Recruitment & Selection Process

(SUMMER TRAINING REPORT SUBMITTED TOWARDS PARTIAL

FULFILLMENT REQUIRMENT OF THE DEGREE IN MASTER OF
BUSINESS ADMINISTRATION)

(Approved by AICTE, Govt. of India)

ACADEMIC SESSION
2015 to 2017

Under the guidance of:

Submitted By:

Anitika katoch

ACKNOWLEDGEMENT
Acknowledgement is an art, one can write glib stanzas without meaning a word, and on the
other hand one can make a simple expression of gratitude
This project has been made possible through the efforts, support and co-operation of various
persons to whom I would like to express my appreciation and gratitude.
First and foremost, it gives me immense pleasure to express my sincere gratitude to Ms.
Surabhi whose sincere support has enabled me at each and every step and their experience has
always given me the right direction to achieve my goals.
I will have burden on my heart if I do not express my sincere thanks to staff members of
NESTLE INDIA LIMITED, TAHLIWAL UNA for his untiring help rendered during the
study from time to time. I am also thankful to him for his valuable advice and sincere guidance
during the research report.
I would also thankful to almighty god for his grace and mercy to successfully complete
this project.

Anitika katoch

PREFACE
In our two years degree program of MBA of theirs provision for doing summer Training, after II
semester. The essential purpose of this project is to given an exposure and detailed outlook to the
student of the practical concept, which they already studied research. For this purpose, I was
assigned the project for the RECRUITMENT AND SELECTION in NESTLE INDIA
LIMITED. It is a matter of great privilege to get training from Nestle, one of the largest
organizations of its kind.
The project lasted for a period of eight week; it was informative, interesting and inspiring.
I hope this report will provide an experiment outlook to the dynamic functioning in the HR
department in NESTLE.

CONTENTS
CONTENTS: FOR INTERNSHIP REPORT

CHAPTER 1

INTRODUCTION

1.1

Introduction to Industry

1.2

Introduction to Company

1.3

Introduction to Topic

CHAPTER 2

NEED & OBJECTIVE

2.1

Need of Study

2.2

Objectives of the Study

CHAPTER 3

RESEARCH METHODLOGY

3.1

Sampling

3.2

Data Collection

3.3

Limitations of the Study

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

CHAPTER 5

FINDING

CHAPTER 6

CONCULSIONS AND SUGGESTIONS

6.1

Conclusion

6.2

Suggestions

REFERENCE
ANNEXURE

INTRODUCTION
OF THE
COMPANY

INTRODUCTION
5

Nestl was founded in 1866 by Henri Nestl and is today the world's biggest food and beverage
company. Sales at the end of 2005 were CHF 91 bn, with a net profit of CHF 8 bn. Nestl
employ around 250,000 people from more than 70 countries and have factories or operations in
almost every country in the world.

The history of Nestl began in Switzerland in 1867 when Henri Nestl, the pharmacist, launched
his product Farine Lacte Nestl, a nutritious gruel for children. Henri used his surname, which
means little nest, in both the company name and the logotype. The nest, which symbolizes
security, family and nourishment, still plays a central role in Nestls profile.
Since it began over 130 years ago, Nestls success with product innovations and business
acquisitions has turned it into the largest Food Company in the world. As the years have passed,
the Nestl family has grown to include chocolates, soups, coffee, cereals, frozen products,
yoghurts, mineral water and other food products. Beginning in the 70s, Nestl has continued to
expand its product portfolio to include pet foods, pharmaceutical products and cosmetics too.
Today, Nestl markets a great number of products, all with one thing in common: the high
quality for which Nestl has become renowned throughout the world The Company's strategy is
guided by several fundamental principles. Nestl's existing products grow through innovation
and renovation while maintaining a balance in geographic activities and product lines. Long-term
potential is never sacrificed for short-term performance. The Company's priority is to bring the
best and most relevant products to people, wherever they are, whatever their needs, throughout
their lives.
Taste of Nestl in each of the countries where Nestl sell products. Nestl is based
on the principle of decentralization, which means each country is responsible for the efficient
running of its business - including the recruitment of its staff.
That's not to say that every operating company can do as it wishes. Headquarters inVevey sets
the overall strategy and ensures that it is carried out. It's an approach that is best summed up as:
'centralize what you must, decentralize what you can'. Nestl is a company which is present in all
6

over the world but It has difference and unique motto to deal in all over the world. Nestl
believes that they should think about their organizations globally but they deal with people by
interacting with them locally.

Thinking globally - acting locally

NESTL's relationship with India dates back to 1912, when it began trading as The NESTL
Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished
products in the Indian market.
After India's independence in 1947, the economic policies of the Indian Government emphasised
the need for local production. NESTL responded to India's aspirations by forming a company in
India and set up its first factory in 1961 at Moga, Punjab, where the Government wanted
NESTL to develop the milk economy. Progress in Moga required the introduction of NESTL's
Agricultural Services to educate, advise and help the farmer in a variety of aspects. From
increasing the milk yield of their cows through improved dairy farming methods, to irrigation,
scientific crop management practices and helping with the procurement of bank loans.
NESTL set up milk collection centres that would not only ensure prompt collection and pay fair
prices, but also instil amongst the community, a confidence in the dairy business. Progress
involved the creation of prosperity on an on-going and sustainable basis that has resulted in not
just the transformation of Moga into a prosperous and vibrant milk district today, but a thriving
hub of industrial activity, as well.
NESTL has been a partner in India's growth for over a century now and has built a very special
relationship of trust and commitment with the people of India. The Company's activities in India
have facilitated direct and indirect employment and provides livelihood to about one million
people including farmers, suppliers of packaging materials, services and other goods.
The Company continuously focuses its efforts to better understand the changing lifestyles of
India and anticipate consumer needs in order to provide Taste, Nutrition, Health and Wellness
through its product offerings. The culture of innovation and renovation within the Company and
access to the NESTL Group's proprietary technology/Brands expertise and the extensive
centralized Research and Development facilities gives it a distinct advantage in these efforts. It
7

helps the Company to create value that can be sustained over the long term by offering
consumers a wide variety of high quality, safe food products at affordable prices.
NESTL India manufactures products of truly international quality under internationally famous
brand names such as NESCAF, MAGGI, MILKYBAR, KIT KAT, BAR-ONE, MILKMAID
and NESTEA and in recent years the Company has also introduced products of daily
consumption and use such as NESTL Milk, NESTL SLIM Milk, NESTL Dahi and NESTL
Jeera Raita.

