EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary. It

is an important part of an organization. Human Resource Planning is a vital
ingredient for the success of the organization in the long run. There are
certain ways that are to be followed by every organization, which ensures
that it has right number and kind of people, at the right place and right time,
so that organization can achieve its planned obective.
The obective of Human Resource !epartment are Human Resource Planning,
Recruitment and "election, Training and !evelopment, #areer planning,
Transfer and Promotion, Risk $anagement, Performance %ppraisal and so on.
&ach obective needs special attention and proper planning and
implementation. 'or every organization it is important to have a right person
on a right ob. Recruitment and "election plays a vital role in this situation.
"hortage of skills and the use of new technology are putting considerable
pressure on how employers go about Recruiting and "electing sta(. It is
recommended to carry out a strategic analysis of Recruitment and "election
procedure.
)ith reference to this conte*t, this proect is been prepared to put a light on
Recruitment and "election process. This proect includes $eaning and
!e+nition of Recruitment and "election, ,eed and Purpose of Recruitment,
&valuation of Recruitment Process, Recruitment Tips. "ources of Recruitment
through which an -rganization gets suitable application. "cienti+c
Recruitment and "election, which an organization should follow for, right
manpower. .ob %nalysis, which gives an idea about the re/uirement of the
ob. ,e*t is "election Process, which includes steps of selection, Types of
Test, Types of Interview, #ommon Interview Problems and their "olutions.
%pproaches to "election, "cienti+c "election Policy, "election in India and
problems.
Recruitment and "election are simultaneous process and are incomplete
without each other. They are important components of the organization and
are di(erent from each other. "ince all the aspect needs practical e*ample
and e*planation this proect includes Recruitment and "election Process of
Infosys and a practical case study. It also contains addresses of various and
top placement consultants and the pricelist of advertisements in the
magazine.

01
INTRODUCTION
Recruitment and Selection
Recruitment and Selection are two of the mot im!ortant
function of !eronnel mana"ement# Recruitment
!roceed election and hel! in electin" a ri"ht
candidate.
Recruitment is a process to discover the sources of manpower to meet the
re/uirement of the sta2ng schedule and to employ e(ective measures for
attracting that manpower in ade/uate numbers to facilitate e(ective
selection of e2cient personnel.
"ta2ng is one basic function of management. %ll managers have
responsibility of sta2ng function by selecting the chief e*ecutive and even
the foremen and supervisors have a sta2ng responsibility when they select
the rank and +le workers. However, the personnel manager and his
personnel department is mainly concerned with the sta2ng function.
&very organization needs to look after recruitment and selection in the initial
period and thereafter as and when additional manpower is re/uired due to
e*pansion and development of business activities.
Right person for the right job is the basic principle in recruitment
and selection. Ever organization should give attention to the
selection of its manpower, especially its managers. The operative
manpower is eually important and essential for the orderly
wor!ing of an enterprise. Every business organization" unit needs
manpower for carrying di#erent business activities smoothly and
e$ciently and for this recruitment and selection of suitable
candidates are essential. %uman resource management in an
organization will not be possible if unsuitable persons are selected
and employment in a business unit.

03
$#$ MEANIN%&
RECRUITMENT
Recruitment means to estimate the available vacancies and to make
suitable arrangements for their selection and appointment. Recruitment is
understood as the process of searching for and obtaining applicants for the
obs. 'rom among whom the right people can be selected.
' formal de(nition states,) *t is the process of (nding and
attracting capable applicants for the employment. The process
begins when new recruits are sought and ends when their
applicants are submitted. The result is a pool of applicants from
which new employees are selected.)
In this, the available vacancies are given wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool of
eligible candidates for scienti+c selection. In recruitment, information is
collected from interested candidates. 'or this di(erent source such as
newspaper advertisements, employment e*changes, internal promotion, etc.
are used. In the recruitment, a pool of eligible and interested candidates is
created for selection of most suitable candidates. Recruitment represents the
+rst contact that a company makes with potential employees.
+e(nition&
According to Edwin &i!!o, Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in the
organization.
$#' Need for Recruitment4
The need for recruitment may be due to the following reasons5 situation4
a6 7acancies due to promotions, transfer, retirement, termination,
permanent disability, death and labor turnover.

b6 #reation of new vacancies due to the growth, e*pansion and
diversi+cation of business activities of an enterprise. In addition, new
vacancies are possible due to ob satisfaction.
08
(ur!oe and im!ortance of Recruitment)
0. !etermine the present and future re/uirements of the organization on
conunction with its personnel planning and ob analysis activities.
9. Increase the pool of ob candidates at minimum cost.
:. Help reduce the probability that ob applicants, once recruited and
selected, will leave the organization only after a short period of time.
;. Help increase the success rate of the selection process by reducing the
number of visibly under /uali+ed or over/uali+ed ob applicants.
1. $eet the organization legal and social obligations regarding the
composition of its work force.
3. <egin identifying and preparing potential ob applicants who will be
appropriate candidates.
8. Increase organizational and individual e(ectiveness in the short term
and long term.
Recruitment is a positive function in which publicity is given to the obs
available in the organization and interested candidates are encouraged to
submit applications for the purpose of selection. Recruitment represents the
+rst contact that a company makes with potential employees. It is through
recruitment that many individuals will come to know a company, and
eventually decided whether they wish to work for it. % well= planned and
well= managed recruiting e(ort will result in high /uality applicants, whereas,
a haphazard and piecemeal e(orts will result in mediocre ones.
Uncienti*c Recruitment and election4

Previously, the selection of candidates was in>uenced by superstitions,
beliefs, personal preudices of managers looking after the recruitment and
selection of the sta(.
The net results of such unscienti+c recruitment and selection are4
0?
a6 @ow productivity of labor
b6 High turnover
c6 &*cessive wastage of raw materials
d6 Ine2cient working of the whole organization and +nally
e6 Ine(ective e*ecutive of training and management development
programs.
$#+ RECRUITMENT (ROCESS4
Recruitment refers to the process of identifying and attracting ob
seekers so as to build a pool of /uali+ed ob applicants. The process
comprises +ve interrelated stages, via,
0. Planning
9. "trategy development
:. "earching
;. "creening
1. &valuation and control
The ideal recruitment program me is the one that attracts a relatively larger
number of /uali+ed applicants who will survive the screening process and
accept positions with the organizations, when o(ered. Recruitment program
me can miss the ideal in many ways i.e. by failing to attract an ade/uate
applicant pool, by under5 over selling the organization or by inade/uate
screening applicants before they enter the selection process. Thus, to
approach the ideal, individuals responsible for the recruitment process must
know how many and what types of employees are needed, where and how to
look for the individuals with the appropriate /uali+cations and interests, what
inducement to use for various types of applicants groups, how to distinguish
applicants who are /uali+ed from those who have a reasonable chance of
success and how to evaluate their work.
STA%E $)
RECRUITMENT (,ANNIN%)
The +rst stage in the recruitment process is planning. Planning involves the
translation of likely ob vacancies and information about the nature of these

obs into set of obectives or targets that specify the A06 ,umbers and A96
Types of applicants to be contacted.
Num-er of contact)
-rganizations, nearly always, plan to attract more applicants than they will
hire. "ome of those contacted will be uninterested, un/uali+ed or both. &ach
time a recruitment program contemplatedB one task is to estimate the
number of applicants necessary to +ll all vacancies with the /uali+ed people.
0C
T.!e of contact)
It is basically concerned with the types of people to be informed about ob
openings. The type of people depends on the tasks and responsibilities
involved and the /uali+cations and e*perience e*pected. These details are
available through ob description and ob speci+cation.
STA%E ')
STRATE%Y DEVE,O(MENT)
)hen it is estimated that what types of recruitment and how many are
re/uired then one has concentrate in A06. $ake or <uy employees. A96.
Technological sophistication of recruitment and selection devices. A:6.
Deographical distribution of lab our markets comprising ob seekers. A;6.
"ources of recruitment. A16. "e/uencing the activities in the recruitment
process.
/MA0E / or / 1UY2)
-rganization must decide whether to hire le skilled employees and invest on
training and education program me, or they can hire skilled lab our and
professional. &ssentially, this is the EmakeF or EbuyF decision. -rganizations,
which hire skilled and professionals shall have to pay more for these
employees.
3here to loo4)
In order to reduce the costs, organizations look in to labor markets most
likely to o(er the re/uired ob seekers. Denerally, companies look in to the
national market for managerial and professional employees, regional or local
markets for technical employees and local markets for the electrical and blue
collar employees.
3hen to loo4)

%n e(ective recruiting strategy must determine when to look decide on the
timings of events besides knowing where and how to look for ob applicants.
STA%E +)
SEARC5IN%)
-nce a recruitment plan and strategy are worked out, the search process can
begin. "earch involves two steps4
%6 "ource activation
<6 "elling.
9G
A6SOURCE ACTIVATION)
Typically, sources and search methods are activated by the issuance of an
employee re/uisition. This means that no actual recruiting takes place until
lone managers have veri+ed that vacancy does e*ist or will e*ist. If the
organizations has planned well and done a good ob of developing its sources
and search methods, activation soon results in a >ood of applications and5 or
resumes. The application received must be screened. Those who have to be
contacted and invited for interview. Hnsuccessful applicants must be sent
letter of regret.
16SE,,IN%)
% second issue to be addressed in the searching process concerns
communications. Here, organization walks tightrope. -n one hand, they want
to do whatever they can to attract desirable applicants. -n the other hand,
they must resist the temptation of overselling their virtues. In selling the
organizations, both the message and the media deserve attention. $essage
refers to the employment advertisement. )ith regards to media, it may be
stated that e(ectiveness of any recruiting message depends on the media.
STE( 7)
S CREENIN%)
"creening of applicants can be regarded as an integral part of the recruiting
process, though many view it as the +rst step in the selection process. &ven
the de+nition on recruitment, we /uoted in the beginning of this chapter,
e*cludes screening from its scope. However, we have included screening in
recruitment for valid reasons. The selection process will begin after the
applications have been scrutinized and short listed. Hiring of professors in a
university is a typical situation. %pplication received in response to

advertisements is screened and only eligible applicants are called for an
interview. % selection committee comprising the 7ice= chancellor, Registrar
and subect e*perts conducts interview. Here, the recruitment process
e*tends up to screening the applications. The selection process commences
only later.
(ur!oe of creenin")
The purpose of screening is to remove from the recruitment process, at an
early stage, those applicants who are visibly un/uali+ed for the ob. &(ective
screening can save a great deal of time and money. #are must be e*ercised
however, to assure that potentially good employees are not reected without
usti+cation. In screening, clear ob speci+cations are invaluable. It is both
good practice and a legal necessity that applicantFs /uali+cation is udged on
the basis of their knowledge, skills, abilities and interest re/uired to do the
ob.
90
STA%E 8)
EVA,UATION AND CONTRO,)
&valuation and control is necessary as considerable costs are incurred in the
recruitment process. The costs generally incurred are4=
0. "alaries for recruiters.
9. $anagement and professional time spent on preparing ob description,
ob speci+cations, advertisements, agency liaison and so forth.
:. The cost of advertisements or other recruitment methods, that is,
agency fees.
;. Recruitment overheads and administrative e*penses.
1. #osts of overtime and outsourcing while the vacancies remain un+lled.
3. $iscellaneous #ost of recruiting unsuitable candidates for the selection
process.

