NEW DELHI

SUMMER PROJECT REPORT

On
THE STUDY OF SELECTION & RECRUITMENT
PROCESS IN DLF PROJECTS LTD. & ITS
EFFECTIVENESS

FOR THE PARTIAL FULFILLMENT OF

THE REQUIREMENT
OF
MASTER OF BUSINESS ADMINISTRATION

SUBMITED BY
SATYAPRAVA MANTRI
M.B.A II SEMESTER
2010-2012

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 CERTIFICATE

Certified that this project report “The study of selection & recruitment process in DLF
Projects Ltd. & its effectiveness” is the bonafide work of “Satyaprava Mantri” who carried out
the project work under the supervision of Mr.Sanjay Bharatwaj.

SIGNATURE

Mr.Sanjay Bharatwaj

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 DECLARATION

We hereby declare that the following project titled ‘Study of selection & recruitment process
in DLF Projects Ltd. & its effectiveness’ is an authentic work done by me. This is to declare
that all of the work indulged in the completion of this Project Report such as research,
competitor analysis, and data collection is profound and honest.

This report is submitted in partial fulfillment of the requirement for the degree of Masters of
Business Administration (MBA) in IILM Business School, New Delhi.

We have not submitted the project report for any academic purpose elsewhere.

Satyaprava Mantri

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 ACKNOWLEDGEMENT

I owe a great thanks to many people who helped and supported me during the writing of this
report. My deepest thanks to Mr. Sanjay Bharatwaj (DGM), for correcting various documents
of mine with attention and care. He has taken pain to go through the project and make necessary
correction as and when needed.  I express my thanks to Mr. Pradyot Sarangi (Hr. Manager),
for extending his support. My deep sense of gratitude to Mr. Jaypal Singh (Hr. Manager),
DLF Ltd. support and guidance. I am also gratefully acknowledged to help rendered by Mr.
Harvir Singh (Hr. Executive), DLF Ltd., who was always there to provide guidance whenever
required. Thanks and appreciation to the helpful people at DLF Projects Ltd, for their support. I
would also like to thank my Institute and my faculty members without whom this project would
have been a distant reality.

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 PREFACE

The course of MBA require one to undergo a summer internship with the end of the 2 nd
Semester, so as to get a practical knowledge and understanding the practical aspects of all the
theories read. It helps us to make the best use of our skills and intelligence so as to make a better
research report. It is really the most important thing during the course of the study.

The purpose of my research project was to study the Recruitment and Selection process and its
use in selecting the right candidates. It was a continuous learning experience as I got to know
different kinds of Recruitment procedure, how they are conducted and are beneficial.

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 TABLE OF CONTENTS

S.NO TOPIC PAGE NOS.

1 ACKNOWLEDGEMENT 3

2 PREFACE 4

3 EXECUTIVE SUMMARY 6

4 INTRODUCTION 7 to 45

a. RECRUTMENT
b. SELECTION
c. COMPANY PROFILE
d. BUSINESS POLICY
e. VISION, MISSION & VALUES
f. SWOT ANALYSIS
g. RECRUTMENT & SELECTION PROCESS AT DLF
h. STEPS INVOLVES IN EMPLOYEES SELECTION IN
DLF
i. EFFECT OF RECESSION OM RECRUTMENT &
SELECTION PROCESS
j. STRATEGIES OF SUCESSFUL RECRUTMENT
PROCESS

5 OBEJECTIVES OF PROJECT 46

6 RESEARCH METHODOLOGY 47

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 DATA ANALYSIS & INTERPRETATION
7 48 to 56

8 LIMITATIONS 57

9 CONCLUSION AND RECOMMENDATION 58 to 61

10 BIBLOGRAPHY 62

11 APPENDIX 63 to 64

a. QUESTIONAIRS

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 EXECUTIVE SUMMARY

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

part of an organisation.
Better recruitment and selection strategies result in improved organizational outcomes. The more
effectively organizations recruit and select candidates, the more likely they are to hire and retain
satisfied employees.

Human Resource Planning is a vital ingredient for the success of the organisation in the long run.
Online recruitment has become de rigueur, and both companies and candidates applaud its ease
of application. 

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. With reference to this context, this project is been prepared
to put a light on Recruitment and 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 Organisation
gets suitable application. Scientific Recruitment and Selection, which an Organisation should
follow for right manpower. Job Analysis, which gives an idea about the requirement of the job.
Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview,
Common Interview Problems and their Solutions. 

In this project we also study the effect of selection and recruitment process and also the different
constraint of recruitment and selection process in DLF Projects Ltd.

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 INTRODUCTION

The human resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep the
present as well as the future requirements of the organization in mind. Recruitment is distinct
from Employment and Selection. Once the required number and kind of human resources are
determined, the management has to find the places where the required human resources are/will
be available and also find the means of attracting them towards the organization before selecting
suitable candidates for jobs. All this process is generally known as recruitment. Recruitment is
however not just a simple selection process but also requires management decision making and
extensive planning to employ the most suitable manpower. Competition among business
organisations for recruiting the best potential has increased focus on innovation, and
management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organisation.

Human Resource Management theories focus on methods of recruitment and selection and
highlight the advantages of interviews, general assessment and psychometric testing as employee
selection processes. The recruitment process could be internal or external or could also be online
and involves the stages of recruitment policies, advertising, job description, job application
process, interviews, assessment, decision making, legislation selection and training (Korsten
2003, Jones et al, 2006). Examples of recruitment policies within healthcare sector and business
or industrial sectors could provide insights on how recruitment policies are set and managerial
objectives are defined. Successful recruitment methods include a thorough analysis of the job
and the labor market conditions and interviews as well as psychometric tests to determine the
potentialities of applicants. Small and medium sized enterprises (SMEs) also focus on interviews

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and assessment with emphasis on job analysis, emotional intelligence in new or inexperienced
applicants and corporate social responsibility (CSR). Other techniques of selection that have
been described include various types of interviews, in tray exercise, role play, group activity, etc.