Mission, Vision and Core Values of Nestle

Vision:
Providing high quality food to the people to meet the various needs of them by daily marketing
and selling foods

Mission:
The foods which are safer having high quality and that providing optimal nutrient to people for
meeting the physiological needs is the main mission of Nestle.

Core Values:
Maintaining respect and trust in people is main core value to be kept in mind. To listen and
engage with people is also one kind of communication. To cooperate and helping others should
be done willingly which is the basic for advance and promotion of the company.

HISTORY OF NESTLE
Nestl was founded in 1867 on the shores of Lake Geneva in Vevey, Switzerland and its first
product was Farine Lacte Nestl, an infant cereal specially formulated by Henri Nestl to
provide and improve infant nutrition. From its first historic merger with the Anglo-Swiss
Condensed Milk Company in 1905, Nestl has grown to become the worlds largest and most
diversified food Company, and is about twice the size of its nearest competitor in the food and
beveragessector.
Nestls trademark of birds in a nest, derived from Henri Nestls personal coat of arms, evokes
the values upon which he founded his Company. Namely, the values of security, maternity and
affection, nature and nourishment, family and tradition. Today, it is not only the central element
of Nestls corporate identity but serves to define the Companys products, responsibilities,
business practices, ethics and goals.
In 2004, Nestl had around 247,000 employees worldwide, operated 500 factories in approx. 100
countries and offered over 8,000 products to millions of consumers universally. The Companys
transparent business practices, pioneering environment policy and respect for the fundamental
values of different cultures have earned it an enviable place in the countries it operates in.
Nestls activities contribute to and nurture the sustainable economic development of people,
communities and nations.
Nestls relationship with India dates back to 1912, when it began trading as The Nestl AngloSwiss Condensed Milk Company (Export) Limited, importing and selling finished products in
the Indian market.
After Indias independence in 1947, the economic policies of the Indian Government emphazised
the need for local production. Nestl responded to Indias aspirations by forming a company in
India and set up its first factory in 1961 at Moga, Punjab, where the Government wanted Nestl
to develop the milk economy. Progress in Moga required the introduction of Nestls Agricultural
Services to educate, advice and help the farmer in a variety of aspects. From increasing the milk
yield of their cows through improved dairy farming methods, to irrigation, scientific crop
management practices and helping with the procurement of bank loans. Nestl set up milk
collection centers that would not only ensure prompt collection and pay fair prices, but also
10

instill amongst the community, a confidence in the dairy business. Progress involved the creation
of prosperity on an on-going and sustainable basis that has resulted in not just the transformation
of Moga into a prosperous and vibrant milk district today, but a thriving hub of industrial
activity, as well.

11

COMPANY PROFILE

NESTL India is a subsidiary of NESTL S.A. of Switzerland. With eight factories and a large
number of co-packers, Nestl India is a vibrant Company that provides consumers in India with
products of global standards and is committed to long-term sustainable growth and shareholder
satisfaction.
The Company insists on honesty, integrity and fairness in all aspects of its business and expects
the same in its relationships. This has earned it the trust and respect of every strata of society that
it comes in contact with and is acknowledged amongst India's 'Most Respected Companies' and
amongst the 'Top Wealth Creators of India'.
The NESTL Corporate Business Principles are at the basis of our Companys culture,
developed over 140 years, which reflects the ideas of fairness, honesty and long-term thinking.
Nestl set up its operations in India, as a trading company, in1912 and began manufacturing at
the UNA THALIWAL factory on December of 2012. Production in this factory began in 2012
with the manufacture of Nestle instant Maggie and Munch. This factory employs 145 people and
is cited as a model in terms of environment protection.

NESTL India set up its first manufacturing facility at Moga (Punjab) in 1961 followed by its
manufacturing facilities at Choladi (Tamil Nadu), in 1967; Nanjangud (Karnataka), in 1989;
Samalkha (Haryana), in 1993; Ponda and Bicholim (Goa), in 1995 and 1997, respectively; and
Pantnagar (Uttarakhand), in 2006. In 2012, Nestl India set up its 8th manufacturing facility at
12

Tahliwal (Himachal Pradesh).

The 4 Branch Offices located at Delhi, Mumbai, Chennai and Kolkata help facilitate the sales
and marketing activities. The NESTL Indias Head Office is located in Gurgaon, Haryana

FACTORY LOCATION

Nestle has 8 factories in India. These are

1. Moga (punjab) :

The Nestle factory in Moga has the pride of being the first and most

comprehensive factory of Nestle India. Set up in 1962, it represents the core competence
of Nestle India in the manufacture of milk products (Everyday, Milkmaid), beverages,

13

culinary products (Maggie sauces, noodles, soups etc.), weaning cereals (Cerelac) and infant
milk formulae.