$#7 EVA,UATION O9 RECRUITMENT (ROCESS
The recruitment has the obective of searching for and obtaining applications
for ob seekers in su2cient number and /uality. Ieeping this obective in the
mind, the evaluation might include4
0. Return rate of application sent out.
9. ,umber of suitable candidates for selection.
:. Retention and performance of the candidates selected.
;. #ost of the recruitment process.
1. Time lapsed data.
3. #omments on image proected.
99

$#8 SOURCES O9 RECRUITMENT
SOURCES O9 MANA%ERIA, RECRUITMENT
INTERNA, SOURCES
EXTERNA, SOURCES
1) Promotion 06 #ampus
recruitment
2) Transfers 96 Press
advertisement
) Internal noti+cation :6 $anagement
consultancy services
!) Retirement ;6 !eputation of
personnel
") Recall 16 $anagement
training scheme

#) 'ormer employees 36 )alk=ins, write=
ins, talk= ins
$) $iscellaneous e*ternal sources
The ource of recruitment can -e -roadl. cate"ori:ed into internal
and e;ternal ource4=
06 Internal Recruitment , Internal recruitment seeks applicants for
positions from within the company. The various internal sources include 4=
a6 (romotion and Tranfer ,
Promotion is an e(ective means using ob posting and personnel records. .ob
posting re/uires notifying vacant positions by posting notices, circulating
publications or announcing at sta( meetings and inviting employees to apply.
Personnel records help discover employees who are doing obs below their
educational /uali+cations or skill levels. Promotions has many advantages
like it is good public relations, builds morale, encourages competent
individuals who are ambitious, improve the probability of good selection
since information on the individualFs performance is readily available, is
cheaper than going outside to recruit, those chosen internally are familiar
with the organization thus reducing the orientation time and energy and also
act as a training device for developing middle= level and top=level managers.
However, promotions restrict the +eld of selection preventing fresh blood J
ideas from entering the organization. It also leads to inbreeding in the
organization. Transfers are also important in providing employees with a
broad= based view of the organization, necessary for future promotions.
9:
b6 Em!lo.ee referral -
&mployee can develop good prospects for their families and friends by
ac/uainting them with the advantages of a ob with the company, furnishing
them with introduction and encouraging them to apply. This is a very
e(ective means as many /uali+ed people can be reached at a very low cost
to the company. The other advantage is that the employees would bring only
those referrals that they feel would be able to +t in the organization based on
their own e*perience. The organization can be assured of the reliability and
the character of the referrals. In this way, the organization can also ful+ll
social obligations and create goodwill.
c6 9ormer em!lo.ee <
These include retired employees who are willing to work on a part= time
basis, individuals who left work and are willing to come back for higher
compensations. &ven retrenched employees are taken up once again. The

advantage here is that the people are already known to the organization and
there is no need to +nd out their past performance and character. %lso, there
is no need of an orientation program me for them, since they are familiar
with the organization.
d6De!endent of deceaed em!lo.ee =
Hsually, banks follow this policy. If an employee dies, his5 her spouse or son
or daughter is recruited in their place. This is usually an e(ective way to
ful+ll social obligation and create goodwill.
e6 Recall <
)hen management faces a problem, which can be solved only by a manager
who has proceeded on long leave, it may be decided to recall that persons
after the problem is solved, his leave may be e*tended.
f6 Retirement <
%t times, management may not +nd suitable candidates in place of the one
who had retired, after meritorious service. Hnder the circumstances,
management may decide to call retired managers with new e*tension.
g6 Internal noti*cation >ad?ertiement6 <
"ometimes, management issues an internal noti+cation for the bene+t of
e*isting employees. $ost employees know from their own e*perience about
the re/uirement of the ob and what sort of person the company is looking
for.
9;
E;ternal Recruitment < &*ternal recruitment seeks applicants for
positions from sources outside the company. They have outnumbered the
internal methods. The various e*ternal sources include4
a6 (rofeional or Trade Aociation)=
$any associations provide placement service to its members. It consists of
compiling ob seekerFs lists and providing access to members during regional
or national conventions. %lso, the publications of these associations carry
classi+ed advertisements from employers interested in recruiting their
members. These are particularly useful for attracting highly educated,
e*perienced or skilled personnel. %lso, the recruiters can zero on in speci+c
ob seekers, especially for hard= to= +ll technical Posts.

-6Ad?ertiement)=
It is a popular method of seeking recruits, as many recruiters prefer
advertisements because of their wide reach. )ant ads describe the ob
bene+ts, identify the employer and tell those interested how to apply.
,ewspaper is the most common medium but for highly specialized recruits,
advertisements may be placed in professional or business ournals.
%dvertisement must contain proper information like the ob content, working
conditions, location of obs, compensation including fringe bene+ts, ob
speci+cations, growth aspects, etc. The advertisement has to sell the idea
that the company and ob are perfect for the candidates. It also cost
e(ective.
c6 Em!lo.ment E;chan"e)=
&mployment e*changes have been set up all over the country in deference
to the provisions of the &mployment &*changes A#ompulsory ,oti+cation of
7acancies6 %ct, 0C1C. The act applies to all industrial establishments having
91 workers or more each. The %ct re/uires all the industrial establishments
to notify the vacancies before they are +lled. The maor functions of the
e*changes are to increase the pool of possible applicants and to do the
preliminary screening.
d6Cam!u Recruitment)=
#olleges, universities, research laboratories, sports +elds and institutes are
fertile ground for recruiters, particularly the institutes. "ome companies
recruit a given number of candidates from these institutes every year.
#ampus recruitment is so much sought after that each collegeB university
department or institute will have a placement o2cer to handle recruitment
functions. However, it is often an e*pensive process, even if recruiting
process produces ob o(ers and acceptances eventually. % maority leave the
organization within the +rst +ve years of their employment. Ket, it is a maor
source of recruitment for prestigious companies.
91
e6 3al4=in@ 3rite= in and Tal4= in =
The most common and least e*pensive approach for candidates is direct
applications, in which ob seekers submit unsolicited application letters or
resumes. !irect applications can also provide a pool of potential employees
to meet future needs. 'rom employeeFs viewpoint, walk= I," is preferable as
they are free from the hassles associated with other methods of recruitment.
%rite& '() is those who send written en/uiries. These obseekers are asked to
complete application forms for further processing. Talk= I," involves the ob
aspirants application is re/uired to be submitted to the recruiter.

f6 Contractor)=
They are used to recruit casual workers. The names of the workers are not
entered in the company records and, to this e*tentB di2culties e*perienced
in maintaining permanent workers are avoided.
"6Conultant)=
They are in the profession for recruiting and selecting managerial and
e*ecutive personnel. They are useful as they have nationwide contacts and
lend professionalism to the hiring process. They also keep prospective
employer and employee anonymous. However, the cost can be a deterrent
factor.
h65ead 5unter)=
They are useful in specialized and skilled candidate working in a particular
company. %n agent is sent to represent the recruiting company and o(er is
made to the candidate. This is a useful source when both the companies
involved are in the same +eld.
Radio@ Tele?iion and Internet)=
Radio and televisions are used to reach certain types of ob applicants such
as skilled workers. Radio and television are used but sparingly, and that too,
by government departments only. #ompanies in the private sector are
hesitant to use the media because of high costs and also because they fear
that such advertising will make the companies look desperate and damage
their conservative image. However, there is nothing inherently desperate
about using radio and television. It depends upon what is said and how it is
delivered. Internet is becoming a popular option for recruitment today. There
are specialized sites like naukri.com. %lso, websites of companies have a
separate section whereinB aspirants can submit their resumes and
applications. This provides a wider reach.
93
i6 Com!etitor)=
This method is popularly known as LpoachingM or LraidingM which involves
identifying the right people in rival companies, o(ering them better terms
and luring them away. 'or instance, several e*ecutives of H$T left to oin
Titan )atch #ompany. There are legal and ethical issues involved in raiding
rival +rms for potential candidates. 'rom the legal point of view, an employee
is e*pected to oin a new organization only after obtaining a Eno obection
certi+cateF from his5 her present employer.

A6 Mer"er and AcBuiition)=
)hen organizations combine, they have a pool of employees, out of whom
some may not be necessary any longer. %s a result, the new organization
has, in e(ect, a pool of /uali+ed ob applicants. %s a result, new obs may be
created. <oth new and old obs may be readily sta(ed by drawing the best
/uali+ed applicants from this employee pool. This method facilitates the
immediate implementation of an organization strategic plan. It enables an
organization to pursue a business plan.
E?aluation of E;ternal Recruitment)
&*ternal sources of recruitment have both merits and demerits.
The merit are=
a6 The organization will have the bene+t of new skills, new talents and
new e*periences, if the people are hired from e*ternal sources.
b6 The management will be able to ful+ll reservation re/uirements in
favor of the disadvantaged sections of the society.
c6 "cope for resentment, heartburn and ealousy can be avoided by
recruiting from outside.
The demerit are=
a6 <etter motivation and increased morale associated with promoting own
employees re lost to the organization.
b6 &*ternal recruitment is costly.
c6 If recruitment and selection processes are not properly carried out,
chances of right candidates being reected and wrong applicants being
selected occur.
d6 High training time is associated with e*ternal recruitment.
98
CDE of or"ani:ational ucce de!end u!on eFcient
em!lo.ee election
$#G GH econd %uide to 5irin" the Ri"ht (eo!le
H)GH de*ne the dutie)

To +nd promising employees, you must +rst determine what you want them
to do. #arefully consider all direct and associated responsibilities and
incorporate them into a written ob description.
H)7C I#and what it ta4e to do them)
'ul+lling these responsibilities will re/uire some level of skill and e*perience
even if it is an entry= level position. <e reasonable about your e*pectations.
"etting the bar too high may limit your available talent poolB setting it too
low risks a >ood of applications from those un/uali+ed for the ob.
H)+J ma4e it worth their while)
@ikewise, you donFt want to be overly generous or restrictive about
compensation. "tate and local chambers of commerce, employment
bureaus and professional associations can help determine appropriate wages
and bene+ts.
H)+D S!read the 3ord)
How you advertise your ob opening depends on who you want to attract.
"ome positions are as easy to promote as posting Lhelp wantedM sign in your
store window or placing an ad in your local newspaper.
H)'8 tal4 it o?er)
<ecause you have clearly de+ned the role and re/uirements, you should
have little di2culty identifying candidates for interviews. $ake sure you
schedule them when you have ample time to review the resume, prepare
your /uestions and give the candidate your undivided attention.
H)$' follow=u! on inter?iew)
Kou want to believe your candidates are being honest, but never assume.
#ontact references to make sure youFre getting the facts or to clear up any
uncertainties.
9?
'# SE,ECTION
.election is de(ned as the process of di#erentiating
between applications in order to identify /and hire0 those
with a greater li!elihood of success in a job.

