SUMMER TRAINING PROJECT REPORT

On
“A Study on Recruitment and Selection Process at SMIIEL (A unit of
Motherson Sumi Systems Limited) Noida”

Towards partial fulfillment of

Master of Business Administration (MBA)
(Affiliated to Dr. A.P.J. Abdul Kalam Technical University, Lucknow)

Faculty Guide: Industry Guide:

Mr.------------------------ -------------------------
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Submitted By:

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National Institute of Technology & Management----------------

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Certificate from the Organization
Bona-fide Certificate of Department Of Management
 DECLARATION

This is to declare that I, Shalini Tripathi student of MBA, have personally worked on the

project entitled “A Study on Recruitment and Selection Process at SMIIEL (A unit of

Motherson Sumi Systems Limited) Noida”. The data mentioned in this report were

obtained during genuine work done and collected by me. The data obtained from other

sources have been duly acknowledged. The result embodied in this project has not been

submitted to any other University or Institute for the award of any degree.

DATE: M.B.A 3rd Semester

 ACKNOWLEDGEMENT
Gratitude is not a thing of expression; it is more a matter of feeling. There is always a sense

of gratitude which one express for others for their help and supervision in achieving the

goals. I too express my deep gratitude to each and everyone who has been helpful to me in

completing the project report successfully. I would also like to thank Almighty God for

blessing showered on me during the completion of dissertation report. First of all, I am

highly thankful for allowing me to pursue my dissertation report on “A Study on

Recruitment and Selection Process at SMIIEL (A unit of Motherson Sumi Systems

Limited) Noida”.

I take this opportunity to extend my sincere gratitude and profound obligation towards

HOD Sir Dr. Gaurav Pande (BBDNITM, Lucknow) and I am also thankful to Mr.

Vinay Kumar Yadav (Assistant Professor), for guidance given and cooperation extended

for carrying out the project

This project is a result of the hard work and sincere effort put by my hands. And I am

grateful to Ms. Vighneshwari Iyer (Company Guide) for giving me this opportunity to

do my project work in SMIIEL (A unit of Motherson Sumi Systems Limited) Noida.

I also wish to express my sincere thanks to all the customers of SMIIEL (A unit of

Motherson Sumi Systems Limited) Noida who have directly or indirectly help me in

completing my project work.

 EXECUTIVE SUMMARY

Recruitment is not a magical process of having people sign up, but is one of the most

critical aspects of operating your program.

Recruitment should be a strategic process that connects candidates who need what you

have to offer and who possess the skills and aptitude to accomplish your goal and

objectives.

The recruitment and selection unit is dedicated to recruiting and selecting qualified

candidates for appointment. This process includes administering all testing phases from the

written examination up until applicants are appointed. The recruitment and selection

process should ensure fairness and consistency throughout the entire process. It should be

administered in such a way that only those applicants who meet various job related

standards are offered positions of appointment. The recruitment and selection units should

actively recruit and participate in event that will foster a diverse applicant pool. Recruiting

from a pool of targeted leads can decrease member attrition.

The objective of my study was to understand the recruitment and selection practices. In

this report, I have tried to include all the issues related to recruitment and selection process

which I could gather after reading various articles on Human Resource.

 TABLE OF CONTENT

Certificate ii
Declaration iii
Acknowledgement iv
Preface v
Executive summary vi
1. Introduction 1-32
2. Company Profile 33-63
3. Objectives of the Study 64-65
4. Research Methodology 66-68
5. Problems and Limitations 69-70
6. Data Analysis & Interpretations 71-85
7. Findings 86-88
8. Recommendations 89-90
9. Conclusion 91-93
10. Bibliography 94-96
11. Annexure 97-100

1
CHAPTER-1

INTRODUCTION

2
 INTRODUCTION

In this information age, the importance of human capital and human asset cannot do

ignored; rather it is that line of business that could lead any organization to attain heights.

This is the factor that makes difference between one organization and another. Getting the

right person at the right place and then retaining him is the main area of concern in today’s

corporate world. Hence, the emphasis is being laid to device policies and programs in such

a manner that it leads to retention of the desired manpower and thus contributes towards

organizational development. Each organization is now thriving to attain the best person i.e.

the knowledgeable worker and leverage their wisdom towards the achievement of the

organizational objectives. Nobody wants to have the third best or the second best, but to

have the best person in the organization it becomes very difficult to retain them.

Certain great leaders who have made their mark in corporate world by their actions say that

every organization can acquire the same machinery, the same infrastructure etc. But what

makes the difference in one organization to another is the manpower it possess which

cannot be copied down.

Considering the aspect of sourcing, no organization should ever think that once it has

acquired the best talent created favorable conditions to retain them they would not require

going in for sourcing activities.

3
Hence this should be kept in mind that sourcing is a continuous process, an outgoing one

and will have its existence till the organization functions. The talent that we have acquired

and retained is through its sourcing only. Unless and until a person is sourced from outside,

how will the organization get the best. To have the best it is essential to acquire it from

outside. There has been tremendous change in the technology and for the organization to

survive in this changing scenario; it has become very essential that they keep up with the

pace with the changes in the technology, the change in the culture etc.

Taking for example no organization can even think of operating without the use of

information technology, now it becomes very difficult and costly affair to train the people

within the organization at different level to learn how to make use of this technology. Hence

sourcing is done and the best talent is acquired so that the person not only takes case of

changing technical needs of the organization but also be able to make other employee learn

from him.

After having determined the number and kinds of personnel required the human resource

and personnel manager proceeds with identification of sources of recruitment and finding

suitable candidates for employment. Both internal and external sources of manpower are

used depending upon the types of personnel needed.

The selection procedure starts with the receipt of applications for various jobs from the

interested candidates. Totally unsuitable candidates are rejected at the screening stage. Man

power planning gives an assessment of the number and type of people required in the

organization.

4
The next task of the personnel manager is to find out capable and suitable persons who

may be working in the organization itself while others will have to be sought from outside

the organization. It involves persuading and inducing suitable persons to apply for and

seek jobs in the organization.

Recruitment refers to the attempt of getting interested applicants and providing a pool of

prospective employees so that the management can select the right person for the right job

from this pool. Recruitment is a positive process as it attracts suitable applicants to apply

for available jobs. The process of recruitment:

1. Identifies the different sources of manpower supply.

2. Assesses their validity.

3. Chooses the most suitable source or sources.

4. Invites applications from the perspective candidates for the vacant jobs.

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 RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool

from which hiring and promotion decisions are made. But prior to recruitment, position

description is necessary while selection includes all the activities, from the initial screening

interview to physical examination if required, that exist for the purpose of making effective

selection decisions.

POSITION DESCRIPTION

A complete, accurate and current position description is the foundation for planning and

conducting the recruitment effort. It should be

Non-discriminatory- One should never express a preference for certain age, race or

national origin. In very rare case sex can constitute a bonafide occupational qualification.

Valid- This means they are inherently job related and predict successful performance of

the job.

Defensible- This means they are recognized as legitimate in the field attached to the

position.

Objective and Measurable- It should be as objective and measurable as possible. The

more subjective qualification the greater the need to predetermine how it will be

qualitatively assessed.

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RECRUITMENT

Recruitment refers to the process of sourcing, screening, and selecting people for a job or

vacancy within an organization. Though individuals can undertake individual components

of the recruitment process, mid and large size organizations generally retain professional

recruiters.

The recruitment process in India is designed in such a way that each candidate gets the

desired profile according to its own choice. Place the candidate from the right profile, the

best job recruitment agencies, the solution is the end of most Indian job recruitment

agencies.

The job recruitment agencies in India involves identifying those posts, preparing the job

description and person specification, advertising, management of the response, the

prequalification process, organizing meetings, conducting interviews, making decisions,

the appointment and action. This means that a lot of time and resources must be invested

before the right candidate is selected.

Most recruitment agencies in India follow three stages in the recruitment process, which

are essentially short list of application, preliminary assessment and final interview and

selection.

The recruiting India process may include a written test to judge the particular skills of a

candidate. In this case, the test must be carefully prepared, not to deviate from the subject.

Much can be found on the candidate's resume. A good presentation of his resume is in an

organized way and refined talk a lot on the individual. His mentality and attitude can be

judged according to his resume.

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Then the interview, which is an important and crucial part of the recruitment process. The

person who takes the interview of the candidate must be well prepared in advance.

Concerns such as the location of the interview, the timing, structure of the question of

strategy, the style of taking the interview must be decided in advance, so that nothing is

excluded, and all subjects properly treated.

