SUMMER TRAINING REPORT SUBMITTED TOWARDS THE PARTIAL FULFILLMENT OF POST GRADUATE DEGREE IN INTERNATIONAL BUSINESS

RECRUITMENT AND SELECTION IN MOSER BAER INDIA LIMITED

SUBMITTED BY:

KAMAL KUAR

MBA-IB (2011-2013)

Roll No. : A180201111

AMITY INTERNATIONAL BUSINESS SCHOOL,

AMITY UNIVERSITY

SECTOR-125, NOIDA, UTTAR PARDESH

CERTIFICATE OF ORIGIN

This is to certify that Ms. KAMAL KUAR, a student of Post Graduate Degree in

International Business and Human Resource Management, Amity International Business

School, and Noida has worked in the Recruitment and Selection, in MOSER BAER

INDIA LIMITED.

The period for which she was on training was for Six weeks, starting from 7th-May-2012 to

16th-June-2012. This Summer Internship report has the requisite standard for the partial

fulfilment the Post Graduate Degree in International Business. To the best of our knowledge

no part of this report has been reproduced from any other report and the contents are based on

original research.

Signature Signature

(Faculty Guide) (Student)

ACKNOWLEDGEMENT

I express my sincere gratitude to my industry guide Mr. BASANT KUMAR, (Designation)

Assistance Manager, (Company) Moser Baer India Limited, for his able guidance,

continuous support and cooperation throughout my project, without which the present work

would not have been possible.

I would also like to thank the entire team of Moser Baer India Limited and also my friends,

for the constant support and help in the successful completion of my project.

KAMAL KUAR

Table of Contents

Chapter No. Page No.

Chapter 1- Executive Summary 6

Chapter 2- Objective Of The Study 8

Chapter 3-Company Profile 10

Chapter 4- Literature Review 26

Chapter 5- Research Methodology 53

Chapter 6- Data Analysis & Findings 58

Chapter 7- Recommendations 67

Chapter 8- Conclusion 69

Chapter 9- Biblography 71

Chapter 10- Annexure 73

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

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

part of an organisation. Human Resource Planning is a vital ingredient for the success of the

organisation in the long run. There are certain ways that are to be followed by every

organisation, which ensures that it has right number and kind of people, at the right place and

right time, so that organisation can achieve its planned objective.

The objectives of Human Resource Department are Human Resource Planning, Recruitment

and Selection, Training and Development, Career planning, Transfer and Promotion, Risk

Management, Performance Appraisal and so on. Each objective needs special attention and

proper planning and implementation.

For every organisation it is important to have a right person on a right job. Recruitment and

Selection plays a vital role in this situation. Shortage of skills and the use of new technology

are putting considerable pressure on how employers go about Recruiting and Selecting staff.

It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

My research project deals with “Recruitment and Selection system” as carried out at

Moser Baer India Ltd. The objective of my study is to understand and analyze the existing

recruitment & selection procedure in the company. The HR professionals in the service sector

are now stressing on a systematic approach to recruitment and selection for increasing the

managerial effectiveness of its professionals.

The first section my report deals with a detailed company profile. It includes the company’s

history, its activities and operations, etc. This section attempts to give detailed background

information about the company and the nature of its functioning.

The second section deals with Recruitment and selection. In this section, I have given a brief

conceptual explanation of the topic. It contains the definitions, process and significance of

recruitment and selection.

The third section of my report deals with my observations about the process of recruitment

and selection at Moser Baer India Ltd. This is the concluding section. This section also

contains my findings and conclusions.

The fourth and final section of this report consists of extra information that is related to the

main contents of the report. These annexures include some forms and documents relating to

the company, also relating to the report and important documents upon which the report is

based.

I sincerely hope Moser Baer India Ltd. finds my suggestions and recommendations to be of

some benefit to it in carrying out their activities more efficiently.

OBJECTIVE OF THE STUDY

An objective is the most important part of a summer training project report .The objective is

the bull’s eye, which a trainer has to hit. The objective determines the path on which a trainer

has to walk on, and help him/her by not deviating from the path. The objectives of the study

are as follows:

Understand the Recruitment Process at Moser Baer India Ltd.

Study of SOP(Standard Operating Procedures) & Process flow involved along with

the Job description, specifications, interview assessment criteria & final selection of

the candidate.

Analyze and evaluate the recruitment and selection process and its effectiveness at

Moser Baer India Ltd.

COMPANY PROFILE

COMPANY PROFILE

Moser Baer, headquartered in New Delhi, is one of India's leading technology companies.

Established in 1983, the company successfully developed cutting edge technologies to

become the world's second largest manufacturer of Optical Storage media like CDs and

DVDs. The company also emerged as the first to market the next-generation of storage

formats like Blu-ray Discs and HD DVD. Recently, the company has transformed itself from

a single business into a multi-technology organisation, diversifying into exciting areas of

Solar Energy, Home Entertainment and IT Peripherals & Consumer Electronics.

Moser Baer has a presence in over 82 countries, serviced through six marketing offices in

India, the US, Europe and Japan, and has strong tie-ups with all major global technology

players. Moser Baer has the distinction of being preferred supplier to all top global OEM

brands. Moser Baer stands committed to supplying highest quality fully licensed media to its

customers.

Moser Baer's products are manufactured at its three state-of-the-art manufacturing facilities.

It has over 6,000 full-time employees and multiple manufacturing facilities in the suburbs of

New Delhi.

HISTORY

Moser Baer India was founded in New Delhi in 1983 as a Time Recorder unit in technical

collaboration with Maruzen Corporation, Japan and Moser Baer Sumiswald, Switzerland.

In 1988, Moser Baer India moved into the data storage industry by commencing

manufacturing of 5.25-inch Floppy Diskettes. By 1993, it graduated to manufacturing 3.5

inch Micro Floppy Diskettes (MFD).In 1999, Moser Baer India set up a 150-million unit

capacity plant to manufacture Recordable Compact Disks (CD-Rs) and Recordable Digital

Versatile Disks (DVD-Rs). The strategy for the optical media project was identical to what

had successfully been implemented in the diskette business - creating a facility that matched

global standards in terms of size, technology, quality, product flexibility and process

integration. The company is today the only large Indian manufacturer of magnetic and optical

media data storage products, exporting approximately 85 percent of its production.

Since inception, Moser Baer has always endeavoured to create its space in the international

market. Aiding the company in its efforts has been a carefully-planned and sustainable

business model - low costs, high margins, high profits, reinvestment and capacity growth.

Along the way, deep relationships have been forged with leading OEMs, with the result that

today there are hardly any global technology brands in the optical media segment that Moser

Baer is not associated with

In 2006, the company announced its foray into the Photovoltaic and Home Entertainment

businesses. In 2007, the IT Peripherals and Consumer Electronics division was formed.

VISION AND MISSION STATEMENT

“VISION”

"Touching every life across the globe through high technology products and services”

“Mission”

We will drive growth through our excellence in mass manufacturing.

We will move up the value chain through rapid development of technology, products

and services.

OUR VALUES

Teamwork

Thinking and working together across functional silos, hierarchies, businesses and

geographies. Cooperating and supporting each other towards common goals.

Integrity Consistently behaving

and taking decisions in an ethical, trustworthy and fair manner in all spheres of life.

Passion

Missionary zeal coming out of one's heart to drive to the goal which gives one a feeling of

"do it with pride" and "love to be there". A feeling that encourages one to dream & realize the

dreams. Self commitment to give more than 100% & create value.

Speed

Meeting and exceeding customer's expressed or implied expectations by a "do it" attitude and

by doing right, first time, on time and every time.

QUICK FACTS

Among the top two media manufacturers in the world

Entered the highly exciting and emerging global technology space of photovoltaic in

mid-2005

Foray into the fast growing Home Entertainment Business in 2006.

In-house developed and patented technology has been considered as one of the four

standard media to be included in the Blu-ray Disk Association

The first storage media company in the world to ship HD DVDs using a special disc

structure using common materials.

Lowest-cost manufacturer of optical media in the world

Highly R&D-focused company

AWARDS

2008 EFY 2008 Special Award to Mr. Deepak Puri, CMD, Moser Baer

Golden Peacock Environmental Eco –Innovation Award 2008

2007 Golden Peacock Award for Occupational Health and Safety '07

Award for being 'Highest Exporter in IT Sector' from 'Export

Promotion Council for EOUs & SEZ Units'.

