TOURISM ) 2005-07 FROM IITTM, GWALIOR

ROLE OF HR DEPARTMENT MANPOWER RECRUITMENT PROCEDURE OF

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MAN SINGH ROAD, NEW DELHI

SUBMITTED BY : NITI ARORA , MBA (2005-2007)

INDUSTRY GUIDE

FACULTY GUIDE

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Ms.Diksha Mehra

Mr. Wajid Ali

Asstt Mgr-HR, Taj Mahal Hotel, Man Singh Road New Delhi 110001

MBA – Course Director IITTM, Gwalior.

ACKNOWLEDGEMENT I take this opportunity to express my indebtedness and sincere thanks to all those who have, in various ways, helped me successful completion of my project I also thank all my Professors and Directors at the Indian Institute of Tourism & Travel Management, for all their able guidance and support for fulfillment of my task . I would also like to specially thank my faculty guide Mr.Wajid Ali, Director, MBA Course, IITTM, who has stood by me whenever I needed his help and guidance or had any queries with regard to my course / project. The knowledge gained under his able guidance would be an asset through out my professional career. My sincere thanks to Mr Sanjay Bose, GM –HR of The Taj Mahal Hotel, New Delhi, and his entire HR Department Team in providing me a wonderful opportunity to work under their able guidance to gain such valuable experience. I am extremely thankful to my Industry Guide, Ms Diksha Mehra, Asst Mgr – HR , Taj Mahal Hotel, New Delhi, who went all the way out in sparing her valuable time in providing me training under her able guidance and supervision. Without her unflinching and continuous encouragement, this project wouldn’t have been a successful. I am indeed greatful to her.

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This letter of thanks would be incomplete without mentioning the unconditional support that my family and friends have provided me throughout the duration of project. Over all, the project was definitely a wonderful learning experience.

(Niti Arora)

Chapter-1 PROJECT SUMMARY

The Role of HR Department in an organization plays an important role and is like a backbone . It contributes significantly for an organization to run its business smoothly and efficiently in order to achieve its sustained organizational goals by adopting best staffing policies , recruitment strategies, and manpower training & development policies .The Department is overall responsible for employees selection, their administration and welfare by keeping healthy , stress free culture and motivational policies in the organization. These in turn help the organization to retain their employees and attract best talents from the market to overcome manpower deficiencies faced from time to time. The Recruitment Process at Taj Mahal Hotel entails a multiple stages process. It begins with from the stage a Requisition is raised by the respective department head and is reviewed and approved by the HR head. There after, the Job description and various sources (Internal as well as external) are worked out by the Recruitment Manager to timely full fill the same. These steps, depending on the quantum, include recruiting thru Internal references, Recruitment Consultants, Searching from job sites, Calling the existing

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database available with the company and or releasing advertisements in leading News Papers, Magazines, Job Sites etc.

The job application received are scrutinized and then the candidate is invited for a preliminary interview with the Recruitment Manager and then further detailed interviews follow with the HOD / the Resident Manager/ HR Head. After going through all the rounds successfully, the references checks are done and upon fulfilling all pre employment formalities, the Appointment Letter is released. If, the candidate does not join by the specified joining date or is found medically misfit, the appointment letter is cancelled and withdrawn. While selecting a candidate, emphasis is given to evaluate various skills, like relevant Qualifications & Experience, Job knowledge, effective communication, Personality, Interactive abilities. Dressing Sense, Family Background. Computer knowledge and Trade Test results etc.

Chapter-2 RESEARCH METHODOLOGY Research is a systematic and scientific approach to carry out an investigation. It is a process leading to the discovery of facts, causes and their inter relation to an issue. A scientific investigation leads to growth of knowledge. Methodology has an important bearing on the collection of reliable and pertinent information as well as on the outcome of the study. The categorization of proposed investigation into a certain type of research, a corresponding method or methods designed for it and appropriate techniques for collecting and analyzing data are together known as methodology of research. Research design is a complete outline of the conduct of the proposed research study. It is a comprehensive statement on the problem and scope of the study, the purpose of undertaking it, the population and location to be covered for collecting information, the hypothesis formulated for the study and finally the methodology to be employed.

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2.1 Scope of Training :  To understand the organizational set up, the role of HR Department and its various functions with specific focus in understanding the Manpower Recruitment process.  To study the Organization Structure and HR functions and draw a sketch of it.  To understand the Manpower Recruitment Process .  To understand the Job Profiles of various positions and methods applied for sourcing the same.  To provide suggestions, if any, for betterment of the systems in practice.

2.2 SOURCES OF DATA COLLECTION

The sources of data collection are:  Primary data  Secondary data  Practical experience Primary data sources 1. Discussions 2. Observations during interviews. Secondary data sources 1. Internet sites 2. Reference books 3. Company Policies 4. HR Articles 5


Practical experience Practical experience was gained by getting involved with the HR Mgr in the day-to-day work through:     

Scrutiny of Personal Files Screening the cvs as per job profiles Arranging candidates for interviews and Demonstrations Interacting with Recruitment Consultants. Studying and preparing Job Descriptions and Organization Structure Chart.

