PROJECT REPORT

ON

RECRUITMENT & SELECTION

Of Honda Siel Cars India Limited Greater Noida

UNDER SUPERVISION OF Mr. Keshav Kumar Gupta

Submitted By: Meenu Kashyap

BBA (GEN) SEM V ENROLL NO :0452100710

Submitted to: G.G.S.I.P.U. Delhi

IDEAL INSTITUTE OF MANAGEMENT AND TECHNOLOGY KARKARDOOMA SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR BBA (GEN) SEMESTER V PROGRAM OF G.G.S. INDRAPRASTHA UNIVERSITY, DELHI

STUDENT DECLARATION
I hereby certify that the project report entitled on RECRUITMENT & SELECTIONOf Honda Siel Cars India Limited Submitted in partial fulfillment of the requirement for the award degree of Bachelor in Business Administration (BBA) to GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY Delhi (India) is my original work and not submitted or the award of any other degree, diploma, fellowship, or any other similar title or prizes anywhere else.

NAME : ENROLLMENT NO :

Meenu Kashyap 0452100710

ACKNOWLEDGEMENT
I would like to take an opportunity to thank all the people who helped me in collecting necessary information and making of the report. I am grateful to all of them for their time, energy and wisdom. Getting a project ready requires the work and effort of many people. I would like all those who have contributed in completing this project. First of all, I would like to send my sincere thanks to MR. KESHAV KUMAR GUPTA for his helpful hand in the completion of my project.

NAME: ENROLLMENT NO:

Meenu Kashyap 0452100710

Introduction

Recruitment is a true sales function. A recruiter should uncover the needs of the applicants and understand why they have those needs and the recruiter can then show how the organization can specifically satisfy such needs.

Recruitment provides a pool of applicants for selection. Selection is much more than just choosing the best candidate. It is an attempt to strike a happy balance between what the applicant can and wants to do and what the organization requires. Various selection tools and techniques are used to find people with relevant qualifications who are willing to accept the job offer and give satisfactory service and performance in the long run.

Information Value of Recruitment and Selection

In early recruitment stage, organizations have to make several important decisions concerning the characteristics of the information they provide. The medium, the level of accuracy or realism, the amount and nature of the information, might all affect both prehire outcomes (e.g., prospects willingness to apply) and post-hire outcomes (e.g. early turnover). Realistic job previews (RJPs) are undoubtedly the most well-known recruitment procedure pertaining to provision of information. Through the use of RJPs, both favorable and unfavorable information is provided to applicants in order to reduce post-hire turnover. In the first published account of a RJP experiment more than 40 years ago, (Weitz, 1956) 4

lauded the potential usefulness of having potential employees expectations as realistic as possible. During this research, equivocal accounts of the effectiveness, rationale and related techniques devised to improve a variety of organizational outcomes (job satisfaction, performance, job tenure, commitment) have been reported.

Several studies have examined the relationships between the amount of information provided in recruitment materials and job seekers willingness to apply for the job described (Barber & Roehling, 1993; Gatewood, Gowan, & Lautenschlager, 1993; Herriot & Rothwell, 1981; Mason & Belt, 1986). The results of these studies generally show that recruitment materials should be informative; that they should address a range of job and organizational attributes; and that they should provide specific information about those attributes (Barber, 1998). Based upon detailed information about job requirements less qualified prospects will lose interest. Qualified prospects, on the other hand, are more likely to respond to ads when they provide specific information on what the organization has to offer. However, before strong conclusions can be drawn, additional replication is needed. More specifically, we need more studies on the relationships between online advertisements and applicant attraction. Furthermore, Barber suggested that it may well be that the positive relationships between [potential] applicant reactions and information holds only up to a point: if recruitment materials contain too much information, they may overwhelm applicants and have a less positive (if not negative) effect (p. 41). Also frequently reported in the recruitment literature is the positive relationship between applicant attraction and the amount of information provided by the recruiter

during the interview (Harris & Fink, 1987; Liden & Parsons, 1986; Maurer, Howe, & Lee, 1992; Powell, 1984; Rynes & Miller, 1983; Turban & Dougherty, 1992). Thus, informative recruiters are generally preferred to uninformative ones. Yet, recruiters are unlikely to present exceptionally large amounts of information about the organization, since they have to acquire information about the applicants qualifications as well within the limited time available (Schreurs et al., in press). Many studies have been conducted to investigate the relationship between applicants perceptions of recruiter traits and behaviors and their perceptions of the organization itself. There is plenty of evidence indicating that recruiter traits (e.g., warmth, empathy, sincerity) and recruiter behaviors (e.g., informative ness, job knowledge) have a direct influence on applicant attraction (e.g., Harris & Fink, 1987; Powell, 1991). More recent research, however, suggests that this effect is fully mediated by applicants perceptions of job and organizational attributes (e.g., Turban, 2001; Turban, Forret, & Hendrickson, 1998). As with recruiters, selection procedures are believed to provide signals about the companys broader characteristics (e.g., efficiency, profitability). It is suggested that virtually all prescreening and selection methods convey some sort of information to the applicant (Anderson, 2001; Anderson & Ostroff, 1997). For instance, selection methods may inform applicants on job activities, work roles, personnel procedures, and the organizational context, including its goals values and climate (Anderson & Ostroff, 1997; Iles & Robertson, 1997). Obviously, some selection methods are more informative than others. Situational interviews, being constructed from critical job-relevant incidents, and realistic job previews in principle pose candidates with a number of highly relevant and informative

scenarios. Cognitive ability tests and personality tests, on the other hand, convey less information.

Choice of Recruitment Source

Research on job information sources has usually made a distinction between formal versus informal recruitment sources. Formal job information sources involve the use of formal intermediaries such as placement offices, and recruitment advertisements. In contrast, informal job information sources do not involve the use of formal intermediaries (e.g., friends and relatives). Barber (1998) gave the following overview of the various recruitment sources: Traditional sources include employee referrals, employment agencies (including campus placement offices and executive search firms), newspaper or radio advertisements, and unsolicited applications or walk-ins. More recently, organizations have turned to alternative sources, such as on-line (internet) hiring services, job fairs, and competitors layoffs/ outsourcing programs as means of identifying candidates (Glickstein & Ramer, 1988) (p. 22).

The relationship between recruitment sources and post-hire outcomes is one of the most intensely researched aspects of recruitment. Interestingly, little is known about the relationship between recruitment sources and more proximal recruitment outcomes, such as the identification and attraction of applicants (Barber, 1998). Given the scope of this paper, I will concentrate on the relationship between recruitment sources and turnover. Most studies on the effectiveness of recruitment sources have found that applicants who were

recruited along informal recruitment sources (e.g., rehires, referred applicants, walk-ins) tend to have lower turnover than applicants hired via formal sources (e.g., newspaper ads, employment agencies) (Blau, 1990; Breaugh, 1981; Breaugh & Mann, 1984; Decker & Cornelius, 1979; Gannon, 1971; K Granovetter, 1974; Quaglieri, 1982; Reid, 1972; Saks, 1994; Ullman, 1966; in Rynes, 1991). Other studies have provided only moderate support for this. Caldwell and Spivey (1983), for instance, found that for White employees, informal recruitment sources (e.g., employee referrals, in-store notices) were associated with longer tenure. For Black employees, on the other hand, more formal sources (e.g., employment agencies, media announcements) were associated with longer tenure. Other studies failed to find a positive relationship between referrals and employee tenure (Linnehan & Blau, 2003; Swaroff, Barclay, & Bass, 1985; Taylor & Schmidt, 1983).

Individual differences hypothesis According to this hypothesis, formulated by Schwab (1982), applicants drawn from alternative sources constitute samples from different applicant populations. This means that recruitment sources might differ in the kind of applicants they reach, and that these differences in applicants might result in different post-hire outcomes, such as job tenure (Barber, 1998). Differences in applicants usually bear reference to demographic characteristics (e.g., age, location, educational level), instead of psychological criteria, such as motivation, despite the theoretical importance of the latter (Buyens, De Witte, & Martens, 2001). For example (from Taylor & Schmidt, 1983, p. 345), a recruitment advertisement aired only on daytime television would be expected to reach a different group of people than would a radio advertisement broadcast during heavy commuting

hours. Presumably, individuals recruited from different sources vary in abilities affecting job performance as well as in values influencing job satisfaction and related participation behaviors, e.g., attendance and tenure.

