A Report

On:

Recruitment and
Selection procedure at

Prepared

By:

A Report submitted in partial fulfillment of

The requirements of
2 Year Full Time Post Graduate Program in
Management
(PGPM) at
Institute of Management and Development,

New Delhi.

ACKNOWLEDGEMENT
The making of a report does not involve efforts of one
single person. It is possible only because of co-operation
and contribution of many minds. Several eminent people
at Flextronics. have made valuable contributions to this
report through their inputs. I am thankful to each one of
them.

We are also highly indebted to our esteemed guide Brig.

S.K. Gulati (Director Academics in IMD, New Delhi)
whose continued and invaluable guidance can never be
forgotten by us and without whom, this study could not
have got the present shape

Lastly, I am grateful to all those people who have spared

their valuable time in giving proper feedback.

TABLE OF CONTENTS
1. Executive summary

2
2. Objective of the study
• Managerial usefulness of the study
• Scope & limitations of the study
• Research methodology

3. Introduction
• Corporate functions at Flextronics
• Finance and accounts
• Human resource department
• Legal and administration

4. Review of literature
• Need for manpower planning:
• Manpower planning:
• Forecasting the manpower requirements:
• Auditing human resource
• Job analysis
• Developing a human resource plan

5. Hr functions at Flextronics

3
 • Recruitment and selection
• Designing compensation package
• Training and development
• Performance appraisal
• Innovative forum
• Recruitment and selection
• Disadvantages of internal sources
• Employment exchanges
• Management consultants
• Recommendations
• Advantages of external sources
• Disadvantages of external sources
• Recruitment procedure
• Role of personnel department in selection
• Purpose of selection and recruitment
• Final selection and appointment letter

6. Data analysis
7. Finding and recommendation
8. Bibliography
9. Questionnaire

4
 Abstract
The project was initiated to identify the perception of the recruiters
on the recruitment and selection procedure followed at
Flextronics. The research was initiated taking in to consideration
the need fro continuous enhancement or betterment of the
recruitment strategies followed at Flextronics. In today's rapidly
changing business environment, organizations have to respond
quickly to requirements for people. Hence, it is important to have a
well-defined recruitment policy in place, which can be executed
effectively to get the best fits for the vacant positions. Selecting the
wrong candidate or rejecting the right candidate could turn out to
be costly mistakes for the organization. Selection is one area where
the interference of external factors is minimal. Hence the HR
department can use its discretion in framing its selection policy and
using various selection tools for the best results. These caselets
discuss the importance of having an effective recruitment and
selection policy.

For this purpose, questionnaire survey method was selected for

data collection, where in a questionnaire was prepared taking into
consideration the basic objectives of the research. The
questionnaire contains closed ended questions. In this
questionnaire, we have use Linker’s scale to tap the attributes and
5-point rating scale. The sample size of 10 was taken on the basis
of probability sampling. The data collected were analyzed and
interpreted using table, charts and statistical tool percentage
analysis method. Various suggestions were drawn from the
analyzed data. The outcome of the study showed that the recruiters
are satisfied with the recruitment and selection procedure at
Flextronics. The research has also indentified some gap in the
current recruitment and selection procedure. As such if these
suggestion are applied then the procedure can be carried out
effectively

5
 Preface

The project deals with “Recruitment & Selection as

carried out at Flextronics” The objective of the study
is to understand and analyze the existing recruitment &
selection procedure in the company. In this report, I have
studied and evaluated the recruitment & selection
process as it is carried out in the company.

The first section of the report deals with a detailed

company profile. It includes the company’s history, its
activities and operations, etc. This section attempts to
give detailed background information about the
company and the nature of its functioning.

The second section deals with Recruitment & Selection.

In this section, I have given a brief conceptual
explanation to the topic. It contains the definition,
process and significance of Recruitment & Selection.

The third section of the report deals with my

observations about the process of Recruitment &
Selection Flextronics limited. This is the concluding
section. This section also contains the findings and
conclusions.

6
The fourth and final section of this report consists of
extra information that is related to the main contents of
the report. The annexures include some forms and
documents relating to the company, also relating to the
report and important documents upon which the project
is based.

OBJECTIVE OF THE STUDY

The project undertaken by me as a part of my PGPM

course is an effort made to study the Human Resource
policies and activities in Flextronics.,with special
emphasis on the overall recruitment process of the
Company.

In this era of cutthroat competition any organization,

needs to select and retain the best talent. People
selected should have positive attitude, ability to inspire
others and must be dynamic.

7
Because recruiting right person for the right job is the
most important decision by any company, I chose this
topic and was also involved in this process partially.

MANAGERIAL USEFULNESS OF THE STUDY:

 The study provides a complete knowledge of various

fundamental concept related to manpower planning,
recruitment & selection process.

 The study helps in finding the weaknesses ,if any in

the organization and the steps taken to avoid them

8
 The suggestions from the employees will help
management to make changes in the desired field

9
SCOPE & LIMITATIONS OF THE STUDY:

SCOPE:-

 Scope of the study is to collect information regarding

the manpower planning, recruitment & selection
process of the organization

 To analyze the level of satisfaction of the employees in

respect of the process followed in the organization

LIMITATION:-

 The main source of data is primary data, though

secondary data has not been ignored

 20 samples does not reflect the opinion of employees

as whole

 Time limit was another limitation and there may be

possibility of committing a general error

 Due to change in time ,policies may change

10
RESEARCH METHODOLOGY

Instrument used to measure the system in the

organization was of primary and secondary kinds .The
primary source of data was through questionnaire
schedule.

The secondary source included brochures, annual

reports, magazines, employee’s handbook, magazines
and journals

SELECTION OF SAMPLES:-
Sample size is 10

STATISTICAL TOOLS:-
It is very difficult to have detailed knowledge of
employees working in the company. So the surveyor
has taken 10 samples due to limited resources and
time factor. The management ranks are working in
different categories of different department. Thus it
becomes equally justified to plan in such a way that
it covers all departments.

TOOLS:-

11
  Pie chart
 Bar diagram
 Text and statements

DATA COLLECTION:-

The questionnaire was served to senior manager,

managers and employees.

The licked scale was used for calculating scores, which is

shown in every question immediately after the table.

Score is calculated as per the following:-

Points assigned to each 5-point scale*No of responses /

Sample size the remark is given at the end of each
question which is based on following calculation, if the
score is:

• 4 and above = Excellent

• 3 to 4 = Average
• Below 2 = poor

Interpretation is also made in each question on the basis

of the table and graph shown in analysis chapter

12
 INTRODUCTION
COMPANY PROFILE:-

Chief Officers

Michael McNamara | Chief Executive Officer Mr.

McNamara assumed the role of Chief Executive Officer
of Flextronics in January 2006. He had served as the
Company's Chief Operating Officer since 2001. In
addition to serving as the Company's COO, Mr.
McNamara served as President, Americas Operations
from April 1997 to December 2001, and held the role of
Vice President, North American Operations from 1994-
1997. He joined Flextronics through the acquisition of
Relevant Industries, Inc. in March 1994, where he served
as President and Chief Executive Officer since May 1993.
From May 1992 to May 1993, he was Vice President,
Manufacturing Operations at Anthem Electronics, an
electronics distributor. In addition, from April 1987 to
May 1992, he was a Principal of Pittiglio, Rabin, Todd &
McGrath, an operations consulting firm. Mr. McNamara
received a B.S. from the University of Cincinnati and an
M.B.A. from Santa Clara University.

Paul Read | Chief Financial Officer Mr. Read has been

the chief financial officer at Flextronics since July 2008
and was previously the executive vice president of

13
finance for Flextronics worldwide operations. His strong
financial management and operations background
includes increasingly important Flextronics positions
where he has led many critical initiatives that include
serving as the lead executive responsible for the
integration of the Solectron acquisition. Prior to joining
Flextronics in 1995, he held various financial positions
with Allied Steel and Wire, STI Telecommunications and
Associated British Foods. Mr. Read graduated from the
University of Wales, Newport with a degree in business
and finance and is a qualified member of the Chartered
Institute of Management Accountants.

Design. Build. Ship. Service.

Flextronics offers the broadest worldwide EMS

capabilities, from design resources to end-to-end
vertically integrated global supply chain services.
Flextronics designs, builds and ships complete packaged
products for its OEM customers and provides after-
market and field services to support customer end-to-
end supply chain requirements. Flextronics provides
more value and innovation to customers by leveraging
its global economies of scale in manufacturing, logistics,
procurement, design, engineering and ODM services
across a wide range of products and customer
segments.

14
Flextronics operates in 30 countries with a world-class
work force and well-diversified customer market
segments and business units. Flextronics’ global
presence and resources provide enhanced design and
engineering solutions that are vertically integrated with
manufacturing, logistics, and component technologies to
optimize customer operations by lowering costs and
reducing time to market. Flextronics successful market
strategy is based on several key competitive
differentiators, which include:

Significant Scale and Execution of a Worldwide

System

Flextronics has established an extensive network of

design, manufacturing, and logistics facilities in the
world’s major electronics markets to serve the growing
outsourcing needs of both multinational and regional
OEMs. Our extensive global network of manufacturing
facilities in over 30 countries gives us significant scale
and the flexibility to transition customer projects to any
of our locations to fulfill customer requirements. The
majority of our manufacturing capacity is located in low-
cost regions such as Brazil, China, Hungary, India,
Malaysia, Mexico, Poland, and Ukraine. This low-cost
global network enables us to execute with excellence

15
across a flexible, scalable global system that delivers
superior operational performance and optimal results for
our customers.

