TABLE OF CONTENTS

S.NO CONTENTS Page No.

1 INTRODUCTION

1.1 Introduction

1.2 Need of the study

1.3 Objectives of the study

1.4 Scope of the study

1.5 Limitations of the study

2 PROFILE

2.1 Industry profile

2.2 Company Profile

3 REVIEW OF LITERATURE

4 RESEARCH METHODOLOGY

5 DATA ANALYSIS & INTERPRETATION

5.1 Findings

5.2 Suggestions

5.3 Conclusion

5.4 Questionnaire

5.5 Bibliography
 LIST OF TABELS

TABLE PAGE NO
TITLE OF THE TABLE
NO.

1 Age profile of respondents 27

2 Gender 28

3 Educational Qualification 29

4 How did you know about the job 30

Are you satisfied with the recruitment process by

which you are selected 5 31

6 What are the sources for recruitment and selection 32

How was the approach of management during the

recruitment 33
7
What impression/ image did you have of Hensel
8 Electric India Private Limited before getting 34
Recruitment?

9 Are you satisfied with the salary package 35

10 Are you satisfied with your current job? 36

Since how many years have you been working with

this 37
11 organization

Is the organisation doing a timeliness recruitment

and 38
12 selection process.

How would you rate the HR department’s

performance in 39
13 recruitment and Selection
 Do you think the organisation looks for experienced
1 employees in the selection Process? 40

15 is the most important quality the organization

Which
looks for in a candidate 41

Do you think organizations are using satisfactory

methods 42
16 of interview

Is the resume screening and shortlisting method used

by 43
17 the organization satisfactory

18 do you rate the selection policy of the

How
organization. 44

19 Which method should be used for recruitment 45

20 they follow different recruitment processes for

Do
different grades of employees 46

How many stages are involved in selecting the

candidates? 21 47
 LIST OF CHARTS

CHARTS
NO. CHARTS NAME PAGE NO

1 Age profile of respondents 27

2 Gender 28

3 Educational Qualification 29

4 How did you know about the job 30

Are you satisfied with the recruitment process by

which you are selected 5 31

6 What are the sources for recruitment and selection 32

How was the approach of management during the

recruitment 33
7
What impression/ image did you have of Hensel
8 Electric India Private Limited before getting 34
Recruitment?

9 Are you satisfied with the salary package 35

10 Are you satisfied with your current job? 36

Since how many years have you been working with

this 37
11 organization

Is the organisation doing a timeliness recruitment

and 38
12 selection process.

How would you rate the HR department’s

performance in 39
13 recruitment and Selection
 Do you think the organisation looks for experienced
14 employees in the selection Process?
40

15 is the most important quality the organization

Which
looks for in a candidate 41

Do you think organizations are using satisfactory

methods 42
16 of interview

Is the resume screening and shortlisting method used

by 43
17 the organization satisfactory

18 do you rate the selection policy of the

How
organization. 44

19 Which method should be used for recruitment 45

20 they follow different recruitment processes for

Do
different grades of employees 46

How many stages are involved in selecting the

candidates? 21 47
 EXECUTIVE SUMMARY

Success of every business enterprise depends on its human resource. Finding

the right man for the job and developing him into a valuable resource is an indispensable
requirement of every organization. Proper recruitment helps the line managers to work
most effectively in accomplishing the primary objective of the enterprise. In order to
harness the human energies in the service or organizational goals, every HR manager is
expected to pay proper attention to recruitment and selection activities in an
organization.
Thus, personnel functions, recruitment and selection, when carried out properly,
would enable the organization to hire and retain the services of the best brains
in the market. The world's best companies have established their strength with
their people. The employees identify themselves with the company they are working
for. This also helps in building up their spirit, morale and spirit-de-cops which
becomes strength of the company. 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 objective.
The project covers introduction of Recruitment and Selection, Purpose and
Importance of Recruitment, Sources of Recruitment, Steps in the Recruitment & Selection
Process, and Suggestions to make the Recruitment Process more effective. It also includes
the challenges faced by HR in recruitment process and the recent trends in
recruitment process.
 CHAPTER 1

INTRODUCTION
1.1 INTRODUCTION:

Recruitment is the process by which organizations locate and attract individuals to

fill job vacancies. Most organizations have a continuing need to recruit new employees to
replace those who leave or are promoted in order to acquire new skills and promote
organizational growth. Recruitment is defined as, “a process to discover the sources of
manpower to meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection of an
efficient workforce.” Recruitment is a ‘linking function’, joining together those with jobs to
fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers
and employer with a view to encourage the former to apply for a job with the latter. In order
to attract people for the jobs, the organization must communicate the position in such a way
that job seekers respond. To be cost effective, the recruitment process should attract qualified
applicants and provide enough information for unqualified persons to self-select themselves
out. Thus, the recruitment process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new employees are
selected.

Selection refers to the task of choosing or picking the suitable candidates by first
asking for and gaining access to useful information about the candidate. Through the process
of recruitment the company tries to locate prospective employees and encourages them to
apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for
selection.

Selection is the process of picking individuals who have relevant qualifications to fill
jobs in an organization. The basic purpose is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. The purpose of selection is
to pick up the most suitable candidate who would meet the requirements of the job in an
organization best, to find out which job applicant will be successful, if hired. To meet this
goal, the company obtains and assesses information about the applicants in terms of age,
qualifications, skills, experience, etc. the needs of the job are matched with the profile of
candidates. The most suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of selection process. How well an employee is matched
to a job is very important because it is directly affects the amount and quality of employee’s
work. Any mismatched in this regard can cost an organization a great deal of money, time
and trouble, especially, in terms of training and operating costs. In course of time, the
employee may find the job distasteful and leave in frustration.
NEED FOR RECRUITMENT AND SELECTION:

The need for recruitment may be due to the following reasons / situation:
 Vacancies due to promotions, transfer, retirement, termination, permanent disability,
death and labor turnover.
 Creation of new vacancies due to the growth, expansion and diversification of
business activities of an enterprise. In addition, new vacancies are possible due to job
specification.

PURPOSE OF RECRUITMENT AND SELECTION:

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

candidates. Specifically, the purposes are to:

Determine the present and future requirements of the organization on

conjunction with its personnel-planning and job analysis activities.
Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number
of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
Meet the organization’s legal and social obligations regarding the composition
of its work force.

Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organizational and individual effectiveness in the short term and long
term.

Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
SOURCES OF RECRUITMENT:

The following are the most commonly used methods of recruiting people.

INTERNAL METHODS:

This refers to the filling of job vacancies from within the business - where existing
employees are selected rather than employing someone from outside. A business might
decide that it already has the right people with the right skills to do the job, particularly if its
training and development programme has been effective.

Promotions and transfers:

This is a method of filling vacancies from within through transfers and promotions. A
transfer is a lateral movement within the same grade, from one job to another. It may lead to
changes in duties and responsibilities, working conditions, etc., but not necessarily salary.
Promotion involves movement of employee from a lower level position to a higher level
position accompanied by changes in duties, responsibilities, status and value.

Job posting:

Job posting is another way of hiring people from within. In this method, the
organization publicizes job opening on bulletin boards, electronic method and similar outlets.
One of the important advantages of this method is that it offers a chance to highly qualified
applicants working within the company to look for growth opportunities within the company.

Employee referral:

Employee referral means using personal contacts to locate job opportunities. It is a

recommendation from a current employee regarding a job applicant. Employees working in
the organization are encouraged to recommend the names of their friends, working in other
organizations for a possible vacancy in the near future. In fact, this has become a popular way
of recruiting people in the highly competitive industry nowadays. Companies offer rich
rewards also to employees whose recommendations are accepted.
EXTERNAL METHODS:

This refers to the filling of job vacancies from outside the business. Most businesses
engage in external recruitment fairly frequently, particularly those that are growing strongly,
or that operate in industries with high staff turnover.

Campus Recruitment

It is a method of recruiting by visiting and participating in college campuses and their

placement centers. Here the recruiters visit reputed educational institutions with a view to
pick up job aspirants having requisite technical or professional skills. Job seekers are
provided information about the jobs and the recruiters. A preliminary screening is done
within the campus and the short listed students are then subjected to the remainder of the
selection process. If campus recruitment is used, steps should be taken by human resource
department to ensure that recruiters are knowledgeable concerning the jobs that are to be
filled in the organizations and employ effective interviewing skills.

Advertisements

These include advertisements in newspapers; trade, professional and technical

journals; radio and television; etc. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc. This method is
appropriate when (a) the organization intends to reach a large target group and (b) the
organizations wants a fairly good number of talented people – who are geographically spread
out.

Employment Agencies

These businesses specialize in recruitment and selection. They often specialize in

recruitment for specific sectors (e.g., finance, travel, secretarial). They usually provide a
shortlist of candidates based on the people registered with the agency. They also supply
temporary or interim employees.

Recruitment Consultancies

Companies give their manpower requirements to Placement & Recruitment

Consultants who undertake the job of identifying suitable candidates for the Company.
Unsolicited Applicants / Walk-ins

Companies generally receive unsolicited applications from job seekers at various

points of time; the number of such applications depends on economic conditions, the image
of the company and the job seeker’s perception of the types of jobs that might be available
etc. Such applications are generally kept in a data bank and whenever a suitable vacancy
arises, the company would intimate the candidates to apply through a formal channel.