Empirical Research on Source Effects Taylor and Schmidt (1983) tested the realistic information and individual differences hypotheses on a sample of packaging plant employees. Selected individual characteristics (e.g., height, weight, shift preference) were included in the research to test the latter hypothesis. Characteristics were chosen because of their anticipated relationship to the dependent variables (attendance, performance, and organizational tenure). The results showed that recruitment sources (referrals, newspaper ads, public employment office referrals, radio ads, rehire). Breaugh and Mann (1984) also tested individual differences and realism as competing hypotheses. The sample for their study consisted of 98 social service workers. The relationships between recruitment source (newspaper ads, employee referrals, and direct applicants/ walk-ins) and two outcome variables (performance and turnover) were examined. Information on realistic job expectations and several individual difference variables (demographics, applicant quality, and perceived ease of movement) was also gathered. It was found that direct applicants had higher performance and slightly better retention than applicants recruited through other sources. It was also found that employee referrals (retrospectively) reported having more realistic expectations than did the other sources, supporting the realism hypothesis. Concerning the individual differences

hypothesis, applicant quality and perceived ease of movement were not found to differ across sources. Blau (1990), using a sample of bank tellers, examined the relationship between four recruitment sources (newspaper direct applicants/ walk-ins, and referrals) and employee performance. It was found that direct applicants had higher performance than applicants recruited through other sources. In addition, it was found that direct applicants had higher ability scores than applicants from other sources, supporting the individual differences hypothesis. Less support was found for the realism hypothesis, in that referrals, not walk-ins, had the most realistic knowledge at the time of hire. As did Breaugh and Mann (1984), Blau used a retrospective measure to assess the realism of information.

Griffeth et al. (1997) used structural equations modeling (SEM) analyses to test the realism and individual differences hypotheses in a sample of 221 newly hired nurses. In addition, they used a greater variety of indicators of realism than are typically employed, assessing not only met expectations, but also role clarity, commitment to job choice, and coping skills. The results showed that recruitment sources were associated with individual differences and also with realism. Furthermore, realism was found to mediate source influence. School and walk-in sources influenced coping efficacy, commitment to job choice, and role clarity. There realism processes in turn affected most workplace outcomes (e.g., job satisfaction, withdrawal cognitions, and turnover). However, the study also found direct effects of recruiting source on post-hire outcomes. As a result of this finding, Griffeth et al. concluded that more research on mediating processes is needed.

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Conclusion

The relationship between recruitment sources and turnover has been studied intensively in the past. Overall, the accumulated evidence suggests that such relationships are quite weak (Williams, Labig, & Stone, 1993). In light of these findings, optimizing a valid predictor-based selection strategy is probably more profitable than focusing on negligible relationships between recruitment sources and turnover (Williams et al., 1993, cited in Cascio, 1998).

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RECRUITMENT AND SELECTION

The Recruitment and Selection process prom0otes successful hiring decisions that can truly impact the success of the organization.

The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning to fruition.

Recruitment
Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement junction, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organization. Recruiting is the discovering of potential applicants for actual or anticipated organizational vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs.

Factors affecting recruitment

Factors governing recruitment may broadly be divided as internal and external factors.

The internal factors are:

i. ii.

Recruiting policy of the organization; Human resource planning strategy of the company; 12

iii. iv. v.

Size of the organization and number of employees employed; Cost involved in recruiting employees, and finally; Growth and expansion plans of the organization.

The external factors are:

i. ii.

Supply and demand of specific skills in the labour market; Political and legal consideration such as reservation of jobs for SCs, STs and so on;

iii.

Companys image-perception of the job seekers about the company.

Sources of recruitment
Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employee it needs. Some companies try to develop new sources, while most only try to tackle the existing sources they have. These sources, accordingly, may be termed as internal and external.

Internal Sources:

Recruiting may be hiring to mind employment agencies and classified ads, but current employees are often the best source of candidates. These include personnel already on the pay-roll of an organization, i.e., its present working force, whenever any vacancy occurs, somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who where once of the pay-roll of the

13

company but who plan to return or whom the company would like to rehire, such as those on leave of absence, those who quit voluntarily, or those on production lay-offs.

External Sources:

Firms can not always get all the employees they need from their current staff, and sometimes they just dont want to. . We will look at the sources firms use to find outside candidates next. Normally, following outside sources are utilized for different positions.

Advertisement: Everyone is familiar with employment ads, and most of us have probably responded to one or more. It is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspapers, bulletins, etc., is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these jobs.

Employment Agencies: Many organizations get the information about the prospective candidates through employment agencies. In our country, two types of employment agencies are operating. These are:

A. Public agencies operated by federal, state or local governments; B. Private employment agencies

A. Public employment agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these exchanges. Normally, such exchanges provide candidates for lower positions.

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B. Private employment agencies: Private employment agencies are important sources on clerical, white-collar, and managerial personnel. They charge fees (set by state law and posted in their offices) for each applicant they place.

On Campus Recruitment: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities, and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organization hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called further interviews at specified places. Referrals and Walk- Ins: Employee referrals campaigns are another option. The

firm

posts announcements of openings and requests for referrals in its bulletin and on its wallboards and intranet; prizes or cash rewards that culminate in hiring. Employee referrals have been the source of almost half of all hires at America Credit since the firm kicked off its youve got friends, we want to meet them employee referrals program. Employees making a referral receive $10 awards, with the payments spread over a year. As the head of recruiting says, Quality people know quality people. If you give employees the opportunity to make referrals, they automatically suggest high caliber people because they are stakeholders..

Internet Recruiting: A large and fast-growing proportion of employers use the Internet as a recruiting jumped from 10% in 1997 to 75% in 2000. Infosys Technologies Ltd., for example, gets over 1000 resumes a day from prospective candidates through the Net. The HR manager has to key in his or her requirement and profiles of candidates from the 15

companys database get generated. There are a variety of websites available- in addition to a companys own website- where applicants can submit their resumes and potential employers can check for qualified applicants. (such as (i) www.jobsahead.com (ii) www.headhunters.com www.timesjob.com etc.) (iii) www.naukri.com (iv) www.monsterindia.com (v)

Selection
The size of the labor market, the image of a company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner in which job aspirants are likely to respond to the recruiting efforts of a company. Through the process of recruitment, a company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting thus, provides a pool of applicants for selection. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates.

Selection Procedure

The selection procedure is concerned with securing relevant information about an applicant. This information is secured in a number of steps or stages. The objective of selection process is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is most likely to perform well in that job. The

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hiring procedure is not a single act but it is essentially a series of methods or steps or stages by which additional information is secured about the applicant.

Steps in Selection Procedure

There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is, therefore, generally long and complicated. Many employers make use of such techniques and pseudo-sciences as phrenology, physiognomy, astrology, graphology, etc., while coming to hire decision. However, in modern times, these are considered to be unreliable measures.

The following is a popular though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening; 2. Application blank- a fact-finder which helps one in learning about an applicants background and life history; 3. Different types of test used to look at a candidates suitability for a job;

4. A well conducted interview to explore the facts and get at the attitudes of the applicant and his family job and the 5. A physical examination-health and staminas are vital factors in success;

6. A reference check;

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7. Final selection approval by Manager and communication of the decision to the candidate.

1. Reception, Initial or Preliminary Interview Or Screening

The initial screening is usually conducted by a special interviewer to a high caliber receptionist in the employment office. This interview is essentially a sorting process in which prospective applicants are given the necessary information about the nature of the jobs in the organization. The necessary information, then, elicited from the candidates relating to their education, experience, skill, salary demanded, the reasons for leaving their present jobs, their job interests and whether they are available for the job, their physical appearance, age, drive and facility in speech. If a candidate meets with the requirements of the organizational structure he is eliminated at the preliminary stage.

2. Application Blank or Application Form

An application blank is a traditional, widely accepted device for getting information. Corn a prospective applicant which will enable a management to make a proper selection.

