Bhartiya International Ltd. Recruitment & Selection Final

8/2/2019 Bhartiya International Ltd. Recruitment & Selection Final

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A

SUMMER TRAINING PROJECT

ON

RECRUITMENT & SELECTION

OF

BHARTIYA INTERNATIONAL LIMITED

Report submitted for the partial fulfillment of the degree of

MASTER OF BUSINESS ADMINISTRATION

(Affiliated to U.P.T.U., Lucknow)

SUBMITTED TO SUBMITTED BY

MR. SUNIL V. DESHPANDEY AVNINDRA GANGWAR

Faculty Guide MBA (HR)

Roll No. 0815270024


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DECLARATION

I Avnindra Gangwar, has done summer training project report entitled

Recruitment & Selection of Bhartiya International Ltd., under the

guidance ofMr. Yogesh Kumar, VP HR, Bhartiya International Ltd., is

the original work done by me. This is the property of the institute and use of

this report without prior permission of the institute will be considered illegal

and actionable.

Avnindra Gangwar

MBA (III Sem)

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ACKNOWLEDGEMENT

Not a single gram can be breaking the whole vessel. This is a common saying

and it is correct. Any project is not an out come of a single participation but it is a

team work. So, I take a great opportunity to thank those entire people who helped

me throughout my project.

I take an opportunity to acknowledge our heartiest thanks to

Mr. Yogesh Kumar VP HR Bhatiya International Ltd. & Mr. Sunil V.Deshpandey, and all the faculty members of the MBA department for their

valuable guidance and support at all time in fulfilling the requirement for the

reasonable work.

Last but not least, I also very much thankful to my parents, sister, my seniors, my

batch mates and friends especially for their continuous encouragement and moral

support in preparing this project.

AVNINDRA GANGWARMBA (3RD SEM)

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TABLE OF CONTENTS

CHAPTER 1

INTRODUCTION

CHAPTER 2

COMPANY PROFILE

CHAPTER 3

RESEARCH METHODOLOGEY

CHAPTER 4


Complexity of the Function of Recruitment

Recruitment Process

Determining Requirement/ Manpower Planning

Sourcing Resumes

Short-listing/Screening Scrutinizing / Filtering Candidates

Interviewing

Tips for Successful Interview

Evaluation and Selection

Bad Recruitment

Selection

Selection Procedure

Psychological Tests

Types Tests

CHAPTER 5

DATA ANALYSIS

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CHAPTER 6

FINDINGS

CHAPTER 7

SUGGESTIONS

CHAPTER 8

LIMITATIONS OF THE STUDY

CHAPTER 9CONCLUSIONBIBLIOGRAPHYQUESTIONNAIRE

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PREFACE

Human resources of an organization make or break an organization; they

are the most important resource leading to the doom or boom of it.

The pace of the development of a country is based upon its ability to

develop and utilize the innate capacity and capabilities of its people. The most

important economic resource of a nation is its manpower that is human resources.

Being charged with establishing the human resources department in a small

business can be both a challenge and a dilemma. The first of these is how to get

started. The key to success, as with most things, is to being by listening, observing

and learning about the organization. Finding out what the expectations are for

your new job and the human resource function as a whole is critical. What was the

purpose for creating new function? Whose idea was is to create your position, and

who will be making the decision that will affect your work? What is the culture of

the company, by whom, and how was human resource activities handled beforeyou arrived? Answer of these questions can be gathered by conducting a need

assessment through informal interviews with key staff members and management,

along with your own assessment of the human resource function currently in

place.

This project on Recruitment and Selection inBIL, deals with the study

of HR department in BIL. The project covers the detail related to recruitment andselection, the entire process in setting up the recruitment and selection, the various

steps in the complete process of recruitment and selection.

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OBJECTIVE OF THE STUDY

To have detailed understanding of the concept of recruitment &

Selection, what it is, how it takes place, what it involves, what are the

various tools and sources and the like.

To understand the Recruitment & Selection followed at BIL, different

tools or sources used by the organization to have pool of qualified

candidates and the related activities.

Finally, to understand and learn the practical implementation of

Recruitment & Selection ofBIL, how it takes place, what manner the

process is followed, how sourcing, screening are done and the like.

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CHAPTER 1

INTRODUCTION

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INTRODUCTION

Recruitment is the process concerned with the identification of sources from

where the personnel can be employed and motivation them to offer

themselves for employment.

According to Weather and Davis

Recruitment is the process of findings and attracting capable applicants for

employment. The 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. Thus, recruitment process is concerned

with the identification of possible sources of human resource supply and

tapping that source .In the total process of acquiring and placing human

resource in the organization.

Recruitment is a form of competition. Just as corporations compete to

develop, manufacture, and market the best product and services, so they

must also compete to identify, attract and hire the most qualified people.

Recruitment is a business, and it is a big business.

Recruitment is important because:-

Recruitment determines the present and future human resource

requirements of the organization in conjunctions with human resource

planning activities and job analysis activities.

It helps to increase the pool of potential personnel and the

organization has a number of options to choose from.

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It helps in increasing the success rate of the selection process by

filtering the number of under qualified or overqualified job applicants.

It reduces the probability that applicants, once selected and made

available to the organization, leave it after a short period of time

It helps in. evaluating the effectiveness of various recruitment

techniques and source of recruitment.

It helps to meet the organizations legal and social obligations

regarding composition of its workforce.

Recruitment is a process consisting of various activities, through which

search of prospective personnel- both in quantity and quality-as indicated by

human resource planning and job description and job specification is made.

Recruitment Planning-Recruitment process starts with planning which

involves the determination of number of applicants and type of applicants to

be contacted.

Sources of recruitment- After the finalization of recruitment plan

indicating the number and type of prospective candidates, they must be

attracted to offer themselves for consideration to their employment.

Contacting sources-Recruitment is a two way street; it involves recruiter and recruit .A

recruit has the choice of whom to recruit based on the various

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Information about the candidates in the way a recruit must have information about the

organization to decide whether to join it or not.

Application pool-When the sources of recruitment are contacted, the organization

receives applications from prospective candidates. The number of applications depends

on the type of organization, the type of job, and the conditions in specific human resource

market. For examples, in the case of Indian Civil Services, the number of applicants runs

into many thousands, In the corporate sector, an organization can expect more number of

applications when it advertises for the positions of management/ executive trainees as

compared to when it advertises for experienced personnel.

To selection process- A selection process involves a number of steps- screening of

application forms, selection tests, selection interviews, checking of references,

physical examination, approval by appropriate authority and handing over the

selected candidates to orientations and placement section.

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CHAPTER 2

COMPANY PROFILE

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COMPANY PROFILE

BHARTIYA INTERNATIONAL LTD.

"Bhartiya" is one of India's largest Fashion Houses.

Bhartiya International is India's largest manufacturer-

exporter of Leather Apparel for men, women and

children.

Bhartiya is a market leader in product innovation,

design, quality and delivery execution. Bhartiya has

achieved an annualized growth rate of over 30 in the

last ten years, acquired/took over companies in

Switzerland and Italy and established its own base in

Europe and America for Design and Operations. The

company is looking for Manager in Fashion

Industry.

Manufacturers and Exporters of All Type of Garments.

Manufacturers and Exporters of Woollen Carpets, Handicrafts Items Etc.

One of the largest fashion houses in India, Bhartiya International Ltd. is the largest

manufacturer-exporter of leather apparel for men, women and...