In addition, there are a number of things that must be taken into consideration in the

recruitment process. Until the final decision about a certain candidate is taken, it is

important to keep in regular contact with the candidate. The decision-making process

should not take too long to prevent candidates from taking any other occasion. An applicant

must be informed once the decision is made. He or she must say the entire process of his

appointment clearly with the details of all documents to be submitted. A record should be

kept of the candidate file for future reference.

The recruitment process must be strong and justified and shall withstand external scrutiny.

Only a good job recruitment agency with a good understanding of the area and the process

can execute the same success. In India, most of the recruitment agencies to understand the

needs of clients and candidates and they work in a planned way to recruit people.

GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitment strategies vary with each position. The length and

scope of the recruitment should be relevant to the position.

In setting the timeline for your recruitment, consider the wording carefully--there are

consequences to your choice.

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 If you specify a recruitment deadline, you may not consider any applications received

after that date.

 If you indicate the position will remain open until filled, you must consider any

applications received until an offer has been extended and accepted.

 If you indicate "applications received by a certain date will be assured full

consideration," you can decide whether or not to review applications received after the

specified date. When using this wording, it is critical to establish a meaningful date.

Recruitment activities should include good faith efforts to solicit a diverse applicant pool

and affirm that race, sex, age, disability or veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or ethnic minorities,

additional targeted recruitment efforts should be undertaken.

All advertisements and position announcements should be consistent with each other,

reflect the qualifications identified in the position description.

Prior to recruiting for a position, ensure that you know what institutional policies and

procedures apply. Contact your HR Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions, consult with the

appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in developing

recruitment strategies for each vacancy. General guidelines for specific types of positions

are listed below.

Tenure-track Faculty

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Scope of Search: National or regional

Recruitment Resource:

Discipline-specific journal, list-serves, Professional associations

Personal contacts with colleagues, alma maters, and alumni associations

Position announcement mailings to doctoral-degree granting universities

Chronicle of Higher Education

Recommended Recruitment Period: At least 3 weeks after appearance of first

advertisement; at least 1 full week after publication of last advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

Scope of Search: Regional (for technical or paraprofessional positions) or local

Recruitment Resources:

Position announcement mailings to state employment offices, local vocational and

community colleges.

Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week

after publication of last advertisement

Classified: Contact your HR Generalist for state requirements

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

Provides applicants, hiring departments and search committees with a general idea

of the nature of the position, the terms and conditions of appointment, salary range,

reportage, and required application materials and application deadline.

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Serves as a convenient mailer or flyer to advertise the position by direct mail.

General Guidelines for Developing Position Announcements:

 Use the recommended format, which is either printed on company’s own letterhead.

Limit the announcement to one page, using the reverse side of the page, if necessary.

 Provide enough information to give applicants adequate understanding about the nature

of the position. Identify required and preferred qualifications so that you solicit

qualified applicants and stimulate interest in the position.

 Provide notification of the company's EO/AA policy, and identify contacts for

requesting reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters aim to channel

candidates into the hiring organization’s application process. As a general rule, the agencies

are paid by the companies, not the candidates. The industries practice of information

asymmetry and recruiters' varying capabilities in assessing candidate quality produces the

negative economic impacts.

Traditional recruitment agency

Also known as an employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an assessment

before being taken onto the agencies books. Recruitment Consultants then endeavor to

match their pool of candidates to their clients' open positions. Suitable candidates are with

potential employers.

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Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job with

the client company (typically 20%-30% of the candidate’s starting salary), which usually

has some form of guarantee, should the candidate fail to perform and is terminated within

a set period of time.

An advance payment that serves as a retainer, also paid by the company. In some states it

may still be legal for an employment agency to charge the candidate instead of the

company, but in most states that practice is now illegal, due to past unfair and deceptive

practices.

Online recruitment websites

Such sites have two main features: job boards and a Resume/Curriculum Vitae (CV)

database. Job boards allow member companies to post job vacancies. Alternatively,

candidates can upload a résumé to be included in searches by member companies. Fees are

charged for job postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end recruitment.

Websites capture candidate details and then pool then in client accessed candidate

management interfaces (also online).Key players in this sector provide e-recruitment

software and services to organizations of all sizes and within numerous industry sectors,

who want to e-enable entirely or partly their recruitment process in order to improve

business performance.

The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal amount

of administration.

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Online recruitment websites can be very helpful to find candidates that are very actively

looking for work and post their resumes online, but they will not attract the "passive"

candidates who might respond favorably to an opportunity that is presented to them through

other means. Also, some candidates who are actively looking to change jobs are hesitant to

put their resumes on the job boards, for fear that their current companies, co- workers,

customers or others might see their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal recruitment efforts have

failed. Headhunters are generally more aggressive than in-house recruiters. They may use

advanced sales techniques, such as initially posing as clients to gather employee contacts,

as well as visiting candidate offices. They may also purchase expensive lists of names and

job titles, but more often will generate their own lists. They may prepare a candidate for

the interview, help negotiate the salary, and conduct closure to the search. They are

frequently members in good standing of industry trade groups and associations.

Headhunters will often attend trade shows and other meetings nationally or even

internationally that may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate

placements (sometimes more than 30% of the candidate’s annual compensation). Due to

their higher costs, headhunters are usually employed to fill senior management and

executive level roles, or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs, headhunters will both

attract candidates and actively seek them out as well. To do so, they may network,

13
cultivate relationships with various companies, maintain large databases, purchase

company directories or candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their Human

Resources department. In addition to coordinating with the agencies mentioned above, in-

house recruiters may advertise job vacancies on their own websites, coordinate employee

referral schemes, and/or focus on campus graduate recruitment. Alternatively a large

employer may choose to outsource all or some of their recruitment process (Recruitment

process outsourcing).

THE RECRUITMENT PROCESS

These are the main recruiting stages.

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often

encompassing multiple media, such as the Internet, general newspapers, job ad newspapers,

professional publications, window advertisements, job centers, and campus graduate

recruitment programs; and 2) recruiting research, which is the proactive identification of

relevant talent who may not respond to job postings and other recruitment advertising

methods. This initial research for so-called passive prospects, also called same-generation,

results in a list of prospects who can then be contacted to solicit interest, obtain a

Resume/CV, and be screened.

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Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing,

and computer skills. Qualifications may be shown through resumes, job applications,

interviews, educational or professional experience, the testimony of references, or in-house

testing, such as for software knowledge, typing skills, numeracy, and literacy, through

psychological tests or employment testing.

In some countries, employers are legally mandated to provide equal opportunity in hiring.

On boarding

A well-planned introduction helps new employees become fully operational quickly and

is often integrated with the recruitment process.

PITFALLS OF RECRUITMENT

Candidates can sometimes be subject to undue pressure to accept a job or position by an

overly zealous recruiter or personnel person.

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SELECTION

This is the process of choosing individuals who have relevant qualifications to fill vacant

positions. The process begins when a hiring department identifies the need to fill a position,

and ends when a person is hired to meet that need. What happens in the middle of the

process includes job analysis, position description development, recruitment, testing, and

screening, corresponding with applicants, Credentials verification, background

investigations, interviewing, reference checking, physical examinations, and the offer.

Discriminatory hiring practices could result in significant costs for the Company.

Individuals acting on behalf of the organization who fail to follow nondiscrimination

policies may face personal liability. Poorly designed or executed selection processes will

generally fail to identify the right person for the job, result in missed opportunities or delays

in accomplishing the mission of the organization, and lead to discrimination claims.

Impolite or incompetent interviewers, unnecessarily long waits, and lack of follow-up may

cause unfavorable impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or who leave the

organization before contributing to profits is a major cost of doing business. The cost

incurred in hiring and training any new employee is expensive sometimes in the thousands

of dollars. In 1983, the average cost per hire for exempt employees was more than $4600;

nearly $4700 if there was relocation. These cost incurred by the organization suggest that

hiring is very expensive activity and that any efforts the organization can make toward

minimizing turnover and hiring costs can pay dividends. Thus proper

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selection of personnel is obviously an area where effectiveness (choosing competent

workers who perform well in their position) can result in large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability. Seeking training

from HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with disabilities.

Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of

a rating guide is recommended. This is a form used to rate applications for a position based

on the required and preferred qualification as defined in the position description. Rating

guides simplify the paper screening process, ensure that applications are being evaluated

against the same criteria, and provide documentation which will be used to defend any

challenged outcome.

Once it is determined that an individual does not meet the established minimum

qualifications, she must be eliminated from further consideration. If you are unclear

whether or not an applicant possesses the minimum qualifications, it is appropriate to

conduct a verification phone interview. You may also ask applicants to include a cover

letter detailing how they meet the established qualifications as part of the application

process.