2. Choladi (Tamil Nadu): The factory in Choladi started production in 1967.Situated

about 60 miles from Calicut, the factory today has 81 employees and produces 1.5% of the
total turnover of Nestle India. It is a 100 percent export oriented unit which processes freshly
picked tea leaves into soluble instant tea.
3.
Nanjagud (Karnataka): Production in this factory began in 1989 with the
manufacture of Nestle instant coffee and Sunrise. Today in addition to instant coffee the
factory also manufactures health beverages. The plant to manufacture MILO was also
commissioned at this factory. This factory employs 145 people and is cited as a model in
terms of environment protection for its installations to purify waste water as well as for its
provisions for recycling coffee wastes.
4. Samalakha (Haryana): This factory was set up in 1993. Located 70 kilometres from
Delhi, it manufactures weaning cereals, culinary products, health beverages and milk
products. Recently the expansion of manufacturing capacity for Milkmaid Dessert Mixes
was undertaken at this factory as this new and unique product category is viewed to have
great potential in the future.
5. Ponda (Goa): This Kit-Kat factory was set up in Goa in 1995 at a cost of Rs. 50
crores.
It represented a major step by Nestle towards becoming the Number 1 Chocolates and
Confectionery Company in India.
6. Bicholim (Goa) The construction work at this new factory is progressing with speed.
This factory will soon commence the manufacture of culinary products, which is a key
thrust area for the company and will include latest technological improvements relating to
this category of products.
7. Pantnagar (Uttarakhand): Nestle India limited is situated in sector 1 IIE Sidcul
Pantnagar Rudhrapur and is a very popular company. It deals in culinary products and
process foods.
8. Taliwhal (Una): Nestle India set up its 8th manufacturing facility at Tahliwal (Himachal
Pradesh), in 2012 .Production in this factory began in 2012 with the manufacture of Nestle
instant Maggie and Munch. This factory employs 145 people and is cited as a model in
terms of environment protection

14

15

INTRODUCTION
OF THE
PROJECT

INTRODUCTION

16

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 there in. 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
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. Some people use the term Recruitment for employment. These two are not one
and the same. Recruitment is only one of the steps in the entire employment process. Some
others use the term recruitment for selection. These are not the same either. Technically speaking,
the function of recruitment precedes the selection function and it includes only finding,
developing the sources of prospective employees and attracting them to apply for jobs in an
organization, whereas the selection is the process of finding out the most suitable candidate to
the job out of the candidates attracted (i.e., recruited).Formal definition of recruitment would
give clear cut idea about the function of recruitment.
Manufacturing Recruitment Ltd sets very high standards of professionalism, commitment and
dedication from all our staff. They continuously improve and innovate their services utilizing
technology to deliver performance and efficiency improvements. We always act with integrity
and honesty. Our services to customers are based on quality and value for money. In this way, we
develop long-term relationships with customers based on consistent delivery, mutual trust an
respect.
Hiring a professional by first understanding the exact skill set and then matching it with the
various applicants resumes and then short listing and screening the best fit out of the lot is what
is required. Understanding of all the technology is must and other determining factors like
education background certifications skills and domain type of industry work experience etc for
hiring or recruiting a right professional.

DEFINITION
17

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. Recruitment is a linking functionjoining together those with jobs to fill and those seeking jobs. It is a joining process in that it
tries to bring together job seekers and employer with a view to encourage the former to apply for
a job with the latter.
In order to attract people for the jobs, the organization must communicate the position in such a
way that job seekers respond. To be cost effective, the recruitment process should attract
qualified applicants and provide enough information for unqualified persons to self-select
themselves out thus, the recruitment process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applicants from which new employees are
selected.

SELECTION
Introduction
The size of the labour market, the image of the company, the place of posting, the nature of job,
the compensation package and a host of other factors influence the manner of aspirants are likely
to respond to the recruiting efforts of the company. Through the process of recruitment the
company tries to locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting, thus, provides a pool of applicants for selection.
Definition
To select mean to choose. 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.
PURPOSES AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes are to:

18

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.

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

Search or head hunt/head pouch people whose skills fit the companys values.

Devise methodologies for assessing psychological traits.

Search for talent globally and not just within the company.

Design entry pay that competes on quality but not on quantum.

Anticipate and find people for positions that do not exist yet.

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

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

Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals will come to know a company, and eventually decide
whether they wish to work for it. A well-planned and well-managed recruiting effort will result in
high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones.
High-quality employees cannot be selected when better candidates do not know of job openings,
are not interested in working for the company and do not apply.
The recruitment process should inform qualified individuals about employment opportunities,
create a positive image of the company, provide enough information about the jobs so that
applicants can make comparisons with their qualifications and interests, and generate enthusiasm
among the best candidates so that they will apply for the vacant positions.

19

The negative consequences of a poor recruitment process speak volumes about its role in an
organization. The failure to generate an adequate number of reasonably qualified applicants can
prove costly in several ways. It can greatly complicate the selection process and may result in
lowering of selection standards. The poor quality of selection means extra cost on training and
supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a
typical response is to raise entry-level pay scales. This can distort traditional wage and salary
relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of
a recruitment process can play a major role in determining the resources that must be expended
on other HR activities and their ultimate success.
The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organization best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about the
applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched
with the profile of candidates. The most suitable person is then picked up after eliminating the
unsuitable applicants through successive stages of selection process. How well an employee is
matched to a job is very important because it is directly affects the amount and quality of
employees work. Any mismatched in this regard can cost an organization a great deal of money,
time and trouble, especially, in terms of training and operating costs. In course of time, the
employee may find the job distasteful and leave in frustration. He may even circulate hot news
and juicy bits of negative information about the company, causing incalculable harm to the
company in the long run. Effective election, therefore, demands constant monitoring of the fit
between people the job.
The overall aim of the recruitment and selection process is to obtain the number and quality of
employees that are required in order for the business to achieve its objectives

ELIGIBILITY:
Nestle

believe that all people are entitled to equal employment opportunity and does not

discriminate against qualified employees or applicants because of race, national or ethnic origin,
gender, religious beliefs, age, marital status, sexual orientation or disability. Equal opportunity
will be extended to all persons in all aspects of employment including but not limited to
recruiting, hiring, promotion, discipline, or layoff/termination.
20

SCOPE
Covers all the vacant positions across the functions, levels & hierarchy.