CLASSIFICATION:

Handicrafts, Handmades, Gifts & Decoratives - Carpets & Rugs

Handicrafts, Handmades, Gifts & Decoratives - Upholstery, Quilting, Pintuck

& Other Home Furnishing Fabrics

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Bhartiya International Limited

E-52, New Mangla Puri, Mehrauli, Mandi Road, New Delhi - 110 030, India

Call: +(91)-(11)-26803201 26803202 26803203

Fax: +(91)-(11)-26803485

Bharatiya International Ltd.

E 52, New Mangla Puri, Mehrauli, New Delhi, Delhi 110030

T. 011 26803201. 011 26803202. 011 26803203

T.F. 011 26808142 / 011 26808177

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MISSION

MISSION & VALUES

MISSION

To create sustainable shareholder value by using design as a tool for innovation.

To create lifestyle products, be it fashion or housing, which impire our clients and

consumers, which influence emotions and behaviour to bring happiness.

To provide differentiated product through innovation and design.

To compete an irrelevant because the rules of the game are yet to be set.

To create a new value for buyers, opening up new and uncontested market share.

To align, innovation with utility, price and cost positions.

To drive the costs down while simultaneously driving value up for the buyers.

VALUES

Our values are fundamental to our success. They are the foundation of our

company, define who we are and set us apart from the competition. They underlie

our vision of the future, our business strategies and our decisions, actions and

behaviours. We live by them. They endure.

Four core values are at the heart of Bhartiya: Empathy, Originality, Integrity

and Courage.

Empathy Working in other peoples shoes.

Originality Being Authentic and Innovative.

Integrity Doing the Right Thing.

Courage Standing up for what we believe.

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LITERATURE REVIEW

FOUNDER

I started the fashion business in 1987 I was driven by a simple passion to create

something unique. My only differentiation in the industry was design and how

I applied it to innovate and this been with me throughout my life.

In fact the starting with great design as a foundation, there is a snowball effect on the

quality and execution of a product from start to finish. A product or service isnt good

enough when it just works it needs to also work elegantly to be considered of a

sufficient quality that makes it presentable. This belief is embedded deeply into

Bhartiyas Corporate culture and permeates everyones values from management to the

workers on the factory floor.

I have a very simple philosophy that good design gives you pleasure and improves the

quality of all our lives, be it a product, building or interior that work well, are affordable

and look beautiful.

Over time we have become specialist in creating design led lifestyle products; our Milan

based design studio has always pursued an innovative approach in all of its endeavours.

In fact, to this day, we continue to devise lifestyle products for top global brands like

Hugo Boss, Zara, Massimo Dutti, Marks and Spencer, Trussardi, Replay, G-Star and

many others. It is this expertise in creating lifestyle products, together with an innovative

spirit and a sense of design, which we are now translating to develop living solutions at

our Bhartiya City in Bangalore.

Imagine a place where any walk to work, with open public spaces and event plazas for

entertainment, pedestrian friendly streets with high street retail and more, all with

international standard of international standard standard of infrastructure. This is a

unique challenges.

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Creating an urban lifespace is as much about

space management as it is about talking into

account peoples aspirations and lifestyles.

Bhartiya City takes modern urbanization several

steps further and higher, by providing space not

only to live, work, play and dream, but also to

inspire ideas and desires.

After all, a real estate development is much more than just bricks, mortar and cutting

edge building technology, it is the building of a dream into reality.

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QUALITY POLICY

TO DELIVER STATE-OF-THE ART, SCALEABLE, MAINTAINABLE, HIGH

QUALITY SOFTWARE SOLUTIONS THROUGH CONSISTENT ADHERENCE TO

WELL ESTABLISHED QUALITY SYSTEM WITH FOCUS ON IMPROVED RETURNS

TO OUR CLIENTS.

PASSION FOR DESIGN

I have a very simple philosophy that good design gives you pleasure

and improves the quality of all our lives, be it a product, building or

interior that work well, are affordable and look beautiful.

.Snehdeep Aggarwal

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PHILOSOPHY

No matter the type of business, our underlying elements remain the same. At the core is a

thoughtful, methodical approach that centres on design as a tool for innovation. Design

has been central to every economic activity we perform. We believe design is a simple

yet powerful tool but not always well applied.

This thought process has been static since we started back in 1987. Design is our

conscious effort to impose a meaningful order. Design is our culture. Culture shapes

values. Values determine the future.

Over the last 25 year, we have created lifestyle products which has given our clients and

consumers inspirations, and shown how design can influence emotions and behaviours to

create human possibilities.

Good design is timeless, and if you want something timeless you cant pander to the

limitations of some hypothetical average user. Its too value a target.

Le Corbusier said good design is intelligence made visible.

I think design covers so much more than the aesthetic. Design is fundamentally more.

Design is usability. It is Happiness. It is Accessibility. This is all design.

.Snehdeep Aggarwal

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BOARD OF DIRECTORS

Mr. Snehdeep Aggarwal - Founder & Chairman

EXECUTIVE TEAM

Mr. Peter Selvarajan Group President

Mr. Arjun Aggarwal Group Executive Director

Mr. Jatin Patel Managing Director, Sage Modern Capital

Mr. Manoj Khattar Director

Mr. Vijay Lulla CFO, Bhartiya Urban

Mr. Nikhil Aggarwal Director Ultima Italia, Milan

Mr. Chandrashekar VP Projects

Mr. Sanjay Govil VP Finance

Ms. Jaspal Sethi Director

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MILESTONES

1987 Bhartiya Galecha Industries established with its headquarters in Delhi.

1989 Started leather garment manufacturing

1992 Awarded the status of a recognized export house by Government of India

1993 Name changed to Bhartiya International

1994 Opens its first leather tranning factory in Bangalore

1995 Bhartiya International public listing on Bombay Stock Exchange, since

then it has held an uninterrupted track record of profits and dividends.

1996 The company has acquired 10 acres of land near Madras for setting up a

world class tannery.1997 Became the Largest Leather garments company in India

1998 The company is all set to launch its brand MONKS ITALIA is Europe &

America and has already set up a trading branch in Italy.

1998 Acquire tannery unit in Chennai (Capacity : 15 million sq.ft. finished

leather per year)

1998 Set up own office in Switzerland

1998 Set up a Design Studio in Florence / Milan, Italy.

1998 Set up first foreign marketing office in Florence / Milan, Italy.

1998 Because the first Indian company to have product lines deigned exclusively

by Italian designers.

2000 Listed on National Stock Exchange. Because the first Indian company to

launch its own leather garments brand outside India.

2002 Diversified to textile and accessories manufacturing

2003 Acquired Ompel, a well established fashion furs and accessories business

in Italy. Became the first Indian company in the industry to acquire a

foreign company.

2003 Forms Bhartiya Urban Bhartiya Urban Infrastructure and Land

Development Company.

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2004 Commences acquiring 125 acres in North Bangalore.

2005 Made its first diversification into Real Estate and Infrastructure business by

acquiring premium land parcels in Bangalore.

2005 Bhartiya International opens marketing office in NYC.2006 IL&FS, India leading infrastructure finance company forms strategic

alliance in Bhartiya Urban.

2006 Bhartiya launches 325 unit residential project in Patiala, Punjab.

2006 Bhartiya International opens securing office in Hangzhow (China) to

manage take care of sourcing & commercial operations.