Be able to justify every selection/non-selection decision with appropriate documentation

(e.g., the position description, applications/resumes, rating guides, selection criteria,

interview questions, and reference checks). This documentation should be forwarded to

HR Generalist after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants.

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Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an employer's ability

to choose the most qualified person. They are intended to ensure that employers use criteria

that are job-related and nondiscriminatory. Hiring departments and search committees

should use the appropriate guidelines to identify appropriate pre-employment inquiries.

Any questions regarding the appropriateness of specific inquiries should be directed to the

EO/Compliance Specialist.

TIPS FOR INTERVIEW PROCESS

Minimize Stereotypes – Provide interviewers with a job description and specifics on job

requirements. In the absence of specific information individuals may be more likely to

make stereotypical judgments about a candidate

Job Related – Construct interview questions that are job related. Not having job related

interview questions will lower the validity of the interview process.

Train Interviewers – “Improve the interpersonal skills of the interviewer and the

interviewer’s ability to make decisions without influence from non-job related information.

Interviewers should be trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

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 Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may

attach attributes to her that don't actually exist.

MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.

NEGATIVE BENT -- the tendency to focus on information which will automatically

disqualify a candidate, causing you to overlook his/hers strengths in the process

SNAP JUDGMENTS can devastate the interview process -- remember that you gather

information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully

document the interview, valuable material will slip through the cracks; avoid recording

inappropriate information (i.e., anything not related to the job) or statements based on

your own inferences.

STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can

offset a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate

as representative of success in any endeavor, no matter how unrelated

MIND SET -- your background, attitudes, motives, values, aspirations and biases

CHEMISTRY or rapport between two people can contaminate the interview -- the basis

of your personal reaction to a candidate must always be evaluated in terms of the position

requirements

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REFERENCE CHECKS

Nearly 80% of what is needed

o be known about candidates can be learned through good investigative techniques.

Although privacy legislation has had an impact on the reliability of reference checks, they

remain a viable means of verifying applicant information. Appropriate checks are also

necessary to defend against charges of negligent hiring. Keep the following guidelines in

mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of credentials will be part of the

selection process.

A candidate may have valid reasons for setting some limits, and these limitations should

be respected.

The bottom line is that the candidate must allow some access to people familiar with their

work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must understand that less restricted

checks will be made before any offer is extended.

Intentionally choose whom to contact. Consider the following guidelines:

 Call the references identified by the candidate.

 Seek permission to call persons who should know the candidate (e.g., current

department chair, departmental head, supervisor, vice president, colleagues, etc.).

 Complete enough calls for a full picture of the candidate to emerge.

Apply the following guidelines for determining what inquiries to make:

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 All information considered in the selection process must be related to job

performance.

 Request the same information regarding all applicants.

 Avoid asking references prohibited pre-employment inquiries.

 Focus on gaining information about the knowledge, abilities, skills and work

behaviors identified as being important to the position.

 Address significant gaps or missing elements in the candidate's application materials.

 Avoid being put off by scattered "negative" comments from references.

 Look for patterns of strength and limitations, and for indications of fit between the

person and the position.

 Not every comment should be given equal weight. Attempt to evaluate the reference's

perspective, how credible they may be, and how recently or how well they know the

candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process

predisposes qualified candidates to consider a company as a potential employer. The nature

and timeliness of correspondence contributes to the applicant's perception that a particular

company is a quality organization.

Typically, a recruitment and selection process will present the following opportunities to

correspond with applicants:

 Acknowledgement of application materials. An acknowledgement letter confirms that

the hiring department has received all or part of the required application materials,

21
 identifies any missing materials which must be provided to ensure consideration, and

indicates the expected timeline for the selection process.

 Notification that application materials were received too late for consideration.

Informing persons that they will not be considered for the position is not only a

courtesy. It also serves as evidence that the applicant was not part of the applicant pool

from which selection decisions were made should the ultimate hiring decision be

challenged.

 Notification of a change in the timeline for selection. In order to keep good candidates

interested in the position, it is advisable to keep applicants informed should a change

in the selection timeline be necessary.

 Notification that an applicant is no longer being considered. As a courtesy to applicants,

particularly those for high level or particularly competitive positions, hiring

departments are advised to notify applicants when the screening process has eliminated

them from consideration. This may occur after any round of screening or interviewing.

 Confirmation of campus interview arrangements. This correspondence should be

preceded by telephone conversations with the candidate, and should include

information about the Company, the community, individuals with whom the candidate

will meet, itinerary, travel and lodging arrangements, and other information which

helps the candidate prepare for the campus visit.

 Appreciation for interview and rejection. Individuals who have been invited to campus

for an interview but are not offered the position should receive such a letter as a

professional courtesy.

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 Letter of Offer. Once a hiring decision has been made and discussed either in person or

by telephone with the finalist, it should be confirmed in writing. The individual should

confirm his or her acceptance in writing.

 Hiring departments should contact their HR Generalist for assistance in writing these

letters.

Guidelines

Depending on the type of position, a hiring department may decide to use a search

committee to manage the recruitment and selection process. The committee's role will vary

with the department, school, or administrative unit and type of position. The following

guidelines should be considered when using a search committee:

The decision to establish a search committee rests with the individual who has authority to

make a final offer for a position.

The search committee should be comprised of individuals who have some knowledge of

the position to be filled, are committed to equal employment opportunity, and have the

capacity for balanced judgment and discretion. Whenever possible, committees should

represent diverse backgrounds and perspectives.

Generally, the ideal size of a committee is relative to the position. For some positions, a

committee of 3 is adequate. For positions at or above the manager level, committees of 5-

7 are more appropriate. Committees for positions at the Executive level may be

significantly larger.

A search committee chair should be appointed. Chairs should be selected for their ability

to provide leadership to the committee, a demonstrated understanding of the recruitment

and selection process, and their commitment to ensure a legally defensible process.

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The committee should receive a formal charge, which establishes the scope of its

responsibilities. At a minimum, the charge should indicate whether or not the committee is

responsible for conducting interviews, and whether its recommendations to the hiring

official shall be in ranked or unranked order. Typically, a Company’s search committee

responsibilities include all or some of the following:

 Helping develop the position announcement, including the identification of minimum

and preferred qualifications, timeline and recruitment plan

 Completing recruitment and selection activities for classified and unclassified staff

positions

 Placing advertisements or conducting personal outreach

 Developing the selection procedure, including rating guides receiving applications,

corresponding with applicants, sending applicant information forms, and maintaining

the applicant record

 Screening applications, conducting reference checks, determining a long or short list

of finalists

 Maintaining required search documentation

 Coordinating campus visits for interviews and/or conducting interviews

 Making recommendations to the hiring official

 Appointing one of the members, or using departmental staff, to act as search

committee secretary

PRACTICAL CONSIDERATIONS

Disagreements about the outcome of a selection procedure often arise because the process

for reviewing applicant materials was not agreed upon prior to the beginning of the

24
process. Committee members, including the committee secretary, should discuss and

agree upon the following practical considerations:

 When will review begin? Unless an inordinate number of applications are expected, it

is recommended that the review process begin after the date, which was advertised.

 Will initial review of applications for minimum qualifications be done by the

committee chair, secretary, or all committee members?

 Will committee members review every application, or will applications be divided into

groups that are initially reviewed by only part of the committee?

 Will the committee use a rating form? A rating guide is highly recommended, because

it can be used to defend against EEO challenges to the selection decision. In designing

the rating guide, the committee must decide whether they will use numerical scoring

(and whether it will be weighted or unweighted), qualitative scoring (for example, poor,

average, strong), or a combination of the two.

 Has the committee developed a plan for corresponding with applicants, including the

language for standard letters? Sample letters are available from your HR Generalist.

 Has an effective system been planned for filing and retrieving application materials?

 Where will committee members review the files? Will they need to come to the search

committee secretary or chair office? If so, is there adequate space and privacy for the

review? Will members be allowed to take copies of the application materials for review

elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and

security of the materials? Who will need access to online applications/resumes for

classified and unclassified positions?

 Has the committee established reasonable timelines for completing its review?

25
 Search committees who have questions about these, or other practical considerations,

can contact their HR Generalist and advice.

OBJECTIVES OF RECRUITMENT AND SELECTION

1. Hire the right person

2. Conduct a wide and extensive search of the potential positive candidates

3. Recruit staff members who are compatible with the organization’s environment or

culture

4. Hire individuals by using a model that focuses on learning and education of the whole

person

5. Place individuals in positions with responsibilities that will enhance their personal

development

RECRUITMENT AND SELECTION POLICY STATEMENT

 Every position vacancy will be filled based upon a thorough position analysis regardless

of the level of the position or the extent of the search. The diversity goals of the

institution, division of affairs, and the unit will be addressed in all recruitment and

selection processes.

