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For one thing, your recruitment efforts should make sense in terms of your
company’s strategic plans. For example, decisions to expand abroad or to fill
a large number of anticipated openings imply that you have carefully
thought through when and how you will do your recruiting. Second, some
recruiting methods are superiors to others, depending on the type of job you
are recruiting for and what your resources are. Third, the success you have
with your recruiting actually depends to a great extent on non-recruitment
human resource issues and polices. The bottom line is that your recruiting
plans (and human resource plans in general) must be internally consistent,
and make sense in terms of your company’s strategies.
Yoder
“Recruitment is the discovering of potential candidates for actual or
anticipated organizational vacancies. It is the linking activity bringing
together those with the jobs to fill and those seeking jobs”.
David
People are the most important resources of all other resources in the
organization. The organization invests more amount for recruitment, which
directly effect the productivity of the company.
Review of Literature
The management will have a clear idea about the problems that may arise in
future and try to adopt proper and better recruitments practices of the
company which help in building up healthy constructive & progressive
human relationship for the advancement of the company
Limitations
1) Interaction with the interviewers was limited and could not identify
Research Methodology
The researcher has adopted interview method which was designed especially
for the study, after consulting experts and guide. The data is also collected
through discussions and observation method in and outside ELCOTEQ India
Pvt Ltd. Human resource department is the main source of data and
information for the present study.
Data sources
Data is being collected based on two sources:
a. Primary data
b. Secondary data
Primary data
Sampling process
Sampling Unit
Sampling Size
Sampling Technique
Conceptual definitions
Recruitment
Induction
Placement
It is defined as, “the determination of the job to which an accepted candidate
is to which an accepted assignment to that job. It is matching of what the
supervisor has reason to think he can do with the job demands, it is a
matching of what he imposes and what the offers in the forms of payroll,
companionship with others, promotional possibilities etc.”
Job description
Selection
Yoder defines selection as, “the hiring process is one of or many Go, No-Go
gauges. Candidates are screened by the application of these tools. Qualified
applicants go on to the next hurdle, while the unqualified are eliminated.”
Job specification
Chapter 2: “Research design of the study”. This chapter deals with the
following subjects, brief introduction, statement of the problem, review of
the literature, objectives of the study, scope of the study, methodology,
sampling, tools for data collection, field work, method of analysis,
limitations of the study, conceptual definitions.
COMPANY PROFILE
Elcoteq In Brief
Elcoteq's 7 C's
Concentration
- Focus on communications technology products: both terminal products and
communications network equipment
Competence
- Expertise especially in wireless communications
- Skilled personnel, high-technology competence
Co-evolution
-Superbcustomer service
- Confidentiality and close co-operation
Consistency
- Globally consistent plant network, standardized machinery, uniform
systems and processes to enable superior time-to-market
- Transferability of skills, technologies, products, assets and human
resources on a global basis
Cost-efficiency
- 100% of volume manufacturing capacity in low-cost countries
- Sourcing power
Coverage
- Global operations
- Full service range
Continuous development
- Continuously competitive and unique service offering
Elcoteq came into being in 1984 as a part of Lohja Corporation. The new
unit was called Lohja Microelectronics because it focused on the
manufacture of densely mounted control electronics for Lohja Corporation's
ambitious project to develop flat displays. Antti Piippo, BSc (Eng.), a
director in Aspo Oy's electronics division, was appointed to head the unit.
He was soon joined by Henry Sjöman, MSc (Eng.), his former colleague at
Aspo. Around the same time Jorma Vanhanen, a young engineering student,
started at Lohja Display Electronics to work on his master of science thesis.
The Microelectronics unit quickly developed its expertise to meet the level
demanded for the task, but Lohja Corporation made slower progress than
expected in developing flat displays. The full amount of work Lohja
Corporation had planned for the new Microelectronics unit did not, in fact,
materialize so the units enterprising management set about finding
customers outside the company.
Although Elcoteq had grown rapidly, outsourcing in the 1990s was in its
infancy. Elcoteq wanted to make sure it was one of the companies that got
the lion's share of this growth in outsourcing, and international expansion
was essential to achieving that goal. The funds from a share issue were used
to establish an international network of manufacturing plants. Within a
couple of years the company had increased its capacity many times over. In
1999 the network of plants covered more than ten countries in three key
regions of economic growth: Europe, America and Asia.
