RECRUITMENT SELECTION PROCESS

RECRUITMENT & SELECTION PROCESS

OF

HONDA SIEL CARS INDIA LTD, GREATER NOIDA

SUBMITTED BY:

SHINJAN AGGARWAL

FK- 1

FW/ 07-09

INDIAN INSTITUTE OF

PLANNING

AND

MANAGEMENT

ACKNOWLEDGEMENT

The beatitude and bliss that accompany the successful completion of any task can never be complete without the expression of appreciation to the people who made it possible. So with reverence, veneration and honour I acknowledge all those whose guidance and encouragement has made the completion of my project successful.

The project title “Recruitment and Selection” has been conducted by me from Honda Siel Cars India Ltd (Greater Noida). I wish to thank them for providing me an opportunity to do my summer internship in their prestigious organization.

At the very onset I would like to express my sincere gratitude to Ms.Anu Mehta (Manager, HRD) who helped and guided me in a number of ways.

I have completed this project, based on the Primary research, under the guidance of Ms. Priya Singh (Assistant Manager, HRD) I have enormous intellectual depth towards my mentor, who has augmented my knowledge in the field of “Recruitment and Selection” and who considered me capable enough for various responsibilities. She helped me learn about the process and gave me valuable insight into the subject-matter. I am indebted towards her for her persistent guidance, motivation and encouragement in all my ventures. Without her endeavour my internship would have been incomplete and the project would have not taken a proper shape and met success.

I am obliged to Ms.Misha Sharma and Ms.Shailja Arya for their constant, valuable guidance and cooperation during the internship. I would also like to thank Mr.Jeetendra Tekchandani and Mr.Rajdeep Tripathy, Ms.Samiksha and Ms.Sonam for their help from time to time. My increased spectrum of knowledge in this field is the result of their constant supervision and direction that has helped me to absorb relevant and high quality information.

Last but not the least I would also like to express my sincerest respects for Mr. Raman Sharma (Vice-President-cum-Director) whose words of inspiration and encouragement always provided us with enthusiasm and zeal to work incessantly.

Finally I feel indebted to all those persons who have provided me help directly or indirectly in the successful completion of this study.

CONTENTS

Page No.

Cover Page 1

Acknowledgement 2

Table of Contents 3

Executive Summary 4

Chapter 1 Company Profile 5-17 Introduction 5-10

Beliefs, Principles and Missions 11-12

Sales & Awards 13-14

SWOT analysis 16-17

Chapter 2 Recruitment and Selection procedure 18-45

Manpower Planning 18-21

Source of recruitment 22-25

Selection procedure 25-29

Procedure in Honda 30-45

Chapter 3 Objective and Rationale of Study 46

Chapter 4 Review of Literature 47-52 Chapter 5 Suggestions and Recommendations 53-54

Chapter 6 Conclusion 55-56

Bibliography 57

References 59

Annexure 60-65

EXECUTIVE SUMMARY

In a world of seemingly endless decision making, it is nice to know that some decisions are easy to make. Like knowing the car that you think is best for you and your family – Honda. If you take a closer look, you'll discover that Prime Honda turns out be your best decision for purchasing and servicing your Honda Cars.

My training period in this company has given me a lot of confidence and exposure to what corporate world is. The project given to me is “Recruitment and Selection”. The Aim of the project is to determine the effectiveness of Recruitment and Selection Policy in Honda Siel Companies.

As we know that in order to run any company we search “right candidate for the right job”. It is the initial step to run any organization because employees are the most important asset of any organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. That’s the reason I have chosen this topic and secondly it is a major part of HR, which is my subject of interest.

This project reflects the working culture of Honda Siel Cars as to how the company uses various methods in recruiting and selecting the applicants in comparative with other companies and in which areas it needs some improvement.

Company Profile

A joint venture undertaking between ITOCHU Corporation of Japan and Ansal Housing and Construction Co. Ltd. in India.

First amongst Honda Car dealerships to obtain ISO 9002 certification, within the very first year of operations.

Board of Directors comprise of successful and experienced professionals with International exposure and experience.

ITOCHU Corporation brings with it experience of operating Automobile Dealerships in three Continents.

Equity base of Rs.120 million.

Company Bankers: Standard Chartered Bank, ICICI Bank Ltd.

Company Auditors: SAHNI NATRAJAN & BAHL.

Facilities conveniently located at Ansal Plaza Vaishali on ownership with ample parking.

Over Rs.12 million worth of State of the art equipment.

Professionally managed operations.

Personnel trained at Honda International Technical and Education Centre.

Regular in-house training programmes.

Sales, Service and Spare Parts facilities under one roof.

Customer focused outlook.

ISO: CERTIFICATION Company

Certified for ISO 9001 for Quality Management System and ISO 14001 for Environment Management System. ‘As recognition to our devotion to providing consistent quality service, we were certified ISO 9002 Compliant within the first year of operation in 1998 and were upgraded to ISO 9001-2000 in January 2003. Our commitment to protect the environment was recognized and we received ISO 14001 certification in the year 2000. Thus assured of quality services from Prime Honda, we seek your support in preserving environment’

PHILOSOPHY Improve productivity by providing a non-polluted, hazard free environment to achieve integrated workflow, eliminating unnecessary layers of work and avoiding waste. Quality improvement by constant endeavor to do better and encourage self imposed quality checks. Periodic training & managerial development programs with a view to update knowledge and skills, form healthy attitudes to such crucial matters as customer service, productivity, quality and skill levels and thereby achieve increased levels of commitment to the organization, its values and goals. Respect for the individual by way of encouraging openness and approachability at all levels, providing for open discussions and participation in decision-making process. Clarity of the individual role by providing clear and written job descriptions along with key result areas. Encourage assumption of responsibility and have a transparent promotional reward policy along with adequate feedback on performance. Promote a democratic, but task -oriented atmosphere encouraging a cohesive team with a view to ensuring warmth and good fellowship between all associates of the company and to foster a sense of belonging. C. K. Thampy (1997-2006)

HONDA – GREATER NOIDA

Honda Siel Cars India Ltd., (HSCI) a subsidiary of Japan based Honda Motor Company (World's fifth largest vehicle manufacturing co. by volume) was incorporated in December 1995 as a joint venture between Honda Motor Co. Ltd., Japan and Siel Limited, a Siddharth Shriram Group company, with a commitment to providing Honda’s latest passenger car models and technologies, to the Indian customers.

The parent company Honda Motor Co., Ltd. has grown to become the world's largest motorcycle manufacturer and one of the leading automakers. With a global network of 437* subsidiaries and equity-method affiliates, Honda develops, manufactures, and markets a wide variety of products ranging from small general-purpose engines and scooters to specialty sports cars, to earn the Company an outstanding reputation from customers world wide.

OWNERSHIP PATTERN

Honda Siel Cars India Ltd., (HSCI) was incorporated in December 1995 as a joint venture between Honda Motor Co. Ltd., Japan and Siel Limited, a Siddharth Shriram Group company, with a commitment to providing Honda’s latest passenger car models and technologies, to the Indian customers.