2007 Signs, MOU with Lotte Group of Korea.

2007 Commences acquiring 250 acres in South Bangalore.

2007 Signs a MOU with the Andhra Pradesh Government to set up a Leather &

Leather Products SEZ on 250 Acres.

2007 Signs MOU with Lotte Group of Korea

2007 Commences acquiring 250 acres in South Bangalore

2007 Sign MOU with the Andhra Pradesh Government to set up a Leather &

Leather SEZ on 250 Acres.

2007 Establishes Sage Modern Capital, its financial advisory and fund

management business, in London

2008 Sage Modern forms a strategic partnership with ICT, a leading

infrastructure consultancy

2009 Finalised the masterplan for the Bhartiya City in Bangalore.

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BHARTIYA FOUNDATION

A fundamental challenge facing every society is to create political, economic and

social systems that promote peace, human welfare and the sustainability of the

environment on which life depends.

We believe that the best way to meet this challenge is to encourage initiatives by

those living and working closeset to where problems are located; to promote

collaboration among the nonprofit, government and business sectors and to ensure

participation by men and women from diverse communities and all levels of

society. In our experience, such activities help build common understanding,

enhance excellence, enable people to improve their lives and reinforce their

commitment to society.

Instigated by Mr. Snehdeep Aggarwal, the Foundation is active in numerous

philanthropic activities ranging from education, health care and housing projects.

Currently instigating the development of full services medical institution near

Chennai and an international school in Bangalore.

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GROUP OF COMPANIES

BHARTIYA FASHION

BHARTIYA URBAN

BHARTIA CITY

SAGE / MODERN

BHARTIYA FASHION

Bhartiya International Ltd. is Indias largest

manufacturer and exporter of leather

apparel. Investments and acquisitions over

the years have made Bhartiya diversify into

manufacturing and export of textile apparel,

leather bags and accessories and for

garments.

Established in 1989, Bhartiya International is amongst the top 25 leather apparel

manufacturers in the world. In appreciation of innovation, growth and

performance, it has consistently won many awards and recognition from the

Government of India. In the fiscal year 2006-2007, the company recorded a retail

turnover of more than $80 million USD. The company is listed on National Stock

Exchange of India and Bombay Stock Exchange.

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We are an established group with a global network of infrastructure and human

resources. Our marketing and Merchandising officers in Milan New York

Neuchatel - New Delhi, our production bases in Indian Subcontinent China

Italy with our team of over 2500 associations around the work is committed toservicing some of the leading names in Fashion Apparel Industry.

Bhartiyas manufacturing is complemented by strong product development

capabilities. Bhartiya has established its subsidiary near Milan, Italy. The

subsidiary houses a Design Studio which serves as Fashion research and product

development centre. Creative teams designers, pattern makes and stitches

develop seasonal collections based on fashion trends. Our well traveled design

team keeps abreast of global fashion scene through dynamic association with our

customers.

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BHARITAYA URBAN

Bhartiya Urban is the Real Estate & Infrastructure holding company of the

Bhartiya Group. Not just building homes, Bhartiya Urban will develop value-

added, master planned communities that meet the homebuyers full spectrum of

lifestyle needs. A pioneer of innovative community living concepts, it will be

the prime developer of a truly iconic development not just in Bangalore but India.

Replicating its successful business model from its lifestyle and fashion business, it

is extended its expertise in creating master planned communities for local

markets. Simultaneously, it is developing new competencies in hospitality &

leisure, malls, education, healthcare and financial services, which have evolved

from its integrated approach to customer service and property development.

From concept of finish out, throughout every stage of planning and

development, everything, we do is geared towards the active lifestyles of the

families who live in our communities. You see, we believe that a home should

extend for beyond mere walls and property lines into the surrounding

neighbourhood.

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An ambitious growth strategy has enabled Bhartiya Urban over five years, to

acquired three large projects totaling 625 acres with a buildable floor area of circa

50 million square ft.

In the intricacies of urban development, we specialize in large scale projects that

involve multiple land uses, long construction lead times and multiple capital

structures. Our focus on urban markets enables us to assess market potential where

other may see more, while our development experience helps us execute complex

transaction and shepherd projects through to completion.

We also are accustomed to working with our development partners and local

agencies to overcome the regulatory, land assembly environmental and capitalissues that urban project typically encounter.

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MAJOR CLIENTS

The following is the list of major clients from whom we have long-term and

recurring businesses going on:

M/s Bhartiya International Ltd

L&T Infotech

Jalaja technologies Private Limited.

M/s J&J Leather Enterprises Limited.

BUSINESS PARTNERS

Zillion has marketing tie-ups with following business partners:

M/s Helios & Matheson

M/s System Logic Solutions

M/s Coalesce Technologies Private Limited.

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http://www.heliosmatheson.com/http://www.jalajatech.com/http://www.lntinfotech.com/http://www.bhartiyainternational.com/


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OUR LIST OF SOFTWARE SERVICES CLIENTS INCLUDE:

M/s SAMSUNG India Software Operations, Bangalore

M/s Infineon Technologies India Pvt Ltd, ITPL, Bangalore

M/s Socrates India Pvt Ltd, Bangalore

M/s Satyam Computer Services Ltd, Bangalore

M/s IQS Software Services Pvt Ltd, Bangalore

M/s LogicaCMG India Pvt Ltd, Bangalore

M/s ISoft Solutions Pvt Ltd, Chennai

M/s HCL Technologies Ltd, Chennai

aM/s India Cements Information Ltd, Chennai

M/s Infocomm Solutions Pvt Ltd, Bangalore

FINANCIAL POSITION OF BHARTIYA INTERNATIONAL LTD.

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http://www.hcl.com/http://www.isoft.com/http://www.logicacmg.com/http://www.iqs.com/http://www.satyam.com/http://www.socrates.com/http://www.infineon.com/http://www.samsung.com/


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BUSINESS SCENARIO GLOBAL

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BANGALORE PROJECT NORTH

Bangalore is the capital of the Indian state of Karnataka. Located on the Deccan Plateau

in the south-eastern part of Karnataka, It is India's third most populous city and fifth-

most populous urban agglomeration.

Known as the Silicon Valley of India. Bangalore owes its pre-eminent position as the

leading contributor to India's IT industry, and has developed into one of India's major

economic hubs.

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Since independence in 1947, Bangalore grew to become the capital of Karnataka state.

Today, as a large and growing metropolitan in the developing world, Bangalore is home

to some of the most well-recognized colleges and research institutions in India, and has

the second-highest literacy rate in the nation.

Located in the northern section of the city of Bangalore, a short distance from the new

International airport, we are building a new Destination. It will be a vibrant new; walk

able and sustainable Urban District for Bangalore, master planned over 125 acres.

Comprising of dwelling units, office space, retail hospitality and community and social

elements, It will be an innovative and special Place, where residents, workers, visitors

and transients alike will live and work, learned play. Bangalore North will be Distinctive;

in the way it will be planned and developed, the new district will capitalize on localspecificity and identity to build economic opportunity. This development is one of the

single biggest development opportunities in Bangalore.

Its close proximity to the new International Airport, straddling the new road linking

Bangalore to the airport, the site offers unprecedented visibility and access.