Elcoteq's milestones
1984
- Lohja Microelectronics founded to support Lohja Corporation's electroluminesce
development production in the town of Lohja in southern Finland
1990
- Lohja Microelectronics unit was incorporated as Elcoteq Oy Ab
1991
- Management Buy-Out
1992
- Pilot production started in Tallinn, Estonia
1993
- AS Elcoteq Tallinn was established as a legal entity in Estonia
- Printeq-Piirilevyt Oy (Printed Circuit Board production) was established
1994
- Oy Jorvas Partners Ab was acquired near Helsinki, Finland
- ABB Industry's electronics assembly factory was acquired in Helsinki,
Finland
1995
- New Gunnarla plant in Lohja, Finland started production
- New Printeq factory started production in Salo, Finland
1996
- Jorvas factory was closed
- Capacity in Tallinn was nearly tripled
- Phone Repair Center started in Tallinn
1997
- First GSM phone box-build project in the EMS industry started with
Ericsson in Tallinn, Estonia
- Elcoteq Deutschland GmbH was established
- Expansion of the Tallinn factory
- Pilot production in St. Petersburg, Russia
- Listing on the Helsinki Stock Exchange
1998
- Printeq operation was sold
- New Technology Services Unit was set up
- Elcoteq acquired ABB Transmit PCB operations in Vaasa, Finland
- Elcoteq acquired Kone Corporation's elevator electronics operations in
Hyvinkää, Finland
- Purchase office was established in Tokyo, Japan
- New plant was built in Pécs, Hungary
- Building of a new plant started in Monterrey, Mexico
- Elcoteq and Elektrobit sign co-operation deal covering product and
technology development
1999
- Mexican plant in Monterrey started operation
- Purchase of Dongguan plant in China
- Elcoteq Denmark was established
2000
- Acquisition of Stephan Elektronik in Überlingen, Germany, including
operations in Switzerland and Poland
- Acquistion on NDP's plant in Pécs, Hungary
- Elcoteq Beijing Electronics was established in China
- Building of second Elcoteq plant started in Tallinn, Estonia
- Elcoteq decided to build a new plant in Wroclaw, Poland
2001
- Elcoteq divided its business into three business areas: Terminal Products,
Communications Network Equipment and Industrial Electronics
- Acquisition of ABB electronics unit in Switzerland
- Elcoteq decides to merge Helsinki and Lohja plants in Finland
- Elcoteq acquires mechanical engineering unit of Adtranz Schweiz
- Elcoteq decided to build new plant in Beijing, China
2002
- Elcoteq and Aspocomp established technology development company
Imbera Electronics Oy
- Elcoteq aqcuired three-fourths of the capacity of the Benefon R&D Center
into Elcoteq's wholly-owned subsidiary Elcoteq Design Center Oy
- Refined strategy was announced in August
- Elcoteq acquired IBM's 70% ownership of GKI in China
2003
2004
- Divestment of Industrial Electronics business area
- Decision to build a new plant in St. Petersburg, Russia
- Elcoteq decided to open manufacturing operations in India and Brazil
- Elcoteq opened an international office in Zug, Switzerland
- Elcoteq's Board of Directors proposed to a General Meeting of shareholders
that Elcoteq be converted into a European Company (Societas Europaea, SE)
- Elcoteq started manufacturing operations in Manaus, Brazil
- Elcoteq acquired a manufacturing facility from Thomson in Juarez, Mexico
2005
- Plant inauguration in Bangalore, India
- Geographical Area Europe’s head office opened in Budapest, Hungary
- Elcoteq celebrated 10th anniversary of the Gunnarla plant in Lohja, Finland
- Elcoteq converted into a European Company (Societas Europaea, SE)
- Plant inauguration in St. Petersburg, Russia
Business areas
Terminal Products
Services
Terminal Products provides services covering the entire value chain from
design, NPI and manufacturing to repair. In design, NPI and manufacturing
services customers are product companies or brand owners. In after-sales
services Elcoteq's customers also include network operators.
