A STUDY ON RECRUITMENT AND SELECTION PROCESS

CONTENTS

CHAPTER TITLE PAGE NO.

CHAPTER 1 INTRODUCTION 5

CHAPTER 2 RESEARCH METHODOLOGY 24

CHAPTER 3 ORGANIZATION PROFILE 32

CHAPTER 4 DATA ANALYSIS

& 40
INTERPRETATION

CHAPTER 5 SUMMARY OF FINDING 71

CHAPTER 6 CONCLUSION
& 74
RECOMMENDATION

ANNEXURE

BIBLIOGRAPHY

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LIST OF TABLES

SL. NO. DISCRIPTIONS PAGE

NO.
1 Table showing source of recruitment of sales. 41
Project, technical, HR, finance

2 Table indicating appearance in selection process 47

3 Table showing efficacy of recruitment and selection 49

policy

4 Table showing the response to the necessity of 51

present recruitment policy

5 Satisfied with the present recruitment procedure 53

6 Opinion about the interview assessment form in 55

selection process

7 Do you think your organization has a well structured 57

process for the recruitment and selection?

8 Responses showing the fulfillment of present 59

recruitment and selection process in finding the right
talent at the right time.
9 Table showing the responses about the ideal time gap 61
between the interview and issue of offer

10 Criteria for applying to the organization. 63

11 Features stressed upon while recruiting. 65

12 Opinion regarding recommend the company to 67

another person for making his/her career

13 Opinion about company’s present recruitment policy. 69

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LIST OF GRAPHS

SL DISCRIPTIONS PAGE
NO. NO.

1a Graph showing source of recruitment of sales 42

1b graph showing source of recruitment of project 43

1c Graph showing source of recruitment of technical 44

1d Graph showing source of recruitment of HR 45

1e Graph showing source of recruitment of finance 46

2 Graph indicating appearance in selection process 48

3 Graph showing efficacy of recruitment and selection policy 50

4 Graph showing the response to the necessity of present recruitment 52

policy

5 Satisfied with the present recruitment procedure 54

6 Opinion about the interview assessment form in selection process. 56

7 Do you think your organization has a well structured process for 58

the recruitment and selection?

8 Responses showing the fulfillment of present recruitment and 60

selection process in finding the right talent at the right time.

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9 Graph showing the responses about the ideal time gap between the 62
interview and issue of offer

10 Criteria for applying to the organization. 64

11 Features stressed upon while recruiting. 66

12 Opinion regarding recommend the company to another person for 68

making his/her career

13 Opinion about company’s present recruitment policy. 70

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CHAPTER-1

INTRODUCTION

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GENERAL INTRODUCTION

“Management is the art of getting things done through people”

Mark Parker Follet.

The above quote implies management to be process of planning, organizing,

leading and controlling all other organizational resources to achieve stated
organizational goals, which in turn would help in bringing up the organizational
effectiveness and attaining optimum profits. All the efforts of the organization
could be achieved through employing the organizational elements.

Land
Labour
Capital

Until recently, human resources where not given prior importance. With the
emergence of industrialization and mass production, the concept of human
resource started to change. After further studies, it was understood that
human resources was one of the most important elements, in fact the assets
of the organization. It involves human elements in an organization that
contribute their maximum efforts towards the attainment of the organizational
goals. When the human elements are properly managed, the concept of
Human Resource Management emerges, which is defined as the planning,
compensation, integration, maintenance and separation of human resource to
the end that individual, organizational and social objectives are accomplished.

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Human Resource Management and Its Evolution

Human Resource Management (HRM), a relatively new term, emerged during

the 1970’s. Coming to its evolution as a subject, it may be stated that concern
for the welfare of worker’s in the management of the business enterprises has
been in existence since ages.

Experts of HRM in our country have tried to chronicle the growth of the subject
only since the 1920’s. This was the period when state intervention to protect
the interests of workers was felt necessary because of the difficult conditions
which followed the First World War and the emergence of trade unions. The
royal commission, 1931, recommended the appointment of labour welfare
officer’s to deal with the selection of workers and to settle their grievances.
The factories act, 1948, made appointment of the same compulsory in
industrial establishments employing 500 or more workers each. In the course
of time, two professional bodies, the Indian Institute of Personnel
Management (IIPM) and the National Institute of Labour Management (NILM)
were set up. After the Second World War and the political independence, the
country witnessed increased awareness and expectations of workers. During
the 1960’s, the personnel functions began to expand beyond the welfare
aspect, with labour welfare, industrial relations and personnel administration
integrating into the emerging profession called Personnel Management (PM).
By the 1970’ s the professional values from a concern for welfare to a focus of
efficiency. During the 1980’s new technologies were talked about. The two
professional bodies, IIPM and NILM merged in 1980 to form the National
Institute of Personnel Management (NIPM).

In 1990’s, the emphasis shifted to human values and productivity through

people. Reflecting this trend, the American Society of Personnel

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Administration (APSA) was renamed as the society of Human Resource

Management (SHRM).
Hence, the subject of HRM has grown into a matured profession.

RECRUITMENT & SELECTION

Recruitment describes the process and various stages of searching for
suitable candidates to fill vacancies in the workforce.

Recruitment is identification of sources from where the personnel can be

employed and motivating them to offer for the employment, selection is the
choosing the most suitable personnel for the employment.

Recruitment and selection can be simply defined as matching the skills a

potential employee has to offer with the needs of the job for which he is
required.

This process has come a long way since the olden days. In the earlier days
people used to stand outside the factory gates and they were selected as per
he whims and fancies of the supervisor. But the bulk of work in those days
was manual. Therefore that procedure worked. However over the years, the
nature of jobs has undergone a lot of change. The jobs have gradually moved
from a manual orientation to a skill orientation. Recruitment and Selection
procedures have also changed accordingly in tune with the changing times.