It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic historical data from the candidate. The information required to be given in the applicants own hand writing is needed to identify him properly and to draw tentative inferences about his suitability for employment. Many types of application forms- some times very long and comprehensive and sometimes brief- are used. Information is generally called on the following items.

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a. Biographical Data b. Education Attainment c. Work Experience d. Salary e. Personal Items f. Other Items: Names and addresses of previous employers, reference etc.

3. Selection Test:

Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms.

4. Interview:

Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step, the interviewer tries to obtain and synthesise information about the abilities of the interviewee and the requirements of the job. Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization. These are Structured Interview, NonStructured Interview, Situational Interview, Behavioural Interview, Panel Interview, Stress Interview, etc.

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5. Medical Examination:

Medical examination is carried out to ascertain the physical standards and fitness of prospective employees. Medical Examination can give the following information:

Whether the applicant is medically suitable for the specific job or not; Whether the applicants physical measurements are in accordance with job requirements or not.

But some organizations use this type of test.

6. Reference Checks:

The use of references is common in most selection procedures, for it involves only a little time and money and minimum of effort. The procedure places reliance on the evaluation of former employers, friends and professional personnel. Checks on references are made by mail or by telephone, and occasionally or by using reference form.

7. Hiring Decision:

The Line Manager concerned has to make the final decision now- whether to select or reject a candidate after soliciting the required information through different techniques. After taking the final decision, the organization has to intimate this decision to successful as well as unsuccessful candidates. The organization sends the appointment order to the successful candidates either immediately or after some time, depending upon its time schedule.

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COMPANY PROFILE

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COMPANY PROFILE

A joint venture undertaking between ITOCHU Corporation of Japan and Ansal Housing and Construction Co. Ltd. in India.

First amongst Honda Car dealerships to obtain ISO 9002 certification, within the .very first year of operations.

Board of Directors comprise of successful and experienced professionals with International exposure and experience.

ITOCHU Corporation brings with it experience of operating Automobile Dealerships in three Continents.

Equity base of Rs.120 million.

Company Bankers: Standard Chartered Bank, ICICI Bank Ltd.

Company Auditors : SAHNI NATRAJAN & BAHL.

Facilities conveniently located at Ansal Plaza Vaishali on ownership with ample parking.

Over Rs.12 million worth of state of the art equipment.

Professionally managed operations.

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Personnel trained at Honda International Technical and Education Centre.

Regular in-house training programmes.

Sales, Service and Spare Parts facilities under one roof.

Customer focused outlook.

ISO: CERTIFICATION COMPANY

Certified for ISO 9001 for Quality Management System, and ISO 14001 for Environment Management System. As recognition to our devotion to providing consistent quality service, we were certified ISO 9002 Compliant within the first year of operation in 1998 and were upgraded to ISO 9001-2000 in January 2003. Our commitment to protect the environment was recognized and we received ISO 14001 certification in the year 2000. Thus assured of quality services from Prime Honda, we seek you support in preserving environment.

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QUALITY & SERVICES

Capital Cars Pvt. Ltd., selling and servicing automobiles, are committed to upholding the founder CEO's vision of continually improving its operations by:

Optimization of all resources through improved operations and customised maintenance

Striving for customer satisfaction & customer delight Developing human resources Ensuring a clean, safe and healthy environment to all its associates and compliance to legal and other requirements and prevention of pollution

Adherence to all requirements of ISO 9001:2000, ISO 14001:2004 & OHSAS 18001:1999

C.K. Thampy Chief Executive Officer (12th August 2005) We will contribute to create a better, safer and more convenient society by means of proposing a new mobile life and providing a superior updated world class quality service.

H. Ishida Chief Executive Officer (1998-2000)

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CORPORATE MISSION STATEMENT

We will contribute to create a better, safer and more convenient society by means of proposing a new mobile life and providing a superior updated world class quality service.

H. Ishida Chief Executive Officer (1998-2000)

HONDA GREATER NOIDA

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Honda Siel Cars India Ltd., (HSCI) a subsidiary of Japan based Honda Motor Company (World's fifth largest vehicle manufacturing co. by volume) was incorporated in December 1995 as a joint venture between Honda Motor Co. Ltd., Japan and Siel Limited, a Siddharth Shriram Group company, with a commitment to providing Hondas latest passenger car models and technologies, to the Indian customers.

The parent company Honda Motor Co., Ltd. has grown to become the world's largest motorcycle manufacturer and one of the leading automakers. With a global network of 437* subsidiaries and equity-method affiliates, Honda develops, manufactures, and markets a wide variety of products ranging from small general-purpose engines and scooters to specialty sports cars, to earn the Company an outstanding reputation from customers world wide.

OWNERSHIP PATTERN
Honda Siel Cars India Ltd., (HSCI) was incorporated in December 1995 as a joint venture between Honda Motor Co. Ltd., Japan and Siel Limited, a Siddharth Shriram Group company. HSCI currently holds 99.9% ownership and rest 0.1% lies with Siddharth Shriram Group company .

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 Honda Philosophy

The Honda Philosophy expressed in this illustration shows the Company Principle, Management Policies and the Honda Way based upon the fundamental beliefs of Respect for the Individual and The Three Joys

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Fundamental Beliefs

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Company Principle

Showcase of Manufacturing Capacity

HSCIs state-of-the-art manufacturing unit was set up in 1997 at Greater Noida, U.P with an investment of Rs. 450 crores. The green-field project is spread across 150 acres of land. The initial installed capacity of the plant was 30,000 cars per annum, which was thereafter increased to 50,000 cars on a two-shift basis. The capacity has further been enhanced to 1, 00,000 units annually in February 2008. The capacity expansion was necessitated by the excellent performance of all the Honda models, particularly the growing demand for City ZX in India. The company with the objective of offering higher quality products to its customers, faster and quicker, did several modifications. The expansion process also 30

included expansion of the covered area in the plant, from1, 07,000 sq.m. to 1,31,794sq.m.

HSCI currently produces the Honda City ZX, Civic and Accord models in India and the premium SUV, CR-V is sold as a fully imported unit from Japan. The company operates under the stringent standards of ISO 9001 for quality management and ISO 14001 for environment management.

Product Range
Honda Siel Cars product range in India includes the Honda City ZX in the mid-size segment, Civic in the Lower D segment and Accord in the luxury segment and third generation all-new CR-V (both 2.0L 2 WD and 2.4L 4WD) in the SUV segment. While the City ZX, Civic and Accord are manufactured at the companys plant, the CR-V is imported from Japan as a Completely Built Unit.

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What is Benchmarking?

Benchmarking is the process of seeking out and studying the best internal practices that produce superior performance. We supplement the traditional metrics-focused approach with an analysis of why and how practices produce exceptional results. Best Practices, LLC does more than help our clients understand their strengths and weaknesses--we give them a road map for improvement.

Benchmarking can yield great benefits in the education of executives and the realized performance improvements of operations. In addition, benchmarking can be used to determine strategic areas of opportunity. In general, it is the application of what is learned in benchmarking that delivers the marked and impressive results so often noted. The determination of benchmarks allows one to make a direct comparison. Any identified gaps are improvement areas.

Benchmarking can take several forms. Internal benchmarking studies the practices and performance within the client organization. External benchmarking determines the performance of other, preferably world-class, companies.

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ADVANTAGE OF THE BENCHMARKING FOR A COMPANY

1. A better understanding of the waits (expectations) of the customer because it is: based on the reality of the market estimated in a objectivity way.

2. A better economic planning of the purposes and the objectives to achieve in the company because they are: centered on what takes place outside controlled and mastered.

3. A better increase of the productivity: resolution of the real problems understanding of the processes and what they produce.

4. Better current practices search for the change many decisions practices of break

5. A better competitiveness thanks to: a solid knowledge of the competition a strong implication of the staff new ideas on practices and tried techniques.

Benchmarking has consequences which are beyond the process itself: it reforms all the levels of the company; modifies the process of manufacture of the product leads(driver); also reforms the hierarchical organization of the company, the product itself, and the state of mind of the employees.