Segment and Business Unit Strategy

Flextronics has organized the company into focused

market segments and business units that bring more
value and innovation to our customers. These focused
segments, which include automotive, computing,
consumer, industrial, infrastructure, medical and mobile,
serve as the cornerstone of Flextronics’ market strategy.
Flextronics’ business units consist of strategic
technologies and augmented services that are
leveraged across all segments and customer product
categories to create scalability and to add flexibility and
speed to our segments. The business units are:

• Multek, providing multi-layer printed and

flexible circuit boards and interconnect
technologies as well as complex display
technologies;
• Vista Point Technologies, offering a
comprehensive range of solutions for camera
modules that address the unique product
considerations of OEMs;

16
 • Global Services, focusing on logistics, reverse
logistics and repair operations;
• FlexPower, offering world-class design and
manufacturing of semi-custom and custom power
supplies and battery chargers for OEMs, with
expertise that spans from high efficiency chargers
and adapters for the mobile device market to high
performance, high power solutions for rack-
mounted telecommunications systems, as well as
technology in the greater-than 500- watt area;
• Retail Technical Services, providing competitive
and flexible field services for customer operations.

Our segment and business unit strategy offers OEMs the

economies-of-scale of centralized core services such as
manufacturing, procurement, logistics and IT and
customized, market-specific capabilities offered through
industry-specific design, engineering, and original
design manufacturing (ODM) services. This enables
Flextronics to deliver highly-competitive services in an
increasingly complex industry that serves a diverse,
competitive customer base. Through this strategy,
Flextronics is able to make fast, flexible decisions in
response to changing market conditions.

Vertical Integration Capabilities

17
Flextronics offers a comprehensive range of worldwide
supply-chain services that simplify the global product
development process and provide meaningful time and
cost savings to our OEM customers. Our vertically-
integrated services provide customers with a total
design, manufacturing, and logistics solution that moves
a product from its initial design through volume
production, test, distribution and into post-sales service
and support. These integrated services allow us to
design, build, and ship a complete packaged product to
our customers’ end users.

Industrial Parks

As part of our low-cost manufacturing strategy, we have

established fully-integrated, high-volume Industrial
Parks in Brazil, China, Hungary, Mexico, and Poland. By
co-locating manufacturing and logistics operations with
suppliers at a single low-cost location, our Industrial
Parks provide a total supply chain management solution,
where we provide complete end-to-end product services
across all segments and customer categories. This
strategy increases our customers’ flexibility and reduces
distribution barriers, turnaround times, and overall
transportation and product costs.

18
Low Volume, High Mix Services

Flextronics understands the special needs of smaller

OEMs looking for customized solutions.
Flextronics Special Business Solutions offers low volume-
high mix services to customers with regional or
specialized production needs.

Design Capabilities

Flextronics has an industry-leading global design team

providing design services, products, solutions and
flexible engagement models to satisfy a wide array of
customer requirements. These solutions include
integrated circuit design, industrial, hardware, user
interface and mechanical design, PCB design,
semiconductor design, system validation, components,
embedded and application software development, and
test and engineering services. In addition, by combining
design and manufacturing services, Flextronics provides
ODM solutions for cellular phones and other consumer-
related devices, which are sold by our OEM customers
under their brand names. The Company also provides
contract design services to meet a variety of customer
design needs. Flextronics’ design and related

19
engineering services include all aspects of product
design.

Advanced Supply Chain Management

Flextronics has become a leader in global procurement

by leveraging our worldwide supplier relationships to
achieve competitive pricing and supply chain flexibility
for our OEM customers.

Information Technology Strategy and

Implementation

In today’s competitive global markets, IT centralization

and standardization are more than conveniences. They
are key factors in the business success of our
customers. By combining centralized applications and
standardized manufacturing processes, Flextronics
delivers a consistent, superior product to customers
worldwide while driving down costs and speeding global
product launches. Flextronics provides customers with a
consistent experience across the company, while

20
enhancing the visibility of the extended supply chain,
and enabling rapid response to knowledge gained from
advanced ERP applications and business analytic tools.
Not only does Flextronics invest in IT, but its team of
global managers leverages the Company’s global IT
expertise, so customers can build powerful business
benefits by utilizing a complete set of IT capabilities.

Social Responsibility

Flextronics’ corporate social responsibility practices are

broad in scope, and include a focus on disaster relief,
medical aid, education, environmental protection, health
and safety and the support of communities around the
world. Flextronics continues to build upon these efforts
and invest in global communities through grants,
financial contributions, volunteerism, support programs
and donation of resources. Our social responsibility
mission is to positively contribute to global communities
and the environment by adhering to the highest ethical
standards of practice with our customers, suppliers,
partners, employees, communities and investors. We
are committed to creating a safe and quality work

21
environment for our employees. Flextronics also strives
for excellence in our corporate governance practices
and we continually evaluate our processes and
implement procedures designed to maintain ethical
governance and operations standards. Our goal at
Flextronics is to meet the highest principles of corporate
responsibility and integrity.

Commitment to Customer Satisfaction

Flextronics firmly believes that long-term customer

satisfaction is the cornerstone of our success. To
continue meeting the changing needs of our valued
customers, Flextronics is committed to creating value
that increases customer competitiveness through a
world-class vertically integrated solution that establishes
the industry’s standard for superior quality and service.

Design — Total design solutions for innovative

electronics products

Flextronics provides a complete range of value-added

design services for OEM customers, ranging from
contract design to original product design to original

22
design manufacturing. With design engineers located
worldwide, Flextronics provides:

Electronics Systems. Flextronics provides complete

electrical design for products ranging in size from small
handheld consumer devices to large high-speed, carrier-
grade, telecommunications equipment. We offer
services in embedded system and DSP design, RF, high-
speed digital, and analog circuit design, power systems,
wired and wireless/RF systems, computing & storage,
display, imaging and audio/video applications.

Mechanical Engineering and Tooling. Flextronics

offers enclosure and case design in plastic and metal
media for low-volume through high-volume applications.
To offer complete solutions, Flextronics also provides
design and development services for prototype and
production tooling.

PCB Design. Flextronics offers complete PCB design

services, incorporating high-layer counts, advanced
materials, component miniaturization technologies, and
signal integrity.

Components Solutions. Flextronics, through our

VistaPoint, FlexPower, and Multek Displays business
units provides our customers with camera modules,
power converters, and displays, respectively for

23
platforms in consumer, mobile, computing, automotive,
and industrial platform products. Our components are
fully tested and optimized for integration in a variety of
platforms and are ready for customization as required.

Software Development and Integration. Flextronics

provides our customers with system and test software,
applications development, user interface and industrial
design services, along with the requisite comprehensive
integration and test services in the associated segment
or business units.

Build —Low-cost, high-volume manufacturing

solutionsmanufacturing solutions

Printed Circuit Board Fabrication

Flextronics is an industry leader in high-density,

multilayer printed circuit board manufacturing. The
Company manufactures printed circuit boards on a low-
volume, quick-turn basis, as well as on a high-volume,
production basis. Quick-turn prototype service allows
Flextronics to provide small test quantities to customers’
product development groups in as little as 24 hours.
With Flextronics' broad range of services, customer
demand for an accelerated transition from prototype to
volume production can be satisfied. Flextronics has

24
printed circuit board fabrication service capabilities on
three continents, South America, Europe, and Asia.

For more information, please visit www.multek.com.

Systems Assembly And Manufacturing

Flextronics utilizes just-in-time, ship-to-stock, and ship-

to-line programs, continuous flow manufacturing,
demand flow processes, and statistical process controls.
As OEMs seek to provide greater functionality in smaller
products, they increasingly require more sophisticated
manufacturing technologies and processes. By investing
in advanced manufacturing equipment and innovative
miniaturization, packaging, and interconnect
technologies, Flextronics offers a variety of advanced
manufacturing solutions.

Flextronics offers a comprehensive set of custom

electronic enclosures and related products and services
worldwide. These services focus on functionality,
manufacturability, and testing. They are integrated with
other assembly and manufacturing services to provide
customers with greater responsiveness, improved
logistics, and overall improved supply chain
management.

Flextronics manufacturing and assembly services

benefit from inventory management expertise and

25
volume procurement capabilities, which contribute to
cost reductions and reduce total cycle time. Through a
manufacturing resources planning system, Flextronics
enjoys real-time visibility on material availability and
real-time tracking of work in process. Flextronics utilizes
electronic data interchange with customers and
suppliers to implement a variety of supply chain
management programs. Electronic data interchange
allows customers to share demand and product
forecasts and deliver purchase orders while also
assisting suppliers with just-in-time delivery and
supplier-managed inventory.

Industrial Parks

Flextronics' Industrial Parks are self-contained facilities

that co-locate manufacturing and logistics operations
with suppliers in low-cost regions. The Industrial Park
strategy is based on minimizing logistics costs
throughout the supply chain and production cycle time
by co-locating a number of suppliers in one low-cost
location. Each park incorporates the manufacture of
printed circuit boards, components, cables, plastics and
metal parts needed for product assembly. This approach
to production and logistics is designed to benefit
customers by reducing distribution barriers and costs,
improving communications, increasing flexibility,

26
lowering transportation costs and reducing turnaround
times. Industrial Parks enhance the Company’s total
supply chain management, while providing a low-cost
solution for customers. Flextronics has strategically
established large Industrial Parks in Brazil, China,
Hungary, Mexico, and Poland.