For an organization to flourish, the employees working for it should be skilled,

highly talented and well balanced. Recruiting such people is the first challenge
any organization faces.

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Recruitment and Selection lie at the heart of many of the organizational and
managerial challenges. Since success of any organization depends on the
achievement of corporate objectives, the right kind of manpower with high
competitive sprit and dedication towards the organization is required. Such
manpower is obtained only through right choice among available people. That
is why recruitment is considered the most important function of the HR
department. Being such a vital aspect, it is still treated as task that has got
over as quickly as possible. But it is encouraging that this viewpoint is
changing. Dynamic people who are not hesitant to take up challenges are the
need of the hour.

Despite relatively high unemployment in many countries, the costs of

recruitment are significant.

The operation of the selection systems must be cost-effective so that the time
and money spent on its design and administration is justified by the quality of
the candidates selected.

Broadly, recruitment and selection and selection involve three stages: -

i. Defining requirements – analyzing the job in question, person specification
terms and conditions of employment.
ii. Attracting people to the job – Reviewing and evaluating alternative sources
of applicants advertisement placement agencies
iii. E-recruitment campus interviews and consultants.
iv. Selection of right selection of right person for the job sifting applications
Interviewing, Testing, Assessing Candidates, Assessment Centers,
Employee Referral, Offering Employment, Preparing Contracts Of
Employment

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 Defining the requirements of the job:

This stage involves in identifying the activities involved in the job.

This entails through he examinations of how, when, why, and whom the job is
supposed to be done. Also the requirements for particular positions are set out
in the form of job descriptions and person specifications.

These provide the basic information required drafting advertisements brief

agencies or recruitment consultants and assessing candidates.

A job or role profile listing competence, skill, educational and experience

requirement produces the job criteria against which candidates will be
assessed at the interview or by means of physiological tests.

The number and categories of people required should be specified in the

recruitment programmed. In addition to this the demand for replacements or
for new jobs to be filled should be checked.

JOB DESCRIPTION:
Job description is one of the critical areas of the recruitment and selection
process. It is the basis on which everything ranging from the advertisement to
the final interview is carried out, job description sets out the basic details of
the job, defining reporting relationships, the overall objective of the job, the
main activities or tasks carried out and any other special requirements such as
mobility, traveling, the terms and conditions for the job and must be
continuously reviewed, keeping it in line with the changing business needs.

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PERSON SPECIFICATION:
Depending upon the job analysis and description the HR person has draw out
the needs of the job. Once the needs of the job are determined, the skills
needed by the employee for the job are defined. This is called job specification
or person specification.

Job specification defines the essential attributes needed for the terms of

PHYSICAL REQUIREMENTS OF THE JOB:

 Educational requirements of the job
 General intelligence, Verbal and Numerical aptitude.
 Other interests and hobbies.
 Personality traits needed for the job.

 ATTRACTING PEOPLE TO THE JOB:

Attracting people is primarily a matter of identifying, evaluating and using the
most appropriate sources of applicants.

People have to be encouraged to apply for the job offer. For this the people
have to be contacted or informed. This can be done through various means.
They are:
Advertisements, Consultants, Campus Recruitment and Employee referral

Analysis of recruitment strengths and weaknesses.

Analysis of recruitment strengths and weaknesses should cover the matters
such as national or local reputation of the organization pay, employee benefits
and working conditions, intrinsic interests of the job, security of employment,
opportunities for education and training, career prospects and the location of
the office plant.

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The study must have the more constructive aim of showing where the
organization needs to improve as an employer, if it is to attract more or better
candidates and to retain those selected.

The aim of the study is to help to prepare a better image of the organization
for use in advertisements, brochures or interviews.

Sources of applicants/candidates.
 First consideration in internal candidates and employee referrals

Organizations prefer this source for the following reasons:

• Internal recruitment can be used as a technique of motivation.
• Morale of the employees can be improved.
• Suitability of the internal candidates can be judged better than the
external candidates.
• Loyalty, commitment, a sense of belongingness, and security of
present employees can be enhanced.
• Cost of selection can be minimized.
• Stability of employment can be ensured.
• If there are no people available within the organization the main
sources of candidates are

 Advertising
Advertising is the most effective means to search potential employees from
outside the organization. Employment advertisement in journals, newspapers,
bulletins etc is common. By means of advertisement contains brief statement
of the nature of the jobs, type of people required, and procedure for applying
for these jobs.

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 Outsourcing recruitment agencies

Getting agencies or consultants to carry out the preliminary work of submitting
suitable candidates or drawing up a shortlist. Though it costs money, it saves
a lot of time.

 Educational and training establishments.

Organizations conduct preliminary search of prospective employees by
conducting interviews at the campuses of various institutes, universities, and
colleges. This source is useful for selecting people to the posts of
management. Trainees, technical supervisor, scientist and technicians. The
organizations hold preliminary interviews on the campus on the predetermined
date and candidates found suitable are called for further interviews at
specified dates.

Selecting of the right person for the post:

This is the most important step of recruitment and selection. The various
involved here are:

 Short listing of candidates:

Majority of the companies’ shortlist on the basis of the application of the
candidate. If the application is vague then it may be eliminated and the
organization might miss out on a good candidate and the candidate a good
offer.
Some companies have their own forms the basic information required are
personal details, educational history, and worked experience.

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Selection methods:
 Interviews
 References
 Assessment centers
 Psychological testing
 Written Test and Group Discussion

THEORETICAL BACKGROUND OF THE STUDY

RECRUITMENT PROCESS AT IBM PVT. LTD.