Recruitment Policy & Process

To enable HR to initiate the hiring process at any point of time during the year, the respective
HOD / functional / Regional heads need to follow the below-mentioned steps
1. Fill-up a Manpower Requisition Form (MRF)
2. Get the MRF approved by the concerned approving authorities (as per the Recruitment
Approval matrix shown below), and
3. Forward the approved MRF to HR.

21

MANPOWER REQUISITION PROCESS

HOD to Identify the Business Need

( New Requirement /Back up / Replacement )

Identify the Type , Level, Number of Profiles, KRA ,Job Specification,

Deadline for Meeting the requirement in MR Form

No
Approval From
Business Head

Requisition
Cancelled

Yes

No
Approval From
Group Head

Requisition
Cancelled

Yes

HR to take action
on the
Requirement

Page 1

22

RECRUITMENT, SELECTION & REFERENCE CHECK PROCESS

FLOWCHART
Head Hunting

Screening of the Resumes

Employee Referral

Consultants /Other
Channel

Lineup of Short listed candidates

Conduct Initial Screening

Short listed

No

Rejects

Yes
Operations / Technical Round

Short listed

No

Reject

Yes
Final Round of Interview by M1
Yes
Short listed

No

Reject

Yes

HR Round & offer (By HR Rep.)

Reference Check

Yes
Positive

No
Reject

23

1.1 Recruitment Process

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of
qualified job applicants. The process comprises five interrelated stages, viz,

Planning.

Strategy development.

Searching.

Screening.

Evaluation and control.

The ideal recruitment programme is the one that attracts a relatively larger number of qualified
applicants who will survive the screening process and accept positions with the organisation,
when offered. Recruitment programmes can miss the ideal in many ways i.e. by failing to attract
an adequate applicant pool, by under/over selling the organisation or by inadequate screening
applicants before they enter the selection process. Thus, to approach the ideal, individuals
responsible for the recruitment process must know how many and what types of employees are
needed, where and how to look for the individuals with the appropriate qualifications and
interests, what inducement to use for various types of applicants groups, how to distinguish
applicants who are qualified from those who have a reasonable chance of success and how to
evaluate their work.

STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of
likely job vacancies and information about the nature of these jobs into set of objectives or
targets that specify the (1) Numbers and (2) Types of applicants to be contacted.
Numbers of contact:

24

Organization, nearly always, plan to attract more applicants than they will hire. Some of those
contacted will be uninterested, unqualified or both. Each time a recruitment Programme is
contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with
the qualified people.
Types of contacts:
It is basically concerned with the types of people to be informed about job openings. The type of
people depends on the tasks and responsibilities involved and the qualifications and experience
expected. These details are available through job description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:

When it is estimated that what types of recruitment and how many are required then one has
concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and
selection devices. (3). Geographical distribution of labour markets comprising job seekers. (4).
Sources of recruitment. (5). Sequencing the activities in the recruitment process.
Make or Buy:
Organisation must decide whether to hire le skilled employees and invest on training and
education programmes, or they can hire skilled labour and professional. Essentially, this is the
make or buy decision. Organizations, which hire skilled and professionals shall have to pay
more for these employees.
Technological Sophistication:
The second decision in strategy development relates to the methods used in recruitment and
selection. This decision is mainly influenced by the available technology. The advent of
computers has made it possible for employers to scan national and international applicant
25

qualification. Although impersonal, computers have given employers and job seekers a wider
scope of options in the initial screening stage.
Where to look:
In order to reduce the costs, organisations look in to labour markets most likely to offer the
required job seekers. Generally, companies look in to the national market for managerial and
professional employees, regional or local markets for technical employees and local markets for
the clerical and blue-collar employees.
When to look:
An effective recruiting strategy must determine when to look-decide on the timings of events
besides knowing where and how to look for job applicants.

STAGE 3: SEARCHNG:
Once a recruitment plan and strategy are worked out, the search process can begin. Search
involves two steps
A). Source activation and
B). Selling.

A). Source Activation:

Typically, sources and search methods are activated by the issuance of an employee
requisition. This means that no actual recruiting takes place until lone managers have verified
that vacancy does exist or will exist.

26

If the organisation has planned well and done a good job of developing its sources and
search methods, activation soon results in a flood of applications and/or resumes.
The application received must be screened. Those who pass have to be contacted and
invited for interview. Unsuccessful applicants must be sent letter of regret.
B). Selling:
A second issue to be addressed in the searching process concerns communications. Here,
organisation walks tightrope. On one hand, they want to do whatever they can to attract desirable
applicants. On the other hand, they must resist the temptation of overselling their virtues.
In selling the organisation, both the message and the media deserve attention. Message
refers to the employment advertisement. With regards to media, it may be stated that
effectiveness of any recruiting message depends on the media. Media are several-some have low
credibility, while others enjoy high credibility. Selection of medium or media needs to be done
with a lot of care.

STEP 4: SCREENING:
Screening of applicants can be regarded as an integral part of the recruiting process, though
many view it as the first step in the selection process. Even the definition on recruitment, we
quoted in the beginning of this chapter, excludes screening from its scope. However, we have
included screening in recruitment for valid reasons. The selection process will begin after the
applications have been scrutinized and short-listed. Hiring of professors in a university is a
typical situation. Application received in response to advertisements is screened and only eligible
applicants are called for an interview. A selection committee comprising the Vice-chancellor,
Registrar and subject experts conducts interview. Here, the recruitment process extends up to
screening the applications. The selection process commences only later.
Purpose of screening

27

The purpose of screening is to remove from the recruitment process, at an early stage, those
applicants who are visibly unqualified for the job. Effective screening can save a great deal of
time and money. Care must be exercised, however, to assure that potentially good employees are
not rejected without justification.
In screening, clear job specifications are invaluable. It is both good practice and a legal necessity
that applicants qualification is judged on the basis of their knowledge, skills, abilities and
interest required to do the job.
The techniques used to screen applicants vary depending on the candidate sources and
recruiting methods used. Interview and application blanks may be used to screen walk-ins.
Campus recruiters and agency representatives use interviews and resumes. Reference checks are
also useful in screening.

STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitment process.
The costs generally incurred are:

Salaries for recruiters.

Management and professional time spent on preparing job description, job specifications,
advertisements, agency liaison and so forth.

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

Recruitment overheads and administrative expenses.

Costs of overtime and outsourcing while the vacancies remain unfilled.

Cost of recruiting unsuitable candidates for the selection process.

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2.1 Evaluation of Recruitment Process

The recruitment has the objective of searching for and obtaining applications for job seekers in
sufficient number and quality. Keeping this objective in the mind, the evaluation might include:

Return rate of application sent out.

Number of suitable candidates for selection.

Retention and performance of the candidates selected.

Cost of the recruitment process

Time lapsed data

Comments on image projected.

Recruitment Sources:
To ensure a steady in-flow of quality candidates for all the existing vacant positions, with an aim
to select the best within a stringent recruitment deadline, HR would always focus to develop a
robust database of CVs searched from the following sources

Existing CV
database

Vacancy
Advertisement in
Newspapers

(Created & Maintained

by HR)

E-Recruitment portals
CV d/base access

Market
Intelligence
Personal Network

Head hunting

Regular Job posting

Hiring
Consultants
(Mostly for Sr. & Middle
level critical positions)

29

Lets examine these.

Internal Sources:Persons who are already working in an organization constitute the internal
sources. Retrenched employees, retired employees, dependents of deceased employees may
also constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.
External Sources:External sources lie outside an organization. Here the organization can have the
services of : (a) Employees working in other organizations; (b) Jobs aspirants registered with
employment exchanges; (c) Students from reputed educational institutions; (d) Candidates
referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by search
firms and contractors; (f) Candidates responding to the advertisements, issued by the
organization; and (g) Unsolicited applications/ walk-ins.
Merits and Demerits of Recruiting people from Within
Merits:
1) Economical: The cost of recruiting internal candidates is minimal. No expenses are incurred
on advertising.
2) Suitable: The organization can pick the right candidates having the requisite skills. The
candidate can choose a right vacancy where their talents can be fully utilized.

30

3) Reliable: The organization has the knowledge about suitability of a candidate for a position.
Known devils are better than unknown angels!
4) Satisfying: A policy of preferring people from within offers regular promotional avenues for
employees. It motivates them to work hard and earn promotions. They will work with loyalty
commitment and enthusiasm.
Demerits:
1)

Limited Choice: The organization is forced to select candidates from a limited pool. It may

have to sacrifice quality and settle down for less qualified candidates.
2)

Inbreeding: It discourages entry for talented people, available outside an organization.

Existing employees may fail to behave in innovative ways and inject necessary dynamism to
enterprise activities.
3)

Inefficiency: Promotions based on length of service rather than merit, may prove to be a

blessing for inefficient candidate. They do not work hard and prove their worth.
4)

Bone of contention: Recruitment from within may lead to infighting among employees

aspiring for limited, higher level positions in an organization. As years roll by, the race for
premium positions may end up in a bitter race.

METHODS OF RECRUITMENT
The following are the most commonly used methods of recruiting people.

INTERNAL METHODS:
1.Promotions and Transfers :

31

This is a method of filling vacancies from within through transfers and

promotions. A transfer is a lateral movement within the same grade, from one job to another. It
may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily
salary. Promotion, on the other hand, involves movement of employee from a lower level
position to a higher level position accompanied by (usually) changes in duties, responsibilities,
status and value. Organizations generally prepare badli lists or a central pool of persons from
which vacancies can be filled for manual jobs. Such persons are usually passed on to various
departments, depending on internal requirements. If a person remains on such rolls for 240 days
or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is
therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment
compensation.

2. Job Posting:
Job posting is another way of hiring people from within. In this method, the
organization publicises job opening on bulletin boards, electronic method and similar outlets.
One of the important advantages of this method is that it offers a chance to highly qualified
applicants working within the company to look for growth opportunities within the company
without looking for greener pastures outside.
3.Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is
a recommendation from a current employee regarding a job applicant.

The logic behind

employee referral is that it takes one to know one. Employees working in the organization, in
this case, are encouraged to recommend the names of their friends, working in other

32

organizations for a possible vacancy in the near future. In fact, this has become a popular way of
recruiting people in the highly competitive Information Technology industry nowadays.
Companies offer rich rewards also to employees whose recommendations are accepted after the
routine screening and examining process is over and job offers extended to the suggested
candidates. As a goodwill gestures, companies also consider the names recommended by unions
from time to time.

EXTERNAL(DIRECT)METHODS:
1.Campus Recruitment :
It is a method of recruiting by visiting and participating in college campuses and their placement
centers. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and
universities with a view to pick up job aspirants having requisite technical or professional skills.
Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of
job seekers through constant interchange of information with respective institutions.
A preliminary screening is done within the campus and the short listed students are then
subjected to the remainder of the selection process. Advantages of this method include: the
placement centre helps locate applicants and provides resumes to organizations; applicants can
be prescreened; applicants will not have to be lured away from a current job and lower salary
expectations. On the negative front, campus recruiting means hiring people with little or no
work experience.
The organizations will have to offer some kind of training to the applicants, almost immediately
after hiring. It demands careful advance planning, looking into the placement weeks of various
institutions in different parts of the country. Further, campus recruiting can be costly for

33

organizations situated in another city (airfare, boarding and lodging expenses of recruiters, site
visit of applicants if allowed, etc.).
If campus recruitment is used, steps should be taken by human resource department to ensure
that recruiters are knowledgeable concerning the jobs that are to be filled and the organizations
and understand and employ effective interviewing skills.
Guidelines for campus recruiting: companies using college campuses as recruitment source
should consider the following guidelines:

Identify the potential candidates early: The earlier that candidate with top potential
can be identified, the more likely the organization will be in a position to attract
them.

