PROJECT REPORT

ON

RECRUITMENT & SELECTIONS PROCEDURE

AT ALPS INDUSTRIES LIMITED

SUBMITTED IN FULLFILMENT FOR THE AWARD OF MASTER OF BUSINESS ADMINISTRATION (2010-2012)

Submitted to:

RAJKUMAR GOEL ENGINEERING COLLEGE, PILKHUWA

Under the guidance of :

Submitted by: GUNJAN SHARMA 3rd- SEM

Mr. JAMEEL AHMED KHAN Mr. HARISH BHIST

PREFACE

Recruitment and selection process in any organization is given more and more emphasis and importance these days. Human resource is the foundation of any organization. In fact, the success or failure of any organization depends on the quality of employees recruited.

This Project Report shares insight gained after undergoing summer training in ALPS. highlights:

It

1. 2.

The procedures adopted by the organization to recruit and select the manpower. It also incorporates the Vision (future aspirations), mission and basic philosophy of the

organization adopted. 3. The list of products and services produced and which are in fact increasing day by day.

ACKNOWLEDGEMENT
I would like to take this opportunity to express my gratitude to all those who, directly or indirectly, made this project possible.

I would like to give my heartiest thanks to the officers and staff of Alps Industries Limited particularly Mr. _____________, V.P. (Corp. HR & IR).

DECLARATION/UNDERTAKING
I hereby declare that the project entitled on RECRUITMENT AND SELECTION with HRD Department of Alps Industries Limited, Site-4, Indl. Area, Sahibabad, submitted to Sikkim Manipal University, Manipal in fulfilment of the degree of Master of Business Administration (MBA) is my original and not submitted for award of any other degree, diploma or other similar award.

Date: 11.8.20011 Place: Ghaziabad

TABLE OF CONTENTS

1. OBJECTIVE 2. RESEARCH METHODOLOGY 3. ANALYSIS (Including SWOT Analysis) 4. FINDINGS 5. CONCLUSION 6. SUGGESTION/RECOMMENDATION 7. LIMITATIONS 8. ANNEXURE 9. BIBLIOGRAPHY

ORGANISATION STRUCTURE

The Group is driven by qualified and experienced professionals backed by a work force of over 600 employees. All branches and manufacturing facilities are computerized and networked with each other. An open door policy at all levels encourages employees to be participated,

innovative and creative. Empowering employees helps the organization in harnessing individual talents to the fullest. Emphasis is laid on building team spirit, which helps employees to realize collective potential. There are 8 units of ALPS INDUSTRIES: HARIDWAR (2 units) KASHIPUR JASPUR A-L A-16 A-3 B-2 MEERUT

QRG ENTERPRISES QRG is step towards integrating all our companies under one common entity, one common vision. QRG is the holding company of all erstwhile ALPS group, which includes ALPS Industrial, Crabtree India, Standard Manufacture.

ALPS NETWORK

Corporate office
Calcutta, Chennai, Mumbai, Pune, Delhi, Lucknow, Goa, Ghaziabad, Meerut, Jaipur, Delhi NCR We have a authorized distributors network all over India. Sahibabad, Meerut, Loni Road Ghaziabad, A-2, A-3. The Head Office of the group is based in Sahibabad. The office consist of 8'employees who were involved in functions like sales & marketing, Accounts, Personnel & HRD, Commercial etc. Over the years the head office has taken a multi-functional role and has evolved into a decision making, policy formulating, monitoring & coordinating agency for the entire Group's business activities, thereby transforming itself into the "Corporate office", besides retaining all unit based activities. The various functions currently being performed by the Corporate, office at Sahibabad & NCR. a). Accounts: The main function of the accounts dept. at Head Office is to control & supervise all the accounting functions at the head office as well as the units. It involves finalisation of accounts of the company & all the subsidiary company. It monitors investment and fund resources. It also complies details for income tax & sales tax assessment cases. b). Legal: The main function of the legal dept. is to coordinate & streamline the realisation of money due from various parties & check out all legal compliance's applicable to ALPS as per the Companies Act. To satisfy all correspondences & complaints of shareholders. To correspond with stock exchange, RBI; & other related dept. c). Marketing The marketing dept are responsible for overall formulation & implementation of marketing strategies for their respective product lines. They also monitor the sales targets periodically & co-ordinate with the respective production dept. for timely deliveries schedules, collection of sales proceeds, order status, dispatch details stock availability etc. Marketing dept. ensures d). HRD & Personnel The corporate. HRD & Personnel dept. is responsible for formulating, implementing,

administering, monitoring & reviewing periodically the personnel & HRD policies & practices considered conducive to the overall development of the employees as well as 'the organization.

e). Business Development Department. The main responsibility of this department is to improve the perception of the Group, pitch the product against competition. It co-ordinate with the branches as well as the units for enquiries, approvals & projects. This dept. also conduct seminars, product & Corporate presentation.

f). Commercial The commercial dept. formulate policy guidelines for different units for buying of materials sending production programs to factory, inspection cases to DGS&D, & inspection formalities. It also involves attending liasoner, tender attending, & commercial correspondences etc.

g). Communication & Market Support The role & responsibilities of CMS are as follows. Design, creative development, Visualization, editing, proofing, printing, execution & Distribution of catalogue, mailer, price-lists, profiles. Release of press advertisements & press releases to agencies and print media. Design and installation of dealers and retailers sign board, wall paintings, kiosks, bus back panels & hoardipg Arranging an execution meets Conferences, seminars, Exhibition and road shows & Launches. Dispatch and billing. New launch products: Pre-launch information / surveys, Post launch activities. Product : Comparisons, life cycle analysis, sample analysis & features & benefits Complaints after sale services/ analysis sample analysis & features & benefits.

(H) Export Department Objective To develop export orientation & Culture in ALPS Group

To achieve maximum penetration in South Asian, Middle East & African Market in coming one year.

Function:
Export function Market development: which involves international Dealers, Agent, and direct institutional

development. Administrative development: which involves quality improvement & packaging

improvement. Exim commercial: o Export documentation & customer clearance. o Import documentation & customer clearance. o Availing export promotion benefits o Interaction with banks for negotiation of export documents o Interaction with A/c ( finance for arranging)

Basically it act as a NODAL AGENCY b/w Factory -HO - Supplier/customer.

JOINING FORMALITIES a) Submit the joining report.

b) Submit copies of certificates supporting your educational qualifications, Date of birth certificate and other testimonials, passport -size photograph, clearance certificate from your previous employer.

c) Fill in the Provident Fund nomination form.

d) Complete the ESIC requirement.

e) Submit a copy of the vehicle registration form for claiming conveyance allowance.

f) Open a saving bank A/c with the prescribed bank for crediting of your salary: All the above documents are to be submitted to the HRD & Personnel dept.

EMPLOYMENT RULES.
(a) Timings For Head Office: Working Days: Monday to Saturday. 9:30 a.m. 6:00 p.m.

Working Hours: 10:00a.m - 6:30 p.m

1.30pm 2:00 PM (Lunch Time)

Attendance
You are required to sign the attendance register. A 'mark' is put if you are late & three such marks result in deduction of half day's leave. However employees may be permitted to inform the office in advance about their late comings on A/c of any unforeseeable exigencies subject however to a maximum of twice a month. Attendance is normally calculated from the 26th of the previous month to the 25th of the present month for the calculations of salary. However this practice may somewhat vary from one unit /business to the other

8. PERSONNEL REGULATIONS. (a) Probation /Confirmation If you are newly appointed employee at the level of Dy.Manager or below you are normally required to serve a one-year probationary period or as otherwise specifically prescribed. At the end of the probation period,- your performance will be evaluated, and based on the assessment by your seniors, a decision will be taken to either confirm you in the services of the company to extend the period of probation or terminate your services and the decision as it may be, of the management, will ,be intimated to you in writing. However it may be noted that either due to unsatisfactory work performance or for any other reason whatsoever The services of a

probationer are liable to be terminated by the company by giving 7 (seven) days notice during the probationary period & one month notice after confirmation.

(b) Increments & Rewards: Depending upon your performance you may be given graded increments on the 1 st April every year provided you had joined the conil)any before 1 st Oct of the preceding year. This practice may somewhat vary from one unit / business location to the other. You cannot however demand an increment as a matter of right. It will be based purely on your performance of the preceding year, as assessed and recommended by your departmental head / unit head. In case of very good performance, the management may decide to give you further recognition either in status or in monetary terms, or both in appreciation of your work, and contribution.

(c) Promotion These are decided on the basis of consistently good performance over functional head, discussion with the HRD & Personnel dept. or the unit head at you _location.

(d) Leave Rules At Head office : (as per Shops & Establishment act) Casual leave Privilege leave Total = 12 = 15 = 27

At Factories : (as per Factories Act, 1948) Casual leave Earned /Privilege leave Total =7 = 15 = 22

Casual leave Leave availed of in the nature of personnel engagements and of casual nature will be adjusted against "CL" standing to your credit. However if there is no casual leave is standing to your credit, it will be adjusted against your privilege only.

Remaining unavailed CL will automatically stand lapsed at the end of the leave year / calendar year.

Privilege leave The term privilege leave is synonymous with "Earned Leave" or "Annual Leave" and is meant for an employee's rest & recuperation. The company therefore expects that an employee will avail of privilege leave at least once in each year & have an enjoyable holidays so that he returns to work fully refreshed . 1.25 leave after every 20 actual working days and total 15 days for which one must have' actually worked for 240 days in the previous year before his entitlement begins: Earned leave with pay is allowed as under: a) 3 leave after completion of first quarter. , , b) - Balance leave after completion of 4th quarter. All unavailed earned leaves are encashable at the end of the year. These shall not be carried over for accumulation in the next year.