RECRUITMENT METHODOLOGY
The information age has drastically changed the way companies recruit
employees.
The Internet makes huge numbers of job seekers available to any firm with
access to the web. At the same time, companies increasingly rely on
executive search firms to locate good candidates for important posts. But
traditional recruitment methods – from word-of-mouth to newspaper
advertisements still work best for the firms.

Through employee referral and internal databank:

In the recent years as the annual cost of recruitment is escalating a novel way
of recruiting through employee referrals are coming into existence such
methods of recruitment are widely followed in service industry.
Under this the vacancies are listed for internal circulation. The employees are
encouraged to recommend candidates for the positions. By this process

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company may get benefited by rich databank. The schemes often compensate
the employee some incentives on every selected candidate. While this method

is not cost effective the newly inducted employees will have referees as their
mentors. This will bring in a lot of discipline and bonding among the
employees.
The other source of recruitment is through internal databank, in which the
resumes are banked through everyday E-mail, personally handling over,
received through post and external references etc.

RECRUITMENT THROUGH PLACEMENT AGENCIES:

The executives search industry has grown rapidly in recent years, thanks to
our booming economy and the resulting labor shortage. Large cooperators
make up most of the search firm business. But small companies, which lack
the resources or recruiting expertise of larger competitors, stand to gain even
more by hiring a search firm.

THROUGH ADVERTISEMENTS:
Advertising is an effective medium when,
• The number of candidates required is high
• The candidate profile is homogeneous and
• The target group is widespread

Depending on the situation and requirement the advertisement can be given in

local regional, nationwide media. The advertisement is released for either
walk-in-interview or formally structured recruitment drives.
The advertising whether done inside or outside the organization contains the
accurate information about the job, the reward and the competencies.
Advertisements through inexpensive in a trade publication or classified pages
draw qualified candidates to the door.
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INTERNAL ADVERTISEMENT:
This is used when the job can be filled with people who meet the requirement
and who already present in the organization.

ON CAMPUS RECRUITMENTS:
Educational institutions provide an excellent source of potential employees for
entry-levels positions in the organizations especially for recruitment
management trainees or officer apprentices. The company conducts
preliminary search of prospective employees by conducting interviews at the
campuses of various institutes, universities, and colleges. The candidates
found suitable are called for further interviews.
Selection Process at IBM Pvt. Ltd
The purpose of selection process is to choose a person who will perform
successfully in the job, and perform better than all other applicants.

DEFINE MANPOWER NORMS:

Manpower norms are defines to meet the corporate objectives in annual
business plans. This is done by highly competent and mature professionals by
a process of aligning and mapping the resource requirement vis-à-vis
business goals. The human resource planning and estimation is there by
drawn upon by specifying levels and chore skill profiles.

While fixing the norms, the following have to be taken into account:
• Projected business, trends and assumptions
• Numerical and qualitative gaps in current resources versus feature
forecasts
• Anticipated redundancies due to changes in product, delivery
mechanism or service
• Outsourcing opportunities

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• Projected attrition and promotion rates as per industry benchmarks
• Data from benchmarking activities for productivity efficiency

• Lean support organization

• Redeployment/Retooling of existing personnel

The above planned requirements are met broadly by working out strategies on
researching, development (training), career management (succession
planning, role enhancement) etc.
In addition to approved annual manpower norms, requirement for sources will
arise through unplanned exits and new unplanned businesses.
While defining the manpower norms the key aspects are kept in mind such as

a) Maximizing coverage of the requirements of the organization

b) Ensuring the best quality and
c) Time minimizing and cost
RECEIVING MANPOWER REQUISITION:
Upon receiving manpower requisition for an existing vacancy, careful
consideration is given whether or not it needs to be filled or if the duties can
be distributed amongst existing employees. Then determine whether recruiting
a new member or staff will fill the vacancy. If vacancy needs to be filled then
the duties should be reviewed to determine if the requirements have changed.
A decision will require to be made about whether the post should be filled on
fixed term or permanent basis. Fixed term contracts should be used only in
particular circumstances, which are outlined in the policy on use of Fixed term
contracts. It is the company’s policy to advertise all posts either internally or
externally. There are circumstances in which this is not necessary. e.g.
redeployment I redundancy situations, employment of students during
vacations, use of temporary agency staff. Advice regarding appropriate
advertising can be obtained from the personnel department.

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Identifying the profiles from the database:

An updated recruitment database is to be maintained. Based on the approved
manpower requisitions received the positions will be sourced through the
sourcing avenues as mentioned earlier. Once the applications are received
they have to be screened based on the job profiles and the sets decided for
the positions. However broadly the following guidelines are to be followed
while screening and identifying the profile from the database.

1. Age: - the age norm is mentioned in the manpower requisition form is to be

checked first. This will help in organization’s vision for career plan of each
position. Hence age norms should be strictly adhered to.
2. Qualifications: - qualifications required should exactly be matched.
Diluting the required qualifications means diluting the quality in standards.

a. Professional qualification: - candidates who possess professional

qualification have to given priority.
b. Part time vis- a- vis full time qualifications: - As a rule all the candidates
should completed their education on full time basis. The norms can be
relaxed only in case of professional; qualification.

3. Experience: - the experience of the candidate being screened should be

divided into relevant and non- relevant categories.

SELECTION TESTS:
Many large use a testing process as a part of their selection of new staff.
Tests are used for a number of reasons. Firstly, they may be time efficient in
terms of ranking the quality of large numbers of applicants. Also they assess

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all applications on a similar set of performance objectives. At the bottom line,
they may sort out some applicants who are well below the standards required

by that particular employer for that particular position. They are also used to
measure job- related capacities and therefore minimize inappropriate staff
selection. Most of the employers using tests are recruiting large number of
employees and will have large number of applicants. Some small employers
may contract agencies to conduct the testing for them if they do not have the
facility to administer the tests themselves.

