TABLE OF CONTENTS

Page No.

Executive summary 9
Chapter1. Introduction 10
Human resource Planning 12
Recruitment and Selection 15

Chapter 2 Company Introduction 24

Introduction 35
Recruitment and Selection Procedure of Havells India ltd.
34

Chapter 3 Objective and Rational of Study 44

Chapter 4 Literature Review 46
Chapter 5 Research Methodology 52

Research Design. 53
Sample size 54
Research Tools 55
Action Plan for Data Collection 55

Chapter 6 Data Analysis 56

Chapter 7 Interpretations / Findings 82
Chapter 8 Suggestions and Recommendations 85
Chapter 9 Conclusion 88

Bibliography 91
Annexure 93

Page 1
 LIST OF FIGURES

FIGURES PARTICULARS

1. Parameters in % of Havells India ltd.

2. Various sources of Havells India ltd

3. Parameters of B.L. International

4. Parameters of Period Consultant

5. Parameters of Sony share

6. Parameters of Videocon

7. Parameters of Alcatel

8. Comparative effectiveness of Havells India ltd

Page 2
 LIST OF GRAPHS

GRAPHS PARTICULARS

1. Experiment of various market

2. Job description & analysis consideration

3. Consideration to sources of recruitment

4. Consideration given to test

5. Consideration to interviews

6. Consideration in selection criteria

7. Effectiveness of HR team

8. Effectiveness of Job analysis

Page 3
 EXECUTIVE SUMMARY

Havells started its operation in India in 1958 and since it is marching towards glory and has
many laurels to its name. My training period in this company has given me a lot of
confidence and exposure to what corporate world is. The project given to me is
“Recruitment and Selection”.
The Aim of the project is to determine the effectiveness of Recruitment and Selection
Policy in Havells India ltd. in comparative with other companies (Path InfoTech, EXL,
Period of Consultancy, Alcatel, Sony, and Videocon).
As we know that in order to run any company we search “right candidate for the right
job”. It is the initial step to run any organization because employees are the most important
asset of any organization. The success or failure of an organization is largely dependent on
the caliber of the people working therein. That’s the reason I have chosen this topic and
secondly it is major part of HR which is my subject of interest.
This research project reflects the working culture of Havells India ltd. as to how the
company uses various methods in recruiting and selecting the applicants in comparative
with other companies and in which areas it needs some improvement.

Page 4
 CHAPTER-1
INTRODUCTION

Page 5
 CHAPTER-1

INTRODUCTION
=================================================================

===============

As we know that the human resources are the most important asset of an organization. The
success or failure of an organization is largely dependent on the caliber of the people
working therein. Without positive and creative contributions from people, organizations
cannot progress and prosper. In order to achieve the goal or perform the activities of an
organization, therefore, firstly we need to plan proper manpower planning because it is the
essential process of getting the right number of qualified people into the right job at the
right time so that an organization can meet its objectives. It is a system of matching the
supply of people with openings the organization expects over a given time frame. After the
manpower planning we need to recruit people with requisite skills, qualifications and
experience to perform the activities of an organization. Therefore,
“Recruitment is a true sales function. A recruiter should uncover the needs of the applicants
and understand why they have those needs and the recruiter can then show how the
organization can specifically satisfy such needs”.
Recruitment provides a pool of applicants for selection. Selection is much more than
just choosing the best candidate. It is an attempt to strike a happy balance between what the
applicant can and wants to do and what the organization requires. Various selection tools
and techniques are used to find people with relevant qualifications who are willing to
accept the job offer and give satisfactory service and performance in the long run.

Page 6
HUMAN RESOURCE PLANNING

“Human Resource” may be thought of as “the total knowledge”, skills, creative abilities,
talents and aptitudes of an organization’s work force, as well as the values, attitudes and
benefits of an individual involved……… It is the sum total of inherent abilities, acquired
knowledge and skills represented by the talent and aptitudes of the employed persons.” Of
all the “Ms” in management (i.e., the management of materials, machines, methods,
money, motive power), the most important is “M” for men or human resources. It is the
most valuable asset of an organization, and not the money or physical equipment.
Human resources are utilized to the maximum possible extent in order to achieve individual
an organizational goals. An organization’s performance and resulting productivity are
directly proportional to the quantity and quality of its human resources.
Human resource or manpower planning is “the process by which a management determines
how an organization should move from its current manpower position to its desired
manpower position. ‘Through planning, a management strives to have the right number and
the right kind of people at the right places, at the right time, to do things which result in
both the organization and the individual receiving the maximum long-range benefit.
Human resource planning consists of a series of activities, viz.

A. Forecasting future manpower requirements, either in terms of mathematical

projections of trends in the economic environment an development in industry, or in
terms of judgmental estimates based upon the specific future plans of a company;
B. Making an inventory of present manpower resources and assessing the extent to
which these resources are employed optimally;
C. Anticipating manpower problems by projecting present resources in the future and
comparing them with the forecast of requirements to determine their adequacy, both
quantitatively and qualitatively; and

D. Planning the necessary program of requirement, selection, training, development,

utilization, transfer, promotion, motivation and compensation to ensure that future
manpower requirements are properly met.

Page 7
 HUMAN RESOURCE PLANNING PROCESS

Human Resource planning fulfills individual, organizational and national goals. The main
purpose is one of matching or fitting employee’s abilities to enterprise requirements, with
an emphasis on future instead of present arrangements.
Thus, Human Resource planning involves forecasting manpower requirement, preparing
manpower inventory to assess the internal supply of manpower, identification of manpower
gap which may be in the form of either surplus or shortage of manpower, and designing
action plans for bridging this gap. Organizational objectives and plans provide base for
manpower planning so that it is linked with the former.
Organizational Objectives and Plans:
The starting point of any activity in an organization is its objectives which generate various
plans and policies which provide direction for future course of action. Out of this direction,
various subsystems of the organization devise their own plans and program. Thus, each
subsystems plans and program are linked to organizational plans and policies. To the
extent, this linkage is not proper, a subsystem’s contribution to the achievement
organizational objectives is adversely affected. This is true with manpower planning too.
While going through its process, therefore, organizational policies with regard to effective
utilization of human resources should be identified and incorporated in planning process.
Forecasting Human Resource Requirement:
The first essential ingredient of manpower planning is the forecasting needs for
human resources in an organization over a period of time. Forecasting of human
resource requirements serves the following purposes:

1. To quantify the jobs necessary for producing a given number of goods; or

offering a given amount of service;
2. To determine what staff-mix is desirable in the future;
3. To assess appropriate staffing levels in different parts of the organization so
as to avoid unnecessary cost;
4. To prevent shortages of people where and when they are needed most; and

Page 8
 5. To monitor compliance with legal requirements with regard to reservation
of jobs.
Preparing Human Resource Inventory:
Inventory is a term which is normally used to counting of tangible objects like raw
materials and finished goods, etc. In the same way, inventory of human resources can also
be prepared. The basic purpose of preparing manpower inventory is to find out the size and
quality of personnel available within the organization to man various positions. Every
organization will have two major sources of supply of manpower: internal and external.
a). Internal labor supply: A profile of employees in terms of age, sex, education, training,
experience, job level, past performance and future potentials should be kept ready for use
whenever required. Requirements in terms of growth/diversification, internal movement of
employees must also be assessed in advance.
b). External labor supply: When the organization grows rapidly, diversifies into newer
areas of operations (merchant banking, capital market operations, mutual funds, etc. in case
of a bank) or when it is not able to find the people internally to fill the vacancies, it has to
look into outside sources.

Identification of Human Resource Gap:

Human Resource gap is the difference between manpower required at a particular time and
the personnel being available at that particular time. This gap can be identified on the basis
of forecasts for human resource needs and supply. This gap should be measured in respect
of various types of personnel because mere aggregate quantitative gap would not serve
much purpose. This gap may be of two types: surplus human resources and shortage of
human resources. Based on the analysis of this gap, action plans must be developed to
overcome this gap.

Action Plan: Various action plans are devised to bridge human resource gap. If there is
surplus of human resources either because of improper human resource planning in the past
or because of change in organizational plan, such as divestment of business or closing
down some businesses because of various reasons, action plans may be devised to printer
size through layoff, voluntary retirement, etc. If there is shortage of human resources,
action plan may be devised to recruit additional personnel.

Page 9
RECRUITMENT AND SELECTION PROCESS

The Recruitment and Selection process promotes successful hiring decisions that can truly
impact the success of the organization. The selection of a candidate with the right
combination of education, work experience, attitude, and creativity will not only increase
the quality and stability of the workforce, it will also play a large role in bringing
management strategies and planning to fruition.

RECRUITMENT

Recruitment forms the first stage in the process which continues with selection and ceases
with the placement of the candidate. It is the next step in the procurement junction, the first
being the manpower planning. Recruitment makes it possible to acquire the number and
types of people necessary to ensure the continued operation of the organization.

“Recruiting is the discovering of potential applicants for actual or anticipated

organizational vacancies. In other words, it is a ‘linking activity’ bringing together those
with jobs and those seeking jobs.”