Ship — Global logistics and supply chain solutions

Logistics

Flextronics provides global logistics services and

turnkey supply chain solutions. Worldwide logistics
services include freight forwarding,
warehousing/inventory management, and outbound / e-
commerce solutions through our global supply chain
network. Flextronics leverages new technologies such as
XML links to factories, extranet-based management,
vendor managed inventory and build-to-order programs
to simultaneously connect suppliers, manufacturing
operations, and OEM customers. By joining these
logistics solutions with worldwide manufacturing
operations and total supply chain management,
Flextronics significantly reduces costs and helps create
tightly integrated processes and facilities worldwide, so
that Flextronics can react quickly to demand signals
from customers worldwide.

27
After-Market Services

Flextronics provides a range of after-market services,

including product repair, re-manufacturing and
maintenance at repair depots, logistics and parts
management, returns processing, warehousing, and
engineering change management. Flextronics supports
customer by providing software updates and design
modifications that may be necessary to reduce costs or
design-in alternative components due to component
obsolescence or unavailability. Manufacturing support
involves test engineering support and manufacturability
enhancements. Flextronics also assists with failure
product analysis, warranty and repair, and field service
engineering activities.

Vertically Integrated End-to-End Solutions

As a leading global EMS provider, Flextronics offers a

comprehensive range of worldwide supply-chain
services that simplify the global product development
process and provide meaningful time and cost savings

28
to our OEM customers. Our vertically-integrated services
provide customers with a total design, manufacturing,
and logistics solution that moves a product from its
initial design through volume production, test,
distribution and into post-sales service and support.
These integrated services allow us to design, build, and
ship a complete packaged product to our customers'
end users.

Technology at Flextronics

Flextronics looks at technology and innovation as one of

the critical paths to achieving our Customer’s business
objectives. Not only should technology bring competitive
product differentiation to our Customers, it should have
a major impact on product cost and time to market as
well.

This philosophy allows Flextronics to focus our

technology initiatives on impacting four critical areas.

29
Automotive

Flextronics' Automotive Segment is focused on providing

a truly dedicated end-to-end solutions approach to the
global automotive market. Since quality fulfillment is
just as important as fast and flexible organization, the
Automotive Segment has established a professional
team that covers everything from global business
development and program management, through
quotation, materials, sourcing and procurement, to
dedicated automotive design and manufacturing
locations. Flextronics' Automotive Segment capabilities
include:

30
 • Global Footprint. Customers can utilize
global presence in Americas, Asia and Europe as
well as services from low-cost regions for cost-
effective alternatives and competitive pricing.
• Full Vertical Integration. Service offering
includes design, tooling, plastics, metals, PCB,
assembly, test, logistics, service and repair.
• Customized Services. From high-volume to
special business solutions.
• ODM Solution Offering. Complete product
offering portfolio with high degree of customization.
• Expertise. Continuously growing and
broadening world-class expertise in automotive for
lighting and interior, motion controls wireless and
connectivity, driver information modules.
• Experience. Over 10 years experience in TS
16949 compliant manufacturing.
• Faster Time-to-Market. Fast time-to-market
approach by taking advantage of the synergies
between the fast and highly efficient EMS
environment and robust automotive processes.

In today’s automotive business environment,

operational challenges have become increasingly more
complex. To address these challenges, the Automotive
team is committed to creating and managing high-
quality automotive supply chains and deliver

31
competitive results to customers.

Flextronics' Automotive Segment combines the

advantages of a dedicated environment with the
benefits of materials sourcing strength, process
standardization and the stability that comes from being
the industry’s leading EMS provider. From concept to
volume production, Flextronics works closely with
customers to maintain a focus on product excellence
and supply quality.

Lighting

As developer and manufacturer of comfort and safety

components in the areas of interior lighting and interior
trim, Flextronics' Automotive group has accompanied
and supported car manufacturers and system suppliers
for over 80 years. Our customers value us as innovator
and problem solver.

Our competence in the areas of research, development,

construction, sales, project management, tool
manufacture and logistics places us in a position to
meet the high requirements of the automobile industry.
A clear structure, the high personal input of our co-
workers, a smooth workflow and a technically well-
engineered IT-connection make the ideal basis for our

32
services - we know what is important to our customers.

Amongst our strong points is the integration of multi-

functional sensor-based switching systems into defined
system components as well as the development and
production of complex kinematics-mechanical
components.

As an internationally accepted full service supplier we

are offering entire support within all project stages. Our
range of services runs from design with all required
simulations, prototyping, validation of first off tool parts,
over realization of short term change requests by
customers, pre-series supply, initial sample inspection
due to current automotive directives to JIT/JIS- delivery,
as well as providing service parts for decades.

The Automotive group develops and manufactures in

Europe, the United States and Asia, combining
ergonomics, design, quality and comfort to meet the
highest demands.

Our self-developed simulation software for calculation of

visual effects enables us to throw light in every angle. In
our light laboratory our products demonstrate
conformance of theory and practice of the production
process.

33
Flextronics is the name of the future for the automobile
industry. We are working to achieve better comfort and
safety in cars. Innovation isn't just an idea - we create it!

Power contro

Flextronics' Automotive group manufactures power

controllers for cooling fans and glow plugs as well as
multi-function controllers, relays and power distribution
centers for the light vehicle and commercial vehicle
markets in Europe, North America and Asia. With its
global operations in Europe, US and Asia, the
automotive group is a leading provider of DC/DC
converters and advanced energy management
solutions.

Key Advantages

• World class design, test, prototype build

capabilities
• Focus on power controller hardware and
software
• Vehicle integration through bus systems and
technologies
• Innovative thermal management

Products And Technologies

34
 • Single Functional Power Controllers
o Cooling Fan Controllers
o Other PWM Controllers
• Multi Functional Controllers
o Body Controllers
• Fuse Boxes
• Relays

• Energy Management Modules

Computing

Flextronics' Computing Segment provides world-class

design, build, ship, and logistics services to computing
companies worldwide. As a large, reputable leader in
the EMS industry, Flextronics provides a broad range of
service offerings to customers in the desktop PC,
peripheral, server, notebook PC, storage device, and
video game console industries.

Key capabilities include:

• System Design
• Mechanical Engineering
• System Integration
• Build to Order and Configure to Order

Industry

35
By combining a global footprint with highly responsive
manufacturing operations, Flextronics delivers a
complete, vertically integrated product solution that
accelerates time to market, enhances customer
satisfaction, and provides a highly flexible global supply
chain for the lowest total cost solution.

Flextronics' Industrial Segment offers customized

services based on the special design and complex
assembly needs of customers' products. A world-leader
in mechanicals solutions, the Industrial Segment’s
design and manufacturing services include metal
fabrication and stamping, plastics injection molding, tool
design and manufacturing, and enclosure systems.
These mechanical solutions are integrated with PCBA
and final assembly manufacturing capabilities to deliver
a full product solution. Best of all, Flextronics' worldwide
logistic solutions enable products to be delivered to the
location quickly and cost effectively.

With a network of manufacturing facilities located in

major business centers in low-cost regions, as well as in
strategic, low-cost regions worldwide, Flextronics'
Industrial Segment enables customers to quickly grow
from prototypes to volume production in the most cost-
effective manner possible.

Industrial Segment Divisions

36
 • Aerospace & Defense
• Automotive
• Capital Equipment
• Household Appliances
• Meters & Controls
• Natural Resources
• Security
• Navigation & Telematics
• Self Service Solutions
• Solar

Aerospace

Flextronics understands the unique concerns of the

aerospace and defense industries. Our customers need
dedicated, customizable service with access to complex
subassembly and system manufacturing. We provide
several advantages that address these industry
challenges, which include low-volume, high-mix
facilities, machining, metal fabrication and high-volume
stamping, advanced assembly technology, and global
logistics and supply chain management engineering. In
addition, we understand that quality and security are of
the utmost importance. Our manufacturing facilities hold
an extensive number of certifications, licenses and
clearances to meet these needs. Flextronics Aerospace
Defense Services, Inc., a subsidiary of Flextronics USA

37
Limited, Inc., coordinates all of these resources and
service offerings into one complete aerospace and
defense solution.

Key Benefits

• Dedicated • Focus on long-

expert team for term customer
Aerospace/Defense partnerships
marketspace • Innovation-
• Solutions driven through
focused on low- technology
volume, high mix investments
manufacturing • Operational
• Complete excellence
vertically-integrated leverating Lean Six
solution offering Sigma and
services in design, Flextronics Best
tooling, plastics, Practices
metals, PCBAs, • Best-in-class
assembly and test quality systems and
Class 10,000 clean
• Extensive
rooms
global operations
• World-class
footprint with
engineering
locations in nine
services
countries on three
continents • ITAR, AS9100

38
 certified

Aerospace & Defense Campus Strategy

Flextronics’ Aerospace & Defense (A&D) Campus

provides a specialized, global solution for aerospace and
defense customers. The A&D campus incorporates all
lifecycle service capabilities, qualifications and
certifications required by the aerospace and defense
industries. Our North America sites are the core of the
A&D campus and act as the gateway for product
transfer to Europe and Asia as needed. Sites in Europe
and Asia offer a complete solution and have the
qualifications and certifications to support local
programs as well.

