A PROJECT REPORT

ON

‘RECRUITMENT METHODS IN GREENPLY

INDUSTRIES LIMITED, RUDRAPUR’

FOR THE PARTIAL FULFILLMENT OF BACHELOR

DEGREE IN BUSINESS ADMINIST
RATION FROM DEVSTHALI VIDYAPEETH AFFILIATED
TO KUMAUN UNIVERSITY NAINITAL

SUBMITTED TO: SUBMITTED BY:

Mrs. NITHYA BHAWANI HARSH PANDA

ASSISTANT PROFFESOR ROLE NO.:-1266250007
DEPTT. OF MANAGEMENT B.B.A. VI-SEMESTER

DEVSTHALI VIDHYAPEETH COLLEGE LALPUR,

RUDRAPUR (U.S. NAGAR)
 Declaration

I hereby declare that the project report entitled “ Recruitment &

Selection ” with special reference to Green ply Industries Limited (GIL)

– being submitted to the Kumaun University for the partial fulfillment of the

degree of Bachelor of Business Administration is my own endeavors.

Further I declare that this is my original work. It has not been

submitted in any seminar or submitted elsewhere for the award of any degree

or diploma.

Place
Signature
HARSH PANDA
B.B.A VIth-SEM
 Acknowledgement

It has been an enriching experience for me to undergo my project

report on “Recruitment methods in Green ply Industries Ltd.”, which would
not have been possible without the goodwill and support of the people
around. As a student of DEVSTHALI VIDYAPEETH, I would like to
express my sincere thanks to all those who helped me during my project
preparation.

I am very thankful to Mrs. Nithya bhawani (my project guide), who

provided me an opportunity to do this project in his esteemed organization
and for giving valuable time and exemplary guidance during my training,
without his constant encouragement it would have been impossible to test
my theoretical knowledge.

I am also grateful to my parents, friends to encourage and giving me

moral support. However, I accept the sole responsibility for any possible
error of omission and would be extremely grateful to the readers of this
project report if they bring such mistakes to my notice.

HARSH PANDA
BBAvith Semester
 Preface

Theory & practice are the two aspects of management education. In

order to produce a dynamic and promising executive, the two have to be
blended together in India; the industrial training in the domain of
management courses has received pivotal importance. It exposes the
potential manager to the actual work environment & provides them a rich
insight into what actually goes on in the industrial climate in India.

This study helps me a lot in understanding the objective of

“Recruitment& Selection” in and we know about all the methods of it.

The project report is a requirement for the award of the Bachelor of

Business Administration. Devsthali Vidyapeeth provided me an opportunity
to develop my managerial skills.
 CONTENTS
CHAPTER- 1
1. Introduction
2. Objective of Study
3. Scope of study
4. Research Methodology
5. Limitation of study

CHAPTER- II
1. Company Profile
2. Vision & Core Values
3. Milestones
4. Product Offerings

CHAPTER-lII
1. About Recruitment
2. Employee Recruitment in Green ply Industries Ltd.

CHAPTER- IV
1. Data analysis

CHAPTER- V
1. Findings
2. Suggestions and Recommendation
3. Conclusion

CHAPTER- VI
1. Bibliography
2. Questionnaire
 Introduction

Being a student of management education it become necessary for me to check

out learned concept of management education by implementing them in real life
situation or we can say that through this project I got a chance to use my theoretical
knowledge in practical area. It is final part of our management course within which
we got an opportunity to go through detailed research and to submit dissertation
report.

The whole system was under the guidance of H.R department about the
activities in an effective & efficient way. These activities are linked with over
department & have to handle in such a manner, so that no activity can be interrupt.

This is a study about basic function of the HR department, which should be

known by a management student. This study helps me a lot in understanding the
organization system.

OBJECTIVES OF THE STUDY

✓ To understand about the Recruitment methods used in the company.

✓ To study the important factors which affect the Recruitment of the company.

✓ To search the company performance and their talent pool requisition.

✓ To understand the employees thinking towards the present recruitment

policies of the company.

✓ To know the facility which the company is providing to its employees.

✓ To analyze the different between theoretical & practical knowledge.

✓ To know the policy & procedure of Green ply company.

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 SCOPE OF THE PROJECT

The scope/range of this project report is not too far stretching to the whole of
GREEN PLY COMPANY, RUDRAPUR rather it only covers the Recruitment
Methods conducted By GREEN PLY COMPANY for its employees.

My project mainly deals with the present method of Recruitment given at

Green ply. This project covers Recruitment Methods and excludes all other human
resources activities conducted before and after training.

The study provides a framework which supports a business case to understand

Recruitment process and other readers of this study to argue why Recruitment plays
important role in organizational success.

RESEARCH METHODOLOGY

When we talk of Research Methodology, we not only talk of the research

methods but also consider the logic behind the methods we use in the context of our
research study and explain why we are using a particular method or technique and
why we are not using so that research results are capable of being evaluated either by
research himself or by others.

As the title of the project suggests the project is about the study of the
Recruitment methods in the company. So my objective is that to know that how the
Recruitment methods should be maintained in the company & which method is used
in this.

Recruitment methods has been considered as a most significant and

indispensable tool for every organisation for the information it provides is highly
useful in making decisions regarding various aspects such as promotions and merit
increases. Thus, an attempt was made to study the Recruitment Methods in Greenply
Industries Ltd.

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SAMPLE SIZE

The sample size refers to the no. of employees selected from the company to
constitute a sample. The sample size used for study includes 100 employees from the
company.

METHOD OF SAMPLING

The process employed for the sample was Random Sampling. Random
Sampling is the sampling in which every person has an equal opportunity of being
selected in the sample. The method is more representative of the persons as there are
no personal biases.

Sample Size: The sample size taken is 100. (Snr. Managers, manager, and workers)

Method of Sampling: Random Sampling

Area of work: Recruitment Satisfaction

Method of Data collection: Secondary and Primary.

SOURCES OF DATA COLLECTION

PRIMARY DATA

Primary data is that data, which is collected for the first time & thus happens to be
original in character. The primary source to carry out study is:-

a) Questionnaire

b) Schedule

c) Observation

d) Interview

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SECONDARY DATA

Secondary data are those which have already been collected by someone else
and have already been passed through the statistical process.

Acc. to Dessel-

“Data collected by other persons”

All the data has been collected from internal source thatincludes:-

a) Magazines
b) Books
c) Websites
d) Reports
e) Files
f) Staf

DATA COLLECTION METHOD

The data was collected by me from both the sources for my training project report.
Primary method of data was collected from questionnaire and personal interviews and
secondary data were collected from website, magazines and books of Greenply
Company were used. Secondary data are those which have already been collected by
someone else and have already been passed through the statistical process.

ANALYSIS TOOLS

For this research study I have used percentage analysis as a tool for data analysis.

PERCENTAGE ANALYSIS

In this project statistical tool percentage analysis method test is used. It can be
calculated in the following way:

Number of respondents
X 100
Percentage of Respondents =
Total number of respondents

Total number of respondent

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 SWOT ANALYSIS
STRENGTH

✓ Goodwill of company

✓ Financially a very strong company

✓ Effective well designed and developed production and marketing network.

✓ Superior quality and service to provide maximum benefits to customers.

