A study on “Efficacy of recruitment process”

with special reference to Engineering Plastic

Business (EPB), SRF Limited.

A Project Report submitted in partial fulfilment of the

requirements for the degree of MASTER OF BUSINESS
ADMINISTRATION

MBM-531

Department of Management

Faculty of Social Sciences

DAYALBAGH EDUCATIONAL INSTITUTE

2017

Submitted To: Submitted By:

Prof. Akshay Kumar Satsangi Ritu Rana
MBA (Regular)
157646

1
 CERTIFICATE

This is to certify that RITU RANA has satisfactorily completed the project work on “A study on
“Efficacy of recruitment process” with special reference to Engineering Plastic Business (EPB), SRF
Limited“ under my guidance for the partial fulfillment of MBA (Semester-IV)submitted to Dayalbagh
Educational Institute, Faculty of Social Science, Dept. of Management, Agra during the academic year
2015-2017.

Place: Agra Prof. Akshay Kumar Satsangi

Date: 21/04/2017 ( professor)
(Project Mentor)

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 DECLARATION

I hereby declare that this Project Report entitled “A study on “Efficacy of recruitment process” with
special reference to Engineering Plastic Business (EPB), SRF Limited” is a bonafide work done by me
for the award of degree of Master of Business Administration submitted to Dayalbagh Educational
Institute Agra. The results embodied in this thesis have not been submitted to any other University or
Institution for the award of any Degree/Diploma Certificate or Published any time before.

Place: Agra (Signature of the Student)

Date: 20 / 04 / 2017 Name: Ritu Rana

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 ACKNOWLEDGEMENT

I would like to thank my Project Mentor Prof. Akshay Kumar Satsangi

who was always there to help and guide me when I needed help. Their perceptive criticism kept me
working to make this project more full proof. I am thankful to her for encouraging and valuable
support. Working under them was an extremely knowledgeable and enriching experience for me. I
am very thankful to her for all the value addition and enhancement done to me.

I am grateful to my friends for their continuous support right from the beginning of my project to the
submission of this report.

Ritu Rana
Roll. No: 157646

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 TABLE OF CONTENT
TOPIC PAGE NUMBER
CHAPTER
NUMBER
1 INTRODUCTION 6

2 REVIEW OF LITERATURE 11

3 RESEARCH METHODOLOGY 13

4 RESEARCH & SELECTION PROCESS 15

AT SRF

5 DATA ANALYSIS & FINDINGS 36

6 CONCLUSION AND FINDINGS 51

7 BIBLIOGRAPHY 55

8 APPENDICES 56

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 CHAPTER 1
INTRODUCTION

Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection

and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the

jobs, from among whom the right people can be selected. A formal definition states, “It is the process of

finding and attracting capable applicants for the employment. The process begins when new recruits are

sought and ends when their applicants are submitted. The result is a pool of applicants from which new

employees are selected”. In this, the available vacancies are given wide publicity and suitable candidates are

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

empirical paper gives clear idea on the recruitment effectiveness in GVT.

Effectiveness of Recruitment & Selection Process:

 Time to Fill

Time to fill is one of the most common recruitment statistics companies monitor to determine the

effectiveness of their recruiting process. This metric can be tracked in various ways such as time from

search kickoff to accepted offer or hours spent on each requisition. Time to fill is great for uncovering

inefficiencies and delays in the interview process.

 Quality of Hire

Identifying talent quickly (time to fill) is just one piece of the puzzle. Assessing quality of hire is equally

(if not more) important when determining the success of your recruitment process. However, this

metric can be tricky to measure as it is largely based on subjective feedback. Use a survey to measure

hiring manager satisfaction or look at the retention rates of your new hires over time to get a glimpse

into quality of hire.

 Source of Hire

Source of hire is a great metric to help you determine what resources provide the highest ROI and

deserve your dollar. Where are your top performers coming from? How did they learn about your

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 employment opportunities? Knowing where to source and post your jobs will help you accurately

target the right audiences quicker.

 Cost per Hire

Measuring cost per hire can help you assess the financial investment your company is making to

attract and hire new talent. There are different methods used to calculate cost per hire. Choose the

one that best fits your current process and business goals.

 Applicant Satisfaction

When assessing recruitment, we often only think of how our business is impacted directly. What

about the new hire? How was her experience from resume submission to signed offer letter?

Administering a survey for new hires geared toward applicant satisfaction will provide invaluable

insight into candidate experience and help you make adjustments. Administer the survey within the

new hire’s first 30 days while her experience is still fresh in mind.

Recruitment is an essential part of any organization. Ensuring you have an efficient, cost-effective, and

rewarding experience for all involved is important. When you measure recruitment on a consistent basis and

focus on continuous improvement based on those results, you’ll see better hires, less time and money spent,

and a well-oiled recruiting machine overall.

Industry:

Background-

The company was established in 1970, as Shri Ram Fibers Limited, by DCM Limited as a wholly owned
subsidiary. Its initial focus was on the manufacture of nylon cord fibers for tires. Its first manufacturing plant
was set up in Manali, near Chennai, in 1973. Over the years, the company diversified its product offerings into
technical textiles, engineering plastics, chemicals and packaging films. In 1990, it changed its name to SRF
Limited.

In 1986, the company set up a joint venture with Denso, SRF Nippondenso, for the manufacture of
automotive components. This was later spun off as a separate company in 1993. Another subsidiary, SRF
Finance, started in 1986, was sold to GE Capital in 1997. SRF also had a health-care division which
manufactured plastic optical lenses, which was spun off as a separate company in 1997.

SRF Limited was listed in the 2011 Asia's Best under a Billion list by Forbes magazine.

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Snapshot

Type Public company

Traded as BSE: 503806

NSE: SRF

Founded 1970

Headquarters Gurgaon, India

Key people Arun Bharat Ram, Chairman

Products Technical Textiles

Engineering Plastics
Fibers
Chemicals
Packaging films

Revenue ₹29.86 billion (US$440 million)

Operating income ₹6.77 billion (US$100 million)

Net income ₹4.83 billion (US$72 million)

Website www.srf.com

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 Business Background - Engineering Plastics Business

Pioneer in engineering plastic compounds in India, SRF is uniquely positioned as a solutions provider for a
variety of applications.

The company manufactures a wide range of engineering plastic products for the automotive & electrical
Industry, SRF also caters to various other user segments such as power tools, engineering products, furniture,
tubing’s, cable sheathings etc.

Equipped with modern facilities, the company proactively collaborates with mould designers, moulders, and
OEMs’ to develop new products to meet their emerging requirements.