Page
10
 FACTORS AFFECTING RECRUITMENT

Factors governing recruitment may broadly be divided as internal and external factors.

The internal factors are:

i. Recruiting policy of the organization;

ii. Human resource planning strategy of the company;
iii. Size of the organization and number of employees employed;
iv. Cost involved in recruiting employees, and finally;
v. Growth and expansion plans of the organization.

The external factors are:

i. Supply and demand of specific skills in the labor market;

ii. Political and legal consideration such as reservation of jobs for SCs, STs and so
on;
iii. Company’s image-perception of the job seekers about the company.

Page
11
SOURCES OF RECRUITMENT

Before an organization activity begins recruiting applicants, it should consider the most
likely source of the type of employee it needs. Some companies try to develop new sources,
while most only try to tackle the existing sources they have. These sources, accordingly,
may be termed as internal and external.

INTERNAL SOURCES:

Recruiting may be hiring to mind employment agencies and classified ads, but current
employees are often the best source of candidates. These include personnel already on the
pay-roll of an organization, i.e., its present working force, whenever any vacancy occurs,
somebody from within the organization is upgraded, transferred, promoted or sometimes
demoted. This source also includes personnel who where once of the pay-roll of the
company but who plan to return or whom the company would like to rehire, such as those
on leave of absence, those who quit voluntarily, or those on production lay-offs.

External Sources:

Firms can not always get all the employees they need from their current staff, and
sometimes they just don’t want to. . We will look at the sources firms use to find outside
candidates next. Normally, following outside sources are utilized for different positions.

Advertisement: Everyone is familiar with employment ads, and most of us have probably
responded to one or more. It is the most effective means to search potential employees
from outside the organization. Employment advertisement in journals, newspapers,
bulletins, etc., is quite common in our country. An advertisement contains brief statement
of the nature of jobs, the type of people required, and procedure for applying for these jobs.

Employment Agencies: Many organizations get the information about the prospective
candidates through employment agencies. In our country, two types of employment
agencies are operating. These are:
Page
12
 A. Public agencies operated by federal, state or local governments;
B. Private employment agencies

A. Public employment agencies: There are employment exchanges run by the

government almost in all districts. The employment seekers get themselves
registered with these exchanges. Normally, such exchanges provide candidates
for lower positions.
B. Private employment agencies: Private employment agencies are important
sources on clerical, white-collar, and managerial personnel. They charge fees
(set by state law and posted in their offices) for each applicant they place.

On Campus Recruitment: Many organizations conduct preliminary search of prospective

employees by conducting interviews at the campuses of various institutes, universities, and
colleges. This source is quite useful for selecting people to the posts of management
trainees, technical supervisor, scientist, and technicians. The organization hold preliminary
interviews on the campus on the predetermined date and candidates found suitable are
called further interviews at specified places.

Referrals and Walk- Ins: “Employee referrals” campaigns are another option. The firm
posts announcements of openings and requests for referrals in its bulletin and on its
wallboards and intranet; prizes or cash rewards that culminate in hiring. Employee referrals
have been the source of almost half of all hires at America Credit since the firm kicked off
its “you’ve got friends, we want to meet them” employee referrals program. Employees
making a referral receive $10 awards, with the payments spread over a year. As the head of
recruiting says, “Quality people know quality people. If you give employees the
opportunity to make referrals, they automatically suggest high caliber people because they
are stakeholders…..”

Internet Recruiting: A large and fast-growing proportion of employers use the Internet as a
recruiting jumped from 10% in 1997 to 75% in 2000. Infosys Technologies Ltd., for
example, gets over 1000 resumes a day from prospective candidates through the Net. The
HR manager has to key in his or her requirement and ‘profiles’ of candidates from the
company’s database get generated. There are a variety of websites available- in addition
company’s own website- where applicants can submit their resumes and potential

Page
13
employers can check for qualified applicants. (such as (i) www.jobsahead.com (ii)
www.headhunters.com (iii) www.naukri.com (iv) www.monsterindia.com (v)
www.timesjob.com etc.)

SELECTION

The size of the labor market, the image of a company, the place of posting, the nature of
job, the compensation package and a host of other factors influence the manner in which
job aspirants are likely to respond to the recruiting efforts of a company. Through the
process of recruitment, a 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”.

Selection Procedure

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps or stages. The objective of
selection process is to determine whether an applicant meets the qualifications for a
specific job and to choose the applicant who is most likely to perform well in that job. The
hiring procedure is not a single act but it is essentially a series of methods or steps or stages
by which additional information is secured about the applicant.

Page
14
STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is,

therefore, generally long and complicated. Many employers make use of such techniques
and pseudo-sciences as phrenology, physiognomy, astrology, graphology, etc., while
coming to hire decision. However, in modern times, these are considered to be unreliable
measures.

The following is a popular though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening;

2. Application blank- a fact-finder which helps one in learning about an applicant’s

background and life history;

3. Different types of test used to look at a candidate’s suitability for a job;

4. A well conducted interview to explore the facts and get at the attitudes of the applicant
and his family job and the

5. A physical examination-health and stamina’s are vital factors in success;

6. A reference check;

7. Final selection approval by Manager and communication of the decision to the

candidate.

Page
15
1. RECEPTION, INITIAL OR PRELIMINARY INTERVIEW OR SCREENING

The initial screening is usually conducted by a special interviewer to a high caliber

receptionist in the employment office. This interview is essentially a sorting process in
which prospective applicants are given the necessary information about the nature of the
jobs in the organization. The necessary information, then, elicited from the candidates
relating to their education, experience, skill, salary demanded, the reasons for leaving their
present jobs, their job interests and whether they are available for the job, their physical
appearance, age, “drive” and facility in speech. If a candidate meets with the requirements
of the organizational structure he is eliminated at the preliminary stage.

2. Application Blank or Application Form

An application blank is a traditional, widely accepted device for getting information. Corn
a prospective applicant which will enable a management to make a proper selection.

It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic
historical data from the candidate. The information required to be given in the applicant’s
own hand writing is needed to identify him properly and to draw tentative inferences about
his suitability for employment. Many types of application forms- some times very long and
comprehensive and sometimes brief- are used. Information is generally called on the
following items.

a. Biographical Data
b. Education Attainment
c. Work Experience
d. Salary
e. Personal Items
f. Other Items: Names and addresses of previous employers, reference etc.

Page
16
3. Selection Test:

Many organizations hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview, etc. Selection
tests normally supplement the information provided in the application forms. Such forms
may contain factual information about candidates. Selection tests may give information
about their aptitude, interest, personality, etc., which cannot be known by application
forms.

4. Interview:

Interview is the oral examination of candidates for employment. This is the most essential
step in the selection process. In this step, the interviewer tries to obtain and synthesize
information about the abilities of the interviewee and the requirements of the job. Several
types of interviews are commonly used depending on the nature and importance of the
position to be filled within an organization. These are Structured Interview, Non-
Structured Interview, Situational Interview, Behavioral Interview, Panel Interview, Stress
Interview, etc.

5. Medical Examination:

Medical examination is carried out to ascertain the physical standards and fitness of
prospective employees. Medical Examination can give the following information:

 Whether the applicant is medically suitable for the specific job or not;
 Whether the applicant’s physical measurements are in accordance with job
requirements or not.

But some organizations use this type of test.

Page
17
6. Reference Checks:

The use of references is common in most selection procedures, for it involves only a little
time and money and minimum of effort. The procedure places reliance on the evaluation of
former employers, friends and professional personnel. Checks on references are made by
mail or by telephone, and occasionally or by using reference form.

7. Hiring Decision:

The Line Manager concerned has to make the final decision now- whether to select or
reject a candidate after soliciting the required information through different techniques.
After taking the final decision, the organization has to intimate this decision to successful
as well as unsuccessful candidates. The organization sends the appointment order to the
successful candidates either immediately or after some time, depending upon its time
schedule.

Page
18
 CHAPTER-2
COMPANY INTRODUCTION

Page
19
 CHAPTER-2
COMPANY INTRODUCTION
===================================================
Havells India Limited is one of the largest electrical equipment companies
in India. In business since 1958, the company has products ranging from home
and kitchen appliances, lighting for domestic, commercial and industrial
applications, LED lighting, fans, modular switches and wiring accessories,
water heaters, industrial and domestic circuit protection switchgear, industrial
and domestic cables and wires, induction motors, and capacitors among
others.
Havells India owns some Indian brands like Havells, Lloyd, Crabtree,
Standard Electric, and Promptech. The company has 23
branches/representative offices with over 6,000 workers in over 50 countries.
Lloyd’s exclusive India’s first outlet is acquired by businessman Mr.Rajan
Bansal, the store is situated in western part of New delhi city, Paschim
vihar. As of 2016, it has 11 manufacturing plants in India located
at Haridwar, Baddi, Noida, Faridabad, Alwar, Neemrana, and Bengaluru. In
2014, Havells was listed 125th among 1200 of India's most trusted brands
according to the Brand Trust Report 2014, a study conducted by Trust
Research Advisory.