9. SOCIAL SECURITY MEASURES

ESI (Employee State Insurance):

ESI is a statutory social security scheme extended by the Govt of India. All employees drawing a gross salary (excluding conveyance allowance) upto Rs.10000/(Basic + HRA) per month are covered under the scheme. They can avail of medical facilities for self, spouse, children, & dependent parents at the rate of 1.75% by the employee and 4.75% by the employer

Provident fund (PF)

The Provident Fund Act of 1952 came into being to provide compulsory contribution on the employer & that of the employee as an old age benefit to the employee.

According to its prevailing provision, the act states that "Every employee whose pay does not exceed Rs.6500/- PM (Basic earned) is required to become a member of the fund " However in our organization it is imperative for every employee, irrespective of the basic salary to become a member of this fund".

The PF scheme is applicable to all the employees on the rolls of ALPS and its other associated subsidiaries companies. The employee contribution to the PF scheme is 12% of the basic salary & ALPS also contributes an equal amount to employees provident fund account as per EPF act 1952.

An employee can take loan from his PF contributions after fulfilling the necessary requirements. The details of the same can be obtained from the personnel & HRD dept. at your location.

The entire contribution under this fund is payable to the employee under the following events. (i) (ii) (iii) (iv) Voluntary or normal retirement of an employee. In the event of the employee's death (amount will be paid to the nominee / nominees). If the employee retires due to permanent or total disablement. On employees resigning from the company or settling abroad.(after certain number of

months ) (v) If the employee joins another company which does not have a PF facility

c) Employee Pension fund: The family pension scheme, as an extension of PF, is applicable to all the employees on the rolls of ALPS and its subsidiaries. The employee's contribution to the scheme is @ 8.33% of the employees' pay which shall be remitted by the employer to the EPF within 15 days of the close of every month. d) ) Gratuity As a part of the terminal benefit extended to all the employees gratuity becomes payable upon cessation of the employment after rendering continuous service of not less than 5 years either in case (six months or more are considered to be one year). -On Retirement

-On Resignation After completion of every one year he will be entitled for 15 days salary as gratuity. However in case of death the Gratuity benefits will be payable (minimum one year service is required for qualifying this. scheme). The Gratuity shall be payable for every completed year of service or part thereof in excess of six months the employer shall pay the gratuity to an employee at the rate of fifteen days' wages based on the rate of wages last drawn by the employee concerned on the basis of the following formula.

15/26 x Last salary drawn x Number of completed years of service

e) Maternity benefits According to the Maternity Benefit Act 1961 maternity benefits are applicable to all married female employees of the company, who have worked for atleast 80 (eighty) days preceding the 12 months immediately the date of her expected delivery. The maximum duration for which any woman is entitled to maternity benefits would not exceed 12 weeks, ordinarily six weeks upto & including the day of the delivery & six weeks immediately following the date.

In case of miscarriage she shall on production of medical proof be entitled to avail leave with salary (at the rate of maternity benefit) for a period of six weeks immediately following the day of her miscarriage. In addition the employee can avail leave for a maximum period of one month in case of her illness or illness of her child arising out of delivery. However in case of a miscarriage or illness the employee should submit a medical certificate from the registered medical practitioner. After completion of maternity leave& before resuming duty the employee would have to submit a fitness certificate'.

f) Accident Insurance

Employees including managerial staff who have to travel regularly on office duty may be insured against accident risks for an amount of Rs.1 Lac to 6 lacs according to their status as determined

by the company. The company shall pay 100% premium of such insurance. The categories are as under:

TM (Top Mgt.) SM (Senior Mgt.) MM (Middle Mgt.)

Director /Executive Directors President / Vice President General Manager AGM / DGMs Managers Dy. Manager/Asst. Managers

Rs.6,00,000/ Rs.4,00,000/ Rs.4,00,000/ Rs.3,00,000/ Rs.2,00,000/ Rs.,1,00,000/

10. ANNUAL BENEFITS:

a) Bonus /Ex-Gratia: The Bonus shall be paid on the Earned Basic Salary during the financial year and to be calculated as per the payment of bonus act. The percentage of bonus however decided by the management in keeping with the profitability/performance of the units and also as per the determining provision of the Bonus act. It is usually announced in the month of Oct/Nov each year.

b) Leave Travel allowances (LTA): The LTA is eligible only to those employees (staff) who are specially covered under LTA rules by virtue of their appointment letter or agreement with the management, and shall be paid'as under. Dependent family members shall also be covered under this scheme.

LTA can be availed only on completion of one-year service. However as a special case the management may relax the rules and grant LTA benefits. In subsequent years the LTA benefits can be claimed once during December to March every year. Basic Salary Rs. 5000/- and above (Basic) Entitlement (Rs.) Equal to one month Basic Salary p.a.

The employee has to inform the company of his plan to proceed on LTA must take sanction from the competent authorities atleast 15 days in advance.

LTA not availed in any financial year will lapse unless otherwise it is permitted by the management due to urgency of official work. The facts should be placed on records at Head Office for such purpose.

c) Medical Reimbursement: The employees drawing a salary less than 10001/- per month (Basic + HRA) are covered under ESI and shall get free medical treatment under ESI Scheme. Hence

They shall not be entitled for any medical benefit from`the company.. Employee not covered under ESI scheme shall get medical relief as per the mentioned norms below. Salary Rs. 10001/- and above (Basic + HRA) Entitlement Equal to one-month Basic salary p.a.

This benefit is extended to the employee, his spouse, children & dependent parents. Medical bills should be submitted, minimum 60% to 70% in original and balance can be through declaration. d) Mediclaim Insurance Policy Employees in the rank of GMs and above shall be covered - under "Mediclaim insurance policy " and full premium shall be borne by the Company. e) Leave Encashment All the employees are entitled to this benefit. This benefit can be availed of provided privilege leaves are standing to his credit The encashable amount would be calculated on the basis of his prevailing total salary & is usually paid during December/Jan every year. At the time of cessation of service either on account of Resignation, Retirement or discharge the entire privilege standing to his credit is encashed as per the company rule.

Loan scheme: Presently, no specific loan scheme exists in the company but subject to availability of -additional funds, loans may be given in exceptional cases on the 100% discretiion of the management for the purpose of marriage of children, or dependent persons, housing, purchase of vehicle (in case of entitlement) and or any unforeseen circumstances. To avail loan prior sanction must be secured in the prescribed proforma from Head office before any case is considered / recommended. Presently we are allowing loan facility giving salary equivalent to one-month total salary & same should be deducted in six equal installments.

Notice of Termination
On Probation : During the probation period, the company may terminate the services of the employee at any time by giving 7days notice with or without assigning any reason whatsoever. Similarly the employee would also be at liberty to leave the services of the company at any time upon giving 7days prescribed notice.

On Confirmation During the confirmed period, the company may terminate , the services of the employee at any time by giving one-month notice with or without assigning any reason whatsoever. Similarly the employee would also be at liberty to leave. the services of the company at any time giving one month's prescribed notice. Full And Final Settlement In case employee decides to leave the organization he will have to submit his letter of resignation to the Departmental head / Reporting manager.

Once accepted he will fill in a clearance form & get it signed from his departmental head. Therelieving letter would be issued. Only after the acceptance of his resignation & when the clearance form reaches the HRp & personnel dept. The full & final settlement of dues would be initiated as soon as the relieving letter is issued.

Marketing & Sales dept. The marketing and sales department has to submit No due certificate from all the dealers, before

leaving the company Service Certificate: At the time of discharge, dismissal, termination of service, resignation or superannuation, an employee shall be furnished with a service certificate in the prescribed form.

TRAINING & DEVELOPMENT DEPARTMENT

The company is growing with more products being sold to increasingly diverse set of customers & competing against new set of competitors. It is therefore, imperative for us to keep abreast with world engineering needs, market development & competition.

The main objective of T&D department is " to build a competent & competitive work force to meet the challenges of growth & achieve the corporate mission". `Excellence' is moving target & the means to achieve this is learning which in itself is an unending process". There is a constant need for training in terms of product improvement and honing sales / marketing skill.

This needs result in establishing Training & Development dept., which impart training to the employees in various fields. The process of training & retraining has been set into motion to bring about a positive cultural & attitudinal change so as to ensure better responsiveness & accountability among its employees & sufficient resources have been earmarked to promote continuos development activities at all its business location in a planned, systematic & organized manner.

Most of the Training programs are conducted by in-house trainer who adds to the sense of belonging to the company & an itch to do something. The major focus area comprises of: Corporate presentation programs. Product Training programs Sales management programs. Skill development programs. Technical education to dealers / customers

Servicing of products tips for proper use & preventive maintenance of products.

The various training programs will be conducted at Head office in Sahibabad and Regional offices such as Calcutta, Chennai, Ahmedabad, Mumbai, Cochin, Hyderabad, Jaipur, Chandigarh etc. Training programs are conducted for executives & managers to improve Technical & Professional skills so as to ensure positive contribution towards enhancing all round development of our employees as well as organisation thus equipping all concerned towards better cohesiveness, improved, performance, & achievement of targeted results. These training programs build a sense of comrade ship among the branches and also inter branch colleagues. The training aims at updating the employees on the product, system & building the confidence to motivate them in taking up the challenges to achieve growth, profitability & excellence.

RECRUITMENT
Before an organization can fill a job vacancy, it must find people who not only are qualified for the position but also who want a job. Recruitment refers to organizational activities that influence the number and type of applicants who apply for a job and whether the applicants accept the jobs if offered. Thus recruitment is directly related to both human resource planning and selection. Although it can be quite expensive, organizations have not always viewed recruitment as systematically as other HR functions such as selection. During the coming years, however the importance of recruitment will increase for many organizations for at least two reasons: A majority of companies think that they will face shortage of employees who posses the necessary skills for the jobs. The downsizing and cost saving measures undertaken by many companies in recent years have left recruitment budgets much smaller than before.

Thus recruiters will have to become acquainted with new and more cost-effective ways of attracting qualified applicants.

