Project Report on Recruitment & Selection, DRM Jabalpur

7/28/2019 Project Report on Recruitment & Selection, DRM Jabalpur

1/65

CONTENTS

1.

Executive Summary

2

2.

Objective

of

the

Study

4

3.

Company

Profile:Railway

Department

5

4.

Evolution

of


2/65

IndianRailway

7

5.

Introduction

of

West

Central

Railway

8

6. Structure

of

RailwayDepartment

10

7.

Board of Members : West Central Railway.

118.

Introduction : Recruitment

&

Selection

12

9.

Recruitment

(a)

Meaning

ofRecruitment

13

(b)

Recruitment

Process


3/65

15

(c)

Sourcesof

Recruitment

20

(d)

Evaluation

of

External

Sources

24

10.

Selection : Selection & Its Process

25

11.

Research

Methodology

36

12.

Data Collection

37

13.

Data Analysis & Interpretation

38


4/65

14.Findings & Recommendation

46

15.

Limitation of the Study

4716.

Conclusion

48

17.

Bibliography

50

18.

Annexure


5/65

51

Page -1

EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary. It is animportant part of an organization. Human Resource Planning is a vital ingredient for the success

of the organization in the long run. There are certain ways that are to be followed by everyorganization, which ensures that it has right number and kind of people, at the right place and

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

The 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 organization 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 onhow employers go about Recruiting and Selecting staff. It is recommended to carry out a

strategic analysis of Recruitment and Selection procedure.


6/65

Page -2

With reference to this context, this project is been prepared to put a light on Recruitmentand Selection process. This project includes Meaning and Definition of Recruitment and

Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment

Tips.Sources of Recruitment through which an Organization gets suitable application.

Scientific Recruitment and Selection, which an Organization should follow for, right man power.Job Analysis, which gives an idea about the requirement of the job.

Recruitment and Selection are simultaneous process and are incomplete without each

other. They are important components of the organization and are different from each other. It

also contains addresses of various and top placement consultants and the pricelist ofadvertisements in the magazine.

Recruitment process is one of the very important processes for any organization. In this

study I also try to prove that its one of the major operations of the railway department. In this

study I try to understand what the internal or external sources of recruitment are & also include

the internal or external forces which effects process. It also includes those factors which are usedto control the effects of external or internal sources. I used sample size of 40 employees of

railway department to know about their satisfaction level about the recruitment process of the


7/65

organization.

Page -3

OBJECTIVE OF THE STUDY

The primary objective of the study is to evaluate the practices oforganization to

develop Recruitment skills of an individual. In the light of this primary objective the

following sub-objectives are set.

To study the importance of Recruitment for an organizations success.

To examine ways in which Recruitment is groomed in the organizations

To examine the effect of Recruitment on organizations work culture.


8/65

Page -4

COMPANY PROFILE

RAILWAY DEPARTMENT


9/65

Indian Railways, is the state-owned railway company of India, which owns and operates

mo st of the country's rail transport. It is overseen by the Ministry of Railways of the

Government of India.

Indian Railways has more than 64,015 kilometres (39,777million) of track and 6,909 stations. It has the world's fourth largest railway network after

that of the United States, Russia and China. The railways traverse the length and breadth of the

country and carry over 20 million passengers and 2 million tons of freight daily. It is one of the

world's largest commercial or utility employers, with more than 1.6million employees. As to rolling stock, IR owns over 200,000 (freight) wagons, 50,000

coaches and 8,000 locomotives.

Page -5

Railways were first introduced to India in 1853. By 1947, the year of India'sindependence, there were fo rty-two rail systems. In 1951 the systems were nationalised as one

unit, becoming one of the largest networks in the world. IR operates both long distance and

suburban rail systems on a multi-gauge network of broad, metre and narrow gauges. It also owns


10/65

locomotive and coach production facilities.

Indian Railways is a department owned and controlled by the Government of India, via

the Ministry of Railways. As of December 2010, the Railway Ministry is headed by Mamata

Banerjee, the Union Minister for Railways, and assisted by two ministers of State for Railways.Indian Railways is administered by the Railway Board, which has a financial commissioner, fivemembers and a chairman.

Page -6

EVOLUTION OF INDIAN RAILWAY

The first railway on Indian sub-continent ran over a stretch of 21

miles fro m Bomb ay to Thane. The idea of a railway to connect Bombay with Thane,Kalyan and with the Thal and Bhore Ghats in clines first occurred to Mr. George Clark , the

Chief Engineer of the Bombay Government, during a visit to Bhandup in 1843.

The formal inauguration ceremony was performed on 16th April 1853, when 14 railway

carriages carrying about 400 guests left Bori Bunder at 3.30 pm "amidst the loud applause of avast multitude and to the salute of 21 guns." The first passenger train steamed out of Howrahstation destined for Hooghly, a distance of 24 miles, on 15th August, 1854. Thus the first section

of the East Indian Railway was opened to public traffic, inaugurating the beginning of railway

transport on the Eastern side of th e sub-continent.