Employ various means to attract candidates: These may include providing research
grants;

consulting

opportunities

to

faculty

members,

funding

university

infrastructural requirements, internships to students, etc. in the long run these will
enhance the prestige of the company in the eyes of potential job seekers.

Use effective recruitment material: Attractive brochures, films, computer diskettes,

followed by enthusiastic and effective presentations by company officials,
correspondence with placement offices in respective campus in a friendly way will
help in booting the company image in the eyes of the applicants. The company must
provide detailed information about the characteristics of entry level positions,
especially those that have had a major positive impact on prior applicants decisions
to join the company.

Offer training to campus interviews: Its better to devote more time and resources to
train on campus interviewers to answer specific job related questions of applicants.

34

Come out with a competitive offer: Keep the key job attributes that influence the
decisions of applicants such as promotional avenues, challenging assignments, long
term income potential, etc., while talking to candidates.

INDIRECT METHODS:1. Advertisements:These include advertisements in newspapers; trade, professional and technical journals;
radio and television; etc. in recent times, this medium has become just as colorful, lively and
imaginative as consumer advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc. this method is
appropriate when (a) the organization intends to reach a large target group and (b) the
organizations wants a fairly good number of talented people who are geographically spread
out. To apply for advertised vacancies lets briefly examine the wide variety of alternatives
available to a company - as far as ads are concerned:

Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has
flexibility in terms of information and can conveniently target a specific geographic
location. On the negative side, newspaper ads tend to attract only those who are actively
seeking employment at that point of time, while some of the best candidates who are well
paid and challenged by their current jobs may not be aware of such openings. As a result,
the company may be bombarded with applications from a large number of candidates
who are marginally qualified for the job adding to its administrative burden. To
maintain secrecy for various reasons (avoiding the rush, sending signals to competitors,
cutting down expenses involved in responding to any individual who applies, etc.), large

35

companies with a national reputation may also go in for blind-box ads in newspapers,
especially for filling lower level positions. In a blind-box ad there is no identification of
the advertising organization. Job aspirants are asked to respond to a post office box
number or to an employment firm that is acting as an agent between the job seekers and
the organization.

Television and radio ads: These ads are more likely to each individual who are not
actively seeking employment; they are more likely to stand out distinctly, they help the
organization to target the audience more selectively and they offer considerable scope for
designing ads creatively. However, these ads are expensive. Also, because the television
or radio is simply seen or heard, potential candidates may have a tough time
remembering the details, making application difficult.

THIRD PARTY METHODS:1. Employment Exchanges:As a statutory requirement, companies are also expected to notify (wherever
the Employment Exchanges Act, 1959, applies) their vacancies through the respective
Employment Exchanges, created all over India for helping unemployed youth, displaced persons,
ex-military personnel, physically handicapped, etc. AS per the Act all employers are supposed to
notify the vacancies arising in their establishments form time to time with certain exemptions
to the prescribed employment exchanges before they are filled.

The Act covers all

establishments in public sector and nonagricultural establishments employing 25 or more

workers in the private sector.

However, in view of the practical difficulties involved in

implementing the provisions of the Act (such as filing a quarterly return in respect of their staff

36

strength, vacancies and shortages, returns showing occupational distribution of their employees,
etc.) many organizations have successfully fought court battles when they were asked to pick up
candidates from among those sponsored by the employment exchange
2. Gate Hiring and ContractorGate hiring (where job seekers, generally blue collar
employees, present themselves at the factory gate and offer their services on a daily basis), hiring
through contractors, recruiting through word-of-mouth publicity are still in use despite the
many possibilities for their misuse in the small scale sector in India.
3 Unsolicited Applicants / Walk-ins:Companies generally receive unsolicited applications from job seekers at various points of time;
the number of such applications depends on economic conditions, the image of the company and
the job seekers perception of the types of jobs that might be available etc. Such applications are
generally kept in a data bank and whenever a suitable vacancy arises, the company would
intimate the candidates to apply through a formal channel. One important problem with this
method is that job seekers generally apply to number of organizations and when they are actually
required by the organizations, either they are already employed in other organizations or are not
simply interested in the position.
5. Alternatives to Recruitment:Since recruitment and selection costs are high (search process,
interviewing agency fee, etc.) firms these days are trying to look at alternatives to recruitment
especially when market demand for firms products and services is sluggish. Moreover, once
employees are placed on the payroll, it may be extremely difficult to remove them if their
performance is marginal. Some of the options in this regard may be listed thus:

37

COMPLETE RECRUITMENT & SELECTION CYCLE

Phase I: Pre-Selection

Functional

MRF

&

Head

Approving
Authority

Approval

Search
Job Description
&
Candidate Profile
(Education, competencies,
Attitude etc)

HR

CV Sources
Internal CV database
Hiring Consultants
e-Recruitment portals
Internal Reference
Personal Networks

CV Bank

Phase II: Selection

Initial HR
Screening
Short-listed CVs
Called for Personal
Interviews
(Local candidates)

CVs not short-listed go to

CV Database
(For Future use)

Short-listed CVs
Tel. Interviews

HR co-ordinates to organize the interviews

Preliminary Interviews
(As per the Selection approving Matrix)