VISION OF ALPS
We will become Worlds leading manufacturing company by using the technology of high quality, Skills and making use of the wealth of opportunities present. In the coming years, we will become the most competitive Manufacturing Organisation.

MISSION OF ALPS
To become a World-class research based manufacturing Company by using the skills and capabilities as well as the opportunities present in the environment

PROBLEMS OF THE ORGANISATION

The problem ALPS faces is that some of the employees are not really satisfied with the Recruitment and Selection Process adopted by the Company, Job Security, Training and Awareness for organizational goals and Training related to job. Most of the Employees are satisfied with the Company but steps should be taken to improve Employee-Satisfaction in each and every aspect.

FUTURE OF THE ORGANISATION

It can be said on the basis of the environmental changes taking place and internal capabilities that the future of the ALPS is bright. Some of the factors supporting the success of ALPS are:

1. The cost and availability of technology used is reduced. So it able to use extensive technology-base. 2. More and more customers want to use Electric-products 3. ALPS uses foreign technical collaborations also. 4. ALPS employs high-quality scientists for doing continuous R&D. 5. It is one of the importance factors that qualities professional are recruited in ALPS, which contributes to its success.

THE STUDY OF MICRO RESEARCH PROBLEM

OBJECTIVES OF THE RESEARCH To study the Recruitment & Selection Practices at ALPS INDUSTRIES LIMITED To identify the various factors companies undertake prior to the recruitment process. To study how the companies establish a fit between their business strategy and recruitment strategy.

recruitment process.

RESEARCH METHODOLOGY
SOURCES OF DATA COLLECTION Primary Sources The primary data was obtained on wide scale ranging from pre-designed formats to open ended interviews. The primary means were: Questionnaires were administered across the top-level managers in the HR department of the chosen organizations. Discussions were held with some employees in order to obtain their view on the recruitment strategies followed. Secondary Sources Data was also screened from secondary sources for further inputs. Also data was obtained from various journals in order to supplement details of recruitment trends globally and locally. SAMPLE DESIGN Type of sampling: Random sampling method was used to obtain data. Sample extent: Ghaziabad

ANALYSIS
Analysis And Reporting Of Data Q1. Are You Satisfied with the Recruitment and Selection Procedure adopted by the company?

NO 20% Yes 80%

INTREPRETATION: It was observed that 80% employees are satisfied and 20% employees are not satisfied with the recruitment and selection procedure adopted by the company.

Q2. Are you satisfied with the job security?

NO 30% YES 70%

INTREPRETATION: It was observed that 70% employees are satisfied with the job security and 30% employees are not satisfied.

Q3. Are you satisfied with training related to job?

NO 30% YES 70%

INTREPRETATION: It was observed that 70% employees are satisfied with Training Related to the job and 30% employees are not satisfied.

Q4. Are you satisfied with the way with which performance is measured? YES 70% NO 30%

INTREPRETATION: 70% employees said that they are satisfied with the ways used to measure the performance but 30% were dissatisfied.

Q5. Are you satisfied with the attitude of head of department?

80% Satisfied
3 80%

15% Average Satisfied

2
3

05% Not Satisfied

2 5%

1 15%

INTREPRETATION: 80% Employees are satisfied, 15% are average satisfied and 05% are not satisfied with the attitude of head of Department.

Q6. Are you satisfied with the approach of HOD in case of mistakes?

80% Satisfied 15% Average Satisfied

3 80%
1 2 3

05% Not Satisfied

1 15% 2 5%

INTREPRETATION: -80% Employees are satisfied, 15% are average satisfied and 05% are not satisfied with the approach of HOD in case of mistake.

Q7. Are you satisfied with the company?

Yes 80%

NO 20% INTREPRETATION: It was observed that 80% of the employees are satisfied with the company and 20% of the employees are not satisfied with the company.

MANPOWER PLANNING AND BUSINESS PLANS

ALPS INDUSTRIES LIMITED

ALPS INDUSTRIES LIMITED follows a detail manpower planning process. However this planning or the recruitment for any positions have to be sanctioned by the top management. It does not follow a system of projections for the 5 years since they believe that it is too long a period considering the fast changing environment. As a result it does not allow them to keep a focused approach eventually affecting the recruitment quality and process. The projections are drawn for 2 years. In fact the projections are yearly where a detailed plan is drawn up, a budget is made and a sanction obtained for the same. Also the requirements are identified for the next year, which then in the coming year is drawn in detail. Hence the blue print of the next year is prepared. The budget is prepared extensively, which holds an important process in the entire function. The data from all centers all over the country and regions are taken. The data is then assessed in terms of the type of the type of people needed how many of each is needed, the qualifications and the number of years of experience needed. How many employees are expected to retire that year, how many are expected to resign. What are the debt levels etc, the financial and market situation of the company is judged. Following which the board sanctions the manpower plan and the recruitment process begins. This also allows ALPS INDUSTRIES LIMITED to tailor its manpower plans to its corporate objectives since the profiles of each are drawn up in consultations with the line management, top

management (depending whether managerial or non managerial) and the experience of the past years. The linkages developed as consequences of the above are above are strong between the manpower plans and business plans. It helps to assess the number of employees redundant. Considering the competitive scenario it is imperative for the company to keep a tab on its requirements and invest in the making of its manpower plans. The results are evident in the success of ALPS INDUSTRIES LIMITED, the fact that it leads the market. The company has a well-laid out succession plan which forms an essential backbone of the company. This ensures that any person leaving the organization at a middle or senior level, the work does not come to a stop nor is their chaos. A well-defined succession planning ensures a lot more than this. The company does situations. This instills a feeling of security amongst the employees at the lower level. The relevance of merit and performance becomes accentuated and helps them perform better.

SWOT-ANALYSIS

STRENGTHS 1) Genuine concern for human resource management and development. 2) The organization perceived as a fair and model employer. 3) Excellent training opportunities and facilities. 4) Low level of absenteeism. 5) Highly satisfied and motivated workforce. 6) Technical collaboration with reputed firms abroad.

WEAKNESSES Some of the weaknesses are: 1. Employees are not fully satisfied with the job security. 2. Employees are not fully satisfied with the training and awareness for organizational goals. 3. Employees are not satisfied with the approach with which the success is measured.

OPPORTUNITY 1) In Todays world there is a boom in technology so, the company can take advantage of

this technological boom by adopting the system of recruitment like video conferencing etc.

2)

More of the talented people are available these days due to more and more emphasis on

professional education. So, the company can hire these talented people.

THREATS IT is a very strong organization but some of the threats can be: 1) Increasing competition: Today many companies are producing the Electrical supplies of

better quality. 2) Tax-Policy: The Government can raise the tax-rates due to increasing entrants in this

industry. 3) The Increasing Competition Can increase the labours turn over ratio.

FINDINGS Till recently the rules of recruitment were very retrogressive. Companies simply hired fresh graduates or MBAs - seeking out the top rankers - started them off as trainees, mainly oversaw their vertical progress and repeated the process every year. On the rare occasions that they had to recruit at higher levels, they advertised - the discreetness of the address matching the stature of the company as a coveted employer - or used services of a head hunter and chose on the basis of a track record. Job hoppers were never favored and companies hired everyone for lifetime. Now a recruitment revolution is beginning. And the people whom company will soon compete for most fiercely will be those who have earned their spurs in different functions, companies, industries- and not one company, one function specialist. Having succeeded in hiring them, CEOs must not expect all of them to stay. Some will leave the company when the company

changes its operational focus - as it must to stay ahead of change and needs different kind of people. Others will opt for entrepreneurial careers in favor of the employment. Yet others will go back to school to restrictions -educate themselves and proceed to the next phase of their portfolio careers'. Abandoning their old policies of hiring only at the bottom, therefore companies will have to induct new talent at every level, including those where internal promotions were once developed rigueur. Even the search for CEOs will intensify as new competitors look for team captains and existing companies feel the need for new qualities - not available in house - in their CEOs. lnfact the search for the right people at every level will pick up pace. And while companies will have to develop innovative techniques to beat the competition at recruitment hotspots like campuses, they must also look outside their conventional hunting grounds. For that is where people with unorthodox Winning ideas will come from CEOs looking for breakthrough marketers will have to recruit them from other industries since everyone already in the sector will only offer tired ideas. Hunting for knowledge workers, company VA have to raid research laboratories, non-governmental organization's, college staff-rooms and even sports fields. And the quest for managers with the ability to lead mega projects will have to be global and not limited to the country. At the organizational level, companies must tailor their manpower recruitment plan to corporate objectives, drawing up the profiles of suitable fires accordingly. Company focusing on new

business development will have to seek entrepreneurial abilities; companies planning to withdraw from diversifications must look for pragmatists; companies chasing growth through alliances should hire people comfortable in different cultural backgrounds. Above all companies must hire for the future, anticipating jobs that may not be in existence yet.

So recruitment of managers must focus not on functional expertise, but for attitudes and approaches that fit the corporate goals and culture. Among the qualities that companies will have to screen, therefore will be interests, disposition, attainments, general intelligence, special aptitudes are even physical makeup. For every job that a company seeks to fill therefore the must prepare psychological profiles of the ideal candidate. And to test candidates for a fit with that profile, companies will increasingly have to use psychographics testing techniques such as Thomas Profiling. Myers- Bdgg Type indicator, or the particular preference Inventory that

draw up the complete psychological and behavioral characteristics of an individual. The test for personality traits will involve using unconventional tools like graphology. Also on test will be candidates result orientation analytical ability, initiative, communication skills and innovativeness, giving employers as much information as possible with which they decide whether an individual will be appropriate for the job. To validate the conclusions of the tests, line managers and human resources personnel who conduct interviews will have to be trained interviewing skills. And companies will have to use multi-session depth interviews ad of one off interactions to explore different facets of a candidate under different circumstances and varying degrees of pressure. What are the elements which companies must use to entice top talent? Compensation will be crucial only till it isn't absurdly below. The competitors offer. Instead recruiting teams will have to market their company as a place where employees have fun working, particularly to people that the company is trying to hire from old-fashioned organizations. A corporate culture that cares for people and gives them room to grow will be a company's strongest magnet for attracting good people. CEOs will have to ensure that their line managers and human resources department design unconventional jobs and daring responsibilities to create

offers that their targets cannot refuse. And if pursuing the right person and convincing him to agree takes time, the companies should be willing for it. In the knowledge economy the

corporate quest for intellectual capital will be a continuous process.

