PROJECT REPORT

On

“A Study on Recruitment and Selection Procedure of Bharat Seats ltd.”

SUBMITTED TO THE

SCHOOL OF MANAGEMENT
IN PARTIAL FULLFILLMENT OF THE REQUIREMENT FOR THE DEGREE

OF

Management of Business Administration

Under the SupervisionMr.

Lokesh Pandey Assistant
Professor

By
Manish Joshi
2297024
PV-22790024

Graphic Era Hill University,Haldwani(Nainital)

Uttrakhand(2022-2024)
 PREFACE

People are a company’s most important assets. They can make or break the fortunes of a
business. In today’s highly competitive business environment placing the right people in the
right position is very critical for the success of any organization.

The recruitment and selection decision is of prime importance as it is the vehicle for obtaining
the best possible person-to-job fit that will, contribute significantly towards the Company’s
effectiveness. It is also becoming increasingly important, as the company evolves and changes,
the new recruits show a willingness to learn, adaptability and ability to work as part of a team.
The Recruitment & Selection procedure ensures that these criteria are addressed.

In this project I have studied Recruitment and Selection process of and attempted to provide
some ways so as to make recruitment more effective and to reduce the cost of hiring an
employee.

I am privileged to be one of the students who got an opportunity to do my training with

BHARAT SEATS LTD My involvement in the project has been very challenging and has
provided me a platform to leverage my potential in the most constructive way.

This project however is an attempt to share as best as possible my experience in corporate

world with all my colleagues and my faculty.

I would be delighted to receive reader’s comments which may be valuable lessons for my
future projects.

I express my sincere thanks to my project guide, Mr. Lokesh Pandey Assistant professor of
management studies for guiding me right from the inception till the successful completion of
the project. I sincerely acknowledge him for extending his valuable guidance, support for
literature, critical review of my project and the report and above all the moral support he had
provided to me with all the stages of this projects.

I would like to express big thanks to Mr. Praveen Sharma and Mr. Neeraj Pant for theirall-time
support and time to time guidance. Their experience, knowledge and support lead me to
complete my project timely and successfully.

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 ACKNOWLEDGEMENT

I deeply express my profound gratitude and whole hearted thanks to our beloved college,
who provided necessary facilities, guidance and endless encouragement, which helped
me soundly.

Mr. Praveen Sharma (Plant H.R Head) not only encouraged in completion ofmy
project but also helped throughout the course of study under the humanitarian grounds.

I wish to express my gratitude to Mr. Neeraj Pant (Sr. HR Officer) for this support and
cooperation.

I also thank all the employees of BHARAT SEATS GROUP for their cooperation in
successful completion of my project.

I would like to thank all the faculty members of Graphic Era Hill University fortheir
excellent guidance and dedicated involvement.

Last but not least I would like to thank my friends and family members for theircooperation in
completing project successfully.

(MANISH JOSHI)

MBA (2022-2024)

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 EXECUTIVE SUMMARY

In today’s rapidly changing business environment, organization have to respond quickly

to requirements for people. The market has been witnessing growth whichis manifold
for last few years. Many players have entered the economy therebyincreasing the level
of competition. In the competitive scenario it as become a challenge for each company
to adopt practices that would help the organization stand out in the market. The
competitiveness of a company of an organization is measured through the quality of
products and services offered to customers that are unique from others.

Thus the best services offered to the consumers are result of the genius brainsworking
behind them. Human Resource in this regard has become an important function in any
organization. All practices of marketing and finances can be easily emulated but the
capability, the skills and talent of a person cannot be emulated. Hence, it is important
to have a well-defined recruitment policy in place, which canbe executed effectively
to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting
the right candidate could turn out to be costly mistakes for the organization. Therefore, a
recruitment practice in an organization must be effective and efficient in attracting the best
manpower.

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 DECLARATION BY THE SUPERVISOR

It is Certified that the work incorporated in this Project Report “A Study on Recruitment and
Selection Procedure of Bharat seats ltd”
submitted by Manish Joshi in his original work and is satisfactorily completed under my
supervision.

Material obtained from other sources has been duly acknowledged in the Project Report.

Date :

Signature of Guide :

Signature of External Examiner :

5
 DECLARATION BY THE STUDENT

I, MANISH JOSHI a student of Graphic Era Hill University, pursuing MBA course hereby
declare that the PROJECT work entitled “A Study on Recruitment and Selection Procedure
of Bharat seats ltd”carried on in “BHARAT SEATS LTD, UDYOG VIHAR, SECTOR-
53 MARUTI JOINT VENTURE PARK, GURUGRAM, HARYANA”, and its value added
services is an original work carried out by me availing the guidance of my project guide to my
entire satisfaction. This report bears no resemblance with any other report submitted to another
university for the award of any degree of diploma. I am presenting this during the year 2021-
2024 in partial fulfilment of “Master of Business Administration”.

I also declare that this project report work is not submitted to any other university for any
degree.

Date :
Place :
Name
Signature :

6
CERTIFICATE FROM THE ORGANIZATION

7
 STUDENT SUPERVISOR INTERACTION CERTIFICATE

S.NO Project discussion Area/Remarks Modification Sign with date

1 Topic Selection Not Applicable

2 Discussion about the introduction More addition to

introduction
3 Discussion about the Literature review Modification in the
format

4 Discussion about the Data Analysis Modification in data

analysis

5 Final discussion about the report Not applicable

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CONTENT NoS PAGE

Preface 2
Acknowledgement 3
Abstract/ Executive summary 4
Declaration by the supervisor 5
Declaration by the student 6
Certificate from the organization 7
Student supervisor interaction certificate 8
Chapter-1 INTRODUCTION 10-35
1.1 Introduction 11-25
1.1.1 About the research problem 26
1.1.2 About the organization 27-33
Chapter-2 REVIEW OF LITERATURE 34-37
2.1 Theoretical Framework 35
2.2 Literature Review 36-37
Chapter-3 RESEARCH METHODOLOGY 38-43
3.1 Objectives of the study 39
3.2 Scope of the Study 40
3.3 Limitation of the study 41
3.4 Research Design 42
3.4.1 Research method 43
3.4.2 Sampling 43
3.4.2.1 Sampling method 43
3.4.2.2 Sample Size 43
3.4.3 Sources of Data 43
3.4.3.1 Primary sources 43
3.4.3.2 Secondary Sources 43
Chapter-4 DATA ANALYSIS AND DISCUSSION 44-56
Primary Data Analysis & Interpretation 44
Chapter-5 FINDINGS, SUGGESTIONS AND CONCLUSION 57-60
5.1 Findings 58
5.2 Suggestions 59
5.3 Conclusion 60
Bibliography 61-62
Questionnaire 63-64