HAVELLS IN GLOBAL LEVEL

In late 1990s, Standard Electrical Company became a 100% subsidiary of the
company. The company gained IEC certification for industrial switchgear and
CSA certification for all manufacturing plants in 1991. Soon production
started in their plant located at Baddi, Himachal Pradesh for manufacturing

Page
20
domestic switchgear. Setting up a manufacturing plant for manufacturing of
ceiling fans at Noida, Uttar Pradesh.
In 1999, Havell's opened their first international sales office
in London through their wholly owned subsidiary company Havells U.K. Ltd.
In December 2004, placed 235 fully convertible debentures of Rs.1 lakh on
M/s. Shine Ltd., Mauritius and the debenture were converted in June 2006.
Attained the CE certificate for CFLs. In March 2005, Havells Started the
manufacturing of the Electric Fans at its plant located
near Haridwar, Uttarakhand and got an award for the KEMA certification by
The Dutch Council for Accreditation, making QRG the only group to attain
this certification in India. The company started their first R&D Centre
in Noida. In November 2005, Crabtree India merged with
Havells India adding a CFL production unit in Haridwar manufacturing plant.
Expansion at Alwar manufacturing plant for an increase of production
capacity and another expansion at the Baddi manufacturing plant and set-up of
an Export Oriented Unit started in that same year. In 2006, it became one of
India's first companies to get the ISI mark Certification from the Bureau of
Indian Standards for a complete range of CFLs. The company is setting up
new fully automatic water heater manufacturing plant
in Neemrana, Rajasthan.

HISTORY OF HAVELLS

IN 1958, QIMAT RAI GUPTA DROPPED OUT OF SCHOOL AND FOUNDED AN

ELECTRIC TRADING OPERATION IN THE ELECTRIC WHOLESALE MARKET
OF OLD DELHI. WITH AN INVESTMENT OF RS.10,000, HE STARTED HAVELL'S
INDUSTRIES. IN 1971, GUPTA BOUGHT HAVELLS BRAND FROM HAVELI RAM
GANDHI, AND IN NEXT FIVE YEARS HE STARTED THE FIRST

Page
21
MANUFACTURING PLANT AT TILAK NAGAR, NEW DELHI OF THE
REWIREABLE SWITCHES AND CHANGEOVER SWITCHES IN HIS KIRTI NAGAR
PLANT, NEAR NEW DELHI. IN NEXT FEW YEARS, HAVELLS STARTED TO SET
UP MANUFACTURING OF THE ENERGY METRES. LATER, IT ACQUIRED
TOWERS AND TRANSFORMERS LTD. AND TURNED IT INTO A PROFITABLE
MANUFACTURING ENERGY METERS COMPANY IN ONE YEAR. LATER, THE
COMPANY ENTERED MCBS MANUFACTURING AT BADLI, DELHI, IN A JOINT
VENTURE WITH GEYER, GERMANY.
IN 1974, THE COMPANY STARTED MANUFACTURING OF THE CHANGEOVER
SWITCHES PLANT AT SAHIBABAD, UTTAR PRADESH. IN 1980, THEY STARTED
MANUFACTURING CONTROL GEAR PRODUCTS AT
THEIR FARIDABAD, HARYANA PLANTS. LATER IN THE 1980S, THEY
ACQUIRED A MANUFACTURING PLANT AT ALWAR, RAJASTHAN FOR POWER
CABLES & WIRES. IN THAT SAME YEAR, THEY ENTERED INTO A JOINT
VENTURE WITH ELECTRIUM, UK FOR MANUFACTURING DORMAN SMITH
MCCB AND CRABTREE MODULAR PLATE SWITCHES. ACQUIRED AN
ELECTRIC CONTROL AND SWITCHBOARDS AT NOIDA FOR MANUFACTURING
CUSTOMISED PACKAGED SOLUTIONS. INTRODUCED HIGH-END FERRARIS
METERS IN JOINT VENTURE WITH DZG, GERMANY. ACQUIRED
CONTROLLING STAKE IN DUKE ARNICS ELECTRONICS (P) LIMITED
ENGAGED IN MANUFACTURING OF ELECTRONIC METRES—SINGLE-PHASE,
THREE-PHASE, MULTI-FUNCTION, TRI-VECTORS AND ALSO ACQUIRED
CONTROLLING INTEREST IN AN INDUSTRY MAJOR-STANDARD ELECTRICALS
LTD AND ALSO AN ACQUIRED BUSINESS OF HAVELLS INDUSTRIES LTD,
MCCB OF CRABTREE INDIA LIMITED AND MERGED ECS LIMITED IN THE
COMPANY TO CONSOLIDATE ITS AREA OF CORE COMPETENCE.

EXPENSION ERA
In 2007, Havells' creation of a capacitor manufacturing plant in Noida, Uttar Pradesh with
the capacity of 6,00,000 KVAr per month was completed. Later it acquired the lighting
business of a Frankfurt based company Sylvania, a global leader in the lighting business

Page
22
and now for the first time in its history, the company's turnover exceeded US$1 billion. By
2007, Havell's were well known for its electrical switches, energy meters and miniature
circuit breakers (MCBs). In March 2007, Havells acquired SLI Sylvania of Netherlands for
$300 million, making it the fourth largest lighting business in the world, worth over a
billion USD. This was, at that time, the biggest overseas takeover by an Indian electrical
equipment manufacturer. This takeover helped to give the Havells brand access to over
20,000 dealers across Latin America, Europe, Asia and Africa. The combined Havells-
Sylvania generated over a $1 billion in revenue with more than 60% coming from
international sales.
Due to past mergers, Havells’ portfolio includes many well-known brands like Crabtree,
Sylvania, Concord, Luminance, Linolite & SLI Lighting. In 2008, it became one of the first
Indian CFL manufacturers to have adopted RoHS, European norms on the restriction of
hazardous substances in CFLs. In October 2008, Havells moved to its new corporate
headquarters, QRG Towers located in Noida. With an investment of Rs. 50 crore in Global
Centre for Research and Innovation (CRI) construction of a fully automatic plant for
Havells Lafert Motors at Neemrana also started in that same year. In 2010, it acquired
100% interest in Standard Electricals to set up the world's first new generation CMH lamp
plant at Neemrana. In 2012, Indian actor Rajesh Khanna endorsed Havells Fan TVC titled
Havells Fans Forever.
In September 2013, Havells launched domestic pumps for the Indian market. Initially, the
company plans to launch the monoblock pumps and expand the product range gradually.
Monoblock pumps of Havells are being manufactured at Neemrana Motor factory using the
production capacity of the unit. [8]
Vision

Growing To Be The Best

Havells India aims to be the ‘Best Company’ in India by the year 2020. ‘Best Company’ in
terms of both the internal workplace environment as well as the external context in which
the company operates- Samsung aims to grow in India by contributing to the Indian
economy and making the lives of its consumer simpler, easier and richer through its
superior quality products
“Our aim to gain technological leadership in the Indian marketplace even as our goal is to
earn the love and respect of more and more of our Indian consumers”

Page
23
AREAS OF BUSINESS

 Building Circuit Protection

 Miniature Circuit Breaker
 Industrial Circuit Protection
 Motors
 Professional and Consumer Lighting
 LED Lights and Bulbs
 Small Domestic Appliances
 Air Purifiers
 Air Coolers
 Capacitors
 Ceiling Fans, Table Fans, Pedestal Fans, Wall Fans, Exhaust Fans
 Water Heaters
 Water Purifiers
 Domestic Water Pumps
 Electrical Wire Accessories
 Personal Grooming Equipments

KEY FACTS
Founded : 1958
MD and CEO : Anil Rai
Head Office : NOIDA, Uttar Pradesh
Manufacturing Facility: NOIDA
Number of Employees: 6000

Page
24
RECRUITMENT AND SELECTION PROCEDURE AT HAVELLS
INDIA LTD.

Havells India ltd. translates its business strategy into a manpower plan and develop a
recruitment program accordingly, which will enable it to attract and select people with the
appropriate combination of experience, skills and knowledge.

Objectives

The main objectives of the Recruitment Policy are outlined as follows:

 Build the Havells India ltd. brand in the job market

 Ensure availability of the “right” talent at the “right” time
 Evaluate through a scientific process that ensures the right fit between the
organization and the candidate.

Recruitment Procedure

A. Manpower process

 Manpower Forecasting

1. The overall annual business plan for the company breaks down into plans and
targets for each individual department. Each department calculates their grade wise
manpower requirements based on the staffing norms, and provide quarterly and
monthly manpower requirements to corporate HR.
2. Based on the attrition trends and manpower requirements, all the respective Head of
Departments arrive on the manpower numbers along with Head-HR and obtain on
MD’S approval.
3. The projected requirements for the year must reach Head-HR, latest by the first
week of January every year.

Page
25
  Manpower Inventory

HR prepares the current manpower status of each department, including an analysis of the
current manpower at each location, grade and skill summary.

 Identifying Manpower Gaps

The existing number of employees and their skill levels compared with the forecasted
requirements to identify qualitative and quantitative gaps. Options for the redeployment
through retaining, transfers, promotions are considered. Where these options do not exist,
options for recruiting from external sources are taken into account.

