DECLARATION

I hereby declare that this Summer Training Project Report titled “Study of selection &
recruitment process in DLF Home Developers Ltd. & its effectiveness” submitted to
Banarsidas Chandiwala Institute of Professional Studies, Dwarka is a bonafide work
undertaken during the period from 18 JUNE 2019 to 31 JULY 2019 and has not been
submitted to any other University or Institution for the award of any degree diploma / certificate
or published any time before.
 BONAFIDE CERTIFICATE

This is to certify that as per best of my belief the project entitled“ Study of selection &
recruitment process in DLF Home Developers Ltd. & its effectiveness” is the bonafide research
work carried out by Anju Gulia student of MBA, BCIPS, Dwarka, New Delhi during June-July
2019, in partial fulfillment of the requirements for the Summer Training Project of the Degree
of Master of Business Administration.

She has worked under my guidance.

--------------------
Name
Project Guide (Internal)
Date:

Counter signed by

-------------

HOD/ Director
Date:
 ACKNOWLEDGEMENT

I owe a great thanks to many people who helped and supported me during the writing of this
report. My deepest thanks to Mr. Viraj Sharma , for giving me the opportunity to complete my
summer training in DLF and for supporting me in completing the report. I express my thanks
to Dr. Shamsher Singh (HOD), for extending his support. My deep sense of gratitude to Dr.
Suniti Chandiok (Mentor),for her support and guidance. I would also like to thanks and
appreciate to the peoples of DLF Projects Ltd, for their support. I would also like to thank my
Institute and my faculty members without whom this project would have been a distant reality.
S.NO TOPIC PAGE NO.

1 EXECUTIVE SUMMARY

2 CHAPTER 1
1.1 INTRODUCTION

1.2 OBJECTIVE and SCOPE OF THE STUDY

CHAPTER 2
2.1 COMPANY PROFILE

2.2 VISION, MISSION & VALUES

3.3 SWOT ANALYSIS

CHAPTER 3
LITERATURE REVIEW

CHAPTER 4
4.1 RESEARCH METHODOLOGY

CHAPTER 5
5.1 DATA ANALYSIS AND INTERPRETATION

CHAPTER 6
6.1 FINDINGS, CONCLUSION, RECOMMENDATION

6.2 BIBLIOGRAPHY

ANNEXTURE

QUESTIONNAIRE
TABLE OF CONTENT

S.NO Table/ Graph PAGE NO.

 EXECUTIVE SUMMARY

This is internship report based on the two months period internship program that I had
successfully completed in DLF Home Developers Ltd. under Human Resource Division. The
objective of the report is to identify the recruitment and Selection Process in DLF and the
strategies for successful Recruitment process. As usual, primary data and secondary data were
used to prepare this report. Primary data came from my day to day observation and interviewing
the employees. Secondary data was collected by Organization employee hand book, website,
and relevant books. Their exclusive HR practices help them to achieve their goals. Hence, the
management development programs are introduced to update their employees. This report also
shows my observation on recruitment and selection process. This report provides some
recommendation which may help to improve their process.
CHAPTER 1
1.0 INTRODUCTION

Successful human resource should identify human resource needs in the organization.
Recruitment is the discovering of potential candidates for actual or anticipated
organizational vacancies. Or, from another perspective, it is a linking activity bringing together
those with jobs to fill and those seeking job. The ideal recruitment effort will attract a large
number of qualified applicants who will take the job if it is offered. It should also provide
information so that unqualified applicants can self select themselves out of job candidacy; this
is, a good recruiting program should attract the qualified and not attract the unqualified. This
dual objective will minimize the cost of processing unqualified candidates.

According to Edwin B Flippo

Recruitment as “the process of searching for prospective employees and stimulating them
to apply for the jobs in the organization.”