Selection i -aicall. !ic4in" an a!!licant from >a !ool of
a!!licant6 who ha the a!!ro!riate Buali*cation and com!etenc.
to do the Ao-#
The diKerence -etween recruitment and election)
Recruitment i identif.in" n encoura"in" !ro!ecti?e em!lo.ee to
a!!l. for a Ao-#
And
Selection i electin" the ri"ht candidate from the !ool of
a!!licant#
'#$ SE,ECTION (ROCESS
"election is a long process, commencing from the preliminary interview of
the applicants and ending with the contract of employment.
En?ironment factor aKectin" election)=
"election is in>uenced by several factors. $ore prominent among them are
supply and demand of speci+c skills in the lab our market, unemployment
rate, lab our= market conditions, legal and political considerations, companyFs
image, companyFs policy, human resources planning and cost of hiring. The
last three constitute the internal environment and the remaining from the
e*ternal environment of selection process.
STE( $)=
(RE,IMINARY INTERVIE3
The applicants received from ob seekers would be subect to scrutiny so as
to eliminate un/uali+ed applicants. This is usually followed by a preliminary
interview the purpose of which is more or less the same as scrutiny of
applications, that is, eliminate of un/uali+ed applicants. "crutiny enables the
HR specialists to eliminate un/uali+ed obseekers based on the information
supplied in their applications forms. Preliminary interview, on the other hand,
helps reect mis+ts for reasons, which did not appear in the application
forms. <esides, preliminary interview, often called Ecourtesy interviewF, is a
good public relation e*ercise.
STE( ')=
SE,ECTION TEST)
9C

.ob seekers who pass the screening and the preliminary interview are called
for tests. !i(erent types of tests may be administered, depending on the ob
and the company. Denerally, tests are used to determine the applicantFs
ability, aptitude and personality.
The following are the type of tests ta!en&,
$6A-ilit. tet)=
%ssist in determining how well an individual can perform tasks related to the
ob. %n e*cellent illustration of this is the typing tests given to a prospective
employer for secretarial ob. It is concerned with what one has accomplished.
)hen applicant claims to know something, an achievement test is taken to
measure how well they know it. Trade tests are the most common type of
achievement test given. Nuestions have been prepared and tested for such
trades as asbestos worker, punch= press operators, electricians and
machinists. There are, of course, many unstandardised achievement tests
given in industries, such as typing or dictation tests for an applicant for a
stenographic position.
'6A(TITUDE TESTS)=
%ptitude tests measure whether an individualFs has the capacity or latent
ability to learn a given ob if given ade/uate training. The use of aptitude test
is advisable when an applicant has had little or no e*perience along the line
of the ob opening. %ptitudes tests help determine a personFs potential to
learn in a given area. %n e*ample of such test is the general management
aptitude tests AD$%T6, which many business students take prior to gaining
admission to a graduate business school program me. %ptitude test indicates
the ability or +tness of an individual to engage successfully in any number of
specialized activities. They cover such areas clerical aptitude, numerical
aptitude, mechanical aptitude, motor co=ordination, +nger de*terity and
manual de*terity. These tests help to detect positive negative points in a
personFs sensory or intellectual ability. They focus attention on a particular
type of talent such as learning or reasoning in respect of a particular +eld of
work.
9orm of a!titude tet)=
$# Mental or intelli"ence tet)
They measure the overall intellectual ability of a person and enable to know
whether the person has the mental ability to deal with certain problems.
'# Mechanical a!titude tet4
They measure the ability of a person to learn a particular type of mechanical
work. These tests helps to measure specialized technical knowledge and
problem solving abilities if the candidate. They are useful in selection of
mechanics, maintenance workers, etc.

:G
+# (.chomotor or 4ill tet)
They are those, which measure a personFs ability to do a speci+c ob. "uch
tests are conducted in respect of semi=skilled and repetitive obs such as
packing, testing and inspection, etc.
7# Interet tet)
This is conducted to +nd out likes and dislikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupations are more in
line with a personFs interest. "uch tests also enable the company to provide
vocational guidance to the selected candidates and even to the e*isting
employees.
8# (eronalit. tet)
The importance of personality to ob success is undeniable. -ften an
individual who possesses the intelligence, aptitude and e*perience for
certain has failed because of inability to get along with and motivate other
people. It is conducted to udge maturity, social or interpersonal skills,
behavior under stress and strain, etc. this test is very much essential on case
of selection of sales force, public relation sta(, etc. where personality plays
an important role. Personality tests are similar to interest tests in that they,
also, involve a serious problem of obtaining an honest answer.
G# (roAecti?e tet)
This test re/uires interpretation of problems or situations. 'or e*ample, a
photograph or a picture can be shown to the candidates and they are asked
to give their views, and opinions about the picture.
J# %eneral 4nowled"e tet)
,ow days D.I. tests are very common to +nd general awareness of the
candidates in the +eld of sports, politics, world a(airs, current a(airs.
D# (erce!tion tet)
%t times perception tests can be considered to +nd out beliefs, attitudes, and
mental sharpness.etc.
C# Medical tet)
It reveals physical +tness of a candidate. )ith the development of
technology, medical tests have become diversi+ed. $edical servicing helps
measure and monitor a candidateFs physical resilience upon e*posure to
hazardous chemicals.
$H# %ra!holo". tet)

It is designed to analyze the handwriting of individuals. It has been said that
an individualFs
:0
Handwriting can suggest the degree of energy, inhibition and spontaneity, as
well as disclose
The idiosyncrasies and elements of balance and control. 'or e*ample, big
letters and emphasis on capital letters indicate a tendency towards
domination and competitiveness.
(ol."ra!h tet)
Polygraph is a lie detector, which is designed to ensure accuracy of the
information given in the applications. !epartment store, banks, treasury
o2ces and eweler shops, that is, those highly vulnerable to theft or
swindling may +nd polygraph tests useful.
C5OOSIN% TESTS)
The test must be chosen in the criteria of reliability, validity, obectivity and
standardization. They are4=
1. RE,IA1I,ITY)=
It refers to standardization of the procedure of administering and scoring the
test results. % person who takes tests one day and makes a certain score
should be able to take the same test the ne*t day or the ne*t week and
make more or less the same score. %n individualFs intelligence, for e*ample,
is generally a stable characteristic.
VA,IDITY)=
It is a test, which helps predict whether a person will be successful in a given
ob. % test that has been validated can be helpful in di(erentiating between
prospective employees who will be able to perform the ob well and those
who will not. ,aturally, no test will be 0GGO accurate in predicting ob
success. % validated test increases possibility of success.
There are three ways of validating a test. They are as follows&,
10 Concurrent Validit.)= this involves determining the factors that
are characteristics of successful employees and then using these
factors as the yardsticks.
20 (redicti?e Validit.)= it involves using a selection test during the
selection process and then identifying the successful candidates.
30 S.nthetic Validit.)= it involves taking parts of several similar obs
rather than one complete ob to validate the selection test.

2. O1LECTIVITY)=
)hen two or more people can interpret the result of the same test and
derive the same conclusions, the test is said to be obective. -therwise, the
test evaluatorsF subective opinions may render the test useless.
:9
3. STANDARDIMATION)=
% test is standardization is administered under standard condition to a large
group of person who are representatives of the individualFs for whom it is
intended. The purpose of standardization is to obtain norms or standard, so
that a speci+c test score can be meaningful when compared to other score in
the group.
STE( +)=
INTERVIE3)
The ne*t step in the selection process is an interview. Interview is formal, in=
depth conversation conducted to evaluate the applicantFs acceptability. It is
considered to be e*cellent selection device. It is face= to= face e*change of
view, ideas and opinion between the candidates and interviewers. <asically,
interview is nothing but an oral e*amination of candidates. Interview can be
adapted to unskilled, skilled, managerial and profession employees.
O-Aecti?e of inter?iew)=
Interview has at least three obectives and they are as follows4=
0. Helps obtain additional information from the applicants.
9. 'acilities giving general information to the applicants such as company
policies, ob, products manufactured and the like.
:. Helps build the companyFs image among the applicants.
T.!e of inter?iew)=
Interviews can be of di(erent types. There interviews employed by the
companies.
'ollowing are the various types of interview4=
$6Informal Inter?iew)
%n informal interview is an oral interview and may take place anywhere. The
employee or the manager or the personnel manager may ask a few almost
inconse/uential /uestions like name, place of birth, names of relatives etc.
either in their respective o2ces or anywhere outside the plant of company. It

is not planned and nobody prepares for it. This is used widely when the lab
our market is tight and when you need workers badly.
'69ormal inter?iew)
'ormal interviews may be held in the employment o2ce by the employment
o2ce in a more formal atmosphere, with the help of well structured
/uestions, the time and place of the interview will be stipulated by the
employment o2ce.
::
+6Non= directi?e inter?iew)
,on= directive interview or unstructured interview is designed to let the
interviewee speak his mind freely. The interviewer has no formal or directive
/uestions, but his all attention is to the candidate. He encourages the
candidate to talk by a little prodding whenever he is silent e.g. L$r. Ray,
please tell us about yourself after youFre graduated from high school.M The
idea is to give the candidate complete freedom to LsellM himself, without the
encumbrances of the interviewerFs /uestion. <ut the interviewer must be of
higher caliber and must guide and relate the information given by the
applicant to the obective of the interview.
76De!th inter?iew)
It is designed to intensely e*amine the candidateFs background and thinking
and to go into considerable detail on particular subects of an important
nature and of special interest to the candidates. 'or e*ample, if the
candidate says that he is interested in tennis, a series of /uestions may be
asked to test the depth of understanding and interest of the candidate.
These probing /uestions must be asked with tact and through e*haustive
analysisB it is possible to get a good picture of the candidate.
86Stre inter?iew4
It is designed to test the candidate and his conduct and behavior by him
under conditions of stress and strain. The interviewer may start with L$r.
.oseph, we do not think your /uali+cations and e*perience are ade/uate for
this position,M and watch the reaction of the #andidates. % good candidates
will not yield, on the contrary he may substantiate why he is /uali+ed to
handle the ob.
G6%rou! Inter?iew)
It is designed to save busy e*ecutiveFs time and to see how the candidates
may be brought together in the employment o2ce and they may be
interviewed.