2.3 SCOPE OF THE STUDY 2.3.1The foremost step is to understand the manpower requirement of an organization through its organizational chart and analyze the monthly turnover rate of the employees in each department, then work out the corrective measures to control it and recruitment strategy to source it to timely meet the targets. Screening job applications as per job profiles is very important step in the process of recruitment. It is essential to bring the right people into the organization. Determining who the right people are should not end just with experience and education, the other factors like, personality, attitude, communication abilities, and other behavioral characteristics that fits the organization’s culture are also equally important to check. The overall approach of the recruitment & selection process should be to bring the best talents through cost and quality effective process and to timely meet the human resource needs of the company. Hitting the hiring bull's eye is one of executive most important and most difficult responsibilities. Using interviews, reference checks and sometimes-even personality tests, they try to infuse logic and predictability into hiring. Still, success remains elusive. Many talented people leave their organizations because senior managers don't understand the psychology of work satisfaction; they assume that people who excel at their work are necessarily happy in their jobs. Strong skills do not always reflect or lead to job satisfaction. Many professionals, particularly the leagues of 20-30 something's streaming out of today's MBA programs, are so well educated and achievement oriented that they could succeed in virtually any job. But will they stay? The answer is, only if the job matches their deeply embedded life interests.Personal values have changed with workers of the new millennium. Employee/ employer loyalty has

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diminished and work environment and a "work/life" balance are more important than ever. It is clearly evident that as we move into new millennium, only companies that have a world-class recruitment, placement and retention solution will survive. Considering the above scenario studying the recruitment and selection strategies was the most appropriate topic for my summer internship.

2.4 LIMITATIONS 

Exposure to interviews was limited, selection procedure being internal to the company.

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Chapter-3

3.1 INTRODUCTION Business has always been competitive. Yet the kind of fierce competition being witnessed now has not been witnessed before. Gone are the days of monopolies and with the advent consumerism, more and more corporate houses are beginning to realize that the ultimate competitive advantage of any business over its rivals will be provided by its people. Technology is no longer a monopoly nor is availability of money. But what may be a monopoly would be the PEOPLE associated with any business organization. The competitors can duplicate ones business strategy but not their PEOPLE. Ultimately the survival and prosperity of any organization would depend upon its ability to keep its human resources updated and in tune with the realities of the fast changing business scene. Some people in the same organization must learn to think differently in a dramatically different competitive environment. This is the essence of Human Resource Development. Thus HRD in wider connotation is the management’s philosophy, an holistic concept on business oriented concept, a system approach that concern all human activities in the business, individual, team, culture, philosophies, ethos etc. It provides necessary strength to stand and vitality as a driving force. It is proactive, pragmatic, realistic, business like approach by motivating, by inspiring and creating satisfaction by building the positive and open culture, by encouraging research and development activities, by encouraging constructive innovations etc. Since every organization is made up of people, hiring their services developing their skills, motivating them to high level of commitment to the organization are essential to achieve organizational objectives. Therefore getting and keeping good people is the first to achieve goals through unified efforts, the degree of success depends on employees reaching their individual goals through organizational goal, is an important determinant for organization effectiveness. The process of searching for and obtaining potential job candidates in sufficient numbers and quality so that the organization can select the most appropriate people to fill its job needs is called the recruitment. The process of recruitment means the efforts involved in finding out the sources of the availability of future employees and encouraging them to send their applications for appointment in the enterprise.

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3.2 RECRUITMENT: A THEORETICAL FRAMEWORK Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters It may be undertaken by an employment agency or a member of staff at the business or organisation looking for recruits. Either way it may involve advertising commonly in the recruitment section of a newspaper or in a newspaper dedicated to job adverts. Posts can also be advertised at a job centre if they are targeting the unemployed. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerised tests to assess an individual's off hand knowledge or a candidate may also be assessed on the basis of an interview Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence. Recruitment forms the first stage in the process, which continues with selection and ceases with the placement. It is the next step in the procurement function, the first being the manpower planning. Recruitment makes its possible to acquire the number and types of people necessary to ensure the continued operation of the organization. Purpose and Importance The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to:       

Determine the present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the profitability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Meet the organization’s legal and social obligations regarding the composition of its work force. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organizational and individual effectiveness in the short term and long term. 9


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

The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet organizational needs for talent, a typical response is to raise entry level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of the recruitment process can play a major role in determining the resources that must be expanded on other HR activities and their ultimate success. Types of Recruitment: Informal recruiting Word-of-mouth applicants are likely to stay longer and may be more suitable than recruits obtained by advertising. But word-of-mouth is discriminatory, since it restricts applications to established communities and excludes recently arrived minority groups. At senior levels the informal method known as 'headhunting' or executive search has become common. Specialist consultancies aim to find 'outstanding' people to fill higherpaying jobs. Whether they really are 'outstanding' is questionable Formal recruiting Equal opportunity demands equal access. This can only be achieved through public and open recruitment. (...) The likelihood of attracting 'suitable' applicants depends on the detail and specificity of the recruitment advertisement or literature. Key factors such as salary, job title, career and travel opportunities obviously influence response rates. But remember that employers do not want to be swamped with large numbers of applications from unsuitable people Factors Affecting Recruitment: All organizations whether large a small, do engage in recruiting activity, though not to the same extent. Factors governing recruitment may broadly be divided as internal and external factors.