According to Yoder

Recruitment is a process to discover the sources of manpower to meet the requirement of

the staffing schedule and to employee effective measures to attracting that manpower in
adequate number to facilitate effective selection of an effective workforce

1.1. Recruitment
Recruitment is the process of attracting prospective employees and stimulating them for
applying job in an organization. Recruitment is the process of hiring the right kinds of
candidates on the right job. Recruitment and selection activity is predominantly dealt with in
two fields:

 A generally prescriptive human resource management or personnel management

viewpoint.

 A very technical psychology literature that focuses on the validity (absolute and
relative) of different forms of recruitment techniques, such as competency modelling,
interviews and various types of psychometric testing.
Methods of Recruitment

There are various methods of recruitment but for the sake of simplicity, they have been
categorized under two broad headings.

•Internal Recruitment

•External Recruitment

Benefits and Importance of Recruitment:

(1).Helps to create a talent pool of potential candidates for the benefits of the organization.

(2).To increases the pool of job seeking candidates at minimum cost.

(3).It helps to increase the success rate of selection process by decreasing the no of visits
qualified or over qualified job applicants.

(4).Helps in identifying and preparing potential job applicants who will be the appropriate
candidature for the job.

(5).Finally it helps in increasing organization and individual effectiveness of various recruiting

techniques and for all the types of job applicants.

1.2. Selection

Selection is the process of picking individuals who have relevant qualifications to fill jobs in
an organization. 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.

Importance of Selection:

Selecting the right employees is important for three main reasons: performance, costs and legal
obligations.
Performance: Employees with right skills will do a better job for any company and for the
owner. Employees without these requisite skills or who are abrasive would not perform
effectively and the company performance will suffer to a great extent. So there is a time to
screen out undesirables and to choose the better and perfect candidate that can effectively
contribute to company success.

Cost: It is important because it is costly to recruit and hire employees so cost-benefit ratio
have to be considered while hiring of employees in order to avoid any unnecessary wastage
of money and the valuable resources .The total cost of hiring a manager could easily be 10
times as high as once one add search fees, interviewing time, reference checking, and
travel and moving expenses.

1.2.1 Essentials and Prerequisites for Selection:

I. Picking individuals possessing relevant qualifications.

II. Matching job requirements with the profile of the candidates.

III. Using multiple tools and techniques to find the most suitable candidate suitable of achieving
success on the job.

1.3 The difference between recruitment and selection:

Recruitment is identifying and encouraging prospective employees to apply for a job and

Selection is selecting the right candidate from the pool of applicants.

1.4 Objectives of the Study

1) To study the Recruitment and selection process at DLF. To assess the effectiveness and
suggest ways to improve it.
2) To analyse the effects of recession on recruitment and selection process.
3) To identify the strategies for successful recruitment process.

Also my objective of doing research on this topic is to study how the Organization is manning
the human resource of it and also study the constraint in of recruitment and selection process.
The main objective of this study is to select-right candidates to the right jobs to reduce the cost
of employment and losses occurred due to errors made by the employees which are not
appropriate to the corresponding job.

1.5 SCOPE of the Study

1) To understand the internal Recruitment process at DLF.

2) To identify areas where there can be scope for improvement.
3) To give suitable recommendation to streamline the hiring process.
CHAPTER 2
2.1 COMPANY PROFILE

DLF Limited (Delhi Land & Finance) is the largest commercial real estate developers in India
and the owner is Kushal Pal Singh. It was founded by Chaudhary Raghvendra Singh in 1946
and is New Delhi, India based. DLF developed residential colonies in Delhi such as Shivaji
Park (their first development), Rajouri Garden, Krishna Nagar, South Extension, Greater
Kailash, Kailash Colony, and Hauz Khas. DLF builds residential, office, and retail properties.
With the passage of Delhi Development Act in 1957, the local government assumed control of
real estate development in Delhi and banned private real estate developers. As a result, DLF
began acquiring land at relatively low cost outside the area controlled by the Delhi
Development Authority, in the district of Gurgaon, in the adjacent state of Haryana. In the mid-
1970s, the company started developing their DLF City project at Gurgaon. Its plans include
hotels, infrastructure and special economic zones-related development projects. The company
is headed by Kushal Pal Singh. Kushal Pal Singh, according to the Forbes listing of richest
billionaires in 2009, was the 98th richest man in the world and the world’s richest property
developer.

