RECRUITMENT AND SELECTION PROCESS IN HENSEL PVT.LTD

8/13/2019 RECRUITMENT AND SELECTION PROCESS IN HENSEL PVT.LTD

1/103

SUMMER INTERNSHIP REPORT

ON

A STUDY OF RECRUITMENT AND SELECTION

PROCESS IN HENSEL PVT.LTD.

In partial fulfill!nt "f t#! r!$uir!!nt

F"r t#! a%ar&!& "f t#! &!'r!!

Of

MASTEROF (USINESS ADMINISTRATION

AFFILIATED TO

)AUTAM (UDDHA TECHNICAL UNIVERSITY LUC*NO+

,SESSION -/01-/23

SU(MITTED TO4 SU(MTTED (Y4

MS.SHA*SHI D+IVEDI REENA RA+AT

,ASSISTANT PROF.3 ROLL NO.5/-22-627

M.(.A.11 THIRD SEMMESTER

C"lla'! 8"&!422-

Sar&ar (#a'at Sin'#

C"ll!'! "f T!8#n"l"'9 : Mana'!!nt

,Appr";!& it9=Lu8?n"%3

Reena RawatMBA IIIrd Sem


2/103

%%%.>8t.8"



3/103

AC*NO+LED)EMENT

I, REENA RAWAT, student of Master of Business

Administration from Sardar Bhagat Singh College Of Tehnolog! "

Management, #u$now e%&ress m! gratitude and than$s to our College for

&ro'iding me his 'alua(le guidane in under summer internshi& &ro)et*

I would also li$e to e%tend m! sinere regards to m! fault! guide

under whom I ha'e done m! summer internshi& &ro)et and who has (een thesoure of m! ins&iration and hel&ed throughout the wor$ing of this summer

internshi&*

REENA RA+AT



4/103

PREFACE

The &resent stud! is underta$en to understand the +A stud! of Reruitment and

seletion in ensel India -'t* #td*. In India " the 'iews of its em&lo!ees*

The stud! was done to find out the +A stud! of Reruitment and India -'t*

#td* and to $now the Em&lo!ee/s &ere&tion towards +A stud! of

Reruitment and seletion in ensel seletion ensel India -'t* #td*. this

sur'e! was done in #u$now it!* The data was &roessed using om&uter

aided tools suh as MS0E1CE#, S-SS fre2uen! ta(les were used for

anal!sis, the stud! was onduted from duration of summer internshi& i*e*,

for a &eriod of one month in the it! of #u$now *



5/103

TA(LE OF CONTENTS

TOPIC PA)E NO

Introdution of the to&i

O()eti'e of the stud!

So&e of the stud!Com&an! &rofile

Researh Methodolog!

3ata olletion

3ata anal!sis

4indings

#imitations

Conlusions

Suggestions " ReommendationsAnne%ure

Bi(liogra&h!



6/103

INTRODUCTION

OF TOPIC

RECRUITMENT

Aording to Edwin B* 4li&&o, reruitmentis the &roess of searhing

the andidates for em&lo!ment and stimulating them to a&&l! for )o(s in the

http://recruitment.naukrihub.com/http://recruitment.naukrihub.com/


7/103

organi5ation.* Reruitment is the ati'it! that lin$s the em&lo!ers and the )o(

see$ers* A few definitions of reruitment are6

A &roess of finding and attrating a&a(le a&&liants for em&lo!ment*

The &roess (egins when new reruits are sought and ends when their

a&&liations are su(mitted* The result is a &ool of a&&liations from

whih new em&lo!ees are seleted*

It is the &roess to diso'er soures of man&ower to meet the re2uirement

of staffing shedule and to em&lo! effeti'e measures for attrating that

man&ower in ade2uate num(ers to failitate effeti'e seletion of an

effiient wor$ing fore*

Reruitment is a ontinuous &roess where(! the firm attem&ts to

de'elo& a &ool of 2ualified a&&liants for the future human resoures needs e'en



8/103

though s&eifi 'aanies do not e%ist* 7suall!, the reruitment &roess starts

when a manger initiates an em&lo!ee re2uisition for a s&eifi 'aan! or an

antii&ated 'aan!*

R!8ruit!nt an& S!l!8ti"n ar! t#! t%" p#a>!> "f t#! !pl"9!nt

pr"8!>>. T#! &iff!r!n8!>


9/103

THE PURPOSE AND IMPORTANCE OF

RECRUITMENT

Attrat and enourage more and more andidates to a&&l! in the

organi5ation*

Create a talent &ool of andidates to ena(le the seletion of (est andidates

for the organi5ation*

3etermine &resent and future re2uirements of the organi5ation in

on)untion with its &ersonnel &lanning and )o( anal!sis ati'ities*

Reruitment is the &roess whih lin$s the em&lo!ers with the em&lo!ees*

Inrease the &ool of )o( andidates at minimum ost

el& inrease the suess rate of seletion &roess (! dereasing num(er

of 'isi(l! under 2ualified or o'er2ualified )o( a&&liants*



10/103

el& redue the &ro(a(ilit! that )o( a&&liants one reruited and seleted

will lea'e the organi5ation onl! after a short &eriod of time*

SOURCE OF RECRUITMENT

It has two soures whih are as fellows0

8* INTERNAL FACTORS

TRANS4ERS

-ROMOTIONS

7-;RA3IN;

3EMOTION

RETIRE3 EM-#O


11/103

EVALUATION STEPS FOR RECRUITMENT :

SELECTION

/.Pr!liinar9 P#"n! Int!r;i!%1

Conduting a &reliminar! &hone inter'iew is

essential for o(taining information a(out the a&&liant/s

(a$ground, wor$ histor! and e%&eriene* When !our em&lo!ment

s&eial is t onduts a &reliminar! inter'iew, the o()eti'e is to

determine whether or not the a&&liant has the re2uisite s$ills and

2ualifiations for the )o( 'aan!* Consistent with widel! ae&ted

human resoures &rat ies, the Te%as Assoiation of Count ies

reommends, A 2ui$ initial re'iew will re'eal those a&&liants who

o('iousl! do not meet the minimum re2uirements for the )o(* While

an em&lo!ment s&eial is t ma! &ro(e further into the a&&liant

e%&eriene and inter&ersonal s$ills, the &ur&ose of this inter'iew is

to narrow the field of a&&liants to send for onsideration (! the

hiring manager*

http://smallbusiness.chron.com/evaluation-steps-recruitment-selection-2535.htmlhttp://smallbusiness.chron.com/evaluation-steps-recruitment-selection-2535.htmlhttp://smallbusiness.chron.com/evaluation-steps-recruitment-selection-2535.htmlhttp://smallbusiness.chron.com/evaluation-steps-recruitment-selection-2535.htmlhttp://smallbusiness.chron.com/evaluation-steps-recruitment-selection-2535.html


12/103

-.FACE1TO1FACE INTERVIE+ AND SELECTION 1

In this stage of the reruitment and seletion &roess,the h ir ing manager re' iews the a&&lia tions and resumes the

em&lo!ment s&eialist forwarded to her* The hiring manager in'ites

the a&&liant to inter'iew fae0to0fae> ommuniation a(out the

inter'iew and sheduling is generall! handled (! the em&lo!ment

s&eialist* This ensures that all 2ualified a&&liants reei'e the same

information* At t imes, the em&lo!ment s&eialist will &re&are the

a&&liant for the fae0to0fae inter'iew* After the hiring manager

inter'iews the a&&liant, she further narrows the field of andidates

from whih to selet for the )o( o&ening* In man! om&anies, there

is an additional inter'iew (! the same hiring manager or &erha&s a

&anel of inter'iewers*

0.E@TENDIN) AN EMPLOYMENT OFFER1

One the hiring manager deides whih andidate is

most suita(le for the )o( 'aan!," time to inform the andidate of

&re0em&lo!ment matters, suh as (a$ground in2uiries, drug tests

and, if a&&lia(le, information*

When reruiting for &ositions where !ou negotiate

the terms of em&lo!ment , om&ensation and (enefi ts , and other

i ssues, a draf t em&lo!men t o ffer ma! hange hands f rom the

andidate to the em&lo!er until the &arties reah an agreement*



13/103

An em&lo!ment offer should alwa!s (e in writing to

doument the terms of !our agreement with !our &ros&eti'e

em&lo!ee*

2.C"n>i&!rati"n>1

Com&an! reruitment and seletion &roess is the (est

wa! to ahie'e suess in the (usiness world* Aording to 3r*

Stuart ;reenfield, ontri(utor to the Amerian Soiet! for -u(li

Administration, im&lementing more effeti'e &roesses to reruit

andida tes and sele t the (es t and the (righ test wil l im&ro'e

one"am&>rs2uo>s a(ilit! to meet one organi5ation human resoure

needs*

RECRUITMENT PROCESS

?o( anal!sis

Souring

On0(oard ing

Sreenin g and seletion

http://en.wikipedia.org/wiki/Recruitment#Recruitment_processhttp://en.wikipedia.org/wiki/Recruitment#Job_analysishttp://en.wikipedia.org/wiki/Recruitment#Sourcinghttp://en.wikipedia.org/wiki/Recruitment#Onboardinghttp://en.wikipedia.org/wiki/Recruitment#Screening_and_selectionhttp://en.wikipedia.org/wiki/Recruitment#Screening_and_selectionhttp://en.wikipedia.org/wiki/Recruitment#Screening_and_selectionhttp://en.wikipedia.org/wiki/Recruitment#Recruitment_processhttp://en.wikipedia.org/wiki/Recruitment#Job_analysishttp://en.wikipedia.org/wiki/Recruitment#Sourcinghttp://en.wikipedia.org/wiki/Recruitment#Onboardinghttp://en.wikipedia.org/wiki/Recruitment#Screening_and_selection


14/103

APPROCHES OF RECRUITMENT

8* In0house reruitment

Internal reruiters

Em&lo!ee referral

Outsouring

o 9* On0Cam&us Reruiting

o :*Em&lo!ment agenies

8* Traditional agen!