EXTERNAL FORCES Supply & Demand Unemployment rate Labor Market Sons of soils Political-Social Image

INTERNAL FORCES Recruitment

Recruitment policy HRP Size of the firm Cost Growth & Expansion

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A) External Factors Of particular importance is the supply and demand of specific skills in the labor market. If the demand for a particular skill is high relative to the supply, an extraordinary recruiting effort may be needed. When the unemployment rate in a given area is high, the company’s recruitment process may be simpler. The number of unsolicited applicants is usually greater, and the increased size of the labour pool provides better opportunities for attracting qualified applicants. On the other hand, as the unemployment rate drops, recruiting efforts must be increased and new sources explored. The company’s image also matters in attracting large number of job seekers. Often, it is not the money that is important. It is the perception of the job seekers about the company that matters in attracting qualified prospective employees. B) Internal Factors There are certain internal forces, which deserve consideration while recruiting personnel. One such internal factor is the recruiting policy of the organization. Most organizations have a policy on recruiting internally or externally. Generally, the policy is to prefer internal sourcing, as own employees know the company well and can recommend candidates who fit the organization’s culture. Another related policy is to have temporary and part time employees. An organization hiring temporary and part-time employees is in a less advantageous position in attracting sufficient applicants. A major internal factor that can determine the success of the recruiting programme is whether or not the company engages in HRP. In most cases, a company cannot attract prospective employees in sufficient numbers and with required skills overnight. It takes time to examine the alternatives regarding the appropriate sources of recruits and most productive methods for obtaining them. Once the best alternatives have been identified, recruiting plans may be made. Effective HRP greatly facilitates the recruiting efforts. 

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Size is another internal factor having its influence on the recruitment process. An organization with one hundred thousand employees will find recruiting less problematic than an organization with just one hundred employees. Cost of recruiting is yet another internal factor that has to be considered. Recruiting costs are calculated per new hire and the figure is considerably nowadays. Recruiters must, therefore, operate within budgets. Careful HRP and forethought by recruiters can minimize recruitment costs. One cost saving measure, for instance, is recruiting for multiple job openings simultaneously. The best solution is to use proactive personnel practices to reduce employee turnover, thus 11


minimizing the need for recruiting. Evaluating the quality, quantity and costs of recruitment helps ensure that it is efficient and cost effective. 

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Finally, an organization registering growth and expansion will have more recruiting on hand than the one, which finds its fortunes declining

3.3 RECRUITING REQUIREMENTS 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 organizations will affect how the job recruits view them. 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 organization's image is also affected by its industry. These images change. Job applicants can seldom have interviews with all the organizations that have job openings of interest to them. Because there are time and energy limits to the job search, they do some preliminary screening. One of these screens is the image the applicants have of the organization, which can attract or repel them. In sum, the ideal job specifications preferred by an organization may have to be adjusted to meet the realities of the labor market, government or union restrictions, the limitations of its policies and practices and its image. If an adequate number of

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quality people apply, the organization may have to adjust the job to fit the best applicant or increase its recruiting efforts.

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What factors affect the organization decision? A more educated set knows the labor market better, have higher expectations of work and find organization's that pay more and provide and more stable employment.

3.5 STEPS OF RECRUITMENT PROCESS As was mentioned earlier, recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five inter-related stages, viz., (i) Planning (ii) Strategy development (iii) Searching (iv) Screening and (v) Evaluation and control. The diagram is shown on the following page.

Personnel Planning

Job Vacancies

Job Analysis

Recruitment Planning -Numbers -Types

Employee Requisition

Searching Activation “Selling” -Message -Media

App lica nt Poo l

Poten tial Hires

Screening

Strategy development -Where -How -When

Applica nt Populati on

Evaluation & Control

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3.5.1 RECRUITMENT PLANNING The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (i) number and (ii) type of applicants to be contacted.  Number of contacts Organizations, nearly always, plan to attract more applicants than they will hire. Each time a recruitment programme is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with qualified people. Companies calculate yield ratios (yRs), which express the relationship of applicants’ inputs to outputs at various decision points.  Type of contacts This refers to the type of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.

3.5.2 STRATEGY PLANNING Once it is known how many and what type of recruits are required, serious consideration needs to be given to (i) ‘ make ‘or ‘buy’ employees (ii) technological specification of recruitment and selection devices (iii) geographic distribution of labour markets comprising job seekers (iv) sources of recruitment (v) sequencing the activities in the recruitment process.  ‘Make’ or ‘buy’ Organizations must decide whether to hire less skilled employees and invest on training and education programmes, or they can hire skilled labour and professionals. Essentially this is the ‘make’ or ‘buy’ decision. Organizations, which hire skilled labour and 14


professionals, shall have to pay more for these employees. ‘Buying’ employees ahs the advantage in the sense that the skilled labour and professionals can begin the work immediately and little training may be needed.

 Technological Sophistication The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. Technological advancement has made it possible for job seekers to gain better access.  Where to look In order to reduce the costs, organizations look into labour markets most likely to offer the required job seekers. Generally, companies look into the national market for managerial and professional employees, regional or local markets for technical employees, and local markets for clerical and blue-collar employees. In the final analysis, organizations recruit where experience and circumstances dictate likely success. Recognizing this, many adopt an incremental strategy in which initial efforts are concentrated in regional or local labour markets and expanded only if these efforts fail to achieve the desired results.  Sources of recruitment It refers to the methods or sources of recruitment. There are several sources and they may be categorized as (i) internal and (ii) external. Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employees it needs. Generally there are two types of sources from which any organization can look for potential employees. These sources accordingly may term as internal and external. 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 15


internal or external-recruiting methods depends on the degree to which organization's strategy encourages promotions and transfers from within the organization. Recruiting from within can lead to job satisfaction and motivation if employees see new career opportunities available. In addition filling positions with existing employees ensures to large ext6ent that these employees are socialized as to the organization's culture and personality. However problems can arise if the internal promotion system is not viewed as fair. The best way to avoid negative backlash when hiring or promoting from within is to install fair practices and procedures. If steps are taken to ensure a fair internal promotional process, most people will accept their loss and remain productive and useful organizational citizen.External recruiting method helps bring new ideas and approaches to the organization.