Business Standard 'Most Innovative Company of the Year

Award' 07'

ELCINA - DUN& BRADSTREET Awards, 2006 - 07 in the

categories- Quality, R&D and Business Excellence

Award by "Electronics and Computer Software Export Promotion

Council (ESC)" in IT Hardware category, titled "Award for

Maximum IT Hardware Exports

2006 "BEST OF ALL" Rajiv Gandhi National Quality Award by

Bureau of Indian Standards

Indira Awards for Marketing Excellence awarded "CEO of the

Year Award" to Mr. Deepak Puri, CMD

"Electronics Organisation of the Year Award" from Electronics for

You Publication Group.

PHDCCI - Distinguished Entrepreneurship Award' 06 to Mr.

Deepak Puri, CMD

2005 Golden Peacock Award for Competence in Quality and Innovation

Management

Global Industry Leader Award" to Mr. Deepak Puri and

"Excellence in Manufacturing Award" to Moser Baer from

Optical Disc Systems

Golden Peacock Environment Management Award

Plasticon Award 2005 by Plast India Foundation

2004 Frost & Sullivan Awards for excellent Manufacturing Practices.

DataQuest Top 20

Deloitte Award for Fast Growing IT Company and Manufacturing

Excellence

Corporate Role Model and Lifetime Achievement Award to Mr.

Deepak Puri, Managing Director, Moser Baer by Centre of

International Business., Amity Business School, Noida

2003 Dataquest IT Man of the Year Award 2003 to Mr. Deepak Puri

Managing Director, Moser Baer

Business Today - India's Best Managed Company for the year

2003

NMA Leadership Award 2003 to Mr. Deepak Puri, Managing

Director, Moser Baer

Deloitte Touche Tohmatsu Fast 500 - Asia Pacific's Leading

Technology Companies in 2003

2002 Dataquest Awards - Top Growth Company for the year 2002-03

Ernst & Young Entrepreneur of the Year 2002 for Manufacturing

to Mr. Ratul Puri, Executive Director, Moser Baer

LMA (Ludhiana Management Association) Vardhman Award for

Entrepreneur of the Year 2002 to Mr. Deepak Puri, Managing

Director, Moser Baer

2001 All India Award - Highest Exports in Electronic Hardware (Non-

SSI) for 2000-01

The Economic Times Awards for Corporate Excellence -

Company of the year 2001-02

Dataquest Top 20 - Fastest Growth Company for the year 2001-02

ELCINA (Electronic Component Industries Association)

Electronics Man of the Year to Mr. Deepak Puri, Managing

Director, Moser Baer.

1996-1997 Highest Exports Award in Electronic Components amongst Non-

SSI Category.

INFRASTRUCTURE INFORMATION

LOCATION AREA(sq mt) CAPACITY

(Million/year)

PRODUCT

RANGE

66, Greater Noida 378000 1450 CD-R, CD-RW,

DVD-R, DVD-

ROM, Photovoltaic,

IT Peripherals

A-164, Noida 55000 900 CD-R, CD-ROM

B-17, Noida 2800 36 Floppy Disc, CD-

ROM

A-33, Noida 3900 24 Audio and Video

CDs

PRODUCTS/SERVICES

Optical Storage Media: Recordable Compact Discs (CD-R), Rewritable Compact

Discs (CD-RW), Pre-recorded CD/DVD, Digital Versatile Disks (DVD-R) and

Rewritable Digital Versatile Disks (DVD-RW), LightScribe-enabled media.

Photovoltaic: Crystalline Silicon Cells and Modules, High Concentrator and Thin

Film Modules

Entertainment: Distribution of movies, film production and theatrical distribution

IT Peripherals and Consumer Electronics: Optical Disk Drives, Headphones,

Keyboards, Optical Mouse, DVD Players

Replication Services

Employees

Over 7,500

Number of Plants

4

Exchange Listing

National Stock Exchange (NSE)

Bombay stock Exchange (BSE)

Board of Directors

The difference between a good company and a great one lies in its core management team. Moser Baer's Board is a classic example of just how a group of thought leaders, visionaries, evangelists and technocrats can come together to galvanize a company to achieve excellence

- and that too on a global scale. Meet the people who provide the inspiration and guidance to make it all happen for Moser Baer.

Deepak PuriManaging Director

Deepak Puri provides strategic direction to the company. He is the driving force in creating an environment of integrity by ensuring fair business practices and profound respect for Intellectual Property Rights. It is his ceaseless quest for human capital development that has helped steer the company along a continuous growth path. A leading spokesman for the Indian industry, Deepak Puri has never shied from speaking his mind and sharing his opinions. He is also Chairman of the Electronics and Computer Software Export Promotion council (ESC), a non-profit autonomous organization of the Ministry of Information Technology, Government of India. He holds aMaster's Degree in Mechanical Engineering from ImperialCollege, London, and is an alumnus of St Stephens College and

Modern School, New Delhi.

Ratul PuriExecutive Director

Ratul Puri joined Moser Baer in 1994 and has been Executive Director since 2001. Prior to assuming this role, Ratul was General Manager (Business Development). In this capacity, he was instrumental in setting up plants for manufacturing Compact Disc-Recordables (CD-Rs), the first to come up in India. He has also played a pivotal role in reinforcing Moser Baer's focus on maximizing shareholder value and in raising funds from best-in-class investors. He has a degree in Computer Engineering from Carnegie Mellon University, USA and did his schooling from St Columbus, New Delhi

Nita PuriWhole Time Director

Nita Puri is a co-promoter of Moser Baer India Ltd and a Whole-Time Director of the Company. A graduate from Calcutta University, she has over three decades of experience in managing businesses. As Director (Administration and HR), she has been closely involved with the company's growth since its inception.

Prakash Karnik

Prakash Karnik was a Director at Electra Partners Asia Private Ltd, one of Asia's leading private equity firms. An engineer from the Indian Institute of Technology (Chennai) and a management graduate, he has over 25 years of experience in the engineering and finance sectors. He has worked in senior positions in both government and private sector organizations, including Jardine Fleming India Securities Ltd, Unit Trust of India and the Economic Development Corporation of Goa Ltd.

DIRECTOR

Rajesh KhannaDirector(Nominee Warburg Pincus Singapore LLC)

Rajesh Khanna has been working with Warburg Pincus for the last six years. He is an MBA from the Indian Institute of Management, Ahmedabad and a Chartered Accountant. He earlier worked with leading finance and consulting firms such as Citibank NA. He is now the Managing Director of Warburg Pincus India Private Ltd and also serves on the Boards of Nicholas Piramal India Ltd, Max India Ltd, Max Healthcare Institute Ltd and Max New York Life Insurance Company Ltd.

Bernard GallusDirector

Bernard Gallus brings with him over four decades of experience in the international technology and finance markets. He was earlier Managing Director and member of the board of J Bosshard SA, Lausanne, later taken over by the manufacturing company W Moser Baer AG, Switzerland.

Arun Bharat RamDirector

Arun Bharat Ram is the Chairman and Managing Director ofSRF Ltd. A graduate in Industrial Engineering from theUniversity of Michigan, USA, he began his career in 1967with the Delhi Cloth St General Mills Company Ltd, (nowDCM Ltd). He went on to set up SRF Ltd in 1971. In hisbusinesses, he has strongly supported corporate governance initiatives and professionalism. He has been on various government-industry committees and is a former President of both the Confederation of Indian Industries (CII) and the Association of Synthetic Fiber Industry.

John LevackDirector

John Levack has over 20 years of private equity experience with Electra and 3i Pic in Asia and Europe, four years of which have been in India. Levack has a degree in business administration from Bath University in the UK. He is a Director at Aksh Optifibre Ltd, Zensar Technologies Ltd, Electra Partners Asia Ltd, Electra Partners Mauritius Ltd, EP Asia Ltd, eTelecare International Inc. and RT Packaging Ltd.