9* Nihe reruiters

o @* E%euti'e searh firms ead hunters

8* E%euti'e researh " resouring firms

o D* Internet reruitment ser'ies

8* Reruitment we(sites

9* ?o( searh engines

:* Reruitment Agen! 3iretories

@* Soial reruiting

* Talent A2uisition

http://en.wikipedia.org/wiki/Recruitment#Internal_recruitershttp://en.wikipedia.org/wiki/Recruitment#Employee_referralhttp://en.wikipedia.org/wiki/Recruitment#Outsourcinghttp://en.wikipedia.org/wiki/Recruitment#On-Campus_Recruitinghttp://en.wikipedia.org/wiki/Recruitment#On-Campus_Recruitinghttp://en.wikipedia.org/wiki/Recruitment#On-Campus_Recruitinghttp://en.wikipedia.org/wiki/Recruitment#On-Campus_Recruitinghttp://en.wikipedia.org/wiki/Recruitment#Employment_agencieshttp://en.wikipedia.org/wiki/Recruitment#Employment_agencieshttp://en.wikipedia.org/wiki/Recruitment#Employment_agencieshttp://en.wikipedia.org/wiki/Recruitment#Employment_agencieshttp://en.wikipedia.org/wiki/Recruitment#Traditional_agencyhttp://en.wikipedia.org/wiki/Recruitment#Traditional_agencyhttp://en.wikipedia.org/wiki/Recruitment#Traditional_agencyhttp://en.wikipedia.org/wiki/Recruitment#Niche_recruitershttp://en.wikipedia.org/wiki/Recruitment#Niche_recruitershttp://en.wikipedia.org/wiki/Recruitment#Niche_recruitershttp://en.wikipedia.org/wiki/Recruitment#Executive_search_firms_.28.22Headhunters.22.29http://en.wikipedia.org/wiki/Recruitment#Executive_search_firms_.28.22Headhunters.22.29http://en.wikipedia.org/wiki/Recruitment#Executive_search_firms_.28.22Headhunters.22.29http://en.wikipedia.org/wiki/Recruitment#Executive_search_firms_.28.22Headhunters.22.29http://en.wikipedia.org/wiki/Recruitment#Executive_research_.26_resourcing_firmshttp://en.wikipedia.org/wiki/Recruitment#Executive_research_.26_resourcing_firmshttp://en.wikipedia.org/wiki/Recruitment#Executive_research_.26_resourcing_firmshttp://en.wikipedia.org/wiki/Recruitment#Executive_research_.26_resourcing_firmshttp://en.wikipedia.org/wiki/Recruitment#Internet_recruitment_serviceshttp://en.wikipedia.org/wiki/Recruitment#Internet_recruitment_serviceshttp://en.wikipedia.org/wiki/Recruitment#Internet_recruitment_serviceshttp://en.wikipedia.org/wiki/Recruitment#Internet_recruitment_serviceshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_websiteshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_websiteshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_websiteshttp://en.wikipedia.org/wiki/Recruitment#Job_search_engineshttp://en.wikipedia.org/wiki/Recruitment#Job_search_engineshttp://en.wikipedia.org/wiki/Recruitment#Job_search_engineshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_Agency_Directorieshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_Agency_Directorieshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_Agency_Directorieshttp://en.wikipedia.org/wiki/Recruitment#Social_recruitinghttp://en.wikipedia.org/wiki/Recruitment#Social_recruitinghttp://en.wikipedia.org/wiki/Recruitment#Social_recruitinghttp://en.wikipedia.org/wiki/Recruitment#Talent_Acquisitionhttp://en.wikipedia.org/wiki/Recruitment#Talent_Acquisitionhttp://en.wikipedia.org/wiki/Recruitment#Talent_Acquisitionhttp://en.wikipedia.org/wiki/Recruitment#Talent_Acquisitionhttp://en.wikipedia.org/wiki/Recruitment#Internal_recruitershttp://en.wikipedia.org/wiki/Recruitment#Employee_referralhttp://en.wikipedia.org/wiki/Recruitment#Outsourcinghttp://en.wikipedia.org/wiki/Recruitment#On-Campus_Recruitinghttp://en.wikipedia.org/wiki/Recruitment#Employment_agencieshttp://en.wikipedia.org/wiki/Recruitment#Traditional_agencyhttp://en.wikipedia.org/wiki/Recruitment#Niche_recruitershttp://en.wikipedia.org/wiki/Recruitment#Executive_search_firms_.28.22Headhunters.22.29http://en.wikipedia.org/wiki/Recruitment#Executive_research_.26_resourcing_firmshttp://en.wikipedia.org/wiki/Recruitment#Internet_recruitment_serviceshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_websiteshttp://en.wikipedia.org/wiki/Recruitment#Job_search_engineshttp://en.wikipedia.org/wiki/Recruitment#Recruitment_Agency_Directorieshttp://en.wikipedia.org/wiki/Recruitment#Social_recruitinghttp://en.wikipedia.org/wiki/Recruitment#Talent_Acquisition


15/103

F Reruiting Com&anies

G*Referenes

INTERNAL RECRUITMENT

Sometimes, a andidate will (e

internal l! rerui ted, from another team or di'ision of the same

organi5at ion* An ad'antage of this an (e that the organi5at ion

alread! $nows the em&lo!ee, their om&etenies in so far as the!

are re'ealed in their urrent )o( and their trustworthiness* It an

also (e 2ui$er and lower ost to hire someone from another &art of

the same organi5ation*

A tem&orar! internal reruitment for a &eriod of a few months, after

whih the em&lo!ee would normall! (e e%&eted to return to their

&re'ious )o(, is $nown as a >!8"n&!ntB someone on a seondment

is said to (e >!8"n&!& to the new team* Seondments ma! also ta$e

&lae (etween related organisations*

RECRUITMENT PROCESS

"< anal9>i>

In situations suh as where one or more new )o(s are to (e reated

and rerui ted to for the f i rs t t ime, a )o( anal!sis andHor in some

http://en.wikipedia.org/wiki/Recruitment#Recruiting_Companieshttp://en.wikipedia.org/wiki/Recruitment#Recruiting_Companieshttp://en.wikipedia.org/wiki/Recruitment#Recruiting_Companieshttp://en.wikipedia.org/wiki/Recruitment#Referenceshttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Recruitment#Recruiting_Companieshttp://en.wikipedia.org/wiki/Recruitment#Referenceshttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Job_analysis


16/103

ases a tas$ anal!sis might (e underta$en to doument the atual or

intended

Re2uirements of the )o(* 4rom these the rele'ant information is

a&tured in suh douments as )o( desri&tions and )o(

s&eifiations* Often a om&an! will alread! ha'e )o( desri&tions

that re&resent a historial ol let ion of tas$s &erformed* Where

alread! drawn u&, these douments need to (e re'iewed or u&dated

to r ef let &resent da! re2uir ements* - rior to initiating the

reruitment s tages a &erson s&eifiation should (e f inal i5ed to

&ro'ide the reruiters ommissioned with the re2uirements and

o()eti'es of the &ro)et

S"ur8in'

Souring is the use of one or more strategies to attrat or

identif! andidates to fi l l )o( 'aanies* It ma! in'ol'e internal

andHor e%ternal ad'ertising , using a&&ro&riate media, suh as loal or

nat ional news&a&ers, s&eial is t rerui tment media, &rofessional

&u(liations, window ad'ertisements, )o( entres, or in a 'ariet! of

wa!s 'ia the internet* Alternati'el!, em&lo!ers ma! use reruitment

onsultanies or ageniesto find otherwise sare andidates whoma! (e ontent in their urrent &ositions and are not ati'el! loo$ing

to mo'e om&anies ma! (e &roat i'el! ident if ied* This ini tial

resea rh for so0a ll ed &assi'e andida tes, a lso al led name

http://en.wikipedia.org/wiki/Task_analysishttp://en.wikipedia.org/wiki/Task_analysishttp://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Person_specificationhttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Recruitment_agencyhttp://en.wikipedia.org/wiki/Task_analysishttp://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Person_specificationhttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Recruitment_agency


17/103

generation, results in ontat information of &otential andidates

who an then (e ontated disreetl! to (e sreened and a&&roahed*

S8r!!nin' an& >!l!8ti"n

Suita(ilit! for a )o(is t!&iall! assessed (!

loo$ing for rele'ant s$ills, $nowledge, a&titude, 2ualifiationsand

eduational or )o( related e%&eriene* These an (e determined

'ia6 sreening rsumsalso $nown as C=s> )o(

a&&liations> inter'iews* More &roa ti'e ident if iat ion methods

inlude&erformaneassessments, &s!hologial , a&titude, numera!,

&h!sial And l it era! tes ting * Man! reru iters and agenies

use a&&liant tra$ing s!stems to &erform the filtering &roess, along

with software tools for &s!hometri testingand &erformane (ased

assessment* -erformane (ased assessment is a &roess to find out if

)o( a&&liants &erform the res&onsi(ilities for whih the! are

a&&l!ing* In man! ountries, em&lo!ers are legall! mandated to

ensure their sreening and seletion &roesses meet e2ual

o&&ortunit!and ethial standards*J

On1


18/103

On0(oarding is a term whih desri(es the &roess

of hel&ing new em&lo!ees (eome &rodut i'e mem(ers of an

organi5ation* A well0&lanned introdution hel&s new em&lo!ees

(eome full! o&erational 2ui$l! and is often integrated with a new

om&an! and en'i ronment* On0(oarding is inluded in the

reruitment &roess for retention &ur&oses* Man! om&anies ha'e

on0(oarding am&aigns in ho&es to retain to& talent that is new to

the om&an!> am&aigns ma! las t an!where f rom 8 wee$ to

months*

R!8ruit!nt appr"a8#!>

There are a 'ariet! of reruitment

a&&roahes and most organisations will utili5e a om(ination of two

or more of these as &art of a reruitment e%erise or to deli'er their

o'erall reruitment strateg!* In summar! fi'e (asi models more

ommonl! found are60

An in0house &ersonnel or human resoures funt ion ma! in

some ase still ondut all stages of the reruitment &roess* In

the smallest organisations reruitment ma! (e left to indi'idualmanagers* More f re2uentl! whi ls t managing the o'era ll

reruitment e%erise and the deision0ma$ing at the final stages

of the sel e tion & roess e%terna l ser'ie &ro'ide rs ma!