a) Internal sources of recruitment Internal sources are the most obvious sources. These include personnel already on the pay roll of an organization is its present work force. Whenever any vacancy occurs, somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who were once on the pay roll of the company but who plan to return or whom the company would like to rehire, such as those on leave of absence, those who quit voluntarily or those on production lay offs.  Present employees Promotions and transfers from among the present employees can be a good source of recruitment. Promotion to higher positions has several advantages. They are – a) It is good public relations. b) It builds morale. c) It encourages competent individuals who are ambitious d) It improves the probability of a good selection, since information on the individual’s performance is readily available. e) It is cheaper than going outside to recruit. f) Those chosen internally are familiar to the organization. g) When carefully planned, promoting from within can also act as a training device for developing middle level and top-level managers. Promotion, to be effective, requires using job positing, personnel records, and skill banks. 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.

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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 is matched and candidates selected. Although positing jobs can be an efficient method of recruiting, numbers of problems have been associated. Example it can lead to personal bias and stiff competition. Another way to recruit from present employees is transfer without promotion. Transfers are often important in providing employees with a broad based view of the organization, necessary for future promotions.  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. People tend to associate with people like themselves, if the employee fits the organization, chances are his or her referrals will be good. Employees, whose referrals are hired, are often willing to serve as a mentor to ensure their referrals succeed in the company. Advantages of Internal Sources Filling vacancies in higher jobs from within the organization or through internal transfers has the following merits: 1. Employees are motivated to improve their performance. 17


2. Morale of employees is increased. 3. Industrial peace prevails in the enterprise because of promotional avenues. 4. Filling of the jobs internally is cheaper as compared to getting candidates from external sources. 5. A promotion at a higher level may lead to a chain of promotions at lower levels in the organization. This motivates the employees to improve their performance through learning and practice. 6. Transfer or job rotation is a tool of training the employees to prepare them for higher jobs. Transfer has the benefit of shifting workforce from the surplus departments to those where there is shortage of staff.

Disadvantages of Internal Sources Internal sources of recruitment have certain demerits also. These are listed below: 1. When vacancies are filled through internal promotions, the scope for fresh talent is reduced. 2. The employees may become lethargic if they are sure of time bound promotions. 3. The spirit of competition among the employees may be hampered. 4. Frequent transfers of employees may reduce the overall productivity of the organization.

b) External sources of recruitment Every enterprise has to tap external sources for various positions. Running enterprise have to recruit employees from outside for filling the positions whose specifications cannot be met by the present employees and for meeting the additional requirements of manpower. The following external sources of recruitment are commonly used by big enterprises: (i) Direct methods:  Campus Recruitment Jobs in commerce an industry have become increasing technical and complex to the point where school and college degrees are widely required. Consequently, big organizations maintain a close liaison with the universities, vocational institutes and management institutes for recruitment to various jobs. Reputed industrial houses, which require management trainees, send their officials to campuses of various management institutes for picking up talented candidates doing MBA.

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Advantages of this method include: the placement center helps locate applicants and provides resumes to organizations; applicants can be prescreened, applicants will not have to be lured away from a current job or lower salary expectations. On the negative front, campus recruiting means hiring people with little or no work experience. The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful planning.

(ii) Indirect methods:  Advertisements Indirect methods involve mostly advertising in newspaper, on the radio, in television, in trade and professional journals, technical magazines and brochures. Advertising in newspapers and/or trade journals and magazines is the most frequently used method, when qualified or experienced personnel are not available from other sources. Senior posts are largely filled by such methods when they cannot be filled by promotion from within. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in the organization, etc. This method is appropriate when (a) the organization intends to reach a large target group and (b) the organization wants a fairly good number of talented people- who are geographically spread out. Nowadays after the IT revolution there are the advent of job websites. Potential candidates can post their resumes in the job sites so that the recruitment organization can search for the appropriate candidate. Advantages of External Sources The merits of external sources of recruitment are as under: 1. Qualified Personnel: The management can make qualified and trained people to apply for vacant jobs in the organization. 2. Wider Choice: when vacancies are advertised widely, a large number of applicants from outside the organization apply. The management has a wider choice while selecting the people for employment. 3. Fresh Talent: The insiders may have limited talents. External sources facilitate infusion of fresh blood with new ideas into the enterprise. This will improve the overall working of enterprise. 4. Competitive Spirit: If a company can tap external sources, the existing Staff will have to compete with the outsiders. They will work harder to 19


Show better performance. Disadvantages of External Sources The demerits of filling vacancies from external sources are as under: 1. Dissatisfaction among Existing Staff: External recruitment may lead to dissatisfaction and frustration among existing employees. They may feel that their chances of promotion are reduced. 2. Lengthy process: Recruitment from outside take a log time. The business has to notify the vacancies and wait for applications to initiate the selection process. 3. Costly Process: It is very costly to recruit staff from external sources. A lot of money has to be spent on advertisement and processing of applications. 4. Uncertain Response: The candidates from outside may not be suitable for the enterprise. There is no guarantee that the enterprise will be able to attract right kinds of people from external sources.

3.5.3 SEARCHING Once a recruiting plan and strategy are worked out, the search process can begin. This involves two steps- (i) source activation (ii) selling  Source Activation Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until line managers have verified that a vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications. The applications received must be screened. Those who pass have to be contacted and invited for interview.  Selling In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regard to media, it may be stated that effectiveness of any recruiting message depends on the media. Selection of media or medium needs to be done with a lot of care.