 Manpower Plans

On the basis of identified gaps, HR prepares on overall manpower plan which provides
adequate lead time for transfers, retaining, promotions and external hiring. The plan
contains details on:

 Department wise numbers for transfers, retaining and promotions.

 Department wise numbers for external recruitment.
 The final manpower plan prepares. Once completed, it will be put up for approval
by all the department heads and Managing Director.

B. Preparing Job Description and Person Specification

Each position in the organization has detailed job description including the following:

 Description of profile to be handled

 Department/Location/Region
 Reporting relationship-Designation
 Whether the position is budgeted – in case of a new vacancy or replacement-
mention details of last incumbent
 Qualifications- Essential/Desired
 Position in the hierarchy/Organization Structure

C. Raising Manpower Request

Page
26
The hiring managers raise the manpower request using the following format and to HODs
for their approval using MR form.

Particulars Details

Date of initiation __________

JD Code __________

Position __________

Reporting Relationship (Designation) __________

Location __________

Region __________

Date of closing the position __________

 The manpower request rises through My Single by the hiring managers. Regional
HR managers notify HO-HR and Head-HR while seeking HOD approval.

 Once the vacancy is filled, My Single MRF approval in hard copy along with the
signatures of Head-HR documented in the personnel file for selected candidates.
Head-HR signs the manpower request form once the vacancy is filled.
 All requests for a new position must be sent to HR in a Manpower Requisition
Form after approval from the HOD, Human Resource manages the process of
recruitment and selection with inputs from the line function.

D. Sources of recruitment

Generally the sources of recruitment are categorized into two parts:

 Internal Recruitment
 External Recruitment

Page
27
  Internal Recruitment:

The company believes in offering opportunities for growth and carrier progression to its
employees; thus each time a requirement arises, internal recruitment is a preferred mode.
For every vacancy arises below level, an option of filling the post initially is considered.
HR places an advertisement on the intranet. The advertisement contains the following
details:

a. Job Profile
b. Education qualifications, Skills, Experience
c. Last date of receiving Applications
d. Contact person in HR

All applications are screened for the eligibility against pre-determined criteria for the
vacancy. HR prepares a list of eligible applicants and seeks approval from the respective
Reporting Manager and Departmental Head. If approval is given, HR sends notification to
the eligible candidates via email. Applicants who are not found eligible are also be notified
as via email.

Page
28
ELIGIBLE CANDIDATES UNDERGO A PANEL INTERVIEW.

If no suitable applicants apply within one week from the date of posting the advertisement,
external recruitment is initiated.

 External Recruitment:

The vacancies can be filled through the following channels:

 Candidates walking in/ sending their CVs directly

 Job Portals
 Havells India ltd. Site (thru hrindia@Havells India ltd..com)
 Consultants
 Campus Recruitment

Hiring team work on each position as per the following:

S. No. Position Lead time for closure

1. Up to Asst. Manager 30 calendar days

2. Managers 45 calendar days

3. Sr. Manager& DGM 45 calendar days

4. GM& Above 60 calendar days

 The team spend at least 1 week in searching for the right candidate through sources
other than consultants.
 Lead time calculated as follows: Date of receiving come regarding the vacancy-
Date of candidate signing the LOI & committing a joining date after serving the
notice period.

Page
29
  The lead time is communicated to the HODs/Regional Managers by Head-HR at the
time of communication of the opening to HR.

 Direct CVs/Job Portals/ Havells India ltd. Site/Consultants:

The CVs received through consultants, directly received CVs, job portals& Havells
India ltd. site is stored in the CV database.

 Campus Recruitments:

Campus recruitment is used for fresh graduates/postgraduates who are taken as

Executive Trainees and Management Trainees or for individuals joining at entry-level
positions in the company.

If candidate possess less than one year of work experience, he/she treats as a fresh hire
(entry level recruitment).

 Trainee Schemes

 Management Trainees

Depending upon the requirements projected in the manpower plan, the company recruits
Management Trainees from Management Institutes in the country.

 Sourcing of Trainees

Management trainees are sourced from Management Institutes across the country.

The selection criteria for institutes are described below:

 Campus rating through publications: HR refers to the Campus ratings published

in the Business Magazines, available in the country and arrive at average
campus ratings. For the current year the company will target institutes that are
ranked between 15th and 20th ranks according to the ranking developed. It is
further recommended that by the year 2013-2014.

Page
30
  Recruitment days given: The company gives preference to the Institutes who are
willing to give either day 0, 1 or 2
 Campus Specialization: Relevance of courses offered to the company’s
business.
 Campus Relationship: The Company develops close relationships with targeted
campus by hiring large numbers, conducting events, taking summer trainees,
sending senior managers for lectures etc.
 Positioning of Trainees

Selected trainees are positioned at the following grades:

Fresh Graduates: Student with a Masters in Business Administration is placed at the

Management Trainee grades and gets confirmed in level…… After successful completion
of the training period.

Experience: Student with relevant work experience of 1-3 years give weight age but takes
as Management Trainee.

E. Recruitment Process

The recruitment process for the Management trainees is as follows:

 HR initiates the campus recruitment process by sending the company’s literature to

the campus, one month before the proposed date of recruitment. This contains
brochures of the company literature containing information about the company, the
job profile and the remuneration package.
 SIEL representatives to the campus include:

HO HR/Regional HR

Regional Manager/Regional Functional Manager

 Pre Placement Talks:

HR coordinates with the Placement Cell of short listed Institutes and schedule Pre
Placement talks (PPT)

Page
31
The HR head and Regional Manager inform the Pre Placement Team. The following
information is carried to the Pre Placement Talks:

 A Pre Placement (PPT) for 30 minutes, covering Havells India ltd. Corporate
Video, Position Profile and growth chart, Increments, GPMS and Company
policies,
 Application Blanks,
 Number of job openings

Selection Process

A. Eligibility Criteria:

The following eligibility criterion is used to short list applicants from various Institutes:

 A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program

 Projects undertaken at the summer trainee/internship level
B. Screening of Application Blanks:

The placement Coordinator/Administrative Offices short list candidates on the basis of

predetermined eligibility criteria and send the list of short listed students to the company at
least one week before the date of campus interviews. HR will then the application blanks
that are received and short list them a second time according to the eligibility criteria.

C. Selection Criteria:

The candidates qualifying the %/CGPA criteria are considered for the selection rounds. The
weight age for the selection exercises are as under:

S. No. Exercise Weight age (%)

1. Group Discussion 20

2. Psychometric Analysis 30

3. Panel Interview 50

Page
32
F. Letter Of Intent:

Selected candidates are issued a letter of intent on the spot. Appointment letters are issued
upon joining.

a) Trainee Scheme

Once selected, all the trainees are provided with an HR brochure that lists the details of the
trainee scheme are outlined below:

 Travel:

Management Trainees are provided with AC class Train Fare from home to the company.
Conveyance expenses such as travel (taxi) from the Railway station to the place of posting
etc. are provided.

 Accommodation:

Trainees are provided with shared accommodation. Guest House is provided for one month
for outstation candidates.

 Training Program:

The training period is for six months. The details are given below:

 A three day induction period held for all trainees by the top Management on the
vision, mission and company policies.
 All trainees spend one week in each function for a period of ………….. Weeks.
 Trainees undertake 2 projects in 2 other functions than their specialization.
 A combined test for all the departments and functions it is prepared by persons
nominated in HO by HODs. It is conducted and evaluated by RHR and sent to
HO-HR.

Page
33
  Detailed feedback session is conducted by HR and sent to HO-HR and handover
to respective departments/branches.

G. Performance Evaluation and Placement:

Upon completion of the training period, all trainees undergo performance evaluation.

 Process:
 Trainees are required to present a report of the projects they have undertaken to the
Department Head at the end of the training period.
 HR schedules a performance interview for every management trainee. The panel for
interview consists of one cross- functional head, Departmental head and HR
Manager.
 The trainee is assessed on the projects completed and a number of parameters listed
in the “Trainee Evaluation Form”.
 The Performance Evaluation Panel recommends a confirmation separation as per
the trainee’s performance. Upon receiving the evaluation and recommendation, HR
issues a confirmation letter to the trainee confirming him/her at level.

Page
34
 CHAPTER-3
OBJECTIVES
&
RATIONALE OF STUDY

Page
35
 CHAPTER-3

OBJECTIVES AND RATIONALE OF STUDY

================================================================================

OBJECTIVES
It is divided in two categories:
Primary Objective: To analyze the effectiveness of recruitment and selection procedure in
Havells India ltd..
Secondary Objective: To highlight the recruitment and selection policies of the companies.
RATIONALE STUDY
Havells India ltd. is a globally known consumer electronic company. It is a world famous
big company. In order to run any company we search “right candidate for the right job”. It
is the initial step to run any company because employees are the most important asset of
any organization. The success or failure of an organization is largely dependent on the
caliber of the people working therein. That’s the reason I have chosen this topic and
secondly it is major part of HR which is my subject of interest.
With the help of this topic I want to know about the recruitment and selection policies of
the companies and try to make more effective in Havells India ltd.. And it would be helpful
for me for the future perspective.