http://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Onboarding


19/103

underta$e the more s&eial i5ed as&ets of the rerui tment

&roess*

Outsouring of reruitment to an e%ternal &ro'ider ma! (e the

solution for some small (usinesses and at the other e%treme

'er! large organisations*

Em&lo!ment agenies are esta(lished as (oth &u(lil! funded

ser'ies and as ommerial &ri'ate setor o&erations* Ser'ies

ma! su&&or t &ermanent, tem&orar!, or asual wor$er

rerui tment * The! ma! (e generi agenies that deal with

&ro'iding uns$illed wor$ers through to highl! s$illed

managerial or tehnial staff orSo0alled nihe agenies that s&eiali5e in a &artiular industrial

setor or &rofessional grou&*

E%euti'e searhfirms for e%euti'e and &rofes sional

&ositions* These firms o&erate aross a range of models suh as

ontingen! or retained a&&roahes and also h!(rid models where

ad'ertising is also used to ensure a flow of andidates alongside

rel!ing on networ$ing as their main soure of andidates*

http://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executive_search


20/103

Internet reruitment ser'ies inluding reruitment we(sites

and )o( searh engines used to gather as man! andidates as

&ossi(le (! ad'ertising a &osition o'er a wide geogra&hi area*

In1#"u>! r!8ruit!nt

Man! em&lo!ersunderta$e at least some if

not most o f the ir own in0house reru itment , using the ir human

resouresde&artment, front0l ine hiring managers and reruitment

&ersonnel who handle targeted funtions and &o&ulations* In addition

to oord inat ing with the agenies mentioned a(o'e , in0house

reruiters ma! ad'ertise )o( 'aanies on their own we(sites and

other )o( (oards, oordinate internal em&lo!ee referrals, target and

headhunt e%ternal andidates muh l i$e an e%ternal agen! or

searh firm, wor$ with e%ternal assoiations, trade grou&s andHor

fous on am&us graduate reruitment*

Int!rnal r!8ruit!r>

Internal reruiters or&orate reruiter are mem(er

of a om&an!or organi5ationand t!&iall! wor$s in the human

resouresR de&artment* Internal reruiters ma! (e multi0funtional, ser'ing in an R generalist role or in a s&eifi role

fousing all their time on reruiting* Ati'ities 'ar! from firm to

http://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Companyhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Companyhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resources


21/103

firm (ut ma! inlude, the resumes sreening* onduting a&titude

Kr &s!hologial testing, inter'iewing, underta$ing refereneand

(a$ground he$s, hiring> administering ontrats, ad'ising

andidate on (enefits, on0(oarding 0new reruits and onduting e%it

inter'iews with em&lo!ees lea'ing the organisation* T he! an (e

&ermanent em&lo!ees or hired as ontrators for this &ur&ose*

Epl"9!! r!f!rral

An em&lo!ee referral &rogram is a s!stem where

e%isting em&lo!ees reommend &ros&eti'e andidates for the )o(

offered, and if the suggested andidate is hired, the em&lo!ee who

referred reei'es a ash (onus* Referral (onus de&ends on the grade

of

the referred em&lo!ee, higher the grade higher the (onus howe'er

the method is not used for senior le'el hiring*

Out>"ur8in'

An e%ternal reruitment &ro'ider ma! suit small

organisations without the failities to reruit* In t!&iall! the largest

organisations a formal ontrat for ser'ies has (een negotiated with

a s&eial is t reru itment onsultan! * These are $nown in the

industr!*

http://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Psychological_testinghttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Referencehttp://en.wikipedia.org/wiki/Background_checkhttp://en.wikipedia.org/wiki/Hiringhttp://en.wikipedia.org/wiki/Contractshttp://en.wikipedia.org/wiki/Employee_benefithttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Contractorshttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Psychological_testinghttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Referencehttp://en.wikipedia.org/wiki/Background_checkhttp://en.wikipedia.org/wiki/Hiringhttp://en.wikipedia.org/wiki/Contractshttp://en.wikipedia.org/wiki/Employee_benefithttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Contractors


22/103

On1Capu> R!8ruitin'

"< int!r;i!%

8* Com&anies ma! not (e reali5ing full 'alue from their reruitment

&rograms*

9 * 4ewer than hal f o f or&oratereruiters reei'e training in the

&ro&er tehni2ues for inter'iewing)o( a&&liants*

Reruiters tend to form a &ositi'e or negati'e

im&ress ion a(out an a&&liant Ls 2ualifiationsin the first few

minutes of an inter'iew, hardl! suffiient time to ollet information

on whih to (ase a reruiting deision* Reruiters do not follow the

or&orate sri&t a(out6

8* The to&is to (e o'ered in an inter'iew

9* Sometimes the! fail to disuss im&ortant issues with

a&&liants*

All these &oints reflet a la$ of inter'iewing s$ills*

Epl"9!nt a'!n8i!> Em&lo!ment agenies o&erate in (oth the

&u(li and &ri'ate setors* -u(lil! funded ser'ies ha'e a long

histor!, often ha'ing (een introdued to mit igate the im&at on

http://en.wikipedia.org/wiki/Corporatehttp://en.wikipedia.org/wiki/Interviewinghttp://en.wikipedia.org/wiki/Qualificationshttp://en.wikipedia.org/wiki/Corporatehttp://en.wikipedia.org/wiki/Interviewinghttp://en.wikipedia.org/wiki/Qualifications


23/103

unem&lo!ment of eonomi downturns, suh as those whih form

&art of the New 3eal&rogram in the 7S , and the ?o( Centre

-lusser'ie in the 7*

The ommer ia l re rui tmen t i ndus tr! i s (ased on the goa l o f

&ro'iding a andidate to a lient for a &rie*

The agen! reruitment industr! is highl! om&etit i'e, therefore

agenies ha'e sought out wa!s to differentiate themsel'es and add

'alue (! fousing on some area of the reruitment life !le* Though

most agenies &ro'ide a (roader range of ser'ie offering, at the two

e%tremes are the traditional &ro'iders and the nihe o&erators*

Tra&iti"nal a'!n89

Also $nown as em&lo!ment agenies, reruitment

agenies ha'e historiall! had a &h!sial loation* A andidate 'isits

a loal (ranh for a short inter'iew and an assessment (efore (eing

ta$en onto the agen!/s (oo$s*

Ni8#! r!8ruit!r>

LS&eiali5ed reruitersL e%ist to see$ staff with a 'er!

narrow s&eialt!* Beause of their fous, these firms an 'er! often

&rodue su&erior results due to their a(ilit! to hannel all of their

Resoures into networ$ing for a 'er! s&eifi s$ills set* Candidates

as i s 'er! ommon the same andida tes a re & laed man! t imes

throughout their areers* Online resoures ha'e de'elo&ed to hel&

http://en.wikipedia.org/wiki/New_Dealhttp://en.wikipedia.org/wiki/Job_Centre_Plushttp://en.wikipedia.org/wiki/Job_Centre_Plushttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/New_Dealhttp://en.wikipedia.org/wiki/Job_Centre_Plushttp://en.wikipedia.org/wiki/Job_Centre_Plushttp://en.wikipedia.org/wiki/Employment_agency


24/103

find nihe reruiters*

The reruitment funtion of the

organi5ations is affeted and go'erned (! a mi% of 'arious internal

and e%ternal fores* The internal fores or fators are the fators that

an (e ontrolled (! the organi5ation* And the e%ternal fators are

those fators whih annot (e ontrolled (! the organi5ation*

The interna l fa tors tha t a ffe t an organi5at ion/s reru itment

funtions and an (e ontrolled (! the organi5ation are6



25/103

RECRUITMENT POLICY

The reruitment &oli! of an organi5ation s&eifies the o()eti'e

reru itment and &ro'ides a f ramewor$ for im&lementat ion of

reruitment &rogramme* It ma! in'ol'e organi5ational s!stem to (e

de'elo&ed for im&lementing reruitment &rogrammes and &roedure(! filling u& 'aanies with (est 2ualified &eo&le*

RECRUITMENT POLICY1

Organi5ational o()eti'es

-ersonnel &oliies of the organi5ation and its om&etitors

;o'ernment &oliies on reser'ations*

-referred soures of reruitment*

Need of the organi5ation

Reruitment osts and finanial im&liations*

HUMAN RESOURCE PLANNIN)

http://www.business.com/human-resources/recruiting/http://en.wikipedia.org/wiki/Policyhttp://www.business.com/human-resources/human-resources/http://www.business.com/human-resources/recruiting/http://en.wikipedia.org/wiki/Policyhttp://www.business.com/human-resources/human-resources/


26/103

Effeti'e human resoure

&lanning hel&s in determining the ga&s &resent in the e%isting

man&ower of the organi5at ion* I t a lso hel&s in determining the

num(er of em&lo!ees to (e reruited and what 2ualifiation the!