3.5.4 SCREENING 20


Screening of applications can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. The purpose of screening is to remove from the recruitment process, at an early stage , those applicants , who are visibly unqualified for the job. Effective screening can save a lot of time and money. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used.

3.5.5 EVALUATION AND CONTROL Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: 1. Salaries for recruiters. 2. Management and professional time spent on preparing job, description, job specifications, advertisements, agency liaison, and so forth. 3. Cost of producing supporting literature. 4. Recruitment overheads and administrative expenses. 5. Cost of advertisements or other recruitment methods. 6. Cost of overtime and outsourcing while the vacancies remain unfilled. 7. Cost of recruiting suitable candidates for the selection procedure. 

Evaluation of recruitment process The recruitment process has the objective of searching for and obtaining applications from job seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might include: 1. 2. 3. 4. 5. 6.

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Return rate of applications sent out. Number of suitable candidates for selection. Retention and performance of the candidates selected. Cost of the recruitment process. Time lapsed data. Comments on image projected.

Evaluation of recruitment methods The evaluation of recruitment methods might include: 1. Number of initial enquiries received which resulted in completed application forms. 2. Number of candidates at various stages of the recruitment and selection process, especially those short-listed. 3. Number of candidates recruited.

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4. Number of candidates retained in the organization after six months.

3.6 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. Re-Recruitment 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. Once the key employers have been located, the next step is to determine what can be done to motivate them to remain with the organization. A flexible work arrangement will mean something different to every employee, so it is important to dearly delineate what key employees want and need with respect to flexibility. Flexibility can also be offered by introducing compressed work weeks, flexible starting times and comp time where workers can leave work for an hour or two to deal with family matters. An increase in the compensation can also help retain a key employee. Retention 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

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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. 2. 3. 4. 5. 6.

Immediate involvement in the essential work of the firm. The ability to apply newly learned knowledge and skills. The opportunity to understand the big picture of the firm. Rapid career development. Rapid salary advancement. The opportunity to learn new skills.

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. Career plateauing, which refers to the point in a career where future hierarchical movement is unlikely, has become a real problem in organization's today. Downsizing and restructuring has severely restricted the potential for vertical movement in many managerial career paths.

3.8 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 organizations 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

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effectiveness of recruiting method varies among organizations and even jobs within the same organization.

3.9 SELECTION The size of the labour market the image of the company, the place of posting, the nature of job, the compensation package, and a host of other factors influence the manner in which job aspirants are likely to respond to the recruiting efforts of a company. Through the process of recruitment, a company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting thus, provides a pool of applicants for selection. Definition To select means to choose. Selection is the process of picking individuals who have qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates. Purpose The purpose of selection is to pick up the most suitable candidate who would best meet the requirements of the job and the organization. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualification, skills, experience, etc. The needs of the job are matched with the profile of the candidates. The most suitable person is then picked up after eliminating the less suitable applicants through successive stages of the selection procedure. Any mismatch in this regard can cost an organization a great deal in terms of money, time and trouble, especially, by way of training and operating costs. Effective selection, therefore, demands constant monitoring of the ‘fit’ between the person and the job.

3.10 FACTORS AFFECTING THE SELECTION PROCEDURE The factors to be considered for selecting the right person for the right job are as under: 1. Physical characteristics: Sound body, height, weight, sight etc. 2. Personnel characteristics: Age, sex, marital status, number of children, family background etc. 3. Proficiency or skill and ability: Qualifications and previous experience.

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4. Competency: Potentiality of an individual for learning and becoming proficient in a job. Competency points out capacity to acquire knowledge and skill for success on the job. 5. Temperament and character: Emotional, moral and social qualities, honesty, loyalty etc. A high degree of intellectual competency can serve as a substitute for such qualities as honesty and trustworthiness. It is important to know about individual’s character, his habits of work, his way of reacting in this or that situation, his driving forces in determining the fitness for the job. 6. Interest: Without interest, work is colorless and monotonous. With interest, work seems meaningful and worthwhile to the individual and abilities are developed as well as accomplishments are realized. Even if a person has skill, competency, efficiency, but if he has no interest in the job, he will be unhappy in his work.

3.11 ESSENTIALS OF SELECTION PROCEDURE The selection procedure adopted by an organization is to meet its particular needs. The thoroughness of the procedure depends upon three factors: First, the nature of selection, whether faulty or safe, because faulty, selection affects not only the training period that may be needed, but also results in heavy expenditure on the new employee and the loss that may be incurred by the organization in case the joboccupant fails on his job. Second, the policy of the company and the attitude of the management. As a practice some companies usually hire more than the actual number needed with a view to removing the unfit persons from the jobs. Third, the length of the probationary or the trial period. The longer the period, the greater the uncertainty in the minds of the selected candidate about his future. The hiring process can be successful, if the following preliminary requirements are satisfied: (i) (ii) (iii)

Some one should have the authority to hire. This authority comes from the employment requisition, as developed by an analysis of the work-load and work force There must be some standard or personnel with which a prospective employee may be compared, i.e., there should be available, beforehand, a comprehensive job description and job specifications as developed by a job Analysis. There must be a sufficient number of applicants from whom the required number of employees may be selected. 25


3.12 STEPS IN SELECTION PROCEDURE There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are, therefore, generally long and complicated. Many employers make use of such techniques and pseudo-sciences as phrenology, physiognomy, astrology, graphology etc., while coming to hiring decisions. However, in modern times, these are considered to be unreliable measures. Every candidate for the job has to clear a number of hurdles before getting selected for the job. If he is not found suitable at any stage, he is not considered for the further stages. Thus, he will be rejected. For instance, if a candidate’s particulars in the application are not found suitable, he will not be called for the tests. Similarly, if a candidate fails in the tests, he will not be called for the interview. The following is a popular procedure through it may be modified to suit individual situation:  Preliminary Interview Applications received from job seekers are subjected to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same. Preliminary interview helps reject the misfits for reason, which do not appear in the application forms.