Virander Nath KouraDirector

Mr. V. N Koura has been inducted as an Additional Director of the Company since 29th September, 2006. Mr. Koura received his formal legal education at Lincoln's Inn, London and currently is a senior partner of Koura & Co., a leading firm of legal consultants in India. He is also on the Board of Bharti Infotel Limited, National Cereals Products Limited, Controls and Switchgear Contractors Limited and HCL Infosystems Limited

Vinayshi GautamDirector

Dr. Vinayshil Gautam has been inducted as a Director of theCompany w.e.f 12th December, 2006. He was the firstDirector of India Institute of Management (Khozikode) and the first Head Management Department at Indian Institute ofTechnology (FIT), Delhi.He is currently the Dalmia Chair Professor of Management at IIT, Delhi and coordinator of the Institute's Dalmia Research Programme Dr. Vinayshil Gautam was a member of various significant committees of Government of India including the Committee appointed to look into the efficiencies of promotional processes of 10 senior Positions in Government; Quinquennial review team of CMFRI, NAARM; Committee appointed to review the working of NSTEDB, etc. He is also on the Board of J.K Industries Ltd, Shivam Auto Tech Ltd, EXIM Bank, Steel Authority of India, KEC International Limited.

Frank E. DangeardDirector

Frank Dangeard was Chairman and CEO of Thomson, aprovider of digital video technologies, solutions and services,from 2004 to early 2008. Earlier, he was Senior ExecutiveVice President of France Telecom, a global telecommunications operator. He is chairman or member of a number of boards or advisory boards of internationalcompanies and non-profit organizations. Dangeard waseducated in France and the United States. He has been therecipient of the National Order of the Legion of Honour(Chevalier), the highest decoration in France.

Viraj Sawhney Director

Viraj Sawhney is a Principal of Warburg Pincus India. He was earlier a consultant with McKinsey & Company. His business experience spans a range of strategic and operational issues across several industries.

Moser Baer is Globalized now:

a. Global scale manufacturing

b. Global customer base

c. Global competitive costs15

d. Global presence

e. Global technology partnership

f. Globally ranked expertise

CORPORATE OBJECTIVES:

1. A commitment to efficient manufacturing that has led to the lowest production costs in

the world

2. A strong R&D focus that has helped develop innovative products on a continuous basis

3. The highest quality standards that have consistently delivered world-class products.

4. A strong customer focus that has resulted in high customer retention and acquisition

5. A marketing focus that has kept products contemporary and relevant to emerging need.

SWOT ANALYSIS

STRENGTHS:

Experts in mass manufacturing.

Strength of domestic demand.

Wide distribution network.

Technology

Speed in execution.

Strategic alliances with OEM'S.

Low cost producer.

WEAKNESSES:

No retail presence in self-brands.

No strong global branding

Lack of quality suppliers.

Inland location.

Heavily dependent on Original Equipment Manufacturers.

Locational disadvantages. Quite away from ports.

OPPORTUNITIES:

Growing local market.

Getting into retail private label

Other manufacturing capabilities.

Contract Manufacturing.

Leadership position for emerging technologies.

Potential of Content &Entertainment segments.

Leveraging relations with OEM'S.

THREATS:

Rapid Price erosion and low margins.

Obsolescence of technology and business model.

Too much dependence on OEM'S.

Availability of raw material at right price.

LIFE AT MOSER BAER

"Behind all successful technologies is a set of creative and committed people..."

—Deepak Puri

Chairman and Managing Director

At Moser Baer, to merely state that people are our biggest asset is not enough—they are the

drivers of our growth and the real reason for our success. The company’s intellectual capital

is the cumulative insight of each and every employee. The power of this capital is reflected in

everything we do, whether it is improving process efficiencies, re-engineering equipment,

lowering costs, enhancing productivity, launching new products or improving shareholder

value.

Our team comprises experienced, highly motivated and skilled personnel from various

disciplines. We aim to provide them a working environment where they can excel. Our

people policies have been designed to help create a work environment that relies on

teamwork, sharing information and finding new and better ways to work and support each

other. These, in turn, help us set standards of excellence in our industry, while delivering

products that exceed customer expectations on time, thereby earning the respect of our

customers worldwide.

The company has taken a big step towards process leadership with the adoption of the

Balanced Scorecard, in order to ensure that each and every individual in the organization

continues to stay aligned to the collective corporate goals—even as the organization grows by

a monthly average of 150 hires The essence of what we do lies in who we are. And this is

what some members of the Moser Baer family have to say about their company...

"A place where people work with a smile on there faces and dreams in their eyes..."

"A place where your views can be freely voiced and are received with an open mind..."

"A place where you know whenever you need help, there is a family of 6,500 members

waiting to help you out.

LITERATURE REVIEW

RECRUITMENT

Recruitment is the process of locating and encouraging potential applicants to apply for

anticipated job openings. It is actually a linking function, joining together those with jobs to

fill and those seeking jobs.

Recruitment, logically, aims at:-

1. Attracting a large number of qualified applicants who are ready to take up the job if

it’s offered, and

2. Offering enough information for unqualified persons to self-select themselves out.

In other words, Recruitment is discovering of potential applicants for actual or anticipated

organizational vacancies.

According to Edwin B. Flippo,

“Recruitment is the process of searching the candidates for employment and stimulating

them to apply for jobs in the organization”.

Recruitment is the activity that links the employers and the job seekers.

To Recruit Means To Enlist, Replenish or Reinforce

Recruitment begins by specifying the human resource requirements, initiating activities and

actions to identify the possible sources from where they can be met, communicating the

information about the jobs, term and conditions, and prospectus they offer, and enthusiast

people who meet the requirement to respond to the initiation by applying for the jobs.

PURPOSE AND IMPORTANCE OF RECRUITMENT

Determine present and future requirements of the organization on conjunction with its

personnel planning and job analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of

visibly under qualified or over qualified job applicants.

Help reduce the probability that the job applicants, once recruited and selected will

leave the organization only after a short period of time.

Meet the organization legal and social obligations regarding the composition of its

work force.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Increase organizational and individual effectiveness in short term and long term.

Evaluate the effectiveness of various recruiting techniques and sources for all types of

job applicants.

AIM

The aim of recruitment is the information obtained from job description and job specification

along with precise staffing standards from the basis for determining manpower requirement

to attain the organizational objective.

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED: -

From the name itself one can make out that planned needs are the one that arise from

change in organization and retirement policy.

ANTICIPATED:-

Anticipated needs are those movements in personnel, which an organization can predict

by studying trends in internal and external environment.

UNEXPECTED:-

Resignation, deaths, accidents, illness give rise to unexpected needs.

FACTORS AFFECTING RECRUITMENT

The recruitment function of the organizations is affected and governed by a mix of various

internal and external forces. The internal forces or factors are the factors that can be

controlled by the organization. And the external factors are those factors which cannot be

controlled by the organization. The internal and external forces affecting recruitment function

of an organization are:

External forcesSupply and demandUnemployment rateLabor marketImage/GoodwillPolitical-social

Recruitment

Internal forcesRecruitment policyHRPSize of the firmCost

SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment processes

from two kinds of sources: internal and external sources. The sources within the organization

itself (like transfer of employees from one department to other, promotions) to fill a position

Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known

as the external sources of recruitment.

INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet the

specified requirement. It would be desirable to utilize the internal sources before going

outside to attract the candidates. The two categories of internal sources including a

review of the present employees and nomination of the candidates by employees.

Merits

1) Increase in Morale:-

Recruitment through the internal sources, particularly promotion, increases the morale of the

employee. Everybody in the organization knows that they can be promoted to a higher post,

their morale will be boosted and their work efficiency will increase.

2) Better Selection:-

The people working in the enterprise are known by the management and for selection higher

post does not carry any risk as the employees are known.

3) Economical Internal:-

Internal sources are highly economical because no expenditure is involved in locating the

source of recruitment and no time is wasted in the long process of selection. Moreover, these

employees do not need extensive training because they already know about all the works of

the enterprise.

Demerits

1. Check on Young Blood:-

The defect of the internal source of recruitment is that the young people fully equipped with

the modern technical knowledge remain excluded from the entry in enterprise. As a result, the

old people run the enterprise with the old ideas and experience.

2. Limited choice:-

The internal recruitment of the employees reduces the area of choice. The reduction in the

area of choice means less number of applicants. The choice is to be made out of people

working in the enterprise.

3. Encourages Favouritism:-

Internal source encourages favouritism in this system; the superiors usually select their

favourites. Sometimes even a less capable person is selected which harms the enterprise. In

this system, generally the personal impression of the managers about the employee is given

preference for selection.

EXTERNAL SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of consultant and

advertisement.

Merits

1. Entry of young blood:-

Recruitment through external source brings in new persons with modern ideas which can be

profitable for the organization.

2. Wide choice:-

The use of external source of recruitment increases the number of candidates and widens the

choice. The managers judge the capabilities of the applicants and select the best ones for

appointment.