In south the first line was opened on Ist July, 1856 by the Madras Railway Company. It


11/65

ran between Vyasarpadi Jeeva Nilayam (Veyasarpandy) and Walajah Road (Arcot), a distance of

63 miles. In the North a length of 119 miles of line was laid from Allahabad to Kanpur on 3rd

March 1859. The first section from Hathras Road to Mathura Cantonment was opened to trafficon 19th October, 1875.

These were the small beginnings which is due course developed into a network of railwaylines all over the country. By 1880 the Indian Railway system had a route mileage of about 9000

miles. INDIAN

RAILWAYS, the premier transport organization of the country is the largest rail networkin Asia and the world's second largest under one management.

Page -7

INTRODUCTION OF

WEST CENTRAL RAILWAY :JABALPUR


12/65

West Central Railway is one of the significant railway zones of the Indian Railways. The

office of this railway zone is headquartered at Jabalpur and it is comprises of two divisional

headquarters including Jabalpur Division and Bhopal Division.

Initially Jabalpur was part of the central Railway and Bhopal was under Kota Division.

West Central Railway stretches in the West-East direction from Khandwa to Manikpur. It coversBina in the North-South direction. In addition to handle increasing passenger traffic smoothly,

West Central Railway is also promin ent as a vital freight corridor.

Page -8

West Central Railway zone is serving the 39 districts of Madhya Pradesh, Rajasthan and

Uttar Pradesh. The zone embraces 2911kilometers of railway tracks involving 1328 kilometers of the electrified tracks. Chief

tourist sites covered by West Central Railway zone comprises of Bird sanctuary of Bharatpur,

The hill station of Panchmarhi and National Reserve Forests of Ranthambore, Bandhavgarh andKanha-Kisli

Important railway stations belongs to the West Central Railway are Bhopal, Kota,

Jabalpur, Ganjbasoda, Hoshangabad, Habibganj, Vidisha, Harda, Guna, Katni, Bharatpur, Itarsi,and Bina. This zone West maintain s excellent equilibrium of passenger and freight traffic.


13/65

Jabalpur Division covers region which have a large number cemen t plants and

Satna-Rewa clu ster is noteworthy for large scale cement shipment. In addition to cement otheritems which are frequently transported via Jabalpur and Bhopal division arelimestone , bauxite,

LPG,dolomite, etc

Approximately 75 million passengers travel by western centra l railway every year which

generates the passenger earnings of about Rs 386 crores for the railw ays. The total annual

earning of western central railway is Rs. 1269 crores considering the other coaching earningslike parcel traffic of Rs. 25.64 crores.

West Central Railway possesses two key marshalling yards at New Katni Junction andItarsi Junction. It contains three electric loco sheds with a entire fleet of 349 electr ic

locomotives. It also contains two diesel loco sheds with an entire fleet of 349 diesel locomotives.

This is to ensure the smooth management of railway traffic along the western railwaystracks.

Page -9


14/65

STRUCTURE OF RAILWAY DEPARTMENT

Page -10


15/65

BOARD OF MEMBERS

WEST CENTRAL RAILWAY

General Manager

H.C. JoshiGenl. Admn.

Commercial

Medical

Safety

&Vigilance

S.V. Ingale

Dr. S.P. Shukla

B.Devasingh

Ram Gopal

CCM

CMDCSO

SDGM & CVO

General Admin

Electrical

Mechanical

Security

Umesh Balonda

Man Singh

P.K. Singh

Mahim Swami

SECY to GM

CEE

CME

CSC

General Admin

Engineering

Operating

Signal & Telecom

Piyush Mathur

C.P. Tayal

K.L. Pandey

Ajay Vijayvergiya

CPRO

PCE

COM

CSTE

General Admin

Finance


16/65

PersonnelStores

Ajay Shrivastava

Hemant B

B.N. Meena

R.L. PawarDGM

Godbole

CPO

COS

FA & CAO

Bhopal Division

Jabalpur Division

Kota Division

Ghanshyam Singh

S.K. Luthra

Madhukar MeshramDivl Rly Manager

Divl Rly Manager

Divl Rly Manager

Page -11


17/65

INTRODUCTION

RECRUITMENT AND SELECTION

Recru itment and selectio n are two of the most important functions of personnelmanagement. Recruitment precedes selection and helps in selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the requirement of

the staffing schedule and to employee effective measures for attracting that manpower in

adequate numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of

staffing function by selecting the chief executive and even the foremen and supervisors have astaffing responsibility when they select the rank and file workers. However, the personnelmanager and his personnel department are mainly concerned with the staffing function.

Every organization needs to look after recruitment and selection in the initial perio d and

thereafter as and when additional manpower is required due to expansion and development of

business activities.

Right person for the right job is the basic principle in recruitment and selection. Everorganization should give attention to the selection of its manpower, especially its managers. The

operative manpower is equally important and essential for the orderly working of an enterprise.

Every business organization/unit needs manpower for carrying different business activitiessmoothly and efficiently and for this recru itmen t and selection of suitable candidates are

essential. Human resource management in an organization will not be possible if unsuitable

persons are selected and employment in a business unit.

Page -12


18/65

RECRUITMENT

MEANING OF RECRUITMENT

Recruitment means to estimate the available vacancies an d to make suitable

arrangements for their select ion and appointment.Recruitment is understood as the process of searching for and obtaining applicants for the

jobs, from among whom the right people can be selected.