As of March 31, 2012, the Company had a 1,380 square feet of leased retail space across the
country. In 2013–14, it leased out 3 million sq ft of office space in India. Income DLF has about
25 million sq ft of leased office space spread across Gurgaon, Hyderabad, Kolkata, Chandigarh
and Chennai, which generates a rental of about Rs 1,950crore every year and supports Rs
45,000 crore of the company’s debt. DLF has leased office space to Samsung and about 1 lakh
sq ft office space to some other companies, including Executive Centre and Corporatedge office
facilities. History DLF’s first residential project was Krishna Nagar in East Delhi, which was
completed in 1949. Subsequently, the company developed 21 colonies in Delhi, including some
in the South Extension, Greater Kailash , Kailash Colony and Hauz Khas. The passage of Delhi
Development Act in 1957 was the first serious.

In August 2011 a penalty of ₹6.3 billion (US$91 million) was imposed on DLF by
the Competition Commission of India (CCI) after finding DLF guilty of breaching laws
regarding the unfair pricing of goods and services. The complaint was lodged against DLF by
buyers in its residential projects Belaire & Park Place, located in Gurgaon.

Company policy of DLF

“Total customer satisfaction through quality management and continuous improvement”

We at DLF are committed to produce high standard infrastructure and provide satisfaction of
World class quality.

Our Aim is to maximize the customer’s Satisfaction and this is achieved through Quality
product, continuous improvement and motivated employees.

BUSINESS PRINCIPLES

1. Organization, which is sensitive to the needs of the Customers.

2. Continuous up gradation of Quality and Process to meet changing needs of Customers.

3. Optimization of returns on Investment by.

 Continuous Improvement.

 Leadership through Technology.

 Organization and Personal Development.

 Cost Reduction efforts.

 Effective use of all resources.

 Harmonious and Safe working conditions

2.2 VISION, MISSION & VALUES

DLF Vision
To contribute significantly to building the new India and become the world’s most valuable
real estate company.
DLF Mission
To build world-class real-estate concepts across six business lines with the highest standards
of professionalism, ethics, quality and customer service.

DLF Values

 Sustained efforts to enhance customer value and quality

 Ethical and professional service

 Compliance and respect for all community, environmental and legal requirements.

2.3 SWOT ANALYSIS

 Strength is defined as any internal asset, technology, motivation, finance, business links, etc
that can help to exploit opportunities and to fight off threats.
 Weakness is an internal condition which hampers the competitive position or exploitation
of opportunities.
 Opportunity is any external circumstance or characteristic which favours the demand of the
system or where the system is enjoying a competitive advantage.
 Threat is a challenge of an unfavourable trend or of any external circumstance which will
unfavourably influence the position of the system.
Strength

 Employment and training opportunities in the field of construction

 Private sector housing boom and commercial building demands

 Construction of the multi building projects on the feasible locations in the country.

 Good structured national network facilitates the boom of construction industry.

 Low cost well- educated and skilled labour force is now widely available across the
country.

 Sufficient availability of raw material and natural resources in the country is

supportive for the industry.
  Real estate development is on high and it is attracting the focus of the industry
towards construction.

Weakness

 Chances of Natural disadvantage are there.

 Distance between construction projects reduces business efficiency.

 Training itself has become a challenge.

 Changing skills requirements and an ageing workforce may accentuate the skills
gap.

 Improve in long-term career prospects is highly required to encourage staff

retention and new entrants.

 External allocation of large contracts becomes difficult.

 Lack of clearly define processes and procedures for construction and its
management.

 Huge amount of money need to be invested in this industry and inefficiency may
lead to high level of risk.

Opportunities

 Continuous private sector housing boom will create more construction

opportunities.

 Public sector projects through Public Private Partnerships will bring further
opportunities.

 Developing supply chain through involvement in large projects is likely to enhance

the chances in construction.