✓ The family environment in the company.

✓ Dedicated work force.

✓ Continuous growth.

✓ Market share of the company.

✓ Tax benefit to the company.

WEAKNESSES

✓ No uniform of the officers.

✓ Storage capacity of the company is limited.

✓ Land is not properly utilized.

✓ Raw material is wasted at the time of unloading.

✓ No proper parking facility.

OPPORTUNITY

✓ There can be minimization of waste.

✓ There must be more efficient utilization of the raw material.

✓ More and more incentives should be given to workers to motivate them which
help in increasing the employee morale.

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✓ There can be use of the foreign technologies for efficient utilization of raw
material so that the production of a biscuit can be increased.

✓ Land can be used more efficiently.

THREATS

✓ New entrants in the business

✓ Threats of substitute products.

✓ Availability of the other brands.

✓ Rivalry among the competitions.

✓ Taste and preference of customers.

LIMITATIONS
The duration of my study was limited, so I cannot cover all the functions of
H.R. department. The survey of every employees selection are could not be done in
detailed due to shortage of time. As H.R. is the vast area. This is very short period to
understand the whole system of H.R. department so various aspects of H.R. excise
duly not to be covered up. The study lacks various methods applied in process.

Following are the limitation of this project:

✓ This project is based on the methods of Recruitment and due to constraint of

time is not possible to work on all tools and techniques used for Recruitment
methods

✓ It is mainly a secondary data based report and secondary data has its own
limitation.

✓ The sample size was small & hence the result can have a degree of variation

✓ The response of employees in giving information was lukewarm.

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✓ The data collection was also limited.

✓ Time and resources were other limiting factors.

✓ Data are extracted from various employees and secondary sources so any error
in the statement will subsequent affect the company R&S process.

✓ This project report is based on my own perception and finding so it cannot be

used for generalizing purpose.

✓ Organization’s resistance to share the internal information.

✓ Questionnaire is subjected to errors.

Company profile
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 Green ply Industries Limited (GIL) is India’s largest interior infrastructure
company with a whopping turnover of Rs. 1642.27 crore followed by a jump of
35.05% during the last fiscal and is a listed company with the National Stock
Exchange and the Bombay Stock Exchange. The company has been recently awarded
the 'Power Brand' status.

We stand at top when it comes to plywood, decorative veneers and particle

boards. We account for almost 36 percent of the organized plywood and 26 percent
of the organized laminate market in India.

Our continuous efforts towards achieving excellence helped us gain a

significant position in the thriving Indian economy. We are a partner of choice for a
large number of office and home builders. markets the most comprehensive portfolio
of residential and commercial floor products available - plywood & block boards,
decorative laminates, decorative veneers, and MDF under the brand names of
Plywood, Green Club Premium Ply, Greenlam Laminates, Green Deco wood and
Ecotec.

With a strong retail network, 40 branches across India and presence in over
300 cities across 19 states, Industries Limited is committed to provide international
quality products to its customers. Industries Limited is committed to provide
international quality products to its customers through more than 13,000 distributors,
dealers, sub-dealer and retailers. The company has six state of the art manufacturing
facilities across the country manufacturing products of global standards.

Greenlam, the flagship decorative laminate brand from is exported to more

than 70 countries including Thailand, Indonesia, Taiwan, Canada, Bahrain, Hong
Kong, Malaysia, Singapore, Kenya, Dubai, Russia, USA, Australia, Mexico, Saudi
Arabia, China and Europe. Our esteemed clients trust us by unfolding their vision to
us, and we bestow the trust reclined in us by converting their dreams into reality. So,
if you’re looking for an exquisite range of interior infrastructure products, make sure
to give us a call

Green ply is the only integrated manufacturer in India offering products

related to the interior infrastructure industry, with product presence across all price

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points with a complete range of plywood, block boards, decorative laminates,
decorative veneers, flush doors and MDF boards.

Green ply has the largest production capacity in plywood, laminates,

decorative veneers and MDF boards in India. It is the largest laminate company in
Asia and 5th largest globally in terms of capacity. Green ply has a brand presence in
over 65 countries with offices in more than 10 countries like U.S.A., Singapore,
Thailand, Dubai and Netherlands to name a few.

Board of Directors
The Board of Directors at Industries Limited constitutes the following:

❖ Mr. Shiv Prakash Mittal, Executive Chairman

❖ Mr. Rajesh Mittal, Managing Director

❖ Mr. Saurabh Mittal, Joint Managing Director & CEO

❖ Mr. Shobhan Mittal, Executive Director

❖ Mr. MoinaYomethKonyak

❖ Mr. UpendraNathChallu

❖ Mr. Susil Kumar Pal

❖ Mr. Vinod Kumar Kothari

❖ Mr. Anupam Kumar Mukerji

❖ Ms. SonaliBhagwatiDalal

Vision and core value

We focus on adopting eco-friendly manufacturing approaches to meet our
client’s expectations. Backed by strong knowhow, our teams deliver flawless
products to customers.
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Creating a Healthy Society

Industries Ltd is a world leader in manufacturing plywood, laminates, Medium

density Fiberboard’s (MDF) and allied products. Our strong domain and technical
expertise enables us to deliver value to our renowned customers. We focus on
adopting eco-friendly manufacturing approaches to meet our client’s expectations.
Backed by strong knowhow, our teams deliver flawless products to customers. In the
past few years, India has emerged as the largest surging economy in the world. The
Indian market is full of diverse preferences, various income levels, and regional
spread. Focusing on each and every part of the Indian market is our focal point. We
accomplish this by constantly addressing the existing gaps with the simple philosophy
of connecting fashion to interiors through our wide range of product portfolio. Our
products are manufactured with latest technology, amazing ability to migrate from
one price point to another, wider choice, as well as a single point solution for customer
looking to buy huge quantities of products.

Our vision

• Make every house full of colors and life.

• Help India gain a significant position globally.

• Transform every house to a home.

We are determined:

• To ensure on time delivery of high quality products

• Help India gain a significant position globally

• Create a cordial atmosphere within the organization

• Implement environmentally and socially considerate decisions for our

company and community.

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To achieve our vision we must distinguish ourselves by:

• Nurturing a growth-oriented environment where passionate, skilled, problem

solvers can uncork their potential

• Offering the right products through a deep understanding of one’s own

requirement

• Adopting ground-breaking measures that reshaped the plywood industry

Creating Value for Society

Since inception, has been creating value for the society, as for us, as a
responsible social organization, the humanity and society form a core cornerstone of
our stakeholders. Our various projects are running in different parts of the country
along with meeting our social responsibilities and the value generation.

Milestons
Green lam Laminates become the First Non US brand to get Greenguard
certification from Greenguard Evironmental Institute (GEI) US for indoor air quality.

1993:

Set up of the plant for the manufacturing of laminates at Behror, Rajasthan

with a capacity of 12 lacs sheets per annum under the name "Mittal Laminates Private
Limited".

1995:

❖ The equity shares of our Company were listed pursuant to an offer for sale.

❖ Amalgamation of the erstwhile Industries Limited with our Company with

effect from April 1, 1994 pursuant to which the plywood manufacturing unit
at Tizit, Nagaland was transferred to our Company. Pursuant to the

11
 amalgamation, the name of our Company was changed to " Industries
Limited".