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MANPOWER PLANNING Manpower or Human Resource may be thought of as the total knowledge, skills, creative abilities, talents and aptitudes of an organizations work force, as well as the values, attitudes and benefits of an individual involved It is the sum total of inherent abilities, acquired knowledge and skills represented by the talent and aptitudes of the employed persons. Of all the Ms in management (i.e., the management of materials, machines, methods, money, motive power), the most important is M for men or human resources. It is the most valuable asset of an organization, and not the money or physical equipment.

Human resources are utilized to the maximum possible extent in order to achieve individual an organizational goals. An organizations performance and resulting productivity are directly proportional to the quantity and quality of its human resources.

Human resource or manpower planning is the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. Through planning, a management strives to have the right number and the right kind of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long-range benefit.

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Human resource planning consists of a series of activities, viz.

A. Forecasting future manpower requirements, either in terms of mathematical projections of trends in the economic environment an development in industry, or in terms of judgmental estimates based upon the specific future plans of a company; B. Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally;

C. Anticipating manpower problems by projecting present resources in the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and

D. Planning

the

necessary

programme

of

requirement,

selection,

training,

development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met.

Manpower Planning Process

Manpower planning fulfills individual, organizational and national goals. The main purpose is one of matching or fitting employees abilities to enterprise requirements, with an emphasis on future instead of present arrangements.

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Thus, manpower planning involves forecasting manpower requirement, preparing manpower inventory to assess the internal supply of manpower, identification of manpower gap which may be in the form of either surplus or shortage of manpower, and designing action plans for bridging this gap. Organizational objectives and plans provide base for manpower planning so that it is linked with the former.

Organizational Objectives and Plans:

The starting point of any activity in an organization is its objectives which generate various plans and policies which provide direction for future course of action. Out of this direction, various subsystems of the organization devise their own plans and programmes. Thus, each subsystems plans and programmes are linked to organizational plans and policies. To the extent, this linkage is not proper, a subsystems contribution to the achievement organizational objectives is adversely affected. This is true with manpower planning too. While going through its process, therefore, organizational policies with regard to effective utilization of human resources should be identified and incorporated in planning process.

Forecasting Manpower Requirement: The first essential ingredient of manpower planning is the forecasting needs for human resources in an organization over a period of time. Forecasting of human resource requirements serves the following purposes:

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1. To quantify the jobs necessary for producing a given number of goods; or offering a given amount of service; 2. To determine what staff-mix is desirable in the future; 3. To assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary cost; 4. To prevent shortages of people where and when they are needed most; and

5. To monitor compliance with legal requirements with regard to reservation of jobs. Preparing Manpower Inventory:

Inventory is a term which is normally used to counting of tangible objects like raw materials and finished goods, etc. In the same way, inventory of human resources can also be prepared. The basic purpose of preparing manpower inventory is to find out the size and quality of personnel available within the organization to man various positions. Every organization will have two major sources of supply of manpower: internal and external.

a) Internal labour supply: A profile of employees in terms of age, sex, education, training, experience, job level, past performance and future potentials should be kept ready for use whenever required. Requirements in terms of growth/diversification, internal movement of employees must also be assessed in advance.

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b) External labour supply: When the organization grows rapidly, diversifies into newer areas of operations (merchant banking, capital market operations, mutual funds, etc. in case of a bank) or when it is not able to find the people internally to fill the vacancies, it has to look into outside sources.

Identification of Manpower Gap:

Manpower gap is the difference between manpower required at a particular time and the personnel being available at that particular time. This gap can be identified on the basis of forecasts for human resource needs and supply. This gap should be measured in respect of various types of personnel because mere aggregate quantitative gap would not serve much purpose. This gap may be of two types: surplus human resources and shortage of human resources. Based on the analysis of this gap, action plans must be developed to overcome this gap. Action Plans:

Various action plans are devised to bridge human resource gap. If there is surplus of human resources either because of improper manpower planning in the past or because of change in organizational plan, such as divestment of business or closing down some businesses because of various reasons, action plans may be devised to prune their size through layoff, voluntary retirement, etc. If there is shortage of human resources, action plan may be devised to recruit additional personnel.

38

RECRUITMENT AND SELECTION PROCEDURE OF HONDA SIEL CARS

Honda Siel Cars translates its business strategy into a manpower plan and develop a recruitment program accordingly, which will enable it to attract and select people with the appropriate combination of experience, skills and knowledge.

Objectives
The main objectives of the Recruitment Policy are outlined as follows:

Build the Honda Siel Cars brand in the job market Ensure availability of the right talent at the right time Evaluate through a scientific process that ensures the right fit between the organization and the candidate.

Recruitment Procedure
A. Manpower process Manpower Forecasting

1. The overall annual business plan for the company breaks down into plans and targets for each individual department. Each department calculates their grade wise

39

manpower requirements based on the staffing norms, and provide quarterly and monthly manpower requirements to corporate HR. 2. Based on the attrition trends and manpower requirements, all the respective Head of Departments arrive on the manpower numbers along with Head-HR and obtain on MDS approval. 3. The projected requirements for the year must reach Head-HR, latest by the first week of January every year. Manpower Inventory

HR prepares the current manpower status of each department, including an analysis of the current manpower at each location, grade and skill summary. Identifying Manpower Gaps

The existing number of employees and their skill levels compared with the forecasted requirements to identify qualitative and quantitative gaps. Options for the redeployment through retaining, transfers, promotions are considered. Where these options do not exist, options for recruiting from external sources are taken into account. Manpower Plans

On the basis of identified gaps, HR prepares on overall manpower plan which provides adequate lead time for transfers, retaining, promotions and external hiring. The plan contains details on:

40

Department wise numbers for transfers, retaining and promotions. Department wise numbers for external recruitment. The final manpower plan prepares. Once completed, it will be put up for approval by all the department heads and Managing Director.

B. Preparing Job Description and Person Specification

Each position in the organization has detailed job description including the following: Description of profile to be handled Department/Location/Region Reporting relationship-Designation Whether the position is budgeted in case of a new vacancy or replacementmention details of last incumbent Qualifications- Essential/Desired Position in the hierarchy/Organization Structure C. Raising Manpower Request

The hiring managers raise the manpower request using the following format and to HODs for their approval using MR form.

Particulars

Details

Date of initiation

__________

JD Code

__________

41

Position

__________

Reporting Relationship (Designation)

__________

Location

__________

Region

__________

Date of closing the position

__________

The manpower request rises through My Single by the hiring managers. Regional HR managers notify HO-HR and Head-HR while seeking HOD approval.

Once the vacancy is filled, My Single MRF approval in hard copy along with the signatures of Head-HR documented in the personnel file for selected candidates. Head-HR signs the manpower request form once the vacancy is filled. All requests for a new position must be sent to HR in a Manpower Requisition Form after approval from the HOD, Human Resource manages the process of recruitment and selection with inputs from the line function.

42

D. Sources of recruitment

Generally the sources of recruitment are categorized into two parts:

Internal Recruitment External Recruitment Internal Recruitment:

The company believes in offering opportunities for growth and carrier progression to its employees; thus each time a requirement arises, internal recruitment is a preferred mode. For every vacancy arises below level, an option of filling the post initially is considered. HR places an advertisement on the intranet. The advertisement contains the following details:

a. Job Profile b. Education qualifications, Skills, Experience c. Last date of receiving Applications d. Contact person in HR

All applications are screened for the eligibility against pre-determined criteria for the vacancy. HR prepares a list of eligible applicants and seeks approval from the respective Reporting Manager and Departmental Head. If approval is given, HR sends notification to the eligible candidates via email. Applicants who are not found eligible are also be notified as via email.

Eligible candidates undergo a panel interview

43

If no suitable applicants apply within one week from the date of posting the advertisement, external recruitment is initiated. External Recruitment:

The vacancies can be filled through the following channels:

Candidates walking in/ sending their CVs directly Job Portals Honda Siel Cars Site (thru hrindia@Honda Siel Cars.com) Consultants Campus Recruitment

Hiring team work on each position as per the following:

S.No.

Position

Lead time for closure

1.

Up to Asst. Manager

30 calendar days

2.

Managers

45 calendar days

3.