Solar

Solar Value Proposition

The Flextronics Solar Division has a dedicated team of

seasoned professionals ready to engage with OEM,
utility, and energy customers.

Key Benefits To Our Customers

39
 • A complete, vertically integrated solution
offering services in design, metal, plastics, PCBA,
assembly and test
• Extensive global operations footprint with
scalable regional manufacturing and logistics
solutions
• Best-In-Class quality systems and clean rooms
• Operational excellence leveraging Lean Six
Sigma and Flextronics best practices
• Innovation driven through technology
investments

• Focused, long-term strategic partnerships

Solar Solutions

Flextronics’ Solar Division Offering

Flextronics’ Solar Division offers customers the best

opportunity to get their products to market as quickly as
possible. With our world wide supply chain and scalable
manufacturing solutions, Flextronics’ Solar Division
offers solar clients a clear path to manufacturing
success.

Our solar manufacturing portfolio includes:

• Solar Modules
• Solar Process Equipment

40
 • Power Inverters
o Commercial Inverters
o Micro-Inverters
• Power optimizers
• Complex Machining
o Large Form Factor
o Small Form Factor
• Cabling/Harnesses
• Custom Enclosures
• Custom PCBA

Medical

Flextronics' Medical Segment provides world-class

design, manufacturing, and logistics solutions to medical
device and equipment companies. As a large,
recognized leader in the EMS industry, Flextronics
provides a broad set of capabilities for medical
customers in the invitro-diagnostic, drug delivery, and
lab equipment industries. Capabilities include:

• Electronic, mechanical, and software design

performed under fully compliant design controls
• A local and international geographic
manufacturing footprint, enabling customers to
efficiently grow from prototypes to trials to volume

41
 production, all performed in QSR-compliant
factories
• Worldwide logistics solutions to deliver product
to patients efficiently
• All activities overseen by a world-class quality
and regulatory team, ensuring compliance with
13485, 14971, 60601, and other state, federal and
international medical standards and practices

Flextronics combines the advantages of a deep skill set,

a broad footprint, and the materials sourcing strength of
a large, global company with the benefits of operating in
a fully regulatory-compliant environment. From concept
to volume production, Flextronics works closely with
customers to maintain a focus on product excellence
and patient safety.

Mobile and Consumer

Flextronics leverages global economies of scale to offer

world class, cost effective manufacturing and logistics
services to OEMs of branded, competitive consumer and
mobile technologies and devices. Flextronics is uniquely
able to build the world’s most recognized consumer and
mobile brands, at the lowest costs, through multi-
technology industrial parks that co-locate the

42
technologies and services required to manufacture and
deliver OEM products to the OEM’s end-market. The
Mobile Consumer Segment is fully engaged in offering
advanced design and electronics manufacturing services
for a variety of products within these industries.

Mobile—Flextronics provides full-spectrum design,

industrialization, and manufacturing services to OEM
customers in the mobile communications device
industry. Flextronics helps mobile customers create
market-leading products across a broad range of mobile
communications products, including GSM, CDMA,
WCDMA, smartphones, cellular handsets, data cards and
embedded modules.

Consumer—Flextronics provides end-to-end services

for OEMs in consumer industries such as print and copy,
consumer electronics, set top boxes, gaming consoles,
security tags and audio/video equipment including flat
panel TVs, DMPs and audio accessories. Flextronics’
Consumer offering serves these customers with every
element that is required to deliver real products to the
marketplace. Beginning with product concepts, product
design, manufacturing, materials management,
logistics, reverse logistics and full customer support,
Flextronics’ Consumer offering meets customer needs in
the most efficient, cost-effective manner possible.

43
Flextronics services for consumer products allow OEM
and retail brand customers to focus on their end users
while extending the breadth and depth of their brands.

Flextronics’ global manufacturing presence in low-cost

regions, vertically integrated core service offering and
complete supply chain and product life cycle
management solution deliver high quality products to
Mobile and Consumer OEMs that meet competitive time-
to-market requirements.

Logistics Solutions

Using the optimum combination of key drivers,

capabilities and services, we have the ability to
implement a complete range of customizable solutions
for our customers.

Freight Forwarding

For Logistics and Freight Forwarding solutions in Ireland

and the UK, please visit Irish Express Cargo at www.iec-
logistics.com, a wholly owned subsidary of Flextronics.

Global Program Management

The objective of global program management is to

systematically and strategically coordinate the

44
functional groups and tactics within Flextronics and
across the companies within the supply chain, for the
purposes of improving the total flow of materials from
suppliers to end users.

Global Program Management means:

• Strategic planning
• Effective time management
• Anticipation of the next move
• Weighing the risks
• Evaluating and knowing the alternatives

Supply Chain Management

The objective of supply chain management is to

synchronize the requirements of our customers with the
flow of materials from suppliers to achieve a balance
between high customer service, low inventory and low
unit cost.

The three major areas of a supply chain management

are:

• Supply Chain Strategy and Design

• Supply Chain Planning
• Supply Chain Operation

Direct Fulfillment

45
Flextronics’ Logistics group can implement a customized
solution because of our unique integration of all the
necessary resources, processes and facilities.

• Customer Order Cycle

• Replenishment Cycle
• Procurement Cycle
• Manufacturing Cycle

Built-To-Order/Configure-To-Order

Built-to-order enables our customers’ demand to be

filled directly from production resulting in lower
inventory costs and a more efficient supply chain. We
have the capabilities to manage these processes on-site.

Mass Customization

This strategy requires having specific processes in place

to create the ability to deliver highly customized
products at the lowest total costs. The core of mass
customization is the ability to increase product variety
and customization without increasing costs. The key to
mass customization is to standardize early portions of
the production process and to postpone the task of
differentiation until the last possible point in the supply
chain network.

46
Customers are now demanding highly customized
products and services. The niche markets are becoming
the markets. Mass customization requires rethinking and
integrating:

• The product design

• The manufacturing processes
• The delivery processes
• The configuration of the entire supply network
to deliver products
• Light manufacturing in distribution centers to
support final customization steps

The benefits of mass customization are:

• Lower total cost

• Improved customer satisfaction
• Competitive advantage
• Flexibility under changing market conditions
• Broader product lines
• Higher quality products
• Higher profits
• Avoidance of forecast errors
• Avoidance of purchasing delays

The positioning of inventory and the location, number

and structure of manufacturing and distribution facilities
must be designed to provide three capabilities:

47
Reverse Logistics

In today’s environment, companies want to maximize

their product expertise and equipment usage, while
minimizing inventories and freight costs. Flextronics
offers excellent reverse logistics services that allow
OEMs to increase customer satisfaction by providing a
complete view of their supply chains, including goods in
the return loop.

Flextronics’ Reverse Logistics strategy is to complete

our end to end solution - Design, Engineering,
Manufacturing, Logistics, Reverse Logistics, and After
Sales support, including Repair– and therefore deliver a
global solution to our customers at the lowest total cost.
By offering integrated reverse logistics solutions we can
provide feedback loops into design, engineering,
assembly, distribution, and most importantly customer
service.

Flextronics also possesses the know-how and resources

to manage and optimize the Services business for our
customers as a stand alone business.

Flextronics’ Reverse Logistics expertise lies in:

• Consumer and midrange products

• High volume, with low to medium complexity
• Printers

48
 • PDAs
• Mobile phones
• Consumer medical devices
• Notebooks
• PCs
• Set top boxes
• Highly complex infrastructure products

CORPORATE FUNCTIONS FLEXTRONICS

• FINANCE AND ACCOUNTS:

F&A is committed to be responsive, knowledge driven,

providing innovative solutions to shareholders,
internal and external customers. The main objective is
to provide decision support, financial planning and

49
 internal controls in order to preserve and maximize
the company’s net worth.

• HUMAN RESOURCE DEPARTMENT:

HR is committed to serve the organization by

providing timely, competent & affordable human
resource and develop & motivate them to achieve the
organization’s Vision & Mission.

• LEGAL AND ADMINISTRATION:

Legal & Administration Dept. is committed to provide

cost effective quality services to make the
organization effective and productive while safe-
guarding the interest of the company as well as that of
the customer.
MARKETING:

Marketing acts as the driving force to position the

company in the chosen global market place. This is
achieved by servicing the customers through a highly
proactive approach.

• MATERIAL:

Materials Dept. is committed to providing various

SBUs and departments, the desired quality and

50
 quantity of materials and services at optimum cost
and within the desired timeframe. This is achieved
through the effective utilization of available skills/
resources, systematic inventory control and
harmonious relationship with vendors and customers.

QUALITY ASSURANCE / QUALITY CONTROL,SAFETY

&ISO:-

Its aim is to provide services to achieve deliver and

maintain the highest international standard of quality
and Health, Safety & Environment (HSE) rating
through highly skilled manpower, latest technology,
and quality and HSE systems. The prime focus is to
achieve this through high level interaction and
deployment with line functions.

ESTIMATION:

As a focal point for the key function of the bidding

process, this department delivers in time high quality
proposals for multifarious projects by
conceptualization, effective co-ordination, efficient
collection / analysis of data and accurate costing.

The above departments work in careful co-ordination

& synchronization in order to achieve the long term &
short term goals of the individual department as well

51
as the company as a whole. These goals are derived
from the vision & mission statement. The quality
commitment serves as a means to achieve these goals
in the best possible manner, which is acceptable to
the customer.