STEPS IN RECRUITMENT & SELECTION PROCESS

STEP 1: MANPOWER PLANNING

Manpower planning is done to identify the vacancies arising out of business needs.
Each department undertakes manpower planning every year. Manpower planning may be
necessitated due to separation in the form of resignation, termination, transfers etc., expansion
/ reorganization, time bound jobs of temporary nature / leave vacancies, retirements
(premature or on attaining the 58 years of age). Annual manpower budget, including current
staff strength, is prepared by the Business Head and approved by the Budget Committee
comprising of Business Heads / Corporate Heads / JMD and the Chairman.

STEP 2: IDENTIFICATION OF A VACANCY

The department head identifies the need for hiring based on Manpower Hiring Plan
(Manpower Budget). The vacancies can be arising due to resignations, terminations and
retirement of employees.

STEP 3: REVIEW THE NEED FOR THE POSITION OR VACANCY

The department head review the requirement for the position and the need to fill the
vacancy. He checks whether the requirement is as per Manpower Hiring Plan (Manpower
Budget). Then, Head of the Department raise a Manpower Requisition Form in a standardized
format and forward the copy of MRF to the CEO for approval. The Department Head along
with HR Manager check whether the hiring requirement is for an existing role or a new role.
If the requirement is for existing role then the Department Head forward the MRF to the HR
Department. If the requirement is for a new role, then the Department Head create Job
Description for the role in a standard format and forward it with the MRF to the HR
Department to start the recruitment process.
STEP 4: SOURCING OF SUITABLE CANDIDATES

The HR Executive considers and assesses the best way of attracting a pool of suitably
qualified candidates, who will meet the needs of the business. Depending on the nature of the
position/grade, volumes of recruitment and any other relevant factors, the Regional HR would
use any one or multiple sources such as:

 Existing database
 Employee referral as per any company scheme that may be approved from
time to time
 Advertisement in the internet/newspapers/magazines/company’s sites/job sites
or any other media
 Placement Agencies / Consultants
 Direct recruitment from campuses/academic institutes;

A list of resourceful / quality consultants with agreed rate of commission is prepared

by the HR Executive based on specialization in the manufacturing Industry, past history,
market reputation and ability to deliver.

STEP 5: COLLECT THE RESUMES

The HR Executive forward the JD’s to the placement consultants and collect the
resumes or profiles from all the consultants.

STEP 6: SCREENING OF RESUMES

The HR Executive screen the resumes as per JDs and MRF and shortlist profile fit. He
verifies whether the candidate has appeared for an interview with the company previously
from the application database. If the candidate has appeared for an interview previously, then
review the feedback from the Interview Assessment Form (IAF) and other documents filled.

STEP 7: SHORTLISTING OF CANDIDATES

The HR Executive forward all the HR-Short listed resumes to concerned HOD with
resume snapshot attached in mail with a copy to VP function, Head HR and Manager HR.
The Concerned HOD shortlists the candidates to be called for an interview as per requirement
for the Job and forwards the list to HR Department. The HR Executive prepares the Interview
Calendar and forwards it to the Concerned HOD and HR Manager with copy to HR Head and
VP function.
STEP 8: SCHEDULE INTERVIEWS

The HR Executive obtains a tentative schedule from Concerned HOD and Head HR
for interviewing the candidates. He asks the consultants to line up the short listed candidates
on scheduled interview date. Regular follow up is to be done with candidates by the HR
Executive to ensure 100% participation.

STEP 9: CONDUCT INTERVIEWS

The HR Executive in consultation with the concerned department will set up an

interview panel consisting of HR Head / Manager and Department Head / Manager. On the
date of Interview, the HR Executive circulates the Application Blank and Travel
Reimbursement Form to the candidates for procuring information about the candidate. The
HR Executive forwards the Interview Assessment Sheet to the Interview Panel. The interview
panel assesses the candidate based on the factors mentioned below, in a prescribed format and
gives its recommendations for approval.

 Attitude
 Knowledge
 Communication
 Experience
 Team spirit
 Loyalty expectation
 Initiative

The HR Executive coordinates the interview process. The HR Executive collects all
filled TRF’s with Original bills (Tickets) from the candidates and gets those forms approved
by HR Head and forward the approved TR list along with the filled Travel Reimbursement
Forms and original bills to the Finance and Accounts for processing. If the candidate is
rejected, the HR Executive communicates the same to the candidate and files the Interview
Assessment Sheet, application blank along with resume of candidate in the Application
Database.

STEP 10: MAKE OFFER OF EMPLOYMENT

The Concerned HOD and Head HR make verbal offer to the shortlisted candidate and
discuss other terms and conditions of employment. If the candidate accepts the offer then
conduct reference check for the prospective employee (Via telephone, Mail).
STEP 11: RENEGOTIATE OFFER

If the shortlisted candidate rejects the offer due to salary reasons, the HR Head
renegotiate salary with the candidate, if suitable, along with other terms and conditions.

STEP 12: REFERENCE CHECK

Reference checks of the final short listed candidate are conducted by Head-HR. The
candidate is asked to mention in his application blank, the names and addresses of two or
more persons who know him well. These may be his previous employers, heads of education
institutions or public figures. These people are requested to provide their frank opinion about
the candidate without incurring any liability. The opinion of referees can be useful in judging
the future behavior and performance of candidate. If the result of reference check is positive
then continue with the induction process. If the result of reference check is negative, then
withdraw the offer and send rejection letter to the candidate.

STEP 13: LETTER OF INTENT

The selected candidate will be given an intent letter with prescribed details as given
below:

 Functional Band Position for which selected.

 Place of initial Posting
 Expected Date of Joining.
 Advise for medical examination.
 Details of the testimonials and other documents to be submitted at the time of
joining.
 Acceptance by the selected candidate.

STEP 14: MEDICAL CHECK UP

The selected candidate is sent for a medical check up at reputed hospitals before final
selection / issuance of letter of intent or after final selection / issuance of letter of intent. In
case the candidate is declared unfit for employment the offer / intent letter will stand
cancelled.
STEP 15: ON BOARDING & INDUCTION

On the date of joining the employee is issued an appointment letter by the HR Head.
The appointment letter include all the terms and conditions governing employment including
Designation, Department, Salary & Scale of Pay, Date of appointment, Probation, Medical
Fitness, Retirement, Termination of Services, Secrecy, Transfer etc. All new joinees undergo
an induction program as per requirement soon after joining the organization. Induction
program is done by HR Department in consultation and involvement of concerned department
/ other departments. During the process of induction, the new member is briefed about the
following:

 Company Profile & Products

 Geographical familiarization
 Organizational Policy & Procedures
 Socialization with department rituals.
 Employee Involvement activities

The induction process shall begin by verification of the following original merit
certificates wherever applicable subject to the level of hiring:

 Educational certificates
 Proof of date of birth
 Four passport sized photographs of self
 One passport sized photographs (each) of spouse, dependent children (if
applicable) for medical insurance purpose.
 Relieving letter from the previous employer (If the relieving letter is not
available, declaration regarding resignation shall be obtained from the
candidate)
 Copy of experience certificates for all the previous employments (if applicable)
 Salary slips certificate from the previous employer
 TDS certificate and Form 16 from previous employer (or Salary certificate)
 Copies of certificates and testimonials
 Nomination and other documents pertaining to provident fund, gratuity
1.2 NEED FOR THE STUDY

In order to fix the gap between the current and latest techniques, methods and procedure used for the R &
S process and also to identify relationship between them & to adapt the new changes in the markets, so as
to perform well and increase the sales. These new techniques will help to, retain the talents and to remove
the lazy employees and it also helps in hiring correct person for the suitable position at the proper time in
future.
1.3 OBJECTIVES OF THE STUDY

 To understand the recruitment strategies followed by the companies.

 To study the importance of the factors that influences the recruitment policy.
 To assess the importance of both recruitment & selection in HRM.
1.4 SCOPE OF STUDY

This study speaks about the R & S process practiced by HENSEL ELECTRIC . Detailed description of
R&S process is studied and reported. It also analyses the employee satisfaction levels at HENSEL
ELECTRIC. along with the ethical practices followed in HENSEL ELECTRIC . This study compares the
R&S process followed by HENSEL ELECTRIC with the actual/standard R & S process carried out in the
organization.
1.5 LIMITATION OF THE STUDY

1. As there was time constraint, limited information was collected. Employee’s busy work life can also be
the reason to collect minimal information.