Design services for mobile phones have been part of Elcoteq's service
portfolio since July 2002 when the company acquired R&D capacity in
Finland. This enabled Elcoteq to set up the Elcoteq Design Center, which
offers:
Corporate Governance
Elcoteq complies with the applicable local legislation in each of its operation
location. Based on company's domicile the Corporate Governance is based
on Finnish legislation. In addition to this, Elcoteq applies the guidelines for
the administration of public limited companies prepared jointly by the
Central Chamber of Commerce of Finland and the Confederation of Finnish
Industry and Employers, corporate governance recommendation for listed
companies issued by the HEX Plc, the Central Chamber of Commerce of
Finland and the Confederation of Finnish Industry and Employers as well as
the insider guidelines issued by the Helsinki Exchanges.
Human rights
Elcoteq respects the principles of international human rights conventions
such as the United Nations' Declaration of Human Rights and applicable
ILO Conventions.
Conflicts of interest
Elcoteq's employees shall avoid situations where giving or receiving a gift
can lead to debt of gratitude beyond prudent business conduct. Family
relationships must not affect the decision making to be adverse to Elcoteq.
Persons married or in other close relationship are not recommended to be
under each other's management.
Employees' rights
Elcoteq complies with applicable local and international legislation in all its
activities. As an employer Elcoteq acts responsibly aiming to fulfill the
requirements of the international SA 8000 standard, which covers the
following main topics:
• Child labor
Elcoteq complies with the UN and ILO Conventions on the rights of
the child and does not engage in or support the use of child labor.
• Forced labor
Elcoteq does not engage in or support the use of forced labor.
• Discrimination
Elcoteq does not engage in or support discrimination based on race,
caste, national origin, religion, disability, gender, sexual orientation,
union membership, political affiliation or age. Elcoteq does not allow
abusive, harassing or offensive behavior. This includes gestures,
language and physical contact, that is sexually coercive, threatening,
abusive or exploitative.
• Disciplinary Practices
Elcoteq does not allow the use of corporal punishment, mental or
physical coercion and verbal abuse.
• Working hours
Elcoteq complies with applicable laws, industry standards and
applicable collective bargaining agreements on working hours and
overtime compensation.
• Remuneration
Elcoteq complies with applicable laws, industry standards and
applicable collective bargaining agreements on wages. Deductions
from wages for disciplinary purposes can only be made according to
local legislation. Wages and benefits are paid in full compliance with
applicable laws.
THEORETICAL BACKGROUND OF THE STUDY
Direct Method:
This type of recruiting is performed in co-operation with the
placement bureau of the educational institutions providing assistance in
attracting students, arranging interviews and making available space and
student resumes. The recruiter should keep a breast of trends in recruiting
activities of other companies so that he plans his visits in time to recruit
students before they are signed up with some other enterprise. Attempt
should be made not to make a spot offer for a job to permit the applicant to
have time to think over it and enable the company to compare him or has
with other candidates.
Indirect Method:
The most frequently used method or technique of recruitment is
advertisement in publications such as newspapers, magazines and trade
journals as well as technical and professional journals. The advertisement
should indicate information about the organization and the job providing an
opportunity to a potential candidate to contact the recruitment office in
confidence.
Other recruitment methods includes radio advertising and television
announcements, another indirect method of advertising frequently used is a
notice board placed at the gate of the company.
Internal Recruitment:
Among the channels available for recruitment, the most popular are
job posting, employee referrals and temporary worker pools.
Job Posting:
Advertising available jobs internally began in the early days of
affirmative action, as a means of providing equal opportunity for women and
minorities to compete. It served as a method of getting around the “old boy”
network, where jobs sometimes were filled more by “who you knew” than
by “what you knew.” Today job posting is an established practice in many
organizations, especially for filling jobs up to the lower executive level.
Employee Referrals:
Referrals of job candidates by present employees has been and
continuous to be a major sources of new hires at many levels, including
professionals. It is an internal recruitment method, since internal rather than
external sources are used to attract candidates.
Externals Recruitment:
In this section we will describe four of the most popular recruitment
sources: university relations, executive search firms, employment agencies
and recruitment advertising.
University Relations:
The companies have targeted certain schools that best needs and have
broadened the scope of their interactions with them. This includes
recruitment, gifts and grants to the institutions, summer employment and
consultation projects for the faculty and invitations to placement officers to
visit company plants and offices.
Flow Chart Description:
A. Functional manager –
Reviews the position requirements through headcount
forecasting process and approved action plan.
Generates, creates and modifies the existing JD for required
position.
Fills up request (Recruitment Request Form) for recruitment
four weeks in prior for finalizing the indirect candidate, after
that the notice period serves by candidate.
In case of direct candidates total time for joining in four weeks.