It is not always enough to be simply in the right place at the right time. The effective job searcher creates opportunities in a systematic way. Effective job search involves several steps including self-assessment, information gathering and networking, targeting specific jobs and successful presentation. The job search process begins with self-assessment. The purpose of self-assessment is for job searchers to recognize their career goals, their strength's and weaknesses, interests values and preferred life styles. This information is later used in the search process to help the applicant assess whether there is a fit with a particular job offer. The assessment is similar to what organizational recruiters will be doing, only from the perspective of the applicant. Information gathering and networking are methods for generating lists of potential employers and jobs, information sources include newspapers, trade publications, college recruitment offices and organizational insiders.

A DIAGNOSTIC APPROACH TO RECRUITMENT - the process

Various factors in the environment affect the recruitment process. The recruitment process begins with an attempt to find employee with the abilities and attitudes desired by the organization and to match them with the tasks to be performed. Whether potential employee will respond to the recruiting efforts will depend on the attitudes they have developed towards those tasks and the organization on the basis of their past social and working experiences. Their perception of the task will also be affected by the work climate in the organization. How difficult the recruiting job is depends on a number of factors: external influences such as government and union restrictions and the labor market, plus the employer's requirements and candidates preferences.

EXTERNAL INFLUENCES
GOVERNMENT AND UNION RESTRICTIONS

Government regulations prohibiting discrimination in employment and hiring have a direct impact on recruiting practices. Although there is no guaranteed way to avoid legal entanglements associated with recruiting, some basic principles of sound recruiting practices can be followed. a) b) Post notices regarding the availability of a job. Publish a list of qualifications necessary to fill the job. Distinguish between essential

qualifications and desirable ones. c) Use recruiting sources that will reach the greatest number of potential applicants in the

job market.

d)

Be wary of establishing qualifications that might directly or indirectly exclude members of

protected groups. e) Be sure the job qualifications are applied to every applicant in a consistent manner.

RATIONALE TO THE STUDY

Recruiting and screening is the first line of defense when it comes to bringing the right people into the organization. Determining who the right people are should not end with experience and education, but with personality, attitude, communication abilities, and other behavioral characteristics that fit the organization The overall aim of the recruitment & selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the human resource needs of the company. Hitting the hiring bull's eye is one of an executive most important and most difficult

responsibilities. Using interviews, reference checks and sometimes-even personality tests, they try to infuse logic and predictability into hiring. Still, success remains elusive. If hiring has always been a daunting task, today's economy makes it more so. The global scope of business has increased the demand for talented senior executives in the corporate ranks. Meanwhile supply is shrinking as more and more people-in particular promising MBA's choose to work for start up ventures or go Into businesses for themselves. At the same time the nature of work itself is in flux. Until the 1990s, jobs were pretty uniform. In the classic, functional organization cultures were relatively comparable, too - formal, hierarchical, and based on individual achievement. But with the advent of new organizational forms such as joint ventures and strategic alliances and with

growing prevalence of teams, free agents and networking, finding the right person to fill a job has become more complex. What competencies, after all these new kinds - of companies and cultures require? Nowadays the CEO's of two companies in the exact same industry may need entirely different skills and personal styles to succeed. Many talented people leave their organizations because senior managers don't understand the psychology of work satisfaction; they assume that people who excel at their work are necessarily happy in their jobs. Strong skills do not always reflect or lead to job satisfaction. Many professionals, particularly the leagues of 20-30 something's streaming out of today's MBA programs, are so well educated and achievement oriented that they could succeed in virtually any job. But will they stay? The answer is, only if the job matches their deeply embedded life interests. Personal values have changed with workers of the new millennium. Employee/ employer loyalty has diminished and work environment and a "work/life" balance are more important than ever. It is clearly evident that as we move into the new millennium, only companies than ever. It is clearly evident that as we move into new millennium, only companies that have a worldclass recruitment, placement and retention solution will survive . Considering the above scenario studying the recruitment and retention strategies was the most appropriate topic for my end term project. Since successful practices of HR begin with an appropriate selection process and retaining the best talent within the company is another challenge.

Diagnostic Model
External Environmental Influences Govt.Regulations & Laws The Union Economic Conditions: domestic & International Composition Of labor force Location of the Organisation Internal Environmental Influences Strategy Goals Organizational Culture Nature Of the task Work group Leaders style & experience

Acquiring Human Resources HR planning Job Analysis & design Recruitme nt & Selection

HUMAN RESOURCE PROCESSES

Rewarding Human resources Performan ce Evaluation Compensa tion Benefits & Services

Developing Human Resources Orientatio n& Training Developm ent Career Planning

Protecting and Evaluating Safety, health & wellness Evaluation

Desirable End Results Socially responsible & Competitive, high quality Competitive, high Ethical practices products quality services

COMPOSITION OF LABOR FORCE AND LOCATION OFORGANIZATION As the number of legal requirements has increased, it has become more important for an organization to analyze the composition of workforce. Such analysis is done to determine whether the firm's employment practices are discriminatory. The location of the organization and the relevant market will play a major role in the composition of the work force. Therefore, government and union restrictions labor market conditions, the make up of the work force and the location of the organization are external forces that affect each other. None of these forces are necessarily more important than any other force. Each of them must be

considered in developing a sound recruitment plan that results in an effectively functioning organization. INTERACTIONS OF THE RECRUITAND THE ORGANIZATION The nature of the organization and the goals of the manager are highlighted in the above diagram, as is the nature of the task. The techniques used and the sources of recruitment vary with the job. As far as the applicants are concerned, their abilities and past work experience affect how they go about seeking a job. The organization's view of recruiting Several aspects affect recruiting from organization's view point : the recruiting requirements set, organization policies and procedures, and the organizational image. Recruiting requirements The recruiting process necessarily begins with a detailed job description and job specification. Without these, it is impossible for recruiters to determine how well any particular applicant's fits

the job. It should be made clear to the recruiter which requirements are absolutely essential and which ones are merely desirable. This can help the organization avoid having unrealistic

expectations of potential employees : an employer might expect applicants who stand first in their class, are president of all extra curricular activities, have worked their way through school, have 10 years of experience and are willing to work for long hours. Contrasted with this unrealistic approach, the effective organization examines the specifications that are absolutely necessary for the job. Then it uses these as its beginning expectations for recruits. Finding applicants who possess the needed skills for a job is the "science" of recruiting. Beyond determining whether an applicant has the skills needed for the job, recruitment in the coming years will also have to determine whether the applicant will function well within the culture and value system of the organization. Interview performances in terms of interpersonal styles is

one of the most critical factors used by recruiters to evaluate prospective job candidates.

Organization policies and practices In some organization's, HRM policies and practices affect recruiting and who is recruited. One of the most significant of these is promotion from within. This policy means that organization's recruit from outside the organization only at the initial hiring level. They feel this is fair to present loyal employees and assures them a secure future and a fair chance of promotion, and most employees favor this approach. Some employers also feel this practice helps protect trade secrets.

Organizational image The image of the employer generally held by the public can also affect the recruitment. all else being equal it is easier for the organization with a positive corporate image to attract and retain employees than an organization with a negative image. The good or bad, well-known or unknown images of these organization's will affect how they are viewed by the job recruits. The organizations image is complex, but it is probably based on what the organization does and whether it is perceived as providing a good place of work. The larger the organization, the more likely it is to have a well-developed image. A firm that produces a product or service the potential employee knows about or uses is also more likely to have an image for the applicant. The organization's image is also affected by its industry. These images change. Job applicants can seldom have interviews with all the organizations that have job openings of interest to them. Because there are time and energy limits to the job search, they do some preliminary screening. One of these screens is the image the applicants have of the organization, which can attract or repel them. In sum, the ideal job specifications preferred by an organization may have to be adjusted to meet the realities of the labor market, government or union restrictions, the limitations of its policies and practices and its image. If an adequate number of quality people apply, the organization may have to adjust the job to fit the best applicant or increase its recruiting efforts. The potential employees view of recruiting: The applicants have abilities, attitudes and

preferences based on past work experiences and influences by parents, teachers and others.

These factors affect recruits in two ways: how they set their job preferences and how they go about seeking a job. Preferences of recruits for organization and jobs Recruits have a set of preferences for a job. The recruit also faces the limitation of labor market, government and union restrictions and the limits og organizational policies and practices. The recruit must anticipate the compromises just as the organization does. What factors affect the organization decision? A more educated set knows the labor market better, have higher expectations of work and find organization's that pay more and provide and more stable employment.

METHODS OF RECRUITING
Most job openings are filled with people from within the organization and entry-level positions are the most likely to be filled by external sources. Methods for internal recruiting include job posting, skill inventories, job bidding and referrals. Methods of external recruiting include school and college recruiting, advertising, and using employment agencies and executive research firms and the internet Internal versus external recruiting methods Internal recruiting methods include posting position openings, distributing memos within the organization and searching organizational databases for a match between the skills required to perform the job and the skills held by the current employees. This method of recruiting looks to internal sources to fill positions and encourages promotions from within. External recruiting methods include advertising position. Whether managers choose internal or external-recruiting methods depends on the degree to which organization's strategy encourages promotions and

transfers from within the organization. Recruiting from within can lead to job satisfaction and motivation if employees see new career opportunities available. In addition filling positions with existing employees ensures to large ext6ent that these employees are socialized as to the organization's culture and personality. However problems can arise if the internal promotion system is not viewed as fair. The best way to avoid negative backlash when hiring or promoting from within is to install fair practices and procedures. If steps are taken to ensure a fair internal promotional process, most people will accept their loss and remain productive and useful organizational citizen. External recruiting method helps bring new ideas and approaches to the organization. Internal recruiting methods Job positioning Many position can be filled as a result of posting the job opening on the bulletin boards, announcing the opening in a company newsletter or posting announcement on the companies intranet. A job posting procedure enables employees to strive for a better position within the company. Notices of important openings should include all-important information about the job.