2. The information collected and analysed from the employee might be biased.

3. As the research was limited to a single part of the organization, it can’t be considered as the overall view
of the employees in the organization
1.6 STATEMENT OF THE PROBLEM

Recruitment and selection are the most critical and significant human resources
function, unless the organization has the best available employees, it will not be able to grow
and flourish in the market. The drive and motivational levels of the employees need to be
high to enable the company to attain its goals. All the steps of the recruitment and selection
processes are equally important in attracting and retaining the right talent. Recruiting staff is a
very costly exercise. It also an essential part of any business and it pays to do it properly.
When organizations choose the right people for the job train them well and treat them
appropriately, these people not only produce good results but also tend to stay with the
organization longer. In such circumstances, the organizations initial and ongoing investment
in them is well rewarded Before starting a recruitment and selection process, job de scription
should be defined for each role in the organization. Policies and procedures should be defined
and adhered to for the recruiting and selection process Once procedures are clearly defined,
hiring managers and supervisors should be trained regarding the requirements of the process
Recruiting staff is a very costly exercise. It is also an essential part of any business and it pays
to do it properly. When organizations choose the right people for the job train them well and
treat them appropriately, these people not only produce good results but also tend to stay with
the organization longer. In such circumstances, the organization’s initial and ongoing
investment in them is well rewarded. An organization may have all of the latest technology
and the best physical resources, but if it does not have the right people it will struggle to
achieve the results
+-

CHAPTER 2

PROFILE
2.1 INDUSTRY PROFILE

The electronics industry is the economic sector that produces electronic devices. It
emerged in the 20th century and is today one of the largest global industries. Contemporary
society uses a vast array of electronic devices built in automated or semi-automated factories
operated by the industry. Products are primarily assembled from metal-oxide-semiconductor
(MOS) transistors and integrated circuits, the latter principally by photolithography and often
on printed circuit boards.

The size of the industry and the use of toxic materials, as well as the difficulty of
recycling has led to a series of problems with electronic waste. International regulation and
environmental legislation has been developed in an attempt to address the issues.

The electronics industry consists of various sectors. The central driving force behind
the entire electronics industry is the semiconductor industry sector, which has annual sales of
over $481 billion as of 2018. The largest industry sector is e-commerce, which generated over
$29 trillion in 2017. The most widely manufactured electronic device is the metal-oxide-
semiconductor field-effect transistor (MOSFET), invented in 1959, which is the "workhorse"
of the electronics industry. The electronics industry is composed of organizations involved in
the manufacture, design and development, assembly, and servicing of electronic equipment and
components. Together, these organizations offer a wide variety of products that frequently have
only one thing in common: They depend upon electronic technology to operate. Electronics is
one of the fastest evolving and most innovative industries, and also one of the most
competitive. The research and development of new, better products is of great importance in
electronics, where companies often compete fiercely to bring the newest technology to
market first.
Electronics is the branch of science and technology that deals with the study, application, and
control of the conduction of electricity in a vacuum, in gases, in liquids, in semiconductors,
and in conducting and superconducting materials . There are thousands of electronic products
with countless applications. These products consist of materials, parts, components,
subassemblies, and equipment that use the principles of electronics to perform their major
functions. As a whole, the goal of the industry is to meet the needs of electronics producers by
providing electronic parts or products for sale. Much effort and money is put into research and
development in order to produce improved parts and products, as well as to improve the
process for producing them.
 The electronics industry dates to the 1800s, when scientists first discovered that they
could pass electricity through gas from one metal electrode to another. The first commercial
vacuum tube was built in 1904 by John Ambrose Fleming, a British scientist, who used it to
detect radio signals. Vacuum tubes continued to be the standard in the industry until the
1950s, when the first transistor and semiconductor diodes were invented and introduced.
During this time, integrated circuits were also introduced. By the mid-1980s, other countries,
such as Japan, had become serious competitors of U.S. companies when it came to electronics
manufacturing. Modern markets are global ones, and companies both buy and sell parts and
products to other countries. Many electronics manufacturing companies outsource parts,
allowing them to be more competitive on the global market.

HISTORY

The electric power industry began in the 19th century, which led to the development
of inventions such as gramophones, radio transmitters, receivers and television. The vacuum
tube was used for early electronic devices, before later being largely supplanted by
semiconductor components as the fundamental technology of the industry. The first working
transistor, a point-contact transistor, was invented by John Bardeen and Walter Houser
Brattain at Bell Laboratories in 1947, which led to significant research in the field of solid-
state semiconductors during the 1950s. This led to the emergence of the home entertainment
consumer electronics industry starting in the 1950s, largely due to the efforts of Tokyo
Tsushin Kogyo (now Sony) in successfully commercializing transistor technology for a mass
market, with affordable transistor radios and then transistorized television sets.

The most widely manufactured electronic device is the metal-oxide-semiconductor

field-effect transistor (MOSFET), invented by Mohamed M. Attalla and Dawon Kahng at
Bell Laboratories in 1959. It is the "workhorse" of the electronics industry, with MOSFET
scaling and miniaturization being the primary reason for the rapid exponential growth of
electronic semiconductor technology since the 1960s. The MOSFET, which accounts for
99.9% of all transistors, is the most widely manufactured device in history, with an estimated
total of 13 sextillion (1.3 × 1022) MOSFETs having been manufactured between 1960 and
2018.
OVERVIEW OF ELECTRONICS MARKET IN INDIA.

The electronics market has grown at a CAGR of 14% from 2016-19 and is expected to
accelerate at a CAGR of 16.6% in 2020-25, with the total demand likely to account
for US$ 540 in FY25.
In FY21, export of electronics stood at US$ 2.43 billion. In FY22 (until January
2022), imports of electronics goods stood at US$ 58.64 billion, whereas exports stood
at US$
12.38 billion.
According to the IESA (India Electronics & Semiconductor Association), more than
90% semiconductor companies globally have their R&D centres in India. The
semiconductor R&D generates about US$ 2.5 billion in revenue and 6 lakh jobs in
India.
PLI scheme for large scale electronics manufacturing launched by Ministry of
Electronics and Information Technology (MeitY) in April 2020 has been extended
from existing five years band (FY21-FY25) to six years (FY21-FY26).
As per Union Budget 2022-23, the Ministry of Electronics and Information
Technology (MeitY) has been allocated Rs. 14,300 crore (US$ 1.85 billion). In the
allocated budget, revenue expenditure allocation is Rs. 13,911.99 crore (US$ 1.8
billion) and capital expenditure allocation is Rs. 388.01 crore (US$ 50.4 million).
The Indian electronics manufacturing industry is projected to reach US$ 520 billion
by 2025.
The key government initiatives such as ‘Make in India’ and ‘Digital India’ improved
the country’s EoDB. For 2022-23, the total budget allocation towards the ‘Digital
India’ programme is Rs. 10,676 crore (US$ 1.38 billion).
India has been one of the largest consumers of electronic products specifically in
Asia- Pacific due to factors such as rising per capita disposable incomes and
consumption in the past decade.
The ESDM sector is likely to generate US$ 100-130 billion in economic value by
2025. In March 2022, Reliance announced that it would invest US$ 220 million in a
joint venture with Sanmina Corp, a US-listed company for making electronic products
in Asian countries.
The Tata Group announced plans to enter the semiconductor manufacturing business
as of August 2021—seeking a proportion of the US$ 1 trillion hightech electronics
manufacturing sector.
NEW SCHEMES TO PROMOTE ELECTRONICS MANUFACTURING

In April 2020, the Indian government approved three key schemes in order to position
India as a global hub for Electronics System Design and Manufacturing (ESDM). This
move is anticipated to attract minimum investments worth US$ 6 billion into the
country. The initiative includes Production Linked Incentive Scheme (PLI), Scheme
for Promotion of Manufacturing of Electronic Components and Semiconductors
(SPECS) and Modified Electronics Manufacturing Clusters Scheme (EMC 2.0)
Of these, Production Linked Incentive Scheme (PLI), one of the biggest incentive, is
aimed at boosting domestic manufacturing of mobile phones and their components,
including Assembly, Testing, Marking and Packaging (ATMP) units.
PLI package of ~ US$ 5.7 billion (Rs. 420 billion) will be extended as an incentive of
4-6% on incremental sales (of locally manufactured goods) for a period of five years.
This is in line with transforming India into a manufacturing hub of electronics and
components, at par with established and more diversified countries such as China and
Vietnam.
As per Union Budget 2022-23, the Ministry of Electronics and Information
Technology (MeitY) has been allocated Rs. 14,300 crore (US$ 1.85 billion). In the
allocated budget, revenue expenditure allocation is Rs. 13,911.99 crore (US$ 1.8
billion) and capital expenditure allocation is Rs. 388.01 crore (US$ 50.4 million).
Under Union Budget 2021-22, the government has set a target of ~Rs. 18,000 crore
(US$ 2.4 billion) investments in the electronics manufacturing segment by 2021-22. It
has also allocated Rs. 2,631.32 crore (US$ 361.50 million) to promote electronics and
IT hardware manufacturing programmes (Modified Special Incentive Package
Scheme (M-SIPS), Electronics Development Fund (EDF) and Manufacturing
Clusters).
Under the production-linked incentive (PLI) scheme for IT Hardware Products, the
Ministry of Electronics and Information Technology has approved 14 qualified
applicants. To manufacture these products in India, the government will offer
incentives of US$ 983.76 million over the next four years. In this duration, production
worth US$
21.62 billion and exports of US$ 8.06 billion are expected.
RESEARCH DESIGN
Research design can be thought of as the structure of research -- it is the "glue" that
holds all of the elements in a research project together. The elements of a research design
include:

Observations or Measures: These are symbolized by an 'O' in design notation. An O can

refer to a single measure (e.g., a measure of body weight), a single instrument with multiple
items (e.g., a 10-item self-esteem scale), a complex multi-part instrument (e.g., a survey), or a
whole battery of tests or measures given out on one occasion. If you need to - 25 - distinguish
among specific measures, you can use subscripts with the O, as in O1, O2, and so on.