 Units may use different processes for recruitment depending upon the circumstances

surrounding the need to fill the position, but must take steps to ensure that the values of

the profession are applied in all procedures that are used. IT Recruitment and selection

committee members should be properly trained to assume the important responsibilities

of recruitment and selection.

26
 Supervisors should adhere to any institution-wide recruitment and selection programs.

This cannot, however, substitute for an understanding of procedures and processes from

a student affairs perspective.

 Recruitment and selection should be planned, implemented, and evaluated to ensure that

each potential employee is provided equal opportunities to compete for the position.

27
CHAPTER-2
COMPANY
PROFILE

28
 COMPANY PROFILE

SMIIEL Tooling Division, is a commercial Tool Room supplying to a wide spectrum of

industries.

SMIIEL-TD develops small to medium size moulds for a wide range of applications which

include, wiring harness components, automotive applications, white goods, medical and

electrical equipment.

Manufacturing facilities include:

 3D Co-ordinate Measuring Machine

 Linear Drive CNC Wire Cut

 Linear Drive CNC EDM

 Linear Drive CNC Milling

 CNC Lathe Machine

 High end 5 axis machines with tilting head and table.

 Robotic access EDM machines for precision and error free outputs.

 Conventional Tool Room Machines

 High vacuum heat treatment Furnace

 Complete testing facilities

 Wax moulding try out machine

 Proving of moulds on in-house Injection Moulding machines

 Quick access to monitor Tool progress in shop floor.

 Latest strategies are deployed to have minimal lead time of manufacturing.

 Optimal cooling is worked out for reduction in cycle time.

29
Designing on advanced workstations using design analysis softwares

 IDEAS

 PRO-E

 CATIA

 AUTOCAD

 MOLDFLOW

Product Range

 Product Designing

 Tool Designing

 Tool Manufacturing

 Specialisation in high precision injection moulding tools and press stamping tools

30
 Quality and Accreditation



Quality is a way of life at Samvardhana Motherson Group. The Group believes quality is

an ongoing process and is essentially achieved through a concoction of continuous

improvement efforts and performance excellence.

For SMG, quality is a sustained state which reflects in everything it does. With its global

spread across 26 Countries and rapid advances in technology, the Group focuses on quality

in every product, service and process. By virtue of its international affiliations, expanse of

operations and a global customer base, the Group has experience of working with a wide

range of international quality systems, customers, collaborators and in-house quality

functions. There is also a continuous interchange of best practices among all Group

companies. It is this unquenchable thirst to strive for perfection in everything, that has

helped SMG deliver to its customer expectations and forge strong relationships with its

customers.

A focused executive management and an aware employee base are at the heart of what

drives the need for quality in SMG. The Group’s ability to adapt to change, adopt new

practices and inculcate a culture of standardization stimulates the overall efficiency of its

quality initiatives. A centralized pool of experts ensures fast track implementation of

31
systems that help maintain quality in every process. Their tools help them focus on process

improvement, accountability, efficiency, and cost reduction.. A strong culture of quality

that prevails throughout the organisation, allows Samvardhana Motherson to deliver the

highest quality products and meet customer expectations worldwide.

Accreditations

SMG companies are accredited with the major industry accreditations in their respective

fields. SMG companies not only have total quality accreditations, but also serve a wide

customer base with customer specific quality systems.

The SMG companies are accredited with relevant accreditations such as ISO 9001, VDA

6.1, ISO/TS 16949, CMM Level 5, ISO 14001 & OHSAS 18001.

32
RECRUITMENT AND SELECTION GUIDELINES OF

SMIIEL

These guidelines are also called SMIIEL RECRUITMENT RULES.

OBJECTIVE

The main objective of detailing guidelines is that the right type of personnel’s are recruited,

who fulfills the requisite job specifications for Recruitment including the desirable level of

qualification, skills/ experiences and competence which is essential for the sustained

vitality and growth of the organization

APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of

employees in the pay scale/level, as announced separately in the classification of

employees order. Detailed job specifications, required to recruit the person at various

Levels/ Grades.

RECRUITMENT

Recruitment shall be resorted for induction of talent from outside, when suitable

Candidates are not available from within the organization or upon a specific demand of the

post is such that it has to be filled up from the open market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

 Through Employment Exchanges

 Through Placement agencies/ Consultants

 Through open Market Advertisements

 From Engineering /Management / Educational Institutes.

33
 Through E-mail sources viz Naukri.com etc.

 Through Contractors /Suppliers etc.

 Through referred cases, relatives / friends etc

General

All recruitment shall be done exclusively on merit basis only Except experienced

personnel maximum age for recruitment shall be 28 years of age & Minimum 18 years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

Each person is expected to fulfill the requisite job specifications / as required for the

position before his candidature is considered for the post. Age requirement at entry point

with 10+2 qualification shall be around 20 years and for Graduate / Post graduate /

Professional Qualification shall be between 21 years to 25 years for a fresher. The upper

age limit for recruitment of experienced personnel shall normally be not more than 45

years.

AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes of employees. In order

to streamline the recruitment age and to ensure that no person is retiring on his birthday,

all employee shall be retiring only on first day of the next month in which he attains the

age of superannuation.

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining the age of

superannuation, i.e., 60 years, or management wishes to retain his service in the interest of

the organization, subject to medically fitness, the management at its sole discretion, may

grant such extension of service for one year at a time, However, a management may

34
also consider reappointment of a retired employee on a contract basis. However such a

person shall be entitled to a consolidated amount and contracted facilities/ perquisites only.

He shall not be entitled to any other facility/perquisite as applicable to other regular

Executives/ Employees of the company of his cadre

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD‟s / Sectional Heads shall raise a requisition in the prescribed format, as per

sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

Candidates application screened / short listed are required to fill in the prescribed

application form in their own handwriting and submit the same to HR Department along

with a passport size photograph, photocopies of certificate and testimonials etc, in support

of their Age, Qualification, Experience conduct etc

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be issued a letter of

appointment as per the Standard Format placed.

SERVICE AGREEMENT

Experienced personnel recruited in Executive cadre may be required to execute a service

agreement to serve the organization at least for a period of two years, after joining the

service of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address Telephone number etc of

at least 2 persons (not in relation), who can be referred by the employer to verify

35
candidate antecedents etc, in the application form itself, out of which one should be

preferably of immediate past employer.

SCRUITINY OF APPLICATION

All application received from the candidates, shall initially be screened by HR Department

Recruitment section to ensure that candidate fulfills the job specifications and there after

send the screened applications to respective HOD / Requisition authority for detailed

screening and ensuring that the candidate meet their requirement and return such screened

applications back to HR Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the Company, shall be

required to complete an Application Blank for Employment in his own handwriting.

36
RECRUITMENT AND SELECTION POLICIES FOR

EXECUTIVE AND MANAGEMENT TRAINEE

SCOPE & OBJECTIVES:

Keeping in the view the existing and expansion needs as well as to meet the competition

SMIIEL needs well qualified, and talented personnel in various discipline of Retail

business Viz, Merchandizing, Sales, Supply chain, Warehousing, HR and Finance & A/c‟s,

General Management etc. In view of that it has been considered desirable to induct fresh

entrants as ET‟s/ MT‟s so as to mould and develop them as per organization need and to

frame guidelines to Recruit, Select and provide effective Training to new entrants, so as to

ensure that each one of them shoulders appropriate responsibility and produce desired

results.

TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include CA‟s, MBA‟s,

ICWA, Engineers. IT Professionals and Commerce discipline candidates and shall come

into force, w.e. from 1st April 2017. All such Trainees recruited shall be placed in Executive

Cadre (E- Cadre)

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six month training. Their job specifications

and level shall be as stated here under:-

MANAGEMENT TRAINEE:

Minimum qualifications

MBA‟s from „A‟ &‟B‟ class Management Institutes

IT Engineers

37
Fresh CA‟s

Training Duration

Total 6 months unless extended by another 3 months, in no case training period shall

exceed for 9 months

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposures to organizational Rules and Regulations

Next 2 ½ months- On the job training in various Department on rotational basis so as to

know all the functions of the organization

Next 3 months- On the job/ under study /Training in the parent Department where the

Trainee has to be placed finally. To be trained in detailed working and in depth studies &

working of that department.