Benefits of Engineering Plastics:

 Weight reduction
 Cost reduction
 Electrical insulation
 Flame retardancy
 Increase in productivity
 Hydrolysis resistance
 Corrosion resistance
 High mechanical strength
 Numerous colors can be achieved

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NEED OF THE STUDY

Recruiting and retaining employees in the industry is a critical issue. Smart, ambitious, and highly motivated
employees are difficult to keep. Attracting and retaining these people is a challenge. Qualified personnel have
to be compensated well and require work that develops their skills and matches their personal interests. Since
technical employees require challenging and rewarding work, a slightly different plan must be employed to
successfully recruit and retain these workers. Some key factors that aid the recruiting of outstanding technical
people are salary, benefits, the organization’s reputation, and rewarding work.

The purpose of recruiting is to ensure a sufficient pool of applicants from which the most qualified individual
may be selected. Successful recruiting can minimize the employee turnover rate absenteeism, lower
productivity.

SCOPE OF THE STUDY

1. The scope of the study is to known vital problem faced in recruitment and selection, which is the basic
function in Human Resource Development.

2. This study particularly focuses on Engineering Plastic Business, SRF Limited.

3. To study provide a broad idea on systematic recruitment process.

OBJECTIVES OF THE STUDY:

1. To study the sources of acquiring talent pool for Recruitment in multicultural environment.
2. To study the effectiveness of time management in the Recruitment process as the team is in virtual in
nature.
3. To study the relationship between the candidates and the Recruitment team.
4. To suggest the Recruitment team based on the findings for the improvement in the recruitment process

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 CHAPTER 2

REVIEW OF LITERATURE
Nandini Sudheer in her research paper “Effectiveness of Recruitment and Selection at L & T InfoTech”
entitled that the company’s main sources of recruitment are online job portals like naukri and monster. They
also have an effective internal source of recruitment, the employee referral, where rewards are given to the
employees for referring the potential candidates thereby helping the company to get good resources. This is a
motivation factor for the employees as well. L&T Infotech has a very effective department of human resource
handling all the processes of recruitment and selection and filling in the requirement of the organization at the
right time. There have been changes in the recruitment and selection process over the years in the
organization because of technology advancement. Certain things can be noted to make the process even
better, examples of which are keeping track of and giving importance to factors like performance of newly
joined recruits after 6 months, number of conditional offers declined etc. These intricate data will give an in-
depth idea of whether L & T Infotech have selected the appropriate candidates. Recruitment and selection
has various challenges like budget constraints, lack of talent availability which needs to be tackled in a
systematic way. The company should keep itself abreast with the industry standards and the competitors’
stand on different affairs and position them accordingly in the minds of the potential candidates. This would
help the company in being perceived as a good employer to work for and give the people associated with the
company a secure feeling which will in turn create loyal employees.

Neeraj Kumari in her paper “A Study of the Recruitment and Selection process: SMC in the year 2012”
entitled that better recruitment and selection strategies result in improved organizational outcomes. With
reference to her context, the research paper entitled Recruitment and Selection has been prepared to put a
light on Recruitment and Selection process. The main objective is to identify general practices that
organizations use to recruit and select employees and, to determine how the recruitment and selection
practices affect organizational outcomes at SMC Global Securities Ltd. The research methodology applied is
the exploratory. The data was collected through well structured questionnaires. The source of data was both
primary and secondary. Sample size was 30. Data analysis has been done with the help of SPSS software. The
company considered portals as the most important medium of hiring employees.
The employees working in the company consider the employee references are one of the most reliable source
of hiring the new employees. Company always takes in consideration the cost-benefit ratio.

Aishwarya M in her paper “A STUDY ON EFFECTIVENESS OF RECRUITMENT PROCESS IN HCL TECHNOLOGIES-

BPO CHENNAI” entitled that The concept of outsourcing has evolved in early eighties. The companies began
with delegating their non core functions to the external organizations that were specialized in providing a
particular service, function or product. In outsourcing, the external organization would take on the
management of the outsourced function. The outsourcers are mainly companies from US and UK, they
outsource the functions within administrative support, inbound call centre services, technical support,
document processing, financial and accounting services, intellectual property research and documentation,
supply chain management, legal services , regulatory compliance documentation, medical transcription,
payroll processing services ,sales and marketing , publishing, research and analysis, security, infrastructure
facilities management, human resource management and training. Most organizations are opting to outsource
because outsourcing enables organizations to access intellectual capital, focus on core competencies, shorten
the delivery cycle time and reduce costs significantly. Various countries have become apopular destination for
outsourcing.India has its own advantage which hasmade it as a natural destination foroutsourcing Apart from
labor skills; India is rapidly developing its infrastructure to support highly skilled labors. The industry has been

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growing rapidly but apart from this recruiting and retaining the employees in BPO sector has become a
difficult task.
Mavis Adu-Darkoh in his paper “EMPLOYEE RECRUITMENT AND SELECTION PRACTICES IN THE
CONSTRUCTION INDUSTRY IN ASHANTI REGION” entitled that Recruitment and selection, as a human
resource management function, is one of the activities that impact most critically on the performance of an
organization in terms of achieving its ultimate goal (Costello, 2006).The purpose of this study is to identify
employee recruitment and selection practices in the construction industry within the Ashanti region. The
study focused particularly on identifying existing recruitment and selection methods adopted by construction
companies, identifying challenges encountered and making some conclusion and recommendations based on
my findings. The study also reviewed literature on recruitment and selection. An entire list of sixty-two (62)
contractors obtained from Ashanti Region branch of Association of Building and Civil Engineering Contractors
of Ghana (ABCECG, 2014) was used for the study. Questionnaires comprising of both closed and open-ended
multi-choice type of questions were used to ascertain respondents‟ views on peculiar issues pertaining to
employee recruitment and selection practices. The data obtained from the survey were then analyzed with
the use of SPSS. The findings of the study revealed that out of the 16 identified recruitment and selection
methods, the most frequently used medium of employee selection, in the order of highly recognized method
includes newspaper advert, in-house (internal recruitment), labour office, employee referrals, radio advert
and lastly internet recruitment. In-house recruitment, Initial job offers, internet recruitment, newspaper
advert and radio advert are five (5) key quantifiable recruitment and selection methods, which influence
construction workers‟ performance. A number of challenges were identified as barriers hindering effective
recruitment and selection of workers, which includes: poor human resource (HR) planning, ineffective job
analysis, competency level on the part of employee, cost of recruitment and selection of employees, lack of
human resource department and poor working conditions of workers. It was recommended that before
recruitment and selection all job profiles reflect the real requirements of the job.

