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A RESEARCH REPORT

ON
BENCHMARKING
ON
RECRUITMENT AND SELECTION
Project submitted for the partial fulfillment of
MASTER OF BUSINESS ADMINISTRATION (HR)
With special reference to
(SAMSUNG ELECTRONICS PVT LTD)
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF
DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
(UNDER MAHAMAYA TECHNICAL UNIVERSITY,NOIDA)
(2011-12)
SUBMITTED TO: - SUBMITTED BY:-
Mr A!"# $%!&r S%'(&r L&)
(HOD) R*)) N*- 101+,-010-
MBA
.ANHIT INSTITUTE OF EDUCATION AND INFORMATION
Gr/&#/r N*"(&-201001 (UP)
1
ACKNOWLEDGEMENT
The project title Benchmarking on Recruitment & Selection at Samsung
Electronics PVT LTD. I have completed this project based on the under the guidance of
Ms. Sameena
I o!e enormous intellectual depth to!ards m" facult" guides Mr A!"# $%!&r
!ho have augmented m" kno!ledge in the field of #Benchmarking on Recruitment and
Selection. The" have helped me learn about the process and gave me valuable insight
into the subject matter.
I am obliged to Mr. Sarfraz Nakai (Manager-Corporate HR, Samsung
Electronics PVT LTD) for corporation du$ring the internship. %" increased spectrum of
kno!ledge in this field is the result of his constant supervision and direction that has
helped me to absorb relevant and high &ualit" information.
I !ould like to thank all the respondents !ithout !hose cooperation m" stud"'project
!ould not have been completed.
(ast but not the least I feel indebted to all those persons and organi)ations
!hose'!hich have provided help directl" or indirectl" in successful completion of this
stud".
S%'(&r L&)
R*)) N*-
101+,-010- MBA

*
INDEX
Page No.
Cover Page
Acknowledgement
Table of Content
Executive Summary
Chapter1. Introduction + , -
Benchmarking - , 1*
%anpo!er Planning 1* ,1-
Recruitment and Selection
.
Chapter 2 Company Profile
Introduction *.,*/
Recruitment and Selection Procedure of Samsung */ ,
0+

Chapter 3 Objective and Rational of Study 0/
Chapter 4 Review of Literature 0- ,
11
Chapter 5 Research Methodology

Research 2esign. 13
Sample si)e 13, 14
Research Tools. 14
5ction Plan for 2ata 6ollection 14 , 1+

Chapter 6 Data Analysis 1/ 7
41
Chapter 7 Interpretations / Findings 43 , 44

Chapter 8 Suggestions and Recommendations 4+ , 4/

Chapter 9 Conclusion 4- ,
+.
Bibliograph" +1 ,
+0
0
References +1
5nne8ure
EXECUTIVE SUMMARY
Samsung 9lectronics P:T (T2. started its operation in India in 1-4- and since it is
marching to!ards glor" and has man" laurels to its name. %" training period in this
compan" has given me a lot of confidence and e8posure to !hat corporate !orld is. The
project given to me is Benchmarking on Recruitment and Selection. The 5im of the
project is to determine the effectiveness of Recruitment and Selection Polic" in Samsung
in comparative !ith other companies ;Path Infotech 9<( Peridot 6onsultanc" 5lcatel
Son" and :ideocon=.
5s !e kno! that in order to run an" compan" !e search right candidate for the right
job. It is the initial step to run an" organi)ation because emplo"ees are the most
important asset of an" organi)ation. The success or failure of an organi)ation is largel"
dependent on the caliber of the people !orking therein. That>s the reason I have chosen
this topic and secondl" it is major part of ?R !hich is m" subject of interest.
This project reflects the !orking culture of Samsung as to ho! the compan" uses various
methods in recruiting and selecting the applicants in comparative !ith other companies
and in !hich areas it needs some improvement.
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CHAPTER-1
INTRODUCTION

5s !e kno! that the human resources are the most important asset of an organi)ation. The
success or failure of an organi)ation is largel" dependent on the caliber of the people
!orking therein. @ithout positive and creative contributions from people organi)ations
cannot progress and prosper. In order to achieve the goal or perform the activities of an
organi)ation therefore firstl" !e need to plan proper manpo!er planning because it is the
essential process of getting the right number of &ualified people into the right job at the
right time so that an organi)ation can meet its objectives. It is a s"stem of matching the
suppl" of people !ith openings the organi)ation e8pects over a given time frame. 5fter the
manpo!er planning !e need to recruit people !ith re&uisite skills &ualifications and
e8perience to perform the activities of an organi)ation. Therefore
Recruitment is a true sales function. A recruiter should uncover the needs of the
applicants and understand why they have those needs and the recruiter can then
show how the organization can specifically satisfy such needs.