J6(anel Inter?iew)
% panel interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial positions. This
type of interview pools the collective udgment and wisdom of the faculties
of the candidate.
D6SeBuential Inter?iew)
The se/uential interview takes the one=to=one a step further and involves a
series of interview, usually utilizing the strength and knowledgeable of each
interviewer, so that each interviewer can ask /uestions in relation to his or
her subect area of each candidate, as the candidate moves from room to
room.
:;
C6Structure Inter?iew)
In a structured interview, the interview uses preset standardized /uestions,
which are put to all the interviewees. This interview is also called as EDuidedF
or EPatternedF interview.
$H6 Untructured Inter?iew)
It is also known as EHnpatentedF interview, the interview is largely unplanned
and the interviewee does most of the talking. Hnguided interview is
advantageous in as much as it leads to a friendly conversation between the
interviewer and the interviewee and in the process, the later reveals more of
his or her desire and problems.
$$6 Mi;ed Inter?iew)
"in practice, the interviewer while interviewing the ob seekers uses a blend
of structured and unstructured /uestions. This approach is called the $i*ed
Interview. The structured /uestions provide a base of interview more
conventional and permit greater insights into the uni/ue di(erence between
applicants.
$'6 Im!rom!tu inter?iew)
This interview commonly occurs when employers are approached directly
and tends to be very informal and unstructured. %pplicants should be
prepared at all times for on= the= spot interviews, especially in situations
such as a ob fair or a cold call. It is an ideal time for employers to ask the
candidate some basic /uestions to determine whether he5 she may be
interested in formally interviewing the candidate.
$+6 Dinner inter?iew)

These interviews may be structured, informal, or socially situated, such as in
a restaurant. !ecide what to eat /uickly, some interviewers will ask you to
order +rst Ado not appear indecisive6. %void potentially messy foods, such as
spaghetti. <e prepared for the conversation to abruptly change from friendly
chat to direct interview /uestions, however, do not underestimate the value
of casual discussion, some employers place a great value on it. <e prepared
to switch gears rapidly, from fun talk to business talk.
$76 Tele!hone inter?iew)
Have a copy of your resume and any points you want to remember to say
nearby. If you are on your home telephone, make sure that all roommates or
family members are aware of the interview Ano loud stereos, barking dogs
etc.6. "peak a bit slower than usual. It is crucial that you convey your
enthusiasm verbally, since the interviewer cannot see your face. If there are
pauses, do not worryB the interviewer is likely ust taking some notes.
:1
$86 Second inter?iew)
.ob seekers are invited back after they have passed the +rst initial interview,
$iddle or senior management generally conducts the second interview,
together or separately. %pplicants can e*pect more= in= depth /uestions, and
the employer will be e*pecting a greater level of preparation on the part of
the candidates. %pplicants should continue to research the employer
following the +rst interview, and be prepared to use any information gained
through the previous interview to their advantage.
STE( 7)=
RE9ERENCE C5EC0)=
$any employers re/uest names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps, gaining
additional background information on an applicant. %lthough listed on the
application form, references are not usually checked until an applicant has
successfully reached the fourth stage of a se/uential selection process.
)hen the labor market is very tight, organizations sometimes hire applicants
before checking references.
Previous employers, known as public +gures, university professors,
neighborsF or friends can act as references. Previous employers are
preferable because they are already aware of the applicantFs performance.
<ut, the problem with this reference is the tendency on the part of the
previous employers to over= rate the applicantFs performance ust to get rid
of the person.

-rganizations normally seek letters of reference or telephone references. The
latter is advantageous because of its accuracy and low cost. The telephone
reference also has the advantage of soliciting immediate, relatively candid
comments and attitude can sometimes be inferred from hesitations and
in>ections in speech.
It may be stated that the information gathered through references hardly
in>uence selection decisions. The reasons are obvious4
06 The candidate approaches only those persons who would speak well about
him or her.
96 People may write favorably about the candidate in order to get rid of him
or her.
:6 People may not like to divulge the truth about a candidate, lest it might
damage or ruin his5 her care.
:3
STE( 8)=
SE,ECTION DECISION)=
%fter the selection decision and before the ob o(er is made, the candidate is
re/uired to undergo a physical +tness test. % ob o(er is, often, contingent
upon the candidate being declared +t after the physical e*amination. The
results of the medical +tness test are recorded in a statement and are
preserved in the personnel records. There are several obectives behind a
physical test. -bviously, one reason for a physical test is to detect if the
individual carries any infectious disease. "econdly, the test assists in
determining whether an applicant is physically +t to perform the work.
Thirdly, the physical e*amination information can be used to determine if
there are certain physical capabilities, which di(erentiate successful and less
successful employees. 'ourth, medical check=up protects applicants with
health defects from undertaking work that could be detrimental to them or
might otherwise endanger the employerFs property. 'inally, such an
e*amination will protect the employer from workers compensation claims
that are not valid because the inuries or illness were present when the
employee was hired.
STE( G)=
LO1 O99ER)=

The ne*t step in the selection process is ob o(er to those applicants who
have crossed all the previous hurdles. .ob o(er is made through a letter of
appointed. "uch a letter generally contains a date by which the appointee
must report on duty. The appointee must be given reasonable time for
reporting. This is particularly necessary when he or she is already in
employment, in which case the appointee is re/uired to obtain a relieving
certi+cate from the previous employer. %gain, a new ob may re/uire
movement to another city, which means considerable preparation, and
movement of property.
STE( J)=
CONTRACT O9 EM(,OYMENT)=
%fter the ob o(er has been made and candidates accept the o(er, certain
documents need to be e*ecuted by the employer and the candidate. -ne
such document is the attestation form. This form contains vital details about
the candidate, which are authenticated and attested by him5 her. %ttestation
form will be a valid record for the future reference. There is also a need for
preparing a contract of employment. The basic information that should be
included in a written contract of employment will vary according to the level
of the ob, but the following checklist sets out the typical headings4
:8
0. .ob title
9. !uties, including a parse such as Lthe employee will perform such
duties and will be responsible to such a person, as the company
may from time to time direct.M
:. !ate when continuous employment starts and the basis for
calculating service.
;. Rate of pay, allowance, overtime and shift rates, method of
payments.
1. Hours of work including lunch break and overtime and shift
arrangements.
3. Holiday arrangements4
a6 Paid holidays per year.
b6 #alculation of holiday pay.
c6 Nualifying period.
d6 %ccrual of holidays and holiday pay.
e6 !etails of holiday year.
f6 !ates when holidays can be taken.
g6 $a*imum holiday that can be taken at any one time.

h6 #arryover of holiday entitlement.
i6 Public holidays.
8. @ength of notice due to and from employee.
?. Drievances procedure.
C. !isciplinary procedure.
0G. )ork rules.
00. %rrangements for terminating employment.
09. %rrangements for union membership.
0:. "pecial terms relating to rights to patent and designs,
con+dential information and restraints on trade after termination of
employment.
0;. &mployerFs right to vary terms of the contract subect to proper
noti+cation being given.
STE( D)=
CONC,UDIN% T5E SE,ECTION (ROCESS)=
#ontrary to popular perception, the selection process will not end with
e*ecuting the employment contract. There is another step= a more sensitive
one reassuring those candidates who have not selected, not because of any
serious de+ciencies in their personality, but because their pro+le did not
match the re/uirement of the organization. They must be told that those who
were selected were done purely on relative merit.
:?
STE( C)=
EVA,UATION O9 SE,ECTION (RO%RAMME)=
The broad test of the e(ectiveness of the selection process is the /uality of
the personnel hired. %n organization must have competent and committed
personnel. The selection process, if properly done, will ensure availability of
such employees. How to evaluate the e(ectiveness of a selection program
meP % periodic audit is the answer. People who work independent of HR
department must conduct audit. The table below contains an outline that
highlights the areas and /uestions to be covered in a systematic evaluation.
STE( $H)=
(5YSICA, EXAMINATION)=
%fter the selection decision and before the ob o(er is made, the candidate is
re/uired to undergo a physical +tness test. % ob o(er is, often, contingent
upon the candidate being declared +t after the physical e*amination. The
results of the medical +tness test are recorded in a statement and are

preserved in the personnel records. There are several obectives behind a
physical test. -ne reason, for a physical test is to detect if the individual
carries any infectious disease. "econdly, the test assists in determining
whether an applicant is physically +t to perform the work. Thirdly, the
physical e*amination information can be used to determine if there are
certain physical capabilities, which di(erentiate successful and less
successful employees. 'ourth, medical check= up protects applicants with
health defects from undertaking work that could be detrimental to them or
might otherwise endanger the employerFs property. 'inally, such an
e*amination will protect the employer from workers compensation claims
that are not valid because the inuries or illness were present when the
employee was hired.
'#' 9our A!!roache to Selection)
$6# Ethnocentric election)
In this approach, sta2ng decisions are made at the organizationFs
head/uarters. "ubsidiaries have limited autonomy, and the employees from
the head/uarters at home and abroad +ll key obs. ,ationals from the parent
country dominate the organizations at home and abroad.
'6# (ol.centric election)=
In polycentric selection, each subsidiary is treated as a distinct national
entity with local control key +nancial targets and investment decisions. @ocal
citizens manage subsidiaries, but the key obs remain with sta( from the
parent country. This is the approach, which is largely practiced in our country.
:C
+6# Re"iocentric election)=
Here, control within the group and the movements of sta( are managed on a
regional basis, re>ecting the particular dispositions of business and
operations within the group. Regional managers have greater discretion in
decision. $ovement of sta( is largely restricted to speci+c geographical
regions and promotions to the obs continue to be dominated by managers
from the parent company.
76# "eocentric taFn")=
In this case, business strategy is integrated thoroughly on global basis. "ta(
development and promotion are based on ability, not nationality. The broad
and other parts of the top management structure are thoroughly