 Renewable energy projects will offer opportunities to develop skills and capacity in
new markets.

 More flexible training delivery techniques are now available.

 Financial supports like loan and insurance and growth in income of people is in
support of construction industry.
  Historical cultural heritages like the TAZ MAHAL encourage and provide a
creative platform for the industry.

 Remote areas in the country are easily accessible and plenty of land is available in
the country.

Threats

 Long term market instability and uncertainty may damage the opportunities and prevent
the expansion of training and development facilities.

 Current economic situation may have an adverse impact on construction industry.

 Political and security conditions in the region and Late legislative enforcement
measures are always threats to any industry in India.

 Infrastructure safety is a challenging task in construction industry.

 Lack of political willingness and support on promoting new strategies

 Natural abnormal casualties such as earth quake and floods are uncertain and can
prevent the construction boom.

 Inefficient accessibility in planning and concerning the infrastructure and signs.

 Competitors are emerging in the industry by leaps and bounds.

Recruitment process at DLF

Recruitment Process consists of:

1. Identifying the vacancy:

The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company.
2. Prepare job description and person specification

A job description should include:

 the job title

 the position in the company, including the job title of the person to whom the employee
will report and of those who will report to them, if any
  the location of the job

 a summary of the general nature and objectives of the job

 a list of the main duties or tasks of the employee

The person specification

A person specification is not a legal requirement but will be useful when writing a job
advertisement and defining the qualities you are looking for in a candidate. Include the
knowledge, experience and skills you would like them to have, separating those which are
essential for the job from those which are desirable. It's essential not to discriminate - see our
guide on how to prevent discrimination and value diversity.

3 Internal job posting

The process of looking inside the organization for existing qualified employees who might be
promoted to higher-level positions.

4 Promotion and Transfers

Many organizations prefer to fill vacancies through promotions or transfers from within
the company wherever possible. Promotion involves movement of an employee from a
lower level position to a higher level position. It is accompanied by changes in duties,
responsibilities, status and value. Internal promotions and transfers certainly allow them a
greater scope to experiment with their careers, kindling ambitions and motivating them to take
a shot.

 Upgrading & Demotion

It is done on the basis of performance.

 Employee Referral

It is a recruitment method in which the current employees are encouraged and rewarded
for introducing suitable recruits from among the people they know. The logic behind
 employee referral is that “it takes one to know one”. Benefits of this method are as
follows:

 Quality Candidates

 Cost savings

 Faster recruitment cycles

 Incentives to current employees

On the other hand it is important for an organization to ensure that nepotism or favouritism
does not happen, and that such aspects do not make inroads into the recruitment process.

 Job Portal
The emergence of vertical search engines, allow job-seekers to search across multiple
website. Some of these new search engines index and list the advertisements of
traditional job boards. These sites tend to aim for providing a one-stop shop for job-
seekers. However, there are many other job search engines which index pages solely
from employers website, choosing to bypass traditional job boards entirely. These
vertical search engines allow job-seekers to find new positions that may not be
advertised on traditional job boards, and online recruitment website.
 Consultants
Several recruitment consultancy like S.B. Billimoria Co,a.f ferguson etc. provide
recruitment and selection services. Several private consultancy firms perform
recruitment functions on behalf of client companies by charging a fee. These agencies
are particularly suitable for recruitment of executives and specialists. It is also known
as RPO (Recruitment Process Outsourcing).