must &ossess*

SIE OF THE FIRM

The si5e of the firm is an im&ortant fator in

reruitment &roess* If the organi5ation is &lanning to inrease its

o&erat ions and e%&and i ts (usiness, i t wil l thin$ of hir ing more

&ersonnel, whih will handle its o&erations*

COST

Reruitment inur ost to the em&lo!er, therefore,

organi5ations tr! to em&lo! that soure of reruitment whih will

(ear a lower ost of reruitment to the organi5ation for eah

andidate*

)RO+TH AND E@PANSION

Organi5ationwill em&lo! or thin$ of

em&lo!ing more &ersonnel i f i t i s e%&anding i ts o&erat ions* The

e%ternal fores are the fores whih annot (e ontrol led (! the

organi5ation* The ma)or e%ternal fores are6

http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organization


27/103

Suppl9 an& &!an&

The a'aila(ilit! of man&ower (oth within andout side the organi5a tion i s an im&or tant det erminant i n the

rerui tment &roess* I f t he om&an! has a demand for more

&rofessionals and there is limited su&&l! in the mar$et for the

&rofessionals demanded (! the

om&an!, then the om&an! wil l ha'e to de&end u&on interna l

soures (! &ro'iding them s&eial t ra in ing and de'elo&ment

&rograms*

La


28/103

P"liti8al1>"8ial1 l!'al !n;ir"n!nt

=arious go'ernment

regulations &rohi(it ing disrimination in hiring and em&lo!ment

ha'e diret im&at on reruitment &raties Com&etitors*

SELECTION

Sele tion i s def ined as the &roess of d if fe rent ia ting (etween

a&&liants in order to ident if! and h ire those with a greater

l i$el ihood of suess in a )o(* Selet ion is (asiall! &i$ing an

a&&liant f rom a &ool of a&&liants who has the a&&ro&r ia te

2ualifiation and om&eten! to do the )o( .

SELECTION TEST4

The following are the t!&e of tests ta$en6

8* A(ilit! tests

9* A&titude test

:* Intelligene test

@* Interest Test



29/103

D* -ersonalit! Test

* -ro)eti'e Test

F* ;eneral $nowledge Test

G* -ere&tion Test

RECRUITMENT AND SELECTION

Reruitment is understood as the &roess of searhing for and o(taining

a&&liants for )o(s, from who right &eo&le an (e seleted*

Aording to 4li&&o +Reruitment is the &roess of searhing

for &ros&eti'e em&lo!ees and stimulating them to a&&l! for )o(s in the

organi5ation.*

After reruitment, seletion &roess (egins* The main &ur&ose of

seletion &roedure is to find out right man for eah )o(* A sientifi &roedure

of seletion re2uires two things6 first $nowledge regarding the 2ualities of a

&erson should &ossess in order to do a gi'en )o( &ro&erl!> seondl! the

e'aluation of 2ualities &ossessed (! a andidate for a )o(* *



30/103

EVALUATION STEPS FOR RECRUITMENT : SELECTION

/. Pr!liinar9 P#"n! Int!r;i!%1

Conduting a &reliminar! &hone inter'iew is

essential for o(taining information a(out the a&&liant/s (a$ground, wor$

histor! and e%&eriene* When !our em&lo!ment s&eialist onduts a

&reliminar! inter'iew, the o()eti'e is to determine whether or not the a&&liant

has the re2uisite s$ills and 2ualifiations for the )o( 'aan!* Consistent with

widel! ae&ted human resoures &raties, the Te%as Assoiation of Counties

reommends, a 2ui$ initial re'iew will re'eal those a&&liants who o('iousl!

do not meet the minimum re2uirements for the )o(* While an em&lo!ment

s&eialist ma! &ro(e further into the a&&liant e%&eriene and inter&ersonal

s$ills, the &ur&ose of this inter'iew is to narrow the field of a&&liants to send

for onsideration (! the hiring manager*

-. FACE1TO1FACE INTERVIE+ AND SELECTION 1

In this stage of the reruitment

and seletion &roess, the hiring manager re'iews the a&&liations and resumes

the em&lo!ment s&eialist forwarded to her* The hiring manager in'ites the

a&&liant to inter'iew fae0to0fae> ommuniation a(out the inter'iew and

sheduling is generall! handled (! the em&lo!ment s&eialist* This ensures that

all 2ualified a&&liants reei'e the same information* At times, the em&lo!ment

s&eialist will &re&are the a&&liant for the fae0to0fae inter'iew* After the

http://smallbusiness.chron.com/evaluation-steps-recruitment-selection-2535.htmlhttp://smallbusiness.chron.com/evaluation-steps-recruitment-selection-2535.html


31/103

hiring manager inter'iews the a&&liant, she further narrows the field of

andidates from whih to

Selet for the )o( o&ening* In man! om&anies, there is an additional inter'iew

(! the same hiring manager or &erha&s a &anel of inter'iewers*

0. E@TENDIN) AN EMPLOYMENT OFFER1

One the hiring manager deides

whih andidate is most suita(le for the )o( 'aan!," time to inform the

andidate of &re0em&lo!ment matters, suh as (a$ground in2uiries, drug tests

and, if a&&lia(le, information* When reruiting for &ositions where !ou

negotiate the terms of em&lo!ment, om&ensation and (enefits, and other issues,

a draft em&lo!ment offer ma! hange hands from the andidate to the em&lo!er

until the &arties reah an agreement* An em&lo!ment offer should alwa!s (e in

writing to doument the terms of !our agreement with !our &ros&eti'e

em&lo!ee*

2. C"n>i&!rati"n>1

Com&an! reruitment and seletion &roess is the (est wa! to

ahie'e suess in the (usiness world* Aording to 3r* Stuart ;reenfield,

ontri(utor to the Amerian Soiet! for -u(li Administration, im&lementing

more effeti'e &roesses to reruit andidates and selet the (est and the

(rightest will im&ro'e one"am&>rs2uo>s a(ilit! to meet one organi5ation human

resoure needs*



32/103



33/103

Considering man&ower in'entor! need of de'elo&ment and a&&ro'ed strength

wor$ out man&ower needs*

0 -rourement of a&&liation from 'arious resoures

0 Srutini5e a&&liation

0 Selet a&&liation of andidates as &er riteria of re2uirement

0 -re&are &ro&osals 'erif! and get a&&ro'al for alling suita(le

andidates and inter'iew ommittee*

0 -re&are inter'iew all as &er a&&ro'al and sand the same to andidates

after &ro&er sign*

0 =erifiation of a&&liation forms and ertifiates of andidates

attending inter'iew*

0 -re&are format of rating sheet and information for ommittee mem(ers*

0 Organi5e inter'iew and ma$e arrangements for the same*

0 Send seleted andidates for medial e%amination*

0 -re&are, 'erif! offerHa&&ointment letter of seleted andidates and send

the same after sign of M*3*

0 Com&lete )oining formalities*

0 #iaison with go't* Authorities*



34/103

MANPO+ER PLANNIN)

Man&ower -lanning whih is also alled as uman Resoure -lanning onsists

-utting right num(er of &eo&le, right $ind of &eo&le at the right &lae, right time

doing the right things for whih the! are suited for the ahie'ement of goals of

the organi5ation* uman Resoure -lanning has got an im&ortant &lae in the Arena

of industriali5ation* uman Resoure -lanning has to (e a s!stems a&&roah And

is Carried out in a set &roedure*

The &roedure is as follows6

8* Anal!5ing the urrent man&ower in'entor!

9* Ma$ing future man&ower foreasts

:* 3e'elo&ing em&lo!ment &rograms

@* 3esign training &rograms

St!p> in Manp"%!r Plannin'

8* Anal9in' t#! 8urr!nt anp"%!r in;!nt"r9 1Before a manager ma$e

foreast of future man&ower, the urrent man&ower status has to (e anal!5ed*

4or this the following things ha'e to (e noted0



35/103

T!&e of organi5ation

Num(er of de&artments

Num(er and 2uantit! of suh de&artments

Em&lo!ees in these wor$ units

One these fators are registered (! a manager, he goes for the future

4oreasting*

9* Ma?in' futur! anp"%!r f"r!8a>t>1 One the fators affeting the

future man&ower foreasts are $nown, &lanning an (e done for the future

man&ower re2uirements in se'eral wor$ units*

The Man&ower foreasting tehni2ues ommonl! em&lo!ed (! the

organi5ations are as follows6

a. Ep!rt F"r!8a>t>4 This inludes informal deisions, formal e%&ert

sur'e!s and 3el&hi tehni2ue*

i>4 Man&ower needs an (e &ro)eted through

e%tra&olation &ro)eting &ast trends, inde%ation using (ase !ear as

(asis, and statistial anal!sis entral tenden! measure*

8. +"r? L"a& Anal9>i>4 It is de&endent u&on the nature of wor$ loadin a de&artment, in a (ranh or in a di'ision*



36/103

&. +"r? F"r8! Anal9>i> 4Whene'er &rodution and time &eriod has

to (e anal!sed, due allowanes ha'e to (e made for getting net

man&ower re2uirements*

!. Ot#!r !t#"&>4 Se'eral Mathematial models, with the aid of

om&uters are used to foreast man&ower needs, li$e (udget and

&lanning anal!sis, regression, new 'enture anal!sis*

:* D!;!l"pin' !pl"9!nt pr"'ra!> 1One the urrent in'entor! is

om&ared with future foreasts, the em&lo!ment &rogrammes an (e

framed and de'elo&ed aordingl!, whih will inlude reruitment,

seletion &roedures and &laement &lans*

@* D!>i'n trainin' pr"'ra!> 1These will (e (ased u&on e%tent of

di'ersifiation, e%&ansion &lans, de'elo&ment &rogrammes et* Training

&rogrammes de&end u&on the e%tent of im&ro'ement in tehnolog! and

ad'anement to ta$e &lae* It is also done to im&ro'e u&on the s$ills,

a&a(ilities, $nowledge of the wor$ers*

IMPORTANCE OF MANPO+ER PLANNIN)