Margaret A. Richardson in her paper “RECRUITMENT STRATEGIES MANAGING/EFFECTING THE

RECRUITMENT PROCESS” entitled
that Recruitment, as a human resource management function, is one of the activities that impact most
critically on the performance of an organisation. While it is understood and accepted that poor recruitment
decisions continue to affect organisational performance and limit goal achievement, it is taking a long time for
public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In
some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia. This paper
discusses some of the strategies that organisations can and do employ to ensure the existence of the best
possible pool of qualified applicants from which they can fill vacancies as and when required. It will identify
the advantages of each of the strategies, highlight the drawbacks of its use and offer suggestions for ensuring
its utility.

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 CHAPTER 3

RESEARCH METHODOLOGY
Introduction
Research methodology is a way to systematically solve the research problem. In it we study the various steps
that are generally adopted by a researcher in studying his research problem along with logic behind them.

This study focuses on research methodology that was used in the study. It provides a detailed description of
the research approach adopted in this study. Research design, target population, research instruments, data
collection and analysis methods used were presented in the subsequent sections.

RESEARCH METHODOLOGY

There are 3 types, they are:

1. Explorative

2. Descriptive

3. Experimental

Descriptive methodology will be used in the present study.

A. DATA COLLECTION

For the purpose of completion of objectives, the data would be collected through primary as well as secondary
information’s.

a) Primary Data:

The Primary data would be collected from the respondents by administering a structured questionnaire
and also through observations, interviews & discussion with Management team

b) Secondary Data:

Apart from Primary data, the secondary data would be collected through Text books, records of
Engineering Plastic Business(EPB), SRF Limited, Journals from Library, Academic Reports, and Internet ,
used for this study.

B. SAMPLE SIZE:

For the purpose of the completion of the study, sample size of 20 would be taken to answer the
questionnaire, and employees EPB would be asked to respond. The responses will be collected through
questionnaire and personal interview.

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 B. TOOLS TO BE USED IN THE ANALYSIS

a) Presentation Tools

 Bar graphs: Bar graphs will be used to compare data among categories.
 Pie charts: Pie charts will be used to show percentage or proportional data and usually the
 percentage represented by each category is provided next to the corresponding slice of pie.
 Tables: A table is an arrangement of data in rows and columns. Tables will be widely used in
 data analysis.

b) Statistical Tools.
 Percentage analysis: The percentage method is used for comparing certain feature. The collected
data will be represented in the form of tables and graphs in order to give effective visualization of
comparison made.
.

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 CHAPTER 4
RESEARCH & SELECTION PROCESS AT SRF

Introduction:

The project discusses “HR Practices in SRF”. HR helps the Organization to manage its human assets more

strategically so that it can attain higher levels of performance and greater profitability. The HR manager assists

employees in finding ways to increase productivity and to reinforce the organization's core competencies by

teaching skills that contribute to organizational growth. Additionally, HR works to develop an environment

that encourages affiliation, responsibility and commitment.

Human Resource management functions:

 Analyses jobs and skills needed in the organization.

 Assesses, develops and implements policies, procedures and systems.

 Recruits and selects workers

 Appraises performance.

 Rewards workers through the implementation of compensation systems.

 Designs and delivers training, development and educational programs for

employees to provide the organization with the skilled resources it needs.

RECRUITMENT AND SELECTION

“The art of choosing men is not nearly as difficult as the art of enabling those one has chosen to attain their
full worth”.

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Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most
organizations have a continuing need to recruit new employees to replace those who leave or are promoted in
order to acquire new skills and promote organizational growth.

Recruitment follows HR planning and goes hand in hand with selection process by which organizations
evaluate the suitability of candidates. With successful recruiting to create a sizeable pool of candidates, even
the most accurate selection system is of little use

Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The next step is
careful examination of the job and enumeration of skills, abilities and experience needed to perform the job
successfully. Other steps follow:

 Creating an applicant pool using internal or external methods

 Evaluate candidates via selection
 Convince the candidate
 And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and appointing personnel on the
permanent rolls of an organization.

Authorization:

S.NO. Authorized Signatory

1 Head- Human resource
2 Managing director

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the Head-human Resources and
the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the candidate joins the organization.

RECRUITMENT PLANNING

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Recruitment planning on the basis of budget

1) The manpower planning process for the year would commence with the company’s budgeting activity.
The respective Functional heads would submit the manpower requirements of their respective
functions/ departments to the board of Directors as part of the annual business plan after detailed
discussion with the head of human Resource Function along with detailed notes in support of the
projected numbers assumptions regarding the direct and indirect salary costs for each position.
2) A copy of the duly approved manpower plan would be forwarded by the HR department for their
further actions during the course of the year. The annual budget would specify the manpower
requirement of the entire organization, at different levels, in various functions/departments, at
different geographical locations and the timing of the individual requirements. It would also specify
the requirement budget, which is the cost allotted towards the recruitment of the budgeted staff and
the replacement of the existing employees. The manpower plan would also clearly indicate the exact
time at which the incumbent should be on board in such a way that the Regional HR has adequate
notice for the time lapses involved in sourcing any other activities.
3) The Regional HR’s would undertake the planning activity and necessary preparations in advance of the
anticipated requirements, as monthly and quarterly activities on the basis of the approved budget,
estimated separations and replacements therefore.
4) The vacancies sought to be filled or being filled shall always be within the approved annual manpower
budget and no recruitment process shall be initiated without the formal concurrence of the Head of
the Regional HR under any circumstance. Head of the Regional HR shall also have the responsibility to
monitor the appointments being considered at any point of time with specific respect to the duly
approved manpower budgets.

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 Review of Manpower Plans and Additional Manpower

Review of manpower budgets shall take place on a quarterly basis. In the event of any new position or any
deviations to the original plans, details of the positions maybe forwarded to the VP-HR along with the
adequate supporting information. The recommendations would normally require a formal approval of the
Managing Director. Alternately, VP-HR may record the summary of his discussion with the Managing Director
and the MD’s approval on the recommendations, to signify the final decision taken regarding the
recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right candidate. Depending on the nature of
the position/grade, volumes of recruitment and any other relevant factors, the Regional HR would use any one
multiple sources such as:

a. Existing database (active application data bank);

b. Employee referral as per any company scheme that may be approved from time to time;
c. Advertisement in the internet/newspapers/magazines/company’s sites/job sites or any other media;
d. Placement Agencies (particularly for positions of Managers and above);
e. Headhunting firms particularly for senior positions, specialist positions and critical positions;
f. Direct recruitment from campuses/academic institutes;
g. Job websites and any other appropriate sources.