Recruitment provides a pool of applicants for selection. Selection is much more than just
choosing the best candidate. It is an attempt to strike a happ" balance bet!een !hat the
applicant can and !ants to do and !hat the organi)ation re&uires. :arious selection tools
and techni&ues are used to find people !ith relevant &ualifications !ho are !illing to
accept the job offer and give satisfactor" service and performance in the long run.
What is Benchmarking?
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Benchmarking is the process of seeking out and stud"ing the best internal practices that
produce superior performance. @e supplement the traditional metrics,focused approach
!ith an anal"sis of !h" and ho! practices produce e8ceptional results. Best Practices
((6 does more than help our clients understand their strengths and !eaknesses,,!e give
them a road map for improvement.
Benchmarking can "ield great benefits in the education of e8ecutives and the reali)ed
performance improvements of operations. In addition benchmarking can be used to
determine strategic areas of opportunit". In general it is the application of !hat is learned
in benchmarking that delivers the marked and impressive results so often noted. The
determination of benchmarks allo!s one to make a direct comparison. 5n" identified gaps
are improvement areas.
Benchmarking can take several forms. Internal benchmarking studies the practices and
performance !ithin the client organi)ation. 98ternal benchmarking determines the
performance of other preferabl" !orld,class companies.
The best kind of benchmarking not onl" makes comparisons !ith a compan">s
competitors in its o!n industr" but also seeks to make comparisons !ith best practice in
other industries.
Advantage of the benchmarking for a company
1. 5 better understanding of the !aits ;e8pectations= of the customer because it isA
based on the realit" of the market estimated in a objectivit" !a".
*. 5 better economic planning of the purposes and the objectives to achieve in the
compan" because the" areA centered on !hat takes place outside controlled and
mastered.
0. 5 better increase of the productivit"A resolution of the real problems understanding
of the processes and !hat the" produce.
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1. Better current practices search for the change man" decisions practices of break
3. 5 better competitiveness thanks toA a solid kno!ledge of the competition a strong
implication of the staff ne! ideas on practices and tried techni&ues.
Benchmarking has conse&uences !hich are be"ond the process itselfA it reforms all
the levels of the compan"B modifies the process of manufacture of the product
leads;driver=B also reforms the hierarchical organi)ation of the compan" the
product itself and the state of mind of the emplo"ees.
MANPOWER PLANNING
#%anpo!erC or #?uman ResourceC ma" be thought of as #the total kno!ledgeC skills
creative abilities talents and aptitudes of an organi)ation>s !ork force as !ell as the
values attitudes and benefits of an individual involvedDDD It is the sum total of
inherent abilities ac&uired kno!ledge and skills represented b" the talent and aptitudes of
the emplo"ed persons.C Ef all the #%sC in management ;i.e. the management of materials
machines methods mone" motive po!er= the most important is #%C for men or human
resources. It is the most valuable asset of an organi)ation and not the mone" or ph"sical
e&uipment.
?uman resources are utili)ed to the ma8imum possible e8tent in order to achieve
individual an organi)ational goals. 5n organi)ation>s performance and resulting
productivit" are directl" proportional to the &uantit" and &ualit" of its human resources.
?uman resource or manpo!er planning is #the process b" !hich a management
determines ho! an organi)ation should move from its current manpo!er position to its
desired manpo!er position. FThrough planning a management strives to have the right
number and the right kind of people at the right places at the right time to do things
+
!hich result in both the organi)ation and the individual receiving the ma8imum long,
range benefit.
?uman resource planning consists of a series of activities vi).
5. Gorecasting future manpo!er re&uirements either in terms of mathematical
projections of trends in the economic environment an development in industr" or
in terms of judgmental estimates based upon the specific future plans of a
compan"B
B. %aking an inventor" of present manpo!er resources and assessing the e8tent to
!hich these resources are emplo"ed optimall"B
6. 5nticipating manpo!er problems b" projecting present resources in the future and
comparing them !ith the forecast of re&uirements to determine their ade&uac"
both &uantitativel" and &ualitativel"B and
2. Planning the necessar" programme of re&uirement selection training
development utili)ation transfer promotion motivation and compensation to
ensure that future manpo!er re&uirements are properl" met.
Manpower Planning Process
%anpo!er planning fulfills individual organi)ational and national goals. The main
purpose is one of matching or fitting emplo"ee>s abilities to enterprise re&uirements !ith
an emphasis on future instead of present arrangements.
Thus manpo!er planning involves forecasting manpo!er re&uirement preparing
manpo!er inventor" to assess the internal suppl" of manpo!er identification of
manpo!er gap !hich ma" be in the form of either surplus or shortage of manpo!er and
designing action plans for bridging this gap. Ergani)ational objectives and plans provide
base for manpo!er planning so that it is linked !ith the former.
/
Organizational Objectives and Plans:
The starting point of an" activit" in an organi)ation is its objectives !hich generate
various plans and policies !hich provide direction for future course of action. Eut
of this direction various subs"stems of the organi)ation devise their o!n plans and
programmes. Thus each subs"stems plans and programmes are linked to
organi)ational plans and policies. To the e8tent this linkage is not proper a
subs"stem>s contribution to the achievement organi)ational objectives is adversel"
affected. This is true !ith manpo!er planning too. @hile going through its
process therefore organi)ational policies !ith regard to effective utili)ation of
human resources should be identified and incorporated in planning process.
Forecasting anpo!er "e#$irement:
The first essential ingredient of manpo!er planning is the forecasting needs for
human resources in an organi)ation over a period of time. Gorecasting of human
resource re&uirements serves the follo!ing purposesA
1. To &uantif" the jobs necessar" for producing a given number of goodsB or
offering a given amount of serviceB
*. To determine !hat staff,mi8 is desirable in the futureB
0. To assess appropriate staffing levels in different parts of the organi)ation
so as to avoid unnecessar" costB
1. To prevent shortages of people !here and !hen the" are needed mostB and
3. To monitor compliance !ith legal re&uirements !ith regard to reservation
of jobs.
Preparing anpo!er %nventory:
Inventor" is a term !hich is normall" used to counting of tangible objects like ra!
materials and finished goods etc. In the same !a" inventor" of human resources can also
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be prepared. The basic purpose of preparing manpo!er inventor" is to find out the si)e
and &ualit" of personnel available !ithin the organi)ation to man various positions. 9ver"
organi)ation !ill have t!o major sources of suppl" of manpo!erA internal and e8ternal.
a= %nternal labo$r s$pply: 5 profile of emplo"ees in terms of age se8
education training e8perience job level past performance and future
potentials should be kept read" for use !henever re&uired. Re&uirements in
terms of gro!th'diversification internal movement of emplo"ees must also
be assessed in advance.
b= &'ternal labo$r s$pply: @hen the organi)ation gro!s rapidl" diversifies
into ne!er areas of operations ;merchant banking capital market
operations mutual funds etc. in case of a bank= or !hen it is not able to
find the people internall" to fill the vacancies it has to look into outside
sources.
%dentification of anpo!er (ap:
%anpo!er gap is the difference bet!een manpo!er re&uired at a particular time and the
personnel being available at that particular time. This gap can be identified on the basis of
forecasts for human resource needs and suppl". This gap should be measured in respect of
various t"pes of personnel because mere aggregate &uantitative gap !ould not serve much
purpose. This gap ma" be of t!o t"pesA surplus human resources and shortage of human
resources. Based on the anal"sis of this gap action plans must be developed to overcome
this gap.
Action Plans:
:arious action plans are devised to bridge human resource gap. If there is surplus of
human resources either because of improper manpo!er planning in the past or because of
change in organi)ational plan such as divestment of business or closing do!n some
businesses because of various reasons action plans ma" be devised to prune their si)e
1.
through la"off voluntar" retirement etc. If there is shortage of human resources action
plan ma" be devised to recruit additional personnel.
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RECRUITMENT & SELECTION
The Recruitment and Selection process promotes successful hiring decisions that can trul"
impact the success of the organi)ation.
The selection of a candidate !ith the right combination of education !ork e8perience
attitude and creativit" !ill not onl" increase the &ualit" and stabilit" of the !orkforce it
!ill also pla" a large role in bringing management strategies and planning to fruition.
Recruitment
Recruitment forms the first stage in the process !hich continues !ith selection and ceases
!ith the placement of the candidate. It is the ne8t step in the procurement junction the
first being the manpo!er planning. Recruitment makes it possible to ac&uire the number
and t"pes of people necessar" to ensure the continued operation of the organi)ation.
Recruiting is the discovering of potential applicants for actual or anticipated
organizational vacancies. In other words, it is a linking activity` bringing together
those with jobs and those seeking jobs.C
Factors affecting recruitment
Gactors governing recruitment ma" broadl" be divided as internal and e8ternal factors.
The internal factors areA
i. Recruiting polic" of the organi)ationB
ii. ?uman resource planning strateg" of the compan"B
iii. Si)e of the organi)ation and number of emplo"ees emplo"edB
iv. 6ost involved in recruiting emplo"ees and finall"B
v. Hro!th and e8pansion plans of the organi)ation.
1*
The e8ternal factors areA
i. Suppl" and demand of specific skills in the labour marketB
ii. Political and legal consideration such as reservation of jobs for S6s STs and so
onB
iii. 6ompan">s image,perception of the job seekers about the compan".
Sources of recruitment
Before an organi)ation activit" begins recruiting applicants it should consider the most
likel" source of the t"pe of emplo"ee it needs. Some companies tr" to develop ne!
sources !hile most onl" tr" to tackle the e8isting sources the" have. These sources
accordingl" ma" be termed as internal and e8ternal.
Internal Sources:
Recruiting ma" be hiring to mind emplo"ment agencies and classified ads but current
emplo"ees are often the best source of candidates. These include personnel alread" on the
pa",roll of an organi)ation i.e. its present !orking force !henever an" vacanc" occurs
somebod" from !ithin the organi)ation is upgraded transferred promoted or sometimes
demoted. This source also includes personnel !ho !here once of the pa",roll of the
compan" but !ho plan to return or !hom the compan" !ould like to rehire such as those
on leave of absence those !ho &uit voluntaril" or those on production la",offs.
External Sources:
Girms can not al!a"s get all the emplo"ees the" need from their current staff and
sometimes the" just don>t !ant to. . @e !ill look at the sources firms use to find outside
candidates ne8t. Iormall" follo!ing outside sources are utili)ed for different positions.
Advertisement: 9ver"one is familiar !ith emplo"ment ads and most of us have probabl"
responded to one or more. It is the most effective means to search potential emplo"ees
from outside the organi)ation. 9mplo"ment advertisement in journals ne!spapers
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bulletins etc. is &uite common in our countr". 5n advertisement contains brief statement
of the nature of jobs the t"pe of people re&uired and procedure for appl"ing for these
jobs.
&mployment Agencies: %an" organi)ations get the information about the prospective
candidates through emplo"ment agencies. In our countr" t!o t"pes of emplo"ment
agencies are operating. These areA
5. Public agencies operated b" federal state or local governmentsB
B. Private emplo"ment agencies
A. P$blic employment agencies: There are emplo"ment e8changes run b" the
government almost in all districts. The emplo"ment seekers get themselves
registered !ith these e8changes. Iormall" such e8changes provide candidates
for lo!er positions.
B. Private employment agencies: Private emplo"ment agencies are important
sources on clerical !hite,collar and managerial personnel. The" charge fees
;set b" state la! and posted in their offices= for each applicant the" place.
On )amp$s "ecr$itment: %an" organi)ations conduct preliminar" search of prospective
emplo"ees b" conducting intervie!s at the campuses of various institutes universities and
colleges. This source is &uite useful for selecting people to the posts of management
trainees technical supervisor scientist and technicians. The organi)ation hold preliminar"
intervie!s on the campus on the predetermined date and candidates found suitable are
called further intervie!s at specified places.
"eferrals and *alk+ %ns: #9mplo"ee referralsC campaigns are another option. The
firm posts announcements of openings and re&uests for referrals in its bulletin and on its
!allboards and intranetB pri)es or cash re!ards that culminate in hiring. 9mplo"ee
referrals have been the source of almost half of all hires at 5merica 6redit since the firm
kicked off its #"ou>ve got friends !e !ant to meet themC emplo"ee referrals program.
9mplo"ees making a referral receive J1. a!ards !ith the pa"ments spread over a "ear.
5s the head of recruiting sa"s #Kualit" people kno! &ualit" people. If "ou give
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emplo"ees the opportunit" to make referrals the" automaticall" suggest high caliber
people because the" are stakeholdersD..C
%nternet "ecr$iting: 5 large and fast,gro!ing proportion of emplo"ers use the Internet as
a recruiting jumped from 1.L in 1--+ to +3L in *.... Infos"s Technologies (td. for
e8ample gets over 1... resumes a da" from prospective candidates through the Iet. The
?R manager has to ke" in his or her re&uirement and Fprofiles> of candidates from the
compan">s database get generated. There are a variet" of !ebsites available, in addition to
a compan">s o!n !ebsite, !here applicants can submit their resumes and potential
emplo"ers can check for &ualified applicants. ;such as ;i= !!!.jobsahead.com ;ii=
!!!.headhunters.com ;iii= !!!.naukri.com ;iv= !!!.monsterindia.com ;v=
!!!.timesjob.com etc.=
Selection
The si)e of the labor market the image of a compan" the place of posting the nature of
job the compensation package and a host of other factors influence the manner in !hich
job aspirants are likel" to respond to the recruiting efforts of a compan". Through the
process of recruitment a compan" tries to locate prospective emplo"ees and encourages
them to appl" for vacancies at various levels. Recruiting thus provides a pool of
applicants for selection.
#Selection is the process of picking individuals who have relevant qualifications to
fill jobs in an organization. The basic purpose is to choose the individual who can
most successfully perform the job, from the pool of qualified candidates.
Selection Procedure
The selection procedure is concerned !ith securing relevant information about an
applicant. This information is secured in a number of steps or stages. The objective of
selection process is to determine !hether an applicant meets the &ualifications for a
specific job and to choose the applicant !ho is most likel" to perform !ell in that job. The
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hiring procedure is not a single act but it is essentiall" a series of methods or steps or
stages b" !hich additional information is secured about the applicant.
Steps in Selection Procedure
There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is
therefore generall" long and complicated. %an" emplo"ers make use of such techni&ues
and pseudo,sciences as phrenolog" ph"siognom" astrolog" grapholog" etc. !hile
coming to hire decision. ?o!ever in modern times these are considered to be unreliable
measures.
The follo!ing is a popular though it ma" be modified to suit individual situationA
1. Reception or preliminar" intervie! or screeningB
*. 5pplication blank, a fact,finder !hich helps one in learning about an applicant>s
background and life histor"B
0. 2ifferent t"pes of test used to look at a candidate>s suitabilit" for a jobB
1. 5 !ell conducted intervie! to e8plore the facts and get at the attitudes of the applicant
and his famil" job and the
3. 5 ph"sical e8amination,health and stamina>s are vital factors in successB
4. 5 reference checkB
+. Ginal selection approval b" %anager and communication of the decision to the
candidate.
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1. Reception, Initial or Preliminary Interview Or Screening
The initial screening is usuall" conducted b" a special intervie!er to a high caliber
receptionist in the emplo"ment office. This intervie! is essentiall" a sorting process in
!hich prospective applicants are given the necessar" information about the nature of the
jobs in the organi)ation. The necessar" information then elicited from the candidates
relating to their education e8perience skill salar" demanded the reasons for leaving their
present jobs their job interests and !hether the" are available for the job their ph"sical
appearance age #driveC and facilit" in speech. If a candidate meets !ith the re&uirements
of the organi)ational structure he is eliminated at the preliminar" stage.
2. Application Blank or Application Form
5n application blank is a traditional !idel" accepted device for getting information. 6orn
a prospective applicant !hich !ill enable a management to make a proper selection.
It is a good means of &uickl" collecting verifiable ;and therefore fairl" accurate= basic
historical data from the candidate. The information re&uired to be given in the applicant>s
o!n hand !riting is needed to identif" him properl" and to dra! tentative inferences about
his suitabilit" for emplo"ment. %an" t"pes of application forms, some times ver" long
and comprehensive and sometimes brief, are used. Information is generall" called on the
follo!ing items.
a. Biographical 2ata
b. 9ducation 5ttainment
c. @ork 98perience
d. Salar"
e. Personal Items
f. Ether ItemsA Iames and addresses of previous emplo"ers reference etc.
1+
3. Selection Test:
%an" organi)ations hold different kinds of selection tests to kno! more about the
candidates or to reject the candidates !ho cannot be called for intervie! etc. Selection
tests normall" supplement the information provided in the application forms. Such forms
ma" contain factual information about candidates. Selection tests ma" give information
about their aptitude interest personalit" etc. !hich cannot be kno!n b" application
forms.
4. Interview:
Intervie! is the oral e8amination of candidates for emplo"ment. This is the most essential
step in the selection process. In this step the intervie!er tries to obtain and s"nthesise
information about the abilities of the intervie!ee and the re&uirements of the job. Several
t"pes of intervie!s are commonl" used depending on the nature and importance of the
position to be filled !ithin an organi)ation. These are Structured Intervie! Ion,
Structured Intervie! Situational Intervie! Behavioural Intervie! Panel Intervie! Stress
Intervie! etc.
5. Medical Examination:
%edical e8amination is carried out to ascertain the ph"sical standards and fitness of
prospective emplo"ees. %edical 98amination can give the follo!ing informationA
@hether the applicant is medicall" suitable for the specific job or notB
@hether the applicant>s ph"sical measurements are in accordance !ith job
re&uirements or not.
But some organi)ations use this t"pe of test.
1/
6. Reference Checks:
The use of references is common in most selection procedures for it involves onl" a little
time and mone" and minimum of effort. The procedure places reliance on the evaluation
of former emplo"ers friends and professional personnel. 6hecks on references are made
b" mail or b" telephone and occasionall" or b" using reference form.
7. Hiring Decision:
The (ine %anager concerned has to make the final decision no!, !hether to select or
reject a candidate after soliciting the re&uired information through different techni&ues.
5fter taking the final decision the organi)ation has to intimate this decision to successful
as !ell as unsuccessful candidates. The organi)ation sends the appointment order to the
successful candidates either immediatel" or after some time depending upon its time
schedule.
1-
CHAPTER-2
COMPANY PROFILE