international in composition. ,eedless to say, such organizations are
uncommon.
'#+ (RO1,EMS IN E99ECTIVE SE,ECTION)=
The main obective of selection is to hire people having competence and
commitment. This obective often defeated because of certain barriers. The
impediments, which check e(ectiveness of selection, are perception,
fairness, validity, reliability and pressure.
(erce!tion)
-ur inability to understand others accurately is probably the most
fundamental barrier to selecting the right candidate. "election demands an
individual or a group of people to assess and compare the respective
competencies of others, with the aim of choosing the right persons for the
obs. <ut our views are highly personalized. )e all perceive the world
di(erently. -ur limited perceptual ability is obviously a stumbling block to the
obective and rational selection of the people.
9airne)=
'airness in selection re/uires that no individual should be discriminated
against on the basis of religion, region, race or gender. <ut the low numbers
of women and other less privileged sections of the society in middle and
senior management positions and open discrimination on the basis of age in
ob advertisements and in the selection process would suggest that all the
e(orts to minimize ine/uity have not been e(ective.
Validit.)=
;G
7alidity, as e*plained earlier, is a test that helps predict ob performance of
an incumbent. % test that has been validated can di(erentiate between the
employees who perform well and those who will not. However, a validated
test does not predict ob success accurately. It can only increase possibility of
success.
Relia-ilit.)=
% reliable method is one, which will produce consistent results when
repeated in similar situations. @ike validated test, a reliable test may fail to
predict ob performance with precision.

(reure)=
Pressure is brought on the selectors by politicians, bureaucrats, relatives,
friends and peers to select particular candidates. #andidates selected
because of compulsion are obviously not the right ones. %ppointments to
public sectors undertakings generally take place under such pressures.
'#7 DiKerence >Recruitment and Selection6
06 Recruitment is the process of searching for prospective candidates and
motivating them to apply for ob in the organization. )hereas, selection is a
process of choosing most suitable candidates out of those, who are
interested and also /uali+ed for ob.
96 In the recruitment process, vacancies available are +nalized, publicity is
given to them and applications are collected from interested candidates. In
the selection process, available applications are scrutinized. Tests, interview
and medical e*amination are conducted in order to select most suitable
candidates.
:6 In recruitment the purpose is to attract ma*imum numbers of suitable and
interested candidates through applications. In selection process the purpose
is that the best candidate out of those /uali+ed and interested in the
appointment.
;6 Recruitment is the positive function in which interested candidates are
encouraged to submit application. "election is a negative function in which
unsuitable candidates are eliminated and the best one is selected.
16 Recruitment is prior to selection. It creates proper base for actual
selection. "election is ne*t to recruitment. It is out of candidates available5
interested.
36 Recruitment is the short process. In recruitment publicity is given to
vacancies and applications are collected from di(erent sources. "election is a
lengthy process. It involves scrutiny of applications, giving tests, arranging
interviews and medical e*aminations.
;0


;9

,ITERATURE REVIE3
Research done on Recruitment and .election 4ractices by "heila $.
Rou*, Ph.!., Research #onsultant and 4aul 5ertha, Ph.!., $anager of
+evelopment +imensions *nternational A!!I6.
VIE3S
<etter recruitment and selection strategies result in improved organizational
outcomes. The more e(ectively organization recruit and select candidates,
the more likely they are to hire and retain satis+ed employees. Recruitment
is the process of identifying and attracting potential candidates from within
and outside an organization to begin evaluating them for future employment.

-nce candidates are identi+ed, an organization can begin the selection
process. This includes collecting, measuring, and evaluating information
about candidateFs /uali+cations for speci+ed positions. -rganizations use
these processes to increase the likelihood of hiring individuals who possess
the right skills and abilities to be successful at their ob.
Research done on %ow to tailor your recruitment and selection
process to re6ect a changing economy by 7o,operative 4ersonnel
.ervices A#P"6 human resource service.
VIE3S
The purpose was to identify what other agencies have been doing in their
recruitment and selection processes to account for the changing economy.
)anted information in terms of strategies and processes used or changed
over the past few years in order to account for the change in the economy,
the number of applications, and the number of /uali+ed applicants. Research
done on how can HR$ Improve recruitment and selection within organization
by #arter $c ,amarari.
Research done on a dissertation on recruitment and selection process
in T'T' *8+*79: by .hweta +ass.
;*E<.
To minimize the recruitment cost J time, telephonic interview 5 video
conferencing are being conducted for the outstation candidates. The other
important source of recruitment considered in this sector is the HR
!atabank5 References from the interviewed candidate. ,umber of rounds
conducted for interview depends upon the level of ob it varies according to
that. Telephonic interview is used very less instead of that other mode of
interview is used i.e. mi* and one to one LHow you select people is more
important than how manage them once they are on the ob.M
;:

;;
O1LECTIVES O9 STUDY
The o-Aecti?e of reearch are a follow)
0. To know about brief introduction of the company.
9. To know about organizational structure of the company.

:. To know about the manpower planning and recruitment policy of the
company.
;. To recommend suggestions for improvement.
SCO(E O9 T5E STUDY
&ach and every proect study along with its certain obectives also has scope
for future. In order to meet the recruitments of the proect, the survey was
conducted at @H!HI%,%. ,o other city was covered. The scope of the study
about the manpower planning, recruitment and selection policy of H&R-
#K#@&" is restricted to the city @H!HI%,%.
;1

;3
RESEARC5 MET5ODO,O%Y
Research methodology is a way to systematically solve the research
problem. Research methodology comprises of two words, research and
methodology. Research is de+ned as a human activity based on intellectual
applications in the investigation of matter.
The primary purpose for applied research is discovering, interpreting and the
development of methods and systems for the advancement of human
knowledge on a wide variety of scienti+c matters of our world and the
universe. Research may be de+ned as a careful investigation or in/uiry
especially through search of new facts in any branch of knowledge.
In short, it comprises de+ning a re+ned problemFs formulating hypothesis or
suggested solutionB collecting organizing and evaluating dataB making

deductions and research conclusions B and lastly carefully testing the
conclusion to determine whether they +t the hypothesis.
:ethodology can be de(ned as&
LThe analysis of the principles of methods, rules and postulates employed by
the disciplineM B or
06 L the systematic study of the methods that are, can be, or have been
applied within a disciplineMB or
96 L% particular procedure or set of procedures.M
RESEARC5 DESI%N
% research design is an arrangement of conditions manner that aims to
combine relevance to research purpose. %ccording to 7li#ord <oody,
Lresearch comprises de+ning and rede+ning problems, formulating
hypothesis or suggested solutionsB collecting, organizing and evaluating
dataB making deductions and reaching conclusionsB and at last carefully
testing the conclusions to determine whether they +t the formulating
hypothesis.M This research is divided into two parts4 the research design
which is used to know the $anpower Planning, Recruitment and selection of
%ER9 7=7>E. is E?4>'8T9R= and +E.7R*4T*;E.
a6 &*planatory research studies are also termed as formulated research
study. The maor emphasis in such study is on the discovery of the
ideas insights. In built >e*ibility is the maor characteristic of this
research design.
b6 !escriptive research is studies are those studies which are connected
with describing the characteristic of a particular an individual, or of a
group.
;8
DATA CO,,ECTION
!ata is very much re/uired for any proect. There are two types of data viz.
primary data and secondary data.
(RIMARY DATA) Primary data are those which are collected fresh and for
the +rst time and thus happen to be original in character, which I collected
on +eld discussing with workers and sta(. I showed them a list of /uestions

and got response from their side. The main source of secondary data was4
@AE.T*988'*RE.
SECONDARY DATA) "econdary data are those which have already been
collected by someone. The main sources of secondary data were4 I,T&R,&T,
,&)"P%P&R" etc.
SAM(,E DESI%N
In this I have chosen convenience sampling designs. #onvenience sampling
is obtained by selecting convenient population being investigated which is
selected neither by probability nor by udgment but by convenience.
SAM(,E SIME
'or this research, in part one, a sample size of 91 respondents was taken out
of whole sta( in H&R- #K#@&". 'or the second part, a sample size of 91
respondents was taken out of the total workers in H&R- #K#@&".
TOO,S AND TEC5NINUES O9 ANA,YSIS
,o study could be successfully completed without proper tools and
techni/ue. 'or better presentation and right e*planation I used tools of
statistics and computer fre/uently. %nd I am very thankful to all those tools
for helping me a lot. <asic tools which I used for proect from statistics are4
a6 Pie charts
b6 Tables
Pie charts are really useful tools for every research to show the result in a
well clear, easy and simple way. <ecause I used pie charts in proect for
showing data in a systematic way, so it need not necessary for any observer
to read all the theoretical detail, simple on seeing the charts anybody could
know that what is being said. Technological tools are4
;?
a6 $s= &*cel
b6 $s= )ord
%bove application software of $icrosoft helped me a lot in making proect
more interactive and productive. $icrosoft &*cel has a great role in my
proect, it created for me situation of Lyou sit and get.M I provided it simply all
the detail of data and in return it given me all the relevant information.

%nd in last $icrosoft )ord did help me for the documentation of the proect
in a presentable form.
,IMITATIONS O9 T5E STUDY
06 @imitation of time and resources may have narrowed the scope of study.
96 The time period for the training was short enough to study the
organization in detail.
:6 !ue to di(erent shifts all workers who were imparted training could not be
interviewed.
;6 The employees hesitated disclosing the true facts. Thus the accuracy of
the data could not be achieved.
16 The sample size of 0GG is very small and more than that could not be
possible.
;C

1G

10
'BE BR9A4 9C <9RDER.

*8TER4RET'T*98
The above pie chart shows that out of total 91 respondents 09O of the
respondents are in the age group of less than 9G years, another most :0O of
the respondents lies in the age group of 90= :G years, ;9O respondents are
in :0 =;G years, 01O of respondents lies in the age group of ;0=1G years.
19
.T'TE 9C T%E <9RDER.

*8TER4RET'T*98
The above pie charts shows that out of the sample of 91 respondents, ;3O of
the respondents are from HP, 09O are from HP, 01O are from Punab, 01O
are from <ihar, and the remaining 09O are from )est <engal.
1:
@A'>*C*7'T*98 9C <9RDER.