Recruitment is almost central to any management process and failure in recruitment can create
difficulties for any company including an adverse effect on its profitability and inappropriate
levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in
management decision making and the recruitment process could itself be improved by following
management theories. The recruitment process could be improved in sophistication with Rodgers
seven point plan, Munro-Frasers five-fold grading system, psychological tests, personal
interviews, etc. Recommendations for specific and differentiated selection systems for different
professions and specializations have been given. A new national selection system for
psychiatrists, anesthetists and dental surgeons has been proposed within the UK health sector.

Recruitment is however not just a simple selection process and requires management decision
making and extensive planning to employ the most suitable manpower. Competition among
business organizations for recruiting the best potential has increased focus on innovation, and
management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organization (Terpstra, 1994).
This would mean that the management would specifically look for potential candidates capable
of team work as being a team player would be crucial in any junior management position.
Human Management resource approaches within any business organization are focused on
meeting corporate objectives and realization of strategic plans through training of personnel to
ultimately improve company performance and profits (Korsten, 2003). The process of
recruitment does not however end with application and selection of the right people but involves
maintaining and retaining the employees chosen. Despite a well drawn plan on recruitment and
selection and involvement of qualified management team, recruitment processes followed by
companies can face significant obstacles in implementation. Theories of HRM may provide

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insights on the best approaches to recruitment although companies will have to use their in house
management skills to apply generic theories within specific organizational contexts.

The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well drawn plan
on recruitment and selection and involvement of qualified management team, recruitment
processes followed by companies can face significant obstacles in implementation. Theories of
HRM may provide insights on the best approaches to recruitment although companies will have
to use their in house management skills to apply generic theories within specific organizational
contexts.

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RECRUITMENT

Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin
B. Flippo defined recruitment as “the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” In simple words recruitment can be
defined as a ‘linking function’-joining together those with jobs to fill and those seeking jobs.

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PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes and needs are:

 Determine the present and future requirements of the organization in conjunction with its
personnel-planning and job-analysis activities.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.

 Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.

 Begin identifying and preparing potential job applicants who will be appropriate
candidates.

 Induct outsiders with a new perspective to lead the company.

 Infuse fresh blood at all levels of the organization.

 Develop an organizational culture that attracts competent people to the company.

 Search for talent globally and not just within the company.

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SELECTION

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the
applicant proceeds to the next one. The time and emphasis place on each step will definitely vary
from one organisation to another and indeed, from job to job within the same organisation. The
sequence of steps may also vary from job to job and organisation to organisation. For example
some organisations may give more importance to testing while others give more emphasis to
interviews and reference checks. Similarly a single brief selection interview might be enough for
applicants for lower level positions, while applicants for managerial jobs might be interviewed
by a number of people.

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Importance of Selection

The term selection denotes a choice of one or some form amongst many. The vital importance of
making the right selection of staff for any enterprise cannot be overemphasized. While selecting
employees it should be born in mind that they are the greatest source of an organization.
Building and money are always secondary. The critical element is always the spirit team work
and the skill of the organization’s personnel.

Everything can be brought or reproduced except skilled and dedicated service.

Essentials of Selection Procedure

The selection produced adopted by an organization is mostly tailor made to meet its particular
needs.

The thoroughness of the procedure depends upon three factors:

First, the nature of selection, whether faulty or safe, because a faulty selection affects not only
the training period that may be needed, but also results in heavy expenditure on the new
employee and the loss that may be incurred by the organization in case the job-occupant fails on
his job.

Second, the policy of the company and the attitude of the management. As a practice some
companies usually hire more than the actual number needed with a view to removing the unfit
persons from the jobs.

Third, the length of the probationary or the trial period. The longer the period the greater the
uncertainty in the minds of the selected candidate about his future.

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 COMPANY PROFILE

THE LOGO

DLF is a name synonymous with leadership, trust, quality and reliability. Built on a strong
pedigree and established reputation, the Group combines on impeccable record of performance
with innovation and leadership in the real estate industry.

DLF Projects Limited considered being the pioneer and market leader in India’s real estate
business has completed projects of over 35 million sq. ft. across its residential, commercial and
retail businesses. Founded in 1946, it has been responsible for the development of 21 urban
colonies aggregating 5,816 acres, as well as an entire integrated 3,000-acre township - DLF City;
and is now well poised to reinforce its strong national position with significant projects across
major cities and emerging destinations of the country.

With over six decades of experience in the real estate business, the group is capitalizing on
emerging market opportunities to deliver high-end facilities and projects to its wide base of
customers by constantly upgrading its internal skills and resource capabilities. In line with its
current expansion plans, the DLF Group has over 130 million sq. ft. of development across its
businesses, including accomplished and on-going projects. This comprises over 28 million sq. ft.
of projects that the group has executed under its home, offices and shopping mall segments.

The success of the DLF Group can be attributed to its implementation of successful business
models which include development of innovative business strategies, strengthening its
professional resources and driving market penetration that is adaptive to local market needs.