A formal definition states, It is the process of finding and attracting cap able applicants

for the employment. The process begins when new recruits are sought and ends when their

applicants are submitted. The result is a pool of applicants from which new emp loyees areselected. In this, the available vacancies are given wide publicity and suitable candidates are

encouraged to submit applications so as to have a pool of eligible candidates for scientific

selection.

Inrecruitment,information is collected from interested

candidates. For this different source such as newspaper advertisement, employment

exchanges, internal promotion, etc.are used.

In the recruitment, a pool of eligible and interested candidates is created for selection of


19/65

most suitable candidates. Recruitment represents the first contact that a company makes with

potential employee.

DEFINITION:-

According to EDWIN FLIPPO

Recru itment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization

Page -13

NEED OF RECRUITMENT

The need for recruitment may be due to the following reasons /situation:-

a)Vacancies due to promotions, transfer, retiremen t, termin ation, permanent disability,

death and labour turnover.

b) Creation of new vacancies due to the growth, expansion and diversification of business

activities of an enterprise. In addition, new vacancies are possible due to job specification.

PURPOSE AND IMPORTANCE OF RECRUITMENT:-


20/65

1.

Determin e the p resent and future requirements of the organization on conjunction with

its personnel-planning and job analysis activities.

2.

Increase the pool of job candidates at minimu m cost.

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

visibly under qualified or overqualified job applicants.

4.

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

organization only after a short period of time.

5.

Meet the organizations legal and so cial oblig ations regarding the composition of its

work force.

6.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Page -14

RECRUITMENT PROCESS

Recruitment refers to the process of identify ing and attracting jo b seekers so as to build


21/65

a pool of qualified job applicants. The process comprises five interr elated stages :-

1.

RECRUITMENT PLANNING.

2.

STRATEGY DEVELOPMENT.

3.

SEARCHING

4.

SCREENING

5.

EVALUATION AND CONTROL

The ideal recruitment pro gramme is the one that attracts a relatively larger number of

qualified applicants who will surv ive the screening process and accept positions with the

organization, when offered. Recruitment programmes can miss the id eal in many ways i.e.by failing to attract an adequate applicant pool, by under/overselling the organization or

by inadequate screening applicants before they enter the selection process. Thus, to approach th e

ideal, ind ividuals responsible for the recruitment process must know how many and what typesof employees are needed, where and how to look for the individuals with the appropriate

qualifications and interests, what inducement to use for various types of applicants groups, how

to distinguish applicants who are qualified from those who have a reasonable ch ance of success

and how to evaluate their work.

Page -15


22/65

STAGE 1RECRUITMENT PLANNING:-

The first stage in the recruitment process is planning. Planning involves the tran slation oflikely job vacancies and information about the nature of these jobs into set of objectives or

targets that specify the (1) Numb ers and (2) Types of applicants to be contacted.

(1) NUMBERS OF CONTACT:-

Organization, nearly always, plan to attract more applicants than they will hire. Some ofthose co ntacted will be uninterested , unqualified or both. Each time a recruitment Programme is

contemplated, one task is to estimate the number of applicants necessary to fill all vacancies withthe qualified people.

(2) TYPES OF CONTACTS:-It is basically concerned with the types of people to be informed about job openings. The

type of people depends on the tasks and responsibilities involved and the qualifications and

experience expected. These details are available through job description and job specification.

STAGE 2- STRATEGY DEVELOPMENT:-

When it is estimated that what types of recruitment and how many are required then onehas concen trate in

(1). Make or Buy employees.

(2). Technological sophistication of recruitment and selection devices.

(3). Geographical distribution of labour markets comprising job seekers.(4). Sources of recruitment.

(5). Sequencing the activities in the recruitmen t process.


23/65

Page -16

STAGE 3SEARCHNG:-

Once a recru itment plan and strategy are worked out, the search process can begin.Search involves two steps :-

A). Source activation and

B). Selling

(A) SOURCE ACTIVATION :-

Typically, sources and search methods are activated by the issuance of an employeerequisition. This means that no actual recruiting takes place until lone managers have verified

that vacancy does exist or will exist.

If the organization has planned well and done a good job of developing its sources and

search methods, activation soon results in a flood of applications and/or resumes.

The application received must be screened. Those who pass have to be contacted and

invited for interview. Unsuccessful applicants must be sent letter of regret.

B). SELLING:

A second issue to be addressed in the searching process concerns communications. Here,

organization walks tightrope. On one hand, they want to do whatever they can to attract desirable

applicants. On the other hand, they must resist the temptation of overselling their virtues.In selling the organization, both the message and the media deserve attention. Message

refers to the employment advertisemen t. With regards to media, it may be stated that


24/65

effectiveness of any recruiting message depends on the media.

Page -17

STAGE 4SCREENING:-

Screening of applicants can be regarded as an integral part of the recruiting process,

though many view it as the first step in the selection process. Even the definition on recruitment,we quoted in the beginning of this chapter, excludes screening from its scope. However, we have

included screening in recruitment for valid reasons. The selection process will begin after theapplications have been scrutinized and short-listed.