52
53
 REVIEW OF LITERATURE:

“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 “Ms” 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,

54
at the right time, to do things which result in both the
organization and the individual receiving the maximum
long-range benefit.

Coleman Bruce. P: Manpower planning is the process

of determining human resource requirements and the
means of meeting those requirements in order to carry
out the integrated plans of the organization”

Giesler: Manpower planning is a process by which the

firm ensures that it has right number of people, right
type of people, at right places, at right time doing work
of which they can be economically most useful”

Wickstorm: 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 an 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;

55
C. Anticipating manpower problems by projecting
present resources in0 the future and comparing them
with the forecast of requirements to deter5mint 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.

NEED FOR MANPOWER PLANNING:

(1) To carry on its work, each organization needs

personnel with the necessary qualifications, skills,
knowledge, work experience and aptitude for work.
These are provided through effective manpower
planning.

(2) Since a large number of persons have to be replaced

who have grown old, or who retire, die or become
incapacitated because of physical or mental ailments,
there is a constant need for replacing such personnel.
Otherwise, the work would suffer.

(3) Human resource planning is essential because of

frequent labour turnover which is unavoidable and
even beneficial because it arises from factors which
are socially and economically sound such as voluntary
quits, discharges, marriage, promotions, or factors

56
 such as seasonal and cyclical fluctuations in business
which cause constant ebb and flow in the workforce in
many organizations.

(4) In order to meet the needs of expansion programs

human resource planning is unavoidable (it becomes
necessary due4 to increase in the demand for goods
of the same goods and services with growing
population, a rising standard or living - large
quantities of the same goods and services are
required.

(5) The nature of the present workforce in relation to its

changing needs also necessitates the recruitment of
new labour. To meet the challenge of a new and
changing technology and new techniques of
production, existing employees need to be trained or
new blood injected in an organization.

(6) Manpower planning is also needed in order to identity

areas of surplus personnel or areas in which there is a
shortage or personnel. If there is a surplus, it can be
redeployed; and if there is shortage, it may be made
good.

(A)MANPOWER PLANNING:

Manpower planning fulfills individual, organizational

and national goals. The main purpose is one of

57
 matching or fitting employee’s abilities to enterprise
requirements, with an emphasis on future instead of
present arrangements. The objectives may be laid
down for a short-term (i.e., for one year). For
example, the short-term objective may be to hire 25
persons from Scheduled tribes or Backward Class for
purposes of purposes of training. The long-term
objective may be to start a new industry, to expand
the market, to produce a new product, to develop its
own sales force rather than depend on distributors, or
to have minority group members eventually in
position of middle and upper management cadres.

(B) FORECASTING THE MANPOWER

REQUIREMENTS:

The management must estimate the structure of the

organization at a given point in time. For this
estimate, the number and type of employees needed
have to be determined; many environment factors
affect this determination. They include business
forecasts, expansion and growth, design and
structural changes, management philosophy,
government policy, product and human skills mix,
and competition.

58
After estimating what the future organization
structure should be, the next step is to draw up the
requirements of human resources, both for the
existing departments and for new vacancies.

In determining the requirements of human resources,

the expected losses which are likely to occur through
labour turnover --- quits, retirement, death, transfers,
promotions, demotions, dismissals, disability,
resignations, lay-offs, and other separations ---
should be taken into account.

It may be noted that for purposes of manpower

planning, the main dimensions to be taken into
consideration are:

(i) The total number of personnel available, this

could be obtained from the payrolls and other
personnel records, such as the applications for
employment.

(ii) The job-family, i.e., a detailed job-description for

each position such as stenographers who may
belong to various departments, e.g., finance,
marketing, personnel, public relations, general
administration, etc.

59
 (iii) Age distribution of the employees, available in
the present departments, says in the age-groups
20-29 years; 30-45 years; 46 years and above.

(iv) Qualification and experience desired, such as a

person with 5 years or 10 years experience in a
particular branch/job; and wither under-
graduate, post-graduate, diploma holders, etc.;
or with specialized knowledge in the field of
marketing, finance, computer programming or
engineering work.

(v) The salary range, etc.

AUDITING HUMAN RESOURCE:

Once the future human resource needs are estimated,

the next step is to determine the present supply of
manpower resources. This is done through what is called
“Skills Inventory.” A skills inventory contains data about
each employee’s skills, abilities, work preference and
other items of information which indicate his overall
values to the company.

Some organizations do not compile a Skills Inventory but

prepare Organization Charts to determine “how many
people, at what level, in what position and what kind of
person’s age, the number of years he has been in a
particular position, and his fitness for promotion.

60
Once the present manpower resources are determined,
the personnel department can estimate what changes
will occur in the present labour force in the next few
years, say, 5 years.

(C) JOB ANALYSIS:

After having decided how many persons would be

needed, it is necessary to prepare a job analysis,
which records details of training, skills, qualifications,
includes the preparation of job description and job
specifications. This has been discussed in the later
section of this chapter.

(D)DEVELOPING A HUMAN RESOURCE PLAN:

This step refers to the development and

implementation of the human resource plan, which
consists in finding out the sources therefore, is to
decide on the policy --- should the personnel be hired
from within through promotional channels or should it
be obtained from an outside source. The best policy
which is followed by most organization is to fill up
higher vacancies by promotion and lower level
position by recruitment from the labour market.

HR FUNCTIONS AT FLEXTRONICS:

61
The HRD department of Flextronics is a relatively young
department. Since then it has grown by leaps and
bounds. The essence of HRD department is to make the
individuals a part of its vision and objectives. The
different functions performed by the HRD Department in
this company are as follows:

• MANPOWER PLANNING:

The procedure for manpower planning at Flextronics is

a simple one. Each department is required to make a
request to the HRD through a Manpower Requisition
form (MRF) about the present and anticipated
vacancies arising out of resignation / superannuation /
forthcoming projects etc. The form requires certain
information to be filled such as position for which
manpower is required indicating major responsibilities,
qualification and experience required for the job.
Based on the MRF, HRD acknowledges the manpower
needs of various SBUs and subsequently draws up a
recruitment plan to fill up the vacancies.

• RECRUITMENT AND SELECTION:

The Company avoids going for the external

recruitment for the vacancies in the top management,
it tries to fill the vacancy as far as possible internally.
The company’s existing manpower resources are

62
assessed through the manpower inventory. Whenever
there is any vacancy in any SBU, the skill inventory
chart is referred to and efforts are made to fill up the
vacancies through internal transfers.
The company also goes for campus placements. For
the vacancies at the lower level candidates are
selected on the basis of written test, group discussion
and interviews.

• DESIGNING COMPENSATION PACKAGE:

The compensation package is devised carefully by the

HRD department. Remuneration is fixed depending
upon the knowledge, experience and nature of the job.
Efforts are made to take care of all the needs of an
employee. Employees posted at the site are paid
special site allowance, food subsidy, and transport
facility apart from other benefits.
• INDUCTION

Every new joined is formally placed and oriented by

the HRD department in the organizational
environment. This is achieved by conducting induction
programs, which are organized in batches. The
participants are given introduction of the company, its
history, the people associated, functioning of various
SBU’s, ISO awareness and company’s rules &

63
regulations and policies, along with an induction
booklet.

• TRAINING AND DEVELOPMENT

Training and Development Flextronics is an ongoing

activity. Training is also given to the people employed
on the contract basis. Training needs are identified
through appraisals and training programs are
organized accordingly. The HR department prepares
the Annual training plan and maintains the necessary
records of the training and of the employees with
respect to their training history. Training programs are
designed not only to help the employees aspire for
greater responsibilities, but also provide means to
self-improvement in their respective positions.

• PERFORMANCE APPRAISAL

The company has a well-laid down performance

review system for the regular employees. Trainees
and probationers are not covered under this system as
they are evaluated separately. The period of review is
1st January to 31st December of the calendar year.
Employees are granted increments and promotions
based on their performance effective from 1st July of
the following year. The company has two types of

64
 appraisals, self-appraisal and normal. Where the
former is for only top management the latter is for the
lower cadre people.

• EXIT INTERVIEWS

Whenever an employee desires to leave the company

he is required to fill up an Exit Interview Form. The
HRD department analyses the information-collected
form the Exit Interview Form and takes steps to plug
the loopholes, if any.

• INNOVATIVE FORUM

To encourage individuals to share their ideas and

responsibilities in a positive, creative and innovative
manner, the concept of Innovative Forum was
introduced in the Company. The objectives of this
forum are:

Transformation of Human Resources into Human

Capital:

• To make the participants realize that they are not

merely employees but an integral part of the
organization and that the organization firmly believes
in their active involvement.
• To recognize and reward individuals creative and
innovative contributions.

65
66
RECRUITMENT AND SELECTION:

The process of identification of different sources of

personnel is known as recruitment. According to Edwin
B. Flippo “recruitment is the process of searching for
candidates for employment & stimulating them to apply
for jobs in the organization”. It is a linking activity that
brings together those offering jobs & those seeking jobs.

Dales S. Beach observed “recruitment is the

development & maintenance of adequate manpower
resources. It involves the creation of a pool of available
labour upon whom the organization can draw when it
needs additional employees”. Recruitment refers to the
attempt of getting interested applications & providing a
pool of prospective employees so that the management
can select the right person for the right job from this
pool. Recruitment precedes the selection process, i.e.,
selection of right candidates for various positions in the
organization.