The norms for using any of the sources are not water tight. Number of positions, criticality of positions and the
urgency of the positions, confidentiality requirements, relative efficacy and cost considerations would play a
role in the choice of the appropriate sourcing mechanism.

a) ADVERTISEMENTS

1) All recruitment advertisements (in any form and any medium) shall always conform to the KLI
compliance norms and would not be released by any department or branch without the approval of
the VP-HR. depending on the specifics of each position for which recruitment advertisements are to
be released, Regional HR may obtain assistance from the company’s marketing department and/or

18
 any external advertising agencies for the preparation of the contents. Key features of the positions as
notified by the Functional Heads would normally form a part of the advertisement text.
2) The media for releasing advertisement would depend on the level of the position being considered
and the urgency of the requirements.
3) The advertisement mode that could be broadly specified as newspapers (local or mainline depending
on requirements), internet sites and business magazines.

b) Placement Agencies/Headhunting Agencies

Depending upon the vacancies, fresher fitting different description listed above may be recruited
from time to time, from academic institutes of appropriate standards/reputation/grade, in the
requisite numbers and at the compensation/stipend amounts to be formally approved of the VP-HR.
Plans for such recruitment need specific special approval of VP-HR. norms regarding the identification
of the appropriate institutes, constitution of the selection panels, timings of the recruitment, number
of candidates to be recruited into different positions, choice of the appropriate selection process and
the tools thereof shall be decided by the Head of the Regional HR in consultation with the VP-HR,
depending on the specific features of the position.

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c) Screening the candidates

I. First level screening

The Candidates would be screened by the HR Manager/Branch Manager for the respective locations.
Screening would be on the basis of the profile of the candidate and the departmental requirements. This
assessment will be with respect to:

The general profile of the candidate,

a) Personality fit of the candidate into the profile,

b) Aptitude/attitude of the candidate,
c) Motives of the person to join the company and whether focus is in the short term or is a long term
player,
d) Basic skill level on our set of requirements, say numerically ability, networking ability, etc
e) Establish the annual guaranteed cash compensation of the individual and check whether the person
would fit into the system.
f) Explain the role of Sales manager to the applicant and check the acceptance of the candidate for the
same.

In case of need, the Regional HR may take a Tele interview of the candidate for further assessment process.

II. Second Level Screening

Aptitude Test
If the first assessment is positive, the candidates will give the aptitude test, once such test is selected
approved by the company. The scoring, interpretation and the generation of interview probes from that test
will also be done at this time. People who qualify the minimum criteria on this test will be put up on to the
Functional Head (VP’s in case of HO) for functional assessment and suitability into the role.

General Norms regarding interview Process:

1) Interviews should consider the entire data provided by the candidate either through the formal CV or
otherwise before coming to a conclusion about the candidate. They may insist on seeing the proof of
the claims made by the candidate regarding qualifications, experience and other achievements. They

20
 may, at their discretion, decide to meet the candidate on more than one occasion or to refer the
candidate to another panel.
2) Ratings on various attributes of the candidates shall be recorded in the interview evaluation sheet,
soon after the interview is over. Along with these numerical ratings, qualitative observations about
the candidate and overall decision regarding selection or otherwise (including a decision to defer the
induction, referral to another panel, considering for another position) shall be forwarded to the
associated Recruitment Manager/ Head of Regional HR. Individual panel members have the option of
appending their additional remarks/observations. No selection will be treated as final unless the IES
form is filled comprehensively. Suitably appropriate IES formats may be created for specific positions.
3) Any discrepancies noticed by the panel members regarding the authenticity of the data provided by
the candidate should be specifically and formally recorded on the IES form and suitably high
lightened.
4) Specific points to be probed during the reference check process, if any, must also be clearly recorded
and high lightened on the IES forms.

Administrative Actions Regarding Interviews

1) Scheduling and the venue of the interviews would be handled by the recruitment team in
consultation with the short listed candidate and the selection panel members, after taking mutual
convenience into account. For field positions, respective branch/regional heads would undertake this
co-ordination.
2) After the final round, if the candidate is selected, the complete set of papers Personal Data Form, CV,
job requisition no., Interview evaluation sheet, reference check details, educational details, along
with the interviewer’s recommendations and Reference check form should be forwarded by the
recruitment managers to recruitment head. Fitment of the candidate into a grade and compensation
fitment shall be on the assumption of authenticity of the information provided in the CV/application
form.
3) An appropriate formal communication shall be sent to the candidate whose candidature is not being
taken forward, or details of the verbal/telephonic communications provided to the candidate shall be
recorded on the candidates papers, by the recruitment team/associated line managers. In the case of
interviews taking place at the branch/regional levels, similar noting should be recorded on the
individual candidate’s papers.

Negotiations of the terms and conditions and other pre-appointment formalities

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 1) In the case of sales-Tied Agency functions, the branch managers will be allowed to fix the salary and
grade of the incoming sales manager provided the compensation does not exceed 20% of the
candidate’s current cash salary. Any fitment beyond these norms will need the approval of Head-HR.
HR will forward a worksheet to support the BM’s to evaluate the appropriate cash CTC of the
incumbent. For all other functions, the compensation and grade would be fixed post a discussion
between the Head of the Regional HR and the associated AVP/VP. Any candidate being offered a CTC
of more than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the discretion of the
VP-HR, a deviation may be referred to the Managing Director, for the MD’s formal approval.
2) Responsibility for negotiations and finalization of the terms shall rest with the best Branch
Manager/Associated Manager. They may seek the assistance of the recruitment managers, whenever
required. Reference checks process should not normally be initiated unless the candidate has
indicated his firm acceptance of the offer being made by us.

Reference Checks

1) Normal, reference checks should be undertaken with at least one reference. A second reference
check will be done if considered necessary. Responsible officials from the former employers,
academic institutes and/or any other eminent personalities can be considered as appropriate
references. Close relatives and friends cannot be considered as references. Wherever feasible and
considered appropriate, a reference should be made with a senior official of the candidate’s current
employer. In case the candidate is currently un-employed, reference should be made with the latest
employer.
2) The format of reference check is to be used as a framework for conducting the process Where the
minimum two reference checks are not possible (particularly with the current employer) or where
there is a mixed response from different sources, the matter may be to the VP-HR for a final decision.
Depending on the seniority and any other considerations about the positions, VP-HR would normally
consult the functional head concerned, before coming to conclusions. Any candidate whose
credentials are doubtful shall not be recruited.
3) In case of recruitment of Management trainees, fresher and life advisors as sales Managers no
reference checks will be required.