 Selection Tests Job seekers who pass the interview are called for the tests. Different types of tests may be conducted depending on the job and the company. Generally tests determine the applicant’ ability, aptitude and personality. A) Ability tests assist in determining how well an individual can perform tasks related to the job. B) Aptitude tests help determine a person’s potential to learn in a given area. C) Personality tests are given to measure a prospective employee’s motivation to function in a particular working environment.

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D) Interest tests are used to measure an individual’s activity preferences. E) Graphology test is designed to analyze the handwriting of an individual. It can suggest the degree of energy, inhibitions and spontaneity. F) Polygraph tests are designed to ensure accuracy of the information given in the applications.  Employment Interview The next step in the selection process is the employment interview. An interview is conducted at the beginning and at the end of the selection process. An interview is a formal, in-depth conversation concluded to evaluate the applicant’s acceptability. The employment interview can be: A) One-to-One: there are only two participants-the interviewer and the interviewee. B) Sequential: involves a series of interviews, usually utilizing the strength an knowledge base of each interviewer. C) Panel Interview: Consists of two or more interviewers. Any panel interview is less intimate and more formal then the one-to-one, but if handled and organized well, it can provide a wealth of information.  Reference and Background Checks Many employers request names, addresses, and contact numbers or reference for the purpose of verifying information and perhaps gaining additional information on an applicant. Reference checks serve two purposes. One purpose is to gain insight about the potential employee from the people who have had previous experience with him or her. Second purpose is to assess the potential success of a prospect.  Selection Decision After obtaining information through the preceding steps, selection decision-the most critical of all the steps –must be made. The other stages in the selection process have been used to narrow the number of candidates. The final decision has to be made from the pool of individuals who pass the tests, interviews and reference checks.  Physical Examination After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical test are recorded in a statement and are preserved in the personnel records. 

Job Offer

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Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty.  Contracts of Employment After the job offer has been made and the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. There is also a need for preparing a contract of employment.  Concluding the Selection Process Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step- a more sensitive one- reassuring those candidates who have not been selected.

CHAPTER-4 COMPANY PROFILE

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Our Mission . India provides you travel opportunities of all kinds, of all forms, and for everyone. We, at Indian Holiday Private Limited believe in presenting India in a way that is quite unique, unexplored and unhindered. We want to show you the possibilities that are immense and unending. Come to India, explore the deserts, take risks and trek through the Himalayas bask under the glory of sun god and relax on the top of world’s oldest working locomotive, or face the force of rapids and go for the river rafting on the wild rivers. Indian Holiday Private Limited will provide you all the facilities whilst you are on your personal journey- the journey of a lifetime. Believe us when we say possibilities are unlimited. You only need them and guts to like them. Our “mission” is to provide Quality and excellence to our customers promptly and exclusively. All the professionals at Indian Holiday Private Limited are masters of their trade and each brings with him/her a unique set of experience of the country. To put it simply, we know what a traveler anticipates and more than that we know what it takes to satisfy them.

Corporate Information Indian Holiday Private Limited is a proactive travel organization in Indian tourism industry for the last 10 years. We are professionally managed closely held agency and management control is vested with the 1st generation promoter entrepreneurs. Transaction level operations are executed by a team of professionally qualified professionals, who are well vested with the complexities of Travel and Tourism Trade. Our guest service team has a cumulative experience of 100 man years in tourism industry. The team is well aware and equipped to cafer to requirement of various market segments and understands the nuances of tourism in India. I 29


Indian holiday.com is an extension of our travel initiative providing the travelers interested in visiting India all travel services under one roof.

We Keep the Right Company Indian Holiday Private Limited is recognized by the Ministry of Tourism, Government of India, as a tour operator and travel agent. Apart from the official recognition we are also proud to be associated with some of the national and international august bodies in travel and tourism industry. These affiliations give Indian Holiday the credibility of being a serious player in travel business and help it get greater access to the resource and knowledge base of these professional bodies. Indian Holiday Private Limited is a member of: 1)

2) 3)

Indian Association of Tour Operators (IATO): IATO is the premier trade body of inbound Tour Operators in India who strive for the growth of Indian tourism industry and strive to provide quality services to our visitors. Pacific Asia Travel Association (PATA): PATA is the recognized authority of Pacific Asia Travel and Tourism and provides marketing, research and educational information to its members. The American Society of Travel Agents (ASTA): ASTA is the world’s largest association of travel professionals. Their members include travel agents and the companies whose products they sell, such as tours, cruises, hotels, car rentals, etc. They are the leading advocate for travel agents, the travel industry and the traveling public. The ASTA logo is recognized around the world as a symbol of professionalism and integrity.