The Samsung Group is a South Morean conglomerate


composed of numerous businesses including Samsung 9lectronics as one of the !orld>s
largest electronics companies. Samsung Hroup is South Morea>s largest e8porter and is
helmed b" 6hairman Lee Kun-hee the third son of the founder Lee Byung-chul.
Samsung 9lectronics is a South Morean %ultinational 6orporation and one of the !orld>s
largest 9lectronics and IT companies. In 5ugust *..3 Business @eek rated Samsung as
the Iumber 1 consumer electronics brand in the !orld. ?ead&uartered in Seoul South
Morea it is part of the Morean Samsung Hroup operating in appro8imatel" over 1..
countries. The name Samsung literall" means three stars or tristar in Morean.
Samsung 9lectronics is vie!ed b" man" Moreans as a s"mbol of national pride and ,can
do- spirit. Samsung 9lectronics announced at the start of the *1
st
centur" its intention to
#become the !orld>s largest electronics compan" in just 3 "earsC.
The compan" began reporting record profits from the start of the *1
st
centur" especiall" in
*..0 !hen it displa"ed 00L gro!th in brand value in the Interbrand global brand
rankings. In *..1 the compan" !as one ranking behind Son" and in *..3 overtook Son"
as the top consumer electronic brand.
In *..4 and *..+ Samsung !as rated one of the top global electronics brands in various
reports !ith the Nanuar" *..+ Brand Ginance report ranking the compan" number 1 in
electronics and 0*
nd
overall and Business @eek rating Samsung is ranking *.
th
of global
brands.
*.
Samsung 9lectronics o!es much of its success to being the !orld>s largest manufacturer
of memor" chips and li&uid cr"stal displa"s !hich are crucial to all modern electronic
devices.
The semiconductor division of Samsung 9lectronics is the !orld>s largest manufacturer of
man" semiconductor technologies such as 2R5% SR5% Glash %emor" and 2ispla"
2river I6. Samsung is also the !orld>s largest (62 manufacturer selling over 4* million
(62 T:s in *..4. It is also the number three mobile phone manufacturer in the !orld.

Samsung 9lectronics is a leading provider of high tech 6onsumer
9lectronics ?ome 5ppliances and IT and Telecom Products in the countr". It is the
!orld>s largest producer of colour monitors colour T:s memor" chips and TGT,(62s.
Samsung in India
Samsung India is the hub for Samsung>s South @est 5sia
Regional Eperations. The South @est 5sia Regional ?ead&uarters looks after the
Samsung business in Iepal Sri (anka Bangladesh %aldives and Bhutan besides India.
Samsung India 9lectronics (imited ;SI9(= the Indian subsidiar" of the OS J 33.* billion
Samsung 9lectronics 6orporation ;S96= head&uartered in Seoul Morea started operations
in India in 1--3. Toda" enjo"s a sales turnover of over OS J I Bn in just a decade of
operations in the countr". Initiall" it !as a pla"er onl" in the colour televisions segment
!hen it undertook contract manufacturing for videocon. ?o!ever later it diversified into
colour monitors ;1---= and refrigerators ;*..0=. Toda" it is recogni)ed as one of the
fastest gro!ing brands in the sphere of digital technolog".
In its tenure of over 1. "ears in the countr" Samsung India has set
up manufacturing facilities for 6olour Televisions @ashing %achines 6olour %onitors
and more recentl" Refrigerators in the countr". 5ll the facilities are located at its
%anufacturing 6omple8 at Ioida Ottar Pradesh. The compan" set up a Soft!are
*1
Technolog" Park for 2igital :isual 2ispla" Products at Ioida in the "ear *..*. In the "ear
*..1 Samsung India has been made the Regional ?ead &uarters for Samsung Eperations
in South @est 5sia.
History of Samsung
B.C. Lee founded Samsung<
;1-0/= Io! one of the biggest companies in the !orld in consumer electronics
communication, a information technolog" and semiconductors
1-0/,,,,,,,,,,,,,,,,,1-4-
Samsung Electronics established<
In 1-+* Production of T: sets began
In 1-+1 Samsung started producing silicon chips
K.H. Lee became chairman<
2eclaration of
Fthe Second Goundation>;1-//=
1-0/,,,,,,,,,,,,,,,,,1-4-,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,1-/+
Samsung CI redefined<
Chairman Lee declared
Ie! %anagement
1-0/,,,,,,,,,,,,,,,,1-4-,,,,,,,,,,,,,,,,,,,,,,,,1-/+,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,1--0
.istory of )hallenges and &'ploration
1-3.s advancing into manufacturing and financial sector
1-4.s advancing into electronics and business diversification
**
1-+.s advancing into heav" and chemical industries and s"stemati)ation of electronic
companies
1-/.s advancing into high value,added and capital,intensive industr"
1--.s declaration of the ne! management and joining the ranks of first,class companies
*...s global competitiveness first,class status
1-0/,,,,,,,,,,,,,,1-4-,,,,,,,,,,,,,,,,,,,1-/+,,,,,,,,,,,,,,,,,,,,,,,,,,,,1--0
B.6.(ee Samsung M.?.(ee Samsung
founded 9lectronics became 6I
Samsung established chairman redefined
.istory of /ams$ng &lectronics
1-4- 6ompan" 9stablished
1-+* Production of B'@ T: sets started
1-+1 @ater fabrication started
1-/. Morea Telecommunications 6orp. ac&uired
1-// Samsung Semiconductor and Telecommunications merged !ith S96
1--* 6ompan" ranked !orld>s top 2R5% Supplier cellular telephone s"stem
developed
1--1 *34% 2R5% developed
1--4 1H 2R5% developed
62%5 cellular services commerciali)ed
1--+ @orld!ide El"mpic partner contract signed
1--/ @orld>s 1
st
digital T: developed
1--- 1HB flash memor" chip developed !orld>s 1
st
1%T,*... handset s"stem and
core semiconductor chips developed
*..* -. nanometer memor" processing technolog" commerciali)ed
*..0 @orld>s Ist +. nanometer technolog" 1 giga,bit I5I2 flash developed
!orld>s Ist 3+,inch TGT (62 developed
*0
*..1 9stablished S,(62 Inc. (62 joint 1
st
4.,Iano /HB I5I2 flash memor"
chip released !orld>s 1
st
3,%egapi8d camera phone
*..3 @orld>s first 3.nm I5I2 flash memor" developed !orld>s first 1.*CP2P
T: /*C (62 T: and +1C 2(PT% T: 3 "ears 6helsea Gootball 6lub
Sponsorship deal announced
*..4 Samsung launches the !orld>s Girst /*C Gull ?2T: TGT,(62 The compan"
launches the !orld>s GirstA 1.%,pi8el 6amera phone /HB ??2 Phone
Samsung launches the KI, the !orld>s first ultra portable P6