Hiring of professors in a university is a typical situation. Application received in responseto advertisements is screened and only eligible applicants are called for an interview. A selection

committee comprising the Vice-chancellor, Registrar and subject experts conducts interview.

Here, the recruitment process extends up to screening the applications. The selection processcommences only later.

PURPOSE OF SCREENING:-The purpose of screening is to remove from the recruitment process, at an early stage,

those applicants wh o are visibly unqualified for the job. Effective screening can save a great

deal of time and money. Care must be exercised, however, to assure that p otentially goodemployees are not rejected without justification.

In screening, clear job specifications are invaluable. It is both good practice and a legal

necessity that applicants qualification is judged on the basis of their knowledge, skills, abilities

and interest required to do the job.

The tech niques used to screen applicants vary depending on the candidate sources and


25/65

recruiting methods used. Interview and application blanks may be used to screen walk-ins.

Campus recruiter s and agency representatives use in terviews and resumes. Reference checks

are also useful in screening.

Page -18

STAGE 5EVALUATION & CONTROL:-

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

process. The costs generally incurred are: -

1.Salaries for recruiters.

2.Management and professional time sp ent on preparing job description, job

specifications, advertisements, agency liaison and so forth.

3.

The cost of advertisements or other recruitment methods, that is, Agency fees.

4.Recruitment overheads and administrative expenses.

5.

Costs of overtime and outsourcing while the vacancies remain unfilled.

6.


26/65

Cost of recruiting unsuitable candidates for the selection process.

EVALUATION OF RECRUITMENT PROCESS:-

The recruitment has the objective of searching for and obtaining applications for jobseekers in sufficient number and quality. Keeping this objective in the mind, the evaluationmight include:-

1.Return rate of application sent out.

2.

Number of suitable candidates for selection.

3.

Retention and performance of the candidates selected.

4.

Cost of the recruitment process.

Page -19

SOURCES OF RECRUITMENT

There are two types of sources of recruitment:-(1) Internal Sources

(2) External Sources


27/65

(1) INTERNAL SOURCES:-

Internal recruitment seeks applicants for positions from within the co mpan y. The

various internal sources inclu de:-

(a) PROMOTIONS AND TRANSFERS

Promotion is an effective means using job posting and personnel records. Job postingrequires notifying vacant positions by posting notices, circulating publications or announcing atstaff meetings and inviting employees to apply. Personnel records help discover employees who

are doing jobs below their educational qualifications or skill levels. Promotions has many

advantages like it is good public relations, builds morale, encourages competent individuals whoare ambitious, improves the probability of good selection since information on the individuals

performance is readily available, is cheaper than going outside to recruit, those chosen internally

are familiar with the organization thus reducing the orientation time and energy and also acts as a

training device for developing middle-level and top-level managers. However, promotionsrestrict the field of selection preventing fresh blood & ideas fro m entering the organization. It

also leads to inbreeding in the organization.

Transfers are also important in providing employees with abroad-based view of theorganization, necessary for future promotions.

(b) DEPENDENTS OF DECEASED EMPLOYEES-

Usually, banks follow this policy. If an employee dies, his/her spouse or son or daughter

is recruited in their place. This is usu ally an effective way to fulfill social obligation and creategoodwill.

Page -20

(C) RETIREMENTS:-

At times, management may not find suitable candidates in place of the one who hadretired, after meritorious service. Under the circumstances, management may decide to call

retired managers with new extension.


28/65

(d) INTERNAL NOTIFICATION (ADVERTISEMENT): -

Sometimes, management issues an internal notification for the benefit of existingemployees. Most employees know from their own experience about the requirement of the job

and what sort of person the company is looking for. Often employees have friends or

acquaintances who meet these requirements. Suitable persons are appointed at the vacant posts.

(e) RECALLS: -When management faces a problem, which can be solved only by a manager who has

proceed ed on long leave, it may de decided to recall that persons after the problem is solved, hisleave may be extended.

(F) FORMER EMPLOYEES-

These include retired employees who are willing to work on a part-time basis, individualswho left work and are willing to come back for higher compensations. Even retrenched

employees are tak en up once again. Th e advantage here is that the people ar e already known to

the organization and there is no need to find out their past performance and character. Also, thereis no need of an orientation programme for them, since they are familiar with the organization.

Page -21

(II) EXTERNAL SOURCES:-

External recruitment seeks applicants for positions from sources outside the comp any.They have out numbered the internal methods. The various extern al sources include:-

(A) ADVERTISEMENTS:-


29/65

It is a popular method of seeking recruits, as many recruiters prefer advertisementsbecause of their wide reach.

Want ads describe the job benefits, identify the employer and tell those interested how to

apply. Newspaper is the most common medium but for highly specialized recruits,advertisements maybe placed in professional or business journals.Advertisements must contain proper information like the job content, working conditions,

location of job, compensation including fringe benefits, job specifications, growth aspects, etc.

The advertisement has to sell the idea that the company and job are perfect for thecandidate. Recruitment advertisements can also serve as corporate advertisements to build

company image.

It also cost effective.