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Hotels in Varanasi Owing to its cultural and strong religious backdrop, the city of Varanasi in Uttar Pradesh is one of the prime destinations for pilgrimage inn India. Every year, the city is ventured by a huge section of Indian as well as foreign tourists. In order to support the basic requirements of these tourists the Hotels in Varanasi, provide unmatched services and hospitality that can suit every kind of tourist. Among the various Hotels in Uttar Pradesh, the Hotels in Varanasi, India hold a special position owing to their wide diversifications with respect to standard of amenities, locations and the charges they demand. These Hotels in Varanasi stand at strategic locations which are either close to the bus terminus and railway station for easy accessibility, or near the Ghats which offers a pleasing sight of the River Ganga and the busy life around it especially at dawn. Talking of accessibility, the Hotels in Varanasi, Uttar Pradesh can be reached by road, rail or air transport. The Uttar Pradesh State Road Transport Corporation provides efficient bus service from various parts of the state. Besides, the Junction/Cantonment of Varanasi and the 31


Babatpur Airport connect the ancient to the modern cities like Delhi, Kolkata and Mumbai. We now come to the facilities and services provided by the Hotels in Benares. The Varanasi Hotels offer decent accommodations with all the necessary amenities from attach bathrooms with running hot/cold water supply, to luxuries like air conditioners, direct dial telephones, television and channel music. These are aptly complemented by the prompt and efficient services of the staff of the Hotels in Varanasi. The Restaurants and Bars (in some hotels) of the Varanasi Hotels provide excellent food of various cruises. The business facilities available at these hotels also satisfy the needs of the tourists. A host of other recreations made available by the Hotels in Benares include sightseeing to the various interesting places in and around the city like the Temple of Kashivishwanath (or the Golden Temple) and the various Ghats of the city.

Ramada Plaza JHV Accommodation at Ramada Plaza JHV in Varanasi: Ramada Plaza JHV in Varanasi in Uttar Pradesh in India provides state of the art accommodation facilities. The rooms are provided with: • Work desk with high-speed internet access. • Non-smoking rooms. • In-rooms electronic safe. • Deluxe bathroom amenities. • Dual-line telephone. • Rooms for physically challenged guests multi channel LCD flatscreen television. 32


Dining The restaurants in the hotel are named as ‘Tadka’ and ‘Silk Route’. The restaurants serve mouthwatering dishes from across the globe. The guests can enjoy a few drinks at the bars named as ‘Toxic Bar’ and ‘Pool Side Bar’

Business It provides conference facilities to the business travelers. The business travelers are also provided with audio visual equipment to help them in their business meetings.

Recreation The recreation facilities provided at Ramada Plaza JHV in Varanasi Includes:• Steam bath • Swimming pool • Tennis court • Sauna and Jacuzzi • Shopping arcades • Beauty salon • Fitness centre

Other Facilities • • • •

Laundry services Car parking space Doctor on call Travel desk

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HR Department Structure :

General Manager - Human Resources Admn.Mgr

Asstt. Mgr-HR (Recruitment)

Asstt Mgr-HR (Staff welfare)

Time Office

L&D Mgr

Asstt Mgr-HR (Systems)

Asstt Mgr-HR (Psnl. Admn)

Cafeteria

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Chapter-5 FINDINGS AND ANALYSIS The Taj recognize that staff is their greatest asset. A sound recruitment procedure is vital for finding people with the right skills and abilities for the job. After recruitment, a good induction programme is the best way to help a new employee settle into the organization and become effective in the shortest possible time. In this ‘Getting it Right Session’ we show employers the importance of good recruitment and selection. The training covers: Key steps of the recruitment process; methods of selecting employees; legal issues and how to carry out a successful induction. This section examines current practices and decision-making in recruitment and selection. (...) they are critical elements of effective human resource management. (...) We cannot discuss how recruitment and selection take place without asking why certain techniques are used in preference to others. Within the HRM paradigm, they are not simply mechanisms for filling vacancies. Recruitment and redundancy can be viewed as key 'push' and 'pull' levers for organizational change. Recruitment and selection allow management to determine and gradually modify the behavioral characteristics and competences of the workforce. The fashion for team working, for example, has focused on people with a preference for working with others.

.

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.

5.3.4 Induction Procedure for new employees Once they have passed the entire process and formalities outlined above, the next comes Employee Induction Process, wherein the employee is assisted transitions into his new job and begins his work. The induction procedure is a very important part and should not be ignored. It helps a new employee to get to know his new work environment properly and location of various departments and facilities and puts him at ease to operate Induction procedure lasts for 15 days. The employee induction gives complete knowledge about his job profile and the organization. He starts getting accustomed to his work place during the induction period. During the induction procedure, the employee meets all HODS the other concerned officers of various department and peers that he will be working with. He is also briefed to whom to see to get his questions / problems answered or seek help with a particular matter. The employee is shown all the departments, General manager’s office, time office, cafeteria, washrooms etc , so that he gets to know how to find his way around the workplace. He is shown where his car parking spot is. It might take some time for the employee to become fully productive. The induction program covers essential information related to business going on in the company. It helps him understand the clear picture as to where he is going to work in the company. The induction procedure also informs him about whom he should report to and whom to see to get a report written or a work completed. Other things include where to file a certain record, what information to keep safe, etc. The training would also include such things as safety instructions, It is important that during the employee induction procedure, the employee gets to meet his workmates, so he can become a team player, and gets into the organizational culture. He can find out about any company picnics, lunches and other recreational activities 36


Once the employee feels welcomed, he feels happier at his workplace. Employee induction also allows him to know the basic company rules such as acceptable use of computers and company phones and other facilities etc. The induction procedure is not about job training. It helps the employee to get acquainted with the organizational culture, places and the fellow employees. It is not always the money that is most important for staying at a job. They must also feel respected, comfortable and part of the organization. Therefore a happy and comfortable atmosphere is going to be a more productive one. 5.3.5 Recruitment Consultants The dealings of HR Mgr with recruiment consultants are to ensure that they provide quality and well experinced manpower .They should aim at providing the best suitable in shortest time frame . They should endvaour for long term relationship with the company act like a Brand Ambassoders and not like a post office. They should ensure that the candidate is suitable in all perspectives i.e., qualification,experience, should serve the organisation in best possible manner and has interest for long term career with the company The consultants are paid a service charge equvalent of 1 month’s gross salary payable to the candidate which is subject to tax deductionas applicable under the law from time to time.

