Summer Training project Report

on
RECRUITMENT & SELECTION
&
TRAINING & DEVELOPMENT
For
HIMALAYA INFRACON L.T.D

Submitted for the partial fulfillment of the Awards

Of

Master of Business Administration

DEGREE
(Session : 2014 - 2015)

SUBMITTED BY
KIRTI AGGARWAL
1303270034

UNDER THE GUIDANCE OF

Mrs. POOJA TIWARI
Department of Business Administration
ABES ENGINEERING COLLEGE, GHAZIABAD

AFFILIATED TOUTTAR PRADESH TECHNICAL UNIVERSITY,

LUCKNOW

Candidates Declaration/Certificate
I KirtiAggarwal hereby declare that the work which is being presented in this report entitled
Recruitment & selection & training & development is an authentic record of my own work
carried out under the supervision of Mrs. PoojaTiwari.

The matter embodied in this report has not been submitted by me for the award of any other
degree.

Dated:

KirtiAggarwal

MBA Department

This is to certify that the above statements made by the candidate are correct to the best of my
knowledge.

Prof. RakeshSinghal
Department

Name of Supervisor Head of

Mrs.PoojaTiwari

Date:

Date:

DECLARATION

I hereby declare that the project entitled on the Recruitment and Selection with Training and
Development of HIMALAYA INFRACON LTD, vaishali submitted to the ABES
ENGINEERING COLLEGE, Ghaziabad in partial fulfillment of the degree of Master Of
Business Administration (MBA) is my original and not submitted for award of any other degree,
diploma or other similar award.

Date
Place

Signature of the student

ACKNOWLEDGEMENT
I take this opportunity to express my sincere appreciation and deepest gratitude to my industry
guideMrs. SanchitaBajpaiand otherstaffn members of HIL. Without their valuable and patient
guidance and cooperation it wont have been possible to complete my project report, which
sustained and stimulated deep interest in the study. Under his guidance and supervision I have
learned many new things and real life working experience.
I really appreciate all the hard work youve done to help me. I have learnt so much, and its all
thanks to you!You were there for me every step of the way, and I wholeheartedly appreciate
everything youve done for me.
I would also like to express my hearties gratitude to Prof. RK SINGHAL( HOD Sir) and
Mrs. Pooja Tiwari who acted as my faculty guide has helped me and motivated me at various
point of times to work and give my best to this project. I also want to thanks all the faculty
members of ABES EC COLLEGE who have helped me in completing my project.
I want to thank all those who have directly and indirectly helped me in completing my project
report.

KirtiAggarwal

LIST OF CONTENT
PART I

Chapter I
1. Introduction

8-9

2. Company Profile

10-12

3. Need Of The Study

13

4. Scope of study

14

5. Objective of study

15
PART II

Chapter II
1. Research Methodology (sample size, instrument used, and methods of data Collection) 17-20
2. Limitation

21

Chapter III
1.Descriptive work on subtopic of study

23-55

Chapter IV
1. Data Analysis & Interpretation

57-75

Chapter V
1. Finding, Conclusion & Suggestion.

77-85

Chapter VI
1. Bibliography

87

Chapter VII
1. Appendices

89-104
5

Part-I

Chapter-I

INTRODUCTION
1.Recruitment and selection are essentially concerned with finding, assessing and engaging
newemployees or promoting existing ones. As such, its focus is on matching the capabilities and
interests of prospective candidates with the demands and rewards of a given job. Recruitment
and selection decisions are amongst the most important of all decisions that managers have to
make because they are a prerequisite to the development of an effective workforce.

It should be noted that recruitment is only one aspect of human resource management. It needs to
be underpinned by a clear linking of the objectives and strategy of the organisation to the jobs
people are asked to do.

It should be supported by properly evaluated HRM systems, such as resource management,

training and development programmes, career progression, performance management, health and
safety and welfare issues.

2.Training can be introduced simply as a process of assisting a person for enhancing his
efficiency andeffectiveness to a particular work area by getting more knowledge and practices.
Also training is important to establish specific skills, abilities and knowledge to an employee.
For an organization, training and development are important as well as organizational growth,
because the organizational growth and profit are also dependent on the training.

But the training is not a core of organizational development. It is a function of the organizational
development.Training and Development is the framework for helping employees to develop their
8

personal and organizational skills, knowledge, and abilities. The focus of all aspects of Human
Resource Development is on developing the most superior workforce so that the organization
and individual employees can accomplish their work goals in service to customers.need of
recruitmentplannedanticipatedunexpected.

COMPANY PROFILE
Himalaya Infracon Ltd. is established premier real estate Developer Company. Customers have
trusted us to deliver innovation and excellence in a board variety of fields. Himalaya Infracon
Ltd. brings the Group Philosophy to the real estate industry by continually raising its
performance and thereby remaining the most professional, reliable & accomplished company in
the country. Himalaya Infracon Ltd. is firmly committed to provide excellence in everything it
does.
The management takes this promise seriously and drives its organization all steps of operations.
The company has thorough procedures for forecasting the potential of location which is lead by
team of highly qualified managers with years of experience in the real estate industry.
Once a location is identified as potential development opportunity. Himalaya Infracon Ltd.
works with best landscape architects & project managers to bring life to the project. Company
surpasses international standards in everything it does. All the systems & basic infrastructure
employed by the organization are calibrated to match the best available in real estate industry.
Himalaya Infracon Ltd. has become a highly successful business due to a simple philosophy,
reliability & excellence of service with optimal utilization of resources available in real estate
industry.
Himalaya Infracon Ltd. believes in constant improvement and sees enormous opportunities for
growth in the coming years. Indias booming economy is dramatically increasing the need for
quality real estate creation & development.

10

Company is now ideally situated to build on its successful beginning by leveraging gained brand
image to achieve exponential growth Himalaya Infracon Ltd. is registered under Companies
Registration Act 1956 with the registrar of the companies vide incorporation certificate number
U45400DL2013PTC256718 by considering the business objectives and social responsibilities in
the framework of legalities. India has a great opportunity to work in the field of real estate and
agriculture. By considering this fact, Himalaya Infracon Ltd. developed some benefit plans and
revolutionary models, which provide benefits to all people. Himalaya Infracon Ltd. works under
Companies Act and abides to the rules and regulations, Guidance & Control.

11

Himalayan Infracon Private Limited was registered on 21 February, 2008. Himalayan Infracon
Private Limited's Corporate Identification Number (CIN) is U70101AS2008PTC008601,
Registeration Number is 008601.
Their registered address on file is 509 SreemantaMarketa T Road, Guwahati - 781001, Assam,
India.
Himalayan Infracon Private Limited currently have 2 Active Directors / Partner PriyamPorwal,
MadhuPorwal, and there are no other Active Directors / Partners in the company except these 2
officials . Himalayan Infracon Private Limited is currently in Active Status.

Mission
Our mission is to create a culture that leverages the strengths and talents of our employees,
fosters client satisfaction and gives us a framework that helps in forming a niche in the real estate
industry.

Vision
Our vision is to develop ideal investment opportunities and innovative real estate solutions, both
locally and globally that exceed our clients expectations

12

NEED OF THE STUDY

It makes possible to choose the right person in the right time at the right place. it also
makes it possible to acquire the number and type of people necessary to ensure the
continued operation of the organization.

Recruitment follows hr planning and goes hand in hand with selection process by which
organizations evaluate the suitability of candidates with successful recruiting in create a
sizeable pool of candidates even the most accurate selection system is of little use

Training is also necessary for the individual development and progress of the employee,
which motivates him to work for a certain organisation apart from just money.

We also require training update employees of the market trends, the change in the
employment policies and other things.

Change: The word change encapsulates almost everything. It is one of the biggest factors
that contribute to the need of training and development. There is in fact a direct
relationship between the two. Change leads to the need for training and development and
training and development leads to individual and organisational change, and the cycle
goes on and on. More specifically it is the technology that is driving the need; changing
the way how businesses function, compete and deliver.