Our Logo
Samsung !hich literall" means #three starsC in Morean initiall" had three stars as its logo.
In 1--0 Samsung introduced a ne! corporate identit" program is honour of its 33
th
anniversar" and 3
th
anniversar" of the introduction of the #second foundationC. It !as
aimed to strengthen competitiveness b" bringing Samsung>s desired perception b" the
public. Samsung>s corporate logo !as redefined to project Samsung>s firm determination
to become a !orld leader. The Samsung name is no! !ritten in 9nglish e8panding its
global presence throughout the !orld.
The name is superimposed over a d"namic ne! logo design giving an overall image of
d"namic enterprise. The elliptical logo shape s"mboli)es the !orld moving through space
conve"ing a distinctive image of innovation and change. The first letter #SC and the last
letterCHC partiall" break out of the oval to connect the interior !ith the e8terior sho!ing
Samsung>s desire to be one !ith the !orld and to serve societ" as a !hole.
Vision
(ro!ing 0o 1e 0he 1est
Samsung India aims to be the FBest 6ompan"> in India b" the "ear *..4. FBest 6ompan">
in terms of both the internal !orkplace environment as !ell as the e8ternal conte8t in
!hich the compan" operates, Samsung aims to gro! in India b" contributing to the Indian
*1
econom" and making the lives of its consumer simpler easier and richer through its
superior &ualit" products
#Eur aim to gain technological leadership in the Indian marketplace even as our goal is to
earn the love and respect of more and more of our Indian consumersC
The Samsung Group
&lectronic %nd$stries 0otal 2o. )ompanies: 3
Samsung 9lectronics Samsung S2I Samsung 9lectro,%echanics Samsung 6oring
Samsung S2S Samsung Iet!orks Samsung 6orning Precision Hlass
)hemical %nd$stries 0otal 2o. )ompanies:4
Samsung Heneral 6hemicals Samsung Petrochemicals Samsung Gine 6hemicals
Samsung BP 6hemicals Samsung Tool Petrochemicals
achinery and .eavy %nd$stries 0otal 2o. )ompanies:5
Samsung ?eav" Industries Samsung Tech!in
Financial /ervices 0otal 2o. )ompanies:
Samsung (ife Insurance Samsung Gire and %arine Insurance Samsung 6ard Samsung
Securities Samsung 6apital Samsung Investment Trust %gmt Samsung :enture
Investment
Other Affiliated )ompanies 0otal 2o. )ompanies: 65 %ncl$ding
Samsung %edical 6entre Samsung Goundation of 6ulture Samsung @elfare Goundation
The ?E,5m foundation Samsung Press Goundation Samsung 9conomics Research Inst.
Samsung ?uman Resources 2ev. Inst. Samsung 9ngineering 6hiel Industries Samsung
9verland Shilla ?otel and Resorts 6hiel 6ommunications S1 6orporation Samsung
(ions.
*3
Areas of Business
Samsung 9lectronics 6o. (td is a global leader in semi,conductor telecommunication
digital media and digital convergence technologies. 9mplo"ing appro8imatel" 1*0...
people in -0. offices in 1/ countries the compan" consists of five main business units.
These areA
2igital 5ppliances Business
2igital %edia Business
(62 Business
Semi,conductor Business
Telecommunication Iet!ork Business
Samsung India>s areas of business are broadl" classified into the follo!ing 0 categoriesA
6onsumer 9lectronics ;69='5udio :isual;5:= BusinessA
T:s , ?ome Theater S"stems
?ome 5udio Pla"ers , 2igital Still 6ameras
2igital 5udio Pla"ers , 6amcorders
62'2:2 Pla"ers
?ome 5ppliances ;?5= BusinessA
Refrigerators
5ir 6onditioners
@ashing %achines
%icro!ave Evens
Information Technolog" ;IT= BusinessA
Iote P6s
?ard 2isk 2rives
62'2:2 RE%S
*4
62'2:2 @riters
%onitors
(aser Printers and (aser,based %ulti,function Printers
Ga8
Key Facts
Gounded A 1--3
President and 69E A ?B (99
?ead Effice A IG6I, Iehru Place 2elhi
%anufacturing Gacilit"A Ioida
5nd Soft!are 6enter
Iumber of 9mplo"eesA 14..
Samsung India has a net!ork of 1- Branch Effices located all over the countr". The
Samsung manufacturing comple8 housing manufacturing facilities for 6olour Televisions
6olour %onitors Refrigerators and @ashing %achines is located at Ioida near 2elhi.
Samsung F%ade in India> products like 6olour Televisions 6olour %onitors and
Refrigerators are being e8ported to %iddle 9ast 6IS and S55R6 countries from its Ioida
%anufacturing 6omple8.
Samsung India currentl" emplo"s over 14.. emplo"ees !ith around 1/L of its
emplo"ees !orking in Research and 2evelopment.
The 1- branches of SI9( are located in the follo!ing citiesA
NORTH SOUTH
Ie! 2elhi 6hennai
6handigarh ?"derabad
*+
(uckhno! ;9astern O.P.= Bangalore
Hha)iabad ;@estern O.P.= 6ochin
Naipur
Hurgaon
WEST EAST
%umbai Molkata
Pune Ranchi
5hmedabad Hu!ahati
Raipur Bhubhanesh!ar
Indore
The area sales offices are located in the follo!ing cities'to!nsA
:ija"!ada 6oimbatore 6alicut ?ubli Patna Iagpur Hoa Bhopal Rajkot Surat
Baroda Nodhpur 2ehradun :aranasi (udhiana Nammu.
Recruitment And Selection Procedure Of Samsung
Samsung translates its business strateg" into a manpo!er plan and develop a recruitment
program accordingl" !hich !ill enable it to attract and select people !ith the appropriate
combination of e8perience skills and kno!ledge.
Objectives
The main objectives of the Recruitment Polic" are outlined as follo!sA
Build the Samsung brand in the job market
9nsure availabilit" of the #rightC talent at the #rightC time
9valuate through a scientific process that ensures the right fit bet!een the
organi)ation and the candidate.
Recruitment Procedure
*/
A. Manpower process
anpo!er Forecasting
1. The overall annual business plan for the compan" breaks do!n into plans and
targets for each individual department. 9ach department calculates their grade !ise
manpo!er re&uirements based on the staffing norms and provide &uarterl" and
monthl" manpo!er re&uirements to corporate ?R.
*. Based on the attrition trends and manpo!er re&uirements all the respective ?ead
of 2epartments arrive on the manpo!er numbers along !ith ?ead,?R and obtain
on %2>S approval.
0. The projected re&uirements for the "ear must reach ?ead,?R latest b" the first
!eek of Nanuar" ever" "ear.
anpo!er %nventory
?R prepares the current manpo!er status of each department including an anal"sis of the
current manpo!er at each location grade and skill summar".
%dentifying anpo!er (aps
The e8isting number of emplo"ees and their skill levels compared !ith the forecasted
re&uirements to identif" &ualitative and &uantitative gaps. Eptions for the redeplo"ment
through retaining transfers promotions are considered. @here these options do not e8ist
options for recruiting from e8ternal sources are taken into account.
anpo!er Plans
En the basis of identified gaps ?R prepares on overall manpo!er plan !hich provides
ade&uate lead time for transfers retaining promotions and e8ternal hiring. The plan
contains details onA
2epartment !ise numbers for transfers retaining and promotions.
*-
2epartment !ise numbers for e8ternal recruitment.
The final manpo!er plan prepares. Ence completed it !ill be put up for approval
b" all the department heads and %anaging 2irector.
B. Preparing 1ob Description and Person Specification
9ach position in the organi)ation has detailed job description including the follo!ingA
2escription of profile to be handled
2epartment'(ocation'Region
Reporting relationship,2esignation
@hether the position is budgeted 7 in case of a ne! vacanc" or replacement,
mention details of last incumbent
Kualifications, 9ssential'2esired
Position in the hierarch"'Ergani)ation Structure
C. Raising Manpower Request
The hiring managers raise the manpo!er re&uest using the follo!ing format and to ?E2s
for their approval using %R form.
Particulars Details
Date of initiation __________
1D Code __________
Position __________
Reporting Relationship (Designation) __________
Location __________
Region __________
0.
Date of closing the position __________
The manpo!er re&uest rises through %" Single b" the hiring managers. Regional
?R managers notif" ?E,?R and ?ead,?R !hile seeking ?E2 approval.
Ence the vacanc" is filled %" Single %RG approval in hard cop" along !ith the
signatures of ?ead,?R documented in the personnel file for selected candidates.
?ead,?R signs the manpo!er re&uest form once the vacanc" is filled.
5ll re&uests for a ne! position must be sent to ?R in a %anpo!er Re&uisition
Gorm after approval from the ?E2 ?uman Resource manages the process of
recruitment and selection !ith inputs from the line function.
D. Sources of recruitment
Henerall" the sources of recruitment are categori)ed into t!o partsA
Internal Recruitment
98ternal Recruitment
Internal Recruitment:
The compan" believes in offering opportunities for gro!th and carrier progression to its
emplo"eesB thus each time a re&uirement arises internal recruitment is a preferred mode.
Gor ever" vacanc" arises belo! level an option of filling the post initiall" is considered.
?R places an advertisement on the intranet. The advertisement contains the follo!ing
detailsA
a. Nob Profile
b. 9ducation &ualifications Skills 98perience
c. (ast date of receiving 5pplications
d. 6ontact person in ?R
01
5ll applications are screened for the eligibilit" against pre,determined criteria for the
vacanc". ?R prepares a list of eligible applicants and seeks approval from the respective
Reporting %anager and 2epartmental ?ead. If approval is given ?R sends notification to
the eligible candidates via email. 5pplicants !ho are not found eligible are also be notified
as via email.
9ligible candidates undergo a panel intervie!
If no suitable applicants appl" !ithin one !eek from the date of posting the advertisement
e8ternal recruitment is initiated.
External Recruitment:
The vacancies can be filled through the follo!ing channelsA
6andidates !alking in' sending their 6:s directl"
Nob Portals
Samsung Site ;thru hrindiaPsamsung.com=
6onsultants
6ampus Recruitment
?iring team !ork on each position as per the follo!ingA
S.No. Position Lead time for closure
1. Op to 5sst. %anager 0. calendar da"s
*. %anagers 13 calendar da"s
0. Sr. %anager& 2H% 13 calendar da"s
1. H%& 5bove 4. calendar da"s
0*
The team spend at least 1 !eek in searching for the right candidate through sources
other than consultants.
(ead time calculated as follo!sA 2ate of receiving come regarding the vacanc",
2ate of candidate signing the (EI & committing a joining date after serving the
notice period.
The lead time is communicated to the ?E2s'Regional %anagers b" ?ead,?R at
the time of communication of the opening to ?R.
Direct CVs/1ob Portals/ Samsung Site/Consultants:
The 6:s received through consultants directl" received 6:s job portals& Samsung
site is stored in the 6: database.
Campus Recruitments:
6ampus recruitment is used for fresh graduates'postgraduates !ho are taken as
98ecutive Trainees and %anagement Trainees or for individuals joining at entr",level
positions in the compan".
If candidate possess less than one "ear of !ork e8perience he'she treats as a fresh hire
;entr" level recruitment=.
0rainee /chemes
%anagement Trainees
2epending upon the re&uirements projected in the manpo!er plan the compan" recruits
%anagement Trainees from %anagement Institutes in the countr".
Sourcing of Trainees
%anagement trainees are sourced from %anagement Institutes across the countr".
The selection criteria for institutes are described belo!A
00
6ampus rating through publicationsA ?R refers to the 6ampus ratings published
in the Business %aga)ines available in the countr" and arrive at average
campus ratings. Gor the current "ear the compan" !ill target institutes that are
ranked bet!een 13
th
and *.
th
ranks according to the ranking developed. It is
further recommended that b" the "ear *..4,*..+.
Recruitment da"s givenA The compan" gives preference to the Institutes !ho
are !illing to give either da" . 1 or *
6ampus Speciali)ationA Relevance of courses offered to the compan">s
business.
6ampus RelationshipA The 6ompan" develops close relationships !ith targeted
campus b" hiring large numbers conducting events taking summer trainees
sending senior managers for lectures etc.
Positioning of Trainees
Selected trainees are positioned at the follo!ing gradesA
Gresh HraduatesA Student !ith a %asters in Business 5dministration is placed at the
%anagement Trainee grades and gets confirmed in levelDD 5fter successful completion
of the training period.
98perienceA Student !ith relevant !ork e8perience of 1,0 "ears give !eight age but takes
as %anagement Trainee.
E. Recruitment Process
The recruitment process for the %anagement trainees is as follo!sA
?R initiates the campus recruitment process b" sending the compan">s literature to
the campus one month before the proposed date of recruitment. This contains
brochures of the compan" literature containing information about the compan" the
job profile and the remuneration package.
SI9( representatives to the campus includeA
01
?E ?R'Regional ?R
Regional %anager'Regional Gunctional %anager
Pre Placement TalksA
?R coordinates !ith the Placement 6ell of short listed Institutes and schedule Pre
Placement talks ;PPT=
The ?R head and Regional %anager inform the Pre Placement Team. The follo!ing
information is carried to the Pre Placement TalksA
5 Pre Placement ;PPT= for 0. minutes covering Samsung 6orporate :ideo
Position Profile and gro!th chart Increments HP%S and 6ompan" policies
5pplication Blanks
Iumber of job openings
Selection Process
A. Eligibility Criteria:
The follo!ing eligibilit" criterion is used to short list applicants from various InstitutesA
5 6HP5 of at least 4 out of 1. or its e&uivalent in the %B5'PH2B% program
Projects undertaken at the summer trainee'internship level
B. Screening of Application Blanks:
The placement 6oordinator'5dministrative Effices short list candidates on the basis of
predetermined eligibilit" criteria and send the list of short listed students to the compan" at
least one !eek before the date of campus intervie!s. ?R !ill then the application blanks
that are received and short list them a second time according to the eligibilit" criteria.
C. Selection Criteria:
03
The candidates &ualif"ing the L'6HP5 criteria are considered for the selection rounds.
The !eight age for the selection e8ercises are as underA
S.No. Exercise Weight age()
1. Hroup 2iscussion *.
*. Ps"chometric 5nal"sis 0.
0. Panel Intervie! 3.
04
F. Letter Of Intent:
Selected candidates are issued a letter of intent on the spot. 5ppointment letters are issued
upon joining.
a) Trainee Scheme
Ence selected all the trainees are provided !ith an ?R brochure that lists the details of the
trainee scheme are outlined belo!A
0ravel:
%anagement Trainees are provided !ith 56 class Train Gare from home to the compan".
6onve"ance e8penses such as travel ;ta8i= from the Rail!a" station to the place of posting
etc. are provided.
Accommodation:
Trainees are provided !ith shared accommodation. Huest ?ouse is provided for one
month for outstation candidates.
0raining Program:
The training period is for si8 months. The details are given belo!A
5 three da" induction period held for all trainees b" the top %anagement on the
vision mission and compan" policies.
5ll trainees spend one !eek in each function for a period of DDDD.. @eeks.
Trainees undertake * projects in * other functions than their speciali)ation.
5 combined test for all the departments and functions it is prepared b" persons
nominated in ?E b" ?E2s. It is conducted and evaluated b" R?R and sent to
?E,?R.
0+
2etailed feedback session is conducted b" ?R and sent to ?E,?R and
handover to respective departments'branches.
G. Performance Evaluation and Placement:
Opon completion of the training period all trainees undergo performance evaluation.
Process:
Trainees are re&uired to present a report of the projects the" have undertaken to the
2epartment ?ead at the end of the training period.
?R schedules a performance intervie! for ever" management trainee. The panel
for intervie! consists of one cross, functional head 2epartmental head and ?R
%anager.
The trainee is assessed on the projects completed and a number of parameters listed
in the #Trainee 9valuation GormC.
The Performance 9valuation Panel recommends a confirmation separation as per
the trainee>s performance. Opon receiving the evaluation and recommendation ?R
issues a confirmation letter to the trainee confirming him'her at level.
0/