The Honda City, its first offering introduced in 1997, revolutionized the Indian passenger car market and has ever since been recognized as an engineering marvel in the Indian automobile industry. The success of City as well as all its other models has led HSCI to become the leading premium car manufacturer in India.

The total investment made by the company in India till date is Rs. 1620 crores, further investment of RS. 1000 crore is planned and being currently invested for the coming second plant in Rajasthan. The company has a capacity of manufacturing 100,000 cars.

§ Honda Philosophy

The Honda Philosophy expressed in this illustration shows the Company Principle, Management Policies and the ‘Honda Way’ based upon the fundamental beliefs of ‘Respect for the Individual’ and ‘The Three Joys’

Fundamental Beliefs

Company Principle

§ Showcase of Manufacturing Capacity

HSCI’s state-of-the-art manufacturing unit was set up in 1997 at Greater Noida, U.P with an investment of Rs. 450 crores. The green-field project is spread across 150 acres of land.
The initial installed capacity of the plant was 30,000 cars per annum, which was thereafter increased to 50,000 cars on a two-shift basis. The capacity has further been enhanced to 1, 00,000 units annually in February 2008. The capacity expansion was necessitated by the excellent performance of all the Honda models, particularly the growing demand for City ZX in India. The company with the objective of offering higher quality products to its customers, faster and quicker, did several modifications. The expansion process also included expansion of the covered area in the plant, from1, 07,000 sq.m. To 1, 31,794sq.m.

HSCI currently produces the Honda City ZX, Civic and Accord models in India and the premium SUV, CR-V is sold as a fully imported unit from Japan. The company operates under the stringent standards of ISO 9001 for quality management and ISO 14001 for environment management.

§ Product Range

Honda Siel Cars’ product range in India includes the Honda City ZX in the mid-size segment, Civic in the Lower D segment and Accord in the luxury segment and third generation all-new CR-V (both 2.0L 2 WD and 2.4L 4WD) in the SUV segment. While the City ZX, Civic and Accord are manufactured at the company’s plant, the CR-V is imported from Japan as a Completely Built Unit.

§ Sales Performance

HSCI closed the 2006-07financial year on an upbeat note with total sales of 61,327 units in the domestic market – a growth of 41.5% over the previous financial year. The company’s flagship model, the Honda City ZX, accounted for 40,464 units in the year. Total Accord and CR-V sales for 2006-07 stood at 2,728 and 1,873 units respectively.

§ Environment and Safety

The Honda Group is globally recognized for its concern towards environment, safety and conservation of the society in which it operates. HSCI follows the same in India for achieving high standards in environmental safety in the various processes of car manufacturing.

(Source: www.hondacarindia.com)

Honda AT A GLANCE…

Corporate Awards and Accolades

***YEAR 2008***

• Total Customer Satisfaction (Honda City and Honda CR-V) by TNS.
• ‘Best Executive Car’ (Honda Civic), CNBC Autocar Auto Awards.
• ‘Best Brand for eco friendliness’ (HSCI) by Auto India.
• ‘Best ad campaign of the year’ (HSCI’s 10th anniversary campaign) by Overdrive.

***YEAR 2007***

· Manufacturer of the Year by CNBC TV–18 Autocar.

· ‘SUV of the Year’ (Honda CR-V) by NDTV Profit Car & Bike.

· ‘SUV of the Year’ (Honda CR-V) by Overdrive.

· ‘Best Driver’s Car’ award by CNBC TV-18 Autocar Auto Awards.

· ‘Car of the Year’ (Honda Civic) by CNBC TV-18 Autocar Auto Awards 2007.

· ‘Car of the Year’ (Honda Civic) by NDTV Profit Car & Bike Awards 2007.

· Viewers’ Choice’ award by NDTV, CNBC and Aaj Tak.

· TNS Total Customer Satisfaction Study – 2006 (Accord, CR-V & City).

· ‘NDTV CNB-AAA PR & Communications Team of the Year’.

***YEAR 2006***

· Best Indian Company (unlisted) by Business Standard Group.

· Manufacturer of the Year by NDTV Profit-Car India.

· Manufacturer of the Year by CNBC-TV 18 Autocar India.

· No 1 Mid Size Car (Honda City); No 1 Entry Luxury Car (Honda Accord) and No 1 Premium SUV (Honda CR-V) by TNS.

· Best Mid-size Car in Initial Quality (Honda City) and Most Appealing Mid-size car (Honda City) by JD Power.

***YEAR 2004***

· CNBC Autocar CAR of the year 2004 - Honda City.

· ICICI Overdrive SUV of the Year 2004 - Honda CR-V.

· ICICI Overdrive Car of the Year 2004 - Honda City.

· Business Standard Motoring Car of the Year 2004 - Honda City.

• (Source: www.hondacarindia.com)

SALES AND DISTRIBUTION NETWORK

Honda Siel Cars India has a strong sales and distribution network spread across the country. The network includes 80 facilities in 51 cities. HSCI dealerships are based on the “3S Facility” (Sales, Service, Spares) format, offering complete range of services to its customers.

Infrastructure

· HSCI’s state-of-the-art manufacturing unit was set up in 1997 at Greater Noida, U.P with an investment of Rs. 450 crores.

· Human Resource strength of 2399 associates currently (604 Associates and 1795 Line Associates).

· The green-field project is spread across 150 acres of land (over 6, 00,000 sq. m.).

· The current capacity of producing 1, 00,000 units annually.

· Cost and time saving processes of manufacturing and delivery.

· Own R&D / Engineering cell for raw material evaluations, testing new designs, new products and innovations.

Honda Motor Company SWOT Analysis

Honda motor company is not just an average Japanese car manufacturer. Originally known for motorcycles, Honda has managed to elude the dominant keiretsu system in Japan and become one of the dominant automobile manufacturers in the world.

Strengths

· Honda has a reputation for producing high quality products from cars to motorcycles to lawn mowers.

· They are the largest manufacturer of motorcycles in the world.

· Honda has won many awards for initial quality and customer satisfaction.

· Their research has afforded them competitiveness in innovative products.

· They were a pioneer in engineering low emissions internal combustion and hybrid technology.

· Honda is the only other manufacturer outside of Mitsubishi to branch out into many other areas outside of automobiles, like motorcycles, scooters, power equipments (generators), Asimo Robot.

Weaknesses

· Their prices are higher for non-luxury vehicles than comparable modes by other manufactures.

· Their vehicles also have a reputation for being underpowered.

· Due to the latest technology being used in Honda products it is difficult to keep the prices low.

Opportunities

· To continue progressing low emission vehicles and alternative power sources.

· Another area of opportunity would be developing nations like China and India. These are large markets, and cheap dependable transportation would be a hot seller.

Threats

• Too many competitors in automotive industry.
• Expanding market size of compact cars (currently it is around 76%)
• Regaining the lead of low emissions is a risky proposition as other companies are coming out with new and cost effective ideas of producing low emission vehicles.
• Increasing steel prices will make it difficult for the companies to continue the current pricing strategy.