Development: It is again one the strong reasons for training and development becoming
all the more important. Money is not the sole motivator at work and this is especially
very true for the 21st century. People who work with organisations seek more than just
employment out of their work; they look at holistic development of self. Spirituality and
self awareness for example are gaining momentum world over. People seek happiness at
jobs which may not be possible unless an individual is aware of the self. At ford, for
13

SCOPE OF THE STUDY

To define the process and flow of activities while recruiting , selecting and appointing personnel
on the permanent rolls of an organization .
The scope of the study covers in depth, the various training practices, modules, formats being
followed and is limited to the company HIL and its employees. The different training
programmes incorporated/facilitated in HIL through its faculties, outside agencies
or professional groups. It also judges the enhancement of the knowledge & skills of employees
and feedback on its effectiveness

14

OBJECTIVE OF THE STUDY

To study the recruitment and selection process with training and development at HIL ,
andthen according to make suggestions
To fulfill the ultimate aim of selecting the best human material available.
To Selecting the most suitable candidate in relation to the job in view.
To assist current employees to function better, in terms of their job performance, by
exposing them to latest information, technology and concept.
To reduce grievances and minimize accidental rates.
To enable employees to work in more effective way to reduce learning time.
Supervision, time, wastage and spoilage of raw material and produce quality product.
To enable personal growth and encourage employees morale towards work and
organization.

15

PART II

16

CHAPTER II

17

RESEARCH METHODOLOGY

Research is a common language refers to a search for knowledge. Research is a scientific and
systematic search for pertinent information on a specific topic. In fact, research is an act of
scientific investigation. Research Methodology is a systematic way to solve research problem
that may be understood as a science of studying how research is done scientifically. In it we
study the various steps that an generally adopted by a researcher in studying his research
problem. It is necessary for the researchers to know not only research methods/techniques but
also the methodology. The scope of research methodology is a wider than that of research
methods.
The research process consists of a series of closely related activities .At times, the first step
determines the nature of the last step to be undertaken how research problem has been defined, in
what way and why hypothesis has been formulated, what data has been collected and what
particular method have been adopted and similar other question are usually answered when we
talk of research methodology concerning a research problem or study.

18

SAMPLE SIZE

The sample size of a statistical sample is the number of observations that constitute it. It is
typically denoted n, a positive integer ( natural number )
Trainees: 20
The sample size chosen was Trainers: 10
The 10 faculty members were chosen from the total faculty strength of 50
The respondents were chosen randomly.
The 20 respondent chosen were from different departments and different levels in the
organization. They also were chosen randomly.
My sample size is 60 in which I have taken 20 trainees members and 10 trainers members and 10
faculty members from the total faculty strength which is chosen randomly and 20 respondent
chosen from different department at different level they are also chosen randomly.
My total sample size is 60

19

DATA COLLECTION
Data collection is the process to gather information about the relevant topic of research, which is
being done by research .Data collection is a term used to describe a process of preparing and
collecting data.

METHODS OF DATA COLLECTION

PRIMARY DATA
The primary data are those data which are original, that is, those in which little or no grouping
has been made, the instance being recorded or itemized or encounted. They are essential raw
materials.
Primary data was collected through a structured non- disguised

questionnaire. Two

questionnaires were designed: one for the trainers and other for the trainees.
Statistical methods used for analysis of data collected were.
Tally Method
Method of moving averages bar graphs and pie charts.

SECONDARY DATA
A secondary source is a publication, reporting the data which have been gathered by other
authorities and for which others are responsible .

20

LIMITATION

The main limitation faced while conducting the research was the availability of the staff
members at the training institute of the HIL. It was very difficult to be able to meet
them personally, since most of them were busy with hectic training schedule.
People took a lot of time to fill the questionnaire. In some cases they forget to fill the
questionnaire due to their work overload which required collecting their responses due
to which training period extended.
Sufficient information was not available regarding the recruitment process due to the
confidentiality.
As the HIL has passed only its two years still there is not proper recruitment process
and I did not get much information on

21

CHAPTER - III

WHAT

IS RECRUITMENT
22

Recruitment is the process of finding and attracting capable applicants for employment. The
process begins when new recruit are sought and ends when their applications are submitted. The
result is a pool of applicants from which new employee are selected.
In any other words Recruitment is defined as the process of searching for prospective
employees and simulating and encouraging them to apply for a job in an organization.
In the words of Yoder, Recruitment is the process to discover the sources of manpower to meet
the requirement of the staffing schedule and to employ effective measures for attracting that
manpower in adequate number to facilitate effective selection on an efficient working force.

RECRUITMENT NEEDS ARE OF THREE TYPES: Planned:Planned needs arise from changes in the organization and retirement policies.

Anticipated: These are those movements in personal, which an organization can predict by
studying trends in the internal and external environment.

Unexpected: Resignation, deaths, accidents and illness.

Give rise to unexpected needs.

SOME INTERESTING THINGS ABOUT RECRUITMENT: 23

 Recruitment is a process or a series of activities rather than a single act or event.

Recruitment is linking as it brings together those with jobs and those seeking jobs.

Recruitment is a positive function as it seeks to develop a poll of eligible person from

most suitable person can be selected.

Recruiting is a persuasive function as all organization engages in recruiting activities.

Recruiting is a complex job because too many factors affect it. E.g., image of the
organization nature of jobs offered, organizational policies, working condition and
compensation levels in an organization, rate of growth of an organization, past
recruitment record, employment conditions in a community, trade unions attitude, labor
laws, culture and environment, government policies. Most of these factors serve as
constraints restricting the freedom of management in recruitment
.
The basis purpose of recruitment is to locate the source of people required to meet job
recruitment and attraction such people to offer them for employment in an organization.

PURPOSE AND IMPORTANCE OF RECRUITMENT

24

The general purpose of recruitment is to be provided a pool of potentially qualified job

candidates. Specially, the purposes are to:
Determine the present and future requirements of the organization in conjunction with
its personnel planning and job-analysis activities.
Increase the pool of job candidates at minimum cost. Help increase the success rate of
selection process by reducing the number of visibly under qualified or overqualified job
applicants.
Meet the organizations legal and social obligations regarding the composition of its
work force.
Begin identifying and preparing potential job applicant who will be appropriate
candidates.
Increase organizational and individual effectiveness in the short term and long term.
Evaluate the effectiveness of various recruitment techniques and sources for all types of
job applicants.
To search for talent globally and not just with in the company.

The RECRUITMENT PROCESS

25

The figure below gives an overview of the main stages in recruiting and selecting for a
post.
JOB SPECIFICATION
(WHAT IS THE JOB)?

OPTION TO USE
COMPETENCE
JOB DESCRIPTION PERSON SPECIFICATION

BASED APPROACH

ATTRACTING AND MANAGING APPLICANT

SELECTING CANDIDATES, SHORTLISTING,

INTERVIEWS AND ASSESSMENT

MAKING APPOINTMENT

JOINING THE ORGANISATION

26

Having the right person, in the right place, at the right time, is crucial to organizational
performance. Recruitment is a critical activity, not just for the HR team but also for line
managers who are increasingly involved in the selection process.

JOB ANALYSIS
Before recruiting for a new or existing position, it is important to invest time in gathering
information about the nature of the job.
Ways to gather this information include observation, questionnaires, interviews or work
diaries. This analysis can form the basis of a job description and person specification.

JOB DESCRIPTION
Carrying out a job analysis will form the basis of a written job description. This benefits the
recruitment process by:

Providing information to potential applicants and recruitment agencies that may be

recruiting on your behalf.

Acting as an aid in selection; e.g. when designing assessment activities and making
decisions between candidates.

The analysis can also be used to communicate expectations about standards to

employees and managers to help ensure effective performance in the job.

27

PERSON SPECIFICATION/JOB PROFILE

A person specification or job profile states the necessary and desirable criteria for selection.
Increasingly such specifications are based on a set of competencies identified as necessary
for the
performance of the job. In general, specifications should include details of:

Skills, aptitude, knowledge and experience.

Qualifications (which should be only those necessary to do the job - unless

candidates are recruited on the basis of future potential e.g. graduates).

Personal qualities relevant to the job, such as ability to work as part of a team.

ATTRACTING APPLICATIONS
Internal methods
It is important not to forget the internal talent pool when recruiting. Providing opportunities
for development and career progression is an important factor for employee retention and
motivation. These schemes usually offer an incentive to existing employees to assist in the
recruitment of family or friends.

28

EXTERNAL METHODS
There are many options available for generating interest from individuals outside the
organization. These include placing advertisements in trade press newspapers and on the
Web.