CHAPTER-3
OB1ECTIVES AND RATIONALE OF STUDY

OB1ECTIVES
It is divided in t!o categoriesA
Primary Objective: To anal")e the effectiveness of recruitment and selection procedure
in
Samsung.
Secondary Objective: To highlight the recruitment and selection policies of the
companies.
RATIONALE STUDY
Samsung is a globall" kno!n consumer electronic compan". It is a !orld famous big
compan". In order to run an" compan" !e search right candidate for the right job. It is
the initial step to run an" compan" because emplo"ees are the most important asset of an"
organi)ation. The success or failure of an organi)ation is largel" dependent on the caliber
of the people !orking therein. That>s the reason I have chosen this topic and secondl" it is
major part of ?R !hich is m" subject of interest.
@ith the help of this topic I !ant to kno! about the recruitment and selection policies of
the companies and tr" to make more effective in Samsung. 5nd it !ould be helpful for me
for the future perspective.
0-
CHAPTER-4
REVIEW OF LITERATURE

Information Value of Recruitment and Selection


In earl" recruitment stage organi)ations have to make several important decisions
concerning the characteristics of the information the" provide. The medium the level of
accurac" or realism the amount and nature of the information might all affect both pre,
hire outcomes ;e.g. prospects> !illingness to appl"= and post,hire outcomes ;e.g. earl"
turnover=.
Realistic job previe!s ;RNPs= are undoubtedl" the most !ell,kno!n recruitment
procedure pertaining to provision of information. Through the use of RNPs both favorable
and unfavorable information is provided to applicants in order to reduce post,hire
turnover. In the first published account of a RNP e8periment more than 1. "ears ago
;@eit) 1-34= lauded the potential usefulness of having potential emplo"ees> e8pectations
as realistic as possible.
2uring this research e&uivocal accounts of the effectiveness rationale and related
techni&ues devised to improve a variet" of organi)ational outcomes ;job satisfaction
performance job tenure commitment= have been reported.
Several studies have e8amined the relationships bet!een the amount of
information provided in recruitment materials and job seekers> !illingness to appl" for the
job described ;Barber & Roehling 1--0B Hate!ood Ho!an & (autenschlager 1--0B
1.
?erriot & Roth!ell 1-/1B %ason & Belt 1-/4=. The results of these studies generall"
sho! that recruitment materials should be informativeB that the" should address a range of
job and organi)ational attributesB and that the" should provide specific information about
those attributes ;Barber 1--/=. Based upon detailed information about job re&uirements
less &ualified prospects !ill lose interest. Kualified prospects on the other hand are more
likel" to respond to ads !hen the" provide specific information on !hat the organi)ation
has to offer. ?o!ever before strong conclusions can be dra!n additional replication is
needed. %ore specificall" !e need more studies on the relationships bet!een online
advertisements and applicant attraction. Gurthermore Barber suggested that #it ma" !ell
be that the positive relationships bet!een QpotentialR applicant reactions and information
holds onl" up to a pointA if recruitment materials contain too much information the" ma"
over!helm applicants and have a less positive ;if not negative= effectC ;p. 11=.
5lso fre&uentl" reported in the recruitment literature is the positive relationship
bet!een applicant attraction and the amount of information provided b" the recruiter
during the intervie! ;?arris & Gink 1-/+B (iden & Parsons 1-/4B %aurer ?o!e & (ee
1--*B Po!ell 1-/1B R"nes & %iller 1-/0B Turban & 2oughert" 1--*=. Thus
informative recruiters are generall" preferred to uninformative ones. Set recruiters are
unlikel" to present e8ceptionall" large amounts of information about the organi)ation
since the" have to ac&uire information about the applicant>s &ualifications as !ell !ithin
the limited time available ;Schreurs et al. in press=.
%an" studies have been conducted to investigate the relationship bet!een applicants>
perceptions of recruiter traits and behaviors and their perceptions of the organi)ation itself.
There is plent" of evidence indicating that recruiter traits ;e.g. !armth empath"
sincerit"= and recruiter behaviors ;e.g. informative ness job kno!ledge= have a direct
influence on applicant attraction ;e.g. ?arris & Gink 1-/+B Po!ell 1--1=. %ore recent
research ho!ever suggests that this effect is full" mediated b" applicants> perceptions of
job and organi)ational attributes ;e.g. Turban *..1B Turban Gorret & ?endrickson
1--/=. 5s !ith recruiters selection procedures are believed to provide signals about the
compan">s broader characteristics ;e.g. efficienc" profitabilit"=. It is suggested that
virtuall" all pre,screening and selection methods conve" some sort of information to the
applicant ;5nderson *..1B 5nderson & Estroff 1--+=. Gor instance selection methods
11
ma" inform applicants on job activities !ork roles personnel procedures and the
organi)ational conte8t including its goals values and climate ;5nderson & Estroff 1--+B
Iles & Robertson 1--+=. Ebviousl" some selection methods are more informative than
others. Situational intervie!s being constructed from critical job,relevant incidents and
realistic job previe!s in principle pose candidates !ith a number of highl" relevant and
informative scenarios. 6ognitive abilit" tests and personalit" tests on the other hand
conve" less information.
Choice of Recruitment Source
Research on job information sources has usuall" made a distinction bet!een
formal versus informal recruitment sources. Gormal job information sources involve the
use of formal intermediaries such as placement offices and recruitment advertisements. In
contrast informal job information sources do not involve the use of formal intermediaries
;e.g. friends and relatives=. Barber ;1--/= gave the follo!ing overvie! of the various
recruitment sourcesA #Traditional sources include emplo"ee referrals emplo"ment
agencies ;including campus placement offices and e8ecutive search firms= ne!spaper or
radio advertisements and unsolicited applications or #!alk,insC. %ore recentl"
organi)ations have turned to alternative sources such as on,line ;internet= hiring services
job fairs and competitors> la"offs' outsourcing programs as means of identif"ing
candidates ;Hlickstein & Ramer 1-//=C ;p. **=.
The relationship bet!een recruitment sources and post,hire outcomes is one of the
most intensel" researched aspects of recruitment. Interestingl" little is kno!n about the
relationship bet!een recruitment sources and more pro8imal recruitment outcomes such
as the identification and attraction of applicants ;Barber 1--/=. Hiven the scope of this
paper I !ill concentrate on the relationship bet!een recruitment sources and turnover.
%ost studies on the effectiveness of recruitment sources have found that applicants !ho
!ere recruited along Finformal> recruitment sources ;e.g. rehires referred applicants
!alk,ins= tend to have lo!er turnover than applicants hired via Fformal> sources ;e.g.
ne!spaper ads emplo"ment agencies= ;Blau 1--.B Breaugh 1-/1B Breaugh & %ann
1*
1-/1B 2ecker & 6ornelius 1-+-B Hannon 1-+1B M Hranovetter 1-+1B Kuaglieri 1-/*B
Reid 1-+*B Saks 1--1B Ollman 1-44B in R"nes 1--1=. Ether studies have provided onl"
moderate support for this. 6ald!ell and Spive" ;1-/0= for instance found that for @hite
emplo"ees informal recruitment sources ;e.g. emplo"ee referrals in,store notices= !ere
associated !ith longer tenure. Gor Black emplo"ees on the other hand more formal
sources ;e.g. emplo"ment agencies media announcements= !ere associated !ith longer
tenure. Ether studies failed to find a positive relationship bet!een referrals and emplo"ee
tenure ;(innehan & Blau *..0B S!aroff Barcla" & Bass 1-/3B Ta"lor & Schmidt
1-/0=.
%ndivid$al differences hypothesis
5ccording to this h"pothesis formulated b" Sch!ab ;1-/*= applicants
dra!n from alternative sources constitute samples from different applicant populations.
This means that recruitment sources might differ in the kind of applicants the" reach and
that these differences in applicants might result in different post,hire outcomes such as job
tenure ;Barber 1--/=. 2ifferences in applicants usuall" bear reference to demographic
characteristics ;e.g. age location educational level= instead of ps"chological criteria
such as motivation despite the theoretical importance of the latter ;Bu"ens 2e @itte &
%artens *..1=. Gor e8ample ;from Ta"lor & Schmidt 1-/0 p. 013= a recruitment
advertisement aired onl" on da"time television !ould be e8pected to reach a different
group of people than !ould a radio advertisement broadcast during heav" commuting
hours. Presumabl" individuals recruited from different sources var" in abilities affecting
job performance as !ell as in values influencing job satisfaction and related participation
behaviors e.g. attendance and tenure.
&mpirical "esearch on /o$rce &ffects
Ta"lor and Schmidt ;1-/0= tested the realistic information and individual
differences h"potheses on a sample of packaging plant emplo"ees. Selected individual
characteristics ;e.g. height !eight shift preference= !ere included in the research to test
the latter h"pothesis. 6haracteristics !ere chosen because of their anticipated relationship
10
to the dependent variables ;attendance performance and organi)ational tenure=. The
results sho!ed that recruitment sources ;referrals ne!spaper ads public emplo"ment
office referrals radio ads rehire=.
Breaugh and %ann ;1-/1= also tested individual differences and
realism as competing h"potheses. The sample for their stud" consisted of -/ social service
!orkers. The relationships bet!een recruitment source ;ne!spaper ads emplo"ee
referrals and direct applicants' !alk,ins= and t!o outcome variables ;performance and
turnover= !ere e8amined. Information on realistic job e8pectations and several individual
difference variables ;demographics applicant &ualit" and perceived ease of movement=
!as also gathered. It !as found that direct applicants had higher performance and slightl"
better retention than applicants recruited through other sources. It !as also found that
emplo"ee referrals ;retrospectivel"= reported having more realistic e8pectations than did
the other sources supporting the realism h"pothesis. 6oncerning the individual differences
h"pothesis applicant &ualit" and perceived ease of movement !ere not found to differ
across sources.
Blau ;1--.= using a sample of bank tellers e8amined the
relationship bet!een four recruitment sources ;ne!spaper direct applicants' !alk,ins and
referrals= and emplo"ee performance. It !as found that direct applicants had higher
performance than applicants recruited through other sources. In addition it !as found that
direct applicants had higher abilit" scores than applicants from other sources supporting
the individual differences h"pothesis. (ess support !as found for the realism h"pothesis
in that referrals not !alk,ins had the most realistic kno!ledge at the time of hire. 5s did
Breaugh and %ann ;1-/1= Blau used a retrospective measure to assess the realism of
information.
Hriffeth et al. ;1--+= used structural e&uations modeling ;S9%= anal"ses to test
the realism and individual differences h"potheses in a sample of **1 ne!l" hired nurses.
In addition the" used a greater variet" of indicators of realism than are t"picall"
emplo"ed assessing not onl" met e8pectations but also role clarit" commitment to job
choice and coping skills. The results sho!ed that recruitment sources !ere associated
!ith individual differences and also !ith realism. Gurthermore realism !as found to
11
mediate source influence. School and !alk,in sources influenced coping efficac"
commitment to job choice and role clarit". There realism processes in turn affected most
!orkplace outcomes ;e.g. job satisfaction !ithdra!al cognitions and turnover=.
?o!ever the stud" also found direct effects of recruiting source on post,hire outcomes.
5s a result of this finding Hriffeth et al. concluded that more research on mediating
processes is needed.
Conclusion
The relationship bet!een recruitment sources and turnover has been studied
intensivel" in the past. Everall the accumulated evidence suggests that such relationships
are &uite !eak ;@illiams (abig & Stone 1--0=. In light of these findings optimi)ing a
valid predictor,based selection strateg" is probabl" more profitable than focusing on
negligible relationships bet!een recruitment sources and turnover ;@illiams et al. 1--0
cited in 6ascio 1--/=.
13
CHAPTER-5
RESEARCH METHODOLOGY