(b) EMPLOYMENT EXCHANGES:-

Employment Exchanges have been set up all over the country in deference to the

provision of the Employment Exchanges (Comp ulsory Notification of Vacancies) Act, 1959.The Act applies to all industrial establishments having 25workers or more each. The Act

requires all the industrial establishments to notify the vacancies before they are filled. The major

functions of the exchanges are to increase the pool of possible applicants and to do the

preliminary screening. Thus, employment exchanges act as a link between the employers and theprospective employees. These offices are particularly useful to in recruiting blue-co llar, white

collar and technical workers.

Page -22

(c) RADIO, TELEVISION AND INTERNET:-

Radio and television are used to reach certain types of job applicants such as skilled


30/65

workers. Radio and television are used but sparingly, and that too, by government departments

only.

Companies in the private sector are hesitan t to use the media because of high costs an dalso because they fear that such advertising will mak e th e companies look desperate and

damage their conservative image. However, there is nothing inherently desperate about using

radio and television. It depends upon what is said and how it is delivered. Internet is becoming apopular option for recruitment today.

(D) MERGERS AND ACQUISITIONS:-

When organizations combine, they have a pool of

employees, out of whom some may not be necessary any longer.

As a result, the new organization has, in effect, a pool of qualified job applicants. As a

result, new jobs may be created.Both new and old jobs may be readily staffed by drawing the best-qualified applicants

from this employee pool. This method facilitates the immediate implementation of an

organizations strategic plan. It enables an organization to pursue a business plan, However, theneed to displace employees and to integrate a large number of them rather quickly into a new

organization means that the personnel-planning and selection process becomes critical more than

ever.

Page -23


31/65

EVALUATION OF EXTERNAL SOURCES

MERITS OF EXTERNAL SOURCE:-

The organization will have the benefit of new skills, new talen ts and new experiences, ifpeople are hired fro m external sources.

The management will be able to fulfill reservation requirements in favour of thedisadvantaged sections of the society.

Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside.

DEMERITS OF EXTERNAL SOURCE:-

Better motivation and increased morale associated with promoting own employees are

lost to the organization.

External recruitment is costly.

If recruitment and selection processes are not properly carried out, chances of right

candidates being rejected and wrong applicants being selected occur.

High training time is associated with external recruitment Page -24


32/65

SELECTION

SELECTION & ITS PROCESS

Selection is defined as the process of differentiating between applicants in order toidentify (and hire) those with a greater likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants) who has theappropriate qualification and competency to do the job. Selection is selecting the right candidate

from the pool of applicants.

PROCESS OF SELECTION

Following step is used at the process of selection:-

STEP 1

-

PRELIMINARY INTERVIEW.

STEP 2

-

SELECTION TEST

STEP 3

-

INTERVIEW

STEP 4

-

SELECTION DECISION.

STEP 5

-PHYSICAL EXAMINATION

STEP 6

-

JOB OFFER

STEP 7


33/65

-CONTRACT OF EMPLOYMENT

Page -25

STEP 1: -

PRELIMINARY INTERVIEW

The applicants received from job seekers would be subject to scrutiny so as to eliminate

unqualified applicants. This is usually followed by a preliminary interview the purpose of whichis more or less the same as scru tin y of application, that is, eliminate of unqualified applicants.

Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information

supplied in their application forms. Preliminary interview, on the other hand, helps reject misfitsfor reason, which did not appear in the applicatio n forms.

Besides, preliminary interview, often called courtesy interview, is a good public relation

exercise.

STEP 2: -

SELECTION TEST:-

Job seekers who pass the screening and the preliminary interview are called for tests.

Different types of tests may be administered, depending on the job and the company. Generally,

tests are used to determin e the applicants ability, aptitude an d personality.

The follo wing are the type of tests taken:-

(1) ABILITY TESTS:-


34/65

Assist in determining how well an individual can perform tasks related to the job. An

excellent illustration of this is the typing tests given to a prospectiv e employer for secretarial

job.Also called as ACHEIVEMENT TESTS. It is concerned with what one has

accomplished. When applicant claims to know somethin g, an ach ievement test is taken to

measure how well they know it. Trade tests are the most common type of achievement test given.Page -26

2). APTITUDE TEST: -

Aptitude tests measure whether an individuals has the capacity or latent ability to learn a

given job if given adequate training. The use of aptitude test is advisable when an applicant hashad little or no experience along the line of the job opening.

Aptitudes tests help determine a persons potential to learn in a given area. An examp le o

f such test is the general management aptitude tests (GMAT), which many business students takeprior to gaining admission to a graduate business school programme.

Aptitude test indicates th e ability or fitness of an individual to engage successfully in anynumber of specialized activities.

They cover such are as clerical aptitude, numerical aptitude, mechanical ap titude, motor

co-ordination, finger dexterity and manual dexterity. They focus attention on a particular type oftalent such as learning or reasoning in respect of a particular field of work.

3). INTELLIGENCE TEST:-

This test helps to evaluate traits of intelligence. Mental ability, presence of mind(alertness), numerical ability , memory and such other aspects can be measured. The intelligence

is probably the most widely administered standardized test in industry. It is taken to judge


35/65

numerical, skills, reasoning, memory and such other abilities.

Page -27

4). INTEREST TEST:-

This is conducted to find out likes and dislikes of candidates towards occupations,hobbies, etc. such tests indicate which occupations are more in line with a persons intere st.