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GARDEN HEIGHTS

Garden Heights is a first of its kind, luxurious condominium complex being brought to

Patiala by Buildco, a Bharatiya Group Company. Located in the heart of the city, Garden

Heights offers the best features of community living in a luxurious condominium

complex. It is the perfect blend of the old world charm and contemporary lifestyle - a

reflection of Patiala's nature. The complex offers spacious multi storied homes,

surrounded by large, green areas. The impressive facade and the plush, spacious interiors

make it an address that one aspires to own. In fact, Garden Heights is set to become the

symbol of style and status in the city, enhancing the class and position of its surroundings

too. Garden Heights is spread over 6.2 acres of land with less than a third being used for

construction. The condominiums are located amongst rich green surroundings. The DCW

green belt across the road and the limit less farmlands around the comples add to the lush

green of Garden Heights. Intelligent thought has been given not just to the external

environment, but also the location, layout, internal planning and amenities at Garden

Heights. To retain the experience of independent homes, special care has been taken to

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provide privacy, naturallight and ventilation for each home. Garden Heights is a 324

condominium complex, comprising of 5 towers, each with a set of 4 buildings. Every

building will be fitted with high speed elevators. While each tower will have 72 flats, you

will find only 3 flats on one floor of every building. The condominum blocks are

elegantly designed to reflect a rich taste. 3 B/R 3 Toilets - 1740 sq. fts. (108 Nos.) 3

B/R 2 Toilets - 1649 sq. fts. (60 Nos.) 2 B/R 2 Toilets - 1389 sq. fts. (48 Nos.) 2 B/R 2

Toilets - 1365 sq. fts. (108 NQs.) The 2 and 3 bedroom, homes with a covered area of

1350 to 1800 sq ft, are an ideal choice for those used to living in big homes. Spacious

balconies and large windows ensure adequate light and ventilation. High quality white

marble flooring in the living room and the bedrooms, the vitrified, anti skid tiles in the

bathrooms and the granite counters in the kitchen enhance the grandeur of the homes.

The wall finishes bring in the kind of sophistication that befits the taste of the residents of

imperial Patiala.

BHARTIYA INTERNATIONAL SEZ LIMITED

Bhartiya International SEZ Ltd. (BISEZL), a public company, registered under the Indian

Companies Act, 1956, and listed in the National and Bombay Stock Exchanges, is

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establishing a Special Economic Zone at Tada, Andhra Pradesh, for: Creating world class

infrastructure for facilitating establishment of global scale manufacturing facilities for

producing a variety of leather based products for the fashion capitals of the world.

Enabling all support services within the SEZ to ensure manufacture of products at

globally competitive prices. Engendering work atmosphere enthusing the workers to

deliver their best. Establishing congenial living environment by providing unique off site

facilities for those working and living in the zone. Offering global companies in the

leather and allied sectors a unique and extraordinary opportunity to participate in the India

Growth Story.

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BUSINESS INTERESTS

Diversified Business Group, with interests in Fashion, Real Estate and

Infrastructure.

FASHION

o A leading fashion company from India

Largest market share in leather apparel exports from India

Manufacturer, producer & marketing of finished leather and

garments, textiles, toys and accessories

o Core strength lies in product innovation and design capabilities

State of the art design studios in Milan, Italy

Leather through fully integrated supply chain for production of

leather in its captive tanneries

Production facilities in low-cost locations, including India and

China

Sales offices in Europe, USA and Hong Kong

o Employs over 3000 people in various group companies.

o IPO in 1994, the company is currently listed on the NSE and BSE

Track record of consistently rewarding its shareholders through an

un-interrupted track record of profits and dividends

o Integrated capabilities : The only company in India that has captured the

entire value chain : tannery production design brand - collection sale - marketing.

REAL ESTATE:

o Patiala, the first company to set up 325 residential apartment complex in

Patiala

o BANGALORE (NORTH) - BANGALORE (SOUTH

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CAREER OPPORTUNITIES

CURRENT OPENINGS

Manager Coordination

DGM Business Development

CONTACT US

GURGAON

5th Floor, Master Piece Building,

Golf Course Road, Sec-54

Gurgaon-122001

Ph.: 95124-4240400/401/402

Email: [email protected]

DELHI

E-52, New Manglapuri, Mandi Road

(Mehrauli), New Delhi-110030, India

Ph.: 0091-11-26808177, 26803201-02,

Fax: 0091-11-26803485

Email: [email protected]

BANGALORE

Factory (Leather Garments) NO. 27/2,

Village Gottigere, Uttarahalli Hobli,

(Bannerghata Road), Bangalore, India

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CHENNAI

330, EVR Periyar High Road,

3RD, Rakhi Plaza, Aminji Karai,

Chennai-600029, INDIA

ITALY

Branch: VIA G. Amendola, 2, 50058,

Singa (FI) Italy, Ultima Italia SRL VIA

DEI Tigli, 4, 26010 Casaletto Vaprio (CR),

Italy

SWITZERLAND

Ultima S.A., Rochettes 42,

2012 Auvernier, Switzerland

U.S.A.

Bil Group LLC,

209 West 38th Street (Suite 1010)

New York 10018, USA

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Crucial to the business and a real barrier to entry is deal origination, which at Sage is based

on deep relationships and detailed industry knowledge. This enables the investment team to

access good quality, strategic projects from its own extensive range of industry and public

sector contacts and from that of its key strategic partners - industry leaders: IL&FS,

Voyants Solutions and BUILDco. IL&FS is considered as Indias leading infrastructure

development and finance company, with shareholders that include State Bank of India,

HSBC Group, ADIA, IFC Washington and Government of Singapore.

Sage commits its own capital to its funds and works with Operators who demonstrate

commitment by taking a majority investment position in each project that Sages funds

invest in. The team is experienced selecting best in class Operators, in agreeing detailed

business plans, monitoring performance and realising value for investors when exiting the

company. Sage professionals are proactive board members who understand the

development process.

Sages investment strategy is to leverage its on the ground expertise to identify good

infrastructure projects, normally with title and planning consents in place, to identify and

partner appropriate Operators, to work with the Operator through the construction and

revenue growth phase and then exit once the project has been fully or partially stabilised. Itseeks to acquire a portfolio of projects in different sectors to diversify risk, and by careful

project selection methodology to provide attractive risk adjusted returns for investors, with

relatively low volatility and correlation to traditional assets. Infrastructure investments

typically display the following characteristics:

significant underlying asset base, whether through ownership of, or contractual or

concession-based rights to the economic benefits of, the asset base;

relatively low volatility return, given that, in general, the main risks to cash flows

can be quantified and mitigated through contractual arrangements and other means;

primary value creation through optimisation of capital structure with less of a focus

on planned transformational and operational change than would typically be seen

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SOCIAL/URBAN INFRASTRUCTURE

Healthcare facilities

Education facilities

Special Economic Zones

Business Parks

Integrated Townships

Sage is committed to a corporate governance process that ensures adherence to global

"Best Practice" standards and transparency in its operations. The Firm remains committed

to being at the forefront of product innovation and development and to providing investors

with ongoing support, and liaison. Thank you for taking the time to visit our website. We

encourage you to contact us directly if you would like to learn more about Sage and its

services.

India Delhi

Sage Modern Capital

E-52, New Manglapuri

Mandi Road, Mehrauli

New Delhi

Pin - 110030

Tel: +91 11 2680 3201/3

Fax: +91 11 2680 3485

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JOIN - BHARTIYA INTERNATIONAL LIMITED

Each BHARTIYA COMPANY depends on the quality of their staff for their success.

Those who work with us are knowledgeable, friendly and all have the ambition to

succeed. Our professionals bring to bear extensive experience and numerous

complementary skills, from design to investment banking, principal investing, to fund

investing, marketing to legal and financial accounting.