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 Chapter -1
Introduction

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Chapter -1 Introduction

Human Resources Management cycle as well as in any organization recruitment and selection
plays an important and vital role in achieving the organizational vision, mission goals and
objectives. Recruitment and selection is theoretical resource of the organization which is the
staffing function. The primary goal of staffing is to get the right people for the company to
operate effectively and efficiently. Before recruitment and selection we have to analyse the
external environment and examine its internal situation to develop human resource plans
considering any new requirement and existing vacant positions. Getting the right people
interested in applying for a job at a company is the core of recruitment.

All recruitment and selection should be based on organization’s approved human Resources
plan. HRM department should assist line managers to develop their human resource plans
effectively. Based on the recruitment information from all units, HRM department must
analyse human resource plans of different units and develop a master plan for the organization.
To conduct recruitment efficiently, it is better to split the recruitment in month order, HRM
department should process the recruitment after checking with budget provision and final
approval from the top management
Background of The study: It is important to have a well-defined recruitment

Policy in place, which can be executed effectively to get the best fits for the vacant positions.
Selecting the wrong candidate or rejecting the right candidate could turn out to be costly
mistakes for the organization.

RECRUITMENT AND SELECTION

Recruitment and Selection are the two phases of the employment process. The differences
between the two are:
The recruitment is the process of searching the candidates for employment and stimulating
them to apply for jobs in the organization WHEREAS selection involves the series of steps by
which the candidates are screened for choosing the most suitable persons for vacant posts.

The basic purpose of recruitment is to create a talent pool of candidates to enable the selection
of best candidates for the organization, attracting more and more employees to apply in the
organization Whereas the basic purpose of selection process is to choose the right candidate to
fill the various positions in the organization.

RECRUITMENT AND SELECTION PROCESS

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This process involves a systematic procedure from sourcing the candidates to arranging and
conducting the interviews and requires many resource and time. A general recruitment process
is as follows:

 Identify vacancy
 Prepare job description and person specification
 Advertising the vacancy
 Managing the response
 Short- listing
 Arrange interviews
 Conducting interview and decision making
Recruitment and Selection Framework

2.1 Overview of Process

 Assess the need for the job and ensure there is adequate funding for it.
 Review the job description to ensure that it meets the present and future requirements.
 Review the person specification to ensure its meets the requirement of the job
description.
 Design the selection process.
 Draft the advertisement and select the advertising media.
 Short list using the person specification only.
 Interview and test shot-listed candidates.
 Validate references, qualifications and security clearances.
 Make appointment.

Managers hold the responsibility for ensuring this framework is followed. HR is available for
advice and will assist in general administration of the recruitment process.

1.0 Recruitment and Selection Provisions

1.1Review the job and the need for it

Managers need to consider the following issues :

 Is the job still necessary?

What value does it add to the team and to the delivery of service?

 How will the post be funded?

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 Positions outside of existing establishment require the Director’s and Chief Executive’s
approval

 Does the job description need updating?

If so, the grade for the job and person specification may need to be re-evaluated. The
HR Team is available to provide advice on constructing both job descriptions and
person specifications and advising on grading issues.

 Is the jobbing a politically restricted post or will the incumbent have unsupervised
access to children or vulnerable adults ?
 What type of employment could be offered ?
 Full-time, part-time?
 Is job-sharing an option?

Permanent or fixed term contract, secondment or agency?

Use of fixed term contracts is most appropriate for covering a particular task/project/item of
work or an interim appointment. They should not normally be used to fill permanent posts.
Agency staff may be used to cover short term peaks in work or projects or interim vacancies,
i.e. whilst a permanent position is being advertised. Should total employment under any of
these agreements extend beyond 12 months, the individual may have an entitlement to
permanent employment rights, including redundancy. Employment through an agency may
count towards this 12 month period. Use of secondments must be in accordance with the IPCC
secondment policy. If it is proposed to proceed to recruit to the post, it is the responsibility of
the manager to ensure that the Authority to recruit form is completed and sent to HR as soon
as possible.

1.2 Design Selection Process

Managers need to design the selection process they will use, giving consideration to the
following points :

1.2.1 Panel Composition:

All interviews for permanent posts must be conducted by a panel. The manager is
responsible for selecting interview panel members- being mindful of:

 The requirement that the panel consists of at least two people, and if possible, is mixed
in terms of race and gender.
 The requirement that at least one panel member has received training on recruitment
and equal opportunities, normally limited to that provided by the IPCC. If not IPPC
trained, the matter should be referred to Human Resources.

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  The requirements that each panel member be familiar with anti-discrimination
legislation.
 The willingness and ability of potential panel members to attend all interviews for the
duration of the recruitment process, to maintain consistency and to ensure fair treatment
of all candidates.
Panel members must be satisfied that their relationship with any candidate :
 Will not improperly influence their decision
 Will not give rise to suspicion about their motives

1.2.2 Selection Tests:

Where selection tests are a valid method of assessing a candidate (i.e. effectively measures
the job criteria, is relevant, reliable, fair and unbiased also considering the predictive
capacities of test, they are extremely useful tool and are recommended for use. Managers
should seek advice from HR on the use of such tests. All psychometric tests used in
selection must be developed, administered and interpreted by accredited people.

1.2.3 Interview Questions

Human Resource hold the IPCC interview guides that contain competency based interview
questions. Managers need to ensure they contact Human Resources prior to interview to
obtain copies of these guides.

1.2.4 Advertising

Reaching any target market can be extremely difficult. Through niche websites like RD,
you can guarantee that the people using the service have an interest in your field. As more
and more people turn to online means for their information and service needs, an active
web presence is vital for any organization, large or small. Utilizing all the benefits of online
advertising and adding the clout already held by Australia’s leading industry news provider,
specialist News, ads placed with RD are a great way to generate interest in new products
and services, or to improve awareness of your brand.