Employment offer letter

1) When a recruitment Manager is fully satisfied about the selection of the right candidate and about
completion of all the formalities connected with the appointment of candidate including requisite

22
 documentation, satisfactory reference check reports and medical fitness, he/she would forward the
relevant papers listed below to the head of recruitment.

 Personal Data form

 Employee requisition form duly filled by the regional Head/Branch Manager
 Interview evaluation sheet filled by the regional head/Branch manager/interviewer with his/her
comments.
 Latest and updated resume of the candidate
 Photocopy of the appointment letter of the last employer or latest salary slip.
 Employment details.
 Two Professional references.
 Language Proficiency.

2) Document check list for every grade is as follows:

 Authorization Release Form.

 Background checks Form.
 Highest Education certificate.
 Highest Education mark sheet.
 1 Month Salary Slip of Current Employer.
 1 Month Salary Slip of Last Employer.
 Relieving Letter of last Employment.
 Proof of Residence.
 2 Passport Size Photograph.

3) Regional HR manager will take the signature of Head-HR on the employee requisition form and
forward the papers to the employee service team for issuance of the offer letter.
4) Employee services team will issue offer letter, to be signed by the National Recruitment Manager or
Chief Manager-HR, and send the same to the concerned Branch Manager/ HR Manager.
5) It would be the responsibility of the Branch Manager/HR Manager to ensure that the accepted copy
of the offer letter is forwarded to the employee service team within a week of receipt of the offer
letter. Till this letter is issued, the ‘offer’ has not taken place in formal sense. A copy of the offer
letter shall be duly signed and returned to the candidate. Candidate would be expected to fulfill
various joining formalities, which are also formally communicated to him/her in the form of a

23
 checklist that is attached to the letter of offer. The Regional HR head shall have the overall
responsibility and accountability to maintain the templates of the offer letters and also for drafting of
suitable non-standard terms to any specific candidate.
6) The employee service team will follow up Branch Manager/Regional HR Manager for the joining of
the candidate and will collect all relevant documents from the candidate including the joining report,
before issuing the appointment letter. The employee service team may enlist the help of the Branch
Manager to ensure that all necessary documents within ten days o the person joining. After all of the
necessary documents, the employee service team will send the appointment letter to the new joiner.
7) Once the documentation is complete for the new joiner (including the accepted appointment letter),
people who may have joined before 20th of the month but have not been included in the payroll for
the month because of delay in receipt of papers will be given ad-hoc salary advance (up to maximum
of 65% of the prorated salary). This advance will be adjusted once the person gets included in the
subsequent month’s payroll.
8) If the person does not submit the relieving letter from the previous organization, where required to
be submitted as per the table given above, within three months of joining, the employee service
manager can put their salary on hold till such time as the said documents are received.

Procedures followed when a vacancy arises:

PROJECT
MANAGER

The vacancy is informed

GENERAL
MANAGER

MANAGING DIRECTOR

Starts the Recruitment

HR MANAGER

MD gives permission for

RECRUITMENT
recruitment

24
Recruitment & Selection in SRF
Steps involved in Recruitment in SRF :
Step 1:

Whenever there is a vacancy in the company first it will be known by the project manager. The project
manager inform about the vacancy to the general manager.

Step 2:

Once the general manager comes to know about the vacancy in the company he will inform it to the chairmen
to get the approval for the recruitment.

Step 3:

After getting the approval the process will be carried by the HR manager. Moreover the recruitment of the
company internally, that is the existing employee will be given priority first.

Sources of Recruitment

RECRUITMENT

INTERNAL EXTERNAL SOURCES

SOURCES

RETIRED CONSULTANTS
EMPLOYEES

INTERNET
PRESENT EMPLOYEES
JOB CENTERS

NEWS PAPERS

25
Internal Sources:

I. Present permanent employees:

The company considers the candidates from their sources for Plastic industry because of
a. Availability of most suitable candidates.
b. The policy of organization to motivate the present employees.

II. Retired Employees:

Generally the organization takes the candidates for the employment from the retired employees due
to obligation. Sometimes the company re-employs the retired employee’s as a token of their loyalty to
the organization.

External Sources:
1. Job Centers:
This is the network covering most cities acting as agent for potential employers. They are private
employee exchange; job centers help the candidates in knowing more about the country across the
country.

2. Outplacement Consultants:
There are the consultants just like the employment exchange. In this job consultants can register their
name and when there is a sent for interview actively seeking to place and may provide training
required. Available when recruitment needed.

3. News Papers:
Whenever there is recruitment in the company it will be advertised in the newspaper. Since the
newspaper is the only source of reaching the information to the people.

4. Internet:
Internet is the modern mode of recruitment. If a company wants to place or fill a vacancy within a
short period of time through the external source then internet is the best source.

26
Reasons for selecting the sources:

1. Referrals:
 Referrals are the existing employees in the organization. SRF selects the referrals as their
source because it is an economical way of recruiting.
 It is the fastest means of recruitment.
 In case of emergency to place an employee at particular position could be done easily
because referrals bring candidates for the job from the outside.

2. News Papers:
 Newspaper is the media through which information could be spread over throughout the
country.
 Job seekers are able to get information about the vacancies through newspapers.
 Newspapers are cost effective and their coverage is high.

3. Internet:
 Internet is the modern source used for recruiting.
 The time consuming in giving the information and making it to reach the people is less.
 It is the fastest means of source and its coverage is also high.

4. Consultants:
 Consultants are the means of source through which large number of candidates could be
recruited and selected.
 Consultants help the organization at the time when there is an emergency. Since it will have
the people all the time which will help during emergency period.
 It is cost effective and consumes less time.

27
 Factors that are considered in SRF during Recruitment:

 Determining the characteristics which differentiate people that are very important to performance.
 Measuring those characteristics.
 Deciding who should make the selection process.
 Time effective and economical.

Factors affecting Recruitment:

Internal Factors External Factors

Recruitment Policy Supply and Demand

HR Planning Lab our Market

Size of the Firm Socio, Political and Legal Factor

Growth & Expansion Competitors

Internal Factors:

1. Recruitment Policy:
The recruitment policy of the company specifies the objectives of the recruitment and provides a
framework for the implementation of recruitment strategies. It may involve organizational system to
be developed for implementing recruitment strategies and procedures by filling up vacancies with
best qualified people. The recruitment policy of an organization is affected by the following factors:
 Organizational objectives.
 Personnel policies of the organization.
 Government policies on reservation.
 Preferred source of recruitment.
 Need of the organization.
 Recruitment cost and financial implications.