SCREENING APPLICANTS/MANAGING APPLICANTS

The following steps should be completed when screening the applications are to be
undertaken by the organizational institutes.
Record the names of all applicants who submitted applications/resumes.
Specify the short-list criteria.

Record all short-listed applicants.

DEALING WITH APPLICATIONS

All solicited applications (e.g. responses to advertisements) should be acknowledged, and
where possible all unsolicited applications.
All applications should be treated confidentially and circulated only to those individuals
involved in the recruitment process.

SELECTING THE CANDIDATES

Selection decisions should be made after using a range of tools appropriate to the time and
resources available. All tools used should be validated and constantly reviewed to ensure
their fairness and reliability.
29

SHORT LISTING
The first stage in the selection process is the creation of a list from the pool of applications
received of those to be invited for interview or other assessment activity. The process should
be informed by the person specification - if time has not been spent planning an accurate
person specification this process can be overwhelming if a high volume of applications is
received.

SELECTION INTERVIEWS
Interviews have very poor predictive ability of suitability if conducted by untrained
individuals in an unstructured way.
Always be conducted or supervised by trained individuals.
Be structured to follow a previously agreed set of questions mirroring the person
specification or job profile
Allow candidates the opportunity to ask questions.

ASSESMENT CENTRES
Assessment Centers test candidates on a range of work-related activities as individuals and in
groups. Studies have shown that they have higher validity than interviews when predicting
future job performance. Psychological or occupational testing is also a widely used selection
technique.

30

MAKING THE APPOINTMENT

Offers of employment should be made in writing. It is important that employers are aware of
the legal requirements of what information should be given in the written statement of
particulars of employment.

JOINING THE ORGANIZATION

Well-planned induction enables new employees to become fully operational quickly and
should be integrated with the recruitment process.

EVALUATION OF RECRUITMENT PROCESS

The recruitment process has the objective of searching for and obtaining applications from job
seekers in sufficient numbers and quality.
Evaluation might include:
Return rate of applications sent out.
Number of suitable candidates for selection.
Retention and performance of the candidates selected.
Cost of the recruitment process.
Time lapsed data.
Comments on image projected.

31

FIVE ELEMENTS OF RECRUITMENT PROCESS

Recruitment Policy.
Recruitment organization.
Development sources of recruitment.
Techniques used to tab these resources.
Methods of assessing the Recruitment Programme.

32

SOURCES OF RECRUITMENT
There are two sources of recruitment:

RECRUITMENT

EXTERNAL
SOURCE

INTERNAL SOURCES

INTERNAL SOURCE
Includes present employees, employee referrals, former employees, and former applicants

33

PRESENT EMPLOYEES
Promotions and transfers from among the present employees can be a good source of
recruitment. Promotion to higher positions has several advantages. They are - it is good public
relation, It built morale, it encourages competent individuals who are ambitious.

EMPLOYEE REFERRALS
This can be a good source of internal recruitment. Employees can develop good prospects for
their families and friends by acquainting
them with the advantages of a job with the company, furnishing cards of introduction, and even
encouraging them to apply.

FORMER EMPLOYEES
Former employees are also an internal source of applicants. Some retired employees may be
willing to come back to work on apart-time basis or may recommend someone who would be
interested in working for the company. An advantage with this source is that the performance of
these people is already known.

34

PREVIOUS APPLICANTS
Although not truly an internal source, those who have previously applied for jobs can be
connected by mail, a quick and inexpensive way to fill an unexpected opening Although walkins are likely to be more suitable for filling unskilled and semi-skilled jobs, applicants to
previous jobs can fill some professional opening.

ADVANTAGE OF INTERNAL RECRUITMENT

It is less costly than external recruiting.
Organizations typically have a better knowledge of the internal candidates skills and
abilities than the ones acquired through external recruiting.

DISADVANTAGE OF INTERNAL RECRUITMENT

It may lead to inbreeding.
It discourages flow of new blood in to the organization.

EXTERNAL RECRUITMENT
Specifically, sources external to an organization are professional or trade associations,
advertisements, employment exchanges, college/university/institute placement services,
walk-ins and write ins, consultant.

35

ADVANTAGE OF EXTERNAL RECRUITMENT

As recruitments are done from wider market, best selection can be made irrespective of
sex, caste or religion.
Expertise and experience from other organization can be brought.
It helps to bring new blood and new ideas into the organization.

DISADVANTAGE OF EXTERNAL RECRUITMENT

It is more expensive and time consuming to recruit people from outside.
The employees being unfamiliar with the organization, their orientation and training is
necessary.
If higher-level jobs are filled from external sources, motivation and loyalty of existing
staff is affected.

METHODS OF RECRUITMENT
Recruitment methods or technique are the means by which organization establishes contact
with potential candidates, provides them necessary information and encourages them to apply
for the jobs. Various methods employed for recruiting employees can be classified into the
following categories:

DIRECT METHOD
Under this method recruiting scouting, employee contacts, manned exhibits and w waiting
lists are used

36

INDIRECT METHOD:
Advertisement in newspaper, journals, on the radio and television are to publicize vacancies.
This method is appropriate when the Organizations wanted to reach out to a large target
group scattered geo graphically.

THIRD PARTY METHOD:

Various agencies can be used to recruit personnel. Public employment exchanges,
management consulting firms, professional societies, trade unions, and labour contractors are
the main agencies. In addition, friends and relations of existing staff and deputation method
can also be used.

RECRUITMENT PRACTICES IN INDIA

In general, the recruitment practice of industries in India depends on the following sources of
recruitment:
Internal Sources
Public Employment Exchanges.
Executive search agencies/consultant

37

SELECTION AND SELECTION PROCESS

WHAT IS SELECTION
Selection is the process of choosing the most suitable persons out of all the applicants. In this
process the relevant information about applicants is collected through a series of steps so as to
evaluate their suitability for the applicants with the job requirements. Selection can also be
described as the process of rejection because generally more candidates are turned away than are
hired.
The purpose of selection is to pick up a right person for every job.
Selection is an important function as no organization can achieve its goals without selecting the
right people. Scientific selection and placement of personnel can go a long way in building up
stable workforce. It helps to reduce absenteeism and labor turnover.
Proper selection is helpful in increasing the efficiently and productivity on an enterprise.

SELECTION PROCEDURE
The selection process consists of series of steps. There is no standard selection procedure to be
used in all organizations for all type of jobs. But still the steps involved in employee selection
can be described as under:

38

PRELIMINARY INTERVIEW
First of all, initial screening is done to weed out totally undesirable/unqualified candidates at the
outset. Preliminary interview is essentially a sorting process in which prospective candidates are
given the essential information about the nature of the job the company and the candidate.

APPLICATION BANK
Application form is a traditional and widely used device for collecting information from
candidates. The application form should provide relevant to selection. Application form helps to
serve several objectives.
Scrutiny of forms helps to weed out candidates who are lacking in education,
experience or some other eligibility traits.
It helps in formulating questions to be asked in the interview.
Data contained in application form can be stored for further reference.

SELECTION TEST
Psychological tests are being increasingly used in employee selection. A test is a sample of some
aspect of an individuals attitudes, behavior and performance. It also provides a systematic basis
for comparing the behavior, performance and attitudes of two or more person.

39

EMPLOYMENT INTERVIEW
An interview is conservation between two people. In selection it involves a personal,
observational and face-to face appraisal of candidates of candidates for employment. Interview is
an essential element of selection and no selection procedure is complete without one or more
personal interviews.

MEDICAL EXAMINATION
Applicants who have crossed the above stages are sent for a physical examination either to the
companys physician or to a medical officer approved for the purpose.

REFERENCE CHECKS
The applicants is asked to mention in his application form the names and address of two or three
persons who know him well. These may be his previous employer, head of education institutions
or public figures. The organization contacts them by mail or telephone. They are requested their
frank opinion about the candidate without incurring any liability.

FINAL APPROVAL
In most of the organization selection process is carried out by the human resources department
are recommendatory. Executives of the concerned departments/units finally approve the
candidate short- listed by the department. Employment is offered in the form of appointment

40

letter mentioning the post, rank, Salary grade, and the date by which the candidate should join
and other terms and conditions in brief.