3. Less Chances of Favouritism:-

All the candidates, under this system of recruitment, are new for the managers and this

exclude the possibility of favouritism.

Demerits

1. Decrease in Morale of Existing Employees:-

By adopting the system of external recruitment the chances of promotion of the present

employees come to an end. Since there is no hope of any promotion the morale of the

employee decreases and they do not perform their work with dedication.

2. Chances of Wrong Selection:-

There are chances of wrong selection due to non-availability of information in case of

external recruitment. The wrong selection will upset the working condition of the

organization.

3. Costly Source:-

The external source of recruitment involves expensive advertisement, long selection process

and training after selection which increases organizational expenditure

Internal External

Transfers Advertisements

PromotionsEducational Institutes

Differential placement Placement agencies/outsourcing

Retired Employees Contractors

Retrenched Employees Unsolicited applicants

Dependents and Relatives of decreased

employeesEmployee referrals

RECRUITMENT PROCESS

1. Human Resource Planning: Decision is made as to whether recruitment is necessary

or not i.e. Identify vacancy.

2. Manpower Requisition: Prepare job description and person specification.

3. Recruitment Plan and Sourcing: Plans are made on how and when to advertise the

vacancy.

4. Screening & Short listing: Response is managed and applicants are short listed.

5. Technical Evaluation: Tests & Interviews, candidates are invited for interviews and

selection tests.

6. HR Evaluation: HR Assessment & Salary Negotiation takes place.

7. References and Backgrounds Check

The recruitment process is immediately followed by the selection process i.e. the final

interviews and the decision making, conveying the decision and the appointment

formalities.

SELECTION

Selection involves a series of steps by which the candidates are screened for choosing the

most suitable persons for vacant posts. The process of selection leads to employment of

persons who possess the ability and qualifications to perform the jobs, which have fallen

vacant in an organization.

The process of selection divides the candidates for employment into two categories, namely,

those who will be offered employment and those who will not be. The basic purpose of the

selection process is to choose right type of candidates to man various positions in the

organization. In order to achieve this purpose, a well-organized selection procedure involves

many steps and at each step, unsuitable candidates are rejected.

Both recruitment and selection are the two phases of the employment process. Recruitment

being the first phase envisages taking decisions on the choice of tapping the sources of

workforce supply. Selection is the second phase, which involves giving various types of test

to the candidates and interviewing them in order to select the suitable candidates only.

Thus, Selection is the process of the differentiating between applicants in order to identify

and hire those with a greater likelihood of success in a job.

SELECTION TESTS:

Job seekers who pass the interview are called for the tests. Different types of tests may be

conducted depending on the job and the company. A test is

a sample of an aspect of an individual's behavior, performance or attitude. It can also be a

systematic procedure for comparing the behavior of two or more persons. Generally tests

determine the applicant' ability, aptitude and personality.

Purpose of Tests:

The basic assumption underlying the use of tests in personnel selection is that individuals are

different in their job-related abilities and skills and that these skills can be adequately and

accurately measured. Tests seek to eliminate the possibility of prejudice on the part of the

interviewer or supervisor. Potential ability only will govern selection decisions. The other

major advantage is that the tests may uncover qualifications and talents that would not be

detected by interviews or by listing of education and job expenence.

■ Types of Tests:

The various tests used in selection can be put in to six categories:

(a) Achievement or Intelligence Tests, (b) Aptitude or Potential Ability

Tests,

(c) Personality Tests, (d) Interest Tests.

(e) Graphology Tests, (f) Polygraph Tests.

(A) Achievement or Intelligence Tests:

These are also called 'proficiency tests'. These measure the skill or knowledge which

is acquired as a result of a training programme and on the job experience.These measure what

the applicant can do.

These are of two types:

■ Test for Measuring job Knowledge:

These are known as Trade Tests'. These are administered to determine

knowledge of typing, shorthand and in operating calculators, adding

machines, dictating and transcribing machines or simple mechanical

equipment. These are primarily oral tests consisting of a series of questions

which are believed to be satisfactorily answered only by those who know and

thoroughly understand the trade or occupation. Oral tests may be

supplemented by written, picture or performance types.

■ Work Sample Tests:

These measure the proficiency with which equipment can be handled by the, candidate. This

is done by giving him a piece of work to judge how efficiently he does it. For example, a

typing test would provide the material to be typed and note the time taken and mistakes

committed.

(B) Aptitude / Potential Ability Tests:

Ability tests assist in determining how well an individual can perform tasks related to the job.

Aptitude tests help to determine a person's potential to learn in a given area. These tests

measure the latent ability of a candidate to learn a new job or skill. Through these tests you

can detect peculiarity or defects in a person's sensory or intellectual capacity.

These are of three types:

■ Mental Tests:

These measure the overall intellectual ability or the intelligence quotient (I.Q.) of a person

and enable us to know whether he has the mental capacity to deal with new problems. These

determine an employee's fluency in language, memory, interaction, reasoning, speed of

perception, and spatial visualization.

■ Mechanical Aptitude Tests:

These measure the capacity of a person to learn a particular type of mechanical work. These

are useful when apprentices, machinists, mechanics, maintenance workers, and mechanical

technicians are to be selected.

■ Psychometric or Skill Tests:

These measure a person's ability to do a specific job. These are administered

to determine mental dexterity or motor ability and similar attributes involving

muscular movement, control and coordination. These are primarily used in the

selection of workers who have to perform semi-skilled and repetitive jobs, like

assembly work, packing, testing, inspection and so on.

(C) Personality Tests:

These are given to measure a prospective employee's motivation to function in a particular

working environment. These discover clues to an individual's value system, his emotional

reactions, maturity and his characteristic mood. The tests help in assessing a person's

motivation, his ability to adjust himself to the stresses of everyday life and his capacity for

interpersonal relations and for projecting an impressive image of himself.

(D) Interest Tests:

These tests are used to measure an individual's activity preferences. These tests are designed

to discover a person's areas of interest and to identify the kind of work that will satisfy him.

The interest tests are used for vocational guidance, and are assessed in the form of answers to

a well-prepared questionnaire.

(E) Graphology test:

Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes,

curves and flourishes in a person's handwriting to assess the person's personality and

emotional make-up. The recruiting company, may, for example, ask the applicants to

complete the application forms and write about why they want a job.

These samples may be finally sent to graphologist for analysis and the result may be

put use while selecting a person. The use of graphology, however, is dependent on the

training and expertise of the person doing the analysis. In the actual practice, questions of

validity and just plain skepticism have limited in use. It is designed to analyze the

handwriting of an individual. It can suggest the degree of energy, inhibitions and spontaneity.

(F) Polygraph tests:

These are designed to ensure accuracy of the information given in the applications.

The polygraph records physical changes in the body as the tests subject answers a series of

questions. It records fluctuations in respiration,-blood pressure and perspiration on a moving

roll of graph paper. The polygraph operator forms a judgement as to whether the subject's

response was truthful or deceptive by examining the biological movements recorded on the

paper. Critic, however, questions the appropriateness of the polygraphs in establishing the

truth about an applicant's behaviour. The fact is that the polygraph records the biological

reaction in response to stress and does not record lying or even conditions necessarily

accompanying lying. Is it possible to prove that the responses recorded by the polygraph

occur only because a lie has been told? What about those situations in which a person lies

without guilt (pathological liar) or lies believing the responses to be true? The fact of the

matter is that polygraphs are neither reliable nor valid. Since they invade the privacy of those

tested, many applicants vehemently oppose the use of polygraph as a selection tool.

Tests as Selection Tool:

Test are useful selection devices in that they uncover qualifications and talents that

can't be detected otherwise. They can be used to predict how well one would perform if one

is hired, why one behaves the way one does, what situational factors influence employee

productivity, etc. Tests also provide unbiased information that can be put to scientific and

statistical analysis.

However, tests suffer from sizeable errors of estimate. Most

psychological tests also have one common weakness, that is, we can't use

scales which have a know zero point and equal intervals. An intelligence test,

for example starts at an arbitrary point, where a person may not be able to

answer question properly. This does not mean that the person is totally

lacking in intelligence. Likewise, a person who is able to answer al! the 10

questions correctly cannot be called twice as intelligent as the one who was

able to answer only 5. If the test has commenced at some other point, where

there easier questions, their score might have been different. Test also fails to

elicit truthful responses from testees. To compound the problem further, test

results are interpreted in a subjective was by testers and unless these

testers do their homework well, the results may not be reliable.