RESUMES:
Resumes provide a systematic record of information.
Resumes are used as a device foe preliminary screening of the candidates;
the information such as qualification, age, personal profile and the work
experience of the candidate is obtained from the resumes.

Where a degree of choice exists, information provided by the resumes can

matched against the job specification, and the resumes are sorted into three
categories ‘probable’, ‘possible’. ‘Unsuitable’.
The probable and possible candidates are short – listed for the other rounds of
selection process.
REFEREE REPORTS:
Value of references as a selection tool is questionable
Referees are nominated by the candidates and therefore could be expected to
write in their favor, highlighting strengths and glossing over weaknesses. The
exercise often becomes one of “reading between the lines”. The advent of
freedom of information legislation additionally makes referees more cautious
in providing unfavorable information. However, occasionally a referee may
take a comment that alerts the selection committee to an issue that should be
explored an interview.

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STRUCTURED REFEREE REPORTS

There is evidence that structured references in which the referee is asked to
comment on the candidate’s abilities for each of the selection criteria is more
useful than an open reference.
Alternatively one may wish to ring referees. Phone calls can reveal more
candid information.
When a candidate is short-listed for interview, it can be useful to ask the
candidate to ensure their referee completes the reference quickly. This will
minimize the possibility that the selection processes held up waiting for
referee reports. No more than two referee reports should be sought for each
short-listed candidate.

INTERVIEWS:
Interviews remain the most popular method of assessment for selection.
Although more and more employers are using other methods as well. One
likely to get a job without being interviewed as part of selection process.

Interviews give both candidate and employer a chance to meet face to face.
Broadly speaking, there are 3 types of interview:
• Competency based interviews
• Biographical interviews
• Situational interviews
COMPETENCY BASED INTERVIEWS
Focus on particular areas of competence, which are important to job.
Are clearly related to the job in question.
The questions will relate to particular abilities or styles.
e.g. “tell me about a time when you had to meet a tight deadline. Hoe did you
cope? What was the outcome?”

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Candidates need to come up with lot of examples of situations, from the work
experience, leisure activities or home life.

Biographical interviews
The most traditional format
Focus on the kind of information the candidate might put on a curriculum vita,
e.g.
 Work experience
 Educational background
 Leisure interests
 Circumstances (e.g. the kind of working hours/conditions you manage)
 Health
 Aspirations
 Previous job responsibilities

The link between the questions and the job, candidate is applying for may not
be apparent.

Situational interviews
Questions are asked to imagine the candidate in a given hypothetical situation
and asked what the candidate would do.
The situations may be taken directly from the job in question or may be more
general.

Interviewing process
Interviewing is a two way communications process where the employee and
employer interact.

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During the process of interview, the interviewer will probably takes notes as
the interviewing goes along.
Candidates will be usually given opportunity to ask questions at the end.

Organizing Interviews:
While organizing interviews ensure communicating with the candidates is
complete in all respects-Date, Venue, Time, how to reach the venue, travel
eligibility, time frame and the likely time span by which the process would be
fully complete.

Conducting Interviews:
The Interview panel member must be reminded a day before the interview.
When the candidate arrives at the venue instead of communicating an
impersonal ‘wait’ message through the receptionist the candidate should be
personally met and pleasantries must be exchanged.

Before the candidates arrive check for their personal history form and ensure
that the interview assessment forms are complete in all respects. Discuss,
decide and record the next steps.

COMPENSATION FITMENT
Compensation is probably on the most critical and sensitive areas in
recruitment it should be handled with a lot of care and prudence.
The following points may be kept in mind while doing the same.
1. Documentary proof of the perspective employees current salary should be
examined I detail and its authenticity to be checked.
2. Internal benchmarks should be set so as to avoid severe anomalies and
disparities in fixing up compensation.

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Such benchmarks should be fixed for all levels along the lines of
qualifications, relevant years of experience, current role and responsibilities
and performance factors.

3. Sometimes it may be possible that employees may be taken from a single

company in such cases no major deviation to be made either in cadre or
compensation while doing the fitment.

While discussing the compensation we often encounter the issues like

compensating to ensure he joins the company.

DECISION OF SELECTION AND ISSUE OF OFFER

The decision of selection is made on the basis of interview panel’s inputs,
technical overviews, reference checks and verification of credentials.
Once the compensation and fitment process is finalized the offer of
appointment should be issued.

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CHAPTER 2

RESEARCH METHODOLOGY

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OBJECTIVES OF THE STUDY

The objective of study was to learn about the different types of recruiting and
selection process and how it works. The survey has conducted out of the
Managers and the study was extended to the following departments:

 Finance
 Sales
 Projects
 IT
 HR

The objective as mainly-

 The study the method adopted by the organization for recruitment.
 To study the selection process for the middle level managers.

SCOPE OF THE STUDY

The study covers various aspects of recruitment and selection such as
sources of recruitment, selection process and types of selection tests at IBM
Pvt. Ltd.

STATEMENT OF PROBLEM
The project work has been carried out for IBM Pvt. Ltd., Bangalore.
It aims at recruitment and selection process of the organization.
The project has been conducted to find out how the recruitment and selection
process is done. A survey has been conducted to find that employees are
satisfied or not with there present system. Through this survey a report has
been generated about the recruitment and selection process towards the
organization.