Selection process at DLF

Steps involved in employee selection in DLF Ltd. are described as under:

1. Preliminary Interview: First of all, initial screening is done to weed out totally
undesirable/unqualified candidates at the outlet. Preliminary interview is essentially
 information about the nature of the job and the organization. Necessary information is
also elicited from the candidates about their education, skills experience, salary
expected, etc. if the candidate is found suitable, he is selected for further screening.
Preliminary interview saves time and efforts of both the company and the candidate.
2. Application Blank: Application form is traditional and widely used device for
collecting information from candidates. The application form should provide all the
information relevant to selection. But reference to caste, birth, religion, birth place may
be avoided as it is regards an evidence of discrimination. Generally, application forms
contain the following information.
(a) Identifying information- Name, address, telephone No., etc.
(b) Personal Information- Age, sex, place of birth, marital status, dependents etc.
(c) Physical characteristics- Height, weight, eye sight, etc.
(d) Family background
(e) Education- Academic, technical and professional.
(f) Experience – Jobs Held, employers, duties preferred, salary drawn, etc.
(g) References
(h) Miscellaneous – Extracurricular activities, hobbies, games and sports,
membership of professional bodies, etc.
3. Preliminary Interview: First of all, initial screening is done to weed out totally
undesirable/unqualified candidates at the outlet. Preliminary interview is essentially
information about the nature of the job and the organization. Necessary information is
also elicited from the candidates about their education, skills experience, salary
expected, etc. if the candidate is found suitable, he is selected for further screening.
Preliminary interview saves time and efforts of both the company and the candidate.
4. Application Blank: Application form is traditional and widely used device for
collecting information from candidates. The application form should provide all the
information relevant to selection. But reference to caste, birth, religion, birth place may
be avoided as it is regards an evidence of discrimination. Generally, application forms
contain the following information.
(a) Identifying information- Name, address, telephone No., etc.
 (b) Personal Information- Age, sex, place of birth, marital status, dependents etc.
(c) Physical characteristics- Height, weight, eye sight, etc.
(d) Family background
(e) Education- Academic, technical and professional.
(f) Experience – Jobs Held, employers, duties preferred, salary drawn, etc.
(g) References
(h) Miscellaneous – Extracurricular activities, hobbies, games and sports,
membership of professional bodies, etc.
Application form helps to serve objectives. First scrutiny of the form helps to weed out
candidates who are lacking in education, experience, or some other eligibility taints.
Secondary, it helps in formulating questions to be asked in the interview. Thirdly, data
contained in application forms can be stored for future reference. Application form duly
filled in is also called bio-data or curriculum vitae.
5. Selection Test: Psychological tests are being increasingly used in employee selection.
A test is a sample of some aspect of an individual’s attitude, behavior and performance.
It also provides a systematic basis for comparing the behavior, performance and
attitudes of two more persons. Tests are based on the assumption that individuals differ
in their job related traits which can be measured. Tests help to reduce bias in selection
by servicing as a supplementary screening device. Tests are helpful in better matching
of candidate and the job. Tests may also reveal qualifications which remain covered in
application form and interview. Tests are
Useful when the number of applicants is large. Further, tests will be useful only when
they are properly designed and administrated.
6. Employment Interview: An interview is a conversation between two persons. In
selection it involves a personal, observational and face to face appraisal of candidates
for employment. Interview is an essential element of selection and no selection
procedure is complete without one or more personal interviews. The information
collected through application and test can be cross-checked in the interview.
A selection interview serves three purposes: (a) obtaining information about eh
background, education, training, work history and interests of the candidate; (b) giving
 information to candidates about the company, the specific job and personnel policies;
and (c) establishing a friendly relationship between the employer and the candidate so
as to motive the successful applicant to work for the organization.
7. References Check: The opinion of referees can be useful in judging the future
behavioral and performance of a candidate.
8. Final Approval: In most of organization, selection process is carried out by the human
resource department. The decisions of this department are recommendatory. The
candidates short listed by the department are finally approved by the executives of the
concerned department/units. Employment is offered in the form of an appointment
letter mentioning the post, the rank, the salary grade, the date by which the candidate
should join and other terms and conditions in brief. In some organization a contact of
service on judicial paper is signed by both the candidate and the representative of the
organization. Appointment is generally made on probation of one or two years. After
satisfactory performance during this period the candidate is finally confirmed in the job
on permanent basis or regularized.
CHAPTER 3
LITERATURE REVIEW
According to Costello (2006) recruitment is described as the set of activities and processes used
to legally obtain a sufficient number of qualified people at the right place and time so that the
people and the organization can select each other in their own best short and long term interests.