Page
36
 CHAPTER-4
LITERATURE REVIEW

Page
37
 CHAPTER-4
LITERATURE REVIEW
================================================================================

Information Value of Recruitment and Selection

In early recruitment stage, organizations have to make several important decisions

concerning the characteristics of the information they provide. The medium, the level of
accuracy or realism, the amount and nature of the information, might all affect both pre-
hire outcomes (e.g., prospects’ willingness to apply) and post-hire outcomes (e.g. early
turnover).
Realistic job previews (RJPs) are undoubtedly the most well-known recruitment
procedure pertaining to provision of information. Through the use of RJPs, both favorable
and unfavorable information is provided to applicants in order to reduce post-hire turnover.
In the first published account of a RJP experiment more than 40 years ago, (Wits, 1956)
lauded the potential usefulness of having potential employees’ expectations as realistic as
possible.
During this research, equivocal accounts of the effectiveness, rationale and related
techniques devised to improve a variety of organizational outcomes (job satisfaction,
performance, job tenure, commitment) have been reported.
Several studies have examined the relationships between the amount of information
provided in recruitment materials and job seekers’ willingness to apply for the job
described (Barber & Roiling, 1993; Gate wood, Gowon, & Lautenschlager, 1993; Herriot
& Roth well, 1981; Mason & Belt, 1986). The results of these studies generally show that
recruitment materials should be informative; that they should address a range of job and
organizational attributes; and that they should provide specific information about those
attributes (Barber, 1998). Based upon detailed information about job requirements less
qualified prospects will lose interest. Qualified prospects, on the other hand, are more
likely to respond to ads when they provide specific information on what the organization
has to offer. However, before strong conclusions can be drawn, additional replication is
needed. More specifically, we need more studies on the relationships between online
advertisements and applicant attraction. Furthermore, Barber suggested that “it may well be
that the positive relationships between [potential] applicant reactions and information holds

Page
38
only up to a point: if recruitment materials contain too much information, they may
overwhelm applicants and have a less positive.
Also frequently reported in the recruitment literature is the positive relationship
between applicant attraction and the amount of information provided by the recruiter
during the interview (Harris & Fink, 1987; Linden & Parsons, 1986; Maurer, Howe, & Lee,
1992; Powell, 1984; Ryes & Miller, 1983; Turban & Dougherty, 1992). Thus, informative
recruiters are generally preferred to uninformative ones. Yet, recruiters are unlikely to
present exceptionally large amounts of information about the organization, since they have
to acquire information about the applicant’s qualifications as well within the limited time
available.

Many studies have been conducted to investigate the relationship between applicants’
perceptions of recruiter traits and behaviors and their perceptions of the organization itself.
There is plenty of evidence indicating that recruiter traits (e.g., warmth, empathy, sincerity)
and recruiter behaviors (e.g., informative ness, job knowledge) have a direct influence on
applicant attraction (e.g., Harris & Fink, 1987; Powell, 1991). More recent research,
however, suggests that this effect is fully mediated by applicants’ perceptions of job and
organizational attributes (e.g., Turban, 2001; Turban, Floret, & Hendrickson, 1998). As
with recruiters, selection procedures are believed to provide signals about the company’s
broader characteristics (e.g., efficiency, profitability). It is suggested that virtually all pre-
screening and selection methods convey some sort of information to the applicant
(Anderson, 2001; Anderson & Ostroff, 1997). For instance, selection methods may inform
applicants on job activities, work roles, personnel procedures, and the organizational
context, including its goals values and climate (Anderson & Ostroff, 1997; Iles &
Robertson, 1997). Obviously, some selection methods are more informative than others.
Situational interviews, being constructed from critical job-relevant incidents, and realistic
job previews in principle pose candidates with a number of highly relevant and informative
scenarios. Cognitive ability tests and personality tests, on the other hand, convey less
information.

Page
39
 CHOICE OF RECRUITMENT SOURCE

Research on job information sources has usually made a distinction between formal
versus informal recruitment sources. Formal job information sources involve the use of
formal intermediaries such as placement offices, and recruitment advertisements. In
contrast, informal job information sources do not involve the use of formal intermediaries
(e.g., friends and relatives). Barber (1998) gave the following overview of the various
recruitment sources: “Traditional sources include employee referrals, employment agencies
(including campus placement offices and executive search firms), newspaper or radio
advertisements, and unsolicited applications or “walk-ins”. More recently, organizations
have turned to alternative sources, such as on-line (internet) hiring services, job fairs, and
competitors’ layoffs/ outsourcing programs as means of identifying candidates (Glickstein
& Ramer, 1988)” (p. 22).

The relationship between recruitment sources and post-hire outcomes is one of the
most intensely researched aspects of recruitment. Interestingly, little is known about the
relationship between recruitment sources and more proximal recruitment outcomes, such as
the identification and attraction of applicants (Barber, 1998). Given the scope of this paper,
I will concentrate on the relationship between recruitment sources and turnover. Most
studies on the effectiveness of recruitment sources have found that applicants who were
recruited along ‘informal’ recruitment sources (e.g., rehires, referred applicants, walk-ins)
tend to have lower turnover than applicants hired via ‘formal’ sources (e.g., newspaper ads,
employment agencies) (Blab, 1990; Breughel, 1981; Breughel & Mann, 1984; Decker &
Cornelius, 1979; Gannon, 1971; K Granovetter, 1974; Quagmire, 1982; Reid, 1972; Saks,
1994; Ullman, 1966; in Ryes, 1991). Other studies have provided only moderate support
for this. Caldwell and Spivey (1983), for instance, found that for White employees,
informal recruitment sources (e.g., employee referrals, in-store notices) were associated
with longer tenure. For Black employees, on the other hand, more formal sources (e.g.,
employment agencies, media announcements) were associated with longer tenure. Other
studies failed to find a positive relationship between referrals and employee tenure
(Linnaean & Blab, 2003; Sarnoff, Barclay, & Bass, 1985; Taylor & Schmidt, 1983).

Page
40
Individual differences hypothesis

According to this hypothesis, formulated by Schwab (1982), applicants

drawn from alternative sources constitute samples from different applicant populations.
This means that recruitment sources might differ in the kind of applicants they reach, and
that these differences in applicants might result in different post-hire outcomes, such as job
tenure (Barber, 1998). Differences in applicants usually bear reference to demographic
characteristics (e.g., age, location, educational level), instead of psychological criteria, such
as motivation, despite the theoretical importance of the latter (Buyers’, De Witte, &
Martens, 2014). For example (from Taylor & Schmidt, 1983, p. 345), a recruitment
advertisement aired only on daytime television would be expected to reach a different
group of people than would a radio advertisement broadcast during heavy commuting
hours. Presumably, individuals recruited from different sources vary in abilities affecting
job performance as well as in values influencing job satisfaction and related participation
behaviors, e.g., attendance and tenure.

Empirical Research on Source Effects

Taylor and Schmidt (1983) tested the realistic information and individual
differences hypotheses on a sample of packaging plant employees. Selected individual
characteristics (e.g., height, weight, shift preference) were included in the research to test
the latter hypothesis. Characteristics were chosen because of their anticipated relationship
to the dependent variables (attendance, performance, and organizational tenure). The
results showed that recruitment sources (referrals, newspaper ads, public employment
office referrals, radio ads, rehire).
Breughel and Mann (1984) also tested individual differences and
realism as competing hypotheses. The sample for their study consisted of 98 social service
workers. The relationships between recruitment source (newspaper ads, employee referrals,
and direct applicants/ walk-ins) and two outcome variables (performance and turnover)
were examined. Information on realistic job expectations and several individual difference
variables (demographics, applicant quality, and perceived ease of movement) was also
gathered. It was found that direct applicants had higher performance and slightly better

Page
41
retention than applicants recruited through other sources. It was also found that employee
referrals (retrospectively) reported having more realistic expectations than did the other
sources, supporting the realism hypothesis. Concerning the individual differences
hypothesis, applicant quality and perceived ease of movement were not found to differ
across sources.
Blab (1990), using a sample of bank tellers, examined the
relationship between four recruitment sources (newspaper direct applicants/ walk-ins, and
referrals) and employee performance. It was found that direct applicants had higher
performance than applicants recruited through other sources. In addition, it was found that
direct applicants had higher ability scores than applicants from other sources, supporting
the individual differences hypothesis. Less support was found for the realism hypothesis, in
that referrals, not walk-ins, had the most realistic knowledge at the time of hire. As did
Breughel and Mann (1984), Blab used a retrospective measure to assess the realism of
information.
Griffiths et al. (1997) used structural equations modeling (SEM) analyses to test
the realism and individual differences hypotheses in a sample of 221 newly hired nurses. In
addition, they used a greater variety of indicators of realism than are typically employed,
assessing not only met expectations, but also role clarity, commitment to job choice, and
coping skills. The results showed that recruitment sources were associated with individual
differences and also with realism. Furthermore, realism was found to mediate source
influence. School and walk-in sources influenced coping efficacy, commitment to job
choice, and role clarity. There realism processes in turn affected most workplace outcomes
(e.g., job satisfaction, withdrawal cognitions, and turnover). However, the study also found
direct effects of recruiting source on post-hire outcomes. As a result of this finding, Griffith
et al. concluded that more research on mediating processes is needed.