Treatments or Programs: These are symbolized with an 'X' in design notations. The X can
refer to a simple intervention (e.g., a one-time surgical technique) or to a complex
hodgepodge program (e.g., an employment training program). Usually, a notreatment control
or comparison group has no symbol for the treatment (some researchers use X+ and X- to
indicate the treatment and control respectively). As with observations, you can use subscripts
to distinguish different programs or program variations.

Groups: Each group in a design is given its own line in the design structure. if the design
notation has three lines, there are three groups in the design.

Assignment to Group: Assignment to group is designated by a letter at the beginning of

each line (i.e., group) that describes how the group was assigned. The major types of
assignment are:

R = random assignment

N = nonequivalent groups

C = assignment by cutoff

Time: Time moves from left to right. Elements that are listed on the left occur before elements
that are listed on the right.
LLE

2.2 COMPANY PROFILE

Hensel Electric India Private Limited (HEI) is a wholly owned subsidiary of Gustav
Hensel GmbH & Co. KG., Germany.

Established in 2003 with its headquarters near the coastal city of Chennai in the south
of India, HEI has provided innovative solutions to problems in “difficult environments”.

The integrated competence center includes a complete information and exhibition

area, design and development department and a qualified and skilled production and quality
assurance team and is the centre of our activities in Asia Pacific.

With a marketing team in 40 cities backed by distribution partners in 165 industrial

centres, we ensure that our products and technical support are available to customers in India.
From our branch office in Singapore and resident sales managers in different parts of
ASEAN, we ensure support to all partners and customers in Asia Pacific.

All facilities at HEI are certified to be in compliance with the requirements of ISO
9001:2015 and ISO 14001: 2015 by the Bureau of Indian Standards.

HENSEL ELECTRIC INDIA PRIVATE LIMITED is located in Sriperumbudur,

Tamil Nadu, India and is part of the Other Electrical Equipment and Component
Manufacturing Industry. HENSEL ELECTRIC INDIA PRIVATE LIMITED has 500 total
employees across all of its locations. (Employees figure is estimated). There are 78
companies in the HENSEL ELECTRIC INDIA PRIVATE LIMITED corporate family.

Hensel Electric India Private Limited (HEI) is a wholly owned subsidiary of Hensel
International GmbH, Germany - leaders in IP 65 thermoplastic & Insulated Enclosures
Industry with a rich experience of more than 75 years as Specialists.

Today, Hensel has a strong reputation as a pioneer in the field of electrical power
distribution systems and represents a company group which is active worldwide; in addition
to the parent company in Lennestadt, Germany, representatives and subsidiaries in important
foreign markets ensure a solid & strong international presence. HEI, established in the year
2003 in Chennai, has itself a strong presence in India and from the inception, it has emerged
as a strong company with core products that focus "Safety" and an undisputed leader
providing
innovative solutions when it comes to problems related to Dust, Moisture, Corrosion or
Water. The innovative product range of modern installation and distribution board systems
has made Hensel into one of the market leaders in the tapping, fusing and distribution of
electrical energy in the low voltage sector.

The high quality Hensel products are processed in particular by the Electrical
Industry, Trade and in electrical installations. Wherever environment influences, dust and
humidity requires a particularly sophisticated installation technology, Hensel with its
innovative solutions enables the reliable and safe distribution of energy with a high degree of
protection

Hensel Electric India Private Limited is an unlisted private company incorporated on

25 November, 2002. It is classified as a private limited company and is located in
Kancheepuram, Tamil Nadu. It's authorized share capital is INR 15.00 cr and the total paid-
up capital is INR 11.50 cr.

Hensel Electric India's operating revenues range is INR 1 cr - 100 cr for the
financial year ending on 31 March, 2019. It's EBITDA has increased by 136.64 % over the
previous year. At the same time, its book net worth has increased by 22.87 %. Other
performance and liquidity ratios are available here.

Description: The company is engaged in manufacturing of cable junction boxes,

distribution boards, cable entry systems and cable drums.

Products & Services: KV Small-type Distribution Boards up to 63 A, Empty

enclosures in accordance with IEC 62208, ENYSTAR Distribution Boards up to 250 A with
door, ENYSTAR VTPN Distribution Board System up to 250 A, Mi Power Distribution
Boards up to 630 A, Photovoltaic distributors, Cable entry systems, ENYCON - Assemblies
for Construction Sites.

The last reported AGM (Annual General Meeting) of Hensel Electric India Private
Limited, per our records, was held on 30 September, 2021. Also, as per our records, its last
balance sheet was prepared for the period ending on 31 March, 2021.

Hensel Electric India Private Limited has six directors - Rajan Rajesh, Felix Gustav Hensel,
and others.
ORGANIZATIONAL CHART:

Human Resource Department Hierarchy:

DIRECTORS - HENSEL ELECTRIC INDIA PRIVATE LIMITED

The company has 6 directors and 1 reported key management personnel.

The longest serving directors currently on board are Rajan Rajesh and Felix Gustav Hensel
who were appointed on 25 November, 2002. They have been on the board for more than 19 years.
The most recently appointed directors are Krishnan Balaji and Subhendu Dey, who were appointed on
25 June, 2020. Rajan Rajesh has the largest number of other directorships with a seat at a total of 1
companies. In total, the company is connected to 0 other companies through its directors.

TAGLINE:
HENSEL - our passion is perfection

PRODUCTS:

 KV Small-type Distribution Boards up to 63 A

KV Circuit breaker boxes with metric knockouts

Circuit breaker boxes IP 54,

conduct entry via integrated elastic membranes

KV Circuit breaker boxes for outdoor installation (harsh environment

and/or outdoor)

KV extra circuit-breaker boxes with space for electrical devices not to be

manually actuated

KV-Empty boxes
  Cable junction boxes

COMPANY IMAGES:
CERTIFICATIONS:
 CHAPTER 3

REVIEW OF LITERATURE
3.0 REVIEW OF LITERATURE

According to the Burack (1985) recruitment sources are

closely linked to the organizational activities as
performance of employees, employee turnover, employee
satisfaction, employee wishes and the commitment of the
organization (Burack, 1980). These recruitment and
selection process should be done at each and every sector
for fulfilling their organizational goals (Nartey, 2012).
Recruitment and selection practises were important in the
police department as said by Michael D.
White and Glipsy Escobar (2008) in the world and this
paper shows the importance of seven issues relating to
recruitment, selection and training. practises in the
organizations (M.N.Malhotra, 2014) (Terpstra.D, 1996).

Mohammed Nurul Absar (2012) says the importance of

recruitment and selection in his paper by considering both
public and private manufacturing firms in Bangladesh
(M.M.Absar, 2012). Some of the research professionals and
scholars say that there is a close linkage between the
recruitment selection employee satisfaction organization
performance and HR practises (Gorter, 1996).

In his paper Recruitment and Selection of public workers: An

international compendium of modern trends and practises
say that the importance of using technology in the
recruitment and selection process for updating the
organizational resources (Hays, 2004). Ongori Henry and
Temtime Z (2009) say that in their paper the recruitment
and selection practises of the small and medium enterprises
and make them to improve their HR practises (R.D.Omolo,
2012)
The literature says that employers are doing the traditional
method of recruiting rather than the modern technologies
(Schmidt, 1998).
This chapter deals with the recruitment and selection
process of small and medium scale industries providing the
all-important information related recruitment and selection.
Recruitment and selection constitutes a staffing function of
management. Scientific selection ensures right man for the
right job. For creating a team of efficient, capable and loyal
employees, proper attention needs to be given to scientific
selection of managers and other employees. The
conventional approach of selecting managers in a casual
manner is now treated as outdated and is being replaced by
scientific and rational approach, deciding who should hire
under the employment rule of the organisation for the short
and long-term interests of the individual employee and the
organisation.1 Recruitment and selection is the process of
getting human resources into organizations, departments,
sections and jobs use.

What might be an even more useful definition of

recruitment is that about the art of discovering and
procuring potential applicants for actual and anticipated
vacancies in the organization. This definition has
introduced the concept of ‘art’ which is about the soft skills
of management, some of which might be a natural talent of
some managers or acquired through specialized training.
The use of the word ‘discover’ emphasizes effective
recruitment, a process that involves exploration which
require specialized methods and techniques, short of which
no ‘discovery’ of potential people for the job can be made.
Usually, recruitment and selection depends on the
 organization’s policy guiding recruitment and Page 119
selection.The basic principle in selection is "right man for
the right job" and can be achieved only through scientific
recruitment and selection. This is because the ability of an
organization is determined to a great extent by the ability of
its workforce. The old belief that capital was fundamental
to the progress of the organisation and does not hold good
any longer as employers around the world have begun to
believe that a smart workforce is the key to the success of
an organization.

PURPOSE OF RECRUITMENT AND SELECTION:

The general purpose of recruitment is to provide a pool of potentially

qualified job candidates. Specifically, the purposes are to:

Determine the present and future requirements of the organization on

conjunction with its personnel-planning and job analysis activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
Meet the organization’s legal and social obligations regarding the
composition of its work force.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.
Increase organizational and individual effectiveness in the short term
and long term.
SOURCES OF RECRUITMENT:

The following are the most commonly used methods of recruiting people.