Sr. Manager& DGM

45 calendar days

4.

GM& Above

60 calendar days

The team spend at least 1 week in searching for the right candidate through sources other than consultants.

44

Lead time calculated as follows: Date of receiving come regarding the vacancyDate of candidate signing the LOI & committing a joining date after serving the notice period.

The lead time is communicated to the HODs/Regional Managers by Head-HR at the time of communication of the opening to HR. Direct CVs/Job Portals/ Honda Siel Cars Site/Consultants:

The CVs received through consultants, directly received CVs, job portals& Honda Siel Cars site is stored in the CV database.

Campus Recruitments:

Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive Trainees and Management Trainees or for individuals joining at entry-level positions in the company.

If candidate possess less than one year of work experience, he/she treats as a fresh hire (entry level recruitment).

Trainee Schemes

Management Trainees

Depending upon the requirements projected in the manpower plan, the company recruits Management Trainees from Management Institutes in the country.

45

 Sourcing of Trainees

Management trainees are sourced from Management Institutes across the country.

The selection criteria for institutes are described below:

Campus rating through publications: HR refers to the Campus ratings published in the Business Magazines, available in the country and arrive at average campus ratings. For the current year the company will target institutes that are ranked between 15th and 20th ranks according to the ranking developed. It is further recommended that by the year 2006-2007.

Recruitment days given: The company gives preference to the Institutes who are willing to give either day 0, 1 or 2

Campus Specialization: Relevance of courses offered to the companys business.

Campus Relationship: The Company develops close relationships with targeted campus by hiring large numbers, conducting events, taking summer trainees, sending senior managers for lectures etc.

Positioning of Trainees

Selected trainees are positioned at the following grades:

Fresh Graduates: Student with a Masters in Business Administration is placed at the Management Trainee grades and gets confirmed in level After successful completion of the training period.

46

Experience: Student with relevant work experience of 1-3 years give weight age but takes as Management Trainee.

E. Recruitment Process

The recruitment process for the Management trainees is as follows: HR initiates the campus recruitment process by sending the companys literature to the campus, one month before the proposed date of recruitment. This contains brochures of the company literature containing information about the company, the job profile and the remuneration package. SIEL representatives to the campus include:

HO HR/Regional HR

Regional Manager/Regional Functional Manager Pre Placement Talks:

HR coordinates with the Placement Cell of short listed Institutes and schedule Pre Placement talks (PPT)

The HR head and Regional Manager inform the Pre Placement Team. The following information is carried to the Pre Placement Talks:

A Pre Placement (PPT) for 30 minutes, covering Honda Siel Cars Corporate Video, Position Profile and growth chart, Increments, GPMS and Company policies, 47

Application Blanks, Number of job openings

Selection Process A. Eligibility Criteria: The following eligibility criterion is used to short list applicants from various Institutes:

A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program Projects undertaken at the summer trainee/internship level

B. Screening of Application Blanks:

The placement Coordinator/Administrative Offices short list candidates on the basis of predetermined eligibility criteria and send the list of short listed students to the company at least one week before the date of campus interviews. HR will then the application blanks that are received and short list them a second time according to the eligibility criteria.

C. Selection Criteria:

The candidates qualifying the %/CGPA criteria are considered for the selection rounds. The weight age for the selection exercises are as under:

S.No.

Exercise

Weight age(%)

1.

Group Discussion

20

2.

Psychometric Analysis

30

3.

Panel Interview 48

50

F. Letter Of Intent:

Selected candidates are issued a letter of intent on the spot. Appointment letters are issued upon joining.

a) Trainee Scheme

Once selected, all the trainees are provided with an HR brochure that lists the details of the trainee scheme are outlined below: Travel:

Management Trainees are provided with AC class Train Fare from home to the company. Conveyance expenses such as travel (taxi) from the Railway station to the place of posting etc. are provided. Accommodation:

Trainees are provided with shared accommodation. Guest House is provided for one month for outstation candidates. Training Program:

The training period is for six months. The details are given below:0 A three day induction period held for all trainees by the top Management on the vision, mission and company policies. All trainees spend one week in each function for a period of .. Weeks. 49

 Trainees undertake 2 projects in 2 other functions than their specialization. A combined test for all the departments and functions it is prepared by persons nominated in HO by HODs. It is conducted and evaluated by RHR and sent to HO-HR. Detailed feedback session is conducted by HR and sent to HO-HR and handover to respective departments/branches.

G. Performance Evaluation and Placement:

Upon completion of the training period, all trainees undergo performance evaluation.

Process: Trainees are required to present a report of the projects they have undertaken to the Department Head at the end of the training period. HR schedules a performance interview for every management trainee. The panel for interview consists of one cross- functional head, Departmental head and HR Manager. The trainee is assessed on the projects completed and a number of parameters listed in the Trainee Evaluation Form. The Performance Evaluation Panel recommends a confirmation separation as per the trainees performance. Upon receiving the evaluation and recommendation, HR issues a confirmation letter to the trainee confirming him/her at level.

50

1. Honda City ZX

City ZX is today recognized as one of the most successful car brands in the country. Its success is a replica of the success of its predecessor - the original Honda City, launched way back in 1997. In fact, HSCI took a historic step in 2003, when it introduced the NewCity at a time when the original City was still performing brilliantly and it was an immediate success. The City ZX was launched two years later in 2005 as an enhanced version of the New-City and is strongly associated with durability, reliability, quality and fuel-efficiency. The City ZX range includes 4 variants - EXi, GXi, CVT (Automatic Transmission) and VTEC. While EXi, GXi and CVT variants come with the advanced combustion system of the 1.5 litre Intelligent Dual & Sequential Ignition (i-DSI) engine, City VTEC embodies a 1.5 litre VTEC (Variable Valve Timing and Lift Electronic Control) engine. The VTEC version was reintroduced in the new City in response to customer demand. The City VTEC comes with sporty exteriors and plush interiors, catering to the premium segment customers. On the outside, 14 alloy wheels adorn the car, front and rear fog

51

lamps and rear disc brake. The interiors are more lavish with leather steering, centre console and beige and black upholstery. The City is manufactured with 79% indigenization level and currently enjoys 25% market share in its segment.

2. Honda CIVIC

HSCI launched the 1.8S Civic in India in July 2006, which became a runaway success. The company has also launched the 1.8v version of the Civic in June2007. The Civic is Hondas largest selling model globally and is now sold in approximately 160 nations and regions worldwide. The Civic made its debut, with a two-door model in July 1972, followed shortly by a three-door version. The series was a major hit, especially among young people and for three consecutive years, from 1972 to 1974, the

52

Civic won the Car of the Year Japan award. Civics development process contrasted completely with Honda tradition. Rather than pursue development based primarily on the vision of Company founder Soichiro Honda, the Civics development team traveled to various world markets, gained local knowledge and experience first-hand, and then set about creating a car that is needed right now.

Overseas production of Civic began in Indonesia in 1975, and Civic vehicles are now made in 11 countries, including North America, Europe, Asia and South America. Total cumulative production of Civic models at the end of calendar 2004 was approximately 16 million unitsmaking it one of the most popular models in Honda history.

The eighth-generation Civic was launched towards the end of 2005 in the US and early 2006 in Japan. It already has the distinction of being voted as the top car in different markets and categories. Some of these include:

Car of the Year at the prestigious Detroit Auto Show 2006. Red dot: best of the best award for highest design quality in Europe. 2006 Car of the Year by the Automobile Journalists Association of Canada (AJAC).

2006 "North American Car of the Year" presented by a group of 49 international automotive journalists.

"Top Safety Pick - Gold" award by the Insurance Institute for Highway Safety (IIHS) for earning "Good" ratings in frontal, side impact and rear impact tests and measurements.