8* *!9 t" ana'!rial fun8ti"n>1 The four managerial funtions, i*e*,

&lanning, organi5ing, direting and ontrolling are (ased u&on the

man&ower* uman

9*Reena RawatMBA IIIrd Sem


37/103

resoures hel& in the im&lementation of all these managerial ati'ities*

Therefore, staffing (eomes a $e! to all managerial funtions*

:* Effi8i!nt utiliati"n1 Effiient management of &ersonnel (eomes an

im&ortant funtion in the industriali5ation world of toda!* Setting of large

sale enter&rises re2uires management of large sale man&ower* It an (e

effeti'el! done through staffing funtion*

@* M"ti;ati"n 1Staffing funtion not onl! inludes &utting right men on right

)o(, (ut it also om&rises of moti'ational &rogrammes, i*e*, inenti'e &lans

to (e framed for further &artii&ation and em&lo!ment of em&lo!ees in a

onern* Therefore, all t!&es of inenti'e &lans (eome an integral &art ofstaffing funtion*

D* (!tt!r #uan r!lati"n> 1A onern an sta(ili5e itself if human relations

de'elo& and are strong* uman relations (eome strong trough effeti'e

ontrol, lear ommuniation, effeti'e su&er'ision and leadershi& in a

onern* Staffing funtion also loo$s after training and de'elo&ment of the

wor$ fore whih leads to o0o&eration and (etter human relations*



38/103

D*Hi'#!r pr"&u8ti;it91-roduti'it! le'el inreases when resoures are utili5ed

in (est &ossi(le manner* igher &roduti'it! is a result of minimum wastage of

time, mone!, efforts and energies* This is &ossi(le through the staffing and its

related ati'ities -erformane a&&raisal, training and de'elo&ment,

remuneration

NEED OF MANPO+ER PLANNIN)

Man&ower -lanning is a two0&hased &roess (eause man&ower &lanning not

onl! anal!ses the urrent human resoures (ut also ma$es man&ower foreasts

and there(! draw em&lo!ment &rogrammes* Man&ower -lanning is

ad'antageous to firm in following manner6

8* Shortages and sur&luses an (e identified so that 2ui$ ation an (e ta$en

where'er re2uired*

9* All the reruitment and seletion &rogrammes are (ased on man&ower

&lanning*

:* It also hel&s to redue the la(our ost as e%ess staff an (e identified and

there(! o'erstaffing an (e a'oided*

@* It also hel&s to identif! the a'aila(le talents in a onern and aordingl!

training &rogrammes an (e hal$ed out to de'elo& those talents*

D* It hel&s in growth and di'ersifiation of (usiness* Through man&ower

&lanning, human resoures an (e readil! a'aila(le and the! an (e

utili5ed in (est manner*



39/103

* It hel&s the organi5ation to reali5e the im&ortane of man&ower

management whih ultimatel! hel&s in the sta(ilit! of a onern*

TRAININ) AND DEVELOPMENT

Training is the orner stone of sound &ersonnel administration* Em&lo!ees must

(e s!stematiall! trained if the! are to do their )o( well* A trained em&lo!ee

feels that he is the master of his )o( and suh em&lo!ee has a higher morale*

Aording to C*B* Memoria, +The term training is an im&ortant as&et of

&ersonnel whih inrease the $nowledge " s$ill of wor$er for doing a s&eifi

)o(.

Training is the theoretial and &ratial eduation (eing gi'en to

em&lo!ees for getting &rofiien! in a &artiular field> while 3e'elo&ment is the

method of de'elo&ing all round &ersonalit!, so that mental a(ilities and inherent

2ualities are de'elo&ed*

Training is a &roess of learning of se2uene of &rogrammed (eha'ior*

3e'elo&ment is a related &roess* It o'ers not onl! those ati'ities whih

im&ro'e )o( &erformane, (ut also those whih (ring a(out growth of the

&ersonalit!*

At ENSE# IN3IA -=T* #T3* training &rogrammes ha'e (een lassified

as0



40/103

A On the )o( training

B Cor&orate training*R*3*

C Out house training

+A)ES AND SALARY

It is a uni'ersal fat that no one will wor$ without an! reward* Thus, an

em&lo!ee has to (e &ro&erl! rewarded for his ser'ie wandered to the

organi5ation* e should (e &aid reasona(le wage or salar!* The salar! or wage is

remuneration for his ser'ie to the organi5ation*

At HENSEL INDDIA PVT. LT*, Wages and Salaries are &aid on

monthl! (asis* A time rate wage s!stem is followed (! the organi5ation* The

salar! of an em&lo!ee would inlude (asi salar! &lus allowanes li$e house

rent, medial allowane, learness allowane, &erformane allowane, festi'al

allowane tra'el allowane, eduational and de'elo&ment allowane, lea'e

allowane et* Besides &ro'ident fund is also &aid out from the monthl! salar!*

A ommon method is followed for the wage and salar!

administration* The &resent atalogue reord reei'ed from the time $ee&ing

offier is maintend of eah em&lo!ee in the register, whih is $nown as +Muster

Ro*



41/103

Time$ee&er sends that muster roll to the aount de&artment for

attendane of eah and e'er! em&lo!ee* This will anal!sis and entered in the

om&uter* The re&ort is srutini5ed and statutor! and non0 statutor! dedutions

for eah em&lo!ee through om&uter aording to that the! &re&are salar! slee&

of em&lo!ees*

The wages are &aid in ash and also redited to their sa'ing or urrent aount*

The wages and salaries &aid aording to the grade wise* ENSE# IN3IA -=T*

#T3* delegates grades li$e0 A, #, C, E, 4, 3 and ;*

Wage and Salar! means regular done to the em&lo!ees for the wor$

&erform med (! them*

PROMOTION AND TRANSFER POLICY

Pr""ti"n4 0

In the om&an! &romotion is gi'en on the (asis of their &erform his

dut! well> he is &romoted to a higher &ost after : !ears*

Tran>f!r4 1



42/103

Transfer is the moment of an em&lo!ee from &lae to &lae without

su(stantial hange in his res&onsi(ilities, status and &osition in the ase of

transfer*

8J ?o( remain same there are no hange in salaries res&onsi(ilities at the

&lae hange*

9J At that a &erson ma! (e gi'en &romotion and then transfer in this ase*

There ma! (e hanges in salar! res&onsi(ilit! duties and also to &lae*

TIME *EEPIN) SYSTEM

The aira distrit o0o&erati'e Mil$ &roduer has a large 'olume of &roduts

and the manufaturing &roess of &rodut ontinues for 9@ hours of entire !ear*

In ensel India -'t* #td* Time ee&ing 3e&artment has its own

im&ortane* It &la!s 'er! im&ortant role in ENSE# IN3IA -=T* #T3*** This

de&artment is handling a wor$ of $ee& attendane reord of em&lo!ees in

ENSE# IN3IA -=T* #T3* on the (ase of that reord salar!, om&ensation>

wages are deided to &a! to em&lo!ees*

In ENSE# IN3IA -=T* #T3* there are two t!&e of Time ee&ing

S!stem in 3air! &lant*

8J Eletroni &unh ard s!stem 4or offiers

9J Manual &unh ard s!stem 4or Wor$ers



43/103

G/ F"r Offi8!r>4 1

In ENSE# IN3IA -=T* #T3* dair! muster $ee&er maintain

detail of eah em&lo!ee* This funtion is handling in Time ee&ing Offie*

When em&lo!ee enters in the organi5ation he has to sigh in the muster and also

use eletroni &unh ard for that eletroni s!stem is fi%ing at offie* The &unh

ard funtioning in a wa! that em&lo!ee uses it ma%imum times in a da!* If

wor$ers want to go outside during the reess than he has to &unh ard*

- F"r +"r?!r>4 0

4or the wor$ers there is a manual &unh ard s!stem* There are

two t!&e of ard* The first one is &in$ and the other is white* The wor$ers ha'e

to &unh then whene'er the! going off the dut! and at the reess time*

TYPES OF LEAVE4 0

8* -ri'ilege lea'e

9* Casual lea'e

:* #*W*S*

@* Notified olida!D* O&tional olida!

* Aident lea'e

F* Maternit! lea'e



44/103

* PROVIDENT FUND SCHEME

4or the welfare of the em&lo!ee and his famil! mem(ers the go'ernment has

introdue the &ro'ident fund sheme in this sheme of the om&an! ost some

&art of &erent of (asi salar! of em&lo!ee and $ee& aside whih will (e added

to he em&lo!ee aount* Aording to these shemes the em&lo!ee ha'e to

ontri(ute G*:: of his (asi &a! and dearness s!stems allowanes in the

&ro'ident fund*

PERFORMANCE APPRAISAL

-erformane a&&raisal ma! (e defined as s!stemati e'aluation of an

em&lo!ee/s &erformane on the )o( in terms of re2uirements of the )o(*

Aording to 4li&&o, +-erformane a&&raisal is a s!stemati,

&eriodi and so far as humanl! &ossi(le, an im&artial rating of an em&lo!ee/s

e%ellene in matters of &ertain to his &resent )o( and to his &otentialities for

a (etter )o(*.