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REVIEW OF THE LITERATURE

BOOKS Referred

 Principles of Management
-- KOONTZ O’ DONNELL

 Personal Management
-- C.B. MAMORIA

 Human Resource Management

-- K.A. ASWATHAPPA

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RESEARCH METHODOLOGY OF THE STUDY

Research design
A central part of research activity is to develop an affective research strategy
or design. Methodology involves the most suitable method of investigations.
The research design constitutes the blue print for the collection, measurement
and analysis of data. It aids the researcher in the allocation or his limited
recourses by posing crucial choices.

Types of research

Research designs may be broadly classified as exploratory or conclusive.

a. Exploratory Research: Exploratory research is to provide insights into,

and an understanding of the problem confronting the research.
Exploratory research is used in cases when you must define the
problems more precisely, identify relevant courses of action, or gain
additional insights before an approach can be develop.

b. Conclusive Research: Conclusive research is typically more formal

and structured than exploratory research. It is based on large,
representative samples and the data obtained are subjected to
quantitative analysis. The findings from this research are considered to
be conclusive in nature in that they are used as input into managerial
decision making.

Conclusive research designs may be either descriptive or causal.

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SAMPLING METHOD
Sampling:

It is the process of learning the population on the basis of sample drawn from
it. Thus the sampling technique instead of every unit of the universe only a
part of the universe is studied and the conclusion near drawn the basis for the
entire units. A sample is a sub-set of population units.

Methods of Sampling:
The various types of sampling can be grouped under two broad heads:
Probability sampling and non-probability sampling.

Probability sampling method:

a. Simple or unrestricted random sampling: Simple random sampling
refers to that sampling technique in which each and every unit or the
population has an equal opportunity of being selected in the sample.
b. Stratified sampling: Stratified sampling is one of the random methods
which by using the available information concerning the population,
attempts to design a more efficient sample than obtain by the simple
random procedure.
c. Systematic sampling: It is formed by selecting one unit at random and
then selecting additional units at evenly interval until the sample has been
formed. This method is popularly used in those cases where a complete list
of the population from which sample is to be drawn is available.

d. Multi-stage or cluster sampling: Under this method the random selection

is made of primary, intermediate and final units from a given population or
stratum.

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NON-PROBABILITY SAMPLING METHODS:

a. Judgment sampling: In this method of sampling the choice of sample

items depends exclusively in the judgment of the investigator.
b. Convenience sampling: It is obtained by selecting convenient population
units .The methods of continence sampling are also called as the chunk a
Chunk refers to that fraction of the population being investigated which is
selected neither by probability nor by judgment but by convenience.
c. Quota sampling: It is a type of judgment sampling and is perhaps the
most commonly used sampling techniques in non-probability category.

DATA COLLECTION TOOL

The data collection tool used for the study is a set of questionnaires. The
Study aims at collecting dates from HR managers, marketing Managers,
Executives etc. All the information gathered are interpreted in meaningful
statements.

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OVERVIEW OF THE REPORT

Overview of the report means the summery of the project. It may be
defined as brief contents of this project work. The overview of different
chapters is:

1. The first chapter of report gives information on general introduction of

the industry and the theoretical background, which is bases for any
research study, provides theory to back up the study.
2. The second chapter deals with the overall methodology that has been
adopted to carry out the research work that includes research design,
sample plan, sources of data and data collection instrument. It also
provides the statement of the problem for which study has been
undertaken. Objective of the study, scopes of the study expected
contribution front the study and applicability and significance of the
report undertaken.
3. The third chapter profile of the organization tell about origin of the
organization, trend of growth and development, present status of the
organization like current financial position of the organization, Different
functional department and the organization structure of the Tyco Fire &
Security has also been highlighted.
4. In the fourth chapter the primary data collected from the respondent has
been classified and tabulated. The same has been analyzed by making
the use of various statistical techniques.
5. In the last chapter conclusion has been drawn based on the analysis
and interpretation of the study and recommendation to the company by
the researcher have been given based on the respondents’ opinion and
conclusion.

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LIMITATIONS OF THE STUDY

The three months long project was limited to the premises of Bangalore.

 The study is limited to only IBM software Pvt. Ltd., Bangalore.

 Some employees were not ready to answer certain particular questions
because they fear that this would affect the relationship with the
organization.

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CHAPTER 3

COMPANY PROFILE

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About company

- Dedication to every client’s success.

- Innovation that matters – for our company and for the world.
- Trust and personal responsibility in all relationships.

IBM is a global technology and innovation company that stands for progress.
With operations in over 170 countries, IBMers around the world invent and
integrate hardware, software and services to help forward-thinking enterprises,
institutions and people everywhere succeed in building a smarter planet.

IBM has been present in India since 1992. The diversity and breadth of the
entire IBM portfolio of research, consulting, solutions, services, systems and
software, uniquely distinguishes IBM India from other companies in the
industry.IBM India's solutions and services span all major industries including
financial services, healthcare, government, automotive, telecommunications and
education, among others. As a trusted partner with wide-ranging service
capabilities, IBM helps clients transform and succeed in challenging
circumstances.

IBM has been expanding its footprint in India - and has a presence in over 200
cities and towns across the country - either directly or through its strong
business partner network. IBM India has clearly established itself as one of the
leaders in the Indian Information Technology (IT) Industry - and continues to
transform itself to align with global markets and geographies to grow this
leadership position. Widely recognized as an employer of choice, IBM holds
numerous awards for its industry-leading employment practices and policies.

Our technologies

BM semiconductor technologies are designed to raise the bar on performance,

power efficiency, integration and reliability for products that are becoming
increasingly intelligent, interconnected and instrumented.