53

2007 Indian Car of the Year the Civic has an indigenization level of 72% and enjoys 45% market share in its segment.

3. Honda ACCORD

Accord comes with fresh new exterior styling, enhanced interiors and several new valueadded features. The Accord has a new-look; sporty rear with revamped LED Tail lamps and rear bumper garnish that further enhances its stunning exterior styling. Adding greater value to the 2.4 lt model, the new car now has premium wood & leather steering wheel and turn indicators on side-view mirrors, features that were earlier available only 54

in the V6 model. For easy and convenient parking, the new Accord has front and rear Parking Assistance Sensors, which warn the driver of obstacles in his way while parking. The Accord V6 now has enhanced safety in the form of Vehicle Stability Assist (VSA) technology and also new 10-spoke 16 alloy wheels. Accord, which has been a popular premium sedan ever delight the customers with its class-leading performance and luxury features such as leather upholstery, dual-zone climate control and six-CD changer.

The Accord has won recognition all over the world from the automobile press for its commitment to innovation and value. To name a few, it received the Japanese Car of the Year Award 2002-2003 for the third time, Best Selling Car in 2001 in the US, Product of the Year by Fortune Magazine in 1993 and Best Selling Car from 1989-91 in the US. The Accord is manufactured with 34% indigenization level and currently enjoys 27% market share in its segment.

55

4. Honda CR-V

The 3rd generation CR-V was introduced in November 2006. The all-new, third generation Honda CR-V offers its customers a distinctive combination of the comfort of a sedan with the thrills of a SUV. The engine is a 2.4-liter DOHC i-VTEC, which delivers a powerful torque of 162 ps @ 5,800 rpm. Real-time 4WD is a unique feature of the car, which is the first in its class. The Real-time 4WD intelligently detects adverse road conditions and switches to 4-wheel drive instantly. In normal conditions the all-new CR-V operates in front wheel drive mode but in wet, muddy roads or off-road conditions, it automatically switches to 4-wheel drive instantly. An enlarged clutch and stiffened transmission parts 56

help distribute 20% additional torque to the rear wheels which ensures smooth drive in bad road conditions without compromising on safety or fuel consumption.

HSCI recently introduced the 2.0L 2WD (2-Wheel Drive) Honda CR-V, which is more agile & has a sporty handling. The new lighter engine gives good fuel efficiency, without compromising on performance.

The CR-V currently enjoys 37% market share in its segment.

Sales Performance

HSCI closed the 2006-07financial year on an upbeat note with total sales of 61,327 units in the domestic market a growth of 41.5% over the previous financial year. The companys flagship model, the Honda City ZX, accounted for 40,464 units in the year. Total Accord and CR-V sales for 2006-07 stood at 2,728 and 1,873 units respectively.

Environment and Safety

The Honda Group is globally recognized for its concern towards environment, safety and conservation of the society in which it operates. HSCI follows the same in India for achieving high standards in environmental safety in the various processes of car manufacturing.
(Source: www.hondacarindia.com)

57

INFRASTRUCTURE HSCIs state-of-the-art manufacturing unit was set up in 1997 at Greater Noida, U.P with an investment of Rs. 450 crore. Human Resource strength of 2399 associates currently (604 Associates and 1795 Line Associates). The green-field project is spread across 150 acres of land (over 6, 00,000 sq. m.). The current capacity of producing 1,00,000 units annually. Cost and time saving processes of manufacturing and delivery. Own R&D / Engineering cell for raw material evaluations, testing new designs, new products and innovations.

58

VISION
This training session is designed to teach recruitment to learn the

importance of building relationships for networking, referrals, and repeats. Using exercises and methods taken from Patrick Davis bestselling book Selling Cars: The Handbook of the Professional, participants will explore several innovative ways to develop relationships that last. In addition, they will discover the step-by-step process that successful people use in relationship building. Attendees will also learn:

To develop a personal plan Determine different personalities How to influence others Leading-edge communication skills How to build a profit network To understand themselves

59

2009 AWARD OF HONDA

Brand-Honda

- Very Reliable - Enviornment Friendly - Good Advertising

Apollo Tyres Auto India Best Brand Survey Awards 2009

Honda City

Indian Car of the Year 2009 (ICOTY 2009) - New Honda City

CarWale.com Awards 2009 - Indias Favourite Car for Self-Driven Executives 2009 - The coveted New Car of the Year 2009

NDTV Profit Car India & Bike India Awards 2009 - Car of the Year - Mid-Size Car of the Year - Viewers Choice Car of the Year

CNBC TV 18 Overdrive Awards 2009 - Viewers Choice Car of the Year

BS Motoring Awards 2009 - Car of the year

60

Zigwheels Awards 2008 - Car of the Year - Honda City - Sedan of the year - Honda City

UTVi Autocar Awards 2009 - Viewers Choice Car of the Year - Best Design Award

Honda Civic Hybrid

- Green Award - 2009 Green Award (UTVi Autocar Awards) - 09

Honda Accord

Indias Favourite Car for Chaffeur-Driven Executives 2009

- 2009 Best Luxury Car (UTVi Autocar Awards) - 09 - No1 Entry Luxury Car - TNS Total Customer Satisfaction Study, '06

Honda Civic - ICOTY 2007 - Indias Favourite Car for Enthusiasts 2009 - Car of the Year - CNBC TV 18 Autocar Auto Awards, '07 - Viewer's Choice of the year - CNBC TV 18 Autocar Auto Awards, '07 - Car of the Year - NDTV Profit Car India and Bike India Awards '07

61

- Executive Car of the year - NDTV Profit Car India and Bike India Awards '07 - Automotive Design of the year - NDTV Profit Car India and Bike India Awards '07 - CNB Viewers' Choice Best car of the Year - NDTV Profit Car India and Bike India Awards '07 - Viewers Choice Award - Overdrive Awards, '07 - Design Award - Overdrive Awards, '07 - Jury Award 2007 - BS Motoring Awards, '07

Honda CR-V - Best Driver's Car - CNBC TV 18 Autocar Auto Awards, '07 - SUV of the Year - NDTV Profit Car India and Bike India Awards '07 - SUV of the Year - Overdrive Awards, '07 - No 1 Premium SUV - TNS Total Customer Satisfaction Study, '06

Corporate Awards and Accolades ***YEAR 2008***

Total Customer Satisfaction (Honda City and Honda CR-V) by TNS. Best Executive Car (Honda Civic), CNBC Autocar Auto Awards. Best Brand for eco friendliness (HSCI) by Auto India. Best ad campaign of the year (HSCIs 10th anniversary campaign) by Overdrive.

***YEAR 2007***

Manufacturer of the Year by CNBC TV18 Autocar. SUV of the Year (Honda CR-V) by NDTV Profit Car & Bike. SUV of the Year (Honda CR-V) by Overdrive. Best Drivers Car award by CNBC TV-18 Autocar Auto Awards. Car of the Year (Honda Civic) by CNBC TV-18 Autocar Auto Awards 2007. Car of the Year (Honda Civic) by NDTV Profit Car & Bike Awards 2007. Viewers Choice award by NDTV, CNBC and Aaj Tak. TNS Total Customer Satisfaction Study 2006 (Accord, CR-V & City). NDTV CNB-AAA PR & Communications Team of the Year. 62

***YEAR 2006***

Best Indian Company (unlisted) by Business Standard Group. Manufacturer of the Year by NDTV Profit-Car India. Manufacturer of the Year by CNBC-TV 18 Autocar India. No 1 Mid Size Car (Honda City); No 1 Entry Luxury Car (Honda Accord) and No 1 Premium SUV (Honda CR-V) by TNS.

Best Mid-size Car in Initial Quality (Honda City) and Most Appealing Mid-size car (Honda City) by JD Power.

***YEAR 2004***

CNBC Autocar CAR of the year 2004 - Honda City. ICICI Overdrive SUV of the Year 2004 - Honda CR-V. ICICI Overdrive Car of the Year 2004 - Honda City. Business Standard Motoring Car of the Year 2004 - Honda City.
(Source: www.hondacarindia.com)

63

OBJECTIVES OF THE STUDY

64

OBJECTIVES OF THE STUDY

=================================================================================

OBJECTIVES 1. To study and analyze different recruiting agencies and sources of Honda Siel Cars India Ltd 2. To analyze the effectiveness of recruitment and selection procedure in Honda Siel Cars. 3. To highlight the recruitment and selection policies of the companies. 4. To compare the recruited employees by the company and the agencies. 5. To study Comparison of different companies with Honda Siel Motors in different parameters.