No mater what your background at BHARTIYA we execute as one team bringing to bear

all our resources for our clients.

If you would like to be part of such an organization, we request you to kindly contact us.

Use the form below to get in touch with us.

Alternatively you can call us or email us at [email protected]

Your Name (Required)

Your email address (Required)

Question/Comments

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CHAPTER 3RESEARCH METHODOLOGY

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RESEARCH METHODOLOGEY

Research is a common language refers to a search of knowledge. Research is scientific &

systematic search for pertinent information on a specific topic, infect research is an art of

scientific investigation. Research Methodology is a scientific way to solve research

problem. It may be understood as a science of studying how research is dont

scientifically. In it we study various steps that are generally adopted by researchers in

studying their research problem. It is necessary for researchers to know not only know

research method techniques but also technology.

The scope of Research Methodology is wider than that of research methods.

The research problem consists of series of closely related activities. At times, the first

step determines the native of the last step to be undertaken. Why a research has been

defined, what data has been collected and what a particular methods have been adopted

and a host of similar other questions are usually answered when we talk of research

methodology concerning a research problem or study. The project is a study where focus

is on the following points:

RESEARCH DESIGNA research design is defined, as the specification of methods and procedures

for acquiring the Information needed. It is a plant or organizing framework for doing the

study and collecting the data. Designing a research plan requires decisions all the data

sources, research approaches, Research instruments, sampling plan and contact methods.

Research design is mainly of following types: -

1. Exploratory research.

2. Descriptive studies

3. Casual studies

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EXPLORATORY RESEARCH

The major purposes of exploratory studies are the identification of problems,

the more precise Formulation of problems and the formulations of new alternative

courses of action. The design of exploratory studies is characterized by a great amount of

flexibility and ad-hoc veracity.

DESCRIPTIVE STUDIES

Descriptive research in contrast to exploratory research is marked by the prior

formulation of specific research Questions. The investigator already knows a substantial

amount about the research problem. Perhaps as a Result of an exploratory study, before

the project is initiated. Descriptive research is also characterized by a Preplanned and

structured design.

CASUAL OR EXPERIMENTAL DESIGN

A casual design investigates the cause and effect relationships between two or

more variables. The hypothesis is tested and the experiment is done. There are following

types of casual designs:

I. After only design

II. Before after designIII. Before after with control group design

IV. Four groups, six studies design

V. After only with control group design.

VI. Consumer panel design

VII. Exposit facto design

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B) DATA COLLECTION METHOD

PRIMARY SECONDARY

Direct personal Interview

Indirect personal Interview

Information from correspondents Govt.Publication

Mailed questionnaire Report Committees & Commissions

Question filled by enumerators. Private Publication

Research Institute

PRIMARY DATAThese data are collected first time as original data. The data is recorded as observed or

encountered. Essentially they are raw materials. They may be combined, totaled but they

have not extensively been statistically processed. For example, data obtained by the

peoples.

SECONDARY DATA

Sources of Secondary Data

Following are the main sources of secondary data:

1. Official Publications: Publications of the BHARTIYA INTERNATIONAL

LIMITED and by the corporate office ofBHARTIYA INTERNATIONAL

LIMITED.

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2. Publications Relating to Trade: Publications of the trade associations, stock

exchange, trade union etc.

3. Journal/ Newspapers etc.: Some newspapers/ Journals collect and publish their

own data, e.g. Indian Journal of economics, economist, Economic Times.

4. Data Collected by Industry Associations: For example, data available with

BHARTIYA INTERNATIONAL LIMITED..

5. Unpublished Data: Data may be obtained from several companies,

organizations, working in the same areas. For example, data on BHARTIYA

INTERNATIONAL LIMITED magazines.

Period of Study: This study has been carried out for a maximum period of 8 weeks.

Area of study: The study is exclusively done in the area of marketing. It is a process

requiring care, sophistication, experience, business judgment, and imagination for which

there can be no mechanical substitutes.

Sampling Design: The convenience sampling is done because any probability sampling

procedure would require detailed information about the universe, which is not easily

available further, it being an exploratory research.

Sample Procedure: In this study judgmental sampling procedure is used. Judgmental

sampling is preferred because of some limitation and the complexity of the random

sampling. Area sampling is used in combination with convenience sampling so as to

collect the data from different regions of the city and to increase reliability.

Sampling Size: The sampling size of the study is 50 users.

METHOD OF THE SAMPLING:

Probability Sampling

It is also known as random sampling. Here, every item of the universe has an equal

chance or probability of being chosen for sample.

Probability sampling may be taken inform of:

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Simple Random Sampling

A simple random sample gives each member of the population an equal chance of being

chosen. It is not a haphazard sample as some people think! One way of achieving a

simple random sample is to number each element in the sampling frame (e.g. give

everyone on the Electoral register a number) and then use random numbers to select the

required sample.

Random numbers can be obtained using your calculator, a spreadsheet, printed tables of

random numbers, or by the more traditional methods of drawing slips of paper from a

hat, tossing coins or rolling dice.

Systematic Random Sampling

This is random sampling with a system! From the sampling frame, a starting point is

chosen at random, and thereafter at regular intervals.

Stratified Random Sampling

With stratified random sampling, the population is first divided into a number of parts or

'strata' according to some characteristic, chosen to be related to the major variables being

studied. For this survey, the variable of interest is the citizen's attitude to the

redevelopment scheme, and the stratification factor will be the values of the respondents'homes. This factor was chosen because it seems reasonable to suppose that it will be

related to people's attitudes

Cluster and area Sampling

Cluster sampling is a sampling technique used when "natural" groupings are evident in

a statistical population. It is often used in marketing research. In this technique, the total

population is divided into these groups (or clusters) and a sample of the groups is

selected. Then the required information is collected from the elements within each

selected group. This may be done for every element in these groups or a subsample of

elements may be selected within each of these groups.

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Non Probability Sampling

It is also known as deliberate or purposive or judge mental sampling. In this type of

sampling, every item in the universe does not have an equal, chance of being included in

a sample.

It is of following type:

Convenience Sampling

A convenience sample chooses the individuals that are easiest to reach or sampling that

is done easy. Convenience sampling does not represent the entire population so it is

considered bias.

Quota Sampling

In quota sampling the selection of the sample is made by the interviewer, who has been

given quotas to fill from specified sub-groups of the population.

Judgment Sampling

The sampling technique used here in probability > Random Sampling.The total sample size is 50 profiles.

Data Collection : - Data is collected from various customers through personal

interaction. Specific questionnaire is prepared for colleting data. Data is collected with

mere interaction and formal discussion with different respondents and we collect data in

BHARTIYA INTERNATIONAL LIMITED and face to face contact with the persons

from whom theinformation is to be obtained (known as informants). The interviewer

asks them questions pertaining to the survey and collects the desired information.

Thus, the we collect data about the working conditions of the workers of BHARTIYA

INTERNATIONAL LIMITED; we worked at BHARTIYA INTERNATIONAL

LIMITED contact the workers and obtain the information. The information obtained is

first hand or original in character.

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IMPORTANCE OF THE STUDY

Without focusing the pattern of management, organization philosophy highlights on

achieving a surely where all citizens(employees) can leader a richer and fuller life. Every

organization, therefore, strikes for greater productivity, elimination of wastes, lower cost

and higher wages, so the industry needs a stable and energetic labors force that can boast

of production by increased productivity. To achieve these objectives a good recruitment

process is essential. By which industry strikes right number of persons and right kind of

persons at the right time and at right places through and the planning period without

hampering productivity.