1998:

❖ Commenced manufacture of pre-laminated particle board at our unit at

Behror, Rajasthan.

2002:

❖ Grant of ISO 9001 Certification for the Quality Management Systems for
the Behror unit and ISO 14001 Certification for the Environmental
Management Systems for the Behror unit.

2003:

❖ 2003 Grant of OHSAS 18001 Certification for the "Occupational Health and
Safety Management System" for our Behror unit.

❖ 2003 Commenced manufacture of decorative veneers at our unit at Behror,

Rajasthan.

2005-2006:

❖ 2005 Received certificate for being a “Two-Star Export House” from the
Director General, Foreign Trade, Government of India.

❖ 2005 Amalgamation of Worthy Plywood Limited with our Company

pursuant to which the plywood manufacturing unit at Kriparampur, West
Bengal was transferred to our Company.

❖ 2005-06 First company to attract FII investment in its sector.

2006:

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 ❖ 2006 Acquisition of Greenlam Asia Pacific Pte. Limited, Singapore as a
wholly owned subsidiary with the object of marketing our Company’s
laminates in the south east Asian markets.

❖ 2006 Setting up of unit at Pantnagar, Uttarakhand for the manufacture of

plywood and particle boards.

2007:

❖ Acquisition of Galaxy Decor Private Limited and Platinum Veneers Private

Limited as wholly owned subsidiaries which owned the plywood
manufacturing facility at Bamanbore, Gujarat.

2008:

❖ 2008: Received GREENGUARD Certification for our Greenlam Laminates.

❖ 2008: Incorporated Greenlam America, Inc. as a wholly owned subsidiary

in the state of Florida with the object of marketing our Company’s high
pressure laminates in North America.

❖ 2008: Green Defender (Fire Retardant Plywood) certified by the Central

Building Research Institute (CBRI).

❖ 2009: Amalgamation of Galaxy Decor Private Limited and Platinum

Veneers Private Limited with our Company

2010:

❖ 2010: Power brand Status.

❖ 2010: Setting up of India's largest and most technologically advanced MDF

plant at Pantnagar, Uttarakhand.

❖ 2010: FSC certification for Pantnagar and Kriparampur plants awarded by

the prestigious Rainforest Alliance Smartwood Program.

❖ 2010: ISO 9001, ISO 14001 and OHSAS 18001 certifications for Pantnagar,
and Kriparampur Units.

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❖ 2010: Social Accountability (SA) Certificate SA8000 for our Kriparampur
unit.

❖ 2010: ISO 9001 certification for Rajkot Unit.

❖ Winner in the Inc. India 500 Awards for India’s best performing enterprises.

14
QUALITY CERTIFICATIONS

15
The manner in which we have been successfully carrying out our work since
inception.

Directors:

This Code of Conduct is applicable to all Board Members of the Company.

• To observe and guide the Company in maintaining highest degree of

Corporate Governance.

• To act in accordance with the highest standard of professional integrity and to

act diligently, honestly in the discharge of duties.

• To discharge their duties in accordance with their good faith business

judgment and in the best interest of the Company and its Shareholders.

• To keep informed regarding Company's compliance with relevant laws, rules

and regulations.

• To maintain confidentiality of the Company's business.

• To exercise independent judgment on issues of strategy, performance, policy

matters, etc.

• To avoid and disclose actual and apparent conflicts of personal interest with
the interest of the Company and to disclose all contractual interest, whether
directly or indirectly, with the Company.

• To inform the Company immediately about emergence of any situation that

may disqualify him/her from Directorship.

• To observe the "Code of Conduct for dealing in Equity Shares and other
securities of the Company" framed under the SEBI (Prohibition of Insider
Trading) Regulation, 1992.

• To treat women employees equally and eliminate any gender discrimination.

• Not to hold any office or place of profit in the Company by himself/herself or

by his/her relatives without full disclosure of information in connection
therewith.

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Senior Management:

This Code of Conduct for Senior Management is applicable to all Functional Heads
of the Company.

• To discharge their duties in accordance with their good faith business

judgment and in the best interest of the Company and its Shareholders.

• To maintain and help the Company in maintaining the highest degree of

Corporate Governance.

• To act in accordance with the highest standard of professional integrity and to

act diligently, honestly in the discharge of duties.

• To use reasonable care and skill in the discharge of duties and responsibilities
and exercise of powers for the benefit and prosperity of the Company.

• To have a clear understanding of the aims and objectives and various policies
of the Company.

• To avoid and disclose actual and apparent conflicts of personal interest with
the interest of the Company and to disclose all contractual interest, whether
directly or indirectly, with the Company.

• To treat women employees equally and eliminate any gender discrimination.

• Not to engage in any activity that interferes with the performance or

responsibilities to the Company.

• Except as may be approved by the Board of Directors of the Company not to

accept simultaneous employment/ directorship with the suppliers, customers
or competitors of the Company and not to take part in any activity that
enhances or supports a competitor.

• To avoid conducting Company business with a relative or with a business in

which a relative is associated in any significant role.

• To give report to the Chairman of the Board of Directors about any illegal or
unethical behaviors of any employee and officer.

17
• Not to accept any offer, payment, donations, gifts or anything of value from
customers, vendors, consultants, etc. that is perceived as intended, directly or
indirectly, to influence any business decision.

• To promote professionalism in the Company.

• To maintain confidentiality of the Company's business.

• To ensure at all times, the integrity of data or information furnished by him/her

to the Company.

• To provide information so that Company's public disclosure requirements

should be full, fair, accurate, timely and understandable.

• To ensure protection and efficient use of Company's assets. Company's

assets/resources should be used only to conduct Company's business.

• To observe the "Code of Conduct for dealing in Equity Shares and other
securities of the Company" framed under the SEBI (Prohibition of Insider
Trading) Regulation, 1992.

• To promptly report to the Chairman any actual or possible violation of the

Code or an event.

Manufacturing Facilities:
Our manufacturing facilities are backed by cutting edge technologies, reliable
IT infrastructure and talented human resources.

At we’re passionate about manufacturing excellent-quality products

customers look for. This is the reason why we’ve grown into the India’s largest
Interior Infrastructure Company.

Our manufacturing facilities are backed by cutting edge technologies, reliable

IT infrastructure and talented human resources. Our presence ensures efficient
delivery across India, while our global network gives you cost, quality and capacity
advantages. We have single-window operations, to make our engagements smooth
and efficient. Our manufacturing facilities include:
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➢ Tizit, Nagaland:

This manufacturing facility produces plywood and block board. The nearby
timber areas of Nagaland help us get abundant supply of raw material.

➢ Kriparampur, West Bengal:

Its proximity to the Kolkata Port enables smooth international access. This
facility produces plywood and allied products.

➢ Behror, Rajasthan:

This facility is close to the emerging markets in the North and West of India
and manufactures decorative laminates, decorative veneers and other allied products.

➢ Pantnagar, Uttarakhand:

This manufacturing facility manufactures plywood & block boards, decorative

veneers, flush doors, particle boards and Medium Density Fibre boards (MDF). With
its proximity to the region’s vast agro-forestry resources, it caters to the growing
North Indian market.

➢ Rajkot, Gujarat:

This facility produces plywood and allied products in order to serve market in
the western parts of India.