4ormal a&&raisal &lans are designed to meet three needs, one for the

organi5ation and the other two of the indi'idual* The! are as follows6



45/103

a The! &ro'ide s!stemati )udgement to (a$ u& salar! inrease,

transfer, demotions or terminations*

( The! are means of telling a su(ordinate how he is doing and

suggesting needed hanges in (eha'iour, attri(ute, s$ills or )o( $nowledge*

The! are used as a (ase for oahing and ounseling the indi'idual (! the

su&erior*

The ENSE# IN3IA -=T* #T3* Ado&ts the a&&raisal s!stem*



46/103

4inal onfirmation with the reommendation (! the di'isional heads omes from

the M*3* on annual (asis* is wor$ is e'aluated and if his wor$ is not found

satisfator!, he is terminated from his )o(* At &resent ENSE# IN3IA -=T*

#T3* has ado&ted o&en s!stem under whih the em&lo!ee himself writes in

whih wor$ he needs training and as$s to the management to arrange for it*

FACILITIES PROVIDING TO EMPLOYEE

4or an! organi5ation wor$ers an main soure without man&ower not a single

organi5ation sur'i'es if wor$ers are effiient that it is eas! for the organi5ation

to ahie'e goal* 4or that wor$ers need good en'ironment and failit!* To a&&l!

this &rini&al ensel India -'t* #td* &ro'ides 'er! good failit! to their

em&lo!ee so that em&lo!ee wor$s &roduti'el!*

/. Cant!!n fa8ilit9 41


-romotion -eriod A&&raisal for

8


47/103

ensel India -'t* #td* has its own anteen for its

em&lo!ees* All the em&lo!ees of ENSE# IN3IA -=T* #T3* get tea, offee,

(rea$fast and lunh at minimum rate* The! get tea and offee @K &aisa &er u&,

dr! fast food at Rs G &er *;* and lunh dish as Rs* D &er dish* 4or that the!

&ro'ide ou&on to their em&lo!ee ontain ou&on of @K &aisa re 8*9K, Rs D, Rs G*

The! ha'e a ontrat with a sho& P$hati0mitthi/ em&lo!ees also use their ou&on

there and get dr! fast food*

-.M!&i8al fa8ilit9 4

ensel India -'t* #td* also &ro'ide medial failit! to its

wor$ers* The! organi5ed 'aination &rogram for the wor$ers on the regular

(asis ensel India -'t* #td* has its own hos&ital in the Organization.

M!&i8lai41

0 M*3* le'el medilaim is Rs* FK,KKK to all his famil!*

0 Ser'ie offier gets KKKK to (oth and hildren gets :KKKK

0 Su&er'isor gets :DKKK to (oth and hildren gets 9KKKK

0 A to E grade em&lo!ees get :KKKK and hild gets 9KKKK

0.L"an fa8ilit960

In ensel India -'t* #td* #oan is also gi'en to em&lo!ee as &er

rule and regulation* 4or that the! ha'e a soiet!* It is made u& of em&lo!ees*E'er! month some amount of em&lo!ee dedut from his salar!* It/s a one t!&e of

sa'ing* When em&lo!ee need loan the! get from this*



48/103

2. Saf!t941

ensel India -'t* #td* also &ro'ides hand glo'es, shoes, a&ron and

other things needed for the safet! &ur&ose of wor$ers*

7. Unif"r41

ensel India -'t* #td* gi'es : &airs of uniform e'er! 9 gear to the

wor$ers* The! also &ro'ide free washing failit! of uniform* 4or that wor$ers

ha'e to le'el their uniform for wash and ollet in 9 da!s*

. A&;an8!41

The ad'ane that the om&an! &ro'ides is food gaining ad'ane, festi'al

ad'ane et*

6. P!r>"nal a88i&!nt p"li8941

The amount for this &oli! is set u& for e'er! wor$ers

ategor! wise* The om&an! on (ehalf of the wor$ers &a!s the &remium in aseof an! aident this &oli! is 'er! hel&ful for wor$ers*

J. +"r?!r> 8"p!n>ati"n p"li8941

If during the offie time of wor$ing time an! aident

ours the om&an! will &a! for the in)ur! as &er the wor$man om&ensation

at*



49/103

PERSONAL RECORDS

-ersonal reords are needed for getting information a(out em&lo!ees who is

wor$ing in the Organi5ation* So ENSE# IN3IA -=T* #T3* dair! maintains

some reords whih are as follows*

Q Aident Registered

Q Attendane Registered

Q Casual #ea'e Registered

Q #ea'e Balane

Q -ro'ident Registered

Q Salar! Registered

COMPANY PROFILE



50/103

ensel Eletri Com&an! is an eletrial ontrating om&an! loated in Wao,

Te%as s&eiali5ing in ommerial, industrial and residential ontrating wor$*

No )o( is too (ig or too small for the talented liensed eletriians at ensel*

We inor&orate a three generation tradition of e%ellene, starting with our

founder Alan ensel in 8F* A few !ears later, Alan/s father, #eon ensel,

)oined him* Alan/s son, Brad ensel, )oined the team in 88* To this da! Alan

and Brad wor$ side (! side to o'ersee dail! management res&onsi(ilities of the

om&an!*

Our em&lo!ees underta$e 2ualit! training &rograms* The! onsist of all

em&lo!ees ha'ing ode of e%ellene training and OSA 8K training to (eome



51/103

the (est, safest eletriians in Central Te%as* It allows us to &ro'ide the most

2ualified eletriians in the area as well* This differentiates ensel from most of

our om&etition*

ensel Eletri has ser'ed the Wao ommunit! faithfull! and effeti'el! for

almost :D !ears* Whether it (e ommerial wiring or ma$ing eletrial re&airs to

!our own home, our staffs of DK are dediated to meeting !our eletrial needs*

We are mem(ers of the Assoiated ;eneral Contrators, and the National

Eletrial Contrators Assoiation* Both OSA 8K " MSA @ Certified

Tehniians*

COMPANY



52/103

ensel has (een a famil! om&an! for more than GK !ears* It is now in its seond

generation and run (! the managing &artner, 4eli% ;* ensel together with a

team of om&etent e%&erts aross all le'els of the om&an!*

Res&onsi(le and determined om&an! management ha'e ontri(uted to high

em&lo!ee moti'ation and identifiation*

Pa>>i"n f"r P"%!r

H!n>!l 1 %"rl&%i&!

L"8al pr!>!n8!

Mar$et &ro%imit! is a deisi'e fator in the suess of ENSE#* With

su(sidiaries and om&etent &artners in the most im&ortant e%&ort mar$ets and

tehnial offies in ;erman!, we guarantee loal &resene and short



53/103

ommuniation routes* Our worldwide (usiness relationshi&s thus reate a

networ$ of om&etene 0 with the foal &oints in ;erman!, Euro&e and Asia*Our

ustomers &rofit from ma%imum effiien! and o&timum ad'ie on sit e#eading

through inno'ation and 2ualit!

An inno'ati'e &rogram of modern eletrial installation and distri(ution s!stems

has made ensel into a mar$et leader in (ranhing, fusing and distri(uting of

eletrial &ower* We guarantee our users highest (enefits with ustomi5ed

&roduts es&eiall! de'elo&ed for the re2uirements of national and international

a&&liations* Customer satisfation is the $e! for our suess*

To guarantee our ustomers/ om&etiti'e ad'antage in the future, ensel

onstantl! in'ests in de'elo&ment, &rodution and em&lo!ee training* We meet

the ontinuousl! e%&anding re2uirements &laed on om&uter s!stems in the age

of the internet, inluding faster reation times and more e%tensi'e a'aila(ilit!

with new in'estments to guarantee onstant s!stem a'aila(ilit!*

We are alwa!s ontri(uting to the de'elo&ment of national and international

standards at ritial &oints and are thus a(le to ha'e 'alua(le e%&ertise to flow



54/103

into our de'elo&ment wor$* It hel&s assure the high 2ualit! of our &roduts and

guarantees it for the future*

Alwa!s one im&ortant ste& ahead

The &roduts ensel de'elo&s, manufatures and sells for eletrial installation

and distri(ution s!stems an (e used for o&erating e2ui&ment to fulfil man!

hallenging installation tas$s for eletrial e2ui&ment6 In ommerial and

industrial (uildings, for outdoor use and standard0onforming &hoto'oltai

installations*

Through our lose ustomer ontats and ati'e oo&eration with standard0

setting (odies, we are alwa!s a(le to find new and u&0to0date a&&liations for

our &roduts, suh as shi& (uilding, distri(ution tehnolog! for eletri 'ehile

filling stations or meter distri(ution (oards for residential om&le%es in China*

+it# ;i>i"n int" a >!8ur! futur! '!n!rati"n



55/103

Sustaina(ilit! for ensel means (eing res&onsi(le in the sense of &reser'ing

resoures and a'oiding the use of ha5ardous materials*

An en'ironmental management s!stem is e%atl! the same &ratie as restraining

om&an! &raties due to assoiated ris$s (! using a ris$ management s!stem*

We ha'e signed the +Code of Condut. (! the ;erman Eletrial and Eletroni

Manufaturers/ Assoiation for soiall! res&onsi(le om&an! management*

We ha'e &ut in &lae a om&liane s!stem for the o&enness and trans&aren! in

our soial deision ma$ing*

Stae of the art tehnolog!, Cle'er logisti



56/103

To guarantee o&timum &rodution onditions, ensel has four ;erman

&rodution sites with an e%tensi'e range of state0of0the0art mahiner! and

e2ui&ment*

It inludes high0&erformane &lasti in)etion0molding mahiner! and state0of0

the0art metal0wor$ing tehnolog!* Surfae oating and assem(l! e2ui&ment meet

the highest 2ualit! re2uirements*

igh &erformane tool design and highl! 2ualified em&lo!ees guarantee state0of0

the0art in)etion mould and metal wor$ing tools*

PRODUCTReena RawatMBA IIIrd Sem


57/103

Mi Di>tri Ca9>t!

R!f!r!n8!>

http://www.hensel-electric.de/en/produkte/index.php?IdTreeGroup=2156http://www.hensel-electric.de/en/produkte/index.php?IdTreeGroup=2154http://www.hensel-electric.de/en/produkte/index.php?IdTreeGroup=2154http://www.hensel-electric.de/en/produkte/index.php?IdTreeGroup=2156


58/103

Happ9 8u>t"!r> ar! t#! t r!f!r!n8!