SCOPE OF THE STUDY

At this point we are not concerned with desirability of recruitment process since it can

not be avoided. Instead our concern is focused of those questions like recruitment for

what purpose. On what basis should it be written down and saved or not? If saved for

ever or for a year or two? These are issue to be argued and these are the elements that

make manpower planning ground or bad, effective or ineffective.

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CHAPTER 4


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Edwin B Flippo defined recruitment as process of searching for prospective

employees and stimulating them to apply for jobs in the organization.

Once the required number and kind of human resources are determined, the management

has to find the places where required human resources are or will be available and also

find the means of attracting them towards the organization before selecting suitable

candidates for jobs. All this process is generally known as recruitment.

Technically speaking the function of recruitment precedes the selection function and it

includes only finding, developing the sources of prospective employees and attracting

them to apply for jobs in an organization, 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.

Objectives of Recruitment

To attract people with multi-dimensional skills and experiences that suits the

present and future organizational strategies.

To induct outsiders with a new perspective to lead the company.

To infuse fresh blood at all levels of the organization.

To search or head hunt people whose skills fit the companys values.

To devise methodologies for assessing psychological traits.

To search for talent globally and not just within the company.

To design entry pay that competes on quality but not on quantum.

To anticipate and find people for positions that does not exist yet.

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Recruitment refers to the process of finding possible candidates for a job or function,

usually undertaken by recruiters. It also may be undertaken by an employment agency or

a member of staff at the business or organization looking for recruits. Advertising is

commonly part of the recruiting process, and can occur through several means: through

online, newspapers, using newspaper dedicated to job advertisement, through

professional publication, using advertisements placed in windows, through ajob center,

through campus graduate recruitmentprograms, etc.

Suitability for a job is typically assessedby looking for skills, e.g. communication skills,

typing skills, computer skills. Evidence for skills required for a job may be provided in

the form of qualifications (educational or professional), experience in a job requiring the

relevant skills or the testimony of references.

Employment agencies may also give computerized tests to assess an individual's "off-

hand" knowledge of software packages or typing skills. At a more basic level written

tests may be given to assess numeracy and literacy. A candidate may also be assessed on

the basis of an interview. Sometimes candidates will be requested to provide a rsum

(also known as a CV) or to complete an application form to provide this evidence. In

some countries, such as the United States, it is legally mandated to provide equal

opportunity in hiring.

FACTORS AFFECTING RECRUITMENT

Both internal and external factors affect recruitment. The external factors include supply

of and demand for human resources, employment opportunities and/or unemployment

rate, labor market conditions, political, legal requirement and government policies, social

factors, information systems etc.

The internal factors include the companys pay package including salary, fringe benefits

and incentives, quality of work life, organizational culture, career planning and growth

opportunities, size of the company, companys product/services, geographical spread of

the companys operations viz., local,national or global, companys growth rate, Role of

Trade Unions and cost of recruitment.

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COMPLEXITY OF THE FUNCTION OF RECRUITMENT

Performing the function of recruitment i.e. increasing the selection ratio is not as easy as

it seems to be. This is because of the hurdles created by the internal factors and external

factors which influence an organization. The first activity of recruitment i.e. searching for

prospective employees is affected by many factors like:

1. Organizational policy regarding filling up of certain percentage of vacancies by

internal candidates.

2. Local candidates (sons of soil).

3. Influence of trade unions.

4. Government regulations regarding reservations of certain number of vacancies to

candidates based on community/region/ caste/ sex.

5. Influence of recommendations, nepotism etc. As such, the management is not free to

find out or develop the source of desirable candidates and alternatively it has to divert

its energies for developing the sources within the limits of those factors though it

cannot find suitable candidates for the jobs.

The degree of complexity of recruitment function can be minimized by formulating

sound policies. A few progressive companies in India like Larsen & Toubro, Hindustan

Lever, Procter & Gamble and a few others have exemplary policies of recruitment which

even International companies are trying to emulate.

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RECRUITMENT PROCESS

Follow up tillto joining ofcandidate

Findrequirement

Understandrequirement

Search theprofile

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DETERMINING REQUIREMENT/ MANPOWER PLANNING

The first stage in the recruitment process is planning. Planning involves the translation of

likely job vacancies and information about the nature of these jobs into a set of objectives

or targets that specify the (i) number and (ii) type of applicants to be contacted.

A human resource plan need not be highly complicated. A straightforward plan will helporganizations to:

Assess future recruitment needs.

Formulate training Programmers.

Develop promotion and career development policies.

Anticipate and, where possible, avoid redundancies.

Develop a flexible workforce to meet changing requirements.

Control staff costs whilst ensuring salaries remain competitive.

Assess future requirements for capital equipment, technology and premises.

Management is responsible for producing the human resource plan, senior management

for supporting it. Implementation is likely to be most effective if it carries the support of

the workforce, normally achieved through consultation with trade union or other

employee representatives.

Producing a human resource plan involves:

Forecasting staffing requirements against business objectives. Assessing the available supply of people to meet those requirements. Matching available supply against forecast demand.

Information on current employees, labour turnover and the labour market will help in theformulation of the plan.

SOURCING RESUMES

There are several sources and they may be broadly categorized into (i) internal and

(ii) external

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(i) INTERNAL SOURCES: Many organizations try and identify employees

from within the organization to be groomed to take on higher responsibilities.

Internal recruitment seeks applicants for positions from those who are currently

employed. Some of the internal sources are:

a) Present Employees: Promotion and transfers from among the present employees

can be a good source of recruitment. Promotion to higher positions has several

advantages. It builds morale, encourages competent individuals who are

ambitious etc. Transfers are often important in providing employees with a broad-

based view of the organization, necessary for future promotions.

b) Employee Referral: Employees working with an organization recommend their

friends or acquaintances for vacant positions in the organization. Referrals can bean effective way of recruiting. Many prospects can be reached at a very low cost.

c) Former Employees: Former employees are also an internal source of applicants.

Some retired employees may be willing to come back to work on a part-time

basis or may recommend someone who would be interested in working for the

company. An advantage with this source is that the performance of these people

is already known.

(ii) External Sources: To meet demands for talent brought by business growth to seek

fresh ideas or to replace employees who leave, organizations periodically turn to the

outside labor market. Managers look outside the firm for people who have not worked for

the organization before. Some of the sources are:

a) Advertisements: These constitute a popular method of seeking recruits as

many recruiters prefer advertisements because of their wide reach. Ads describe

the job and the benefits, identify the employer and tell who those are interested

and how to apply. Factors influence the response rate to advertisement include :

Identification of the organization.

Labor-market condition.

The degree to which specific requirements are included in

advertisement.