INTERNAL METHODS:

This refers to the filling of job vacancies from within the business - where
existing employees are selected rather than employing someone from outside. A
business might decide that it already has the right people with the right skills to do
the job, particularly if its training and development programme has been effective.
Promotions and transfers:

This is a method of filling vacancies from within through transfers and

promotions. A transfer is a lateral movement within the same grade, from one job
to another. It may lead to changes in duties and responsibilities, working
conditions, etc., but not necessarily salary. Promotion involves movement of
employee from a lower level position to a higher level position accompanied by
changes in duties, responsibilities, status and value.
Job posting:

Job posting is another way of hiring people from within. In this method,
the organization publicizes job opening on bulletin boards, electronic method and
similar outlets. One of the important advantages of this method is that it offers a
chance to highly qualified applicants working within the company to look for
growth opportunities within the company.

Employee referral:

Employee referral means using personal contacts to locate job

opportunities. It is a recommendation from a current employee regarding a job
applicant. Employees working in the organization are encouraged to recommend
the names of their friends, working in other organizations for a possible vacancy in
the near future. In fact, this has become a popular way of recruiting people in the
highly competitive industry nowadays. Companies offer rich rewards also to
employees whose recommendations are accepted.
EXTERNAL METHODS:

This refers to the filling of job vacancies from outside the business. Most
businesses engage in external recruitment fairly frequently, particularly those that
are growing strongly, or that operate in industries with high staff turnover.
Campus Recruitment
It is a method of recruiting by visiting and participating in college
campuses and their placement centers. Here the recruiters visit reputed educational
institutions with a view to pick up job aspirants having requisite technical or
professional skills. Job seekers are provided information about the jobs and the
recruiters. A preliminary screening is done within the campus and the short listed
students are then subjected to the remainder of the selection process. If campus
recruitment is used, steps should be taken by human resource department to ensure
that recruiters are knowledgeable concerning the jobs that are to be filled in the
organizations and employ effective interviewing skills.
Advertisements
These include advertisements in newspapers; trade, professional and
technical journals; radio and television; etc. The ads generally give a brief outline
of the job responsibilities, compensation package, prospects in organizations, etc.
This method is appropriate when (a) the organization intends to reach a large target
group and (b) the organizations wants a fairly good number of talented people –
who are geographically spread out.
Employment Agencies
 These businesses specialize in recruitment and selection. They often
specialize in recruitment for specific sectors (e.g., finance, travel, secretarial). They
usually provide a shortlist of candidates based on the people registered with the
agency. They also supply temporary or interim employees.
Recruitment Consultancies
Companies give their manpower requirements to Placement & Recruitment
Consultants who undertake the job of identifying suitable candidates for the
Company.

Unsolicited Applicants / Walk-ins

Companies generally receive unsolicited applications from job seekers at
various points of time; the number of such applications depends on economic
conditions, the image of the company and the job seeker’s perception of the types
of jobs that might be available etc. Such applications are generally kept in a data
bank and whenever a suitable vacancy arises, the company would intimate the
candidates to apply through a formal channel.

RECRUITMENT PROCESS:

The recruitment and selection is the major function of the human resource department. Recruitment
process is the first step towards creating the competitive strength and the strategic advantage for the
organizations. In an ideal recruitment programme, individuals responsible for the recruitment
process must know how many and what types of employees are needed, where and how to look for
individuals with the appropriate qualification and interests, what inducements to use or to avoid for
various types of applicant groups, how to distinguish applicants who are unqualified from those
who have a reasonable chance of success and how to evaluate their work.5Recruitment process
involves a systematic procedure from sourcing the candidates to arranging and conducting the
interviews and requires many resources and time. A general recruitment process is as follows:

Graph No. 4.1: shows the process of Recruitment1

A recruitment policy

A recruitment organisation

Development of sources of
recruitment
 4.1 Characteristics of a Good Recruitment Policy:

A good recruitment policy is the guiding can save an organization from

facing situations like unproductive test and interview due to non- availability of
the right candidate in the applicant pool, compromising on the selection of good
candidates, high attr
ition rate low productivity and low motivation among existing employees as
a result of faulty policy.6The success of an enterprise largely depends upon the
ability and efficiency of its employees. To get the capable and efficient
employees, the recruitment policy of the organization must be very sound. An
ideal recruitment policy must have following characteristics:

1. All selections must be made at a central place of the enterprise.

2. The whole process of recruitment must be strictly in accordance with
the merit.
3. The number of employees to be recruited must be determined well in
advance according to the need of enterprise.
4. No such assurance should be given at the time of recruitment which
may not be followed later on.
5. Higher posts must be filled up through promotions, so far as possible.
6. The qualification experience, terms of service, salaries etc. must be
determined well in advance.
7. The selection of employees must be accordance with the merit.
8. The abilities of employees must be according to the need of their jobs.
9. New posts must be authorized by a higher officer.
10.Recruitment policy must be fair and flexible.

4.1RECRUITMENT PRACTICES IN INDIA:

Since 1991, the business environment in India has been dynamic and
continuously changing. Business organizations have been growing at very rapid
pace and globalizing. Consequently, organizations are now looking for globally
competitive workforce. These changing expectations and requirements have
 compelled the Indian industrial management to introduce changes in every
sphere of human resource activity, including recruitment and selection.7

The features of recruitment in India are the following:

1. Our industrial labour force consists almost entirely of persons with

littleexperience or no experience of industrial life and work. They keep
still strong influences the tradition and values of their rural or pre-
industrial background. Often the new recruits to the industrial labour
force have great difficulty in adjusting themselves to the rhythm,
discipline and social relationships in the industrial undertaking, and to the
new way of life in the community of which the undertaking forms a part.
Their acceptance of the new environment proceeds at a slow pace, and
this is often expressed through absenteeism, high labour turnover
stoppages of work and other facts of protest. Such factors generally
become more important when more advanced technology is introduced
and new problem of manpower replacement are created by the higher
skills required.

10. There is a great disproportion between the number of positions available

and the number of aspirants. Sometimes, the ratio is in as much as 1:100
or even more. Not only is the expenditure and inconvenience involved in
examining a large number of candidates

for a few positions great, but also the spectacle of so many persons making applications
and getting disappointed is a dismal one. Furthermore, the large number of applications
that need to be processed and the equally large number of candidates who need to be
examined and evaluated is an important source of delays. On account of the present
conditions of acute unemployment the chances of incorrect matching of the job and the
individual are higher here than in the developed western countries. The reason for this is
that a man whose choice of employment is very limited accepts any job that falls to his
lot irrespective of his attitude and suitability.
11. Under the existing statutes dismissal of employees is very difficult,
because it requires certain elaborate procedure involving considerable
 time and money to be followed by a manager. No manager likes to follow
this procedure. This means a person once recruited is going to be around
longer on any given job and it is not possible to rely on replacement to
improve the quality of the work group. The management must count more
on utilizing the skills and abilities of the employees that are already
present than on replacing them by more able ones.
The above features make systematic manpower planning and will be understood, fair and objective
criteria for recruitment of special significance to us. But manpower planning has not yet become
popular and is practiced only by a few big companies in the public and private sectors. Public
undertakings are believed to be generally overstaffed and have frequently been criticized by the
parliamentary committees for this. In a study, it was found that only 20% of the American
subsidiaries and 7% of the local firms undertake manpower planning.

4.2 SOURCES OF RECRUITMENT:

It is essential to organization that develops the different sources of recruitment, when the
organization is successful in gathering a large application pool, it can adopt a rigorous procedure in
choosing the best employees without compromising on quality. However, there is no single
combination of resources and methods that will work well for all organisation.

The various sources of recruitment can be broadly classified into two

categories:

A. Internal Recruitment
B. External Recruitment.
Most organizations depend upon both the sources. The relative emphases may
differ from enterprise to enterprise depending upon the following factors:

1. Training programme of the enterprise whether it prefers trained persons

or wants fresh candidates to be trained by itself.
2. The level of specialization and training required for employees.
3. Management policy towards recruitment whether it prefers internal or
external sources.
 4. The need for originality and initiative required from employees.
5. Trade union’s attitude towards management’s recruitment policy.

Internal Sources: Internal sources of recruitment consist of personnel already

working in the enterprise. Many organizations fill job vacancies through
promotions and transfer of existing staff and it also refers to filling open jobs
with the current employees of the organisation. It is a process designed to create
sufficient interest among the current employees to cause them to formally
indicate an interest I a given position. The position applied for may represent a
promotion, transfer or even demotion in the organisation.9

Internal sources: The main sources of internal recruitment are as follows;

1. Present Employee: The most common source of internal recruitment is

through existing employees of organization.
Generally, the organisation maintains the inventories of qualifications to choose employees for
suitable vacancies. The usual method of creating a pool of internal application through job
posting. The evaluate job opportunities relative to their skill, experience, interests and career goal.
Promotions and transfers from present employees are example of internal sources of
recruitnement.