3ue to its onsistent 2ualit! &hiloso&h!, ensel0(rand &roduts ha'e esta(lished

themsel'es in a wide 'ariet! of industries* The! are standard &roduts in all

t!&es of installations, due not onl! to their sta(le design and resistane es&eiall!

in diffiult en'ironments* The &ositi'e resonane of the mar$et and satisfation

of our ustomers s&ea$ for themsel'es*

The high 2ualit! of ensel &roduts offers the highest le'el of &rotetion against

orrosion and aidents in'ol'ing eletri urrent* The! are resistant to 7=

radiation, im&ats, dust and water*

Regardless of whether the air is im&aired (eause of heat, old, moisture or dirt>

ensel0(rand &roduts an (e easil! used in e%treme en'ironments and under

tough onditions*



59/103

HENSEL PRODUCTS )UARANTEE SAFETY IN4

0 Agriulture and 4arming

0 Automoti'e Industries

0 Ban$s and Insurane Offies

0 Cement 4atories

0 Cold storage 4ailities

0 ;as Stations and -i&elines

0 os&itals and Clinis

0 otels and Cinema Com&le%es

0 Industrial, Commerial and Com&an! Buildings

0 #eisure and Commerial Centres Malls

0 Marine En'ironments

0 Metal, Wood and -a&er -roessors

0 Mining -hoto'oltai -lants

0 -ower Stations

0 Residential and Non0residential Buildings

0 Shools and 7ni'ersities

0 Stadia and S&ort Centres

0 Teleommuniations

0 Traffi Infrastruture Buildings



60/103

0 Tunnels and Road Constrution

0 Water and Waste Water Treatment -lants



61/103

OUR SERVICES

S!r;i8!

The tas$ of ommuniating information to eletrial s&eialists in the wholesale,

trade and industrial setors is (eoming inreasingl! im&ortant*

ensel offers a om&rehensi'e range in the ser'ie area

H!n>!l1Vi&!"1P"rtal

http://www.youtube.com/watch?v=S1syknBIUxg&list=PL4B8DE700D892ECBB&index=1&feature=plpp_videohttp://www.youtube.com/watch?v=zIvNVILdlkA&list=PLB396EB1A6DEE278B&index=10&feature=plpp_video


62/103

H!n>!l Ia'!1Vi&!" *V Sall1t9p!

ENYSTAR 1 Di>tri up t" -7 A Mi P"%!r

&i>tri up t" 0 A

S!inar> an& Trainin'> at t#! fa8t"r9

ensel su&&orts !ou to (e alwa!s one ste&

http://www.youtube.com/watch?v=S1syknBIUxg&list=PL4B8DE700D892ECBB&index=1&feature=plpp_videohttp://www.youtube.com/watch?v=CM0MVs1dJg8&list=PL382DFEA8B6DF34B6&index=2&feature=plpp_videohttp://www.youtube.com/watch?v=Akr33XKMYe4&list=PL1D315D8773975A9E&index=8&feature=plpp_videohttp://www.youtube.com/watch?v=Akr33XKMYe4&list=PL1D315D8773975A9E&index=8&feature=plpp_videohttp://www.youtube.com/watch?v=Akr33XKMYe4&list=PL1D315D8773975A9E&index=8&feature=plpp_videohttp://www.youtube.com/watch?v=S1syknBIUxg&list=PL4B8DE700D892ECBB&index=1&feature=plpp_videohttp://www.youtube.com/watch?v=S1syknBIUxg&list=PL4B8DE700D892ECBB&index=1&feature=plpp_videohttp://www.youtube.com/watch?v=S1syknBIUxg&list=PL4B8DE700D892ECBB&index=1&feature=plpp_videohttp://www.youtube.com/watch?v=S1syknBIUxg&list=PL4B8DE700D892ECBB&index=1&feature=plpp_videohttp://www.youtube.com/watch?v=CM0MVs1dJg8&list=PL382DFEA8B6DF34B6&index=2&feature=plpp_videohttp://www.youtube.com/watch?v=Akr33XKMYe4&list=PL1D315D8773975A9E&index=8&feature=plpp_videohttp://www.youtube.com/watch?v=Akr33XKMYe4&list=PL1D315D8773975A9E&index=8&feature=plpp_video


63/103

In !our region ensel and its Agents an organi5e loal trainings and seminars,

where the main tehnial features and highlights are shown, disussed, e%&lained

and sometimes also mounted*

ighl! 2ualified staff with &ratial e%&eriene, sometimes small &rodut

e%hi(itions, a&&liations and referenes from all o'er the world, gi'es !ou the

hane to learn man! details and ad'antages within a short &eriod of time*


64/103

In addition to the #ight Building show in 4ran$furt, the regional eletro

tehnial trade shows in ;erman! and a(road are 'er! im&ortant to (oth

eletrial s&eialists and oursel'es*

Our ser'ies are not limited to the list (elow* If !ou ha'e a 2uestion,

&lease send us a message or gi'e us a all*

RESIDENTIAL

Interior #ighting

Remodeling

Eletrial 7&grades

#andsa&e #ighting

Stand(! ;enerators

3esign Builds

COMMERCIALReena RawatMBA IIIrd Sem
http://beltonserver.com/hensel/wp-content/uploads/2013/04/residential_services.jpg


65/103

New Constrution

Water S!stems

-ar$ing #ot " S&orts #ighting

Motor Controls

E2ui&ment Ser'ie " Re&air

Stand(! ;enerators

INDUSTRIAL

7nderground Installation

Energ! Effiien! Solution

Ca(ling s!stem

S&eiali5ed Ser'ies

MSA -art @ " OSA 8K Traine&

El!8tri8al C"ntra8t"r +a8"

http://www.henselelectric.com/hensel-projects/electrical-contractors-waco/http://www.henselelectric.com/hensel-projects/electrical-contractors-waco/http://www.henselelectric.com/hensel-projects/electrical-contractors-waco/http://www.henselelectric.com/hensel-projects/electrical-contractors-waco/http://www.henselelectric.com/hensel-projects/electrical-contractors-waco/http://beltonserver.com/hensel/wp-content/uploads/2013/04/commercial_services.jpghttp://www.henselelectric.com/hensel-projects/electrical-contractors-waco/


66/103

ensel Eletri s&eiali5es in eletrial ontrating for the ;reater Wao area*

Our eletrial ontrators in Wao are trained for the most ad'aned

residentialHommerial wor$*

RESEARCH METHODOLO)Y

RESEARCH

Researh is onsious to find out the truth whih is hidden and

whih has not (een diso'ered an!one, a&&l!ing sientifi &roedure *Researh

is a s!stemati5ed effort to gain new $nowledge*

Researh is a areful in'estigation or in2uir! es&eiall! through

researh for new fats in an! (ranh of $nowledge* It is an in'estigation, a

reording and anal!sis of e'idene for the &ur&ose of gaining $nowledge*

RESEARCH METHODOLO)Y



67/103

Researh methodolog! is a wa! to s!stematiall! sol'e the researh &ro(lems*

It is the sientifi ste&s that are generall! ado&ted (! the researh in stud!ing

his &ro(lem along with the logi (ehind them* The ad'aned learner/s

ditionar! of urrent English la!s down the meaning of researh as +a areful

in'estigation or in2uir! es&eiall! through searh for new fats in an! (ranh

of $nowledge.*

The &ur&ose of researh is to inform ation* Researh must alwa!s (e high

2ualit! in order to &rodue $nowledge that is a&&lia(le outside of the

researh setting with im&liations that go (e!ond the grou& that has

&artii&ated in the researh*

STEPS OF RESEARCH METHODOLO)Y

There are four ste&s of researh methodolog!

Researh design

3ata Colletion

Sam&ling Tehni2ues

Tools for Anal!sis

/. RESEARCH DESI)N



68/103

Researh design ontains60

A lear statement of researh &ro(lem*

-roedure and tehni2ues to (e used for gathering information*

-o&ulation to (e studied



69/103

METHODS TO (E USED IN PROCESSIN) AND ANALYIN)DATA*

./.DESCRIPTIVE RESEARCH

The desri&ti'e stud! is the one that aims at

desri(ing auratel! the harateristis of the grou&, ommunit! or

&eo&le* A researher ma! (e onerned with disriminating the&ro&ortion of &eo&le in a &artiular &o&ulation who hold the ertain

'iews and attitude* In this stud! desri&ti'e researh design is used*

The researh stud! was desri&ti'e in nature* 3esri&ti'e researh

studies whih are onerned with s&eifi &reditions with narrations of

fats and harateristis onerning indi'iduals grou&s or situations are

e%am&les of desri&ti'e researh*

-.SAMPL E DESI)N

A sam&le design is a finite &lan in o(taining a sam&le from

a gi'en &o&ulation* It refers the tehni2ues or &roedure the researher

would ado&t in seleting items for the sam&le* The &ro(a(ilit! sam&ling

design offers e'er! item of the &o&ulation e2ual hane of inlusion in

the sam&le*



70/103

0. POPULATION

-o&ulation gi'es the total num(er of em&lo!ees &resent in the

organi5ation* The total &o&ulation under stud! is around :KK em&lo!ees*

2.SAMPLIN) TECHNIKUE

The method of seleting a &ortion of the uni'erse

for the stud! with a 'iew to draw a onlusion a(out the

+uni'erseH&o&ulation. is $nown as sam&ling*

SAMPLIN) DESI)N , Sipl! ran&" >aplin'3

In the sim&le random sam&ling, more ommonl!