➢ Nalagarh, Himachal Pradesh:

This is our latest setup and manufactures laminates and allied products.

Offerings

Industries Ltd. is a leader in the manufacturing and marketing of a wide range

of interior infrastructure products. Backed by our expertise in supplying high-quality
products, we provide both surface finish and foundation/structural products for
homes, offices and retail establishments.

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 Our extensive experience in interior infrastructure projects and overwhelming
growth in real estate sector such as residential, commercial and retail has enabled us
to gain a competitive advantage in the market.

Offerings include:

Decorative Laminates

Wide range of laminates to meet modern infrastructure needs.

Decorative Veneers

An exquisite range of decorative veneers that bring you the world's most
striking timbers.

Plywood & Block Board

High quality products for furniture partitions, paneling, cavity flooring,

paneled floors, hoardings, false ceilings and other exterior-and semi-exterior
applications.

Medium Density Fiber board

The most adaptable, eco-friendly, engineered panels available today, are made
from wood which is refined into fibers and then reconstituted with a resin binder at
elevated temperatures to form panels finished into fibers and reconstructed with a
resin binder bearing high temperatures.

Restroom Cubicles

Long-lasting cubicles that are not only easy to maintain but comes with
unprecedented 10 years warranty.

These products are manufactured in such as a way to deliver the required

quality out of your interior infrastructure project. Moreover, our products are well-
suited for homes, offices, and retail establishments.

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 PRODUCT FEATURES
The Green Panelmax Edge

Unique Fiber Interlocking Technology

A unique fiber interlocking technology employed in the manufacturing of

Green Panelmax MDF boards leads to high bonding strength and greater rigidity.

Unique Fiber Interlocking Technology

Unparalleled Strength

Stability and strength are important assets of our product. Made with advanced
technology and extreme technical precaution, Green Panelmax MDF boards offer
tough resistance to all types of impacts and wear and tear.

Superior Quality

Our product is stringently tested through advanced testing technologies and

machines at every stage of the manufacturing process to ensure that Green Panelmax
MDF boards have a smooth finish, superior machining characteristics and
unparalleled quality and strength.

Homogenous Construction

The homogenous construction of Green Panelmax MDF boards allows

intricate and precise routing, machining and finishing techniques for a superior
finished product.

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 0% Latex Content

Green Panelmax MDF boards are made of 100% hardwood eucalyptus timber,
and thus have 0% latex content, making them ideal for surface finishes such as
painting and polishing Eco-Friendly Green Panelmax MDF boards are produced from
100% renewable and sustainable wood resources sourced from agro-forestry
plantation trees that have a life cycle of 3-4 years and cause no depletion of forest
cover area.

22
 ABOUT RECRUITMENT

Introduction:
HRM is seen by practitioners in the field as a more innovative view of
workplace management than the traditional approach. Its techniques force the
managers of an enterprise to express their goals with specificity so that they can be
understood and undertaken by the work force, and to provide the resources needed
for them to successfully accomplish their assignments. As such, HRM techniques,
when properly practiced, are expressive of the goals and operating practices of the
enterprise overall. HRM is also seen by many to have a key role in risk reduction
within organizations The Human Resources Management (HRM) function includes
a variety of activities, and key among them is deciding what staffing needs you have
and whether to use independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring they are high performers, dealing
with performance issues, and ensuring your personnel and management practices
conform to various regulations. Activities also include managing your approach to
employee benefits and compensation, employee records and personnel policies.
Usually small businesses (for-profit or nonprofit) have to carry out these activities
themselves because they can't yet afford part- or full-time help. However, they should
always ensure that employees have -- and are aware of -- personnel policies which
conform to current regulations. These policies are often in the form of employee
manuals, which all employees have.

RECRUITMENT
Recruitment refers to the process of attracting, screening, and selecting a
qualified person for a job. At the strategic level it may involve the development of an
employer brand which includes an 'employee offering'.

The stages of the recruitment process include: job analysis and developing a
person specification; the sourcing of candidates by networking, advertising, or other
search methods; matching candidates to job requirements and screening individuals

23
using testing (skills or personality assessment); assessment of candidates' motivations
and their fit with organizational requirements by interviewing and other assessment
techniques. The recruitment process also includes the making and finalising of job
offers and the induction and on boarding of new employees.

Depending on the size and culture of the organisation recruitment may be

undertaken in-house by managers, human resource generalists and / or recruitment
specialists. Alternatively parts of all of the process might be undertaken by either
public sector employment agencies, or commercial recruitment agencies, or specialist
search consultancies.

The recruitment industry has four main types of agencies. Their recruiters aim
to channel candidates into the hiring organization’s application process. As a general
rule, the agencies are paid by the companies, not the candidates.

PURPOSES AND IMPORTANCE:

In general purposes of recruitment are to provide a pool of potentially qualified

job candidates. Specifically the purposes are to;

• Determining the present and future recruitment 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 application.

• Help reduce the probity GREEPLY that job applicants, once recruited and
selected, will have the organization only after a short period of time.

• Meet organization’s legal and social rogations GREEPLY regarding the

composition of its workforce.

TRADITIONAL RECRUITMENT
Also known as a employment agencies, recruitment agencies have historically
had a physical location. A candidate visits a local branch for a short interview and an

24
assessment before being taken onto the agency’s books. Recruitment Consultants
then endeavor to match their pool of candidates to their clients' open positions.
Suitable candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate

accepts a job with the client company (typically 20%-30% of the candidate’s starting
salary), which usually has some form of guarantee, should the candidate fail to
perform and is terminated within a set period of time.

An advance payment that serves as a retainer, also paid by the company.

It may still be legal for an employment agency to charge the candidate instead
of the company, but in most places that practice is now illegal, due to past unfair and
deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and a résumé/Curriculum Vitae
(CV) database. Job boards allow member companies to post job vacancies.
Alternatively, candidates can upload a résumé to be included in searches by member
companies. Fees are charged for job postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end
recruitment. Websites capture candidate details and then pool then in client accessed
candidate management interfaces (also online). Key players in this sector provide e-
recruitment software and services to organizations of all sizes and within numerous
industry sectors, who want to e-enable entirely or partly their recruitment process in
order to improve business performance.

The online software provided by those who specialize in online recruitment

helps organization’s attract, test, recruit, employ and retain quality staff with a
minimal amount of administration.

Online recruitment websites can be very helpful to find candidates that are very
actively looking for work and post their resumes online, but they will not attract the

25
"passive" candidates who might respond favorably to an opportunity that is presented
to them through other means. Also, some candidates who are actively looking to
change jobs are hesitant to put their resumes on the job boards, for fear that their
current companies, co-workers, customers or others might see their resumes.

Headhunters
Headhunters are third-party recruiters often retained when normal recruitment
efforts have failed. Headhunters are generally more aggressive than in-house
recruiters. They may use advanced sales techniques, such as initially posing as clients
to gather employee contacts, as well as visiting candidate offices. They may also
purchase expensive lists of names and job titles, but more often will generate their
own lists. They may prepare a candidate for the interview, help negotiate the salary,
and conduct closure to the search. They are frequently members in good standing of
industry trade groups and associations. Headhunters will often attend trade shows and
other meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.