PSYCHOLOGICAL TESTS
Non-Verbal processes like psychological test are also being increasingly used in selecting
employees. These tests are done through eye contract, attitude and behavior of an individual.
Tests help to identify talent that may otherwise be over-looked.

TYPES OF TEST

TESTS

APTITUDE
TESTS

ACHIEVEMENT

PERSONALITY

TESTS

TESTS

41

INTEREST TESTS

INTERVIEWS
Interview is a face-to-face interaction between two persons for a particular purpose. It is widely
used not only in employee selection but also for placement, orientation, appraisal, disciplinary
action, exit or separation, counseling and general problem solving.

In selection process, interviews serve the following purpose:

To crosscheck or verify the information obtained in earlier steps i.e. application form
and tests.
To judge the candidates qualification and characteristics so as to decide whether or not
to select him.

TYPES OF INTERVIEW
INFORMAL INTERVIEW
Such interview may take place anywhere. It is not planned and is used when the staff is
required urgently. When a candidate inquires about the vacancies after reading and
advertisement, it is an example of informal interview.

FORMAL INTERVIEW
This type of interview is pre-planned and is held in a formal atmosphere. All the formalities
and procedure e.g. the venue, the time, the panel of interviews, and the questions to be asked
are decided in advance.

42

PATTERNED OR STRUCTURED INTERVIEW

Such interview is fully planned to a high degree of accuracy and precision. It is based on the
assumption that to be most effective every pertinent details should be worked out in advance.

STRUCTURED INTERVIEW
A predetermined checklist of questions, usually asked of all applicants. Useful for valid result,
especially when dealing with large number of applicant.
Few, if any, planned questions. Questions are made up during the interview. Useful when the
interviewer tries to probe personal details to the candidate to analyze why they are not right for
the job.

UNSTRUCTURED INTERVIEW
STRESS INTERVIEW
The purpose of such interview is to find out how a candidate behaves in stressful situations i.e.
whether he loses his temper, gets confused or frightened or feels frustrated. Stress interview is
used for jobs wherein emotional balance.

PANEL OR BOARD INTERVIEW

Such interview is conducted by a group of interviewers .It seeks to pool the collective wisdom
and judgment of several interviewers. Questions are asked in turn or at random.Interview is a
widely used method of employee selection. But it suffers from several pitfalls, some of which
arePersonal Bias, Halo Effect, Constant Error, Leniency, Projection, Stereotyping

43

TRAINING AND DEVELOPMENT

TRAINING
Training is basically a task-oriented activity aimed at improving performance in current of future
jobs. The term management training connotes equipping managers with such knowledge, skills
and techniques as are relevant to managerial task and functions.

DEVELOPMENT
Development encompasses the whole complex process by which employees as individual learn,
grow, improve their abilities to perform a wide variety of roles within and outside organization
and acquires socially desirable attitude and values.

Why is there a need for training and why have we chosen to study this topic?
Organization viability and the transformation process. The primary concern of an organization is
its viability and hence its efficiency. There is continuous environmental pressure for efficiency,
and if an organization does not respond to this pressure it may find itself rapidly losing whatever
share of the market it has. Employee training therefore imparts specific skills and knowledge to
employees in order that they contribute to the organization efficiency and beable to cope
withpressure of changing environment.

44

REQUIREMENTS AND ADVANTAGES OF TRAINING

To match employees specification with the job requirements and organization needs.
To match technological advancement.
To overcome organizational complexity.
To cope up with change in job assignment
To prepare employee both new and old to meet the present as well as changing
requirement of the job and the organization.
To build up a second line of competent officers and prepare them to occupy more
responsible positions.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality and improve the quality of work.
To impart the new entrants the basis knowledge and skill they need for an intelligent
performance.

45

PROCESS OF TRAINING

ORGANISATIONAL OBJECTIVES AND

STRATEGIES.

ASSESSSMENT OF TRAINING NEEDS.

ESTABLISHMENT OF TRAINING GOAL.

DEVISING TRAINING PROGRAMME.

IMPLEMENTATION OF TRAINING
PROGRAMME.

EVALUATION OF RESULTS

46

ORGANISATIONAL OBJECTIVE AND STRATEGIES

The first step in the training process in organization is the assessment of its objectives and
strategies. What business are we in? At what level of quality do we wish to provide this product
or service? Where do we want to be in the future? It is only after answering these and other
related question that the organization must assess the strengths and weaknesses of its human
resources.

NEEDS ASSESSMENT
Need assessment diagnoses present problems and future challenges to be met through training
and development? Organizations spend vast sums of money on training and development. Before
committing such huge resources, organizations would do well to assess the training needs of
their employees.

PERFORMANCE
DEFICIENCY

LACK OF SKILL OR
KNOWLEDGE

OTHER CAUSES

TRAINING

NON-TRAINING
MEASURES
47

TRAINING AND DEVELOPMENT GOALS

Once training needs are assessed, training and development goals must be established. Without
clearly set goals, it is not possible to design a training and development programme. Goal must
be tangible, verifiable, and measurable.

DESIGNING TRAINING AND DEVELOPMENT PROGRAMME

Every training and development programme must address certain vital issues- who participate in
the programme? Who are trainers? What methods and techniques are to be used for training?
What should be the level of training? What learning principles are needed? Where is the
programme conducted?
WHO ARE TRAINEES?

WHO ARE TRAINERS?

WHAT METHODS AND

TECHNIQUES?

WHAT SHOULD BE LEVEL OF

TRAINING

WHAT PRINCIPLES OF LEARNING?

48

TRAINING METHODS
On-the-job.
Off-the job.

On-the-job methods refer to that method that is applied in the workplace, while the employee is
actually working.
Off-the-job methods are used away from workplaces.

IMPLEMENTATION OF THE TRAINING PROGRAMME

Once the training programme has been designed, it needs to be implemented.
Programme implementation involves action on the following lines:
Deciding the location and organizing training and other facilities.
Scheduling the training programme.
Conducting the programme.
Monitoring the progress of trainees.

49

EVALUATION OF THE TRAINING PROGRAMME

The last stage in the training and development process is the evaluation of result. Since huge
sums of money are spent on training and development, how far the programme has been useful
must be judged/ determined. Evaluation helps determine the results of the training and
development programme.

PRINCIPLES OF EVALUATION
Evaluation of the training programme must be based on the following principles:
Evaluation specialist must be clear about the goals and purpose of evaluation.
Evaluation must be continuous.
Evaluation must be specific.
Evaluation must provide the means and focus for trainers to be able to appraise
themselves, their practices, and their product.
Evaluation must be based on objectives methods and standards.

CRITERIA FOR EVALUATION

HR professionals should try to collect four types of data while evaluating training
programmes:
Measure of reaction.
Learning.
Behavior Change.
50

WEAKNESSES, WHICH REQUIRE IMPLEMENTING TRAINING

AND DEVELOPMENT PROGRAMMES:
Low employee morale.
Absenteeism.
Lack of communication.
Less skilled workers.
Tendency of slow working
Risk hazards
Laziness and boredom.
Leave during rainy seasons.
Lack of imitativeness.
Lack of sense of belongingness to company.
Old machinery.

TRAINING INPUT
There are three basis types of skills, attitude and knowledge.
The primary purpose of training is to establish a sound relationship between the worker and
his job- the optimum max-task relationship. Such relationship is at the best when the workers
attitude to the job is right, when the workers knowledge of the job is adequate and he has
developed the necessary skills.

51

AREAS OF TRAINING
Areas of training can be classified into the following categories.
Training in company policies and procedures (induction training).
Training in particular skills.
Training in human relation.
Managerial and supervisory training.
Apprentice Training.

LEARNING AND TRAINING

Irrespective of the type or method of training, trainer has to keep in mind some of the principles
of learning or motivation which Would enhance international of what is taught.

MOTIVATION
A trance needs to have a desire to learn and benefit from the program. If he is not interested, or is
demotivated, then the learning outcome is going to be insignificant and the company will have to
spend its money badly. On the other hand, being too intense about learning and outcome may
result in setting over ambitious goals for the individuals.
REINFORCENMENT
Following on the concept of motivation is that of reinforcement for learning to take place and be
internalized to the desire extent, trainees rewarded or given some encouragement.
52

FEEDBACK
During the training process, it is useful for the trainee to be told how he is progressing. The
knowledge of result is, several researchers have confirmed, an effective motivation. Constant and
periodic feedback has positive effects on the trainees learning. Unless the trainee knows how
close his performance comes to the desired standard, he will not have an opportunity to improve.
TRANSFER OF TRAINING
The maximum use of training can be made if the trainee is able to transfer his learning to his
actual work role. This is possible if elements are incorporated in the training situation from the
job role, either existing or proposed.