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The DLF Group is the only company in India in the Consumer validated category from the real
estate sector to be awarded the distinction of ‘Superbrand’ ranking. And all this is due to its
mammoth contribution to the real estate sector; that has not only made significant inputs in the
residential and commercial property segment but has also made noteworthy advancement in
pursuing new business opportunities in hotel, infrastructure and SEZs. With its joint venture with
Laing O’Rourke, it plans to make its foray into the sectors of expressways and airports. 

The key elements of its business strategy are:

 Increase land reserves in strategic locations

 Expand core business verticals nationally

 Diversify into SEZ development

 Undertake infrastructure development with Laing O’Rourke

 Diversify into hotel development

 Enhance execution capabilities

Exceeding over 250 million sq. ft. of accomplished projects across the country and 100 million
sq.ft of on-going projects; DLF also plans to develop around 100,000 acres of land over the next
couple of years, nationally. With the growth of the Indian economy and the increase in corporate
Cushman & Wakefield and consumer incomes, combined with the growing foreign investment in
the real estate sector, DLF envisages significant opportunities for growth in the realty business. 

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Strengths:
Six decades in the real estate business and reputation for providing prompt payment to
landowners upon the acquisition of its land, developing and completing projects in a timely
manner and conducting its business with transparency has created a relationship of trust with its
customers and suppliers. 
With its extensive land reserves under development aggregated 1,372 acres representing
approximately 102 million square feet of developed area or area available for development; it is
estimated that it will be able to develop over 118 million square feet of saleable or lettable area. 
Besides that, the strategic positioning of its projects and scale of operations make DLF the
indispensable leader in the real estate business. Also, innovative techniques and offering new
designs and concepts in real estate developments make DLF stand out amongst the real estate
fraternity. 

The story behind the DLF Delhi Land & Finance, or DLF, is a company set up by DLF chairman
Mr. Kushal Pal Singh's father-in-law, Chaudhary Raghvendra Singh. The company at that time
had developed no fewer than 21 colonies in Delhi between 1947 and 1961, which was taken over
by the Delhi Development Authority. That had forced DLF to diversify into batteries, cables and
so on.

Six decades later, DLF has invested close to Rs 80,000 crore in projects running into 100 million
square feet. The group has made remarkable contribution in the evolution of the sleepy adjacent
city of Gurgaon to the 'investor's destination' of India. Their foresightedness in identifying
Gurgaon as the next logical extension of Delhi proved to be their biggest advantage, as they were
the ones to make the first move in Gurgaon real estate.

However, DLF’s role in confirming the visit of Jack Welch, the CEO of GE to India on the
invitation of Rajiv Gandhi the then Prime Minister of India proved to be the biggest turnaround
for DLF and Mr. K. P. Singh. Welch was not only struck by the country's trained manpower and
started thinking in terms of outsourcing back office work to India; but also set up GE's first
office at Gurgaon.

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Almost overnight, Gurgaon had turned from a sleepy village to a throbbing hub of commercial
activity. DLF which started its business then with a new lease has definitely come a long way
since then - from townships, shopping malls and commercial space to hotels, special economic
zones and infrastructure projects.

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 HISTORY OF DLF

The DLF Group was founded in 1946. We developed some of the first residential colonies in
Delhi such as Krishna Nagar in East Delhi, which was completed in 1949. Since then we have
been responsible for the development of many of Delhi’s other well known urban colonies,
including South Extension, Greater Kailash, Kailash Colony and Hauz Khas.

Following the passage of the Delhi Development Act in 1957, the state assumed control of real
estate development activities in Delhi, which resulted in restrictions on private real estate colony
development. We therefore commenced acquiring land at relatively low cost outside the area
controlled by the Delhi Development Authority, particularly in the district of Gurgaon in the
adjacent state of Haryana.

This led to our first landmark real estate development project – DLF Qutab Enclave, which has
now evolved into DLF City. DLF City is spread over 3,000 acres in Gurgaon and is an integrated
township, which includes residential, commercial and retail properties in a modern city
infrastructure with schools, hospitals, hotels and shopping malls. It also boasts of the prestigious
DLF Golf and Country Club with night golfing facilities.

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Company policy of DLF

“Total customer satisfaction through quality management and continuous improvement”

We at DLF are committed to produce high standard infrastructure and provide satisfaction of
World class quality.

Our Aim is to maximize the customer’s Satisfaction and this is achieved through Quality
product, continuous improvement and motivated employees.

BUSINESS PRINCIPLES

1. Organization, which is sensitive to the needs of the Customers.

2. Continuous up gradation of Quality and Process to meet changing needs of Customers.

3. Optimization of returns on Investment by.

 Continuous Improvement.

 Leadership through Technology.

 Organization and Personal Development.

 Cost Reduction efforts.

 Effective use of all resources.

 Harmonious and Safe working conditions.

 Following JIT theory in Practice.

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 LOGO OUR ETHOS

The pyramid symbol and the mission line 'Building India’ is collectively referred to as the DLF
Logo.

The company's name is represented in black capital letters. The typeface represents the solidity
of the enterprise; emphasizes accountability, responsibility as being a strong and integral part of
the Group's ethos.

The pyramid depicts nine smaller pyramids; each composes itself into a larger pyramid all-
encompassing in nature and presentation. The pyramid itself and the component pyramids
convey cohesion, interdependence, support and foundation, to a common purpose and to achieve
greater heights.

The words ’BUILDING INDIA’, is in capitals like the company’s name, and at once conveys
DLF’s mission and vision. It is an intrinsic reflection of the Group’s commitment and its 60-year
heritage.