Recruitment is a positive process as it attracts

suitable applicants to apply for available jobs. The
process of recruitment:

i) identifies the different sources of labor supply

ii) Assesses their validity
iii) Chooses the most suitable sources

67
iv) Invites applications from the prospective candidates
for the vacant jobs.

SOURCES OF RECRUITMENT:

The various sources of recruitment may be grouped into

the following two categories:

1. Internal sources (recruitment from within the

enterprise)
2. External sources ( recruitment from outside)

INTERNAL SOURCES:

Internal source is one of the important sources of

recruitment. The employees already working in the
organization may be more suitable for higher jobs than
those recruited from outside. The present employees
may help in the recruitment of new persons also. Internal
sources are discussed as follows:

TRANSFERS:

It involves the shifting of an employee from one job to

another, one department to another or from one shift to
another. Transfer is a good source of filling vacancies
with employees from overstaffed departments or shifts.
At the time of transfer, it should be ensured that the

68
employee to be transferred to another job is capable of
performing it. In fact, transfer does not involve any
drastic change in the responsibilities, pay & status of the
employee. Transfers or job rotations are also used for
training of employees in learning different jobs.

PROMOTIONS:

It leads to shifting an employee to a higher position,

carrying higher responsibilities, facilities, status & pay.
Many companies follow the practice of filling higher jobs
by promoting employees who are considered fit for such
positions. Filling vacancies in higher jobs from within the
organization has the benefit of motivating the existing
employees. It has a great psychological impact over the
employees because a promotion at the higher level may
lead to a chain of promotions at lower levels in the
organization.

ADVANTAGES OF INTERNAL SOURCES:

1. ECONOMICAL: The cost of recruiting internal

candidates is minimal. No expenses are incurred on
advertising.

2. SUITABLE: The organization can pick the right

candidates having the requisite skills and talents and
their talents can be utilized to the fullest.

69
3. RELIABLE: The organization has knowledge about the
suitability of a candidate for a position. It is said that “
known devils are better than unknown angles ”

4. SATISFYING: A policy of preferring people from

within offers regular promotional avenues for
employees. It motivates them to work hard and earn
promotions. They will then work with loyalty,
commitment and enthusiasm.

DISADVANTAGES OF INTERNAL SOURCES:

1. LIMITED CHOICE: The organization is forced to select

candidates from limited pool. It may have to sacrifice
quality and settle down for less qualified candidates.

2. INBREEDING: It discourages entry for talented people

available outside the organization. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.

3. INEFFICIENCY: Promotions based on length of

service rather than merit may prove to be a blessing
for inefficient candidates. They do not work hard and
never try to prove their worth in the organization.

4. BONE OF CONTENTION: If more stress is laid on

internal recruitment then there will be infighting
among the employees for limited higher-level

70
 positions in an organization. As years roll by, the race
for premium position may end up on a bitter note.

EXTERNAL SOURCES:
Every enterprise has to tap external sources for various
positions. Running enterprises have to recruit employees
from outside for filling the positions whose applications
cannot be met by the present employees, & for meeting
the additional requirements of manpower. The following
external sources of recruitment are commonly used by
the big enterprises:

ADVERTISEMENT
Advertisement is the best method of recruiting people
for higher & experienced jobs. The advertisements are
given in local or national press, trade or professional
journals, newspapers & magazines. The requirements of
jobs are given in the advertisement. The prospective
candidates evaluate themselves against the
requirements of jobs before sending their applications.
Management gets a wider range of candidates for
selection.

EMPLOYMENT EXCHANGES:

Employment exchanges run by government are also a

good source of recruitment. Unemployed persons get
themselves registered with these exchanges. The

71
vacancies may be notified with the exchanges, whenever
there is a need. The exchange supplies a list of
candidates fulfilling required qualifications. Exchanges
are a suitable source of recruitment for filling unskilled,
semi-skilled and operative posts. The job seekers and job
givers are brought into contact by the employment
exchanges.

MANAGEMENT CONSULTANTS:

Management consultancy firms help the organizations to

recruit technical, professional and managerial personnel.
They specialize in middle level and top level executive
placements. They maintain data bank of persons with
different qualifications, skills and even advertise the jobs
on behalf of their clients to recruit right type of
personnel. These days, professional bodies of
accountants, engineers, etc. also help their members to
get suitable placements in industrial organizations.

CAMPUS RECRUITMENT:

The job in trade & industry are becoming technical &

complex. These jobs require certain amount of technical
& educational qualifications. The employees maintain
close liaisons with universities & technical & other
educational institutions. The students are spotted during

72
the course of their studies. Junior level executives or
managerial trainees may be recruited in this way.

UNSOLICITED APPLICATIONS:

Companies generally receive unsolicited applications

from job seekers at various points of times; the no. of
applications depends on economic conditions, the image
of the company and the job seeker’s perception of the
types of jobs that might be available etc.

An important problem with this method is that job

seekers generally apply to number of organizations and
when they are actually required by organizations, either
they are already employed in other organizations or are
not simply interested in the position.

CASUALCALLERS:

Management may appoint persons who casually call on

them for meeting short-term demands. This will avoid
following a regular procedure of selection. These people
are appointed for short period only. They need not be
paid retrenchment or lay off allowance. This method of
recruitment is economical because management does
not incur a liability in pensions, insurance & fringe
benefits.

LABOUR CONTRACTORS:

73
It is quite common to engage contractors for the supply
of labor, when labours are required for short periods &
are hired without going through the full procedure of
selection etc. Contractors or jobbers are the best source
of getting them. The contractors maintain regular
contracts with workers at their places & also bring them
to the cities at their own expense.

RECOMMENDATIONS:

Applicants introduced by friends & relatives may prove

to be a good source of recruitment. In fact many
employers prefer to take such persons because
something about their background is known. Some
organizations have agreements with the trade unions to
give preference to blood relations of existing or retired
employees if their qualifications & experience are suited
to fill the vacant jobs.

ADVANTAGES OF EXTERNAL SOURCES

1. WIDER CHOICE: When vacancies are advertised

widely, a large number of applicants from outside the
organization apply. The management has a wider
choice while selecting the people for employment.

2. FRESH TALENT: The insiders may have limited

talents. External sources facilitate infusion of fresh
blood with new ideas into the enterprise. This will
improve the overall working of the enterprise.

74
3. QUALIFIED PERSONNEL: By using external sources
of recruitment, the management can make qualified &
trained people to apply for vacant jobs in the
organization.

4. MOTIVATIONAL FORCE: It helps in motivating

internal employees to work hard & compete with
external candidates while seeking career growth. Such
a competitive atmosphere would help an employee to
work to the best of his abilities.
DISADVANTAGES OF EXTERNAL SOURCES:

1. DISSATISFACTION AMONG EXISTING STAFF:

External recruitment may lead to dissatisfaction &
frustration among existing employees. They may feel
that their chances of promotion are reduced.

2. LENGTHY PROCESS: Recruitment from outside takes

a long time. The business has to notify the vacancies
& wait for application to initiate the selection process.

3. COSTLY PROCESS: It is very costly to recruit staff

from external sources. A lot of money has to be spent
on advertisement & processing of applications.

4. UNCERTAIN RESPONSE: The candidates from

outside may not be suitable for the enterprise. There
is no guarantee that the enterprise will be able to
attract right kinds of people from external sources.

75
RECRUITMENT PROCEDURE:

Responsibility for Recruitment:

In a small organization, the owner or manager usually

does recruitment rather informally. But in a large
organization, the human resource department is usually
responsible for developing sources of applicants. Within
the human resource department, there is likely to be an
employment office to do the recruiting and even initial
selection of candidates for a job. Big organizations
employing a large number of professional and
managerial employees may have a separate department
engaged entirely in recruiting.

Requisition for Recruitment:

Recruitment is an ongoing process whereby the firm

attempts to develop a pool of qualified applicants for
future human resource needs even though specific
vacancies do not currently exist. This practice is also
necessary to maintain contacts with sources of
recruitment.
In most cases, recruitment starts when a manager
initiates an employee requisition for a specific vacancy
(or anticipated vacancy). The requisition should contain
basic information describing the position to be filled, the
duties to be performed, experience and the qualifications
required of the candidate for the job.

76
MEANING OF SELECTION:

Selection involves a series of steps by which the

candidates are screened, for choosing the most suitable
persons for vacant posts. The process of selection leads
to employment of persons, who possess the ability and
qualifications to perform the job, which have fallen
vacant in the organization. It divides the candidates for
employment into two categories, namely “those who will
be offered employment & those who will not be”. That is
why; selection is frequently described as a negative
process in contrast with the positive nature of
recruitment.

SIGNIFICANCE OF SELECTION:

Selection is an important function & it must be

performed carefully. If unsuitable persons are selected,
labor absenteeism & turnover will be high. Such persons
will shrink their jobs & will ultimately leave the
enterprise. This will result in wastage of time, energy &
money spent in hiring & training them. The efficiency of
the organization will go down. The well being of an
organization depends greatly on the quality of its
managers. Only sound selection of executives can build
up the strong managerial structure of the enterprise.
Errors in selection may prove very costly in future.