EXECUTIVE TRAINEE:

Training Period: 6 months extended by another 3 months not beyond that

ICWA’s /Bright Commerce Graduate with min 50% pass marks

MBA’s from C class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/ Profession after

Graduation

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposure to organizational Rules and Regulations

38
Next 2 and ½ months- On the job training in various Department on rotational basis so as

to know the all the functions of the organization

Next 3 months- On the job/ under study / Training in the parent Department, to be trained

in detailed working and in depth studies & working of that department, where he has to be

placed initially.

Age:

The age limit of trainee shall not be above 25 years of age at the time of selection. However,

this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/HOD/Trainer and a HR representative every quarter.

Recruitment:

Recruitment of MT’s/ET’s shall be done on a continuous basis. However, campus

recruitment shall be encouraged for this level of personnel. To impart effective training

recruitment of MT’s and ET’s shall be done twice a year, keeping into view the manpower

requirement of the organization. During recruitment specific emphasis shall be laid on the

overall personality, IQ, EQ and performance in the exam starting from Board School

Exams onward and his potential to meet organizational needs & challenges and to fit in

organizational culture.

Candidates to be recruited shall be evaluated through written Tests, Group Discussions and

Interviews by the expert committee, candidates selected for recruitment shall be

39
physically fit and mentally alert and each trainee shall have to qualify in medical

standards as laid down by the company

Service Agreement

As company incurs a substantial costs on training the personnel, all Trainees, shall have to

execute a service agreement with the company for a minimum period of two years after the

completion of scheduled training period.

Progress Report:

Each trainee shall submit a Monthly Report to Training Manager about his Training work,

difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the

progress of each trainee there shall be a Quarterly Assessment by the concerned

Guru/Supervisor and Training officer about the learning and progress of the Trainee. Every

quarter each trainee shall undergo Performance Review so as to assess his learning and get

feedback about his adjustment in the organization and if needed counseling session shall

be held with the Trainee.

Each trainee shall undergo a written Test upon completion of Training and only trainees

who have got constantly a Good rating shall be withdrawn from the training scheme and be

placed in Appropriate Level/ Grade.

Training Module

Training Modules for each trade shall be announced and circulated by the Training

department from time to time.

Implementation of Training Scheme

Training scheme shall be coordinated by Training Manager/ H R Department, and shall

be reviewed periodically on need based.

40
Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the company’s

Executive cadre and in regular pay scale as per the Service Agreement / Company pay

structure.

Service Conditions

All Trainees engaged in Executive Cadre shall be governed by the Service Rules of the

company and the terms and conditions laid down in their letter of appointment and service

agreement which they shall be required to be executed at the time of joining the company.

41
 FLOW CHART FOR

RECRUITMENT AND SELECTION IN SMIIEL

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

42
 RECEIPE FOR A SUCESSFUL RECRUITMENT AND

SELECTION PROCESS

 Develop a written job description, which clearly articulates the essential elements of

the job.

 Establish valid, job-related criteria which are as objective and measurable as possible.

 Find qualified and diverse applicants by casting your recruitment net far and wide.

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

 Safe questions are those which are clearly job-related.

 Establish and retain documentation supporting all selection or rejection decisions.

The process of recruitment and selection of staff occurs within a student affairs culture

shaped by many external and internal forces. Such forces should be considered in every

search process. Whereas many external forces are common among institutions, internal

forces that are unique to the institution impact most campuses. These forces should be

considered in the recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting search

processes. However, the overriding institutional policies should be considered in all

circumstances. It is wise to consult with the campus personnel office before undertaking

any recruitment and selection process. Once the campus personnel office has been

consulted, the recruitment and selection process may begin. Following are 12 steps that

every effective search process should include:

43
1. Assess the Need For and Establish the Purpose of the Position

The institution's goals and mission statement should be clearly defined and understood

prior to conducting a search for qualified individuals. It should also emphasize the people

oriented nature of the organization.

2. Perform a Position Analysis

Every student affairs division should identify the characteristics and requirements of the

vacant position and the personality traits that would most benefit the individual who

assumes the position. It is important to create a profile that best fits the position in the

context of the institution's culture.

Whether the position is new or recently vacated, there must be a careful determination of

why the position is needed, precisely how it will assist the division and the institution in

achieving its goals and mission, how it relates to other positions in the division, and what

skills and other abilities are necessary to carry out its responsibilities.

Finally, the position analysis should include a judgment as to whether other positions in

the division should be reconfigured in light of the vacancy.

3. Prepare the Position Description

The division should first establish a hiring profile, consistent with the idea of choosing the

person who would best fit the position. It is imperative that a position description clearly

defines the institution's goals, including the definition of student services, and that

employees are selected based on personality and chemistry that fit the defined services and

goals.

44
The division should offer leadership that embraces the concept and reality of the defined

goals and practice them every day. It should also simplify operations so the people element"

shines forth and stamps the institution.

The job description should indicate the need for the position in light of the institution's

goals. It also should make clear to other members of the unit in which the work is to be

performed, what is expected of the new member.

The position description should take heed of ethical consideration in regards to ethnic,

gender, and minority bias. It should be written so that it does not systematically eliminate

members of underrepresented groups such as women and minorities. For example, because

women's career paths are more often marked by absences related to maternal and family

responsibilities, the expectation that an applicant's record show a steady progression of

positions with increasing responsibilities is more likely to attract men than women.

In writing a job description, one should avoid "must statements" such as "the candidate

must possess a Ph.D.". Use of such statements creates unnecessary limitations in the event

the most successful candidate does not meet the qualifications that have been described as

a "must."

At a minimum a position description should include:

 Position title

 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

45
 Work activities

 Procedures and conditions of employment

 Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search committee to recruit and select

staff. Search committees are most frequently the mechanism used to carry out recruitment

and selection processes Composition of committees varies depending on the functional area

and level of the position. Persons frequently included in search committees were:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

 Support staff in the area/department with vacancy

According to Winston and Creamer (1997), as the level of responsibilities of the vacant

position increases, the search committee members should be more widely representative of

the entire campus and outside community. Search committee membership may be

comprised of many different constituents. Care, however, should be exercised to keep the

committee small enough that it can communicate and function effectively. Large

committees have difficulty in just scheduling meetings, such less providing opportunities

for everyone's active participation. Large committees may impede timely reviews of

applications, which may result in having highly qualified candidates withdraw because they

have received offers from competing institutions.

46
As search committees tend to be ad hoc committees, members may not know precisely

what is expected of them. The committee's duties and the role of the hiring authority

should be clearly stated in writing. Because search committees are sometimes comprised

of students and individuals outside of the division and others who may not be familiar

with the credentials and experience required for professional work in the field of student

affairs, it is vital that all members of the committee are well trained regarding the

necessary qualifications. The members of the search committee should be educated as to

the general progression of a career in student affairs and what level of responsibilities are

required for involvement at the particular level of employment where the vacancy exists.

The empowering official shall clarify the following responsibilities with the search

committee members:

 Select a search committee chairperson

 Prepare the position description (this responsibility is sometimes fulfilled prior to

appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

47
5. Prepare the Position Announcement

This crucial step informs all who are interested in the position precisely what the search

committee is looking for in clear and unambiguous language. The announcement should

include such information as:

 Title

 Location and demographics of the institution

 Supervisor

 Mission of institution and division

 Contributions expected by the staff member toward the accomplishment of these

missions

 Goals and work requirements of the position

 Minimum education

 Experience and knowledge requirements

 Conditions of employment

 Date for beginning of review process

 Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the overall search process

by encouraging self-elimination of candidates who clearly do not fit the announced

requirements.

6. Advertise the Position

The student affairs division should evaluate all possible avenues for advertising a position

vacancy. Limited budgets may determine the means by which a position vacancy is

48
advertised. Therefore, it is important to consider carefully which advertising medium is

most likely to target the audience most important to reach. Possibilities to consider are

 Campus resources such as publications, offices, employee referrals, web-sites, or

electronic bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

 Mass media advertising (radio, television, etc.)

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

 The Chronicle of Higher Education - The Chronicle of Higher Education is generally

thought to be the most helpful medium in higher education though it may not be read

at all institutions. The Chronicle is distributed in both paper and electronic form.

Extra care should be taken to ensure that the announcement reaches potential minority

candidates.

7. Conduct the Search

The individual and office listed in the position announcement should receive all

applications from candidates. Acknowledgment of the application should be sent to both

the applicant and the search committee. All correspondence and activity should be recorded

in a log to ensure careful tracking of the candidates' materials and status.

Applicants that the division would normally judge unacceptable suddenly seem desirable

when the need to hire a body, "any body", becomes severe. The division will face a

49
natural temptation to short-circuit the standard screening process and hire a replacement

immediately.