The relationship between recruitment sources and turnover has been studied
intensively in the past. Overall, the accumulated evidence suggests that such relationships
are quite weak (Williams, Labe, & Stone, 1993). In light of these findings, optimizing a
valid predictor-based selection strategy is probably more profitable than focusing on
negligible relationships between recruitment sources and turnover (Williams et al., 1993,
cited in Casco, 1998).

Page
42
 CHAPTER-5
RESEARCH METHODOLOGY

Page
43
 CHAPTER-5
RESEARCH METHODOLOGY
===============================================================================

RESEARCH DESIGN

Every research project conducted scientifically has a specified framework for controlling
the data collected. The framework is called Research Design.
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure.
1. The objectives are specified with sufficient accuracy to ensure that data collected is
relevant.
2. The data collection methods used is Questionnaires and Structured Interviews. While
designing data collection procedure, it was ensured that the data collected is unbiased
and reliable.
3. The questions are prepared in a clear, understandable, and relevant to the objective
specified to ensure accuracy.
4. The sampling design used is Random Sampling.
Sample Size
To determine the effectiveness of Recruitment and Selection Policy of Havells India ltd.,
a sample size of 8 companies was collected. The respondents were basically the HR
managers, members from the recruitment and selection department.

The names of the 8 companies are listed below:

 Path InfoTech
 EXL
 BL International
 Period Consultancy Services Pvt. Ltd

Page
44
  Sony
 Videocon
 Alcatel
 Havells India ltd.
RESEARCH TOOLS AND QUESTIONNAIRE

For the accomplishment of my project I designed an open-ended questionnaire the aim of

which was to understand the HR policies for recruitment and selection of various
companies so that benchmark can be set for the same for the betterment of the
organization. With the help of this questionnaire I conducted a number of surveys and
collected the data. Interview of concerned authorities of the companies was conducted to
get well versed with the recruitment and selection procedure of various companies and to
determine their effectiveness.

ACTION PLAN FOR DATA COLLECTION

Accurate action plan for data collection is the most important aspect of a fair report. To
accomplish my report in a accurate and in a fine way I made an action to achieve the
same.
The data for the present research study was collected by with the help of the following
two methods of data collection:

 The Primary Method for Data Collection

 The Secondary Method for Data Collection

The Primary Data Collection:

1. A Structured questionnaire with concrete and specified question was prepared

with the help of the industry guide, which covers all the aspects to know about the
recruitment and selection policies of the companies to determine the effectiveness
of Havells India ltd. in recruitment and selection.

Page
45
 2. To collect the data firstly, I found the addresses and phone no. of the companies
on the net and took appointments.

3. The questionnaire was distributed to a sample size of 8 companies including

Havells India ltd. from in this way that the overall objective of the research is
achieved in a proper manner.

4. Some of the data was collected by conducting Structured Interviews and E-Mails.

5. Personal Interactions with the HR Managers, Senior Level Managers and other
members of the HR team to take the feedback of recruitment and selection
procedures of the company.

Secondary Data Collection:

The secondary data was collected by two sources. These are:

1. Data collected regarding with the recruitment and selection procedure of Havells
India ltd. from the Company manuals.

2. Access corporate intranet website.

Page
46
 CHAPTER-6
DATA ANALYSIS

Page
47
 CHAPTER-6
DATA ANALYSIS
===============================================================================

Data Analysis
In order to determine the effectiveness of recruitment and selection policy of Havells
India ltd. I have divided my questionnaire in eight parameters. These are listed below:

1. Experience
2. Job description and Job analysis
3. Sources of recruitment
4. Types of tests adopt for selecting candidates
5. Types of interviews
6. Final criterion for selection
7. Effectiveness of HR team
8. Effectiveness of job analysis

On the basis of these parameters I have measured the effectiveness of recruitment and
selection process of Havells India ltd. with different companies and I have found in
which areas it needs improvement.

The analysis is divided into two categories:

1. Firstly, it is shown the percentage of effectiveness of the individual companies on the

eight parameters mentioned above:

Page
48
1. Is there a policy stating the organization’s philosophy on recruitment
And selection?

CHART I

Experience
Path infotech
Job description and job analysis

Sources of recruitment

80.40% 64% Types of test adopt for selecting

82.30% candidates.
82.70%
Types of interviews

Final criterion for selection

57% 65%
78.57% 100% Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE
Experience 64%
Job description and job analysis 82.30%
Sources of recruitment 65%
Types of test adopt for selecting candidates. 100%
Types of interviews 78.57%
Final criterion for selection 57%
Effectiveness of HR team 82.70%
Effectiveness of job analysis 80.40%

Page
49
2. Is there a formal process in place for identifying job vacancies?

CHART II

EXL Experience

Job description and job analysis

Sources of recruitment
72% 65.70%
70.30% Types of test adopt for selecting
78.57%
candidates.
Types of interviews

57% 80% Final criterion for selection

100% 87.50% Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE
Experience 65.70%
Job description and job analysis 70.30%
Sources of recruitment 80%
Types of test adopt for selecting candidates. 87.50%
Types of interviews 100%
Final criterion for selection 57%
Effectiveness of HR team 78.57%
Effectiveness of job analysis 72%

Page
50
3. Is a job analysis conducted for each company?

CHART

Experience
BL International
Job description and job analysis

Sources of recruitment
77.40% 65%
Types of test adopt for selecting
42.86% 79.40% candidates.
Types of interviews

56% Final criterion for selection

70%
57.14% Effectiveness of HR team
62.50%
Effectiveness of job analysis

Page
51
4. Does
PARAMETERS IN PERCENTAGE
the job
Experience 65%
Job description and job analysis 79.40%
Sources of recruitment 70%
Types of test adopt for selecting candidates. 62.50%
Types of interviews 57.14%
Final criterion for selection 56%
Effectiveness of HR team 42.86%
Effectiveness of job analysis 77.40%
analysis accurately identify the essential ‘can do’ skills
Needed (i.e. skills, abilities, knowledge, education and experience)?

CHART IV

Page
52
 Peridot consultant
Experience

Job description and job analysis

71.60% 60% Sources of recruitment

71.43% 70%
Types of test adopt for selecting
candidates.
Types of interviews
60%
74% Final criterion for selection
85.71% 87.50%
Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE
Experience 60%
Job description and job analysis 70%
Sources of recruitment 60%
Types of test adopt for selecting candidates. 87.50%
Types of interviews 85.71%
Final criterion for selection 74%
Effectiveness of HR team 71.43%
Effectiveness of job analysis 71.60%

5. Does the job analysis accurately identified the essential ‘will do’ skills
Needed (i.e. leadership, interpersonal, entrepreneurial, communication
And good attitude)?

CHART V

Page
53
 Sony Experience

Job description and job analysis

Sources of recruitment
88.20% 78%
Types of test adopt for selecting
82.86% 90.10%
candidates.
Types of interviews

70% Final criterion for selection

78%
85.71% 87.50% Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE
Experience 78%
Job description and job analysis 90.10%
Sources of recruitment 70%
Types of test adopt for selecting candidates. 87.50%
Types of interviews 85.71%
Final criterion for selection 78%
Effectiveness of HR team 82.86%
Effectiveness of job analysis 88.20%

6. Does the policy contain procedures to guide managers through the

Recruitment and selection process?

CHART VI

Page
54
 Videocon Experience

Job description and job analysis

74.40% 70% Sources of recruitment

85.71% 70.20% Types of test adopt for selecting

candidates.
Types of interviews
70% Final criterion for selection
62%
78.57% 87.50%
Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE
Experience 70%
Job description and job analysis 70.20%
Sources of recruitment 70%
Types of test adopt for selecting candidates. 87.50%
Types of interviews 78.57%
Final criterion for selection 62%
Effectiveness of HR team 85.71%
Effectiveness of job analysis 74.40%

7. Is consideration given to internal candidates for all or some job

Openings before outside recruitment begin?

CHART VII

Page
55
 Alcatel
Experience

Job description and job analysis

82.30% 62% Sources of recruitment
81.10%
85.71%
Types of test adopt for selecting
candidates.
Types of interviews
68%
70%
Final criterion for selection
92.86% 100%
Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE
Experience 62%
Job description and job analysis 81.10%
Sources of recruitment 68%
Types of test adopt for selecting candidates. 100%
Types of interviews 92.86%
Final criterion for selection 70%
Effectiveness of HR team 85.71%
Effectiveness of job analysis 82.30%

8. Are recruitment strategies (methods to obtain qualified candidates) set

before recruitment begins?