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 DLF Real Estate

Delhi Projects, or DLF, is a company set up by DLF chairman Mr. Kushal Pal Singh's father-in-
law, Chaudhary Raghvendra Singh. The company at that time had developed no fewer than 21
colonies in Delhi between 1947 and 1961, which was taken over by the Delhi Development
Authority. That had forced DLF to diversify into batteries, cables and so on.

Six decades later, DLF has invested close to Rs 80,000 crore in projects running into 100 million
square feet. The group has made remarkable contribution in the evolution of the sleepy adjacent
city of Gurgaon to the ‘investor’s destination’ of India. Their foresightedness in
identifying Gurgaon as the next logical extension of Delhi
proved to be their biggest advantage, as they were the ones to
make the first move in Gurgaon real estate.

However, DLF’s role in confirming the visit of Jack Welch, the

CEO of GE to India on the invitation of Rajiv Gandhi the then
Prime Minister of India proved to be the biggest turnaround for
DLF and Mr. K. P. Singh. Welch was not only struck by the
country's trained manpower and started thinking in terms of
outsourcing back office work to India; but also set up GE's first
office at Gurgaon.

Almost overnight, Gurgaon had turned from a sleepy village to a throbbing hub of commercial
activity. DLF which started its business then with a new lease has definitely come a long way
since then - from townships, shopping malls and commercial space to hotels, special economic
zones and infrastructure projects.

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DLF in India's Real Estate Growth

Residential

The residential segment of DLF besides development of apartment in the middle-income group,

also involves a wide range of products including condominiums, duplexes, row houses and
apartments of varying sizes, with a focus on the high end the market. To the 54 million sq. ft of
developed area under homes with18 million sq. ft of group housing; DLF intends to augment its
oldest business area by developing another 300 million sq. ft of projects across the country over
the next 10 years.

Commercial

Office: DLF’s office segment is

one of the group’s most admired
vertical. Nearly 20 million sq. ft.
of developed as well as on-going
projects are a significant
contributor to the growth of office
spaces of the most contemporary
architecture. Plans to develop
another 110 million sq. ft. across
12 cities are aimed to give DLF
15-20% of market share in the
business & commercial sector.

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Retail: 

With a booming retail environment

on the horizon, this is a major
thrust area for the Group and DLF
is actively creating new shopping
and entertainment spaces all over
the country. There are over 42
million sq. ft. of quality retail
space developed and under
development in metros and other
urban destinations across the country. These include categories of prime downtown shopping
districts, shopping centers and super luxury malls.

Hotel: With the growth of economy, India is emerging as a major business, tourism and sports
event destination; causing traffic to pour in from across the globe. This has led to the demand for
hotels in mostly in the cities.

DLF group foresees that with the rise in demand for rooms expected to grow by approximately
4% in 2006-07; the investment in the premium segment of the hotel industry will be between Rs
20-23 billion in the aggregate over the next five years. Keeping in view, the exponential growth
opportunities in the sector DLF intends to develop hotels in four star, five star and deluxe
segments.

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Infrastructure

DLF foresees significant growth opportunities in the infrastructure sector which are expected
through the route of Public-Private Partnerships (PPP). Though there is a significant size of
investments earmarked by the government and there are tremendous opportunities in the sector
for private players to contribute in the nation’s growth, DLF has marked down the sector as it
anticipates the infrastructure vertical to create new source of revenues and growth to the group.
The key focus areas of vertical are construction of expressways, highways, airports and other key
infrastructure projects.

SEZ

Special Economic Zones (SEZ) have acquired

special status of importance from the
Government of India as they have been
categorized to bring infrastructural development
and economic growth in that region. DLF has
also taken the stride to develop SEZ across the
country which will showcase world-class, state-
of-the-art infrastructure and will include utilities
such as roads and other public services,
commercial centers, residential facilities and institutional facilities like schools, hospitals, etc.

Their first SEZ by DLF, proposed to be developed in Amritsar spreading over an expanse of

1100 acres, will comprise of four sector-specific individual SEZs for the textile and garments
industry, engineering industry, food processing industry and a free trade and warehousing zone.
It also has investment plans to develop an Rs 10,000 crore multi-product SEZ in Tamil Nadu.

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VISION, MISSION & VALUES

DLF Vision
To contribute significantly to building the new India and become the world’s most valuable real
estate company.

DLF Mission
To build world-class real-estate concepts across six business lines with the highest standards of
professionalism, ethics, quality and customer service

DLF Values

 Sustained efforts to enhance customer value and quality

 Ethical and professional service

 Compliance and respect for all community, environmental and legal requirements.

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 MILESTONES

The largest real estate developer in India with 266 million square feet worth of developed and
under development projects.

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OTHER BUSINESSES

Wind Power Projects by DLF

DLF group is the largest owner of wind power plants in India with an installed capacity of 228.7
MW. DLF has initiated its wind power portfolio in March 2008. Currently the group owns wind
farms in the states of Gujarat (150 MW), Rajasthan (34.5 MW), Tamil nadu (33MW), and
Karnataka (11.2 MW). These projects reduce about 4.7 tonne of CO2 emissions on annual basis.
The wind power projects in the states of Gujarat and Karnataka are already registered for carbon
credits at UNFCCC and generating over 3 Lakh CERs (Certified Emission Reductions) annually.

Project Locations

1. 150 MW wind power project in Kutch, Gujarat.

2. 11.2 MW wind power project in Gadag, Karnataka.

3. 33 MW wind power project in Osisan and Ratan Ka Baas, Rajasthan.

4. 34.5 MW wind power project in Elavanthi and Panapatti, Tamilnadu.