1.2.5 Advertising the vacancy:

All the vacancies at all the levels must be advertised – there will be no “word of mouth”
recruitment as this can lead to indirect discrimination.

No vacancy can be advertised until the request to fill procedure has been completed, and
up-to-date job description, person specification and KSF outline have been sent

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 electronically to the Recruitment Office. These will ensure that: We do not break our own
operational policies;

 Candidates receive the best possible information;

 We are properly prepared to respond to candidates enquiries;
 We are properly prepared to carry out the best interviews; possible and thus
 Make the correct decisions;

NHS jobs are the medium for externally advertised vacancies in the first instance. Internal
vacancies will be advertised. In the vacancy Bulletin produced by the recruitment office.
External vacancies will be advertised in the Vacancy Bulletin and NHS Jobs.

The recruiting manager should indicate the preferred advertising medium on the request to Fill
form in the event that no appointment has been made from advertising in the vacancy bulletin
and NHS jobs. If the recruiting manager wishes to advertise in more than 1 journal, he/she will
agree to fund 50% of the costs from the Directorate budget.

The HR department routinely monitors the cost and response rate of advertisements and, as a
result, will give advice on the choice of publications to ensure more cost-effective advertising.
For some posts it is not necessary to pay for expensive advertising space, when Job Centre plus
or internal bulletin can provide suitable candidates at no cost. Care will be taken to ensure that
both the wording and placement of advertisements encourage a wide cross-section of the
population to apply. All vacancies will be listed in the weekly Vacancy Bulletin produced by
the Recruitment Team and circulated throughout the Trust and to specific organizations. The
aim of the advertisement is to attract suitable candidates only, at the least cost. The information
it should contain is taken largely from the job description and the person specification, as set
out below :

 Job title
 Grade and/or salary as appropriate
 Brief description of the post
 Essential requirements, such as shift work or travel
 Any positive/telephone number for further information about the job
 Encourage informal visits, where applicable

Recruiting a Candidate Pool:

A. Looking Inside:
 Consider possible internal candidates with an interest in the post.
 Determine if the position level requires an external search.

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B. External Search:
 Advertising –
 Brief position description
 Minimum qualifications
 Include information needed from candidate

I. A resume
II. A letter from the candidate
III. A concise work sample or essay ( if applicable)
IV. Names & phone #s of 3 references
 State length of response time
 Ad placement (local, national, journals, etc.)
 Emails or faxes accepted ?
 Focused contacts – person-to-person networking.

The object is to reach good candidates who are happily and productively employed elsewhere,
but who may be open for a change. The recommended position announcement for all positions
must include a non-discrimination statement and be approved by divisional vice president and
executive director of human resources. A line ad may placed with:

A. Chronicle of higher education

B. Area newspapers
C. Selected professional journals

And will be posted internally in accordance with established College policy to include our web
links. Efforts should be made to target advertising to women and minorities.(Maximum cost
$700) Letters of Application and vitae will be received by the search committee through the
department of Human Resources. A log of all applicants must be maintained and placed on file
at the end of the search in the Human Resources office. An EEO data form will be mailed to
each applicant to acknowledge receipt of their application as well as to collect specific data for
diversity analysis. When completed, this form remains separate from the candidate’s
application and is not available to the hiring manager or others involved in the search.

Ways to approach businesses-

1. Contact the company’s community relations officer: If the officer is supportive, it

may lead to a steady source of volunteers. Some companies provide other types of
agency support where their employees volunteer.
2. Recruit through posters: You often can arrange to display your posters in stores,
Restaurants, schools, public libraries, churches, hospitals, and large offices. Ask to
speak with the decision makers. Make a brief statement about your program and ask for
permission to display a poster.

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 3. Ask public libraries to accept free bookmarks to give away: These could have a
brief program description on one side and explain why you need volunteers on the other
side.
4. Check out community clearing houses: In some cities there are organizations that put
volunteers together with community services programs. Often newspapers run a
periodic column that lists organization needs for volunteers.

3.4. Applications:

A file will be set up for each individual vacancy and held in the Recruitment office containing
the following :
 Application form
 Job description, person specification, KSF outline
 Terms & conditions employment
 Information about the department in which the vacancy exists should be provided by
the manager( if available).

Any other relevant information, when an enquiry is received from an applicant without internet
access, an application pack will be sent within 24 hours.

Equal opportunity Monitoring Forms will be separated from the application forms prior to short
listing and retained by the Recruitment Office the shortlist must be drawn up by minimum of
two people, one of whom should be the recruiting manager. All panel members participating
in short listing must be familiar with the job description, person specification and KSK outline.

Short listing must be based only on the information given in the application, which is assessed
against the criteria contained in the person specification and must be consistently applied to all
candidates. A record of the assessment must be recorded on the Shortlist Record Form or on
NHS Jobs. This is especially important in the event of any subsequent allegation of
discrimination.

If there are large numbers of candidates meeting all the criteria for the job, it will be necessary
to examine the degree to which each candidate meets the essential criteria, and by short listing
those candidates who, in their application, demonstrate the greatest ability to meet the criteria
which can be tested at short listing stage. Any potentially criteria which can be tested at short
listing stage. Any potentially suitable candidates who have disabilities with skills and abilities
which broadly match job description and person specification should also be short listed,
whether internal or external candidates.

In order to avoid allegations of favouritism, anyone involved in the selection process, which
is connected by close friendship or is related to a candidate, must inform the appropriate HR
Business Partner. Where there is a declared interest, following guidance from the HR Business
Partner, a representative from HR may be included in the selection panel.

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In situations where there are internal candidates only, it is recommended that a third party not
involved in the immediate area should be involved in the selection process and interview
process. This will help to ensure, and be seen to ensure that fairness is maintained and that a
person is selected on merit. A late application will be genuine reason for not short listing a
candidate and only in very exceptional circumstances and in consultation with the HR Business
Partner will a late application be considered. It is recommended that the maximum number of
candidates per shortlist is six/eight.

“Any person to person between two or more individuals with a specific purpose in mind is
called Interview”

There are basically two types of Interviews.