REPETITION
Repetition etches a pattern into our memory e.g.- when one studies for an examination; it is
necessary to repeatedly go over ideas so that they can be recalled latter.

RELEVANCE
Relevance relates to the meaningful use of material, which aids learning. Trainers usually
explain in the overall purpose of a job to trainees before assigning them a particular task.

BENEFITS OF TRAINING
The several positive benefits of training are: Training helps employees to learn their job and attain desired levels of performance
53

speedlythus cutting costs and contributing to better utilization of machines and material
for ex, in workers categories.
Training help to reduce the cost of raw material and product reducing losses due to
waste, poor quality products and damage to machinery which wouldresult if an
untrained employee were to learn on his own.
Employee motivation is enhanced when employees know that the firm would provide
them training opportunities to increase their skill and knowledge, thus enabling them to
develop and qualify for higher posts. Thus cooperation could help to reduce employee
turnover, absenteeism, accidents, dissatisfaction and grievances.
Finally, training aids in the development of individual skills, better methods, and new
equipment, and sometimes-new work place, relationship such as process would also
facilitate technological change by updating the visibility of employees.

TRAINING BUDGETS
A training budget for each internal program has to prepared, which include cost of facilities like
training room, food, transport, guest faculty, if any and cost of teaching materials. In fact, the
cost to the organization should also include the wages and salary of employee participants who
would be temporarily pulled out of their regular jobs being done by some one else. The reason
for costing the trainee employees, salary would be that they would not be making any
contribution to the company during the training period, and that this is an additional burden on
the companys finances.

54

EVALUATION OF TRAINING
Evaluation of any activity is important, since in evaluating one tries to judge the value or worth
of the activity, using the information available.

PURPOSE OF EVALUATION
Evaluation, by bringing to the fore weakness and failures strength and successes, help to
improve training methods. Evaluate helps management to answer the following question.
The relevance of the programmes to the organizations needs what changes if any should be made
in existing programmes to realign to the organizations needs.
Feedback on the choice of areas of training will also need to be examined in the context of its
contribution to the organizations effectiveness.
Should the money continue to be spent on this activity, or another more relevant
activity that will improve attainments of the organizations objective?
Reaction from trainees about the training program can help identify its strength and weaknesses.
These reactions can be used as a base for the improvement of programmes, but those evaluating
must first be definite about the aspects they are interested in investigating.
An evaluation of training method or system must also take into account the suitability of
objectives if the objective were inadequately formulated in the first place, even a good training
programme has a really no chance to effective ,Evaluation of objectives helps to bridge the gap
between needs and objective.

55

Chapter- IV

DATA ANALYSIS AND DATA INTERPRETATION

56

Data analysis is a process of gathering, modelling and transforming data with the goal of
highlighting useful information, suggesting conclusions and supporting decision making
Statistical methods used for analysis of data collected were.
Tally Method
Method of moving averages bar graphs and pie charts.

Are the employees involved in identifying their training

RESPONSES

needs/areas of training?

NO OF RESPONDENT SAYING

Yes

17

No

No

Which are the various areas in which training is imparted?

Company policies and procedure.
Functional Skills.
Human Relation.
Problem Solving.
Management and Supervising.
Apprentice Training.
57

 Creativity.
Strategic Planning.
Computers.
Cross-Functional skills.

In future what according to you would be the potential areas of training?

Computer Program.
Core Technical Areas.
Management Related.
Work culture & discipline.
Objective of organization.
HRD/HRM.
Strategic Management.
Corporate Governance.
Behavioral and Training.
Interpersonal and interactive Skills.
Adaptability to change in future.
Problem Solving.
Communication Skills.

What are the various training methods employed?

58

ON-THE-JOB: Different location with the location in change.

Practical Work.

OFF-THE- JOB: Lectures.

Audio-visual Aids.
simulation.
Discussions.
Seminars.
Workshop.
Project Work.

DO you think methods used are relevant and effective?

RESPONSES

NO OF RESPONDENT SAYING

Yes

17

No

What are your objective in attending a training program?

59

 Gain Knowledge in my area.

To enjoy social get together.
Develop Competencies.
Self-Development.
Personal Satisfaction.
Overcome mental blockage
Eliminate complacency.

Do you think your objective of attending the training program is normally achieved?
RESPONSES

NO OF RESPONDENT SAYING

Yes

20

No

What are the areas in which training should be imparted?

Technical Skills
Managerial Skills.
Computers.
Functional Areas.
Interpersonal Relation.
Behavioral Skills.
Handling workforce in the age group of 45-50.

60

 Human Relations.
Communication Skills.

Are you provided with adequate continuing training to keep you abreast of changes in
the environment?

RESPONSES

NO OF RESPONDENT SAYING

Yes

15

No

What are the methods used to evaluate the effectiveness-training program?

Feedback after training.
Improvement in performance.
Written test exams.

Does management take into consideration your training opinion on the training program
planning?

61

RESPONSES
NO OF RESPONDENT SAYING
Identify the shortcoming in the training programs, if any, regarding the following?
Physical Arrangement.
Yes

19

Faculty.
No

Training Methods.
Contents of the program.
Any other please specify
Participants not involved in training program planning .No other shortcoming were
mentioned

Have you communicated these problems to the management?

RESPONSES

Yes
RESPONSES

NO OF RESPONDENT SAYING

6
NO OF RESPONDENT
SAYING

No

Yes

Not Applicable

11

3
62

The tabulation of data collected was done in the previous chapter.

Here we will analyze and interpret the data and try to reach some final conclusion in the next
chapter. We first begin with the analysis of the data collected from the t & d staff. We will
analyze the responses to each of the question in sequence.
Methods used for training needs analysis from the data gathered, we can observe the
following
The training needs analysis is done generally by discussion with superiors and
departmental heads.
However, the participants themselves also play a vital role in identifying their own
training needs.
However, the participants themselves also play a vital role in identifying their own
training needs.
Also, performance appraisal sessions and customer feedback are two important way
through which training needs can be analyzed.

63

DATA INTERPRETATION

IDENTIFICATION OF TRAINING NEEDS

10%
yes

90%

no

90% of the respondents said that they were involved in the identification of their training needs,
whereas only 10% of respondents said that they were not involved.

EFFECTIVENESS OF TRAINING METHODS USED

15%
yes

85%

no

64

85% of the respondents said that the training methods used were relevant and effective.

ACHIEVEMENT OF TRAINING

5%

yes
no

95%

Objectives
95% of the respondents felt that their main objective in attending a training program was
satisfied i.e. they gained what they expected to gain from the training program

CONTINUING TRAINING

40%
yes

60%

no

65

Almost 40% of respondents felts that they were not being provided adequate training to keep
them abreast of the changing environment.
Although they agreed that they benefited from training program, They thought that emphasis
should be on training individual to prepare them for future uncertainties, for ex, managing
change.

INVOLVEMENT IN PROGRAM PLANNING

45%

yes

55%

no

45% of the respondents said that the management does not take into consideration their opinion
on the training program planning. They are involved in TNA, but not in the program training

66

COMMUNICATION OF PROBLEMS TO MANAGEMENT

30%
55%

yes
no

15%

na

Out of the 9 respondents who said that they were not involved in the TP planning. Only 6 (30%)
have communicated their dissatisfaction to the management.

Element that makes training program successful?

The table for earlier chapter is respondent here for convenience. From the above table, we can
obtain the ranking for each of the elements for example, we can clearly see that clear objective
has been ranked first by most of the respondents, hence we place it at the first position, as the
most important element in making as training program successful.
Reward and incentives has been ranked 7th by most respondents, hence we assigned rank 7th.
Good faculty is ranked 2nd.By using the methods of moving averages we can see that contents
will be assigned rank 3rd and right training method will be ranked 4th.
Other ranking can be obtained similarly.
As the project topic was recruitment and selection process, in this unstructured interview with
the HR head of HIL was adopted.
67

ANALYSIS AND INTERPRETATION OF RECRUITMENT AND SELECTION

Perception of employees regarding the awareness of recruitment process.