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b) Employment Exchanges: Employment exchanges have been set up all over the

country in deference to the provisions of the Employment Exchanges Act,

1959.The Act applies to all industrial establishments having 25 workers or more

each. The Act requires all industrial establishments to notify vacancies before

they are filled.thus employment exchange act as a link between the employers

and the prospective employees.

c) Walk-Ins: The most common and least expensive approach for candidates is

direct applications; in which job seeker submit unsolicited application letters or

resumes. Direct applications can also provide a pool of potential employees to

meet future needs. From employees viewpoint. Walk-ins are preferable as they

are free from the hassles associated with other methods of recruitment. While

direct applications are particularly effective in filling entry- level and unskilled

vacancies, some organizations compile pool of potential employees from direct

applications for skilled positions.

d) Specialist And Professional Journals: Less expensive than the national press,

these journals can guarantee to reach the precise group of potential applicants

for specialist and professional vacancies.

e) Campus Recruitment: Maintaining contact with schools, colleges and careers

advisers will ensure that the organizations needs for school/college leaverswith particular skills and abilities are known. It can be particularly useful as

college/institutes are fertile ground for recruiters.

f) Internet: Is beginning to emerge as a recruitment medium. It is mainly used for

graduate-level and technical jobs because it tends to target a self-selected group

who are computer literate and have access to the web at their place of study or

work. Its use is likely to grow. Various job sites like Naukri .com,Times

job.com,Monster.com etc come in very handy in finding candidates with the

desired skills.

SHORT-LISTING/SCREENING

Screening of applications can be regarded as integral part of recruiting process. The

selection process will begin only after the applications have been short listed.

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Applications receives in response to advertisements are screened and only eligible

applicants are called for an interview. The purpose of screening is to remove from the

recruitment process, at an early stage, those applicants who are visibly unqualified for the

job. Effective screening can save a great deal of time and money.

Short-listing is the transition phase between recruitment and selection. It is the stage

where total number of applicants is reduced to select the group the employer wishes to

carry on to the selection phase. Care must be exercised, however, to assure that potential

employees are not lost. In screening, clear job specifications are invaluable. It is both a

good practice and legal necessity that applicants qualifications be judged on the basis of

their knowledge, skills, abilities and interests required to do te job.

Short-listing should always be carried out using the person specification so that

applications can be measured and assessed against criteria and be made on the basis of

fact and not assumptions. Short-listing must be carried out independently by at least two

people and ideally, as many of the interview panel as possible. The attributes in the

person specification must be consistently applied to all candidates irrespective of their

gender, ethnic origin age, socio-economic background, disability, religious or political

beliefs, family circumstances, sexual orientation or other irrelevant factors. After

individual assessment of each application, decision of whom to short list must be taken.

SCRUTINIZING / FILTERING CANDIDATES

Some methods or techniques are used to filter/scrutinize the candidates, i.e., to reduce the

number of applicants and also to gather relevant information needed before conducting

the interview. Techniques/methods involve:

Case Studies: Job related case studies can be used during the selection process totest the depth of experience and knowledge the candidates possess on a certain

topic. The case study can form the basis of a discussion and is a useful way of

probing the candidates knowledge and judgment.

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In-Tray exercise : It can be useful to put together a number of typical work issues

into an 'in tray' exercise and ask the candidate to place them in order of priority and

give suggestions as to what action should be taken on each.

Group Discussions: Group discussions can be used to assess the candidates in

logical formulation of argument, how they relate to other members of the group,

experience and knowledge of a topic. It is normal practice to inform candidates to

expect a group discussion beforehand and so consideration needs to be given as to

when to introduce the topic.

E.g. do you write and let them know or introduce the topic when all of the candidates

are assembled ready for the group discussion. As with the case study the group

discussion must be relevant to the post and the assessors must be quite clear what they

are looking for to ensure standardization of marking.

Aptitude Test: It helps to determine a persons potential to learn in a given area.

An example of such a test is the General Management Aptitude Test (GMAT)

which many business students take prior to gaining admission to a graduate

business school programme.

Personality Test: These tests are given to measure a prospective employees

motivation to function in a particular working environment. There are various tests

designed to assess a candidates personality. The Thematic Apperception Test

(TAT) assesses an individuals motivation and achievement level. Other

personality tests include CPI, TTS, and MMPI to assess specific personality traits.

Role Play: Ina role play, you are given a particular role to assume for a certain

task. The task will involve dealing with a role player in a certain way and there will

be an assessor watching the play.

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Presentation: You may be asked to make a formal presentation to a number of

assessors either on a topic given in advance or in some cases to interpret and

analyze given information and present a case to support a decision.

INTERVIEWING

The next step in the selection process is employment interview. Most jobs are filled

through interviews. The interview has two main purposes - to find out if the candidate

is suitable for the job, and to give the candidate information about the job and the

organization. Interview is a formal, in-depth conversation conducted to evaluate the

applicants acceptability. It allows a two-way exchange of information, the interviewers

learn about the applicant, and the applicant learns about the employer. Every candidate

should be offered the same opportunities to give the best presentation of themselves, to

demonstrate their suitability and to ask questions of the interviewer.

An interview is a conversation between two or more people (The interviewer and the

interviewee) where questions are asked by the interviewer to obtain

information from the interviewee. Interviews can be divided into two rough types:

interviews of assessment and interviews for information.

ASSESSMENT

The most common type of interview for assessment is a job interview between an

employer and an applicant. The goal of such an interview is to assess a potential

employee to see if he/she has the social skills and intelligence suitable for the workplace.

Similar interviews are also used for admissions to schools, allotment of grants, and other

areas.

Highly personal questions and those unrelated to the job at hand are forbidden, as are

questions which invite discrimination. However some interviewers tend to ask such

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questions in order to see how the interviewee reacts and if she is able to elegantly avert

the question.

Another important type of interview is the psychological one that can be divided into two

forms: structured and unstructured.

Structured interview designed to discover all relevant information and assess the

competencies of the applicant is an efficient method of focusing on the match between

job and candidate. It also means that there is a consistent form to the interviews,

particularly important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person. The structured

interview is most likely to be effective in obtaining specific information against a set of

clearly defined criteria. However, not every manager is skilled at interviewing, and may

not be able to judge efficiently the applicant's skills and competencies. Ideally all

interviewers should receive training, including the equal opportunities aspects of

recruitment and the relevant legislation.

INFORMATION

The second class of interviews is those seeking to gather information about a subject.

These types of interviews are central to the practices ofjournalism and instructional

design. Such interviews are also important to any non-fiction writer or researcher. In

general the quotes and information gathered in these interviews are used in a publication

or edited for broadcast.

These interviews are used by journalists, law enforcement and private investigators. A

recent technological trend in journalism interviewing has been the rise of e-mail

interviews.

These interviews differ from traditional telephone and face-to-face interviews in that

interviewees can have more time to formulate a written response.

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Interviews need not be formal. The length and style of the interview will relate to the job

and the organization. Some vacancies may call for a formal interview panel, some for a

less formal, one-to-one interview. The interviewer(s) should consider the job and the

candidates when deciding on the nature of the interview.

All interviews, whether formal or informal, need careful preparation if they are to be

successful. Each candidate should leave with a sense of being treated well and fairly and

having had the opportunity to give of their best.

PREPARING THE INTERVIEW

The interviewer should prepare by:

Reading the application form, job and person specifications to identify areas

which need further exploration or clarification.

Planning the questions. In some interviews it is appropriate to ask only one or two

questions to encourage the candidate to talk at length on certain subjects. In others

it may be better to ask a series of short questions on several different areas. If

there is more than one interviewer, different people can cover different topics, eg

job knowledge, training, qualifications. Do not ask for personal information or

views irrelevant to the job. Do not ask potentially discriminatory questions such

as 'Are you planning to have children in the next few years?

Being ready for the candidates' questions, and trying to anticipate what additional

information they may seek.