Recruitment & Selection Procedures

“Recruitment is a true sales function. A recruiter should uncover the needs of the applicants and understand why they have those needs and the recruiter can then show how the organization can specifically satisfy such needs”.

Recruitment provides a pool of applicants for selection. Selection is much more than just choosing the best candidate. It is an attempt to strike a happy balance between what the applicant can and wants to do and what the organization requires. Various selection tools and techniques are used to find people with relevant qualifications who are willing to accept the job offer and give satisfactory service and performance in the long run.

Manpower Planning

“Manpower” or “Human Resource” may be thought of as “the total knowledge”, skills, creative abilities, talents and aptitudes of an organization’s work force, as well as the values, attitudes and benefits of an individual involved……… It is the sum total of inherent abilities, acquired knowledge and skills represented by the talent and aptitudes of the employed persons.” Of all the “M”s in management (i.e., the management of materials, machines, methods, money, motive power), the most important is “M” for men or human resources. It is the most valuable asset of an organization, and not the money or physical equipment.

Human resources are utilized to the maximum possible extent in order to achieve individual an organizational goals. An organization’s performance and resulting productivity are directly proportional to the quantity and quality of its human resources.

Human resource or manpower planning is “the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. ‘Through planning, a management strives to have the right number and the right kind of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long-range benefit.

Human resource planning consists of a series of activities, viz.

A. Forecasting future manpower requirements, either in terms of mathematical projections of trends in the economic environment and development in industry, or in terms of judgmental estimates based upon the specific future plans of a company;

B. Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally;

C. Anticipating manpower problems by projecting present resources in the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and

D. Planning the necessary programme of requirement, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met.

Manpower Planning Process

Manpower planning fulfills individual, organizational and national goals. The main purpose is one of matching or fitting employee’s abilities to enterprise requirements, with an emphasis on future instead of present arrangements.

Thus, manpower planning involves forecasting manpower requirement, preparing manpower inventory to assess the internal supply of manpower, identification of manpower gap which may be in the form of either surplus or shortage of manpower, and designing action plans for bridging this gap. Organizational objectives and plans provide base for manpower planning so that it is linked with the former.

· Organizational Objectives and Plans:

The starting point of any activity in an organization is its objectives which generate various plans and policies which provide direction for future course of action. Out of this direction, various subsystems of the organization devise their own plans and programmes. Thus, each subsystems plans and programmes are linked to organizational plans and policies. To the extent, this linkage is not proper, a subsystem’s contribution to the achievement organizational objectives is adversely affected. This is true with manpower planning too. While going through its process, therefore, organizational policies with regard to effective utilization of human resources should be identified and incorporated in planning process.

· Forecasting Manpower Requirement:

The first essential ingredient of manpower planning is forecasting needs for human resources in an organization over a period of time. Forecasting of human resource requirements serves the following purposes:

1. To quantify the jobs necessary for producing a given number of goods; or offering a given amount of service;

2. To determine what staff-mix is desirable in the future;

3. To assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary cost;

4. To prevent shortages of people where and when they are needed most; and

5. To monitor compliance with legal requirements with regard to reservation of jobs.

· Preparing Manpower Inventory:

Inventory is a term which is normally used to counting of tangible objects like raw materials and finished goods, etc. In the same way, inventory of human resources can also be prepared. The basic purpose of preparing manpower inventory is to find out the size and quality of personnel available within the organization to man various positions. Every organization will have two major sources of supply of manpower: internal and external.

a) Internal labour supply: A profile of employees in terms of age, sex, education, training, experience, job level, past performance and future potentials should be kept ready for use whenever required. Requirements in terms of growth/diversification, internal movement of employees must also be assessed in advance.

b) External labour supply: When the organization grows rapidly, diversifies into newer areas of operations (merchant banking, capital market operations, mutual funds, etc. in case of a bank) or when it is not able to find the people internally to fill the vacancies, it has to look into outside sources.

· Identification of Manpower Gap:

Manpower gap is the difference between manpower required at a particular time and the personnel being available at that particular time. This gap can be identified on the basis of forecasts for human resource needs and supply. This gap should be measured in respect of various types of personnel because mere aggregate quantitative gap would not serve much purpose. This gap may be of two types: surplus human resources and shortage of human resources. Based on the analysis of this gap, action plans must be developed to overcome this gap.

· Action Plans:

Various action plans are devised to bridge human resource gap. If there is surplus of human resources either because of improper manpower planning in the past or because of change in organizational plan, such as divestment of business or closing down some businesses because of various reasons, action plans may be devised to prune their size through layoff, voluntary retirement, etc. If there is shortage of human resources, action plan may be devised to recruit additional personnel.

Recruitment and Selection

The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success of the organization.

The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning to fruition.

Recruitment

Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement junction, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organization.

“Recruiting is the discovery of potential applicants for actual or anticipated organizational vacancies. In other words, it is a ‘linking activity’ bringing together those with jobs and those seeking jobs.”

Factors affecting recruitment

Factors governing recruitment may broadly be divided as internal and external factors.

The internal factors are:

i. Recruiting policy of the organization;

ii. Human resource planning strategy of the company;

iii. Size of the organization and number of employees employed;

iv. Cost involved in recruiting employees, and finally;

v. Growth and expansion plans of the organization.

The external factors are:

i. Supply and demand of specific skills in the labor market;

ii. Political and legal consideration such as reservation of jobs for SCs, STs and so on;

iii. Company’s image-perception of the job seekers about the company.

Sources of recruitment

Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employee it needs. Some companies try to develop new sources, while most only try to tackle the existing sources they have. These sources, accordingly, may be termed as internal and external.

Internal Sources:

Recruiting may be hiring to mind employment agencies and classified ads, but current employees are often the best source of candidates. These include personnel already on the pay-roll of an organization, i.e., its present working force, whenever any vacancy occurs, somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who where once of the pay-roll of the company but who plan to return or whom the company would like to rehire, such as those on leave of absence, those who quit voluntarily, or those on production lay-offs.

External Sources:

Firms can not always get all the employees they need from their current staff, and sometimes they just don’t want to. . We will look at the sources firms use to find outside candidates next. Normally, following outside sources are utilized for different positions.

Advertisement: Everyone is familiar with employment ads, and most of us have probably responded to one or more. It is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspapers, bulletins, etc., is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these jobs.

Employment Agencies: Many organizations get the information about the prospective candidates through employment agencies. In our country, two types of employment agencies are operating. These are:

1. Public agencies operated by federal, state or local governments;
2. Private employment agencies

A. Public employment agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these exchanges. Normally, such exchanges provide candidates for lower positions.

B. Private employment agencies: Private employment agencies are important sources on clerical, white-collar, and managerial personnel. They charge fees (set by state law and posted in their offices) for each applicant they place.

On Campus Recruitment: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities, and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organization hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called further interviews at specified places.