65

LIMITATIONS

66

4. LIMITATIONS

1.

Due to very tight schedule of working the employees interaction was difficult. Most of the employees were often too busy to spare time for filling up the questionnaire.

2.

Some employees were hesitant to fill up the questionnaire especially the open ended questions.

3.

Time period for the survey was very limited i.e. approx. 6 weeks. My visit to the factory premises was limited to 2 days in a week.

4.

I had visited the factory during the day as a result the views of the night shift could not be taken.

5.

There is a communication barrier since most employees/workers are from nearby village and do not help much imparting require of them.

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RESEARCH METHODOLOGY

68

RESEARCH METHODOLOGY
Research is a common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for potential information on a specific topic. The Advanced Dictionary of Current English lays dome the meaning of research as : a careful investigation or inquiry specially through search for new facts in any branch of knowledge.

METHODOLOGY
Research is a scientific & systematic search of pertinent information on a specific topic. Defining the research Methodology of any study is quite essential to validate the research and to derive the fruitful results from them.

SOURCES OF DATA COLLECTION: Types of Data:

Primary Data-Primary data are first hand information which one can get directly from the people working in that particular concern such as interviews , questionnaires 1. QUESTIONNAIRE METHOD: Primary data was collected by the method of distributing questionnaire of Honda staff and there after analyzing and evaluating the feedback forms.

69

2. PERSONAL INTERVIEW: The primary data was collected through the personal interview. On the basis of feedback given by the employees / trainees by evaluating the questionnaire it was difficult to access correctly the response of the trainees. So it was then consult with welfare officer that personal interviews be conducted to get an accurate solution to the analysis Personal interview was conducted on person who had given their feedback in questionnaire. 3. PERSONAL OBSERVATION: I had closely observed the training program and acquired a green knowledge about the behavior of the trainer with the trainees and the way of communication with each other which helped me a lot in evaluating the companys employee welfare services.

Secondary Data-Secondary data is the information about the facts that one can get from the published materials such as books, journals , magazines etc. Descriptive research methods were used in the research for identifying the working condition of employees in HONDA SIEL CARS INDIA LTD 4. PAST RECORDS: The secondary data was collected by the helped of published data provided by the personal department of the company about the welfare schedule at of Honda Siel Cars India Limited. and through the annual report of Honda Siel cars India Ltd.

SAMPLE SIZE
For the present study the Noida unit of Honda Siel Cars India Limited was selected. There we select 85 workers out of the total 500 workers. 70

For this I used simple random sampling to select sample of size 85 from 10 different departments.

SAMPLE AREA
I have selected Honda Siel cars India Ltd, Noida as a sample area for the research report.

71

DATA ANALYSIS

72

DATA ANALYSIS
In order to determine the effectiveness of recruitment and selection policy of Honda Siel Cars I have divided my questionnaire in eight parameters. These are listed below:

1. Experience 2. Job description and Job analysis 3. Sources of recruitment 4. Types of tests adopt for selecting candidates 5. Types of interviews 6. Final criterion for selection 7. Effectiveness of HR team 8. Effectiveness of job analysis

On the basis of these parameters I have measured the effectiveness of recruitment and selection process of Honda Siel Cars with different companies and I have found in which areas it needs improvement.

The analysis is divided into two categories:

1. Firstly, it is shown the percentage of effectiveness of the individual companies on the eight parameters mentioned above:

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COMPARISION OF DIFFERENT COMPANIES WITH HONDA IN DIFFERENT PARAMETRES

CHART I
Experience

Path infotech

Job description and job analysis Sources of recruitment

80.40% 82.70%

64% 82.30%

Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

57% 78.57% 100%

65%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
64% 82.30% 65% 100% 78.57% 57% 82.70% 80.40%

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CHART II

EXL

Experience Job description and job analysis

72% 78.57%

65.70% 70.30%

Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

57% 100% 87.50%

80%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
65.70% 70.30% 80% 87.50% 100% 57% 78.57% 72%

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CHART III

BL International

Experience Job description and job analysis Sources of recruitment

77.40% 42.86%

65% 79.40%

Types of test adopt for selecting candidates. Types of interviews Final criterion for selection

56% 57.14% 70% 62.50%

Effectiveness of HR team Effectiveness of job analysis

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
65% 79.40% 70% 62.50% 57.14% 56% 42.86% 77.40%

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CHART IV

Peridot consultant

Experience Job description and job analysis

71.60% 71.43%

60% 70%

Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

74% 85.71%

60% 87.50%

PARAMETERS
Experience Job description and job analysis Sources of recruitment Types of test adopt for selecting candidates. Types of interviews Final criterion for selection Effectiveness of HR team Effectiveness of job analysis

IN PERCENTAGE
60% 70% 60% 87.50% 85.71% 74% 71.43% 71.60%

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Q1) To study recruitment and selection procedure of different firms ?

GRAPH 1 Consideration to Sources of Recuitment consideration in % 80% 90% 70% 70% 70% 70% 68% 80% 65% 60% 70% 60% 50% 40% 30% 20% 10% 0% EXL Sony Videocon Alcatel Honda siel Path Infotech BLl Peridot Consultant

Company Name

CONSIDERATION TO SOURCES OF RECRUITMENT NAME OF COMPANIES

Path Infotech EXL BL International Peridot Consultant Sony Videocon Alcatel Honda Siel Cars

IN PERCENTAGE
65% 80% 70% 60% 70% 70% 68% 70%

INTERPRETATION Graph shows EXL is 80% effective out of set benchmark. On the other hand ABC Limited shows 60% effectiveness but it is very less. So, it needs some improvement in the sources of recruitment. Honda Siel Cars shows 70% effectiveness out of set

78

benchmark. So, it needs slight improvement to make effective recruitment and selection process according to set benchmark.

Q2) To set the effectiveness of HR teams of different companies GRAPH 2

Effectivness of HR Team 82.86% 85.71% 85.71% 82.86% 90.00 82.7% 78.57% 71.43% 80.00 70.00 60.00 42.86% 50.00 40.00 30.00 20.00 10.00 0.00 EXL Sony Videocon Alcatel Honda siel Path Infotech BL Peridot Consultant

Company Name

EFFECTIVENESS OF HR TEAM NAME OF COMPANIES

Path Infotech EXL BL International Peridot Consultant Sony Videocon Alcatel Honda Siel Cars

IN PERCENTAGE
82.70% 78.57% 42.86% 71.43% 82.86% 85.71% 85.71% 82.86%

79

INTERPRETATION Graph shows on the basis of recruitment and selection procedure the effectiveness of HR Team of Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR

Team is BL International. It shows 42.86% effectiveness. And the Honda Siel Cars shows 82.86%.

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FINDINGS

81

FINDINGS
=================================================================================

By analysis of the various parameters as stated above it can be interpreted that on the basis of experience Honda Siel Cars gives 85% consideration to experience that means the organization prefer experienced person more than the other candidates.

Sony and Honda Siel Cars gives equal and highest consideration of Job description and Job analysis i.e., 90.1% & 90% in comparative other companies. On the other hand the least consideration of Job description and Job analysis is 70% of Peridot Consultant.

EXL shows 80% effectiveness in the sources of recruitment. On the other hand Peridot Consultant shows 60% effectiveness but it is very less. So, it needs some improvement in the sources of recruitment. Honda Siel Cars shows 70% effectiveness out of set benchmark. So, it needs slight improvement to make effective recruitment and selection process according to set benchmark

Path Infotech and Alcatel are 100% effective in test series according to set benchmark. On the other hand BL International is 62.50% effective but it needs some improvement. And Honda Siel Cars shows 87.50% effectiveness out of set benchmark but it needs some improvement to reach out the standard.

EXL is 100% effective in conducting interviews according to set benchmark. On the other hand BL International shows 57.14% effectiveness but it is least effective and it

82

needs some improvement. And Honda Siel Cars is 92.8% effective in conducting interviews that means it needs slight improvement to reach out the set benchmark.

The selection criteria of Sony

to select the candidates whether it is a position of

managerial level, Supervisory level, Associates and Staff level and others is 78% effective and the least effective is 57% of BL International. And Honda Siel Cars shows 74% effectiveness.