CHART VIII

Page
56
 Experience
Samsung
Job description and job analysis

Sources of recruitment
87.20% 85%
Types of test adopt for selecting
82.86% 90% candidates.
Types of interviews

Final criterion for selection

74% 70%
92.86% 87.50% Effectiveness of HR team

Effectiveness of job analysis

PARAMETERS IN PERCENTAGE
Experience 85%
Job description and job analysis 90%
Sources of recruitment 70%
Types of test adopt for selecting candidates. 87.50%
Types of interviews 92.86%
Final criterion for selection 74%
Effectiveness of HR team 82.86%
Effectiveness of job analysis 87.20%

 Secondly, it is shown the comparative effectiveness of these companies on

the eight parameters mentioned above:
1. Which method is generally used to recruit the employees in your Organization?
GRAPH I

Page
57
 Consideration to Experience
Experience consideration in
85%
90 78%
80 64% 65.7% 65% 70%
70 60% 62%
60
50
%

40
30
20
10
0

Company Name

EXPERIENCE REQUIREMENT
NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 64%
EXL 65.7%
BL International 65%
Period Consultant 60%
Sony 78%
Videocon 70%
Alcatel 62%
Havells India ltd. 85%

Page
58
INTERPRETATION
Graph shows Havells India ltd. gives 85% consideration to experience that means that the
organization prefer experienced person more than the other candidates whereas Period
Consultant give a comparatively less preference to experience and give opportunities to
fresher’s.

2. Rank the following according to its relevance to the company?

GRAPH II

Page
59
 Job Description and Analysis Conderation

Analysis Conderation in %
Job Description and
100 82.3% 79.4% 90.1% 81.1% 90%
90 70.3% 70% 70.2%
80
70
60
50
40
30
20
10
0

Company Name

JOB DESCRIPTION AND ANALYSIS

CONSIDERATION
NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 82.3%
EXL 70.3%
BL International 79.4%
Period Consultant 70%
Sony 90.1%
Videocon 70.2%
Alcatel 81.1%
Havells India ltd. 90%

Page
60
INTERPRETATION

Graph shows consideration of Job description and Job Analysis of Sony and Havells
India ltd. is equal i.e., 90.1% & 90%. On the other hand the least consideration of Job
description and Job analysis is 70% of Period Consultant.

Page
61
3. Does your organization measure the effectiveness as well as the costs of these
recruiting sources?

GRAPH III

Consideration to Sources of Recuitment

Sources of Recuitment

80%
consideration in %

90% 70% 70% 70% 70%

80% 65% 68%
70% 60%
60%
50%
40%
30%
20%
10%
0%

Company Name

CONSIDERATION TO SOURCES OF
RECRUITMENT
NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 65%
EXL 80%
BL International 70%
Period Consultant 60%
Sony 70%
Videocon 70%
Alcatel 68%
Havells India ltd. 70%

Page
62
INTERPRETATION
Graph shows EXL is 80% effective out of set benchmark. On the other hand ABC
Limited shows 60% effectiveness but it is very less. So, it needs some improvement in
the sources of recruitment. Havells India ltd. shows 70% effectiveness out of set
benchmark. So, it needs slight improvement to make effective recruitment and selection
process according to set benchmark.

Page
63
4. Are candidate’s telephone interviews, teleconferencing or video screening
conducting before personal interviews?

GRAPH IV

Consideration Given to Test

120%
Test Consideration in %

100% 100%
100% 87.50% 87.50% 87.50% 87.50% 87.50%
80% 62.50%
60%
40%
20%
0%

Company Name

CONSIDERATION GIVEN TO TEST

NAME OF COMPANIES IN PERCENTAGE

Path InfoTech 100%
EXL 87.50%
BL International 62.50%
Period Consultant 87.50%
Sony 87.50%
Videocon 87.50%
Alcatel 100%
Havells India ltd. 87.50%

Page
64
INTERPRETATION
Graph shows Path InfoTech and Alcatel are 100% effective in test series according to set
benchmark. On the other hand BL International is 62.50% effective but it needs some
improvement. And Havells India ltd. shows 87.50% effectiveness out of set benchmark
but it needs some improvement to reach out the standard.

Page
65
5. Are hiring managers trained in objective selection (i.e. interviewing
Techniques, position-related questions and legal complications)/ what
Type of training is provided?

GRAPH V

Consideration to Interviews
Interview Consideration In %

120.00 100.00%
85.71% 85.71% 92.86% 92.86%
100.00 78.57% 78.57%
80.00 57.14%
60.00
40.00
20.00
0.00

Company Name

CONSIDERATION TO INTERVIEWS
NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 78.57
EXL 100.00
BL International 57.14
Period Consultant 85.71
Sony 85.71
Videocon 78.57
Alcatel 92.86
Havells India ltd. 92.86

Page
66
INTERPRETATION

Graph shows EXL is 100% effective in conducting interviews according to set

benchmark. On the other hand BL International shows 57.14% effectiveness but it is least
effective and it needs some improvement. And Havells India ltd. is 92.8% effective in
conducting interviews that means it needs slight improvement to reach out the set
benchmark.

Page
67
6. Are tests or personality profiles used in the selection process?

GRAPH VI

Consideration to Selection Criterion

Selection Consideration in

90% 78% 74%

80% 74% 62% 70%
70% 57% 57% 56%
60%
50%
%

40%
30%
20%
10%
0%

Company Name

CONSIDERATION TO SELECTION CRITERION

NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 57%
EXL 57%
BL International 56%
Period Consultant 74%
Sony 78%
Videocon 62%
Alcatel 70%
Havells India ltd. 74%

Page
68
INTERPRETATION

Graph shows the selection criteria of Sony to select the candidates whether it is a
position of managerial level, Supervisory level, Associates and Staff level and others is
78% effective and the least effective is 57% of BL International. And Havells India ltd.
shows 74% effectiveness.

Page
69
7. Has the organization examined or evaluated the following alternatives
to satisfying workforce requirements?

GRAPH VII

Effectivness of HR Team

82.7% 82.86% 85.71% 85.71% 82.86%

90.00 78.57%
Effectiveness in %

80.00 71.43%
70.00
60.00 42.86%
50.00
40.00
30.00
20.00
10.00
0.00

Company Name

EFFECTIVENESS OF HR TEAM
NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 82.70%
EXL 78.57%
BL International 42.86%
Period Consultant 71.43%
Sony 82.86%
Videocon 85.71%
Alcatel 85.71%
Havells India ltd. 82.86%

Page
70
INTERPRETATION

Graph shows on the basis of recruitment and selection procedure the effectiveness of HR
Team of Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR
Team is BL International. It shows 42.86% effectiveness. And the Havells India ltd.
shows 82.86%.

Page
71
8. What is the main barrier in your organization to recruit and select the
Candidate?

GRAPH VIII

Effectiveness of Job Analysis

100 88.2% 82.3% 87.2%

80.4%
Effectiveness %

90 72.1% 77.4% 71.6% 74.4%

80
70
60
50
40
30
20
10
0

Company Name

EFFECTIVENESS OF JOB ANALYSIS

NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 80.4%
EXL 72.1%
BL International 77.4%
Period Consultant 71.6%
Sony 88.2%
Videocon 74.4%
Alcatel 82.3%
Havells India ltd. 87.2%

Page
72
INTERPRETATION

Graph shows on the basis of ‘can do’ skills and ‘will do’ needed Sony shows 88.2%
effectiveness of job analysis and ABC Limited shows 71.6% that means it needs some
improvement to identify the job description in a proper manner. And Havells India ltd.
shows 87.2% effectiveness. Therefore, it n needs bit improvement to make more effective
job analysis.

Page
73
 CHAPTER-7
INTERPRETATIONS

Page
74
 CHAPTER-7
INTERPRETATIONS
===============================================================================

INTERPRETATION

By analysis of the various parameters as stated above it can be interpreted that on the
basis of experience Havells India ltd. gives 85% consideration to experience that means
the organization prefer experienced person more than the other candidates.

Sony and Havells India ltd. gives equal and highest consideration of Job description and
Job analysis i.e., 90.1% & 90% in comparative other companies. On the other hand the
least consideration of Job description and Job analysis is 70% of Period Consultant.

EXL shows 80% effectiveness in the sources of recruitment. On the other hand Period
Consultant shows 60% effectiveness but it is very less. So, it needs some improvement in
the sources of recruitment. Havells India ltd. shows 70% effectiveness out of set
benchmark. So, it needs slight improvement to make effective recruitment and selection
process according to set benchmark

Path InfoTech and Alcatel are 100% effective in test series according to set benchmark.
On the other hand BL International is 62.50% effective but it needs some improvement.
And Havells India ltd. shows 87.50% effectiveness out of set benchmark but it needs
some improvement to reach out the standard.

EXL is 100% effective in conducting interviews according to set benchmark. On the

other hand BL International shows 57.14% effectiveness but it is least effective and it
needs some improvement. And Havells India ltd. is 92.8% effective in conducting
interviews that means it needs slight improvement to reach out the set benchmark.

The selection criteria of Sony to select the candidates whether it is a position of

managerial level, Supervisory level, Associates and Staff level and others is 78%

Page
75
effective and the least effective is 57% of BL International. And Havells India ltd. shows
74% effectiveness.