RESEARCH DESIGN
9ver" research project conducted scientificall" has a specified frame!ork for controlling
the data collected. The frame!ork is called Research 2esign.
5 research design is the arrangement of conditions for collection and anal"sis of data in
a manner that aims to combine relevance to the research purpose !ith econom" in
procedure.
1. The objectives are specified !ith sufficient accurac" to ensure that data collected is
relevant.
*. The data collection methods used is Kuestionnaires and Structured Intervie!s. @hile
designing data collection procedure it !as ensured that the data collected is unbiased
and reliable.
0. The &uestions are prepared in a clear understandable and relevant to the objective
specified to ensure accurac".
1. The sampling design used is Random Sampling.
Sample Size
To determine the effectiveness of Recruitment and Selection Polic" of Samsung a
sample si)e of 8 companies !as collected. The respondents !ere basicall" the ?R
managers members from the recruitment and selection department.
The names of the / companies are listed belo!A
Path InfoTech
9<(
B( International
14
Peridot 6onsultanc" Services Pvt (td
Son"
:ideocon
5lcatel
Samsung
RESEARCH TOOLS AND QUESTIONNAIRE
Gor the accomplishment of m" project I designed an open,ended &uestionnaire the aim
of !hich !as to understand the ?R policies for recruitment and selection of various
companies so that benchmark can be set for the same for the betterment of the
organi)ation. @ith the help of this &uestionnaire I conducted a number of surve"s and
collected the data. Intervie! of concerned authorities of the companies !as conducted to
get !ell versed !ith the recruitment and selection procedure of various companies and to
determine their effectiveness.
ACTION PLAN FOR DATA COLLECTION
5ccurate action plan for data collection is the most important aspect of a fair report.
To accomplish m" report in a accurate and in a fine !a" I made an action to achieve the
same.
The data for the present research stud" !as collected b" !ith the help of the follo!ing
t!o methods of data collectionA
The Primar" %ethod for 2ata 6ollection
The Secondar" %ethod for 2ata 6ollection
1+
0he Primary 7ata )ollection:
1. 5 Structured &uestionnaire !ith concrete and specified &uestion !as prepared
!ith the help of the industr" guide !hich covers all the aspects to kno! about
the recruitment and selection policies of the companies to determine the
effectiveness of Samsung in recruitment and selection.
*. To collect the data firstl" I found the addresses and phone no. of the companies
on the net and took appointments.
0. The &uestionnaire !as distributed to a sample si)e of / companies including
Samsung from in this !a" that the overall objective of the research is achieved in
a proper manner.
1. Some of the data !as collected b" conducting Structured Intervie!s and 9,%ails.
3. Personal Interactions !ith the ?R %anagers Senior (evel %anagers and other
members of the ?R team to take the feedback of recruitment and selection
procedures of the compan".
/econdary 7ata )ollection:
The secondar" data !as collected b" t!o sources. These areA
1. 2ata collected regarding !ith the recruitment and selection procedure of
Samsung from the 6ompan" manuals.
*. 5ccess corporate intranet !ebsite.