Headhunters are typically small operations that make high margins on

candidate placements (sometimes more than 30% of the candidate’s annual
compensation). Due to their higher costs, headhunters are usually employed to fill
senior management and executive level roles, or to find very specialized individuals.
While in-house recruiters tend to attract candidates for specifics jobs, headhunters
will both attract candidates and actively seek them out as well. To do so, they may
network, cultivate relationships with various companies, maintain large databases,
purchase company directories or candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using

their Human Resources department. In addition to coordinating with the agencies
mentioned above, in-house recruiters may advertise job vacancies on their own
websites, coordinate employee referral schemes, and/or focus on campus graduate

26
recruitment. Alternatively a large employer may choose to outsource all or some of
their recruitment process (Recruitment process outsourcing).

The Recruitment Process

Job analysis:

The starting point to a recruitment effort is to perform a job analysis and/or in

some cases a task analysis, to document the actual or intended requirements of the
job. From these the relevant information is captured in such documents as job
descriptions and job specifications. Often a company will already have job
descriptions that represent a historical collection of tasks performed. Where already
drawn up, these documents need to be reviewed or updated to reflect present day
requirements. Prior to initiating the recruitment stages a person specification should
be finalised to provide the recruiters commissioned with the requirements and
objectives of the project.

27
Sourcing:

Sourcing is the use of one or more strategies to attract or identify candidates

to fill job vacancies. It may involve internal and/or external advertising, using
appropriate media, such as local or national newspapers, specialist recruitment media,
professional publications, window advertisements, job centres, or in a variety of ways
via the internet. Alternatively, employers may use recruitment consultancies to find
otherwise scarce candidates who may be content in their current positions and are not
actively looking to move companies may be proactively identified. This initial
research for so-called passive candidates, also called name generation, results in a
contact information of potential candidates who can then be contacted discreetly to
be screened and approached.

Screening and selection

Suitability for a job is typically assessed by looking for relevant skills,

knowledge, aptitude, qualifications and educational or job related experience. These
can be determined via: screening résumés (also known as CVs); job applications;
interviews. More proactive identification methods include psychological, aptitude,
numeracy and literacy testing. the testimony of references, Many recruiters and
agencies use applicant tracking systems to perform the filtering process, along with
software tools for psychometric testing. In many countries, employers are legally
mandated to ensure their screening and selection processes meet equal opportunity
and ethical standards.

In addition to the above selection assessment criteria, employers are likely to

recognise the value of candidates who also have the so-called 'soft skills', such as
interpersonal or team leadership and have the ability to reinforce the company brand
through their behaviour in front of customers and suppliers. Multinational
organisations and those that recruit from a range of nationalities are also concerned
candidates will fit into the prevailing company 'culture.

28
Lateral hiring:

"Lateral hiring" refers to a form of recruiting; the term is used with two
different, almost opposite meanings. In one meaning, the hiring organization targets
employees of another, similar organization, possibly luring them with a better salary
and the promise of better career opportunities. An example is the recruiting of a
partner of a law firm by another law firm. The new lateral hire then has specific
applicable expertise and can make a running start in the new job. In some professional
branches such lateral hiring was traditionally frowned upon, but the practice has
become increasingly more common. An employee's contract may have a non-
compete clause preventing such lateral hiring.

In another meaning, a lateral hire is a newly hired employee who has no prior
specific applicable expertise for the new job, and for whom this job move is a radical
change of career. An example is the recruiting of a university professor to become
chairman of the board of a company.

Onboarding

"Onboarding" is a term which describes the process of helping new employees

become productive members of an organization. A well-planned introduction helps
new employees become fully operational quickly and is often integrated with a new
company and environment. Onboarding is included in the recruitment process for
retention purposes. Many companies have onboarding campaigns in hopes to retain
top talent that is new to the company; campaigns may last anywhere from 1 week to
6 months.

Recruitment approaches:

There are a variety of recruitment approaches and most organisations will

utilise a combination of two or more of these as part of a recruitment exercise or to
deliver their overall recruitment strategy. In summary five basic models more
commonly found are:-

29
• An in-house personnel or human resources function may in some case still
conduct all stages of the recruitment process. In the smallest organisations
recruitment may be left to individual managers. More frequently whilst
managing the overall recruitment exercise and the decision-making at the final
stages of the selection process external service providers may undertake the
more specialised aspects of the recruitment process.

• Outsourcing of recruitment to an external provider may be the solution for

some small businesses and at the other extreme very large organisations.

• Employment agencies are established as both publicly-funded services and as

commercial private sector operations. Services may support permanent,
temporary, or casual worker recruitment. They may be generic agencies that
deal with providing unskilled workers through to highly-skilled managerial or
technical staff or so-called niche agencies that specialize in a particular
industrial sector or professional group.

• Executive search firms for executive and professional positions. These firms
operate across a range of models such as contingency or retained approaches
and also hybrid models where advertising is also used to ensure a flow of
candidates alongside relying on networking as their main source of candidates.

• Internet recruitment services including recruitment websites and job search

engines used to gather as many candidates as possible by advertising a position
over a wide geographic area. In addition social network sourced recruitment
has emerged as a major method of sourcing candidates.

In-house recruitment

Many employers undertake at least some if not most of their own in-house
recruitment, using their human resources department, front-line hiring managers and
recruitment personnel who handle targeted functions and populations. In addition to
coordinating with the agencies mentioned above, in-house recruiters may advertise
job vacancies on their own websites, coordinate internal employee referrals, work
with external associations, trade groups and/or focus on campus graduate recruitment.

30
Some large employers choose to outsource all or some of their recruitment process
(recruitment process outsourcing) however a much more common approach is for
employers to introduce referral schemes where employees are encouraged to source
new staff from within their own network.

Internal recruiters

An internal recruiter (alternatively in-house recruiter or corporate

recruiter) is member of a company or organization and typically works in the human
resources (HR) department. Internal recruiters may be multi-functional, serving in an
HR generalist role or in a specific role focusing all their time on recruiting. Activities
vary from firm to firm but may include, screening CVs or résumés, conducting
aptitude or psychological testing, interviewing, undertaking reference and
background checks, hiring; administering contracts, advising cansidates on benefits,
onboarding new recruits and conducting exit interviews with employees leaving the
organisation. They can be permanent employees or hired as contractors for this
purpose. Contract recruiters tend to move around between multiple companies,
working at each one for a short stint as needed for specific hiring purposes. The
responsibility is to filter candidates as per the requirements of each client.

Employee referral

An employee referral program is a system where existing employees

recommend prospective candidates for the job offered, and if the suggested candidate
is hired, the employee who referred receives a cash bonus.[3]

In some cases the organization provides the employee referral bonus only if
the referred employee stays with the organization for stipulated time duration (most
cases 3 – 6 months). Referral bonus depends on the grade of the referred employee,
higher the grade higher the bonus however the method is not used for senior level
hiring.

Outsourcing

An external recruitment provider may suit small organisations without the

facilities to recruit. In typically the largest organisations a formal contract for services
31
has been negotiated with a specialist recruitment consultancy. These are known in the
industry as Recruitment Process Outsourcing.