Referrals and Walk- Ins: “Employee referrals” campaigns are another option. The firm posts announcements of openings and requests for referrals in its bulletin and on its wallboards and intranet; prizes or cash rewards that culminate in hiring. Employee referrals have been the source of almost half of all hires at America Credit since the firm kicked off its “you’ve got friends, we want to meet them” employee referrals program. Employees making a referral receive $10 awards, with the payments spread over a year. As the head of recruiting says, “Quality people know quality people. If you give employees the opportunity to make referrals, they automatically suggest high caliber people because they are stakeholders…..”

Internet Recruiting: A large and fast-growing proportion of employers use the Internet as a recruiting jumped from 10% in 1997 to 75% in 2000. Infosys Technologies Ltd., for example, gets over 1000 resumes a day from prospective candidates through the Net. The HR manager has to key in his or her requirement and ‘profiles’ of candidates from the company’s database get generated. There are a variety of websites available- in addition to a company’s own website- where applicants can submit their resumes and potential employers can check for qualified applicants. (such as (i) www.jobsahead.com (ii) www.headhunters.com (iii) www.naukri.com (iv) www.monsterindia.com (v) www.timesjob.com etc.)

Selection

The size of the labor market, the image of a company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner in which job aspirants are likely to respond to the recruiting efforts of a company. Through the process of recruitment, a company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting thus, provides a pool of applicants for selection.

“Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates”.

Selection Procedure

The selection procedure is concerned with securing relevant information about an applicant. This information is secured in a number of steps or stages. The objective of selection process is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is most likely to perform well in that job. The hiring procedure is not a single act but it is essentially a series of methods or steps or stages by which additional information is secured about the applicant.

Steps in Selection Procedure

There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is, therefore, generally long and complicated. Many employers make use of such techniques and pseudo-sciences as phrenology, physiognomy, astrology, graphology, etc., while coming to hire decision. However, in modern times, these are considered to be unreliable measures.

The following is a popular though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening;

2. Application blank- a fact-finder which helps one in learning about an applicant’s background and life history;

3. Different types of test used to look at a candidate’s suitability for a job;

4. A well conducted interview to explore the facts and get at the attitudes of the applicant and his family job and the

5. A physical examination-health and stamina’s are vital factors in success;

6. A reference check;

7. Final selection approval by Manager and communication of the decision to the candidate.

1. Reception, Initial or Preliminary Interview Or Screening

The initial screening is usually conducted by a special interviewer to a high caliber receptionist in the employment office. This interview is essentially a sorting process in which prospective applicants are given the necessary information about the nature of the jobs in the organization. The necessary information, then, elicited from the candidates relating to their education, experience, skill, salary demanded, the reasons for leaving their present jobs, their job interests and whether they are available for the job, their physical appearance, age, “drive” and facility in speech. If a candidate meets with the requirements of the organizational structure he is eliminated at the preliminary stage.

2. Application Blank or Application Form

An application blank is a traditional, widely accepted device for getting information. Corn a prospective applicant which will enable a management to make a proper selection.

It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic historical data from the candidate. The information required to be given in the applicant’s own hand writing is needed to identify him properly and to draw tentative inferences about his suitability for employment. Many types of application forms- some times very long and comprehensive and sometimes brief- are used. Information is generally called on the following items.

a. Biographical Data

b. Education Attainment

c. Work Experience

d. Salary

e. Personal Items

f. Other Items: Names and addresses of previous employers, reference etc.

3. Selection Test:

Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms.

4. Interview:

Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step, the interviewer tries to obtain and synthesize information about the abilities of the interviewee and the requirements of the job. Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization. These are Structured Interview, Non- Structured Interview, Situational Interview, Behavioural Interview, Panel Interview, Stress Interview, etc.

5. Medical Examination:

Medical examination is carried out to ascertain the physical standards and fitness of prospective employees. Medical Examination can give the following information:

• Whether the applicant is medically suitable for the specific job or not;
• Whether the applicant’s physical measurements are in accordance with job requirements or not.

But some organizations use this type of test.

6. Reference Checks:

The use of references is common in most selection procedures, for it involves only a little time and money and minimum of effort. The procedure places reliance on the evaluation of former employers, friends and professional personnel. Checks on references are made by mail or by telephone, and occasionally or by using reference form.

7. Hiring Decision:

The Line Manager concerned has to make the final decision now- whether to select or reject a candidate after soliciting the required information through different techniques. After taking the final decision, the organization has to intimate this decision to successful as well as unsuccessful candidates. The organization sends the appointment order to the successful candidates either immediately or after some time, depending upon its time schedule.

Recruitment And Selection Procedure Of

Honda Siel Cars

Honda Siel Cars translates its business strategy into a manpower plan and develops a recruitment program accordingly, which will enable it to attract and select people with the appropriate combination of experience, skills and knowledge.

Objectives

The main objectives of the Recruitment Policy are outlined as follows:

• Build the Honda Siel Cars brand in the job market
• Ensure availability of the “right” talent at the “right” time
• Evaluate through a scientific process that ensures the right fit between the organization and the candidate.

Recruitment Procedure

A. Manpower process

Ø Manpower Forecasting

1. The overall annual business plan for the company breaks down into plans and targets for each individual department. Each department calculates their grade wise manpower requirements based on the staffing norms, and provide quarterly and monthly manpower requirements to corporate HR.
2. Based on the attrition trends and manpower requirements, all the respective Head of Departments arrive on the manpower numbers along with Head-HR and obtain on MD’S approval.
3. The projected requirements for the year must reach Head-HR, latest by the first week of January every year.

Ø Manpower Inventory

HR prepares the current manpower status of each department, including an analysis of the current manpower at each location, grade and skill summary.

Ø Identifying Manpower Gaps

The existing number of employees and their skill levels compared with the forecasted requirements to identify qualitative and quantitative gaps. Options for the redeployment through retaining, transfers, promotions are considered. Where these options do not exist, options for recruiting from external sources are taken into account.

Ø Manpower Plans

On the basis of identified gaps, HR prepares on overall manpower plan which provides adequate lead time for transfers, retaining, promotions and external hiring. The plan contains details on:

• Department wise numbers for transfers, retaining and promotions.
• Department wise numbers for external recruitment.
• The final manpower plan prepares. Once completed, it will be put up for approval by all the department heads and Managing Director.

B. Preparing Job Description and Person Specification

Each position in the organization has detailed job description including the following:

Ø Description of profile to be handled

Ø Department/Location/Region

Ø Reporting relationship-Designation

Ø Whether the position is budgeted – in case of a new vacancy or replacement- mention details of last incumbent

Ø Qualifications- Essential/Desired

Ø Position in the hierarchy/Organization Structure

C. Raising Manpower Request

The hiring managers raise the manpower request using the following format and to HODs for their approval using MR form.

Particulars Details

Date of initiation __________

JD Code __________

Position __________

Reporting Relationship (Designation) __________

Location __________

Region __________

Date of closing the position __________

Ø The manpower request rises through My Single by the hiring managers. Regional HR managers notify HO-HR and Head-HR while seeking HOD approval.