The Contract for Consultants An official contract is signed between the consultancy firm and the hotel in the first month of every year. The contract contains all the terms and conditions , a clause regarding the payment of the consultancy firm and the termination of the contract. The contract could be terminated at any point of the time if the hotel is not satisfied with their services based on the 2 clauses:  

The time taken for response Hit Ratio (No.of selected candidates out of those who appeared)

The contract is duly signed by the Human Resource Manager, the Financial controller of the organisation, and the Managing Director or the Propreitor of the consultancy firm. 37


A copy of the contract is sent to the concerned person of the consultancy firm and a copy is kept in the records of the Human Resource Department. After observing the consultants for a continuous period of three months, if the organisation is not satisfied with the services rendered. a regret letter stating that we will not be able to continue the further relation with your firm is issued to all the consultancy firms with whom the organisation wants to discontinue. 5.3.6 Synopsis of the Recruitment process When a post is to be filled in, the governing principle shall be to sense the services of the persons most suitable for the post. To achieve this objective the method of recruitment in practice is as follows:    

 

The respective department head with details of the job position raises the Manpower requisition. Various sources (Internal as well as External) are tapped. CVs’ are short-listed according to the key skills that are mentioned in the job description. The selection is a multistage process wherein the candidate has a snap interview with the HR-Manager and then more interviews to follow with the entity head and the Resident Manager. Verifications with the references are made and salary slips are to be produced. After the candidate has cleared all the rounds, he/ she is given the appointment letter and thereafter joining is done.

5.3.7 FINDINGS AND ANALYSIS These findings and analysis are on the basis of the information collected during training about the process of recruitment in practice at The Taj Meal Hotel , New Delhi. The analysis & certain suggestions made are for further betterment of the recruitment process and more effective for the fulfillment of organizational goal. These, in any way, should not be taken as criticism of the existing system.

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Chapter-6

Suggestions Based on the analysis and observation made during the training, the following suggestions are made: The selection of consultants should be done after personal interaction with them and getting to know their own qualification and relevant experience with the hotel industry. The Recruitment Mgr should provide them with all the relevant job profiles and endeavor to develop them as their brand ambassadors and retain the best once by introducing reward schemes. They should either be practicing professionals in the relevant trade for fair amount of years or retired hotel industry professionals. Such types of professional will be more helpful in short listing the right candidate 

The mere rejection of candidates just on the basis of introductory interviews is unfair. Instead, all the other parameters should also exercised and after all the relevant checks, the rejection should be done.



There should be different types of preliminary questionnaires to check various skills. The questionnaire can be prepared with the help of HOD’s of various departments. This would save a lot of time for HODs and half the job would be done by the HR Mgr.

 

There should be a separate room/ cabin for conducting the interviews.



The process should be managed and coordinated properly. At many instances, chaos occurs when there are many candidates waiting for a long period. The consultants with the interviewer should confirm time schedule for interview in

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order to avoid the wastage of time. This way, it would give a better image of the company. .

Chapter-7 CONCLUSION A properly planned and systematic recruitment policy is necessary to minimize the disruption of work by constantly changing personnel and to achieve equitable distribution of employment opportunities. Recruitment policy should take into consideration that high caliber personnel are essential to have in the oraganisation. In expanding industrial economy in India the demand for suitable management and technical personnel is increasing at a fast rate with the result that an all round shortage of such personnel is being felt. Many organizations indulge in “pirating” i.e. attracting executives from other organizations on higher salaries. But this does not in any way expand the supply of such personnel. Therefore a sound recruitment policy has to be based on a comprehensive programme of management development. Recruitment needs broadly fall into three categories – planned, anticipated and unexpected. The planned need arises from changes in organizational decisions and recruitment policies, unexpected need arises from individual’s decisions to have the organization from ill health, accidents or death etc. The anticipated category comprises those jobs, which the organizations by studying trends within, and outside the company can predict personnel movement. The main objective behind this training was to get an insight of the importance of recruitment and selection procedure of an organization. The Taj Mahal Hotel, New Delhi has given an opportunity to serve the said purpose. The whole study (project) comprises the role of HR Department and about recruitment and selection procedure being followed at

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Taj Mahal Hotel. The overall objective is to assess the soundness of the recruitment policy, its significance and contribution in achieving the ultimate organizational goal.

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BIBLIOGRAPHY



Rao V S P, Human Resource Management, Excel Books, Second Edition, New Delhi, 2005

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Aswathappa K, Human Resource and Personnel Management, Tata Mc Graw-Hill Publishing Company Limited, Second Edition



Decenzo & Robbins, Personnel / Human Resource Management, Prentice Hall of India Private Limited, Third Edition, July 1996



Memoria C B, Personnel Management

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HRM Review (ICFAI University Press, July 2006)

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REFERENCES

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www.tajhotels.com

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www.pilotyourcareer.com

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www.hrs.ualberta.ca

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www.hr.state.tx.us

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www.hr-guide.com

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Hr Project Taj Hotel

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