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 AWARDS

Business Leadership Awards: DLF chosen as the leader

DLF was chosen as the leader in the 'Building & Construction - Real Estate' category, in the 2nd
NDTV Profit Business Leadership Awards held in New Delhi on July 27 2007. This award
reaffirms DLF's leadership position and underlines the contribution made by DLF in the real
estate sector.

K P Singh wins special NDTV Award

Mr. K.P.Singh has won the NDTV Special Award in Business. At a

glittering awards function at the Taj Palace on January 17, the DLF
chairman was among a galaxy of eminent personalities to be
honoured for their contributions in various fields, ranging from
business and politics to sports and films.

G.B. Pant University conferred an Honorary Degree of Doctor

of Science to Mr. KP Singh
G.B. Pant University of Agriculture & Technology conferred an
Honorary Degree of Doctor of Science to Mr. K P Singh in the April
'08, in recognition of his invaluable contribution in the field of Business Administration.

About The Group

In order to meet challenges of the future and to leave an indelible mark on the industrial scenario,
DLF group structured along shopping centers, luxury malls, DT cinemas, hotels, DLF SEZs.

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IN THE POLICY OF THE COMPANY

 To develop the concept of ‘MY OWN ORGANIZATION’ amongst the

employees.

 To be firm & fair in disciplinary matters.

 Patient listening to the employees problems and prompt disposal of there.

 To provide them Harmonious & safe working conditions, in time salary, canteen
& chilled dirking water facilities, interest free loan & timely overtime payment.

 No organized trade union. Workers grievances are taken care of properly.

All facilities are available to workers e.g. Medical, Canteen, Loan etc.
management has in regular interaction with employees & due to this outside
interference is minimized and workers are not getting carried away with outside
issues. Thus Union activities have no scope to develop.

 Take care for its employees in their Hardships at work and family level. feeling of
togetherness is developed which has alleviated various problems of workers.

 Educate & Train employees to make them feel a part of the organization.

The regular training activities are a permanent feature of Training and

Development activities.

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 SWOT ANALYSIS

 Strength is defined as any internal asset, technology, motivation, finance, business links, etc
that can help to exploit opportunities and to fight off threats.

 Weakness is an internal condition which hampers the competitive position or exploitation of

opportunities.

 Opportunity is any external circumstance or characteristic which favours the demand of the
system or where the system is enjoying a competitive advantage.
 

 Threat is a challenge of an unfavourable trend or of any external circumstance which will

unfavourably influence the position of the system.

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 Strength

 employment and training opportunities in the field of construction

Private sector housing boom and commercial building demands
 Construction of the multi building projects on the feasible locations in the country.
 Good structured national network facilitates the boom of construction industry.
 Low cost well- educated and skilled labour force is now widely available across the
country.
 Sufficient availability of raw material and natural resources in the country is
supportive for the industry.
 Real estate development is on high and it is attracting the focus of the industry towards
construction.

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 Weakness

 Chances of Natural disadvantage are there.

 Distance between construction projects reduces business efficiency.
 Training itself has become a challenge.
 Changing skills requirements and an ageing workforce may accentuate the skills gap.
 Improve in long-term career prospects is highly required to encourage staff retention
and new entrants.
 External allocation of large contracts becomes difficult. 
 Lack of clearly define processes and procedures for construction and its management.
 Huge amount of money need to be invested in this industry and inefficiency may lead
to high level of risk.

Opportunities

 Continuous private sector housing boom will create more construction opportunities.
 Public sector projects through Public Private Partnerships will bring further
opportunities.
 Developing supply chain through involvement in large projects is likely to enhance
the chances in construction.
 Renewable energy projects will offer opportunities to develop skills and capacity in
new markets.
 More flexible training delivery techniques are now available.
 Financial supports like loan and insurance and growth in income of people is in
support of construction industry.
 Historical cultural heritages like the TAZ MAHAL encourage and provide a creative
platform for the industry.

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  Remote areas in the country are easily accessible and plenty of land is available in the
country.

Threats

 Long term market instability and uncertainty may damage the opportunities and prevent
the expansion of training and development facilities.
 Current economic situation may have an adverse impact on construction industry.
 Political and security conditions in the region and Late legislative enforcement measures
are always threats to any industry in India.
 Infrastructure safety is a challenging task in construction industry.
 Lack of political willingness and support on promoting new strategies
 Natural abnormal casualties such as earth quake and floods are uncertain and can prevent
the construction boom.
 Inefficient accessibility in planning and concerning the infrastructure and signs.
 Competitors are emerging in the industry by leaps and bounds.

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 Recruitment and selection process at DLF in 2010

Recruitment Process:

6 2

5 3

1. Identify vacancy

2. Prepare job description and person specification

3. Internal job posting

4. Employee referral

5. Job portal

6. Consultants

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Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions
for recruitment from any department of the company.

Prepare job description and person specification

A job description should include:

 the job title

 the position in the company, including the job title of the person to whom the employee
will report and of those who will report to them, if any

 the location of the job

 a summary of the general nature and objectives of the job

 a list of the main duties or tasks of the employee

The person specification

A person specification is not a legal requirement but will be useful when writing a job
advertisement and defining the qualities you are looking for in a candidate. Include the
knowledge, experience and skills you would like them to have, separating those which
are essential for the job from those which are desirable. It's essential not to discriminate -
see our guide on how to prevent discrimination and value diversity. 

Internal job posting

The process of looking inside the organization for existing qualified employees who
might be promoted to higher-level positions.