 Structured Interviews
 Unstructured Interviews

Structured Interviews:
In which interviewer asks those questions which are pre-defined.
“ one type that has been widely studied and is considered relatively structured is situational
questions.

Unstructured interviews:

In which the interviewer asks those questions which are not pre-defined which ask randomly.
The development of questions from incidents is part of the art or, at least, the unwritten aspects
of structured interviewing. Some authors acknowledge that “literary license” is needed.
Incidents that best represent the dimensions are turned into questions.

“if necessary, questions can be repeated, or candidates can be given a card containing the
question”.

3.6.1 Arrangement for interviews

Interviewing and selecting

You may as well toss a coin’ Professor Eysenck’s opinion on the validity of the interview as a
selection device is well known. Nevertheless the interview seems likely to remain as the
principle selection device despite its faults. To sharpen the effectiveness of the interview the
panel should ask the candidate to give a presentation. This offers the chance for the candidate
to show what they have achieved, show they hope to fit in and illustrate their communication
skills. The interviewer needs to poses three different skills

 Information gathering, to elicit the facts

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  Interpreting and evaluating information, to consider what the facts mean.
 Decision making, to act on the facts and the analysis.

Gathering the information, eliciting the facts.

The right physical environment is important. Interviews require a quiet undistributed room. If
the interview is informal a circle of chairs of equal height and similar spacing may well be
appropriate. If the interview is formal and held round a table. Spacing and lighting are also
important. The candidate should not be asked to walk miles to their seat, nor blink into the
silhouettes of the interview panel against a window. The chairman should make the candidate
welcome introduce the panel by name, and say whom they represent.

The format of the interview should be outlined to the candidate. The interviewer needs to listen
to develop an interested and attentive interviewing style, with plenty of eye contact. Verbal
reinforcement should be forthcoming from the interviewer. Silence can be used in a positive
way to allow the candidate to develop their answers fully. Questions should be linked to what
the candidate has said to elicit a flow of information.

They should include:

A. PROBLEM QUESTIONS:

These suggest a situation specific to the job where the candidate must show their capacity
to, for example, priorities tasks under pressure. What was your most challenging situation
in the last year and how did you deal with it ?

B. Open questions
‘Tell me about…’

C. Probing questions

‘Why do you want to leave your present job’ or ‘what was your worst moment there?’

D. Closed questions

These interrupt the information low in order for the interviewer to redirect it to a new
topic.
‘when did you…? Or how many..?’

At the end consider if you have gathered the information necessary for a decision. Ask
the candidate back in if a question needs clarification. Allow the candidate, to question
the panel, or offer the information on areas such as salary, study facilities, start date,
accommodation or questions regarding the job description. Interpreting and evaluating
the information interviewer, know by self.

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 Making the decision

The panel should:

 Consider whether each candidate is appointable.

Do they fulfil the essential criteria ?
Do they match the person specification ?

 Each panel member should rank the candidates without conferring with other panel
members.

 Choose the best candidate.

Never choose person of lesser ability out of fear of being overshadowed.
This produces a dull un progressive unit. On the other hand Einstein might not fit well
with the team.

 Use references to back up your choice, to screen for factors which disqualify rather than
qualify.
References have greater value as a negative test rather than a positive one to highlight
an abrasive personality or poor sickness record.

Screening interviews:

These are usually shorter interviews used for the purpose of conducting a brief
evaluation of a Candid ate. Successful candidates are asked back for a more in-depth
interview.

One-on-one interviews:

These interviews involve a candidate being questioned by the interviewer- also

common in early stages of selection.

Telephone Interview:

Occasionally interviews are conducted over the telephone. This can be a disorienting
experience mainly because neither party can see each other. Hence you need to rely on
verbal cues from the interviewer as well as demonstrating a lot of enthusiasm, clarity
and positive tone with your voice.

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 Avoid being caught unawares and unprepared for a telephone interview – you are
entitled to have at least a day’s notice to prepare. Find a quiet comfortable place where
you can ensure there won’t be any interruptions.
Panel interviews and on-site/second interviews:

After a first interview you may be asked to a second interview which is often on-site
with the employer. Panels consist usually of 2-3 people, often from different parts of
an organization e.g. A graduate recruitment specialist, technical expert and a person
representing the area you could work in.

Ensure you address all pane members equally. These interviews are sometimes
incorporated as part of an assessment centre.

Case study interviews:

Some organizations, especially consulting firms, use case study questions to evaluate
candidate’s analytical skills. These scenarios can often quite challenging. The careers
centre has a range of tips and resources to help prepare for these interviews.

At the interview: questions to expect

Most questions asked at interview can be predicted and usually focus on three issues:

 Can you do the job? Do you have the qualifications and/or skills?

 Will you do the job? Do you have the enthusiasm/motivation?

 Will you fit in? Could they work with you? Do you get on well with people ?

Here are some interview common questions:

 What interests you about this position?

 Why do you think you would be successful in this position?

Competency based interviews:

Competency or behaviour-based interviews operate from the premise that the, most accurate
predictor of future performance is past behaviour in a similar situation. This type of interview
is now commonly used in selection processes. Questions are probing in nature and the
competencies employers look for include:

 Team work/interpersonal skills

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Give me some examples about when you have to handle difficult people.

 Achievement drive

What would be the best example of you giving a project or piece of work your absolute best
effort and being disappointed by the outcome? What would you do differently a second
time?

 Flexibility

Tell us about a time when you have had to adapt quickly to substantially changed
circumstances at university or at work.

 Persuasiveness and negotiation ability

Describe a time when you have been required to negotiate in difficult circumstances. Why
was it important for you to become involved? What strategies did you use?

 Analytical thinking

Describe a project that you have worked on that has required a high level of analysis and
contribution of new ideas.

3.7. Selection

3.7.1 Decision to appoint:

After interview process the require candidate is selected for a job. Panel members decide to
hire that individual who is fulfilling the requirements.

3.8 Offers

3.8.1 Offer Of Employment

Organization offers the job to the individual.

3.9 Other requirements:

3.9.1Post interview feedback & notification to applicants:

HR is responsible for providing all candidates with written notification of the outcome of
their application. If the feedback is requested from an unsuccessful short listed candidate, the

22
manager should provide a valid reason to the candidate for rejection together with
constructive feedback.

Written feedback will not normally be provided.