28
 2. Human Resource Planning:
Effective human resource planning helps in determining the gaps present in the presenting in the
existing man power of the organization. It also helps in determining the number of employees to be
recruited and what qualification they will posses.

3. Size of the Firm:

The size of the firm is an important factor in recruitment process. If the organization is planning to
increase its operations and expand its business, it will think of hiring more personnel which will handle
its operations.

4. Cost:
Recruitment incurs cost for the employer, therefore, organization try to employ that source of
recruitment which will bear a less cost of recruitment to the organization for each candidate.

5. Growth and Expansion:

Organization will employ or think of employing more personnel if it expanding its operations.

External Factors:

1. Supply and Demand:

The availability of the manpower both within and outside the organization is an important
determinant in the recruitment process. If the company has a demand for more professionals and
there is limited supply in the market for professionals demanded by the company, then the company
will have to depend upon internal sources by providing them special training and development
programmes.
2. Labour Market:
Employment condition in the community where the organization is located will influence the
recruiting efforts of the organization. If there is surplus of the manpower at the time of recruitment,
even informal attempts at the time of recruiting like notice board display of the requisition or
announcements in the meeting etc will attract more than enough applicants.
3. Socio, political and legal factors:
Various govt. regulations prohibiting discrimination in hiring and employment have direct impact on
recruiting practices. E.g. if Govt. introduces legislations for reservation in employment for scheduled
castes, scheduled tribes, physically handicapped etc. it becomes an obligation for the employer. Also

29
 trade unions play an important role in recruitment. This restricts management freedom to select those
individuals who it believes would be best performers.
4. Competitors:
The recruitment policies of the competitors also affect the recruitment function of the organization.
To face the competition, many a times the organization has to change their recruitment policies
according to the policies being followed by the competitors.

Selection process:

General criteria that are followed during the process of selection in SRF :
1. Internal selection:
The candidates who are being selected internally need not undergo the selection process. Since the
company already knows the employees ability.
Only if the existing employee is good technical ability he will be selected and the selection will be
done to fill the vacancy. Moreover if there is a vacancy in the company first they will try to fill it
internally. The team leaders who works under the project managers will be given priority, since he
know what t he works is, how to deal the clients, etc.
Criteria’s that are followed for internal selection in SRF :
 The revenues the existing employee made.
 His efficiency.
 The employee’s technical ability.
 Work experience of the employee.
 Doing the selection internally is cost effective.
 Time is not wasted.

2. External selection process:

The selection process in company refers to the person come through external source of recruitment
has to undergo the below selection process; this selection process has a series of hurdles which the
applicants has to go through.

30
 TECHNICAL TEST

TECHNICAL INTERVIEW

PANEL INTERVIEW

DIRECT INTERVIEW

MEDICAL EXAM

REJECTED

31
Tests:
1. Technical test and Interview:
The test refers here is technical test. SRF conduct test for the qualified candidates after they are
screened on the basis of the application blanks so as measure the candidate’s ability in technical side.
Also the short listed candidates are supposed to go through the technical interview in which the
technical knowledge of the candidate is checked. The candidates who crack this interview have to go
through the panel interview.

2. Panel interview:
This is an interview where the panel members will interview the candidate, here the real capacity of
the applicant will be revealed. A series of questions will be asked as quickly as possible and the
applicant has to satisfy the panel members through his answers.

3. Direct interview:
This is the final round of the entire selection process. In this round the personal details of the
candidates, his expectation towards the company will be known and according to the applicants
attitude towards the job the applicant will be selected.

Objective of the interview:

 To know the information about the candidates.
 To provide the candidates with the facts of the job and the organization.
 To judge the suitability of candidates to the job.
 To see the inner self and feelings of the candidates.

4. Medical:
After the final interview the applicants who have crossed the above stages are sent to physical
examination either to the company physician or to a medical officer approved for the purpose. Such
examination serves the following purposes:
 It determines whether the candidate is physically fit to perform the job. Those who are unfit
are rejected.
 It reveals existing disabilities and provides a record of the employee’s health at the time of
selection. This record will help in settling company’s liability under the Workmen
Compensation Act for claim for an injury.
 It prevents the employment of people suffering from contagious disease.

32
  It identifies candidates who are otherwise suitable but require specific jobs due to physical
handicaps and allergies.

Types of interviews that are adopted during selection process in SRF :

Members involved in external selection process:

Selection process Members

Test Technical Engineers’

Technical Interview HR Manager and senior Technical Persons

Panel Interview HR Manager, HR persons, Project Manager

Direct Interview Project Manager

For the test, and technical interview the questions will be designed of SRF.

The selection process will be done externally by the company only when there are no suitable candidates in
the company, for example, when the team leaders lack in technical ability, experience, performance or the
company looks for external selection.

Joining Formalities:

On the day of joining, all the necessary documents are verified against the application blank filled by the
candidates earlier.

Documents verified are:

 Education Qualification & certificates.

 Experience Certificates

33
  Clearance or no objection certificate from the previous employer
 Resume
 Acknowledged copy of offer letter.

On joining the organization the candidate has to sign the joining report:

 Fill the CV in the company format

 Fill the induction feedback form
 Fill the PF form
 Fill the investment declaration form

A perfect placement can lead to low labour turnover, higher productivity, high morale, low rate of
absenteeism & excellent work culture.

Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to administer/implement the recruitment and
selection process as outlined. An illustrative list of the key deliverables of these incumbents is listed below.

1) Ensuring inductions as per quality, numbers, time and cost consideration of the company in
accordance with the approved manpower budget.
2) Creation of appropriate sourcing mechanism along with tracking the performance of these
mechanisms.
3) Creation of quarterly and monthly recruitment plans
4) Effective coordination with external parties such as candidates, placement agencies, consultants,
academic/professional institutes and any other including the custody of the formal agreements,
tracking timely payments and adjusted there.
5) Creation of comprehensive and appropriate tools, linkages, documents, templates and any other
mechanisms to ensure smooth execution of the process requirement, along with timely improvements
thereto
6) Assistance to user department and line managers including in interviewing/selection support,
scheduling etc.