Seize emerging opportunities and start building these smarter products today.
IBM is ready to help at every level, with:

• Sustained process technology leadership enhanced by collaborative

innovation

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• A comprehensive suite of custom silicon solutions

• Advanced semiconductor technology for the mobile internet — and
beyond

History: The company which became IBM was founded in 1896 as

the Tabulating Machine Company by Herman Hollerith, in Broome County,
New York (Endicott, New York or Binghamton, New York), where IBM still
maintains very limited operations. It was incorporated as Computing Tabulating
Recording Corporation on June 16, 1911, and was listed on the New York Stock
Exchange in 1916 by George Winthrop Fairchild. CTR's Canadian and later
South American subsidiary was named International Business Machines in
1917, and the whole company took this name in 1924 when Thomas J.
Watson took control of it.

IBM logo history

Logo Years

1924–1946

1947–1956

1956–1972

1972–present

Since November 1910, a Hollerith subsidiary existed in Germany, the

DEHOMAG (Deutsche Hollerith-Maschinen GmbH), founded as a license
holder from the Tabulating Machine Company. In 1922, the renamed CTR took
over 90% of DEHOMAG, which was in license debt due to the German
inflation 1914-1923. In 1949 DEHOMAG finally took the name IBM Germany.

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In 2001, author Edwin Black released evidence contending that IBM played an
integral administrative part in the systematic genocide and operated by the

company’s subsidiary, Deutsche Hollerith Maschinen GmbH (Dehomag).IBM

responded that it had no control over its subsidiaries after the Nazis took control
of them and has released any documents that existed on the subject from
company archives to assist research and historical scholarship.
IBM has an important history of acquisitions and spin-offs. Among the famous
ones, German SAP was founded in 1972 by five former IBM engineers. Chinese
Lenovo became world-famous after acquiring IBM's Thinkpad business in
2005.
of the European Jewish community from 1939 to 1944,] leasing punched card
equipment and support services to the Third Reich. These
"Hollerith machines" were allegedly sold

Corporate culture: Big Blue is a nickname for IBM. There are several
theories explaining the origin of the name. One theory, substantiated by people
who worked for IBM at the time, is that IBM field representatives coined the
term in the 1960s, referring to the color of the mainframes IBM installed in the
1960s and early 1970s. "True Blue" was a term used to describe a loyal IBM
customer, and business writers later picked up the term. Another theory
suggests that Big Blue simply refers to the Company's logo. A third theory
suggests that Big Blue refers to a former company dress code that required
many IBM employees to wear only white shirts and many wore blue suits. In
any event, IBM keyboards, typewriters, and some other manufactured devices
have played on the "Big Blue" concept, using the color for enter keys and
carriage returns. IBM has also used blue logos since 1947, making blue the
defining color of the company's corporate design, which might be another, more
plausible reason for the term.

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Business:

IBM has often been described as having a sales-centric or sales-oriented

business culture. Traditionally, many IBM executives and general managers are
chosen from the sales force. The current CEO, Samuel J. Palmisano, for
example, joined the company as a salesman and, unusually for CEOs of major
corporations, has no MBA or post-graduate qualification. Middle and top
management are often enlisted to give direct support to salespeople when
pitching sales to important customers.

Present value of the company:

In 2003, IBM embarked on an ambitious project to rewrite company values.

Using its Jam technology, the company hosted Internet-based online discussions
on key business issues with 50,000 employees over 3 days. The discussions
were analyzed by sophisticated text analysis software (eClassifier) to mine
online comments for themes. As a result of the 2003 Jam, the company values
were updated to reflect three modern business, marketplace and employee
views: "Dedication to every client's success", "Innovation that matters - for our
company and for the world", "Trust and personal responsibility in all
relationships".
In 2004, another Jam was conducted during which 52,000 employees
exchanged best practices for 72 hours. They focused on finding actionable ideas
to support implementation of the values previously identified. A new post-Jam
Ratings event was developed to allow IBMers to select key ideas that support
the values. The board of directors cited this Jam when awarding Palmisano a
pay rise in the spring of 2005.
IBM launched another Jam session called Innovation Jam 2008. This jam began
on October 5 at 6:00 p.m. US EDT and continued for 72 hours through October
8. Unlike past jams, Innovation Jam 2008 involved wide participation from
hundreds of IBM's clients, business partners and academics from around the
world as well as thousands of IBM's own employees

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Functional departments:

Today, living up to the ideals of the visionaries of the company, the

management includes dedicated professionals, who bring with them a
considerable amount of expertise and experience in the software industry.

Organizational structure:

The company has a three tier Organisation structure.

• Head Office,

• Regional head office, and

• Branches.

The Head office hosts various functional departments that are instrumental in

policy formulations and monitoring of performances of the regions and

branches. The company26 Regional Offices exercise immediate supervision and

control over the branches under their jurisdiction.

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Products

Semiconductor design and manufacturing

Virtually all console gaming systems of the latest

generation use microprocessors developed by IBM. The Xbox 360 contains
a PowerPC tri-core processor, which was designed and produced by IBM in less
than 24 months. Sony's PlayStation 3 features the Cell BE
microprocessor designed jointly by IBM, Toshiba,
and Sony. Nintendo's seventh-generation console, Wii, features an IBM chip
codenamed Broadway. The older Nintendo GameCube utilizes the
Gekko processor, also designed by IBM.
In May 2002, IBM and Butterfly.net, Inc. announced the Butterfly Grid, a
commercial grid for the online video gaming market. In March 2006, IBM
announced separate agreements with Hoplon Infotainment, Online Game
Services Incorporated (OGSI), and Render Rocket to provide on-
demand content management and blade server computing resources

Open Client Offering:

IBM announced it will launch its new software, called "Open Client Offering"
which is to run on Linux, Microsoft Windows and Apple's Mac OS X. The
company states that its new product allows businesses to offer employees a
choice of using the same software on Windows and its alternatives. This means
that "Open Client Offering" is to cut costs of managing whether to use Linux or
Apple relative to Windows. There will be no necessity for companies to pay
Microsoft for its licenses for operating systems since the operating systems will
no longer rely on software which is Windows-based. One alternative to
Microsoft's office document formats is the Open Document Format software,
whose development IBM supports. It is going to be used for several tasks
like: word processing, presentations, along with collaboration with Lotus
Notes, instant messaging and blog tools as well as an Internet
Explorer competitor – the Mozilla Firefox web browser. IBM plans to install
Open Client on 5% of its desktop PCs. The Linux offering has been made

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available as the IBM Client for Smart Work product on the Ubuntu and Red Hat
Enterprise Linux platforms

UC2: Unified Communications and Collaboration

UC2 (Unified Communications and Collaboration) is an IBM and Cisco

Systems joint project based on Eclipse and OSGi. It will offer the numerous
Eclipse application developers a unified platform for an easier work
environment.
The software based on UC2 platform will provide major enterprises with easy-
to-use communication solutions, such as the Lotus based Sametime. In the
future the Sametime users will benefit from such additional functions as click-
to-call and voice mailing.

IBM Redbooks

Redbooks are publicly available online books about best practices with IBM
products. They describe the products features, field experience and dos and
don'ts, while leaving aside marketing buzz. Available formats are Redbooks,
Redpapers and Redpieces.

Internal programs
Extreme Blue is a company initiative that uses experienced IBM engineers,
talented interns, and business managers to develop high-value technology. The
project is designed to analyze emerging business needs and the technologies
that can solve them. These projects mostly involve rapid-prototyping of high-
profile software and hardware projects.
In May 2007, IBM unveiled Project Big Green, a re-direction of $1 billion per
year across its businesses to increase energy efficiency.
On November 2008, IBM’s CEO, Sam Palmisano, during a speech at the
Council on Foreign Relations, outlined a new agenda for building a Smarter
Planet. In addition, an official company blog exists. Smarter Planet @ IBM

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CHAPTER 4

DATA ANALYSIS

AND

INTERPRETATION

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ANALYSIS AND INTERPRETATION

1. Table showing source of recruitment

Responses Sales Technical Projects HR Finance

Res % of Res % of Res % of Res % of Res % of

Res Res. Res Res Res

Employee 3 12 4 27 12 40 1 10 4 20
referral

Consultants 20 80 11 73 16 54 8 80 15 75

Advertisements 2 8 0 0 1 3 0 0 0 0

Others 0 0 0 0 1 3 1 10 1 5

Total 25 100 15 100 30 100 10 100 20 100

Inference
Maximum of the sales projects and HR came to know through consultants
whereas the technical employees have known through the existing
employees.

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1. (a) Graph showing source of recruitment

SALES

8% 0% 12%

80%

Employee referral Consultants Advertisements Others

Source: Table 1(a)

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1. (b) Graph showing source of recruitment

PROJECTS

3% 3%

40%

54%

Employee referral Consultants Advertisements Others

Source Table 1(b):

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1. ( c )Graph showing source of recruitment

TECHNICAL

0%
27%

73%

Employee referral Consultants Advertisements Others

Source: Table 1(c)

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1. (d) Graph showing source of recruitment

HR

10% 10%
0%

80%

Employee referral Consultants Advertisements Others

Source: Table 1(d)

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1. (e) Graph showing source of recruitment

FINANCE

0% 5%
20%

75%

Employee referral Consultants Advertisements Others

Source: Table 1(e)

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Table indicating appearance in selection process

Responses No. Of % Of Respondents

Respondents.

Yes 100 100

No 0 0

Total 100 100

Inference
Maximum employees have gone through selection process and test before
recruiting.

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2 Graph indicating appearance in selection process

0%

100%

Yes No

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Table showing efficacy of recruitment and selection policy

Responses No. Of % Of respondents

respondents
Very effective 54 54
Moderately effective 32 32
Not effective 14 14
Total 100 100

Inference
The table shows that 54% of the employees have the opinion about the
company’s recruitment policy as very effective, 32% have moderately effective
opinion and 14% have negative opinion.

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3 Graph showing efficacy of recruitment and selection policy

14%

54%
32%

Very effective Moderately effective Not effective

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2. Table showing the response to the necessity of present recruitment policy

Responses No. Of % Of respondents

respondents

Yes 100 100

No 0 0

Total 100 100

Inference
The table shows that all the employees says that the present recruitment
policy is necessary for the company

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4 Graph showing the response to the necessity of present recruitment policy

0%

100%

Yes No

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3. Satisfied with the present recruitment procedure

Responses No. Of % Of respondents

respondents

Highly satisfied 10 10

Satisfied 75 75

Not satisfied 15 15

Total 100 100

Inference
The table shows that 75% of the employees are satisfied with the present
recruitment procedure.

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5. Satisfied with the present recruitment procedure

15% 10%

75%

Highly satisfied Satisfied Not satisfied

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4. Opinion about the interview assessment form in selection process.

Responses No. Of % Of respondents

respondents

Yes 92 92

No 8 8

Total 100 100

Inference
The table shows that 92% of the employees say that interview assessment
form is useful in the selection process.

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6, Opinion about the interview assessment form in selection process.

8%

92%

Yes No

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5. Do you think your organization has a well structured process for the
recruitment and selection?

Responses No. Of % Of respondents

respondents

Fully agree 10 10

Agree 78 78

Disagree 12 12

Total 100 100

Inference
From the above table it can be observed that majority of the respondents felt
that a well-structured recruitment and selection process has been followed at
the company and 12% of the employees have negative opinion.

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7. Do you think your organization has a well structured process for the
recruitment and selection?

12% 10%

78%

Fully agree Agree Disagree

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6. Responses showing the fulfillment of present recruitment and selection

process in finding the right talent at the right time.