3.9.2 Monitoring recruitment and selection(Reporting):

HR will monitor the recruitment processes to ensure they are not discriminatory and will
provide statistical data to the senior Executive Group on a regular basis.

Role of recruiter

WHY YOU SHOULD USE A RECRUITER :

Working with executive recruiters

Executive recruiters hold the keys to the “Hidden job market” - career opportunities that aren’t
posted anywhere else. These professionals hold great influence within hiring organization, and
it’s important for job seekers to understand how to leverage this resource as part of their overall
career strategy.

Four key facts about executive recruiters:

1. Jobseekers do not pay fees to search firms. Instead, the companies that hire recruiters
to fill a position pay for their services. This fee is calculated using the starting salary of
the position, and can range from 15%-35% of that salary. Be wary any recruiter who
asks you to pay them a fee… If you are asked to pay a fee for job placements services,
please lets us know immediately.
2. There are two types of search firms – retained and contingency. While both types charge
fees only to the hiring organization, it is important to note the differences. When the
hiring company retains a recruiting firm, that firm is paid regardless of the results of
the search. Retained firms are typically used to fill higher- level positions at $100,000+
salaries. Contingency search firms receive payment only when their candidate is hired.

Over the last few years the “search” industry has gone through some significant
changes. While contingency firms have generally always accepted retained work, many
retained firms now accept contingency work… You decide which type of recruiter I
right for you!

3. Don’t limit your search by geography. For many higher-end job assignments, recruiting
firms will look nationally or even internationally. It is absolutely in your best interest
to gain exposure among search firms who fill positions in your industry, function salary
range, no matter where they are. A Chicago recruiter is just as likely to have an
assignment in Los Angeles as in Boston. That being said, it’s much easier to network

23
 with local recruiters and they can be an invaluable resource when penetrating the local
hiring market, particularly for non-executive positions.

4. Some search firms specialize, while others don’t. To make your search as effective as
possible, target your efforts towards recruiters those work in your respective industry
and/or specialize in your job function. As you begin to network with these specialized
recruiters you’ll find they are very much aware of where opportunities exists within the
micro hiring “economies” of your shared areas of expertise. However, generalist firms
should not be ignored, especially at the higher executive ranks… Whether retained or
contingency fee based, search firms are handsomely rewarded for filling positions on
behalf of their corporate clients. Thus, networking and building relationships with
qualified, reputable recruiters is a critical component of career management strategies.

Making Contact with Your Selected Executive Recruiters:

Next, identify all of communication channels that make sense of the firms and recruiters you’ve
identified. The firm may offer an online mechanism for posting and/or sending your resume
and cover letter. Review the firm’s website for job opportunities currently under research, and
establish the preferred communication medium for that firm. In all cases, respect the indicated
communication preferences of the firm and/or the individual recruiter.

Not unlike introducing your professional “brand” to a hiring organization, make sure your
cover letter and resume/cv are both positioned appropriately for the areas of expertise in which
the recruiter works. Keep in mind that recruiters are not career managers. They may not have
the expertise or inclination to advise you on changes to your cover letter and resume, so make
sure they’re tight before you send them. After providing your credentials in whatever
communication medium you thinks makes sense, consider a follow up a few weeks later with
anther communication attempt. What you’re striving for is a personal contact from the recruiter.
Depending on your “hirability” (qualification level, experience etc.) you may have to be in the
right place at the right time to be recognized at a personal level.

How Recruiting Firms Can Make a Difference In Your Career:

When contacted by a recruiter treat them as though they are the hiring organization. Be
professional, make your best impression, sell yourself and your “hirability”, and understand
that executive recruiters have access to a lot of talent. Remember, the recruiter doesn’t work
for you so don’t expect personal, individualized service. Working with executive recruiters is
not an event – it is a process. We have testimonials from Directory of Executive Recruiters
clients that indicate when working with an Executive recruiter, the “hiring cycle” can take
anywhere from two days to two years ! in either case through, most positions secured through
executive recruiters fit into the “dream job” category.

24
The Significance of the study:

The study will broaden our understanding the affect of independent variables which are
Recruitment sources , Interview and Recruiters on the dependent variable which is Recruitment
and Selection Process. Current study will add to existing body of knowledge by signifying.

 Recruitment and selection process importance

 Recruitment sources affects on recruitment and selection process
 Interviews effects on Recruitment and selection process
 Recruiters affects on Recruitment and process

25
 ABOUT THE RESEARCH PROBLEM

In this project we are making an attempt to study and analyze the existing system recruitment
and selection process in Bharat Seats limited. Therefore, we will concentrate on what Bharat
Seats limited employees of the company think about the recruitment and selection process. We
need to prepare a research design or a plan in advance of the data collection and analyze for
our research project. Research design in fact has a great big bearing on the reliability of the
results arrived at and as such constitutes the firm foundation of the entire edifice of the research
work.

A good design is often characterised by adjectives like flexible, appropriate and efficient
economical and so on. Generally, the design which minimizes bias and maximises thereliability
of the data collected and analyzed, is considered a good design. Similarly a design which yields
maximum information and provides an opportunity for considering many different aspects of
a problem is considered most appropriate and efficient design in respect of many research
problems.

26
 COMPANY’S PROFILE

In the 1980’s a revolution in the automotive industry was taking place. It was at this time that Bharat Seats was
born as a Joint venture between Rohit Relan & Associates,Maruti Udyog Limited and Suzuki Motor Corporation
Japan. Rohit Relan & Associates was one of the front runners and won the prestigious component – seats
manufacturing for all the models of Maruti Suzuki.

The company was listed on Bombay Stock exchange (BSE) within two years of its incorporation. Based on strong
ethics, principals and moral values, today the company has acquired leading position in the field of design &
manufacturing of seating systems & automotive components.

Currently Bharat Seats Ltd is engaged in the manufacturing of seating systems, carpets, NVH components and
body sealing parts for four wheelers and two wheelers. Also seating system for Indian Railways.

The company currently has 5 state-of-the-art manufacturing facilities spread across India. These facilities are
equipped with latest manufacturing technologies & the company has set-up in-house NABL accredited testing &
validation laboratory. Continuous investment in upgrading engineering facilities including tool room, proto
building and quality control systems keeps our company ahead of others.