Employment agencies

Employment agencies operate in both the public and private sectors. Publicly-
funded services have a long history, often having been introduced to mitigate the
impact on unemployment of economic downturns, such as those which form part of
the New Deal program in the US, and the Job Centre Plus service in the UK.

The commercial recruitment industry is based on the goal of providing a

candidate to a client for a price. At one end of the spectrum there are agencies that
are paid only if they deliver a candidate that successfully stays with the client beyond
the agreed probationary period. On the other end of the spectrum there are agencies
that are paid a retainer to focus on a client's needs and achieve milestones in the search
for the right candidate, and then again are paid a percentage of the candidate's salary
when a candidate is placed and stays with the organization beyond the probationary
period.

The agency recruitment industry is highly competitive, therefore agencies

have sought out ways to differentiate themselves and add value by focusing on some
area of the recruitment life cycle. Though most agencies provide a broader range of
service offering, at the two extremes are the traditional providers and the niche
operators.

Traditional agency

Also known as employment agencies, recruitment agencies have historically

had a physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment consultants then
work to match their pool of candidates to their clients' open positions. Suitable
candidates are short-listed and put forward for an interview with potential employers
on a contract or direct basis.

32
Executive search firms ("Headhunters")

An executive search firm or "headhunter" are industry terms for a third-party

recruiters who seeks out candidates often when normal recruitment efforts have
failed. Headhunters are generally considered more aggressive than in-house recruiters
or may have pre-existing industry experience and contacts. They may use advanced
sales techniques. They may also purchase expensive lists of names and job titles but
more often will generate their own lists. They may arrange a meeting or a formal
interview between their client and the candidate and will usually prepare the
candidate for the interview, help negotiate the salary and conduct closure to the
search. They are frequently members in good standing of industry trade groups and
associations. Headhunters will often attend trade shows and other meetings nationally
or even internationally that may be attended by potential candidates and hiring
managers.

Headhunters are typically small operations that make high margins on

candidate placements (sometimes more than 30% of the candidate’s annual
compensation). Due to their higher costs, headhunters are usually employed to fill
senior management and executive level roles. Headhunters are also used to recruit
very specialized individuals; for example, in some fields, such as emerging scientific
research areas, there may only be a handful of top-level professionals who are active
in the field. In this case, since there are so few qualified candidates, it makes more
sense to directly recruit them one-by-one, rather than advertise internationally for
candidates. While in-house recruiters tend to attract candidates for specific jobs,
headhunters will attract both candidates and actively seek them out as well. To do so,
they may network, cultivate relationships with various companies, maintain large
databases, purchase company directories or candidate lists and cold call prospective
recruits.

Headhunters are increasingly using social media to find and research

candidates. This approach is often called social recruiting.

33
Executive research firms and passive candidate sourcing firms

These firms are the new hybrid operators in the recruitment world able to
combine the research aspects (discovering passive candidates) of recruiting and
combine them with the ability to make hires for their clients. These firms provide
competitive passive candidate intelligence to support companies' recruiting efforts.
Normally they will generate varying degrees of candidate information from those
people currently engaged in the position a company is looking to fill. These firms
usually charge a daily rate or fixed fee. Executive research can help companies
uncover names that cannot be found through traditional recruitment methods and will
allow human resource managers and internal recruiters more time to deal with face
to face interviews.

Internet recruitment services

Recruitment websites

Such sites have two main features: job boards and a résumé/curriculum vitae
(CV) database. Job boards allow member companies to post job vacancies.
Alternatively, candidates can upload a résumé to be included in searches by member
companies. Fees are charged for job postings and access to search resumes. Since the
late 1990s, the recruitment website has evolved to encompass end-to-end recruitment.
Websites capture candidate details and then pool them in client accessed candidate
management interfaces (also online). Key players in this sector provide e-recruitment
software and services to organizations of all sizes and within numerous industry
sectors, who want to e-enable entirely or partly their recruitment process in order to
improve business performance.

The online software provided by those who specialize in online recruitment

helps organizations attract, test, recruit, employ and retain quality staff with a
minimal amount of administration. Online recruitment websites can be very helpful
to find candidates that are very actively looking for work and post their resumes
online, but they will not attract the "passive" candidates who might respond favorably

34
to an opportunity that is presented to them through other means. Also, some
candidates who are actively looking to change jobs are hesitant to put their resumes
on the job boards, for fear that their companies, co-workers, customers or others
might see their resumes.

Job search engines

The emergence of meta-search engines allows job-seekers to search across

multiple websites. Some of these new search engines index and list the
advertisements of traditional job boards. These sites tend to aim for providing a "one-
stop shop" for job-seekers. However, there are many other job search engines which
index solely from employers' websites, choosing to bypass traditional job boards
entirely. These vertical search engines allow job-seekers to find new positions that
may not be advertised on traditional job boards, and online recruitment websites.

Social recruiting

Talent acquisition is the targeted recruitment/aquistion of high performing

teams for example; in sales management or financial traders into a company from
a competitor or similar type of organisation. Organisations requiring external
recruitment or head-hunting firms are now employing "talent acquisition"
specialists whose job it is to identify, approach and recruit top performing teams
from competitors. This role is a highly specialised role akin to that of a traditional
recruiter/headhunter specialist but carrying greater visibility and strategic
importance to a business. In many cases the talent acquisition person is linked
directly to a company's executive management, given the potential positive impact
a company can benefit from by getting high performing sales people into the
business, whilst removing the same performing sales people from competitors.

SOURCES OF RECRUIMENT
EMPLOYMENT EXCHANGES

35
 Government establishes public employment exchanges throughout the
country. These exchanges provide job information to job seekers and help employers
in identifying suitable candidates.

LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close

contacts with the sources of such workers. This source is used to recruit labor for
construction jobs.

UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies on their own. Such
callers are considered nuisance to the daily work routine of the enterprise. But can
help in creating the talent pool or the database of the probable candidates for the
organization.

EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of

the organization can refer their friends and relatives for some position in their
organization. Also, the office bearers of trade unions are often aware of the
suitabilityof candidates. Management can inquire these leaders for suitable jobs. In
some organizations these are formal agreements to give priority in recruitment to the
candidates recommended by the trade union.

RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed
whenever a permanent worker is absent. More efficient among these may be recruited
to fill permanent vacancies. Factors Affecting Recruitment

Effective human resource planning helps in determining the gaps present in

the existing manpower of the organization. It also helps in determining the number
of employees to be recruited and what qualification they must possess.

36
FACTOR AFFECTING THE RECRUITMENT PROCESS
• SIZE OF THE FIRM

The size of the firm is an important factor in recruitment process. If the

organization is planning to increase its operations and expand its business, it will
think of hiring more personnel, which will handle its operations.

• COST

Recruitment incur cost to the employer, therefore, organizations try to employ

that source of recruitment which will bear a lower cost of recruitment to the
organization for each candidate.

Influence the recruiting efforts of the organization. If there is surplus of

manpower at the time of recruitment, even informal attempts at the time of recruiting
like notice boards display of the requisition or announcement in the meeting etc will
attract more than enough applicants.

• IMAGE / GOODWILL

Image of the employer can work as a potential constraint for recruitment. An

organization with positive image and goodwill as an employer finds it easier to attract
and retain employees than an organization with negative image. Image of a company
is based on what organization does and affected by industry. For example finance was
taken up by fresher MBA's when many finance companies were coming up.