One way to avoid such crisis hiring is to encourage qualified individuals to submit

employment applications even when the division has no current job openings. The

applications may be kept on file for future consideration. Another way to maintain possible

candidates on file is to ask exemplary staff members to refer their friends who might be

looking for work, even offering the staff members rewards for referrals.

8. Screen the Applicants

Screening of applications should be conducted from the beginning of the search process,

and reviews should begin immediately following the announcement. The division should

test to ensure that each applicant fits the profile and hire a person who fits the profile

remembering that good selection reduces turnover, training and recruitment costs, and

thereby produces stability, consistency, low operating costs and an ability to increasingly

reward desired behavior.

Selection methods that focus both on crucial requirements and organizational culture

include:

 Interviews

 Biographical data

 Work samples

 Self-assessment

 Personality tests

 Cognitive abilities

 Physical abilities

50
 Use of an assessment center

 A thorough literature review concerning the screening of resumes.

A comprehensive employment application is the cornerstone of every successful pre-

employment screening program. It will identify many undesirable applicants early in the

selection process. The completion of an application form is important for Equal

Employment Opportunity reasons, for record keeping, and for gathering information from

which to make a good employment decision.

Some institutions require that all applicants complete an employment application. Taking

a critical look at the institution's employment application, the recruitment staff may see

ways in which it can be improved. The one page, stationery-store variety is too brief if it

fails to elicit vital information that can be legally requested.

The nitty-gritty of the employment application is the work history section. Recent jobs are

the best predictors of future job performance and permanency. An application should

provide enough space to allow the applicant to list every job he/she has held for at least

five years. Their personal saga of success or failure often is displayed clearly in their

unabridged employment record. Beginning and ending dates of each job, month as well as

year, are also necessary. Precise dates of employment expose gaps between jobs.

Instructions should direct job seekers to list every job, including part-time, second jobs,

and volunteer jobs. The search committee should always carefully study each applicant's

employment history.

9. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be considered are identified,

interviews should be arranged with those candidates. Often, the size of the departmental

51
recruitment budget will determine both the type and the number of interviews that will be

conducted. Many times, institution with limited budgets will begin the interview process

by conducting telephone interviews. Telephone interviews can be held with either an

individual or a group of people as the interviewer. If a group of people interviews the

candidate, arrangements should be made to conduct a conference telephone call with the

candidate.

If an institution is fortunate to have a healthy recruitment budget, the search committee

may wish to invite one or more candidates to visit the office and participate in the interview

process in person. Or, an institution might wish to conduct office interviews after

conducting phone interviews has narrowed the pool of candidates. Regardless of what

method of interviewing is used, certain arrangements are necessary prior to the interview:

 Arrange and confirm dates and times with candidate

 Develop the interview schedule and confirm with all individuals who will be involved

in the interview process (provide a final copy of the schedule to the candidate, the

interviewers, and the search committee members)

 Arrange for escorts to and from all interviews

 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

 Arrange for a campus host (and pick up from airport, train station, etc. if necessary)

 Arrange for any meals provided outside of the interview schedule if necessary

 Develop an evaluation tool for all interviewers to use upon completion of the

interview

52
 The candidate should be reimbursed for all travel related expenses incurred in order to

attend the interview unless other arrangements have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search committee to overvalue assets

and never see liabilities. The purpose of the applicant's resume is to highlight assets and

hide shortcomings. Most applicants do not overtly lie on their resumes; they just omit

negative information. Unsuccessful short-term jobs, reasons for leaving and dates of

employment are the items most frequently omitted from resumes.

As a result, interviews must be conducted from completed employment applications. The

search committee should never grant an interview to an applicant who has not fully

completed an application form. Interviews are most effective when they include questions

based on a careful analysis of job functions. Interviews should be consistent from candidate

to candidate and should evaluate a candidate's interpersonal and communication skills.

Interviews should involve multiple interviewers. It is always instructive to see how

different interviewers give different points of view on the same applicant, which leads to a

better overall hiring choice. Additionally, it is easy for search committee members to forget

some of the material that was covered in the interview. It is useful to document every

interview session and to have one interviewer from each interview team provide brief notes

regarding the gist of the interview.

11. Conduct Reference Checks

One of the most crucial but often neglected steps in the hiring process is reference checking.

Reference checking is often forfeited when a student affairs division is

53
pressured to hire in a hurry. Additionally, reference checking can be a frustrating exercise

that yields little useful information about a candidate. Nevertheless, the desire to save time

and avoid legal ramifications should not prevent any recruitment staff from conducting

thorough reference checks on all prospective new hires.

Reference checks round out the profile of a job applicant by providing third-party support

for first impressions. Reference checks should be made only for those candidates who have

advanced to the finalist stage and who are under serious consideration for the job.

When calling a reference, be friendly and courteous. Ask if it is a good time to talk then

put the person at ease by mentioning something or someone you both have in common.

After developing rapport, begin with basic questions about the applicant. This will yield

essential information while breaking the ice. Ask for confirmation of employment dates,

title, job duties, salary and the name of the previous employer. Next, segue into a brief

description of the experience and skills you have been looking for and ask the reference to

comment on the applicant's ability to handle some of the typical responsibilities

Some ways to improve reference checking are:

 Inform the candidates that, if they advance as a finalist for the position, the hiring

supervisor will conduct a reference check. This information should encourage

candidates to be frank and honest in their responses to questions.

 To increase the chances of contacting candid references, ask each applicant for at least

five names, including immediate supervisors. Additionally, request a fact about each

contact, such as membership in professional associations, which can be used as an

icebreaker when calling.

54
 The position supervisor should call all references personally. That person knows best

which skills and personality traits will be optimal for the position.

 Ask open-ended questions in order to elicit broad information. Some people may be

fortunate and contact a reference that is willing to frankly discuss the candidate's

qualifications. But it is just as likely that the reference will be reluctant and offer

minimal information.

 Avoid inquiring about the candidate's marital status, age, disabilities, religion,

ethnicity, gender, or other personal issues. Such information may not be used in making

a hiring decision. The committee may submit one of the following types of

recommendations, depending upon the charge that was originally given to the search

committee:

12. Make the Offer

After the search committee has completed all of the interviews and has evaluated the

candidacy of the finalists, the committee will submit a recommendation to the hiring

authority. The committee may submit one of the following types of recommendations,

depending upon the charge that was originally given to the search committee:

 The name of one candidate

 The names of two or more candidates in order of hiring preference

 The names of two or more candidates in no particular order

Once a qualified candidate or candidates has been recommended to the hiring supervisor,

the supervisor should strongly consider the recommendation that has been presented. The

supervisor may accept a hiring recommendation or charge the search committee to continue

the search.

55
Should a hiring recommendation be accepted, the supervisor should contact the preferred

candidate and make the job offer. Some important issues that should be addressed in the

job offer are:

 Starting salary

 Starting date

 Length of contract

 Employee benefits

 Moving expenses (if applicable)

 Living accommodations (if applicable)

 Any other points of negotiation

The candidate should be given sufficient time to either accept or reject the offer. However,

the hiring authority should not compromise the availability of other candidates if the

candidate of choice declines the offer by allowing too much time to pass between the offer

and the decision.

If the candidate accepts the position, the offer and conditions of hiring should be sent to

the candidate in writing as soon as possible. If the candidate declines the position, the hiring

supervisor should make the offer to the next candidate of choice or should reconvene the

search committee to make other arrangements.

Once an individual has been secured for the position, all other candidates should be notified

immediately. They should be informed of the closure to the search and thanked for their

interest in the position. It is proper etiquette to notify those candidates who were

interviewed, either by telephone or in person, personally.

56
Finally, the search committee should be dissolved with acknowledgments of their time and

service. Appropriate announcements should be made regarding the outcome of the search

process.

Avoiding Ethical Breaches When Conducting a Candidate Search

It is important to act ethically at all times when conducting a candidate job search, not only

out of respect for each candidate, but also to protect the integrity of the institution. It is not

uncommon for hard feelings to develop between candidate and institution as a result of

thoughtless acts or misbehavior on the part of those involved in the search process. It is

important for institutions to avoid any disrespect or malfeasance on the part of the

institution to help ensure success for current as well as future candidate searches. Following

are some behaviors that if adopted, will help ensure a legitimate and respectable job search:

 Train all search committee members to understand and recognize the necessary

credentials for the particular position.

 Acknowledge receipt of all application materials.

 Do not make offers that are not honest. For example, do not tell a candidate the position

will be offered to him or her unless it has been agreed upon by the entire search

committee and the hiring authority.