Bharat Seats Limited Gurugram Plant was awarded the prestigious “Award for Excellence in Consistent TPM
Commitment” 2021.

Bharat Seats is actively working on Environmental, Social and Governance (ESG) and reducing the carbon
emissions thereby contributing to improving the environment and preservation of natural resources.

27
We provide value added solution to our customers and stake holders with a stable management under the dynamic
leadership of Mr Rohit Relan, Chairman & Managing Director who was also awarded “Order of the Rising Sun,
Gold Rays with Rosette” by Emperor of Japan for his significant contribution to promoting economic exchanges
between Japan and India.

VISION, MISSION&VALUES

VISION

 To be the most preferred supplier, from concept to mass production, of automotive components.

 Diversify into other Areas.

MISSION

 Customers are the essence of our business. All our activities are directed towords total customer
satisfaction.

 Employees are the company`s most valuable resource. They possess immense powers of innovation,
imagination and skill.

 Our team work enables us to realize our potential to the full.

 Efficiency is the difference between success and failure. We relentlessly pursue our objectives and goals
in a more efficient way.

 We welcome change as an opportunity & challenge for continuous improvements.

 We aim to achieve sustainable business growth and profit.

VALUES

 Customer Driven Approach

We are a customer driven organization. Our continuous endeavour is to provide products and services of
superior value to meet the expectations of our internal and external customers.
 Innovation
BSL Constantly strives to be creative and innovative in all its endeavours. All BSL employees are
encouraged to bring forth new and better ideas for improved performance.
 Integrity
Honesty and Fairness are essential to the way we do business. BSL demands openness and honesty
throughout its operation. Trust and Integrity underscores everything.
 People
BSL Employees are partners, working together in pursuit of its mission and strategy. We strongly value
teamwork and we want every employee to be motivated to succeed.
 Performance
BSL is performance driven. We continuously aim to improve in all that we do.

28
MILESTONE

29
PRODUCTS
FOUR-WHEELER SEATS

TWO-WHEELER SEATS

CARPETS

30
QUALITY CERTIFICATIONS

Bharat Seats is a responsible & committed company that follows international norms of manufacturing. All

facilities of Bharat Seats Ltd are individually IATF 16949 certified & owing to its initiatives towards preserving

environment & safe manufacturing practices, it has also been certified for OHSAS 18001 & ISO 14001. The

company observes the industry specifications & strives to serve the automotive industry with high quality products

that are manufactured in flawless favourable conditions.

Bharat Seats Ltd is an IATF 16949, ISO 14001 & OHSAS 18001 Certified company from DNV.

31
LOCATIONS OF MANUFACTURING PLANTS

32
CORPORATE SOCIAL RESPONSIBILITY

Corporate Social Responsibility Contribution - FY 2023-24

 Promoting education for under privileged girls

Contribution towards girl’s education to Study Hall Education Foundation

 Promoting Healthcare

Contribution towards Rotary Southend Charitable Trust

Corporate Social Responsibility Contribution- FY 2022-23

 Promoting education for under privileged girls

Contribution towards girl’s education to Study Hall Education Foundation

 Promoting skill development for polymer technology

Contribution towards skill development for polymer technology to Entrepreneurship Development

Center (EDC)

Corporate Social Responsibility Contribution- FY 2021-22

 Promoting education for under privileged girls

Contribution towards girl’s education to Study Hall Education Foundation

 To meet demand of oxygen supply amid Covid-19 Pandemic

Contribution towards oxygen plant for supply to Government hospital

33
 Chapter-2
REVIEW OF LITERATURE

34
Theoretical Framework

RECRUITMENT SOURCES

RECRUITMENT AND
SELECTION PROCESS

INTERVIEWS

RECRUITERS

Independent Variable Dependent Variable

35
 Literature Review

The "Recruitment and Selection" research study looks into SMC Global Securities Ltd.'s hiring
and selection procedure. Its goal is to pinpoint common practices and how they affect
organizational results. SPSS software and structured questionnaires were used to gather data.
The cost-benefit ratio, employee references, and portals are all important factors in hiring
and performance management, according to the report.

This paper examines the literature on trustworthiness in the context of hiring and selection
procedures, with a particular emphasis on the ways in which mutual perceptions of
trustworthiness affect hiring decisions. It draws attention to the significance of trust breaches
and individual variations in trustworthiness and makes recommendations for future
directions in the field of trustworthiness research.

This research focuses on HR personnel’s daily work routines, including salary, personal issues,
and job requirements. It aims to identify problems related to recruitment and selection
methods and sources used by organizations. The findings are based on opinions and results
from the Human Resource Department of English Heritage. A questionnaire was designed and
given to executives to gather feedback. The study provides practical insights for academics
and managers of both large and small organizations.

Human resources play a critical role in the knowledge economy, and in order to attract and
retain talent, firms are placing more emphasis on the recruiting and selection process. This
study looks at the current hiring and selection procedures used in Australia’s university and
dual education sectors. It analyses a number of variables, including the availability of
feedback, panel participation during interviews, the relevancy of interview questions,
interview length, and prejudice. The goal of the study is to offer suggestions for improving the
procedure.

The attraction, screening, and selection stages of the hiring process are the main topics of
discussion in this text as it addresses contemporary technology developments in these areas.
It draws attention to how the selection process is affected by asynchronous/digital interviews,
applicant tracking systems, cybervoting, online recruitment, and gamification/game-based
assessments. The part that applicant reactions play in the selection process is also covered.

The purpose of this study was to determine the abilities and skills needed by SMEs, as well as
their hiring procedures. According to the results of a questionnaire study, the majority of
SMEs hire graduates but do not keep them on staff for more than three years. The most
crucial abilities were determined to be information technology, math, written and spoken
communication, confidence, and self-discipline.

36
The article presents a theoretical framework for analysing the recruitment and selection of
legislative candidates in Latin America, highlighting the sighted attraction, screening, and
selection stages of the hiring process are the main topics of discussion in this text as it
addresses contemporary technology developments in these areas. It draws attention to how
the selection process is affected by asynchronous/digital interviews, applicant tracking
systems, cyber vetting, online recruitment, and gamification/game-based assessments. The
part that applicant reactions play in the selection process is also covered. Significant impact
these processes have on political systems, highlighting the influence of legal and party
variables, selection methods, and loyalty patterns on legislator behaviour.