Ø Once the vacancy is filled, My Single MRF approval in hard copy along with the signatures of Head-HR documented in the personnel file for selected candidates. Head-HR signs the manpower request form once the vacancy is filled.

Ø All requests for a new position must be sent to HR in a Manpower Requisition Form after approval from the HOD, Human Resource manages the process of recruitment and selection with inputs from the line function.

D. Sources of recruitment

Generally the sources of recruitment are categorized into two parts:

• Internal Recruitment
• External Recruitment

Ø Internal Recruitment:

The company believes in offering opportunities for growth and carrier progression to its employees; thus each time a requirement arises, internal recruitment is a preferred mode. For every vacancy arises below level, an option of filling the post initially is considered. HR places an advertisement on the intranet. The advertisement contains the following details:

a. Job Profile

b. Education qualifications, Skills, Experience

c. Last date of receiving Applications

d. Contact person in HR

All applications are screened for the eligibility against pre-determined criteria for the vacancy. HR prepares a list of eligible applicants and seeks approval from the respective Reporting Manager and Departmental Head. If approval is given, HR sends notification to the eligible candidates via email. Applicants who are not found eligible are also be notified as via email.

Eligible candidates undergo a panel interview

If no suitable applicants apply within one week from the date of posting the advertisement, external recruitment is initiated.

Ø External Recruitment:

The vacancies can be filled through the following channels:

• Candidates walking in/ sending their CVs directly
• Job Portals
• Honda Siel Cars Site (thru hrindia@Honda Siel Cars.com)
• Consultants
• Campus Recruitment

Hiring team work on each position as per the following:

S.No. Position Lead time for closure

1. Up to Asst. Manager 30 calendar days

2. Managers 45 calendar days

3. Sr. Manager & DGM 45 calendar days

4. GM & Above 60 calendar days

• The team spend at least 1 week in searching for the right candidate through sources other than consultants.
• Lead time calculated as follows: Date of receiving come regarding the vacancy- Date of candidate signing the LOI & committing a joining date after serving the notice period.
• The lead time is communicated to the HODs/Regional Managers by Head-HR at the time of communication of the opening to HR.

Ø Direct CVs/Job Portals/ Honda Siel Cars Site/Consultants:

The CVs received through consultants, directly received CVs, job portals & Honda Siel Cars site is stored in the CV database.

Ø Campus Recruitments:

Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive Trainees and Management Trainees or for individuals joining at entry-level positions in the company.

If candidate possess less than one year of work experience, he/she is treated as a fresh hire (entry level recruitment).

§ Trainee Schemes

ü Management Trainees

Depending upon the requirements projected in the manpower plan, the company recruits Management Trainees from Management Institutes in the country.

ü Sourcing of Trainees

Management trainees are sourced from Management Institutes across the country.

The selection criteria for institutes are described below:

· Campus rating through publications: HR refers to the Campus ratings published in the Business Magazines, available in the country and arrive at average campus ratings. For the current year the company will target institutes that are ranked between 15^th and 20^th ranks according to the ranking developed. It is further recommended that by the year 2006-2007.

· Recruitment days given: The company gives preference to the Institutes who are willing to give either day 0, 1 or 2

· Campus Specialization: Relevance of courses offered to the company’s business.

· Campus Relationship: The Company develops close relationships with targeted campus by hiring large numbers, conducting events, taking summer trainees, sending senior managers for lectures etc.

ü Positioning of Trainees

Selected trainees are positioned at the following grades:

Fresh Graduates: Student with a Masters in Business Administration is placed at the Management Trainee grades and gets confirmed in level…… after successful completion of the training period.

Experience: Student with relevant work experience of 1-3 years is given weight age but taken as a Management Trainee.

E. Recruitment Process

The recruitment process for the Management trainees is as follows:

Ø HR initiates the campus recruitment process by sending the company’s literature to the campus, one month before the proposed date of recruitment. This contains brochures of the company literature containing information about the company, the job profile and the remuneration package.

Ø SIEL representatives to the campus include:

HO HR/Regional HR

Regional Manager/Regional Functional Manager

Ø Pre Placement Talks:

HR coordinates with the Placement Cell of short listed Institutes and schedule Pre Placement Talks (PPT)

The HR head and Regional Manager inform the Pre Placement Team. The following information is carried to the Pre Placement Talks:

§ A Pre Placement Talk (PPT) for 30 minutes, covering Honda Siel Cars Corporate Video, Position Profile and growth chart, Increments, and Company policies,

§ Application Blanks,

§ Number of job openings

Selection Process

A. Eligibility Criteria:

The following eligibility criterion is used to short list applicants from various Institutes:

ü A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program

ü Projects undertaken at the summer trainee/internship level.

B. Screening of Application Blanks:

The placement Coordinator/Administrative Offices short list candidates on the basis of predetermined eligibility criteria and send the list of short listed students to the company at least one week before the date of campus interviews. HR will then screen the application blanks that are received and short list them a second time according to the eligibility criteria.

C. Selection Criteria:

The candidates qualifying the %/CGPA criteria are considered for the selection rounds.

F. Letter Of Intent:

Selected candidates are issued a letter of intent on the spot. Appointment letters are issued upon joining.

a) Trainee Scheme

Once selected, all the trainees are provided with an HR brochure that lists the details of the trainee scheme are outlined below:

§ Travel:

Management Trainees are provided with AC class Train Fare from home to the company. Conveyance expenses such as travel (taxi) from the Railway station to the place of posting etc. are provided.

§ Accommodation:

Trainees are provided with shared accommodation. Guest House is provided for one month for outstation candidates.

§ Training Program:

The training period is for six months. The details are given below:

ü A three day induction period held for all trainees by the top Management on the vision, mission and company policies.

ü All trainees spend one week in each function for a period of ………….. Weeks.

ü Trainees undertake 2 projects in 2 other functions than their specialization.

ü A combined test for all the departments and functions it is prepared by persons nominated in HO by HODs. It is conducted and evaluated by RHR and sent to HO-HR.

ü Detailed feedback session is conducted by HR and sent to HO-HR and handover to respective departments/branches.

G. Performance Evaluation and Placement:

Upon completion of the training period, all trainees undergo performance evaluation.

Process:

ü Trainees are required to present a report of the projects they have undertaken to the Department Head at the end of the training period.

ü HR schedules a performance interview for every management trainee. The panel for interview consists of one cross- functional head, Departmental head and HR Manager.

ü The trainee is assessed on the projects completed and a number of parameters listed in the “Trainee Evaluation Form”.

ü The Performance Evaluation Panel recommends a confirmation separation as per the trainee’s performance. Upon receiving the evaluation and recommendation, HR issues a confirmation letter to the trainee confirming him/her at level.

ORGANIZATION STRUCTURE

OF

GENERAL AFFAIRS - HSCI

The entire Recruitment & Selection Process can be summed up as follows:

Manpower Planning For Associates

Recruitment

Selection Process

Interview Process In HSCI

In the interview process, a candidate is checked upon his/her education, experience, behavior, confidence, communication, personal potential capability, interpersonal relationship, thinking ability & moral values.