 Promotion and Transfers

Many organizations prefer to fill vacancies through promotions or transfers from within

the company wherever possible. Promotion involves movement of an employee from a

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 lower level position to a higher level position. It is accompanied by changes in duties,
responsibilities, status and value. Internal promotions and transfers certainly allow them
a greater scope to experiment with their careers, kindling ambitions and motivating them
to take a shot.

 Upgrading & demotion

It is done on the basis of performance.

 Employee referral

It is a recruitment method in which the current employees are encouraged and rewarded
for introducing suitable recruits from among the people they know. The logic behind
employee referral is that “it takes one to know one”. Benefits of this method are as
follows:

 Quality Candidates

 Cost savings

 Faster recruitment cycles

 Incentives to current employees

On the other hand it is important for an organization to ensure that nepotism or favouritism
does not happen, and that such aspects do not make inroads into the recruitment process.

 job portal

The emergence of vertical search engines, allow job-seekers to search across multiple
website. Some of these new search engines index and list the advertisements of
traditional job boards. These sites tend to aim for providing a one-stop shop for job-
seekers. However, there are many other job search engines which index pages solely
from employers website, choosing to bypass traditional job boards entirely. These

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 vertical search engines allow job-seekers to find new positions that may not be
advertised on traditional job boards, and online recruitment website.

Consultants

Several recruitment consultancy like S.B. Billimoria Co,a.f ferguson etc. provide
recruitment and selection services. Several private consultancy firms perform
recruitment functions on behalf of client companies by charging a fee. These agencies
are particularly suitable for recruitment of executives and specialists. It is also known as
RPO (recruitment Process Outsourcing).

In 2009 the steps in recruitment process followed in reverse order as follows;

1. Identify vacancy
2. Prepare job description and person specification

3. consultants

4. job portal

5. employee referral

6. Internal job posting

Hiring a consulting firm can be a very cost-effective way to improve a company's bottom

line. Previously, it was thought that consulting firms were too pricey and cost-prohibitive.

Companies are now taking into account what it would cost to have the same level executive

on staff, and the realization occurs that much money can be saved by bringing in a consulting

firm for a short time to overhaul an organization's systems and tackle any tough issues at

hand.

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Steps involved in employee selection in DLF Ltd. may be

described as under:

1. Preliminary Interview: First of all, initial screening is done to weed out totally

undesirable/unqualified candidates at the outlet. Preliminary interview is essentially

information about the nature of the job and the organization. Necessary information is

also elicited from the candidates about their education, skills experience, salary expected,

etc. if the candidate is found suitable, he is selected for further screening. Preliminary

interview saves time and efforts of both the company and the candidate.

2. Application Blank: Application form is traditional and widely used device for collecting

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

relevant to selection. But reference to caste, birth, religion, birth place may be avoided as

it is regards an evidence of discrimination. Generally, application forms contain the

following information.

(a) Identifying information- Name, address, telephone No., etc.

(b) Personal Information- Age, sex, place of birth, marital status, dependents etc.

(c) Physical characteristics- Height, weight, eye sight, etc.

(d) Family background

(e) Education- Academic, technical and professional.

(f) Experience – Jobs Held, employers, duties preferred, salary drawn, etc.

(g) References

(h) Miscellaneous – Extracurricular activities, hobbies, games and sports,

membership of professional bodies, etc.

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 Application form helps to serve objectives. First scrutiny of the form helps to weed out

candidates who are lacking in education, experience, or some other eligibility taints.

Secondary, it helps in formulating questions to be asked in the interview. Thirdly, data

contained in application forms can be stored for future reference. Application form duly

filled in is also called bio-data or curriculum vitae.

3. Selection Test: Psychological tests are being increasingly used in employee selection. A

test is a sample of some aspect of an individual’s attitude, behavior and performance. It

also provides a systematic basis for comparing the behavior, performance and attitudes

of two more persons. Tests are based on the assumption that individuals differ in their job

related traits which can be measured. Tests help to reduce bias in selection by servicing

as a supplementary screening device. Tests are helpful in better matching of candidate

and the job. Tests may also reveal qualifications which remain covered in application

form and interview. Tests are

Useful when the number of applicants is large. Further, tests will be useful only when

they are properly designed and administrated.

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

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

employment. Interview is an essential element of selection and no selection procedure is

complete without one or more personal interviews. The information collected through

application and test can be cross-checked in the interview.

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 A selection interview serves three purposes: (a) obtaining information about eh

background, education, training, work history and interests of the candidate; (b) giving

information to candidates about the company, the specific job and personnel policies; and

(c) establishing a friendly relationship between the employer and the candidate so as to

motive the successful applicant to work for the organization.

5. References Check: The opinion of referees can be useful in judging the future

behavioral and performance of a candidate.

6. Final Approval: In most of organization, selection process is carried out by the human

resource department. The decisions of this department are recommendatory. The

candidates short listed by the department are finally approved by the executives of the

concerned department/units. Employment is offered in the form of an appointment letter

mentioning the post, the rank, the salary grade, the date by which the candidate should

join and other terms and conditions in brief. In some organization a contact of service on

judicial paper is signed by both the candidate and the representative of the organization.

Appointment is generally made on probation of one or two years. After satisfactory

performance during this period the candidate is finally confirmed in the job on permanent

basis or regularized.

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Effect of recession on recruitment and selection process

The recruitment strategy of the DLF is the first document to change during the recession. The

company would like to continue in the current recruitment strategy, but the job candidates

expect a completely different approach to their needs.

The recession makes the recruitment process very hard. The job market is full of the average

job candidates, who apply for every job position, but the majority of the companies are

looking for the experts and top potentials.