On the basis of recruitment and selection procedure the effectiveness of HR Team of

Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR Team is
BL International. It shows 42.86% effectiveness. And the Havells India ltd. shows
82.86%.

On the basis of ‘can do’ skills and ‘will do’ needed Sony shows 88.2% effectiveness of
job analysis and Period Consultant shows 71.6% that means it needs some improvement
to identify the job description in a proper manner. And Havells India ltd. shows 87.2%
effectiveness. Therefore, it needs bit improvement to make more effective job analysis.

Page
76
 CHAPTER-8
RECOMMENDATIONS
&
SUGGESTIONS

Page
77
 CHAPTER-8
RECOMMENDATIONS & SUGGESTIONS
===============================================================================

1. They should give more preference on interpersonal and communication skills of

the candidates rather than leadership quality because to become a good leader
communication is must.

2. Organization needs to improve the selection criteria for selection whether it the
post of manager, associate& staff, supervisor etc. They should fix some
parameters to select the candidates for specific position.

3. They should use assessment method and aptitude test to select the candidates in
addition to the already they are conducting.

4. They should conduct Behavioral Interviews to some extent when selecting

candidates. This type of interviews can be used to validly predict future behavior
in dimensions (or competencies) critical to job success.

5. For recruiting managerial/professional, the Internet is the most popular

advertising medium. So, they should use them to attract more candidates.

6. There should be more growth opportunities for the employees to develop

themselves.

7. They need to raise the pay-scale to retain the caliber fresher’s.

8. They should adopt advertisements and job portals to attract the caliber candidates
because it is the best and cheap method.

Page
78
9. They need to make competency in between can do skills and will do skills.

10. They should give more preference to fresher’s because in this way the cost will be
reduced.

Page
79
CHAPTER-9
CONCLUSION

Page
80
 CHAPTER-9
CONCLUSION
===============================================================================

Effective Recruitment and Selection is the initial step and the most important key point to
run any organization. The success or failure of an organization is largely dependent on
the caliber of the people working therein. Without positive and creative contributions
from people, organization cannot progress and prosper. In order to achieve the goals or
perform the activities of an organization, therefore, we need to recruit people with
requisite skills, qualifications and experience. Someone says that,

“Better recruitment and selection strategies result in improved

Organizational outcomes. The more effectively organizations recruit
and select candidates, the more likely they are to hire and retain
Satisfied employees”.

The study mainly focuses on what should do Havells India ltd. to make effective
recruitment and selection policy in own organization in comparison with other
companies. So, here we conclude that Havells India ltd. needs slight improvement in the
procedure of Recruitment and Selection. Firstly, company needs to concentrate on growth
opportunities for the employees because today’s tight labor market is making it more
difficult for organizations to find, recruit, and select talented people. The competition for
talent is intensifying, as there are fewer qualified applicants available. This shortage of
applicants makes it all the more important for organizations to be able to effectively
attract, select, and retain quality candidates.

Page
81
Organization needs to improve the selection criteria for selection whether it the post of
manager, associate& staff, supervisor etc. They should fix some parameters to select the
candidates for specific position.

They should use assessment method and aptitude test to select the candidates.

They should conduct Behavioral Interviews to some extent when selecting candidates.
This type of interviews can be used to validly predict future behavior in dimensions (or
competencies) critical to job success.

Page
82
BIBLIOGRAPHY

Page
83
 BIBLIOGRAPHY

1. Wits, J. (1956). Job expectancy and survival. Journal of Applied Psychology, 40,
245-247.
2. Barber, A. E. & Roiling, M. V. (1993). Job postings and the decision to interview:
A verbal protocol analysis. Journal of Applied Psychology, 78, 845-856.
3. Harris, M. M. & Fink, L. S. (1987). A field study of applicant reactions to
employment opportunities: Does the recruiter make a difference? Personnel
Psychology, 40, 765-784.
4. Lien, R. C. & Parsons, C. K. (1986). A field study of job applicant interview
perceptions, alternative opportunities, and demographic characteristics. Personnel
Psychology, 39, 109-122.
5. Maurer, S. D., Howe, V., & Lee, T. W. (1992). Organizational recruiting as
marketing management: Personnel Psychology, 45, 807-833.
6. Runes, S. L. & Miller, H. E. (1983). Recruiter and job influences on candidates
for employment. Journal of Applied Psychology, 68, 146-154.
7. Turban, D. B. & Dougherty, T. W. (1992). Influences of campus recruiting on
applicant attraction to firms. Academy of Management Journal, 35, 739-765.
8. Scherer, B., Delouse, E., De Witte, K., Proust, K., Andreessen, M., & Gladbeck,
K. (in press). Attracting potential applicants to the military: The effects of initial
face-to-face contacts. Human Performance

Page
84
 ANNEXURE
QUESTIONNAIRE

Page
85
 ANNEXURE - QUESTIONNAIRE

RECRUITMENT AND SELECTION QUESTIONNAIRE

The objective of the questionnaire is to understand the HR policies for recruitment and
selection of various companies so that benchmark can be set for the same for the
betterment of the organization.

1. Is there a policy stating the organization’s philosophy on recruitment Yes/No

And selection?

If yes then please give brief description (in few words)

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

2. Is there a formal process in place for identifying job vacancies? Yes/No

If yes please specify?

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

3. Is a job analysis conducted for each position?

Yes/No

4. Does the job analysis accurately identify the essential ‘can do’ skills
Needed (i.e. skills, abilities, knowledge, education and experience)?

Yes/No

Page
86
 If yes then please mention your preference.

(i) _______________ (ii) ______________ (iii) _______________

(iv)_______________ (v) ______________

5. Does the job analysis accurately identified the essential ‘will do’ skills
Needed (i.e. leadership, interpersonal, entrepreneurial, communication
And good attitude)?
Yes/No

If yes then please mention your preference.

(i) _______________ (ii) _______________ (iii) ________________

(iv) ______________ (v) _______________

6. Does the policy contain procedures to guide managers through the

Recruitment and selection process?

Yes/No
If yes then please give brief description (in few words)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

7. Is consideration given to internal candidates for all or some job

Openings before outside recruitment begin?

Yes/No

Page
87
 If some positions are determined not to be filled from within, can you
please suggest its parameters?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

8. Are recruitment strategies (methods to obtain qualified candidates) set

before recruitment begins?

Yes/No
Who participates in the strategy development?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

Does this strategy include affirmative action and diversity needs?

Yes/No
9. Which method is generally used to recruit the employees in your
Organization?
(a) Campus (f) Job fairs
(b) Employee Referrals (h) Portals
(c) Consultants (i) Internet Recruiting
(d) Walk-ins (j) Employment search firms
(e) Advertisements (k) Others (specify) ________
10. Rank the following according to its relevance to the company:
(1- High priority, 2-next priority and so on)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

Page
88
 Employees are mainly recruited through:

S .No Source Candidates with experience of

10 yrs &
0-1 yr 1-3 yrs 3-5 yrs 5-10 yrs above
1 Campus
2 Employee Referrals
3 Consultants
4 Walk-ins
6 Advertisements
7 Job Fairs
8 Portals

11. Does your organization measure the effectiveness as well as the costs of these
recruiting sources?

Yes/No

To whom are these performance measures and recruiting costs

Communicated?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

12. Are candidate’s telephone interviews, teleconferencing or video screening

conducting before personal interviews?

Yes/No

Page
89
13. Are hiring managers trained in objective selection (i.e. interviewing
Techniques, position-related questions and legal complications)/ what
Type of training is provided?

Yes/No

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

14. Are tests or personality profiles used in the selection process?

Are they professionally validated?

Yes\ no

15. Has the organization examined or evaluated the following alternatives

to satisfying workforce requirements:

(i) Project or contract outsourcing Yes/No

(ii) Temporary placement Yes/No
(iii) Internal temporary placement pool Yes/No
(iv) Part-time employment and job sharing Yes/No

Page
90
16. What is testing in selection?

________________________________________________________________________
________________________________________________________________________

What types of tests do you adopt for selecting candidates?

(a) Aptitude Test (e) Integrity Test
(b) Intelligence Test (f) Achievement Test
(c) Personality Test (g) Interest Test
(d) Assessments (h) others (specify) _______

17. What is the final criterion for selection? Choose all the criteria and indicate the order
of important for each – 1 is most important; 10 are least important.
________________________________________________________________________
________________________________________________________________________

Ranking
M A&S S O Selection Criterion

Lowest price (salary demanded)

Knowledge about the local culture and environment
Functional competence
Previous experience with a similar organization
Best fit between the person and the job
Best fit between the person and the organization
culture
Ability to learn
Potential of the person to take up responsible

Page
91
 position in future
Attitude of the persons
Others (please specify)

18. What is the main barrier in your organization to recruit and select the
Candidate?
(a) Hard to find candidates with specialized skill sets
(b) Other organizations competing for the same applicants
(c) Difficulty in finding and identifying applicants
(d) Selection process is slow or cumbersome
(e) Developing or choosing valid selection process
(f) Others (specify) __________

Page
92
Company’s Name __________

Name __________

Designation __________

Page
93