Some firms have turned to computers to make their job posting more fruitful. All employees who wish to participate complete questionnaires about themselves, which include items concerning relocation willingness and preferences as well as training and educational backgrounds. A few skills are selected out of the total that best represent their functional skills. When a position needs to be filled the requirements are matched and candidates selected.

Although positing jobs can be an efficient method of recruiting, number of problems have been associated. Example it can lead to personal bias and stiff competition.

Skills inventory Another recruiting method is the use of skill inventories. Essentially a skills inventory includes a list of employee names, their education, training, present position, work experience, relevant job skills and abilities and other qualifications. The organization can search through the company skill inventory to identify potential candidates for the position opening.

Job bidding These procedures typically specify that qualified applicants from within the bargaining unit must fit all jobs covered by the agreement. Those interested in the vacancy bid for the job by applying if they are qualified. The individual fills the position with the highest seniority from among the qualified applicants. In some cases applicants take competitive examinations. However only current employees are eligible. Using a job bidding system is normally very easy. However it can present some difficulties. Referrals An excellent source of information is current employees who may know someone who would be qualified and interested in the open position. To entice employees to make job referrals, some companies offer a referral bonus. People tend to associate with people like themselves, if the employee fits the organization, chances are his or her referrals will be good. Employees, whose referrals are hired, are often willing to serve as a mentor to ensure their referrals succeed in the company.

EXTERNAL RECRUITING METHOD School and college recruiting

Recruiting at high school or vocational schools is often a strategic approach adopted by organizations with position openings at the entry level or internal training programs. Recruiting at the college level serves as a major source for acquiring managerial, professional and technical skills. The gap that exists between the skills that organizations will need over the next several years and those currently possessed by potential employees is growing. The number of jobs requiring a college degree is on the increase. Unfortunately for the organization it is a very time

consuming and expensive exercise. But pressures from the external environment will continue to force organizations to be highly visible and active in this kind of recruiting. In college recruiting the organization sends an employee usually called a recruiter, to a campus interview candidates and describes the organization to them. Coinciding with the visit,

brochures and other literature about the organization are often distributed. The organization also runs ads to attract the candidates. In the typical procedure, those seeking employment register at the college placement service. This placement service is a labor market exchange providing opportunities for students and employers to meet and discuss potential hiring. Preliminary interview with employers is done. Students are given detailed influence about the job and the profile. Salaries are negotiated. The expenses are borne by the organization. Many of the changes are designed to reduce overall recruiting costs while maintaining a strong applicant's flow into the organization. The trend seems to be for an organization to develop a stronger, ongoing relationship with a relatively select number of schools.

Advertising
Advertising job openings in newspapers, magazines, newsletters and other media sources is a relatively inexpensive recruiting mechanism. Advertising is useful for filling open position quickly. Advertising usually does not target a specific audience. Specified defined advertisements will attract qualified applicants, dissuade unqualified ones from applying and make the recruitment process more efficient.

Private employment agencies Private employment agencies vary considerably in size and effectiveness as good sources of employee and must be chosen carefully by employers and job seeking alike. A preliminary interview is conducted for the applicants. Unfortunately some agencies are more concerned with placing employees quickly than in effecting a good match between the employee and the organization. The discrepancy can be reduced if the HR managers give detailed and specific requirements.

The internet and the WWW One of the fastest growing recruitment methods is the internet and the WWW. Companies who do use the lnternet as a recruiting source appear to be happy with the process and the results. It allows access to broader set of people and hence broader set of expertise and skills. It is also faster and convenient. However it may not be accessible to all.

UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting strategies to locate and hire their workers. Although one technique may work well for some organizations, the same technique may prove ineffective for others. Some technique may mesh well with the

organization's competitive strategy, but others do not. By integrating both internal and external recruiting techniques, a company can develop an overall recruiting plan that is specifically tailored to support its overall strategy and result in selection of highly qualified applicants. Exactly how many recruits are needed can be determined from past recruitment efforts. Specifically a yield ratio can be developed for each position to be filled. A yield ratio is the number of candidates who pass a particular recruitment hurdle divided by the number who attempted the hurdle. It is important to keep in mind that the plan should support the companies overall strategic approach. Re- Recruitment strategies Re-Recruitment strategy is a series of steps a company can take and retain key employees. ReRecruitment strategies are a good idea, but essential in turbulent times such as after downsizing or a major organizational restructuring. Key employees are defined as employees whose loss would have a most detrimental effect on the organization. Once the key employers have been located, the next step is to determine what can be done to motivate them to remain with the organization. A flexible work arrangement will mean something different to every employee, so it is important to dearly delineate what key employees

want and need with respect to flexibility.

Flexibility can also be offered by introducing

compressed work weeks, flexible starting times and comp time where workers can leave work for an hour or two to deal with family matters. An increase in the compensation can also help retain a key employee. Retention bonuses have also been used successfully as a means of getting technical staffers. competitors. Career development opportunities College graduates entering work force for the first time are clear about their expectations and are less willing to adapt their values and work styles to accommodate to their employers. The following factors entice first careerist to stay with the job and the company: 1. 2. 3. 4. 5. 6. Immediate involvement in the essential work of the firm. The ability to apply newly learned knowledge and skills. The opportunity to understand the big picture of the firm. Rapid career development. Rapid salary advancement. The opportunity to learn new skills. Without a salary adjustment key employees may be stolen away by

Companies are responding to these needs by offering a variety of programs for new employees. One factor that should be considered prior to selection is the "fit" between the individual career objectives and the career path that can be realistically offered by the firm. Career planning which refers to the point in a career where future hierarchical movement is unlikely, has become

a real problem in organization's today. Downsizing and restructuring has severely restricted the potential for vertical movement in many managerial career paths.

ALTERNATIVES TO RECRUITMENT
Another strategic business decision can be made is not to recruit. Instead they can rely on alternative staffing options. Common alternative staffing options Traditional temporary help A potential employee is recruited, tested, screened and employed by a temporary staffing agency. They assign qualified individuals to work at a clients site, generally to support or supplement the current work force. Long term temporary assignments It is becoming increasing popular for an organization to staff part of its work force with temporary workers on an ongoing basis. These individuals are not considered short-term

replacements, but more a part of the regular work force. Part time employees Workers who work less than 40 hours a week are considered part time employees. They can be organization's pay roll or assigned via a temporary agency. Employee leasing A Company will transfer some of its employees to a leasing firm. The leasing firm then leases back the workers to perform the same job they did for the Client Company. However the leasing firm is now responsible for cost and work associated with the typical HR functions such as Payroll, benefits and record keeping.

Independent contractors Independent contractors are self-employed individuals who market a specific skill they posses to a variety of companies. A Company will hire them for a specific project or contract. Payment is usually based on the time and effort the individuals put forth on the project and expenses are frequently reimbursed. Outsourcing services An independent company with expertise area will contract with a firm to take full responsibility for that specific function in the organization.

EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in recruiting should be evaluated periodically. One of the most important reasons to evaluate recruiting method is to determine the cost versus benefits of various methods. When recruiting method do not attract enough applicants many organizations respond by raising the salaries. Although some job applicants may be enticed by money, this may not be a cost-effective method of recruiting. Further employees within the organization may perceive inequity if new employees are brought in at a similar or even higher salary. Recruiting costs include factors such as the cost of advertising, the salaries and travel expenses of recruiters, travel expenses of potential job applicants and recruiting agencies. These costs must be weighed against factors such as the potion of acceptance offers. At a minimum, organizations should compare the length of time applicants from each recruiting source stay with the organization with the cost of hiring from a particular source. The effectiveness of recruiting method varies among organizations and even jobs within the same organization. THE SELECTION PROCESS Selection is the process of choosing individuals who have the qualifications to perform a particular job well. Organization differs as to the complexity of their selection systems. Some organization's make a strategic decision to fill positions quickly and inexpensively by scanning application forms and hiring individuals based on this information alone. Other organization's however makes a strategic decision to choose the best person possible by having an elaborate and sometimes costly selection system. These systems may require potential employees to fill

out application forms and provide information for a background check, take a number of job related tests, and perform well through a series of interviews. Most organization's have. more than one selection process. Application blanks and resumes The initial screening of potential employees is usually done by examining resumes and 1 or having applicants fill out an application blank. Items that should be requested on an application include general biographical information. Much of information gathered on application blanks is objective so that the human resources manager can verify it. Verification of information on an application is becoming increasingly important to avoid claims of negligent hiring. An employer is guilty of negligent hiring if he or she failed to perform a thorough background check on an employee whose infliction of harm could have been predicted. Once the application has been verified, it can be numerically scored to make it comparable to others. The process of qualifying an application is called weighting an application. The use of a weighted application blank involves placing a value or score for the items on the application that have been found to predict successful job performance. Applicants receive points according to the information they report on the form and can then be ranked based on their total points. Although weighted applicants blanks have been found to be predictive of future performance, the time and cost of developing an effective are often prohibitive. Resumes are often instead of application blanks. Job applicants develop their own resumes, which should include essentially standard information.