Takes the first round of interview.
B. Human resource manager –
Decides on the approval of the request.
On non-approval, the request form goes back to the functional
manager.
C. Business services manager –
Decides on the approval of the request.
On non-approval, the request form goes back to the functional
manager.
Decides on the approval of the offer.
D. General manager –
Decides on the approval of the request.
On non-approval, the request form goes back to the functional
manager.
Takes the second round of interview.
Decides on the approval of the offer.
E. Recruitment officer –
Sources curriculum vitae’s.
Schedules interview for the short listed candidate.
Takes the human resource round of interview and does the
salary negotiation.
On rejection, again sources relevant curriculum vitae’s.
On selection, conducts references and verification check.
Prepares the letter of appointment and hands it over to the
selected candidate.
Receives health report from the candidate on pre-employment
medical check up.
Negative report results back to sourcing of curriculum vitae’s.
Communicates joining date to both, training officer and
candidate on positive report.
On receipt of relevant documents from the selected candidate,
files the documents in the individual employee folder and
updates the Master Database.
Reviews Job Descriptions once a year.
F. Candidate –
Receives letter of appointment from the recruitment officer.
Performs pre-employment health check-up.
Receives information on the joining date.
Joins the company and submits the necessary documents.
Recruitment Process
Job Description
Recruitment request
Approval of recruitment
Recruitment
Internal: Terrace
External: Newspaper/Internet
Information to payroll
Table 1
From the above table, it is confide about the importance given by Elcoteq for
recruitment, 45 percent of the respondent say very important, 25 percent
each as most important and important, 7 percent as unimportant and 43
percent as not at all important.
13
12
10
No of respondents
7 7
2 2
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Importance
It is confide from the above table 47 percent of the respondents say that
recruitment practices followed by the company is very good, 27 percent say
best, 10 percent as good and 17 percent as average.
14 14
12
10
8
No of respondents
0 0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Rating
Table 3
It is confide from the above table that 83 percent of respondents say yes and
17 percent say no, that best candidates could be recruited with present
recruitment practices.
Whether best candidates were recruited with present recruitment
practices.
Chart 3
25
Table 4
From the table it is said confidentially that 63 percent of the respondents say
that the type of recruitment practices in the company is centralized and the
37 percent as decentralized.
The type of recruitment practices followed by Elcoteq
Chart 4
11
19
Table 5
From the table the researcher can confide that 60 percent of respondents say
the human resource plan is reviewed every year,27 percent say every two
years 10 percent say more than two years and only 3 percent say not
reviewed at all.
Reviewing of the human resources plan.
Chart 5
18
18
16
14
12
No of respondents
10
8
8
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Plan re view ed
Every year Every tw o years More than tw o years Not review ed at all
6. Best time for recruitment in a year
Table 6
According to the respondents the best time for recruitment in a year can be
confide from the table that 30 percent each say in the beginning of the year
And half yearly, 23 percent say quarterly and 17 percent say in the whole
year.
Best time for recruitment in a year
Chart 6
9 9
9
7 7
6
No of respondents
5
5
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Tim e
Table 7
93 percent of the respondents say both the sources of the recruitment are
used for man power requirement and only 7 percent it is through external
sources.
Sources of manpower requirement
Chart 7
30
28
25
20
No of respondents
15
10
0
0
1st Qtr 2nd Qtr 3rd Qtr
Sources
Table 8
From the above table, it is confide that 47 percent of respondents say all the
internal sources like transfer, promotion, job rotation and retired employees
are used, 27 percent say it is by promotion, 13 percent say transfer, 10
percent job rotation and 3 percent of retired employees for recruitment
14 14
12
10
No of respondents
8 8
4 4
0 0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr
Internal sources
Table 9
Sl no External sources No of respondents Percentage
1 Advertisement 5 16.665
2 Consultancy 5 16.665
3 Campus recruitment 7 23.331
4 Computer data bank 2 6.666
5 All 9 29.997
6 Other 2 6.666
Total 30 100
9 9
7 7
6
No of respondents
5 5 5
2 2 2
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr
External source s
Advertisem ent Consultancy Cam pus recruitment Com puter data bank All Other
22
21
Here from the above table, it is confide by the researcher that 37 percent of
respondents say all methods are used for recruitment like scouting,
advertisement, campus recruitment, casual callers, head hunting, body
shopping and tele-recruitment. 27 percent say campus recruitment, 10
percent say casual callers, 7 percent each say advertisement, tele-recruitment
and other.