Such tests also enable the company to provide vocational guidance to the selected candidates andeven to the existing employees. These tests are used to measure an individuals activity p referen

ces.

5). PERSONALITY TEST:-

The importance of personality to job success is undeniable.Often an individual who possesses the intelligence, ap titude an d experience for certain

has failed because of inability to get along with and motivate other people.

It is conducted to judge maturity, social or interpersonal skills, behavior under stress andstrain, etc. this test is very much essential on case of selection of sales force, public relation staff

, etc. where personality plays an important role.

6). MEDICAL TEST:-

It reveals physical fitness of a candidate. With the development of technology, medical


36/65

tests have become diversified. Medical servicing helps measure and monitor a candidates

physical resilience upon exposure to hazardous chemicals.

Page -28

7)

GENERAL KNOWLEDGE TEST:-

Now days G.K. Tests are very common to find general awareness of the candidates in the

field of sports, politics, world affairs, current affairs.

8). PERCEPTION TEST:-

At times perception tests can be conducted to find out beliefs, attitudes, and mental

sharpness etc.

STEP 3:

INTERVIEW:-

The next step in the selection process is an interview. Interview is formal, in-depthconversation conducted to evaluate the applicants acceptability. It is considered to be excellentselection device. It is face-to-face exchange of view, ideas and opinion between the candidates

and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview

can be adapted to unskilled, skilled , man agerial and profession employees.

OBJECTIVES OF INTERVIEW: -


37/65

Interview has at least three objectives and they are a follows: -

1)Helps obtain additional information from the applicants.

2) Facilitates giving general information to the applicants such a s company policies, job,products manufactured.

3)

Helps build the companys image among the applicants.

Page -29

TYPES OF INTERVIEW:-Interviews can be of different types. There interviews employed by the companies.

Following are the various types of interview: -

1)

INFORMAL INTERVIEW:-An informal interview is an oral interview and may take place anywhere. The employee

or the manager or the personnel manager may ask a few almost in consequential questions like

name, place of birth, names of relatives etc. either in th eir respective offices or anywhere outside

the plant of company. It is not planned and nobody prepares for it. This is used widely when the

labor market is tight and when you need workers badly.

2)

FORMAL INTERVIEW:-


38/65

Formal interviews may b e h eld in the employment office b y his employment office in a

more formal atmosphere, with the help of well structured questions, the time and place of the

interv iew will be stipulated by the employment office.

3)

STRESS INTERVIEW:-It is designed to test the candidate and his conduct and behavior by him under conditionsof stress and strain. The interviewer may start with Mr. Joseph, we do not think your

qualifications and experience are adequate for this position, and watch the reaction of the

candidates. A good candidates will not yield, on the contrary he may substantiate why he isqualified to handle the job.

This type of interview is borrowed from the Military organization and this is very useful

to test behaviour of individuals when they are faced with disagreeable and trying situations.

Page -30

4)

GROUP INTERVIEW:

It is designed to save busy executives time and to see how the candidates may bebrought together in the employment office and they may be interviewed.

5)

TELEPHONE INTERVIEWS:-

Have a copy of your resume and any points you want to remember to say near by. If you

are on your home telephone, make sure that all room mates or family members are aware of the


39/65

interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. If there are pauses,

do not worry; the interviewer is likely just taking some notes.

STEP 4

SELECTION DECISION:-

Selection decision is the most critical of all the steps- must be mad e. The other stages in

the selection process have been used to narrow the number of the candidates. The final decision

has to be made the pool of individuals who pass the tests, interviews and reference checks.

The view of the line manager will be generally considered in the finals election because it

is he/she who is responsible for the performance of the new employee. The HR manager plays a

crucial role in the final selection.

Page -31

STEP 5: -PHYSICAL EXAMINATION: -

After the selection decision and before the jo b offer is made, the candidate is required to

undergo a physical fitness test. A job offer is, often, contingent upon the candidate beingdeclared fit after the physical examination. The results of the medical fitness test are recorded in

a statement and are preserved in the personnel records.


40/65

There are several objectives behin d a physical test. Obviously, one reason for a physical

test is to detect if the individual carries any infectious disease. Secondly, the test assists in

determining whether an applicant is physically fit to perform the work. Thirdly, the physicalexamination information can be used to determine if there are certain physical capabilities, which

differentiate successful and less successful employees. Fourth, medical check-up protects

applicants with health defects from undertaking work that could be detrimental to them or mightotherwise endanger the employers property. Finally, such an examination will protect theemployer from workers. Compensation claims that are not valid because the injuries or illness

were present when the employee was hired.

STEP 6: -

JOB OFFER: -

The next step in the selection process is job offer to those applicants who have crossed all

the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally

contains a date by which the appointee must report on duty. The appointee must be givenreasonable time for reporting. Thos is p articularly necessary when he or she is already in

employment, in which case the appointee is required to obtain a relieving certificate from the

prev ious employer.

Page -32

The company may also want the individual to delay the date of reporting on duty. If the

new employees first job upon joining the company is to go on company until perhaps a week

before such training begins. Naturally, this practice cannot be abused, especially if the individualis unemployed and does not have sufficient finances.