TYPES OF SELECTION TESTS

A number of selection tests have been developed to aid the human resources manager in hiring employees. The following section covers mental ability test, work sample tests, trainability tests, personality and interest inventories and honesty tests as selection devices. Mental ability tests Paper and pencil tests have been developed by psychologists and are used by organization's to measure mental ability and aptitude. Ability and aptitude tests examine a variety of tests such as general intelligence, an understanding of spatial relationships, numerical skills, reasoning and comprehension. Work samples Also called performance tests, work sample tests measure the ability to do something rather than the ability to know something. These tests may measure motor skills or verbal skills. Work sample tests should test the important aspects of the job. Since job applicants are actually performing a small portion of the job, it is difficult to "fake" ones ability on these tests. One of the most effective ways to design work sample tests is by using the results of a job analysis, because the results of a job analysis indicate which tasks are most critical and which are required for successful competition of the task. It is easy to determine which activities need to be represented on the tests. Trainability tests For jobs in which training is necessary due to 1. The skills level of the job applicants

2.

Changing nature of the job, trainability tests are useful.

Essentially the goal is to determine the trainability of the candidate. In the first step of the process, the trainer demonstrates how to perform a particular task. Then the job applicants are asked to perform the task while the trainer helps to coach him or her through the process several t8mes. Finally the candidate monitors the performance, recording any errors, to determine the overall trainability of the job applicant. But work sample tests and trainability test have shown to have high to moderate success predicting job performance. Personality and general interest inventories Personality and general interest inventories are tests that have no "correct" or "incorrect" answers. Interest tests are used to measure an individual's work and career orientations.

Personality tests focus on identifying traits or typical behaviors of individuals and are used to measure a variety of traits including aggression, self-esteem and type A behavior. Although personality and general interest inventories are tests that have no "correct" or "incorrect" answers. Interest tests are used to measure an individual's work and career orientations.

Personality tests focus on identifying traits or typical behaviors of individuals and are used to measure a variety of traits including aggression, self-esteem and type A behavior. Although personality tests can be costly, they can help human resources manager's determiner individual characteristics opt obtained from a resume, thus increasing the likelihood of finding a go "fit" between the job position and the employee. A serious criticism of personality inventories is their tendency to be invasive in that they seek to "uncover revealing data about a person's psyche. Companies that use this type of pre

employment tests must therefore ensure that the information they seek and the way they use this information are relevant to the job in order to prevent lawsuits by rejected applicants.

THE INTERVIEW Most organization's, regardless of size, use interviewing as a selection method. Interestingly, interviews have been criticized for being unreliable sources of information due to perceptual and judgment errors on the part of the interviewer. Example interviewers often form a first

impression of the job applicant based on the influence obtained on the application blank or the first two minutes of the interview. Another type of perceptual error is called the Halo effect. In this case, one characteristic or behavior of the job applicant overrides all or most other characteristics. Contrast effects have also been found to distort interviewer judgments about job applicants. Contrast effects occur when the interviewer evaluates a job applicant by comparing this person to previous job applicants. Other perceptual errors can distort an interviewers evaluation include stereotyping, leniency, strictness and central tendency errors. Establishing a system for conducting an interview can improve the reliability and validity of interview assessments. Types of interviews Interviews can be classified into three general categories: structured, semi structured and unstructured. Structured

When conducting a structured interview, the interviewer asks questions from a prepared list and does not deviate from it except for some follow up questions. During the interview, the

interviewer records his or her thoughts and reactions on a standard organizational form. When different interviewer reach the same or similar conclusion about a given candidate, the interpretation reliability is high. Unfortunately this type of interview is very restricted. Two most common types of structured interviews are the behavioral description interview and the situational interview. The behavioral description interview allows you to gather and evaluate information about what candidates have done in the past to predict how they will act in the future. A thorough job analysis of the job is done for which the interview is being developed. The specific KSA0s are uncovered, required by the job as well as appropriate and important behaviors performed by the job incumbents. Next questions will have to be designed which elicit the behaviors. The second type of structured interview is the situational interview. In this job experts develop questions that focus on situations that might arise in the actual job. It is conducted with a panel of interviewers, each of them independently rate the applicants. This type of interview is kinder to the applicant because a past example does not have to be provided. Semi structured Here only the major questions are prepared in advance and are recorded on a standardized form. This type of interview involves some planning on the part of the interviewer but allows for some flexibility regarding exactly what and how questions are asked. Although the inter rater

reliability is not so high as with structured interview, the information obtained may be richer and possibly more relevant

Unstructured interview The unstructured interview involves little planning or no planning on the part of the interviewer. Due to lack of planning, the interviews tend to vary greatly between interviewers and also between interviewees. Unstructured interviews have low reliability and seldom yield valid and useful information.

MANAGERIAL SELECTION DEVICES

Selection devices for managers can differ from non-managerial employee selection. Assessment centers were developed to tap these numerous managerial skills by collecting work sample information. an assessment center is not a place but a process. In this process trained

professional evaluators, called assessors, observe and record and evaluate how a candidate performs in simulated job situations. Although the validity of assessment center tends to be high, some problems recently have been identified with this selection device. Recruitment costs Low cost per hire may affect the quality of recruiting. Companies may think that the cost of hire may be high but if the company is able to attract the best talent, the company is successful. Quality of hire is a useful metric. to assess the strength of the recruiting process. Some companies evaluate candidates through multiple interviewers, assessment tests, reference and credit checks, background and educational verifications. Even with all of these techniques companies continue to realize the same "bell curve" distribution of employee performance.

Others are smarter, they apply the technique of position, profiling to identify top performers and to change the bell curve. Companies can design a brief performance evaluation process and use it on new entrants, within six and 18 months of joining. The quality of performance puts the recruiting process to test. While filling internal positions, the recruiting manager responds to his internal customer - the line manager. Measure of customer satisfaction proves to be a precious technique for fine tuning the system. Recruiting managers use post hire surveys and evaluations for this purpose. It is important for companies to document pre hire requirements and conduct objective post hire evaluations. Managers also seek feedback from the candidates themselves. Such data could give insights into further streamlining the recruiting process. How long before they are in? Recruitment cycle time is measured by the time taken to fill a vacancy. Another metric is staffing time ratio - the ratio of actual time in days to start to pre-contracted time to start. The contracted time to start is agreed upon between the hiring manager and the recruiter and it can be changed during the recruiting process with mutual consent. Internal hiring a more viable option Corporate recruiters have a dangerous bias towards hiring from an outside source. Industry giants like HLL and Tata's believe in homegrown talent. More often than not heavy recruitment happens at entry level and incumbents move along a structured career path as they grow with the company. The pool of talent keeps widening and gains richness with time. As a result it is never a daunting task to fill roles created out of unexpected situations.

On the other hand fast growing, innovative relatively newer firms tend to focus more on external hires, a strategy guided partly by default and partly by design. By and large all companies end up using a mixed strategy. Some companies believe that external hiring give facts about the competitors. External hiring brings in new ideas, perspectives, competencies and readymade skills that do away with the need for much investment on training. On the other hand internal recruitment works fine, sometimes better. The culture of certain companies may be such so as to mould the existing employees for further vacancies. Such companies boast of low employee turnover rate. Internal recruitment may have its benefits but it also demands a great deal from the HR of the company.

Internal hiring cut out on downsizing

Building an internal talent pool works as an innovative answer to overstaffing, especially if the company is wary of downsizing as the option.

Internal hiring: more than just filling a slot

Recruiting by itself serves a single purpose filling a slot. But when a company favors internal over external sources, it also addresses the critical issue of succession planning. It does not cater to executive replacement alone, it underlines a commitment to leadership development. A greater pool of talent can be harnessed at a short notice without the hassles of an elaborate search externally and without investing in further hiring and training costs. The above kind of a process involves psychometric profilers, offsite interactive workshops, multi rater feedback processes, management games and options as simple as observation and past performance records.

Recruiting ... in spite of odds. Recruitment business has dropped by almost 40% lately and the situation may remain low profile at least for the coming months. There is general reduction in intake, recruiters are shying away from taking fresher or even people from cross-functional industries so that there is less investment in training. Organization's are trying to reallocate jobs, add portfolios to existing positions even considering outsourcing. Jobs are diminishing, merging or even disappearing altogether. While there are definite signs of conventional recruitment activity having slowed down, there are strong signals that organization's are successfully experimenting with more innovative techniques of talent scouting and sourcing of requisite skills need to be replenished. Innovative sourcing .... Its happening 70% of recruitment in India happens through the direct advertising route. Use of recruitment consultants is the second most favorite technique. Head hunting is very much in demand along with in depth interviewing. The Indian recruiter may have access to the best of Indian

recruitment consultancy firms as well as the cream of international search firms, all fiercely competing on grounds of quality and value added service. But he has started looking for different sourcing options. Employee referrals, for one is gaining popularity.

Employee referrals ALPS INDUSTRIES LIMITED on personal contacts is still a strong source of recruitment worldwide and is being capitalized in more sophisticated ways by many organization's. Hewlett Packard in the computing sector is reported to have adopted "company-opting schemes" whereby

employees are promoted to recruitment positions and rewarded for their ability to become good recruiters. Recruiters have accepted the fact that recruitment advertising is an intricate process, involving a psychic attitude change. Its not about a simple job announcement in a newspaper. It is about attracting quality people who are not desperately looking for a job. An international restaurant chain realize that the candidates need to have a feel of the company before they decide to apply for a job. The company planned a two day event for potential recruits to walk in and meet managers personally, see videos and slide shows about the company. The open days also marked a change in direction as far as the recruiting process was concerned. Instead of screening for basic skills and past experience, the company concentrates on recruiting people for their personality, so that people could fit in. A new selection aid All India Management Association (AIMA) has taken a useful initiative by introducing an all India level test for the employability of prospective management employees (TEM). The test is administered to candidates who are in the second 1 final year of MBA programs or an equivalent course or have less than 2 years of post qualification work experience. Candidates are tested on parameters like general management skills, thinking skills, awareness of current business and economic environment and on their functional areas like marketing, finance, HRD, operations. Etc. TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC Ltd, Labor&T, GEC Alsthom Ltd, DCM Shriram etc. the scores achieved by the candidates in this test along with other details are sent to corporates to be short listed for 'Interviews and subsequent placement.