The major’s effects are:

 Reduce the number of employees in the organization

 Strategic initiatives to increase the productivity and efficiency of the whole organization.

 Redesign of the compensation scheme.

 Cancellation of several benefit schemes

 Training and Development Programs cutting

Before recession the DLF is hiring around 90 employees in a month. After the recession

in the market as compared to previous year the new joiners are 30 employees in 3 month

i.e. DLF is know hiring only 1/6 th of employees as compared to previous year. That has

result in:

1. Quality Hiring

2. Optimum utilization of resources

3. Cost saving

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 Strategies for successful recruitment process

Recruitment and selection is not only about choosing the most suitable candidate. The
recruitment and selection experience can also impact on the likelihood that a candidate
will accept a job offer and on their commitment to remaining with the organization.

In this section we consider three steps in an effective

recruitment process:

Step 1: Ensure an up-to-date job description

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job
fit. It is worthwhile spending some time making sure that the job description matches the
everyday reality of the job. The accuracy of a job description is likely to be improved by
gathering information from different Sources. It may also be useful to consider whether
the organization is willing to take on less experienced workers and provide professional
development activities (in-house or external) to build up their knowledge and skills.

Step 2: Develop an effective recruitment strategy

Two important issues to consider when developing a recruitment strategy are:
• The source of recruitment (i.e., advertisements, personal referrals, employment
agencies, direct applications)
• The recruiter (i.e., the “personal face” of the organization).

The source of recruitment

A range of strategies (e.g., newspaper advertisements, personal networks) can be used to
recruit new workers. There is evidence that hiring new staff through referrals from
existing staff or direct (unsolicited) applications is likely to result in lower turnover rates
and higher job satisfaction compared to more traditional avenues of recruiting (e.g.,
newspaper advertisements).

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The recruiter
A range of people within an organization may be called upon to act as recruiters (i.e., to
answer telephone enquiries, conduct interviews, etc.). A recruiter can have a significant
impact on job applicants, particularly their interest in a position and their intention to
accept a job offer

Step 3: Evaluate the recruitment strategy

Periodically evaluating the effectiveness of your recruitment strategy, such as the type of
sources used for recruiting, can be a useful activity.
For instance, a cost-benefit analysis can be done in terms of the number of applicants
referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired
from various sources in terms of job performance and absenteeism is also helpful. One
could also examine the retention rates of workers who were hired from different sources.

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 Objectives of the study:

I have undertaken the research “recruitment and selection process in DLF Projects Ltd. &
its effectiveness” in order to study the: -

1) Recruitment and selection process at DLF. To assess the effectiveness and suggest
ways to improve it.

2) Also study the effect of recession on recruitment and selection process.

3) Strategies for successful recruitment process.

Also my objective of doing research on this topic is study how the Organization is manning
the human resource of it and also study the constraint in of recruitment and selection process.

The main objective is to select-right candidates to the right jobs to reduce the cost of
employment and losses occurred due to errors made by the employees which are not
appropriate to the corresponding job.

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 Research Methodology

The research is primarily both exploratory as well as descriptive in nature. The sources of
information are both primary & secondary.

Primary sources of data

The primary data was collected from questionnaires distributed to the employees of DLF. A
well-structured questionnaire was prepared and personal interaction with the recruiters also helps
in collecting information about the recruitment process in DLF.

Secondary source of data

Secondary data were obtained from the previous studies on similar topics which were published
in both national and international journal. Also the internet provided an insight about the DLF.
And some information is taken from DLF HOME AND DEVELOPERS LTD.

The Questionnaire
Keeping in view the objective of the study, questionnaire was designed and tested on few
employees. The questionnaire includes multiple choice questions.

Data analysis tool

The data collected through the questionnaire were analyzed using simplest statistical tools and
spread sheets software namely Microsoft excel. Each of the different questions in the
questionnaires were analyzed individually and represented in the form of a pie-chart.

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 DATA ANALYSIS & INTERPRETATION

My project titled Study on Recruitment and Selection Process of employees in DLF home
developers Ltd. For this project I prepared a questionnaire on assessment of current
recruitment and selection practice at DLF. I took a sample size of 30 and collected the data
where I personally met employees working at their respective department.

 Source of recruitment in their recruitment

7%

Other Sources
Advertisement
50% Internal Reference
44%

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 They are satisfied by the recruitment process by which they
are selected

RECRUTMENT PROCESS

10%
SATISFIED BY THE
PROCESS
UNSATISFIED BY
THE PROCESS
90%

 Colleagues very pleasant and helping or not

7%

colleagues are helping

colleagues are not
helping
93%

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 The recruitment conducted fare at DLF

4%

YES
NO

96%

 Whether they like to put their relatives/friends for job in DLF

3%
27%

YES
NO
NO COMMENT
70%

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 Time duration given for the recruitment process is sufficient

15%

YES
NO

86%

 How long will they like to continue with this organization

13%

43%
23% 5-10 years
10-15 years
15-20 years
Till Retirement
20%

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 They believe their Job security in DLF

3%
30%

YES
NO
CAN'T SAY
67%

 Whether they are satisfied with their daily schedule

17%

YES
NO

83%

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 On quality of work life dimension of recruitment and selection
effectiveness in DLF recognition system is followed impartially
or not

15%

FAVORABLE
NOT FAVORABLE

86%

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After analyzing these questions which were are responded by
employees of DLF Ltd. interpretate following things:

 DLF uses internal references as a source of recruitment very much as it is cost

saving method. After that advertisement method is popular for recruitment process.
 Maximum employees of DLF are satisfied by the recruitment process by which they
are selected. Their Colleagues are also very pleasant and helping for them.
 The recruitment process conducted fare at DLF. Employees like to put their
relatives/friends for job in DLF & the Time duration given for the recruitment
process is sufficient
 Maximum no. of employees is like to continue DLF till retirement and many
employees feel their job security in the organization.
 On quality of work life dimension of recruitment and selection effectiveness, the
question was asked whether recognition system is followed impartially or not,
maximum of employees gave favorable response. That depicts that DLF is
continuously making an effort to not to just hire and fire the employees but hire and
develop.