• POLITICAL-SOCIAL- LEGAL ENVIRONMENT

Various government regulations prohibiting discrimination in hiring and

employment have direct impact on recruitment practices. For example, Government
of India has introduced legislation for reservation in employment for scheduled
castes, scheduled tribes, physically handicapped etc. Also, trade unions play
important role in recruitment. This restricts management freedom to select those
individuals who it believes would be the best performers. If the candidate can't meet
criteria stipulated by the union but union regulations can restrict recruitment sources.

37
• UNEMPLOYMENT RATE

One of the factors that influence the availabilityof applicants is the growth of
the economy (whether economy is growing or not and its rate). When the company is
not creating new jobs, there is often oversupply of qualified labor which in turn leads
to unemployment.

• COMPETITORS

The recruitment policies of the competitors also affect the recruitment

function of the organizations. To face the competition, many a times the organizations
have to change their recruitment policies according to the policies being followed by
the competitors.

RECENT TRENDS IN RECRUITMENT

Company need not plan for human resources much in advance. Value creation,
operational flexibility and competitive advantage turning the management's focus to
strategic level processes of HRM Company is free from salary negotiations, weeding
the unsuitable resumes/candidates. Company can save a lot of its resources and time

POACHING/ RAIDING

"Buying talent" (rather than developing it) is the latest mantra being followed
by the organizations today. Poaching means employing a competent and experienced
person already working with another reputed company in the same or different
industry; the organization might be a competitor in the industry. A company can
attract talent from another firm by offering attractive pay packages and other terms
and conditions, better than the current employer of the candidate. But it is seen as an
unethical practice and not openly talked about. Indian software and the retail sector
are the sectors facing the most severe brunt of poaching today. It has become a
challenge for human resource managers to face and tackle poaching, as it weakens
the competitive strength of the firm.

E-RECRUITMENT

38
 Many big organizations use Internet as a source of recruitment. E-
Recruitment is the use of technology to assist the recruitment process. They advertise
job vacancies through worldwide web. The job seekers send their applications or
curriculum vitae i.e. CV through email using the Internet. Alternatively job seekers
place their CV's in worldwide web, which can be drawn by prospective employees
depending upon their requirements.

Internal Recruitment:

Internal Recruitmentis a recruitment which takes place within the concern or

organization. Internal sources of recruitment are readily available to an organization.
Internal sources are primarily three - Transfers, promotions and Re-employment of
ex-employees. Re-employment of ex-employees is one of the internal sources of
recruitment in which employees can be invited and appointed to fill vacancies in the
concern.

Advantages of internal recruitment are:

• Low cost.

• No intermediaries

• Reduction in time for recruitment.

• Recruitment of right type of people.

• Efficiency of recruitment process.

RECRUITMENTPOLICY

➢ The recruitment policy of an organization specifies the objectives of

recruitment and provides a framework for implementation of recruitment
programmed. It may involve organizational system to be developed for
implementing recruitment programmed and procedures by filling up
vacancies with best qualified people.
39
➢ Recruitment is a positive process i.e. encouraging more and more employees
to apply WHEREAS selection is a negative process as it involves rejection of
the unsuitable candidates.

➢ Recruitment is concerned with tapping the sources of human resources

WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.

➢ There is no contract of recruitment established in recruitment WHEREAS

selection results in a contract of service between the employer and the selected
employee.

Recruitment Process at Greenply

The Company is known by the people and its employees.”Human Resource is

the combination of quantitative and qualitative assessment of human beings in the
society. It does not mean only the number of people working in the organization; but
it is the aggregate of employees, employee skills, knowledge, ability, talents, aptitude,
and creativity. The success and failure of an organization depends to an extent as to
how much efficient, experienced, and capable employees are procured and recruited.

Recruitment Process followed by Industries Ltd.:

1. Planning

2. Strategy Development

3. Searching

4. Screening

5. Evaluation and Control

1. Recruitment Planning:

The first stage in the Recruitment Process which is followed by Industries, is

planning. Planning involves the translation of likely job vacancies and information
40
about the nature of these jobs into a set of objectives is targets that specify the number
and type of applicants to be planned.

2. Strategy Development :

After recruitment planning the HR team in focuses on strategy development.

It includes:-

Make or buy Employees

Technological Sophistication of Recruitment and Selection Devices

Geographic distribution of labour markets comprising job seekers

Sources of Recruitment

❖ Internal sources

❖ External sources

3. Searching:

In this stage HR people of search out the suitable candidates for the company.
They attract the right candidates to the company.

4. Screening:

In this stage when Recruitment team of industries received plenty of

applications for different jobs now the screening process starts. 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 great deal of
time and money. Care must be exercised to assure that potentially good employees
are not lost.

5. Evaluation & Control:

It is necessary as considerable costs are incurred in the recruitment process. HR

team of now gathered Static information and evaluated to know the suitability of the
recruitment process.

41
 In general for the recruitment of Middle management the company adopts
generally the traditional Recruitment process like Test G.D and Interview and for the
worker level the company adopted the flowing process.

❖ Direct Interview

❖ By the contractor

❖ By the camp

❖ On the reference

Thus the recruitment process of the Green ply in as like as the other company
but one thing different the camp based selection process.I think this a different kind
of process and unique itself. The company runs the camp in the rural and remote area
in state for the Recruitment & Selection. The company conducts one week program
and this time interval it selectst he number of candidate. This helps not only the
company but also the life of rural people who cut of the rest world due to several
reasons. This also helps increasing the economic and social condition of the remote
area which ultimately helps the nation development.

By this process the company also full fills the social objective of the company.

Data interpretation

Qn1: Employee getting information about the job vacancy

a) Advertisement( print & Job Portal sites) : 35

b) Company Web site : 22

c) Direct call from the company : 27

42
d) Through employees : 16

Employee Response
35%

35%
27%
30%

25% 22%

20% 16%

15%

10%

5%

0%
Advertisement Company Website Direct Call from Through Grreply
The company Employees

Conclusion:

In Industries, 35% employee are getting job information from Advertisement,

22 % from company website, 16% got the information from direct call from and only
27% people got the information about the job from company employees.

Q2.Employees awareness about the present recruitment process of the company.

Yes: 72 No: 28

43
 Employee Response

72%

80%

70%

60%

50%
28%
40%

30%

20%

10%

0%
Yes No

Conclusion:

In Industries, I found 72% employees are aware about the recruitment process
of the company and 28 % of employees are not aware about the present recruitment
process adopted by the company.

Q3.employees satisfaction with the present recruitment process adopt by the

Company.

Yes: 71 No: 9 Somewhat: 12 Can’t say: 8

44
 Employee Response

80% yes , 71%

60%

40% Series1

20% No, 9% Somewhat, 12%

Can't say, 8%
0%
yes Series1
No
Somewhat
Can't say

Conclusion:

I found 71% employees are satisfied with the present recruitment process of
the company, 9 % employees were not satisfied with it, 12% of employees were in
the category who were somewhat satisfied and 8% of employees were not aware
about the recruitment process.

Qn4: How were you recruited in this company?