Fixing Salary of the Candidate

OBJECTIVES AND RATIONALE OF STUDY

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OBJECTIVES

It is divided in two categories:

Primary Objective: To analyze the effectiveness of recruitment and selection procedure in

Honda Siel Cars.

Secondary Objective: To highlight the recruitment and selection policies of the companies.

RATIONALE STUDY

Honda Siel Cars is a globally known consumer electronic company. It is a world famous big company. In order to run any company we search “right candidate for the right job”. It is the initial step to run any company because employees are the most important asset of any organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. That’s the reason I have chosen this topic and secondly it is major part of HR which is my subject of interest.

With the help of this topic I want to know about the recruitment and selection policies of the companies and try to make it more effective in Honda Siel Cars. And it would be helpful for me for the future perspective.

REVIEW OF LITERATURE

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Information Value of Recruitment and Selection

In early recruitment stage, organizations have to make several important decisions concerning the characteristics of the information they provide. The medium, the level of accuracy or realism, the amount and nature of the information, might all affect both pre-hire outcomes (e.g., prospects’ willingness to apply) and post-hire outcomes (e.g. early turnover).

Realistic job previews (RJPs) are undoubtedly the most well-known recruitment procedure pertaining to provision of information. Through the use of RJPs, both favorable and unfavorable information is provided to applicants in order to reduce post-hire turnover. In the first published account of a RJP experiment more than 40 years ago, (Weitz, 1956) lauded the potential usefulness of having potential employees’ expectations as realistic as possible.

During this research, equivocal accounts of the effectiveness, rationale and related techniques devised to improve a variety of organizational outcomes (job satisfaction, performance, job tenure, commitment) have been reported.

Several studies have examined the relationships between the amount of information provided in recruitment materials and job seekers’ willingness to apply for the job described (Barber & Roehling, 1993; Gatewood, Gowan, & Lautenschlager, 1993; Herriot & Rothwell, 1981; Mason & Belt, 1986). The results of these studies generally show that recruitment materials should be informative; that they should address a range of job and organizational attributes; and that they should provide specific information about those attributes (Barber, 1998). Based upon detailed information about job requirements less qualified prospects will lose interest. Qualified prospects, on the other hand, are more likely to respond to ads when they provide specific information on what the organization has to offer. However, before strong conclusions can be drawn, additional replication is needed. More specifically, we need more studies on the relationships between online advertisements and applicant attraction. Furthermore, Barber suggested that “it may well be that the positive relationships between [potential] applicant reactions and information holds only up to a point: if recruitment materials contain too much information, they may overwhelm applicants and have a less positive (if not negative) effect” (p. 41).

Also frequently reported in the recruitment literature is the positive relationship between applicant attraction and the amount of information provided by the recruiter during the interview (Harris & Fink, 1987; Liden & Parsons, 1986; Maurer, Howe, & Lee, 1992; Powell, 1984; Rynes & Miller, 1983; Turban & Dougherty, 1992). Thus, informative recruiters are generally preferred to uninformative ones. Yet, recruiters are unlikely to present exceptionally large amounts of information about the organization, since they have to acquire information about the applicant’s qualifications as well within the limited time available (Schreurs et al., in press).

Many studies have been conducted to investigate the relationship between applicants’ perceptions of recruiter traits and behaviors and their perceptions of the organization itself. There is plenty of evidence indicating that recruiter traits (e.g., warmth, empathy, sincerity) and recruiter behaviors (e.g., informative ness, job knowledge) have a direct influence on applicant attraction (e.g., Harris & Fink, 1987; Powell, 1991). More recent research, however, suggests that this effect is fully mediated by applicants’ perceptions of job and organizational attributes (e.g., Turban, 2001; Turban, Forret, & Hendrickson, 1998). As with recruiters, selection procedures are believed to provide signals about the company’s broader characteristics (e.g., efficiency, profitability). It is suggested that virtually all pre-screening and selection methods convey some sort of information to the applicant (Anderson, 2001; Anderson & Ostroff, 1997). For instance, selection methods may inform applicants on job activities, work roles, personnel procedures, and the organizational context, including its goals values and climate (Anderson & Ostroff, 1997; Iles & Robertson, 1997). Obviously, some selection methods are more informative than others. Situational interviews, being constructed from critical job-relevant incidents, and realistic job previews in principle pose candidates with a number of highly relevant and informative scenarios. Cognitive ability tests and personality tests, on the other hand, convey less information.

Choice of Recruitment Source

Research on job information sources has usually made a distinction between formal versus informal recruitment sources. Formal job information sources involve the use of formal intermediaries such as placement offices, and recruitment advertisements. In contrast, informal job information sources do not involve the use of formal intermediaries (e.g., friends and relatives). Barber (1998) gave the following overview of the various recruitment sources: “Traditional sources include employee referrals, employment agencies (including campus placement offices and executive search firms), newspaper or radio advertisements, and unsolicited applications or “walk-ins”. More recently, organizations have turned to alternative sources, such as on-line (internet) hiring services, job fairs, and competitors’ layoffs/ outsourcing programs as means of identifying candidates (Glickstein & Ramer, 1988)” (p. 22).

The relationship between recruitment sources and post-hire outcomes is one of the most intensely researched aspects of recruitment. Interestingly, little is known about the relationship between recruitment sources and more proximal recruitment outcomes, such as the identification and attraction of applicants (Barber, 1998). Given the scope of this paper, I will concentrate on the relationship between recruitment sources and turnover. Most studies on the effectiveness of recruitment sources have found that applicants who were recruited along ‘informal’ recruitment sources (e.g., rehires, referred applicants, walk-ins) tend to have lower turnover than applicants hired via ‘formal’ sources (e.g., newspaper ads, employment agencies) (Blau, 1990; Breaugh, 1981; Breaugh & Mann, 1984; Decker & Cornelius, 1979; Gannon, 1971; K Granovetter, 1974; Quaglieri, 1982; Reid, 1972; Saks, 1994; Ullman, 1966; in Rynes, 1991). Other studies have provided only moderate support for this. Caldwell and Spivey (1983), for instance, found that for White employees, informal recruitment sources (e.g., employee referrals, in-store notices) were associated with longer tenure. For Black employees, on the other hand, more formal sources (e.g., employment agencies, media announcements) were associated with longer tenure. Other studies failed to find a positive relationship between referrals and employee tenure (Linnehan & Blau, 2003; Swaroff, Barclay, & Bass, 1985; Taylor & Schmidt, 1983).

Individual differences hypothesis

According to this hypothesis, formulated by Schwab (1982), applicants drawn from alternative sources constitute samples from different applicant populations. This means that recruitment sources might differ in the kind of applicants they reach, and that these differences in applicants might result in different post-hire outcomes, such as job tenure (Barber, 1998). Differences in applicants usually bear reference to demographic characteristics (e.g., age, location, educational level), instead of psychological criteria, such as motivation, despite the theoretical importance of the latter (Buyens, De Witte, & Martens, 2001). For example (from Taylor & Schmidt, 1983, p. 345), a recruitment advertisement aired only on daytime television would be expected to reach a different group of people than would a radio advertisement broadcast during heavy commuting hours. Presumably, individuals recruited from different sources vary in abilities affecting job performance as well as in values influencing job satisfaction and related participation behaviors, e.g., attendance and tenure.