Jovanovic (2004) said recruitment is a process of attracting a pool of high quality applicants so
as to select the best among them. For this reason, top performing companies devoted
considerable resources and energy to creating high quality selection systems. Due to the fact
that organizations are always fortified by information technology to be more competitive, it is
natural to also consider utilizing this technology to re-organize the traditional recruitment and
selection process through proper decision techniques, with that both the effectiveness and the
efficiency of the processes can be increased and the quality of the recruitment and selection
decision improved.

Dessler, (2000) found in his study that the Recruitment and selection forms a core part of the
central activities underlying human resource management: namely, the acquisition,
development and reward of the workers. It frequently forms an important part of the work of
human resource managers – or designated specialists within work organizations. However, and
importantly, recruitment and selection decisions are often for good reason taken by non-
specialists, by the line managers. Recruitment and selection also have an important role to play
in ensuring worker performance and positive organizational outcomes. Recruitment and
selection had the capacity to form a key part of the process of managing and leading people as
a routine part of organizational life, it is suggested here that recruitment and selection has
become ever more important as organizations increasingly regard their workforce as a source
of competitive advantage. Of course, not all employers engage with this proposition even at
the rhetorical level. However, there is evidence of increased interest in the utilization of
employee selection methods which are valid, reliable and fair. Dessler listing the essence of
these in the following; build a pool of candidates for the job, have the applicants fill out
application forms, utilize various selection techniques to identify viable job candidates, send
one or more viable job candidates to their supervisor, have the candidate go through selection
interviews, and determine to which candidate an offer should be made.
Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were
sometimes recruited by word of mouth, through existing employees. Besides being cheaper,
the “grapevine” finds employees who stay longer (low voluntary turnover) and who are less
likely to be dismissed (low involuntary turnover). People recruited by word of mouth stay
longer because they have a clearer idea of what the job really involves. The study reviewed
five studies in which average labor turnover of those recruited by advertising was 51 percent.
The labor turnover for spontaneous applicants was 37 per cent and turnover for applicants
recommended by existing employees was 30 percent. One hypothesis proposed to account for
this was the “best information” hypothesis. It was argued that people who were suggested by
other employees were better and more realistically informed about the job than those who
applied through newspapers and agencies. Thus, they were in a better position to assess their
own suitability. Better informed candidates are likely to have a more realistic view of the job,
culture of the organization and job prospects.

Miyake, (2002) In a comparison of personnel selection practices in seven European countries

explored the utilization of a range of established selection methods. They reported a general
trend towards structured interviews in all countries and, while the general validity and
acceptability of methods such as work samples, group exercises and assessment centres were
widely recognized, reported usage of these methods was infrequent.

Burton (2001) in his study of recruitment and selection practices in the USA, found that
approximately 25 percent of respondent organizations conducted validation studies on their
selection methods. Furthermore, in a rating of various selection methods, those perceived to be
above average in their ability to predict employees' job performance included work samples,
references/recommendations, unstructured interviews, structured interviews and assessment
centres.
CHAPTER 4
4.1 RESEARCH METHODOLOGY

The study will be conducted to achieve the objectives including both exploratory as well as
descriptive in nature and involve personal interviews that will be based on the questionnaire
format.

A research methodology defines the purpose of the research, how it proceeds, how to measure
process and what constitute success with respect to the objectives determined for carrying out
the research study.

The research process that will be adopted in the present study consists of the following stages:-

The sources of information are both primary & secondary.

Primary sources of data

The primary data was collected from questionnaires distributed. A well-structured

questionnaire was prepared and personal interaction with the recruiters also helps in collecting
information about the recruitment process in DLF.

Secondary source of data

Secondary data were obtained from the previous studies on similar topics which were published
in both national and international journal. Also the internet provided an insight about the DLF.
And some information is taken from DLF HOME DEVELOPERS LTD.

The Questionnaire

Keeping in view the objective of the study, questionnaire was designed and filled by few
employees. The questionnaire includes multiple choice questions.