41/65

STEP 7: -

CONTRACT OF EMPLOYMENT: -

After the job offer has bee mad and candidates accept the offer, certain d ocuments need

to be executed by the employer and the candidate. One such document is the attestation form.This fo rm contains vital details about the candidate, which are authenticated and attested byhim/her. Attestation form will be a valid record for the future reference.

There is also a need for preparing a contract of employment. The basic information that

should be included in a written contract of employment will vary according to the level of the

job, but the following checklist sets out the typical headin gs:-

1.

Job title

2.

Duties, including a parse such as The employee will perform such duties and will be

responsible to such a person, as the company may from time to time dire ct.

3. Date when continuous employment starts and the basis for calculating service.

Page -33

4. Rate of pay, allowance, overtime and shift rates, method of payments.


42/65

5. Hours of work including lunch break and overtime and shift arrangements.

6.Holiday arrangements:

I)

Paid holidays per year.ii)Calculation of holiday pay.

iii)

Qualifying period.iv)

Accrual of holidays and holiday pay.

v)

Details of holiday year.vi)

Dates when holidays can be taken.

vii) Maximum holiday that can be take at any one time.viii) Carry over of holiday entitlement.

ix) Public holidays.

7.Work rules (or any reference to them).

8.Arrangements for terminating employment.

09. Arrangements for union membership (if applicable).

10.

Special terms relating to rights to patent s and designs, confidential information and

restraints on trade after termination of employment.

Alternatively called employment agreements or simply bonds, contracts of employmentserve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge

and information that might be vital to a companys healthy bottom line and to prevent

competitors fro m poaching highly valued employees.

Page -34


43/65

Most employers insist on agreements being signed by newly hired employees. But high

turnover sectors such as software, advertising and media are more prone to use contracts.

The drawback with the contracts is that it is almo st to enforce them. A determined

employee is bound to leave the organization, contract or no contract. The employee is preparedto pay the penalty for breaching the agreement or the new employer will provide compensations.

It is there as on that several companies have scrapped the contracts altogether.

Page -35


44/65

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may beunderstood has a science of studying how research is done scientifically. In it we study the

various steps that all generally adopted by a researcher in studying his research problem along

with the logic behind them. The scope of research methodology is wider than that of researchmethod.

MEANING OF RESEARCH :-

Research is defined as a scientific & systematic search for pertinent information on a

specific topic. Research is an art of scientific investigation.Research is a systemized effort to gain new knowledge. It is a careful inquiry especially

through search for new facts in any branch of knowledge. The search for knowledge through

objective and systematic method of finding solution to a problem is a research.


45/65

Page -36

DATA COLLECTION

For any study there must be data for analysis purpose. Without data there is no means of

study. Data collection plays an important role in any study. It can be collected from varioussources. It can be collected from Primary and secondary data :-

PRIMARY DATA :-

Primary data has been collected through well equipped questionnaires by interviewingemployer and having an informal talk during the meeting with respondents.

SECONDARY DATA:-

Published Sources such as Journals, Government Reports, Newspapers and Magazinesetc.

Unpublished Sources such as Company Internal reports prepare by them given to their

analyst & trainees for investigation.


46/65

Page -37

DATA ANALYSIS & INTERPRETATION

Q1. Do you have a clearly stated Recruitment & Selection Policy?

(a)

Yes

-63%

(b)

No

-

24 %


47/65

(c)

To some extent

-

13%

13 %

24 %

63 %

INTERPRETATION -

63% of the employer said that they have clearly stated recruitment &selection

policy, 24% of the employer dont know about the recruitment &selection policy, whereas13% of the employer know about some extent.

Page -38

Q2. Which recruitment source do you use for recruitment?

(a)

Internal

(b)


48/65

External

(c)

Both

6050

40

30

20

10

0

Internal

External

Both

INTERPRETATION :-

Here the management said that 56% of the recruitment selected throughbothsource by internal and external. 24% of the recruitment selected throughexternal source

and 18% of the employee selected through internal source.

Page -39

Q3. What are the external sources you use for the recruitment?

(a)


49/65

Advertisement(b)

Employee Referrals

(c)

Job Portals

(d)Placement Consultants

(e)

Campus Recruitments

20 %

43 %

18 %

14 %

5

Adevetisement

Employee referral

job portalplacement consultant

campus recruitment

INTERPRETATION :-

The management used all type of process for recruitment. They used 43%

advertisement, 14% employee referral, 5 % through Job portals, 18% by placement

consultants and 20% of the employee selected through campusrecruitment.Page -40


50/65

Q4. Does management adopts Internal Recruitment Source i.e. Transfer, promotionor employee referrals ?

(a)

Yes

(b)

No

80

70

60

50

40

30

20

100

yes

No

INTERPRETATION :-

76 % Of the employee said that the management used internal recruitmentsourcei.e transfer, promotion and employee referrals whereas 24 % of the employee said that the

management dont use internal recruitment. The majorityof the employee gives positive

result on internal source.

Page -41


51/65

Q5Is the estimation of Recruitment Process cost is done?

(a)

Yes

(b)

No

24 %

76 %

INTERPRETATION :-

76% Of the respondent says that the estimation of recruitment processcost is done

whereas 24% of the respondent says that the estimation ofrecruitment process cost is notdone.