Empirical Research on Source Effects

Taylor and Schmidt (1983) tested the realistic information and individual differences hypotheses on a sample of packaging plant employees. Selected individual characteristics (e.g., height, weight, shift preference) were included in the research to test the latter hypothesis. Characteristics were chosen because of their anticipated relationship to the dependent variables (attendance, performance, and organizational tenure). The results showed that recruitment sources (referrals, newspaper ads, public employment office referrals, radio ads, rehire).

Breaugh and Mann (1984) also tested individual differences and realism as competing hypotheses. The sample for their study consisted of 98 social service workers. The relationships between recruitment source (newspaper ads, employee referrals, and direct applicants/ walk-ins) and two outcome variables (performance and turnover) were examined. Information on realistic job expectations and several individual difference variables (demographics, applicant quality, and perceived ease of movement) was also gathered. It was found that direct applicants had higher performance and slightly better retention than applicants recruited through other sources. It was also found that employee referrals (retrospectively) reported having more realistic expectations than did the other sources, supporting the realism hypothesis. Concerning the individual differences hypothesis, applicant quality and perceived ease of movement were not found to differ across sources.

Blau (1990), using a sample of bank tellers, examined the relationship between four recruitment sources (newspaper direct applicants/ walk-ins, and referrals) and employee performance. It was found that direct applicants had higher performance than applicants recruited through other sources. In addition, it was found that direct applicants had higher ability scores than applicants from other sources, supporting the individual differences hypothesis. Less support was found for the realism hypothesis, in that referrals, not walk-ins, had the most realistic knowledge at the time of hire. As did Breaugh and Mann (1984), Blau used a retrospective measure to assess the realism of information.

Griffeth et al. (1997) used structural equations modeling (SEM) analyses to test the realism and individual differences hypotheses in a sample of 221 newly hired nurses. In addition, they used a greater variety of indicators of realism than are typically employed, assessing not only met expectations, but also role clarity, commitment to job choice, and coping skills. The results showed that recruitment sources were associated with individual differences and also with realism. Furthermore, realism was found to mediate source influence. School and walk-in sources influenced coping efficacy, commitment to job choice, and role clarity. There realism processes in turn affected most workplace outcomes (e.g., job satisfaction, withdrawal cognitions, and turnover). However, the study also found direct effects of recruiting source on post-hire outcomes. As a result of this finding, Griffeth et al. concluded that more research on mediating processes is needed.

CONCLUSION

The relationship between recruitment sources and turnover has been studied intensively in the past. Overall, the accumulated evidence suggests that such relationships are quite weak (Williams, Labig, & Stone, 1993). In light of these findings, optimizing a valid predictor-based selection strategy is probably more profitable than focusing on negligible relationships between recruitment sources and turnover (Williams et al., 1993,

cited in Cascio, 1998 .

Effective Recruitment and Selection is the initial step and the most important key point to run any organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organization cannot progress and prosper. In order to achieve the goals or perform the activities of an organization, therefore, we need to recruit people with requisite skills, qualifications and experience. Someone says that,

“Better recruitment and selection strategies result in improved

Organizational outcomes. The more effectively organizations recruit

and select candidates, the more likely they are to hire and retain

satisfied employees”.

The study mainly focuses on what should Honda Siel Cars do to make effective recruitment and selection policy in own organization in comparison with other companies. So, here we conclude that Honda Siel Cars needs slight improvement in the procedure of Recruitment and Selection. Firstly, company needs to concentrate on growth opportunities for the employees because today’s tight labor market is making it more difficult for organizations to find, recruit, and select talented people. The competition for talent is intensifying, as there are fewer qualified applicants available. This shortage of applicants makes it all the more important for organizations to be able to effectively attract, select, and retain quality candidates.

Organization needs to improve the selection criteria for selection whether it the post of manager, associate& staff, supervisor etc. They should fix some parameters to select the candidates for specific position.

They should use assessment method and aptitude test to select the candidates.

They should conduct Behavioural Interviews to some extent when selecting candidates. This type of interviews can be used to validly predict future behavior in dimensions (or competencies) critical to job success.

RECOMMENDATIONS

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SUGGESTIONS AND RECOMMENDATIONS

1. They should give more preference on interpersonal and communication skills of the candidates rather than leadership quality because to become a good leader communication is must.

2. Organization needs to improve the selection criteria for selection whether it is for the post of manager, associate & staff, supervisor etc. They should fix some parameters to select the candidates for specific position.

3. They should use assessment method and aptitude test to select the candidates in addition to already they are conducting.

4. They should conduct Behavioural Interviews to some extent when selecting candidates. This type of interviews can be used to validly predict future behaviour in dimensions (or competencies) critical to job success.

5. For recruiting managerial/professional, the Internet is the most popular advertising medium. So, they should use them to attract more candidates.

6. There should be more growth opportunities for the employees to develop themselves.

7. They need to raise the pay-scale to retain the caliber freshers.

8. They should adopt advertisements and job portals to attract the caliber candidates because it is the best and cheap method.

9. They need to make competency in between can do skills and will do skills.

10. They should give more preference to freshers because in this way the cost will be reduced.

BIBLIOGRAPHY

1. Weitz, J. (1956). Job expectancy and survival. Journal of Applied Psychology, 40, 245-247.
2. Barber, A. E. & Roehling, M. V. (1993). Job postings and the decision to interview: A verbal protocol analysis. Journal of Applied Psychology, 78, 845-856.
3. Harris, M. M. & Fink, L. S. (1987). A field study of applicant reactions to employment opportunities: Does the recruiter make a difference? Personnel Psychology, 40, 765-784.
4. Rynes, S. L. & Miller, H. E. (1983). Recruiter and job influences on candidates for employment. Journal of Applied Psychology, 68, 146-154.
5. Turban, D. B. & Dougherty, T. W. (1992). Influences of campus recruiting on applicant attraction to firms. Academy of Management Journal, 35, 739-765.
6. Harris, M. M. & Fink, L. S. (1987). A field study of applicant reactions to employment opportunities: Does the recruiter make a difference? Personnel Psychology, 40, 765-784.
7. Anderson, N. (2001). Towards a theory of socialization impact: Selection as pre-entry socialization. International Journal of Selection and Assessment, 9, 84-91.
8. Iles, P. A. & Robertson, I. T. (1997). The impact of personnel selection procedures on candidates. In N. Anderson & P. Herriot (Eds.), International handbook of selection and assessment (pp. 543-566). Chichester: Wiley.
9. Breaugh, J. A. & Mann, R. B. (1984). Recruiting source effects: A test of two alternative explanations. Journal of Occupational Psychology, 57, 261-267.
10. Kirnan, J. P., Farley, J. A., & Geisinger, K. F. (1989). The relationship between recruiting source, applicant quality, and hire performance: An analysis by sex, ethnicity, and age. Personnel Psychology, 42, 293-308.
11. Granovetter, M. S. (1974). Getting a job: A study of contacts and careers. Cambridge, MA: Harvard University Press.
12. Quaglieri, P. L. (1982). A note on variations in recruiting information obtained through different sources. Journal of Occupational Psychology, 55, 53-55.
13. Linnehan, F. & Blau, G. (2003). Testing the impact of job search and recruitment source on new hire turnover in a maquiladora. International Review of Applied Psychology, 52, 253-271.
14. Swaroff, P. G., Barclay, L. A., & Bass, A. R. (1985). Recruiting sources: Another look. Journal of Applied Psychology, 70, 720-728.
15. Taylor, M. S. & Schmidt, D. W. (1983). A process-oriented investigation of recruitment source effectiveness. Personnel Psychology, 36, 343-354.
16. Buyens, D., De Witte, K., & Martens, G. (2001). Building a conceptual framework on the exploratory job search. Working paper no. 2001/108. Ghent, Ghent University, Faculty of Economics and Business Administration.