On the basis of recruitment and selection procedure the effectiveness of HR Team of Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR Team is BL International. It shows 42.86% effectiveness. And the Honda Siel Cars shows 82.86%.

On the basis of can do skills and will do needed Sony shows 88.2% effectiveness of job analysis and Peridot Consultant shows 71.6% that means it needs some improvement to identify the job description in a proper manner. And Honda Siel Cars shows 87.2% effectiveness. Therefore, it needs bit improvement to make more effective job analysis.

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CONCLUSION

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CONCLUSION
=================================================================================

CONCLUSION

Effective Recruitment and Selection is the initial step and the most important key point to run any organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organization cannot progress and prosper. In order to achieve the goals or perform the activities of an organization, therefore, we need to recruit people with requisite skills, qualifications and experience. Someone says that,

Better recruitment and selection strategies result in improved Organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees.

The study mainly focuses on what should do Honda Siel Cars to make effective recruitment and selection policy in own organization in comparison with other companies. So, here we conclude that Honda Siel Cars needs slight improvement in the procedure of Recruitment and Selection. Firstly, company needs to concentrate on growth opportunities for the employees because todays tight labor market is making it more difficult for organizations to find, recruit, and select talented people. The competition for talent is intensifying, as there are fewer qualified applicants available. This shortage of

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applicants makes it all the more important for organizations to be able to effectively attract, select, and retain quality candidates.

Organization needs to improve the selection criteria for selection whether it the post of manager, associate& staff, supervisor etc. They should fix some parameters to select the candidates for specific position.

They should use assessment method and aptitude test to select the candidates.

They should conduct Behavioural Interviews to some extent when selecting candidates. This type of interviews can be used to validly predict future behavior in dimensions (or competencies) critical to job success.

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RECOMMENDATIONS

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RECOMMENDATIONS

1. They should give more preference on interpersonal and communication skills of the candidates rather than leadership quality because to become a good leader communication is must.

2. Organization needs to improve the selection criteria for selection whether it the post of manager, associate& staff, supervisor etc. They should fix some parameters to select the candidates for specific position.

3. They should use assessment method and aptitude test to select the candidates in addition to the already they are conducting.

4. They should conduct Behavioural Interviews to some extent when selecting candidates. This type of interviews can be used to validly predict future behaviour in dimensions (or competencies) critical to job success.

5. For recruiting managerial/professional, the Internet is the most popular advertising medium. So, they should use them to attract more candidates.

6. There should be more growth opportunities for the employees to develop themselves.

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APPENDIX

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QUESTIONNAIRE

RECRUITMENT AND SELECTION QUESTIONNAIRE

The objective of the questionnaire is to understand the HR policies for recruitment and selection of various companies so that benchmark can be set for the same for the 6+betterment of the organization. 1. Is there a policy stating the organizations philosophy on recruitment and selection? If yes then please give brief description (in few words) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

Yes/No

2. Does the job analysis accurately identify the essential can do skills needed (i.e. skills, abilities, knowledge, education and experience)? If yes then please mention your preference.

Yes/No

(i) _______________

(ii) ______________

(iii) _______________

(iv)_______________

(v) ______________

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3. Does the job analysis accurately identified the essential will do skills needed (i.e. leadership, interpersonal, entrepreneurial, communication and good attitude)? If yes then please mention your preference.

Yes/No

(i) _______________ (iv) ______________

(ii) _______________ (v) _______________

(iii) ________________

4. Does the policy contain procedures to guide managers through the recruitment and selection process? If yes then please give brief description (in few words)

Yes/No

________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

5. Is consideration given to internal candidates for all or some job openings before outside recruitment begin? If some positions are determined not to be filled from within, can you please suggest its parameters?

Yes/No

________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

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6. Are recruitment strategies (methods to obtain qualified candidates) set before recruitment begins?

Yes/No

Who participates in the strategy development? ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

Does this strategy include affirmative action and diversity needs?

Yes/No

7. Which method is generally used to recruit the employees in your organization? (a) Campus (b) Employee Referrals (c) Consultants (d) Walk-ins (e) Advertisements (f) Job fairs (h) Portals (i) Internet Recruiting (j) Employment search firms (k) Others (specify) ________

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8. Rank the following according to its relevance to the company: (1- High priority, 2-next priority and so on) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Employees are mainly recruited through:

Sl.No

Source

Candidates with experience of 10 yrs & 0-1 yr 1-3 yrs 3-5 yrs 5-10 yrs above

1 Campus 2 Employee Referrals 3 Consultants 4 Walk-ins 6 Advertisements 7 Job Fairs 8 Portals

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9. Does your organization measure the effectiveness as well as the costs of these recruiting sources? To whom are these performance measures and recruiting costs communicated?

Yes/No

________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

10. Are panel interviews used? Who make the final hiring decision?

Yes/No

________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

11. Are reference checks are conducted on all candidates?

Yes/No

Who perform the reference checks? ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

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12. Has the organization examined or evaluated the following alternatives to satisfying workforce requirements:

(i) Project or contract outsourcing (ii) Temporary placement (iii) Internal temporary placement pool (iv) Part-time employment and job sharing

Yes/No Yes/No Yes/No Yes/No

13. What is testing in selection?

________________________________________________________________________ ________________________________________________________________________ What types of tests do you adopt for selecting candidates? (a) Aptitude Test (b) Intelligence Test (c) Personality Test (d) Assessments (e) Integrity Test (f) Achievement Test (g) Interest Test (h) Others (specify) _______

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14. What is the final criterion for selection? Choose all the criteria and indicate the order of important for each 1 is most important; 10 is least important. ________________________________________________________________________ ________________________________________________________________________ Ranking M A&S S O Selection Criterion

Lowest price (salary demanded) Knowledge environment Functional competence Previous experience with a similar organization Best fit between the person and the job Best fit between the person and the organization culture Ability to learn Potential of the person to take up responsible position in future Attitude of the persons Others (please specify) about the local culture and

M = Managerial, S = Supervisory, A&S= Associates and staff, O = Others

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15. Which type of interview is conducting in your organization? (a) Behavioural Interview (b) Situational Interview (c) Stress Interview (d) Panel Interview (e) Structured Interview (f) Non- Structured Interview (g) Others (specify) _________

16. What are reasons for employees leaving your organization? (a) Better Pay Packets (b) Shift Timings (c) Nature of work (d) Organization Culture (e) Growth opportunities (f) Others (specify) __________

17. What is the main barrier in your organization to recruit and select the candidate? (a) Hard to find candidates with specialized skill sets (b) Other organizations competing for the same applicants (c) Difficulty in finding and identifying applicants (d) Selection process is slow or cumbersome (e) Developing or choosing valid selection process (f) Others (specify) __________

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18. On a scale of one to seven (seven being the highest and four being adequate), How do you think the HR team would rate the effectiveness of the recruitment and selection process with reason? ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

Companys Name __________

Name

__________

Designation

__________

THANKS FOR YOUR VALUABLE RESPONSE.

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BIBLIOGRAPHY

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BIBLIOGRAPHY
1. Turban, D. B. & Dougherty, T. W. (1992). Influences of campus recruiting on applicant attraction to firms. Academy of Management Journal, 35, 739-765. 2. Schreurs, B., Derous, E., De Witte, K., Proost, K., Andriessen, M., & Glabeke, K. (in press). Attracting potential applicants to the military: The effects of initial face-toface contacts. Human Performance. 3. Turban, D. B. (2001). Organizational attractiveness as an employer on college campuses: An examination of the applicant population. Journal of Vocational Behavior, 58, 293-312. 4. ASWATHAPPA K - Human Resources and Personnel management, 2004, TATA McGraw-Hill Publishing Company Limited, New Delhi.

Kothari C.R.- Research Methodology Methods & Techniques, 2001, Wishwa

Prakashan, New Delhi

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REFERENCES

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REFERENCES

WEBSITES

1. www.Honda Siel Carsindia.com 2. www.hrcite.com 3. www.wikipedia.com 4. www.hondatuningmagazine.com

MAGAZINE 1. TOTAL CAR MAGAZINE . 2. HONDA TUNING MAGAZINE.

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