*8TER4RET'T*98
The above pie chart describe that ;O respondent are illiterate, 93O
respondents are middle school graduates i.e. up to ?
th
standard,00O
respondents are in school graduates i.e. up to 8
th
and C
th
, ;;O are
secondary school graduate i.e. up to 0G
th
, at least 01O respondents are
higher school graduate i.e. up to 09
th
.

1;
RE'.98 T9 .E>E7T %7> '779R+*8B T9 <9RDER.

*8TER4RET'T*98
The above pie chart illustrates that out of the sample of 91 respondents 3?O
respondents selected Hero #ycles @td because of its better salary and better
career growth5 opportunity and :9O of the respondents selected H#@
because of its better working conditions5 environment and reputation of
company in the market.
11
:9+E. C9>>9<E+ 5= <9RDER. T9 '44>= *8 %7>

*8TER4RET'T*98
The above pie chart illustrates that out of the sample of 91 respondents, the
percentage of the respondents who came to know the availability of ob in
H#@ reached at the peak i.e. 83O while 9;O of the respondents came to
know the availability of ob in H#@ through advertisements5 notice boards.
13
<9RDER. .'T*.C*E+ CR9: T%E :ET%9+ 9C
RE7RA*T:E8T

*8TER4RET'T*98
'rom the above pie chart we conclude that the ma*imum number of
respondents i.e. ?GO is satis+ed from the method of recruitment and
remaining 9GO respondents are not satis+ed from the method of recruitment
because of communication gap between newly recruited workers and
personnel department.
18
RE'.98. T 9 >E';E 4RE;*9A. 79:4'8= '8+
94TE+ C9R %7>

*8TER4RET'T*98
'rom the above pie chart we conclude that the 0?O of the workers leave
their previous company and opted for H#@ because of less salary, 98O of the
workers left their previous company due to unsatisfactory conditions.
1?
<9RDER. C':*>*E. .'T*.C*E+ 5= T%E +E7*.*98 9C
94T*8B %7>

*8TER4RET'T*98
'rom the above pie chart we conclude that 3GO of the families of workers are
happy over the decision of their family members for opting the H#@, while
;GO are not happy.
1C
R*.E *8 T%E .'>'R= 4'7D'BE 9C <9RDER.

*8TER4RET'T*98
The above pie chart illustrates that out of the sample of 91 respondents,
CGO of the workers get rise in the salary package after coming to Hero
#ycles whereas 0GO didnFt get any rise in their salary package.
3G
8A:5ER 9C <9RDER. .'T*.C*E+ <*T% T%E*R
.'>'R=

*8TER4RET'T*98
The above pie chart illustrates that 1GO of the workers in H#@ are satis+ed
with their salaries but :GO of the workers in H#@ are not satis+ed with their
salaries while remaining 9GO of the workers working in H#@ are neutral.
30
7'TEB9R= 9C <9RDER.

*8TER4RET'T*98
The above pie chart de+nes that ??O of the workers working in H#@ are
selected under permanent category, whereas remaining 09O of the workers
working in H#@ are selected under casual category.
39
TR'*8*8B B*;E8 T9 <9RDER. '779R+*8B T9
T%E*R E95

*8TER4RET'T*98
The above pie chart depicts that the percentage of workers getting full
training according to their obs reached at the top i.e. 0GGO. However,
training is always imparted on the basis of nature of ob.
3:
'<'RE8E.. '59AT 79:4'8=. 49>*7*E.

*8TER4RET'T*98
'rom the above pie chart we conclude that the only ;GO of the workers are
aware about the companyFs policies whereas remaining 3GO of the workers
are not aware about the companyFs policies.
3;

31
'BE BR9A4 9C .T'CC

*8TER4RET'T*98
The above pie chart de+nes that 1O of the respondents lay in the age group
of 90=:G, 91O of respondents lie in the age group of :0=;G, and ma*imum
number of respondents lie in the age group of ;0=1G and 1O lie in the age
group of 30=8G years respectively in this sample.
33
+E.*B8'T*98 9C T%E .T'CC

*8TER4RET'T*98
It is clear from the above chart that ;O of respondents are H-!Fs whereas
09O respondents are engineers on the other hand ;O respondents are
managers, ?O respondents are auditor, 9GO respondents are %sstt.
$anager, 9?O respondents are !y. $anager, 03O respondents are store
o2cer, ?O respondents are !D$ out of the total samples.
38
>E8BT% 9C .ER;*7E 9C .T'CC

*8TER4RET'T*98
)e can interpret from the above diagram that out of the total sample of
respondents 03O of respondents are having their length of service between
G=0G years, :9O respondents have their length of service between 00=9G
years, :9O respondents have length of service between 90=:G years and
only 9GO respondents have their length of service between :0=;G years.
3?
.9AR7E 9C RE7RA*T:E8T 9C .T'CC

*8TER4RET'T*98
The above +gure illustrates that 3?O of the respondents says that the source
of recruitment in their department is e*ternal, 03O respondents choose
internal source of recruitment in their department, ?O respondents select
employment e*change as source of recruitment and ?O respondents select
other source of recruitment like internet etc.
3C
T%E 5'.*7 4AR49.E 9C RE7RA*T:E8T *. 98>= T9
RE7RA*T @A'>*C*E+ 4E94>E

*8TER4RET'T*98
The above chart depicts that ?GO of respondents say yes that the basic
purpose of recruitment is to recruit /uali+ed persons and other 9GO
respondents says no that the basic purpose of recruitment is not only to
recruit /uali+ed persons, it is based on the nature and type of the ob and its
recruitment.
8G
R9>E 9C T%E .T'CC <%*>E RE7RA*T*8B T%E
:'849<ER

*8TER4RET'T*98
It is clear from the above chart that ;GO out of the total respondents play
role in the procedure of recruitment in their department but 3GO
respondents are those who never play any role in recruitment.
80
4R*:'R= R9>E 9C RE7RA*T:E8T '8+ :'849<ER
4>'88*8B

*8TER4RET'T*98
The above chart describes that ;GO of the respondents select replacement
against left employees as the primary role of recruitment, 03O respondents
prefer current or future business e*pansion as the primary goal of
recruitment, ;;O of the respondents says that the primary goal of
recruitment is to increase the productivity5 capability of the +rm by adding
new skills.
89
%9< :'849<ER *. 4>'88*8B *8 +*CCERE8T
+E4'RT:E8T.

*8TER4RET'T*98
The above chart shows that 9:O respondents said that they plan manpower
in their department by transfer from one department to another, ?O of the
respondents plan their manpower by rotation of shifts, ?O respondents
prefer overtime to plan their manpower and 30O select standardization of
employees to plan their manpower.
8:
:'849<ER ;'R*'5>E *8 +*CCERE8T
+E4'RT:E8T.

*8TER4RET'T*98
The above chart illustrates that 31O respondents says yes that there is
manpower variability in their department while the remaining :1O
respondents said that there is not any manpower variability in their
department.
8;

0;

81
9INDIN%S
The following are the (ndings with respect to recruitment and
selection for the %ero 7ycles >td.&
The following are the (ndings of the research conducted at the
wor!ers level&
a6 It has been found that while recruiting the workers, their /uali+cation J
e*perience is taken as most important part.

b6 It has been found that ;9O workers lie in the age group of 90= :G
tears, and hence are younger, :3O workers lie in the age group of :0=
;G years and 31O of workers belongs to the state of Punab and :GO
are from H.P.
c6 83O of the workers are permanent while 9;O are casuals and almost
each and every worker gets training according to their ob.
d6 ;GO of the workers have selected Hero #ycles @td. 'or ob because of
better salary and better career growth5 opportunity while 3GO of the
workers have selected H#@ because of better working conditions5
&nvironment reputation of the company.0GGO of the workers are
satis+ed from the method of recruitment method.
e6 1GO of the workforce is satis+ed from their salary. %nd :GO are agreed
that they are getting their wages according to their /uali+cation and
e*perience and 9GO workers have no idea about this.
f6 %lmost all the workers found that the faculty is good J e(ective and
they use to welcome the doubt workers and solve them.
83
The following are the suggestions with respect to manpower
planning, recruitment and selection for %ero 7ycles >td.&,
06 It has been found that most of the sta( lie in the sta( lies in the age
group of ;0= 1G years and only 1O lie in the age group of 30= 8G years.
%nd most of the sta( is much e*perienced.
96 31O of the sta( members are managers and only 01O are H-!Fs. %nd
;GO have 0=0G years of length of service in H#@ and :1O 00=9G years
of length of service.

SU%%ESTIONS
The following are the suggestions with respect to
manpower planning, recruitment and selection for %ero
7ycles >td.&,
a6 !etailed description of ob, its duties, hours, wage rate or incentive,
work place, e/uipment should be specifying to employees.
b6 &*perience should be counted by the company at the time of
recruitment.
c6 %fter recruitment there must be a periodically Training program by
personnel department for di(erent obs. %nd training on the ob should
be supplemented by instructor in the class room.
d6 Personnel policies, what new employee can e*pect of the company and
what is company e*pecting of them, must be clear at the time of
recruitment.
e6 There should be e(ective programs conducted to motivate the
employees and build up positive attitude of employees.
f6 There are some reservation for persons having with ma*imum
/uali+cation J e*perience.
88

8?
CONC,USION
The Hero #ycles 'actory in @udhiana is considered to be the largest and the
most e2cient factories in the world.
%fter doing the survey study at employees level certain results and +ndings
were derived on the basis of which we came to certain conclusions. It is on
that the purpose of the study for it was conducted to know the manpower

planning, recruitment and selection of H#@. )e found that many workers are
unaware about the manpower planning, recruitment and selection procedure
of H#@. There are less sources of information about manpower planning,
recruitment and selection due to communication gap between management
and workers. $ost of the workers are younger and dissatis+ed with their
salary.
$ost of the sta( employees are e*perienced. %nd according to them the
basic purpose of recruitment /uali+ed people. The primary goal of manpower
planning in H#@ is replacement against left employees and increases the
production of the +rm by adding new skills. $ost of the sta( agreed that the
manpower planning is varying in their department. In short Hero #ycles
@imited believes in to provide e*cellent transportation to the common man at
easily a(ordable price.
8C

?G
1I1,IO%RA(5YO RE9ERENCES
599D 8':E

HH$%, R&"-HR#&
$%,%D&$&,T
R&"&%R#H
$&TH-!-@-DK
'AT%9R 8':E R-"K .-"&PH J "H%"HI
I. DHPT%
#.R. I-TH%RI
E+*T*98 THIR! "&#-,!