 Never misrepresent the position in any way.

 Maintain confidentiality throughout the entire job search.

 Provide the candidate with professional materials representative of the company.

 Conduct open searches. If there is an internal candidate or candidates for the position,

announce this to all other candidates.

57
 Never mislead a candidate as to his or her status in the search process.

ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

 Religion should not be a factor in advertising vacant positions in cases of public

universities. It is however permissible in private institutions. In this case, state this

explicitly in the advertisement especially if it is a factor in selection.

 Search committee members should be trained on the protocol and legal situations.

 Search committee members should not make attempts to deduce religious

denomination based on affiliations or organizations listed on the resume.

 Be forthright with all institution policies related to religion.

 In position advertisements attempt to list as much descriptive information on the local

community as possible.

 State all terms of employment in hiring offer.

 List all institutional policies related to dress and appropriate attire. This is important

for employees who may want wear traditional or native attire to work.

 Be sure that hiring practices are consistent across the board. There have been court

cases where employees may not have been hired because of their religious

denomination.

ISSUES OF GENDER IN RECRUITMENT AND SELECTION

 Do not discard applicants who “stopped out” to provide care for a child, or for

maternity leave.

 Consider the dynamics of the interview – is the candidate being interviewed in an

environment that is representative of the office environment.

58
 Understand questions that cannot be asked regarding family, children, pregnancy, etc.

 Provide medical insurance that covers the full range of medical needs of women

employees, including reproductive health care.

 Provide paid sick-leave policies for employees‟ illness and illness of spouses, lifetime

partners, dependent children, and elderly parents.

 Provide life insurance, disability and pension programs that are nondiscriminatory on

the basis of gender.

 Have clear and vigorously enforced sex, race and sexual orientation discrimination and

sexual harassment policies and include a statement about these policies in the

advertisement of the position.

 Before attempting to diversify a staff and make it more gender equitable, one must

tackle issues such as, “gender stereotyping; discrimination in hiring, pay, and

promotions; family issues; and sexual orientation discrimination”. There are five areas

critical to this process:

1. Open communication

2. A commitment to creating an inclusive environment

3. Clear preconceived expectations based on gender

4. A neutral supervisor who can observe different styles and facilities communication

when a conflict arises.

5. Training – sexual harassment as well as gender issues training (It is thought that 75-

80% of sexual harassment complaints could be prevented by understanding gender

differences”

59
CERTAIN DO’S AND DON’T IN RECRUITMENT AND SELECTION

DO’S:

Be fair at the time of decision making for the final selections as well as salary.

Always cross check the references and the information provided by the candidate

Place a person according to his qualification and experience

Lessen the grievance of each employee and take decision according to natural law of

justice.

DON’T:

Don’t get influence by outsiders at the time of outsiders at the time of requirement

Don’t be judgmental on personal basis

Don’t promise anything which will go against the ethos of the organization

60
 CHAPTER-3

Objectives of the
study

61
 OBJECTIVE OF THE STUDY
 To find out the various sources and methods of Recruitment at SMIIEL (A unit

of Motherson Sumi Systems Limited) Noida.

 To study the Selection process at the SMIIEL (A unit of Motherson Sumi Systems

Limited) Noida.

 To study the Procedures of Recruitment and Selection at SMIIEL (A Unit Of

Motherson Sumi Systems Ltd.) Noida

 To study the employee’s behavior against the procedures of Recruitment and

Selection

 To analyse the probable area of improvement to make recruitment and selection

procedure more effective

62
CHAPTER-4

Research

Methodology

63
 RESEARCH METHODOLOGY
This section includes the research methods, their rationale, validity, reliability, sample

size, alternatives and limitations faced during primary research.

 To know about the various needs of staff and what they want from their job.

 To discuss what steps do managers to take the motivate their staff and fulfill their

needs.

 To gauge the impact of staff motivation on employee productivity.

Research Design- Descriptive Research Design

Research Approach- Survey Approach

Research Instruments- Questionnaire

Sample Universe- SMIIEL (A unit of Motherson Sumi Systems Limited) Noida

Sample Area – SMIIEL (A unit of Motherson Sumi Systems Limited) Noida

Target population: Employees of SMIIEL (A unit of Motherson Sumi Systems Limited)

Noida

Sample method- Random Sample method

Sample Size- 100

Data source- Primary data & Secondary Data

64
SOURCES OF DATA
The two main sources of data for the present study have been primary data and

secondary data.

1. Primary Data:

Primary data consists of original information collected for specific purpose. The

primary data for this research study was collected through a direct survey with the viewers

guided by a structured questionnaire. The questions were structured and direct as to make

viewers understand easily.

2. Secondary Data:

Secondary data consists of information that already exists somewhere, having been

collected for specific purpose in the study. The secondary data for this study collected from

various books, company websites, and from company brochures.

The main statistical tools used for the collection and analyses of data in this project

are:

 Questionnaire

 Pie Charts

 Bar Diagrams

65
 CHAPTER-5
LIMITATIONS

66
 Limitations of the study

 As we hand limited time span so it is not possible to cover each & every topic in

detail.

 As I Was a trainee I did not have excess to confidential information the company.

 Company uses various software’s which have certain financial information and I as

a trainee cannot access them.

 As the samples are taken randomly and population size of SMIIEL (A unit of

Motherson Sumi Systems Limited) Noida is large, sample errors are inevitable.

 The study will heavily depend on primary data which will be collected from

Employee of SMIIEL (A unit of Motherson Sumi Systems Limited) Noida at large;

hence the authenticity of data can be a limitation.

67
 CHAPTER-6
DATA ANALYSIS

68
 DATA ANALYSIS & INTERPRETATION

1. Does your company follow formal recruitment process?

Options NUMBER OF PERCENTAGE
RESPONDENTS
Yes 90 90
no 10 10
TOTAL 100 100

NUMBER OF RESPONDENTS

12%

Yes
no

88%

Interpretation: From the above diagram it is quite clear that employees of SMIIEL (88%)
are satisfied by the recruitment and selection procedure followed by the company. However
there can be some changes introduced in the procedure which are suggested by the
employees to improve the recruitment and selection policy of the company.

69
 1. When your company hire new employees?

Immediate Need
22%

Yearly Basis
4%

Both
74%

Interpretation: From the above diagram we can see that there were mix responses from
the employees regarding the above mentioned question. 74% said that company is hiring
employees annually as well as according to the company needs but 22% of my sample size
believes company hires according to the need of the organization and 4% says that SMIIEL
employs on yearly basis.

70
 2. Which sources of recruitment your company should follow?

3%

20%
31%
Promotion / Transfer
Consultancy
Campus Placements
References
Any Other

31% 15%

Interpretation: There are various ways of recruiting candidates in the SMIIEL.

Some of the sources used by them are promotion, employee referrals and consultancy
firms.

From the chart it is clear that employees of SMIIEL are in favour of Campus placements
and promotion and transfers.

20% of employees are in favour of internal references and 15% have suggested using
consultancy services.

Some have suggested advertising the vacancy in newspapers also.

71
4. What criteria do you think should be used for selection process?

0%
2%
Written test
38%
Personal Interview

Written test and

Interview
60% Any Other

Interpretation: SMIIEL practices panel interview for selecting a candidate but from the
chart it is clear that 60% of employees want written test along with the interview to select
a candidate.

No employee is in favour of written test only and some have suggested that even physical
examination should be included while selecting the candidates along with written test and
interview.

72
5. According to you, 3 rounds of interview in SMIIEL are essential for an effective
recruitment process.

0%

13%

Strongly agree
Agree
25% Disagree
Strongly disagree
62%

Interpretation:
62% (10 in number) of the departments disagree with the statement that 3 rounds are
essential. It depends upon the position for which the interview is being conducted.

73
6. Were you given same job description as discussed in the Interview?
Yes 98
No 2
Total 100

2%

Yes
no

98%

Interpretation: Almost all the employees got the specified jobs offered to them. This
implies that the SMIIEL have the organized manpower planning and well organized
recruitment policy.
From the chart it is crystal clear that the candidates get exactly the same job as described.
So from SMIIEL perspective it is a good sign for the overall growth and development.
There were some employees around 2% of my sample study who were against the above
mentioned point.

74
7. According to you on what basis candidates should be evaluated for selection?

All Three
22%
Family
Background
10%

Academic
Qualification
32%

Experience
36%

Interpretation: The above diagram clearly depicts that the employees prefer Experience
as a criteria to select the candidate. Next they consider academic qualification should be
given importance while selecting a candidate. Only 10% are in favor of family background
to be used as selection criteria by the company.
22% of sample size is in favour of all the three factors that are experience, academic
qualification and family background.