CONDUCTING THE INTERVIEW

Interview is a formal, in-depth conversation conducted to evaluate the applicants

acceptability. It allows a two-way exchange of information, the interviewers learn about

the applicant, and the applicant learns about the employer. Conduct the interview in an

environment that will allow candidates to give of their best. Arrange for there to be no

interruptions, divert telephone calls, welcome the candidate(s), and show them

cloakroom facilities, etc.

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If possible, let the candidate have a brief tour of the place of work. This is particularly

useful in the case of people new to the job market (school-leavers, returning men and

women), who may have little or no experience of what to expect in a workplace. It may

also prove valuable in offering an additional opportunity to assess the candidate's

interaction with possible colleagues.

The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present); this also gives the

candidate time to settle down.

Give some background information about the organization and the job - this helps

everyone to focus on the objective.

Structure the questions to cover all the relevant areas, and don't ask too many

'closed' questions. Open-ended questions (i.e. ones that can't be answered just by

a yes or no answer) will encourage the candidate to speak freely - they often

begin 'what', 'why', 'when' or 'how'.

Avoid leading questions.

Listen, and make brief notes as necessary on salient points.

Have a time frame and keep to it, allowing sufficient time for candidates to ask

any questions they might have.

Make sure the candidate is familiar with the terms and conditions of the job, and

they are acceptable. If not, and the candidate is the best one for the job, then some

negotiation may be necessary - be careful to avoid inadvertent discrimination.

Tell the candidate what will happen next and when to expect to hear from the

organization.

POST INTERVIEW ASSESSMENT AND DECISION

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More often than not there are more candidates than vacancies. The selectors should

assess the suitability of each individual candidate instead of comparing the merits of

candidates. It should:

Systematically assess the evidence obtained in the light of the job

requirements.

In assessing evidence concentrate on solid facts of past behavior as

indicators of motivation, attitudes, values, personal qualities and abilities

and in sum of potential to do the job. There is a little correlation between

the behavior and likely behaviour in the actual environment and

conditions of work.

In the assessment process take account of all available evidence. The

documents are very useful when written by the authorities competent to

confirm the facts of past performance. They are of much more doubtful

value when they purport to assess suitability for employment because of

the likelihood of bias and the writers probable lack of direct knowledge

of the job requirements.

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TIPS FOR SUCCESSFUL INTERVIEW

Your business survival depends on hiring the right people. But finding the best

employees can be tricky, and if you dont have the right interviewing skills, you risk

losing a brilliant candidate- or worse- hiring a person thats not qualified for the job.

Here are few tips:

1. Pace your interview

Use your first few questions to loosen up the candidate and set the tone for the rest of the

interview. Questions that deal with a person's work experience -- such as "Tell me about

a typical day on your current job. What do you like about it? What don't you like?" -- can

get a candidate to open up and start talking...which, after all, is the point of an interview.

2. Listen more than you speak

If you're spending more than 20 percent of the interview talking, then you're not giving

the candidates a chance to talk about themselves. The purpose of an interview is to help

you make a decision based on how a person responds to your questions. You need to take

time to listen to those responses.

3. Set a schedule

Put interviews on your calendar, and treat them as you would any other business

appointment. Make sure you give the candidate your undivided attention - clear your

desk, put your phone on "do not disturb", close your door and let people in your office

know you don't want to be interrupted.

4. Ask open-ended questions

Avoid any question that can be answered with a simple yes or no. Instead, use open-

ended questions that encourage candidates to talk about themselves. Listen to responses,

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and ask plenty of follow-up questions such as "Why do you think that's the case?" or

"How did you do that?" If you need more information, ask the candidate for it.

5. Ask questions before you describe the job

Avoid providing a detailed job description at the beginning of the interview. A smart

person will pick up on your description, and start phrasing all responses around what he

or she perceives you want to hear. By asking as many questions as possible before you

review the job, you'll be encouraging more honest answers.

6. Avoid standard questions

Everyone knows some of the typical interview questions - Where do you want to be fiveyears from now? What are your strengths and weaknesses? Tell me about yourself? The

problem with these questions is that many candidates have spent time preparing their

responses. These scripted comments are of little use to you. Instead, try to come up with

challenging questions that force interviewees to think on their feet and give an honest

appraisal of their strengths and limits. For example, scenario-based questions, where you

ask the candidate to react to a typical on-the-job situation, can paint a more accurate

picture.

7. Consider a two-interview process

Use a first interview to pare down candidates to the top two or three. Then use a second

round of interviews to select the best. The second interview should be conducted by

people who will interact with the candidate more closely. Their input is important.

8. Know what you can't ask

The law is very strict regarding questions you can't ask during a job interview. In general,

these forbidden questions are ones where the answer could be used to discriminate

against a potential employee. They usually focus on non-job-related information such as

age, race, marital status, or disability. For more on what you can't ask during a job

interview.

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EVALUATION AND SELECTION

Evaluation and control is necessary as considerable costs are incurred in the recruitment

process. Consideration should be given as to whether the recruitment methods used are

valid and whether the recruitment process itself is effective. Stastical information on the

cost of advertisement, time taken for the process, and the suitability of the candidates

should be gathered and evaluated. Continual monitoring of your recruiting process will

lead to better hires. When you identify an issue in your process, adjust your programs

accordingly. In addition to tracking traditional metrics such as time-to-fill and cost per

hire, make sure you take in account ways to measure some of the intangible metrics, such

as quality of hire and retention. Keeping track of your recruiting and retention successes

and challenges will help you fine tune your program into an effective and efficient hiring

system that your whole company can embrace.

BAD RECRUITMENT

A very important concept that the recruiter should be aware of at the time of evaluation

and selection is that of Bad Recruitment. While doing recruitment it should always be

kept in mind that it does not turn out to be a bad recruitment.

The entire effort, time, cost and resources that are spent in the recruitment process, go

wastes if the recruitment turns out to be a bad recruitment. A bad recruitment is one

where the hired candidate is not able to do justice to the role/job assigned to him/leaves

the organization very soon/the cost of recruitment is higher than the value addition that

the new employee is expected to do in the organization etc. In such scenario the entire

purpose of recruitment is defeated, hence at the time of recruiting, the HR manager

should all the time have at the back of his mind that his recruitment should not turn out to

be a bad recruitment.

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BAD RECRUITMENT OCCURS IN 3 SITUATIONS :

Cannot do: The person lacks the skills required.

Will not do: The person lacks attitude.

Does not know what to do: The person lacks knowledge.

Cost Of Bad Recruitment Include:

Direct Recruitment Cost

Induction Cost

De- motivation Cost

Client Related

Leaving Cost

Why Bad Recruitment Occurs?

Recruitment has acquired immense importance in todays organizations. Organization

has realized the value of human capital and its role in their development. Recruitment is

the first step in the process of acquiring and retaining human resources for an

organization. In todays rapidly changing business environment organizations have to

respond quickly to requirements for people.Bad recruitment affects the company and the

individual. The wrong person doing the wrong job is harmful to the companies. Yet in all

cases, the causes of the bad recruitment can be traced to one of the following reasons:

Poor analysis of job function.

Poor analysis of necessary personality- skill profile.

Inadequate initial screening.

Inadequate interview.

Poor utilization of second opinions.

References were not checked.

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Recruitment procedure at BHARTIYA INTERNATIONAL LIMITED.

In case of additional

manpower requirement,

department head fills the

manpower requisition

form

The candidate fills

Documents

Bhartiya International Ltd. Recruitment & Selection Final