Limitations of Selection Tests:

From the basic description of tests described above, one should not conclude that a

hundred per cent prediction of an individual's on-the job success can be made through these

tests. These tests, at best, reveal that candidates who have scored above the predetermined

cut-off points are likely to be more successful than those who have scored below the cut-off

point. Tests are useful when the number of applicants is large. Moreover, tests will serve no

useful purpose if they are not properly constructed or selected or administered.

Employment Interview:

The next step in the selection process is the employment interview.

Personal interview is the most universally used tool in any selection process. An interview is

conducted at the beginning and at the end of the selection process.

Meaning and Purpose:

An interview is a conversation with a purpose between one person on one

side and another person or persons on the other. An employment interview

should serve three purposes, viz., (i) obtaining information, (ii) giving information, and

(iii)motivation. It should provide an appraisal of personality

by obtaining relevant information about the prospective employee's

background, training work history, education and interests. The candidate

should be given information about the company, the specific job and the

personnel policies. It should also help in establishing a friendly relationship

between the employer and the applicant and motivate the satisfactory

applicant to want to work for the company or organization. In practice,

however, it may turn out to be a one-sided affair. It helps only in obtaining

information about the candidate. The other two purposes are generally not

served.

An interview is a formal, in-depth conversation concluded to evaluate

the applicant's acceptability.

Types of Interview:

(A) lnformal Interview:

This is may take place anywhere. The employer or a manager in the personnel department,

may ask a few questions, like name, place of birth, previous experience, etc. It is not planned

and is used widely when the labour market is tightened you need workers very badly. A

friend or a relative of the employer may take a candidate to the house of the employer or

manager where this type of interview maybe conducted.

(B)Formal Interview:

This held in a more formal atmosphere in the employment office by the employment

officer with the help of well-structured questions. The time and place of the interview are

stipulated by the employment office.

(C)Planned Interview:

This is a formal interview carefully planned. The interviewer has a plan of action

worked out in relation to time to be devoted to each candidate, type of information to be

sought, information to be given, the modality of interview and so on. He may use the plan

with some amount of flexibility.

(D)Patterned Interview:

This is also a planned interview but planned to a higher degree of

accuracy, precision and exactitude. A list of questions and areas are carefully,

prepared. The interviewer goes down the list of questions, asking them one-

after another.

(E)Non-directive Interview:

This is designed to let the interviewee speak his mind freely. The interviewer is a

careful and patient listener, prodding whenever the candidate is silent. The idea is to give the

candidate complete freedom to 'sell' himself without encumbrances of the interviewer's

questions.

(F)Depth Interview:

This is designed to intensively examine the candidate's background -and thinking and

to go into considerable detail on a particular subject to special interest to the candidate.

The theory behind it is that if the candidate is found good in his area of special

interest, the chances are high that if given a job he would take serious interest in it.

(G)Stress Interview:

This is designed to test the candidate and his conduct and behavior by putting him

under conditions of stress and strain. This is very useful to test the behavior of individuals

under disagreeable and trying situations.

(H)Group Interview;

This is designed to see how the candidates react to and against each other. All the

candidates may be brought together in the office and they may be interviewed. The

candidates may, alternatively, be given a topic for discussion and be observed as to who will

lead the discussion, how they will participate in the discussion, how each will make his

presentation and how they will react to each other's views and presentation.

(l)Panel Interview:

This is done by members of the interview board or a selection committee. This is done

usually for supervisory and managerial positions. It pools the collective judgment and

wisdom of members of the panel. The candidate may be asked to meet the panel individually

for a fairly lengthy interview. Any panel interview is less intimate and more formal then the

one-to-one, but if handled and organized well, it can provide a wealth of information.

(J)Sequential:

It involves a series of interviews, usually utilizing the strength and knowledge base of

each interviewer.

Interview Rating:

Important aspects of personality can be categorized under the following seven main headings:

This is called 'The Seven Point Plan'.

1. Physical Make-up; Health, physique, age, appearance, bearing, speech.

2. Attainments; Education, occupational training and experience.

3. Intelligence: Basic and 'effective'.

4. Special Aptitudes; Written and oral fluency of expression, numeracy,

organizational ability, administrative skill.

5. Interests: Intellectual, practical, physically active, social, artistic

6. Disposition; Self-reliance, nature, motivation, acceptability.

7. Circumstances: Domestic, social background and experience, future

prospects.

The importance of each of these points will vary from organization to

organization and from job to job. Hence, these should be assigned weightage

according to their degree of importance for the job. On the basis of

information gathered through an interview, each candidate should be rated in

respect of each point given above as:

(i) outstanding, (ii) good, (iii) above average, (iv) below average or (v) unsatisfactory.

Marks should be allotted to each of these, and the score for each point is arrived at by

multiplying it by weights and the total of all these will determine the final position of a

candidate at the interview.

Limitations of Interviews:

Interviews have their own limitations in matters of selection. Some of these are

mentioned as next:

(a) Subjective judgment of the interviewer may be based on his prejudices, likes, dislikes,

biases, etc.

b) One prominent characteristic of a candidate may be allowed to dominate appraisal of the

entire personality.

(c)The interviewer's experience may have created a close association

between some particular trait and a distinctive type of personality.

(d) Some managers believe that they are good at character analysis based

on some pseudo-scientific methods and are guided by their own abilities at it.

Reference and Background Checks:

Many employers request names, addresses, and contact numbers or

reference for the purpose of verifying information and perhaps gaining

additional information on an applicant. Reference checks serve two purposes.

One purpose is to gain insight about the potential employee from the people

who have had previous experience with him or her. Second purpose is to

assess the potential success of a prospect.

In case the reference check is from the previous employer, information in the

following areas may be obtained:

They are job title, job description, period of employment, pay and allowances, gross

emoluments, benefits provided, rate of absence, willingness of previous employer to employ

the candidate again, etc. Further, information regarding candidate's regularity at work,

character, progress, etc. can be obtained. Often a telephone call is much quicker. The method

of mail query provides detailed information about the candidate's performance, character and

behavior. However, a personal visit is superior to the mail or telephone methods and is used

where it is highly essential to get a detailed, first hand information which can also be secured

by observation. Reference checks are taken as a matter of routine and treated casually or

omitted entirely in many organizations. But a good reference check, when used sincerely, will

fetch useful and reliable information to the organization.

Physical Examination:

After the selection decision and before the job offer is made, the candidate is required

to undergo a physical fitness test. A job offer is, often, contingent upon the candidate

being declared fit after the physical examination. The results of the medical test are

recorded in a statement and are preserved in the personnel records.

A physical examination serves the following purposes:

(i) It gives an indication regarding fitness of a candidate for the job concerned, (ii) It

discovers existing disabilities and obtains a record thereof, which may be helpful later in

deciding the company's responsibility in the event of a workman's compensation claim.

(iii) It helps in preventing employment of those suffering from some type of contagious

diseases.

(iv) It helps in placing those who are otherwise employable but whose physical handicaps

may necessitate assignment only to specified jobs.

Job Offer:

Job offer is made through a letter of appointment, Such a letter generally contains a date by

which the appointee must report on duty.

Contracts of Employment:

After the job offer has been made and the candidates accept the offer, certain

documents need to be executed by the employer and the candidate. One such document is the

attestation form. There is also a need for preparing a contract of employment.

Concluding the Selection Process:

Contrary to popular perception, the selection process will not end with

executing the employment contract. There is another step- a more sensitive'

one- reassuring those candidates who have not been selected.

Selection Procedure

The procedure of selection varies from organization to origination. The number of steps in

the procedure and the sequence of steps also vary. Every organization designs a selection

procedure that suits its requirements. However the main steps or stages that could be

incorporated in the selection procedure are as under:

Preliminary interview: Initial screening is done to weed out totally

undesirable/unqualified candidates at the outset. It is essentially a sorting process in

which prospective candidates are given necessary information about the nature of the

job and the organization.

Receiving application: Application form is a traditional and widely used device for

collecting information from candidates. The application form should provide all the

information relevant to selection.

Screening of Applications:

Employment tests: Psychological are being increasingly used in employee selection.

A test is sample of some aspects of an individual’s attitude, behavior and

performance. It also provides systematic basis fro comparing the behavior,

performance.

Employment Interview: An interview is a conversation between two persons. In

selection it involves a personal, observational and face to face appraisal of candidates

for employment.

Reference Checking: The applicant is asked to mention in his application form the

names and addresses of two or three persons who know him well.