75
8. Do you think physical examination should be included in selection process?

Options NO OF % OF
RESPONDENTS RESPONDENTS
Yes 70 70
No 30 30
Total 100 100

NO OF RESPONDENTS

30%

Yes

70% No

Interpretation: The physical examination discloses the physical characteristics of the

individual that are significant from the standpoint of his efficient performance of the job
that he may be assigned.

Accordingly 70% of employees are in favor of physical examination to be included in the

selection procedure because they believe it will ensure higher standard of health and
physical fitness of the employees and will reduce the rates of accident, labour turnover and
absenteeism.

24% are not in favour of physical examination as they think it is a wasteful expenditure of
the company.

76
9. Are you satisfied with the overall recruitment & selection process of your
company?

40%
Satisfied
Neutral
50%
Dissatisfied

10%

Interpretation: From the above figure, it is quite clear that out of my sample size, 50%
are those who are not satisfied with the recruitment and selection policy followed by
SMIIEL and have suggested some measures to improve them. 40% were those who were
satisfied by the policy and 10% were those who were not able to comment on it.

77
10. Which of the following factors mentioned below you think have a beneficial
effect upon the ability of SMIIEL to attract and retain good employees?

Salary Package
Brand Name
Career Growth
Good Working Environment

31%

15%

24%

30%

Interpretation: From the above chart it can be understood that most of the employees are
inspired by the career growth and salary package of the SMIIEL. It’s clear from the chart
that Brand name is also important factor which is a motivating force for the employees of
SMIIEL. Only 15% of the employees consider working environment in SMIIEL to be a
motivating factor.

78
11. According to you, the recruitment department in your organization is efficient
enough?

OPTIONS No of respondents % of respondents

Strongly Agree 10 10
Agree 50 50
Disagree 25 25
Strongly Disagree 15 15
Total 100 100

No of respondents

10%
15%

Strongly Agree
Agree

25% Disagree
Strongly Disagree
50%

Interpretation:
Half of the departments agree that the recruitment department is efficient enough in hiring
the best talent from the pool of large people. It means they are satisfied from the persons
recruited in the organization.

79
12. The salary offered at the time of interview to the candidates is at par with the
market rate.

OPTIONS No of respondents % of respondents

Strongly Agree 0 0
Agree 30 30
Disagree 40 40
Strongly Disagree 20 20
Total 100 100

No of respondents
Strongly Agree Agree Disagree Strongly Disagree

0%

22%
33%

45%

Interpretation:
The above graph tells us that around half of the departments are unaware of the salary
being offered to the people at the time of joining.

80
13. You are satisfied with the recruitment process in your organization.

OPTIONS No of respondents % of respondents

Strongly Agree 7 7
Agree 48 48
Disagree 37 37
Strongly Disagree 8 8
Total 100 100

No of respondents

8% 7%

Strongly Agree
Agree
37% Disagree

48% Strongly Disagree

Interpretation:
There is a mixed reaction of this question. Around half of the departments don’t know
anything in this regard. So, no clear picture can be drawn on the basis of this answer.

81
CHAPTER-7
FINDINGS

82
 Findings

My study of the recruitment and selection processes at SMIIEL generated the following

findings:

 The recruitment process at SMIIEL is in line with the recruitment policy of the

company. The entire process works exactly as it should according to the policy.

 The recruitment process i.e. the activity of generating the pool of perspective

employees, is similar for all entry – level positions. However the selection process is

unique for every position. The recruitment process at SMIIEL is shown in above

flowchart.

 The human resources department maintains the blanket count of personal in each

department and is responsible for filling up vacant positions in all departments

throughout the organization.

 The recruitment and selection activity is centralized and is conducted by the human

resources department at SMIIEL head office.

 Different sources of recruitment for every position has been tried and tested over the

years at SMIIEL and at present every position has one unique source of recruitment,

which is always resorted to.

83
 SMIIEL can improve its recruitment and selection process with the advices mention

below and can increase the sources of recruitment for selecting the right pool of

candidates.

84
CHAPTER-8

RECOMMENDATION

85
 RECOMMENDATION

 According to my analysis Pantaloon Retail should use Campus placements as a source

of recruitment.

Company mainly focuses on internal sources which has its own limitations. By

focusing on Campus Placements Company can attract qualified personnel for vacant

jobs in the organization. It can facilitate the infusion of fresh blood with new ideas in

to the enterprise. This will improve the overall working of the enterprise.

 For the selection of the candidate for a vacancy company should first conduct written

test and on the basis of the result of the test score interview should be scheduled for the

selected candidate.

 According to the analysis company should evaluate the candidates on all the factors

(experience, qualification and family background) however greater importance should

be given to the experience and then qualification should be considered.

 Company should include physical examination in the selection process. After the result

of this question The Company Has Decided to Include Physical examination in the

selection process and are now getting in touch with various hospitals to enter into a

contract with them.

 Certain changes should be made in Recruitment and Selection process of SMIIEL such

as new sources of recruitment should be entertained, written examinations should be

included in selection process and physical examination should be considered as a part

of Selection Process.

86
CHAPTER-9

CONCLUSION

87
 CONCLUSION

The employees of any organization are its life blood, without doubt. With the dawn of this

realization upon the present day business organizations, there appears to be a major shift

towards human resource management. In fact, the employees of today are encouraged to

participate in the major decisions and thus play a vital role in the management of the firm.

The performance of the organization depends on the efficiency that its employees exhibit.

Hence it is of crucial importance that employees with the most suitable qualifications be

selected. This is where the processes of recruitment and selection come in. It is difficult to

separate one from the other.

The process of recruitment and selection has to be at its best to get suitable candidates to

carry out the job. Hence each company is concentrating on recruitment and selection

process. Due to the added burden on the part of the organization they go for consultancies

to get their manpower. Thus in Consultancy has the responsibility to satisfy the need of the

companies.

88
BIBLIOGRAPHY

89
 Bibliography
Book:

1. Sparrow, P.R. (2007) Globalisation of HR at function level: Four case studies of

the international recruitment, selection and assessment process, International .

2. DeCenzo, DavidA. and Robbins,Stephen P. (2006). Fundamentals of

Human Resource Management, Ninth. Edition. New York: John Wileyand
Sons,2.

3. McBey, Kenneth J. and Belcourt, Monica.(2008). Strategic Human

Resource Planning, Fourth Edition, United States, Nelson Education ltd,

WEBSITES:
1. http://www.academia.edu/4506411/Internship_Report_Recruitment_and_Selectio
n_Process
2. https://www.scribd.com/doc/71917820/HR-Project-Recruitment-Selection
3. http://wessweb.info/index.php/Recruitment_Bibliography
4. https://books.google.co.in/books/about/Recruitment_and_Selection.html?id=FEw
hygAACAAJ&redir_esc=y
5. http://www.slideshare.net/Tiwarisonal/recruitment-and-selectioninbhartiairtel

90
91
ANNEXURE

92
 QUESTIONNAIRE

NAME :

DESIGNATION:

DEPARTMENT :

1. Does your company follow formal recruitment process ?

a) Yes b) No

2. When does your company hires new employees?

a) Immediate need

b) Yearly basis

c) Both

3. Which sources of recruitment your company should follow ?

a) Promotion / Transfer

b) Consultancy

c) Campus Placements

d) References

e) Any Other……………………………………………………………..

4. What criteria do you think should be used for selection process ?

a) Written test

b) Personal Interview

c) Written test and Interview

d) Any Other………………………………………………………………..

93
5. According to you, 3 rounds of interview in SMIIEL are essential for an effective

recruitment process.

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

6. Were you given same job description as discussed in the Interview?

a) Yes b) No

7. According to you on what basis candidates should be evaluated for selection?

a) Academic Qualification

b) Experience

c) Family Background

d) All of the above

8. Do you think physical examination should be included in selection process ?

a) Yes b) No

9. Are you satisfied with the overall recruitment & selection process of your

company ?

a) Satisfied b) Neutral

c) Dissatisfied

10. Which of the following factors mentioned below you think have beneficial effect

upon the ability of SMIIEL to attract & retain good employees?

a) Salary Package
b) Brand Name
c) Career Growth
e) Good working environment
e) Any Other……………………………………………………………..

94
11. According to you, the recruitment department in your organization is efficient

enough.

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

12. The salary offered at the time of interview to the candidates is at par with the

market rate.

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

13. You are satisfied with the recruitment process in your organization.

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

14. Suggestions (if any, to improve the Recruitment Process)

95