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

AGREE

38

SLIGHHTLY AGREE

62

ISAGREE

MEANSCORE

2.38

The above analysis shows that 38% of the employees agree whereas 62% of them slightly agree
on the above statement as the mean score is 2.38 that mean that although the employees are not
fully aware of recruitment process in HIL but still they are slightly aware of recruitment process.

Recruitment process helps the HIL to attract best among the talent.

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

25

AGREE

62

SLIGHHTLY AGREE

DISAGREE

13

MEANSCORE

2.99

68

the above statement. The mean score of the above analysis is 2.99 hence it could be interpreted
that the majority of employees feel the HIL is able to attract best talent pool through its
recruitment process.
Methods for recruitment process are satisfactory

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

25

AGREE

49

SLIGHHTLY AGREE

13

DISAGREE

13

MEANSCORE

2.86

From the above analysis it is clear that 25% of the employees strongly agrees, 49% of them
agrees and 13% of them slightly agrees but 13% of them disagree on the above statement, which
means that most of the employees feel that method implied for recruitment process are quite
satisfactory.
Internal source should be considered for the selection of various post

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

37

AGREE

25

SLIGHHTLY AGREE

DISAGREE

38

MEANSCORE

2.61

69

The above analysis shows that 37% of the employees strongly agrees and 25% of them agrees on
the above statement but 38% of them disagrees as the mean score of the above analysis is 2.61
thus it could be interpreted that more emphasis should be given to the internal sources for the
selection for various posts.
Employee suggestion should be taken into consideration for recruitment

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

37

AGREE

13

SLIGHHTLY AGREE

13

DISAGREE

37

MEANSCORE

2.50

From the above analysis it is clear that 37% of the employees strongly agree and 37% of them
disagree on the above statement. While 13% of the employees agrees and other 13% of them
slightly agrees. As the mean store comes to be 2.50, that the employee partly feel that for
recruitment employees suggestion should be taken into consideration.

Effective man power planning facilitates the recruiting efforts

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

37

AGREE

37

SLIGHHTLY AGREE

13

DISAGREE

13

MEANSCORE

2.98
70

At the 37% of the employee strongly agree and other 37 of them agree on the above statement
while 13% of the employee slightly agrees and other 13% of them disagree on the statement. The
mean score of the above analysis is 2.98 therefore it could be interrelated that majority of
employees feel that manpower planning greatly facilities the recruitment efforts.
Recruitment for higher post should be done exclusively by internal sources

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

25

AGREE

50

SLIGHHTLY AGREE

25

DISAGREE

MEANSCORE

\The above analysis shows that 50% of the employees agrees and 25% of them strongly agree
whereas other 25% of them slightly agree on the above statement and also the mean score is 3
which means that partially employees feel that recruitment for higher post should be done
exclusively by internal source.
The objective of recruitment are fulfilled by current recruitment process

RESPONSE CATEGORY

STRONGLY AGREE

%COLUMN

MEANSCORE

AGREE

75

SLIGHHTLY AGREE

25

DISAGREE

2.75
71

As 75% of the employees and 25% of them strongly and slightly agree on the above statement
as well as the mean score comes to be 2.75 which means perception of employees regarding the
objectives of current recruitment process is positive
The rate of recruitment should be in proposition of the actual need within the organization.

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

62

AGREE

38

SLIGHHTLY AGREE

DISAGREE

MEANSCORE

3.62

From the above analysis it is clear that 62% of the employees strongly agrees and 38% of them
agrees whereas the mean core is 3.62 which means that employees strongly feels that the rate of
recruitment should be in proposition to the actual need within the organization.

The promotion policies for selection to be modified

RESPONSE CATEGORY

%COLUMN

STRONGLY AGREE

62

AGREE

25

SLIGHHTLY AGREE

DISAGREE

13

MEANSCORE

3.36

72

A 62% of the employees strongly agrees, 25% of them agrees and 13% of them disagrees while
the mean score is 3.36 therefore it could be interpreted that almost all the employees strongly
feels that policies for selection through promotion.

73

ANALYSIS OF EXECUTIVES(E1 TO E6)

Perception of employee regarding

E1

E2

E3

E4

E5

E6

2.48

2.5

2.13

2.5

2.9

3.08

2.3

3.5

3.1

2.24

3.05

3.13

2.3

2.3

3.5

1.4

3.1

2.7

2.95

1.7

1.46

2.7

2.7

3.1

3.33

2.4

2.8

2.35

The awareness of recruitment process in HIL

Recruitment process helps the HIL to attract best among the
talent.
Methods for recruitment process are satisfactory.

Internal source should be considered for the selection of 3

various parts.
Employee suggestion should be taken into consideration for 3.8
recruitment
Effective manpower planning facilitates the recruiting 3.8
efforts.
Recruitment for higher post should be done exclusively by 3.32
internal source.
The objective of recruitment are fulfilled by current 2.68

74

recruitment process.
The rate of recruitment should be in proportion of the actual

3.68

3.7

3.4

3.25

3.9

3.7

3.4

3.1

need within the organization.

The promotion policies for selection to be modified.

It could be interpretedfrom the analysis of executives (E1 to E6) that the opinion of executives
vary to large extent regarding the fairness of practice of promoting executives, as some
executives responds positively while other were of different opinion.
There is also a constant variation in opinion among the executives at all levels regarding the
satisfaction of promotional policies of HIL. The analysis shows that the executives hold different
view regarding the reputed manpower, consultancies for giving the contract, for recruitment at
entry level. Perception of executives at all levels regarding the statements i.e. employees
suggestion should be taken into consideration for recruitment to very large extent.
Thus it could be interpreted that the executives at different levels hold different perception
regarding the statement

75

Chapter -V

FINDINGS

76

 HIL has its different department such as marketing, Logistic, Finance and HR dept.
whenever the need for any recruitment occurs or there is any vacancy in any of the
department of HIL, than the Head of the department asks for approval.
HR department of HIL maintains its own database of the resumes. The database is
maintained by resumes which the HR department keeps on getting from the people by
mail or which somebody drops in there. So when the need for recruitment is there, first
the HR department of HIL see whether the vacancy or recruitment can be filled from
within (its own internal recruitment through the existing employees), it is not possible
than they look in its own database of resumes, if something matches then the availability
of the person is checked, if the availability of that person is not there and none of the
resume matches with the job description then, HIL goes to consultants.
HIL have a number of consultants in its panel, which arranges right from the
advertisement to the collection to the scrutinizing of the resumes. And if any of the
resumes match with the job description then they send them to the HR department of
HIL.
Once the consultant send the matching resumes to the HR department of HIL, then the
HR department further matches the resumes with the job description and the job
specification, and further scrutinize them It with respect to the recruitment any reference
of friends or relatives is given by any of the employees, then that reference is welcome
and if it matches with job description and job specification than that person is called for
further selection process

77

 HIL prefers first to look in for internal recruitment. Through promotion or transfer, than
looks in its own database for any matching candidate or for any reference of family or
friends and then if nothing is found than only goes for consultants. This is because of the
cost factor, as going to the consultants is not cheap affairs, it is an expensive affair. But if
nothing is found suitable than it prefers to go for consultants rather than giving their own
advertisement in the paper etc, because it is a time consuming affair.
Therefore,whenever a situation like this arises, HR department of HIL, prefers to pass
this responsibility of recruitment, right from the advertisement to the collection and
scrutinizing of resumes to the consultants.
But this is not a foolproof process, as the main problem in this process of going to the
consultants, is that sometimes the consultants are not able to properly match the
description and job specification with the right candidate, hence provided with wrong
candidates for the job. HIL has overcome this problem by further matching the resumes
of the candidates provided by the consultants with the proper job description and job
consultants written specifications and details of the job rather than giving them verbally,
which they used to do easily.
Sometimes, when people keep on sending their resumes to the HR department for the
jobs, and at thattime if, there is no current need for vacancy or recruitment in the
organization, but if the HR manager Finds this resume an interesting one, i.e. finds this
person of a good potential, then HR manager forwards this resume with a note, that this
is an interesting resume, if something can be done about it, to the HOD of that concerning
department.