2. Employees Referrals: It is also a good source of internal recruitment.

Employee develops good prospects for their families and friends by
acquainting them with the advantages of a job with the company
furnishing letters of introduction and even encouraging them to apply.
This source is an effective source of recruiting because many qualified
people are reached at a very low cost to the organisation. A major
limitation of employee’s referrals is that the referred individuals are likely
to be similar in type to those who are already working in the
organisation.

3. Former Employees: Former employees are another internal source of

recruitment. Some retired employees may be willing to come back to
work on a part time basis or recommend someone who would be
 interested in working for the company. Sometimes people who have left
the company for some reason or the other are willing to come back and
work. An advantage of this source is that the performance of these people
is already known.

Merits of Internal Sources: Internal recruitment offers the following advantages.

a) It keeps employees happy and in high morale.

b) It creates a sense of security among employee.
a) Employees know that they stand the chance of promotion to higher
positions. This induces them to work harder so as to prove their
worth.

b) Internal recruitment ensures continuity of employment and

organizationalstability.
c) Prospects of transfer to new posts inspire employees to keep on
adding to their knowledge and experience which leads to their
development.
d) Filling of vacancies from internal source is quite economical and
convenient. No time and money is to be spent on advertisement, tests
and interview because the knowledge and skill of employees are
already known. There is no need for orientation of employees for
preparing them for the new job.

Demerits of Internal sources: Internal recruitment suffers from the following

drawbacks:

a) Existing employees may not be fully qualified for the new job.
Required talent may not be available among the present staff.
b) All vacancies cannot be filled through internal sources. The
 enterprise has to depend upon outside sources for entry level jobs.
c) Internal candidates become accustomed to the company’s work
patterns and as such may lack originality and fresh outlook.
Therefore, internal recruitment involves in breeding of ideas.
d) This method narrows the choice and denies the outsiders an
opportunity to prove their worth.
External Sources: The main sources of external recruitment are as follows;

1. Advertising: Advertising in newspapers and journals is the most

popular source of recruitment from outside. It is a very convenient and
economical method for different types of personnel. Detailed
information can be given in the advertisement to facilitate self-
screening by the candidates. If necessary, the enterprise can keep its
identity secret by giving a post box number.

2. Educational Institutions: Universities, colleges and institutes of

higher education have become a popular source of recruitment of
recruitment for engineers, scientists,. Management trainees,
technicians, etc. Business concerns may hold campus interviews and
select students for final interview at their offices. Universities and
institutes generally run placement bureaus to assist in recruiting
students. But educational institutions provide only young and
inexperienced candidates.
3. Personnel Consultants: A consulting firm is a specialized agency
which helps client companies in recruiting personnel. .It serves as an
intermediary between the enterprise and the job- seekers. On a
requisition form a client company, it advertises the vacancy and
receives applications. It may pass on the applications to the client
company or may conduct tests and interview of the candidates, It
charges fee from the client company. This source is generally used
for recruiting executives.
 4. Jobbers and Contractors: These are sources of recruitment for
unskilled and manual labour. They have close links with towns and
villages for this purpose.
5. Employment Exchanges: Public employment exchanges are
important sources of recruitment of personnel. Job seekers register
their names with these exchanges. Employers notify job vacancies to
these exchanges that pass on the names of suitable candidates to the
employers.
6. Leasing: This method is often used by public sectors organizations.
Under it personnel from civil services, defense services and private
sector are employed for specific periods due to shortage of
managerial personnel.
7. Unsolicited Applicants: Due to unemployment problem in India
business concerns receive a large number of unsolicited candidates at
the main gate or through mail. Such jobseekers may be considered for
causal vacancies or for preparing a waiting list for future use.

Merit of External sources: The main advantages of external recruitment are as

follows:

a) Wide choice: The enterprise can choose the best personnel from
among a large number of applicants.
b) Fresh Outlook: Candidates recruited from external sources bring
originality and fresh viewpoint. They are free from the in-built
preferences and prejudices.
c) Varies Experience: The enterprise can secure candidates with
varies and broader experience.
Demerits of External sources: External sources of recruitment have the following
disadvantages:

a) Danger of Maladjustment: Some candidates chosen from outside

 may fail to adjust themselves to new environment. They may be
irritable, quarrelsome or suspicious. They may have to be
terminated and replaced.
b) Expensive: Greater time and money have to be spent on
advertising, tests and interviews of external candidates, cost of
inductions of new personnel.
c) Heart-burning: External recruitment creates heart-burning and
demoralization among the existing personnel.
d) Sense of Insecurity: Recruitment from outside creates a sense of
insecurity among the present staff. The staff may refuse to co-
operate fully with the enterprise.

4.3 Principles of Recruitment and Selection:

The success of an industrial enterprise depends upon the fact of whether the
selection has been made properly and according to the principles selection or
not. In proper selection of best workers and employees has been made, the
enterprise may be successful in achieving its objectives. If proper selection has
not been made, the enterprise may not be successful in achieving it objects.
Therefore, the selections in a big industrial enterprise must be based on certain
principles as follows:

1. Clear Policy of Recruitment: The policy of recruitment must be definite

and clear so that it may be easy to implement the same.

2. Observation of Government Rules and Regulations: Before

formulating the policy of recruitment and selection for the enterprise,
Government rules, and regulations of selection must be carefully
understood and followed, especially with reference to the rules of
reservation, so that no legal complication may arise at later stage.
3. Policy of recruitment in accordance with the objects enterprise: The
recruitment policy of the enterprise must be in accordance with the pre-
 determined objectives of the enterprise so that it may help in the
achievement of objectives lf the enterprise.
4. Flexibility: The recruitment policy must be flexible so that necessary
changes may be made in it accordance to the need of the enterprise.
5. Impartiality: The recruitment policy must be such that the fair selection
may be assured. Only the best and capable candidate must be selected
on the basis of merit.
6. Recruitment by a committee: The right to recruit the workers and
employees must be assigned to a committee of capable, efficient,
experienced, senior and responsible officers of the company. Entire
work of the process of recruitment must be performed by a committee
and not by any individual officer so that fair selection may be assured.
7. Opportunity of development to the employee: The selection policy lf
the enterprise must be prepared in the manner that it may provide
challenging opportunities to the employees of the enterprise based on
their ability and performance. It will always pursue them to do more and
better work.
8. Job security: Security of job must be assured to every worker and
employee of the enterprise at the enterprise at the time of his
appointment so that he may contribute his efforts to the achievement of
organizational objectives.

4.4 Procedure of Recruitment of Personnel:

Recruitment is marketing tool as well as a social relational exercise. While

hiring people, the organisations are going out into their outside environment and
facing cut throat competition with others for apt candidates. Therefore, it should
be carried out in a manner that retains or increases the image and goodwill of
organisation honest and objective recruitment policies and procedures would
bring the image of the companies into the peak elevation of corporate world.11
 There must be a definite and well defined procedure for making the
selection of employees in the enterprise. The procedure of selection is the,
series of steps through which the employees are finally selected for the
enterprise. The selection procedure must be prepared in the manner that more
and more information may be made available about the candidates so that the
selection of best employees may be made. There cannot be any definite selection
procedure applicable to all enterprises. However, the common, steps of selection
procedure are as follows:

1. Acceptance of Application Forms: First of all applications are invited

from the prospective candidates. These applications may be invited
through advertising the vacancies in News Paper, Magazine,
Employment Exchange, School and Colleges, Training Centers, Labour
Unions and other Educational Institutions etc. These applications may be
invited on plain paper or on the prescribed forms which may be issued by
the enterprise. The candidates are advised to give the relevant information
in these application forms. These applications provide a record of
qualification, experience etc., of the candidates.

2. Analysis of Application Forms: A date is declared as the last submitting

the application forms. After this date all the applications received for a
post and analyzed in detail. the applications which are incomplete or
which do not meet the requirement of post are set aside and the applicants
of remaining applications are further invited for different tests and
interviews etc.
3. Conducting Employment test: The selected candidates, the basis of
their applications are called for employment tests. These tests may be
of the following types:
(i) Intelligence Tests: Intelligence tests are meant to measure the
mental ability of an individual in terms of his memory, vocabulary,
reasoning etc. these tests measure the power of understanding of
the candidates. It is a very common test used in the selection
procedure these days.
(ii) Personality Tests: Personality tests aim at testing the nature, habit,
emotion, maturity and temperament of the candidates. These tests
are helpful in deciding the spirit of groupies and feeling of mutual
co-operation.
(iii) Aptitude Tests: Aptitude tests are the test which measures
the capacity and potentiality for learning the skills required for the
job. These tests are very helpful in forecasting the success of
candidates on a particular job.
(iv) Job Tests: These tests measure the level of efficiency and
skills of the candidates required for a particular job. For example,
the candidates required for the posts of typist may be asked to
type some material. By this the speed test of typing and accuracy
in typing may be judged.
(v) Interest Tests: These are designed to evaluate the likings and
disliking of the candidates for different situations and
 different occupations. These tests are helpful in determining the jobs suitable to the
individual candidates.