4A5>*.%E+ 5= I%@K%,I PH<@I"H&R" ,&) %D&
I,T&R,%TI-,%@ AP7T
@T!6 PH<@I"H&R"

INTERNET SOURCES
a0 http&""www.herocycles.com
b0 http&""www.citehr.com
c0 http&""www.icmrindia.com
d0 http&""www.herocorp.com
e0 http&""www.herogroup.com
f0 http&""www.businesswee!.com
?0

?9
@AE.T*988'*RE C9R <9RDER.
+ear respondents,
This uestionnaire is only for academic purposes. .o be honest and
true in your response. 4lease put tic! against appropriate answer.
8':E
'BE
+E4TT"E:4 79+E
E95 R9>E
@A'>*C*7'T*98
.T'TE

1. )hy did you select Hero #ycles for obP
a6 <etter salary
b6 <etter working conditions
c6 'riendly environment
d6 Image of the company
2. How do you come to know the availability of the ob in Hero #yclesP
a6 'riends 5 relatives
b6 %dvertisements
c6 &mployment e*changes
d6 Head hunting
3. %re you satis+ed with the method used by the company to recruit the
workersP
a6 Kes
b6 ,o
F. )hy did you leave previous company and opted for Hero #yclesP
a6 @ess salary
b6 Hnsatisfactory working conditions
c6 "tagnation
d6 -thers
G. Is your family happy over your decisionP
a6 Kes
b6 ,o
?:
H. !id you get any rise in your salary package after coming to Hero #yclesP
a6 Kes
b6 ,o
I. %re you satis+ed salary5 wages being paid to you according to your
/uali+cation and e*perienceP
a6 Kes
b6 ,o
J. In which category are you selectedP
a6 Permanent
b6 #asual
K. %re you getting full training according to your obP
a6 Kes
b6 ,o

1L. %re you aware about the companyFs policiesP
a6 Kes
b6 ,o
11. )hat is your obective of lifeP

T%'8D =9A C9R D*8+ 7994ER'T*98
?;

?1
@AE.T*988'*RE C9R .T'CC
+ear respondent,
This uestionnaire is only for academic purposes. .o be honest and
true in your response. 4lease put tic! against appropriate answer.
8':E
'BE
+E4TT"E:4 79+E
E95 R9>E
@A'>*C*7'T*98
>E8BT% 9C .ER;*7E
1. How many employees are working in your departmentP
a6 "ta(
b6 workers
2. )hat is the source of recruitment in Hero #yclesP
a6 Internal
b6 &*ternal
c6 &mployment e*changes
d6 -thers
e6 If other, please specify

3. !o you think the basic purpose of recruitment is only to recruit /uali+ed
peopleP
a6 Kes
b6 ,o
F. !o you play any role while recruiting the manpower in your departmentP
a6 Kes
b6 ,o
G. How do you agree that following parameters are signi+cant for e(ective
utilization of manpower and promotion within departmentP
:ET%9+. .TR98B
>=
'BREE
'BRE
E
.9:E<%
'T
'BREE
.TR98B
>=
+*.'BR
EE
+*.'BR
EE
.9:E<%
'T
+*.'BRE
E
E95
R9T'T*98
4R9:9T*
98
TR'8.CE
R
CRE.%ER
E?4ER*E8
7E E+
3 )hat is your primary goal of recruitment and manpower planningP
a6 Replacement against left employees
b6 #urrent and future business e*pansion
c6 Increase the production of the +rm by adding new skills5 automation
8 How do you plan your manpower in your departmentP
a6 Transfer from one section to another
b6 Rotation of shifts
c6 -vertime against absenteeism
d6 "tandardization of employees
? Is the manpower is variable in your departmentP
a6 Kes
b6 ,o
C )hat are your suggestions to increase the production J output by
modifying the recruitment J manpower processP

T%'8D =9A C9R D*8+ 7994ER'T*98
?3
R9>E 9C +E4'RT:E8T.
:anpower 4lanning M Recruitment at all levels.
>abor <elfare 'ctivities including 7anteen
Cacilities etc.
4reparation of .alary" <ages M +istribution
thereof
Training of employees
'll statutory compliance under various >abor
>aws, 4rovident Cund, E.* 'ct, <ater 4ollution M
'ir 4ollution 'ct

'ttendance of .ta# M <or!ers under
computerized system
%andling of Brievances at .hop 6oor
+isciplinary 'ctions M issue of charge .heets"
<arnings against defaulters
4erformance 'ppraisal
?8
H-!
APersonnel6
Personnel "r. $anager "ecurity J
!ispensary
ATransport6 "anitation


#$-
"r.$anager $anager !y. !y. %sstt. #"-
$anager $anager $anager
%sstt. $anager %sstt.
$anager Time Ieeper


"ecurity
-2cer

"enior

!ispenser


Date clerks

"ecurity Helper
Duards

??
"weeper5$%@I

PE=1uineQ
(roAect Re!ort
Su-mitted To
(anAa- Uni?erit.@ Chandi"arh in !artial 9ul*llment of the
reBuirement for the De"ree of 1achelor of 1uine
Adminitration
Su-mitted 1.
Swati Lain
Uni?erit. Roll No >$7JHDHHH'$86
De!artment of 1uine Adminitration
%uru Nana4 0hala Colle"e for 3omen@
%uAar4han Cam!u@ Model Town@ ,udhiana
Seion >'HHD='H$$6
0

7ERT*C*7'TE
This is to certify that the Proect entitled, LRecruitment and "electionM
submitted by $amta "harma A<<%, 0;8G?GGG9016 to Panab Hniversity,
#handigarh in partial 'ul+llment of !egree of <achelor of <usiness
%dministration, has been approved after an oral e*amination, in collaboration
with e*ternal e*aminer.
$rs. .aspreet @amba
AProect %dvisor6 &*ternal
&*aminer
9

'7D89<>E+BE:E8T
'irst of all I would like to thank all mighty Dod, because without his blessings, the
undertaken Proect was not possible for me.
$y special thanks to honorable Principal of this Institute !r. Iarameet Iaur <irdi for
providing all the necessary facilities.
)ith high reference, I e*press my thanks to $rs. .aspreet @amba for providing her
e*cellent guidance at all the stages of development of my studies.
Hearted thanks to all my seniors for their help during the course of my study.

$%$T% "H%R$%



:

T%<@& -' #-,T&,T"
..89. T94*7. 4'BE.
0 #ompany Pro+le 1=0:
9 Introduction of the
Proect
0;=;0
: @iterature Review ;9=;:
; -bective and "cope of
study
;;=;1
1 Research $ethodology ;3=;C
3 %nalysis and
Interpretation
1G=8;
8 'indings and
"uggestions
81=88
? #onclusion 8?=8C
C <ibliography ?G=?0
0G %nne*ure ?9=??
;

1
79:4'8= 4R9C*>E
%ER9 7=7>E. >*:*TE+
Hero ,agar, D.T. Road,
@H!HI%,%=0;0GG:

Ph4 91:C;;?=19, 1G93C3C
'a*4 91:C;8?=8C
&=mail4 infoQherocycles.com
)ebsite4 www.herocycles.com
Hero group was started by the four $unal brothers, hailing from a small
town called Iamalia, now in Pakistan, are the men who are behind the
mission. <rotherhood apart, what knit the men together was the wealth of
will, integrity, ambition J determination. In the year 0C;;, they decided to
start a business of bicycle spare parts in %mritsar. Its modest beginning and
the ne*t : years saw the business grow rapidly. <ut the dark clouds of
partition eclipsed their plans of the future. )ith renewed vigor and optimism,
the operational base was shifted to @udhiana. <y 0C13, the brothers had
began manufacturing key components of bicycles and as a logical way
forward, began to assemble the entire cycle at their manufacturing plant in
@udhiana. In the early days, the plant had a capacity for 91 cycles per day.
-ver the ne*t few years, the bicycles unit started growing in stature and
size, attracting skilled engineers, technocrats, administrators and
entrepreneurs. 'rom a modest beginning of mere 3:C bicycles in the year
0C13, Hero #ycles products over 0?1GG cycles a day today, the highest in
global reckoning. )ith the ;?O share of the Indian market, this volume has
catapulted Hero in the EDuinness <ooks of )orld RecordsF in 0C?3 and edge
over global players is being maintained since then.
% tiny acorn has now become a mighty -ak. 'rom cycle to two= wheelers
were a natural step and the Hero Droup came into being. The Hero Droup,
today is a vast conglomerate of companies, either in the form of
collaborations, oint ventures or fully owned subsidiaries, with more than Rs.
0GGGG #rore turnover annually. Hero Droup, besides being the worldFs largest
manufacturers of bicycles, motorcycles and chains to this date, has
diversi+ed into newer segments like Information Technology, IT &nabled
"ervices and 'inancial "ervices.
T%E ;*.*98
L)e, at the Hero Droup are continuously striving for synergy between
technology, systems and human resources to provide products and services
that meet the /uality, performance, and
3
Price aspirations of the customers. )hile doing so, we maintain the highest
standards of ethics

%nd societal responsibilities constantly innovate products and processes and
develop teams that keep the momentum going to take the group to
e*cellence in everything we do.M
T%E :*..*98 .T'TE:E8T
L ItFs our mission to strive for synergy between technology, systems and
human resources, to produce products and services that meet the /uality,
performance and price aspirations of our customers. )hile doing so, we
maintain the highest standards of ethics and societal responsibilities.M
This mission is what drives us to new heights in e*cellence and helps us
forge a uni/ue and mutually bene+cial relationship with all our stakeholders.
)e are committed to move ahead resolutely on this path, shown to us by
visionaries like $r. "atyanand $unal, $r. -m Prakash $unal, the late $r.
!ayanand $unal and late $r. Raman Iant $unal.
$r. <rimohan @all $unal, #hairman J $!= TH& H&R- DR-HP.
:*>E.T98E.
HeroFs success saga contains the element of courage, great, documentation,
enterprises and perseverance coupled with vision and meticulous planning4
1KGH
Hero #ycles @td. is established.
1KH1
Rock man #ycle Industries @td. established which is today the largest
manufacturer of bicycle chains J hubs in the world.
1KH3
<icycles e*ports take o( from India= a faray into the international market.
1KI1
Highway #ycles was set up. It is today the largest manufacturer of single
speed J multi= speed freewheels in the country.
1KIG
Hero #ycles @imited became the largest manufacturer of bicycles in India.
1KIJ
$aestic %uto @imited was formed and Hero $aestic $oped was introduced.
1KJ1
$unal #asting established.
8
1KJF