Short-listed candidates
Final Interview
(As per the Selection Approving Matrix)
38

De-briefing & final decision

(Interviewers discuss amongst themselves & with HR
to take a final selection decision)

Phase III: Post-Selection

Salary proposal

(HR to prepare it keeping in mind the

Internal Equity)

HR does Salary Negotiation & Extends the offer

HR closes it & sends

out the offer letter

Offer Accepted

Offer NOT Accepted

HR works out the modified offer,

if possible within the band, and
tries to pursue & seals the offer

HR informs the concerned Functional Heads & the

Regional Heads about the probable DOJ
HR does the necessary Reference checks (wherever applicable)
& gets the details documented in specified format

New hire joins

39

Phase IV: Post-joining

HR creates Empl. I.d & sends out the the Welcome Note

HR would handle the Joining formalities &

1.
2.
3.
4.
5.
6.
7.

8.

The new hire should submit the following docs on DOJ itself

Signed & Accepted copy of the offer letter

Photocopy of all the educational/professional certificates
Date of Birth proof (SSC Admit card / Passport / Driving License etc)
6 passport size photographs
Medical Fitness Certificate (in specified format) signed by a Medical
Practitioner registered under IMA.
Accepted Resignation Letter /Relieving letter, clearly mentioning the date of
Separation in it, from the last employer
Monthly Pay-slip / Salary Certificate showing the salary details of the last
employment.

Induction & New Hire Orientation

Plan the Induction with the Functional leaders, prior to the DOJ & communicate to all the concerned
persons accordingly
II.
Make sure that the following forms are filled up and sent to HR on DOJ itself
Personal Data Form
All the statutory forms, like PF & Gratuity declaration, Nomination
Hand him over the Induction Manual
Take the new hires through the office to all the departments, Introduce them to other Functional leaders,
peers, colleagues
Finally, Introduce the new hires to the respective Reporting Managers, to start the functional orientations
VI.
HR receives the Induction feedback from both the trainer as well as from the new hires & keeps a track of
learning & performances of the new hires.

RECRUITMENT

We receive the requirement from the required department first. It is issued by the dept head to
HR dept.
40

Human Resource Requisition Form (HRRF)

Position:
Reporting to:
Department:
Experience Level:
When the position is to be recruited:
Job Requirements:

Signature of the Department:

Approved By:

(Or)
Human Resource Requisition Form (HRRF)
Dept:
Position:
Reporting to:
Job Profile/description:
Job Requirements Qualification, Experience, Recruiting date/Onboard Time/Time lines/
Deadlines.

Signature of the Department:

Approved By:

41

Chapter 3
RESEARCH
METHODOLOGY

ABOUT THE STUDY

42

RESEARCH OBJECTIVES
Synopsis:
Main objective of this project is to find out the recruitment and selection process , how the
candidates are recruited ,on what basis is the selection process depends and what are the skill set
required to do particular job i.e. getting the Right person for the Right job at the Right time.
Any organization attempts to select the applicant whose qualification is most closely related to
those required for successful performance of the major duties and responsibilities of the position.

Finding out the methodology used in the recruitment & selection process i.e.
Assessment of clients needs, advertisements, executive search etc.

And also finding out the internal recruitment process i.e. The existing employees within
the organization are selected rather than employing some one from outside because
existing employees have greater opportunity to advance their careers in the organization.

Finding out the examination pattern for first level of screening the candidates & to what
Standards of paper is set.

RESEARCH METHODOLOGY

43

RESEARCH DESIGN
The research design used for the study of recruitment procedure is descriptive in nature.

AREA OF STUDY
This is done with the primary objective of ascertaining the recruitment and selection process in
NESTLE Limited INDIA THALIWAL.

SAMPLING
The sample includes all the HR recruiters of Nestle Limited Thaliwal.
The respondents are basically HR recruiters for whom a questionnaire has been prepared.
Sample size is 50.
The sampling technique that has been used is simple and random basis.

METHOD OF ANALYSIS
Statistical tools like charts, graphs and tables were used to represent and interpret the data.

DATA COLLECTION METHODS

Data collection is a process of obtaining valuable and reliable information for the purpose of
research.
The data was collected mainly by the following methods:

1. PRIMARY DATA

44

a. Questionnaire:
Questionnaire method is one of the common methods where a questionnaire is
submitted across people and they are asked to fill it with his /her opinions .The questionnaire
consists of both open ended and closed type of questions. Questionnaire has been prepared which
has got filled up by the HR recruiters of company this has followed by short interview by HR
manager is taken to gather additional information.
b. Interviews:
Interviews were conducted to collect the opinions of the senior managers
regarding the recruitment process. A short interview is taken with HR manager to gather
information.
2. SECONDARY DATA
Availability of secondary data in the form of journals, manuals and books on recruitment were
used as secondary data.

NEED FOR STUDY

45

Every organization requires certain number of people to fulfill the purpose of its existence. In the
present day scenario, the organizations having competent employees can only survive. In order to
have efficient people, utmost care should be taken in the recruitment process.

Jobs play an important role in every organization .Human resources are responsible and
accountable for the work assigned to them. With so many new companies coming up, HR
department plays an important in every firm.

Recruitment itself is quite a tricky and complicated process .A good planning should be made so
that it attracts right kind of persons from which the best can be selected .proper recruitment can
be done only through efficient and skilled managers.
If the management is not good enough with regard to recruitment process, then it cannot be a
successful company.

LIMITATIONS OF STUDY
1. Project duration is limited to 45 days only.
46

2. Some of the respondents could not spare much time to answer the questionnaire because
of lack of their valuable time.
3. Complete information has not revealed by the companies for administrative reasons.