34
7) Effective internal communication with user departments and line managers including making the
standard recruitment formats and other templates easily available to such users and notifying the
modifications to such formats and templates.
8) Creation and maintenance of qualitative information base regarding candidates, placement agencies,
campuses, institutes, and any other employment-market information.
9) Creation and maintenance of appropriate and high-quality MIS for current and future needs of the
organization, including publication/circulation of appropriate reports there from to the relevant users
within the company.
10) Monitoring recruitment cost.
11) Complete documentation for the entire recruitment and selection process for easy and quick retrieval
in a readily auditable format
12) Timely and effective communication with all internal and external parties including the candidates
13) Tracking the progress of the selected candidates including resignation, extensions of probation
periods/training period, etc for the purpose of improvement to recruitment and selection process.
14) Effective coordination with the post recruitment arm of the Human Resource function

 Documentation and creating MIS regarding waiver, deviation, etc and identifying the key areas
for improvement in the formal recruitment and selection process document.

35
 CHAPTER 5
DATA ANALYSIS & FINDINGS
Data become useful only affect they are properly analyzed. Data analysis involves covering’s as series of
recorded observation i.e. data into descriptive statement and inference about relationship. This task is helpful
in identified the areas where the company each improve further collected data was analysis by the use of
simple statistic tools like percentage and result have been represented by using bar chart columns and pie
chart.

Survey done on sample size of 20 people and sample has been taken from Gurugram office.

36
 Findings
1. Which of these sources of recruitment are used in SRF ?
a) Internal
b) External
c) Both.
Options Internal External Both Total

Responses 2 7 11 20

Percentage 10 35 55 100

10%

35% Internal
55%
External
Both

Figure:2.1

Interpretation:

It was found that about 55% of the recruitment and selection is done both by internal and external sources,
while as external sources are used more than the internal sources.

37
 2. Which form of recruitment is used in SRF ?
a) Centralized
b) Decentralized
Options Centralized Decentralized Total

Responses 2 18 20

Percentage 10 90 100

10%

Centralized
90% De-centralized

Figure: 2.2

Interpretation:

It was found that recruitment is decentralized. However, for higher positions of employment the recruitment
is centralized.

38
 3. Does external recruitment brings out the desirable employees in to the organization?
a) Yes
b) No

Options Yes No Total

Responses 18 2 20

Percentage 80 20 100

Yes No

20%

80%

Figure: 2.3

Interpretation:

It was found that 80% of the employees think that external sources of recruitment brings desirable employees
into the organization while, other 20% are of the opinion that sometimes internal sources provide best
employees for a particular position.

4. Which of the following external sources of recruitment are used in SRF ?

a) Advertisement.
b) Internet.

39
 c) Campus drives.
d) Consultancies.
e) All of the above.

Options Advertisement Internet Campus Consultancies All of Total

drive Above

Responses 5 3 2 8 2 20

Percentage 25 15 10 40 10 100

Advertisement Internet
Campus Drive consultancies
All of the above
10%
25%

40% 15%
10%

Figure: 2.4

Interpretation:

It was found that 40% of the employees are recruited through the consultancies and 20% of the employees
are selected by the advertisement followed by internet with 15% and campus selections with 10%.

40
 5. Does your company follow different recruitment process for different grades of employees?
a) Yes
b) No.
Options Yes No Total

Responses 20 0 20

Percentage 100 0 100

Yes
100% No

Figure:2.5

Interpretation:

It was found that from that different recruitment process is adopted for different grades of employment.

6. Are you satisfied with the recruitment process?

a) Yes
b) No.

41
Options Yes No Total

Responses 16 4 20

Percentage 80 20 100

20%

Yes
80% No

Figure: 2.6

Interpretation:

It was found that 90% of employees are satisfied with the recruitment process adopted by SRF . However,
some of the respondents thought there should be some changes in the existing recruitment process of the
organization.

7. Which of the following methods does your company uses during selection process?
a) Written or aptitude test
b) Group discussion
c) Personal interview
d) Group discussion and personal interview
e) All of the above.

42
Options Written or Group Personal GD & PI All of Total
aptitude test Discussion interview above

Responses 1 3 6 8 2 20

Percentage 5 15 30 40 10 100

Written or
10% 5%
Aptitude Test
15% Group discussion

40% Personal
30%
Interview
Gd & PI

Figure: 2.8 All of above

Interpretation:

It was found that 40% of selection is done by Group Discussion & Personal Interview. However, Personal
Interview is mostly used method of selection followed by group discussion.

8. Do you think innovative techniques like stress test, psychometric test and personality test should be
used for selection?
a) Yes
b) No

Options Yes No Total

Responses 4 16 20

Percentage 20 80 100

43
 20%

Yes
80%
No

Figure: 2.9

Interpretation:

It was found that 20% of the respondents were of the opinion that stress test, psychometric test and
personality tests should be used for the selection, while the others were satisfied with the existing recruitment
and selection process.

9. What is the basis for selection?

a) Merit
b) Experience
c) Both.

Options Merit Experience Both Total

Responses 2 6 12 20

Percentage 10 30 60 100

44
 10%

30% Merit
60% Experience
Both

Figure: 2.10

Interpretation:

It was found that both experience and merit is considered during the selection process. However,
experienced people are given more consideration rather than meritorious fresher’s.

10. Are you satisfied with the selection process?

a) Yes
b) No.

Options Yes No Total

Responses 16 4 20

Percentage 80 20 100

45
 20%

Yes
80% no

Figure: 2.11

Interpretation:

It was found that about 80 % of the employees are satisfied with the selection process. However, the
remaining is of the opinion that there should be some change in the recruitment and selection process of the
organization.

11. Your organization is considered as :

a) People - Oriented
b) Task – Oriented
c) Combination Of Both

Options People- Task-Oriented Combination Total

Oriented of Both

Responses 6 5 9 20

Percentage 30 25 45 100

46
 30% People- oriented
45%

Task-oriented
25%

Combination of
both

Figure: 2.12

Interpretation:

From the 20 employees surveyed, 45% employees were found in favor of organization (both people oriented
and task oriented).But according to the 25% employees the organization is task oriented

12. Do you feel comfortable while your work is look after by HR Manager?
a) Yes
b) No

Options Yes No Total

Responses 16 4 20

Percentage 80 20 100

47
 20%

Yes
80%
No

Figure: 2.13

Interpretation:

According to our survey 78% of the employees are comfortable while working under the supervision of the

H.R manager.

13. Your daily schedule is

a) Excellent
b) Good
c) Average
d) Poor

Options Excellent good Average poor Total

Responses 4 2 12 2 20

Percentage 20 10 60 4 100

48
 4%
21%

11% Excellent
Good
64%
Average
poor

Figure: 2.14

Interpretation:

In SRF 66% of the employees are very much satisfied with their daily schedule while 20 and 10 % of employee
fall in the category of Excellent and good respectively. Only 4% of the surveyed employees are dissatisfied with
their daily working schedule.