Data analysis tool

The data collected through the questionnaire were analyzed using simplest statistical tools and
spread sheets software namely Microsoft excel. Each of the different questions in the
questionnaires were analyzed individually and represented in the form of a pie-chart.

SAMPLING METHOD

Sampling was done by random sampling method.

SAMPLING SIZE

Sample size considered was 60 as per the study.

SAMPLING SIZE

The sample area refers to the universe to be studied under our research project. The area denotes
the place or the region to be studied and taken into research consideration. Thus the sample
area chosen for this project was DLF GOLF & CPUNTRY CLUB.

MODE OF ANALYSIS

The instrument used for data collection was in the form of Questionnaire. The questionnaire
was used as it facilitates the tabulation and analysis of the data to be collected. The data
collected was subjected to simple frequency distribution and percentage analysis.
CHAPTER 5
DATA ANALYSIS & INTERPRETATION

This project titled Study on Recruitment and Selection Process of employees in DLF home
developers Ltd. For this project a questionnaire on assessment of current recruitment and
selection practice at DLF. The sample size of 60 is taken and data was collected.

 Source of recruitment in their recruitment

7%

Other Sources

53% 40% Advertisement

Internal Reference

Source Percentage Number of Response

INTERNAL REFERENCE 53 32

OTHER SOURCES 7 4

ADVERTISEMENT 40 24

The maximum number of people thinks that the main source of Recruitment in DLF in INTERNAL
REFERENCES and least priority if given to other souces of recruitment.

 They are satisfied by the recruitment process by which they are selecte

RECRUTMENT PROCESS
10%
SATISFIED BY THE
PROCESS
90% UNSATISFIED BY
THE PROCESS
 RECRUITMENT PERCENTILE NO. OF RESPONSE
PROCESS
SATISFIED 90 54

UNSATISFIED 10 6

90% of the people working in DLF are satisfied with the Recruitment process i.e. 54 People
and rest doesn’t support the recruitment system of DLF.

 Colleagues very pleasant and helping or not

7%

colleagues are helping

colleagues are not

helping
93%

COLLEAGUES PERCENTILE NO. OF RESPONSE

HELPING OR NOT
HELPING 93 55

NOT HELPING 7 5

Most of the colleagues are very helping in nature and 93% of the people are
satisfied with this response.
 The recruitment conducted fare at DLF

1% 4%

Strongly agree

95% Neutral
Strongly disagree

RESPONSE Percentile Number of People

Strongly Agree 95 57

Neutral 1 1

Strongly Disagree 4 2

95% of the people agree that Recruitment is conducted fare in DLF i.e 57 people out are 60 are in

the favour of the recruitment process.

 Whether they like to put their relatives/friends for job in DLF

3%
27% YES
70% NO
NO COMMENT

DLF PUT THEIR RELATIVES IN JOB Percentile No. of People

YES 70 42

NO 27 16

NO COMMENTS 3 2
42 people out of 60 agree to the fact that in DLF internal Recruitment takes place and people
tends to put their relatives and friends for jobs instead of giving chance to others

 Time duration given for the recruitment process is sufficient

15%

YES
85% NO

Time duration is sufficient? Percentile Number of People

Yes 85 51

No 15 9

Time duration for the recruitment process is sufficient according to 85% people i.e. 51 people out of

60 are in the favour of the time duration and believes that sufficient tiem is taken to make decisions

related to recruitment.

 How long will they like to continue with this organization

13%

43% 5-10 years

24% 10-15 years
15-20 years
20%
Till Retirement

FOR HOW LONG PEOPLE Percentile Number of People

WOULD LIKE TO BE IN DLF?
5-10YRS 13 7

10-15YRS 24 15
 15-20YRS 20 12

TILL RETIREMENT 43 26

43% of people would like to work in DLF till retirement, these people likes the surrounding
and their work as well, whereas the minimum percentile is 13% i.e. people likes to work for 5-
10years in DLF.