Due to the influence of global corporations, business organizations are beginning to prioritize
human capital as a valued asset and are embracing modern recruiting practices. This study
looks into Sai Global Yarntex Private Limited's hiring and selection procedure, emphasizing
the need to find the best talent possible to gain a competitive edge and maintain a pleasant
workplace culture. 40 employees' primary and secondary data are used in the study.

Business organizations are prioritizing human capital as a valuable asset, and modern
recruiting methods are being adopted due to multinational companies. This research
examines the recruitment and selection process at Sai Global Yarntex Private Limited,
focusing on the best available human capital for competitive advantage and ensuring a
positive organizational climate. The study uses primary and secondary data from 40
employees.

Graduate recruitment and selection prioritize work readiness as a crucial criterion for long-
term job performance and career advancement. Current practices lack rigor and construct
validity to effectively assess work readiness. The paper argues that work readiness should be
examined systematically in the graduate assessment process, as it is an important selection
criterion and should be refined to improve decision-making and predict long-term job
capacity and performance.

37
 Chapter-3
Research methodology

38
3.1 OBJECTIVE OF THE STUDY

The main objectives for undertaking this project are :

 To understand the internal Recruitment process in organization.

 To develop practical knowledge with theoretical aspects.

 To know about the importance of recruitment and selection.

39
3.2 Scope of the study

 To study the facts about the Bharat seats as a Group.

 To analyses the recruitment policy of the organization.
 To understand and analyze various HR factors including recruitment procedure at
Bharat seats.
 It extends to the whole organization. It covers corporate office, sites and works
appointments all over India.

40
3.3 Limitation of the study

 We have not studied the international recruitment process here.

 The analysis is completely based on the information provided by the employees and
hence could be biased.
 Taking appointments of the respondents became a little difficult.
 Only the domestic market focused on this study.

41
3.4 RESEARCH DESIGN:

Research design specifies the methods and procedures for conducting a particular study. A
research design is the arrangement of conditions for collection and analysis of the data in a
manner that aims to combine relevance to their search purpose with economy in procedure.

Descriptive research design.

Descriptive Research Design: Descriptive research is defined as a research method that

describes the characteristics of the population or phenomenon that is being studied. There
are three ways a researcher can go about doing a descriptive research project, and they
are:-

1. Observational: It is defined as a method of viewing and recording the participants.

2. Case study: It is defined as in-depth study of an individual or group of individuals.

3. Survey It is defined as a brief interview of discussion with an individual about a specific

topic.

42
3.4.1 Research methodology

The study will be conducted to achieve the aforesaid objectives including descriptive in nature
and involve personal interviews that will be based on the questionnaire format. A Research
Methodology defines the purpose of the research, how it proceeds, how to measure progress
and what constitute success with respect to the objectives determined for carrying out the
research study.

3.4.2 SAMPLING METHOD

Convenience Sampling

3.4.2.1 Sample size

Survey size can be 50 or as per project sampling requirement.

3.4.3 DATA COLLECTION SOURCES :

 PRIMARY SOURCES-
The data required for the study has been collected from-

QUESTIONNAIRE survey among the official’s employees.

PERSONAL INTERVIEWS with the company representatives regarding Recruitment

and Selection.

 SECONDARY SOURCES-
The secondary data has been collected from:

o Internet, websites
o Organizational Reports
o Case Studies
o Business magazines
o Books
o Journals on e-learning Industry

43
 Chapter- 4
DATA ANALYSIS

44
 DATA ANALYSIS

Q.1. Identify source from where you came to know about the job ?

 Consultant
 Personal reference
 E-recruitment
 Others

13%
34%

33%

20%

· Consultant · Personal reference · E-recruitment · Others

Interpretation-
According to the above pie-chart, 34% people prefer consultant and 33 is E-recruitment, 20%
is for personal reference and 13% said other.

45
Q.2. Are you satisfied with the recruitment process by which you are selected ?

 Yes
 No

6%

94%

· Yes · No

Interpretation-
According to the above pie-chart,94% of people said that the recruitment process selected
issatisfied and 6% said are not satisfied.

46
Q.3. What image you were having of Bharat seats limited before getting recruitment ?

 Satisfactory
 Average
 Unsatisfactory

0%

33%

67%

· Satisfactory · Average · Unsatisfactory

Interpretation-
According to the above pie-chart, 67% people said that the impression about Bharat Seats
limited is satisfactory, 33% said it is average and 0% said unsatisfactory.

47
Q.4. JD details given on job portals.?

 Satisfactory
 Average
 unsatisfactory

13%

47%

40%

· Satisfactory · Average · unsatisfactory

Interpretation-
According to the above pie-chart, 47% JD given on job portals is satisfactory, 40% said it is
average and 13% said unsatisfactory.

48
Q.5. Are you satisfied with salary package ?

 Satisfied
 Good
 average
 Unsatisfied

13%
27%

13%
47%

· Satisfied · Good · average · Unsatisfied

Interpretation-
According to the above pie-chart, 47% people are partially satisfied with the salary, 27% said
unsatisfied and 13% average/unsatisfied.

49
Q.6. How would you rate the hr department performance in recruitment and selection ?

 Poor
 Adequate
 Excellent

5%

35%

60%

· Poor · Adequate · Excellent

Interpretation-
According to the above pie-chart,60% people feel inadequate recruitment and selection
performance of HR departments, 35%said excellent and 5% said poor.

50
Q.7. Is the resume screening and shortlisting method used by the organization is satisfactory ?

 Yes
 No

27%

73%

· Yes · no

Interpretation-
According to the above pie-chart,73% people said that the resume screening and shortlisting
method used by the organization is satisfactory and 27 said are not satisfied.
By analysing it properly I found that the resume screening and shortlisting method is used by
the organization is satisfactory is easy to understand for everyone.

51
Q.8. Which is the most important quality the organization looks for in a candidates ?

 Knowledge
 Past experience
 Optimistic nature
 Other

5%
20%
35%

40%

· Knowledge · Past experience · Optimistic nature · Other

Interpretation-
According to the above pie-chart, 40% people past experience is important quality, 35% said
knowledge, 20% said optimistic nature and 5% said other.