Medical examination: Applicants who have crossed the above stages are sent for a

physical examination either to the company’s physician or to a medical officer

approved for the purpose.

Final Selection: The shortlisted candidates by the department are finally approved by

the executives of the concerned department. Employment is offered in the form of

appointment letter mentioning the post, the rank, the grade, the date by which the

candidate should join and other terms and conditions in brief.

DIFFERENCE

Although Recruitment and Selection both terms are related to each other, but, there lie some

difference between them:

Recruitment is the process of searching the candidates for employment and stimulating them

to apply for jobs in the organization WHEREAS selection involves the series of steps by

which the candidates are screened for choosing the most suitable persons for vacant posts.

The basic purpose of recruitments is to create a talent pool of candidates to enable the

selection of best candidates for the organization, by attracting more and more employees to

apply in the organization WHEREAS the basic purpose of selection process is to choose the

right candidate to fill the various positions in the organization.

Recruitment is a positive process i.e. encouraging more and more employees to apply

WHEREAS selection is a negative process as it involves rejection of the unsuitable

candidate.

Recruitment is concerned with tapping the sources of human resources WHEREAS selection

is concerned with selecting the most suitable candidate through various interviews and tests.

RECRUITMENT AT MOSER BAER

Requisition is

raisedStart

HR sources the

candidates & short-lists the same time

Has the

candidate

Candidate goes through

Psychometric tests.

Interview with the Entity

Head

Has the

candidate

Final Interview with EDHas the

candidate

Issuance of

appointment letter

End

Referrals authenticate

information provided

The organization has formal method of finding out requirements for vacant or new positions.

This is because of a reliance on the effective communication system of both the authorized

personnel giving the information and the HR manager receiving the data regarding human

resources. Both parties need to be effective in passing on and receiving correct information.

The request set out the exact requirements of the new or vacant position. Job or personal

specifications spell out the requirements which an individual needs to successfully perform

the job as per the job description. The job description (context & content) highlights specific

duties and responsibilities.

Recruitments from time to time need to be done in various departments. Every unit has to

finalize the manpower requirements keeping in & view the lean and mean organization

structure. From time to time, based on &. the analysis of the organizational plans, demand for

manpower is estimated through personnel planning. Needs also arise based on natural

separation and retirement and is planned accordingly from time to time.

It is the process of finding 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 applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures for attracting that manpower in adequate numbers

to facilitate effective selection of an efficient working force.

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified

applicants for the future human resources needs even though specific vacancies do not exist.

Usually, the recruitment process starts when a manger initiates an employee requisition for a

specific vacancy or an anticipated vacancy.

Purpose:

To establish a well planned system of recruitment & selection process for open positions as

and when the requirement arises in the organization at present or in future.

Inputs:

Required Data & Information regarding present manpower and future requirements from

various departments. Forecasting of human resource needs is done by high level of

management.

Process:

Whenever the need for recruitment arises, respective department is required to fill up

'Manpower Requisition Form', giving detail of skills and experience (specific and general)

etc. required in the person to be recruited justifying the requirement. Person's profile is a

checklist of personal attributes, nature and level of knowledge and skills, work attitudes and

behaviour etc. that are demanded from a jobholder

Resource Planning:

The planning of resources may be project specific or on need basis.

Whenever the project gets into the confirm status, the concerned functional

head decides on the number of resources to be hired for particular project.

The concerned functional head captures the details of the requirements in the

manpower requisition form and provides to the HR manager after the approval

from the HR head.

Recruitment Sources:

■ Departmental Data Base. (Via Promotion & Transfer).

■ Referrals of Senior Management.

■ E-Job Portals.

■ Advertisements.

■ Campus Recruitment.

■ Outsourcing.

Based on the requirement, the HR Manager informs ail associates about the vacancy

through intranet. The communication to the associates in pasted on the intranet. It is an

inventive program that is used to reward associates who recommend suitable candidates for

the required post. Another source is the job portals like Monster India, Naukri, Times Job,

Shine which furnish with the resumes of the candidates as required. In addition,

advertisements are also released in national newspapers. Based on the volume and urgency to

select and recruit, head hunting is also done. Campus recruitment is also done to select the

fresher's as per requirements. For special purpose projects human resources are hired through

outsourcing. Promotions & transfers are done for fulfilling the internal human needs.

Vacancy Promotion:

The organization uses the local suburban paper as a means for promoting the vacant

positions for high skilled employees. As the purpose of recruitment and selection is to match

the right applicants with the right jobs, the organization needs to ensure that the true target

market is reached. That is, that the advertisement reaches professional and managerial

applicants: The implication of using the local paper for advertising vacancies is that you may

not reach the desired target market of professional applicants. This means that the

organization may not attract an adequate number of suitable and qualified applicants for the

position, which reduces the chances of matching the right applicant to the right job (Stone

1998). If the organization cannot match suitable applicants to jobs, then the whole

recruitment process is affected. Employing the wrong person for the job creates additional

cost, low job satisfaction, decreased productivity, and increased turnover (Robbins et al.

1998). As discussed in Stone(1998), the most popular method used to attract managerial and

professional employees is to advertise in state or metropolitan daily newspapers.

Screening and short listing:

The HR personnel check the profiles of the candidates who apply for the vacancies.

The resumes are matched with job specifications specified in manpower requisition form and

screen the resumes. Post the screening, the resumes are short-listed. It is done when

candidates are invited through advertisements. On job portals, HR Personnel choose the best

candidates suitable for the post.

For campus selection, HR personnel conduct tests & short term interviews. On behalf of that

students are short listed for further selection process. Referrals are also used to fill the

vacancies. Qualifications & past performance is used as criteria for internal recruitment.

Conducting Tests:

After screening the HR personnel conduct a short telephonic interview to check the

communication skills as well as confirm the key skills (required) of the candidate. The short-

listed candidates are invited for the test & interview. In case of campus recruitment the tests

are conducted at campus. The candidates called through other sources, has to go through

some tests prior the interviews. First the candidate has to give an IQ test conducted by the

HR person. The IQ test has 40 questions comprising of General Awareness, Logical

Reasoning, Fundamental Mathematics and English. It is a 30 minutes test and the first level

of elimination round. The candidates who score below a certain level are rejected at the first

stage itself unless the candidate is of senior level. The candidates qualifying the IQ test are

made to fill the Personal data form(PDF), which comprises the personal details, academic

qualification, work record, salary break ups and references

Post PDF, the candidate called for management post has to give MRE (Managerial Response

Exercise), which is a 30 minutes test. This test is to be undertaken by those candidates who

have a work experience of 5 years or more. In case the person has applied for financial

position, the candidate has to give two additional tests to check the accounting & financial

proficiency. The Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B) is a

highly valid and reliable tool that assesses how an individual's personal needs affect that

person's behavior towards other individuals. This highly valid and reliable self-report

instrument offers insight into an individual's compatibility with other people, as well as

providing insight into that person's own individual characteristics.

Interview Structure:

The organization uses structured and semi-unstructured interviews. A disadvantage of

using unstructured interviews is that the same questions may not be asked across each of the

candidates being interviewed. This affects the validity of the interview, since decisions may

be made based on different sets of criteria.

Stone, states that 'the most valid interviews use a consistent structure...'. Interaction between

the candidate and the interviewer may differ from one interview to the next, therefore lacking

consistency and reliability. Also, the skills of the interviewer may affect the responses of the

applicant. Structured interviews for professional or high skilled applicants can help ensure

that decisions are made based on the answers to the same set of questions, thus comparing the

same set of criteria. Structured interviews are a vehicle used to establish a framework for

decision-making. According to Dessler, by using preset or predetermined questions, the

interviewer can reduce the tendency to show bias to unfavourable information and,

therefore, remain objective.

Interview Environment:

The room used to interview applicants is important as it contributes to the image of

the organization. The interview room for this organization is the boardroom. It is located

immediately beside the main office and is set up as a traditional boardroom with a long table

and chairs. The use of the boardroom table for interviewing may cause the applicant to

become uncomfortable, as the seating arrangements may not facilitate a relaxed environment.

According to Compton and Nankervis, the use of '... a desk between an interviewer and

candidate can act as a psychological barrier'. This environment may cause the applicant to

become nervous and the quality of responses received .may be affected. Consequently,

responses that create a false idea or impression of the applicant may be considered as correct

by the interviewer. This might cause the incorrect applicant to be selected, despite the

information being false, which results in an unsuitable applicant being matched with a job. It

may also result in an applicant missing out on a position because they understated their

abilities due to feeling uncomfortable and nervous in the interview.