Corporate houses get access to scientifically evaluated candidates from allover the country without having to visit each and every campus, thus saving time and effort. On the other hand, the candidates get access to a host of companies without individually applying to them.

A suitable recruitment strategy An effective recruitment system like any other HR sub-system needs to be sync with the business strategy and objectives of the organization. Organizations adopt specific recruiting strategies tailored to their business needs. These business needs may change depending on the stage of growth of the organization.

Recruitment strategy varied with stage of growth of the organization

Business situation

Characteristics of business situation

Characteristics candidate Vision In-depth knowledge Staffing Organizing and team Building.

of

Starting a new business

Financial risk No systems/procedures / Organization Operational experience base is lacking. Limited relation with Suppliers, customers.

Turnaround

Need making.

for

rapid

decision

Strong leader Strong analytical skills Business strategist Good crisis management Skills. Credibility.

Weak competitive position. Low esteem/morale. Bureaucratic structure. Incompetent/inefficient personnel. New acquisitions New management proving organization

Analytical ability Relationship building

themselves Existing management

skills Credibility.

defensive about change

Need to integrate acquired company with parent Liquidation of business Weak competitive positions Low returns Low morale, deficiency of skills Need to cut losses and make decisions Redeployment Low short term/long term risks Resistance to change Mismatch of organization Determination Highly analytical in case of cost/benefits Willing to do dirty jobs Wants to be respected not just liked Good change. Highly persuasive. Supportive. Risk taker. manager of

resources and need Lack of strategic plan for quite some time.

What are the skill sets Process skills are being given more importance as compared to solely technical skills. Recruiters are keenly selecting for general attributes like ability to cope with change, leadership, entrepreneurship, project management, tolerance of uncertainty, management skills and communication ability. The five top skills sought in entry level candidates on campus are communication skills, team working, listening and problem solving.

ROLE OF JOB DEFINITION IN RECRUITMENT

The job definition plays a crucial role in the recruitment process since it helps define the expected qualifications and background for the concerned job. The requirements markedly differ for the managerial and non-managerial level. The job definition does take place prior to the recruitment process, which involve the line manager largely judging the job profile. This helps recruit the right person for the right place, but the jobs profile of only technical people follow the path. Incase of general managerial level etc the job definition outlines a sketch of required competence. The person is then molded along the career path. The image built by ALPS INDUSTRIES LIMITED and the reviews of the ALPS INDUSTRIES LIMITED is also leading the market and is ahead of ALPS INDUSTRIES LIMITED analyst are a reinforcing factor in the minds of the prospective employees.

RECRUITMENT PATTERNS INTERNAL AND EXTERNAL

ALPS INDUSTRIES LIMITED follows both internal & external recruitment processes for managerial and non-managerial level. Procedure of Recruitment The following are the sources of recruitment: Employment exchange Direct recruitment (through advertisement, etc.) Internal promotion/selection Transfer on deputation from public sector undertakings

ALPS INDUSTRIES LIMITED The internal hiring is a common feature amongst the PSUs. ALPS INDUSTRIES LIMITED indulges in internal hiring for the staff and the managerial level. In both cases promotion on basis of performance is a common factor. In fact in the managerial level the merit is the only basis of internal recruitment. In case of the non-managerial level it may be promotion or if the employee has added some qualification to his skill set. The internal hiring definitely is dependent upon the next level vacancy. As the employee moves higher up the ladder up the ladder the recruitment at the senior level becomes strictly merit based. Hence the promotions are tougher. Also the success of succession planning is more relevant for the senior people.

In ALPS INDUSTRIES LIMITED,

Promotion involves a movement from a post in the higher grade alongwith respective promotion channels specified for the purpose. Employees are eligible for consideration for promotion within the same cadre/discipline on completion of the prescribed eligibility period and attainment of satisfactory standards in conduct & performance. Promotions are effected based on the following criteria: Performance of reflected in appraisal/confidential reports. Qualification Seniority Discipline viz. clearance from vigilance and disciplinary angle.

Transfer The services of all employees are transferable to any place in India in the service of the corporation at the discretion of the Management. In ALPS INDUSTRIES LIMITED, main considerations and need for transfer of officers Organisational recruitment in terms of functional and managerial skill for manning

various positions; Exigencies of corporations work; Filling in vacancies consequent upon promotion of officers or on creation of new posts;

Rotational assignment aimed at career development of officers; Demand at a particular location requiring specialized knowledge or experience. Officers having direct public dealings are also normally considered for transfer after 3-4

years on a particular post etc. Various activities undertaken for conducting recruitment exercises Nomination of professional agency Preparation of scope of activities pertaining to written test to be performed by the Agency Constitution of Tender Committee for deciding nomination of Agency. Calling of quotation from the concerned parties Preparation of comparative statement of quotations Final nomination of the Agency

Release of Advertisements Preparation of draft advertisements Handling over the advertisement material to the Agency. Publication of Advertisement in selective newspapers throughout India as well as the

employment news through the Advertising Agency. Pre-written Test Activities by Agency Receipt of Applications through post box from Post Office. Applications are invited

from all parts of India Generally 3-4 weeks time is given so that response is maximum. Also

there are some remote areas in India where courier service is not available hence postal service takes normal 7 days time. Screening of Application Entry / processing of bio-data of candidates in computers in the proforma prescribed by

ALPS INDUSTRIES LIMITED. wise List of Ineligible candidates (Rejected Applications) Printout of candidates eligible for appearing in written test-location wise and discipline

Setting of Question papers Setting of objective type questions papers one for General Aptitude and one for

concerned discipline. The question paper for General Aptitude is common for all candidates. Printing of question papers (under tight security) Sealing and dispatch of question booklets to various test centers (under tight security)

Admit cards for written test Preparation of material for Admit cards. Computer printing of Admit cards Dispatch of Admit cards to eligible candidates

Nomination of supervisors / officers Nomination of various supervisors and officers by the Agency as well as TOC for

supervision/irrigation at test centers.

Preparation of Instruction Manual for information and guidance of nominated officers. Setting up of a central room at Headquarters

Conducting of Written Test Written test of 2 hrs. duration is conducted at all the venues in 16 different cities (as on

date) throughout India on a specified date the number of venues / cities vary depending upon the number of candidates appearing in the test & other related factors. Feedback about attendance of candidates in Written Test is given to Control Room. Correction and dispatch of Answer sheets under sealed by the Agency to its Headquarter

at New Delhi. Evaluation of Answer Sheets Evaluation of answer sheets for respective discipline by the Agency. Dispatch of results of writer test in order of merit to TOC for deciding cut-off marks for

short listing the candidates for GD/GT and interview. Dispatch of letters for GD/GT & Interview Handling of craft letter for printing by the Agencies Dispatch of call letters to candidates for GD/GT and interview in 4 metro cities viz

Delhi, Mumbai, Chennai, Kolkota. Conducting of GD/GT & Interview Simultaneous conducting of GD/GT and interview in 4 metro cities.

The certificate and other documents of the candidates are verified on the specified

interview date at the venue itself. Declaration Forms duly filled in by the candidates along with copies of relevant

documents are making over to the selection committee members before interview. Candidates appearing in GD/GT and Interview are reimbursed rail are limited to Ist

class/II ties AC by the shortest route at the venue on production of documentary proof thereof. Selection Procedure: The selection methodology comprises three stage process written test, GD/GT & personal interview for judging different faults of knowledge, skills, attitude and aptitude. Candidates will have to pass through each stage successfully before being judged suitable for selection. Each stage of selection is treated as qualifying/elimination at the stage of written test, the cut-off percentages of marks for each deceptive and category are decided taking into account the number of vacancies, reservation requirements and of candidates in the concerned disruptive. These candidates are required to appear both GD/GT & interview respective of their performance, since these two stages of selection are conducted independent of each other. However, they are required to score minimum presented markets both in GD/GT and interview acting, which they are disqualified at the tune of preparing the select panel.

Preparation of Overall Results Compilation of marks obtained in written test, GD/GT and interview. Preparation of select panel of candidates in order of merit for each discipline and

category.

Distribution of selected candidate among different dimension of TOC, depending upon

manpower requirements.

ROLE OF TOP MANAGEMENT

ALPS INDUSTRIES LIMITEDs top management takes a lot of initiative in the interview process . The management also makes efforts to contribute to an efficient recruitment process. In order to encash on the experience and skills of the Ex Executive directors or retired directors, the company involves them in the recruitment process. Not only does it save the energy and effort of the company but also allows the inputs of the more experienced set of Top-level people. For the staff level the regional head or the line management is involved in the recruitment process. In case of recruitment through advertisement the top management plays a significant role in the final interview process. Organizational and environmental factors affecting recruitment Factors like organizational image do not affect the recruitment process a great deal because as it the companies have a limited budget allotted for the recruitment process. Relations with labor unions have little affect on the recruitment process. The cost associated with recruitment is a very important factor. The budgets allotted at the beginning of the recruitment process are an in depth evaluation of the financial situation of the company. Hence in case of recruitment through advertisements the cost incurred is very high. Government deciding on the quotas for Scheduled Cast/Scheduled Tribe/Other backward classes definitely affects the manpower planning & hence the quality of people being recruited.

RECRUITMENT POLICY
1. Recruitment only in light of organizational growth and expansion, attrition, replacements, creation of new function (s).

2. Recruitment would be planned and carried out on the basis of the manpower plan.

3. Each recruitment position should have clearly defined job specification and job description.

4. Manpower planning has to be carried out for all functions and locations.

5. There will be four sources for prospective candidates : HR Dept. Data base, web based career Consultants, Placement Consultants, Classifieds. However, Consultants and Classifieds should be used only if the HR Dept. data base and web based career consultants are unable to provide suitable candidates.