12
11
10
8 8
No of respondents
2 2 2 2
1 1
0 0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr 7th Qtr 8th Qtr 9th Qtr
Method/Technique
Table 13
Sl no Factors No of respondents Percentage
1 Skill 1 3.333
2 Knowledge 3 9.999
3 Attitude 1 3.333
4 Ability 3 9.999
5 Experience 3 9.999
6 Qualification 1 3.333
7 All 15 49.995
8 Others 3 9.999
Total 30 100
From the above table the factors considered by respondents in the candidate
while recruiting can be confidentially interpreted by the researcher that 50
percent say all factors like skill, knowledge, etc, 10 percent each say
knowledge, experience and others, 3 percent include factors as skill, attitude
and experience.
Chart 13
16
15
14
12
10
No of respondents
3 3 3 3
1 1 1
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr 6th Qtr 7th Qtr 8th Qtr
Factors considered
Skill Know ledge Attitude Ability Experie nce Qualification All Other
Knowledge
12
11 11
No on respondents
10
8 8 Most im portant
6 Very im portant
4 Im portant
2 Unim portant
Skill
20
18
15
respondents
Most im portant
No of
10 10 Very im portant
Important
5
2 Unim portant
0 0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Skills rated
Ability
12 12
10
9
respondents
8 8 Most im portant
NO of
6 Very im portant
4 Im portant
2 Unim portant
1
0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Ability rated
Attitude
16 15
14
12
respondents
10 Most im portant
9
No of
8 Very im portant
6 5 Im portant
4
2 1 Unim portant
0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Attitude rated
Experience
14 13
12
respondents
10 10
Most important
No of
8
Very important
6
4 4 Im portant
3
2 Unim portant
0 0
Not at all important
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Experience rated
Qualification
10 10
9
8 8
respondents
Mos t im portant
6
No of
Very important
4
Im portant
2 2
1 Unim portant
0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Qualification rate d
Reference
14 13
12
respondents
10 10
Most im portant
No of
8
Very important
6
4 Im portant
3 3
2 Unim portant
1
0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Reference rated
Place
14 14
12
respondents
10 Most im portant
No of
8
Very im portant
6
5 5
4 4 Im portant
2 2 Unim portant
0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Place rated
Language
14 13
12
respondents
10 Most im portant
8
No of
8 7 Ve ry im portant
6
4 Im portant
2 Unim portant
1 1
0
Not at all important
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Language rated
Religion
16 16
14
12
respondents
11 Most im portant
10
No of
8 Very im portant
6
4 Im portant
3
2 Unimportant
0 0 0
Not at all im portant
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 5th Qtr
Religion rated
These charts clearly reflect the each factors rated by the respondents.
Table 15
Sl no Selection test No of respondents Percentage
1 Aptitude 9 29.997
2 Achievement 13 43.329
3 Personality 7 23.333
4 Interest 1 3.333
Total 30 100
From the respondents shown in the above table, it is confide that 43 percent
say by achievement test, 30 percent by aptitude test, 23 percent by
personality test and 3 percent by interest test, the candidates are selected.
14
13
12
10
9
No of respondents
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Selection test
Aptitude test Achieve ment tes t Personality test Inte rest test
• It is found that all the employees of Elcoteq are treated equally and
work in a friendly environment with good relations.
• The company gives more importance for recruitment and is able to
recruit best candidates with the present recruitment practices.
• Centralized type of recruitment practices is found in the company.
• The recruitment officer reviews Job description once a year and the
best time for recruitment is, every six months.
• Company has adopted both internal and external sources of
recruitment.
• Very few officers have participated in job fairs and have a little
experience of on line recruitment.
• It is found that campus recruitment and casual callers method or
technique of recruitment is used. Other methods are rarely adopted.
• The interviewers and officers involved in recruitment process judge
the candidate by concentrating on factors like knowledge, ability and
experience.
• It is also found that the criteria given to the type of selection test are
achievement and aptitude tests.
Conclusion
The company follows a better recruitment practice, but through findings the
researcher can conclude that the type of recruitment practice needs to be
changed form centralized to decentralized, officers have to participate in job
fairs, have online recruitment experience and try to concentrate on other type
of recruitment techniques also, so that better candidates can be recruited.