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 Limitations

 To fix an appointment especially with the corporate people was very tough and many
a time negative response was received.

 The numbers of respondents were limited because of time constraints & assignments.

 The respondents may give false information because sometimes some respondents
were not in full mood.

 Only the domestic business organization is the focus of this study. We have not
studied the international recruitment process here

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 CONCLUSION

o The recruitment & selection process in DLF is done through internal job posting,

consultants, job portal (mailing), employee referral, and advertisements.

o The selection process in DLF is depends on the job profile of their requirement.

o If a firm has a poor image in the market, many of the prospective candidates may not

even apply for vacancies advertised by the firm. If the job is not attractive, qualified

people may not even apply. Any job that is viewed as boring, hazardous, anxiety

producing, low-paying, or lacking in promotion potential seldom will attract a qualified

pool of applicants. Recruiting efforts require money. Sometimes because of limited

resources, organizations may not like to carry on the recruiting efforts for long periods

of time, this can, ultimately, constrain a recruiter’s effort to attract the best person

for the job.

o From the study, it is found that majority of the employees prefer to post their resume in

companies website. So the company can have exclusive career link in its website to post

resume.

o Some of the employees said that the response given after recruitment is not satisfactory.

If the recruitment feedback mechanism is not effective, there is high-risk of loosing

good candidates to other companies. So they can give the response for candidates

immediately whether they are short listed or rejected.

Thus the recruitment process can be made effective by retaining the recruited candidate.

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By studying this project we come 2 know about following
barriers of effective selection process:

The main objective of selection is to hire people having competence and commitment.
This objective is often defeated because of certain barriers. The impediments which
check effectiveness of selection are perception, fairness, validity, reliability, and pressure.

PERCEPTION: Our inability to understand others accurately is probably the most

fundamental barrier to selecting right candidate. Selection demands an individual or a
group to assess and compare the respective competencies of others, with the aim of
choosing the right persons for the jobs. But our views are highly personalized. We all
perceive the world differently. Our limited perceptual ability is obviously a stumbling
block to the objective and rational selection of people.

FAIRNESS: Fairness in selection requires that no individual should be discriminated

against on the basis of religion, region, race or gender. But the low number of women and
other less privileged sections of society in the middle and senior management positions
and open discrimination on the basis of age in job advertisements and in the selection
process would suggest that all the efforts to minimize inequity have not been very
effective.

VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of
an incumbent. A test that has been validated can differentiate between the employees who
can perform well and those who will not. However, a validated test does not predict job
success accurately. It can only increase possibility of success.

RELIABILITY: A reliable method is one which will produce consistent results when
repeated in similar situations. Like a validated test, a reliable test may fall to predict job
performance with precision.

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 PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives,
friends, and peers to select particular candidate. Candidates selected because of
compulsions are obviously not the right ones. Appointments to public sector undertakings
generally take place under such pressure.

RECOMMENDATION

 This study inferred that most of the employers and employees are satisfied with the
present process.

 This study was helpful to study the sources of recruitment and selection techniques &
methods used.

 HR professional is having a big responsibility to hire a best person from the available
talent pool. At the same time, one needs to be cost conscious.

 The employer should judge on individual merits and set the same standards for all. In
the present scenario, “It is the biggest challenge for a HR manager to hunt for talent.

 Though consultancy has already owned a good reputation, but it always need some
type of publicity as heavily cost incurred while recruiting and selecting employees
through consultancy.

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 BIBLIOGRAPHY

TEXT BOOKS

 Human Resource Management, Eighth edition, Gary Dessler

 P. Subba Rao, ³Essentials of HUMAN RESOURCE AND MANAGEMENT

RELATIONS´, Himalaya Publications

 David A. Decenzo, ³PERSONNEL /HUMAN RESOURCE ANAGEMENT´

Websites

 www.hr.com

 www.dlf.in

Page | 59
 APPENDIX
QUESTIONNAIRE RESPONDED BY PRESNT EMPLOYEES OF
DLF LTD.

1. From which source of recruitment they come to know about the job?
Internal References Advertisement Other Sources

2. Whether they are satisfied by the recruitment process by which they are selected or not?
Satisfied by the process Unsatisfied by the process

3. Whether their colleagues are helping & pleasant with them?

Colleagues are helping Colleagues are not helping

4. Is the recruitment conducted fare at DLF?

YES NO

5. Whether they like to put their relatives/friends for job in DLF?

YES NO CAN’T SAY

6. Is the Time duration given for the recruitment process is sufficient?

YES NO

7. How long will they like to continue with this organization?

5-10 YEAR 10-15 YEAR 15-20 YEAR
TILL RETIREMENT

8. They believe their Job security in DLF?

YES NO

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9. Whether they are satisfied with their daily schedule?
YES NO

10. On quality of work life dimension of recruitment and selection effectiveness, the
question was asked whether recognition system is followed impartially or not?
FAVORABLE NOT FAVOURABLE

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