77
Proper selection is very helpful in building up a suitable
workforce. If right people are selected for various jobs,
their productivity & efficiency will be high. Therefore, the
basic purpose of selection is choosing right type of
candidates to man various positions in the organizations.
In order to achieve this purpose, a well-organized
selection procedure is required. Each step in the
selection procedure should provide more & more
information about the candidate. Such information will
facilitate decision regarding selection.

ROLE OF PERSONNEL DEPARTMENT IN SELECTION:

Personnel department plays an important role in the

selection process. However, it should be kept in mind
that decision to add persons on the payroll in a particular
department of the organization is not made by personnel
department. The requisition for the employees must
originate from the department where it is necessary to
hire some persons to man particular jobs in the near
future. For this purpose, the use of a standard requisition
form by the department head is preferable, as it will
make clear the number of vacancies, types of jobs, pay
scale & any special characteristics or skills required.
After receiving the requisition, the personnel department
will see the catalogue of job descriptions & job
specifications to obtain a picture of the job & will tap

78
sources of recruitment according to the circumstances of
the case.

Selection process will start when some applications are

received from the candidates. The personnel department
will classify & file the applications & will screen out the
applicants who are found unsuitable. After this, it may
call the other applicants for initial interview or
employment tests.

PURPOSE OF SELECTION AND RECRUITMENT:

The basic purpose of the selection process is to choose

right type of candidates to man various positions in the
organization. In order to achieve this purpose, a well-
organized selection procedure involves many steps & at
each step, unsuitable candidates are rejected. In other
words, the aim of selection process is to reject the
unsuitable candidates. But recruitment, on the other
hand, is a positive process. Its aim is to attract for vacant
jobs in the organization. Various sources of recruitment
are used for this purpose.

Thus, recruitment is a positive process because it aims

at attracting applicants for various jobs. But selection is
a negative process because it aims at rejecting
applicants who are unsuitable & offering jobs to those
who are found fully suitable.

SELECTION PROCEDURE:

79
,

There can be no standard procedure to select different

types of employees or to be adopted by all concerns. In
practice, selection procedure differs from job to job &
from organization to organization. In some cases,
selection is a very simple & one-step process. But in
many cases it is quite complex & time consuming. The
main steps in selection procedure may be as follows:

PRELIMINARY INTERVIEW:

The purpose of preliminary interview is to eliminate the

totally unsuitable candidates. It is generally brief & may
take place across the counter in the employment office
of the company. It consists of a short exchange of
information regarding the candidate’s age, qualification,
experience & interests. It helps to determine whether it
is worthwhile for the candidates to fill in an application
form. It saves the expense of processing unsuitable
candidates & saves the candidate from the trouble of
passing through the long procedure. Preliminary
Interview provides basic information about candidates.
Candidates who pass this crude screening are usually
asked to fill in the application blank available with
employment office of the organization.

APPLICATION BLANK / RECEIVING APPLICATIONS:

Whenever there is a vacancy, it is advertised or inquiries

are made from the suitable sources, and applications are
received from the candidates. Standard application forms

80
may be drawn up for different jobs & supplied to the
candidates on request. The application form / application
blank is useful for several reasons. It gives a preliminary
idea about the candidate to the interviewer & helps him in
formulating questions to have more information about the
candidate. The written information about age,
qualifications, experience etc. may prove to be of greater
value to the interviewers. It makes the processing of
applications very easy since there is uniformity of filling
the data in the application form.
SCREENING OF APPLICATIONS:
After the applications are received, a screening
committee screens them & a list is prepared of the
candidates to be interviewed. Applicants may be called
for interview on some specific criteria like sex, desired
age group, experience & qualifications. The number of
candidates to be called for interview is normally five to
seven times the number of posts to be filled up. The
personnel manager then reviews the screened
applications & interview letters are dispatched by
registered post or under certificate of post.

SELECTION TEST / EMPLOYMENT TEST:

Individuals differ in almost all aspects one can think of.

They differ with respect to physical characteristics,
capacity, level of mental ability, their likes & dislikes &
also with respect to Personality traits. The pattern of

81
physical, mental & personal variables gives rise to
thousand & one combinations & the particular pattern
makes the individual suitable for several classes of
activities, jobs or fields of work. Matching of individual’s
physical, mental & temperamental pattern with the
requirements of job or field of training is a difficult task.
But where this matching takes place, the result is
happiness for the individual & prosperity for the
organization & the society. But instances of round pegs
in square holes & vice versa are not rare. So before
deciding upon the job or jobs suitable for a particular
individual, one should know the level of his ability & the
knowledge, the pattern of his interest & aptitudes in
detail. This will require the use of employment tests.
Employment tests are widely used for judging the
applicant’s suitability for the job. They bring out the
qualities & weaknesses of individuals, which could be
analyzed before offering those jobs. The tests must be
designed properly. If they are biased, they will not be
good indicators of one’s knowledge & skills. Selection
based on such tests will be faulty. That is why tests
should not be relied upon fully.

EMPLOYMENT INTERVIEW:

Personal interview is perhaps the most widely used

method for selecting employees. It is a face-to-face talk
between the employer & the candidate. It is more

82
thorough & comprehensive than the preliminary
interview. The main purposes of employment interview
are:

(a) To check the information obtained in earlier steps,

(b) To seek more information about the candidate,

(c) To test the qualities of the candidate, and

(d) To inform the candidate about the job & the

organization. Personal

& social traits like aptitude, interest, motivation,

communication skill etc. can be better judged in an

interview.
<,

Employment interview however suffers from several

weaknesses. First, interview is a time consuming &
expensive device. Secondly, interviews can test only the
personality traits of the candidate & not his ability for the
job. Thirdly, interview process depends too much on the
personal judgement of the interviewers. Inaccuracy &
bias in judgment may yield misleading results. Fourthly,
interviewers may not be able to elicit required
information from the candidate. Finally, very often
interview is interpreted as having greater meaning &
validity as justified. Answers to questions may not reveal
the ‘real man’. Appearance may be deceptive. A

83
candidate good at interview may prove a failure on the
job.

CHECKING REFERENCES:

A referee is potentially an important source of

information about a candidate’s ability & personality if
he holds a responsible position in some organization or
has been the boss or employer of the candidate. Prior to
final selection, the prospective employer normally makes
an investigation on the references supplied by the
applicant & undertakes more or less a thorough search
into the candidates past employment, education,
personal reputation, financial condition, police record,
etc. However, it is often difficult to persuade a referee to
give his opinion frankly. The organization may persuade
him to do so by giving an assurance that all information
provided by him will be treated as strictly confidential.

MEDICAL EXAMINATION:

Physical or medical examination of a candidate is carried

out to ascertain his physical fitness for the job. It can
vary from a simple check of physical appearance & well
being to a very comprehensive examination. Some
companies accept the medical certificate obtained by a
candidate from a qualified physician. Others require the
candidate to pass the fitness test conducted by an
expert appointed by the organization. A proper medical

84
examination will ensure high standards of health &
physical fitness of the employees. It will reduce the rates
of absenteeism, accidents & labor turnover. A thorough
medical check of candidate’s fulfills three objectives:
First, it helps to ascertain the applicant’s physical
capability to meet the job requirement. Secondly, it
helps to prevent communicable diseases entering the
organization. Thirdly, it protects the organization against
unwarranted claims under the workmen’s compensation
act.

FINAL SELECTION AND APPOINTMENT LETTER:

After a candidate has cleared all the hurdles in the

selection procedure, he is formally appointed by issuing
him an appointment letter or by concluding with him a
service agreement. Generally, the candidates are not
appointed on permanent basis because it is considered
better to try them for a few months on the job itself. This is
because no procedure of selection is complete in itself to
find out the whole picture of the personality & qualities of
a candidate. It is only by observing a person at work that
one can find out how he does his work & behaves with
fellow employees & supervisors. If during the probation
period, an employee is found unsuitable, the management
may transfer him to some other job to which he may be
expected to do justice. But if the organization cannot offer

85
him a job which he can do well, the management may
either sack him or give him time & training to improve him.

INDUCTION:

The candidate selected is issued the appointment letter

& is requested to join the organization within a specified
period. The induction function follows this step & is
generally considered to be a part of the hiring procedure.
Induction is concerned with introducing or orienting a
new employee to the organization & its procedures, rules
& regulations.

NEW RECRUITMENTS IN A MONTH:

S. Response Frequency of Percentag

No. Categories Response e
1 5-10 2 20
2 10-15 1 10
3 15-20 0 0
4 20-25 2 20
5 < 30 5 50
Total 10 100
Figure 2.2.1
Pie Chart Representing New Recruitments in a Month

86
Interpretation:
The above table shows that the majority of 50 per cent
feels that they recruit more than 30 candidates in a
month, 20 per cent feels that they recruit 20-25, 20 per
cent feels that they recruit 5-10 candidates and 10 per
cent feels that they recruit 10-15 candidates.

SOURCES OF REQUIREMENT
Figure 2.2.2
S. No. Response Categories Frequency of Response Percentage
1 Direct walk-in 0 0
2 Placement consultants 0 0
3 Job Portal 3 30
4 Employee Referral 1 10
5 All the Above 6 60
Total 10 100

Pie Chart Representing sources of requirement

87
Interpretation:
<,,

The above table shows that majority of 60% candidates

are sources through all recruitment source like Walk-in,
Placement Consultant, Job Portal etc,30% feels that they
sourcing the candidate through Job portal and 10% feels
that they sourcing through Employee Referral.