1/
CHAPTER-6
DATA ANALYSIS

Data Analysis
In order to determine the effectiveness of recruitment and selection polic" of Samsung I
have divided m" &uestionnaire in eight parameters. These are listed belo!A
1. 98perience
*. Nob description and Nob anal"sis
0. Sources of recruitment
1. T"pes of tests adopt for selecting candidates
3. T"pes of intervie!s
4. Ginal criterion for selection
+. 9ffectiveness of ?R team
/. 9ffectiveness of job anal"sis
En the basis of these parameters I have measured the effectiveness of recruitment and
selection process of Samsung !ith different companies and I have found in !hich areas
it needs improvement.
The anal"sis is divided into t!o categoriesA
1. Girstl" it is sho!n the percentage of effectiveness of the individual companies on the
eight parameters mentioned aboveA
1-
CHART I
P&#2 "'3*#/42
64%
82.30%
65%
100% 78.57%
57%
82.70%
80.40%
Experience
Job description and job analysis
Sorces o! recrit"ent
#ypes o! test adopt !or selectin$
candidates.
#ypes o! inter%ie&s
'inal criterion !or selection
E!!ecti%eness o! () tea"
E!!ecti%eness o! job analysis
PARAMETERS IN PERCENTAGE
98perience 64%
Nob description and job anal"sis 82.30%
Sources of recruitment 65%
T"pes of test adopt for selecting candidates. 100%
T"pes of intervie!s 78.57%
Ginal criterion for selection 57%
9ffectiveness of ?R team 82.70%
9ffectiveness of job anal"sis 80.40%
3.
CHART II
E5L
65.70%
70.30%
80%
87.50% 100%
57%
78.57%
72%
Experience
Job description and job analysis
Sorces o! recrit"ent
#ypes o! test adopt !or selectin$
candidates.
#ypes o! inter%ie&s
'inal criterion !or selection
E!!ecti%eness o! () tea"
E!!ecti%eness o! job analysis
PARAMETERS IN PERCENTAGE
98perience 65.70%
Nob description and job anal"sis 70.30%
Sources of recruitment 80%
T"pes of test adopt for selecting candidates. 87.50%
T"pes of intervie!s 100%
Ginal criterion for selection 57%
9ffectiveness of ?R team 78.57%
9ffectiveness of job anal"sis 72%
31
CHART III
PARAMETERS IN PERCENTAGE
98perience 65%
Nob description and job anal"sis 7*.40%
Sources of recruitment 70%
T"pes of test adopt for selecting candidates. 62.50%
T"pes of intervie!s 57.14%
Ginal criterion for selection 56%
9ffectiveness of ?R team 42.86%
9ffectiveness of job anal"sis 77.40%
3*
6?5RT I:
P/r"(*# 4*'6%)#&'#
60%
70%
60%
87.50%
85.71%
74%
71.43%
71.60%
Experience
Job description and job analysis
Sorces o! recrit"ent
#ypes o! test adopt !or selectin$
candidates.
#ypes o! inter%ie&s
'inal criterion !or selection
E!!ecti%eness o! () tea"
E!!ecti%eness o! job analysis
PARAMETERS IN PERCENTAGE
98perience 60%
Nob description and job anal"sis 70%
Sources of recruitment 60%
T"pes of test adopt for selecting candidates. 87.50%
T"pes of intervie!s 85.71%
Ginal criterion for selection 74%
30
9ffectiveness of ?R team 71.43%
9ffectiveness of job anal"sis 71.60%
CHART V
S*'7
78%
*0.10%
70%
87.50% 85.71%
78%
82.86%
88.20%
Experience
Job description and job analysis
Sorces o! recrit"ent
#ypes o! test adopt !or selectin$
candidates.
#ypes o! inter%ie&s
'inal criterion !or selection
E!!ecti%eness o! () tea"
E!!ecti%eness o! job analysis
PARAMETERS IN PERCENTAGE
98perience +/L
Nob description and job anal"sis -..1.L
Sources of recruitment +.L
T"pes of test adopt for selecting candidates. /+.3.L
T"pes of intervie!s /3.+1L
Ginal criterion for selection +/L
31
9ffectiveness of ?R team /*./4L
9ffectiveness of job anal"sis //.*.L
CHART VI
V"(/*4*'
70%
70.20%
70%
87.50%
78.57%
62%
85.71%
74.40%
Experience
Job description and job analysis
Sorces o! recrit"ent
#ypes o! test adopt !or selectin$
candidates.
#ypes o! inter%ie&s
'inal criterion !or selection
E!!ecti%eness o! () tea"
E!!ecti%eness o! job analysis
PARAMETERS IN PERCENTAGE
98perience 70%
Nob description and job anal"sis 70.20%
Sources of recruitment 70%
T"pes of test adopt for selecting candidates. 87.50%
T"pes of intervie!s 78.57%
Ginal criterion for selection 62%
9ffectiveness of ?R team 85.71%
9ffectiveness of job anal"sis 74.40%
33
CHART VIII
A)4&#/)
62%
81.10%
68%
100%
*2.86%
70%
85.71%
82.30%
Experience
Job description and job analysis
Sorces o! recrit"ent
#ypes o! test adopt !or selectin$
candidates.
#ypes o! inter%ie&s
'inal criterion !or selection
E!!ecti%eness o! () tea"
E!!ecti%eness o! job analysis
PARAMETERS IN PERCENTAGE
98perience 4*L
Nob description and job anal"sis /1.1.L
Sources of recruitment 4/L
T"pes of test adopt for selecting candidates. 1..L
T"pes of intervie!s -*./4L
34
Ginal criterion for selection +.L
9ffectiveness of ?R team /3.+1L
9ffectiveness of job anal"sis /*.0.L
CHART IX
S&!6%'8
85%
*0%
70%
87.50% *2.86%
74%
82.86%
87.20%
Experience
Job description and job analysis
Sorces o! recrit"ent
#ypes o! test adopt !or selectin$
candidates.
#ypes o! inter%ie&s
'inal criterion !or selection
E!!ecti%eness o! () tea"
E!!ecti%eness o! job analysis
PARAMETERS IN PERCENTAGE
98perience /3L
Nob description and job anal"sis -.L
Sources of recruitment +.L
T"pes of test adopt for selecting candidates. /+.3.L
T"pes of intervie!s -*./4L
Ginal criterion for selection +1L
9ffectiveness of ?R team /*./4L
9ffectiveness of job anal"sis /+.*.L
3+
*. Secondl" it is sho!n the comparative effectiveness of these companies on the eight
parameters mentioned aboveA
GRAPH I
INTERPRETATION
EXPERIENCE REQUIREMENT
NAME OF COMPANIES IN PERCENTAGE
Path Infotech 41L
9<( 43.+L
B( International 43L
Peridot 6onsultant 4.L
Son" +/L
:ideocon +.L
5lcatel 4*L
Samsung /3L
3/
Hraph sho!s Samsung gives /3L consideration to e8perience that means that the
organi)ation prefer e8perienced person more than the other candidates !hereas Peridot
6onsultant give a comparativel" less preference to e8perience and give opportunities to
freshers>.
GRAPH II
.*9 D/64r":#"*' &'( A'&)76"6 C*'(/r&#"*'
82.3%
70.3%
7*.4%
70% 70.2%
81.1%
*0.1%
*0%
0
10
20
30
40
50
60
70
80
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1OB DESCRIPTION AND ANALYSIS
CONSIDERATION
NAME OF COMPANIES IN PERCENTAGE
Path Infotech /*.0L
9<( +..0L
B( International +-.1L
Peridot 6onsultant +.L
Son" -..1L
:ideocon +..*L
5lcatel /1.1L
Samsung -.L
INTERPRETATION
3-
Hraph sho!s consideration of Nob description and Nob 5nal"sis of Son" and Samsung is
e&ual i.e. -..1L & -.L. En the other hand the least consideration of Nob description
and Nob anal"sis is +.L of Peridot 6onsultant.
GRAPH III
C*'6"(/r&#"*' #* S*%r4/6 *3 R/4%"#!/'#
65%
80%
70%
60%
70% 70%
68%
70%
0%
10%
20%
30%
40%
50%
60%
70%
80%
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CONSIDERATION TO SOURCES OF RECRUITMENT
NAME OF COMPANIES IN PERCENTAGE
Path Infotech 43L
9<( /.L
B( International +.L
Peridot 6onsultant 4.L
Son" +.L
:ideocon +.L
5lcatel 4/L
Samsung +.L
4.
INTERPRETATION
Hraph sho!s 9<( is /.L effective out of set benchmark. En the other hand 5B6
(imited sho!s 4.L effectiveness but it is ver" less. So it needs some improvement in
the sources of recruitment. Samsung sho!s +.L effectiveness out of set benchmark. So
it needs slight improvement to make effective recruitment and selection process
according to set benchmark.
GRAPH IV
C*'6"(/r&#"*' G"</' #* T/6#
100%
87.50%
62.50%
87.50% 87.50% 87.50%
100%
87.50%
0%
20%
40%
60%
80%
100%
120%
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CONSIDERATION GIVEN TO TEST
NAME OF COMPANIES IN PERCENTAGE
Path Infotech 1..L
9<( /+.3.L
B( International 4*.3.L
Peridot 6onsultant /+.3.L
Son" /+.3.L
:ideocon /+.3.L
41
5lcatel 1..L
Samsung /+.3.L
INTERPRETATION
Hraph sho!s Path Infotech and 5lcatel are 1..L effective in test series according to set
benchmark. En the other hand B( International is 4*.3.L effective but it needs some
improvement. 5nd Samsung sho!s /+.3.L effectiveness out of set benchmark but it
needs some improvement to reach out the standard.
GRAPH V
C*'6"(/r&#"*' #* I'#/r<"/=6
*2.86% *2.86%
78.57%
85.71% 85.71%
57.14%
100.00%
78.57%
0.00
20.00
40.00
60.00
80.00
100.00
120.00
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CONSIDERATION TO INTERVIEWS
NAME OF COMPANIES IN PERCENTAGE
Path Infotech +/.3+
9<( 1.....
B( International 3+.11
Peridot 6onsultant /3.+1
Son" /3.+1
:ideocon +/.3+
5lcatel -*./4
Samsung -*./4
4*
INTERPRETATION
Hraph sho!s 9<( is 1..L effective in conducting intervie!s according to set
benchmark. En the other hand B( International sho!s 3+.11L effectiveness but it is
least effective and it needs some improvement. 5nd Samsung is -*./L effective in
conducting intervie!s that means it needs slight improvement to reach out the set
benchmark.
GRAPH VI
C*'6"(/r&#"*' #* S/)/4#"*' Cr"#/r"*'
57% 57% 56%
78%
62%
74%
70%
74%
0%
10%
20%
30%
40%
50%
60%
70%
80%
*0%
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40
INTERPRETATION
Hraph sho!s the selection criteria of Son" to select the candidates !hether it is a
position of managerial level Supervisor" level 5ssociates and Staff level and others is
+/L effective and the least effective is 3+L of B( International. 5nd Samsung sho!s
+1L effectiveness.
GRAPH VII
E33/4#"<'/66 *3 HR T/&!
82.86%
85.71%
85.71% 82.86%
71.43%
42.86%
78.57%
82.7%
0.00
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20.00
30.00
40.00
50.00
60.00
70.00
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CONSIDERATION TO SELECTION CRITERION
NAME OF COMPANIES IN PERCENTAGE
Path Infotech 3+L
9<( 3+L
B( International 34L
Peridot 6onsultant +1L
Son" +/L
:ideocon 4*L
5lcatel +.L
Samsung +1L
41
EFFECTIVENESS OF HR TEAM
NAME OF COMPANIES IN PERCENTAGE
Path Infotech /*.+.L
9<( +/.3+L
B( International 1*./4L
Peridot 6onsultant +1.10L
Son" /*./4L
:ideocon /3.+1L
5lcatel /3.+1L
Samsung /*./4L
INTERPRETATION
Hraph sho!s on the basis of recruitment and selection procedure the effectiveness of ?R
Team of 5lcatel and :ideocon is /3.+1L out of set benchmark. The least effective ?R
Team is B( International. It sho!s 1*./4L effectiveness. 5nd the Samsung sho!s
/*./4L.
GRAPH VIII
E33/4#"</'/66 *3 .*9 A'&)76"6
87.2%
82.3%
74.4%
88.2%
71.6%
77.4%
72.1%
80.4%
0
10
20
30
40
50
60
70
80
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EFFECTIVENESS OF 1OB ANALYSIS
NAME OF COMPANIES IN PERCENTAGE
Path Infotech /..1L
43
9<( +*.1L
B( International ++.1L
Peridot 6onsultant +1.4L
Son" //.*L
:ideocon +1.1L
5lcatel /*.0L
Samsung /+.*L
INTERPRETATION
Hraph sho!s on the basis of Fcan do> skills and F!ill do> needed Son" sho!s //.*L
effectiveness of job anal"sis and 5B6 (imited sho!s +1.4L that means it needs some
improvement to identif" the job description in a proper manner. 5nd Samsung sho!s
/+.*L effectiveness. Therefore it n needs bit improvement to make more effective job
anal"sis.
CHAPTER-7
INTERPRETATIONS

INTERPRETATION
B" anal"sis of the various parameters as stated above it can be interpreted that on the
basis of e8perience Samsung gives /3L consideration to e8perience that means the
organi)ation prefer e8perienced person more than the other candidates.
Son" and Samsung gives e&ual and highest consideration of Nob description and Nob
anal"sis i.e. -..1L & -.L in comparative other companies. En the other hand the least
consideration of Nob description and Nob anal"sis is +.L of Peridot 6onsultant.
9<( sho!s /.L effectiveness in the sources of recruitment. En the other hand Peridot
6onsultant sho!s 4.L effectiveness but it is ver" less. So it needs some improvement
in the sources of recruitment. Samsung sho!s +.L effectiveness out of set benchmark.
So it needs slight improvement to make effective recruitment and selection process
according to set benchmark
44
Path Infotech and 5lcatel are 1..L effective in test series according to set benchmark.
En the other hand B( International is 4*.3.L effective but it needs some improvement.
5nd Samsung sho!s /+.3.L effectiveness out of set benchmark but it needs some
improvement to reach out the standard.
9<( is 1..L effective in conducting intervie!s according to set benchmark. En the
other hand B( International sho!s 3+.11L effectiveness but it is least effective and it
needs some improvement. 5nd Samsung is -*./L effective in conducting intervie!s
that means it needs slight improvement to reach out the set benchmark.
The selection criteria of Son" to select the candidates !hether it is a position of
managerial level Supervisor" level 5ssociates and Staff level and others is +/L
effective and the least effective is 3+L of B( International. 5nd Samsung sho!s +1L
effectiveness.
En the basis of recruitment and selection procedure the effectiveness of ?R Team of
5lcatel and :ideocon is /3.+1L out of set benchmark. The least effective ?R Team is
B( International. It sho!s 1*./4L effectiveness. 5nd the Samsung sho!s /*./4L.
En the basis of Fcan do> skills and F!ill do> needed Son" sho!s //.*L effectiveness of
job anal"sis and Peridot 6onsultant sho!s +1.4L that means it needs some improvement
to identif" the job description in a proper manner. 5nd Samsung sho!s /+.*L
effectiveness. Therefore it needs bit improvement to make more effective job anal"sis.
4+
CHAPTER-8
RECOMMENDATIONS