6. When sourcing candidates from the consultants, constant feedback should be maintained between the agency and the HR Department/Location Head/Departmental Head on the status of candidates.

7. Interviewers identified for each position should be at least two level/grade (wherever possible) above the incumbents position. 8. Use of classified should be resorted to only when the requirements are very voluminous or skill level very specific.

9. The Locations Heads would empanel 2-3 Placement Consultants for manpower requirements at their location and keep Manager-HR at HO informed. The credentials of placement consultants should be ascertained prior to their empanelment with the organization.

10. All placement consultants who are empanelled are required to sign off on Terms and conditions. The terms and conditions are to be strictly adhered to. Normally as per the company policy, consultants would be paid maximum one months gross salary for every selected candidate. However, in case it exceeds, Managing Directors approval is required before signing the agreement.

11. A candidate interviewed and subsequently not selected should be informed as such within two weeks of the interview date. A formal letter of reject, from the HR Dept/Location Head should be sent in all such cases. (Annexue-1) 12. A selected candidates proposed fitment and compensation will be decided only by the Manager-HR in conjunction with the Head of the recruiting Dept/Location.

13. Reimbursement of travel costs (for outstation candidates) will be as per the grade/level of the position and as per the Business Travel Rules applicable therein. However, prior approval by the Sr. G.M./Manager-HR would be required before calling any one from outstation for interview. 14. Antecedent verification of candidates should be carried out after the joining of candidate (Annexure-II). However, references given by the candidate must be contacted by phone to verify the reliability of the candidate before handing him over the letter of intent. His last employer should be contacted immediately on his joining or before joining in consultation with the candidate.

PROCEDURE MANPOWER PLANNING

1. In the beginning of each financial year, the Location Heads and the Departmental Heads at HO shall prepare a Manpower plan based on business activity planned.

2. The manpower plan would contain the following-Number of people required, categories, function, location, skill level, experience, job description, need for the position.

3. This manpower plan would be discussed and finalized during the annual conference. Final approval by the Managing Director would also be taken then and there.

PRE-INTERVIEW
1. The Location Head or Departmental Heads as may be, will put in a written request to the Manager-HR (only from the sanctioned manpower plan) as per Annexure-III. 2. For each such request, the HR Deptt first refer to the manpower plan. 3. Once it is verified with the manpower plan approved by MD, the HR Deptt will search its own data base and also put up the vacancy on the web for prospective candidate. If unable to locate suitable candidates, the HR Deptt will source from placement consultants. 4. In case of paucity of time or urgent requirement, the Location Head will skip the above three points and directly contact the consultants, interview candidates and finalise in consultation with their Sr. G.M. Concerned.

PROCEDURE FOR CANDIDATES SOURCED FROM PLACEMENT CONSULTANTS

1. Requirements to consultants must be in the form of a written communication. Each such communication should mention the following details :

2. JOB POSITION, SKILL REQUIREMENT, LOCATION, QUALIFICATION, WORK EXPERIENCE, TIME FRAME FOR JOINING.

3. The resume received from the consultant(s) need to be screened for their compatibility with the job requirement.

4. The HR Dept/Location Head/Departmental Head will shortlist all suitable candidates and accordingly inform the consultant.

5. The HR Dept and the departmental head concerned would nominate one person each to be on the interview panel. The person so nominated should be adept in interview skills and have relevant expertise in the said function.

INTERVIEW
1. The interview panel would meet the candidate as per the interview schedule. 2. The panel must refer to the Interview Assessment from (Annexure-IV) and record their observations therein. 3. Interviews should be crisp, precise and two way dialogues. 4. Once the interviewee has left, the panel must record its observations before calling on the next candidate. 5. The Short listed candidates should be called again for a subsequent meeting if required.

POST INTERVIEW
1. The successful candidates(s) would be issued Letter of Intent by Manager-HR after approval by the Managing Director. 2. In case of Branches, the resume of selected candidate after telephonic reference checks along with the recommendations for position and compensation package would be sent to Manager-HR who in turn will consult the Sr. G.M. Concerned and take final approval from Managing Director for appointment. Letter of Intent would be issued within maximum 48 hours of receipt of papers, otherwise reasons would be known to the location head.

PROCEDURE FOR SELECTION THROUGH ADVERTISEMENT

1. Once the need for a placement advertisement has been ascertained by the HR Department (Where requirement is very large and/or skill required very specialized) the process would be initiated. 2. The HR Department will consolidate the following information:- Function requirement, Level/Grade, Number of vacancies, Locations, Work Experience, skill level/educational qualification, Job Description, Job Code, Contact Person, Date of release, media selection. 3. The HR Department will contact the official advertising agency and share the need for an advertising release. The ad agency would be asked to give the media estimate, publications, artwork charges for the classified.

4. The media estimate and artwork charges would need to be formally approved and sanctioned by the Managing Director. 5. The ad agency will then present the artwork and indicate dates of release. 6. The necessary modification done to the satisfaction of HR will be made in the artwork. The final draft will be shared with the Head of Dept/Location concerned. 7. The agency will then be asked to prepare for the final launch. 8. The HR dept. should be in readiness once the ad is launched. 9. Function wise files must be maintained wherein applications received should be filed city / locations wise. A serial number is to be given to each application stored in the file.

10. All application must be screened for their viability before being stored in the files. All irrelevant resumes to be destroyed. 11. The suitable resume should be shared with the Head of department and a final short listing done and accordingly interviews should be organized and the process as per conditions from last point of procedure for candidates from placement consultants till post interview will follow.

SELECTION PROCESS The selection process aims to establish the best fit between job requirements on the one hand and the candidate qualifications on the other. The following steps are followed in the process :-

1.

Screening the screening of bio-data is completed first by HR and then by the concerned

Functional Head. The short-listed candidates are then called for an interview. 2. Selection The preliminary interview is conducted by HR. the final interview is

conducted by a panel consisting of the concerned Functional/Divisional Head and on the appraisal of the probationers performance. A confirmation letter is issued to the employee upon confirmation, a copy of which is maintained in his personal file. Reappointment/Extension of service Reappointment/extension of service is granted at the discretion of the management only in special circumstances. Trainees are also confirmed on the successful completion of their training period on the basis of their performance. To compare between traditional recruitment methods & recent internet recruitment

method to find out which one is really effective in reducing cost as well as time in the process of recruitment. To find out if if internet recruitment can lower recruitment cost drastically. To analyse the cost difference between conventional method of recruitment & internet recruitment method.

This project is a sincere attempt to achieve these objectives. Now to reduce cost & to increase profit most of the organizations are using internet as a source of recruitment. Erecruitment has emerged as a global phenomena. So I have chosen cost reduction through internet recruitment as my research topic.

 The sample for this project is chosen from the candidates newly recruited in Spicenet Limited due to unavoidable reason & time constraint. The sample size is small as it contains data of only 25 people. The data for this project work is collected from both primary as well as secondary data. Observation by the researcher is the source of the primary data used in this project. The sources of secondary data include: a. Books on Human Resource Management b. Human Capital Magazine c. Internet

CONCLUSIONS
With the liberalization bringing in new talent and increased competition, recruitment has taken strategic dimensions. The overall aim of the recruitment & selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the human resource needs of the company. It is evident from the study that organization s which have responded to the change in the environment by reviewing its functions have attained success. ALPS INDUSTRIES LIMITED draw their manpower extensively. These manpower plans have close linkages with the corporate objectives and business plans. These are drawn after a detailed analysis following a sanction. The budget and the sanctions heavily determine the recruitment pattern in the PSUs. Being a PSU also limits its strategies undertaken to market the image of the company. Also it has to meet the quotas set for SC/ST by government. Campus recruitment is also used for the recruitment and selection and ALPS INDUSTRIES LIMITED visits only Premier Institutes. In case of recruitment through advertisement the candidates are screened via written test, which is outsourced to an agency. This agency only broadly communicates about the requirements. The final interview is held by the organization. Internal hiring is there for managerial level, which may or may not involve the written test. The Top management is involved in the recruitment process. The evaluation process involves the assessment of all factors from Education to experience, mobility etc, the weight age differs depending upon the nature of the job. ALPS INDUSTRIES LIMITED also has taken lead to make its recruitment & Selection procedure more efficient. It is in the process of making it on line registration & also results of the examination can been seen by candidates on internet.

RECOMMENDATIONS

Counseling of employees should take place so the personal level of satisfaction of employees from the recruitment and selection practices & procedures could have be checked? Also the biasness attached with the responses should be removed. Much of the recruitment should be done through online system and newspapers so that more and more talented people can be hired.

LIMITATIONS OF STUDY
The study on recruitment and selection practices at ALPS INDUSTRIES LIMITED involve the study of all the divisions of ALPS INDUSTRIES LIMITED due to time constraint the study was not extended to the recruitment of all the divisions. Due to time constraints a discussions could not be held with some employees as to their personnel level of satisfaction from the recruitment and selection practices and procedures. Also there is a lot of heavy bias attached with the responses because of personnel experience. The people interview there is from GM's to Executive directors to head personnel. Hence the inputs would vary greatly amongst them due to the difference in level of authority and experience.

ANNEXURE
Employees were asked the following important questions: 1) 2) 3) 4) 5) 6) 7) Are you satisfied with the recruitment and selection procedure? Are you satisfied with your job security? Are you satisfied with training related to job? Are you satisfied with the way with which performance is measured? Are you satisfied with the attitude of head of department? Are you satisfied with the approach of HOD in case of mistakes? Are you satisfied with the company?

BIBLIOGRAPHY
Robins, D (2006): HUMAN RESOURCE MANAGEMENT. Prentice Hall, New York. John M Ivancevich: HUMAN RESOURCE MANGEMENT, Irvin Chicago, London Jose P Abraham, 2006, "To Grapple With Attrition", Human Capital J.M.Rao, 2006, "Scouting for Talent " , Human Capital