Preliminary Interview:

Posts all the tests, the snap interview are conducted by the HR Manager. The PDF, resume,

test evaluations pertaining to the candidate are attached and provided to the interviewer. The

preliminary interview evaluates the candidates in CD of his previous experiences and judges

on the skills relevant for the post under consideration. The resume is re-reviewed at this state

to pinpoint areas that will require clarification in further interviews such as unexplained gaps

in employment, lack of details regarding experience, meaning of job titles in resumes.

All records of candidates who come over for the interview are maintained in the

sourcing tracker. This tracker captures the reference, name of the candidate, phone number,

current location, current industry, position applied for, date of test, interview and status.

Secondary Interview:

The HR head/ entity head conducts the secondary interview. It evaluates the candidate's

soft skills and judges his/ her fitness in the organization. The head is also provided with all

the documents and the evaluation comments are recorded on the interview record sheet.

Decision for the selection:

The entity head and the HR head take the decision on the selection of

the candidate. The decision is recorded on the interview record sheet and the

tracker is updated.

Salary Discussion:

The HR Manager holds discussion with the candidate and negotiates

on the package details.

Reference checks:

The candidate is asked to furnish three references in the PDF. The HR person conducts the

reference check. The reference checks are done and recorded in the reference check guide.

Final Selection:

Appointment letters are issued to all candidates who are selected and offered a job. This is

done by the HR-Operations department. The terms and conditions of appointment are

described in the appointment letter.

Joining formalities:

The selected candidates are required to submit the following documents at the time of

joining:

■ 3 Photographs

■ Qualification Certificates

■ Proof of Salary in case of experience

■ Relieving order from previous employer/ experience certificate.

If the candidate is not expected to start working from the day on which his/ her appointment

letter has been issued; his/ her appointment stands cancelled and such information is given to

the candidate in writing. After all the formalities, the new joiners are required to sign on

various policies and forms. Induction programs are organized for the new joiners.

RESEARCH METHODLOGY

TITLE OF THE PROJECT

“Study of Recruitment and Selection Process in Moser Baer India Limited” is a project

undertaken by me as a part of my summer internship project in my pursuance of MBA from

Amity International Business School, U.P.

As part of this project, the recruitment and selection trend in Moser Baer India Limited is

studied in detail.

STATEMENT OF THE PROBLEM

In today's rapidly changing business environment, organizations have to respond quickly to

requirements for people. Hence, it is important to have a well-defined recruitment policy in

place, which can be executed effectively to get the best fits for the vacant positions. Selecting

the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for

the organization. Selection is one area where the interference of external factors is minimal.

Hence the HR department can use its discretion in framing its selection policy and using

various selection tools for the best results. This case lets discuss the importance of having an

effective recruitment and selection policy.

PURPOSE OF THE STUDY

Understand the nature and importance of recruitment and selection.

Identify the recruitment cycle.

Identify and describe the factors that affect recruitment and selection.

Identify the issue and challenges faced by Moser Baer India Limited. During the

process.

To determine various sources of recruitment.

RESEARCH DESIGN

As its name implies, the objective of exploratory research is to explore or search though a situation

to provide insight and understanding. Exploratory research provides insights into and

comprehension of an issue or situation. It should draw definitive conclusions only with extreme

caution. Exploratory research is a type of research conducted because a problem has not been

clearly defined. Exploratory research helps determine the best research design, data collection

method and selection of subjects.

DATA COLLECTION

A research has been done to assess the Recruitment & Selection Process in Moser Baer

India Limited. Generally research means analyzing and collecting the data regarding the

selected topic and editing the collected data and finally making a report in a formatted way

regarding the selected topic.

The source of data through which data is collected for the study is:

Primary Source

Secondary Source

PRIMARY SOURCE

The primary Source of data is the information which has been gathered by interviewing

employees of various departments in the organization, it is taken as first-hand information .In

the Primary data, two methods were used:

a) Observation Method

b) Interview Method

Observation: - By direct observation but not participating in the daily affairs of the

Company.

Interviews: - By conducting interviews of the employees of the organisation using a

questionnaire as a tool.

SECONDARY SOURCE

The Data which is already documented by someone else for particular purposes are said to be

Secondary Data. The secondary data is compiled using the internet. The Web provided a lot

of information about the Optical Media Industry and about Moser Baer India Limited. A lot

of important information is collected through this medium.

Sources:

Records of the organization

Manuals of the organization

Internet

With regard to secondary data I studied annual reports, standing orders of the organization,

and the early recruitment records which helped me to know about the recruitment and

selection, Procedures, Placement, how the recruitment manpower is taking place in the

company.

SAMPLING UNIT/TARGET GROUP

The respondents were Engineers in maintenance, production, GET, P&P Spare and

Development. Other respondents were administration, TQM, time office, purchase and

finance.

SAMPLE SIZE

As the name indicates, sample size refers to the number of respondents or the size of the

sample, which is to be surveyed. Here the sample size taken for the study was 60.

STATISTICAL TOOL USED

The various statistical tools for the analysis and interpretation of data are simple percentage

method and Pie charts, Bar charts etc.

Percentage was calculated for each factor as per the below shown formula

Number of respondents in favour of X 100

Percentage = ----------------------------------------------------------

Total number of respondents

LIMITTATIONS OF THE STUDY

1) The time duration was very short, to complete the study in the stipulated time.

2) The study is purely confined to Moser Baer India Limited and based on the facts and data

provided by the company.

SCOPE OF THE STUDY

Attract highly qualified and competent people.

To recruit competent professionals as per the business need on time as per

organizational objectives.

DATA ANALSIS

ANALYSIS AND INTERPRETATION

1. Identify the source from where you came to know about the job?

7%

33%

42%

3% 15%

Sources of recruitment

advertisementconsultancy firmjob portalcampusE-recruitmentemployee reference

The diagram depicts that the main source of recruitment is job portals with 42% as it is

cost effective. Second important source being consultancy firms followed by employee

reference(15%), advertisement(7%), campus placements(3%) and E- Recruitment being

0%.

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

In order to assess the recruitment policy, the question was asked whether they are satisfied by

the recruitment process by which they are selected, 90% of the respondents gave favourable

82%

18%

Satisfaction with the recruitment process

YesNo

response. It is evident that majority of the respondents are satisfied with Recruitment process

of MBIL.

3. You ever met the interviewer before your interview?

100%

YesNo

Questionnaire results indicate that 100% of the respondent fell that they have not met

ever with their interviewer.

4. How do you feel about interview panel?

31.66%

43.33%

18.33%

6.66%

Interview panel

ExcellentGoodSatisfactoryPoor

The chart depicts that around 75% respondents feel found the interview panel

excellent and good. 18% found it satisfactory and remaining 6% found the interview

panel poor.

5. Do you feel that your colleagues have undergone the similar process?

83.33%

16.67%

YesNo

The chart indicates that 83.33% of fell that their colleagues have been selected by the same

process. It is evident that their colleagues have been selected by the same process. Hence

Recruitment Policy of the organization is quite visible and process is followed impartially.

6. Would you recommend your colleagues or friends to join this Organization?

83.33%

16.67%

YesNo

In order to assess their Organizational commitment, question was asked whether they like to

put their relatives /friends for job in this company. 83.33%% respondents gave positive

response, where 16.67% gave negative response. So it is evident that most of the employees

are committed enough to put their relatives and friends in this organization. It also shows that

they find career growth in this organization and place to work for MBIL is effective enough

to hire right person at right place at right time.

7. In public would you like to talk about your organization?

93.33%

6.66%

YesNo

In order to assess organization commitment in employees, another question was asked on

whether in a public place they like to talk about this organization, 93.33% respondents gave

favourable response. It is evident that organization commitment is very high in employees,

which show that Recruitment & selection process is quite effective in MBIL.

8. Are you satisfied with the salary that you are offered by the organization?

73.33%

26.67%

YesNo

The questionnaire result shows that 73.33% respondents are satisfied with the salary

offered to them. Remaining 26.67% are not satisfied with their salary package.

9. You are interested to perform a job which is:

10.00%

13.33%

13.33%16.67%

20.00%Routine in nature

Demand Creative Thinking

Finding Methods

Challenging in Nature

Participation in Decision Making

Job nature Dimensions

Percentage

Routine in nature 10%

Demand creative thinking 13.33%

Finding new methods 13.33%

Challenging in nature 16.67%

Involve Participation in Decision Making 20%

So it is evident that different persons are having different experience and interest areas.