$nown as sim&le random sam&ling, e'er! element in the &o&ulation has a

$nown and e2ual hane of (eing seleted as a sam&le* The res&ondent

has different t!&e of harateristis and s&read aross 'arious grou&s*

Standard form of a&&raisal is (eing used irres&eti'e of the lass of the

em&lo!ees, so e'er!one $nows a(out the s!stem* Eah and e'er!

em&lo!ee has something to ontri(ute towards the stud!* The em&lo!ees

ha'e (een seleted from the list randoml!*

SAMPLE SIE

In this stud! also on'eniene sam&ling is a&&lied* The sam&le si5e of

the stud! is 8KK em&lo!ees*

AREA OF THE STUDY



71/103

The area of stud! is reruitment and seletion at ENSE# IN3IA -=T*

#T3*, #u$now*

PERIOD OF STUDY

The stud! &eriod of the &ro)et wor$ was for @D da!s*

DATA COLLECTION

The data olleted (! the researher were &urel! (ased in the &rimar! data

and was less de&endent on seondar! data* The method of data olletion

Is 'er! muh li$e the olletion of data through 2uestionnaire, with little

differenes whih lies in the fat that shedules , are (eing filled in (! the

enumeration who are s&eiall! a&&ointed for the &ur&ose*

3ata Colletion is 'er! useful in e%tensi'e en2uiries and an lead to

fairl! relia(le results* It is, howe'er, 'er! e%&ensi'e and is usuall! ado&ted in

in'estigations onduted (! go'ernmental agenies or (! some (ig

Organi5ations* -o&ulation ensus all o'er, the world is onduted through this

method*

TYPES OF DETA COLLECTION

/. Priar9 Data

The &rimar! data was olleted through a strutured 2uestionnaire*

-rimar! data ma! (e desri(ed as those data has (een o(ser'ed and reorded (!

the researhers for the first time to their $nowledge*



72/103

-rimar! data are formulated on the (asis researh o()eti'es* O()eti'es

set the guidelines and diretions of researh &lanning*

-. S!8"n&ar9 Data

It means that are alread! a'aila(le that is the! refer to the data whih

ha'e alread! (een olleted and anal!5ed (! someone else* When the researhers

utili5e seondar! data, then he has to loo$ in to 'arious soures from where he

an o(tain them* The seondar! data ma! either (e &u(lished data or

un&u(lished data *usuall! &u(lished data a'aila(le in 'arious &u(liation entral,

state and loal go'ernment*

The seondar! data was olleted from &ersonal de&artment files and

reords, om&an! (roahers, maga5ines and )ournals, (oo$s, foreign go'ernmentor international (odies, tehnial and trade )ournals, news&a&ers, &u(li reords,

historial douments, and others soures of &u(lished information*

7n&u(lished data are man! the! ma! (e found in diaries, letters,

un&u(lished (iogra&hies and auto(iogra&hies and also ma! (e a'aila(le with

sholars and researh wor$ers, trade assoiation, other &u(li and &ri'ate

indi'iduals and organi5ations*



73/103



74/103

DATA ANALYSIS AND ITS INTERPRETATION

KUESTIONNAIRE

Reruitment and Setion an (e e'aluated (! using the following6

K/. Sin8! #"% an9 9!ar> #a;! 9"u

8D em&lo!ees said more than 8D !ears ha'e (een wor$ing with this

organi5ation*



75/103

K-. D"!> t#! "r'aniati"n 8l!arl9 &!fin! t#! p">iti"n "=

r!$uir!!nt> an& 8an&i&at! >p!8ifi8ati"n> in t#! r!8ruit!nt pr"8!>>

S *No* To&i -erentage

8


76/103

K0. H"% %!ll ar! t#! "r'aniati"n> affirati;! a8ti"n n!!&> 8larifi!& an&

>upp"rt!& in t#! >!l!8ti"n pr"8!>>

S* No* To&i -erentage

8 -oor 9D

9 Ade2uate @D

: E%ellent :K

INTERPRETATION4

@D em&lo!ees said ade2uate*

:K em&lo!ees said E%ellent*

9D em&lo!ees said &oor*



77/103

K2. I> t#! "r'aniati"n &"in' ti!lin!>> r!8ruit!nt an& S!l!8ti"n pr"8!>>.


8


78/103

K7. D"!> HR pr";i&!> an a&!$uat! p""l "f $ualit9 appli8ant>


8


79/103

K. Rat! t#! !ff!8ti;!n!>> "f t#! int!r;i!%in' pr"8!>> an& "t#!r >!l!8ti"n

in>tru!nt>= >u8# a> t!>tin'

S*No* To&i -erentage

8 -oor 9K

9 Ade2uate DK

: E%ellent :K

INTERPRETATION4

DK em&lo!ee said ade2uate*

:K em&lo!ee said e%ellent*

9K em&lo!ee said &oor*



80/103

K6. D"!> t#! HR t!a a8t a> a 8"n>ultant t" !n#an8! t#! $ualit9 "f t#!

appli8ant pr!1>8r!!nin' pr"8!>>


8


81/103

KJ. D"!> HR train #irin' !pl"9!!> t" a?! t#! t #irin' &!8i>i"n>


8


82/103

K. Rat! #"% %!ll HR fin&> '""& 8an&i&at!> fr" n"n1tra&iti"nal >"ur8!>

%#!n N!8!>>ar9

S *No* To&i -erentage

8 -oor :K

9 Ade2uate DK

: E%ellent 9K

INTERPRETATION4

Em&lo!ee said :K &oor, R finds good andidates from non0traditional

soures when Neessar!*

Em&lo!ee said DK Ade2uate, R finds good andidates from non0traditional

soures when Neessar!*Em&lo!ee said 9K e%ellent, R finds good andidates from non0traditional

soures when Neessar!*



83/103

K/. H"% %"ul& 9"u rat! t#! HR &!part!nt> p!rf"ran8! in r!8ruit!nt

an& >!l!8ti"n

S*No* To&i -erentage

8 -oor 8D

9 Ade2uate DK

: E%ellent :D

INTERPRETATION4

:D em&lo!ee said e%ellent*

8D em&lo!ee said &oor*DK em&lo!ee said ade2uate*



84/103

K//. D"!> t#! HR D!part!nt i> !ffi8i!nt in S!l!8ti"n P"li89 "f t#!

!pl"9!!>


8


85/103

K/-. D"!> t#! HR aintain an a&!$uat! p""l "f $ualit9 pr"t!8t!& 8la>>

appli8ant>


8


86/103

S. NO PARTICULARS

NO. OF

RESPONDENTS

AV) OF

RESPONDENTS

8 Career 3e'elo&ment @ @

9

Monetar!HNon0monetar!

(enefits K K

: A&&raisal s!stem 9: 9:

Near to home 99 99

D Wor$ing ondition

TOTAL / /

*

INTERPRITATION

4rom the a(o'e ta(le it an (e inferred that @ of the res&ondents are hosen the

ENSE# IN3IA -=T* #T3**, (eause of areer de'elo&ment, 9: of res&ondents are

hosen ENSE# IN3IA -=T* #T3**, (eause of a&&raisal s!stem, 99 of res&ondents

are hosen ENSE# IN3IA -=T* #T3**, (eause of Near to home and of the

res&ondents ha'e hosen ENSE# IN3I-=T* #T3**, (eause of wor$ing ondition*

K/2. H"% &i& 9"u &!>8ri an& pr"8!&ur! f"ll"%!& at H!n>!l In&ia P;t. Lt&

S. NO PARTICULARS

NO. OF

RESPONDENTS

AV) OF

RESPONDENTS

8 E%ellent K K



87/103


88/103

9* 4rom the a(o'e anal!sis K em&lo!ees said that organi5ation learl!

defines its -osition, o()eti'e, re2uirement and signifiation during the

reruitment &roess*

:* 4rom the a(o'e anal!sis it is found that the no* of res&onded is @D who

are ade2uate a(out the organi5ation/s affirmati'e ation needs larified

and su&&orted in the seletion &roess*

@* It is o(ser'ed from the a(o'e anal!sis that GK res&ondent said that the

organi5ation doing timeliness reruitment and Seletion &roess and 9K

res&ondents are against from this statement*

D* 4rom the anal!sis it is lear that FD res&ondents said that R &ro'ide an

ade2uate &ool of 2ualit! a&&liants (ut 9D res&ondents stats that R

does not &ro'ides ade2uate &ool of 2ualit! a&&liants*

* 4rom the a(o'e anal!sis it is lear that the DK res&ondents said that rate

the effeti'eness of the inter'iewing &roess is Ade2uate*

F* It is o(ser'ed from the a(o'e anal!sis that FD res&ondents said that the

R team at as a onsultant to enhane the 2ualit! of the a&&liant &re0

sreening &roess (ut 9D res&ondents are against from this statement*

G* 4rom the a(o'e anal!sis it is learl! found that DK res&ondents are

ade2uate from the a(o'e statement that the R de&artment/s &erformane



89/103

in reruitment and seletion &roess and :D res&ondents said e%ellent "

8D res&ondents said &oor a(out a(o'e statement*

* It is o(ser'ed from the a(o'e anal!sis that FD res&ondents said !es and

9D res&ondents said no a(out the statement whih is, R 3e&artment is

effiient in Seletion -oli! of the em&lo!ees*

8K*4rom the a(o'e anal!sis it is lear that GK of the res&ondents said that

the R maintain an ade2uate &ool of 2ualit! +&roteted lass. a&&liants

and 9K of the res&ondents said that the R does not maintain an ade2uate

&ool of 2ualit! +&roteted lass. a&&liants*

88*4rom the anal!sis it is noted that ha'e )oined at ENSE# IN3IA -=T*

#T3*, through referrals*

89*It is o(ser'ed from the anal!sis of the res&ondents are 2uit the &re'ious

)o( (eause of no use of )o( s$ills*

8:*It is o(ser'ed from the anal!sis that of the res&ondents are sa!s that the

morale and ethis followe

Documents

RECRUITMENT AND SELECTION PROCESS IN HENSEL PVT.LTD