52
Q.9. Do you think organization looks or gives first preference for experienced employees in
the selection process ?

 Yes
 No

21%

79%

· Yes · No

Interpretation-
According to the above pie-chart, 79% people said that the recruitment process given
preference to the experienced and 21% said freshers.

By analysing it properly I found that selection process gives most of the preference to the
experienced rather than freshers.

53
Q.10. The organization doing timelines recruitment and selection process.

 Yes
 No

13%

87%

· Yes · No

Interpretation-
According to the above pie-chart, 87% people said that the organization does timelines
recruitment process and 13% said no.
By analyzing it properly I found that selection process is timeliness.

54
Q.11. Application response from the recruiter side ?

 Immediate
 Normal
 Late
 No response

13%
27%

60%

· Immediate · Normal · Late · No response

Interpretation-
According to the above pie-chart, 60% people said the application response is normal, 27%
said late response and 13% said immediate.
I therefore found that application response is normal with 0% no response to the applicationS.

55
Q.12. Duration of recruitment and selection process.

 Long
 Short
 Average

14%

7%

79%

· Long · Short · Average

Interpretation-
According to the above pie-chart, 79% people said that duration of the process is average, 14%
said short and 7% said long. I therefore found that duration of the process is average .

56
 Chapter- 5
Findings And Conclusion

57
5.1 Findings

 According to the survey, recruitment differs from company to company for each
category.
 According to the survey, the company do utilize. Internet sites for the recruitment
process and for finding the talent candidate.
 According to the survey, it is observed that the company are utilizing the job description
in order to make screening process more efficient.

58
5.2 Suggestions

The need for today is to impart positive attitude, good behaviour and faith among employees.
While imparting these qualities a manager should develop effective communication.

It is also important to appreciate good behaviour and if possible give reward to reinforce the
habit.

After a detailed study of the process of Recruitment and Selection in Bharat Seats Ltd. Itcan
be concluded that the recruitment procedure is indeed very effective but does have some
scope for improvement.

Based on the findings gathered during the period of selection and general observations I
hereby, take the opportunity to make some suggestions which if given the slightest of
attention could help the management in making the process even more effective,

Some of these suggestions are :-

 The HR should establish arrangements to train hiring employees to make the best
hiring decisions.

 Referred candidates can be considered only if they are qualified enough.

 There is scope to improve in the area of finding good candidates from non-traditional
sources when necessary. Training hiring employees can contribute in this part.

 The effectiveness of the interviewing process and other selection instruments is

another part where improvement can be done.

59
5.3 CONCLUSION

This study suggest that when Recruitment and Selection Process is properly established and
implemented then organization will must grow because all the employees will be according to
the requirements Recruitment and Selection Process affects a lot on the organizational activities
regarding its growth because if the people will be according to the requirements and skillful
then cost will reduce and organization must grow. All the study has proven the fact there is
directly and indirectly relationship is present between these variables and these variables affect
on the recruitment and Selection Process. All the independent variables are Recruitment
sources, Interviews and Recruiters are all very important in the Recruitment and Selection
Process because by the missing of any one factor there is chance the whole Recruitment and
Selection Process will be affected by these factors. There are no doubt others factors also affect
on the Recruitment and Selection Process but these are main and require more attention. That
is why I choose these variables.

60
 BIBLIOGRAPHY

Serge P. da Motta Veiga (spdmv@lehigh.edu) is an Assistant Professor in the Department of

Management at Lehigh University. He received his Ph.D. from the University of Missouri. His
research interests include job search, recruitment, selection, emotions, and motivation at
work. (wileyonlinelibrary.com)

Mag B (2004) Bass printers.http://www.english-heritage.org.uk/upload/pdf/AnnualReport

20056.pdf

Ma, R.; Allen, D.G. Recruiting across cultures: A value-based model of recruitment. Hum.
Resour. Manag.Rev. 2009, 19, 334–346.

Belfield, C. R. (1999). the Behaviour of graduates in the SME Labour Market: Evidence and
Perceptions. Small Business Economics. 12, 249-259, doi:10.1023/A:1008011303353
http://dx.doi.org/10.1023/A:1008011303353

Carless, S. A. (2007). Graduate recruitment and selection in Australia. International Journal

of Selection and Assessment, 15(2), 153-166.

Armstrong CP. Current Recruitment and Selection Practices: A National Survey of Fortune
1000 Firms. North American Journal of Psycology 2006; 489-496

WEBSITE

www.scribd.com
www.ink.library.smu.edu.sg
www.couldfront.net
www.cambridge.org
www.researchgate.net
www.search.infomit.org
https://bharatseats.com/

61
MAGAZINES

Business India

Business World

India Today Newspaper

Course Books Of MBA

Human Resource Management by L M Prasad

SEARCH ENGINES

www.google.co.in
www.googlescholar.com

62
 QUESTIONNAIRE

Name of
employee…………………………………………………………………………

Designation………………………………………………………………………

Department………………………………………………………………………

Contact no…………………………………………………………………………………

Q.1. Identify source from where you came to know about the job ?

 Consultant
 Personal reference
 E-recruitment
 Others

Q.2. Are you satisfied with the recruitment process by which you are selected ?

 Yes
 No

Q.3. What image you were having of Bharat seats limited before getting recruitment ?

 Satisfactory
 Average
 Unsatisfactory

Q.4. Jd details given on job portals?

 Satisfactory
 Average
 unsatisfactory

Q.5. Are you satisfied with salary package ?

 Satisfied
 Good
 Average
 Unsatisfied

63
Q.6. How would you rate the hr department performance in recruitment and selection ?

 Poor
 Adequate
 Excellent
Q.7. Is the resume screening and shortlisting method used by the organization is satisfactory ?

 Yes
 no

Q.8. Which is the most important quality the organization looks for in a candidates ?

 Knowledge
 Past experience
 Optimistic nature
 Other

Q.9. Do you think organization looks or gives first preference for experienced employees in
the selection process ?

 Yes
 No

Q.10. The organization doing timelines recruitment and selection process.

 Yes
 No

Q.11. Application response from the recruiter side ?

 Immediate
 Normal
 Late
 No response

Q.12. Duration of recruitment and selection process.

 Long
 Short
 Average

64