14. How long will you like to continue with the organization?
a) 5 -10 years
b) 10-15 Years
c) 15-20 Years
d) Till Retirement.

Options 5-10 years 10-15 years 15-20 Till Total

years Retirement

Responses 8 7 2 3 20

Percentage 40 35 10 15 100

49
 15%
10% 40%
5-10 years
10-15 years
35%
15-20 years
Till Retirement

Figure: 2.15

Interpretation:

From the above data 15% of the employees are loyal to work with the same organization (SRF) till Retirement.

50
 CHAPTER 6
CONCLUSION AND FINDINGS

Findings
After the data analysis and interpretation the findings are:

 Both internal as well as external sources of recruitment used.

 Consultancies (40%) and advertisement (25%) are the two main external sources of recruitment.

 The recruitment and selection process is decentralized.

 About 80% of the employees are satisfied with recruitment and selection process.

51
CONCLUSION
“Well beginning is half done”

I am able to meet out my set objective laid down prior to the study that is conducted at SRF.

In First Phase I had studied there prevailing system. In order to access its effectiveness I adopted three
different techniques via: observation, interview, & questionnaire. My survey recruitment & selection process
is quite effective on various dimensions via quality of work life, recruitment policy, organizational
commitment/ image, and job nature dimension. Apart from that I learned to work on job portals screening of
candidates, scheduling interviews working on hiring etc.

“The Plastic industry faces two fundamental challenges today. Embracing the relentless innovation required to
complete effectively in the “user experience” era, while concurrently managing a complex global ecosystem of
technologies, skills, customers, partners and suppliers ,said Higgins. “SRF is the one company today offering
deep domain expertise in both of these critical areas, and as the results has become a strategic supplier to
many of the world’s leading organization in the Plastic industry. SRF is the extremely well positioned today,
and I value the opportunity to help the company achieve new levels of success.

Recruitment as being one of the major topics is required by most of the organization. Hence the study helped
in understanding the various aspects of recruitment and selection process. In the SRF the sources of
recruitment is effective, the internal selection of the organization also in an economical means which also
reduce costs, only after looking the efficiency of the existing employee towards the company and his sincerity
that employee will be selected, in SRF the effective selection process is adopted in the last 5 years. It can be
retained as such. Also the employees of SRF are satisfied with the recruitment and selection process. Also
they are well aware about the various sources and methods of recruitment and selection.

52
RECOMMENDATIONS

1. The recruitment and selection procedures should have been taken place in such a way, so that the
personal levels of satisfaction of the employees have been checked.

2. The biasness attached with the responses should be removed

3. Everything should have been properly planned so as to reduce errors in future.

4. To check time to time activities performed under recruitment and selection procedure.

5. Always try to make the recruitment and selection procedure as efficient as possible.

53
LIMITATIONS
No project is without limitations and it becomes essential to figure out the various constraints that we
underwent during the study. The following points in this direction would add to our total deliberations:-

1. During the study, on many occasions the respondent groups gave us a cold shoulder.

2. The employees were busy with their daily schedule and it was very much difficult for them to give
time.

3. Personal biasness of various employees may have supplied wrong data.

4. Time and money was also an important constraint. Lack of time is the basic limitation in the
project.

5. Lack of proper information and experience due to short period of time.

54
 CHAPTER 7

BIBLIOGRAPHY

Books Referred

 Robins, D (1998): Human Resource Management, Publisher-Prentice Hall, New York.

 Abraham, Jose P, 1998, "To Grapple With Attrition" , Publisher- Human Capital

 Rao, J.M., 1998, "Scouting for Talent ", Publisher- Human Capital

 Ashwathapa, K, (1997) Human Resource and personnel Management, Tata McGraw Hill 131-176.

 Gupta, C.B. (1996) Human Resource Management, Sultan Chand & Sons.

 Kothari, C.R, (2008) Research Methodology, Publishers- New Age International

Websites

 www.srf.com

Other

Review of HRM manual given by HR Department at SRF .

55
 CHAPTER 8
APPENDICES

QUESTIONNAIRE

Comparative assessment of recruitment and selection process in SRF ,

Gurugram.

This questionnaire survey is purely for academic purpose. Any information collected through this survey is
confidential and would not be shared with anyone other than the people involved in this.

1) Name: -.........................................................................................
2) Designation: .................................................................................
3) Qualification: ................................................................................
4) Department: .................................................................................
5) Age: .............................................................................................
6) Educational Qualifications - …………………………………....
7) No. of Promotion (Till Date) –….………………………………
8) Monthly income-
a. Less Than 50,000
b. 50,000 - 75,000
c. 75,000 – 1,00,000
d. Above 1,00,000

56
Answer the following questions: (kindly give your unbiased response).

1. Which of these sources of recruitment are used in SRF ?

d) Internal
e) External
f) Both.

2. Which form of recruitment is used in SRF ?

c) Centralized
d) Decentralized

3. Does external recruitment brings out the desirable employees in to the organization?
c) Yes
d) No

4. Which of the following external sources of recruitment are used in SRF ?

f) Advertisement.
g) Internet.
h) Campus drives.
i) Consultancies.
j) All of the above.

5. Does your company follow different recruitment process for different grades of employees?
c) Yes
d) No.

6. Are you satisfied with the recruitment process?

c) Yes
d) No.

7. Which form of selection is used in SRF ?

a) Centralized

57
 b) Decentralized

8. Which of the following methods does your company uses during selection process?
a) Written or aptitude test
b) Group discussion
c) Personal interview
d) Group discussion and personal interview
e) All of the above.

9. Do you think innovative techniques like stress test, psychometric test and personality test should be
used for selection?
a) Yes
b) No

10. What is the basis for selection?

a) Merit
b) Experience
c) Both.

11. Are you satisfied with the selection process?

a) Yes
b) No.

12. Your organization is considered as :

d) People - Oriented
e) Task – Oriented
f) Combination Of Both

13. Do you feel comfortable while your work is look after by HR Manager?
c) Yes
d) No

58
14. Your daily schedule is
e) Excellent
f) Good
g) Average
h) Poor

15. How long will you like to continue with the organization?
e) 5 -10 years
f) 10-15 Years
g) 15-20 Years
h) Till Retirement.

15. Your suggestions for improvement of Recruitment and Selection Process of Company?

…………………………………………………………………

59