SUGGESTIONS AND RECOMMENDATIONS


1. The" should give more preference on interpersonal and communication skills of
the candidates rather than leadership &ualit" because to become a good leader
communication is must.
*. Ergani)ation needs to improve the selection criteria for selection !hether it the
post of manager associate& staff supervisor etc. The" should fi8 some
parameters to select the candidates for specific position.
0. The" should use assessment method and aptitude test to select the candidates in
addition to the alread" the" are conducting.
4/
1. The" should conduct Behavioural Intervie!s to some e8tent !hen selecting
candidates. This t"pe of intervie!s can be used to validl" predict future
behaviour in dimensions ;or competencies= critical to job success.
3. Gor recruiting managerial'professional the Internet is the most popular
advertising medium. So the" should use them to attract more candidates.
4. There should be more gro!th opportunities for the emplo"ees to develop
themselves.
4-
+. The" need to raise the pa",scale to retain the caliber freshers.
/. The" should adopt advertisements and job portals to attract the caliber candidates
because it is the best and cheap method.
-. The" need to make competenc" in bet!een can do skills and !ill do skills.
1.. The" should give more preference to freshers because in this !a" the cost !ill be
reduced.
+.
CHAPTER-9
CONCLUSION

CONCLUSION
9ffective Recruitment and Selection is the initial step and the most important ke" point
to run an" organi)ation. The success or failure of an organi)ation is largel" dependent on
the caliber of the people !orking therein. @ithout positive and creative contributions
from people organi)ation cannot progress and prosper. In order to achieve the goals or
perform the activities of an organi)ation therefore !e need to recruit people !ith
re&uisite skills &ualifications and e8perience. Someone sa"s that
1etter recr$itment and selection strategies res$lt in improved
Organizational o$tcomes. 0he more effectively organizations recr$it
and select candidates8 the more likely they are to hire and retain
satisfied employees.
The stud" mainl" focuses on !hat should do Samsung to make effective recruitment and
selection polic" in o!n organi)ation in comparison !ith other companies. So here !e
conclude that Samsung needs slight improvement in the procedure of Recruitment and
Selection. Girstl" compan" needs to concentrate on gro!th opportunities for the
emplo"ees because toda">s tight labor market is making it more difficult for
organi)ations to find recruit and select talented people. The competition for talent is
intensif"ing as there are fe!er &ualified applicants available. This shortage of applicants
makes it all the more important for organi)ations to be able to effectivel" attract select
and retain &ualit" candidates.
Ergani)ation needs to improve the selection criteria for selection !hether it the post of
manager associate& staff supervisor etc. The" should fi8 some parameters to select the
candidates for specific position.
+1
The" should use assessment method and aptitude test to select the candidates.
The" should conduct Behavioural Intervie!s to some e8tent !hen selecting candidates.
This t"pe of intervie!s can be used to validl" predict future behavior in dimensions ;or
competencies= critical to job success.
+*
BIBLIOGRAPHY
1. : S P Rao Second 9ditionA Ie! 2elhi *..3 uman !esource "anagement#
*. Blau 2. %. ;1--.=. 98ploring the mediating mechanisms affecting the
relationship of recruitment source to emplo"ee performance. $ournal of
%ocational &ehavior' ()' 0.0,0*..
0. 2ecker P. N. & 6ornelius 9. T. I. ;1-+-=. 5 note on recruiting sources and job
satisfaction. $ournal of Applied Psychology' *+' 140,141.
1. Hannon %. N. ;1-+1=. Sources of referral and emplo"ee turnover. $ournal of
Applied Psychology' ,,' **4,**/.
3. Mirnan N. P. Garle" N. 5. & Heisinger M. G. ;1-/-=. The relationship bet!een
recruiting source applicant &ualit" and hire performanceA 5n anal"sis b" se8
ethnicit" and age. Personnel Psychology' +-' *-0,0./.
4. Saks 5. %. ;1--1=. 5 ps"chological process investigation for the effects of
recruitment source and organi)ation information on job survival. $ournal of
.rgani/ational &ehavior' 0,' **3,*11.
+. R"nes S. (. ;1--1=. Recruitment job choice and post,hire conse&uences. In %.
2. 2unnette & (. %. ?ough ;9ds.= andbook of industrial and organi/ational
psychology ;*nd ed. pp. 0--,111=. Palo 5lto
/. Ta"lor %. S. & Schmidt 2. @. ;1-/0=. 5 process,oriented investigation of
recruitment source effectiveness. Personnel Psychology' (*' 010,031.
MAGAZINES / NEWSPAPERS
Business @orld
Business Times
?R Practices at Erg. (evel
The Times of India
+0
REFERENCES
!!!.samsung .com
!!!.samsungindia .org
!!!.rocsearch.com
!!!.ksa,technopak.com
!!!.p!cglobal.com
!!!.hrorg.nic.in
!!!.hr.org

+1
ANNEXURE
Recruitment and Selection Questionnaire
The objective of the &uestionnaire is to understand the ?R policies for recruitment and
selection of various companies so that benchmark can be set for the same for the
betterment of the organi)ation.
1. Is there a policy stating the organization`s philosophy on recruitment
Yes/No
and selection?
If yes then please give brief description (in few words)
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
2. Is there a formal process in place for identifying job vacancies?
Yes/No
If yes please specify?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
3. Briefly describe the process from needs identification through final approval
authorization?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
4. Is a job analysis conducted for each position? Yes/No
5. Does the job analysis accurately identify the essential can do` skills
Yes/No
needed (i.e. skills, abilities, knowledge, education and experience)?
If yes then please mention your preference.
(i) _______________ (ii) ______________ (iii) _______________
(iv)_______________ (v) ______________
+3
6. Does the job analysis accurately identified the essential will do` skills Yes/No
needed (i.e. leadership, interpersonal, entrepreneurial, communication
and good attitude)?

If yes then please mention your preference.
(i) _______________ (ii) _______________ (iii) ________________
(iv) ______________ (v) _______________
7. Does the policy contain procedures to guide managers through the
Yes/No
recruitment and selection process?
If yes then please give brief description (in few words)
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
8. Is consideration given to internal candidates for all or some job
Yes/No
openings before outside recruitment begin?

If some positions are determined not to be filled from within, can you
please suggest its parameters?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
9. Are recruitment strategies (methods to obtain qualified candidates) set
Yes/No
before recruitment begins?
Who participates in the strategy development?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
Does this strategy include affirmative action and diversity needs? Yes/No
10. Which method is generally used to recruit the employees in your
organization?
(a) Campus (f) 1ob fairs
(b) Employee Referrals (h) Portals
+4
(c) Consultants (i) Internet Recruiting
(d) Walk-ins (j) Employment search firms
(e) Advertisements (k) Others (specify) ________
11. Rank the following according to its relevance to the company:
(1- High priority, 2-next priority and so on)
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
Employees are mainly recruited through:
Sl.No Source Candidates with experience of
0-1 yr 1-3 yrs 3-5 yrs 5-10 yrs
10 yrs &
above
1 Campus
2 Employee Referrals
3 Consultants
4 Walk-ins
6 Advertisements
7 1ob Fairs
8 Portals
12. Does your organization measure the effectiveness as well as the
Yes/No
costs of these recruiting sources?

To whom are these performance measures and recruiting costs
communicated?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
++
13. Are candidates telephone interviews, teleconferencing or video screening
Yes/No
conducting before personal interviews?
14. How many candidates are typically interviewed before filling a position
and at what levels?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
15. Who participates in the interview and what intervals?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
+/
16. How many people are typically involved in the interviewing process?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___

17. Are panel interviews used?
Yes/No
Who make the final hiring decision?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
18. Are hiring managers trained in objective selection (i.e. interviewing
Yes/No
techniques, position-related questions and legal complications)/ What
type of training is provided?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
19. Are reference checks are conducted on all candidates?
Yes/No

Who perform the reference checks?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
20. Are tests or personality profiles used in the selection process?
Yes/No

Are they professionally validated?
Yes/No
21. Has the organization examined or evaluated the following alternatives
to satisfying workforce requirements:
(i) Project or contract outsourcing Yes/No
(ii) Temporary placement Yes/No
(iii) Internal temporary placement pool Yes/No
(iv) Part-time employment and job sharing Yes/No
+-
22. Are all employment costs accounted for in the organization`s budget?
Yes/No
23. What is testing in selection?

_______________________________________________________________________
_______________________________________________________________________
__
What types of tests do you adopt for selecting candidates?
(a) Aptitude Test (e) Integrity Test
(b) Intelligence Test (f) Achievement Test
(c) Personality Test (g) Interest Test
(d) Assessments (h) Others (specify) _______
24. What is the final criterion for selection? Choose all the criteria and indicate
the order of important for each - 1 is most important; 10 is least important.
_______________________________________________________________________
_______________________________________________________________________
__

Ranking
M

A&S S O Selection Criterion
Lowest price (salary demanded)
Knowledge about the local culture and
environment
Functional competence
Previous experience with a similar organization
Best fit between the person and the job
Best fit between the person and the organization
culture
Ability to learn
Potential of the person to take up responsible
position in future
Attitude of the persons
Others (please specify)
M Managerial, S Supervisory, A&S Associates and staff, O Others
/.
25. Which type of interview is conducting in your organization?
(a) Behavioural Interview (e) Structured Interview
(b) Situational Interview (f) Non- Structured Interview
(c) Stress Interview (g) Others (specify) _________
(d) Panel Interview

26. What are reasons for employees leaving your organization?
(a) Better Pay Packets (d) Organization Culture
(b) Shift Timings (e) Growth opportunities
(c) Nature of work (f) Others (specify) __________
/1
27. What is the main barrier in your organization to recruit and select the
candidate?
(a) Hard to find candidates with specialized skill sets
(b) Other organizations competing for the same applicants
(c) Difficulty in finding and identifying applicants
(d) Selection process is slow or cumbersome
(e) Developing or choosing valid selection process
(f) Others (specify) __________
28. On a scale of one to seven (seven being the highest and four being
adequate),
How do you think the HR team would rate the effectiveness of the
recruitment and selection process with reason?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___

Company`s Name __________

Name
__________
Designation
__________




THANKS FOR YOUR VALUABLE RESPONSE.......
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