Employment tests are becoming very popular device of making the selection of best candidates for
different posts. These tests help in measuring certain factors of the personality of the candidates.
4. Interview: The candidate selected in employment tests are invited for interview. The main object of
interview is to find out of whether an individual candidate is suitable for a particular job or not.
Face to face interview is the most important step of the selection procedure. It helps in judging the
personality, ability, capability and the temperament of the candidates. It also provides an
opportunity to check the information given by the candidates in their application forms. It provides
the opportunity to the enterprise to understand the candidates thoroughly. It also provides the
opportunity to the candidates to understand the organization and the job. In this way, it is a
process of two way communication.

5. Selection by the Supervisor: Candidates selected in the interview must be referred to the
supervisor for final selection. If the supervisor feels satisfied, the candidates are selected. If the
supervisor is a member of the interview board, this step of referring the candidates to the supervisor
is not required.
6. Medical Examination: After making the selection of the candidates they are checked by a reliable
doctor or by a board of doctors to check their health. The main object of medical examination is to
check whether the selected candidates are physically capable or not to perform the required job.
The candidates which are declared medically unfit are rejected.
7. Issue of Appointment Letters: The candidates, who are approved in the medical examination also,
are issued the appointment letters. These appointment letters must contain all the necessary
information relating to their posts, period of probation scale, terms of appointment etc. these letters
must also mention the date by which the candidates should join the firm.
8. Arrangement of Training: Necessary arrangements are made for providing training to the selected
candidates, if necessary. The nature of training and the period of training depend upon the nature
job. Training increasing the efficiency and morale of the selected candidates.
9. Allotment of Work: When the employees are trained, the work is allotted. The allotment of work
must be made keeping in view the capacity, the ability, the past experience and the taste of
candidates. The main point to consider while making the allotment of work must be the ‘Right man
for the right job and right job for the right man.’

10. Follow Up: After making the allotment of the work to the employees, it is followed up. Under this
process, the supervisor checks whether the employees are doing their test work according to the
instructions issued to them or not. If not, necessary instructions and directions are given to them.
 CHAPTER 4

RESEARCH METHODOLOGY
4.0 RESEARCH METHODOLOGY

TYPE OF RESEARCH: This research is empirical in nature.

POPULATION: Employees working in HR consulting firm
SAMPLE SIZE: The sample for the study would be limited to 80 respondents.
SAMPLING UNIT: For this study the respondents will be the employees of Hensel Electric
India Private Limited (HEI)
TYPE OF SAMPLING: Simple random sampling method will be used for the study.

TOOLS OF DATA COLLECTION

Primary data:
Primary data will be collected using a structured questionnaire as well as personal
interview method.
Secondary data:
The secondary data for this work will be obtained from company magazines and
brochures, website, newspapers, internet, text books, reports and other promotional materials.
hcccc

DATA AND ANALYSIS INTERPRETATION

1. Age profile of respondents

Table – 1

Cc Frequency Percentage (%)

21 to 30 Yrs 40 50%

31 to 40 Yrs 33 41%

41 to 50 Yrs 5 6%

51 to 60 Yrs 2 3%
Total 80 100%

Interpretation:

It is interpreted from the table 50% of the respondents belongs to 21 to 30 years, 41%
of respondents belongs to 31 to 40 years, 6% of respondents belongs to 41 to 50 years and
Only 3% of respondents belongs to 51 to 60 years.

Chart -1

45
50%
40
35
41%

30
25
20
15
10

6%
5 3%
40 33 5 2
0
21 TO 30 YRS 31 TO 40 YRS 41 TO 50 YRS 51 TO 60 YRS

FrequencyPercentage (%)
 2. Gender
Table – 2

Gender Frequency Percentage (%)

Male 75 94%

Female 5 6%

Others 0 0%

Total 80 100%

Interpretation:
It is interpreted from the table 94% of the respondents are Male and
6% of the respondents are Female.
Chart – 2

Gender

Others0%

Male Female

Frequency Percentage (%)

 3. Educational Qualification:
Table – 3

Educational Qualification Frequency Percentage (%)

Below High School 5 6%

High School 15 19%

Graduation 25 31%

Diploma 35 44%

Total 80 100%

Interpretation:

It is interpreted from the table 6% of the respondents belong to below high school,
19% of respondents belongs to high school, 31% of respondents belongs to graduate and 44%
of respondents belongs to Diploma.

Chart - 3

Educational Qualification

Diploma 44%
35

31%
Graduation
25

19%
High School
15

6%
Below High School
5

0 5 10 15 20 25 30 35 40

Percentage (%) Frequency

 4. How did you know about the job?

Table - 4

Options Frequency Percentage (%)

Advertisement 12 15%
Consultant 10 13%
Personal reference 16 20%
Campus 14 18%
Online – Apps 25 31%
Others 3 4%
Total 80 100%

Interpretation:

It is interpreted from the table 15% of the respondents said through Advertisement,
13% of respondents said through Consultant, 20% of respondents belongs from personal
reference, 18% of respondents are said they know about the from Campus Interview, 31% of
the response for Online apps and only 4% said other sources.

Chart – 4

16
 5. Are you satisfied with the recruitment process by which you are selected?

Table – 5

Options Frequency Percentage (%)

Yes 55 69%
No 25 31%
Total 80 100%

Interpretation:

It is interpreted from the table 69% of the respondents says Yes they are satisfied with
recruitment process, 31% of the response for No they are not satisfied with recruitment process.

Chart - 5

60

55
50

40

30

25
20

10

69% 31%
0
YES NO

Frequency Percentage (%)

 6. What are the sources for recruitment and selection?

Table – 6

Options Frequency Percentage (%)

Internal 20 25%

External 25 31%

Both 35 44%

Total 80 100%

Interpretation:

It is interpreted from the table 25% of the respondents says Internal, 31% of the
response for External and 44% for Both internal and external.

Chart – 6

25%

44%
Internal
External
Both
 7. How was the approach of management during the recruitment?

Table – 7

Options Frequency Percentage

(%)
Serious & Positive
45 56%
Casual
30 38%
Negative
5 6%
Total 80 100%

Interpretation:

It is interpreted from the table 56% of the respondents says Serious & Positive, 38% of
the response for Casual and only 6% for Negative.

Chart – 7
 8. What impression/ image you were having of Hensel Electric India Private Limited
before getting Recruitment?

Table – 8

Percentage
Options Frequency
(%)
Satisfactory 40 50%

Average 29 36%

Unsatisfactory 11 14%

Total 80 100%

Interpretation:

It is interpreted from the table 50% of the respondents says Satisfactory with Hensel
Electric India Private Limited before getting Recruitment, 36% of the response for Average
and 14% for Unsatisfactory.

Chart – 8

Frequency Percentage (%)

U N S A T I S F A C T O RY

AV E R A G E

S A T I S F A C TO R Y
 9. Are you satisfied with salary package?

Table – 9

Options Frequency Percentage (%)

Satisfied 41 51%

Good 25 31%

Average 10 13%

Unsatisfied 4 5%

Total 80 100%

Interpretation:

It is interpreted from the table 51% of the respondents says Satisfied with their salary
package, 31% of the response for Good, 13% for Average and 5% of respondents are
Unsatisfied.

Chart – 9

Unsatisfaied 4 5%

Average 10 13%

Good 25 31%

Satisfied 41 51%

0 5 10 15 20 25 30 35 40 45
Frequency Percentage (%)
 10. Are you satisfied with your current job?

Table – 10

Options Frequency Percentage (%)

Yes 50 63%

No 30 38%

Total 80 100%

Interpretation:

It is interpreted from the table 63% of the respondents says Yes they are sa`tisfied with
their Job and 38% are not satisfied with their Job.

Chart - 10
11. Since how many years have you been working with this organisation?

Table – 11
No of years Frequency Percentage (%)
0 to 5 Years 40 50%
5 to 10 Years 33 41%
10 to 15 Years 5 6%
More than 15 years 2 3%
Total 80 100%

Interpretation:

It is interpreted from the table 50% of the respondents belongs to 0 to 5 years, 41% of
respondents belongs to 5 to 10 years, 6% of respondents belongs to 10 to 15 years and Only
3% of respondents belongs to More than 15 years.

Chart – 11

45

40

35 41%

30

25
20
33
15

10

5 6%
5 3%
0
2
0 to 5 Years 5 to 10 Years 10 to 15 Years More than 15 years

Frequency Percentage (%)

12. Is the organisation doing a timeliness recruitment and selection process.

Table – 12

Options Frequency Percentage (%)

Yes 42 53%
No 38 48%
Total 80 100%

Interpretation:

It is interpreted from the table 53% of the respondents says Yes, 48% of the response
for No on timeliness recruitment and selection process.

Chart – 12

No
48% Yes
52%
Yes
No
13. How would you rate the HR department’s performance in recruitment and
Selection?

Table – 13

Options Frequency Percentage

(%)
Poor 3 4%

Adequate 28 35%

Excellent 49 61%

TOTAL
80 100%

Interpretation:

It is interpreted from the table 4% of the respondents says Poor, 35% of the response
for Adequate, 61% Response for the Excellent.

Chart – 13

61%
Excellent
49

35%
Adequate
28

4%
Poor
3

0 10 20 30 40 50 60

Percentage (%) Frequency

14. Do you think the organisation looks for experienced employees in the
selection Process?

Table - 14

Options Frequency Percentage (%)

Yes 50 63%

No 30 38%

TOTAL 80 100%

Interpretation:

It is interpreted from the table 63% of the respondents says Yes company looking for
experienced people for the Job and 38% are response for NO.