Page -42


52/65

Q6.What is your opinion about railway department?

(a) Good

(b)

Fair

(c)

Excellent

42 %

good

fair

excellent

INTERPRETATION :-

13 % Of the respondent says that its service is good, 42 % saysfair and only 45% ofthe respondent says that the service o f railwaydepartment is good

Page -43


53/65

Q7.

What are the challenges you face while managing your manpower?

(a)

Attrition

(b) Recruitment

(c)

Replacement

(d)

Absenteeism

(e)

Trade union

(f)

Cost of non performance

35

30

25

20

15

10

5

0

(a)


54/65

(b)(c)

(d)

(e)

(f)

INTERPRETATION :-

Here we got the following result :-

(a)

Attrition

-

13 %

(b)

Recruitment-

23 %

(c)

Replacement

-

19 %

(d)

Absenteeism

-

31 %

(e)

Trade union

-

08%

(f)

Cost of non performance 06 %

Page -44


55/65

Q8. Is the management provide training after the selection of employee ?(a)

Yes

(b)

No

18 %

82 %

yes

No

INTERPRETATION :-

Here 82% of the employee said that the management provide the training after the

selection of any employee and 18% of the employee dont agree with them. They told that themanagement dont provide any type of training after the selection of the candidate.

Page -45


56/65

FINDINGS

(i)

Employees are satisfied with their jobs in the present organization.

(ii) Employees are working more than 8 years and above.

(iii) Employees are satisfied with their job profile.

(iv) Employees are very satisfied with the organization for providing good development

programs and career focus.

(v)

Employees are satisfied with their organization for providing good environment

RECOMMENDATIONS

As par the study, I come to know about the recruitment system of this railwaydepartment. Its required to be more flexible, more effective, or more faster because some time ittakes lots of time to be complete, which isnt a good sign so they have to take cake all or the

above segments, and they can also add more policies. They have to follow some more effective

steps for that they can get more suitable employees.


57/65

Page -46

LIMITATIONS OF THE STUDY

Only the domestic market is the focuses of this study.We have not studied the

international recruitment process here.

The analysis is completely based on the information provided by the secondary sources

and hence could be biased.

It cannot compare with other because it dont have any competitors on railwaydepartment.

It is difficult for me to get information about some other client of the railway department


58/65

Page -47

CONCLUSION

Recruitment is a very important process in any organization, because its related to human

resources, of the company, who have to perform according to their ability and skills, so everyorganization have to take care about their recruitment processes.

Any organization like railway or other organization should take care about internal or

external sources, which related to recruitment process or the selection process.

The human element of organization is the most crucial asset of an organization. Taking acloser perspective -it is the very quality of this asset that sets an organization apart from the

others, the very element that brings the organizations 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 theyobviously play.


59/65

Page -48

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 theorganizations objectives with that of the individuals. By making this a priority, an organization

safeguard s its interests and standing. After all, a satisfied workforce is a stable workforce whichalso ensures that an organization has credible and reliable performance.

The end result of the recruitmen t process is essentially a pool of applicants. Next to

recruitmen t, the logical step in the HR process is the selection of qualified and competentpeople. As su ch, this process concentrates on differentiating between applicants in order to

identify

and hire- those individuals whose abilities are consistent with the organizationsrequirements.

In the end, this project endeavors to present a comprehensive picture of Recruitment andSelection and hopes to en able the reader to appreciate the various intricacies involved.


60/65

Page -49

BIBLIOGRAPHY

BOOKS:-

1.

Human Resource and Personnel ManagementK. Ashwathappa 2.Human Resource ManagementTata McGraw- Hill

3.

Effective Personnel & Selection Procedures.

NEWS PAPERS:-

1.

TIMES OF INDIA

2.

THE HITAWADA

3. DAINIK

BHASKAR

WEBSITES:-


61/65

1.www.google.com

2. www.wcr.indianrailways.gov.in

Page -50

ANNEXURES

Q1. Do you have a clearly stated Recruitment & Selection Policy?

(a)

Yes

(b)

No

(c)


62/65

To some extent

Q2. Which recruitment source do you use for recruitment?

(a)Internal

(b)

External

(c)

Both

Q3. What are the external sources you use for the recruitment?

(a)

Advertisement

(b)Employee Referrals

(c)

Job Portals

(d)

Placement Consultants

(e)

Campus Recruitments

Q4. Does management adopts Internal Recruitment Source i.e. Transfer, promotion

or employee referrals ?

(a)

Yes

(b)

No

Q5

Is the estimation of Recruitment Process cost is done?

(a)

Yes

(b)

No

Page -51


63/65

Q6.

What is your opinion about railway department ?

(a) Good

(b)

Fair

(c)

Excellent

Q7.

What are the challenges you face while managing your manpower?

(a)

Attrition

(b) Recruitment

(c)

Replacement

(d)

Absenteeism


64/65

(e)Trade union

(f)

Cost of non performance

Q8. Is the management provide training after the selection of employee ?

(c)

Yes

(d)

No

Page -52


65/65

Documents

Project Report on Recruitment & Selection, DRM Jabalpur