INNOVATIVE RECRUITMENT PRACTICES

S. No. Response Categories Frequency of Response Percentage

1 Social Networking 3 30
2 Professional Networking 1 10
3 HR Forums 4 40
4 E-Groups 0 0
5 Head Hunting 2 20
Total 10 100
Figure 2.2.3
Pie Chart Representing Innovative Recruitment Practices

88
Interpretation:
It is inferred from the table that 40% respondents are
using HR Forms, 30% respondents are using Social
networking,20%respondents are using Head hunting and
10% respondents are using Professional networking as a
innovation recruitment practice.
OFFER DECLINE RATIO IN THE ORGANIZATION
S. No. Response Categories Frequency of Response Percentage
1 1%-5% 5 50
2 5%-10% 3 30
3 10%-15% 2 20
4 20%-25% 0 0
5 30%-50% 0 0
Total 10 100
Figure 2.2.4
Pie Chart Representing Offer Decline Ratio in the Organization

89
Interpretation:

It is inferred from the table that 5 response saying that

Offer decline ratio in organization around 1-5%,3
response are saying that offer decline ratio around 5-
10%,2 response are saying that offer decline ration
around 10-15%.

REASON FOR OFFER DECLINE

S.No Response Frequency of Percentag
Categories Response e
1 Better Role 2 20
2 Onsite Opportunities 0 0
3 Notice Period 3 30
4 For Higher Salary 5 50
5 Others 0 0
Total 10 100
Figure 2.2.5
Pie Chart Representing Reason for Offer Decline

90
Interpretation:
It is inferred from the table that 50% response believe
that candidate rejecting offer for higher salary,30%
believe that candidate rejecting offer for duration of
notice period and 20% believe that candidate rejecting
offer for better role.

S.N Response Frequency of Percentag

o Categories Response e
1 Good Compensation 4 40
2 Growth Opportunities 5 50
3 Quality of the work 1 10
4 Good Environment 0 0
5 Employee Focus 0 0
Total 10 100
Figure 2.2.6
Pie Chart Representing

91
Interpretation:
50% response saying that they choose these
organization for Growth Oppotunities,40% saying that
they choose these organization for good compensation
and 10% saying that they choose these organization for
quality of the work.

PERCENTAGE OF INTERNAL RECRUITMENT

S. Response Frequency of Percentage
No. Categories Response
1 0%-5% 0 0
2 5%-10% 1 10
3 10%-15% 2 20
4 15%-20% 4 40
5 Above 25% 3 30
Total 10 100
Figure 2.2.7
Pie Chart Representing Percentage of Internal Recruitment

92
Interpretation:

40% of response recruit 15-20% of the candidate

through internal recruitment,30% response recruit
above 25% of the internal recruitment,20% response
recruit around 10-15% of the internal recruitment and
10% response recruit candidate through internal
recruitment.

PERCENTAGE OF NO SHOWS
S. Response Frequency of Percentage
No. Categories Response
1 0%-5% 3 30
2 5%-10% 2 20
3 10%-15% 5 50
4 More 15% 0 0
5 Not at All 0 0
Total 10 100
Figure 2.2.8
Pie Chart Representing Percentage of No Shows

93
Interpretation:
It is inferred from the above table is that 50% of
response feels that percentage of no shows is around 10-
15% , 30% of response feels that percentage of no
shows is around 5% and 20% of response feels that
percentage of no shows is around 5-10%
STEP TAKEN TO AVOID NO SHOWS
S.N Response Categories Frequency of Percentag
o Response e
1 Extended Notice Period 5 50
2 Increase Gross Salary 2 20
3 Offering Higher Role 0 0
4 To Achieve Goals 3 30
5 Other Amentias 0 0
Total 10 100

Figure 2.2.9
Pie Chart Representing Step Taken To Avoid No Shows

94
Interpretation:
Out of 10 employee,5 feels that they should extended
notice period,3 feels that they should give more
opportunities for candidates to achieve goals and 2 feels
that they should increase the gross salary.
CHALLENGES INVOLVED IN RECRUITMENT
PROCESS
S.N Response Frequency of Percentag
o Categories Response e
1 Delay In Feedback 3 30
2 Notice Period 2 20
3 Salary Package 4 40
4 Higher Role 1 10
5 Any Other 0 0
Total 10 100

Figure 2.2.10
Pie Chart Representing Challenges Involved In Recruitment Process

95
Interpretation:
Out of 10 employee,40% feels that they can’t able to
negotiate with salary package what candidate is
asking,30% feels that they taking more time in giving
the feedback,20% feels that they can’t negotiate with
notice period and 10% feels that they can’t able to give
higher role

S. No. Response Frequency of Percentag

Categories Response e
1 Strongly Agree 5 50
2 Agree 3 30
3 Undecided 2 20
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 10 100

Figure 2.2.11
Pie Chart Representing

96
Interpretation:
Out of 10 employees, 5 strongly agree that company is
providing adequate training who conduct interview, 3
agree that company is providing training and 2 can’t
able to decide at this point of time.

MODE OF INTERVIEW
S.No Response Frequency of Percentag
Categories Response e
1 Telephonic 0 0
2 Face To Face 3 30
3 Video Conference 0 0
4 All The Above 7 70
Total 10 100
Figure 2.2.12
Pie Chart Representing Mode of Interview

97
Interpretation:
,

The above table shows that 70% of response use all the
mode of interview like telephonic, face to face and video
conference,30% of response saying that they using only
face to face mode of interview.

MODE OF INFORMING THE NOT SHORTLISTED

CANDIDATES
S.No Response Categories Frequency of Percentag
Response e
1 Face To Face 4 40
2 Mail 1 10
3 Phone 5 50
4 No Communication 0 0
Total 10 100
Figure 2.2.13
Pie Chart Representing Mode of Informing The Not Shortlisted
Candidates

98
Interpretation:
In the above table 50% of response use phone for
communicating the not shortlisted candidates, 40% of
response use face to face method for informing the not
shortlisted candidates and 10% of response use mail to
informing the not shortlisted candidates

ATTRACTIVE TALENTS FOR CHOOSING

FLEXTRONICS
S.No Response Categories Frequency of Percent
Response age
1 Salary 0 0
2 Roles And Responsibility 5 50
3 Branding 2 20
4 Promotion Opportunity 3 30
5 Any Other 0 0
Total 10 100

99
 Figure 2.2.14
Pie Chart Representing Attractive Talents For Choosing Flextronics

Interpretation:
,

In the above table 50% of response feels that they

choose Flextronics for roles and responsibility,30% feels
that they choose Flextronics because of promotion
opportunity and 20% feels that they choose Flextronics
for the brand name.
OFFERING SECOND CHANCE FOR OFFER DECLINE
CANDIDATES

S.No Response Frequency of Percentag

Categories Response e
1 Yes 3 30
2 No 7 70
Total 10 100

Figure 2.2.15

100
 Pie Chart Representing Offering Second Chance for Offer Decline
Candidates

Interpretation:
,,

In the above table 70% of response saying that they

don’t feel offering second chance who reject the offer
before and 30% of response feel that they can give
second chance of joining who decline the offer yet
before.

FINDING AND RECOMMENDATION

 On an average they will recruit more than 30

candidates in a month

101
 In Flextronics more than of 60% candidates are
sources through all recruitment source like Walk-in ,
Placement Consultant , Job Portal etc

 Apart from sourcing the profile in job portal and

conducting the walk-in the recruiters using some kind
of innovation practice like posting the job in HR forms

 Most of Recruiters are saying the offer decline ratio in

the organization is around 1-5%

 50% response believe that candidate decline the offer

for higher salary so the company should increase the
hike percentage

 Most of the response saying that the candidates

choosing this organization mainly for Growth
Opportunities what the organization is providing

 On an average 40% of response recruits 15-20% of the

candidate through internal recruitment on a whole

 On an average the percentage of no shows in the

organization is around 10-15%

 Most of recruiter’s feels that they should expended the

notice period for the candidates who got shortlisted to
avoid No shows

102
 Most of the recruiters feel that they can’t able to
negotiate with salary package what candidate is
asking

 Most of the recruiters strongly agree that the company

is providing adequate training for who conduct the
interview so that the worth of the interview is
maintained

 Most of the recruiters use all the sources of the

interview like telephonic, face to face and video
conference

 Most of the recruiters use telephonic for

communicating the not shortlisted candidates

 Most of the response saying that they choose this

organization mainly for roles and responsibility

 Most of the recruiters doesn’t feels of offering the

second chance who already decline the offer before

103
 SUGGESTION:

 The employee referral should be done more

effective by providing more job referral scheme to
the employee

 The Organization should advertise all vacancy

position internally n first instance

 The company can implement some kind of

innovation practice such as posting the job in social
network’s, sms adds so that it will provide the
quality candidates and cost effective to the
company

 The recruiters should reduce the waiting time who

has come for the interview so the candidate will
take up the interview without fail

 Regarding candidates No show after given offer

they generally doesn’t turn up because of notice
period and gross salary so that company should try
to negotiate in both the things

104
105
SELECTED BIBLIOGRAPHY:

 Personnel management by K.V Mishra, Aditya

publishing house Madras, 1992.

 CHHABRA T.N, Principles & practices of management,

Dhanpat Rai and co. (p) Ltd, Delhi, 2000.

 Practice of Human Resource by Danny Shield.

106