REFERENCES

WEBSITES

1. www.Honda Siel Carsindia.com
2. www.google.com
3. www.hrcite.com
4. www.wikipedia.com

BOOKS

1. V S P Rao Second Edition: New Delhi, 2005 Human Resource Management.

ANNEXURE

Recruitment and Selection Questionnaire

The objective of the questionnaire is to understand the HR policies for recruitment and selection of various companies so that benchmark can be set for the same for the betterment of the organization.

1. Is there a policy stating the organization’s philosophy on recruitment Yes/No

and selection?

If yes then please give brief description (in few words)

________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. Is there a formal process in place for identifying job vacancies? Yes/No

If yes please specify?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

3. Briefly describe the process from needs identification through final approval

authorization?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

4. Is a job analysis conducted for each position? Yes/No

5. Does the job analysis accurately identify the essential ‘can do’ skills Yes/No

needed (i.e. skills, abilities, knowledge, education and experience)?

If yes then please mention your preference.

(i) _______________ (ii) ______________ (iii) _______________

(iv)_______________ (v) ______________

6. Does the job analysis accurately identified the essential ‘will do’ skills Yes/No

needed (i.e. leadership, interpersonal, entrepreneurial, communication

and good attitude)?

If yes then please mention your preference.

(i) _______________ (ii) _______________ (iii) ________________

(iv) ______________ (v) _______________

7. Does the policy contain procedures to guide managers through the Yes/No

recruitment and selection process?

If yes then please give brief description (in few words)

________________________________________________________________________________________________________________________________________________________________________________________________________________________

8. Is consideration given to internal candidates for all or some job Yes/No

openings before outside recruitment begin?

If some positions are determined not to be filled from within, can you

please suggest its parameters?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

9. Are recruitment strategies (methods to obtain qualified candidates) set Yes/No

before recruitment begins?

Who participates in the strategy development?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

Does this strategy include affirmative action and diversity needs? Yes/No

10. Which method is generally used to recruit the employees in your

organization?

(a) Campus (f) Job fairs

(b) Employee Referrals (h) Portals

(c) Consultants (i) Internet Recruiting

(d) Walk-ins (j) Employment search firms

(e) Advertisements (k) Others (specify) ________

11. Rank the following according to its relevance to the company:

(1- High priority, 2-next priority and so on)

________________________________________________________________________________________________________________________________________________________________________________________________________________________

Employees are mainly recruited through:

Sl. No	Source	Candidates with experience of
		0-1 yr	1-3 yrs	3-5 yrs	5-10 yrs	10 yrs & above
1	Campus
2	Employee Referrals
3	Consultants
4	Walk-ins
6	Advertisements
7	Job Fairs
8	Portals

12. Does your organization measure the effectiveness as well as the Yes/No

costs of these recruiting sources?

To whom are these performance measures and recruiting costs

communicated?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

13. Are candidates telephone interviews, teleconferencing or video screening Yes/No

conducting before personal interviews?

14. How many candidates are typically interviewed before filling a position

and at what levels?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

15. Who participates in the interview and what intervals?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

16. How many people are typically involved in the interviewing process?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

17. Are panel interviews used? Yes/No

Who make the final hiring decision?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

18. Are hiring managers trained in objective selection (i.e. interviewing Yes/No

techniques, position-related questions and legal complications)/ What

type of training is provided?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

19. Are reference checks are conducted on all candidates? Yes/No

Who perform the reference checks?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

20. Are tests or personality profiles used in the selection process? Yes/No

Are they professionally validated? Yes/No

21. Has the organization examined or evaluated the following alternatives

to satisfying workforce requirements:

(i) Project or contract outsourcing Yes/No

(ii) Temporary placement Yes/No

(iii) Internal temporary placement pool Yes/No

(iv) Part-time employment and job sharing Yes/No

22. Are all employment costs accounted for in the organization’s budget? Yes/No

23. What is testing in selection?

________________________________________________________________________________________________________________________________________________

What types of tests do you adopt for selecting candidates?

(a) Aptitude Test (e) Integrity Test

(b) Intelligence Test (f) Achievement Test

(c) Personality Test (g) Interest Test

(d) Assessments (h) Others (specify) _______

24. What is the final criterion for selection? Choose all the criteria and indicate the order of important for each – 1 is most important; 10 is least important.

________________________________________________________________________________________________________________________________________________

Ranking
M	A&S	S	O	Selection Criterion
				Lowest price (salary demanded)
				Knowledge about the local culture and environment
				Functional competence
				Previous experience with a similar organization
				Best fit between the person and the job
				Best fit between the person and the organization culture
				Ability to learn
				Potential of the person to take up responsible position in future
				Attitude of the persons
				Others (please specify)

M = Managerial, S = Supervisory, A&S= Associates and staff, O = Others

25. Which type of interview is conducted in your organization?

(a) Behavioural Interview (e) Structured Interview

(b) Situational Interview (f) Non- Structured Interview

(c) Stress Interview (g) Others (specify) _________

(d) Panel Interview

26. What are reasons for employees leaving your organization?

(a) Better Pay Packets (d) Organization Culture

(b) Shift Timings (e) Growth opportunities

(c) Nature of work (f) Others (specify) __________

27. What is the main barrier in your organization to recruit and select the

candidate?

(a) Hard to find candidates with specialized skill sets

(b) Other organizations competing for the same applicants

(c) Difficulty in finding and identifying applicants

(d) Selection process is slow or cumbersome

(e) Developing or choosing valid selection process

(f) Others (specify) __________

28. On a scale of one to seven (seven being the highest and four being adequate),

How do you think the HR team would rate the effectiveness of the

recruitment and selection process with reason?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

Company’s Name __________

Name __________

Designation __________

THANKS FOR YOUR VALUABLE RESPONSE……………….