On asking, whether their present job meets out their started interested, 80% of the respondent

gave favourable response.

It is one of the important dimensions of Recruitment and Selection effectiveness because

when employees find their job interesting they do enjoy their work and again they are quite

effective in performing their role.

10. Have you been assigned the job what was explained to you at the time of

selection?

93.33%

6.66%

YesNo

Another question was asked whether they assigned the job what was explained at the time of

selection 93.33% gave favourable response.

11. Your organization is considered as:

3% 3%

94%

People OrientedTask OrientedCombination of both

On job nature quality of work life dimensions question was asked about the organization,

considered as:

(i) People oriented 3%

(ii)Task oriented 3%

(iii)Combination of both 94%

So this is strongly evident that organization is purely considered as people and task oriented

both.

12. Do you have clarity of your roles and responsibility?

95%

5%

YesNo

On quality of work life dimensions, question was asked whether they have clarity

about their roles and responsibility or not 95% respondent gave favorable response.

13. Your suggestions for improvement in the recruitment and selection process?

Respondent did not give lot of suggestions in order to improve recruitment and selection

process effectiveness that shows employees are quite satisfied with existing system. But some

suggestions are given by the employees are as follows:

Please decrease the waiting time before going for interview an applicant get nervous.

Give appreciation to whom through which a referred person is selected for the vacant

post.

Please mention logo or company detail when a vacancy is advertised.

FINDINGS OF THE STUDY

The data collected and analyzed and general observation has proven that Moser Baer India

Limited has done remarkable job in its Human resource development.

The company is employing the right person at the right time at right place

Each and every employee is well prepared to meet today’s challenges.

The organization gives encouragement in career planning for every employee.

The internal department of core competencies and continuous process improvements

has made Moser Baer India Limited. One of the most exciting companies to work for.

The management showing their full efforts for the growth of Moser Baer India

Limited.

The management is showing their individual attention to each and every employee for

their betterment and to groom their skills.

Most of the recruitments and selection process done basing upon the experience,

qualification and knowledge of the candidates.

HR dept plays a very crucial role in providing manpower to the projects with right

person right time in right place.

The recruiter is able to place the candidates at the job which he/she deserves. The job

performance of the candidates will increase by proper placement.

Most of the employees attend direct interviews.

RECOMMENDATIONS

In order to recruit the candidates the management must ensure proper care as mentioned

below.

Management should search where the highly qualified and talented employees are

available at minimum salaries.  For this, it has to concentrate more on campus

interviews in colleges.

Management needs to take much care on effective sources of recruitment.

Company has to conduct the survey on demand and supply of the candidates for

various positions in the organization.

For recruiting the limited highly skilled persons, company has to offer good pay

packages.

Management should identify the skilled persons within the organization and

encourage them by giving     promotions.

It is better to create awareness about the benefits to the employees.

CONCLUSION

The human element of organization is the most crucial asset of an organization. Taking a

closer perspective -it is the very quality of this asset that sets an organization apart from the

others, the very element that brings the organization’s vision into fruition.

 Thus, one can grasp the strategic implications that the manpower of an organization has in

shaping the fortunes of an organization. This is where the complementary roles of

Recruitment and Selection come in. The role of these aspects in the contemporary

organization is a subject on which the experts have pondered, deliberated and studied,

considering the vital role that they obviously play.

The essence of recruitment can be summed up as ‘the philosophy of attracting as many

applicants as possible for given jobs’. The face value of this definition is what guided

recruitment activities in the past. These days, however, the emphasis is on aligning the

organization’s objectives with that of the individual’s. By making this a priority, an

organization safeguards its interests and standing. After all, a satisfied workforce is a stable

workforce which also ensures that an organization has credible and reliable performance. Ina

bid to underscore this subtle point, the project examines the various processes and nuances

one of the most critical activities of an organization.

BIBLIOGRAPHY

1. BOOKS

a) Robbins Stephen P., Human Resource Management, Paperback Publications, 2006

b) Human Resource Management, by Johar Ivancevich, Tata Mc Graw Hill, 2003

2. WEBSITES

a) www.moserbaer.in

b) www.wikipedia.org

c) www.recruitmentnaukrihub.com

d) www.hrvillage.com

e) www.citehr.com

f) www.shrm.com

ANNEXURE

  

QUESTIONNAIRE

I KOMAL DHALIWAL studying H.R.M in AMITY INTERNATIONAL BUSINESS

SCHOOL. I am doing a project on Recruitment and Selection in this organization. I request

you to fill this questionnaire as the accuracy of this report depends on your response.

Name: Designation:

1) Identify the source from where you came to know about the job?

a) Advertisement

b) Consultancy Firms

c) Job Portal

d) Campus

e) E-Recruitment

f) Employee Reference

2) Are you satisfied with the recruitment process by which you are selected?

a) Yes

b) No

3) You ever met the interviewer before your interview?

a) Yes

b) No

4) How do you feel about interview panel?

a) Excellent

b) Good

c) Satisfactory

d) Poor

5) Do you feel that your colleagues have undergone the similar process?

a) Yes

b) No

6) Would you recommend your formal colleagues or friends to join this Organization?

a) Yes

b) No

7) In public would you like to talk about your organization?

a) Yes

b) No

8) Are you satisfied with the salary that you are offered by the organisation?

a) Yes

b) No

9) You are interested to perform a job which is:

a) Routine in nature

b) Demand creative thinking

c) Finding methods

d) Challenging in nature

e) Participation in decision making

9.a)Your job meets your above stated interest?

a) Yes

b) No

10) Have you been assigned the job what was explained to you at the time of selection?

a) Yes

b) No

11) Your organisation is considered as:

a) People oriented Yes[ ] No[ ]

b) Task oriented Yes[ ] No[ ]

c) Combination of both Yes[ ] No[ ]

12) Do you have clarity of your roles and responsibility?

a) Yes

b) No

13) Your suggestions for improvement in recruitment and selection process?

Thank You

SAMPLE ROLE PROFILE OF MOSERBAER

Role Profile

Part I - Role Details

Job Title AM- Process & maintenance

Function Surface Mount Technology - SMT

Reports to

AGM- maintenance & IE

Span of control

[direct reports only]

1

Part II – Role Responsibilities

Role Objective The role is responsible for Screen printing, Chip shooter and reflow

process analysis, standardization of processes, implementation, and

improvements. Hands on expertise in Process & maintenance.

Principal

Accountabilities Implement Optimized Process Windows to achieve Improved Yield &

Lower Cycle Time

Implement Optimized Process Windows to achieve Lowest PPM &

Customer Complaints.

Implementation of Optimized Process Windows for reduced

consumption/cost.

Preparation of work instruction.

Carry out weekly/fortnightly & monthly process audits & distribute

the results.

Carry out PFMEA of each process after subsequent interval for the

improvement. (Proficiency in FMEA tools & usage).

Periodic analysis of product quality trends & initiation of

necessary preventive & corrective actions for product quality

issues / human errors if any and take necessary improvement

actions.

To carry out necessary design of experiments to optimize process

parameters to improve product quality.

Periodic product compliance monitoring & ensuring product

safety.

Periodic review of work procedures and processes and update the

operators work instructions whenever required as a continuous

improvement measure.

Arrange for procurement of new supporting tools / accessories for

handling new products.

To Co-ordinate with other functions towards improvement

measures and new project implementation.

Continuously review the cost effective alternate materials /

consumables and arrange to evaluate & include the same in Raw

material database.

Analyze the causes for low assembly yield and low yield at

electrical test due to assembly related issues and take necessary

preventive & corrective measures.

Analyze the causes for product related concerns raised by the

customers in coordination with other functions and take necessary

preventive and corrective measures.

Implement visual management techniques throughout the

processes wherever feasible for the better understanding of the

operators.

Education Bachelor Degree in Mechanical / Electronics engineering.

Experience 6-8 years for B.Tech & 9-10 years for Diploma.

Knowledge and

skill set

Process & maintenance knowledge and hands on experience in SMT

process.

Knowledge of statistical process control (DOE)

Trouble shooting & contingency planning

Analytical & problem solving skills (8D, FMEA)

Planning & co-ordination

Team working and knowledge of six sigma methodology

Standardization & Industrial Engineering

Leadership Skills

Knowledge of ISO – 9000 & 14000