47

Chapter 4
DATA ANALYSIS
&
INTERPRETATION

DATA ANALYSIS

48

1. According to you, which quality of a person should be given more importance while
recruiting? ( )
1) Technical knowledge
2) Communication skills
3) Experience
4) All the above

Interpretation:
The data reveals that the companies within the sample size are looking for the candidates
whose are technically strong with communication skills and having an experience are mostly
preferable.

2. Why recruitment is needed in your company? ( )

1) Turnover of employees
2) Retirement
3) New projects
4) Other reasons

49

Interpretation:
According to the analysis of obtained data, recruitment is need in the company because of
new projects and also due to turnover of employees (attrition of employees).

3. How often recruitment is being done in your company?

1) Regularly
2) Monthly
3) Yearly

50

Interpretation:
The data reveals that most of the private sectors companies does the recruiting process
regularly based on the requirement of the company and in public sectors it is yearly and very
few companies does in monthly.

4. What type of recruiting process do you follow usually? ( )

1) Campus recruiting
2) Advertising.
3) Walk in interviews
4) Take help of consultancies

Interpretation:
According to the obtained data Nestle Company Thaliwal recruit the candidates through walk in
interviews and take help of consultancies .They prefer campus interviews only when there is
need of freshers.

51

5. How many people being selected out of those interviewed? ( )

1).Depends on companys requirement
2).Depends on candidates abilities
3).Depends on interviewer

Interpretation:
According to the data collected the selection of the candidates depends on the Company
requirement and the abilities that they have.

6. Do you prefer freshers? ( )

If yes why? --------------------------------------------------If No why? ----------------------------------------------------

Interpretation:
The study says that A growing firm always needs a blend of both experienced and freshers.
Nestle Thaliwal Factory was established in 2012 ,so they recruit both experienced as well as
fresher it depend on requirement of the company.

52

7. How many rounds involved in screening out the candidates? ( )

1) 2
2) 3
3) More than 3
Interpretation:
Its all depends on the requirement of company that recruiting either happening for blue collar
employees or white collar employees.
8. Is written test compulsory for screening the candidates?
1) Yes
2) No

Interpretation:
80% of the recruiters say that written test is compulsory and remaining 20% say no.

9. To what standard the paper is set? ( )

1) Low-level
2) Average
3) High level
53

Interpretation:
This companies set the written test paper at average level to select a candidate, very few set at
low and high levels.

10. Will interviewer prepare before interviewing the candidates? ( )

1) Yes

2) no

Interpretation:
It depends on the interviewer.

11. What interview techniques do you prefer? ( )

1) Single man interview
2) Panel interview

54

Interpretation:

The study reveals that company takes the interview in panel at least two rather than single.
12. Are you satisfied with your recruitment policy? ( )
1) Yes

2) No

Interpretation:
Almost company is satisfied with their recruiting policy which they follow.

55

Chapter: 5

SUMMARY
&
CONCLUSION
SUMMARY & CONCLUSION
Summary:

56

The ideal recruitment effort will attract a large number of qualified applicants who will take the
job if it is offered. It should also provide information so that unqualified applicants can self
selected them out of the job candidacy; i.e .a good recruiting program should attract the qualified
and not unqualified candidates. If the right person is selected, he is valuable asset to the
organization and if faulty selection is made the employee will become a liability to the
organization .
Therefore, it deserves great care and concern to formulate and implement recruitment strategies
and sourcing process, with a foresight towards higher organizational achievement.
The sole purpose of the project was to study the sourcing process vis--vis to entry level
openings and to recommend changes in current process to make sourcing more cost
effectiveness.

Conclusion:
1. The company follows a standard policy to recruit employees
2. The existing recruitment policy is adequate to recruit various types of personnel but modern
methods of recruitment and selection should be adopted to be more effective.
3. The present recruitment policy is flexible enough as it has undergone several changes from
time to time to suit the requirements of the management.
4. In the companies, both internal & external sources of recruitment are used.

FINDINGS
1. Recruitment in manufacturing sector is continuous process.
57

2. Almost every Production company depends on outsourcing for recruiting candidates.

3. Technical and field knowledge is must, without which candidate is rejected.
4. The entire process for recruiting a professional takes 20 to 40 days.
5. Production companies recruit freshers as internship for some period of time of about 2-3
months.

58

BIBLOGRAPHY

59

BIBLIOGRAPHY

Personnel & Human Resource Management

K.Ashwathapa ,Human Resource and Personnel Management

www.CiteHR.com

www.final-yearproject.com

www.google.com

by P. Subba Rao

60

ANNEXURE
QUESTIONNAIRE:
A).According to you, which quality of a person should be given more importance
while recruiting? ( )
1) Technical knowledge
2) Communication skills
3) Experience
4) All the above

B) Why recruitment is needed in your company?( )

1) Turnover of employees
2) Retirement
3) New projects
4) Other reasons

C). How often recruitment is being done in your company ?

1) Regularly
2) Monthly
3)Yearly

D). What type of recruiting process do you follow usually ?( )

61

1) Campus recruiting
2) Walk in interviews
3) Advertising
4) Take help of consultancies
E). How many people being selected out of those interviewed?( )
1).Depends on companies requirement
2).Depends on candidates abilities
3).Depends on interviewer

F). Do you prefer freshers? ( )

If yes why? --------------------------------------------------If No why? ----------------------------------------------------

G). How many rounds involved in screening out the candidates?( )

1) 2
2) 3
3) more than 3

H). Is written test compulsory for screening the candidates?

1) Yes
2) No

I). To what standard the paper is set?( )

62

1) Low-level
2) Average
3) High level

J). Will interviewer prepare before interviewing the candidates?( )

1) Yes

2) no

K). What interview techniques do you prefer? ( )

1) Single man interview
2) Panel interview

L). Are you satisfied with your recruitment policy? ( )

1) Yes

2) No

63