Responses No. Of % Of respondents

respondents

Fully agree 25 25

Agree 55 55

Disagree 20 20

Total 100 100

Inference
Most of the employees are agreed with the present recruitment selection
process to find the right talent.

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8. Responses showing the fulfillment of present recruitment and selection

process in finding the right talent at the right time.

20%
25%

55%

Fully agree Agree Disagree

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7. Table showing the responses about the ideal time gap between the
interview and issue of offer.

Responses No. Of % Of respondents

respondents

15 days 85 85

30 days 10 10

45 days 5 5

60 days 0 0

Total 100 100

Inference
The study showed that the time gap between the issue of offer and the
interview is 15 days.

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9. Graph showing the responses about the ideal time gap between the
interview and issue of offer.

5% 0%
10%

85%

15 days 30 days 45 days 60 days

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10. Criteria for applying to the organization.

Responses No. Of % Of respondents

respondents

Company reputation 65 65

Company culture 0 0

Attractive perks 10 10

Career development 25 25

Total 100 100

Inference
Maximum number of employees from all the department have focused more
on the company reputation and career development then attractive perks and
company culture.

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10. Criteria for applying to the organization.

25%

10%
65%
0%

Company reputation Company culture Attractive perks Career development

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11. Features stressed upon while recruiting.

Responses No. Of % Of
respondents respondents

Attitude of the candidate 70 70

Compatibility of the candidate 4 4

20 20

4 4

2 2

Total 100 100

Inference
All the departments stress on the attitude of the candidate and his/her
functional knowledge whereas the HR department focused more on attitude of
the candidate.

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11. Features stressed upon while recruiting.

4% 2%

20%

4%

70%

Attitude of the candidate Compatibility of the candidate Functional knowledge of the candidate
His/Her assessing style His/Her smartness and Wit

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12. Opinion regarding recommend the company to another person for making
his/her career

Responses No. Of % Of
respondents respondents

Highly recommended 5 5

Recommended 80 80

15 15

0 0

Total 100 100

Inference
Most of the employees of all the departments do recommend the company for
making the career.

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12. Opinion regarding recommend the company to another person for making
his/her career

0% 5%
15%

80%

Highly recommended Recommended Least recommended Do not recommend

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13. Opinion about company’s present recruitment policy.

Responses No. Of % Of
respondents respondents

Good 94 94

Very good 4 4

2 2

0 0

Fair 0 0

Excellent 0 0

Total 100 100

Inference
The overall opinion about the company is good according to all the
employees.

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13. Opinion about company’s present recruitment policy.

0%
0%
4% 2%
0%

94%

Good Very good Bad Average Fair Excellent

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CHAPTER 5

SUMMARY OF FINDINGS

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FINDINGS

1. All the employees are satisfied with the recruiting process that is followed
in the organization.

2. Maximum number of employees has come to know through consultants

and few have come through other resources.

3. Maximum number of employees from all the departments has focused

more on the company reputation and career development.

4. All the employees have been through a panel interview before they were
recruited.

5. Most of the employees of the all the department do recommend the

company for making their career.

6. From overall point of view, the company is good according to all the
employees.

7. Through e-recruitment is the most effective modern technique of

recruitment it is not used for the recruitment purpose;

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CONTRIBUTION OF THE STUDY

Depth knowledge about the importance and procedures of recruitment and
selection process

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CHAPTER 6

CONCLUSION
AND

SUGGESTION

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CONCLUSIONS AND SUGGESTIONS

CONCLUSION
The study of recruitment and selection policies of IBM Pvt. Ltd shows that a
definite procedure is being followed to ensure the best in the field.

 Overall employees are satisfied with the recruitment process that is

followed in the organization.

 There is not much difference in the opinions among the employees of

various departments regarding the aspects of the interviewing process, the
interviewer and their interaction during the interview, which is highly
satisfactory.

 The employees of all the departments have assigned highest priority to

company reputation and then the opportunity for advancement (career
growth).

 The company had been following the panel interview method, which can be
cumbersome to the recruitment process.

 There is wide acceptance that the functional knowledge of the candidate is

very important secondly the attitude of the candidate and then compatibility
of the candidate, assessing style and lastly smartness and wit of the
candidate

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SUGGESTIONS

 Since technological advancements are dominating in building up

recruitment strategies, there is a need for utilizing modern techniques
such as E-recruitment or online which consume less time for both and
are also cost-effective.
 Advertisements is the major mode of recruitment, therefore the
advertisement should have a clear briefing about job description/profile
so that the candidates can understand the requirements of the company
and it should also be specific from the company’s point of view about its
won requirements.
 Other methods of recruitment process like psychometric and written
tests ands e-recruitment can be opted apart from panel interviews,
which are usually employed.
 Psychometric testing has already been proved to be a vital component
in choosing the best candidate in modern day recruitment practices. For
a more effective recruitment, psychometric testing can be implemented
in the selection process.
 Campus recruitments are the best source of fresh talent. HR
department should develop and maintain the database of institutions for
fresh recruits.
 It is also seen that the time gap between the interview and issue of offer
is more, it is required that the candidate must be informed about the
interview status.

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ANNEXURE

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Questionnaire

1. Name

2. Sex.

3. Occupation: employed / searching job / pursuing graduation.

4.

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BIBLIOGRAPHY

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1. Principles of Management
- KOONTZ O’ DONNELL

2. Personal Management
- C.B. MAMORIA

3. Human Resource Management

- K.A. ASWATHAPPA

4. Recruiting, how to do it
- IAIN MAITLAND

WEBSITE REFERENCES:

www.smarthiring.com
www.tycofire&security.com
www.google.com

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