78

 Then, further of HOD of that concerned department finds this resume of real potential
and thinks that this kind of employee can add an advantage to the organization, than the
HOD further forwards this resumes to the ED with a note that this person can really add a
value to our organization by giving his inputs, so if anything can be done for this
candidate. Then if Ed really thinks so, that this is really an advantage for our
organization, then if, there is a vacancy at that time suitable for this type of candidate
then he is allotted that vacancy, but, if there is no vacancy in the organization at that
particular time, than a new position can be created for that kind of person.
Once all the resumes are short-listed through own database or through consultants, than a
particular date are fixed and those who are short-listed are called for the selection
process.
For the selection of a right candidate a panel of interviewers are decided upon. This panel
keeps on changing from the nature of the job and the department. For e.g. if the job
nature is of the marketing department than the panel would consist of Head of department
of that particular department and the HR head of HIL and some other senior employees
of Marketing and HR department. The number of people in the panel is never fixed.
The selection tools which are used by HIL, for the selection of the right candidate differs
from the nature of job to job. If the recruitment is taking place for the HR, or Finance
department than the face-to-face personnel interviews is proffered. But if the nature of
the job is somewhat technical i.e. or some practical knowledge of that candidate is
checked upon.
In the process of selection, the right kind of attitude of the candidate is the most primary
and important factor along with some knowledge of the concerned area, which is, looked
79

in for a candidate, besides his/her knowledge, confidence, experience. The HR

department of HIL believes that it is the candidate possesses right kind of attitude, along
with the basic knowledge of the concerned area, than that person is sure is right kind of
person to fit in the organization.
Once the best candidate is choused, among the rest of the candidate than that person is
sent to the second round of interview. Meanwhile, a second option is always kept in mind
if something does not work out with this candidate. If the job is HR or Finance
department than after the selection of the candidate the candidate is send to the corporate
office of the HIL for further approval.
If the candidate is selected at HIL, and is not approved by the Ed or by the panel at the
corporate office of HIL than the candidate is dropped of and no further discussion is
finally selected. The candidate to whom this letter is finally given, has to give his consent
to this selection letter to the company.
Once the consent comes thatthe candidate is given the date and time of joining with
certain terms and conditions with the joining letter.
When a selected candidate is given the selection letter than there is a particular period,
within which that person has to give his consent to the organization. But if within that
timeframe the consent of the person does not come than a follow up is taken, and if that
person is not interested in joining, than the second option is looked upon. If the people of
the panel of the interview are pretty sure about the second best option, and that persons
availability is there, than the second best candidate again goes to for his approval and the
whole process takes place again. But if the panel is not sure about the second best option

80

or that persons availability is not there, than again the whole interview and the selection
of the right candidate take place.
In the interview and the selection of the right candidate salary factor is always kept in
mind, and is always negotiated. At HIL no contract or legal bond is signed from the
candidate at his joining. The probation period of any person joining the company is 6
months, Before that person becomes the permanent employee of the company.

CONCLUSIONS
81

From the analysis done in the previous chapter, we can arrive at the following conclusions:
Taking HIL whole as a group, organization has both centralized and decentralized
recruitment system. As a part of HIL group, conduct the interview for the lower level
jobs in

decentralized manner. These are carried out exclusively by HIL group. At this

point it has a decentralized recruitment system. Whereas, the interviews for the top-level
jobs for the post of COO, Sr.Executivesetc are carried out in a centralized recruitment
system and the interviews are conducted in a centralized manner.
The sources of recruitment at HIL are both internal as well as external, but it prefers
internal recruitment. The selection process at HIL is also of face-to-face interview; at
some productive posts it prefers tests, etc.
Training needs analysis is done taking into consideration the views of not only the
superiors, but also the trainees themselves. This was confirmed from the responses of
both the trainees and the trainers. The trainees felt good that they were involved in the
analysis of their own needs and also said that the management was very cooperative and
tried to incorporate their views and suggestion to the extent possible. Thus as far as this
aspect is concerned the trainees were satisfied with the procedure followed.
Both the trainers and the trainees felt that the thrust in future should be on developing
people skills and not only functional skills. They also said that it would be a focus area.
Many trainees felt that they were not being given adequate training to keep them abreast
of the changing environment
Most of the times trainees were not involved in the training program planning.

Both the trainees and the trainers were in agreement on the most essential elements that

82

go into making a training program successful.

The final ranking obtained is the same in both the cases. Thus only goes to show that HIL
is aware of the needs of the participants and also understand what elements are most
important for a trainee. For
Both, clear objective is the most important elements that makes training program
successful.
We can conclude that HIL efforts towards recruitment and selection process at HIL is a
good one, but there are few things which would like to suggest to the HR department of
HIL
Regarding its selection process, which if, added to its existing recruitment and selection
process would definitely make it a real good one. As on system is foolproof, so HILs
recruitment and selection processes also lacking in somethings.
Training and Development have been quite successful. The employees

are satisfied

with the training activities, but they

Only feel that they should be involved in the planning of the

training program.

According to them their views should be taken on all issues instead of just informing
them that they have to attend a training program.

SUGGESTIONS
83

 Enhancing the importance of training programme among employees making them

aware about the impact of training on their work performance.
Demos and practical to be conducted time to time so that workers may get the meaning
of the word training.
Management must redefine and redesigns the jobs in order to provide more job clarity
to its personnel.
Training should not be seen as a responsibility of HR dept only but it should be taken
as responsibility of all sectional/departmental heads also.
Topics like house keeping, safety & communication must be taken at least after every
two months.
Exam should be conducted after providing training to find out its effectiveness.
Freedom must be given by HOD.
Head of the department should visit other plants and find new techniques being
followed there and give training to its subordinates.
The no of training programs should be increased so as to give them exposure to outside
world.
Stress management programs, should be conducted for all employees like yoga,
meditation
Certain incentive should be given to employees attending the programs like silver
coins, certificate etc.

Training should be skillful blend of theory & practices

84

 More and more audio, visual aids should be used.

With increased awareness among employees by displaying the schedule at
noticeboard, with regard to objective and benefits of a particular training

85

CHAPTER - VI

BIBLIOGRAPHY
86

BOOKS

K Aswathappa Human Resource and Personnel Management , Tata McGraw Hill Publishing
Company Ltd, New Delhi, 5th Edition, 2003.
C.B Gupta

Human Resource Management Sultan Chand and Sons, New Delhi, 6th Edition

(2005), 1996.
Stephen P.Robbions

Personnel/HRM, Prentice Hall of India Pvt Ltd, New Delhi, 3rd Edition,

1998.
Gary Dessler

Human ResourseManagement,Prentice-Hall of India Pvt Ltd NewDelhi, 7th

Edition,1999.
DeepaliMonga, Pof. RN Jha Personal Growth & Training anddevelopment, Savera Publishing
House Meerut (U.P), 1st Edition,2006.
Rolf Plynton, UdaiPareek

Training and Development, Vistaar Publication New Delhi, 2nd

Edition, 1978.
WEBSITE
www.lgi.org/recruitment/purpose.htm
www.gla.ac.uk/services/humanresources/policiesandprocedures.
www.ico.gov.uk/eventualaspx*?id=437
Pamphlet & Brochure of the company.Newspapers& Magazine

87

CHAPTER - VII

ANNEXURES
QUESTIONNAIRE FOR TRAINERS
88

 What are the methods used for the analysis of your training needs?
Are the employees involved in identifying their training needs/ areas of training?

Yes

No

What are the various areas in which training is imparted?

Company policies and procedures.

Functional Skills.
Human Relation.
Problem Solving.
Managerial and supervisory training.
Apprentice training.

Any other, please specify

In future what according to you would be the potential areas of training?
What are the various training methods employed
a. On-the-job. b. off- the-job..

Do you think the methods used are relevant and effective?

89

Yes

No

If no, which methods do you think should be selected? Give reasons?

What are your objectives in attending a training program?

Gain knowledge in your area.

Get promotion.
Get free holiday.
To enjoy social get together
Any other, please specify

Do you think your objectives of attending the training program is normally

achieved?

Yes

No

What according to you are the key areas .in which training should be imparted?
Are you provided with adequate continuing training to keep you abreast of the
changes in the environment?
Yes

No

90

 If no, in what areas do you think the company should impart continuing training?
What are the methods used to evaluate the effectiveness of a training program?