Chart – 14

Frequency Percentage (%)

38%
NO

YES 63%
15. Which is the most important quality the organization looks for in a candidate?

Table – 15

Options Frequency Percentage (%)

Knowledge 12 15%
Past Experience 19 24%

Optimistic Nature 10 13%

Discipline 11 14%
Team work ability 25 31%
Other 3 4%
Total 80 100%

Interpretation:

It is interpreted from the table 15% of the respondents says knowledge, 24% response
for looking for past experience, 13% for Optimistic Nature is important, 14% response says
Discipline is important. 31% response for Team work ability, and 4% says other things.

Chart - 15

Frequency Percentage (%)

Other
4%
Team work ability
31%
Discipline
14%
Optimistic Nature
13%
Past Experience
24%
Knowledge
12 15%
16. Do you think organizations are using satisfactory methods of interview?

Chart – 16

Options Frequency Percentage (%)

Yes 56 70%

No 24 30%

TOTAL 80 100%

Interpretation:

It is interpreted from the table 70% of the respondents says Yes they are satisfied with
interview methods and 30% are says No because they are not satisfied with interview methods.

Chart – 16

60
70%

50

40

30

30%
20

10

0
Yes No

Frequency Percentage (%)

17. Is the resume screening and shortlisting method used by the organization
satisfactory?
Table – 17

Options Frequency Percentage (%)

Yes 60 75%

No 20 25%

Total 80 100%

Interpretation:

It is interpreted from the table 75% of the respondents says Yes they are satisfied with
resume screening and shortlisting method used by the organization and 25% are says No
because they are not satisfied with resume screening and shortlisting method used by the
organization.

Chart – 17

70

60 75%
50

40

30 60
20 25%
10 20
0
Yes No

Frequency Percentage (%)

18. How do you rate the selection policy of the organization?

Table – 18

Options Frequency Percentage (%)

Good 52 65%

Average 25 31%

Poor 3 4%

Total 80 100%

Interpretation:

It is interpreted from the table 65% of the respondents says Good they are satisfied
with selection policy, 31% are satisfied with Average level in selection policy and 4% of the
response are say poor selection policy is going on in organization.

Chart – 18

Frequency Percentage (%)

POOR 3 4%

AVERAGE
25 31%
65%
GOOD
52
19. Which method should be used for recruitment?

Table – 19
Options Frequency Percentage (%)
Structured 35 44%
Unstructured 10 13%
problem question 20 25%
case study question 6 8%
others 9 11%
TOTAL 80 100%

Interpretation:

It is interpreted from the table 44% of the respondents says organization uses
Structured recruitment process, 13% of the response says Unstructured way of recruitment,
25% of the employee says they give Problems and questions for recruitment process, 8% says
organization uses case study question to examine the candidate and 11% says other methods.

Chart - 19

9 11%

6 8%

20 25%

10 13%

35 44%

0 5 10 15 20 25 30 35 40

Frequency Percentage (%)

20. Do they follow different recruitment processes for different grades of employees?

Table – 20

Options Frequency Percentage (%)

Yes 70 88%

No 10 13%

TOTAL 80 100%

Interpretation:

It is interpreted from the table 88% of the respondents says Yes recruitment processes
is different for Grades, 13% of the employee says NO they follow the same process for
everyone.

Chart – 20

No
13%

Yes
No

87%
21. How many stages are involved in selecting the candidates?

Table – 21

Options Frequency Percentage (%)

Two 43 54%

Three 25 31%

More 12 15%

TOTAL 80 100%

Interpretation:

It is interpreted from the table 54% of the respondents says Two stages are in
recruitment process, 31% of the employee says Three stages are involved in selecting
candidate and 15% of the response says they have more stages are involved in interview
process.

Chart - 21

Two Three More

Two
54%
 FINDINGS
 50% of the respondents are from 21 to 30 Yrs age group.
 94% of the respondents are MALE. 6% are FEMALE.
 44% the respondents are Diploma. 31% are graduated.
 31% of the employee know about the job though online apps and internet.
 69% of the respondents are satisfied with the recruitment process by which they are
selected.
 44% response says BOTH internal and external are the sources for recruitment.
 56% response says organization is serious & positive on recruitment process.
 50% of the employee have Satisfactory image on the organization.
 51% of the employees are satisfied with their salary package.
 63% are satisfied with their current job.
 50% of the employees are working with this organization for 0 to 5 Years.
 53% of the respondents says Yes organization doing a timeliness recruitment and
selection process.
 61% respondents rate HR department as Excellent on recruitment and selection.
 63% respondents says organization always looking for experienced people.
 31% response says organization looking for team work ability from candidate.
 70% says Yes organizations are using satisfactory methods for interview.
 75% response says Yes resume screening and shortlisting method used by the
organization satisfactory.
 65% of the response for Good for selection policy of the organization.
 44% says organization use structured method for recruitment.
 88% says Yes organization follow different recruitment processes for different grades
of employees.
 54% response says Two stages are involved in recruitment process.
 SUGGESTIONS

The recruitment & selection policies of Hensel Electric fairly, systematic & sound. as there is always
scope for improvement the following recommendations are given below.

1. Advertisement policy of the company is very good and should include more systematic way of
advertisements.

2. Company should give much more importance for freshers also rather than only giving importance
to experienced people.

3. Interview process during the recruitment and selection process should be at its standard

4. Organization should gives more importance for campus recruitment process

5. Organization should provide more rewards , incentives for the employees it will help to make good
relationship with employees
 CONCLUSION

* The source of recruitment in the organization is totally based on both the factors i.e. internal and
External .

* The formal interview is conducted by the HRD .

* The recruitment of the prospective candidate for a particular post is based on experience , age ,
qualification and by reference .

* The selection process is totally based on skills , communication and technical qualities . A After
selection the employees are inducted for 1-5 days or more than 15 days .

The study concluded at HENSEL ELECTRIC INDIA PRIVATE LIMITED on EMPLOYEE

PERCEPTION TOWARS HR RECRUITMENT AND SELECTION PROCESS has collected and
the opinion of the employee has been analyzed and finds the merits and demerits in the process and
restructured the some of the process and it is following in the organization .
 QUESTIONNAIRE

Dear Sir/Madam,
I am DHANACHEZIYAN NV an MBA student of PALLAVAN COLLEGE OF
ENGINEERING. I am doing my project on “A Study on Recruitment and selection
process at Hensel Electric India Private Limited ''.

Please give your precious time to fill in these details.

NAME:
1. Age:
a) 21 to 30 Yrs b) 31 to 40 Yrs c) 41 to 50 Yrs d) 51 to above
2. Gender:
a) Male b) Female c) Others
3. Educational Qualification:
a) Below High School b) High School c) Graduation
d) Diploma
4. How did you know about the job?
a) Advertisement
e) Online - Apps b) Consultant c) Personal reference d) Campus
f) Others
5. Are you satisfied with the recruitment process by which you are selected?
a) Yes b) No
6. What are the sources for recruitment and selection?
a) Internal b) External c) Both
7. How was the approach of management during the recruitment?
a) Serious & Positive
b) Casual
c) Negative
8. What impression/ image did you have of Hensel Electric India Private Limited
before getting Recruitment?
a) Satisfactory
b) Average
c) Unsatisfactory
9. Are you satisfied with the salary package?
a) Satisfied
b) Good
c) Average
d) Unsatisfied
10. Are you satisfied with your current job?
a) Yes b) No
11. Since how many years have you been working with this organisation?
a) 0-5 years
b) 5-10 years
c) 10 to 15 years
d) More than 15 years
12. Is the organisation doing a timeliness recruitment and selection process.
a) Yes b) No
13. How would you rate the HR department’s performance in recruitment and Selection?
a) Poor
b) Adequate
c) Excellent
14. Do you think the organisation looks for experienced employees in the selection
Process?
a) Yes b) No
15. Which is the most important quality the organization looks for in a candidate?
a) Knowledge
b) Past Experience
c) Optimistic Nature
d) Discipline
e) Team work ability
f) Other
16. Do you think organizations are using satisfactory methods of interview?
a) Yes b) No
17. Is the resume screening and shortlisting method used by the organization satisfactory?
a) Yes b) No
18. How do you rate the selection policy of the organization?
a) Good
b) Average
c) Poor
19. Which method should be used for recruitment?
a) Structured
b) unstructured c) problem question d) case study question
e) others
20. Do they follow different recruitment processes for different grades of employees?
a) Yes b) No
21. How many stages are involved in selecting the candidates?
a) Two b) Three c) More
 BIBLIOGRAPHY
 https://www.hensel-electric.de/en-in/
 https://www.hensel-
electric.de/media/docs/docs_en/company/company_profile_en.pdf
 www.academia.edu
 www.researchgate.net
 www.ibef.org
 www.firstresearch.com
 https://www.linkedin.com/company/hensel-electric-india-private-
limited/?originalSubdomain=in
 https://www.dnb.com/business-directory/company-
profiles.hensel_electric_india_private_limited.126d67c33622b817d2ca49947ccf35d8.
html