 They believe in their Job security in DLF?

3%

30%
YES
67% NO
CAN'T SAY

BELIEVE IN JOB Percentile No. of People

SECURITY?
YES 67 40

NO 30 18

NO COMMENTS 3 2

Large number of people in DLF believe in their Job Security. According to the survey 67% of people

believes in job security whereas 30% of the people believes that there is no job security in DLF.

 Whether they are satisfied with their daily schedule

 7%
10%
STRONGLY AGREE

NEUTRAL
83%
STRONGLY
DISAGREE

Employees are satisfied with Percentile No. of People

their daily schedule?
STRONGLY AGREE 83 49

NEUTRAL 10 6

STRONGLY DISAGREE 7 5

83% of the employees agreed to the level of satisfaction from their daily schedule i.e. 49
people and 7% of the employees were disagree with their daily schedule at DLF.

 On quality of work life dimension of recruitment and selection effectiveness in DLF

recognition system is followed impartially or not

15%

FAVORABLE
NOT FAVORABLE
85%

Dimension of recruitment and selection effectiveness Percentile No. of People

recognition system is followed impartially?
FAVOURABLE 85 51
 NOT FAVOURABLE 15 9

85% of the employees of DLF were in the favour of the statement that their is partiality in the

recognition system of Recruitment and Selection and only 15% of the employees were against this

statement. That depicts that DLF is continuously making an effort to not to just hire and fire the

employees but hire and develop statement.

 CHAPTER 6

LIMITATIONS







 The recruitment & selection process in DLF is done through internal job posting, consultants,
job portal (mailing), employee referral, and advertisements.
 The selection process in DLF is depends on the job profile of their requirement.
 If a firm has a poor image in the market, many of the prospective candidates may not even
apply for vacancies advertised by the firm. If the job is not attractive, qualified people may not
even apply. Any job that is viewed as boring, hazardous, anxiety producing, low-paying, or
lacking in promotion potential seldom will attract a qualified pool of applicants. Recruiting
efforts require money. Sometimes because of limited resources, organizations may not like to
carry on the recruiting efforts for long periods of time, this can, ultimately, constrain a
recruiter’s effort to attract the best person for the job.
 From the study, it is found that majority of the employees prefer to post their resume in
companies website. So the company can have exclusive career link in its website to post
resume.
 Some of the employees said that the response given after recruitment is not satisfactory. If
the recruitment feedback mechanism is not effective, there is high-risk of loosing good
candidates to other companies. So they can give the response for candidates immediately
whether they are short listed or rejected.
 Thus the recruitment process can be made effective by retaining the recruited candidate.
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Ors" (PDF). Competition Commission of India. Archived from the original (PDF) on
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10. "DLF Skycourt".

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139-146.
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18. Absar MM. Recruitmnet & Selection practises in Manufacturing Firms in Bangladesh.
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 APPENDIX

QUESTIONNAIRE

Name of Employee:

Designation:

Department:

Contact no.

1. From which source of recruitment they come to know about the job?
Internal References Advertisement Other Sources

2. Whether they are satisfied by the recruitment process by which they are selected or
not?
Satisfied by the process Unsatisfied by the process

3. Whether their colleagues are helping & pleasant with them?

Colleagues are helping Colleagues are not helping

4. Is the recruitment conducted fare at DLF?

Strongly Agree Agree Strongly Disagre Disagree Neutral

5. Whether they like to put their relatives/friends for job in DLF?

YES NO CAN’T SAY

6. Is the Time duration given for the recruitment process is sufficient?

YES NO

7. How long will they like to continue with this organization?

 5-10 YEAR 10-15 YEAR 15-20 YEAR
TILL RETIREMENT

8. They believe their Job security in DLF?

YES No

9. Whether they are satisfied with their daily schedule?

Strongly Agree Agree Strongly Disagree Disagree Neutral

10. On quality of work life dimension of recruitment and selection effectiveness, the
question was asked whether recognition system is followed impartially or not?
FAVORABLE NOT FAVOURABLE