Hero Honda $otors @imited established in oint venture with Honda $otors,
.apan to manufacture $otorcycles. It is now the worldFs largest producer of
two= wheelers.
1KJG
$unal "howa @td. established to manufacture shock absorbers and sturts
and is today one of the topmost shock absorber manufacturer companies in
this country.
1KJH
Hero #ycles @imited entered the Duinness <ooks of )orld Records as the
largest bicycle manufacturer in the world.
1KJI
Duarat #ycles @imited, now known as $unal %uto #entre @td. was
established to manufacture and e*port state=of=the=art bicycles and light
products in its full automated plant at )agodia.
1KJJ
Hero Puch was introduced by Hero $otors @td. which was a revolutionary
machine to set new records of petrol e2ciency in 1G to 31 cc engines.
1KJK
Ranger bicycles Aa generic name for $ountain <ikes today6 was introduced
by Hero #ycles @imited.
1KKL
Hero #old Rolling !ivision established which is one of the most modern steel
cold rolling plants
In India.
1KK1
Hero #ycles introduced kind= the +rst branded bike in childrenFs segment.
1KK2
$unal "howa @td. received national safety award.
1KK3
Hero &*ports was established as International Trading !ivision for group J
non= group products.
1KKG
Hero #orporate "ervices @td. was established.
1KKH
$unal "howa @td. received <ritish #ouncilFs ,ational "afety %ward.
?
1KKJ

$unal %uto #omponents established to manufacture gear shaftJ gear
blanks for motorcycles.
2LLL
The +rst fully automated bicycles by the name EP-)&R<II&F was introduced
by Hero #ycles @imited.
2LL1
Hero Dlobal !esign established to o(er engineering services in
#%!5#%$5#%& related to new product development design, engineering,
manufacturing.
2LL2
Hero #ycles @imited ties up with ,ational <icycle Industries, a part of
$atsushita Droup, .apan, to manufacture high end bicycles.
2LL3
"uper "tarter "eries launched by Hero #ycles @imited.
2LLF
Hero Retail Insurance <usiness established.
2LLF
"uper "mart "eries introduced by Hero #ycles @imited.
'7%*E;E:E8T.
The Droup and its management have ac/uired a number of accolades and
achievements over the years4
Hero Droup $anagement style has been acclaimed internationally by )orld
<ank and <<#, HI, Hero Droup is discussed as a case study at @ondon
<usiness "chool, HI and I,"&%!, 'rance. )orld <ank has acclaimed Hero
#ycles as a role model in vendor development based on a world=wide study.
<oston #onsulting Droup has ranked Hero Droup as one of the top ten
<usiness Houses on &conomic value, in India.
H"<#=$errill @ynch has estimated Hero Droup to be amongst the top value
creators in the +ve years 9GG0=G1.
The Hero Droup is recognized as a long term partner and an ideal employer4
Hero DroupFs partnership with Honda $otors, .apan is over 9G years old
Hero DroupFs partnership with "howa $anufacturing #orporation, .apan
is over 0? years old.
C

Droup #hairman, $r. <rimohan @all $unal received the coveted L&rnst J
Koung &ntrepreneur of the KearM award for 9GG0.
Hero #ycles was ranked :
rd
amongst top Indian companies Review 9GGG=
%siaFs leading companies award A9GG:6 by 'ar &astern &conomic Review.
Hero #ycles is the worldFs largest manufacturer of bicycles with annual sales
volume of over ;.? million cycles.
8'T*98'> :'*8.TRE':.
Hero DroupFs humane approach is manifested in all aspects of commercial
production. The Droup undertakes various proects and activities of socio=
humanitarian nature to contribute to the ,ational $ainstream. Droup
#ompanies, Hero #ycles @imited and Hero Honda $otors @imited has been
pioneers within the Droup, in undertaking socially productive work of myriad
nature.
%ealthcare
Raman $unal $emorial Hospital is a 0GG=bed hospital with a well=e/uipped
laboratory, a fully functional operation theatre, an outpatient department as
well as a casualty section. % fully e/uipped mobile clinic provides
comprehensive health care to the rural masses in !haruhera. The $edical
#entre on the factory premises of the Droup #ompanies is open for the sub=
urban and rural communities of the surrounding areas. The medical centre is
also e/uipped to provide 'irst %id and ambulance facility for road accident
victims. -ther e(orts, under the auspices of Hero #ycles @imited include4
Eye 7amps& )ith over 01,GGG patients e*amined and about 08GG cataract
operations performed so far, these &ye #amps have also aided patients with
free accommodation, food and medicines.
Camily 4lanning 7amps& Held since 0CC: at the #ivil Hospital, Rewari
and <awal, these camps o(er monetary incentives to the masses to adopt
family planning measures.
5lood +onations 7amps& These camps are being organized on a
regular basis since 0CC9. ;3; units have been donated to Indian Red #ross
"ociety in the last camps.
Rehabilitation 7amps& #onducted with the assistance of the !istrict
Rehabilitation #entre, Red #ross "ociety, Rewari, these camps help physically
challenged villagers to rehabilitate and re=employ themselves. $any patients
have found a new lease of life on account of the physical aids given to them.
0G

%ER9& The .uper 5rand
5y de(nition, a "uper brand o(ers consumers signi+cant emotional and
physical advantages over its competitors, which consciously or
subconsciously consumers want, recognize and are willing to pay a premium
for. % "uper brand cannot be substituted. It is part of our life. In the morning,
we want a familiar >avor of tea, brush with a familiar toothbrush, using a
familiar taste of toothpaste. The soap we use has a familiar smell. The
shaving cream and the shaving razor are familiar and so is the tang of the
aftershave. %nd so through the day, we reach for familiars. In a departmental
store, we go to familiar sections and shop for familiar brands. )hen a new
one appears in the racks, we stop and look at it suspiciously. -ften, we
postpone the decision to try a new for another day, another time. )hen a
brand embeds itself into our lives and we are willing to go to ne*t shop, to
look for it, we are no longer looking for a brand. )e are searching for a "uper
brand. )hat makes a "uper brandP -wn the yearsB the Indian market place
has been witness to the emergence of a wide variety of "uper brands. $any
have followed the E"tandard rulesF of becoming a "uper brand4 great product
energy to e*ploit the market, relevance to consumer needs of wants, edge in
business technology, superb distribution and superbly chain and consistent
/uality. It is a leap from branding to brand leadership. #onsidered as L -scars
of <randingM, in 91 countries of the world, the "uper brands in India were
bought by the +nest marketing guru of all times @ate "hunu "en. and the
unbiased rating agency E"uper brands IndiaF is now headed by $r. %mmos
!ar. Dlobally, a select few, e*ceptionally powerful brands, are recognized as
"uper brands. "ome of the Indian brands have made it into this uni/ue hall
of fame, and amongst that coveted group features Hero #ycles. "uper brands
are actually the big ideas which provoke us to e*plore the realms of our
dreams and inspire us to live satisfying life styles. %nchored in omnipotent
consumer insights, the super brands go beyond mere functional promises as
they trigger deeply embedded emotional chords. %mbitions, belief, empathy
and a strong culture of sensitivity are at the heart of Hero #ycles brand. &ach
of these values is re>ected in the companyFs products, its communication
and its dealings with suppliers, employees, dealers and customers.
@uality& The +riving Corce
%t Hero #ycles, /uality is a tradition, be it in the form of well trained lab our,
technically superb machines or world class /uality. The conformance to
/uality at Hero begins on shop >oor, with every worker ensuring at each
stage manufacturing, that only perfect product passes through his hands.

00
Blobal Bearing
Today Hero #ycles is one of the handful companies in India which can boast
of the global scale of operation, not ust in size or superior technology, but
also its innovative marketing strategies. True to its leadership stature, hero
has not only achieved a volume of production that can be matched by no
other cycle manufacturer in the world, but has also started e*porting
bicycles to countries like H", Dermany and .apan, which is a manifestation of
HeroFs /uality and marketing capability. HeroFs forays into the overseas
markets pioneered the Indian e*port in bicycle segment as early as 0C3:.
)hile initial e*ports were restricted to the %frica and the $iddle= &ast, today
more than 1GO bicycle e*ports meet the demands of sophisticated
Taking upon E,oveltyF itself as a competitor, the Hero #ycles has been always
striving for perfection and innovation in every aspect of their dealings. The
ore goes into +re only to shed o( its impurities. "imilar is the man whose
virtues shine when he is tried by the +re of life. Taking upon E,oveltyF itself
as a competitor, the Hero #ycles has been always striving for perfection and
innovation in every aspect of their dealings. The pursuit to innovate is
endless at Hero, so much so that EinnovationF has become a buzz word in
Hero premises. Hero #ycles has been able to use changes and new trends to
its advantage by identifying emerging need gaps and e*panding its product
portfolio to appeal to di(erent kinds of customers. In its endeavor
To keep a step ahead of times, HeroFs most advanced J modern R J !
department continuously creates innovative products having functional
attributes J aesthetics, meeting the inspirational needs of its proud
customers around the globe. %s a result, Hero #ycles was able to launch
several new concepts and models in bicycles like the $ountain <ikes, !irt
Terrain <ikes J !=frame bikes besides creating a variety of cycles for
di(erent user segments and sub=segments including women and children,
students, adventure seekers, laborers, city customers and +tness conscious.
Rolling out nineteen new models in ust one year, it speaks volume for HeroFs
emphasis on innovations J designs.
.ocial Responsibilities
Hero #ycles has ful+lled its social obligation. It runs "chools, #olleges,
Hospitals, Heart Research 'oundations, $obile $edical 7ans, maintains Parks,
etc. In this way, the company has ful+lled its social obligation. #harged with
their mission nationalistic fervor, the Hero Droup has always been actively
involved in "ocial and $edicare activities, such as providing medical facilities

for the under privileged, Hospitals, Heart Research 'oundation and $obile
$edical 7ans. Hero also runs schools and colleges, maintains parks and
public facilities.
09
>97'T*98.
5R'87% 9CC*7E.&
+elhi& 9=%5:, %saf %li Road,
Iundan $ansion, I"T 'loor,
Ph.9:9?G93:, 9:98G93C
'a*4 G00=9:938031
&=mail4 herodelQsify.com
:umbai4 1G:, Tulsiani #hambers,
1
th
'loor, ,ariman Point,
Ph4 G99=99?9G;8C
'a*4 G99=99?9:??:
&=mail4 heromumbaiQsatyam.net.in
Dol!ata4 #ommercial House
Room no. ;%, ?
th
'loor,
Danesh #handra %venue,
Ph4 G::=99910G;0
'a*4 G::=9901C8?G
&=mail4 herokolkattaQsify.com


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