Feedback after training.

Improvement in performance.
Promotion/increment.
Written test/Exam.
Any other, please specify.
Does the management take into consideration your opinion on the training
program planning?
Yes

No

Identifying the shortcoming in the training program if any, regarding the

following
Physical Arrangements
Faculty
Training Methods.
Contents of the program.
Any other, please specify.
Have you communicated these problems to the management?

91

Yes

No

In what ways would you like to be involved in improving/ planning the training
program in future?

Take our views individually.

Hold a comm. unication meeting.
Conduct a survey.
Suggestion Box.
Feedback session on performance appraisal.
Any other, please specify..
In your opinion what are inputs that would make a training program successful?
(Rank the following in order of importance.)

Clear objective (Gain Knowledge/skills).

Good faculty
Right training methods.
Physical Arrangement
Duration of training program.
Contents of the training program
Reward/incentive after training program.

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QUESTION FOR T & D STAFF

What are the rules and procedures that govern the standard and scope of training
in your organization?
What methods are used for training needs analysis?
What are the various areas in which training is imparted?

Company policies and procedures.

Function Skills.
Human Relation.
Problem Solving.
Managerial and supervisory training.
Apprentice Training.
What are the various training methods employed?
On the job:
Off the job:
On what basis do you select the training methods to be use
Training is conducted
In house

Outsourced.

If outsourced what agencies and consultants are involved?

93

 On what basis do you decide to conduct training externally?

On what basis do you select the external agencies?
What according to you are the advantages of external training?
What generally is the frequency of a training program?
Quarterly.
Half Yearly.
Yearly.
What normally is the duration of a training program?
How do you decide on the training budget?
What methods do you use to evaluate the effectiveness of a training program?
Observation.
Ratings.
Trainee Survey.
Trainee Interview.
Test before and after.
Comparative study between trained and non-trained groups.
Class presentation
Any other, please specify..
What are the changing trends in T & D today? How is it different from what was
done one year ago?
What according to you are the roles and responsibilities of trainer and trainee in
94

order to make training program successful?

Trainer:
Trainee:
What are the essential elements that go into making a training program
successful? (Rank them in the order of importance)
Clear Objectives.
Good Faculty.
Right training methods.
Physical Arrangement
Duration of training program.
Contents of the training program.
Reward/incentives after the training program.
What are the main problems you come across while training individuals?
What methods are used to select and overcome learning blockage that may be
present?
How important is training as a tool for employee retention?
In future, what according to you would be the potential areas of training?

TRAINERS:

95

What are the rules and procedures that govern the standard and scope of
training in your organization?

1. Each individual has to undergo seven days of training in a year.

a. Need based intervention (for gap).

b. Planned Intervention (for development).
2. Yearly program are mentioned with the duration in the training calendar.
a. Excellence, experienced faculty is existed.
b. Individual feedback is sought after each program.
3. Training needs analyses is done at corporate and profit level.
a. Training schedules is made on the basis of training need analysis (TNA).
b. The total training policy is guided by HR development rules.

What methods are used for training need analysis?

By individual in a form supplemented by their superiors, ranking is done.
a. Meeting the coordinator.
b. Understanding the profile of participant.
c. Understanding the process the participant is undergoing.
By taking feedback, discussing with the participant, department heads and project
heads.
96

 Identification through a mechanism of TNA between the employee and supervisor

at all levels.
Through questionnaires and personal interaction with the heads of department.
a. Actual interview with COO, Sr. executive and some partices
b.Feedback
c.Performanceappraisal
d. Needs identified by management.
Organizational need, customs, feedback and practical experience.

What are the various areas in which training is imparted?

Company policies and procedures.
Functional Skills
Human Relation.
Problem Solving.
Managerial and supervisory Training.

What are the various training methods employed?

On-the-job:
Practical training on site/plant.
Theoretical as well as hands on training.
On the job training is generally used at induction level.

Off-the-job:
97

 Lectures
Seminars.
Case Studies.
Simulation.
Exercises.
Management input and developing of managerial competencies

On what basis do you select the training methods to be used?

As per the need, experience and job requirement, also depending on organizational and
personal goal.
Availability of resources.
Based on participant performance Depends on type of training to be imparted.
On the basis of objectives, training interventions and its impact.
Survey and analysis.

On what basis do you decide to conduct training externally?

If resource-faculty and facility are not available at HIL.
Once in year.
In case of new program, where HIL has no experience.
If workload at HIL is more.
When in house faculty for the subject concerned is not available.

98

On what basis do you select the external agencies?

Through their market reputation, past experiences, and faculty profile.
Interaction with agencies.
References
Charges.
Based on feedback obtained regarding the agencies and any past experience with the
agency for similar type of program.
Based on credentials, associated with HIL.

What according to you are the advantages of external training?

It is change for participants. Also, they interact with participant of other organization
and can hence benchmark.
In case of new program, it gives a good idea for the development of HIL personnel in
that field.
New ideas.
Sharing of workload.
Boarder Perspectives.
Some training requires a conditioned environment, which can be taken care of.
Some of the topics such as Wagon maintenance can only be seen and understood in
external training program.
It is more systematic, as they have expertise in their field.

99

What generally, is the frequency of training program?

Training program is on at HIL all year round. However, frequency of the program
depends on the type of program. For ex computer sessions are held weekly, executive
trainee program are held once in a year.

What normally is the duration of a training program?

Duration of the training program depends on the type of training program. For ex,
training on computer basics are generally of 3-5 days duration while those for executive
are of one-year duration

How do you decide on the training budget?

Yearly budget allocation is done to HIL by the head office.
Training program is made on the basis of
Training calendar of the organization.
Projection of any training aids procurement.
Normal administrative expenditure.
Past experience and benchmarking with the current scenario.
Cost per participant * no of participant to be trained.

What methods do you use to evaluate the effectiveness of training program?

Observation
100

 Rating.
Trainee Survey.
Test before and after
Classroom Presentation.
Reviewing the effectiveness after certain interval.
Through their reporting officer.

What according to you are the roles and responsibilities of trainer and
trainee in order to make a training program successful?
1. Trainer

Well Experienced
Good Leader.
Patient Listener.
Conviction.
Through knowledge.
Dedication.
Appropriate Preparation.
Should evaluate the effectiveness of the program.
Learner-Centered.

2. Trainee
Effective and alternative listener.
101

 Seriousness and Commitment

Co-operation.
Proper feedback on the session.
Positive attitude.

Each should function in partnership and the trainer should be concerned about the
development of the learner.

What are the main problems you come across while training individual?

For some people, training is merely a relief from regular monotony. So they want to
relax during the training days instead of taking it seriously.
Sometimes participants are sent not on the basis of their needs, but to satisfy the
statistics.

If the batch is not homogeneous, it is a problem to maintain the flow in training

program.
Caliber of individual is of different levels.
Mindset.
Participants sometimes dont have the prerequisite background for training.

102

What methods are used to detect and overcome learning blockage that may be
present?
The program can be presented in a very attractive way, linking with practical life, its
problem, earning atmosphere can be made friendly to have an open discussion.
Having a good tiebreaker at the beginning of the session.
By involving the participants, letting him express his views, listening to his views and
problems and by solving them to some extent.
Trainers should identify the level of understanding of each participant and accordingly
exercise should be given to make them comfortable.
Behavioral techniques & Personal Interaction.

In future what according to you would be the potential areas of training?

Techno-managerial capabilities.
Actualization of moral values.
Development of HR.
Value-based leadership.
Team Building.
Paradigm Shift.
Benchmarking
Computer/technological advancements.
Human Relations.
Core competencies, core value actualization, and business strategies in changing
scenario.

103

Trainees: What are the methods used for the analysis of your training

needs?

Analysis by superiors or company, identification by individuals.

Discussion with superiors.
Identification by group head or depending on departmental functional needs.
Feedback from persons to be trained about what training they need and this incorporate
in PMIs program to the extent possible by management.
Planned interventions training.
Questionnaires filled by participants.
Training is identified which has been proposed by the training department, by the
employees based on his needs and aptitude.
Self-Analysis.
Depending on the type and nature of job being handled.
Discussion at departmental levels.
Keeping in mind the career map of an employee .

104