(a) Internal Reference : 12

(b) Direct Application : 47

(c) Bycontractor : 18

45
(d) Through Consultants : 23

Employee Response

Direct Application,
50% 47%
45%
40%
35% Through
30% Consultants,
25% 23%
Internal
By contractor, 18%
20% Reference, 12%
15% Series1
10%
5%
0%
Internal
Reference Direct
Application By
contractor Through
Consultants

Conclusion:

In company, 47% of the employees were recruited through direct applied to

the company, 23 % were recruited through consultants, 18% were through contractor
and 12% were recruited by internal reference. So I found HR team of is quite
aggressive in recruitment.

Qn5. In recruitment process the part that employees feel lengthy

(a) Written test : 46

(b) GD : 18

c) Interview : 22
46
(d) All : 14

Employee Response

50% 46%
45%
40%
35%
30%
25%
22%
20% 18%
15%
14%
10%
5%
0%

Written Test
GD
Interview
All

Conclusion:

In recruitment process in Company, 46% found written test is lengthy part of

the recruitment process, 22% employee, 18% and 14% employee found Interview,
GD and all part of the recruitment process lengthy.

Qn6: In whole recruitment process the part employee feel very interesting

(a) Written test: 36% (b) G D (Group Discussion) : 48% (c)

Interview: 16%

47
 Employee Response

50% GD, 48%

45%

40% Written Test, 36%

35%

30%

25%
Series1
20%
Interview, 16%
15%

10%
5%
0%

Written Test
GD
Interview

Conclusion:

While talking to the employees, I found 48% of employees feel Interview part
of recruitment process interesting, 36 % and 16% employees respectively feel written
and Interview part interesting.

Qn 7: Test question asked in test are level to the post offer

(a)Yes : 86

(b) No : 14

48
 Employee Response

90

80

70

60

50

40

30

20

10

0
Yes No

Conclusion:

I found in company while recruitment process 86% of the questions were

asked relevant and up to the level of the position applied for and only 14% of
questions were asked not upto the level of post.

Qn8: The post offer and the salary are equal to the employment notice

(a) Yes : 83

(b) No : 17

49
 Employee Response

90

80

70

60

50

40

30

20

10

0
Yes No

Conclusion:

While talking to the employees I found offered the same salary and the post
which it mentioned on the employment notice.

Qn9: Employees experience about the company at the time of joining

(a)Best : 51

(b) Fair : 22
50
 (c) Good : 18

(d) Not good : 9

Employee Response

60%

50%

40%

30%
51%

20%

22%
10% 18%
9%
0%
Best Fair Good Not Good

Conclusion:

I found 51% of employees felt best during the joining the Greeply, 22% and
18% employees felt fair and good respectively and only 9% employees didn’t feel
good during joining the company.

Qn10: The methods of selection employees faced for their selection.

a. Aptitude test : 14

b. Personal interview : 48
51
c. Written test : 18

d. Practical test : 8

e. Any other : 12

48%
50%

45%

40%

35%

30%

25%
18%
20%
14%
12%
15%
8%
10%

5%

0%
Aptitude Test Personal Written Test Practical Test Any Other
Interview

Conclusion:

In Company, Aptitude test, Personal Interview, Written test, Practical test are
the major methods used for the employee recruitment.

There aptitude methods are the most common method for selection of
employees and it scored 48%.

Findings

52
1. I Came to Know about the Recruitment method of an employee. During my
training , I found that it works under the guidance of its head office.

2. The Recruitment method of an employee was totally based up on the proper

test and interview of an employee.

3. I also found that their Recruitment Method was very good.

4. The time period for Recruitment is based on quarterly basis.

5. Besides all the above findings I also found that the is the well reputed, well
managed and the well-built company. The Management of company is very
Hardworking in nature and takes care about the wellbeing of their staff and
workers.

6. They are provided with all the required facilities. They are goal oriented and
work as a team in a whole and the main emphasis of the company is on the
quality products manufacturing.

7. I also found that in the last month of the financial year highest production and
the highest dispatch was made.

8. This project is based on the methods of recruitment and due to constraint of

time is not possible to work on all tools and techniques of recruitment policies.

9. Lack of necessary knowledge and skills about new learning strategies at all
levels.

10. Lack of suitable alternative model in Recruitment & Selection

Suggestions& Recommendation

The suggestions for the findings from the study are follows:-

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• The HR team should be provided necessary knowledge and skills for new
methods of recruitment.

• The company should identified new methods of recruitment.

• The company should appoint new HR consultants and conduct HR

consultant meets time to time.

• Employee’s references should be appreciated.

• The organization should conduct training program time to time to increase the
efficiency of the HR team.

• Better carrier development opportunities should be given to the employees for

their improvement.

• If the centralized system of management is changed to a decentralized one, then

there would be active and committed participation of staff for the success of the
organization

• At lat I would like to say Management is quite supportive and hardworking

and have concern about their employees.

Conclusion

The study concludes that, the Recruitment Methods in Industries Ltd. is found
effective but not highly effective. The study on Recruitment highlighted so many
factors which will help to increase the efficiency of the Recruitment of the employees.
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The study was conducted among 100 employees and collected information through
structured questionnaire. The study helped to find out effectiveness of the recruitment
programme in the organization.

The Employee Recruitment activities really play a major role in growth of an

organization. It is a major factor that makes an employee feels good in his work and
results in his satisfaction too. The organization can still concentrate on specific areas
which are evolved from this study in order to make the Recruitment programs more
effective. Only if the right employees are recruited and they work well then the
organization is going to benefit out it. Steps should be taken to improve the
Recruitment programs procedure in the future. The suggestions of this report may
help in this direction.

Bibliography

1. Books:

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✓ Singh A.K. Human resource management
✓ ASWTHAPA K , human resource management
✓ Flipp Edwin B., Human resource management
✓ Jha A.K., Management of human resource
✓ Human resource management review IFCIA Unv.

2. College Library

3. Websites:

➢ www.google.com
➢ www.slideshare.net
➢ www.tutor2u.net

Questionnaire
Qn1:from where you get the information about the job vacancy?

(a) Advertisement( print& Job Portal sites) b) Company Web site c) direct call from
the company d) Through employee
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Qn 2.are you aware of the recruitment process of the company?

(a) Yes (b) no

Qn. 3did you satisfy with the present recruitment process adopt by the company?

(a) Yes (b) no (c) some (d) Can’t say

Qn4:How were you recruited in this company?

(a) Internally (b) by test and Direct interview (c) on the reference

(d) Through Consultants

Qn5:In whole recruitment process which of the part do you feel very interesting?

(a) Written test (b) G D (c) Personal Interview

Qn6:In recruitment process which of the part do you feel lengthy?

(a) Written test (b) GD (c) interview (d) all

Qn7:are the questions asked in test are level to the post offer?

(a)Yes (b) No

Qn8:are the post offered and the salary are equal to the employment notice?

(a) Yes (b) No (c) Can’t say

Qn9:What was your experience about the company at the time of joining?

A) Best (b) Good (c) Fair (d) Not good

Qn10: what are different methods of selection employees faced for their selection?

a. Aptitude test b. Personal interview c. Written test d. Practical test

e. Any other

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Qn11:Do you want to give any suggestion for the company to improved recruitment
Process?

Ans:
…………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………

Thank you for your Time & Patience!!

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